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Sports media and thmultiplatform pitchTraug KellerOneonOne with the SVF1Radio and ESPN Deport

Noel WaxCreating value inSports Radio

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July 2007 Volume 24, Issue 7

contentsCreating value in SportsRadio; the baseball pitch

Baseball on the radio is as powerful a mediavehicle as exists in the increasingly competitiveworld of advertising. The landscape for marketingand marketing opportunities has expanded to anever before seen level. Sponsorships are notbased on market cost per points, gross ratingspoints, or corporate strategies. Selling baseball andsports is about passion. It's about heart.

Cover Art (Copt° bottoml:Traug Keller, SVP/ESPN Radio and ESPNDeportes; Noel Wax, Director of Saies/GSM for CBS Radio Sports- New York Yankees, Mets, Giants, Nets and Devils; Ray Katz,U.S. Director of Sports Marketing, Optimum Sports/ OMD.

DEPARTMENTSMedia MixLots of station inventory on the market.

1 2 Ad BizRay Katz, U.S. Director of Sports Marketing, Optimum Sports/OMDon the proliferation of strategies and tactics for sports -adic.

16 News/TalkESPN 710 LA's Larry Gifford is Sports PD of the year.

2A OneonOneESPN's Traug Keller takes sports media ahead of the curve.

23 New MediaEd Dilworth, EVP/Chief Contact Officer at Campbell -Ewald onnavigating "The Current" of social communications.

24 EngineeringNew ad verification technology in "Proof of Pla/".

26 SalesErwin -Penland media chief Bill Reynolds extols radio for marketers.

28 Media Markets & MoneyPeak Broadcasting is working sports in Fresno.

SMARTMEDIA

MEDIA 111111

Indecency update: FCC decisionstruck down by Appeals CourtThe US Court of Appeals for the Second Circuit in New York has branded the FCC'sclaim that it can fine broadcast licensees for "fleeting expletives" with the dreaded"arbitrary and capricious" label, giving a victory to Fox Television Stations in par-ticular and to broadcasters and the First Amendment in general. The FCC's findingagainst Fox is vacated and the rule is remanded to the Commission for a do -over.To recap, the FCC under Michael Powell reversed a finding of its own Enforce-ment Bureau regarding fleeting f -bombs uttered by rock star Bono during an awardsprogram on NBC. EB said the incident was not actionable. Powell said that fromnow on, if the fleeting utterance included an f -bomb, it was actionable. Fox hadbeen nailed (without a fine) for similar incidents involving remarks from Cher andNicole Richie. Fox argued that the FCC has provided no reasoned explanation forpulling a 180 degree turn on its enforcement of fleeting unplanned expletives. TheSecond Circuit agreed, faulting the FCC "...for failing to articulate a reasoned basisfor its change in policy." Judge Rosemary Pooler wrote that "...the FCC's newpolicy regarding 'fleeting expletives' represents a significant departure from posi-tions previously taken by the agency and relied on by the broadcast industry."

So fleeting expletives join the ever-growing list of FCC actions sent back forfurther consideration. Now we'll watch to see if, how and when the FCC revisitsthe fleeting expletive issue.

FCC Chairman Kevin Martin expressed his astonishment that the FCC deci-sion to hold broadcasters accountable for fleeting expletives uttered over theairwaves was struck down by the Second Circuit Court of. He said that it was thecourt, not the FCC, that is "divorced from reality." One key player, Senate Com-merce Committee Chairman Daniel Inouye (D -HI), suggested that a visit to ahigher court was in order. Martin reacted strongly, saying, "I completely dis-agree with the Court's ruling and am disappointed for American families. I find ithard to believe that the New York court would tell American families that 's" "t"and 'f**k' are fine to say on broadcast television during the hours when childrenare most likely to be in the audience.

Meanwhile, the FCC rules, in obedience to the Broadcast Decency Enforce-ment Act signed into law by President George W. Bush on 6/15/06, have nowbeen officially changed, and what used to be a 32.5K top drawer fine that couldbe levied on any broadcast outlet found to have engaged in "obscene, indecentof profane" programming has now been extended to 325K. 325K happens to bethe old ceiling "for any continuing violation." The new price tag for a continuingviolation, should you be so inclined to commit such a thing, is now 3M.

SmartMedia observation: On -air slip-ups have traditionally been treated as:on -air slip-ups, not worthy of a major punitive action. If a broadcaster airs thiskind of material with the intent to pander or titillate, then they still are fair gamefor the FCC. One of the problems, as we understand the ruling, is that the FCCwent ahead and impulsively changed the rules without providing any opportunityfor public input. Perhaps a Notice of Proposed Rulemaking will result in a newfleeting expletive rule that will survive court challenge. Or, maybe other inde-cency rules will be struck down due to the vagueness of the definition, the ap-parent randomness of enforcement, and now, the harshness of the possiblepenalty. Or maybe the FCC will move on to the Supreme Court. Stay tuned.

Lots of station inven-tory on the marketHeavy private equity interest in broad-casting stations has brought more inven-tory onto the market-lots more. Nexstarput its entire television group up for sale,then a few days later LIN Television didthe same. Lincoln Financial Group de-cided to hand out the for sale sign forLincoln Financial Media, the formerJefferson -Pilot Communications, consist-ing of both radio and TV stations. And,most recently, News Corporation said itwas taking bids on nine of its Fox O&Ostations in markets #17-47.

That's a lot of new inventory. Mean-while, Clear Channel has not quite fin-ished its sell-off of 448 radio stations in88 markets-and will have to sell somemore in larger markets if shareholders ap-prove a going -private buyout the elimi-nates grandfathering of some over -sizeclusters. Citadel has just begun the pro-cess of tightening up its radio portfolioafter acquiring the ABC Radio group. AndUnivision's new owners have indicatedthat they expect to sell about a half -bil-lion in assets, consisting of its record la-bel operation and non -core radio stations.These current sales come on the healsof Clear Channel selling its entire TVgroup, The New York Times Companydoing likewise and CBS Radio divestinga number of its smaller markets.

What this has not done is depressprices. Private equity is backing theprincipal bidders on every big deal. Mul-tiples remain in double digits for any-thing in a decent market. It is an inter-esting cycle, with the new private eq-uity players bidding fiercely, while thepublicly traded companies are generallyhave to stay on the sidelines-except,of course, for those who are in the ac-tion on the sell side.

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SELLING SPORTSNOEL WAX

Creating value in Sports RadioFrom the age of five until I was 15 I wouldn't go to sleep atnight without hearing the sweet sounds of Vin Scully callingthe Los Angeles Dodgers baseball games. My childhood he-roes were Steve Garvey, Davey Lopes, Bill Russell, Ron Cey,Steve Yeager, Tommy Lasorda, Reggie Smith and whoeverelse donned the Dodger uniform. I couldn't believe how in-credibly cool it was that every time a Dodger hit a home run,Unocal 76 gas station would donate $50 to the Boys and GirlsClubs of Southern California. If the gas tank in my parents carwas nearing empty and I saw the orange ball that signified aUnion 76 gas station, I implored my mother to stop there forgas. When I was in the supermarket, I would get nasty if mymom chose the breakfast meats of a brand name any other thanFarmer John. After all, Vin Scully would talk about these prod-ucts during the Dodger games. I was tooyoung to really understand how it worked,but for some reason, it worked on me asa child and still works on this grown upman today.

Today, in fact, I have labeled that phe-nomenon. I call it "the point of differen-tiation theory". If all things are consid-ered close to equal; price, quality, conve-nience and service, people will make thechoice of one product over another be-cause a product or service has tapped into a person's passions and loyalties. Thereis not better place to do this than by tap-ping in to the deep and irreplaceable pas-sions of a sports fan. We are the peoplethat will spend hundreds of dollars to takeour family to a ball game, hundreds of dol-lars on team jerseys, hats, foam fingersand other pricey merchandise options. Itis the reason why we will pull in to Union76 over another gas station, open a check-ing account at one bank over another, stop in to one fast foodchain over another.

