24
LATVIAN UNIVERSITY
Uldis Duka
IMPROVEMENT OF COMPETITIVE ADVANTAGE OF
PUBLIC RADIO CHANNELS IN LATVIA
Summary of Doctoral Thesis Target academic degree: Dr. oec.
Branch: The Science of Management
Sub-division: Corporate Management
Riga, 2006
The Doctoral Thesis is developed and approved at Latvian University's Faculty of
Economy and Management between years 2003 and 2006.
Mentor:
Dr. oec, Professor Roberts Škapars
Reviewers:
Dr. habil. Oec. Professor Ervīns Vanags
Dr. oec. Professor Jānis Zvanītājs
Dr. oec. Professor Margarita Dunska
Public Defense of the Doctoral thesis to be held at an open session of Latvian
University's Doctoral Council of Economy, Demography and Management
Science
on March 27, 2006 at 16:00 hours
Room 302, No 5, Aspazijas blvd., Riga
The doctoral thesis is available at the Scientific Library of Latvian University,
No 4 Kalpaka blvd.
The opinions shall be sent to the Doctoral Council, Latvian University at No. 19,
Raina blvd., Riga, LV - 1586
Chairman of the Council:
Dr. habil. oec., Professor Elmārs Zelgalvis
Secretary of the Council:
Dr. oec. Associate Professor Arnolds Viesis
26
TABLE OF CONTENTS
Introduction .................................................................................................. 27
I. Competition in the market of electronic mass media ............................. 31
2. Improvement of the competitive advantage of
public radio channels in Latvia's radio market ...................................... 32
3. Analysis of the Strategy of Latvijas Radio ........................................... 34
Conclusions and Proposals ............................................................................. 41
The author's publications relevant ................................................................... 44
The present Doctoral Thesis paper at the
following international scientific conferences ................................................. 46
27
Introduction
Topicality of the Study
Public radio programs are a prominent purl of the scope offered by global
broadcasting system of electronic media, however, public broadcasting everywhere in
the world, including Latvia, has a problem of choosing the appropriate model of
financing.
The proportion of state aid to "Latvijas Radio" was reduced from 100% in
1990 to 67% in 2005, consequently the five program services distributed via public
radio channels receive mixed financing. Public radio must compete for the missing 33
% of its financing in a competitive market.
The inadequate stale financing compels public radio channels to draw extra
33% of funding from the market, not only attracting audiences but also finding
advertisers and placing commercials, and competing with commercial radio Stations,
This results in the problem of reconciliation of the public broadcasting mission
meaning provision of the audience with quality information/education/entertainment
programming with receiving revenue from advertisers, meaning broadcasting of
competitive programming.
Improvement of competitive edge of Latvia's public radio channels depends
on solution of a series of weaknesses and hitherto unsolved problems. It has to be
analyzed what competitive forces are present in the radio market and what is their
effect on competition, what factors influence the internal and external medium, and
what is the complex system of parameters that will help implement competitive
strategy and gain a competitive edge. It is important also to assess the significance of
feedback in attracting audiences.
To a certain extent, foreign scholars Besley T., Brown J. A., Heler R., Me
Quail, D., O' Sullivan T., Peterson T., Pringle P. K., Krasnolobov E. V., as well as
Latvian authors Veinberga S., Kruks S., Cauna J., Binde J. have addressed the issue.
The problems discussed by the present paper have not been thoroughly analyzed in
Latvia's economic literature, and no complex research of competitive edge of Latvian
public radio has been done. Topicality of the Author's research and the relevance of
the selected theme is thus justified.
The Object of the present Research
28
The objects of the research are the various factors influencing competitiveness of
public radio channels in Latvia.
The Subject of Research
The subject of the present research is a possibility of improvement of competitive
edge of public radio channels in the market.
The Objective of the 'Thesis
The objective of the thesis is exploring ways to improve the competitive edge
of public radio channels in Latvia's radio market, and to develop proposals aiming to
improve the competitive edge of public radio channels.
In order to meet the objectives, the following tasks have been outlined for the
research:
7) to analyze the theoretical concepts of competition on the basis of
theoretical literature, to prepare a critical evaluation of competition with
regard to the specific tasks of public radio;
8) to analyze the competitive Ibices shaping Latvian radio market;
9) to analyze the formats of Latvian Radio's channels and to develop
proposals for their refinement;
10) to analyze the internal and external entrepreneurial medium of "Latvijas
Radio" and to outline its competitive strategy;
11) to develop a complex system of parameters in order to implement the
strategy of improvement of competitive edge of Latvian Radio's channels;
12) to develop a model of links interconnecting various parts of radio channels
and to assess the significance of feedback in
enhancement of
competitiveness.
