Hispanic's Bright Horizon - January 3, 2011
Radio Ink -- With every new year come projections and predictions. For the Hispanic segment of the radio
industry , there’s particular interest in the 2010
census data, which will update counts for Hispanic
and Latino populations.
Davidson Media Group Chairman Sanjay Sanghoee
and CEO Felix Perez believe those numbers, along with
other key factors, point to a strong future for Hispanic
radio. They shared some of their thoughts with me.
Can you give us an overview of where Hispanic
radio is today?
Hispanic radio has outpaced the general market in terms of both recovery and growth
prospects. While there is still skepticism about
radio overall, the growth characteristics of the
Hispanic market are impressive. According to the
Census Bureau, the Hispanic population contributed 39 percent of the nation’ s population
growth from 2000 to 2010 and is expected to
contribute 45 percent from 2010 to 2030 and 60
percent from 2030 to 2050. Not only has radio
proved to be an unusually resilient medium, but
it is thriving in the Hispanic demographic.
What factors are contributing to Hispanic
radio’s success?
Hispanic people have a strong sense of local and community involvement, and of their Latin culture. They
treasure their roots while striving to acculturate into
mainstream America. That’ s great in itself, but from a
marketing standpoint, it’ s also a boon to radio and to
advertisers willing to learn.
We get involved with the local community and address
their needs and concerns while providing entertainment.
This formula has been very successful and helped us
weather recent storms better than larger Spanish-language
groups, which may have to focus efforts elsewhere. Our
focus on local communities has also helped us to build loyalty , which is rare in today’ s media world.
What challenges have you faced in the past
few years?
Davidson Media Group was not immune to the downturn in the advertising market, declining valuations, and
other broad economic challenges. We also confronted difficulty in receivables as advertisers and brokers struggled
to pay us. Through careful revaluation and streamlining
processes, we were able to turn the corner.
We brought in new personnel to help us identify blind
spots in our collections process, improve cash tracking, and
institute new policies to reflect the times in which we live.
We were able to turn the company around and put it on a
stronger financial and operational footing. It was a team
effort at all levels, from corporate to local stations.
How can Hispanic radio take better advantage
of the Internet?
The primary reason radio groups face such a challenge
in working with new media in the Hispanic space is a lack
of understanding of how Hispanics think and work. Our
plan is to take the model we have employed in radio and
apply it online, starting from the ground up and serving our
communities. The idea is not
to reach people via one big
one-size-fits-all laser , but
with a hundred small lasers
targeted specifically at local
populations.
Digital platforms are a
vital tool in reaching Hispanics today. Internet usage
is comparable among Hispanics and non-Hispanics,
and mobile usage is actually
higher among Hispanics. According to
Marketwire:
- 54.2 percent of Hispanics visit Facebook, compared to 43 percent of non-Hispanics.
- Hulu is more popular among Hispanics (15.2 percent) than non-minorities (8 percent).
- Hispanics are more likely than any other group (51.2 percent) to do Internet research before a purchase.
What trends do you see in the market for
Hispanic radio from an M&A standpoint?
Different mid-market groups have had different
degrees of success, but we feel that the market is ripe for
consolidation. Valuations are finally at levels where buyers and sellers can meet at a reasonable place, and the
growth potential is high. There is still some disconnect,
but we believe that will disappear quickly once the census results come in and everyone is forced to take note of
an underserved demographic.
Multiples for Hispanic stations could very well lead the
pack at six to eight times BCF. Our own efforts have been
focused on shedding non-core markets and focusing harder
on our top markets, but we continue to explore all types of
partnerships or strategic alternatives that can benefit us.
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