Overseas TV History

You might remember that CNN being the exclusive overnight source for Ten during the Gulf War, but what if the name took over midnight to early mornings in a different tongue?

Meet the CNN programmes from TV Asahi in Japan, which came at a time when the Japanese people were avid viewers of American TV (either for learning a language or for another perspective on the news), according to this 1988 NYT article:

Interest in an American perspective on world events has also enjoyed a boomlet, although, once again, at irregular hours. Anyone awake in the middle of the night can catch the CBS Evening News on the Tokyo Broadcasting System, or CNN Headline News on Television Asahi. Last month Fujisankei Communications launched an early-morning news program from New York, featuring two Japanese-speaking Americans.

They began in the mid-80s with Ohayo! [Good Morning] CNN and DayWatch. Both were panel programmes using footage from CNN shows, the former in the morning while the latter before the station closed down. This was the DayWatch open, circa 1985 (judging by the Navratilova defeat):

And in 1992 (that discussed Oliver Stone’s JFK by quoting the director’s appearance on Larry King):

Apparently, both shows were presented by bilingual female hosts, which was uncommon in Japanese TV then:

https://www.nytimes.com/1985/06/17/arts/japanese-women-speak-out-on-new-tv-news-programs.html

Ohayo! was succeeded by CNN Morning in 1989, which had a segment dedicated to learning English. It would undergo some time changes as another show, CNN Daybreak, launched the next year. The latter also had its own share of changes, from 30 to 90 minutes long and finally 60 - this was the opener to the hour-long version from 1993:

There were also separate weekend shows with different names and setup, but its information was even more scarce than its weekday counterpart.

The aforementioned CNN Headline, on the other hand, was a short midnight news roundup that outlasted other CNN-branded shows and ended in 1999. This came from 1994:

Nowadays, TV Asahi’s cable TV subsidiary is still responsible for bringing the localized CNN (CNNj) into the Japanese household - a lineage to its relationship with the Atlanta-based station.


Meanwhile, Taiwan TV, the first commercial broadcaster in the island, tapped into world news coverage with TTV News World Report weekdays at 10.30pm in 1987. Its early iteration was an adaptation of CNN Evening/Prime News, right down to the opener. The programme had since become a cornerstone of their newsroom.

From 1988, they also used a brief excerpt of NewsWatch (with Chinese translations of the headlines overlaid) in their morning programme, Good Morning TTV News:

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Aaaaah the Japanese. Would that explain Zuiikin’ English? :rofl:

https:// www. youtube. com/ watch?v=CKjaFG4YN6g&pp=ygUdaSBoYXZlIGEgYmFkIGNhc2Ugb2YgZGlhcnJoZWE%3D

Pepto Bismol just sleeping on the catchiest jingle of all time!

News 5 Tonight from Christmas Eve 1997, presented by Jill Neubronner, with the top story the recovery of wreckage from Silk Air Flight 185 (notice the much different graphics, a sheer simplification of the original Novocom ones, plus the usage of the standard “Where It All Happens” close rather than an edit of it and the bumper):

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The first ever opener and close sequence of the current version of the ITV News at Ten in 2008.

The return of News at Ten was the brainchild of Michael Grade, and one of the highlights of Grade’s rocky tenure as executive chairman of ITV. Grade had previously told in March 2007 that the removal of News at Ten had been “a shocking mistake [that] damaged ITV more than anything else”. By October, as part of a long-term restructuring of the ITV plc regions (which included the controversial merger of regional TV and news areas into macro-regions, prioritising revenue-generating light entertainment content, and a more consistent schedule based around regular slots for genres), Grade announced the return of the legendary ITN broadcast.

The broadcast returned on January 14, 2008; the bulletin initially only aired from Monday to Thursday; in order to air big ticket entertainment programming without any interruptions (other than ad breaks), the Friday bulletins aired an hour later and were broadcast under the name “The Late News”; this move was undone by March 2009, with News at Ten airing on its prime 10pm slot five nights a week.

One of the big draws was the return of longtime newscaster Trevor McDonald, who temporarily went out of retirement to present the revived bulletin; he eventually announced his retirement once the 2008 American election was over, which happened on November 20. ITV also hired Julie Etchingam away from Sky News to serve as co-anchor, as the bulletin returned to a dual presentation in the historic News at Ten tradition. Mark Austin served as primary relief presenter, and also anchored with Etchingam the Friday editions; he eventually took McDonald’s post as main anchor. Editorially, the content was very much in line with ITV News at the time, at the height of Deborah Turness’ tenure as editor, which was marked by cootchie coo and tabloid content, with an emphasis on controversial high-profile interviews and exclusives.

The presentation of the relaunched programme was, at that time, distinctive from the rest of ITV News’ output. Under the direction of Kojo Boateng and Glenn Marshall, then ITN creative directors, and featuring Steve Shaw and Kevin O’Dell, the Theatre of News studio was completely redesigned in a distinctive VR design with a panoramic night-time view of London overlooking the River Thames. VR glass elements also appeared in the studio to provide graphics and live links with correspondents and reporters. Supers and other graphic elements were aligned with the ITV News branding, though with distinctive dark blue and orange hues.

