Public Relations Plan

Radio One, Inc.

West Virginia University

Jasmine Hood

IMC 618

Hood 2

Contents

1. Executive Summary……………………………………………………..

……………………………………….3

2. Background…………………......

………………………………………………………………….……………….3

3. Situation

Analysis…………………………………………………………………………………………

……...8

4. Core Problem

Statement……………………………………………………………………...

……………….9

5. Key Public: End-Users – Primary and Secondary Messages……………..

…….……………….9

6. Key Public: Advertisers – Primary and Secondary Messages..…………...

………..…………11

7. Key Public: Shareholders – Primary and Secondary Messages..

…………...………..………12

8. Campaign Goal…...……………………..

………………………………………………………………………..13

9. Campaign

Objectives……………………………………………………………………….

Hood 3

………………….14

10. Campaign Strategies and Public Relations

Tactics…………………………….………………….15

11. Calendar of PR

Activities…………………………………………………………………………..……......19

12. Budget……………………….

………………………………………………………………………………………22

13. Evaluation Plan…………,

……………………………………………………………………………………....24

14. Personal Assessment….

………………………………………………………………………………………25

15. References…………..…..

…………………………………………………………………………………………27

Hood 4

Executive Summary

With a projected buying power of $1.1 trillion by 2012, targeting African

American consumers is a no brainer (Dodson 2007). Reaching this unique

segment, like any other group, in today’s market must be efficient and cost-

effective. Radio One, Inc. provides the perfect amalgamation of media that

reaches over 82 percent of African American households through multiple

media channels. Imagine being able to touch people in their cars, homes, on

their computers, cell phones, email, at newsstands, and in their mailbox.

Media connects individuals to the world around them, and circularly, the

world is built on these individual connections. Radio One and its subsidiaries

provide unmatched access for key publics to conveniently connect to the

content and people that are relevant and essential to them personally and

financially across radio, television, online, and print platforms.

Background

From its humble beginning at WOL-AM on Howard University’s Washington

D.C. campus, founder Cathy Hughes has built the steady empire of Radio

One, Inc. with urban market radio stations across the US. Radio One is one

of the largest radio broadcasting companies in the U.S. and is the largest

radio broadcasting company that primarily targets African-American and

urban listeners. It currently owns and/or operates 52 radio stations located

Hood 5

in 16 major markets, as well as Magazine One dba Giant Magazine, interests

in TV One, LLC, Interactive One, the Tom Joyner Morning Show, and Reach

Media, Inc. (www.blackamericaweb.com). They have also recently added

Community Connect Inc., an online social networking company to their

Interactive One portfolio.

Radio One’s exclusive position as the largest broadcaster among African

American audiences makes it #1 in its target market. Its stations offer an

assortment of formats, including Urban, Adult Contemporary, Contemporary

Inspiration, Gospel, and News Talk radio. In conjunction with Reach Media,

Radio One owns Syndication One, which develops African American targeted

talk show programming. The featured shows include The Al Sharpton Show,

The Warren Ballentine Show, and 2 Live Stews, offering audiences relevant

information and analysis from an African American perspective.

TV One is a lifestyle and entertainment cable network that focuses on the

adult African American community. Original and acquired programming is

featured on the network that is distributed across the country on most cable

and satellite service providers, particularly where there is a high African

American population segment.

Interactive One was launched in 2007 to round out the Radio One media

family. It has quickly become the #1 online platform for African Americans.

The acquisition of Community Connect, Inc. has now expanded the

Interactive One offering to span 10 websites, including BlackPlanet.com, the

Hood 6

largest African American online social network. Radio One expects the

integrated online experience to grow to over 60 websites in the next year as

it brings content from its 52 stations online.

Magazine One (dba Giant Magazine) is an urban entertainment lifestyle

magazine that targets young, upwardly mobile readers with a multicultural

appeal. The bi-monthly magazine is distributed nationally and features

articles and advertisements centered on the worlds of music, film, fashion

and style.

With such extraordinary success in less than three decades, Radio One

began to publicly offer common stock on May 6, 1999, making Hughes the

first African American chairwoman of a publicly traded company.

