What Makes a Good Radio Remote: Factors Leading to Perceived Cost-Effective and Well-Received On-Site Radio Promotional Sales Events.

Radio has often been considered one of the most personal media. Because of its power to befriend, it is viewed by advertisers as an indispensable bridge between businesses and consumers (Vaccaro, 1996). The term "promotion" broadly refers to activities associated with that function. According to Warner & Buchman (1993), the purpose of promotion is "to create excitement and increased awareness for a product or service and to get consumers involved with a product" (p.261). A common radio station promotional activity is the scheduling of what are referred to as radio remotes, or simply, remotes.

The remote is often used to encourage people to go to a business. Remotes are typically contracted and arranged through the sales department, set up with the help of engineering, and executed and performed by staff from the programming department. Therefore, the remote represents an activity that brings virtually all aspects of a radio station staff together. In practice, a radio remote entails radio station staff personally going to the business site for a set amount of time, and performing in an agreed upon manner. The station personnel may go on the air to discuss the business, make pitches for listeners to visit the business, and include various prizes and/or giveaway items to those listeners who show up.

Retailers and media buyers often request radio stations to include a "remote" broadcast as part of an advertising schedule. Many stations offer a remote with marketing proposals as a promotional tool. According to the Radio Advertising Bureau (RAB), radio has "the ability to create custom traffic-building vehicles such as remote broadcasts, consumer contests, and special events that result, not only in more shoppers, but also more sales" (Ad Answers, p.7). Local retailers expect a remote to generate traffic and increase sales from a pool of station listeners.

There are two broad categories of radio remotes, but both may accomplish the same goals. The sales remote is commonly scheduled with businesses and is primarily aimed at generating revenue for the client. The primary goal of a promotional remote is to generate traffic and interest in the radio station and its sponsors. Promotional remotes are common to holiday celebrations, parties, and non profit organizations. It is important to note that there is tremendous overlap in the goals and practices of these remotes. Sales remotes may also generate traffic and interest, and promotional remotes may also feature sales opportunities that generate revenue.

The radio remote has been a staple of local radio sales efforts for a number of years, but seems to have so far escaped scientific scrutiny. Renn-Scanlan (1998) compiled a listing of 42 radio-related theses and dissertations from 1995 to 1997, and although each one investigated an important aspect of radio, none of them included discussion of the radio remote. A similar search of related textbooks finds only the briefest mentions of remotes (primarily as part of a list of "added value" one can get from radio advertising). One textbook (Radio Station Operations, by O'Donnell, Hausman, & Benoit, 1989) offers this account:

Promotional remotes not only are often part of a direct-sales campaign but

also are used strictly for promotion. Remotes combine on-air

promotion--bolstering the station's image in the minds of listeners--with

off-air promotion--being visible to people attending the event where the

remote is located. Promotional remotes often are staged at fairs and public

service events. Be aware that remotes take much work and involve frequent

technical problems. (p.215).

Despite the absence of scholarly work on the radio remote, it should be considered for study because it is perhaps the only activity where the audience, the radio station staff, and the business client are all physically together, in one place, at one time. This unique aspect of radio deserves consideration because it applies to the study of audiences, programming, management, sales, marketing, promotion, and even engineering. These relationships between the business, the radio station, and the audience neatly fit into the model proposed a generation ago by Westley & MacLean (1957). Message senders (businesses) use radio to reach their target audience. To keep the system in relative balance, both the business and the radio station need feedback from receivers (the audience) as a self-righting mechanism. The remote fulfills the role of feedback loop for both the business and the radio station.

This suggests that the radio remote may provide a clearer picture of audience and business perceptions of radio. McQuail (1997) suggests that institutional forms of feedback may be inadequate because their structured nature may be intimidating to audience members, making them reluctant to express their views and feelings. In addition, Webster & Phalen (1997) suggest that, to best understand audience members (individuals), one should observe them as they experience media in a cultural context. The radio remote is an ideal mechanism for studying audiences because it is a relatively relaxed group activity which invites direct audience feedback--a place where they can meet the staff as well as sample the retailer's wares.

