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Elevating Traditional Marketing Efforts Through an Always-On, Social-First Lens



In today’s digital age, traditional marketing efforts such as experiential marketing and customer service can be significantly enhanced through an always-on, social-first strategy. This approach not only increases engagement and reach but also creates a seamless brand experience for consumers. Here’s how brands can scale and elevate these efforts:

1. Transforming Experiential Marketing

Digital Amplification of Live Events:
Experiential marketing, which focuses on creating immersive brand experiences, can reach a broader audience by leveraging social media. Live streaming events, behind-the-scenes content, and interactive social media campaigns can extend the impact of physical events to a global audience.

Example: Red Bull’s Stratos Jump was not just an in-person event but a global phenomenon, thanks to its extensive live streaming and social media coverage. By sharing real-time updates and encouraging user-generated content, Red Bull created a massive online buzz that amplified the event’s reach and impact​​.

Creating Virtual Experiences:
Incorporating virtual reality (VR) and augmented reality (AR) into experiential marketing allows brands to create immersive experiences that can be shared on social media. This not only engages users but also encourages them to share their experiences, further extending the brand’s reach.

Example: IKEA’s AR app, which allows customers to visualize furniture in their homes, was widely shared on social media. This social-first approach turned a functional tool into an engaging experience that users were excited to share with their networks​.

2. Enhancing Customer Service

Always-On Customer Support:
Social media provides a platform for brands to offer real-time customer support. By utilizing chatbots and AI, brands can ensure 24/7 availability, quickly addressing customer inquiries and issues. This always-on support enhances customer satisfaction and loyalty.

Example: Nike uses Twitter to handle customer service inquiries efficiently. Their dedicated support account (@NikeSupport) provides real-time responses, demonstrating the brand’s commitment to customer care​.

Personalized Customer Interactions:
Brands can use social media to offer personalized customer service, leveraging data to tailor interactions. Personalized responses and proactive engagement based on past interactions make customers feel valued and understood.

Example: Spotify uses data-driven insights to personalize their interactions with users on social media. By addressing users by name and referencing their listening habits, Spotify creates a personalized experience that enhances customer satisfaction​.

3. Scaling Content Through User Engagement

User-Generated Content (UGC):
Encouraging customers to create and share content related to their brand experiences can significantly amplify marketing efforts. UGC not only provides authentic content but also increases engagement as users feel part of the brand community.

Example: GoPro excels at leveraging UGC by encouraging users to share videos and photos captured with their products. This content is then featured on GoPro’s social media channels, showcasing real user experiences and inspiring potential customers​.

Influencer Partnerships:
Collaborating with influencers can scale traditional marketing efforts by leveraging their established audiences. Influencers can create engaging content that resonates with their followers, extending the brand’s reach and authenticity.

Example: Daniel Wellington’s influencer marketing strategy involved sending free watches to influencers, who then shared their experiences on social media. This approach helped the brand achieve significant growth and recognition​​.

4. Integrating Data-Driven Insights

Real-Time Analytics:
Social media platforms offer robust analytics tools that provide insights into consumer behavior and campaign performance. Brands can use this data to refine their strategies, ensuring that marketing efforts are continuously optimized for better results.

Example: Starbucks uses social media analytics to track customer sentiment and engagement. By analyzing this data, they can adjust their campaigns in real-time, ensuring that their marketing efforts are always relevant and effective​​.

Feedback Loops:
Social media allows for immediate feedback from customers, which can be used to improve products, services, and marketing strategies. Creating a feedback loop where customer insights are regularly integrated into business decisions helps brands stay aligned with consumer needs.

Example: Sephora utilizes social media to gather customer feedback on new products. This feedback is then used to make adjustments and improvements, ensuring that the brand meets customer expectations​ (Sprout Social)​.

By adopting an always-on, social-first approach, brands can scale and elevate traditional marketing efforts such as experiential marketing and customer service. This strategy not only extends the reach and impact of these efforts but also creates a more engaging and personalized experience for consumers. Leveraging social media’s capabilities for real-time interaction, personalization, and data-driven insights ensures that marketing efforts remain relevant and effective in the ever-evolving digital landscape.

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Artificial Intelligence

AMK Communications Pioneers AI-Generated Advertising Campaign for InterMetroONE



In a landmark move set to redefine the advertising landscape, AMK Communications, through its subsidiary Click Digital Agency, is poised to launch Jamaica’s first AI-generated advertising campaign for the revolutionary InterMetroONE super app. This ground-breaking initiative not only marks a significant milestone for Jamaica but also positions AMK Communications as a leader in innovative marketing strategies within the Caribbean region.

