Ultimately we want Channel 4 to keep its place at the heart of British broadcasting. Similarly, Channel 5 has thrived following its sale to ViacomCBS, seeing its group audience share grow from 5.8% to 6.4% in the three years following its sale, winning ‘Channel of the Year’ in 2020 and being the only public service broadcaster to grow its all-hours share in 2019. ITV has successfully increased and diversified its income with the creation of ITV studios – something Channel 4 is not easily able to replicate in its current ownership model. This is a success story we have seen in commercially-owned public service broadcasters in recent years. Private investment would mean more content, and more jobs. There are constraints that come with public ownership, and a new owner could bring access and benefits, including access to capital, to strategic partnerships and to the international markets. It is our current view, to be tested through this consultation, that a new ownership model for Channel 4 would be the best means of ensuring its future success and sustainability as a public service broadcaster and its continued contribution to the UK’s creative industries. We want its remit to be relevant for both today and tomorrow, and we want to support its valuable contribution to the social and cultural life of UK audiences now and into the future. We want it to be able to diversify its income, take advantage of strategic partnerships and access international markets. We want to see a Channel 4 that has access to capital, and the ability to invest dynamically in new technology and programming – giving it the ability to serve audiences better in a fast-evolving media sector. And we want to maintain, and, where possible, enhance Channel 4’s unique role in UK broadcasting – for example, its success in delivering content that serves every corner of the country. We want to make sure Channel 4 thrives for another four decades. We are also seeing a wave of consolidation that may make the challenges for a publicly owned Channel 4 more pronounced.
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Its current reliance on advertising and events-driven sponsorship activities expose it to market fluctuations and the decline in linear TV advertising spend relative to digital. Increased global competition and changing audience habits pose challenges to linear TV broadcasters, including Channel 4. It has advanced its digital strategy, whilst supporting the independent production sector in the UK, contributing to the economies of our nations and regions, and creating diverse and risk-taking content.īut this is 2021, not 1982 - and the broadcasting landscape has changed beyond recognition. Channel 4 itself has done an excellent job in delivering its remit and more recently in managing the uncertainty in the market over the last few years. Our public service broadcasters - both publicly and commercially funded - continue to be a vital part of this mixed ecology, contributing hugely important social, cultural and economic benefits. We now live in a world of smart TVs and streaming sticks, catch-up and on-demand.
Then video-on-demand services such as Netflix, Amazon Prime and Disney+ made their way onto our screens, changing everything. First came commercial satellite TV and then digital terrestrial TV, pushing channel numbers into the hundreds. The main reason Channel 4 won that competition and was set up as a publicly-owned, commercially-run station was to provide greater choice.įour decades on, choice is no longer a problem.
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When Channel 4, created by the Conservative Government under Margaret Thatcher, joined the airwaves in 1982, there were just three other terrestrial TV stations – two of them owned by the BBC – and there was a lively debate about how to put the latest available set of bandwidths to best use.
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