- September 7, 2001, 6pm ET | SCREAM launches
- September 9, 2009, 6am ET | SCREAM rebranded as DUSK
- March 23, 2012, 6am ET | DUSK goes off the air
“How would you like to program a horror channel?”
Those words were spoken to me eleven years ago, and I was probably the first person to ever hear such a question.
At the time no such service existed anywhere in the world (Monsters HD, Chiller, Horror Channel and FEARnet would come later). It would be like becoming the Neil Armstrong of horror television.
Of course I said “Yes!”
It wasn’t going to easy. There’s a reason why such a channel had never been attempted before — especially a sales-based one. Its appeal was potentially narrow but, more significantly, many advertisers are not cool with having their corporate image associated with chainsaw-wielding psychos and such.
Even a top-rated channel can have trouble attracting ad clients if its content is deemed too intense; a phenomenon I was more than familiar with from my years at Showcase and History Television.
But I was determined to see DUSK (then known as SCREAM) make everyone happy; horror fans, non-horror fans, advertisers and all of its stakeholders, while at the same time staying true to its Condition of Licence. I figured the best way to do that was to build a schedule that had plenty of “safe” and appealing content for advertisers.
Yet content that would also attract as many eyeballs as possible.
And it did.
Right out of the gate — three months later — it was one of the most-watched digital channels. Especially with women. That surprised many who assumed its appeal was limited to horror geeks who lived in basements.

On September 7, 2001, 6pm ET, SCREAM launched with Invasion of the Body Snatchers. Because early digital ratings were sure to be too small to accurately measure specific demographics, SCREAM's early schedules featured a wide range of B&W classics, designed to attract a 50+ audience and boost its overall ranking. The strategy worked but, as the popularity of the channel grew, it became necessary to drop these films so as to attract a larger 18-34 and 18-49 audience which ad clients desired.
The trick was redefining the genre so it included programming almost anyone could enjoy.
That tactic annoyed some of the hardcore fans, but it was suicide to cater to their very narrow perception of the genre 24/7.
Remember, it cost $4-5 million annually to keep the channel going. You need a lot of basement-dwelling slasher-movie fans to cover that nut.
Besides, what’s the point of having a horror channel if it fails to make money and gets cancelled? Then everyone loses. That’s pretty much what happened to Monsters HD in the U.S.

SCREAM's late-night programming included some of the most celebrated horror films, such as Peter Jackson's zombie gore-fest Dead Alive -- arguably the goriest movie ever made. These films rarely made a significant impact in the ratings, but they were most often requested by subscribers.
But, when I left in 2007, SCREAM wasn’t facing that problem.
Sales revenue alone had grown at a rate of at least 95% (up to 267%) annually.
By 2005 it was one of the first digitals to score over 1 million subscribers (in 2010 there were still about 30 that hadn’t reached that milestone)
By 2006 it was not only in profit mode but it’s AMA (Average Minute Audience) — which is its most important measurement for Sales — was solidly in the Top 5 across all demographics, including women (#4 with Women 18-34).
Here is a list of the Top 10 digitals (there were 52 in total) in 2006, ranked by AMA with Adults 18-49.
Included in this is subscriber revenue and program expenses which, in SCREAM’s case, was often lower than its competition. That should have knocked down its ratings strength potential, but didn’t. (Source: CRTC Statistical and Financial Summaries 2005-2009)
| NAME | AMA ADULTS 18-49 |
DTH SUBSCRIBER REVENUE |
NATIONAL ADVERTISING REVENUE |
PROGRAM EXPENSES |
PROFIT (P.B.I.T.) |
| Showcase ACTION | 73 | $3,630,672 | $2,863,242 | $3,105,241 | $2,258,939 |
| SCREAM | 33 | $2,517,374 | $1,412,013 | $1,670,425 | $595,098 |
| Showcase DIVA | 32 | $3,460,138 | $2,327,805 | $3,146,011 | $1,166,508 |
| Animal Planet | 24 | $1,912,018 | $1,342,380 | $2,063,142 | $532,350 |
| Discovery Civilization | 23 | $1,499,450 | $737,857 | $1,234,824 | $196,428 |
| DejaView | 22 | $3,638,072 | $741,852 | $3,498,552 | $1,148,099 |
| Independent Film Channel | 21 | $3,718,437 | $657,504 | $3,026,568 | -($985,486) |
| G4techTV | 21 | $3,573,258 | $364,490 | $3,050,809 | $383,516 |
| mentv | 20 | $2,731,161 | $244,587 | $1,193,791 | $1,187,756 |
| BBC Canada | 20 | $2,799,936 | $2,138,116 | $3,641,773 | -($512,092) |
A little over a year after I left I spotted a SCREAM Sales page on the internet which said it now ranked in the “top 10 digital channels” and “had consistently delivered strong AMA growth for both Adults 18-49 and Men 18-34″
“Had consistently”? The use of past-tense was a troubling sign — I even sent an e-mail to the Sales rep to suggest they rephrase that — as was its new “top ten” ranking. During my entire tenure I didn’t recall SCREAM ever dropping out of the Top 5, especially with key demographics.

