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CRSC/NEFEJKATHMANDU

BIKRAM SUBBA

YADAV CHAPAGAIN

RAGHU MAINALI

COMMUNITY RADIO

COLLECTIVEMARKETINGSTRATEGY

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First Edition (Nepali)2006First Edition (English)

2008

ISBN: 978-99946-856-2-2

This book has been published with the assistance from Free Voice, the Netherlandswhile the views and analyses discussed in this book are that of the writers themselvesand do not necessarily reflect that of the publisher.

COMMUNITY RADIO COLLECTIVE MARKETING STRATEGY

Every new campaign starts with a commitment. The birth of community radiosin Nepal and their proliferation, too, was a part of a commitment. There are as ofnow 24 community radio stations already on air and 50 additional promoters havesecured broadcasting licenses. There has been a rise in the number of commercialradio stations as well. Things have come to such a stage where mere commitmentdoes not serve much purpose. One should be able to institutionalize the campaign.That imparts stability.Going by traditional marketing techniques alone will not be enough when itcomes to forge the community radio ahead and improve their financial standing.The promoters of community radio will have to go by both creative andconstructive concepts. This will incidentally demand study and researches in theNepalese context. The Community Radio Support Center (CRSC) under NepalForum of Environmental Journalists (NEFEJ) has been involved in producingand publishing reference materials concerning community radio. The “CommunityRadio Collective Marketing Strategy” has been produced and published afteridentifying new sources of resources for community radio and how the same canbe implemented in practical terms. We are of the view that community radio canbe firmly established if the strategy outlined in this book is followed to theminutest detail. The book in question can be milestone in the annals of communityradio.Experts comprising Bikram Subba, Yadav Chapagain and Raghu Mainali standthanked for shouldering the responsibility of compiling this book in the light ofthe rising competition and evolution of community radio. We are also thankful toFree Voice of the Netherlands for extending support. We would like to reassurethat we will be active in future too when it comes to consolidate communityradio through CRSC.

Om KhadkaExecutive Director

Nepal Forum of Environmental Journalists (NEFEJ)Kathmandu

June 20, 2006

ACKNOWLEDGEMENT

AUTHORSBIKRAM SUBBAYADAV CHAPAGAINRAGHU MAINALI

DAMARU LAL BHANDARITRANSLATOR

PUBLISHERRADIO KNOWLEDGE CENTRE/COMMUNITY RADIOSUPPORT CENTER (CRSC)NEPAL FORUM OF ENVIRONMENTAL JOURNALISTS(NEFEJ) WITH SUPPORT FROM FREE VOICE, THENETHERLANDS.PO. BOX NO. 5143 KATHMANDU, NEPALE-mail : [email protected]

Website : www.nefej.org.np/www.crscnepal.org

(As it appeared in the first Nepali edition of the book.)

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Foreword

Hindu classic says: “Power lies in unity.” There are plenty of examples of how socialinstitutions have worked together to achieve collective objectives. The strategies whichpivot on unity have been adopted by even business enterprises which may be competitorsof each other. In spite of all this, they are found to have explored collective ground withcertain objectives in mind. Collective marketing is one of such areas.Embarking on collective marketing minimizes operational cost, enhances deeper reachinto the market and apart from ensuring desirable exchange of information, technologyand management skills boosts expertise leading to conducive atmosphere for theconsolidation of solidarity. But just in the event the agenda is not approached withdefinite strategy in place this can lead to animosity, mistrust and split beginning withunhealthy atmosphere. Collective marketing strategy is essential to stop things fromgoing that way.There are greater chances of collective marketing throwing up desired result in thecontext of community radio. Just because the community radio stations have relativelysmaller geographical area covered by them due to technical and institutional reasonsthey do not have to compete for listeners, have collective targets and objectivessomething which also ensures similarity in programs and resources. This shows there ismore chance of collective efforts throwing up better results than competition.Nepalese community radio stations are working to a mission, have worked togetherthrough adversity and are forging ahead with similar business policy. Moreover they arealso picking up the experience of sharing resources among them by embarking oncollective marketing here and there. The strategy of collective marketing is the need ofthe time with a view to encourage collective approach and warding off negative trend.The strategy of collective marketing is mandatory for community radio stations basedoutside Kathmandu. That is because the resources are centered in Kathmandu and mostof those radio stations have no access to the resources in question owing to geographicaldivide even as it is also true that the overhead cost is simply too high to throw up anybenefit. Just in the event a system of collective marketing and mechanism for the sameis evolved it would not only consolidate solidarity between community radio stationsbut would also address the risks. This book should go a long way in guiding the process.The book has been divided into six chapters. While the first chapter deals with theconcept of marketing, finance and universal strategies in the context of the community

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CONTENTS

• Radio & Poverty Reduction

• Marketing Of Community Radio

• Main Elements Of Marketing

• Focus Of Marketing

• Social Marketing Strategy

Chapter 1 : Social Marketing: Meaning & Concept

Chapter 2: Appraisal Of Community Radio

• Positive Aspects & Impact: Rationale Behind Collective Marketing

• Weaknesses & Risks: Challenges Of Collective Marketing

• Desired Features Of Collective Marketing

radio stations, second chapter sheds light on the current status of community radio inNepal, potential for collective marketing and challenges apart from also enumeratingsuccess stories. The chapter has included tips which can serve as alerts and guidancewhile implementing the collective marketing strategy. Subsequent chapters haverecommended collective marketing strategies while also shedding light on desiredatmosphere and mechanism.Chapter three deals with the special arrangement between community radio stations inthe light of the collective marketing strategy. Basically strategies which do not in anyway adversely affect the self-respect, independence and aspirations of any communityradio have been spelt out. In chapter four the effort has been made to discuss variousaspects of collective marketing before shedding light on roles and responsibility andsharing of resources. Chapter five delves deep into the type of mechanism, the natureof tasks which it must be able to see through and how can the same be continuallyimproved if the community radio stations decide to stick to collective marketing in thelong run. We have included templates of some umbrella agreements for ready referencein chapter six.inHind

We have made a point to also include implementation aspect of the strategy and havenot restricted the purview of the book to marketing strategies alone. The book can bea good guide for those community radio stations which are committed to theimplementation of collective marketing strategies. The community radio stations cancome to mutual understanding and agreement after addressing various aspects of thecollective marketing strategies and elements.It is believed that the book will inspire the community radio stations in consolidatingand systematizing the effort of collective marketing marching ahead in their missionbefore coming out successful in garnering financial resources which happens to the bemain challenge for community radio stations in Nepal which is crucial when it comes toplay effective role for greater interest of society.We are indebted to Community Radio Support Center (CRSC) and Nepal Forum ofEnvironmental Journalists (NEFEJ) for awarding us the responsibility of writing thisbook for them.

BIKRAM SUBBAYADAV CHAPAGAIN

RAGHU MAINALI

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Chapter 3: Desired Features Of Collective Marketing

• Strategies In Collective Marketing

• Scope Of Collective Marketing

• Income As Basis

• Chasing Separate Agenda

• Possibility of Working With Commercial Radio

• Criteria Governing Advertisement

• Implementation Of Collective Marketing Strategy

• Separate Structure For Every Stations

• Responsibility & Accountability In Collective Marketing

• Pricing

• Incentive

• Outsourcing program production

• Sharing Of Resources

• Information Sharing

• Accounting & Fund Flow

• Roles, Responsibility & Rights

• Handling Disputes & Dissatisfaction

• Monitoring, Review & Quality ControlChapter 6: Templates of agreement

• Authorization letter template

• Umbrella deal template

• Modular agreement template

Chapter 4 : Roles & Responsibility

Chapter 5 : Implementation Mechanism

• Pass On Responsibility To Radio Stations Themselves

• Additional Role For Proposed Focal Point

• Adopting Collective Marketing

• Action Planning

• Management Of Collective Marketing Strategy

• Decision-making Process & Legitimacy

• Reporting

• Communication

• Monitoring & Evaluation

• Capacity Strengthening

• Information Management

• Exchange Of Information

• Information On Collective Marketing

• Conflict Management

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1Collective Marketing

Economics & Concept

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The objective of all development endeavors in Nepal is poverty reduction. Informationper se plays an important role in this connection. Rather than ill-informed people, it isthe informed section of society which plays a desired role. Incidentally radio is one ofsuch media which can make men and women “informed” by keeping them posted. FMradio very much serves to disseminate desired information down to the villages in apresentable manner indeed. Hence FM radio as such can serve as additional vehicle ofspreading awareness to empower the people.

Radio & Poverty Reduction

Community radio stations came into operation with therestoration of multiparty polity in 1990. There have beensimply many radio stations — both commercial andcommunity — going into operation following theestablishment of Radio Sagarmatha. While donors havefunded some community radios appreciating theexcitement they bring, and willingness demonstrated bythe community, while there are other radio stations, whichhave been set up by communities themselves. None ofthe radio stations however have any business and marketingplan. Belligerent and active group set up community radiostations with emotional commitment too playing its partwhile they tend to have their own efforts to stay aloft.Although the governing laws have classified radios as“community” “profit-oriented”, the NationalBroadcasting Act has not classified radio along “profit-making” and “commercial “ line. Inferentially thedefinitions of community radio and commercial radio arenot free from ambiguity. The government is receivingrevenue from all radios in uniform manner. However as amatter of principle, radio stations run by Non-Governmental Organizations (NGOs), local bodies andcooperatives are deemed to be community radios while

Community Radio In Nepal

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should apart from taking care of the interests of the twosides should also identify sides active in nation-buildingwhile the chances of participation too are analyzedaccordingly. This book has in its first group identifiedpeople or listeners as stakeholders, advertisers or sponsorsin the second group as customers and side which is activefor development as partner in the third group. Meanwhilethe word customer has been used uniformly to address allthe three sides involved.Conversely, marketing strategy from the viewpoint ofcommunity radio can be effective only in the event whenthe policy governing strategy is useful to the first and thethird side concerned or when the same is drawn up tailoredto their respective needs. The main objective of themarketing strategy should be strong unity of purposebetween the sides involved in the best interest of thestakeholders while customers receive complete satisfaction.Marketing team should be able to establish that theinvestment coming from the moneyed section of societyshould be used in meeting social responsibility rather thanin boosting the profit alone. There will have to be intensemarket research and promotional activities. The effortsconcerning marketing in community radio stations in Nepalare in initial phase. For example, while some radio stationsare found conducting programs to garner fund, others canbe found looking up to potential source for assistance.Similarly, still others are found taking recourse topartnership while still others look for sponsors to boostbudget. This suggests that a large number of radio stationsare barely afloat from financial assistance coming to themfrom their well-wishers. These community radio stationsare also found competing among themselves in theadvertisement market to a certain extent. Going by this,community radio stations are currently passing through aphase when much will depend on how they fare in themarket given their product.