The big draw of the presentation was the opener, itself based on the 1988 title sequence, the best remembered of the programme, down to the animation over London concluding on Big Ben. However, the new version, animated and produced by the Motion Picture Company was more photorealistic, using improved rendering, texturisation and lighting. Dave Hewson and Bill Bayliss also remixed the legendary “The Awakening” theme music, with the opener cue based on the original arrangement from Johnny Pearson; other cues, including the closing theme, mixed elements of the Pearson arrangements and the 1992 arrangements from Hewson and Bayliss, commissioned for that year’s relaunch of the original version of the bulletin. Additionally, instead of a closing sting, a jib pan across the studio showing the bulletin’s logo was used to end the opener sequence; this shot was often pre-recorded before broadcast, due to the complexity of the shot and the impossibility of filming it with other studio cameras.

Eventually, ITV adapted the News at Ten presentation style and extended it to the rest of the bulletins on February 9, 2009. ITV executives had wanted since late 2007 to refresh the ITV News programmes by taking them “back to basics”, including paring back the use of graphics, standing presentation, and the Theatre of News virtual newswall, in favour of a more traditional newsreader-in-a-desk presenting style. The supers were adapted for the daytime and evening bulletins with a lighter blue hue, replacing the teal-colored 2006 graphics, as was the studio, with the London VR view reflecting each bulletin’s time of broadcast. The only element remaining from the prior 2006 look was the pre-top story opening animation.

This change was short-lived: by October, citing “London-centricity” of the Big Ben icon, the yellow “car park” look which led to News at Ten losing its identity and to all ITV News bulletins to have a common identity with the ITV1 network branding, was announced to debut from November that same year, lasting through the network rebrand in 2013.

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All the talk around MSNBC M.S.N.O.W. led me to a path looking for America’s Talking-related stuff on YouTube, and TIL that the people behind it still meet up, thirty years after the channel went dark:

(Courtesy of Terry Anzur, one of the presenters of AT’s In Depth show, now a talent coach and travel YouTuber)

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A compilation of bumpers and idents from Canal Fox (cable/satellite entertainment channel for Latin American viewers) in the mid-1990s. This amazing identity was designed by Pittard Sullivan :heart:

Canal Fox was replaced by Star Channel in February 2021.

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A clearer version of MSNBC’s first 20 minutes has surfaced, and what better time to share it than on their ‘liberation day’ from NBC?

and along the same lines from another Versant channel: The last 22 minutes of the Financial News Network - the older business channel that was bought by CNBC, after going bankrupt from financial mismanagement.

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A compilation of news intros and bumpers from Next TV News in Taiwan, from 2011 to 2013:

This was the time when Jimmy Lai’s Next Media dabbled into broadcasting. Although the mogul’s media empire started in Hong Kong, his print publications (Next Magazine and Apple Daily) were popular in the island since the early 2000s. As HK print media were prohibited to branch into TV before 2018, Taiwan became a prime location for Lai to expand his media business.

Next TV was hence established in 2009, initially as a group of channels covering news, sports, variety, movies and teleshopping. Yet NCC, the island’s telecommunications authority, rejected their cable license application for the news channel twice in 2009 and 2010, citing 3D animation re-enactments - Apple Daily’s infamous online news format - being overly dramatised and unprofessional as the reason. Lai, though, speculated that the political factor was also at play, considering his company and the incumbent KMT government had opposing stances on the PRC.

To bypass the license restrictions, they streamed the channels online and via VOD set-top boxes, some of which were given away for free. Their bulletins also aired on an existing news channel, Global News’ 2nd channel on IPTV, as one of their content providers (which didn’t go unnoticed by the authority).

It wasn’t until 2011, when Lai met with the authority members and promised 7 points on the channel’s future operation, including not to produce animations containing sex, violence and nudity or dubbing the people involved, that the channel was greenlit.


In contrast to their brash print sisters, Next TV’s coverage was regarded as relatively objective (some even said too tame by Apple Daily’s standards), with various segments unique to Taiwanese TV news (such as viewer feedback, which might be traced back to the Corrections column on the tabloid). NTV also aimed for a more visual presentation of news stories, hence was Taiwan’s first news channel with all-digital, full HD production, plus cleaner supers and a mixed use of virtual visual aids (separate from the tabloid’s controversial animation).

The openers in the compilation included:

  • Morning News at 7/8am
  • Afternoon News at 12nn/1pm
  • Evening News at 6/7pm
  • Late News at 10/11pm
  • TOTH News
  • Breaking News
  • Taiwanese News at 5pm - newscast spoken in the island dialect
  • NTV Press Conference, fmr. the 7pm news on their Variety channel

This was their ident and junction in 2011:


However, it wasn’t smooth sailing from here: multiple local cable TV providers refused to put the channel on air, limiting its penetration. The group was also a loss-making business from the start - before its online launch, Lai claimed that NTV, with all the people and equipment, burns NT$100 million per month. Some channels became short-lived, such as the Finance Channel coming and going in less than a year.

In late 2012, Lai wished to sell NTV (now consisting of News, Variety and Movie channels), initially to Taiwanese media mogul Lien Tai-sheng, owner of Era News, for US$48 million.