Unfortunately, after years of unprecedented growth and success, the current

national economic conditions have hurt Radio One like many other media

broadcasting companies. On October 22, 2008, NASDAQ notified Radio One

(NASDAQ: ROIAK and ROI) that for 30 consecutive days prior to October 16,

2008 the bid price of Radio One’s Class D common stock had closed below

the minimum $1.00 per share required to list on NASDAQ. In light of the

economic crisis and the unprecedented condition of the market NASDAQ

granted moratorium for the Company, with the rules to go back into effect

January 19, 2009. From that time through July 20, 2009, Radio One must

close at $1.00 per share or more for at least 10 consecutive business days to

achieve compliance. The Company sold 20 of its stations in 2007 to reduce

Hood 7

operating expenses. Third quarter results were reported on September 30,

2008, showing net revenue $86.2 million, down 2 percent from the same

period last year.

In the fourth quarter of 2008, Radio One faces a new day in media and the

world. The U.S. political and economic climate is both in favor and against

the largest African American broadcasting company. The first African

American president, Barack Obama, has been elected and the stock market

is in shambles. On election night, thousands of viewers tuned in to TV One,

Radio One’s cable network, to watch live coverage of the historic presidential

election returns. While the network was proud to carry such a momentous

event, parent company Radio One faces unprecedented challenges in the

national market. Despite increased listenership, media buyers have had to

cut advertising budgets across the broadcasting industry (Hampp 2007).

The history of commercial radio dates back to 1920, when Pittsburgh's KDKA

broadcast election returns. In two short years, there were more than 200

stations crowding the available airwaves (Bloomquist 2008). Today, there

are approximately 11,000 commercial stations in the $20 billion radio

broadcasting industry (the Industry) that compete in local markets across the

country. Radio One is ranked number 10 of the top radio broadcasting

companies in the U.S. The industry leader is Clear Channel Communications,

which owns or operates 1,000 stations- three times as many as its closest

competitor Cumulus Media. As a result of the Telecommunications Act of

Hood 8

1996, there has been much consolidation in the Industry with giant radio

companies owning up to eight stations in large markets. These large

companies operate in clusters to reduce administrative and sales costs, but

allow the individual stations to target different audience segments through

programming.

Currently, the Industry’s greatest challenge is the national economy.

National advertisers have trimmed ad spending due to the economic

slowdown and the lack of optimal metrics. Until recently, stations measured

their share of listeners by Arbitron’s diaries that have been criticized for

having three-month delays in results and were often inaccurate. In 2007,

Arbitron introduced their electronic Portable People Meters (PPM), to

promptly produce more measurable results, much like Nielsen ratings in the

television industry.

With the rapid technology changes in the Industry companies have begun to

face the issue of Internet advertising. Many broadcasters have expanded

their brand to online content, generating three to five percent of the

industry’s revenue from online ad sales (McClellan 2007). Internet radio,

satellite radio, and mp3 players have steadily begun to take a chip out of the

traditional medium’s core base. The technological advancement of high

definition (HD) radio signals may possibly prove advantageous to radio

broadcasting ad sales. Digital radio offers better sound quality and no

subscription is necessary.

Hood 9

In the radio broadcast industry, Radio One is nowhere near its competition

and, in conversely, its competition is nowhere near it. Clear Channel is the

industry leader, with over 1,000 stations across the country. Other top

competitors include Ciatdel Broadcast, CBS Radio, as well as Cumulus Media,

Emmis Communications, and Cox Radio. However, Radio One’s focus on the

African American niche market is unrivaled by any other broadcasting

company.

TV One’s competition is limited, with its largest and main competitor being

BET. Although both networks focus on African American viewers, they have

different target demographics- BET targets a young 18-34 demo, while TV

One targets an older 18-49 demo. By 2006, three years from its launch, TV

One had attained 40 million subscribers, compared to the 30-year old BET’s

85 million subscribers (Goetzl 2007). Another competitor that TV One has

managed to outpace was the Black Family Channel, which found it difficult to

gain distribution. In May 2007, the network was sold to the Gospel Music

Channel and is rumored to re-launch sometime this year.

Radio One’s newly acquired Community Connect, under the Interactive One

brand, has placed the company in the new age world of social networking.

The largest of Interactive One’s sites is, by far, BlackPlanet.com. In 2007

BlackPlanet.com ranked No.4 in Hitwise's Top U.S. Social Networking Sites

Report, behind MySpace, Facebook and Bebo (Hitwise 2008).

Magazine One’s Giant Magazine has the advantage of being linked to a

Hood 10

company that reaches 82 percent of African Americans across television,

radio, online, and print platforms. This is something its main competitors,

Vibe Magazine, the Source, XXL, as well as veterans Ebony and Essence,

can’t claim.