In the 30 -plus years since I started listening to baseball onthe radio, the game has changed a bit. The players have gottenbigger and stronger, the salaries are much larger, the playershave become celebrities, and free agency has forced frequentroster changes. But, when over seven million people annuallygo through the turnstiles to watch baseball in New York, youknow there exists an enormous market to deliver your mes-sage. It took a significant amount of time to realize I could ac-tually make a career of this and feel totally fulfilled.

Baseball on the radio is as powerful a media vehicle as ex-ists in the increasingly competitive world of advertising. Thelandscape for marketing opportunities has expanded to a neverbefore seen level. You can buy nearly anything you can dreamup. The bootstrap on a jockey, product placement on a hit TVshow.... baseball on the radio has a unique ability to pull gen-erations together and break through to a listener in a uniqueway. That way is hidden in knowing exactly who you arereaching....a fan.

Five years ago I had the opportunity to come to the center ofthe media world, New York. Being a baseball on radio junkie, I

knew there were only three places that would draw me awayfrom my home state of California. Sure the west coast has theadvantage of 100% drive time games, but New York, Bostonand Chicago have the teams, the brands and history that woulddeliver success to any client who ventured to sample the powerof baseball on the radio. It is a very simple model to follow;come up with a great idea that ties in with the broadcast; "Keysto the Game" for a car dealer, "Call to the Bullpen" for a wire-less company, "Game Time Temperature" for an air condition-ing company. You add to that a strong media schedule custom-ized for the clients needs. Maybe it's a live :10 announcementin the game which is heard on the entire network of stations or

a :30 announcement voiced by one of theplayers or announcers. You finish the pro-gram off with a strong merchandise pro-gram that allows a client to recruit or re-tain top talent. It can be used to set up asales contest where a company can giveits top sales person from the month a pairof seats in the luxury box.

After spending eight years selling andmanaging sports radio in San Francisco Imade the move to New York. While themarket was bigger, more intense andmore demanding, selling baseball on theradio was as consistent as I expected.They are a few keys to understand towhat makes success in this business.You have to be willing to call clients.Deals are too big to just involve one levelof the buying process. You have to tap into all boundaries of influence which usu-ally include many people at the advertis-ing agency and many others at the client.

The conversation usually starts with the client and once a goodidea is conceived to address their needs, the program works itsway to the advertising agency for an analysis and negotiation.

In the play-by-play world on radio, we are not as affected bythe same barometers as a regular radio station. We are not asaffected by avail business, many decision makers do not wantto be bothered by a media option that to date does not have astandard evaluation process. If we are doing our job, we arenot talking about costs per point, but rather what the programis going to do to positively affect our clients business.

The key difference in this business from when I started nearly15 years ago is the access to information. When I began, I

used the phone book, the book of lists, newspapers, other ra-dio stations and team sponsors to generate my leads. Today,all of that is available on line. When I have a group of interns, I

think how easy they have it that at the click of a button, all thisinformation and research is available to us. Every once in awhile I will call for a "tech free day" where upon my staff shutstheir computers down and are forced to use the phone, get outand see clients, communicate in a world that has lost some

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SELLING SPORTS

of its one to one touch.I have been fortunate enough to learn from some of the greatest

play by play radio minds in the business. Julie Kahn, who nowheads up the Entercom Radio Group in Boston, Sam Nein, who isnow a radio executive in Orlando, Bob Sargent, who is the Directorof Broadcasting for the San Francisco Giants, John Whelehan andRich Zirkle, who now runs his own advertising agency in San Fran-cisco and David Bramnick, who is a radio executive in San Fran-cisco were a few of the people that influenced my career in theearly days to understand where and how money in this business isto be made. The one thing all these "mentors" have in commonis an undying passion for what they do and an ability to expressthat passion in a simple, understandable way. It just so happensthat common passion is for radio. I look for that in everyone Ihire, with and work for. That passion can translate to an ability tocome up with creative ideas and understanding how to make theconnection between our audiences of rabid passionate fans withour clients' products.

Before any of my sellers put an idea on paper it is critical thatthey believe what they are presenting is something that willwork for a client. That is a combination of understanding whata client is trying to accomplish, knowing the audience that islistening and knowing what will move them to respond. Play byplay sports on the radio is available to everyone. If you repre-sent a team like the New York Yankees or New York Mets, thehard part of what we do starts with the team owners. I oftentell the story of Donald Trump. Donald Trump does a sensa-tional job of marketing the Trump brand. He wants it to be knownaround the world that his real estate is some of the most beau-tiful and most expensive on the world. If his property is not themost expensive per square foot, he will raise his prices. If youbuy a condo in one of his building, anyone in the know, under-stands that you have just purchased some of the most expen-sive real estate in the world. When you go to a cocktail party,you don't brag to your friends about buying the most expensivereal estate in the world, you talk about buying a place in TrumpPlaza. Your audience knows what you did and is usually quiteimpressed. They think "wow, this person has really made it bigtime. They must be doing very well for themselves."

The same holds true for a partnership with the New York Yan-kees. They have the highest payroll. The have the most expen-sive food and tickets. They have the most outspoken owner inthe league. When we sell a sponsorship of the New York Yan-kees broadcast to a client, we sell all of this with it. We wantthe CEO of our client's company to talk about it at the cocktailparty and have his friends and associates think, "wow, this com-pany must really be doing well. They are involved with the NewYork Yankees". One of our clients, Gerry Matthews, from theGreater Gotham Mini Dealers tells me, "Icons hang out withIcons". He can see Mini hanging out with the Yankees. Sure,there is more that needs to go into a successful play-by-playradio campaign, but this is where it all begins. I have coined aterm for this. It is "borrowed imagery". Borrowed imagery inits simplest form is the value a client places on the associationwith a brand that is very well respected and developed. It issomething that helps shorten the time is takes to develop abrand to maturation and respect. It is the reason a client or fanis willing to pay more for their association with the New YorkMets and Yankees than they are for a team of lesser notoriety.

One of the greatest challenges I face as the Director of Salesfor CBS Radio Sports is working with my staff on the value of

what we sell. I don't feel comfortable having any of my sellersor managers leave the office without a firm belief in the valueof what we sell. If they don't believe in it, there is no way theywill be able to convince our clients and prospects that whatthey are buying is worth what we are asking. Sure there arenegotiations, but the value must be there. Recently, I hostedan all staff meeting where I performed an exercise to see ex-actly what my staff thinks the value of our product is. With 20people in the room I asked everyone to write down how muchthey thought a half season baseball play-by-play sponsorshipwas worth. The elements of the sponsorship were the same.It included a :30 announcement in 81 Mets and 81 Yankeesgames, a feature in every game and a merchandise plan thatincluded tickets and luxury suites. I collected everyone's notesand read the answers aloud to the group. The range will as-tound you. The highest number was $550,000. The lowestwas $75,000. Having read this article and understanding a bitabout how my mind works, you can imagine what I did next. I

sought out the person that wrote $550,000 on their paper. Gavethem a big pat on the back and said "I want you to take a moreactive role in helping me train this team on value". I then foundthe person who wrote $75,000 and set up a daily training ses-sion on how baseball on the radio works and why it is worthmore than he believes. That is a work in progress. I'll updateyou in the next article.

After 15 years in this business, it is time to give back a littlebit. I love nothing more than having a young, aggressive, ea-ger sports fan in front of me that just wants the chance to beinvolved with the Yankees or Mets. I tell him or her in thatfirst meeting that I am not looking for the person that is justhappy to put the uniform on, but the person that wants to winchampionships and is not satisfied until we do. I look for apassion and drive that will help our clients see how great sportson the radio are and can express how powerful it can be fortheir business.