A New Era of Advertising

The introduction of AI-generated advertising heralds a new era of creativity and efficiency in marketing. By leveraging advanced artificial intelligence, AMK Communications can produce highly targeted, data-driven campaigns that resonate deeply with diverse audiences. This technology enables the creation of personalized content at scale, ensuring that every message is relevant and engaging.

Unparalleled Benefits for Clients

For clients, the benefits of AI-generated advertising are manifold:

Enhanced Creativity: AI tools can analyse vast amounts of data to generate unique, creative concepts that might not emerge through traditional brainstorming sessions. This opens up new avenues for storytelling and brand expression.

Data-Driven Insights: AI provides valuable insights into consumer behavior and preferences, allowing for more precise targeting and message customization. This ensures that marketing efforts are not only creative but also strategically aligned with audience interests.

Efficiency and Scalability: AI can rapidly produce multiple variations of ads, testing and refining them in real-time to optimize performance. This reduces the time and cost associated with traditional ad creation and allows for quick adjustments based on market feedback.

Personalization at Scale: With AI, it’s possible to create highly personalized advertisements for large audiences, ensuring that each viewer receives a message that feels uniquely tailored to them. This enhances engagement and drives better results.

Setting Trends in the Caribbean

AMK Communications’ initiative is part of a broader trend towards the adoption of AI in advertising. Globally, AI is being used to create more dynamic, interactive, and personalized ad experiences. From chatbots and virtual assistants to AI-driven video content, the possibilities are endless. This move by AMK places Jamaica and the Caribbean at the forefront of these international developments, showcasing the region’s ability to innovate and lead in the digital age.

Looking Ahead

The AI-generated campaign for InterMetroONE will serve as a benchmark for future marketing efforts, demonstrating the power and potential of artificial intelligence in advertising. As AI continues to evolve, it will unlock even more opportunities for creativity and efficiency, helping brands to connect with their audiences in deeper, more meaningful ways.

AMK Communications Limited and Click Digital Agency are not just launching a campaign; they are setting a new standard for the industry, proving that the future of advertising is here and it is powered by AI. Clients can look forward to a new realm of possibilities, where technology and creativity come together to deliver exceptional results.

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Businessuite News24

Should Jamaica Abandon Its 2030 Vision?



As a Jamaican employed in an organisation, you are worried about the future of our nation. It appears as if our country is stumbling along, barely keeping its head above water. At the same time, you are aware of the power of a corporate vision.
Why hasn’t someone done the same for our 2.8 million people on the island, and the other 2+ million in the Diaspora?

The good news is that something is already in place in the form of Vision 2030. But why isn’t it changing your everyday experience?

The truth is that we need help. The two main things Jamaicans care most about – economy and crime – seem not to have progressed for decades. Instead, we want the hyper-growth of Trinidad-2004 and Guyana-2023. Or maybe even the steady high performance of the Bahamas.

Or perhaps more importantly, we envy the low crime rates of Barbados or Cayman (formerly a Jamaican protectorate.) At some point, we led all these countries in these areas.

Today, we are working hard not to slip into the same zone as Haiti.

If our leading companies can accomplish so much long-term success, why can’t our country, we wonder? While a direct comparison is unfair, maybe there are a few things we can learn from best practices accepted in your organisation.

A Joined Up, Far-Away Future

A “joined-up” future is one that lots of stakeholders contribute to creating. In a company, it means engaging the board, executives, staff, customers, suppliers, regulators, local communities and more.

Shouldn’t our country do the same?

Based on my experience and queries of colleagues outside government…we don’t know that we already have a joined-up faraway future…at least on paper. In fact, the process used to create Vision 2030 Jamaica from 2003-9 is a world-class model. As such, I have shared it at in-person and online strategy conferences as a case study.

Perhaps you recognise the summary statement: “the place of choice to live, work, raise families and do business.” In times gone, it was the tagline of speeches given by the Governor General, Prime Minister, Leader of the Opposition and many others.

But I looked over the recent Budget Debate notes. I struggled to find much of a mention. A Google search didn’t help. Here are a few ways business people at all levels could intervene now to prevent what former leaders of our country seem to be telling us…this is too important to allow it to be eaten up in regular chakka-chakka.

Why the urgency?

