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Gordon Borrell Gets The Radio Business…and So Do I

Jason Barrett

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If you work in a sports radio programming department, chances are you haven’t heard of Borrell Associates. They’re a local media research outfit fronted by Gordon Borrell. Gordon’s resume includes VP of new media for Landmark Communications, helping to establish the first TV, newspaper, cable and network TV websites which he later split up and sold to Earthlink and the Gannett Company, and being a sought-after speaker and media industry analyst, often quoted in The Wall Street Journal, New York Times, Ad Age, Forbes, etc.

I’ve never met Gordon but have read a number of his thoughts on our industry and find them fascinating. Many are similar to my own. If you haven’t had a chance to read his interview with Forbes, I strongly urge you to do so. It hit many of the notes that I just touched on in Chicago when speaking to a room full of sports radio programmers.

Among the highlights that grabbed my attention were his comments on the industry needing to find a clear vision for the “new” industry that it’s looking to create. Borrell says that vision should involve being part of a bigger business than terrestrial radio and creating a marketing powerhouse.

Included in that analysis was radio’s inability to sell the right products. He said the industry is heavily reliant on website banner ads and spots in their streaming, neither of which is in high demand by advertisers. To produce solid digital revenue the radio industry must offer other digital services that more directly complement radio campaigns.

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What I love about those comments is that I just stood before some of the brightest minds in the format and when I asked which brands were selling merchandise, none were doing so. I informed the group that Clay Travis, Craig Carton, and Crossing Broad were all selling products on their websites. The WWE makes merchandising a critical part of their business strategy. Bleacher Report partners with StubHub to sell tickets. Barstool Sports CEO Erika Nardini says merchandise represents a third of their business, and if sports gambling gets legalized, it’s likely that sports betting brands will accept bets thru their apps, websites and phone lines.

Speaking of Barstool, they provided my favorite example. If a New York sports radio fan wants to show off their admiration for Mike Francesa, guess where they purchase a ‘Numbah One’ or ‘Can’t Spell Francesa without FAN’ t-shirt? Barstool’s website. WFAN? Sorry, they’re not available.

RedBubble also sells a Francesa ‘Mount Rushmore’ shirt. In fact, I went on The Fan’s website last night and guess which ad showed up at the top of their page? RedBubble’s did. The company is promoting the Francesa shirt and reaching its most likely customer (The WFAN listener) by buying banner ads which appear on The Fan’s website. That’s a smart move by RedBubble, but it also highlights a missed opportunity for The Fan.

One brand I observed recently which did a nice job and was on the right track but still missed out on larger opportunities was KFAN in Minneapolis. The Minnesota sports station sold custom t-shirts at the Minneapolis State Fair and from all indications they were popular. KFAN has sold shirts at the state fair for a number of years now. Except when the fair was over, they didn’t continue making those products available for purchase on their website.

What’s the downside to allowing people who didn’t attend the fair to continue purchasing your product? If the demand is strong, why not sell them all the time? In addition to generating additional revenue, the brand also receives free marketing. Isn’t that the point?

Ask yourself this, why are your radio station’s airwaves valuable enough for advertisers to purchase time on to sell products but not good enough to sell your own? You sell content every time your hosts speak. You sell podcasts, social media pages, events, games, etc. All of these items are given promotional time because they’re seen as a benefit to the audience. Why we wouldn’t capitalize on merchandise too is beyond my level of comprehension.

And before you get defensive and tell me “it costs money to create shirts, cups, hats, etc.” let me remind you that there are local and national services available where you only pay for products once they’re ordered. You also have digital and marketing people inside your buildings creating website and social media images and powerpoint presentations to help your sellers look good on client pitches. There’s no reason logos, slogans, catchphrases and on-air incidents can’t be turned into slick looking products sold on your platforms.

