This post continues the ongoing “From Nottingham and Beyond” series, with contributions from faculty and alumni of the University of Nottingham’s Department of Culture, Film and Media. This week’s contributor is Paul Grainge, Professor of Film and Television Studies in our department.

BBC iPlayer as a “pink portal” (2010)

Ever since the BBC launched its on-demand service, BBC iPlayer, on Christmas Day in 2007, short-form trailers have appeared across the BBC’s broadcast channels to promote the availability of iPlayer as a new way of accessing and engaging with BBC content. The distinctive iPlayer logo, pretty in pink, routinely appears in TV end credits as a reminder of program availability through catch-up and as a call to action. The “play” symbol invites audiences not only to watch shows they may have missed but also to download content, interact with educational guides, share recommendations and personalize their viewing through sign-in (the last of these reflecting the BBC’s desire, expressed by Director-General Tony Hall in 2015, to “reinvent public service broadcasting through data”).

As well as using end credits, the promotion of BBC iPlayer in the UK market has also taken place in between programs, a range of teasers (10 seconds), trailers (30-40 seconds) and full-blown brand stories (up to a minute long) appearing as interstitials in the BBC’s linear schedule. These always make me watch. Not simply because I’m a sucker for a well-crafted promo, but also because they reveal something of the way that the BBC has produced, and continues to develop, vernaculars around on-demand television.

BBC iPlayer logo

This has become tied to questions of how the BBC communicates its role in a fast-changing media environment. Unquestionably, the BBC has been successful in creating brand awareness for iPlayer. This was evidenced by a YouGov poll in 2013 that named “BBC iPlayer” the UK’s number-one brand in terms of consumer perception, ahead of Samsung (2nd), John Lewis (3rd), BBC.co.uk (6th), YouTube (7th) and Marks & Spencer (8th). And yet, despite the ubiquity of the brand, it remains the case that iPlayer accounts for just 2-3% of all BBC audience viewing. For those responsible for iPlayer strategy at the BBC, this signals a head-scratching gap between brand awareness and actual use among mainstream audiences. While rebutting claims in 2015 that iPlayer’s audience had dipped for the first time, the Head of BBC iPlayer, Dan Taylor-Watt, nevertheless remarked in a May blog post that “the challenge for us is to get everyone using iPlayer—whether that’s to make the journey to work better, the holiday in the middle of no-where [sic] in the rain more enjoyable or just easily catch-up on what you’ve missed from the comfort of your sofa.”

It is the nature of the “challenge” that Taylor-Watt describes that interests me—specifically, how promotion has been used to get audiences to think of iPlayer as part of their daily habit. Since 2011, marketing campaigns for iPlayer have been informed by a “three beyond” strategy: “beyond PC, beyond catch-up, beyond the early-adopter.” This has been expressed in different ways, but is marked by a move away from techno-representations of iPlayer as a “portal”—viewers gazing at phosphoric BBC content in mystical electro-space—and towards representations that depict the use and function of iPlayer in the spaces and routines of everyday British life.

In the move from portals to port-a-loos (the tempting alternative title for this blog), a 2012 trailer called “Beyond the Computer” would depict the iPlayer logo descending onto screen devices being used in a range of spaces across the UK, from buses, beach huts, canal boats and office blocks to windmills, flats and the aforementioned portable toilet. Promoting the extension of iPlayer onto multiscreen devices, this trailer emphasized platform mobility in contemplative representations of “digital Britain.”

More recently, however, iPlayer campaigns have taken a different tack, and have focused more deliberately on what BBC managers that Catherine Johnson and I have interviewed call the “need-states” of on-demand television. This involves communicating the relevance, rather than simply the availability, of iPlayer to audiences. A 2014 campaign called “Always There When You Need It” demonstrates this attempt to show how iPlayer can serve the “entertainment needs” of prospective users. Targeted at the audience persona of “mainstream mums”—women in their thirties and forties with children, seen by the BBC as a group that under-uses iPlayer—the promo imagined “moments and opportunities” where iPlayer could fill gaps and fit into the time-pressed lives of people negotiating hectic, harassed and occasionally hungover moments of the day.

