U. S. Radio (Jan-Dec 1960)

Record Details:

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2. Reach and Frequency (Cont'd from p. 49) WEEKEND VERSUS DRIVING TIMES The loUowing results are extracted from tlie PGVV'-Nielseii study. I he weekly cost in all cases is based on the 13week rate for niimites. The numbers in parenthesis are the reach and frequency for foin weeks. Driving times are (i to 9 a.m. and 8 to 6 p.m.. Mon.-Fri. \Veekend is defined as 9 a.m. to 6 p.m.. Sat. and Sun. 5 Vlarlce+s— 1 through 5 8 Markets— 13 through 20 Audience Comp. Audience Comp. Driving Times WItly. Reach & F requency M% F% Driving Times 19 Spots Wkly. Reach & Frequency M% F% 37 Spots 28.9% 2.5 26 52 27.3% 2.1 26 55 Weekly Cost $13,900 (52-55%) (5.5) Weekly Cost $5,980 (49-52%) (4.6) Weekend Weekend 45 Spots 28.3% 3.0 33 44 21 Spots 24.4% 2.4 26 43 Weekly Cost $10,300 (51-54%) (6.8) Weekly Cost $4,630 (43-46%) (5.4) 7 Markets — 6 through 12 80 Markets— 21 through 100 Audience Comp. Audience Comp. Driving Times Wkly. Reach & F requency M% F% Driving Times Wkly. Reach & Frequency M% F% 29 Spots 28.5% 2.2 24 57 21 Spots 25.3% 1.7 21 48 Weekly Cost $6,400 ( 5 1 -54% ) (5) Weekly Cost $24,00C (45-48%) (6.8) Weekend Weekend 36 Spots 30.1% 2.8 32 46 19 Spots 24.6% 2.1 25 46 Weekly Cost $4,750 (54-57%) (6.2) Weekly Cost $18,000 (44-47%) (4.7) 3. Local Broker (Cont'd from p. 27) keep the sales of the product in which he is interested moving off the shelves. "Here are some of the tactics which I think some stations' commercial managers should pursue: 1. "Prepare a complete list ol national advertisers ^vith products distributed in the market. 2. "List the names of the nearest local contact. It might be a broker, district sales manager, manager of a branch plant, manufacturer's salesman who travels the area. It not located in the home city, he may be located nearby. List his address. If there is no one in the above categories available, list the wholesaler. 3. "Each individual on the list should be seen, pieferably in his office, at least four times a year — some more irecjuently. Naturally, you will see matiy of these individuals at social and business gatherings, but to call on them in their offices in addition indicates that you are there on business and that type of contact is a great deal more important. "Each moiuh everyone on the list should receive something from your station. The material will attempt to impress the inan with the power and the influence of the station and its ability to get action. A wide range of items can be used. Local sales stories, details of news scoops, devotion of the station working in a public emergency, on-air contributions to the success of the Red Feather Drive, etc. "Personal calls will often be more or less neighborly and casual, but the discussion should center around radio in general and your station in particular. On most calls, there should be no direct effort to ask for recommendations; vou \\ill be telling him what the station has done — for him and for others. But on each call, you'll have something definite to say and preferably material to leave. The material left might be a report on merchandising or of something that has been done for the man you're visiting. On other calls, you might talk about something the station has done for competitive products or totally unrelated products. But you'll be talking radio — your radio station, about the station's interest in selling goods and all the effort expended in making radio campaigns reallv successful. "Now it is my contention that with this type of planned and continuous effort a radio station will (1) develop more national radio business for its market and (2) be able to acquire a larger piece of the national spot radio budget coming into its market." • • • U. S. RADIO October 1960 59