I only ask of my staff what I ask of myself. Every year, I wantto be the number one billing team in the country. I want torenew our clients at an 85-90% clip which means it is workingfor them. I want to service our clients and over deliver so that itis a fairly easy decision to come back year after year. I want tocome up with a few new ideas that either have not been donebefore or that we do better than anyone has before.

Today, I hope that I am not that much different than the kidthat would lie in bed with my dad listening to every inning ofevery game, except for the five -six games a year I actually wentto the stadium and was convinced they won every time I wasthere. I still have the same wonder and passion for a game thatis so beautiful and so simple at the same time. I still wish Icould play shortstop for a major league baseball team. For now,the next best thing is helping to provide a free place for everybaseball fan to enjoy their favorite team whether they are lis-tening while sitting on their grandfather's lap, hanging out inthe back yard barbecuing or lounging on a towel at the beach.There are a few things we all have in common we love thesports, we love our team and we are just waiting for the nextKirk Gibson, Aaron Boone or Bobby Thompson moment andwe sure as heck don't want to miss it.

Noel is Director of Sales/GSM for CBS Radio Sports - New YorkYankees, Mets, Giants, Nets and Devils. He can be reached atNWaxewcbs880.com or 212-975-2204.

8 / JULY 2007 SMARTMEDIA

The cash -machine formerly known asRevenueSuite returns to the airwaves as

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RevenueSuite, a source of additional income for radio stations, promises to be even more so inthis incarnation as AdSense for Audio, thanks to :he power of Google technology. And whenyou combine that with the industry's most innovative station automation products - SS32and Maestro - you'll understand why hundreds of stations in markets of every size arestarting to talk about the future of radio with renewed optimism.

At Google, our commitment is strong and clear and unchanging: we're here to help you runyour station more efficiently and profitably than ever before. Visit www.google.com/ads/asaudioto find out more.

C2006 Google Inc. All rights reserved.Google and the Google logo are registered trademarks of Google Inc Go gle

SELLING SPORTSDAVID SCHERMAN

Baseball on the radio:a tangible product

Baseball on the radio is the consummate double -play; they weremade for each other Vin Scully Ernie Harwell Mel Allen. andJack Buck are just a few the legendary sportscasters over theyears that have painted vivid pictures through the spring andsummer months. They tell the story and they sell the products.Baseball on the radio is a portable buffet available in the home,the office, behind the steering wheel, inside,outside...anywhere. As the game deliberately whirrs on, color-ful sportscasters fill the breaks in the action with memorableanecdotes from the past and possibilities of the present. Base-ball on the radio is a constant companion

For an advertiser, baseball on the radio is much more than astring of 162 spots from Open-ing Day in April to the final outin early October. Baseballsponsorships are not based onmarket cost per points, grossrating points, or corporatestrategies. Selling baseballand sports is about passion.It's about heart. Walk downany street and you will seea fan proudly wearing acap supporting their team.Sports fans, especially base-ball fans, are like petowners.... extremely passion-ate and fiercely loyal to theirteam. Win or lose, baseballfans have an allegiance to theirteam and the only way theycan truly follow their teamthroughout the season is onthe radio; it is there day in andday out. When you representa baseball club or a sports fran-chise through your radio sta-tion you have a very strong asset to sell. You automatically have ablue chip property that is widely known in the community and gen-erally piques the interest of potential advertisers; it becomes atangible product in an intangible business.

Over the years I have been fortunate enough to represent somedistinguished sports franchises: the San Francisco Giants, the Oak-land A's, the Golden State Warriors and currently the New YorkYankees; arguably the most recognized and respected sports brandin the world. Selling baseball on the radio is a much different pro-cess than traditional selling. You leave the world of ratings, costper points and cost per thousands behind for the chance to bringlarge-scale innovative ideas directly to clients; the opportunitiesare unlimited. Prospects actually return your calls; they all want tohear what you have to offer! I recall several years ago contacting

a law firm in the San Francisco Bay Area for the Legal DisclaimerFeature in the Oakland A's broadcast. They liked the natural legalconnection as well as the association with the ball club and recog-nized the value of being a part of Major League Baseball. Theyhad never been approached by a radio station for advertising in thepast and looked at this as a pioneering way to market the firm sothey decided to become a sponsor. During the season they wit-nessed great feedback from their partners as the campaign show-cased the law firm in the competitive Bay Area while demonstrat-ing their civic pride. They were so pleased with the relationshipthat they committed to the sponsorship for the next 3 seasons.

When selling baseball sponsorships you need a distinctive strat-egy. The way I secured thelaw firm was by taking asimple creative approach; ba-sically linking the law firm witha legal feature in the broad-cast. Being creative withbaseball's vernacular can leadto many unique client associa-tions and sponsorship oppor-tunities: The Pitching Changesponsored by Oil Changers,Diamond Notes sponsored byZales Jewelers, The Keys tothe Game sponsored byChevrolet, The Injury Reportsponsored by Tylenol, and the71h Inning Stretch sponsoredby a local Orthopedic MedicalCenter are just a few ex-amples. A cool, custom, andcreative campaign can becrafted utilizing play-by-playmedia, website/online ele-ments, promotions, merchan-dising, and hospitality.

When you sell baseball or sports on the radio you become an ex-tension of the team and you can offer much more than a conven-tional advertising schedule to a client. As a sports marketing repre-sentative you are somewhat insulated from many of the challengesthat face traditional radio sellers; you have a tangible product thatpeople are extremely passionate about. It all starts by being creativeand sharing a great idea with a prospect and letting it unfold fromthere. One idea can lead to another and before you realize it, youhave worked collectively on a comprehensive marketing campaignthat addresses the specific needs of the account... and when thathappens, it's like hitting one clear out of the ballpark!

David is Senior Account Manager for WCBS/New York Yankees Radio NetHe can be reached at dschermanCwcbs880.com or 212-975-4662.

10 / JULY 2007 SMARTMEDIA

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Multi-platForm sports marketingMuch has been written recently regarding the increasing challenges mar-keters face in trying to reach today's time -pressed, mobile, and multi -task-ing consumers. These consumers are consuming more media than ever.

In the world of sports marketing, the number of sports available throughmedia platforms, the mediums used for consumption, and the convergencebetween sports media and sports properties are ever increasing.

Sports marketing, across all categories and brands, has seen a proliferationof media mix, strategies, and tactics which are more divergent than ever.

The purpose of this article on multi -plat-form sports marketing is to elaborate onfour major themes;1- Why an increasing percentage of market-ing budgets are allocated towards sports2- Changes in the sports business land-scape in a "four screen world"3- How marketers should best approachmulti -platform sports marketing4- How sports marketers are progressing withrespect to measuring Return on Investment

An increasing percentage ofmarketing budgets

Investment in sports for most companiescontinues to increase as a percentage of to-tal marketing budgets. Leading brands mustdevelop effective multi -platform sports mar-keting programs as they face an ever-increas-ing challenge to engage their consumer.

Sports are currently consumed by a broadrange of fans on television, on the internet,on mobile devices and even on iPods. CEO'sand CMO's are held accountable for direct-ing sports investments to drive resultsthrough achievement of business objectives,rather than catering to personal passions.

The sports fan is bombarded with thou-sands of marketing stimuli daily. With tech-nological advancements and proliferation ofmedia platforms, consumers have more op-tions than ever to obtain information and en-tertainment. Sports are platform agnostic,interactive, and touch on the deep-rooted passion of fans for teams and play-ers for whom they have strong affinity. Sports offer an environment wherebrand integration is organic.

Because of time sensitivity around the final outcome, and subsequentdebates, sports are viewed live more than any other program type be-sides news. The endless statistics and opinions related to sports predic-tion, and "Monday morning quarterbacking" delivers perfect content forall new and emerging interactive media forms. In response, sports suchas the NFL and Major League Baseball have evolved from being sportsleagues into media companies.