Therefore, studying the radio remote helps us understand the role radio stations play in modern society. The remote is an event that actively links radio station operations to both retailers and the audience. It is perhaps the one activity where the station, the audience, and business clients actually all come together and meet face-to-face. The role of the remote--as well as how it is perceived by audiences, radio stations, and business clients--must be investigated in order to better understand those conditions that result in successful radio remotes.

Research Questions

This study proposed to collect and examine the perceptions of radio's three most important constituents regarding the radio remote event. These are (1) the stations' personnel that execute and use the remote as a marketing tool; (2) the businesses that often request the remote in addition to an advertising schedule; and (3) the listeners who are active enough or ego-involved enough to attend the remote in person.

The research questions sought to identify dominant perceptions of remotes as well as to obtain specific information regarding practices.

a. What types of features are common to radio station remotes?

b. How does a client determine whether a remote has been successful?

c. How does a radio station determine whether a remote has been successful?

d. What perceptions about successful remotes are shared by the client and the station?

e. What type of person attends the radio remote?

f. What factors result in the person attending the remote?

Method

As a first look into radio station remote broadcasts, this study brought a variety of exploratory methods to the analysis of the effectiveness of radio remotes, rather than relying on what might be used in more typical social science research. For the key radio station and business components, a structured interview was used rather than the more standard fixed response survey format. Structured interviewing is designed to allow for greater input from respondents and to allow the further exploration and development of raised issues and comments. Structured interviewing also generally permits the gathering of more complete information and a fuller "picture" of the phenomenon under study than is permitted by more traditional survey techniques. We also sought to use a form of ethnographic research by going to a range of radio remote broadcasts, observing events and talking to people. Traditional survey techniques were used with audience members, but field researchers also talked more informally with radio station personnel at the event, and with the businesses involved. From this variety of methods we sought to examine attitudes about radio remotes and the effectiveness thereof from a number of perspectives: Station management, station personnel at the events, businesses using remotes, audience members/customers at remotes, and from our own observation of live radio remotes.

The exploratory nature of this study suggested the use of a stratified convenience sample of markets, rather than the more traditional random sample. This led to the selection of one large, two medium, and two small markets for study. There were three reasons for this decision. First, this was conceived as an exploratory study that sought to identify factors influencing the use and effectiveness of radio station remotes. Therefore, the focus was on the events themselves, rather than on a need to extrapolate results to a larger population of markets. Second, time and monetary constraints limited the ability of the researchers to examine a large number of geographically diverse markets or a random selection of radio remotes, much less randomly select from the population at large to find radio remote patrons. Therefore, the choice was made to visit as many radio remotes in as many markets as possible during the time allotted. Finally, the choice of markets was guided by the contacts that members of the research team had in the selected markets. Because of the sensitive nature of station-client sales relationships, it was believed that contact made by someone familiar with that market would improve the likelihood of station cooperation. Station cooperation would facilitate data collection from business clients.

Based on these concerns, and the desire to examine a somewhat diverse range of markets, five markets were selected for detailed examination: Atlanta GA, Chattanooga TN, Knoxville TN, Lubbock TX, and Myrtle Beach SC. A sixth market (Johnson City TN) was used to pre-test the surveys and structured interviewing process. Atlanta was chosen to represent a large market, while Knoxville and Chattanooga were selected to represent medium-sized markets. One additional factor behind the selection of Chattanooga was the presence of a dominant station in that market. Two smaller markets with special characteristics were also selected. Lubbock TX was selected as a smaller market with two distinguishing characteristics. First, it was outside the general southeast region where the rest of the markets were located. Second, it is a fairly isolated, yet strongly competitive, market. The final market selected was Myrtle Beach, SC. This small market is a seasonal resort market, with an arguably strong need for both station and business promotion to attract a large transient population.

Because of the small number of markets selected, all radio stations licensed to that market in the most recent Broadcasting and Cable Yearbook were contacted and solicited for cooperation. In addition, it was considered important to obtain information regarding attitudes toward remotes from stations which did not do live remotes as well as stations which did offer remote broadcasts as part of sales and promotional packages. General managers, sales managers, and promotion managers at each station were surveyed about their attitudes toward radio station remotes and what made them effective. Station managers were also requested for help in identifying firms and businesses that used radio remotes. These, in turn, would be surveyed about attitudes toward radio remote broadcasts and their effectiveness.