Situation Analysis

Radio One has garnered the number one position in media broadcasting for

the African American community. The company’s multimedia brands reach

over 82 percent of African American homes through radio, television, online,

and print. Current national economic conditions have adversely affected

Radio One along with the entire radio broadcasting industry. The media

giant must find new and innovative ways to attract end users to ultimately

attract advertisers.

This diversification of the Radio One properties shows the commitment to

providing advertisers with integrated marketing access into the homes and

lives of consumers. According to a statement made by Barry Mayo,

President of the Radio Division, “[Radio One is] no longer in the radio

business, we are in the 'audio entertainment business' and we need to

leverage our products well beyond the terrestrial signals we are licensed to

operate.” Currently, there is a limited amount of PR communication and

marketing strategies that establishes the company’s stance on being a

leading provider for urban and African American entertainment and news

Hood 11

content.

Core Problem

To brand itself as an integrated multimedia conglomerate, Radio One must

efficiently link its print, television, radio, and online platforms to engage key

publics (end-users and advertisers) in the total brand package.

Key Publics

Advertisers

Advertisers have a self-interest as a primary public of Radio One. Radio

One’s success in reaching consumers directly relates to an advertiser’s

ability to reach the target segments that Radio One offers. Advertisers

utilize Radio One’s dominance in African American multimedia outlets to

promote their products and services. The added value of Radio multimedia

properties is that African American consumers can be reached consistently

and repeatedly when engaged with Radio One. If Radio One loses or misses

out on potential members of the target audience (end-users) due to

disconnected public relations and marketing, advertisers are subsequently

affected as well. This public needs to be sure that end-users are

participating across all of Radio One’s platforms so that they can feel

Hood 12

confident in spending across platforms.

Primary Message:

• Radio One is the leading media company for African American

entertainment and news content.

Secondary Message:

• Giant Magazine has national distribution with a 250,000 Rate-

base/362,090 Total Paid Circulation.

• Interactive One is composed of a variety of sites, including

NewsOne, TheUrbanDaily, and HelloBeautiful, as well as the

Community Connect, Inc. family of social networking sites.

BlackPlanet.com has over 15MM registered members, 5MM Unique

Visitors/month, and approximately 500mm Page Views/month.

• TV One is seen in 208 markets, across 39 states and nationwide on

DIRECTV.

• Radio One stations are located in 53 stations in 16 urban markets.

Primary Message:

• Radio One is a media conglomerate that cross-markets and shares

content and resources.

Secondary Message:

• The Radio One online networks GIANTmag.com, Blackplanet.com,

AllHipHop.com, The Urban Daily and other targeted verticals.

Hood 13

• One media buy allows you create custom campaigns across multiple

websites.

• Interactive One is the leading online network serving the African-

American community through social network, news, information, and

entertainment.

• Advertising on Radio One stations, the TV One network, in Giant

Magazine, on Giantmag.com, or any of the Interactive One networks

provides access to 9 million African-Americans per month.

End-Users

Although end-users do not necessarily invest direct dollars into the broadcast

company’s revenue, they are an essential public for Radio One. End-users

include listeners, viewers, subscribers, and readers that attract advertisers to

spend with Radio One and trust that they are the best source for reaching

specific audiences. If end-users are dissatisfied or unfulfilled (due to lack of

awareness) with Radio One’s offerings they can voice their displeasure by

quietly ceasing participation in one or more of Radio One’s multimedia

platforms. Does Radio One have the information or content that is relevant

to me? How easy is it to access this information and how can I enjoy more

than one medium? These are all questions that end-users may consider

when choosing to engage in Radio One media.

Primary Message:

• Radio One is the multimedia authority on convenient and reliable

Hood 14

African American entertainment and news content.

Secondary Message:

• GIANT is an urban entertainment lifestyle magazine that celebrates the

best of music, film, fashion and style.

• Radio One is the largest radio broadcasting company that primarily

targets African-American and urban listeners, with stations in 53

stations in 16 urban markets.

• BlackPlanet.com connects audience with a mix of community tools,

information, entertainment and personal service based on their

interests.

• TV One is a cable/satellite television network, programming primarily

to African American adults, that offers a broad range of lifestyle and

entertainment-oriented programming that respects their values and

reflects their intellectual and cultural diversity.

Shareholders

During the past few years Radio One shareholders have had to endure the

slowdown of the national economy and the effects it has had on the radio

broadcasting industry, and Radio One specifically. Incessantly falling stock

prices and recent warnings from NASDAQ can leave shareholders feeling

uneasy about the security of their investments. As an internal public,

shareholders are personally affected by the marketing strategies of the

Hood 15

company. This public needs to know the value of all Radio One enterprises

and how they are positioned to create additional revenue.

