CEO Speech With Slides

7/31/2019 CEO Speech With Slides

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GRIFFIN UNIVERSITY: COM12 BUSINESS COMMUNICATIONS

11

ASSESSMENT ITEM TWOANNOUNCING THE TAKEOVER OF BLUE TORCH

ENTERTAINMENT BY LJR MEDIA INC.

Lachlan Ross: USER ID-S2790712; OUA ID - 336194


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ASSESSMENT ITEM TWO

ANNOUNCING THE TAKEOVER OF BLUE TORCH ENTERTAINMENT BY LJR MEDIA INC.


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DISCLAIMER

Lachlan James Ross (LJR) Media Inc. is a fictional worldwide entertainment and content

provider. With over 6000 employees and offices located throughout the world, LJR have

become the worlds leading and most trusted source of media and entertainment content.

All names, facts and figures that are mentioned in this presentation are entirely fictional and

created solely for the purpose of this assessment.

-Lachlan Ross


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LJR MEDIA INC.

67 SAFFRON ST, GEELONG, VICTORIA 3220

News Release Contact Information

FOR IMMEDIATE RELEASE

February 4, 2011 Michael Harris, Communications Director

Office:Ph. (03) 52788214

Email:[email protected]

LJR MEDIA INC. CEO TO MAKE SPECIAL PRESENTATION AND MAJOR

ANNOUNCEMENT REGARDING THE FUTURE OPERATIONS OF LJR MEDIA INC.

LJR Media Inc. is one of the worlds largest and faster growing companies, specialising in

providing the highest quality content of entertainment from movies, television, print and

radio. This news release is to invite any interested media to attend LJR CEO, Lachlan James

Ross in announcing LJRs new acquisition of Blue Torch Entertainment.

The press conference is to be held at 12 noon on February 7 at LJR Media Inc. Main Office

press room, 67 Saffron St in Newtown, Geelong. CEO Lachlan Ross had this to say in the

build up to the official announcement, These are exciting times for all investors involved in

LJR and with this announcement our customers are going to be opened up to a whole new

range of services that we can now offer now offer them. This announcement will delight all

of our valued investors and strengthen our positioning within the entertainment industry.

The presentation will also include a free lunch and drinks as a way to thank all the media for

their continued support over the last 12 months and as a celebration of what the future

holds.

For more information, please contact Michael Harris at (03)52788214 or email

[email protected].
mailto:[email protected]:[email protected]:[email protected]:[email protected]


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PRESENTATION BY CEOLACHLAN JAMES ROSSANNOUNCING THE TAKEOVER AND ACQUSITIONOF BLUE TORCHENTERTAINMENT

Thank You and good afternoon everyone.

I hope you are all enjoying the free lunch that was provided today.

My name, in case you dont know is Lachlan Ross.

Im the CEO and founder of LJR Media Inc.


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WORLDS LEADING ENTERTAINMENT AND CONTENT PROVIDER.

FOUNDED IN 1984.

EMPLOYEES OVER 6000 STAFF.

OFFICES LOCATED IN 10 COUNTRIES.

PUBLICLY LISTED IN 1990

CEO IS FOUNDER LACHLAN J ROSS

Its great to be here this afternoon I havent had the opportunity to address a

room full of reporters since, well Friday. I was having withdrawals.

Ok, so is everyone seated?

Lets begin then shall we.


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In 2010 we entered the year facing strong economic headwinds and great

uncertainty about the health of our markets.

We were at a crossroads.


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SIMPLIFY MANAGEMENT STRUCTURE

CLARIFY INDIVIDUAL ROLES

GOAL TO STREGHTEN OPERATIONS

ADJUST TO THE NEW WORLD OF DIGITALISATION

INCREASE REVENUE AND ASSESTS

I and everyone who is part of the LJR Media Inc. Team focused our efforts over

the duration of the past 12 months with a goal to strengthen our operations.

As a result we have emerged with our business improving more than the

markets themselves.


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The executive board had been talking about how to best simplify our

management structure and speed up decision making for a long time.

