Tag Archives: Citadel

For Whom Does The Bell Toll?

When I heard the news that All Access would be closing its doors after twenty-eight years in business, it came as a shock to my soul, and sent a chill down my spine that foretold of a media crisis much bigger than this publication’s demise.

It reminded me of the famous poem by John Donne, For Whom the Bell Tolls:

No man is an island,
Entire of itself.
Each is a piece of the continent,
A part of the main.
If a clod be washed away by the sea,
Europe is the less.
As well as if a promontory were.
As well as if a manor of thine own
Or of thine friend’s were.
Each man’s death diminishes me,
For I am involved in mankind.
Therefore, send not to know
For whom the bell tolls,
It tolls for thee.

The Bell Tolls For Thee

The news of the coming death of All Access made each of us consider our own mortality. Fred Jacobs wrote in his blog on Monday:

“Funerals are a mandatory attendance experience where we mourn the departed, while also considering our own mortality.  We think about the deceased and try to rationalize that he/she was older than us, in worse health, had questionable lifestyle habits, or had some undesirable traits and flaws.  And we rationalize that their sorrowful outcome will surely not be ours.

But in fact, it is hard to disassociate All Access’ fate from our own.  This isn’t just about what befell Joel and his staff – it is a referendum on radio and all of us who work in it.”

The Medium Is The Message

In his seminal 1964 book, “Understanding Media, The Extensions of Man” Canadian communications theorist Marshall McLuhan’s first chapter was titled “The medium is the message;” by which McLuhan felt “that the form of a medium embeds itself in the message, creating a symbiotic relationship by which the medium influences how the message is perceived.” (University of Michigan – Digital Rhetoric Collaborative)

But did McLuhan foresee the state of media today?

The Medium Is A Mess

Bob Iger was reinstated as CEO of The Walt Disney Company in November 2022. Iger, who had been Disney’s CEO from 2005 to 2020, had retired at the age of 69. His replacement, Bob Chapek, created two years of tumult at the mouse house, and was fired.

It was in 2006, that Iger sold Disney’s 22 ABC branded radio stations and the ABC radio network to Citadel Broadcasts Corporation in a cash and stock deal valued at $2.7 billion.

Last week, CNBC reported that Bob Iger had “opened the door to selling the company’s linear TV assets as the business struggles during the media industry’s transition to streaming and digital offerings.”

On June 30th, Audacy, the radio company formerly known as Entercom, did a 1-for-30 reverse stock split to try and prevent being expelled from the NY Stock Exchange. Stock watchers called it a “stock market Hail Mary attempt to stave off financial ruin.” (elitesportsny.com)

Adding to these two company’s woes, the media industry is also dealing with both a writers strike and an actors strike, global climate change, the ongoing war in Ukraine, out-of-control wildfires that have burned over 26 million acres of Canada, polluting the world with no end in sight, and the mess we call our democracy; it’s hard not to wonder what our future holds for anyone, anywhere.

Is This Television’s Radio Moment?

That’s what the analysts are wondering at MoffettNathanson, because radio’s lackluster revenue recovery has forced that broadcasting industry to cut into its bone and consider if using artificial intelligence (A.I.) could be their savoir to keeping investors at bay.

Goodbye All Access

To Joel Denver, Perry Michael Simon and the rest of the dedicated All Access team we say “Thank You, for 28 incredible years of chronicling the business of radio, records, and the people who made it happen.”

Your work has always been at the cutting edge, maybe that’s why your publication’s death feels like a harbinger for us all…

For whom the bell tolls,

It tolls for thee.

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What’s the Purpose of a Radio Station?

WSM Tower SiteRadio is a business.

Peter Drucker said the purpose of a business is to create a customer.

For radio, that means creating two types of customers: 1) a listener and 2) an advertiser and when done correctly, a radio station makes a profit.

Making Money

For most of my radio career, radio enjoyed a revenue expansion that rivaled the infamous “internet bubble.” Owning a radio station was considered a license to print money. Bottom lines often delivered a profit of 25 to 50% or more, so, while those profits were noticed by Wall Street investors the ownership limits on radio stations kept them away. Investors were frustrated that there was no way to scale up the size of a radio broadcast company.