It’s pretty simple, if there’s no demand, you don’t place an order. But having them readily available and promoting them across your brand’s platforms should be a no-brainer. The last time I checked, radio was looking behind every door to find new money. Whether you make 25K or 250K thru merchandising, I don’t think we can afford to not take advantage of it.

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Borrell also mentioned digital advertising and that’s a hot button issue for me. I see stations bombard their websites with banner ads, creating bad user experiences and nothing productive for the client. It’s happening on social media too. Scroll thru a station’s Facebook or Twitter page and look at how they promote a sponsor. It’s often an image of the client, a few sentences of text talking about something that has zero value to the person following the brand, and do you know what it produces? Minimal likes, shares and engagement.

Now put yourself in the advertiser’s shoes. The rep walks in touting their ratings, personalities and social media following, looking for you to renew. Except when you review the five social posts that went up promoting your company, you discover that the audience didn’t like you enough to respond, share or even press the thumbs up button. That not only makes you question the page’s value, but it can be embarrassing too. I’d be asking “is my brand that big of a turnoff to your listeners?”

What should you be doing? Creating branded content. Involving your talent in unique ways to make the client look good. Check out this example of Patrick “Seton” O’Connor of the Dan Patrick Show. Or this one from Barstool Sports. There’s also this one by Cricket Wireless which was a massive hit.

The bottom line, if you think recording a video endorsement or putting an ad on a social page is going to entice people, good luck. You’ve got to be creative. Try that approach with a tire dealer who’s looking to offer a discount on a new set of tires and nobody will care. Involve your talent in a video where they’re changing tires, competing against one another and having fun busting the chops of the mechanics inside of the garage and people remain interested. That interest becomes conversation which inspires the client to continue buying your brand.

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The next piece of feedback that Borrell offered was radio needing to understand that its role isn’t to sell spots but to leverage all the marketing tools at its disposal–spots, events, digital advertising, and marketing services — to help its customers sell products and services. If the industry doesn’t adjust Borrell warns that it won’t be able to grow and thrive.

I don’t disagree one bit. One of my biggest concerns is radio’s failure to adapt in a rapidly changing environment. This is often due to the industry’s ‘proceeding with caution’ mentality and fear of not hitting the bottom line.

Think about it, how long did it take before your operation started hiring digital and social media content creators? Some of you may still have only one person trying to tackle the work for 3-4 brands. If you talk to sports teams, digital businesses or other media operators, there are groups dedicating 5-10 people just on the social/digital experience alone. That’s what it takes to excel and position yourself for future success.

When was the last time you created and monetized a huge ticketed event? Wing Bowl and Ticket Stock are two great examples of stations spending money to make money, but most brands don’t roll the dice that way. Do you think ESPN barters everything to execute the ESPYS? If you want to create impact and non-traditional revenue from buzzworthy events then you have to invest dollars in making those events worthy of buzz.

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The final part of Borrell’s interview which I want to weigh in on were his points on radio’s biggest threat being myopic leadership. He said the business is in a period of remarkable growth and opportunity, yet so many leaders believe their job is to defend “radio.” Rather than investing time worrying about the industry’s defense, a better approach would be to spend more time and energy pursuing growth opportunities.

Those opportunities include dashboards, podcasts, and smart speakers, which some industry folks have considered to be threats. Borrell doesn’t believe they are. He continued by noting that industry leaders spend too much energy trying to hold onto their hairy-eared listeners and not enough time trying to figure out how to reach the pink-eared ones.

From where I sit, there’s never been a better time to be in the audio business. People are listening to millions of pieces of content each day. Whether it’s consumed live or on-demand thru a phone, computer, tablet, smart speaker or car stereo is besides the point. It’s the industry’s problem to figure out how to measure it but the enthusiasm for the content is there. I’d much rather walk into a client’s office with a huge splintered audience across multiple platforms than without one.