Changes in the sports marketing landscapeMulti -platform sports marketing efforts require thorough understanding ofall media and properties because these main fan touch points are increas-ingly complex.

The media pipeline is ever -evolving, such that video, graphics, audio andmobile communication may be utilized. These vehicles offer a range ofcommunication scale ranging from "one to many" (networks), "one to few"(websites and niche cable networks) and "one to one". Some examplesare content uploads, podcasts and blogs. An effective sports marketingplatform requires proficiency in using teams, leagues and properties lever-aged by activating these marketing assets on -air, on-line and on -site.

Convergence has made it critical for any sports marketer or agency tounderstand both properties and media assets. Media companies have cre-ated properties (such as ESPN/X Games) and control property rights (FOX/BCS, and CBS/NCAA). Properties have been establishing media compa-nies (NFL Network), and in many cases are vertically integrated, owningtheir own media assets (Pro Bowlers Association, LPGA Tour)

As convergence continues, sports media buying evolves beyond"spots and dots." The media activates sponsorships, and uses on -air fea-

tures, as well as extension of these fea-tures on-line, to optimize brand impact.This is true both for vertically integratedproperties, where 360 -degree coveragemay be secured from one organization aswell as for rights fee driven properties.

Properties which have traditionallycommanded rights fees (i.e.: NFL, NBA,or MLB) offer a range of points of entryfor sponsors and ambushers, who mustbe strategically intercepted. In contrast,vertically integrated properties must buytheir television time, but offer the spon-sor full integration across a sport with re-spect to venue, on -air and online pres-ence, players and teams.

Winning at multi -platformsports marketing in a four

screen worldAs a result of this convergence, a multi -platform strategy best serves the sportsmarketer where sponsorship and mediabuying are coordinated by one entity, withequal consideration.

This more complex marketing environ-ment has driven the emergence of com-panies such as Optimum Sports, a divi-sion of the Omnicom media group, to pro-vide channel and medium neutral consult-ing for clients.

As the quintessential hybrid of market-ing and media capability, Optimum Sports exemplifies an organization whichleverages the insight of a media firm's full arsenal of industry experts withfull integration with experts in properties including on -site, use of rightsproperty assets and other IP, and hospitality and tickets.

Services which exemplify a true 21't century sports strategy agency wouldinclude Media Strategy and Buying, Content Distribution, CRM and Activa-tion Strategy, Property Consultation, Rights Negotiation, and finally, Researchand Analytics. Clients benefit from this holistic approach immensely.

Return on investment...the "Holy Grail"?Return on Investment (ROI) is often referred to as the "Holy Grail" ofsponsorship, and recently there has been significant progress in under-standing how multi -platform sports marketing may be evaluated acrossmedia and sponsorship assets.

ROI may be seen as a combination of hard asset value, on -screen expo-sure, direct sales, and movement in whatever brand metrics are identifiedas key measures by brand management.

There are various approaches to asset valuation, but this is generallystep one in evaluating a multi -platform sports opportunity. Standards andvalues have become fairly uniform as industry professionals have crossedcareer paths and proliferated throughout the sports marketing industry.Whether the value of a Gross Rating Point, an in stadium impression on ascoreboard, or a hospitality package these assets can be reasonably

12 / JULY 2007 SMARTMEDIA

melscnCopyright 2007 The Nielsen Company. All rights reserved Printed in USA.

measured by many sports marketers.The value of on -screen exposure is harder to mea-

sure. One company which has evolved this measure-ment into a management tool is Image Impact. Theirinteractive brandbase.tv application allows users toview each exposure within a broadcast. It measuresthe specific "DNA" and value of each logo exposurewhile considering the size, isolation vs. clutter, andduration on the screen of the exposure.

Direct sales are generally measurable as well. For ex-ample, a bank may track how many leads or customerswere generated on -site, on-line or on -air with a unique re-sponse vehicle such as a phone number or web address.

The impact of multi -platform sports marketing effortson brand metrics are harder to pin down and can trulybe measured only through custom research or existingpolls such as the TNS/ESPN Sports Poll. Custom re-search would entail cross -tabbing of brand measures,with fan avidity and association of a sponsor with asport or sports. Depending on brand objectives, theoverarching challenge is to find the link of media andsponsorship efforts to increasing awareness, brandconsideration, purchase intent, revenue or profit.

An example of a successful multi -

platform sports marketing programOne notable example of a recent successful multi -plat-form sports marketing effort is the 2006 launch of Dialfor Men Body Wash by Dial Corporation. The campaignwas driven by a multi -platform presence on ESPN,kicked off around the Daytona 500.

The program consisted of a weekly "Dialed In" fea-ture on SportsCenter and an extension which droveviewers online. The hosts of SportsCenter debated ahot sports topic and asked viewers to go online to casttheir vote, voicing their opinion on the topic of thatweek. When they got to ESPN.com the following day,they saw the results of the Dial for Men online poll.

Dial for Men also hosted a "Dialed In" sweepstakeson ESPN.com with help from ESPN "The Magazine"which built awareness for the "Dialed In" poll andsweepstakes leading to over 75,000 entries.

The final piece of the multi -platform puzzle turnedout to be perhaps the most valuable equity buildingand promotion vehicle. Every Tuesday morning duringthe AM Drive radio program, "Mike and Mike in theMorning" and continuing throughout the day, millionsof listeners were reminded to get "Dialed In" on ESPNRadio. Listeners were reminded to tune into the Tues-day evening broadcast on television to get "Dialed In."Mike Golic, who epitomizes the "regular guy", per-formed all media executions via live read.

On one particular day during the program flight, MikeGreenberg declared, "this is our best sponsor ever,"alluding to Dial for Men's "Taking Back Your ManhoodMeans Taking Back the Shower" tag line. At the end ofthe day, and much thanks to this multi -platform pro-gram, sales of Dial for Mean exceeded projections bya double-digit percentage.

Longer term implicationsIn response to all of these changes in the sports industry,the next generation of sports marketers will need a rangeof skill sets to succeed. Agencies will have to increasethe range of their capabilities as well through organicgrowth and creative partnering and joint venturing.

Only one thing is certain. Fans will continue to con-sume a broader range of sports in increasingly diverseways. In order to address this constant evolution, thesports marketer will have to embrace these changes andeffectively communicate multi -faceted custom solutionsto their clients if they want to achieve results.

Ray can be reached at ray.katzeomd.com

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Larry Gifford:Quick to score in LA sports sceneJust a few months after taking over as Program Director of KSPN-AM "710 ESPN" Los Angeles, Larry Gifford was voted Sports RadioProgram Director of the Year by his peers at Rick Scott & Associates'Sports Radio Conference. That showed just how much of an impacthe'd made in his short time in the LA market. It was something of anunusual move, in that Gifford went to programming the local stationfrom heading programming for the ESPN Radio Network.

"I've gone from network to local twice now. I was at Fox SportsRadio for a while, went to a local station IWBNS-AM "1460 The Fan"Columbus, OH] to become a program director. Then I went to ESPNRadio Network to be a program director and then I left there to be-come the program director at KSPN in Los Angeles," Gifford noted.

"A couple of things really resonate with me. The thing that I reallyenjoyed at the network level was the talent you work with. I got tocoach Mike & Mike in the Morning and Herd [Colin Cowherd] andDan Patrick and really help evolve those shows. Then I really en-joyed the daily hands on making those shows better, finding out whatmakes them tick and really taking those shows to the next level. Theone thing that I missed at the network level was the feeling of a radiostation. There is something magic about coming to a station whereyou have a team of people working together, climbing uphill, trying toget to the top of the heap and it'slike being on the front lines. At thenetwork level, while the ratings areimportant, you don't live and die bythem-at the local level you do,"Gifford told SmartMedia.