Abstract for Defense
1. Rather than Porter's five force model explicitly described by theoretical literature,
the competitive edge model present at Latvia's radio market is ruled by seven forces,
namely; the competition among radio stations, alternative information providers, radio
audiences, radio advertisers, new competing stations that may potentially appear in
the market, suppliers of information and equipment necessary for broadcasting, and
influence of state powers.
2. Latvian Radio may improve the competitive edge if the following conditions
are met:
-a special complex system (strategic chart) of criteria is developed and implemented
in competition strategy;
-the principle of feedback is applied in program development and channel
programming.
The Theoretical and Methodological Sources of the Doctoral Thesis
The theoretical research and practical research parts were organized in view of:
-theoretical and practical ideas about changes in operation of public radio channels
in countries where market economy dominates (Besley I, Brown J.A., Heler R.,
Joseph R., McGuigan James R., Mc Quail D., Keith M, O’ Sullivan T., Peterson T.,
Veinberga S., Pringle P.K., Krasnolobov E.B. etc);
-the theory of competitive forces (Porter M., Brandenburger A.M., etc);
-the theories of management/ governance and processes of strategic management
present at organizations (Daft R.L, Kaplan R.S, Norton D.P., Mintzberg H., Ahlstrand
B, Lampel J.Invan P.R.etc).
In the course of the research the following literature has been used: The Acts of Law and
the Acts of the Government of the Republic of Latvia, international specialized
literature dealing with economy, radio market and competition, data provided by
Latvian Statistics Authority (CSB) and National Broadcasting Council (NR'I'P),
European Broadcasting Union's (LBU) data concerning member countries, including
Latvia, national media research company's TNS/BMF quantitative and qualitative
data on radio audiences in Latvia, sociological research data about the offer of radio
programs, as well as information collected and condensed from expert interviews,
data about entrepreneurial activities of public radio channels and unpublished material
from Latvian Radio Company, summarized by the Author.
An Outline of Research Techniques Used
The following Research Techniques have been used:
-Analysis of Management Science, in order to find theoretical ideas about
operational peculiarities, governance and strategic management of public radio
channels in the presence of competition.
-Modeling, in order to reveal and to analyze the competitive forces present in
radio market, the internal and external medium factors influencing the competitive
edge of Latvijas Radio, and the significance of feedback when working with the
audiences.
30
-Expert interview method, in order to find and explore diverse problems
associated with gaining a competitive advantage for Latvijas Radio. Five CEOs from
the commercial sector, as well as seven top specialists of Latvijas Radio have been
interviewed.
-Statistical analysis and grouping, information analysis and presentation,
analysis and forecasting of dynamic rows.
The Basis of Research
The research is based predominantly on the operation of Latvijas Radio 2 (LR2);
but also on Latvijas Radio 1 (LR1). Latvijas Radio 3 Klasika (LR3), Latvijas Radio 4
(LR4) and Latvijas Radio 5 Naba (LR5).
Limitations
Due to the limited scale of the research and insufficient information, the author has
omitted in-depth analysis of financing of public radio and performance of commercial
broadcasters.
The Timeline of Research
The research covers the period between 2001 and 2005. In some parts data from 1993
onwards have been used. Earlier periods were not analyzed since collection of
relevant data concerning radio markets on a regular basis, and in the scope analyzed
in this research, started after 2001. The Scientific Innovation of the research is
reflected in a number of aspects:
•
A new radio market competition model with seven forces has been
developed, a technique enabling assessment of the extent of influence of
competitive forces is offered;
•
The factors influencing the internal and external medium of "Latvijas
Radio" have been found, a technique is offered for assessment of the
correlation between "Latvijas Radio" interior and exterior entrepreneurial
medium and the competitive edge, and for development of a competitive
strategy;
•
A complex system of parameters for implementation of competitive
strategy' has been developed;
31
•
A model of links interconnecting various parts of radio channels has been
developed, and the significance of feedback in enhancement of
competitive edge has been assessed;
•
Proposals for improvement of competitive advantage of Latvian Radio
stations have been developed.
In practice, the results of the Author's Research are used for implementation of
competitive advantage strategies by Latvian and foreign (Portuguese) radio stations.
