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from minute spots to one-hour programs.
All these things should be handled by the agency, although they may not all be the actual work of the agency. The writing of scripts, arranging of music, directing of shows, etc., are highly specialized creative functions, and it is neither reasonable nor practicable to expect advertising agencies to have such specialized creative talent on staff and available at a moment's notice. I say it isn't reasonable, because it isn't economical. For example . . . suppose a dramatic script writer were hired on a staff basis, out of every 12 months he might well be needed for only three. Further, it isn't practicable to do this, even if it were economical, because the best creative talent in radio remains free lance.
Going beyond radio, clients have a right also to expect their agency's radio department to be knowledgeable in such other fields as promotion, publicity, research, merchandising, and so forth, so that in working out radio plans and ideas these other phases of advertising can be properly related.
Radio departments should know how to use research data, where to find research facts, where research can help out on a problem, and how to go intelligently to research people for help. Radio men should be broadly informed, and be able to cooperate with other departments.
But — and here's my point. As I see it, all these other non-radio functions are specialized, and should be handled by specialists. The radio department should not be expected to take over research, promotion, or other phases of advertising activity, however closely allied with a given radio effort they might be.
Following this line of thought, even in those cases where radio constitutes the major part of an advertising effort, I don't think the radio department should dominate or dictate advertising policies in other directions although it goes without saying that they may profitably be consulted concerning them.
Thus in all cases the G. H. Q. of the advertising campaign should still be the account executive, the plans board, or some such central group responsible for the over-all well-being of the account, whose job it is to get the best possible advertising, whether this be in radio, printed media, outdoor, etc. Only in this way can the picture be seen in its proper balance, and the work of the various specialists in the related fields be properly utilized.
Francis C. Barton, Jr.
Vp, director of radio
Federal Advertising Agency, N. Y.
DECEMBER 1947
THEY lOOK UP TO...
\^ It doesn't show up in media data, but certainly prestige is important in selecting a radio station. No doubt prestige does influence many advertisers in choosing WFBM. Around Indianapolis people are looking up to WFBM — have been for twenty-two years! WFBM won itself a faithful audience as a radio pioneer — the first station in the state. And WFBM's been building its audience and building its prestige with both listeners and advertisers ever since!
Incidentally, WFBM's audience is faithful (as we said). If you'll do a little "Hooperooting," you'll notice that WFBM is consistently rated first in Indianapolis in over-all listening audience — day and night the year 'round.
BASIC AFFILIATE: Colombia Broadcasting System Represented Nationally by The Katz Agency
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