To move those ratings up in thenation's top -revenue radio market,Gifford quickly made changes afterarriving at KSPN. The biggestchange, he said, was embracing theESPN brand name and network in-stead of resisting it. "I changed thelogo, the name of the station, thepositioner and the sound of the sta-tion, just the whole image of whatwe do. That's had the most impactthe quickest and now we have togear up for the next big wave ofwhat's next and a lot of that is dig-ging deep and being better and pre-paring harder than the next guy anddoing things bigger. You know in LAyou've got to do everything big, it'sHollywood so people expect a show,so whatever we do, wherever we go,whatever we're on, we've got to re-ally entertain the crowds," he said.

Like us, you've probably heard thatLA is a lousy sports town. Gifforddoesn't buy it. "If you take a look atthe raw numbers, the Dodgers/An-gels series outdraws Yankees/Mets.

16 / JULY 2007

On a given weekend you'll have the Coliseum filled and UCLA willhave a full stadium and the Chargers will have a full stadium and thenyou've got the basketball teams playing, people are going to sportingevents in this town and people do care about sports-and there is apassion for it-but what people have missed the boat on is that 50%of the people in Los Angeles aren't from here. So everybody hastried to go local, local, local, local, when in fact you need a good mixof local and national to be successful here because people still wantto know about the Steelers, the Bears, the Giants and the Raiders.They want to know about their team. You can drive around LA and ona given Sunday there is the Packers' bar and the Steelers' bar and theBengals' bar, so there are people from all over the country. You haveto serve a lot of different masters and having that network experi-ence and knowing how to really develop and hone the top stories ofthe day and put them through a local filter matters. We can serveeverybody, rather than just trying to super -serve a smaller portion ofthe people that are interested in just the LA teams," he explained.

Still, play-by-play of the local teams is an important element. "Weare the home of the Los Angeles Angels -Anaheim. This past year wewere the home of the Los Angeles Clippers and we are the flagshipstation for USC football and basketball. Also, through the network we

get the NBA finals, the Major LeagueBaseball All Star Game and World Se-ries, the BCS Championship Gamesand the Sunday Night Game of theWeek for baseball," Gifford noted.

But, we wondered, doesn'tplay-by-play sometimes interrupt theflow of attracting an audience foryour Sports/Talk shows?

"It can be a plus and a minus.We got the rights to the Angels fouror five years ago now, but I wasn'there at that time, the station hadn'treally made the Arbitron ratings yetand that really propelled us into theratings. Since then I believe that wehave grown past that audience, butwe needed that additional cume. InLos Angeles, unlike the East Coast,where play-by-play, especially forbaseball, lands in the evenings, ei-ther at seven or 10 at night, depend-ing if you're [playing] on the EastCoast or the West Coast-here itcould be four in the afternoon, itcould be nine in the morning, so itcan interrupt morning drive, after-noon drive, which can be a detri-ment. Like any good talk station, ifRush Limbaugh is not there every-day it's hard to build that audience,"Gifford explained. "So if my after-noon drive show is hit and

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miss-you tune in one day and they're there and the next day it's anAngels game-it's hard to build that listener loyalty. So it's both. I

see USC as a huge benefit for the station because there are a limitednumber of games, they're on Saturdays, they're big events, a com-munity event," he said.

Gifford began his radio career as on -air talent, hoping to be a Talkhost but finding more success as a news anchor and thentransitioning to sports. But he says he now has no desire to go backbehind a microphone.

"I was on the air for a good 10-12 years and I had a good run. Thebiggest problem I had as a talent is I never got coaching. I think I couldhave been good had somebody taught me how to do it. I use that sortof as my guide as I'm going through my career and I try to give as muchfeedback to as many people as possible and try to respond to as manypeople that contact me as possible-good or bad, I try to give them atleast one thing they can work on. A lot of times people don't like tohear it, but ultimately I know I would have appreciated at least a letteror a phone call back when I sent out a gazillion tapes. When my pro-gram director heard something he didn't like, I wished he would havespoken up rather than just sort of let me go," Gifford recalled.

So, we asked him to give our readers some advice. "Well I thinkthe important thing with talent is they have to be personalities. Theyneed to have strong opinions, but they also have to be able to supportwhat they are saying. I find too often talents who haven't beencoached and trained will just throw grenades without any basis. I

really teach my hosts how to look at a topic, develop it, put a uniquespin on it, find the interesting angle, find the way to approach thestory that nobody else is using and then figure out what's the pay-off," he advised. "Our job is to take people on a ride. If you wouldwatch a 'Friends' episode on TV and they were building a story line-and at the end it just sort of fizzled out and there was no punch orpayoff, you probably wouldn't watch it again. But they always hadthose punch lines at the end or somehow the story came to a conclu-sion. That's the biggest problem-nobody knows how to get to thepayoff of what they are talking about," he said. So, whether the per-sonality is truly objective or a somewhat biased "homer," it's impor-tant to be genuine and be able to back up what your say. "Peopleknow if you're faking it, so if you don't believe what you're saying it'snot going to resonate. The biggest thing is to do your research, be-lieve what you believe and figure out creative entertaining ways todeliver the message," Gifford said.

No doubt, lots of people in smaller markets drool at the prospect ofbreaking into the LA market. So, how do you do it?

"I say if you really want to work in Los Angeles the best way to do thatis to move there. Not that I'm guaranteeing you a job, but it's a lot easier tohire somebody when they are in your backyard then if you have to movethem, especially for part-time-and that's the best way to get into LA radioor New York radio. My first job in LA was when I had moved from Philadel-phia because my wife got a job and I was unemployed for six months. Butbecause I was in LA I got hired. Had I been across the country, no waythey would have moved me across the country for pert -time work. Andthen that part-time led into a full time with Fox," Gifford recounted. "Gowhere you want to be, where you want to live and find your way, knockon doors, make contacts and listen to your friends...friends will tell youwhat you need to hear and I think too often people try to follow theirdreams, instead of following what they are good at. If you listen to yourfriends and your co-workers and your mentors and really take their guid-ance, you'll know whether you can make it or not. There are somepeople who have it and some people who don't, and you've got to do aself -evaluation and a gut check-are you the best that there is? To workin LA you should be, or at least have that capability."

KSPN PM Drive Hosts John Ireland (I) and Steve Mason (r) interviewingNFL MVP and Chargers running back LaDainian Tomlinson at theInaugural 710 ESPN Southern California Sports Awards which raisedS16,000 for LT's Touching Lives Foundation.

710 ESPN's stage outside USC Football Games.

ABC 7's Curt Sandoval (I -r) and 710 ESPN's Steve Mason and Dan Patrick

hosting USC Pre -Game outside the Coliseum prior to last year's home opener.

18 / JULY 2007 SMART

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Traug Kellertaking the ESPN brandahead of the curveBy Carl Marcucci

Traug joined ESPN as SVP/ESPN Radio and ESPN Deportes in December 2004. He'sresponsible for all aspects of ESPN Radio including talent, staffing, national pro-gramming content, scheduling, event production and coordination with ABC RadioNetworks/Citadel for ad sales and affiliation needs.

Keller is also responsible for ESPN Deportes, coordinating synergistic efforts with ESPN s

domestic operations as well as enhancing and developing ESPN Deportes' relationshipswith affiliates. They recently added oversight of the Bass and Outdoor business of ESPN.

Keller took on the role of Bristol, CT integration for Mobile ESPN in June 2006,responsible for developing new, potentially exclusive, video content for the phone,driving more integrated promotions of Mobile ESPN on -air, and serving as MobileESPN's rep in evaluating and executing on all other Mobile ESPN synergy idea,

Prior to joining ESPN, Keller was President of ABC Radio Networks, responsiblefor the ESPN Radio Network as well. He joined ABCRN as VP/Eastern Sales in 1994In 1997 Traug named EVP/Ad Sales and Marketing for ABC Radio Networks, includ-ing Radio Disney, ESPN, syndicated programming and Internet sales.