An Outline of the Results of the Research
1. Competition in the market of electronic mass media
Having analyzed the conditions of diverse forms of competition, the Author finds
signs of monopoly presence in radio market. On the basis of the findings of
theoretical literature, the Author analyzes the theoretical concepts of competitive
powers and diverse competitive strategies. The Author selects suitable models for
further, practical part of the research: Porter's five competitive forces model, as
well as Adam Brandenburger and Barry Nalebuff value net model.
Fragmentation of audiences and development of new technologies leave an
impact on the measuring systems of radio and television audiences in many countries.
I h e main challenge is lo develop and refine audience research techniques, to be sure
that the system precisely reflects possible radio and television audiences in a specified
country. Only a fully flexible measurer is able to reflect the growing habit of radio
listening outside homes. In most countries the inaccurate and obsolete method of
diary is still used for research of radio audiences. A promising idea is introduction of
a joint measuring technique capable of measuring radio and television audiences
simultaneously. That would produce a more accurate database for audience research
and forecasting.
Radio market expansion and legislative changes opened the path for private
broadcasting ventures in the Western Europe in early 1980s. As private broadcasters
emerged, fragmentation started in electronic media market and public broadcasters
lost their dominant position. The extent of market fragmentation varies remarkably
from country to country, however there is a common trend: more operators and
channels offer their audiences more radio opportunities and more choice. While
32
fragmentation of public radio market in Western Europe has slowed down and
stabilized alter 2001, public broadcasting in Eastern - European countries are under
growing pressure from commercial competitors.
Development of private radio in Europe is still deterred by various
restrictions: tax policy, high rates for broadcasting licenses, and national regulators.
In the presence of such restrictions which are often unjustified, only the largest
transnational monopolies are able to survive, and they marginalize the local radio
owners in the market. Transnational broadcasters cover large territories, attract
major advertisers, involve more assets, produce better programs, and at the same
reduce production costs, thus gaining a competitive edge among broadcasters. A
small number of public or private channels control the lion's share of the audience.
France, Nordic countries and Italy, where, for instance, the combined TV share held
by RA1 and Mediaset is 90% of the total audience, have the highest level of
audience consolidation. In Latvia, five channels of public radio that are all run by
"Latvijas Radio", have consolidated around 46% of total radio market share.
In most parts of the "old Europe", public radio and TV operators have been
able to safeguard their audiences during the last decade, however, most public radio
and TV broadcasters in the post-communist countries have witnessed a decrease in
listening and viewing.
2. Improvement of the competitive advantage of public radio channels in
Latvia's radio market
The author explores and analyzes the competitive forces in Latvia's radio market.
In the course of research it was found that, apart form the five forces present in
Porter's technique, which was selected for comparison, there arc two more: radio
audience and mitigation by the state (national legislative acts): see Figure 1.
The Author has developed a technique for measurement of influence of
competitive forces. The grade of impact of a specified competitive force is found
after summarizing the results of expert questionnaire. According to the experts,
competition between radio stations, radio advertisers and radio audience (graded
almost as high as "3") leave the largest impact of all competitive forces present,
while potential new competing radio stations leave the lowest impact (graded
approx. "1"). The competition-shaping factors are part of the external medium of
direct influence surrounding radio stations, which serves as a basis for
development of strategies and for improvement of competitive advantage of
"Latvijas Radio".
The Author summarizes and analyzes the formats of the channels provided by
Latvijas Radio (see Table 1) and addresses positioning problems, aiming to
improve program quality and to attract larger audiences.
34
Table 1.
Format structure adopted by Latvijas Radio
In the course of the research, the Author finds that the structure of the selected
channels is close to optimum. The Author analyzes the strengths and weaknesses of
each radio channel, and offers proposals to improve their performance. The Author
gives a detailed analysis of operational peculiarities of "Latvijas Radio 3 -Klasika"
which has no competitors within its classical music format/ niche.
3. Analysis of the Strategy of Latvijas Radio
The Author analyzes ideas of diverse scholars as regards the essence and specific
tasks of public radio, and defines the vision of "Latvijas Radio". On the basis of
his research, the Author analyzes and amends the mission statement of "Latvijas
Radio". The author finds out the factors that influence "Latvijas Radio" internal
and external medium. By means of SWOT analysis, the author analyzes the
impact of "Latvijas Radio" internal and external corporate medium on its
competitive advantage, and develops the competition strategy for the organization.
