Tag Archives: Forbes

Why do people buy what they buy?

120If you’re in sales, this is probably the question that haunts you most: Why do people do the things they do?

Daniel Pink recently wrote a book “To Sell is Human” and in the book, he tells us, we are all in sales today. In fact, we may not even be aware that we are selling all the time. Daniel told the Harvard Business Review:

“I’m obviously selling books because that’s a part of my business. But if you go beyond that, I (also spent my) time trying to convince an editor to abandon a stupid idea for a story. I tried to get an airline gate agent to switch his seat. I’ve got kids. So, I’m trying to persuade my kids to do things. I have various people I do business with. And I’m trying to get them to see it my way, rather than their way, to go my direction, rather than their direction.”

“And when you actually tease it all out, I’m spending an enormous amount of time selling.”

We’re All in Sales

Looking at this from a broadcaster point of view, we too are all in sales, NOT just the people in the sales department.

Programmers are selling their ideas to management and if management gives them enough rope, they then have to sell those ideas to their air staff who then has to sell the concept to the listeners.

Events Change Our World in a Heartbeat

Sometimes events change the dynamics of what people want, need and do. The recent hurricanes have certainly had that effect on broadcasting.

In Houston, KTRH was ranked #11. 122Then Houston was hit by Hurricane Harvey and KTRH zoomed to #3, but soon after the impact of the storm began to fade and life in Houston began its long road back to “normal,” KTRH sank back to #15.

I ran a news-talk-information AM radio station back in the 90s in Atlantic City and in spite of our big commitment to local news and information, research showed that people would rather spend their day with one of the many FM music stations. However, they knew in times of coastal storms or other emergencies, our AM radio station was the one to turn to.

Radio cannot live waiting for the next emergency.

iPhones vs Androids

We all know that iPhones have not activated the FM chip to receive OTA FM radio broadcasts in their older iPhones. Plus Apple’s newest iPhones (7, 8 & X) don’t even have an FM chip in them to activate. So, if having an FM chip in their smartphone was important to Apple’s customers, why do people keeping buying iPhones? Maybe it is because they use them for other things.

In the USA Google’s Android and Apple’s iOS mobile operating systems are sharing the market about evenly says John Koetsier writing in Forbes. However what we’ve seen over the last couple of years is that what they don’t share equally is commerce. iOS is used to make more online purchases than Android. If you’re selling stuff, that’s an important distinction and its why Apps are usually first developed for the Apple Store and then later for Android devices.

Digital Cameras

I recently read an article that said if digital cameras were to stay relevant, they should connect to the internet. Guess what, they now can. Here are seven of the best WiFi cameras on the market according to Lifewire.

Should they also be able to make & receive calls, texts? Contain an FM chip?

As everything becomes connected to the internet should they also be able to receive OTA broadcast?

Electric Cars

BMW was the first car company I was aware of, that when it introduced its all electric car said it would not contain an AM radio. BMW said they couldn’t isolate the noise interference it would cause to the AM signals.

Funny, but I remember when cars used to have only an AM radio and that isolating an alternator was often necessary to not get horrific noise through the speakers. Is this really that much of a problem or has BMW carefully defined its customer’s wants, needs and desires?

Tesla in introducing their new Model 3 also said AM radio would not be part of the center stack options.

Do you think this will give people pause in buying an electric vehicle?

Go with the Flow

None of these things really represent a change in why people do the things they do. Roy H. Williams, the Wizard of Ads, has been writing about these things for decades.

In his book “Secret Formulas of the Wizard of Ads” in Chapter 70 “Better Jewelry, Better Jeweler,” Roy poses this question: “If you had to choose between selling what you wanted to sell, or what the majority of people wanted to buy, which would you choose?” Your future success is determined largely by your answer to that very question says Roy.

Bringing this back to broadcasting, AM, FM, digital, TV, cable, streaming is really nothing more than a display case in a jewelry store. It’s what you put into that display case that matters.

Your success comes down to serving your viewer or listener in the very way they want to be served.

If you’re in sync with the people of your broadcast property’s service area, then you will enjoy their business and they will demand you be easily accessible on the latest device.

The curve ball today is connecting your programming to the internet. The internet is a global community. You can’t be all things to all people. If you try, you will fail.

Define your market, know what they want, then serve it up to them. It’s OK to put it on the internet as long as you stay true to the people’s wants and needs that you aim to serve.

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My 100th Blog Post

40Today is a milestone of sorts for me. It marks my 100th blog post since beginning my blog. Also notable since my blog has long passed the threshold of four months, the period of time most new bloggers quit blogging.