those established under Company Act are defined ascommercial radio stations.Radio stations are left to garner their own operation fundeven if donors have funded them at the start up stage.Hence the question as to how can community radiostations become financially self-dependence is staring atthe promoters. Consequently the time has come when thecommunity radio stations should not only come up withattractive programs but also sell air time by arrangingsponsorship with a view to be financially sound. Thisincidentally is what is meant by marketing the air-time.The community radios will have to be guided along bybasic tenets of marketing just in the event they are aspiringto keep on making progress even as they becomeinstitutionally strong. But it is easier said than done in thecase of community radio stations. Central to the marketingof the radio is identification of those who are served inits wake. When it comes to radio, what is true is what wecall “buyers” and “consumers” may not be the same.Therefore what we must concede is there are two typesof “consumers” when talking about radio. While the firstserved is the listener, the second served is the sponsor.The first served cannot be expected to pay for listeningradio programs. While the second served who may be anadvertiser of sponsor can be expected to pay up but whatfollows is he may have some conditions and vestedinterest. This incidentally marks the beginning of thebiggest dilemma for radio stations. Citizens are sovereignwhen it comes to have access to information and freedomof expression. It is the first job of the radio stations tosecure freedom of expression and right to informationfor them. But radio depends on the sponsors for financialself-dependence. Hence it is imperative for radio stationsto come up with a desired marketing strategy whileshouldering its responsibility towards the people.However the marketing strategy of the community radios

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The core aspects of social marketing are ability to“produce” programs in tune with the demand, ability to“promote” the same in the market at the desired “place”and at the desired “price.” Achieving all this is a challengeby itself.The product offered by community radio per se is time.This product is processed and packaged, with programscontents ranging from those highlighting social priorities,and messages. Seemingly it appears that programs airedby community radios are none other than those directlyprocessed and packaged “products.”There are many strategies governing production. Productline is one of the many we know about. Much like consumermarket which produces products, a radio station tooproduces a variety of programs which are its products. Inthe context of community radio, the term “product line”denotes programs produced and aired by it, and theprocess involved. Community radios are also foundproducing programs after securing “production andbroadcasting cost” from other organization and agency.This, too, is one of the techniques of “line production.”Talking about its other form, the phenomena wherebysome organization produces the program and passes onthe same to the other to merely “broadcast” is also a“product” of its own nature. Under this arrangement, a

more successfully by working on the strength of marketanalysis, planning, and principles of control”. (Kotler,Philip and Gerald Zaltman, Social Marketing: AnApproach to Planned Social Change”, Journal ofMarketing, Vol.35, July 1971, pp.3-12).The collective marketing strategy of community radiostations can also be comprehensively developed followingthe broader frame of social marketing.

Four P’s and Four C’s

There are also examples of how the community radiostations have been trying to have access to potentialsponsors by switching over to what is a collectiveapproach. Things have come to such a stage whereby oneand all concerned have realized that much can be achievedin the marketing front by going in a collective way thansingly. The objectives and targets of community radiostations are similar.Evolving progressive culture favoring justice anddemocracy, working to promote language, literature, artand craft, identifying and promoting traditional wisdom,knowledge and skill, prioritizing the concerns and voiceof the backward communities across genders, evolving aculture of entrepreneurship by encouraging domesticindustry and market and ensuring the access of the peopleto what science has to offer while people are suitablyinformed have become the objectives of all the communityradio stations in Nepal.The need to forge ahead after switching over to collectiveapproach in marketing has become the need of the timesince the ground reality is one has to produce programsand also run them while a collective battle is waged toeffect a policy change leading to collective marketing. Thestrategy of collective marketing can be instrumental inpaving way for self-dependency. Much before the issuessurrounding marketing are described and analyzed, thisstrategic write up will shed light on main elements ofmarketing as craft.

Since the community radio stations are involved in socialtransformation, the marketing strategy too should havesocial marketing as its very basis. The concept of socialmarketing was propounded by Philip Kotler and GeraldZaltman in 1971. Kotler and Zaltman had in their thesisargued that the causes of social change can be advanced

Marketing Community Radio Stations

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“business” as “income.” This demands cross-subsidisationof program. Which is to say that “price” be fixed bybasing the same on certain factors. For example it can bedone after taking into account program slot, volume ofbusiness (substantial or insubstantial), certainty of business,and whether or not message carried by program is centeredon social transformation or not. It may be noted thatbroadcasting advertisement of certain product andbroadcasting program of certain organizations areimportant in two different ways altogether. Similarly,sponsors who go away after guaranteeing long-termbusiness, can be considered for offering special price.When talking even in the context of social marketing whatcan be a determinant is the reach of the community radiostations. In that case, the “price” can be high if thelisteners’ number is high. As to how far the radio reachescan be determined by technical capacity of radio and howpopular it is among the listeners.The term “promotion” indicates at a type ofcommunication that is adopted to attract others towardsone’s views, concepts and things. This explains why“promotion” should be construed to mean“communication” in marketing context. Community radioshould be involved in such a type of communication inwhich it can influence potential sponsors and advertiserswhile being in sync with campaign of social transformation.Looked at in this light, the strategy of collective marketingis all about “promoting” the image of the communityradio among listeners and sponsors. Said differently,community radio stations should be jointly able toreassure both listeners and sponsors by drawing theirattention at their reach, by highlighting as to why arecommunity radios different from commercial radios andby describing how community radios were committed towork in effective manner for social aggrandizement byworking to a commitment.

Taking decisions to market any “product” or a mix ofproducts — own or others’ programs and advertisements— is important from the perspective of the marketingstrategies. Regular market research and nature ofpackaging can be the guiding principles for the concernedradio. What should also be taken into account is themultiplier cost.“Price” is often considered as an important determinantin marketing. Theoretically “price” denotes time taken byprogram while going on air. Conversely, “price” can bedetermined by dividing total operation time (direct andindirect) by total radio time. But speaking in practicalterms, not all “product” generate equal amount of revenue.That is because community radios should not calculatetheir success based on “income” recorded through salesof products. The main determinant of successes andfailures should be whether one has come out successful inmeeting social obligations or not. One cannot simplycompare success with “amount” generated from

radio station merely broadcasts produced by others by sellingair-time. Adverts which attract customers are other types ofproducts. Under this arrangement, radio stations sell air-timeto advertisers.

Products Types of productsOwn program Sponsored/Unsponsored

Co-production Produced/aired for a price Airing others' program for a price

Advertisements Product promotion Image promotion Airing importance notices

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Market Penetration

should be the focus of the marketing strategies issomething that can be identified based on available“market” and the nature of one’s products/ programs.Going by what the marketing gurus have said, two conceptsshould be specially paid attention to after pushing forthone’s product and programs. Here while the first conceptis market penetration, the second is market development.

The concept of market penetration implies establishingone’s share in the market by mixing four elements likeproduct/program, with appropriate promotion anddesired place/time and at a right price before selling/airingthe service to customers/listeners. One can adopt variousmeasures to achieve it. One of the options is under-cuttingon prices, implying sell one’s service/product cheaper thanthe rest while making it available comfortably too. Theother measures could be conducting regular personalmeetings with customers, extending service in a customer-friendly mechanism that ensures convenience to customersand convincing the customers to effect a rise in the volumeof business with community radio et cetera could be theadditional moves. This is to say that one should see to itthat both the customers and community radio stationsexchange the service in a comfortable manner through adesirable mechanism that is customer-friendly. Another aspect that must be paid attention to while aproduct is being marketed is “market development.”“Market development” implies moving out into newmarket and/or reaching out to new customers in theexisting market. While it is not generally possible forcommunity radios to move into new physical areas formarket, but they can certainly attract those groups that arenot yet their customers.If we are to go back to history of community radio inNepal, there are instances of community radio stations

When talking in the backdrop of marketing, “place”indicates a point which attracts both sellers and buyers.When talking in the backdrop of community radio, theterm “place” would denote a mechanism that ensures syncbetween sponsors and advertisers. Looked at in this light,collective marketing could be the mechanism that couldwork with sponsors on behalf of community radiostations. What’s more, the mechanism could be a collectiveforum for sponsors as well. This will, among others, ruleout complications those that generally issue out of workingwith different radio stations singly.The elements, which are identified with the domain ofmarketing, are finding growing usage in the social sector.Those who are involved in this sector have been found tobe analyzing marketing in terms of (4 c’s): customer value,change, convenience and communication. Out of it,customer is given the prime importance. What this meansis customers be given quality service at right price. In thesame connection, point is made to effect timely andqualitative changes in products and programs. Thisexplains why the marketing staff should keep the customersapprised about the new and added features of his/herproducts, and what all changes have been effected to renderthem more useful. Moreover, the marketer should reassurethe customers that “(service) available is easily availed”by informing as to where and how the product/programcan be bought/and listened to. Marketers should be ableto win over the hearts of the customers by explaining themabout the program/product and to what extent the serviceand product can be important for them in the course ofconducting the campaign.

Focus Of MarketingThe task starts with the basic question of what should bethe focus of marketing efforts. This very task goes on tocreate the desired basis for marketing strategies. What

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launching a collective movement to defend their existencewhen crises had caught up with them. The communityradio stations should apply the momentum gained fromunity in the past to consolidate their financial standing.The people involved in community radio stations arealready of the belief that the solidarity among communityradio stations will be further reinforced if they can goahead united in consolidating their financial status. Thereis possibility of community radio stations gaininguniformity of purpose if they could be partners incollective marketing strategy amidst competition. If theycome out successful in this endeavor, what will also comeup is the ready “one window” mechanism to extendservice. That will be beneficial to both radio and customers.Just in the event community radio stations with diversebackground and spread out in different geographicalregions settle down for collective marketing strategy theywill be able to extend diverse service meeting diverseneeds in tune with the diverse demands. This is one of thestrengths of the concept of collective marketing.There are examples of how community radio stations havepicked up good experiences of collective marketingstrategies. Radio Sagarmatha 102.4 MHZ has on and offworked with sponsors as an informal representative ofcommunity radio stations stationed outside the capital. Ifthis arrangement is to be given a formal touch then theremust be an arrangement to ensure remuneration forworking as an representative agency. Otherwise there is apossibility of the “representative” agency evolving as a“lord and master” while other radio stations end up beingsubservient fully depending on their “representative.”Hence the aspect which must be taken into account whiledrawing up the strategy for collective marketing strategyfor community radio stations is no community radio stationdepends solely on the other even as no one has to considerthe other as superior to it.

Given the need and challenge in the path of stability,situation is such that community radio stations are readyto join the collective marketing strategy bandwagon.Looking into it from the viewpoint of target andgeographical distribution, radio stations and theircustomers are not only far afar physically but also thinkdifferently. There is a lack of formal mechanism amongthe community radio stations that can be instrumental ingenerating resources functioning well within the contoursof social responsibility.Often, sponsors are concentrated in Kathmandu. Talkingabout community radio stations stationed outside thecapital and that too which are relatively new the task ofestablishing contacts with sponsors and advertisingagencies is relatively tough and expensive undertaking incomparison. It is not only the case of advertisers beingrestricted to the capital; it is the case of businessestablishment outside the capital looking to enter intoagreement with advertising agencies in the capital or intheir region. It has been found that the radio stations withlimited reach have comparatively less capacity to attractcommercial advertisers. This explains why the privatesector media agencies (advertisement agencies, forexample) have been found to be taking advantage of it.This is to say that agencies involved prepare publicitymaterials required for diverse purpose, have thatdisseminated through radio at much lower rate, whilereaping huge profit in its wake. If the community radiostations do not do something or the other in a joint manneranomalies like these could spill unto the last. This is achallenge for community radio in general. This is also ameans to generate resources to provide satisfactory serviceto potential customers. Quotable in this connection (seebox) are the joint initiatives coming from three commercialFM radio stations. The three FM radio stations had bracedup to work jointly inspired by the need to strike outsolidarity among them for collective marketing.