The internal corporate medium of Latvijas Radio are influenced by such factors as
its market share, program quality, financial situation, involvement in specialized
programming, staff, technical condition, price of airtime for commercials,
marketing activities. The external corporate medium of Latvijas Radio are
35
influenced by such factors as market growth, competition at the hands of
alternative providers of information, airtime demand by radio advertisers, the
choice of the audience, competition at the hands of potential new players in the
market, the suppliers of information and equipment for broadcasting, and national
legislation. Twelve radio experts were invited to evaluate the relevance of each
parameter in a three-grade scale (1, important, 2, very important, 3, decisive). The
most important factors of the internal medium were found to be market share,
program quality, while the key factors of the external medium were market
growth, airtime demand by advertisers, and the audiences' choice. The resulting
impact from internal and external medium is computed by means of a technique
selected by the author. Latvian radio's internal and external advantages in
competition are estimated in a nine-grade scale, based on questionnaire data from
twelve experts of the industry.
In the competition model which is based on internal advantage and proposed by the
author, eight most important internal medium criteria are selected:
•
market share criterion graded as A1 and evaluated against the background
of competitors as X1
•
program quality criterion graded as A2 and evaluated against the
background of competitors as X2.
•
financial position criterion graded as A3 and evaluated against the
background of competitors as X3
•
program specialization criterion graded as A4 and evaluated against the
background of competitors as X4.
•
personnel criterion graded as A5 and evaluated against the background of
competitors as X5
•
technical condition criterion graded as A6, and evaluated against the
background of competitors as X6
•
price of commercial spots graded as A7 and evaluated against the
background of competitors as X7.
•
marketing activity criterion graded as
background of competitors as X8.
A 8 and evaluated against the
36
The
total
influence
of the
internal
medium
M
is
computed
as
M=AlX1+A2X2+A3X3,+A4X4+A5X5+A6X6+A7X7+A8X8=l11.19 (1)
The strategic goal available after 3 to 5 years of implementation of the
developed strategy, is 130.82
The mean value of "Latvijas Radio" competitive advantage is found to b e
111.19/17.57=6.32, the strategic target, however, is the value 131.82/17.57=7.45.
The external market attraction model selected by the author has seven criteria of
external medium:
•
Market growth criterion graded as B 1 and evaluated against the background of
competitors as Y 1
•
Competition at the hands of alternative information providers graded as B 2 and
evaluated against the background of competitors as Y 2
•
Demand by radio advertisers grades as B 3 and evaluated against the
background of competitors as Y 3
•
The choice of the radio audience graded as B 4 and evaluated against the
background of competitors as Y 4
•
The potential risk of emergence of new radio stations graded as B 5 and
evaluated against the background of competitors as Y 5
•
The risk of influence of suppliers of information and equipment graded as B 6
and evaluated against the background of competitors as Y 6
•
The risk of mitigation by the slate graded as B 7 and evaluated against the
background of competitors as Y 7 .
The
total
influence
of
the
external
medium
N=B lYl+B2Y2+B3Y3 +B4Y4+B5Y5,+B6Y6+B7Y7=92.79
N
is
computed
as
(2)
The strategic goal available after 3 to 5 years of implementation of the developed
strategy, is consequently 114.32.
The average situation of "Latvijas Radio" in terms of market attraction is
found to be 92.79/15.15=6.12, and the strategic target value is 114.32/15.15=7.55.
After summarizing the results by means of McKenzie Matrix (see Fig. 2), the
author concludes that Latvijas Radio finds itself in leading position. If the target
values of the selected criteria are met, Latvijas Radio may strengthen its leading
position in the radio market even more in a couple of years.
37
According to the author's opinion, the most suitable path to pursue would be an
intensive strategy for "Latvijas Radio", based on such components as increased
market volume controlled by public radio (market conquering), development of new
markets in Riga, other Latvian cities and regions (market expansion), development of
new radio programs (tailored for certain target groups and time slots where audience
figures are poor) for the existing radio markets (development of new products). In
order to improve Latvian radio's competitive edge, the Author looks at the most
important factors of competition and their mutual relations.
MARKET ATTRACTION
BANKRUPTCY-DEVELOPMENT-LEADING POSITION
Fig. 2. Competitive advantage of Latvijas Radio: the current situation
and the target for future
The mutual ties between various shaping factors are shown by
means of a strategic chart (hereinafter the Chart). The chart has four
levels: the finance level, the clients level, the internal level, the training
and development level (see fig. 3). The chart gives a detailed system of
parameters, shows the dynamics and the trends of strategic development.
