CKR FM: A Case Study in the Use of Marketing Research to Reposition a Radio Station
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Declan Doyle prepared this case solely to provide material for class discussion. The author does not intend to illustrate either effective or ineffective handling of a situation. This is an abridged version of a case first published in 'Radio on the World Stage' (1999) published jointly by ESOMAR and ARF

Background
In June 1997 the management of CKR FM had a problem. The stations listenership was gradually falling with an associated loss in advertising revenue. The station had broadcast successfully from its launch in 1989 to 1996 but the measure used, ‘yesterday listened’, had fallen from 48% to 33% in two years. 'Yesterday listened' measures whether the respondent listened to any radio station the previous day. The question asks whether you heard or listened to any of the following radio stations yesterday? A list of stations is then shown to the respondent.

Therefore program schedules had to be changed to attract new listeners. However the Chief Executive needed information on the effect the changes were having. The official figures were released some months after the field work was completed and management could not wait that long. A program of internal marketing research needed to be put in place to assist the decision making process.

Introduction to the Independent Radio Sector in Ireland
The Radio and Television Act 1988 provided the Irish public with the opportunity for an alternative to state broadcasting and the new legal independent stations commenced broadcasting in the latter half of 1989. The thirty eight licences are distributed as follows;

• 1 National independent commercial station
• 21 Local independent stations
• 2 Special interest stations
• 10 Community stations
• 4 Hospital / institutional stations

Since April / May 1990 surveys have been conducted by the Market Research Bureau of Ireland (MRBI) mapping the progress of the sector. The objective of the survey, titled the Joint National Listenership Research (JNLR), is to provide reliable estimates of audiences as a basis for planning advertising schedules and as a guide to program planning. The Irish radio advertising market is worth in excess of Ir£40m. annually. The perceived strength of radio as an advertising medium in Ireland is its ability to deliver large audiences effectively at low costs.

The independent sector has a market share of 45%(JNLR 1998). However independent radio only attracts 13% of the total advertising spend. The Irish Association of Radio Stations (AIRS) considers the lack of industry unity as contributing to the failure "to translate its share of media consumption into advertising revenue."

CKR FM
CKR FM broadcasts to a population of 140,000 adults in a franchise area to the south west of Dublin City. The stations target market is 25-50 year olds. The programme style may be described as adult contemporary music with comprehensive coverage of local news and sports. The station is now in its 10th year of broadcasting and has consistently maintained a broadcasting philosophy of promoting and enhancing the franchise area it serves.

CKR FM serves a very diverse area from the commuter belts of North Kildare through the racing heartland of mid Kildare to the rural areas of South Carlow. This diversity makes the franchise area both difficult in terms of meeting such diverse needs from livestock reports to gridlock reports and rewarding in terms of the cultural diversity which allows country music programmes to sit easily beside club and dance shows. The station meets these needs through its broadcasting facilities in Carlow, Naas and Leixlip and is presently building a new custom built facility in Naas.

Franchise Area Profile
The franchise area for CKR FM comprises of the counties of Carlow and Kildare. It encompasses the fastest growing region of the country, i.e. North Kildare with annual population growth estimated at 8%. The towns of Maynooth, Celbridge and Leixlip have become part of the Greater Dublin Area as evidenced by the growing gridlock experienced by these towns as commuters make their way to work in Dublin.

Demographics
The population of Co. Carlow in the 1996 census was 41,616 persons while the population of Co. Kildare was 134,992 persons.

(Source Census of Population 1996, CSO)

If the Carlow / Kildare figures are compared with the National figures it becomes evident that the population of the CKR FM franchise area is younger than the country as a whole.

Socio Economic Classification for Carlow Kildare

It can be seen from the table that in terms of professional and managerial occupations Carlow Kildare had a higher proportion of these individuals resident in the area than the national figures. Therefore the CKR FM franchise area has higher spending power, a younger population and a faster growth trend than the National averages.

The Research Problem
Initial research had shown that the stations listenership was largely centred around the upper age limit of the target market and even higher. This was supported by an analysis of the phonecalls received in response to competitions and other phone ins. These older listeners were not particularly of interest to the advertisers. These issues coupled with the fact that the franchise area covered the fastest growing population region in Ireland led management to the conclusion that the station was not attracting its stated target market and appeared to be considered by the general public as being aimed at older listeners and of no relevance to the younger listener.

This had to be weighed against the overall problem of falling ratings. Figures below 30% would consign CKR FM to the bottom of the league of independent stations with serious consequences for advertising sales. Media buyers from national advertising agencies buy air time from a company set up by the Association of Independent Radio Stations (AIRS). The amount of time purchased from each station is proportional to the stations overall ratings. Therefore by cutting programmes and launching new presenters the station ran a serious risk of losing valuable revenue. The challenge was to change programmes and launch new presenters but to track audience reaction within a very time sensitive period to allow small changes to be made either in music content or programme style.

The station needed to be repositioned in the media set of the listeners. This required attitudinal research in relation to the stations music, news and sports output. It also required quantitative research to measure the effects of programming changes. The results of the research would be used in the development of new programming schedules and also by the sales staff for the purpose of securing local advertising sales.

Management did not have the internal expertise in the company to address this problem. They therefore need a consultants report to recommend a research strategy that would assist them in formulating an overall marketing and broadcasting strategy for the station.

Questions
Following consideration of the stages of the Marketing Research Process, recommend an appropriate research methodology.
Discuss in detail the qualitative and quantitative techniques available to you.
Describe the sampling processes which are possible to use in this case.

By Dr. Declan Doyle
Lecturer in Marketing, School of Business, Institute of Technology, Carlow

This case was developed as a basis for class discussion, rather than to illustrate either effective or ineffective handling of an administrative situation.