Prior to joining ABC, Keller was the NY Sales Manager for the CBS Radio Net-works and held several different marketing and sales positions with the NY TimesCompany. FYI-in case you were wondering, "Traug" is an old German family name.Here, we ask him about the great success ESPN has been enjoying.

Q What are the biggest challenges ESPN Radio facestoday and down the road?I think the current challenge right now is taking on thestewardship of the five O&Os and getting them intothe culture of ESPN. That's the immediate thing.Longer term, something that I think we've done a fairlygood job to date with is just keeping up with the growthexplosion of the various new media opportunities.Whether it's HD, podcasting or dot corn. We're doingsatellite, we're doing all of that, but it's making surewe're still on top of our game.

As we move down the road it's critical that we con-tinue to satisfy our listeners as we have for 15 yearson radio, and successfully expand our fan base on newplatforms.

Q. How does the Citadel deal change the selling andsales support with ABC Radio Networks?We had a separate force all along that sells in conjunc-tion with the ABC Radio Network Team and that willcontinue, that partnership on the sales side. Our salesteam works with the overall ESPN/ABC IntegratedSports Sales Marketing Group and then they will beworking with the ABC/Citadel folks as well. We lookforward to a good partnership with Citadel. The dedi-cated sellers for ESPN Radio are staying with us andas they interacted with the ABC Radio Networks folksthat will continue.

Q. Are you looking for more O&Os?Primarily we are in the content business and we havegreat relationships with our 326+ 24/7 affiliates. Thereare very, very few holes but where there are opportu-nities we will absolutely take a hard look.

Q. The whole concept of keeping those ESPN sta-tions was because they are just great stations inbig markets, right?Absolutely and more importantly they serve as localtouch points for ESPN with the everyday sports fan.

Q. How important is radio in the scheme of thingsto ESPN since it was one of the two small radioportions Disney elected to keep when it sold off thebulk of it?Our Mission Statement at ESPN is to serve sports fanswherever sports are watched, listened to, debated, readabout or played. Clearly radio is fulfilling that mission.The fact that ESPN-Disney kept the five owned stationscertainly speaks to the importance of radio to ESPN.There is an abundance of internal research at ESPN thatshows radio plays an extremely strong role incomplimenting all that goes on with television.

Q. How is ESPN leading the way in digital audio?This, is I think, the area we are the most proud. I thinkthat we have truly been innovators. Led by Marc Horine,our new media business continues to lead the radio indus-try. We're constantly innovating and looking for new waysto connect sports fans to our content, our talent and ouradvertisers

We've also launched seven new websites includingall five for our O&Os, created a local podcasting net-work, launched a super media player, which integratesnational and local podcasts and insider clips, livewebcams, for Mike & Mike and Colin, wireless applica-tions and we also launched three very successful onlinevideo games.

To give you some examples of ESPN Radio.com'sgrowth and leadership in the digital radio industry, chewon these numbers: ESPN Radio.com-the ESPN Radionational feed in our five owned stations draw more than240,000 monthly online radio listeners (Ando MediaWeb Metrics). In the past six months our fans havelogged 17.6 million listening hours on ESPN Radio.com.

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ENGINEERINGKIM ROWLAND

New product adds tangibility to radio spot salesOver the past fifteen years, Power -Link Software Systems has become wellknown to broadcasters across the United States and Europe by providingsoftware to interface the stations' traffic system with its automation sys-tem. Now, Power -Link president Rick Rowland is taking his solution -basedapproach to software design to the next level in launching a new generationof ad playback software for the radio broadcasting industry.

"Growing up", Rowland says, "my father always told me that one ofthe hardest things about selling radio ads was that you were sending out abill at the end of the month and had nothing to show for it. This (newproduct) brings some tangibility to radio sales." The product is Proof ofPlay, an airplay confirmation system that will use the stations' "as run"information (the computer -generated commercial play data) to provide thebroadcaster and the client with the ability to log into Proof of Play and heareach commercial that ran as well as see the time that it played. The po-tential benefits for the station are almostlimitless and Rowland and programmerTim Law are encouraged by the feedbackthey got from broadcasters at the NAB inApril.

Rick Rowland grew up in radio. His fa-ther is FM radio pioneer MarshallRowland; the man behind country pow-erhouse stations WQIK-FM in Jacksonvilleand WQYK-FM in Tampa, among others.Marshall Rowland is retired and out of theradio business, but Rick Rowland has re-tained a connection to the broadcast in-dustry by parlaying a software patch hewrote while he was chief engineer atWGUF-FM in Naples, Florida, into a suc-cessful business with over two thousandradio stations on his client list.

"We were using the DARTS traffic sys-tem and a Digilink playback system andthe two didn't communicate", Rowlandexplains. He wrote a software patch tomake the two systems work together forschedule confirmation and reconciliation.Someone at Columbine heard about it and,in response to client pressure, askedRowland to write something similar forthem. That was the end of Rowland's ca-reer as a station engineer and the beginning of Power -Link Software Sys-tems. Today, with a solid understanding of the needs of broadcasters anda couple of thousand satisfied clients, Rowland is launching Proof of Playwith an eye to revolutionizing ad play confirmation.

The idea came to him, he says, when he heard that Verance was ceas-ing operations in December of 2006. Verance provided audio watermarkingfor advertising agencies, and with their departure, it seemed to Rowlandthat there was a newfound need for ad confirmation. The difference be-tween the service Verance provided and Proof of Play is that, where Veranceserved the agency side of the business, Proof of Play is designed for thebroadcast industry and tracks the ad from the station side.

The concept is fairly simple. Proof of Play records the client station's audioonto a Proof of Play server and, matching it with the "as run" informationsubmitted by the station, provides a means for the station to log onto theProof of Play server and click on a link to hear the commercial as it played overthe air at a particular time. The benefits for the station are many.

By providing third party verification of ad play complete with the audioof the actual ad that played, the broadcaster can provide the client withindisputable proof that the commercial did indeed run as ordered. TheProof of Play server additionally records up to three tracks of metadata, sothe time of play, station's signal strength and real time copy informationfrom the station's automation system will be available to the broadcaster

and the client with just a few mouse clicks. The station's account execu-tives will be able to send email to their client with a hyperlink so that theclient can hear for him or herself that the correct commercial played at thetime it was ordered.

Rowland is working with various traffic software companies so that linkscan be embedded into electronic invoices, providing a virtual "aircheck" ofthe client's schedule. He is also working with the AAAA to incorporate AD -ID (formerly ISCI code) information into the data recorded by Proof of Play.This would enable the user to follow a hyperlink from the Proof of Play website to the AAAA web site, providing access to all ad information for agencyproduced commercials. Eventually, one of the intentions is to be able topresent now only what has aired in the past, but what is upcoming.

Beyond the obvious benefit of providing advertisers with third partyconfirmation that the correct commercial aired at the scheduled time, the

Proof of Play system will save broadcasters countless employee hourswasted each month checking logs and listening to spots in master control,trying to confirm that the correct spot did indeed air as ordered. There arealso implications for log reconciliation by the traffic department. Any com-mercial in question at the time of reconciliation can be verified from thedesktop of the traffic employee.

A hierarchy of permissions is built into the system so that a user can onlyhear certain commercials. Proof of Play clients will have an administrativelogin and can determine the system of delegation for access to the informa-tion. Administrators can designate super users with access to all informa-tion who will then allocate permissions to station personnel and advertis-ers. Therefore, Toyota will be able to hear Toyota spots, but not Ford spots."This is not a media monitoring service" says Rowland. "Proof of Play is asystem to confirm that the correct media was played at a specific time".

"There are basically three aspects to the purchase of a commercial",Rowland explains, "the facility and their signal strength, the time of daythat the commercial airs, and the contents of the commercial media. Proofof Play confirms all three elements."

Rowland has a patent application pending for Proof of Play and expectsto launch the completed product in August or September. Broadcasterscan visit Proof Of Play.com for more information or to schedule a productdemonstration.