The chart not only shows the main targets and criteria, but also permits
their efficient management, It is a link between formulation and
implementation of a strategy. The functioning of the chart is exemplified
as implementation of competitive strategy at Latvijas Radio 2 (LR2). The
paper shows how the mapped system of criteria can be applied to other
channels as well, in order to implement the competitive strategies as
analyzed.
T h e s ys t e m o f cr i ter ia fo r i mp l e me n t ati o n o f co m p e tit i v e
ad va nta g e str ateg y wa s d evelo p ed b y the Aut ho r for LR2 ,
as the c h a n n e l ' s aud ience share had p lu m meted
38
from 8% in 1997 to 4% in 1998. The system of criteria for implementation of
competitive advantage strategy yielded the first results in 1999 when LR2's market
share rose to 9% and to further 27% in 2005 (average quarter-hour share). The
revenue of LR2 rose from 48000 Latvian lats in 1999 to 517000 lats in 2005.
Fig. 3. Strategic chart for Latvijas Radio 2
39
Feedback is one of the format-shaping tools that secures the most important target
audience's attention in long term. With this in mind, the author develops a feedback assisted model of mutual ties between elements of radio channels (see Fig. 4).
Market research data are summarized by TNS/BMF research company on a quarterly
basis. And doing it outside radio, they form an indirect feedback.
Some forms of direct feedback are letters, e-mails and phone calls. The analysis and
the frequency of such information can be controlled by the Radio itself. The size
of the audience (RCH '000) and market share (SHR %) depend on the time slot, since
the distribution of radio listening across the hours of day is uneven. The most
favorable air time, or the so-called radio prime time is between 7 AM and 10 AM.
Correlation analysis is used to analyze relationships between variable parameters or
their derivations. Graphical method and deduction method is used in order to extract
the causes of changes in specified radio program parameters from general data about
market developments in Latvia.
40
The least squares method is used in assessment of parameters of a simple linear
econometric model. Hypothesis testing is applied as regards the relevance of
individual parameters, as well as the relevance of the model generally. Statistics
package SPSS 12 is used in calculations and assessment of the econometric model.
Induction method is used in projection of general results, like the correlation of
audience share and the number of received letters from results observed on the model,
as well as in development of proposals for improvement of the model. It is found that
the increment of the number of received letters is not related to the growth of
audience share, however, the growth rate of the number of received letters is
positively linked with the growth rate of the audience share.
For quantitative assessment of the effect of growth rate of the audience share against the
growth rate of the number of received letters, a simple regression model is used:
A number of conclusions follow from the above regression equation (4):

If the increment of audience is the same over a certain period, (e.g. from 2002 to
2003 it grows from 20,2 % to 20,6 %, and from 2003 to 2004 it grows from 20,6
% to 21 %), i.e. rdr=1, it means that the increment in the relative number of
received letters, related to the (absolute) increment over that period is 0,0355(= -
41
0,2842+0,2487), consequently, the relative number of the received letters during
the last period will decrease by 3,6% of the growth observed during the previous
period. (E.g. assuming one program receives 1000 letters in 2002, 1100 letters in
2003, the increment is 100 letters per annum; the program receives 10% letters in
2004 i.e. 96% of the last period's increment, and the number of letter has
decreased by 4% of the preceding period's growth: (1096-1100)/(l 100-1000)= 0,04.)
• The relative growth of the letters received, comparatively to the preceding period,
is unchanged (rdv=l), if the increment of audience share vs. the preceding period,
grows approximately 5 times (1+0,2842)/0,2487=5,I637). (E.g. assuming that
there is a single program that receives 1000 letters in 2002, 1100 letters in 2003,
the increment is 100 letters per annum; in 2004 the program receives 1200 letters
meaning an increase of 100 per annum: rdv=(1200-l 100)/(l 100-1000)= 1. Within
the confines of the model that would mean that if the program's audience share in
2002 was 20% and in 2003 it was 20,5%, it means the audience will grow to
reach 23 % in 2004 since rdr=(23-20,5)/(20,5-20)=5 ).
Conclusions and Proposals
In the course of his research the author arrived at the following conclusions:
1. Unlike Porter's five force model which enjoys the most exhaustive
description in theoretical literature, the competitive edge in the radio market of
Latvia is formed by seven forces:
o mutual competition between radio stations,
o alternative sources of information,
o radio audiences,
o radio advertisers,
o potential new competing radio stations in the market,
o
information and equipment suppliers for radio broadcasting,
o
influence of the state power.
