Media in market development

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Media in market development

  1. 1. Is  My  Voice  Being  Heard?   Prac4cal  Interven4ons  in  Radio  as  a  Market   Development  Strategy   Nyambura  Githongo  (KMT)   Richelle  MaGhews  (AdFarm)  
  2. 2. KEY  LEARNING'S   The  difference  between  development   communica5ons  and  media   development.   The  difference  between  audience-­‐led   and  pay  to  play  radio  programming.   The  value  of  audience-­‐led  programs  to   listeners  and  the  market  system.  
  3. 3. EXPLOITATION  OF  FARMERS  IN  NORTHERN  UGANDA   Over  30,000  tobacco  farmers  growing  for  an   interna4onal  tobacco  company  (BAT).     •  Making  on  average  $60  -­‐100  USD  per  crop     •  They  should  have  been  making  $700  to  900  USD      Why?     •  100  buyers  and  graders  were  stealing  the  profits          of  the  farmers     •  Deliberately  mis-­‐grading  the  crops  -­‐  fraudulent   weighing  of  crops  -­‐  exaggera4ng  the  inputs   provided  by  the  company     •  Over  charging  for  inputs  provided  by  the   company    
  4. 4. OBUOBA  FM  &  GOLDEN  STORK   •  Partnered  with  Golden  Stork   (input  company)  to  offer  a  radio   contest  on  inputs   •  Winners  answered  ques4ons  on   air,  won  product,  and  a  training   on  how  to  use  inputs.   •  Gicy  had  never  learned  how  to   use  inputs,  and  was  so  happy   with  knowledge  she  shared  with   the  rest  of  community   •  Gicy  also  established  herself  as  a   distributor  of  the  product  within   her  community  
  5. 5. RADIO  NAM  LOLWE  -­‐  KENYA   •  Program  contributes  to   significant  percentage  of  total   month’s  collec4on       •  Increased  listenership/ popularity  of  program     •  Segment  programs     •  Program  has  provided  linkages   to  farmers  and  agro  service/ product  providers  
  6. 6. Microphone  for  Rent!!!   Radio  Sta4ons  are  NOT:   •  •  •  •  •  •  Giving  the  poor  a  voice   Facilita4ng  the   exchange  of  informa4on   Advoca4ng/  watchdog   Linking  businesses/   consumers   Valuing  their  primary   asset  –  the  audience   •  Building  trust    
  7. 7. WHAT  MEDIA  IS  SUPPOSE  TO  DO  IN  A   MARKET  SYSTEM?   Provide  Voice   Watchdog/  advocate   Provide  Timely/  Relevant  Informa5on   Link  Market  Actors  
  8. 8. DEVELOPMENT  COMMUNICATIONS  VS.  MEDIA  DEVELOPMENT   Development  Communica4ons   Media  Development   Who  Pays?   Donor   Adver5sers  and  adver5sing   revenue   Who  Provides   Content?   Donor  Project   Journalists   Quality  sources   Who  Produces  the   Donor   Program?   Radio  Sta5on   Ownership  of   Content   Donor   Radio  sta5ons  (audiences)   Outcome   Supply  driven   Top  down   Unsustainable   Inves5ga5ve     Independent   Sustainable  
  9. 9. THREE  COMMON  APPROACHES  TO  THE  USE  OF  RADIO   1.  Pay  to  Play   •  Content  and   adver5sing  is  not   separated   •  Adver5ser  decides   content   •  Supply  driven   •  Top  down  approach   2.  Development  Communica4ons   •  Donor  develops  content   •  Donor  funded   •  Donor  produced   •  Top  down  informa5on   •  Supply  Driven   •  Unsustainable   3.  Audience-­‐led   -­‐  Adver5sing  Revenues  and  sponsorship  separate  from  content   -­‐  BoRom-­‐up  content  approach   -­‐  Sta5on  Controls  Content  –  generated  by  journalists  and  quality  sources   -­‐  Quality  Control  Measures  in  place   -­‐  Funded  through  adver5sing   -­‐  Independent     -­‐  Sustainable  
  10. 10. MALARIA  
  11. 11. HIV/AIDS     •  Target  of  safe  sex  campaigns  have  been  youth   •  Recent  HIV/AIDs  sta5s5cs  indicate  HIV/AIDS  spreading   through  marriages   •  How  could  media  providers  address  this  issue  from  an   audience-­‐led  perspec5ve?  