Pretest

Once markets had been selected, the surveys and procedures were pre-tested in Johnson City, a nearby small market. First, radio station personnel were contacted and interviewed over the phone on their use of radio remote broadcasts and their opinions as to their effectiveness. The structured interview method was used; a series of guide questions and traditional closed-response survey questions were used with open-ended questions and opportunities for the respondent to elaborate on their responses. During the pretest of this instrument, it was found that the targeted station managers' time constraints made completion of telephone interviews sometimes problematic. As a result, the survey methodology was expanded to include in-person interviews scheduled for the research team's visits to the markets, and/or the sending (by fax) of the survey instrument form, having the instrument completed at the respondent's leisure, and faxed back. While the "fax-back" format did limit the ability to explore and/or prompt certain responses, it significantly increased the response rates for station personnel. Experience with the initial surveys suggested the need for some clarification of wording, and the addition of a few categories to some of the response choices.

Second, in conjunction with the initial station contacts, information on upcoming remotes and business clients for remotes was solicited. Using this information, members of the research team scheduled visits to each market to meet with station personnel and attend remote broadcasts. Businesses hosting the remotes were contacted in order to obtain their permission to observe the remote event, and to survey people attending the event. The research team also offered to share the results of that site's audience survey with the business. Where such permission was granted, several members of the research team visited the remote event. When arriving at the event site, they introduced themselves to the remote clients and the radio station personnel who were at the site, and once again asked for permission to observe and survey. If client or station personnel had any suggestions about where to conduct surveys, or where or when it would be best to talk to customers/audience members, those suggestions were followed. The research team tried to minimize any possible interruption of normal behaviors at the remotes.

Data collection was as systematic as possible to reduce selection bias. The survey team was positioned at the main entrance of the remote site and gave the short preprinted surveys to each person who approached the site. In addition, if the person requested, one of the survey team asked the survey questions and recorded the responses on the form. Members of the team also observed general behaviors, and the interactions among station personnel and other people attending the remote event. The initial pre-test showed little need to substantively revise those procedures.

Main Study

Once the changes in the surveys and methods prompted by the results of the pre-test were made, the research team contacted radio stations in the selected markets by telephone, and collected information about the stations and their use of remote broadcasts. This initial information was gathered to facilitate travel planning, and ensure the opportunity to talk to as many station personnel as possible, and to visit a range of radio remote broadcasts. Throughout this initial contact, attempts were made to complete station managers' surveys. On-site data collection was scheduled between July and November 1996. During the last few weeks of the data collection period the department fax machine began to develop technical difficulties. It is very possible that a number of fax-back responses were lost due to this technical malfunction, particularly some from businesses.

At this point, the audience/customer surveys were coded and entered into a database for analysis. Notes from on-site observations were collated and analyzed, as were the questionnaire responses from station personnel and businesses. While the researchers obtained generally strong cooperation from businesses and stations, it was somewhat difficult to get information on previous remote purchasers from stations, reducing the number of potential business responses. Further, the response rates for structured interviewing and the fax-back surveys were disappointing: Only fourteen surveys were returned by businesses, two of which were not fully completed. As noted above, technical problems with our primary fax machine may have contributed to the low response rates.

Main Study Sample

Radio Stations

Researchers used the 1996 Broadcasting & Cable Yearbook to contact by telephone every station in each of the five markets. These five markets have approximately 125 stations licensed to them. Of those 125, every station except two were contacted (stations programmed entirely by satellite that did not do remotes). Because of the complexities of group ownership, these 123 stations produced a list of 88 people (with one or more titles of General Manager, Sales Manager, Program Director, Operations Manager) who managed or were responsible for handling remotes. This was because some people had more than one title at a station, while others had one title but were over multiple stations.

A total of 88 surveys were mailed and 31 were returned for a response rate of roughly 35%. Responses came from the following: Atlanta (n=4), Knoxville (n=7), Chattanooga (n=6), Myrtle Beach (n=5), and Lubbock (n=9). The surveys requested comprehensive station information regarding radio remotes: equipment, staffing, scheduling, cost and pricing, and expectations.