However, Borrell is exactly right about smart speakers, podcasts and digital dashboards being opportunities, not threats. The reason they’re not warmly embraced is because we tend to ease into things rather than leading the charge. I’m sure NBC, FOX, the NFL and YouTube would’ve preferred sticking to their prior ad models but when audience consumption patterns change, brands must respond.

That requires more training, recruiting, experimenting, and strategic adjusting. It can also mean a financial setback in the short-term to maximize long-term growth. You can get upset by the way the world’s changing, but if you want to avoid becoming Blockbuster Video, a Taxi company, the Newspaper or the next “going out of business” retail outlet, you better read the signs and take action or you’ll pay for it.

Here’s a good lesson. Take a few minutes today and use your smart speaker to listen to a few sports stations. Ask for the host/show names, specific content or even the brand name itself. You’d be surprised by how many stations don’t even come up by their actual name. I’ve been using a smart speaker for the past year and you’d be stunned by how how hard it is to even locate some brands, not to mention, the amount of times where I’m led to listen to stations via TuneIn or iHeartradio instead of the station’s app.

What if your brand uses the moniker The Fan, The Game, ESPN Radio or FOX Sports Radio in its branding. Do you know how many stations exist with those names? What do you think is going to happen when the listener says “Alexa, play The Fan”? They’re going to be sent to whichever station Alexa recognizes first. It’s no different than a Google search. You don’t want to appear on Page 3. The more complicated it becomes (trying to find stations by call letters, cities, website addresses, etc.) to find you, the quicker the audience moves on to something else.

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As far as myopic leadership is concerned, I think it’s unfair to place all managers and companies under one umbrella because they’re not all the same. I’ve been fortunate to work with some outstanding leaders and groups, and I’ve encountered a few bad apples too, especially since launching BSM two and a half years ago.

I do become puzzled when I interact with an executive or market manager and they ask for a favor or information, and I reach out afterwards and they can’t even take a few minutes to respond to an email or call. That’s even more likely to occur if the mere mention of doing business together comes up. In this small world of radio where relationships matter, people talk, and your reputation is everything, I think that’s a bad way of operating. Guess what happens when they reach out again asking me for another favor? I stop helping.

One of our industry’s biggest challenges is failing to adjust our viewpoints. Many are consumed by numbers, set in their ways, and see the world thru the inside of their hallways rather than from the outside looking in. They reject the social space because it’s a tougher sell, even though it’s where their audience lives. They turn a blind eye towards diversity and youth development because it requires doing things differently. Mention the idea of charging for digital content and you’re hit with the old school response “people expect radio to be free.”

Because of that logic, 13% of M-F hosting roles in top 20 markets are occupied by minority voices. We ignore the fact that 38% of those cities are populated by minority people, and when you look at the makeup of listening (92% ‘Other’/White and 8% Black/Hispanic) you can see where the growth opportunities lie.

Let me share one of my favorite examples. If you ask an executive what I do, they’ll say “he’s a consultant.” Ask them what that entails and they’ll list off the same description of what consultants did 10-20 years ago. Their impression is that I sit in my office, listen to the radio, analyze the ratings and give advice on content and how to increase numbers.

That’s certainly part of the job, but there’s much more to it than that. I’m a mentor, influencer, connector, teacher, analyst, creator and researcher. If you asked the room of people who spent time with me last week in Chicago, they’d tell you I explored a lot more than just clocks, content and ratings. I traveled to visit with a client this past September for 2-3 days and that entire trip had zero to do with their brand’s on-air execution and everything to do with digital/social analysis and strategy.

My point is that it’s a different world and it requires expanding your horizons.

Along those lines, the idea of charging for digital content may feel awkward because we’re so conditioned to giving it all away, but that shouldn’t deter you from considering it, especially if the audience demand is high for your programming. Good Karma in Cleveland wasn’t afraid to take the risk. Neither was The Athletic. Or ESPN. Or Barstool. Or Bleacher Report. Or the multiple TV and print outlets calling on their fans to help fund their efforts.