The sale later included the print business and to a different consortium, led by Taiwanese entrepreneurs and a Singapore-based private equity fund, for US$600 million. It caused public uproar, as Tsai Eng-ming, owner of Wang Wang China Times Group, was later found involved in the Singapore equity fund. Tsai’s company then owned the paper China Times, TV stations China TV and CTi News, plus recently acquired cable TV providers that blocked Next TV, and was staunchly pro-Beijing.

Worried about the potential limit of press freedom and further influence of pro-Beijing narratives, this sparked the anti-media monopoly movement. It was led by students, scholars and media activists, who demanded tighter regulations on media ownership and asked viewers to boycott Tsai’s media outlets. Tsai eventually withdrew from the consortium, and the sale collapsed.

Ultimately, Next TV returned to the hands of Lien and the news channel became a sister channel to Era News in April 2013. As the two channels now pool resources in their reporting, some panned the slipping quality of the coverage on Next TV as a result.

Era modified the Next TV supers as their own later that year (but later tweaked it further to resemble their old layout):

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NBC celebrating 100 years of broadcasting

YouTube: TODAY

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From the ITV Strike of 1979. Yorkshire Televsion displayed an alternative notice from the standard caption card across the network with that message from Yorkshire Police seeking information to try and capture the Yorkshire ripper. A real moment in time that the strike was happening when Peter Sutcliffe was spreading his rein of terror.

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https://mubd.net.au/tv-history/tv-clocks.html#bbc1_1981

https://mubd.net.au/tv-history/tv-clocks.html#bbc2_1981

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I remember seeing that caption and I didn’t live in the Yorkshire TV area, so perhaps it was shown nationally. My seven-year-old self actually wondered if the Yorkshire Ripper was in some way responsible for ITV being off the air!! :roll_eyes:

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An interesting segment from the BBC Archive: Interactive TV/VoD in 2000 London.

It’s amusing how the show is forward-looking (“watch whatever you want whenever you want!”) and also outdated (big talk about how game changing ADSL was before fiber optics took its place) at the same time…

Early ads for HomeChoice (the featured service) featured a young David Tennant too:

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That service was provided by a company called Video Networks Limited, in short Videonet or VNL, which wanted to embrace the new world of ADSL-based broadcasting. The company was founded and funded by Chris Larson, an American technology executive and businessman which was one of Microsoft’s first employees and soon ramped up to be one of the companies’ top executives and equity investors. The development for its services started in 1992 and trials in Hull began in 1996, reportedly using the ill-fated Apple Interactive Television Box, and later a proper STB called “Oscar”.

After the trial, VNL announced the launch of the Homechoice service on October 13, 1999, with a trial launch in selected areas of North London on October 25, with a wider roll-out happening on September 26, 2000. The service was provided using the BT Openreach ADSL network, which allowed subscribers with a BT line and/or a company using that network to connect to the service seamlessly; by then, Kingston Communications (now KCOM) was already offering a similar, but much more complete service in its home market of Hull, using its own network, which remained distinct from BT, and another company, the Cardiff-based Yes Television Ltd, backed by BT, Time Warner and Disney, which had raised around £200 million and had commissioned branding from Lambie-Nairn, with an “energetic and positive imagery […] motivating viewers to buy and view a range of services”, was also targeting to launch a similar ADSL-driven service by Spring 2001; after further delays, the company asked English & Pockett for a rebrand, valued at £500k, to put more emphasis on the licensing companies which would offer the service; that service ultimately never launched, and the company was dissolved by 2008.

VNL provided the service through a special STB, codenamed “Telwin”, which was given to subscribers as part of its contract, with an installation fee of £40, and was connected to the BT DSLAMs. Along with the VOD service, which included rentals of new film releases, the network offered a variety of interactive services, including home shopping and online banking, specialist VOD platforms for learning languages or exercise, and curated content from BBC News, ITN, NBC News, the Granada-Littlewoods shopping channel Shop!, and Travel Channel. Film distribution deals were eventually signed with Warner Bros. and Disney/Buena Vista (along with Yes) and independent film distributors.

Despite VNL’s CEO Simon Hochauser, a former head of Rothschild’s technology investment arm and chairman of Reed International and Capital Radio plc, saying that Homechoice was looking for 3 million customers by 2005, and plans to commission and produce original content within one or two years of launching, plus a national rollout which would include an ADSL internet access service before the end of 2000, the network was initially not profitable: given the ADSL and IPTV technology was still on its infancy, the quality of the video was quite poor at best, given it used the MPEG-1 standard, and connection was often spotty. Further to this was the use of BT’s ADSL unbundling lines, whose connection and rental costs were very prohibitively expensive at the time, around £625 per customer for connection and £62 a month for rental costs, with VNL paying around £100 per customer for the costs of the central server, £200 in marketing, and £100 for the set-top box.

By 2001, Homechoice had only 3k subscribers, a very minuscule number compared to Sky’s 7 million, 2 million cable subscribers and 2 million using Freeview. As a result, the company was at brink of declaring administration. However, between 2002 and 2003, various significant changes were made that helped VNL to successfully restructure by the end of 2003. An agreement signed between BT and Ofcom helped the former to reduce costs for connection and rental of unbundled lines, which helped put a huge amount of margin into the Homechoice business, and allowed them to roll-out a better STB, codenamed Lytton, to replace the old “Telwin” STBs. Larson also put another round of funding into the company, and also placing a new CEO, American investment banker and executive Roger Lynch, who came from ChelloMedia in the Netherlands after starting up on Morgan Stanley, and would later help launch Dish’s Hopper and Sling TV, and lead Pandora Music and Condé Nast, at the top of the company.