Business Clients

Businesses that use radio station remotes were also contacted. Firms in each market surveyed were asked to fill out surveys on their use of radio remotes, as well as provide their thoughts about what made for effective radio remote broadcasts. As mentioned earlier, only 14 firms returned completed surveys. This sample included one local business respondent who was interested in remotes, but had not yet bought a remote package. This makes the sample of business responses too small to draw firm conclusions from the data. However, there are several trends in the responses.

Of the 14 surveyed, nine were local businesses who used remotes from 3 or 4 per year to 4 or 5 per month "in season." Four businesses were regional product distributors that used remotes ranging from 3 to 4 times per year to one-per-week.

Audiences

Research investigators attending radio station remotes were given permission to ask attendees to help by filling out short audience surveys. Interviewers approached the first available attendee, identified themselves as researchers, and requested the opportunity to ask questions. After a refusal or a finished interview, the researcher proceeded to approach the next available respondent. Overall, an estimated 80% of those approached agreed to participate, resulting in 432 audience survey questionnaires. The method of recruiting respondents and the cultural context of some events (some bars, concerts, and even a 4th of July picnic) resulted in some incomplete surveys. The exploratory nature of this study and the relatively small sample size suggested using all available data in the analysis.

Out of 432 responses, 71% came from the sales remotes and 29% came from promotional remotes. In terms of gender (n=410), more men than women responded (53% to 47%). Regarding the ethnic: composition (n=406), roughly 75% were Caucasian, 15% Hispanic, and the other 10% were evenly split among Black, Native American, and Other. In terms of age, most of those responding (80% of 424 responses) were in their 20s or 30s. The surveys asked questions pertaining to remote attendance and personal perceptions of various aspects of radio remotes.

Results

This study was an exploratory investigation into the nature of radio remotes; who buys them, who sells them, and who attends them. Despite problems with data collection, various aspects of radio remotes, their use, and their importance were provided.

One of the underlying goals of this study was to identify common perceptions of radio remotes as well as gather descriptive information about the remote itself. Responses from radio station personnel suggest that remotes are unquestionably important revenue generators for radio stations. Overall, the typical radio remote tends toward three hours in length, with a median price (typically found in a medium-size market) of $1200.

Generally the stations in the larger markets charged more for remotes, but stations in the smaller markets tended to report greater reliance on the revenues these events generated. While large market stations charge up to $15,000 for a three-hour remote, they report that remotes generate roughly seven-percent or less of their overall station revenues. Conversely, radio personnel in the smaller markets reported that up to 15-25% of station revenues come from remotes. These stations may charge as little as $300 for a two-hour remote.

More specific questions regarding radio remotes were outlined earlier, and are as follows:

a. What types of features are common to radio station remotes?

According to the radio station surveys, the remote package consists of pre-remote announcements coupled with an on-site arrangement. A range of responses were given for pre-remote announcements. The median station figures suggest that offering 20 announcements over the four days before the remote is not unusual. Larger cities tend to offer more announcements over more time (usually a full seven days before the event).

A typical on-site remote involves three station staff members (account person, on-air person, and one other--station mascot, helper, etc.). The on-site package often includes using a cellular phone, an external sound system, a marti unit, and a van/vehicle. Station staff are less likely to provide a separate booth or bring a boombox. Stations provide live breaks (between 1 and 3 per hour) which are handled by the DJ at the site. During these breaks, the air talent encourages listeners to stop for station and client giveaways, contests, and free food and soft drinks.

b. How does a client determine whether a remote has been successful?

The word "success" for a client can mean many things. Despite the low number of responses, it appears that businesses understand they have different goals for different types of remotes. Some remotes are designed to generate traffic, while others are targeted to generate sales. All the client comments on this question cluster around the notion of a "good time" that brings people to the store.

The open-ended responses were compiled into a single list and common themes emerged. Businesses credited active, enthusiastic station personalities as an important "success" factor. A substantial number (about 40%) also indicated that bringing the station personalities to their business was an important factor in deciding to purchase a radio remote from a station. Several respondents mentioned that the radio station's presence should help to generate a "high energy," "event" atmosphere. One noted it's "not necessary to have it `big', but colorful, fun, and (with) easy access."