By clarifying our individual roles, we created clearer responsibility and

accountability from the very top of the company.
http://www.flickr.com/photos/jeremiah_owyang/4523159778/http://www.flickr.com/photos/jeremiah_owyang/4522505593/


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Our impressive results were widely distributed across most of our business

segments and from varied sources around the world.

REVIEW OF SEGMENT OPERATING RESULTS

Total Segment Operating Income 3 Months Ended 6 Months Ended

December 31, December 31,

2010 2009 2010 2009US $ Millions

Cable Network Programming $ 735 $ 604 $ 1,394 $ 1,117

Filmed Entertainment 189 324 469 715

Television 151 29 256 67

Direct Broadcast Satellite Television (12) (30) 70 98

Publishing 380 (90)* 558 28*

Other (156) (125) (312) (251)

Total Segment Operating Income $ 1,287 $ 712 * $ 2,435 $ 1,774

They are testament to the clear vision our senior management has maintained

in the face of broad economic challenges, as well as to the dedication of our

more than 6000 innovative colleagues.


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The past 12 months results also underscore how well positioned we are:

Fiscally Operationally and Strategically for further growth across all markets.


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Ok now,

It is with great pleasure as I stand before you today on behalf of everyone at

LJR Media Inc. to announce the companys acquisition of Blue Torch

Entertainment.

I will be more than happy to answer any questions that you may have once I

have concluded this presentation.

Before that though, Id like to talk about the process and reasons behind the

acquisition.

Why LJR Media Inc. thought it was a smart decision, and finally...


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How do we think this announcement will benefit the future of LJR Media Inc

MEDIA AND ENTERTAINMENT INDUSRTY IS IN THE MIDST OF

TRANSFORMATION.

INTERNET HAS CHANGED CUSTOMER REQUIRMENTS

NEW PLATFORMS AND NEW WAYS TO COMMUNICATE & SHARE

CONTENT HAVE BEEN CREATED

We all know that the media and entertainment industry is in the midst of

transformation.


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We are entering a period of digitalisation which defies all limits and crosses all

borders, in which everything works with everything else, everywhere, all the

time.

The internet is driving a fundamental change in customer requirements.

We have come to realize that great content and service is no longer going to beenough.


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Customers are looking for new solutions to new challenges presented by a

transformed technological world.

It's a world where solutions matter most.

Where size makes a difference.


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Where success will depend upon our ability to align ourselves to function.

In a seamless way to answer our customers' every technology need from all

forms of media driven content.

Each day new platforms and new ways of communicating and sharing content

challenge us to evolve our business.

These disruptions though have provided us with long term opportunities.


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Across the company, we have been using rapid advancements in technology to

our advantage.

Its the consistency of LJRs core strategy, and clarity to our operations that

resonate with me as I stand before you making this special announcement

today.


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FURTHER ENHANCE CAPABILITIES AND GROWTH TRAJECTORY

GOAL TO BUILD THE NEXT GENERATION PLATFORM FOR SERVING MEDIA WORLDWIDE

ADVANCE MARKET POSITION

REDUCE COSTS OF SUSTAINABILITY

EXTENDS SERVICES AND TECHNOLOGIES AT LJR

In the final half of 2010 we made an attractive all cash offer of 700pence per

share to acquire the 61% of Blue Torch Entertainment that LJR Media Inc.

didnt already own.

LJR payed Blue Torch Entertainment a breakup fee of approximately $60

million after we obtained regulatory approvals.

The transaction was financed by using a significant portion of the available

cash on our balance sheet plus borrowed funds.

The number of LJR shares issued in the transaction was determined based on

the 30 day average closing price two trading days prior to the completion of

the acquisition.


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APPROVAL OF TRANSACTION COMPLETE

CLOSE OF TRANSACTION EXPECTED 1ST QAUTER OF 2011

TRANFORMATION INTO THE DIGITAL ERA

IS A CORE BUSINESS OF LJR MEDIA INC

WILL IMPROVE CUSTOMER EXPERIENCE OF OUR SERVICES

Both companies have approved the transaction, which is subject to customary

closing conditions and is expected to close in the first quarter of 2011.

I believe this transaction will result in increased geographic diversification of

the companys earnings base and reduce its exposure to cyclical advertising

revenues through an increase in direct consumer.