With six or so years remaining until we cross the finish line in 2030, we can’t afford to waste a single moment in mid-race. Remember when Miller-Uibo glanced up at the screen and lost her lead in the 400m final of the 2017 World Championships? We are likely to stumble into defeat also as a nation, unless we pay attention to the following.

A Divisive Election – You and I watch the bitter combat underway in the USA. It appears that cooperation towards common goals is impossible. Within a year, our political parties will try to win the next election by emphasising their differences. This is natural. But it’s the opposite of the intent of Vision 2030 Jamaica. Just imagine if the board of your company were divided into opposing camps. Let’s intervene so that their attention remains on what is most important.

Continuous Inspiration – Your ability to recite our National Pledge and Anthem were picked up as a child. We could elevate Vision 2030 Jamaica to that level of importance, starting with the Forward by Dr. Wesley Hughes, which states in part:

“Today, our children, from the tiny boy in Aboukir, St. Ann, to the teenage girl in Cave, Westmoreland, have access to technologies that were once considered science fiction. They seek opportunities to realise their full potential. This Plan (vision) is to ensure that, as a society, we do not fail them. “

Updated Business-like Measures – How can we know the progress we have made from 2009-2023? Are the measurable results listed in the document beyond reach? Do we deserve an A-? or a D+?

How about fresh, intuitive measures of success which tell us whether or not Jamaica is becoming “the place of choice”? Let’s measure the length of lines outside the US and Canadian Embassies for those seeking permanent residency and how they are growing or shrinking.

Wheeling and Coming Again – Companies have no problem resetting fresh objectives when the old ones no longer do the job. In business, a strategy that is not working is replaced as soon as it’s found to be lacking.

We can do the same for Vision 2030 Jamaica to keep it relevant. This is the beauty of long-term strategic planning.

An honest read of the original document reveals that certain assumptions about the government’s capacity to lead the effort were unquestioned. Today, after over a decade of effort, we have learned much. For example, it’s hard to argue that the planning done in 2009 was enough.

While we once led the world in long-term national planning, we aren’t doing the same in the more difficult world of national strategizing and execution. But there’s time.

As the clock ticks down to 2030, things are likely to become more awkward for all of us. As you may imagine,. the human tendency is to avoid the issue entirely, hoping it goes away.

That may yet happen. But if we don’t confront the gaps in our initial attempt to create a joined-up, faraway vision, we’ll block our citizens from ever believing in a national vision again.

In fact, it would be better if it were declared null and void, than ignored. At least that would have some integrity and enable us to move on to a better national vision, lessons earned.

Better National Strategic Planning

And that is perhaps the biggest lesson for all concerned. We Jamaicans say that we are great starters, but poor finishers. In other words, we know how to kick things off. But when the going gets tough, we aren’t strong at bringing them to fruition.

Said differently, we don’t know how to keep promises just because we made them.

The point here is that Vision 2030, with some five to six years remaining, puts us in an awkward spot. But that’s a lie. We have put ourselves in an awkward spot.

At some point we were strong in envisioning great things. Like a company who creates BHAGs, our executive team gave its sacred honor to accomplish a great thing, like the framers of the Declaration of Independence.

However, we haven’t put in place mechanisms sufficient to rescue our current situation. At the current rate, we won’t be closer to being a “place of choice” than we were in 2009.

In a company it’s easier to find individuals or a team of leaders who may hold themselves accountable for a game-changing result. Often, the metrics are clear.

Unfortunately, no such clarity exists around Vision 2030. And given our impending election fever, it may not come from politicians. Instead, it’s time for business to step up and bring sound strategic planning to the accomplishment of the most important outcomes of our national lifetimes.

Let’s inspire each other to intervene so we can have what we already
know we want. It won’t happen any other way.

Francis Wade is the founder of the Jump Leap Long-Term Strategy newsletter and podcast, and operates a management consulting firm.

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Businessuite News24

Who Is Christopher Williams, CEO of Proven Management Limited?



Leadership and Vision

Christopher Williams is the co-founder and Chief Executive Officer (CEO) of Proven Management Limited, the investment management company behind Proven Investments Limited (PIL). With over 20 years of experience in merchant and investment banking, asset management, and stock brokerage in the Jamaican and Cayman Islands capital markets, Williams has established himself as a pivotal figure in the Caribbean financial landscape. His leadership style is characterized by strategic foresight, resilience in the face of challenges, and a knack for identifying lucrative opportunities in turbulent times.