2. According to the experts, the most significant forces are mutual competition
between radio stations, radio advertisers and radio audiences (graded aprrox.
as 3), while the least important powers arc potential new competing radio
stations in the market (graded as 1).
42
3. The average value of Latvijas Radio internal competitive advantage is
estimated as 111.19/17.57=6.32, and the strategic target value is
131.82/17.57=7.45. In terms of market attraction the average position of
Latvijas Radio is estimated as 92.79/15.15=6.12, and the strategic target value
is 114.32/15.15=7.55. Assessment of the obtained results in a nine-grade scale
shows Latvijas Radio in the leading position. Could all the criteria values set
as strategic goals be reached, Latvijas Radio would even strengthen its leading
position in a few years.
4. The factors. influencing the competitive advantage should be addressed in a
complex way, entering them into a strategic chart. Using a strategic chart to
achieve strategic domination, channel LR2 succeeded in increasing its market
share from 4% in 1998 to 27% in 2005. The channel's revenue from
commercials grew from 48000 Latvian lats in 1999 to 517000 Latvian lats in
2005.
5. The hypothesis suggesting that growth of audience share is related to growth of the
number of received letters cannot be totally rejected, however, as follows from the
regression equation (4), the statement should be supplemented with the following
condition:
"the relative growth rate of received letters will increase as compared to that of the
preceding period, if the growth of the audience share during the current period is at
least five times faster than recorded during the preceding period".
The Author offers the following Proposals based on the findings of the research:
In order to improve the competitive advantage of "Latvijas Radio" and to strengthen
its leading position in the radio market the following is recommended.
1. In order to implement the strategy of competitive advantage, the management
of Latvijas Radio shall implement the complex system of parameters that
influences competitive edge and that has been developed for LR2, into all
channels.
2. In order to improve the regression model of mutual tics between the channels,
the management of Latvijas Radio shall organize stock-taking of incoming calls
and mails. As a result, it will be put into the picture of the direct feedback, and
43
data quality will be improved. At the same time, the number of programs that suit the
model will grow, i.e. sample size will grow n>l6.
3. The management of Latvijas Radio 1 (LR1) shall restructure the programs in
order to increase the audience during the time slot between SAM and 12AM on
weekdays and weekends, and transmit its night-time news via the networks of
LR2 as well since the audience share of LR2 during nights is double or treble in
comparison to LR1.
4. The management of Latvijas Radio-2, regardless of the channel's success, shall
never discontinue its work upon improvement of program quality, i.e. the artistic,
musical and technical quality of Latvian popular music the channel broadcasts.
5. The management of Latvijas Radio-3 ,,Klasika", instead of dubbing the news
from LR-1, should use its own resources of news editors and program presenters,
in order to provide, on a regular basis, information that concerns less political and
economic issues and more cultural activities in compliance with the mission of LR
3; change the timetable of thematic magazines to attract more listeners with a
dynamic program, popular opera and musical, suitable popular classical music,
especially during the morning and afternoon segments; restructure the financial
resources allocated to Latvijas Radio-3, the basic
financing, honoraria and
bonuses, aiming to optimize the programming; produce programs containing
very popular classical music; modernize the channel's website; to help the
audience find their way in the choice of themes broadcast by LR -3, it should be
briefed about the current day's schedule every morning, demonstrating some audio
clips; produce a radio magazine dedicated to current events in culture in a form
interesting to fans of serious music and professionals likewise; revise the bonus
distribution scheme since it is not logical to pay bonuses to LR3 management and
staff while the audience shrinks.
6. The management of
Latvijas Radio-4 , "Doma Laukums", shall partly
restructure its programs during the daytime between 9AM and 4PM where a notch
is observed in the audience curve; in order to improve the competitive advantage
and to attract new audiences, new transmitters should be deployed in Eastern parts
of the country, along the border with Russia and Belarus (the project must be
implemented in cooperation with the Foreign Office), and a network of regional
correspondents must be formed.
7. In order to enlarge the potential audience of the radio station, the management of Latvijas
Radio-5 "Radio Naba" shall seek deployment of new transmitters in such student towns as
Jelgava, Liepaja, Rezekne, Valmiera, Daugavpils and Ventspils. The technical problems that
constantly plague program production at LR5 need to be overcome as well.
