I spoke with Allison about how Scripps' programming strategy is fueling increased viewership across the portfolio, as other networks struggle to hold onto audiences.
Ingrid Laub: Your organizational structure is fairly unique. Why was the change implemented?
Allison Page: While the programming across our six networks is distinct, the fundamental promise of entertaining, inspiring content carries across them all. We have a different lens for each network but it makes sense to have concepts pitched to and generated by a unified team that can consider everything in our world. It's more efficient and enables us to determine where a project will reach the biggest and most passionate audience.
Ingrid: You're coming off an incredible year. How are you keeping the momentum going, especially with HGTV?
Allison: It's driven by our development slate and keeping the pipeline filled with originals. In the second half of this year, we'll premiere over 1,200 hours of original primetime programming across all our networks. For the rest of 2017 we have 40 pilots and over 75 concepts in development for HGTV alone. We know that not everything we make will work, but we get up to bat as often as we can because that gives us the best chance of finding the next hit.
Ingrid: How is the franchising of HGTV shows like Flip or Flop working with your strategy?
Allison: It's working very well. We just wrapped up season one of the first Flip or Flop spin-off, Flip or Flop Vegas. (Flip or Flop Vegas hosts Bristol and Aubrey Marunde are pictured below.) We are very pleased with the performance. It delivers on the brand promise -- not just of the network but of Flip or Flop. What's fun about this franchise is that we are delivering on a familiar premise and format, but the same chandelier that helps sell the house in Vegas wouldn't help sell the house in Atlanta. It's a way of delivering something that's both familiar andfresh. Because flipping a home takes many months, by franchising the series we can stay in premieres 52 weeks a year.