Career Path and Milestones

Williams’ career is marked by significant milestones and strategic acquisitions. Under his leadership, Proven executed its first major acquisition in 2010 during the Government of Jamaica’s debt exchange, acquiring Guardian Asset Management. This acquisition was notable for its timing amidst widespread market panic, showcasing Williams’ ability to see opportunity in crisis​.

One of the most high-profile deals orchestrated by Williams was the acquisition of a 49.27% stake in Access Financial Services from Mayberry Investments in 2014. This move not only resolved a public dispute among Access’s major shareholders but also fortified Proven’s position in the micro-lending sector​​. Other significant acquisitions include the purchase of First Global Financial Services, which expanded Proven’s wealth management capabilities, and the acquisition of an 83% stake in the Bank of St. Lucia International, marking Proven’s first venture into the banking sector outside Jamaica​.

Management Style and Philosophy

Williams’ management style is deeply rooted in the belief that crises present unique opportunities. He advocates for maintaining calm and nimbleness during market upheavals, a philosophy that has guided Proven through various acquisitions and expansions. His strategic approach involves meticulous market analysis and a keen eye for undervalued assets that can be transformed into profitable ventures​​.

Williams also emphasizes the importance of a strong, cohesive team. He describes Proven as the Caribbean’s version of an NBA super team, highlighting the collective expertise and experience of his executive team and board members. This collaborative and high-performance culture is a cornerstone of Proven’s operational strategy and success​.

Future Outlook and Retirement Plans

Looking ahead, Williams continues to steer Proven towards new horizons. The company’s foray into real estate through its subsidiary, Real Properties Limited, exemplifies its strategy of diversification and growth. While specific details about his retirement plans remain undisclosed, Williams’ legacy at Proven is expected to endure, built on a foundation of strategic innovation and robust leadership​.

As Williams prepares for the future, his contributions to the financial sector and his role in shaping Proven into a regional powerhouse remain a testament to his visionary leadership and unwavering commitment to excellence.

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Businessuite News24

Corporate Movements – July 2024



The Board of Directors of PROVEN Group Limited, hereby notifies the Jamaica Stock Exchange that it has received notice from PROVEN Management Limited (the Investment Managers of the Group) that Mr. Christopher Williams, the long-standing CEO of PROVEN Management Limited (“PML”) and co-founder of PROVEN Group Limited, will retire from hisrole in PML’s day-to-day operations effective January 31, 2025. Christopher Williams has served as President & CEO of PROVEN Management Limited since inception and January 31, 2025 marks a significant milestone, as it will be the fifteenth anniversary of the Group, which has benefited from his dynamic and visionary leadership at PML. Over this period, PROVEN has grown into one of the Caribbean’s premier providers of financial solutions, with significant strategic expansion, including the launch of PROVEN Wealth (Jamaica, Cayman Islands, Bermuda, British Virgin Islands, Bahamas, and Barbados), PROVEN Properties, PROVEN Private Capital and PROVEN Bank (with operations in St. Lucia and the Cayman Islands). While retiring from daily executive operations, Williams will remain a significant shareholder, active director of PML, and member of the Investment Management Committee and will continue to sit on the board of directors of a number of PROVEN Group’s subsidiaries. In these capacities, Williams’ expertise, strategic insight, and guidance will remain an invaluable asset to the ongoing growth and success of the Group.

Wisynco Group Limited (Wisynco) wishes to advise our shareholders and the investing public of the following change to our executive management team, in accordance with the main market rules of the Jamaica Stock Exchange. Wisynco is pleased to announce the appointment of Ms. Tabitha Athey as Chief Commercial Officer, effective July 1, 2024. She brings a wealth of experience and a proven track record in commercial strategy and sales management, and we are confident that her expertise will drive Wisynco to new heights.

Caribbean Producers (Jamaica) Limited (JSE:CPJ) (“CPJ”) announced that A.S. Bryden & Sons Holdings Limited (JSE:ASBH) (“ASBH”) has acquired a
44.8% strategic stake in CPJ.  Nicholas Hospedales was appointed Chief Executive Officer of CPJ effective July 9, 2024. Mr. Hospedales is a senior executive at ASBH, having previously led its food and grocery, premium beverage and operations units over the last decade. Prior to his roles at ASBH, Mr. Hospedales held various regional leadership roles at Nestle. Richard Pandohie, the Chief Executive Officer of ASBH was appointed Chairman of CPJ effective July 9, 2024. Tom Tyler, CPJ’s Co-Founder was appointed Deputy Chairman of CPJ and will serve as a consultant to the Company focused on customer and supplier relationships and business development opportunities. Mark Hart and Candace Hart will remain the Directors of CPJ. In addition to Mr. Pandohie and Mr. Hospedales, ASBH directors Nicholas Scott, Michael Conyers and David Franco were appointed new directors of CPJ replacing Christopher Berry, Konrad Berry, Camille Shields, Frank O’Dowd and Mark Hall who has resigned.