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SALESBILL REYNOLDS

Re-evaluating the media mixHere's a radical idea: let's try to make media planning decisions basedon what works, rather than on what "everybody" thinks will work. Inthe rush to advertise via new media like social networks and mobileplatforms, it seems that no one has stopped to ask whether the newway is really the right way for companies to reach their customers.Perhaps it's time to take a step back and re-evaluate what we knowabout new and traditional media, instead of what we only think weknow. In doing so, media executives might realize that traditionalmedia like radio should be a significant part of the media mix.

Advertising is a business of perceptions. Whatever the ultimateobjective of an advertising campaign, we generally must start withcommunication that affects perceptions (awareness, interest, pref-erence, etc.) of whatever it is we are advertising. We expect thatchange to eventually drive behavior in a way that is positive, butwe all know there are a multitude of other factors that will affectthe outcome. So the first and most valid gauge of the success ofadvertising activity is how it impacts perceptions.

Given that, I suppose it's not surprising that the primary forcesthat drive advertising decision -making are also based on percep-tions. Billions of dollars of advertising media are budgeted primarilyon the basis of our collective opinions of which media will be mosteffective. This has probably always been true, but after 30 years inthis business, I would have thought we would be closer than weare to making these decisions based on empirical data that wouldreliably predict the return on media investment decisions.

Sure, we have lots of data, but most of it serves primarily tohelp choose between tactical options (which stations and showsto buy), rather than strategic media alternatives (TV, radio, interac-tive, print), or between marketing strategies (advertising, PR, con-sumer promotion, direct sales vs. retail channels, etc). The num-bers give comfort to those who must approve advertising expen-ditures, but in my experience most of the data is used to supportdecisions that are already made based on intuition and consensus,rather than to drive those decisions in the first place.

In our media -saturated world, marketing and media have them-selves become subjects of broad media interest. It seems every-one, inside our business and out, has an opinion about media andadvertising. TV ratings are reported like sports scores in the news-papers; advertising campaigns are reviewed like movies and books;new technologies (that seem to arise on a weekly basis) are her-alded breathlessly as completely changing the way people will con-sume information.

All this public interest results in a kind of feedback loop in whichminor or isolated developments are magnified to volumes that seemto portend cataclysmic change. A handful of major advertisers forgothe annual network TV upfront market, and pretty soon the end ofthe upfront is a foregone conclusion. Someone notices that youngmen spend more time with videogames and the Internet than theydo with broadcast TV, and it's assumed that in a year or two the restof us will be following suit. When one of the major media compa-nies fails to meet Wall Street expectations, it's interpreted as fur-ther confirmation that the medium itself is on its deathbed.

Such is the case with radio today. The prevailing belief seems tobe that radio, along with broadcast television, newspapers and maga-zines, is a "traditional" medium on the way to oblivion, victim ofinevitable conquest by New Media that will continue to grow atdouble- and triple -digit rates until they monopolize the time and at-tention of every one of us. Satellite radio, iPods and Internet radio

attack from the outside; clutter, format consultants and ownershipconsolidation eat away at the audience from the inside. In this envi-ronment, many media professionals are reluctant to recommendradio for fear of being seen as fossils who have not adapted to thesupposed new reality of today's media environment. The percep-tions about the media, including those held by people who are notdirectly involved in the media industry, are thus overly influencingdecisions that rightly should be based on actual results.

This is not congruent with a philosophy of Media Neutrality, whichholds that all media decisions should be made from an unbiased pointof view that focuses on the results delivered for the dollars expended.In my experience, radio continues to perform well against that bench-mark for many of our clients, especially those in retail and food ser-vice categories that can quickly perceive the effects when they ad-vertise (and when they stop). At the risk of being labeled a fossilmyself, I believe that radio has much to offer, including: Reach: For a "dying" medium, radio sure has a big audience.Over 70% of all persons 12+ listen to the radio each day; over90% in the average week. Alone, or especially in combination withother media (TV, Internet, outdoor, newspaper-you name it) radiocan significantly increase the overall reach of your campaign. Immediacy: "Recency theory" suggests that the most effectiveadvertising impressions are those that occur nearest the time whenthe purchase decision is made. Because the largest proportion ofradio listening occurs during the daytime, often while driving in thecar, radio can often be the last ad exposure before the customerchooses a restaurant, retail store or other buying opportunity. Brand Integration: While the placement of products into the con-tent of TV programming has been a hot topic in the past few years(like Ford in American Idol or Sears in Extreme Home Makeovers),it's old hat in radio. Radio personalities are masters at integratingbrands and product benefits into their programs, and this kind ofadvertising has resulted in many of the medium's greatest suc-cess stories. Cross -Media Integration: Radio station owners are not standingstill waiting for New Media to steamroll them. They realize thevalue of the Internet to extend reach beyond their over -the -air sig-nals, and to strengthen the relationship they maintain with theirlisteners. This creates a platform for advertisers to engage theiraudiences in multiple ways, and in a different manner than theone-way channel of broadcast. Radio also plays well with others;very effective campaigns and promotions can be executed thatcombine radio with TV, out -of -home or newspapers. Promotions: Radio is a fertile source of promotional ideas, combiningboth on -air as well as interactive, events and other grass -roots tactics. Targeting: Program formats continue to be an effective way tosegment audiences into narrower slices that share common tastes.Savvy advertisers take advantage of this by carefully choosing sta-tions and differentiating the advertising messages they use. Buyer's Market: The Q1'07 advertising revenue data released bythe Radio Advertising Bureau shows only a 1% increase over Q1'06,including a slight 1 percent decrease in March. Thanks to percep-tions, radio costs are rising slower than other media, making it poten-tially an even greater value with better ROI potential than ever.

Bill is VP/Media Director at Erwin -Penland, a Hill Holliday agency basedin Greenville, SC. He can be reached at bill.reynolds@erwinpenland.comor 864-672-2844

26 / JULY 2007 SMARTMEDIA

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MEDIA MARKETS a MONEYDAVE SEYLER

A look at Fresno's double-barreledsports franchiseIt would be difficult to make the argument for local radio anybetter than by telling the story of Chris Pacheco. He got hisstart selling radio ads back in 1986, at the same time he wassacking quarterbacks, tackling running backs and inscribing hisname on the Dean's List for the Fresno State Bulldogs. After aone-year detour with the Los Angeles Rams, he was back onthe Fresno radio scene and quickly segued into management.

Pacheco has certainly seen his fair share of deals go down.Since he started, he's worked for McClatchy, Henry, NewTex,Patterson, Osborn, American Radio Systems, Infinity, and now,finally: himself. His FatDawgs 7 BroadcastingLLC is the owner and op-erator of sports 1430KFIG-AM after acquiring itin a $2.5M deal back2005. Despite gettingcaught up in an environ-mental squabble over atower project that madenational headlines in thebroadcast trades, FatDawgs has performedwell enough to justify an-other 2.4M outlay for asecond AM station, thecap -related spin-off ofKF PT -AM from ToddLawley's Peak Broadcast-ing following Peak's acqui-sition of the local CBS Ra-dio cluster.

He beat out another in-vestment group to getKFIG. "I had long-time re-lationship with the GM ofthe station and met forbreakfast a couple timesand expressed my inter-est in fulfilling a life-longdream to be a stationowner,"explainsPacheco. "Another groupwith independent inves-tors was in negotiation on

team in any of the big four sports.So how do you run a sports station in Fresno? "Old time

Radio," said Pacheco. "We put money into the sales staff toget good people who could sell an already great product. Andthen we went back to the old idea of local radio being involvedin the local community. We did our local shows anywhere theywould have us. High school, college and pro athletic events,restaurants and local businesses. We built sizzle and sold thatsizzle. The previous regime felt there wasn't much need formarketing. We marketed OVER THE TOP!"