Virtually all business respondents reported that pre-event promotion for the live remote was an important factor in a successful remote. Several respondents made specific reference to "lots of liners" leading up to the remote event. The length of pre-remote promotion time varied among businesses, and depended upon what type of event was being promoted. The businesses reported that the length of time ranged from three days up to a month in advance of the remote for major events. Not surprisingly, many businesses use media planning strategies. Announcements of events are scheduled across media, combining announcements from the participating station with announcements placed at other radio stations, television, and print outlets.

Most businesses provided some sort of giveaways for the event, sometimes combined with station giveaways. However, only two of the responding businesses (~15%) mentioned "giveaways" as an important component of the success of a remote broadcast. Several mentioned having activities related to the event or remote could help make a radio remote successful, but they were not specific.

c. How does a radio station determine whether a remote has been successful?

Radio station respondents view remotes as an important part of the overall station-client relationship. Station people see the remote as an opportunity for the client to build awareness, repeat business, and long-term sales. Open-ended responses were compiled into a single list and dominant themes emerged. The respondents suggested that radio stations reap three primary benefits. The primary benefits of a successful remote are:

(1) It enhances the station's image. DJs get to meet people and vice-versa; also, the station shows it's a part of the community.

(2) It generates traffic and/or sales for the client, which in turn strengthens the station-client relationship.

(3) It generates revenues for the station itself and provides much-needed talent money for the personality.

Radio station respondents were specifically asked "what makes a successful remote?" and overall the responses suggest that a successful remote must become an "Event" that combines four key factors. While these are in no particular order, it should be noted that the station typically has no control over the first two.

(1) location. Location and site were often mentioned, although few specifics were given. One respondent mentioned "good visuals while on location."

(2) product. The client must have "great sales for the customer"; the "client has something of value to offer," and (the client) offers "special prices"

(3) giveaways. This includes client giveaways as well as station giveaways. Free food and drinks, contests and drawings.

(4) excited-and-well-informed talent. Noted by a few respondents, "talented coverage" and "great air talent" were also cited as factors in a successful remote.

d. What characteristics of a successful remote do both the radio station and the client hold in common?

Based on the open-ended responses by both the businesses and the radio stations, the successful remote will have four characteristics. It will have (a) sufficient pre-event promotion to create awareness; (b) high-energy, warm, and enthusiastic on-air personalities, (c) station and client giveaways that add to the festive atmosphere, and (d) business sales that encourage attendees to purchase product.

e. What type of person attends the radio remote?

A wide variety of people attend radio remotes. Most of those attending do not seem to be "radio groupies" (although there are a small number of people like that). The average attendee is a customer already familiar with the business, who is also a listener of the radio station. Remotes also have a social component to them. Most of the respondents (90%) report they go to remotes with either friends or family. Of those who came by themselves, 90% were at a sales remote (38 out of 42). Only three percent of those attending a promotional event were there by themselves.

A significant difference was found in purchasing behavior for those attending sales remotes versus those attending promotional remotes. Responding to the question "About how often do you normally make a purchase when you come to a radio remote?" those attending sales remotes were more likely to buy something (see table 1).

Table 1 Chi-Square Analysis of Purchasing Behavior Frequency By Remote Type How Often Do You Sales Remote Promotional Make a Purchase? (N = 284) (N = 123) Rarely or Never 86 (30%) 53 (43%) Occasionally 113 (40%) 45 (37%) Often or Always 85 (30%) 25 (20%)

[X.sup.2] = 7.28, df = 2, p < .026.

Most of the respondents also indicated they are repeat customers: Two-thirds (n=264) of those responding to this item said they shop at the business when no remote is scheduled. Of greater interest to radio station managers however, is that fully one-third do NOT shop at the business when there is no remote (n=130). Presumably, they are there because of the radio remote.

f. What factors result in the person attending the remote?

Over 40% (n= 176) responded "yes" to the question "did you come here today because of the radio remote?" Further analysis suggested that attending remotes could become a habit or ritualized behavior for some. A significant number who report they came because of the remote attend more of these events than those who do not (see table 2).

Table 2 Chi-Square Analysis of Radio Remote Attendance Behavior "How Often Do You Attend Remotes?" and "Did You Come Because of the Radio Remote?"

"No" (N = 196) "Yes" (N = 170) 1-3 times per year 150 (77%) 89 (52%) 4-20 times per year 34 (17%) 52 (31%) 20 or more times per year 12 (6%) 29 (17%)

[X.sup.2] = 24.66, df = 2, p < .001.