The results of the present promotional research are proven.
The author's publications relevant to the theme of the doctoral thesis:
4. Radioklausītāju auditorijas pētījumu metodes un iegūto rezultātu izmantošana
raidorganizāciju konkurētspējas palielināšanā // Statistikas un pārvaldes
problēmas, zinātniskie raksti. -R: Latvijas statistikas institūts, 2005, 132-140
Ipp. (The Methods of Radio Audience Research and the Use of the Results in
Improvement of Competitive Advantage of Broadcasters)
5. Latvijas radio vīzija un misija kā vadības instrumenti (līdzautors) // Vadības
zinātne, LU raksti— R: LU, 2005. (The Vision and Mission of Latvijas Radio
as Instruments of Management)
3. Konkurences spēki Latvijas radio tirgū (līdzautors R. Škapars) // Ekonomika,
LU raksti. -Nr. 689 R: LU, 2005. (The Competitive Forces in Latvian Radio
Market)
4. Sabiedriskā radio konkurences attīstības tendences Eiropas radio tirgū
(līdzautors) // Vadības zinātne, LU raksti. Nr. 674 - R.: LU, 2004 - 289. –
300. Ipp. (Competition Trends for Public Radio in European Radio Market)
5. Sabiedriskā radio programmu piedāvājuma pozicionēšanas problēmas Latvijas
radio tirgū (līdzautors R. Škapars) // Ekonomika, III:LU raksti. -R.: LU, 2004.
- Nr. 671. - 381. - 391. Ipp. (Problems of Positioning of Public Radio
Programs in the Radio Market of Latvia)
6. Latvijas Radio vieta un loma sabiedriskās apraides sistēmā un konkurencē
radio tirgū pirms un pēc iestāšanās ES ( līdzautors) // Enlargement of the
European Union in the Baltie Sea Region: social and economic challenges and
opportunities. Starptautiska konference. - R.: LU, 2004. - 162. - 168 Ipp.
(Thc Place and Role of Latvijas Radio in the Public Broadcasting System and
Competitive Medium before and after EU Accession)
45
7. Latvijas ekonomikas pārstrukturizācijas problēmas jaunās ekonomikas
apstākļos (līdzautors R. Škapars). Monogrāfija. - R.: LU, 2004. - 253. - 294. lpp.
un 375. - 377. Ipp. (The problems of Restructuring of Latvian Economy in the
Presence of the New Economic Model)
8. Influence of General Environmental Factors on Increasing the
Competitiveness of Public Radio Stations (co-author R. Skapars) //
Humanities and Social Sciences Latvia : Integration of Latvia's Economy into the
European Union. 2004. - Nr. 1(41). - 95. - 109. p.
9. Sabiedriskā radio programmu darbības problēmas monopola apstākļos
//Latvijas Universitātes Raksti, 677. sējums. Ekonomikas un vadības
zinātne. Rīga: Latvijas Universitāte, 2004. - 132. - 141. Ipp. (The Problems
of Public Radio Program Operation in the Presence of Monopoly)
10. Sabiedrisko raidorganizāciju loma jaunās ekonomikas apstākļos (līdzautors) //
Latvijas ekonomikas pārstrukturizācijas problēmas jaunās ekonomikas
apstākļos. Monogrāfija. - R.: LU, 2005. - 253. - 294. lpp. un 375. - 377. Ipp.
(The Role of Public Broadcasting under the New Economic Model)
11. Pretruna starp radošo un komerciālo - galvenā Latvijas sabiedriskā radio
darbības problēma nepilnīga finansējuma apstākļos. //Liepājas Pedagoģijas
akadēmijas Sociālo zinātņu un vadības katedras VII rakstu krājums
..Sabiedrība un kultūra" - Liepāja: LiePA, 2005. - 2X7. - 293. Ipp. (The
Antagonism Between the Creative and the Commercial Aspect- the Main
Problem of Latvia's Public Radio as a Result of Inadequate Financing)
12. 80 years in the Radio Business // The Channel. The journal of the Association
for International Broadcasting, Nr. 4. - England: A1B. - 2005. - pages 48-49
13. LR-2, seule station de radio musicale de langue lettonne en Lettonie //
Magazine de I'Union Europeenne de Radio-Television: Imprime en France,
Paris, 2005/2.-40.-44. p.
14. LR-2 - the only Latvian music radio channel in Latvia // Diffusion. Radio.
The journal of the European Broadcasting Union, Nr. 2 - 2005. - 40. - 43. p.