In May 2004, Homechoice announced a full relaunch of its offerings, adding the full selection of Freeview channels and various popular subscription TV channels, adding over 60 TV services. With the relaunch, whic happened on June 1 that same year, Homechoice added a broadband service, with 1MB of speed and a daily data cap of 1GB, which could be upgraded to 2MB of speed and a monthly data cap of 45GB for an extra fee; the speeds were doubled by early 2005 in an attempt to fend out cable’s aggressive push towards ADSL.

Its STB/CPE was also launched, codenamed “Norton”, with a new design (codenamed “Alu”) developed by the company’s own creative director, Marco Giusti (currently at NBCUniversal International Networks EMEA), which won an iF Design Award, and an entirely in-house development to cut costs, but using a new Texas Instruments chip capable of using the ADSL2 and ADSL2+ variants, and including an Ethernet port instead of an USB-Ethernet dongle; a Wi-Fi dongle could be added for an extra £125. It also added a “minimote”, designed for kids, where they could access to the channels targeted to the target.


Picture from informitv

Thanks to the wholesale unbundling agreements, Homechoice was now available in a larger area of London and even its surroundings, having expanded to cover 73 exchanges and offer its service, and had expanded to Stevenage, Hertfordshire, where the company moved its HQ after the restructuring; it also launched home phone service in November, using the discounted “carrier pre-select” technology using VoIP, offering unlimited free national calls at a flat rate. The unbundling agreements also allowed Homechoice to supply its own DSLAMs, still developed by Alcatel, a better interface and improved interactive services.

The biggest boost to Homechoice’s lineup was a wholesale deal with Sky to add some of that group’s premium channels in August. Due to capacity constraints, only 4 Sky Sports and 5 Sky Movies channels were added, but a massive library of Sky Movies rights were added to Homechoice’s 1,000+ VOD titles. As part of the relaunch of its offerings, its general entertainment VOD services were renamed C1 and C2, and launched a music video download service, V:MX, in association with 7digital, which featured distinctive services for various music genres, and an exclusive kids channel, Scamp, which were offered as add-on services, and from December 2005, it included content from Entertainment Rights’ kids library. It also trialled for a time a local VOD news, agenda and information service with content targeted to the Greater London area, in association with ITN’s London Tonight.

By 2005, and thanks to a small marketing campaign to introduce the service to new prospective subscribers, Homechoice had improved enough, that the company had added 15,000 customers in 2004. However, minor picture quality and service availability issues continued, with the new STBs launched as part of the relaunch discovered to have a faulty internal power supply, with the company being forced to replace en masse thousands of these receivers. However, it improved gradually its picture quality, now airing selected services with MPEG-4 video compression, and planned to start offering ADSL2+ service by the end of the year. By June 2005, it had also launched a much improved and easier to use website, designed wholly in-house by a two-person team.

Despite these setbacks, the company was preparing a massive expansion in 2005 to cover most of the UK; the expansion would featured Cisco IP technology to accelerate the expansion, in an attempt to cover around 10 million homes in the first stage. As part of this, Homechoice announced a new marketing push, signing Tullo Marshall Warren and Mother UK, as its new ad and strategy agencies. TMW and Mother developed a campaign based around the idea of the home being a more exciting place than the outside world, with the strapline “I’d rather be at home”, with ads directed by Paul Goldman of 2AM Films.

As part of the marketing push, Homechoice launched in September 2005 a totally new branding system, developed by Neville Brody. The new brand wanted to unify the company’s services, by declaring itself as a “digital home network”, emphasizing its “4-way” TV, broadband, phone and VOD services. The branding was quintessentially Brody, with a minimalist design, the use of the Hoefler & Frere Jones typeface Knockout, bright pastel colouring and a restrained graphic approach. The relaunch coincided with the launch of new theme packages, the rollout of a faster 8Mbps broadband plan, and the arrival of new channels like ABC1, Hallmark, Jetix and the Sci Fi Channel.


The company continued to add more services, including the launch and expansion of a catch-up TV service which included select BBC channels, Channel 4 and Chelsea TV, the launch of an interactive video game download channel, PlayBite, also available as a website, adding in December a specialist package for South Asian TV and music content, and the following May, on-demand content from CNN International. It also started a major sponsorship push: in July 2005 alone, the company sponsored the London leg of Live 8, where it also provided Wi-Fi broadband at the concert, and sponsored R.E.M.'s London concert, launching a pop-up channel with the band’s albums, music videos and concerts.

Despite the company still improving, having doubled its costumer base to 34,000 and covering 137 exchanges in London and 2.5 million homes, it continued to post losses, having amounted to £46.5m in 2004. This made VNL a target for a takeover, but, despite this, Homechoice continued with its plans for national expansion. Eventually, the company decided to launch a fresh round of capital, with Sky taking a small interest in the company in an attempt to take full control of it, having taken over already indie ISP Easynet, which became Sky Broadband in 2006.