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The campaign undertaken by community radio has got todo with social transformation. The community radioshould consider it their responsibility when it comes toassist in produce/broadcast program which can beexpected to contribute towards social progress or thosewhich can contribute in empowerment of the masses. Whatthis means is they should come to an announced andcollective stance that the community radios should notaccept sponsored programs and advertisements regardlessof the nature of content. The community radio has beensuccessful in carving out distinct identify from commercialradios based on these distinctions. This incidentallyexplains why community radio must come up with directive

Social Marketing Strategy

Before the community radios adopt this strategy inpractical terms they should first of all conduct a latestanalysis of the market looking for what all opportunitieshave not yet been tapped as part of the bid to identifytheir market. Once the potential market has been identifiedwhat must be taken up next is the task of drawing up astrategy based on elements of marketing like production/program, desired promotion and desired place/time andright price and importance of customers, change,convenience and communication. The community radioscan undertake the following to achieve just this:

1. Improvement in programs2. Desired changes in program, presentation style and content3. Improvement in business style and condition of contract4. Commitment to the idea of serving in group and going to the customers in planned manner

principles outlining what should be acceptable and whatshould not be acceptable for it. The differences inherent incommunity and commercial radio can be outlined as below:

Distinction Between Social & Commercial Marketing

1. Believes in social improvement.2. Is accountable to the public.3. Performance is difficult to be measured.4. Often target controversial behaviors, with long term goals.5. Often choose high risk targets.6. Relationship is based on trust.

Social marketing manager

1. Believes in boosting profit2. Is privately accountable to the share holders3. Performance is measured in profit and market share4. Serves goods and services free from controversy and often has short term targets5. Choose accessible targets6. Relationship is often competitive.

Commercial marketing manager

Going by the concepts of social marketing, products canbe classified as salutary, desirable, pleasing and deficient.The table given below can be expected to be helpful inclassifying products from short-term and long termsatisfaction drawn from it. Community radio whichworks for social transformation cannot stop by notonly pleasing products. It should be able to offer salutaryproducts. Desirable programs give both high immediatesatisfaction and high long term benefits. Pleasing programsgive instant satisfaction but it casts damaging impact oncustomers/consumers in the long run. Salutary productsmay not be attractive but serve the interests of thecustomers/consumers in the long run But deficientprogram neither give any satisfaction to customers/consumers nor are desirable from in the long run.

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It is essential for community radios to decide in collectivemanner as to what kind of advertisements should beaccepted and what kind of advertisements should not beaccepted when it comes to air them. Advertisements ofsalutary and desirable products and services should beacceptable to community radio. The issue of whether ornot to accept advertisements of pleasing products orservices can land community radio in dilemma. That isbecause while advertisement of such products can oftenmean high profit but the product can have adverse impactin the long run. Given the complications involved, it isalways good for community radio stations to arrive at acollective marketing strategy after analyzing the issuesinvolved.

Immediate satisfaction

Lon

g-te

rm b

enef

it

Low High

Salutary products Desirable products

seat beltsrecyclingTkfbg

tasty andnutritious food

Deficient productswill not survive

Pleasing products

recreational drugscigarettes

High

Low 2Community Radio:

An Appraisal

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Positive Aspects & Impact: Rationale Behind Collective Marketing

How best to penetrate the market is the predominant question surrounding Nepalesecommunity radio stations. Unity is strength and this incidentally is inherent in the conceptof collective marketing. But marketing sets in competition when there are more thanone producers and service providers. This is a natural phenomenon too. Providersof service include commercial radio stations when talking about marketingamong community radio stations. Product is air time sold by radio stations. Here thequestion that comes up is why should the community radios settle down to collectivemarketing ?

"Collective marketing strategy" denotes a mechanism puttogether by community radio stations with a view to markettheir products and services in effective manner. Beside thiscommunity radio stations can go the collective market wayfor emotional and historical reasons.Since community radio stations are part of the selfsamesocial transformation campaign they are left to go togetheron most of the occasions. Marketing is one of them.Looking into it from historical perspectives, there areexamples of community radio coming together for self-defense when they had come under crisis. This explainswhy the community radios, which had gained strength fromthe unity struck in the past, should now make use of thatin empowering them in financial terms. The people behindcommunity radio stations have realized that communityradio stations could further consolidate themselves if theyswitch over to collective marketing strategies. The jointinitiatives could be instrumental in helping them stand thetest of time amid growing competition. If they adoptcollective marketing strategies, the community radioswould be in a better position to evolve a mechanism toextend service through "one window". That will be in thebest interest of radio stations and customers. Thecommunity radio stations which have their own

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Kathmandu but it is a situation in which business entitiessituated outside the capital too rely on regional orKathmandu based advertising agencies for making theiradvertisement deals. Moreover, radio stations with limitedreach are found stranded when it comes to attractadvertisers in comparison. This is playing in favor of theprivate sector media organizations like advertisingagencies. This is to say that organizations like these areoften known to arrange publicity materials oftendemanded by sponsors before getting the same

The three commercial radio stations Saptakoshi, Machhapuchhre and Synergy (SMS)saw the opportunity of working in a joint manner and went on to work to a collectivemarketing strategy three years ago. This resulted in the formation of SMS Network.The mechanism of the network has a board comprising of Executive Director ofthe stations which is assisted by a three person management team. While a minimumestablishment cost is borne by members stations, 10 percent of the income isearmarked for the operation of the network and the office which came to Rs. 1,00,000a month. The remainder of the income is shared equally by all radio stations (basedoutside the capital).

All member radio stations are handed out seal of the concerned member stations,letter head, program grid and a formal letter of appointment as representative. Thenetwork has come out successful in working to achieve collective marketingobjectives. The efforts have culminated in each radio station obtained as much asone/two lakh rupees a month. Noting the encouraging results, other radio stationsare excited to work to a collective strategy. the members of SMS say other radiostations can also join the network, because the market is unlimited and so is theprospect.

The operation cost tends to be lower if the efforts are centered on joint marketing.That is because the radio stations do not have to produce their own advertisementsand programs if working in unison with others. This also ensures cheaper service tothe customers involved.

SMS Network: A Success Story

quintessential features and are different since located asthey are in different geographical regions will be in aposition to extend service as demanded by customers ifthey switch over to collective marketing strategy. This willbe a strong aspect of collective marketing strategy.There are encouraging experiences shown up by instancesof community radio stations embarking on collectivemarketing strategy in the past. Radio Sagarmatha 102.4has on and off worked on behalf of the community radiostations located outside the capital as their informalrepresentative when dealing with sponsors in Kathmandu.Just in the event this has to be given a formal shapeprovisions will have to be worked out to ensureremuneration for the representative. However if not muchthought is given before working out this, a situation canarrive whereby the "representative" may evolve as the"Master" while the rest end up as its dependents. Thisillustrates why the point must be made to ensure that noorganization depends on the other and that noorganization has to play second fiddle to the other whiledrawing up the collective marketing strategy forcommunity radio stations. Given the need for stability thereare instances of community radio getting ready forcollective marketing strategy. Given the geographicallocation and their objectives, the radio stations in questionsand their customers are far afar and also thinkingdifferently. What is lacking meanwhile among thecommunity radio stations is a formal mechanism togenerate resources, which can be done even after meetingsocial demands expected of the community radio stationsunder the circumstances. A large number of sponsors arebased in Kathmandu. Talking about new and upcomingradio stations outside the capital what is true is their accessto Kathmandu sponsors and advertisement agencies is notonly a difficult proposition but also expensive. It is notonly a situation of advertisers found concentrated to

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Apart from throwing up commercial benefits, collectivemarketing strategy also culminates in encouraging localcommunity radio station given the number of programs

produced as part of a partnershipof its own kind. This often throwsup opportunities to learn whilelocal community radio stationsadapt their programs accordingly,if need be. This shows howcollective marketing strategy oftenleads to learning opportunity forlocal radio stations.The collective partnership of socialorganizations is more often forlong term needs than any specificevent. Often, partnerships as thesebenefit the weaker link in the chainthan otherwise. Hence this couldbe in the interest of weaker and

struggling radio stations located in the far-off nooks andcorners of the country.Community radio stations have carved their own identityin Nepal. The listeners have meanwhile accepted the factthat community radio stations are meant for kicking offdebates on issues of social importance than air purelyentertainment based programs. One can impress a sectionof customers by stressing on this particular fact whileembarking on marketing campaign.

To enhance access to human andeconomic resourcesTo cut down the cost of establishingbusinessTo enhance access to new marketTo imbibe new knowledge and skillTo arrive with new identityTo reap mutual benefits from others'and own image

Why partnerships?

disseminated through radio and television at cheaper ratewhile they take a bigger cut. This can be expected tocontinue well into future if the community radio stationsdo not do anything about it. This is a challenge forcommunity radio stations. At the same time it can beconsidered as an opportunity to record an income afterproviding satisfactory service to customers. The collectiveinitiative (see box below) coming from three commercialFM stations could be inspirational in this context.

34 35

should accept and what kind of advertisements theyshould not accept in what is a lack of code of conductgoverning advertisements. This has set in bigger confusionand ambiguity. Consequently there have been cases whencommunity radio stations have indulged in unhealthycompetition. This has been found to have createdunwanted bitterness among community radio stations.There is always a need to evolve a crystal clear mechanismto regulate the activities when more than one organizationscome together to achieve stated objectives. It can betantamount to create another "Master" if one ends upcreating a situation whereby other radio stations end upas "subordinates". The tradition in question is unhealthyone in itself and can dent the independence and autonomyof the remainder of the community radio stations. It couldentail huge costs even if one were to evolve a separatemechanism to embark on marketing drive. A large chunkof the money raised through collective marketing can bespent merely for the continued management of themechanism.While some community radio stations might be barelyoperating, a large number of them are running merely onthe commitment to keep them afloat. Given the conditionscommunity radio stations can have differing prioritiesunder collective marketing strategy. For some communityradio stations collective marketing can be a tool todemonstrate their strength and power while the same canbe a tool in self-perpetuation for some. Financially weakerentities can expect to sail out of crisis through collectivemarketing strategy. It can be a challenging task in the longrun when it comes to bring disparate entities together andkeep them so.All members can look for their share in profit earned outof collective marketing strategies. While some may not

There is no clear marketing strategy or plan of anycommunity radio so far. This is the biggest challenge forcommunity radio. The task of evolving a collectivemarketing strategy could be a tough undertaking giventhe lack of any marketing strategy so far. There is unanimityamong community radio on social responsibility though.But there is nothing clear when it comes elucidate theirposition vis-à-vis commercial perspective. Customers canbe said to have not yet found any difference acrosscommercial and community radio. Those which areidentifying themselves as community radio have not yetcome out clear on what kind of advertisements they

Weakness & Risks As Challenges

As argued above, the concept of collective marketing hasplenty of benefits. However it would be difficult topenetrate the market and stay there if the challenges arenot isolated and addressed accordingly. It is not very easyto strike an unity of purpose with others. The necessarymomentum to achieve the objectives is created only in theevent when the unity of purpose is achieved in ideal terms.