What Have I Learned So Far

Reflecting on my blogging journey on the way to my 100th post, I learned that running out of material to blog about was not my biggest problem, but rather having files of ideas and issues I wanted to address and not having the time to develop them due to more pressing issues bursting onto the scene.

I learned that blogging was more about organizing my own thoughts than if anyone else read them or reacted to them.

I learned that blogging connects you with incredibly talented people all over the world that you never would have met other than by doing a weekly blog.

I learned that blogging is fun.

My Biggest Hits

Two blog posts in particular standout as being noteworthy. It’s funny, because they are not the ones I might have thought would have gone viral.

The first one was me venting my spleen about the loss of great air personalities in my post entitled “We Never Called It Content.” What troubled me was the “forced retirement” of some iconic air personalities and that the radio industry wasn’t valuing the relationships that such personalities owned with their audiences. That short-term revenue gains due to expense reduction were at the peril of longer term audience erosion.

As the old farmers used to say “Anyone can tear down a barn, but it takes a craftsman to build one.”

The other blog post that would see over 3,700 reads in a single day was “The Day the ‘Dumbest Idea’ Invaded the Radio Industry.” This post grew from an article in Forbes I had read by Steve Denning. The “dumbest idea” was that of increasing shareholder value. What I realized was that when the Telcom Act of 1996 was signed into law by President William Jefferson Clinton it opened the doors of the radio industry to Wall Street. Wall Street would bring their philosophy of “increasing shareholder value” to broadcasting. The effects of this modus operandi would be as devastating to radio as it had been to every other industry it was used in. Sadly it doesn’t have to be that way and we see that privately held radio companies avoid this metric and as a result are doing well by both their stakeholders as well as the communities they are licensed to serve.

What’s Next?

So next week, I will begin my next one hundred blog posts. I have lots of ideas about what’s going on in our media world to reflect on, research and share with you.

The commercial radio industry is only about three and half years away from celebrating its 100th birthday in 2020. The year 2020 should prove to be interesting for so many reasons beyond just radio, TV or media, for the prognosticators are envisioning so many changes in all aspects of our world.

So I will end my 100th blog post much like the singing group The Statler Brothers used to say at the end of their television show….

“Don’t go anywhere, because we ain’t even started yet.”

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The Day the “Dumbest Idea” Invaded the Radio Industry

shareholder valueLast week I wrote about killing the goose that lays the golden eggs. It was my way of comparing the Aesop fable to the world of American radio. It got a lot of discussion. But I felt that while I touched on how radio operators twenty years ago wanted to harvest all the golden eggs immediately versus waiting to get one each day, by virtue of a last minute insertion into the Telcom Act of 1996 that basically removed the ownership caps on radio, there was – as Paul Harvey used to intone – ‘the rest of the story’ to be told.

The rest of the story involves “the dumbest idea.” I grew up about a decade after World War Two ended. This was the period when America enjoyed an extended period of economic growth and a shared prosperity. By “shared prosperity” I mean it was a time when the workers who produced a product or service shared in the profits produced by the company. Managers and workers would see their income grow together. As everyone’s pay increased, there was more discretionary income to spend. This was the rise of the middle class in America. All boats were rising with the economic tide.

In 1968, I started on-the-air at one of my hometown radio stations while in the 10th grade in high school. I was paid the minimum wage; $1.60 per hour. Did you know that 1968 was the year when someone making the minimum wage had the most buying power for that rate of pay? The equivalent in 2012 dollars is $10.34 per hour. So what happened?

Somewhere in the 1970s things changed. Firms began to focus on themselves. The productivity gains produced by the workers were no longer shared with the workers. Since no one complained, this new way of doing business continued.

The 1980s really saw this new operational style take hold. And as it did, incomes for the middle class stagnated. When the middle class incomes stop growing, the ramifications on the rest of the economy are magnified. Workers no longer have discretionary income to spend. This was initially covered up by women entering the workforce producing two wage-earner incomes. Then when that ran its course, credit cards, second mortgages would keep the party going under false pretenses.

Today we are in a vicious cycle of decline.

What changed in the 1970s was a new idea about what metric should be used to measure the success of a business. Before this new idea was born, Peter Drucker’s measure was the rule. The purpose of a business, said Drucker, was to create a customer. But that went out with leisure suits, the new crop of business wizards would proclaim. What replaced it was something that even GE’s Jack Welch has called “the dumbest idea in the world.”

What was this dumb idea? Increasing shareholder value.

In an effort to offset declining profits and performance, a new operating modus operandi was conceived that the purpose of a corporation is to maximize shareholder value. To make sure the captains of industry got the message, boards of directors would change their compensation packages to cause these business leaders to focus on increasing the company’s stock price. What could possibly go wrong?