After much pressure, not only from interested companies, but also BT finally preparing to launch its BT Vision service and NTL making a massive expansion towards ADSL distribution, VNL decided to sell out in January 2006. After formal interest from Vodafone, Orange and Sky, and needing to cut the offering price from £200 million to just around £50 million, in August, the company was sold to Italian ISP and telecom company Tiscali, which planned to integrate the company in its own brand, dropping the Homechoice name, but retaining its existing offering and channels, and integrating these with Tiscali’s broadband and home phone services. Tiscali greatly invested in offering new content, by signing deals with Channel 4 and Playboy to distribute additional content and channels. Additionally, Tiscali added Sky’s basic channels to the service after extending its deal with that company.

The new Tiscali TV service launched in March 2007. Tiscali greatly reduced the cost of the service, and was also offered as part of triple play bundles. It also pursued a major expansion of the service, expanding to Birmingham, Edinburgh, Newcastle, Leeds, Sheffield and Liverpool during 2007. Plans for HDTV service, including an HD-capable PVR, were announced but never launched; however, the service continued adding new services, including Setanta Sports, Real Estate TV, Disney’s linear channels, NBCU’s PictureBox Movies and a VOD service from Nickelodeon.

However, in 2009, Tiscali was itself at the brink of takeover: in 2009, the Carphone Warehouse’s telecom division TalkTalk announced plans to demerge from its main business, and, as part of the acquisition, the Carphone Warehouse announced it would acquire Tiscali UK in May. The merger was completed in July, with a gradual integration of both brands’ offerings happening through January 2010.

TalkTalk inherited the Homechoice platform as part of the acquisition, however, the company was a major investor and stakeholder in the new YouView hybrid TV platform, and planned to use that platform as the centrepiece for a new, improved TV service. New subscriptions to the legacy Homechoice system ended in 2011, and eventually TalkTalk launched its new YouView-based TV service in September 2012, to which legacy Homechoice customers were migrated.

Homechoice, in all, was a major innovator, and a precursor of current day streaming services. TalkTalk continues to distribute a YouView-based TV service, continuing the legacy.

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The “other” TVQ :smiley:

Video:

TVQ - 1999 - Fukuoka, Japan pic.twitter.com/SztQ9wLBvw

— TV Idents (@IdentEveryHour) March 2, 2026

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Did you know the infamous Seven “Adopt a Dot” initiative was born in Germany? The idea came from German technician, producer, inventor and businessman Thomas Hohenacker, who, during a visit to his girlfriend, he saw that one of the stickers placed on the TV panel was covering the Sat.1 DOG, as she had mistakenly assumed that the aforementioned sticker fulfilled a technical functionality.

In October 1985, Hohenacker founded and led Telcast International GmbH, which hitherto was only an independent producer and distributor of films and TV content, having produced quality content for major broadcasters like Discovery, Nat Geo, NHK, ABC US, the BBC, ZDF, RTL, Vox, ProSieben and TF1, among others. With that same experience with his girlfriend, he saw a new opportunity to launch a new idea and develop the company’s revenue streams.

Eventually, Hohenacker came up with the idea of a sticker that could be used to capture audience behaviour and also help to improve ratings measurement, which could had helped to be a serious alternative for complex and limited ratings measurement systems. In November 1995, he patented the device in the European Patent Office, after two years of development and implementation. According to DWDL.de, it was composed like this:

“a small cardboard disc, about five marks in size, in which such a light-sensitive film was incorporated. It was divided into six sectors, which could be illuminated differently through several holes in the cardboard layer. Like a sticker, it had to be attached to a predefined point on the running frosted glass, as the inventor had once observed with his girlfriend. In addition, a special signal had to be transmitted via the television image so that the lighting could run correctly. It had the shape of a red dot with a face on it.”

The mix of the cellophane light film, plus red and white inside the cardboard, helped to create patterns with different levels of radiance, and placed into a special rotating disc, which recorded the exposures through a special high-resolution camera, and understand if the programme in question had been seen from start or finish. Eventually, Hohenacker saw this as a gold mine opportunity to create new revenue streams for his company, and in 1996, he created a new subsidiary, “tv miles international”, legally registered in the Netherlands and based in Amsterdam. He decided to sell these dots as an “integrated marketing solution to television broadcasters” in which they could increased their awareness and audience figures. Its first client came from Hungary, which adopted the system in 1998. Along with Australia and New Zealand, it was reportedly also used in Portugal.

The Hohenacker experiment was launched in his home nation in April 2001. He sold the experiment to ProSieben, which named its campaign “DOTWIN”; that ran during six weeks between April 25 and June 7, and included its accompaining competition, which ProSieben advertised as targeted “for the whole family”. Much like on Seven, the dots were given an alien appearance on promos and trailers, and even ads with the same backstory, showing these dots reportedly coming from a distant planet, where eternal darkness reigned, and in search of light, they reached Earth by inviting viewers to adopt them and sticking these on their TVs.

The ads featured a techno remix, by German-Romanian DJ Ovidiu Sorin Stan, under his alias of Blue Nature, of “Now We Are Free”, Hans Zimmer’s theme for the Gladiator movie. During these broadcasts, a red dot was superimposed on the top left corner of the screen (opposite ProSieben’s DOG in the top right corner) during the first five minutes of the selected broadcast to indicate where people should put the dots on their screen.

