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LMA OFFICERS & DIRECTORS
Chairman of the Board / SNI Vice Chairman
/ LMF Treasurer
Clifford Richner | Richner Communication, Inc.
First Vice Chairman/SNI Treasurer
Gordon Borrell | Borrell Associates
Second Vice Chairwoman
Suzanne Schlicht | The World Company
Matt Coen | Second Street, Inc.
Mark Poss | Red Wing Publishing
Immediate Past LMA Chairman/
Current SNI Chairman
Gloria Fletcher | Sound Publishing, Inc.
Roy Biondi | This Week Community Newspapers
Henry Bird | Community Newspaper Holdings, Inc.
Robert Brown | Swift Communications
Chris Edwards | The Gazette Company
Christian Hendricks | The McClatchy Company
Kevin Kampman | Winston-Salem Journal
Terry Kukle | Metroland Media Group Ltd.
Chris Lee | Deseret Digital Media
Peter Newton | Gatehouse Media
Steven Pope | AZ Local Media
Kim Wilson | The South Bend Tribune
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The Media Buyer’s
Q I want to dig into some of the views you shared at the Digital
Revenue Summit but first, can you give us a thumbnail of
your work at KSM?
A I’ve been at KSM for more than 10 years now, and couldn’t
be happier. It’s a place where innovative approaches really
have the chance to flourish, and that’s definitely linked to our
lengthy existence as an independently-owned agency. We have the
freedom to take bold yet calculated risks with our clients, and it’s
made for some great work. Personally, my job touches on almost
every industry across all formats, so there’s not enough time to go
into detail. But the bottom line about KSM? We’re personally
invested in growing our clients’ businesses by acting more as a
strategic partner than just a “media vendor.” And yes, I realize this
sounds like I drank too much of the company Kool-Aid, but I say
these things because they’re true.
Q Much of your work involves targeting so I am sure you can
identify with the challenges that face the traditionally mass
media newspaper industry as it evolves in the new media landscape.
From your perspective on the agency side, how do you view
newspapers and the audiences they deliver?
A We hear a lot about the death of newsprint, but there’s still a
place for newspapers on some media plans. However, the
fact is that newspaper as an efficient, high-reach medium has died.
Planners should never use newspapers as a one-dimensional
contributor to an overall plan and publishers should no longer
assume that their newsprint properties can carry their enterprise.
Newspapers faced the impact of the digital revolution before
anyone else so they were in a unique position as pioneers of cross-
platform revenue-generators. The publishers who have survived the
revolution at this point have obviously figured that out! From a print
position, if you’re not the New York Times or another large newspa-
per institution, you’ve had to hone in on your unique contribution
to the marketplace beyond scale. If we as planners can place value
on your place in the consumer journey, your publication must be
considered on any plan.
Q Between listening to owned music and internet radio, audio
habits are changing rapidly. So too are viewing habits as TV
provider models are shifting and there’s a concern that cord cutting
is skyrocketing. What is the value of traditional media in your buying
A First, I would
say that cord
cutting isn’t yet
2015 was the first
quarter that tradi-
tional pay TV
experienced a decline in new subscribers (and it was about 0.5%), yet
we’ve been fretting about cord cutters for two years now! With that said, as
long as online video and audio remain inexpensive to consumers and
become increasingly accessible, we’ll see an acceleration of digital media
consumption. In the meantime, we still know that we reach the largest
audiences through traditional TV and radio. This means that traditional
media still holds a strong position in any media plan and complete
strategies likely still call for both online and offline elements.
Q Despite these shifts, you say impact requires multi-media
connection. Tell us about that.
A The loss in traditional ratings over the last year is undeniable.
Fragmentation and time-shifted viewing are very real issues for
traditional media platforms, and the pressure isn’t coming solely from
online formats. The frustrating part is that there’s a lot we don’t know
about cross-platform viewership and listenership, especially on a very
Tracking usage as consumers straddle online and offline platforms
in order to guide our plans toward meaningful levels of reach and fre-
quency has become increasingly difficult. At this point, we have yet to
see any leading measurement tools that can provide locally-focused and
substantive quantitative cross-platform data. This certainly isn’t a reason
to avoid well-rounded, multi-platform packages, but it does hinder exact
quantification of appropriate investment levels.
Q Data and analysis drive buying decisions. I’m sure you consider a
lot of information but can you share some of the critical consumer
trends/data you watch to help you assemble marketing solutions for your
A Truthfully, we look at everything nowadays. The days of limiting
research to traditional tools like MRI, Scarborough, Nielsen and
the like are really over. Complexities in today’s landscape require that we
investigate target audiences from all angles and client data has become
an increasingly essential element in this process. Clients who aren’t
gathering their own customer data are going to be at a grave disadvan-
tage within the next few years. This includes SMBs that often reference
the high cost of data management as a deterrent. The long-term cost of
relying solely on generalized media research sources will be far higher
than any research outlay they perform today.
CONTINUED ON PAGE 14
Complexities in today’s landscape require
that we investigate target audiences from
all angles and client data has become an
increasingly essential element in this process.
Vice President, Group Media Director
Kelly Scott Madison
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