1. Volume of business of the organization2. Expertise of the organization3. Objectives and parameters of evaluation4. Value related differences of the organization

Differences based on under 1 and 2 will pave way for relationshipbased on power. That is to say that power could be misused underit. Differences based on 3 and 4 pave way for opportunism, settingin mutual suspicion.

Bones Of Contention

36 37

feel satisfied with the "income" so generated, it is alsopossible that they may not remain together if themanagement is not desirable. What will have to be doneto avoid this is the development of system that becomesinstrumental in distributing the income in equitablemanner. What is important than the rest of the things isthe system followed in sharing the earning. The systemadopted when distributing profit can be a complicatedone if there are community radios of differing reach inthe same area. Collective marketing strategy will have tolook into it in a very subtle manner and address themaccordingly.Often, community radio stations have demonstrated lackof desirable skill concerning marketing. Worse one cansay there is virtually no skill required when launching socialand collective marketing strategies. The earning recordedfrom collective marketing can result in all rounddissatisfaction if not sufficient attention is paid toweaknesses cited here and elsewhere.

3Desired Features & Strategies

37

38 39

Sense of belongingness among all partners and their control over the mechanism Local sway and national reach : A guaranteed

communication between the two. Desired equilibrium between the market and

program content. Regular market research Feeling of equity.

Elements Of Collective Marketing Strategy

While chasing the objectives of collective marketing community radio stations concernedwill have to fulfill certain conditions. Which is to say element of creativity, innovationand professionalism will have to be stressed following they follow a flexible approach.There should be provisions whereby any community radio station can join or walk outof the collective marketing strategy.

Desired Features Of Collective Marketing

What must to be clearly spelt out is what kind of markethas to be reached out under collective marketing and whatkind of market should be left out for individualcommunity radio stations. The strategy concerningcollective marketing has to be drawn up leaving room forcommunity radio stations with collective interests toembark on collective marketing drive if they feel the movecan pay off.The strategy of collective marketing should be shunnedif the same is to be undertaken by a single communityradio. That is because this will culminate in other radio

40 41

radio in Nepal is to change society by disseminatingdesired information.Financial independence comes only as the second objectivevis-à-vis the Nepalese community radio stations. Forcommunity radio stations, financial aspect is the firstobjective only as an input. Quite in contrast, it is the firstand last objective when talking about commercial radiostations.Much like the community radio stations, television andnewspapers can also claim that they are working for socialtransformation. Looked at from this perspective,newspapers, national radio, television channels andcommercial radio stations are competitors of thecommunity radio stations. The latter will have to positionthemselves in the market by disseminating clear messageas to what is the difference between their competitors andthem. A distinct image of community radio has to beworked out. Or else it would be difficult proposition toattract customers.The first strategy related to collective marketing is definingthe differences between community radio stations andcommercial radio stations, Radio Nepal, Nepal Television,television channels and the newspapers.Community radio stations have to carve out their distinctimage only after giving due thought to what are thedemands of the customers now and what could be theirdemands in the future. It is not necessary that customersagree with community radio stations, but what is true isthey must listen to what the customers have to say in theirbid to find out opportunities for them and their customers.This explains why it is desirable to disseminate thatcommunity radio stations are different from other media.One of the ways to do that could be grasping the uniqueadvantages of community radio and behaving accordingly.That has been outlined below:

Collective MarketingStrategy Strategy

No: 1Broadcasting and

producing messages thatunderline the

quintessential featuresof community radio after

informing the listenersand users about the factthat community radio isa better option available

than other media incomparison.

stations depending on a single radio station, thus fosteringa parasitic culture. Moreover, this can also set in negativetendencies whereby a certain radio station tends todominate the others. There should be an independentboard that represents all while there is a committee underit. This can be expected to culminate in a scenario in whichtrained management personnel are hired and things takencare of.

There is a need for identification of the right time andalso carrying out desired analysis before drawing up thecollective marketing strategies for community radiostations in Nepal. Meanwhile the collective marketingstrategies for community radio stations has been suggestedafter establishing main fundamental basis before takingup the same with people behind community radio stationsin Nepal.

Collective Marketing Strategies

In marketing parlance, positioning is all about carving outone’s distinct image and projecting it in the market. It isdeeply related to formulation of the marketing strategyand implementing it. It is the positioning which paves theway for the joint implementation of the desired strategies(target selection and choice of creative platform) afterputting the necessary data together. Ultimately, theintegrated and coordinated strategic remedies will playan important role something that leads to theestablishment of a good image in the market segment soidentified.Community radio stations have been established in Nepalwith the long-term objective of effecting socialtransformation. The main objective of the community

Positioning

42 43

targeted listeners if aired on community radio incomparison.The identification of the features cited in the last sectioncan throw up four possibilities and can help communityradio stations in four aspects:

1. Identification of potential clients It is easier toidentify the like-minded customers once one is clear aboutone’s objective

2. Convincing customers for business It is easier towin over the customers once one has clarified one’sposition and come up with positioning statement. Thishelps customers to prepare themselves to placeadvertisements.

3. Developing the product Community radio stationswhich are clear about format, content and compositionof their product alone know how to offer air time.

4. Formulating a joint policy The community radiostations can expect to draw up more than one policy onlyin the event when they have carved out their place in themarket. How should the relationship be between themarket and the community radio stations, how todetermine the price of the service rendered, on whatshould the production of products based, what are thedeterminers of the advertisements, what should be theethical code when serving the customers as a matter ofgeneral practices are the main policy related issues. Theradio that is clear about it can determine the policy fairlyquickly.

Scope Of Collective Marketing

The fact that collective marketing can be useful forcommunity radio stations has been reinforced earlier on.But it does not mean that community radio stations should

1. Local ElementCommunity radio stations are competent when it comesto beam out necessary local information. The productsprepared by community radio stations are enjoyed by largenumber of heterogeneous population at the same time.Community radio can achieve the objective of beamingthe message at the targeted body of listeners. Communityradio stations are quintessentially special in certain matter.This is useful to advertisers and sponsors. The capacitydemonstrated by community radio stations is missing innational television, newspapers and national radio.2. Cost-effectivenessCommunity radio stations are cost-effective in comparisongiven their advertisement rates. This attracts advertisers,sponsors and users towards community radio since themessage goes to targeted section of society in a costeffective way.3. PortabilityRadio is one of such media that can be tuned in while onemay be mobile or working. Since this is the feature of radio,the message can go out to the nook and corners of thecountry something which is not possible in the case oftelevision and newspapers.4. No Lead TimeRadio can air the news as it breaks, regardless of whetherthere is a different program going on air at the time.Compare this with newspapers and television whichrequire certain lead time to come up with any new news.5. Greater ExposureResearches have found listeners to be more attentive whiletuned in to community radio than they are while listeningto commercial radio stations. The listeners of communityradio stations are found to be serious, responsible andthose who are in the decision-making positions. Thisincreases the possibility of the message going out to the

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(A) Leave options likelisteners raising fund tolocal radio.(B) Determine criteriaspelling out jointstandards, norms andprinciples that serve asguidelines whenaccepting or rejectingloose advertisements.(C) Try to go alongguided along bycollective marketingstrategy in bid to attractsponsors.

Collective MarketingStrategy 2

Independence And Autonomy As MantraLocal community radio stations could be left to foregowith their locally drawn up plan and strategy just in theevent there is selfsame collective marketing strategies atall places. Apart from this, they will be restricted fromtheir autonomy. This can often lead to a situation wherebylocal radio stations end up depending on others or feelingcontent with whatever they have. In the final analysis, boththe tendencies are detrimental for the development ofcommunity radio as a whole.

Diverse ResourceCommunity radio stations are known to mobilizeresources from a number of avenues. For example, theycan raise money through minor advertisements and fromschemes that involve listeners raising the fund. One shouldnot depend on collective marketing strategies to mop upresources in this manner.Another important aspect is how to draw up the collectivemarketing strategy after taking into account diversefeatures and aspirations of the community radio stations.The strategy can be implemented only in the event whenthe same is so drawn up that it addresses the differingfeatures and aspirations. What has been also found in thecourse of conducting study to draw up a collectivemarketing strategy is community radio stations with similargeographical basis can also draw up a supportingcollective marketing strategy if that can serve betterpurpose from the view point of sharing "income."

Income As BasisResources mopped up from listeners, local advertisementsand sponsors available locally are sources of income forcommunity radio stations. Activities like mopping upresources are activities that are best when undertaken singly.There is no need to go by the strategy of collective

do every thing else in a collective manner. The followinghas to be taken note of in this connection:

Local IssuesThe community radio stations are spread across thecountry. Many issues are of local nature. Illustratively, thesocial tensions, for example, which set in between higherand lower caste community is bound to erupt more inSiraha than in Kathmandu in comparison. This shows howthe issue of tension between higher caste and lower casteis bound to be more important for community radiostation based in Siraha than the one based in Kathmandu.

Regional Biases And OpportunitiesThere are regional biases evident in the country spreadout from east to west. For example, the issue of freedKamaiyas is of more interest in the five districts of theMid- and Far Western Regions than elsewhere. This canbe dismissed as a regional issue. That cannot be relevantfor community radio stations in the eastern part of thecountry. Since issues like these are natural happenings, whatfollows is one has to look into the issues involvedsurrounding organizations after classifying themaccordingly. For examples organizations like Action AidNepal and International Labor Organization (ILO) thatare working in the area of freed Kamaiya emancipationcan be interested in launching campaign in partnership withcommunity radio stations after striking a partnership.Similarly, since many towns across the country havedeveloped as regional hubs there are prospects of onereaping regional level opportunities on the strength of thecollective marketing strategy. Those community radiostations which are located in the periphery of the regionalbusiness and manufacturing hubs can expect to mobilizeresources by embarking on collective marketing campaignat the regional level.

46 47

and some of their customers appear to be collective. Forexample, messages concerning immunization of children,messages inspiring parents to register births, similarmessages aimed at encouraging school enrolment,messages which have got to do with fostering socialharmony and messages which encourage inclusiveness arecollective issues for community radio stations across thecountry. Similarly section of clientele and products couldbe in context only in the cases of certain community radiostations only. For example the issue of freed Kamaiyascould be of interests to community radio stations in Mid-and Far Western Region just as the taboo attached tomenses could be of interest to community radio stationsin hilly districts of the Far Western Region. Similarly, theissue of tourism can be of interest to community radiostations in Kathmandu, Chitwan, Pokhara, Solukhumbuand Rupandehi. The strategy of collective marketingshould be able to address the realities of the market andinterests of the community radio in a balanced manner.Community radio stations can have differing interest andcapacity in correspondingly differing issues. What thisindicates at is while community radio stations may be ableto work together on certain issues they may not be able todo so on other issues. This means the strategy thatenvisions that all community radio stations should be ableto work to a collective strategy is not very much practical.