tTech Limited announced, following a meeting of its Board of Directors on July 12, 2024. Effective July 12, 2024: Messrs. Kevin Gordon and Rob Mayo-Smith were appointed directors of the company.
Mr. Norman Chen resigned as the company’s Chief Executive Officer. Mr. Kevin Gordon was appointed as the Chief Executive Officer.
The Directors thank Norman for his service and leadership during his period with the company. His leadership as CEO since December 2022, has been instrumental in navigating the company through significant changes and challenges. His dedication and vision have contributed significantly to the Company’s growth and positioned tTech as a leader in the industry. and we wish him every success in his future endeavours. Mr. Chen continues to serve as a director. Kevin Gordon and Rob Mayo-Smith are the owners of Simply Secure Limited, a company which acquired 49.1% of the issued ordinary shares of tTech Limited. Both Kevin and Rob are experienced executives in the Telecommunications and Information Technology sectors, and the company looks forward to benefitting from their experience and expertise.

Access Financial Services Limited (AFS) wishes to advise of the changes in the leadership positions within the Board of Directors, as decided in the recent Board meeting held on June 27, 2024. The Executive Chairman, Mr. Marcus James requested a one-year leave of absence from his role effective June 27, 2024. During this period, Mr. James will continue to serve on the Board. His request was granted, and Mr. Michael Shaw was subsequently appointed as the new Chairman of the Board. Mr. Shaw brings extensive leadership experience in the financial sector, having served in senior positions where he consistently exceeded targets, improved efficiency, and delivered strong financial results. Additionally, the Board has appointed Mrs. Charmaine Boyd-Walker as the Chairman of the Audit & Risk Management Committee. Mrs. Boyd-Walker has over 25 years of experience in accounting and finance, with significant expertise in audit and accounting standards, internal controls, compliance, and risk management. The Board has full confidence in these changes and looks forward to the exceptional contributions that the new appointees will make in their respective roles.

Access Financial Services Limited (AFS), wishes to advise of the resignation of Ms. Sherri Murray as Company Secretary of the Board, effective July 8, 2024. The Board extends its gratitude to Ms. Murray for her contributions and wishes her all the best in her future endeavours. AFS further advises that Ms. Carla Stephens-Mullings has been appointed as the new Company Secretary, effective July 9, 2024.

The JPS Board of Directors has announced the appointment of Hugh Grant as its new President and Chief Executive Officer. The appointment takes effect on August 1, 2024. Hugh Grant has more than twenty-five years of experience in the utility business, with extensive industry knowledge across the generation, transmission, and distribution sectors of the industry. He joins JPS from Consolidated Edison Company, the energy company that serves the ten million people of New York and Westchester in the US. In his most recent position, Grant served as the vice president of Steam Operations at Con Edison. In this capacity, he was responsible for managing the day-to-day operations and the P&L of the district steam business in Manhattan, a system that has the lowest greenhouse gas emissions of any energy system in New York City. During his time at Con Edison, Grant served in a variety of positions, with increased responsibility and impact on the company. Prior to his most recent assignment, Grant was the vice president of Substation Operations and was responsible for the more than one hundred electric transmission and distribution substations throughout the service territory, serving a customer demand of over 13,000MW.Grant is of Jamaican origin. He holds a Bachelor of Science degree in electrical engineering from Florida International University in Miami, Florida, a Master of Science degree in information
systems from Pace University and a Master of Business Administration from Columbia University in New York City.

The management of Radio Jamaica Limited (RJL), the parent company in the RJRGLEANER Communications Group (“the Group”) advises that a new Chief Financial Officer (CFO) designate, Ms. Karla Stephens-Hall has been identified. Ms. Stephens-Hall started work at the Group on Monday, July 8, 2024.

Supreme Ventures Limited (SVL) wishes to advise that Mrs. Clair-Ann Kennedy the CEO of Supreme Ventures Services Limited and Ibet SV Ghana resigned effective 30 June 2024.  Mrs Kennedy has been a valuable and respected member of the SVL Group Executive team. SVL thanks her for the hard work and commitment that she has displayed during her tenure with the Group. Mrs Kennedy will be pursuing other interests and personal projects. In the interim period, Ms. Krista-Gaye Fisher SVP Legal, Regulatory and Compliance will assume the responsibilities of CEO for SVSL.