Hohenacker’s company and ProSieben’s parent company, the freshly created ProSiebenSat.1 Media (wholly owned by the Kirch Group, which was in process of reorganising their assets at the time and integrating them into P7S1 due to its financial issues), committed to 50 million devices, which were distributed on McDonald’s restaurants, Shell gas stations, Telekom stores and official third-party distributors, and Deutsche Bank’s consumer and direct banking branches (then known as Deutsche Bank 24).

The envelopes where the devices were stored, to be given by post to the network’s facilities in the Munich suburb of Unterföhring as part of a daily prize draw, were also distributed there, and also sold at various conventional shops and stores. The prize draws took place every weeknight on the network’s main tabloid entertainment and lifestyle magazine taff, where cars, trips and cash were given. A grand finale draw was held on June 15 during the same programme.

Bild newspaper was the main sponsor of the campaign, promoting its involvement by showing the traditional Page 3 girl wearing a DOTWIN device on her belly button, and also announcing inside its issues the two daily broadcasts which could be used to “activate” the devices. These broadcasts varied, one day it could be a full feature film, sometimes a single episode of Buffy the Vampire Slayer, or even an edition of “Arabella”, ProSieben’s main tabloid talk show, hosted by Austrian personality Arabella Kiesbauer.

The DOTWIN campaign was accompained by a large marketing blitz, which ProSieben emphasised a way to strengthen public loyalty. According to ProSieben spokeswoman at the time, Diana Schardt, to the Berlin local paper Berliner Morgenpost, the dot “aliens” served to build an emotional connection with the network, with the “haptic” mascots and image story of the flying dots serving as the core of the campaign. That spring, DOTWIN was nearly everywhere: even then-VfB Stuttgart coach Felix Magath posed with one of the “dots”, skinned with the Bild logo, and two of the envelopes used to send the “dots” to Munich.

ProSieben even released, together with Warner Music, a double compilation CD, “DOTWIN Party-Hits”, an uptempo pop, hip hop, Partyschlager, Eurodance and techno compilation of hits featuring artists like Bosson, No Angels, Rednex, Scooter or Gigi D’Agostino, including a bespoke promotional song named after the campaign’s slogan, “Bring micht zum Licht!” (“Bring me to life!”), produced specifically for the campaign by Russian DJs Eduard Gubin “Cosmonaut” and Alexandr Chudopalov “DJ Magic Finger” (credited as Dotwins United) and which was also included on the double CD.

The promotional single was also released as a single CD, which included an extended mix and a remixed version by German hard trance DJs Oliver Bensmann “Revil O” and Nils Ruzicka; the Euro techno-genre song featured a retelling of the image story narrative with the main DOTWIN figure uttering the slogan constantly; they even released interactive content on the network’s website, including a version of Pacman and a downloadable “dot” which could invade and jump around the screen.






However, the DOTWIN campaign was marred by three things: from the start, two legal requirements in German broadcasting limited the action, first, the legal separation of programming and advertising (shown clearly on the Werbung break bumpers), which led to activations to pause during the break, allowing viewers to switch channels safely, and second, a now-repealed regulation (dropped in 2010) which stipulated that a competition could not be linked to a product purchase or service use; ProSieben complied with this by offering an alternative method to take on the daily prize draw, where in the end of a DOTWIN broadcast, an easier way to take part was given, in which a small number of dots were displayed during the post-show advice; these dots had to be counted and sent through mail, and the chances were as exactly the same as on the normal way.

The third thing which marred the campaign was a suspicious and eventually malicious email sent in chain to a large number of addresses by an anonymous issuer in May 2001, in which it stated these devices were suspected of secretly spying in viewers; the email denounced that a possible chip installed inside the device, supposed to be a CC128-A4 controller from Siemens’ Infineon, was allegedly a replica of an American microchip used for industrial espionage, an i440-128.

The email featured even conspiracy theories involving “shady corporations and corrupt politicians” who would fool the population (the exposure zones on the device were “collector surfaces” where the data could be stored), secret micro-chips (enough 128kb storage to log private costumer data and even identify how many people were sitting on the TV), illegal profiling (McDonald’s using the data for marketing purposes and a “criminal” GEZ (the company handling licensing for ARD, ZDF and Deutschlandradio, to which data from the DOTWIN could be sent to them, and in case of not paying the license, could be used to detect and investigate unlicensed use of receivers).

The newspapers reported on the plot, and the situation led to newspapers like taz, Die Zeit or Die Tagesspiegel, and even the Technical University of Berlin, to disassemble a DOTWIN device, which refuted all of the conspiracy theories described on the email, with the device itself only having the cardboard and the cellophane light film, with no trace of microchip. ProSieben also responded to the issue, assuring these allegations were untrue and that the company would never hand over these sensible data to third parties, not even to GEZ “for its own interest”, according to the network’s marketing chief Hans Fink.