Everything!

The concept was embraced by both America’s business schools as well as industry. Unfortunately, the new policy not only didn’t solve the problem it was supposed to address but by unintended consequences created a myriad of new problems no one foresaw.

Tell me if any of these “unintended consequences” sound familiar to you: short-term decision making, relentless cost cutting, staff reductions (RIFs), less investment in the business, virtually no innovation, low workforce morale, no raises in pay, reduced benefits, non-stop mergers, increased debt, lost ability to compete, declining R.O.I., and economic stagnation. I’m sure you can add to this list based on your own experiences. For a more detailed look at this, you should read Steve Denning’s “Why ‘The System’ Is Rigged And The U.S. Electorate Is Angry,” the inspiration behind today’s blog post.

So twenty years ago, in 1996, President Bill Clinton signed into law the Telcom Act of 1996. This would bring “the dumbest idea in the world” to the radio industry. Wall Street jumped into the new shiny investment opportunity; radio. Everything that every other industry was experiencing from this new operational style was now rearing its ugly head in the broadcasting industry. All with the same negative impacts.

Not all organizations adopted this dumb idea of operating. They stuck with Drucker’s rule. And it’s the same with the radio industry. The smaller radio operations do operate differently. Their success has others sitting up and taking notice.

However, most organizations – and not just in broadcasting – are still in denial. The evaporating middle class is not good for an industry that lives off of advertising. Advertising is pitched to the masses who are the consumers that drive over seventy percent of the American economy. I wrote about the future of ad supported media last year after I read Thomas Piketty’s book “Capital in the 21st Century.” You can read that blog post here.

Based on the tumultuous presidential election season we’ve seen so far, it would appear that the American society has awakened and is now “as mad as hell and not going to take it anymore.” Cue Howard Beal here.

Steve Denning writes: “We are now at an ‘emperor has no clothes’ moment.” It’s now clear that this way is not working and is not only leading to systemic value destruction but an economy that no longer works for the middle class.

If we’ve ever needed real leadership in America, it’s now — and from all directions.

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What if…

I had the opportunity to sit in on a webinar on “The Creative Economy” that is considered to be the direction the future of business is headed in compared to the traditional business methods of the past. What is meant by the term “The Creative Economy?” It’s one where business revolves around the customer versus the past where the customer revolved around the business.

The Creative Economy also breaks from tradition in the sense that it means the goal of a company is no longer about making money for the stakeholders but about delighting customers. But, you ask, isn’t “maximizing shareholder value” the mantra of Wall Street? Good question. Listen to what these CEOs have to say about that mantra:

            Jack Welch former CEO of GE: “the dumbest idea in the world”

            Vinci Group Chairman/CEO Xavier Hulliard: “totally idiotic”

            Paul Polman, CEO of Unilever: (has denounced) “the cult of shareholder value”

            Marc Benioff, CEO of Salesforce declared this still-pervasive business theory “wrong”

I guess it’s quickly losing favor with those who should know.

The Internet and “The Cloud” are enabling “The Creative Economy.”

Which brings me back to my initial question, “What if…”. What if radio stations were supposed to be small operations? What if the radio industry wasn’t meant to scale?

When I entered the radio business, companies were limited in the total number of radio stations they could own; in the entire USA. It was known as the 7-7-7 rule. A single company could own not more than 7 AM, 7 FM and 7 TV stations in all of America.

What this created was competition between owners of radio stations in a market. Each station was a team of people working as hard as they could to win the audience in that market. The focus was all about the listener or the viewer. Win the most listeners/viewers and advertisers would soon follow to showcase their wares on that radio or TV station’s airwaves.

Hearing “The Creative Economy” described on this webinar was like radio déjà vu.

In 1996, President William Jefferson Clinton signed the Telcom Act of 1996 into law. That was the moment that the “land rush” for broadcast properties began and Wall Street became heavily invested in the radio industry. Wall Street would bring its “maximize shareholder value” mantra to broadcasting.

This point was really brought home to me in 1999 when my stations were sold to a large radio consolidator. The head of this “big box” radio operator told us that we needed to “sell, sell, sell” that it was all about making money for the company and “maximizing shareholder value.”

This “pump up the troops” speech left me cold. I was brought up in a radio world that was about operating “in the public interest, convenience and/or necessity.” I was brought up in a world where if we treated the members of our team well, our team focused on delighting the listener, the advertisers would flock to our station and the owners would be rewarded for doing everything right. That view of life served me well my entire radio career.

Needless to say, I opted not to remain with this new company.

However, I would find myself playing “musical chairs” going forward as it was getting impossible to not be working for a company that hadn’t adopted this modus operandi.