At some level, “always there when you need it” chimes with Max Dawson’s analysis of DVR advertising in the U.S. By the terms of his argument, digital television technologies became linked in the 2000s to discourses of attention management. Dawson connects this to wider neoliberal ideologies and the reflexive project of learning how to allocate attention profitably. Alert to quotidian moments, “Always There When You Need It” depicts scenes where iPlayer solves problems of time and attention in social, familial and workday life—from viewing “opportunities” on a delayed train to calming over-energetic children.

And yet, there is something in these promos that extends beyond a concern with the profitable allocation of attention. In cultural terms, they also contribute to the way the BBC has sought to promote its identity and value as a (digital) public-service broadcaster. In a period when the BBC is having to justify its purpose and unique funding arrangement ahead of charter review in 2016—and in the face of attacks by a Conservative government intent on reducing the corporation’s size—it is perhaps no surprise that the BBC has developed vernaculars that imagine, and assert, the BBC as something that wraps around British life.  While the purpose of “always there when you need it” was to highlight iPlayer’s capacity to meet entertainment needs, this trailer and subsequent promotions (such as this year’s “if you love something let it show” campaign, which invites audiences to share recommendations through iPlayer) have as much to say about the BBC’s own political “need-states” as they do the conditions and situations where audiences might turn to iPlayer as a service.

‘If You Love Something Let It Show” campaign (2015)

Post by Sam Ward, University of Nottingham

This post continues the ongoing “From Nottingham and Beyond” series, with contributions from faculty and alumni of the University of Nottingham’s Department of Culture, Film and Media. This week’s contributor is Sam Ward, PhD candidate in Film and Television Studies in our department and Visiting Lecturer in the University of Roehampton’s Department of Media, Culture and Language. 

Last month, the European Commission (the executive body of the European Union) announced plans for its Digital Single Market (DSM) initiative. Over the next two years, the initiative aims to increase cross-border trade in media and communications and standardize the consumer experience across the continent. Among a variety of likely ramifications, the proposals have sparked warnings that the BBC will be forced to make its iPlayer on-demand platform available outside the UK. Since its launch in 2007, the iPlayer has proven a popular aspect of the BBC’s “public purpose” in “delivering to the public the benefit of emerging media technologies and services.” But it remains available only on British soil, where it is paid out of the universal license fee. In the press conference announcing the DSM, European Commission President Jean-Claude Juncker complained of such “national silos,” envisioning instead a globe-trotting, always-connected media consumer: “You can drive from Talinn to Turin without once showing your passport, but you can’t stream your favorite TV shows from home once you get there.”

In her contribution to this column last month, Elizabeth Evans pointed to the important place of age in the industrial discourse surrounding digital television consumption. With this post, I want to continue with the question of how new forms of viewing are framed, but in terms of the equally definitive discourse of global connectedness. Just as Evans points out that “post-broadcast” viewing habits are reflexively associated with a “youth” demographic, the idea that viewers should be allowed to take the iPlayer with them as they move across borders reflects how those same viewing habits are increasingly tied to transnational flows. Traditional scheduled channels have always been perceived as a key aspect of what makes a television system national – especially, perhaps, in countries such as Britain where the most-watched channels have historically been those with a public-service remit requiring them to serve national cultural and economic interests. So far, the iPlayer has functioned as a digital extension of this logic, making the DSM all the more notable. (This is especially significant at a time when a newly elected British government prepares for both a referendum on the country’s membership of the EU and, as Evans explains, a potential renegotiation of the BBC’s revenue model.)

The DSM will reportedly also have a significant impact on how commercial VOD platforms such as Netflix and Amazon operate on the continent. It promises to enforce an end to “unjustified” geo-blocking and to consider broadening the scope of the EC’s Satellite and Cable Directive to account for online services. In fact, a more borderless European digital market would seem to be compatible with the promotional positioning of these U.S.-based services, which are commonly framed in terms of a deterritorialized mode of consumption. In the run-up to Netflix’s UK launch in 2012 – marking its first venture into Europe – its CEO Reed Hastings foresaw “a service for the world’s best content for the world’s citizens.” Hastings’ rhetoric epitomizes the tendency for streaming and downloading in the UK to be strongly associated with the transnational flow of content. A glance at the main webpage of any commercial VOD service available in the country presents a more or less entirely non-British range of content. This is the case even with British-based services such as Blinkbox (whose flagship offerings currently include HBO’s Game of Thrones, The CW’s Arrow and Danish period drama 1864, among many other imports, and just a handful of old BBC series). Netflix has emerged as the most popular subscription streaming service largely thanks to its being the only way British viewers could watch all five seasons of AMC’s Breaking Bad (known here as a “Netflix hit”) and its exclusive rights to House of Cards.