Another characteristic of people who come to a business because of the remote is that they purchase more than those who don't show up because of the remote. Table 3 provides evidence that people who came because of the remote show a higher incidence of purchasing something at the remote site.

Table 3 Chi-Square Analysis of Radio Remote Attendance and Purchasing Behavior Q: How Often Do You Normally Came Because of Remote Make a Purchase at a Radio Remote? No (N = 222) Yes (N = 174) Rarely or Never 94 (42%) 40 (23%) Occasionally 74 (33%) 81 (47%) Often or Always 54 (24%) 53 (30%)

[X.sup.2] = 16.51, df = 2, p < .001.

Finally, there is evidence that the over-the-air broadcast component is an important part of the on-site event, and can increase traffic and remote attendance. A number of respondents attributed their attendance at the event to hearing about it on the radio (see table 4).

Table 4 Chi-Square Analysis of Relationship Between the Channel and Remote Attendance Item: "Did You Come Because of the Remote?" How Did You Hear About the Remote?" No (N = 130) Yes (N = 162) Drove by and saw 31 (24%) 12 (7%) Heard it on the radio 23 (18%) 120 (74%) Somebody told me 26 (20%) 15 (9%) Other 50 (38%) 15 (9%)

[X.sup.2] = 93.61, df = 3, p < .001.

Those respondents who came because of the remote reported what they liked best about remotes. The most common response (reported by over one-third) was they liked the atmosphere surrounding the sales event best of all. Meeting station personalities (11%), getting free stuff (14%), and taking advantage of the client's specials (7%) were also mentioned.

Another item asked respondents "what about the remote attracted you?" An overwhelming majority mentioned they "like the station" (n=141, 41%). The other items were selected far less often--"meeting station personalities (2%), "want station merchandise" (3%), or "take advantage of specials" (8%).

Discussion

The goals of this study were to identify those factors that were most important to stations, businesses, and audience members regarding the radio remote. On-site teams visited five markets of varying size and surveys were distributed to all parties involved in radio remotes. The findings support the notion that radio remotes are important revenue-generators for radio stations regardless of market size, format, or frequency. Although radio stations prefer sales remotes to promotional remotes, both types are viewed as important ways to promote the station within their community. Business clients and radio station personnel tend to agree on four characteristics of a successful remote, and the features and services that are offered in a radio station remote package tend to be standardized. Finally, for the most part the remote helps to increase traffic and/or sales for the client, suggesting the following model:

The most important things the business client brings to a remote are (a) Location and (b) the Products that are sold or the Services that are offered. The most important things the radio station brings are (a) Giveaways/Promotional items and (b) Station Personalities. These four factors, when combined, create the Local Promotional Event.

Who attends these Events? This research shows that a portion of the walk-in traffic are people who come primarily because of the business. These are people who are familiar with the business and the products or services that are available. A second group are those who are fans of the radio station. These people are motivated to respond to the giveaways and to meet the station personalities. They may or may not be familiar with the business and therefore constitute potential future buyers. A third group are those who show up primarily for the Event itself. These people enjoy the activity of going to a new place or business and experiencing the festive atmosphere generated by the radio station at the client site.

The implications of these findings are that radio station remotes may have a multiplier effect tied to the equity of the station as well as the equity of the brands being promoted. Advertisers need what the radio station provides--a certain element of balance or neutrality to a business promotion. Rather than emphasizing the obvious goal of selling or promoting a business, the station also provides a "name brand" that is often associated with celebrities (personalities), fun, and excitement. The goal is to change the perception of consumers--rather than attending a sales pitch, they're going to a party.

All three types of attendees derive benefits. Those who were going to the business regardless of whether there was a remote have the unexpected pleasure of being entertained. The payoff for the radio station fan is to meet the radio personalities in a context that allows them (the DJs) to be personable without the concerns that would be there if they simply showed up to the radio station. The business gets the benefit of higher customer traffic. Finally, there must be a payoff for those who come primarily because of the event--research findings suggest that attending radio remotes may be habit-forming.