Primary Message:

• Radio One is seeking to build a media conglomeration of enterprises

that appeals to key publics and increases revenues.

Secondary Message:

• Consistent branding will attract consumers (end-users) to utilize all of

Radio One’s platforms, increasing the reach available to advertisers.

• Advertisers will be able to buy into a cohesive media company whose

brand is bigger than the parts.

Campaign Goal

Radio One is to build its overall brand position and increase revenues by

integrating its marketing and public relations tactics for both end-users and

advertisers to fully utilize the company’s reach.

The current vision statement on Radio One’s website is outdated and only

refers to its prior strategy of expanding its radio market shares amongst

African Americans. However, in recent statements from CEO Alfred C.

Liggins III, Radio One is seeking to build the media company into an

“Univision-like conglomeration of media enterprises that cross-market and

share content and resources” (Huslin 2007). To accomplish this, Radio One

must develop a consistent brand that markets all of its multimedia elements.

Hood 16

VP of Integrated Marketing – One Solution, Peggy Byrd Mazard, recognizes

this need for an integrated marketing and public relations approach. “As

[Radio One] becomes a key media brand in the marketplace, we are excited

about making sure our identity and value proposition are clear, articulated,

enhanced, and differentiated,” she stated (Mazard 2008, p. 11). Radio One

will need to issue a new mission statement that reflects the direction and

goals that the company is trying to achieve.

Campaign Objectives

1. Develop a recognizable brand name and logo that encompasses all of

Radio One’s media platforms and coincides with its current slogan. (Ex.

One Media, Inc. – The Urban Media Specialist). Marketing material

should reflect this unified image and be introduced by 2nd Qtr FY 09.

2. Announce press release for campaign launch across all Radio One

platforms- Radio One, TV One, Giant Magazine, BlackPlanet.com on

April 01, 2009.

3. Move all media websites to employ BlackPlanet.com as the host server

(Ex. www.giant.blackplanet.com). Link BlackPlanet memberships to all

other platform websites. (Ex. Signing in under a BlackPlanet login

allows member to access information on their local radio station’s

Hood 17

webpage or leave comments on Giant Magazine’s website).

Integration should be complete by May 2009.

4. Foster awareness amongst end-users of the connected media

properties of Radio One. Through survey research obtain an 80

percent level of end-user awareness of all Radio One brands by January

2010.

5. Present One Media as an integrated opportunity for advertisers to gain

multi-channel access into consumer’s homes. Packaged partnerships

should include media buys in more than one medium, highlight level of

end-user participation across platforms, and convey One Media as an

expert in the African American media experience.

Strategies and Tactics

Currently, Radio One has not announced any specific strategies aimed at

branding itself as an integrated multimedia conglomerate. The following

suggested strategies and tactics are intended to efficiently link its print,

television, radio, and online platforms to engage key publics (end-users and

advertisers) in the total brand package.

Hood 18

Advertisers

Strategy One:

• Develop and present a recognizable brand name and logo that

encompasses all of Radio One’s media platforms and coincides with its

current slogan.

Tactics:

• One Media, Inc. is to be established as the company umbrella in which

advertisers can reach target audiences across platforms. (One Media,

Inc. – The Urban Media Specialist)

• One Solution must be presented as an advertising package that

includes media buys across One Media and conveys One Media as an

expert in the African American media experience.

Strategy Two:

• Announce campaign launch across all One Media platforms and other

various media.

Tactics:

• Issue a press release to the appropriate trade magazines, newspapers,

and ad agencies announcing unique opportunities to reach African

American audiences through One Media’s new image and structure.

• Place a full-page ad in Giant Magazine, run 30-second spots on Radio

Hood 19

One, run 30-second spots on TV One, place web banners on

BlackPlanet.com and other Interactive One networks emphasizing the

new brand name, logo, and all of its properties.

• Redesign company website and homepage of each One Media property

to present One Media as an integrated opportunity for advertisers to

gain multi-channel access into consumer’s homes.

End-Users

Strategy One:

• Ensure end-users are aware of One Media’s presence and the

integrated channels available through the redesigned media

conglomerate’s campaign launch.

Tactics:

• One Media, Inc. is to be established as the company umbrella in which

end-users can conveniently access news and entertainment content

through radio, television, print, and online platforms.

• Place a full-page ad in Giant Magazine, run 30-second spots on Radio

One, run 30-second spots on TV One, place web banners on

BlackPlanet.com and all Interactive One networks emphasizing the new

brand name, logo, and all of its properties.