It affirms a successful transformation into the digital era of 2011 and positions

LJR for the future and greatly benefits our investors.

Its also a core business in which we have an extensive expertise.

Our companies share similar values.


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When deciding to acquire Blue Torch Entertainment, we saw an opportunity to

partner with a great management team to further enhance the companys

capabilities and growth trajectory.

Im confident that with this takeover well have the flexibility and resources

needed to pursue our goal of building the next generation platform for serving

media worldwide.


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It is a rare opportunity when an entertainment company can advance its

market position substantially and reduce its cost structure substantially at the

same time.

This is possible because Blue Torch Entertainment and LJR Media Inc. are in the

same businesses, pursuing the same strategies, in the same markets, with

complementary capabilities.

With LJRs global reach, scale and widely recognised leadership, we are

confident that our existing customers will continue to be fully supported while

we continue to enhance and extend our services and technology at LJR.


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I firmly believe our era is one of innovation.

That is, a digital renaissance that is bringing us closer to a global meritocracy

than at any time in human history.

Innovation only accelerates as human freedom advances and human beings

have more chances to interact.


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ERA OF INNOVATION IS ASYMMETRIC

INNOVATION ACCELERATES AS HUMAN FREEDOM ADVANCES

MORE INTERACTION WITH CUSTOMERS

THE INTERNET CHANGES EVERYTHING AND EFFECTS BUSSINESS.

The era of innovation is asymmetric:

The winners will be rewarded handsomely and the laggards will be left

languishing far behind.


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REAL TIME IS NOT FAST ENOUGH

Everyone understands that we live in a world of technological change.

Companies that do not innovate will struggle to survive.

They will be digitally disorientated.


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Quickly losing touch with their customers, and who will be more

technologically literate than those who seek to provide them with services and

products.

It's true: the Internet changes everything.

Think of all the things you can do from your home, your car, your office, the

airport that you could never do before.

Things like:

Instant communication over networks Content moving over networks Whole processes being transformed by networks and networks

supported by open architectures

All of which are driving a digitalised technological transformation that is much

more radical and much more rapid than ever before.

The dot-com bubble may have burst, but the effect of the Internet on business

and daily life is immutable.


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Our strong performances over the last 12 months have been driven by a

rapidly growing digital economy.

Continuous product innovation that benefits a wider range of customers and

by the extraordinary momentum of our newer business frameworks since

being implemented.

These results give us the optimism and confidence to invest heavily in future

growth.

Investments that will benefit our customers, the team at LJR and the wider

community.


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MOST HAVE BEEN TAKEOVERS OF DIVERSIFICATION....NOT

CONSOLIDATION

SOLD AT HIGH PRICES IN HOT MARKETS = HIGH REVENUE

SYNERGIES TO COVER BET.

NO DETAILED PRE & POST CLOSE INTEGRATION PROGRAMS

Many entertainment and media takeovers have failed.

Most have been takeovers of diversification, not consolidation.

Many have been market laggards coming together.

Most have been done in hot markets at hot prices - requiring lots of revenue

synergies to cover the bet.

Many had no detailed pre- or post-close integration programs.


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CREATES MARKET LEADERSHIP

UPSIDE POTENTIAL OF COST SYNERGIES & REVENUE

MUST HAVE A GOAL OF BRINGING THE TWO COMPANIES TOGETHER AS A FAMILY

MEETS CRITERIA FOR SMOOTH AND EFFECTIVE INTEGRATION

TIMING

This is a takeover of like businesses coming together - a takeovers of

consolidation, not diversification.

LJR and Blue Torch Entertainment are in the same businesses, we understand

each other, and we speak the same language.

This is a takeover that creates market leadership.

This is a takeover that we expect to be substantially accretive even with

revenue losses baked in.

This is a takeover with lots of upside potential in both cost synergies and

revenue.


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This industry is beginning to consolidate.

Current industry dynamics are much more akin to the mature phases of other

industries - where takeovers are not only workable, but a strategic imperative.

Industries like:

Pharmaceuticals Oil and Gas Financial Services Telecom and Aerospace

In fact, there are some common threads that run through successful mergers.