At the same time, the national territory remains a key point of reference for viewers and providers alike. To continue with the example of Netflix, it has increasingly sought to integrate itself directly with the domestic system, both in technical and cultural terms. The company has negotiated several partnerships with broadcast-based platforms to make its content accessible via web-connected television sets, as well as laptops and tablet computers. Meanwhile, its imported drama is commonly advertised with the help of domestically familiar personalities, as with Ricky Gervais’ flying tour around flagship Netflix shows in a promo from last year.

Since rolling out in several European and Asian countries, Netflix has opened up to commissioned content from domestic markets across its non-U.S. territories. The Crown, a £100 million adaptation of a play about Queen Elizabeth II, is planned for 2016, produced by British production company Left Bank Pictures.

Playwright Peter Morgan’s The Audience, source of the announced Netflix adaptation The Crown.

More recently, Netflix has for the first time issued an open commissioning brief to UK companies for factual and entertainment content. Netflix report that this new content will be made available simultaneously in all the territories in which it is active, as had been the case for House of Cards. This hugely expensive strategy may yet see the realization of Hastings’ global customer. As The Hollywood Reporter put it, “Instead of waiting for Europe to create a single digital market, Netflix will do it itself.”

For now, what is clear is that both the European Commission and the new corporate powers of the “post-broadcast” era are keen to define technological connectivity as intimately linked with transnational connectivity. This gives rise to a host of pressing questions for media scholars: about television’s historical tethering to the national sphere, which will undoubtedly persist even as transnational projects flourish; about the textual characteristics of content Hastings has in mind for Netflix’s “global” citizen-consumer (note, for example, the clear attraction of one of Britain’s most successful world exports as subject matter for The Crown); and about the reception of both the content and the brands of these new providers among audiences internationally. The key question for all concerned is whether the true potential of any “digital single market” lies in developing a newly transnationalized form of European public-service media, or simply in keeping pace with the demands of commercial giants’ global expansion.

This post continues the ongoing “From Nottingham and Beyond” series, with contributions from faculty and alumni of the University of Nottingham’s Department of Culture, Film and Media. This week’s contributor is Elizabeth Evans, Assistant Professor of Film and Television Studies in our department.

In March 2014, the BBC announced plans to “transform” one of its channels, BBC Three, into an online-only “channel.” Under the proposals, BBC Three would cease linear broadcasting and exist only via the Corporation’s website and the hugely popular online catch-up service, iPlayer. This would then allow the channel’s broadcast spectrum space to be transferred to a new BBC One+1 channel and to increase the broadcast hours of children’s-only channel CBBC from twelve hours to fourteen. The announcement comes at an uncertain time for the BBC. After several years of budget freezes, its Royal Charter, which gives the BBC the right to collect the legally enforced license fee, is due for review in 2016. Its future has been positioned front and center in public debates. Party leaders called for the Corporation’s reform during the recent UK general election. Prime Minister David Cameron then appointed a new Minister for Culture, Media and Sport who had likened the license fee to the hugely unpopular and riot-inducing Thatcherite poll tax. Central to these debates are questions around the future of television viewing in light of digital technologies, and the continued value of public-service broadcasting.

It’s unsurprising that BBC Three has been the catalyst for these debates. BBC Three is clearly and incessantly labeled as a “youth-oriented” channel with an intended audience aged 16-34. That same group is equally consistently associated with changing viewing habits and a shift away from traditional distribution avenues such as broadcasting. This association was central to how the BBC announced its plan. Director of TV Danny Cohen told the press in December 2014 that it was the BBC’s responsibility to adapt to perceived changes in how 16-24 year-olds watch television. This necessary change is, apparently, a move away from broadcasting, producing a mix of episodic and short-form content, and positioning streaming technology at the heart of the BBC’s activities.