Mr. Doug Hewson resigned from the Portland JSX Limited (PJX) Board effective July 12, 2024 and Mr. Ricardo Hutchinson was appointed a Director and Board Chairman effective on the same date.

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Business Insights

Broadcast Radio Is Not Dead For Jamaican And Caribbean Radio Stations If……



The headline in last weeks business gleaner read “The Bridge Radio Station Up For Sale”.

The opening paragraph of the article told the story, “After débuting on air with much fanfare nearly three years ago, radio station The Bridge 99 FM is facing an uncertain future and is now up for sale. Two investors in The Bridge, one of the newest FM radio stations in a crowded and dwindling market, have confirmed that they are seeking buyers for the station.”

Target Market

The Bridge, the brainchild of New York-based Jamaican Robert ‘Bobby’ Clarke who heads the Irie Jam Media Group, which operated Irie Jam Radio in the Tri-State area for more than two decades, came on air in August 2021 aiming, as its name suggested, to connect Jamaicans abroad, mainly in the United States, and those at home, through a unified platform.

On-air Talent

The upstart station was able to attract a slate of well-known names to its airwaves, including disk jocks Richard ‘Ritchie B’ Burgess, Kurt Riley and Nikki Z, veteran recording artiste Tony Rebel, retired politicians Ronald Thwaites and Pearnel Charles Sr, and controversial talk show host Dr Kingsley ‘Ragashanti’ Stewart.

But The Bridge failed to attract a significant audience, with more persons turning away from traditional media sources like radio to social media for information and entertainment.

The Question that we have to ask is very clear. Is Broadcast Radio Dead!

In the article Zachary Harding, founding partner of Delta Capital Partners Jamaica, and an investor in The Bridge was asked about the future of FM radio: “There can be money in FM radio, as it is still a popular means of entertainment and getting information. Radio is not dead. However, advertisers now have more options in terms of marketing spend and there has definitely been a tremendous shift towards social media and away from traditional media. This trend will always impact smaller players in the market negatively. However, with the right strategy, you can integrate social media into your strategy to command more loyal listener base and differentiate the station, while providing greater points of distribution. This is exactly what we are doing at CaribStar Media”.

Broadcast radio is not dead, but it does face significant challenges in the current media landscape.

Here’s a comprehensive look at trends and potential directions for making broadcast radio viable in Jamaica and the Caribbean:

Convergence with Digital Platforms: One major trend is the integration of broadcasting with digital and social media platforms. Radio stations are increasingly using live streaming services like YouTube, Facebook Live, and Twitch to reach audiences seeking real-time and interactive content​​.

Local Focus and Community Engagement: Despite the shift towards digital, local advertising remains a strong point for radio. Industries such as retail, real estate, automotive, financial services, and healthcare continue to invest in local radio ads due to its strong community presence and trust factor​. Radio can leverage this by focusing on hyper-local content and community engagement, which digital platforms may not provide as effectively.

Political Advertising: Political campaigns are a significant revenue source, especially in local markets. With political spending on the rise, particularly in swing states, radio stations can capitalize on this by offering targeted advertising solutions​.

Shorter, More Engaging Ads: Long ad breaks can drive listeners away, especially when compared to the ad-skipping options available on streaming services. To combat this, radio can focus on shorter, more engaging ads, including authentic endorsements from popular hosts, which tend to resonate more with listeners​​.

Technological Advancements: The deployment of 5G networks will revolutionize content delivery, allowing for seamless streaming and improved connectivity. This can enable more interactive and immersive experiences for radio listeners, potentially attracting a larger audience​.

Diverse Revenue Streams: Beyond traditional ads, radio stations can explore additional revenue streams such as sponsored content, events, and partnerships with local businesses. This diversification can help mitigate the risks associated with declining ad revenues​.

Content Personalization and On-Demand Options: Emulating successful aspects of streaming services, radio stations can offer personalized content and on-demand listening options through podcasts and digital archives. This approach caters to the growing demand for content that fits individual schedules and preferences​​.

For Jamaican and Caribbean radio stations, adopting these strategies could help create a more sustainable business model in a rapidly evolving media environment. Emphasizing local content, leveraging digital convergence, and exploring new revenue streams are key steps towards maintaining relevance and profitability.


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