• Send member messages to all BlackPlanet.com users announcing the

campaign launch.

Hood 20

• Use One Media’s established Email Alerts to inform subscribers of the

campaign launch.

• Redesign company website and homepages of each One Media

property to present One Media as an integrated media company.

Strategy Two:

• Link BlackPlanet.com memberships to all other platform websites.

Tactics:

• Create a communications message through interactive participation.

Signing in under a BlackPlanet login allows members to access

information across all One Media platforms (ex. local Radio One

station, Giantmag.com, TV One, etc.)

Shareholders

Strategy One:

• Ensure shareholders are aware of the rebranding of Radio One/One

Media and its revenue potential.

Tactics:

• Issue a press release and announce during quarterly conference call

One Media’s new image and structure. Also, use One Media’s

established Email Alerts to inform subscribers of the campaign launch.

• Present the One Solution advertising package that includes added-

Hood 21

value opportunities for advertisers to gain multi-channel access into

consumer’s homes through media buys across One Media.

Hood 22

Calendar of PR Activities

Hood 23

One Media Launch Campaign

Start Date: April 1, 2009

March 2Q - April May June 3Q - July August

Public: Advertisers

Strategy 1: Recognizable brand name and logo encompasses all Radio One’s media platformsTactic 1: Establish One Media, Inc. as umbrella company. Tactic 2: Present One Solution expert advertising package with media buys across company.

Strategy 1 Evaluation

Strategy 2: Announce campaign launch across all One Media platforms and other various media.Tactic 1: Notify appropriate trade magazines, newspapers, and ad agencies.Tactic 2: Emphasize new brand through ads in Giant Magazine, on Radio One and TV One, BlackPlanet.com and other Interactive One networks.Tactic 3: Redesign company website and homepage of each One Media property.

Strategy 2 Evaluation

Public: End-Users

Strategy 1: Ensure end-users are aware of One Media’s presence and the integrated channels.

Hood 24

Budget

Hood 25Public Details

Projected Cost

Discount or

Sponsorship

Actual Cost

Advertisers

Strategy One: Recognizable brand name and logo encompasses all Radio One’s media platforms

Tactic 1: Establish One Media, Inc. as umbrella company.

Create new logo and marketing materials.

$450,000

Tactic 2: Present One Solution expert advertising package with media buys across company.

Electronic and hard copy media kits.

$40,000

Strategy Two: Announce campaign launch across all One Media platforms and other various media.Tactic 1: Notify appropriate trade magazines, newspapers, and ad agencies.

Press Release $8,000

Tactic 2: Emphasize new brand through ads in Giant Magazine, on Radio One and TV One, BlackPlanet.com and other Interactive One networks.

Full page ad, 30-second radio spot, 30-second tv spot, online web banners.

Tactic 3: Redesign company website and homepage of each One Media property.

Integrated web design.

$100,000

Public: End-Users

Strategy One: Ensure end-users are aware of One Media’s presence and the integrated channels.Tactic 1: Establish One Media, Inc. as umbrella company umbrella for convenient access to content.

Create new logo and marketing materials

/

Hood 26

(/= cost is already accounted for in a previous tactic)

Using several of the same tactics for more than one audience can help

alleviate costs. However, it is essential to remember the specific public

being targeted even if similar information or material is provided (ex. press

releases, emails, etc.).

Evaluation Plan

PR Outtakes can be measured for short-term effects. The immediate goal is

to make key publics aware of the rebranding campaign launch. Media

Content Analysis can be used to research articles that feature or refer to the

campaign press release. Which publications ran the article or story and was

the campaign well received by the media? Public Opinion Polls can gauge

key audiences’ awareness of the campaign launch, all of (or a majority of)

the company’s properties, and also how the new branding of the company is

perceived. Were PR tactics and cooperative marketing tools effective in

informing the public?

PR Outcomes are evaluated for the long-term goal of making the new One

Media brand the premier media conglomerate for African American end-

users, and advertisers seeking them. To measure the awareness and

comprehension of the total rebranding of the company focus groups can be

utilized to determine qualitative measurement and mail, Internet, and email

Hood 27

polls can be employed to quantify the number of key audience members who

“received, paid attention to and understood the messages directed at them”

(Davenport 2008). This will be crucial for Radio One’s long-term goal of being

recognized as the decisive Urban Media Specialist. Attitude and Preference

Measurements can be evaluated after the campaign launch. Have

advertisers’ attitudes about opportunities with the parent company (Radio

One) and its subsidiaries changed? Have end-users changed their primary

preference for entertainment and news content to the print, radio, television,

and online platforms of Radio One?