A marketing strategy that expects to address differinginterests and scenario should be guided along by thefollowing tips:

1. Community radio stations from all over thecountry should work to a collective strategy oncollective concerns.

Community radio stationsand commercial radio sta-tions should work to collec-tive marketing strategieswhen they think they coulddo well if they work to acollective strategy.


Come up with andpursue a strategy that

is customized.

Collaborative MarketingStrategy 3

marketing. Community radio stations can learn the waysadopted by other community radio stations when itcomes to mopping up resources. But what they do bythemselves should not be incorporated as part ofcollective marketing strategy. There is no need forcommunity radio stations to evolve a collective strategyto attract miscellaneous advertisements. What is goodthing to see is miscellaneous advertisements are best ifthe community radio stations concerned mop them upat the local level. There will have to be different strategywhen it comes to attract miscellaneous advertisementsat the local level.There is another way when it comes to attractadvertisements by following collective marketing strategy.A large number of commercial houses award the job ofcarrying out publicity of their products to advertisingagencies in Kathmandu and other cities. It is these agenciesthat distribute advertisements to radio and other mediaorganizations. The strategy of collective marketing canbe of use in these kinds of situations. Conversely,advertisements can be distributed among communityradio stations after securing them from advertisingagencies. However the community radio stationsconcerned will have to be guided along by code ofconduct when it comes to the issue of what kind ofadvertisements should be accepted and what not.

Chasing Separate AgendaAll community radio stations need not work to collectivestrategy in the light of what transpired during interactionwith community radio stations, conditions surroundingcommunity radio stations, aspirations of customers andprinciples of marketing and from practical standpoint.That is to say that collective marketing strategy cannot beunitary in nature. Productions of community radio stations

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Mutual respect Mutual respect, reward and appreciationfor commendable efforts are a must when it comes toperpetuating partnership.Unity Risks and profit must be equally shared while eachpartner pursues the joint initiatives.Leverage through cooperation Big tasks can beaccomplished with relative ease when the wisdom andstrength of all involved is tapped.The tips enumerated above do not form an exhaustivelist. What has been enumerated is the basic minimumrequired. One can add to the list by inventing new tips.

Criteria Governing AdvertisementThe concept of collective marketing strategy is all aboutmobilization of resources. Community radio shouldhowever be choosy when it comes to tap the resources.Going by the accepted principles of community radiostations, they must accept and air only those messages thatcan be expected to contribute to social process. Thisexplains why it is important for community radio to ensurethat only desirable messages are accepted.

As mentioned in the preceding paragraphs, the marketingof radio stations implies securing sponsorships and

Honesty Inspire confidence in others and go by the rules.Transparency All aspects of transaction should be basedon facts. Openness of partners too should be deemed asbasic demand.Sincerity The strategy of collective marketing will besuccessful only in the event of a behavior free fromdeception. The act of coming together after assuming thatthey will be benefiting only if they work to collectiveobjective is the basis of a behavior which is free fromdeception.

Define and agree on theguiding principles of the

collective marketingstrategy by consulting

with member commu-nity radio stations.


Possibility of working with commercial radio stationsA large number of commercial radio stations haveprograms much like those of the community radio stationsif one were to scrutinize their program grid. A largenumber of commercial radio stations too aver that it isnot a good idea to undermine social responsibility.There are instances of the reach of the community radiostations and that of the commercial radio stations differingbetween them. That is to say that the social issues asreported by community radio stations and social issues asreported by commercial radio stations are not different innature. Given the scenario commercial and communityradio stations can work to a collective marketing strategydepending on similarities of interests on issues. This canbe a good opportunity for both the varieties.

Principles governing collective marketing strategyTo talk about collective marketing strategy in the contextof community radio in Nepal is to refer to a partnership.It is essential to agree to a collective set of principles ifone is aspiring to come out successful by adopting thecollective marketing strategy. The partnership struck willbe strong and long-lasting depending on to what extentthe partnership struck has benefited the partners involved.This appears to be important for community radio stationsin Nepal. That is because here no one is big or small inrelation to others. Abiding by the following principleswould go a long way in rendering the collective marketingstrategy a success:

2. Regional community radio stations should work toa collective strategy to achieve collective regionalissues.

3. Radio stations which share something between themcould work to a collective strategy.

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advertisements. Those offering sponsorship andadvertisements comprise government (central and local)agencies, development projects and programs, donoragencies, civil society and the private sector. Sponsorshipand advertisements tend to promote some underlying issue,a product, a cause, an issue or a theory. All these aremotivated by the objective of bringing about change inhuman behavior. Commercial radio stations are not foundto give a thought to the nature of the message once theyare paid for it. Compare this with community radio stationsthat must vet the message that comes to them inadvertisements and sponsorships.Community radio stations often land in soup when it comesto accepting advertisements from the private sector.According to the principles guiding the community radiostations, they cannot promote any "brand product". Butit is also the responsibility of the community radio toinform the people. There are instances when thecommunity radio stations have been left with no optionbut to promote such "brands." For example advertisementlike: please buy this particular biscuit from that particularshop has both element of information and persuasion.Here one is obliged to differentiate between what are"persuasive" and "information-oriented" materials. Thatis to argue that the independent "information-orientedmessage" merely informs. For example it gives the messagethat a particular biscuit is available in a particular shop.But it does not say that the particular biscuit is available ata particular shop. While an advertisement which borderson persuasion explicitly says "please contact the Nepalgunjbased Gupta Stores to buy Pashupati biscuit", literallyguiding the listeners to the shop with attached enticement.The word here is advertisement should be accepted onlyof "desirable" or "salutary" products and that too if theyare "information-oriented."

4Responsibility & Accountability

51

52 53

Responsibility & Accountability In Collective Marketing

The success and failure of the collective marketing strategy would be decided by whetheror not the operational terms and responsibilities of all involved have been clearly spelledout or not. The main objective of it is to create safeguards in the implementation of thecollective marketing strategy and to avert a possible breakdown of partnership. Whathas to be kept in mind is partnership is sustained by the faith that partners repose oneach other. The faith is based on the belief that collective marketing could be theinstrument of welfare of one and all. But the concepts and faith alone do not make allthe conditions. They have to be reinforced by continued honesty in action apart frommaintaining mutual self-respect and equality while the working environment is just whileone and all fulfill the responsibility entrusted on each under the arrangement.

It is a challenging task to keep the collective marketing strategy intact in the long run.Dissatisfaction that sets in among partners could render the collective marketing effortsas unsuccessful. The members who have come together could be disheartened if thecollective marketing strategy does not throw up the desired result. The sadness can setin when the expected resources have failed to be mobilized, when the stipulated principleshave been violated or proved to be discouraging or the behavior towards each otherhas failed to be of the desired order.

That is to say that the partnership can be strong and long-lasting only in the event whenthe involved partners have agreed on a path outlining the procedure to be adopted onimportant issues. This is to say that issues (pricing, rights of the members and regularreview of the collective marketing strategy) which will be important in the implementationstage must be clearly spelled. In practical terms, collective efforts tend to be guidedalong by agreements. But strategic efforts of collective marketing in community radioare guided along by partnership. It is better for community radio stations if such clarityis worked out by involved promoters themselves.

Effort has been made in the ensuing section to clarify on certain useful mechanism:

(a) Pricing The important determinant of the price is the cost price. The operationalcost of community radio stations differs. While some community radio stations are

54 55

Clear policy arrangementand mechanism must be

evolved after taking note ofthe following (a) provisionto give concession (both in

cost price and air time)when conducting businessnegotiations with sponsors

(b) remuneration foractivities undertaken in the

implementation ofcollective marketing

strategy --- reimbursementof the expenses incurredwhile on marketing stint,(c) concerning entrusting

the responsibility ofprogram production, (d)

concerning distribution ofsponsored air time and

amount among concernedcommunity radio stations,

(e) concerning informing allthe concerned about what

has been agreed withdifferent sponsors(transparency), (f)

maintaining the accountsand budgetary details, (g)concerning the function,responsibility and right ofthe partner community

radio stations, (h)concerning reconciling theconflict (among partners)

and (i) concerningmonitoring, review and

standardization of collectivemarketing strategy.


(b) Incentives There must be a provision to giveincentives when someone contributes to collectivemarketing. The reward can be monetary and non-monetary. So far no community radio has been foundawarding monetary incentives. When asked as to why hadsome other entity marketed the community radio inquestion the answer was "the marketing was done free ofcharge and that this can be expected to reinforce the bondbetween community radio stations." The officialsassociated with community radio stations who had comeinto touch in course of the study for this book were alsofound to be saying that the practice should continue further.It appears to be the right thing to do in short term, though.But it could invite danger for community radio stations ifit is allowed to continue in the long run since it couldhamper the continued unity. The issues which must betaken due note of are (a) unity and commitment emanatingfrom emotion are bound to weaken in the long run, (b)the one who is marketing all for free could someday acquirethe status of a "father figure" leading to superior-subordinate relationship, (c) anyone who is conductingmarketing for others can suffer loss himself.

(c) Outsourcing program production Collectivemarketing strategy has two components: programproduction and broadcasting. Production cost is often highand cannot be divided among all involved. The one whois entrusted with the responsibility of production alongwith the authority to mobilize the budget could findpartners are not satisfied with him in the long run. Thoseinvolved in it expressed the view that it cannot be a problemearly on. Again not all the community radio stations havethe capacity to produce programs just yet. Hence if anycommunity radio station is given the responsibility ofproduction, this could invite complication in the long runif other radio stations pick up competence in programproduction.

Accept welfareadvertisements and

advertisement of desirableproducts and services. But

make it a point tobroadcast the same only

after knocking awayelements of pampering/

fooling from the messagesso that what remains is the

information.


running at the cost of Rs. 100,000 per month others arespending Rs.200,000 per month to stay afloat. Meanwhilecommunity radio stations are found to be basing their coston cost price per unit. For example, factors like policyadopted, technical capacity and place of operation canbe taken into account. What is also a determinant is thecompetitionthrown up commercial broadcasters. If one is to go aheadas guided along by these factors, pricing will have to bebased on what has been established in the market. Thatalso means that different market could have differentpricing policy. The collective marketing strategy has beenfacing a crisis of its own just because no one can bringabout uniformity in pricing. Meanwhile it is much moredifficult to fix the price of advertisements than that ofsponsored programs. That is because price of sponsoredprograms can be worked out based on agreement and thebudget earmarked. But there is no such basis foradvertisements. It was found in the course of the researchthat many a community radio stations were chargingabysmally low rates while soliciting advertisements.Meanwhile three different ways have been adopted whensetting the price of sponsored programs. (1) Communityradios were found signing agreements based on programand budget earmarked, (2) a community radio station wasfound entering into a agreement with sponsor/s,producing a program and later claiming payment basedon air time, (3) a Non-Governmental Organization (NGO)or a company --- working as an intermediary --- was foundentering an agreement with the sponsors, producing aprogram and paying out peanuts to other community radiostations for broadcasting the same while taking a huge cut.The third option is considered as inadmissible. Butcommunity radio stations are compelled to go with thearrangement anyway.