I don’t know about you, but I pay $10 per month for the WWE Network and never have buyer’s remorse. I feel the same way about subscribing to The Athletic and Radio Ink. My fiance pays for Netflix and Amazon Prime and is more than satisfied with what she receives each month.

When you add up the amount of hours and resources put into creating digital content and the return on investment associated with it, most brands struggle to turn a profit. It’s why we’re living with an antiquated system of airing 14-20 minutes of commercials per hour on our stations. We’d rather have 100,000 listeners paying zero instead of 10,000 listeners paying $5-$10 per month.

But is that audience truly valuable if it isn’t monetized? We can blame the sales team for not selling it but if demand for your content is high, why wouldn’t you charge for it? What’s better, 10,000 paying supporters or 100,000 free ones that provide no financial impact?

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The world is constantly evolving. The user is in control and willing to pay for premium content and experiences. They’ll buy your podcast if it’s unique. They’ll purchase your merchandise and market your brand without needing to be asked. They’ll buy tickets to your events if you make them worthwhile. They’ll also reject your attempts to push things at them in an intrusive way.

Between Gordon Borrell and myself, you’ve been given plenty to think about. I should be taking my own advice and charging you just for reading this. But since I’m a nice guy, I’ll just wait for that follow up call or email that I’m sure you’ve been working on. Since the likelihood of that happening though isn’t very high, I’ll just settle for a free t-shirt or podcast subscription.

Barrett Blogs

BSM’s Black Friday SALE on BSM Summit Tickets is Underway!

Jason Barrett

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Each year I’m asked if there are ways to save money on tickets to the 2023 BSM Summit. I always answer yes but not everyone takes advantage of it. For those interested in doing so, here’s your shot.

For TODAY ONLY, individual tickets to the 2023 BSM Summit are reduced by $50.00. Two ticket and four ticket packages are also lowered at $50 per ticket. To secure your seat at a discounted price, just log on to BSMSummit.com. This sale ends tonight at 11:59pm ET.

If you’re flying to Los Angeles for the event, be sure to reserve your hotel room. Our hotel partner this year is the USC Hotel. It’s walking distance of our venue. Full details on hotel rooms can also be found via the conference website.

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Barrett Blogs

Mina Kimes, Bruce Gilbert, Mitch Rosen, and Stacey Kauffman Join the 2023 BSM Summit

“By the time we get to March, we should have somewhere between 40-60 participants involved in the conference.”

Jason Barrett

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The 2023 BSM Summit is returning to Los Angeles on March 21-22, 2023, live from the Founders Club at the Galen Center at the campus of the University of Southern California. Information on tickets and hotel rooms can be found at BSMSummit.com.

We’ve previously announced sixteen participants for our upcoming show, and I’m excited today to confirm the additions of four more more smart, successful professionals to be part of the event. Before I do that, I’d like to thank The Volume for signing on as our Badge sponsor, the Motor Racing Network for securing the gift bag sponsorship, and Bonneville International for coming on board as a Session sponsor. We do have some opportunities available but things are moving fast this year, so if you’re interested in being involved, email Stephanie Eads at Sales@BarrettSportsMedia.com.

Now let’s talk about a few of the speaker additions for the show.

First, I am thrilled to welcome ESPN’s Mina Kimes to the Summit for her first appearance. Mina and I had the pleasure recently of connecting on a podcast (go listen to it) and I’ve been a fan of her work for years. Her intellect, wit, football acumen, and likeability have served her well on television, podcasts, and in print. She’s excelled as an analyst on NFL Live and Rams preseason football games, as a former host of the ESPN Daily podcast, and her appearances on Around The Horn and previously on Highly Questionable and the Dan Le Batard Show were always entertaining. I’m looking forward to having Mina join FS1’s Joy Taylor and ESPN LA 710 PD Amanda Brown for an insightful conversation about the industry.

