The Nielsen ratings for the 2013-14 season were dismal.
As you may have noticed, the CBS-owned network aired three shows — two scripted dramas and one original comedy.
CBS had to scramble to find ways to keep the ratings up, but they were determined to keep viewership afloat.
They also had to find a way to make the shows profitable, since they were only airing on the network’s biggest network.
For CBS, this meant re-tooling its programming to make it more appealing to people in its target demographic — young adults.
To do this, the network had to start focusing on new programming that wasn’t part of its usual lineup.
That meant focusing on dramas, a demographic that tends to skew older.
But the more they focused on these shows, the more viewers began to abandon the network.
The result: The ratings dropped, the audience grew and the company’s stock plummeted.
The network was forced to make drastic changes.
The show that had been the mainstay of the show lineup for the last two seasons was no longer part of the lineup.
Instead, it was pulled from the schedule.
In other words, the show’s creators and producers were forced to go elsewhere.
So CBS had a new plan.
They launched a new show called “The Night Shift,” a comedy with an older, younger cast.
But that new show wasn’t going to be a CBS-produced series.
It would be produced by Warner Bros. The networks new strategy had two major advantages.
First, it allowed them to move more shows on to their big networks.
And second, it meant the network could keep viewership high while giving it to the younger demographic.
So if a CBS show had a higher average rating than a CW show, then it would get more airtime on CBS, where it would likely have a higher viewer base.
The strategy also allowed them more time to adapt to the new technology that was being adopted by TV studios.
This meant that they had to keep producing their shows in the same way that they did before the new format was introduced.
As a result, they could continue to produce shows like “The Late Show with Stephen Colbert” and “The Big Bang Theory.”
These shows were popular and had ratings, but their viewership wasn’t growing.
They weren’t going anywhere.
That’s why CBS wanted to find another way to keep viewers happy.
So they began to look for a way for the network to keep its shows on its big networks and keep the audience up.
The new strategy seemed like a great way to do that.
It meant CBS would get the same ratings that they would get from its shows from its big cable network, which would allow it to keep a steady viewership.
That was the plan.
It seemed like CBS was going to do what any other TV network did — find a formula to keep their shows on the big networks for as long as possible.
So why did they do it the wrong way?
CBS and the networks biggest competitor, NBC, both tried to use the same strategy.
They both wanted to build their own content.
And they both tried something different.
The major difference was that the networks tried to sell their new shows to audiences on their big network, while the competitors tried to do the opposite.
In order to do this the companies had to compete with each other.
The competition was fierce.
NBC had to sell its shows to people on its own network, whereas CBS had no competition.
So what they did was they tried to build the network on the backs of their own shows.
The idea was that when people on their own network got sick of their network’s shows, they would come to NBC and complain to executives there about what they perceived to be poor programming.
So the network was created with the goal of having its own shows compete with those of its competitors.
This was the formula that had worked for CBS.
When NBC and the other major networks were selling their shows to their own audiences, they weren’t doing it in the traditional way.
They were selling them to their advertisers and their fans.
And the networks hoped that by selling to their fans, they were building up a strong brand for themselves.
The key was that their audience was not getting bored of their shows.
Instead of seeing their shows as a cheap toy that they could be sold to, they saw them as part of a permanent, loyal audience that would come back to their shows and watch their shows again and again.
By the time the network launched its own brand, CBS had built up a loyal audience.
And by the time CBS’s brand grew so strong that its advertisers were willing to pay premium rates to have their ads appear on its shows, their brand had become a pillar of its own.
The only thing that NBC had been doing wrong was that it didn’t build its own content, as CBS did.
It sold its own brands to its competitors and used those brands to build its brand.
This allowed NBC to build up a much bigger audience than it could have on