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Retain the current practice invogue while sharing the

resources. That is to say thatthe resources must be sharedamong member community

radio stations in equalamounts. Simultaneously, theymust also keep on exploring a

systematic way to shareresources.

A strong mechanism should bebuilt up and consolidated for the

flow of information.Transparency should be

fostered in the context ofcollective marketing. What isgood thing to do is to link all

through computer connectivity.


The accounts maintained byany community radio should be

distinct from the books ofaccount of collective marketingstrategy. A suitable mechanism

should be identified for it.Additional need is to evolve a

suitable system, forms andguidelines before they arecirculated to all community

radio stations.


(e) Information Sharing Open communication linesand practice in which information is allowed to beexchanged freely and regularly has been considered asone of the winning strategies of collective marketing.That is to say every community radio stations shouldbe in the know about the program structure of othercommunity radio stations. Others must be informedabout pricing of miscellaneous advertisements (meantfor general air time, prime time and slack duration,amount generated by advertisements and the time slotbooked by concerned sponsors/advertisers at alltimes). Radio time is perishable and hence there shouldnot be lag time in the flow of information. Moreoverwhat is essential is transparency into transactions.

(f) Accounting & Fund Flow No matter how manycommunity radio stations may be involved in collectivemarketing strategy, customers are known for theirpreference for one-door service system when signingdeals, seeking information about the status of accountsand when extending and seeking services. A mechanismof this nature should be evolved to meet theaspirations of customers when embarking on collectivemarketing strategy for community radio stations. It isnot practical for any community radio station toundertake all this. That is because what is also involvedis the need to pay revenue and other forms of taxesthat must be paid to the government. Setting upseparate office is an expensive affair. There must alsobe a clear policy on how to release the fund and have itrouted to member community radio stations. Sinceaccounts and budget imply transaction of cash moneythere will have to be special safeguard for the securityof money.

(d) Sharing of resources What can emerge as a questionin itself is how to share the proceeds generated by theimplementation of the collective marketing strategy. Thisexplains why there should be a clear policy on how to sharethe proceeds. Currently community radio stations aresharing the proceeds equally something that is not a"scientific way to share it." Therefore there is a need tocome up with the formulaic approach to distribute theresources generated in equitable manner.

As a matter of principle, resources ought to be sharedbased on effectiveness of the community radio stations inquestion. Technically speaking, "geographical reach" and"popularity" among listeners are considered as enoughground to gauge effectiveness. Talking in the context ofcommunity radio stations in Nepal there is no clearindicator to gauge the effectiveness (owing to themountainous terrain which rules out radio frequencyreaching even the nearest village). What is also possible isall the radio stations operating from the same locationcan have overlapping reach. Looked at from other aspectwhat is also possible is effectiveness of a radio may declinein proportion to geographical reach. That is because thecommunity of listeners tends to become diverse inproportional to the wider reach of any particular radiostation something which demands variety in programsremoved from a policy of catering to the need of theparticular community of listeners spread out much closerby. It rules out the possibility of any radio catering to theneed of particular community something which againculminates in losing the devoted cluster of listenersaltogether. To sum up what has been discussed in thissection, what is true is it is difficult proposition to evolvea formulaic approach when it comes to sharing theresources.

(a) It would be better tostipulate minimum rate inthe case of advertisementsso there is a basis to reachan agreement, (b) switchover to the secondalternative cited in the caseof sponsors. That is to saythat any community radioenters a deal with sponsors,produces programs andpays other community radiostations after calculatingthe amount based onairtime.

Collective MarketingStrategy No 9

Have cash reward forcarrying out marketingdrive while consolidatingthe current system whichdoes not entail cashreward.


To arrive at a clear policyconcerning who should beentrusted the responsibility

to produce programs.While holding talks withsponsors point should bemade to reach consensus

on including local issues bychasing the agenda of

courting the local issues tothe extent possible.


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(I) Monitoring, review and quality control Regularmonitoring, review and quality control are importantpreconditions for the success of collective marketingstrategy. Things which must be paid attention in thiscontext are effectiveness of the strategy, inter-relationsamong achievement of the strategy and radio stationsinvolved in collective marketing strategy, and satisfactionof the customers.

Arrangement must be inplace at the very outset toensure that the communityradio stations involved in

collective marketing strategyget to ventilate their

dissatisfaction/differences atthe very outset while there

is a forum in this connectiontoo. What must also be

stipulated is who and howshould take up the task oftaking the issues raised in

that forum to its logicalconclusion.


(g) Roles, responsibilities and rights The success willdepend on to what extent the community radio stationshave been brought together and to what extent one is clearabout all that which one can do over and above what amember should of the collective marketing strategy shoulddo while having fully imbibed their duties, responsibilitiesand rights. Role and responsibilities can vary with overtime and situation. That is to say while one may at somepoint of time may be working as coordinator and signingdeals with customers, there may be time when one may bemerely a partner just looking forward to profit. Ifcommunity radio stations are not clear about theirresponsibility, duties and rights linked with collectivemarketing strategy, the same may set in suspicions while itmay so happen that one who has not contributed muchmay ask for profit. Similarly who gets how much and whodoes what in the context of collective marketing strategyshould be clearly spelt out and consensus reached in rightearnest.

(h) Handling disputes and dissatisfaction There shouldinvariably be a mechanism to sort out disputes anddissatisfactions that set in among partners. Given theexperience from the past disputes set in from three fronts:(1) from the achievements recorded from collective efforts,(2) from the procedure which should be adopted whileimplementing an idea, (3) from the behavior of thepartners. So far not many differences have cropped upfrom among partners when talking about partners incommunity radio stations in Nepal, but it is always goodto be cautious. A time may come when there may besudden explosion if minor disputes accumulated overtime. This explains why there should be a wing of thecollective marketing strategy that can address minordisputes in right earnest.


It would be better to haveroles and rights of all involved

in collective marketingstrategy of the community

radio stations mentioned in anagreement in succinct

manner. It would not serveany purpose if all the

members are not given anyorientation about the

agreement outlining theirroles responsibilities and

rights in a serious manner.

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5Implementation Mechanism

61

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Implementation Mechanism Of Collective Marketing Strategy

Collective marketing is a network of community radio stations which have evolved ahorizontal network based on equality. All the members of the network which are peersto each other should work towards achieving marketing objectives without harboringany prejudices towards each others. Since the relation among them is that of peers andpartners it would be counter-productive if any one among them tries to establish controlover others. This indicates that traditional system based on "control" cannot be expectedto suit the purpose. Mutual trust and relatively easy flow of information is the key.There should be independent, vibrant and self-disciplined people who have come togetherto achieve collective objectives. The following factors should be considered when itcomes to put a collective marketing strategy together.

It requires an effective mechanism to manage the collectivemarketing strategy. The interaction sessions withrepresentatives of community radio stations have thrownup mainly three types of mechanism. All the three havebeen discussed in the subsequent section:

A. Separate structure for every station

Under this mechanism, there should be a boardcomprising of representatives of the community radiostations with a management team under it. Themanagement team will take initiatives to operationalizethe strategy. The same team should institute regionalbranch offices. Outsourcing the management functions toan independent marketing agency or a private sector playercan be one of the additional options.

Management structure

Desired reforms must bepushed forth after an annual

review of strategy. Amechanism must be evolved

to find out whether theimplementation aspect hasbeen effective. The quality

aspect must be brought undercontrol by enhancing the

capacity of the communityradio station/s at regular

intervals.


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issues, another community radio Paryavaran Chakra, forexample, can be entrusted the responsibility of conductingmarketing on the strength of covering health and educationrelated issues, thus giving thematic finish to the mission.Another alternative is to allow certain community radiostation to take charge of marketing in areas where it cando well.

Under this arrangement, the investment that goes into themarketing efforts may appear justified given the volumeof profit since no extra staff may be required over theexisting number. But there are some inherent weaknessesin it, too. Under this arrangement, there are chances ofwhoever has been entrusted the responsibility ofrepresenting others turning into a "lord and master."Alternately, the stipulated community radio may not findtime and incentive in attending its additional duties despitebest efforts, leading to a situation whereby the task becomesonerous. Just in the event the responsibility is taken awaythe same could affect its relationship with the rest in thegroup, whittling away the feeling of collectiveness. Whilethis can be a better alternative than the previous one, itcannot, however, be considered as the best and satisfactoryone.

C. Additional role for proposed focal points

The regional and central focal points (service centers) setup by community radio stations under the assistance ofCommunity Radio Support Centre (CRSC)/NEFEJ andFree Voice the Netherlands have started functioning. Theirstructure has become clear by now. Under the arrangement,there shall be a board comprising representatives of theregional community radio stations that will be assisted by

Since all know and have seen this type of management it iseasy to understand and implement. Moreover the controlover the community radio is also ensured. But themanagement cost could be higher in comparison to incomeif this particular strategy is adopted. Hence there are lesserchances of community radio stations benefiting to a largerextent if they go by this strategy. Example of the positionof the marketing officer finally withdrawn has come tothe fore after a certain community radio station appointedone after learning that the exercise was not cost effective.The idea to appoint a contractor too does not appear tobe attractive since it is not possible to pay attractiveremuneration. If the intermediary agency of this type isallowed to strike bargains with community radio stationsthis would culminate in the former taking huge cut, theway it is happening. This shows it cannot be an appropriatealternative.

B. Pass on the responsibility to radio stationsthemselves

Under this alternative, community radio stationsthemselves are entrusted the responsibility of carrying outmarketing stint in certain areas. Any one community radioin Kathmandu and any one community radio from amongcommercial hubs (Biratnagar, Birgunj, Pokhara, Butwaland Nepalgunj) can function as nodal representatives incommunity marketing drive.

There can be different options of this alternative. If thereare two radio stations at any given place, each can be givendifferent type of responsibility. For example, while RadioSagarmatha which is in Kathmandu can be entrusted theresponsibility of conducting marketing stint buoying onthe goodwill generated by reporting political and social

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Principle of triage wasevolved by the French toidentify the injured duringthe time of Napoleon warwith a view to treat those

injured in the war. Which isto say that hospitals areovercrowded during thewar while the number ofthose injured fall under

three categories: (1) Thosewho cannot be saved at anycost (2) Those who can be

expected to survive evenwith any assistance and (3)

those injured who cansurvive only under

assistance. Which meansspecial attention must bepaid in attending thoseunder third category.