Next is another newcomer. I’m looking forward to having Audacy San Francisco and Sacramento Regional Vice President Stacey Kauffman in the building for our 2023 show. In addition to overseeing a number of music brands, Stacey also oversees a dominant news/talk outlet, and two sports radio brands. Among them are my former station 95.7 The Game in San Francisco, and ESPN 1320 in Sacramento. I’m looking forward to having her participate in our GM panel with Good Karma’s Sam Pines, iHeart’s Don Martin, and led by Bonneville’s Executive Vice President Scott Sutherland.

From there, it’s time to welcome back two of the sharpest sports radio minds in the business. Bruce Gilbert is the SVP of Sports for Westwood One and Cumulus Media. He’s seen and done it all on the local and national level and anytime he’s in the room to share his programming knowledge with attendees, everyone leaves the room smarter. I’m anticipating another great conversation on the state of sports radio, which FOX Sports Radio VP of programming Scott Shapiro will be a part of.

Another student of the game and one of the top programmers in the format today is 670 The Score in Chicago PD, Mitch Rosen. The former Mark Chernoff Award recipient and recently appointed VP of the BetQL Network juggles managing a top 3 market sports brand while being charged with moving an emerging sports betting network forward. Count on Mr. Rosen to offer his insights and opinions during another of our branding and programming discussions.

By the time we get to March, we should have somewhere between 40-60 participants involved in the conference. My focus now is on finalizing our business and digital sessions, research, tech and sports betting panels, securing our locations and sponsorships for the After Party and Kickoff Party, plus working out the details for a few high-profile executive appearances and a couple of surprises.

For those looking to attend and save a few dollars on tickets, we’ll be holding a special Black Friday Sale this Friday November 25th. Just log on to BSMSummit.com that day to save $50 on individual tickets. In addition, thanks to the generosity of voice talent extraordinaire Steve Kamer, we’ll be giving away 10 tickets leading up to the conference. Stay tuned for details on the giveaway in the months ahead.

Still to come is an announcement about our special ticket rate for college students looking to attend the show and learn. We also do an annual contest for college kids to attend the event for free which I’m hoping to have ready in the next few weeks. It’s also likely we’ll give away a few tickets to industry professionals leading up to Christmas, so keep an eye out.

If you work in the sports media industry and value making connections, celebrating those who create an impact, and learning about the business from folks who have experienced success, failure, and everything in between, the Summit is worth your time. I’m excited to have Mina, Bruce, Mitch and Stacey join us for the show, and look forward to spending a few days with the industry’s best and brightest this March! Hope to see you there.

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Barrett Blogs

Barrett Media is Making Changes To Better Serve Our Sports and News Media Readers

“We had the right plan of attack in 2020, but poor timing. So we’re learning from the past and adjusting for the future.”

Jason Barrett

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When I launched this website all I wanted to do was share news, insight and stories about broadcasters and brands. My love, passion and respect for this business is strong, and I know many of you reading this feel similar. I spent two great decades in radio watching how little attention was paid to those who played a big part in their audiences lives. The occasional clickbait story and contract drama would find their way into the newspapers but rarely did you learn about the twists and turns of a broadcaster’s career, their approach to content or the tactics and strategies needed to succeed in the industry. When personal reasons led me home to NY in 2015, I decided I was going to try my best to change that.

Since launching this brand, we’ve done a good job informing and entertaining media industry professionals, while also helping consulting clients and advertising partners improve their businesses. We’ve earned respect from the industry’s top stars, programming minds and mainstream media outlets, growing traffic from 50K per month to 500K and monthly social impressions from a few thousand to a few million. Along the way we’ve added conferences, rankings, podcasts, a member directory, and as I’ve said before, this is the best and most important work I’ve ever done, and I’m not interested in doing anything else.