Telcom Act of 1996

Then President Bill Clinton signed the Telecommunications Act of 1996. It relaxed radio’s ownership rules making it possible for one company to own multiple radio stations in a single market.

Wall Street loved the change! The money poured in from eager investors, and companies like Clear Channel, Citadel, and Cumulus quickly bought as many stations as they could using other people’s money. Mom & Pop radio operations had multiple companies vying for their properties and radio station values soared.

Ownership Limits

In 1953, the Federal Communications Commission (FCC) adopted its so-called 7-7-7 rule to encourage diversity of broadcast ownership. In essence, no single owner could own more than 7 AM radio stations, 7 FM radio stations, and 7 television stations in the entire United States of America.

By July of 1984, the FCC said they sought to encourage media competition and increased the number of radio and television stations a single owner could control to 12-12-12. The FCC Chairman was Mark S. Fowler. The President of the United States was Ronald Reagan. The five member FCC was 3 Republican appointees and 2 Democratic appointees. The vote to expand the ownership limits was 4 to 1 in favor.

“Bigness is not necessarily badness,” Chairman Fowler is reported saying. “Sometimes it is goodness.”

The New York Times reported reaction on Capitol Hill to the expansion of ownership limits this way:

On Capitol Hill, there was mixed reaction to the plan to abandon all limits on broadcasting ownership in 1990, although sentiment has grown in recent years for raising the ownership maximum somewhat.

Representative Timothy E. Wirth, the Colorado Democrat who is chairman of the House telecommunications subcommittee, said, ”The 12-12- 12 rule is just as arbitrary as the 7-7-7 rule.”

Mr. Wirth said a broad bipartisan consensus in Congress favors adoption of ”objective, long-term rules that assure diversity and competition.” He said such rules would provide for increased broadcast ownership but would not completely deregulate it.”

He went to say “If they deregulate in 1990, we could end up with a handful of companies owning every broadcasting outlet in the country.”

President Ronald Reagan

Reagan loved two things, cutting taxes and eliminating regulation. Remember Reagan famously said that “Government isn’t the solution to our problems, government is the problem.” Reagan’s pick for FCC Chairman, Mark Fowler, fully embraced this vision and actively applied it to the FCC.

However, the prediction of Congressman Timothy Wirth wouldn’t come into existence until President Bill Clinton signed the Telecommunications Act of 1996. It would be the first significant overhaul of the 1934 Act in more than sixty years.

Radio station ownership in the first five years under this new act went from 5,100 owners to 3,800.

Instead of opening up ownership to new and more diverse ownership, it created an opportunity for media monopoly. The Wall Street funded radio companies could now buy out the Mom & Pops and the temptation to sell at never-before-seen-multiples was too good to pass up.

Operating in the Public Interest, Convenience and Necessity

When no one really knew what radio broadcasting would become, they did know they wanted radio to be a communications business that would serve its community of license for convenience in good times and of necessity in times of trouble. The airwaves were considered to be owned by the public, so operating in their best interests was a requirement to being an FCC broadcast licensee.

Changing Competitive Landscape

Historically, radio stations competed against one another. Most markets had such battles as, WLS vs. WCFL, WMEX vs. WRKO, WPTR vs. WTRY, KHJ vs. KRLA etc. When FM radio began to take over from AM, a station such as WABC no longer had just WMCA to beat, but now WTKU-FM too, which offered better fidelity and stereo. This new radio competition replicated in every radio market in America.

Then came Satellite Radio, followed by Pandora along with other pureplay streamers, and podcasts so that today, the radio competition landscape lines are blurred beyond recognition.

Mission vs. Platform

Today’s communications company needs to clearly define its mission and needs to earn the trust of all of its stakeholders. That means building trust between its employees, advertisers and listeners.

We need to stop thinking of “radio” as AM or FM.

We need to think of radio as being the audio leader for creating an environment for convening and supporting groups. We need to be preparing for a future that is still coming into focus.

 

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