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KROQ, again

Adopted May 26, 1983, Released June 14, 1983. Final rule making order adopted to permit the operation of an increased number of FM broadcast stations. Docket 80-90.
But it was not implemented until the end of the decade, with the first Docket 80-90 stations getting approval. They then launched in a window centering on 1990.

As mentioned, the whole thing started with a Class A station in Bonita Springs filing to upgrade to a higher power and change channel. At that time, a major change made stations vulnerable and subject to a strike application, and that station had a whole slew of such competitive applications. The station was owned by Dick Friedman of Puerto Rico for whom I worked as consultant for his WDOY at the time.

The FCC realized that strike applications against stations that just wanted to improve their service were unfair. The remedy of that issue turned into a larger review of station improvements and the table of FM allocations. That went back and forth for years as the re-regulation was expanded to add more channels to the Table of Assignments and resulted in redefinition of how stations could change class, power and even city of license.

Of course, the effects of Docket 80-90's implementation in the early 1990's were so severe that we got the ownership deregulation that ended up later in the decade allowing, first, "two and two" in each market and then up to 8 stations for a single owner. Docket 80-90 had so overpopulated the radio community in most markets, particularly medium and small ones, that nearly nobody was making money.
 
But it was not implemented until the end of the decade, with the first Docket 80-90 stations getting approval. They then launched in a window centering on 1990.

But everyone could see the writing on the wall in 1983, and what followed was a series of mega media mergers with Cap Cities buying ABC in 1985, RCA & NBC getting bought by GE in 1988, CBS getting bought by Loews, with many more taking place before 1996.
 
But everyone could see the writing on the wall in 1983, and what followed was a series of mega media mergers with Cap Cities buying ABC in 1985, RCA & NBC getting bought by GE in 1988, CBS getting bought by Loews, with many more taking place before 1996.
Most of that was simply part of the merger fury of the mid to late 80's, brought on by a strong economy.

This did not happen following the 1972-y73 recession, the 1975-1980 plateau and the 1981-1983 slump to almost the same low levels as the 2008 mega-recession showed. When things picked up around 1984, there was a merger fever throughout all sectors of the economy, from healthcare to retail to food processing and manufacturing.

A good example of growth and expansion is Wal-Mart which grew from under 200 stores in 1980 to 1200 stores in 1987. It took them 35 years to get to 200 stores, and just 7 years to grow by about 600%. The 80's, following the early severe recession, recovered amazingly in the final 7 years of the decade. And that is why there were so many mergers in all areas. It was not just radio.


And, if you read that article, you see that most mergers did not enhance earnings of the divisions; the main effect seemed to be partly ego satisfaction (Jack Welch et. al.) and publicity that pushed up share price.
 
But everyone could see the writing on the wall in 1983, and what followed was a series of mega media mergers with Cap Cities buying ABC in 1985, RCA & NBC getting bought by GE in 1988, CBS getting bought by Loews, with many more taking place before 1996.
Hindsight is 20-20. I'm pretty certain not "everyone" saw the writing on the wall. I would dare say most did not - Certainly not as early as has been suggested.
 
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Hindsight is 20-20. I'm pretty certain not "everyone" saw the writing on the wall. I would dare say most did not - Certainly not as early as has been suggested.

OK, not "everyone." However, the big technology companies, the ones who had funded the growth and development of the radio industry as we knew it, could see the future, and it wasn't in radio. In 1988, GE bought RCA and both companies got out of radio. That was the canary in the coal mine. The big insurance companies that had also owned radio stations starting in the 20s also started to sell.

At the same time, there were changes in retail. Big box stores were replacing local department stores and shops. Big malls were being built, filled with national chain stores. None of them bought local retail. They were looking to buy national spots rather than local. National was discounted, so it undercut the local salesmen. Shares were being driven down by new stations created by 80-90, and prices were being driven down by national retail. That's where radio was in the first half of the 90s. Not a good situation. Radio stations were no longer "licenses to print money."
 
kevin-weatherly-returns-to-kroq-as-svp-programming

Wow. Quoting from the article:

Weatherly will also serve as a format Vice President for Alternative oversee alternative format strategy and collaborate with artist, label and management partners. At KROQ, he will oversee the station’s content strategy, talent, operations and branding.

Obviously there is about to be another shoe dropping back east. Tick, tick, tick.

 
Wow. Quoting from the article:



Obviously there is about to be another shoe dropping back east. Tick, tick, tick.

Meet the new Boss. Same as the old Boss.
 
Looks like Audacy is willing to do whatever it takes to get Kroq competitive again including going back in time. Will it work who knows. Is it a good choice? Again who knows. I am surprised they looked to the past and not the future. But we shall see...
 
Weatherly is very good at finding and developing talent.

I think that is job 1 for him. A lot of his people are now at the competition. He either has to lure them back or find the next generation. Once he lays out the generalities, the music will take care of itself. But I think he needs to start planning the Weenie Roast and similar things now, and also building a bigger online presence. He's show creator, instead of the opposite, and the morning show needs to become a show.
 
I think that is job 1 for him. A lot of his people are now at the competition. He either has to lure them back or find the next generation. Once he lays out the generalities, the music will take care of itself. But I think he needs to start planning the Weenie Roast and similar things now, and also building a bigger online presence. He's show creator, instead of the opposite, and the morning show needs to become a show.
The test will be whether he can discover a talent approach that works today in a world of new media, super-short TikTok episodes and more entertainment sources than one can explore in a lifetime.

That is not just his challenge, but it is very apparent that he faces an ever more limited audience for Alt in a very ethnic market along with the challenge of finding relevant and magnetic talent to present a music genre that has fragmented into subsets.

He can't rebuild the "old KROQ" as the audience has changed and moved on and the market is now less than 25% non-Hispanic white and shrinking.

In the past, being a KROQ listener was being a member of a club that you could be proud of being part of. I wonder if that feeling can be generated again today.
 
The test will be whether he can discover a talent approach that works today in a world of new media, super-short TikTok episodes and more entertainment sources than one can explore in a lifetime.

My suggestion is to find talent that KNOWS new media, knows how to use it and work it, and will use new media to augment what they do on air. The big difference is that new media is not governed by ratings or the FCC. So you can do lots of things there that you can't do on the radio.
 
My suggestion is to find talent that KNOWS new media, knows how to use it and work it, and will use new media to augment what they do on air. The big difference is that new media is not governed by ratings or the FCC. So you can do lots of things there that you can't do on the radio.
That's a good start, but it can't just be about knowing new media. He'll need talent that are relatable, understand what the brand means, what the lifestyle of the listener is, what the alternative vibe of LA is all about etc.
 
That's a good start, but it can't just be about knowing new media. He'll need talent that are relatable, understand what the brand means, what the lifestyle of the listener is, what the alternative vibe of LA is all about etc.
I think that is exactly what BigA meant when he used the word "talent".
 
Amazing that our esteemed pros haven't mentioned at all the topic of being more in touch with the actual music. It is not a new media station. It is a music station.
What part of this was unclear?
My suggestion is to find talent that KNOWS new media, knows how to use it and work it, and will use new media to augment what they do on air.
The key word there is "augment" ...
 
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