Given the issues involved, an agreement amongcommunity radio stations is a must to formalize thepartnership. The agreement so reached should havethe following elements:

Main objectives of the partnership;

Dos and don’ts governing partners in collectivemarketing

How should a partner present himself vis-a-viscommunity radio stations and sponsors

Role and responsibility of the partners

Duration/termination of partnership

Modality of budget and resource transfers

Update and review process

Can the name or logo of the partner be used whencommunicating under collective marketing strategy

Disclosure mechanism and conflict resolutionprocess

Opt-out terms, termination and exit strategy

As indicated above, the umbrella deal reached must becirculated among community radio stations for necessarysignature. The same umbrella agreement should clearlystipulate that one or more than one community radiostations can enter deals of partnership among them beforethey work to collective objectives. To extend this further,the deal should stipulate the fact that community radiostations can enter deals with commercial radio stationswhen it comes to work to their collective objectives.

focal stations as operation wing. Many participants duringthe course of the survey conducted before writing thisbook said that these focal centers could be entrusted withthe additional responsibility of conducting collectivemarketing.

Since the alternative is relatively free from weaknessesinherent in (A) and (B), it can be considered as the best ofall alternatives. Apart from ensuring participation of allconcerned, there will be no room for someone or the otheremerging as "the lord" since it will be functioning underthe current arrangement. But what cannot be said is thestaff working with focal points will have necessary skillcollective marketing.

Since the alternative in question is least infested withinherent weaknesses, it can be considered as the bestmechanism from among those analyzed earlier on. If thisis to be adopted as the mechanism, the central and regionalfocal points will have to co-ordinate in the implementationof the collective marketing strategy.

Adopting collective marketing

Settling in favor of collective marketing in formal manneris useful in the light of the following:

1. The involved community radio stations will be clearas to how much will come their way. They will beclear about the achievements of collective marketingand what are its merits and demerits. The communityradio stations will be able to implement the objectivesand plans only after they are clear about it all.

2. The community radio stations will be acquiringlegitimacy of embarking on marketing for others onlyafter there is a formal written document

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sponsor and the one who can be a sponsor given someefforts. This is not a right thing to happen.

The action planning aimed at increasing the number ofsponsors must be evolved only after taking note of thetwo principles cited here. Speaking in the light of theprinciple in this connection, an action plan must be basedon strategy that ensures maximum resources.

Management of collective marketing strategy

Even the perfectly planned collective marketing strategycan fail in the absence of the desired implementation ormanagement. Agreements and code of conduct, principlesand other conditions so cited play an important role inthe management of partnerships. A two-tiered mechanismappears desirable in the management of the collectivemarketing strategy. At the top is the board that plays animportant role in policy related issues, issues related tostrategy and new efforts. It is also called the steeringcommittee. This committee should define the need forpartnership with those which are not community radiostations as such. There should be a secretariat under thesteering committee at the operational level that implementsdecisions. Management mechanism so evolved shouldforge ahead in the implementation task after reachingspecial deals as required to foster collective marketingspirit. Secretariat of this nature should take up mainlythree tasks as below:

Decision taking process and legitimacy: Often, dealsreached are explicit in spelling out the decision-makingprocess and its legitimacy. If need be, they should be ableto define the same in conclusive manner.

Focal point All (customers, board, and secretariatmembers and other community radio stations) must be

Action Planning

The action planning starts after identifying what kind ofcollective marketing strategy is being chased. Certainprinciples can be taken as basis when formulating theaction plan. The principles evolved by Pareto and Triazcan be more useful when it comes to drawing up thecollective marketing strategy.

The principle of Pareto says that most organizations usuallygenerate "most" of the revenue from "very small" ofclients. That is to say they are known to earn 80 percent ofthe income from 20 percent of the customers. Paretoprinciple emphasizes the fact that the action plan must bedrawn up concentrating on the clients which fall in that 20percent. This is called as Principle of Pareto or "80-20".This principle can be taken as the basis of the marketingaction planning. That is to say that it would be wise toinvest in marketing drive targeted at those who are themain source of income. This underlines the importanceof evolution of processes and conditions which benefitthe customers who are the source of income.

A target group needs to be identified under conditionswhen this kind of scenario is not yet in place. The identifiedgroups can be transformed into sponsors only after theyare identified. How and who should be transformed intosponsors is something that can be achieved throughprinciple evolved by Triage.

Going by the Principle of Triage, customers can beclassified into three categories such as (1) customers whoare already sponsors, (2) those who cannot be sponsorsunder any circumstances and (3) those who can be sponsorsgiven the efforts. In practical terms, what has been foundis efforts are taken to retain the one who is already a

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periodic review of marketing strategies should bedeveloped as part of the institutional mechanism.

Capacity strengthening

Collective marketing is more than just marketing in thetraditional sense. Successfully marketing ones radio stationdoes not necessarily imply an individual can successfulmarket all community radio stations. This explains whythere should be efforts to strengthen the capacity. Thefollowing should be taken note of while trying to strengthenthe capacity:

Orientation sessions for the benefit of marketing staffon issues ranging from objectives, targets, guidingprinciples, strong points, weak points, opportunitiesand risks

On-job coaching and mentoring

Developing formats and necessary stationery to recordefforts

Meanwhile the need concerning enhancing competence canbe assessed by the competence demonstrated by any team.But the efforts concerning boosting the performance levelshould not be assessed based on competence of a singletarget group. Instead there should be regular efforts toenhance the strength of the collective marketing boardmembers, employees involved in marketing and incommunity radio stations. Following are the areas in whichcompetence must be enhanced:

Communication and negotiation skills

Skill to fight out and manage conflict

informed about who is the lead person and who shouldbe contacted in the absence of the lead person so named.

Reporting The secretariat must come up with regularabout the progress being recorded under the collectivemarketing strategy and forward it to the concernedauthority. The progress report should include physicalprogress report, procedural activities and financialstanding. There should be separate account that tabulatestransaction recorded under collective marketing. Thereport should incorporate the problems faced in the courseof dispensing the duty and fulfilling one’s responsibility,and lessons learned.

Communication It is important to keep customers andothers involved informed to ensure the best managementof collective marketing strategy. This explains why thesecretariat should come in contact regularly withcustomers, members and stakeholders. Websites can becrucial to keep all concerned informed. If the website isto be maintained, the same should be maintained under acentral mechanism.

Monitoring and evaluation Accountability, transparencyand good governance should be the cornerstone of effortsrelated to collective marketing. Monitoring and review isessential to know what is unfolding on issues at hand. Thisexplains why there should be monitoring tools. Actionplan, detailed action plan, basis of success and objectivescan be good tools in monitoring. Those who are involvedin monitoring should assess the progress based on toolslike objectives and activities undertaken as part of theimplementation process. Board and secretariat shouldenumerate the way the decision should be taken in futureafter analyzing the issues figuring in the monitoring andother periodic reports. The activities like regular and

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Conflict Management

Conflicts are bound to set in while one may be working tomeet collective objectives over a period of time. Thisexplains why conflict management is inalienable part ofcollective marketing management. Conflict managementmeans managing things by taking "precaution" at the outsetand "settlement" while it occurs. That is to say thatprecautionary means must be taken to ward off any conflictwhile at the same time the conflicts that set in are managedaccordingly. It is always good for all partners to know whatthey can do and what they cannot do. There can mainly bethree kinds of remedies to ward off conflict and are asfollows:

about them. This suggests that any one particular radiostation should have information about other radio stations.To say the very least, one should have information aboutprogram grid, listeners, special programs and air-timegoing rate. Or else it is impossible to market them.

Information on collective marketing

It is essential to be familiar with ground realitiessurrounding collective marketing if one expects to go forit. Or else it will be impossible to maintain certain standardof collective marketing while there may not be desiredtransparency apart from likelihood of duplication of jobsand everything playing out in just the opposite way. Thisrequires accomplishing the following:

Establish Intranet information system

Conduct periodic market research

Establish information generation system

Skill to market community radio stations

Skill concerning strategic management

The task of enhancing competence is not a one-timeformality. This has to be repeated depending on the need.

Information management

Information is power and popularity of community radiostations lies in it. Information which is not independentlyconfirmed leads to tension and throws up doubts.

There can be two aspects of information management inthe context of collective marketing of community radiostations: (A) Be abreast of what is happening in the marketand (B) inform the members involved in collectivemarketing about what is happening in the marketing front.The following provisions are deemed essential forinformation management.

Market information

Those involved in marketing should have informationrelated to preferences of potential customers, attitude,priorities, their relationship with media and their resources.What is also desirable in this connection is the interests ofthe listeners, their new preferences, the new issues whichhave reshaped the market and changing social preferences.Since the popularity of the community radio stations isdetermined by programs which are popular amonglisteners, it is always desirable to have up date informationabout programs which are particularly popular.

Exchange of information

When it comes to conduct collective marketing forcommunity radio stations one has to have information

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2. Educational remedies Deals legally reached establishcertain basic things as standard concerning "do’s" and"don’ts." Deal documents themselves do not guaranteecompliance to the rules mentioned in the deals. It sohappens that code of conduct is not adhered to due toignorance just as clauses of code of conduct are wronglyinterpreted as frequently as the same is violated altogether.The responsible persons must see to it that these weaknessesare minimized by conducting trainings ensuring stipulatedstandards are understood and adhered to while the positiveaspects related to it are also promoted.

3. Procedural remedies One cannot assume that conflictwill have no room under condition when there are clearand desired code of conduct, legal deals and toughregulation mentioned therein apart from the presence oftrained personnel. The system evolved to deal with conflictmust be clearly spelled out when it comes to keep thepartnership concerning collective marketing as intact andalso when it comes to ensure effective continuity of thesame. The following can lead to conflict:

What are the "don’t’s" associated with collective marketing?

What kind of policy concerning expending of resources will be inadmissible?

What kind of customers and customer groups should be dropped based on investment-effectiveness?

When to go by the principles of marketing and when to go to meet social objectives by prioritizing them?

Conclusion

The community radio stations are in possession of certainequipment and skill that they put to use at the command

1. Symbolic remedies

2. Educational remedies

3. Procedural remedies

1. Symbolic remedies The first thing that must be in placewhile implementing collective marketing strategy is to havethe code of conduct. The code of conduct must have thefollowing elements:

Community radio stations should refrain from undertakinganything that can be expected to dent the collectiveobjectives or anything that can set in conflict while theyrespect the concept of collective marketing and remaintrue to initial consensus;

The members of collective marketing should carry outtheir responsibilities in good faith;

The members of the collective marketing should carry outtheir tasks within the stipulated timeframe,

The members of the collective marketing should refrainfrom demanding anything from anyone in illegitimatemanner even as they refrain from wielding pressure onanyone and encourage anyone to wield such pressure onanyone or go for unlawful gain.

The members of the collective marketing should refrainfrom undertaking anything which is detrimental to othermembers or undertaking anything which benefits one orindulge in any wrongdoing or conspiracy,

The members involved in collective marketing shouldrefrain from indulging in unhealthy competition forpecuniary gain.

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The concept of collective marketing strategy is a mustwhen it comes to enhance the access of the relatively weakercommunity radio stations stationed outside the capital toresources The concept of collective marketing will haveto be given continuity in future if they are to be evolvedalong strong financial line. That is to say that collectivemarketing alone is suitable and dependable for communityradio stations. Looked at in this light what is essential iscollective marketing strategy as tool be evolved alongsystematic lines before the same is further institutionalized.The exercise of collective marketing is relevant under thegiven context when the need to generate resources andensure its desirable distribution is as burning as issue asthe need to evolve suitable strategies.