Although justified via beliefs concerning changing audience behavior, the BBC Three announcement also involved a series of claims about the value of broadcasting or, more specifically, values that broadcasting lacks. Cohen pronounced that the new, online BBC Three would “have the freedom to break traditional shackles and allow the BBC to be a leader in digital change.” BBC Three Controller Damien Cavanagh equated this “breaking [of] traditional shackles” to short-form video and to more transmedia or interactive storytelling forms designed to promote debate and to generate a “richer experience” for audiences. This sense of experimentation and innovation was explicitly positioned as a value that BBC Three’s new form would offer its youth audience, and which broadcasting apparently lacks.

Broadcasting was instead constructed as beholden to regimented episode lengths and slow production schedules. Both claims are somewhat ironic and problematic. BBC Three already produces short content in the form of 60 Second News, and on multiple occasions during its history, the BBC has created broadcast content that isn’t an hour or half-hour in length. Short-form content is a regular feature of rival public-service broadcaster Channel 4’s weekday evening schedule, with a five-minute slot for its series 4Thought. The BBC has equally ignored the hour and half-hour as program start times, most notably in Saturday early-evening slots. In terms of responsiveness to emerging events, the valuing of online over broadcasting also ignores the central technological feature of broadcasting: that it can be live, with news and current-affairs programming regularly responding rapidly to real-world events via broadcast means. Nothing inherent in broadcasting technology requires regimented slots or a delay in production. Ultimately the BBC positions the creative value of online engagement in terms of freedom from the (perceived) traditional practices of the broadcast industry, practices that have seemingly restricted the potential of broadcast technology itself.

Thus, the transformation of BBC Three has been couched in debates that devalue broadcasting in favor of a streaming-based distribution system seen as more agile, creative and relevant for younger audiences. To this end, the proposed changes to BBC Three are positioned as not simply about changing a single television channel, but about reinventing what the BBC, and what public service, means, future-proofing it for 2016 Charter renewal and beyond.

At the same time, however, the proposals contain unspoken value statements that actually privilege broadcasting. After the full plans met with criticism, Kavanagh worked to reassure critics that new BBC Three content would still appear on BBC One or BBC Two in late-evening slots, creating a hierarchy of content at the fringes of the BBC’s broadcast activities. More prominently, at the heart of the BBC’s announcement is the provision of a BBC One+1 channel, which would repeat that channel’s content one hour later, along with expanded broadcast provision for children aged 6-12 via CBBC. By balancing an online BBC Three with broadcast expansion elsewhere, the Corporation makes a number of further assumptions about the value of television technology for its audiences, highlighting contradictions in its overall strategy. The general audience is positioned as still predominantly valuing broadcasting, but that “general audience” apparently does not include younger audiences or those who enjoy content aimed at younger audiences (that is, people not aged 16-34 but still interested in content pitched to that demographic). It also assumes that BBC Three’s audiences will not suffer from the same problems with accessing broadband services that BBC One’s audience would. Younger audiences, according to the BBC, would not only prefer to access content via streaming but are also universally able to do so, and thus are unaffected by the myriad of socio-cultural factors that play into the digital divide or infrastructural discrepancies in broadband access.

Whether the transformation of BBC Three actually goes ahead is still to be seen (governing body the BBC Trust has yet to approve the idea, and it has already been delayed until 2016). However, the way the BBC has proposed the strategy highlights the contradictory values currently at play in the UK television landscape. The notion that public-service broadcasting must change is positioned as self-evident. Online spaces are seen as agile and creative in ways that broadcasting is not, as protected against any further changes that may be wrought by digital convergence. Younger audiences are seemingly denied this value of broadcasting and firmly associated with the changes that are positioned at the heart of the new public-service media. But at the same time, additional value is placed on broadcasting for general – read older – audiences. As the BBC presents streaming and digital technologies as the future, it simultaneously reinforces broadcasting and the TV set. This works to position the Corporation as embracing the new while still valuing the old, and reiterates the centrality of the relationship among content, audience and distribution to public service broadcasting’s future definitions.