Radio and tv huai-chui-chou-chou-cai-cai-cai
100 per cent growth throughout the year
In 2017, the city of huai cheihu radio and television, with the reform of the wide-power supply side, refined its frequency and achieved a “turn-over” with a marked improvement in the quality of publicity and a doubling of the revenue generated by its operationsMedia integrationQuick ahead, the team looks new。
One is to restructure institutions and phase out inefficient production. In line with the reform of the supply side, the contractionary front, the frequency of the channel has been refined, the channel has been converted to a central system, and a whole game has been achieved. Optimizing the set-up of channels and columns, eliminating inefficient production capacity, consolidating resources of advantage, forming opinion-raising matrices, operating income-generating matrices, industrial development matrices, and better addressing the contradictions between the internal fragmentation, dispersing of personnel, homogenizing competition and waste of resources created by the past channel system. The second is the best soldier and the best man. Optimizing staffing, highlighting a one-line shift in income distribution, concentration of excellence in programme production, business income generation, implementation of full-staff performance appraisals, and linking remuneration to operating income generation, with the exception of the public information sector. The third is innovation in technology and upgrading safeguards. More than $13 million was invested in the complete implementation of the high-resolution technology upgrade for television production, as well as in the panorama studio, the “central kitchen” production system, and the construction of the “my conservative” mobile phone app, which further enhanced the level of programming and emergency reporting capacity. The fourth is to change thinking and expand business paths. In the face of the current state of the hard-to-broad fundamentals, a timely shift in business strategy, the insistence on double-wheel-drive programmes and activities, the organic integration of online programmes with off-line activities, and more than 100 new media broadcasts throughout the year, generating more than $20 million in income。
Through its one-year supply-side reform practice, huai tai has been very effective. The first was the strong publicity coverage of the "radio voice". The programming level and rapid response capacity for news coverage have been significantly improved. In 2017, 407 articles were written in the central and provincial media, 76 of which were in view, well above the figures of previous years. Henan radio and television award 13 and hunan news prize 7. There is widespread public opinion that the television programmes in the huai tai are now much better than in the past. The second is the media’s integration of the “broadcast brand”. The mobile phone app, my nuenity, adheres to high starting points and high standards of planning design, highlighting two features of video content and live broadcasting. Currently, there are nearly 50,000 downloaders, with a peak of over 2,000 people online per second and an average of 200,000 daily views. The new media have become not only the most effective platform for radio and television broadcasting, but also the most powerful aides of income generation for activities that have greatly enhanced social influence. Thirdly, business income generation highlights the “widening speed”. Against the backdrop of a decline in industry-wide operations, industrial development has been accelerated through greater activity-led operations and greater cooperation with the districts, with a cumulative net income of over 41 million businesses completed throughout the year, a 100 per cent increase over the previous two years. Four are the "broadcast spirit" that brings together the officers. In 2017, the embarrassment of years of unpaid wages was changed, with the overall level of wages increasing by 30 per cent over the previous year. A cumulative amount of rmb 11 million was paid in respect of bank loans that fell due and the “five risks 1” owed to staff members for the calendar year。
At present, career-oriented and hard-working entrepreneurship has become a fashionable fashion, innovation for change and practical effectiveness have become a culture of valorization, and the spirit of the cadres has changed。