If I’ve learned anything over seven years of operating a digital content company it’s that you need skill, strategy, passion, differentiating content, and good people to create impact. You also need luck, support, curiosity and an understanding of when to double down, cut bait or pivot. It’s why I added Stephanie Eads as our Director of Sales and hired additional editors, columnists and features reporters earlier this year. To run a brand like ours properly, time and investment are needed. We’ve consistently grown and continue to invest in our future, and it’s my hope that more groups will recognize the value we provide, and give greater consideration to marketing with us in the future.

But with growth comes challenges. Sometimes you can have the right idea but bad timing. I learned that when we launched Barrett News Media.

We introduced BNM in September 2020, two months before the election when emotions were high and COVID was a daily discussion. I wasn’t comfortable then of blending BNM and BSM content because I knew we’d built a trusted sports media resource, and I didn’t want to shrink one audience while trying to grow another. Given how personal the election and COVID became for folks, I knew the content mix would look and feel awkward on our site.

So we made the decision to start BNM with its own website. We ran the two brands independently and had the right plan of attack, but discovered that our timing wasn’t great.

The first nine months readership was light, which I expected since we were new and trying to build an audience from scratch. I believed in the long-term mission, which was why I stuck with it through all of the growing pains, but I also felt a responsibility to make sure our BNM writing team and the advertising partners we forged relationships with were being seen by as many people as possible. We continued with the original plan until May 2021 when after a number of back and forth debates, I finally agreed to merge the two sites. I figured if WFAN could thrive with Imus in the Morning and Mike and the Mad Dog in the afternoon, and the NY Times, LA Times, KOA, KMOX and numerous other newspaper and radio brands could find a way to blend sports and news/talk, then so could we.

And it worked.

We dove in and started to showcase both formats, building social channels and groups for each, growing newsletter databases, and with the addition of a few top notch writers, BNM began making bigger strides. Now featured under the BSM roof, the site looked bigger, the supply of daily content became massive, and our people were enjoying the increased attention.

Except now we had other issues. Too many stories meant many weren’t being read and more mistakes were slipping through the cracks. None of our crew strive to misspell a word or write a sloppy headline but when the staff and workload doubles and you’re trying to focus on two different formats, things can get missed. Hey, we’re all human.

Then a few other things happened that forced a larger discussion with my editors.

First, I thought about how much original material we were creating for BSM from our podcast network, Summit, Countdown to Coverage series, Meet the Market Managers, BSM Top 20, and began to ask myself ‘if we’re doing all of this for sports readers, what does that tell folks who read us for news?’ We then ran a survey to learn what people valued about our brand and though most of the feedback was excellent, I saw how strong the response was to our sports content, and how news had grown but felt second fiddle to those offering feedback.

Then, Andy Bloom wrote an interesting column explaining why radio hosts would be wise to stop talking about Donald Trump. It was the type of piece that should’ve been front and center on a news site all day but with 3 featured slots on the site and 7 original columns coming in that day, they couldn’t all be highlighted the way they sometimes should be. We’re actually going through that again today. That said, Andy’s column cut through. A few sports media folks didn’t like seeing it on the site, which wasn’t a surprise since Trump is a polarizing personality, but the content resonated well with the news/talk crowd.

National talk radio host Mike Gallagher was among the folks to see Andy’s piece, and he spent time on his show talking about the column. Mike’s segment was excellent, and when he referenced the article, he did the professional thing and credited our website – Barrett SPORTS Media. I was appreciative of Mike spending time on his program discussing our content but it was a reminder that we had news living under a sports roof and it deserved better than that.

I then read some of Pete Mundo, Doug Pucci and Rick Schultz’s columns and Jim Cryns’ features on Chris Ruddy, Phil Boyce, and David Santrella, and knew we were doing a lot of quality work but each time we produced stories, folks were reminded that it lived on a SPORTS site. I met a few folks who valued the site, recognized the increased focus we put on our news/talk coverage, and hoped we had plans to do more. Jim also received feedback along the lines of “good to see you guys finally in the news space, hope there’s more to come.”