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Takeovers have succeeded:

When the combination is about bringing like businesses together, notmaking forays into new businesses

When the combination helps to achieve clear market leadership

When the deal is stock only, providing a strong post-merger balancesheet

When the combination results in significant cost savings, and

When the combination meets the criteria for smooth and effectiveintegration


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The timing of this deal is also important.

We're doing this takeover at the near bottom of a market cycle, not the top,

which means:

Valuations are fair Customers aren't making major investments Our competitors are in a holding pattern or dealing with business-model

challenges of their own as they adjust to lower overall industry growth

rates.


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And perhaps most importantly, our employee base is stable. Attrition at LJR

and Blue Torch are at all-time lows.

INCLUSION OF DEFINING GOVERNACE FOR NEW COMPANY

FOCUS TO REMAIN ALWAYS ON CUSTOMERS

DEVELOPMENT OF CLEAR PRODUCT ROADMAPS

TO CAPTURE COST SAVINGS IDENTIFIED

HAVE CONSTANT COMMUNICATION WITH EMPLOYEES & STAKEHOLDERS

We are addressing the critical factors for successful takeover execution:

Including defining governance for the new company Ensuring an unyielding focus on customers throughout the pre- and

post-close integration process

Developing clear product roadmaps


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Preparing ourselves for Day One across every level of the companydeveloping rigorous plans for capturing the cost-savings we have

identified

Staying in constant communication with employees and stakeholders

Interestingly, the adversity we've faced has brought the two organizations

even closer together and created an even more unified and committed team.


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Proof that a kite rises against the wind, not with it.

We have now entered the third and final phase of our integration planning.

We are at the point where detailed business plans are being drawn up for the

new company.

We are over-achieving on both our cost reduction and revenue targets.


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We have completed all our product line road maps.

We've built our go-to-market plans.

Our web sites will be integrated on day one.

Our customer service reps will know what to say when they pick up the phone.

All our employees will get a pay check that says LJR.

These are just some examples of the nitty-gritty work that must be done, and

is being done to assure we hit the ground running and can meet or exceed the

expectations of our employees, our customers and our shareowners.

All the hard work of reinvention over the past year has been preparation for

this.


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SECURING THE FUTURE FOR LJR MEDIA INC.

CAREFUL PLANNING FOR PAST 12 MONTHS

WE ASKED OURSELVES THE HARD QUESTIONS.

AQCUISITION CREATES SHAREHOLDER VALUE.

This takeover isn't just my judgment of how best to secure this company's

future.

This represents the collective judgment of a talented team of people who havespent the last year preparing for this transaction.

These are people who attended the meetings where we asked the hard

questions:

Will taking over Blue Torch Entertainment create shareowner value?

And can we get it done?

These same people have looked at the alternatives.


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They unanimously came to an answer: Acquire Blue Torch Entertainment.

LEAD FROM THE FONTNOT FOLLOW FROMBEHIND

COMMUNICATION IS KEY TO SUCCESS

BOUNDLESS OPPURTUNITIES TO INCREASE

MARKET SHARE

OUR LEGACY IS WORTH PRESERVING.

Im confident that we have turned the corner on this acquisition.

The momentum is shifting.

The more that people look at this deal, the more they conclude that this is not

simply a choice between acquiring and not acquiring.

This is a choice between taking the hill and charging ahead or retreating and

starting over.

This is a choice between embracing the revolution that is changing our industry

or attempting in vain to preserve the status quo.


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This is a choice between leading and following.

We work hard and will continue to do so when communicating our values as a

company.

I remain excited about the future and see boundless opportunities to play to

our inherent strength as the worlds leading entertainment and content

provider.

Ours is a legacy of invention and values that are worth preserving.

Sustaining our company requires moving forward with courage and

determination.

And that is exactly what we intend to do.

-Thank You


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WWW.LJRMEDIAINC.COM

[email protected]


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Bibliography

Brian Atkin, Adrian Brooks. Total Facilities Management. Oxford: Blackwell Publishing Ltd, 2000.

Hartley, John. Communication, Cultural & Media Studies. New York: Routledge, 2002.

Steve Barrile, Terry Cameron. Business Managemen: Corporate, Human Resource & Operrations

Management 5th Edition. South Yarra: VCTA Publishing, 2002.

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