  12. 12. BUSINESS  MODEL  OF  RADIO  STATIONS   Content   Adver5sers  want  to  buy  ads  around   popular  content  on  sta5ons  with   high  audience  loyalty  and  influence.   Adver5sers   Quality  content  is   developed  to  aRract   and  address  the  needs   of  an  audience.   Radio   Sta5on   Audience   Quality  content  builds  trust  and  loyalty   between  the  sta5on  and  the  audience   and  increase  the  sta5ons  influence  on  the   audience.    
  13. 13. CURRENT  BUSINESS  MODEL  OF  RADIO  STATIONS   Microphone  for  Rent!!!   No  value  placed  on  audience   No  value  placed  on  quality  content  
  14. 14. GOAL  OF  MEDIA  DEVELOPMENT      Focus  on  quality  and  audience-­‐led  programming   ü     Place  value  on  needs  of  audience   ü  Build  trust  and  influence  with  audience     ü  Advocate  on  behalf  of  the  audience   ü  AGract  audience  through  interac4ve  and  appealing  programs   ü    ü  AGract  adver4sers  through  popular  independent   programming  that  is  listened  to  by  their  target  audience  
  15. 15. Define  criteria   for  selec5ng   sta5ons   Together  with  the   sta5on  develop   program  monitoring   tools  and  other   performance   improvements   Meet  sta5ons   &  introduce   concept  of   audience-­‐led   programming   Give  them   5me  to  think   and  decide  if   they  want  to   engage  (self-­‐ selec5on)   PROCESS  OF   ENGAGING  WITH  A   RADIO  STATION   Engage  in  the  ac5vity   Work  with  M&E  to   develop  manageable   indictors   Formalize  rela5onship   with  sta5on  and   iden5fy  baseline   informa5on   Decide  on   sta5ons  to   partner  and   their  needs   Internally  evaluate   possible  resources  to   support  sta5ons   Orientate  resource   people  as  required  ie.   radio  mentor  
  16. 16. Define  criteria   for  selec5ng   sta5ons   Together  with  the   sta5on  develop   program  monitoring   tools  and  other   performance   improvements   Meet  sta5ons   &  introduce   concept  of   audience-­‐led   programming   Give  them   5me  to  think   and  decide  if   they  want  to   engage  (self-­‐ selec5on)   REALITY  OF   ENGAGING  WITH   RADIO  STATION   Engage  in  the  ac5vity   Work  with  M&E  to   develop  manageable   indictors   Formalize  rela5onship   with  sta5on  and   iden5fy  baseline   informa5on   Decide  on   sta5ons  to   partner  and   their  needs   Internally  evaluate   possible  resources  to   support  sta5ons   Orientate  resource   people  as  required  ie.   radio  mentor  
  17. 17. RADIO  MAMBO   In  the  beginning:     •  Inconsistent  program  line-­‐up   •  Program  would  only  air  if  sponsor  to   pay     •  Did  not  produce  program  in  a  team   •  Effect  quality  control     •  Inconsistent  interac4on  with   listenership  groups  
  18. 18. RADIO  MAMBO   Noteworthy  Changes:   •  Work  with  sta4on  to  improve  content   to  be  audience-­‐led   •  Review  programs  and  provide   feedback   •  Mentor  the  produc4on  and  marke4ng   team   •  Develop  marke4ng  strategies  that   work  for  both  the  audience,  sta4on,   adver4sers   •  Firm  up  rela4onship  with  listenership   groups   •  Think  strategically  on  the  direc4on   they  want  the  other  programs  to  move   •  Develop  quarterly  strategic  plans  
  19. 19. INSIGHTS:   RADIO  MAMBO   •    •    •    •    Listenership   Clubs   Live  Events   Feedback  from   audience  -­‐   witchdoctors  on   air   Need/  value  for   community   success  over   individual   success  
  20. 20. WHY  ARE  THE  CHANGES  MADE  BY   RADIO  MAMBO  BENEFICIAL  TO  THE   AUDIENCE?  
  21. 21. HOW  DOES  MEDIA  DEVELOPMENT  MAKE   YOUR  JOB  EASIER?     •  •  •  •  •  •  •  Plamorms  to  examine  issues   Increase  the  flow  of  credible  informa4on   Work  with  partners  to  be  credible  sources   Media  rela4ons   Advocacy   Provide  voice  to  marginalized  popula4ons   Feedback  mechanism  to  understand  the  market  

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