15. Sabiedrisko raidorganizāciju konkurences attīstības tendences EBU
dalībvalstīs. Misiju vai auditorija? // Rezultatīvie radītāji publiskā sektora
uzņēmumos. Rīga: Latvijas radio, 2005. - 151. - 164. Ipp. (The competition
Trends for Public Radio in EBU Member Countries. Mission or Audience?)
46
16.LR-2 - the only Latvian music radio channel in Latvia: Romantic.
Competition. Finance//,,DIFFUSION" 2005/14 European Broadcasting
Union, p. 1-4/ Internet
http://www.ebu.ch/en/union/diffusion_on line/radio/tem_6-367777.php-2005
17. La seule
musicale de
langue
lettonne en
Lettonie /Internets.-
http://www.radioactu.ch/index.php?goto=advancedSearch -2005.
In Print:
1. Sabiedrisko radiokanālu konkurences attīstības galvenie virzieni // Latvijas
ekonomikas
un
sabiedrības
pārstrukturizācijas
ietekme
uz
uzņēmējdarbības
konkurētspēju un iedzīvotāju dzīves kvalitāti (līdzautors). Monogrāfija. R.:LU, 2006.
— 400 Ipp. (Basic Developments in Competitive Advantage of Public Radio
Channels // the Effect of Restructuring of Latvian Economy on Corporate Competitive
Edge and Quality of Life)
2. Sabiedriskās televīzijas konkurences attīstības tendences Eiropas raidorganizāciju
savienības dalībvalstīs // Ekonomika, LU raksti. -R: LU, 2005. (Competition Trends
among Public Television Stations in EBU Member Countries)
3. Sabiedrisko raidorganizāciju konkurences attīstības tendences EDU dalībvalstīs //
Ekonomika, LU raksti. -R: LU, 2005. (Competition trends for Public Broadcaslers of
EBU Member Countries)
The candidate has presented the contents of the present Doctoral Thesis paper
at the following international scientific conferences:
1.Auditorijas pētījumu metožu izmantošanas problēmas raidorganizāciju konkurētspējas
paaugstināšanā //Valsts ilgtspējīgas attīstības problēmas -R:LU, 2006 g. 9 februārī
(Problems of application of audience research
methods for improvement the competitive advantage of broadcasters)
2. Playing the national card? Public radio: competition and finance // European
Broadcasting Union (EBU) ,,Eurosonic" Conference, Lisbon, 26 - 27 May,
2005
6. Latvijas un EBU dalībvalstu sabiedrisko raidorganizāciju konkurences
attīstības tendences // Rezultatīvie rādītāji un efektivitātes vērtējums publiskā
sektora uzņēmumos, Rīgā, 2005. gada 8. aprīlī. (Competition Trends for
Public Broadcasters in Latvia and EBU Member Countrics // the Performance
Indicators and Assessment of Efficiency in Public Entities in Riga)
7. Sabiedrisko raidorganizāciju tirgus attīstības problēmas // Starptautiskās
konkurētspējas problēmas uz zināšanām balstītas ekonomikas apstāk|os. —R:
LU, 2005. gada 4. februārī. (The problems of market Development for Public
Broadcasters// Problems of International Competitive Advantage based on
Economic Conditions)
8. Sabiedriskās televīzijas konkurences attīstības tendences Eiropas elektronisko
masu mediju tirgū // Pārvaldes pilnveidošana ES valstīs. -R: LU, 2005. gada
3. februārī. (Competition Trends for Public Television in European Electronic
Media Market)
9. Sabiedriskā radio programmu piedāvājuma pozicionēšanas problēmas Latvijas
radio tirgū // Ekonomikas ilgtspējīgas attīstības problēmas nacionālajā un
globālajā aspektā (Problems of positioning of program content offered by
public radio in Latvian radio market // Problems of Sustainable Economic
Development in the National and Global Aspect). - R: LU, February 6, 2005
10. Pretruna starp radošo un komerciālo - galvenā Latvijas sabiedriskā radio
darbības problēma nepilnīga finansējuma apstāk|os // Sabiedrība un kultūra :
sustainable development. Liepājas Pedagoģijas akadēmija: 7. starptautiskā
zinātniskā konference. - Liepāja, 2004. gada 6. un 7. maijā (The Antagonism
Between the Creative and the Commercial Aspect- the Main Problem of
Latvia's Public Radio in the Presence of Inadequate Financing)