Steve Denning, who writes for Forbes, lead this webinar and pointed out that economics was driving the change for companies worldwide. He told us that no company is doing it all right. Companies like Apple, Amazon, Google and Salesforce are moving in the right direction. In fact, Tim Cook is better at navigating the change to this style of management than Steve Jobs ever was and it no doubt is contributing to Apple being the most valuable company in the world. To give you an example of what it means to focus on the customer first, consider Tim Cook telling an investor in Apple this:

“If you want me to do things only for ROI reasons, you should get out of this stock.”

That was kind of radio world I grew up in. We always tried to do the right thing for our employees, our listeners, our advertisers and the money would follow.

I’m encouraged that radio people who sold out when Wall Street was buying, are now getting back into the radio business with that same ethic, spirit and sense of innovation that seduced me into a four decade long radio career. They understand the concept of “The Creative Economy” because that’s how they built their radio companies the first time around. They also understand that today, radio is more of a concept of operation than a method of delivery.

I’m excited to be working with the next generation of radio broadcasters at my university knowing that radio’s future has never been brighter.

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What Ronald McDonald Could Teach Radio

Today in America there are more radio stations on the air than at any time in its almost 100 year history. More radio stations are taking to the air every day. That’s a good thing, right? I would argue it’s not.

When I was working for Clear Channel Radio (yes, it was once called that – now it’s iHeartMedia), the President was a man named John Hogan. Hogan came up with a plan to reduce clutter. He called it “Less is More.” On the surface it sounded like a grand plan. However, the devil is always in the details and the devil was Clear Channel was now going to move away from a unit based inventory management system to a one that included half-minute long commercials, ten-second commercials, five-second long commercials it branded as “adlets” and one-second long commercials it branded as “blinks.” In the “blink” of an eye, the amount of units grew and we would learn that people don’t notice the length of commercials as much as they do the number of interruptions they are confronted with. “Less is More” would inadvertently introduce more clutter in the name of reducing clutter.

Well some clown named Ronald McDonald must have been watching us because at the end of last year, McDonalds announced that its menu had become so unwieldy that even the chain’s president had no clue as to how many items it contained.

In his book, “The Paradox of Choice – Why More is Less” psychologist Barry Schwartz argues that eliminating consumer choices can greatly reduce anxiety for consumers. That while autonomy and the freedom of choice can be healthy and good for our well being, modern Americans are faced with more choices than any group of people in the history of the planet and all this choice is having the reverse effect.

I remember the headline in Forbes “You Can Now Play 100,000 Radio Stations On Your TV with Google’s Chromecast.” A hundred grand? I have trouble finding enough radio stations I want to listen to, to fill the pre-sets on my car radio and they only give me pre-sets for 6 AM stations and 12 FM stations. I have a 10-minute commute on a bad day, so I don’t do a lot of button pushing.

Edison Research now calls their radio study the “Infinite Dial” because with the advent of streaming audio, we have the ability to listen to radio stations all over the world. I have ten Apps for listening to streaming radio on my iPhone and iPad. Of those, I primarily use three of them the bulk of the time. Of the three, one dominates. That single App now curates over 90 different genres of music. The good news is that I can create a “Favorites” section so I only need to choose from a limited number of genres to match my mood.

When radio began consolidating into clusters, adding HD signals & sub-channels and then streaming, the complexity proved to be a challenge to an ever shrinking workforce challenged with programming and selling all of those product offerings.

Schwartz tells us that modern psychology shows that happiness is affected by success or failure of goal achievement. Radio workers and McDonald’s folks probably aren’t all that happy; not like they once were.

McDonalds last year recorded its worst domestic comparable sales figures in more than a decade. In radio, being even with last year’s numbers was being called the new “up.”

McDonalds plan is to reduce the number of choices, focus on those items they will serve to improve their quality to delight the customer.

Most people’s cable or satellite TV package delivers hundreds of channels and yet, the most common thing people are heard to say “there’s nothing GOOD on to watch.” “Good” being the operative word. What a change from when I was growing up and my biggest problem was a GREAT show was playing on all three television networks; at the same time (days before VCRs and DVRs).

Radio in that same era was exciting, innovative and totally focused on delivering great content. These were the days when a Top40 radio station like CKLW had a 20-person news department on a radio station that was all about music not news. Had an air staff that was refreshed every three hours with a new disc jockey, had an off-air program director, a music director & assistant that did music research, a promotions department & promotions budget, plus consultants all for a single radio station.

Less is more works if more people can focus their attention on less.

Take it from a famous restaurant clown, “Less IS More” in more ways than one.

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