Wanting to better understand our opportunities and challenges, I reviewed our workflow, looked at which content was hitting and missing the mark, thought about the increased relationships we’d worked hard to develop, and the short-term and long-term goals for BNM. I knew it was time to choose a path. Did I want to think short-term and keep everything under one roof to protect our current traffic and avoid disrupting people or was it smarter to look at the big picture and create a destination where news/talk media content could be prioritized rather than treated as BSM’s step-child?

Though I spent most of my career in sports media and established BSM first, it’s important to me to serve the news/talk media industry our very best. I want every news/talk executive, host, programmer, market manager, agent, producer, seller and advertiser to know this format matters to us. Hopefully you’ve seen that in the content we’ve created over the past two years. My goal is to deliver for news media professionals what we have for sports media folks and though that may be a tall order, we’re going to bust our asses to make it happen. To prove that this isn’t just lip service, here’s what we’re going to do.

Starting next Monday November 28th, we are relaunching BarrettNewsMedia.com. ALL new content produced by the BNM writing team will be available daily under that URL. For the first 70-days we will display news media columns from our BNM writers on both sites and support them with promotion across both of our brands social channels. The goal is to have the two sites running independent of each other by February 6, 2023.

Also starting on Monday November 28th, we will begin distributing the BNM Rundown newsletter 5 days per week. We’ve been sending out the Rundown every M-W-F since October 2021, but the time has come for us to send it out daily. With increased distribution comes two small adjustments. We will reduce our daily story count from 10 to 8 and make it a goal to deliver it to your inbox each day by 3pm ET. If you haven’t signed up to receive the Rundown, please do. You can click here to register. Be sure to scroll down past the 8@8 area.

Additionally, Barrett News Media is going to release its first edition of the BNM Top 20 of 2022. This will come out December 12-16 and 19-20. The category winners will be decided by more than 50 news/talk radio program directors and executives. Among the categories to be featured will be best Major/Mid Market Local morning, midday, and afternoon show, best Local News/Talk PD, best Local News/Talk Station, best National Talk Radio Show, and best Original Digital Show. The voting process with format decision makers begins today and will continue for two weeks. I’ve already got a number of people involved but if you work in an executive or programming role in the news/talk format and wish to be part of it, send an email to me at JBarrett@sportsradiopd.com.

We have one other big thing coming to Barrett News Media in 2023, which I will announce right after the BNM Top 20 on Wednesday December 21st. I’m sure news/talk professionals will like what we have planned but for now, it’ll have to be a month long tease. I promise though to pay it off.

Additionally, I’m always looking for industry folks who know and love the business and enjoy writing about it. If you’ve programmed, hosted, sold or reported in the news/talk world and have something to offer, email me. Also, if you’re a host, producer, programmer, executive, promotions or PR person and think something from your brand warrants coverage on our site, send it along. Most of what we write comes from listening to stations and digging across the web and social media. Receiving your press releases and getting a heads up on things you’re doing always helps.

If you’re a fan of BSM, this won’t affect you much. The only difference you’ll notice in the coming months is a gradual reduction of news media content on the BSM website and our social accounts sharing a little about both formats over the next two months until we’re officially split in February. We are also going to dabble a little more in marketing, research and tech content that serves both formats. If you’re a reader who enjoys both forms of our content, you’ll soon have BarrettSportsMedia.com for sports, and BarrettNewsMedia.com for news.

Our first two years in the news/talk space have been very productive but we’ve only scratched the surface. Starting November 28th, news takes center stage on BarrettNewsMedia.com and sports gets less crowded on BarrettSportsMedia.com. We had the right plan of attack in 2020, but poor timing. So we’re learning from the past and adjusting for the future. If we can count on you to remember two URL’s (add them to your bookmarks) and sign up for our newsletters, then you can count on us to continue delivering exceptional coverage of the industry you love. As always, thanks for the continued support. It makes everything we do worthwhile.

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