The scandal slightly boosted the DOTWIN campaign: at the end of the campaign, 7 million devices were activated, around 200k daily, of which 80% were correctly activated, resulting on a participation rate of 14 percent, the highest rate for a ProSieben competition, and a total of 29 cars (one per day, provided by Volkswagen), 94 trips (provided by last minute travel agency L’TUR, of which three trips for 2 persons were raffled daily, and ten more, also each for 2 persons, raffled in the final big draw), 290 GSM mobile phones with its corresponding prepaid cards (provided by Telekom through its T-D1 XtraPac prepaid mobile package, of which 10 were given daily) and almost 2 million Deutsche Marks in cash (provided by Deutsche Bank investment subsidiary Maxblue, up to 100k DM was given to a lucky winner in the daily draws, and a grand 500k DM given in the final draw) were drawn in to viewers.

Audience figures increased on DOTWIN-participating shows, but other shows remained flat; for example, an episode of pseudoscientific programme “Galileo” had its ratings increased to 30 percent. An accompaining survey, published before the end of the competition phase, proved the emotional value of the campaign, with two thirds of respondents in the demo knew the DOTWIN, seeing it as “something new”, “original”, and “suitable for ProSieben”, and around half had gotten at least one of these devices.

It was such a success, that sister network Sat.1 relaunched the campaign as part of its 2002 World Cup coverage, with distribution of the dots starting on May 24, with the accompaining competition beginning on May 31 and ending on June 26. Unlike the ProSieben version, the stickers were primarily tied-in with the World Cup coverage and with the evening magazine “ran - WM-Fieber”, with “dot” being placed during that programme and through the tournament; the prize draws took place daily, on weekdays during the Sat.1-Frühstücksfernsehen and on weekends as part of the World Cup special. T-Mobile served as main sponsor for this edition, with Mercedes-Benz providing a daily winning car from the A-Class model, and Shell, DEA and TV Spielfilm magazine serving as distributor partners. A €250k jackpot was also given on the last prize draw, in the evening of June 30.

The designs, which retained the alien design, were recoloured in the design of the Sat.1 ball logo; the overall narrative involving the outer space image story was replaced with references to football, down to the slogan “Rechts oben ins Eck!” ("right in the upper corner”), which referenced the position that the DOTWIN should be placed, in the top right corner, next to Sat.1’s DOG (also located in that position). In total, around 30 million “dots” were set to be distributed Germany-wide; the non-DOTWIN promotion was also vaild. After the World Cup, the DOTWIN aliens and the overall campaign were finally dropped.

Hohenacker became a millionaire, achieving various million sales through these “dot” devices, despite the various degrees of success in the countries it was implemented, though for Hohenacker, he wasn’t to stop there: in 2002, through Telcast International, he created earthTV, the global network of automated cameras which provide images from around the world around the clock; Hohenacker developed the company’s technology and hardware, which allowed the cameras to be fully-remote controlled from Munich, featuring motion control heads and zoom lenses which are properly designed to work in low-light conditions. Also, Telcast later patented a production technology which allowed broadcasters to convert TV pictures to 3D.

He led earthTV until 2011, where he left media to focus on a new invention: developing a new intelligent sensor system to develop smart on-street and outdoor parking areas, and reduce search traffic, CO2 and driver stress. The result was Cleverciti Systems, a company which developed the system and its software, and had offices in Munich, Starnberg, Neukirch, Chicago and Atlanta. Hohenacker was CEO of the company until 2022, becoming a leadership coach at the Munich-based RIXCOM Academy and on the German business incubator Start2; he remained a board member until 2025, when his company was sold to Spanish company ParkHelp, which integrated the technology and offices into its platform.

earthTV has since grown as a major player in remote-controlled cameras, with its client base covering nearly every country worldwide, and offering broadcasters access to live, real-time beauty shots from around the world in an easy way, and since 2008 has offered direct access to its content through its website and its branded YouTube channel. In 2012, Telcast sold the company to a consortium led by German independent film producers Nikolaus and Claudius Lohmann, through the Berlin-based Lohmann Technology GmbH; the brothers have been sole owners of the company since 2021.

As for the dots, these would no longer be seen in the foreseeable future.

Some of the source material for further reading (in German):

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Who’d have thought another channel seven used the Dots concept? Evil number that is. :rofl:

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In Portugal, local network SIC also had its own version of the DOT campaign back in 2000. Here’s a promo!

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An interesting find from a box of Betamax recordings I got recently - 45 minutes of Apartheid-era South African TV.

It’s a recording of SABC’s Afrikaans service including in-vision continuity. This was the only TV channel operating in the country at the time of recording (with programming split between English and Afrikaans).

South Africa resisted the introduction of TV until 1976 because they thought it would poison the mindset of the populace into believing foreign propaganda like showing people of different ethnic backgrounds living together peacefully, so no idents or presentation other than the fancy transitions between commercials.

Recall that 70-75% of the South African population were black at this point in time. The only black face visible at the tennis? One of the ball boys.

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It’s been a decade since ATV in Hong Kong stopped FTA broadcasting amidst its endless financial troubles, so let’s go back to the year that indirectly spelt its end…

2007 was a big year for ATV: In June, local land tycoon Payson Cha was introduced to the board, and injected HKD $1 billion to the struggling broadcaster.