In addition, the data suggest a correlation between purchasing behavior and frequency of attendance at radio remotes. This is the payoff for the business client--not only in terms of dollars, but also in terms of loyalty and local involvement. Perhaps it's true that people don't mind spending money if they're being entertained, especially if the entertainment appears to have no strings attached. If so, then the good will generated through radio station remotes is invaluable to the local station and the local business. The remote is a way for local businesses to connect with local stations to create the local identity that attracts the local consumers who live, work, and participate in their communities.

As U.S. radio station ownership becomes increasingly concentrated in the hands of a few corporations, the distance between the station owner and the local business becomes greater than ever before. Radio--the personal medium--becomes more and more impersonal. These findings are a reminder of the medium's greatest strength--localism.

There were several limitations to the data compiled in this study. First was the lack of generalizability due to the nature of the sample. Small sample sizes for businesses and radio stations also make interpretation difficult. Future research should focus on the people who attend radio remotes. This study found evidence that the more experience people have with the remotes, the more likely they are to make purchases at remotes. Further investigation of sub-groups (such as the 10% who show up alone to sales remotes) is needed.

More research is also needed regarding the business clients who contract for remotes. This study found that businesses generally like remotes and see them as important ways to generate traffic and sales. But more information is certainly needed--what types of businesses are most successful using remotes, and what businesses are least successful? Also, getting feedback from businesses on when a remote is not successful would be very helpful to radio stations as well. Finally, further research should investigate what factors influence the on-air personality. Since all parties--stations, businesses, and audience attendees--agree that the on-air talent are important factors in executing a successful remote, identifying what helps and hinders this performance would benefit the station employee and presumably lead to even more successful radio remote experiences.

In sum, the factors that result in a successful remote are (1) Location, (2) Client Product Sales, (3) Station & Client Giveaways, and (4) Engaging and Effective Air Personalities. These are clearly with in the grasp and the resources of many clients and stations. Both the business client and the audience attendees expect "warm, entertaining, and well-informed" air personalities. They expect the air talent to help drum up excitement and transform the mundane sales day into an exciting and electrifying event. As stations continue to fulfill this role, business clients and audience attendees will continue to enjoy the radio remote as a staple of modern radio business practice.

[Figure 1 ILLUSTRATION OMITTED]

An earlier version of this paper was presented to the National Association of Broadcasters & Broadcast Education Association, April, 1997, Las Vegas Nevada.

This study was funded by grants from the National Association of Broadcasters and the Department of Broadcasting at the University of Tennessee, Knoxville.

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McQuail, D. (1997). Audience analysis. Thousand Oaks, CA: Sage.

O'Donnell, L., Hausman, C., and Benoit, P. (1989). Radio station operations: Management and employee perspectives. Belmont, CA: Wadsworth.

Renn-Scanlan, P. (1998). A selected bibliography of dissertations on radio studies. Journal of Radio Studies, 5(1), 161-164.

Vaccaro, J.P. (1996). The prevalence of barter in radio: An empirical study. Journal of Promotion Management, 4(1), 27-37.

Warner, C., & Buchman, J. (1993). Broadcast and cable selling (2nd ed.). Belmont, CA: Wadsworth.

Webster, J.G., & Phalen, P.F. (1997). The mass audience: Rediscovering the dominant model. Mahwah, NJ: LEA.

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Jeffrey S. Wilkinson (Ph.D., University of Georgia, 1992) is an Associate Professor in the Dept. of Broadcasting, College of Communication at the University of Tennessee, Knoxville. He is currently on leave serving as Assistant Professor in Communication Studies at Hong Kong Baptist University, Hong Kong. His research interests include media effects, radio management & programming, new media technologies, and broadcast journalism.

Benjamin J. Bates (Ph.D., University of Michigan, 1986) is an Associate Professor in the Dept. of Broadcasting, College of Communication, at the University of Tennessee, Knoxville. His research focuses on telecommunication economics, management, and policy, and the development and impact of media and information systems.

Todd Chambers (Ph.D. Candidate, University of Tennessee) is a Lecturer in Telecommunications at Texas Tech University. His research interests include media economics, broadcast regulation and the public interest and the use of new media technologies.

Steven McClung (Ph.D., Tennessee, Knoxville, 1999, M.A., B.A. Marshall '86, '84) is an Assistant Professor of Broadcasting at Georgia Southern University. His research interests include broadcasters use of the Internet and college radio.