Fat Dawg has createdits own civic event to

14 .3 0 A tv1

RADIO

IC=IrI daiR A Au/ 7 9 0 A

the purchase of the sta-tion and I had to aggressively come in and sell the idea thatlocal ownership would have a better chance to succeed andprove I had the means to move quickly with real dollars toget a deal done and get the ownership out of the deep liabil-ity issues they were facing."

Fresno is a decent -sized market. Arbitron pegged it at #66 inthe Fall 2006 survey with a 12+ population estimate of 723,400.But it's not big enough to support a professional major league

draw in the community."This July, we will behosting our second an-nual Central Valley ESPYawards, where we hold ahuge, academy awards -like event to honor our lo-cal athletes, from highschool to pros, a la theESPN ESPYs and nextseason we will enter ourthird season of holding ahuge three-hour pregameshow and tailgate partyfor over 1,500 Bulldogfans each home footballgame at Fresno State."KFIG is still working ongetting broadcast rightsfor the Bulldogs, whichPacheco sees as a keyelement to running a lo-cal sports -based radioenterprise.

The station's pro-gramming is locally -based sports talk, withfare from ESPN andplay-by-play mixed in.Air talent is local from7AM-7PM with the ex-ception of ESPN's DanPatrick in mid -morn-

ing, with network feeds overnight.And while Fresno may be light on major league teams, the

state of California is not, and Fresno is situated to get the pickof the athletic litter from both San Francisco and Los Angeles.Research has pointed the station to its signature teams. "TheValley is divided between loyalty to LA and to the Bay Area,due to our location, but there is a significantly larger Giantsfans base than Dodgers, with the A's, Angels and Padres oo

28 / JULY 2007 SMARTME DIA

far behind. This is a Niners town with astrong Raiders fan base, however, the Raid-ers are a tough sell due to socio-economicissues which led to that decision. As forbasketball, the Kings and Warriors aren'teven in the same stratosphere as the Lak-ers." The stations also carry San JoseSharks hockey, The Central Valley CoyotesArena Football team and Fresno State'sOlympic sports.

Stations. We said stations. KFIG hasdone so well that it has already acquired alittle brother (the term "sister station"seems inappropriate for this male -dominantformat). 790 KFPT-AM was an expendableasset for Peak Broadcasting. Pacheco gotto know Peak's Todd Lawley, and in fact hadput a bid on the entire cluster when CBSput it on the market. His cluster bid waslight, but when KFPT came on the market,he snapped it up. Pacheco has alreadyflipped it from liberal talk to a complemen-tary sports format.

"We looked at our strengths, our ESPNRadio brand and our strong local program-ming, and decided that by adding a secondsports station 'The Deuce,' asSusquehanna had done years ago in SanFrancisco, we could provide the clearancedesired by ESPN Radio to protect that valu-able brand and give us space to add a three-hour morning show on 1430, thus makingit the most powerful local sports -talk ve-hicle, by far. We also have extra inventoryto add products such as USC Football andare looking at other local and national prod-ucts to add as they come available. Lastbut not least, we now have the inventoryto carry the men's and women's sports atFresno State which would be a long-termstrategic goal.

Besides keeping ESPN happy, anotherimportant advantage provided by the sta-tion is keeping key program segments alivewhen play-by-play commitments barge intothe normal daily schedule. "We simulcastour afternoon drive show on both stationsbecause frequently, when the Giants areon East coast road trips, our afternoon drivewould get wiped out for a week, thatwasn't acceptable to us and now it doesn'thappen anymore," said Pacheco. It alsoallows the company to take better advan-tage of ESPN. "We saw an opportunity,through time adjustment, to bring Mike andMike in the Morning back to our local morn-ing drive."

The national ESPN brand, and the state-wide dragnet on teams to follow is a keyelement of the Fat Dawgs' success, but inthe final analysis it still comes down tothree words. Local, local and local. Not tomention a highly motivated staff.

SMARTMEDIA asked if audience partici-pation is encouraged. "Absolutely! We

Fat Dawg stresses high community visibility.

don't measure our success or failure on call amounts, since almost all researchshows callers to be well down the list of things people enjoy about local talk radio.However, the way we win against XM or the internet is by giving Bob, Joe orEnrique, in their car, an opportunity to share their views on the air. We also reade-mail live on the air and have interactive polling on our web site."

The station is working on adding other elements. "We are concentrating a loton our digital media right now, working to upgrade our website, to add video stream-ing, video blogging and podcasting. We think there will be new revenue potentialfrom these sources." On the high-def front, Fat Dawg has an HD -ready transmit-ter but is in wait -and -see mode.

Who works there? "People with high energy, relationship builders who just wantto win and aren't worried about all the picky stuff you have to deal with in corpo-rate radio! I have to do way less reports than I used to and I require my stafi toprovide way less reports because I want them focused on product and resultsmore than process. I tend to overspend, so right now, we have a staff of 10 full-timers and 15 part-timers and interns (we also have a staff of three who handle o*

SMARTMEDIA JULY 2007 / 29

MEDIA

our magazine division, aswell). I spend way more intalent than our competitorsand have three of the bestlocal, long-time sports guysin the market. But, so far, therevenue is outpacing thesecosts, so I'm happy."

Nevertheless, Pachecosaid it can be a challengeoperating out of the majors."Particularly being on theWest Coast, you don't havethat die-hard, my -dad -willed -me -the -season -ticketssports fans. However, menare men and some part ofeach day they just get sickof listening to 'Democratssuck' on the radio." Anotherthing that's hard to grasp forradio operators in marketswith car -choked roadways isthe shorter commutes andshorter drive times avail-able to Fresno stations. It'sinspired KFIG to experi-ment with specialty pro-gramming toward the endof afternoon drive, sincemost locals manage tomake it home by 6PM.

When Pacheco acquiredKFIG, he inherited a towermove, which gave him newinsights into birds and sala-manders. But insight does nottranslate into any sightings inthis case. These critters hadto be taken into account whenconstructing the new sticks,and ended up more than doubling the cost of the project.

Most operators who have weighed in on the topic have won-dered about the lack of corpses around their own towers. HasPacheco seen any deceased fowl? "Not one dead bird - notone. Nor has our engineer ever seen one. You would think onewould fall out of the sky from simple natural causes. I will gofurther to say we had to pay $117,000 to allow for the 'take' of

MARKETS &MONEY

a California Tiger Sala-mander and we were re-quired to pay a ridiculousamount of money to havea Tiger Salamander experton site during our entireconstruction period. Theytold us there was no doubt,it was 'assumed,' thatthere were Tiger Sala-manders on site, but aftersome 40 days of an experton site no less than eighthours per day they did notfind a single Tiger Sala-mander on the site."

"In no way did I ever in-tend to be unfriendly tothe environment or theneighborhood. But theneighbors and the federaland state governmentsused extremely unfairlaws to rake a small busi-nessman over the coalsand it is just not feasible forsomeone to take on theseagencies, so we bit the bul-let and spent over $1.1 M tomove some radio towersthat should have neverbeen more than half of that.I'm grateful to our local cityand county governmentsfor having the sense to seethrough the smoke and thegreed and help us getthrough the process with-out going out of business."

Expansion is in thegame plan, but is not partof the immediate future.

"Right now we are concentrating exclusively on operating ourtwo sports properties at an even higher level. We are essen-tially a sports marketing company and are not looking to breakout of that mold, just yet. Eventually, however, we will use tooptimize our position by adding complimentary and even newformats to our business, so, yes, eventually we will want to addstations to our group in a slow, reasonable growth plan."

DDover Capital Partners, LIE provides small loans to the media industry. Dover offers financing to companiesseeking senior debt to complete transactions, refinance an existing loan or seller note, or to perform a dividendrecapitalization. We encourage you to contact Dover to see if we can meet your senior debt financing needs. For a

quick response please contact Peter Ottmar by phone or email, (401)723-1063 ext 103 or potmiar@dovercap.com.

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30 / JULY 2007 SMARTMEDIA

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