In July, ATV moved into the new complex in Tai Po Industrial Estate, refurbished from a newspaper plant. This marked the end to ATV’s longtime Kowloon Tong studios, which had been their home since their days as Rediffusion’s paid TV service.

Then in October, ATV relaunched its identity after nearly 20 years. Designed by Sandy MacMillan (then of Red Bee Media) for $3 million, the new aTV symbolized the infinite entertainment and information from an energized brand. (He was originally commissioned to evolve the old brand, before new management set in and asked for a complete overhaul. The resulting symbol was selected from 25 prototypes.)

The revamped identity centered around the 5 elements in Chinese tradition (gold, wood, water, fire and earth):

ATV News also got a new opener, but the animation was less intricate than the previous one:

(Video from 2008)

An even bigger change was the start of digital TV broadcasting in Hong Kong in December. ATV was determined to be the pioneer in the digital age, they strategically chose channel numbers starting in the teens – a biteback to TVB being the default ‘channel 1’ on analog TV.

The lineup was kickstarted with the news channel on ch.12 in early December, while the rest were launched on New Year’s Eve. The SD channels included His TV (sports and racing) on ch.13, Her TV (fashion, lifestyle and K-drama) on ch.14, Plus TV (arts & culture) on ch.15, and a simulcast of CCTV-4 (Chinese overseas channel) on ch.17.

Idents for ch.13 and 14:

Menu on ch.15:

Like TVB, ATV had a dedicated HD channel on ch.19, whose broadcast hours were limited as the bandwidth was shared with the 4 SD channels.

Confusingly, ATV named the channels after the last digit of the channel number (except during the Beijing Olympics). ATV Home (ch.11) and World (ch.16) became ATV1 and ATV6 on their DOGs as a result.

Sidenote: By mid-2008, a green pill shape was added to ATV’s corporate logo, and ATV Home/World’s wordmarks were updated accordingly. By that point, they’re using only the orange generic and green ‘wood’ variants of the package respectively.


ATV’s ambitious digital TV strategy proved to be costly: As costs for running the channels and the infrastructure for digital broadcasting racked up, Cha’s initial injection was burnt through by late 2008.

Constant internal changes didn’t help: Ricky Wong, founder of local telco HKBN, was appointed CEO in December 2008. Immediately, he made huge slashes and aspired to reform the broadcaster, only to be suddenly ousted after just 12 days. The channel’s positioning also suffered: Less original dramas, more infotainment shows, more interactive shows, or even becoming a pure current affairs channel or renting out broadcast hours were all ideas thrown out to the media.

Eventually, Tsai Eng-ming was introduced as yet another new investor. The Taiwanese snack mogul was poised to become a tycoon in cross-strait media after buying China TV and CTi TV in the island, and now ATV. Under Tsai, ATV ported some popular show formats from Taiwan like talent shows, and restructured its channel lineup in March.

Ch.12 became a 24/7 HD channel, ch.14 was repurposed as CTi Asia, and CCTV-4 moved up to ch.15 while 13, 17 and 19 were closed.

This was the start of ch.12 as HD ATV, which featured some promos for the new ch.14 and 15 too:

Despite the channel’s rising momentum in programming, cracks would start to show between Cha and Tsai soon after. In late 2009, Tsai accused Cha of dominating the broadcaster’s management despite not making monetary injections, and attempted to dilute his share by issuing new bonds.

Meanwhile, Cha, who wished to exit the broadcaster, found the suitor of his shares in March 2010: Wang Zheng, owner of a Shenzhen-based property developer. In a press conference in Beijing, he was supported by state companies for his high-profile endeavour, before his involvement was approved by local authorities. Later, his Hong Kong relative became ATV’s major shareholder, seen as a move to bypass local regulations against foreign media ownership and install Wang as the actual chief.

Squabbles between Tsai and Cha were put under media spotlight and elevated into lawsuits in 2010, in an attempt to block the transfer of Cha’s shares in ATV. It didn’t work.

Despite boasting to reshape the broadcaster into ‘Asia’s CNN’ (and later proclaiming as ‘Hong Kong’s conscience’), Wang’s involvement in ATV made it worse: with close to no original programming, ATV began to air repeats to fill up the schedule; the newsroom was distrusted after misreporting the death of former Chinese leader Jiang Zemin, the source of which claimed to come from Wang; and he led a bizarre demonstration outside the government to protest against opening up the free TV market, just to name a few.

Ad revenue and viewership thus dried up, and Wang stopped funding the company in August 2014. This began ATV’s nightmare of holding staff pay and other expenses and its search for the next ‘white knight’ to save the company, before authorities rejected their license renewal bid in 2015.


Identity became the least of their concern, but here’s an account of that anyway: The original aTV ident was updated once more in 2009 for widescreen, before finally changed in 2011.

The same year would see HD ATV relaunching as ATV Asia, ch.15 began simulcasting the local version of CCTV’s generalist channel, CCTV-1, and CTi Asia was dropped (kind of a sign of Tsai’s receding control in ATV, though he held onto his shares until 2015).

Ch.17 simulcasted Shenzhen TV, a Chinese provincial satellite channel, from 2010, while ch.13 was home to TVS Guangdong, until October 2012. It was then relaunched as ATV Classics – the ‘official’ channel for repeats of ATV’s legacy shows.

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