Early DUSK promo, meant to attract a stronger female audience -- and presumably repel male viewers too.
Later, when I saw their more recent financials, it showed that Sales revenue had stalled and started showing negative growth, even before the 2008 financial crisis kicked in (-7.44% in fiscal 2008 and an additional -2.95% in 2009).
Even subscriber revenue started showing negative growth in 2009, losing almost 6%. That fact was especially troubling as digital growth in general was still on the rise, and was reflected in the growth of other digitals.
In light of all this it shouldn’t have been a surprise when Corus (the majority owner of the channel) decided to dump the SCREAM name — and any mention of the word “horror” — and rebrand it as DUSK.
They said its new schedule would target Adults 18 – 49, building on “the growing fascination with supernatural, paranormal-themed films and television series.”
I understood their logic. The big bright spot on the SCREAM schedule at that point was their new series acquisition Supernatural. Series programming is always a great way to boost AMA because it encourages appointment viewing. It was certainly part of my long-term strategy (we had similar success with Millennium), provided I could secure rights to appropriate series that wouldn’t blow the budget. It’s a risky move to put all your eggs in one basket.
But the DUSK strategy regrettably sacrificed a lot of content that made SCREAM a success in the first place.
Prior to all this — at least between 2005 and 2007 — these were some of the most-watched movies on SCREAM amongst their desired demographic, Adults 18 – 49:
Independence Day
Tremors II: Aftershocks
Die Hard
Die Hard 2
The Road Warrior
Predator
Cliffhanger
Dog Soldiers
Broken Arrow
The Terminator
Even more curious were the films that proved most popular with women (DUSK’s most coveted demographic). They were much the same.
Between 2005 and 2007 these were some of the highest-rated with Women 18-34:

The Frankenstein-themed film RoboCop -- and other "guy flicks" like it -- was a remarkable favourite with Women 18-34.
Gremlins 2: The New Batch
Independence Day
Damien: Omen II
RoboCop
Die Hard 2
Broken Arrow
The Road Warrior
Twister
Cliffhanger
Tremors II: Aftershocks
Of course programming the channel involved more than just buying a bunch of A-grade Hollywood thrillers and throwing them on the schedule. One had to be strategic about when, where and how often they played.
Regardless, most of the above programming no longer suited the new DUSK brand. They had to be abandoned.
There were other reasons why this had to happen too. Let’s just say there are a lot of factors that are key to the operation of a sales-based channel — particularly within a company determined to secure a key demographic.
But viewer ratings were still an important measure if Sales hoped to increases its rates and gain more ad revenue. Sadly, according to this document (See “Digital Specialty Rankings” at the bottom 2 pages), by 2011 DUSK was no longer a Top 10 digital channel.
And now — as of March 23, 2012 — DUSK is going off the air. Little was said about that decision except “after a review of our business we have decided to discontinue DUSK.”
As I said in the beginning, this was never an easy channel to make successful — but that’s what I loved about it. It was always a challenge.
The challenge was trying to please everybody who was a stakeholder — not just viewers. If you fail any of them, the whole thing eventually collapses.
It’s a rare thing to be able to satisfy so many. They often have conflicting needs, desires and demands.
It certainly wasn’t easy to juggle. Of course, to me, that was the fun part — figuring out how to do it.
I’m just glad I was given the opportunity to master a strategy that became my mantra: Please all of the people at least some of the time.
Still, I will miss seeing my baby once known as SCREAM.



The Red Balloon (1956)

It’s not easy, but it is possible for kids — in sufficient numbers — to discover vintage films they might truly enjoy and find relevant, thus triggering a prolonged interest. The trick is to let them find their own path. Not dictate one to them. Such an autocratic approach tends to generate only one of two responses: conformity or rebellion.
