The main attraction why the community radio stations canbe expected to come together is the optimism that "therewill be definite financial gains." But along with this whathas to be paid attention is certain radio stations could bejoining up thinking that they may be entitled to some gaineven without putting in any efforts. While on one hand itthrows up opportunities to many a community radiostations at local level and thus encourages them to workon their own and in their own chosen ways when it comesto mobilize resources, on the other hand it fights outelement of laziness which sets in when one knows thatfinancial resources will come on its own under collectivemarketing arrangement. Given the analysis of the currentsituation what is suggested is the domain of collectivemarketing should not be expansive. Instead it should becentered on some collective issues and collectivecustomers. Moreover the community radio stationsshould keep the option of generating resources on theirown as additional option.

of the clients on agreed rent. This is to say that radiostations are involved in a profession of selling a certainkind of service that records economic gain by selling theservices. This incidentally is the importance of collectivemarketing that links them with potential customers. Thatis to say that marketing links radio with customers to thebenefit of the both. But community radio stations muchunlike commercial radio stations are guided along withthe objectives of contributing to social progress ratherthan working to achieve financial objectives of theorganizations. That is to reinforce the view that communityradio stations cannot be expected to go for collectivemarketing for the sake of it. The collective marketing fromthe perspective of community radio stations implies aspecial type of marketing that is deemed suitable toachieve social targets.

The community radio stations established in the wake of1990 have faced government intimidation and suppressionfrom time to time even as they had to fight for theircontinued existence. What came to the fore as theirstrength is the mutual unity that bound them together andthe support that came their way from the people. It isessential for community radio stations to buoy on publicsupport and mutual unity when it comes to record financialprogress since legal fight alone is not enough when itcomes to pull on. This incidentally forms subtle challengefor community radio stations. That is because it is essentialto come together to confront self-same risks before thereare policy changes in favor of community radio stationsfollowing united pressure for the same. The task of comingtogether to attain financial objectives is much moreinsurmountable. It does not take much time before therelationships are snapped if the financial transactions arenot managed professionally enough.

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6Templates Of Agreements

It is found in other nations that community radio stationsfunction smoothly by making use of volunteers, thuskeeping the operational cost low. But the nature ofcommunity radio is Nepal is different (while they retainsome element of commercial radio stations.) Some radiostations prefer to identify them as "popular/public radios"rather than community radio stations per se. They couldbe introducing themselves the way they are doing justbecause the operation cost is high and they themselveshave to arrange it. This is being seen as risk factor when itcomes to foresee the future of community radio stationsin Nepal. This explains why it is essential to look for waysthose than can contribute towards operation of communityradio stations at the lowest operational cost.

The community radio stations can survive only on thestrength of the diversity of programs and the popularitythey enjoy among the listeners. This explains whyproduction and broadcast of effective programs(presentation of issues in context in presentable style) isthe suitable strategy. But often a large number ofcommunity radio stations are found weak here. Many acommunity radio stations have no mechanism andresources to do well. There is no independent agency inNepal that could conduct a study that would in turn reflectthe views and opinions of the listeners about theeffectiveness of the program. As of now what serves asthe basis of the programs is the telephone calls and lettersreceived from listeners in the form of suggestion or advice.This can at best be considered as the indication of thepreferences of the listeners coming by way of a survey ofits own kind. Given the context collective marketingstrategy alone may not serve the purpose when it comesto impart stability to community radio stations.

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Messrs…………………….

……………………………

Pursuant to the modular agreement reached between…………………………. (name of the community radiostation) and …………………………… (identify thecommunity radio) authorization is hereby issued to…………………. (identify the community radio) to conductmarketing activities for ……………………. (identify thecommunity radio). It is deemed that you will conduct themarketing activities adhering to the provision of the modularagreement and conditions outlined below.

LETTERHEAD

Date:……………….

Sub: Authorisation

-------------------

Station Manager

1. We shall have to be informed about any marketing dealsreached on behalf of us within seven days

2. Payment received from marketing and its extension shallbe paid out to us

3. Other conditions shall be adopted as required, if any.

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1. Frequency Modulation (FM) radio stations(identified and community radio stations)established under the governing law will conductcollaborative marketing adhering to this agreement

(NB: Here the term collaborative marketing shallimply the task whereby the community radiostations take their products to the market or thecustomers in collaborative manner.)

2. Community radio stations shall adhering tostipulation 1 protect their share after promotingtheir product in the desired manner and selling thesame at the right price and right place whileproviding the service extended by community radiostations.

3. While embarking on collaborative marketing asmentioned in this deal, the community radiostations shall pay attention to the geographical area

Templates of the umbrellaagreement suggested for

We the undersigned official representatives of theundersigned community radio stations have reached thisumbrella agreement with the objective of conductingcollaborative marketing for community radio stationsadhering to the following conditions and restrictions.

community radio stationsfor collaborative marketing

Conditions and restrictions:

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stations shall as demanded by the agreement workas the representatives of the others between them.

7. Radio stations functioning as under stipulation 6shall be entitled to definite percentage ascommission or remuneration calculated on theproceeds in lieu of the service provided in thecapacity of the representative of the communityradio station in question. Concerned communityradio stations shall fix such commission andremuneration.

8. There shall be Collaborative Marketing Councilformed as part of the collective mechanismcomprising representative of each and everycommunity radio stations with a view to implementthe collaborative marketing strategy under thisagreement.

9. The council in question shall draw up the conditionsrelated to collaborative marketing understipulation 8 even as it shall also draw up andenforce the code of conduct for community radiostations.

10. The conditions drawn up under stipulation 9 shallbe deemed as integral part of the agreement andshall go into enforcement accordingly

11. Any community radio station shall be in a positionto pass on the experience they have gained relatedto technology and collaborative marketing locallyto other community radio stations.

12. Going by this agreement, the community radiostations shall be determining the tasks,

of the market and extension among customers inthe said regions. The community radio stations shallundertake the following to achieve the same:

(A)The community radio stations should bring aboutimprovement in the quality of the program,

(B) The structure of the programs broadcast bycommunity radio stations, the inherent admixture,and broadcasting style must be improved overtime

(C) In tune with the principles of marketing, thereshould be improvement in the way the business isconducted while conditions and restrictions areimproved over time.

(D) Customers must be extended collaborative serviceand if need be presentation be made in front ofcustomers after thorough preparation in a plannedway,

4. Community radio stations shall enforce the desireddirectives related to the programs carried by themand the conditions attached to them as part of theeffort to present themselves as distinct fromcommercial radio stations while such principlesshall be deemed as inalienable part of thisagreement.

5.Community radio stations shall under this agreement adopt a policy of encouraging others to provide collaborative marketing services through one- window as far as possible.

6. While extending their services or embarking on collaborative marketing the community radio

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third party that is not involved in the conflict aspart of the mediation efforts. The solutionpresented by the mediation team shall beadmissible to the contending parties.

17. The community radio stations shall be free to founda separate body after conducting an evaluation ofthe collaborative marketing and its strategy andthe experience gained from it.

Official signatories

1. Name of the community radio stations: Name

2. Radio and official representative : Name

3.

4.

5.

responsibility and rights of the community radiostations enjoyed in the course of conducting thecollaborative marketing by discussing the sameamong them. The rights, responsibilities and tasksso arrived at shall be deemed to have been arrivedat under this agreement.

13. Under this agreement every community radiostations shall open and operate separate accountfor the income generated through collaborativemarketing. …… percent of the net profit fromthe income generated by community radio stationsin questions after extending services shall beearmarked for the extension of the network ofthe council envisioned in stipulation 8.

14. Regardless of what has been mentioned in thisagreement concerning collaborative marketing, itwill not be creating any hurdles in the path if anycommunity radio station wants to extend definiteservices singly.

15. The representative/s of any community radiostations who has/have not signed this agreementwhile it was being signed shall be signing thisagreement in future and the conditions ofagreement and restrictions shall be applicable tothe concerned community radio stations from theday the agreement is signed.

16. The differences that surface among the concernedsides in the course of conducting collaborativemarketing shall be resolved through talks andconsensus among concerned sides. Just in the eventany issue remains unresolved ever after 45 days,efforts to sort out the same shall be undertaken by

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TEMPLATE OF THE DRAFT OFTHE MODULAR AGREEMENT

FOR COMMUNITY RADIOSTATIONS

1. All the community radio stations party to thisagreement shall as guided along by collaborativemarketing strategy manage, make use of andexplore the market while purveying their servicesto the customers.

2. Going by stipulation 1 every community radiostations that are party to this agreement shall workas the principal and agent of each others.

3. While embarking on collaborative marketing underthis agreement a community radio station shallrefrain from casting adverse impact on the marketextension of the other community radio stations.

4. While embarking on collaborative marketing underthis agreement a community radio station shallrefrain from casting adverse impact on the marketextension of the other community radio stations.

5. Every community radio station shall be entitled to…….. percent on the income recorded from

We the undersigned representatives of the undersignedcommunity radio stations have signed this modularagreement for collaborative marketing adhering theconditions and restrictions inherent in it.

Conditions and restrictions

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Radio Publications of CRSC/NEFEJ

Samaj Paribartan Ka Lagi Samudayik Radio (2000) (Community Radio For Social Transformation)

Samudayik Radio Prasaran Nirdeshika (2001) Community Radio Broadcasting Guideline

Radio Bachan (2002) Radio Pledge

Nepalma Samudayik Radio (2002) Community Radio In Nepal

Samudayik Prasaran : Prastavit Kanun Tatha Sarvochha Adalatka Failsala (2002) Draft Laws On Community Broadcasting And Vedicts of Supreme Court

Radio Karyakram (2003) Radio Program

Nepalma Samudayik Radio Itibritanta (2004) Profile Of Community Radio In Nepal

Samudayik Radio : Samasya Ra Samadhan (2004) Community Radio In Nepal : Problems and Solutions

Samudayik Radio : Rananitik Yojana Tarjuma Nirdeshika (2004) Community Radio Strategic Planning Manual

Samudayik Radio : Samuhik Bajarikaran Rananiti (2006) Community Radio Collective Marketing Strategy

A Proposed Bill on Community and Non-Commercial Broadcasting (2002)

Community Radio Strategic Planning Manual 2008 (First English edition )

Radio Directory (2004)

marketing as remuneration for conductingmarketing for other community radio station underthis agreement.

6. Every community radio stations that embark oncollaborative marketing based on mutualconsensus shall be earmarking -……….. percentof the amount received against service renderedto fund the activities of the marketing extensionnetwork.

7. Managing director, executive director and chiefexecutive officer of every community radiostations that are party to the agreement shall forman management team to operate the network asenvisioned under stipulation 6 while there shall benecessary number of staff under the same.

18. Just in case differences surface among communityradio stations that are signatory to this agreementin the course of its implementation the same shallbe sorted out by talks among concerned sides. Justin the event any issue remains unresolved ever after45 days, efforts to sort out the same shall beundertaken by third party approved by both thecontending sides. The solution presented by themediation team shall be admissible to thecontending parties.

(Official representatives of the community radio stations partyto the agreement.)

Signatures

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