Personal Assessment

Throughout my research and findings of Radio One’s PR problems and

strategies I found very little public information on their plans for addressing

their current issues. Radio One has great potential to be the leading source

for African American target audiences to not only use and participate in the

media offerings, but also become available for advertisers to reach

consumers almost anywhere they consume media. The key to Radio One’s

success in the coming years is to go beyond simply acquiring and developing

innovative media offerings, but to present an integrated package to all key

publics. A single brand recognition would be the most efficient and effective

way to link all of Radio One and its subdivisions, so that when a person

recognizes the parent company they also recall its other brands.

During a time like this, when the market is in distress across the nation and

Hood 28

ad-based industries are experiencing major setbacks, Radio One can utilize

what it already has and build a great corporation of multimedia offerings. To

incorporate consumer research, communication opportunities can be

facilitated to allow for user insight and suggestions.

Keeping up with the latest technologies, such as Twitter for example, opens

a two-way line of communication so that Radio One can send and control

messages to audience members, as well as receive dialogue to improve its

PR dealings.

Radio One needs to improve on its overall public relations engagement from

this point forward. Beyond the problems, goals, and objectives laid out

above, Radio One must add some transparency to its operations and

dealings. End-users, advertisers, and shareholders would likely have greater

faith and loyalty to the brand and company if its public image was more

controlled and informative. Employing basic PR tools, particularly with the

access of its own media sources, would allow information to be more readily

available and spark a stronger preference for the media offerings that Radio

One provides. Working toward unifying the Radio One “voice” through public

relations is the first step making the communications much more succinct.

Hood 29

References

Bloomquist, R. (2008, October 9). A Journey Across the Dial. Wall Street Journal (Eastern Edition), p. A.15. Retrieved November 11, 2008, from ABI/INFORM Global database. (Document ID: 1570234381).

http://cdn.giant.blackplanet.com/wp-content/uploads/2008/10/giant-magazine-2009-media-kit.pdf

Davenport, D. (2008). Lesson 4: The Publics of Public Relations. West Virginia University.

Dodson, D. Retrieved December 22, 2008 from http://www.terry.uga.edu/news/releases/2007/minority_buying_power_report.html

http://giant.blackplanet.com/about-us/

Goetzl, D. (2007, September 17). A Decent BET: New programs, more cash boost channel. Broadcasting & Cable, Retrieved November 7 2008, from http://www.broadcastingcable.com/article/CA6478750.html

Hampp, A. (2008, October). Radio gaining audience-but not ad revenue. Advertising Age, 79(39), 4,39. Retrieved November 8, 2008, from ABI/INFORM Global database. (Document ID: 1581629321).

Hoover's. Radio One, Inc. Hoover's Company Records - In-Depth Records. Retrieved Nov. 5, 2008, from ProQuest Academic database.

Huslin, Anita. (2008, February 22). Radio One's Losses Grow, Stock Declines. Washington Post, p. D01.

http://www.interactiveone.com/about.php

Mazard, P. B. (2008, November). The Powerful Advantage of One Solution. The Frequency, p. 11.

McClellan, S. (2007, December). CBS Radio Eyes Internet For Growth Opportunities. Adweek, 48(45), 9. Retrieved November 11, 2008, from ABI/INFORM Global database. (Document ID: 1401241971).

http://www.radio-one.com/properties/

Radio One, Business Wire. (2007, August 7). Radio One, Inc. Announces That

Hood 30

Barry Mayo Has Been Named President of the Radio Division [Press release]. Retrieved from http://www.businesswire.com/portal/site/google/?ndmViewId=news_view&newsId=20070807006452&newsLang=en

Radio One, Business Wire. (2008, October 20). NASDAQ Notifies Radio One, Inc. Class D Shares Fall Below Minimum Bid Price [Press release]. Retrieved from http://phx.corporate-ir.net/phoenix.zhtml?c=63747&p=irol-newsArticle&ID=1215938&highlight=

Retrieved on November 9, 2008 from http://www.targetmarketnews.com/storyid04140801.htm

Retrieved on November 10, 2008 from http://www.hitwise.com/press-center/hitwiseHS2004/social-networking-visits-in-2007.php

Retrieved on November 14, 2008, from http://finance.yahoo.com/q/hp?s=ROIAK

http://www.tvoneonline.com/inside%5Ftvone/