In today’s challenging economic climate, radio and television stations are implementing unprecedented strategies to sustain their operations. Ibadan-based broadcast journalist Kenny Ogunmiloro recently shared insights that shed light on the stark reality now faced by many broadcasters.
Ogunmiloro highlighted the growing pressure on On-Air Personalities (OAPs) to prove their worth not only through talent but by generating revenue. As he pointed out, OAPs are increasingly valued for “the monetary value they bring to the station as a criteria,” a shift that signals significant changes in the industry.
Ogunmiloro explained that this trend is not entirely new but has intensified in recent years. Recalling past industry practices, he noted, “A radio station in Lagos was paying a presenter a million naira salary 3-4 years ago when the economy wasn’t this bad. You can only imagine what they would be paying him now if he didn’t leave the country.” This reflects the decline in the ability of stations to sustain high salaries without concrete returns on investment, prompting them to hire personalities who can drive revenue as well as engagement.
Between Revenue Generation vs. Professional Value
I share Ogunmiloro’s belief that revenue generation is essential, but I question its position as the primary employment metric. While financial health is crucial for any station, making revenue generation a yardstick for every staff member risks eroding the professionalism and integrity of the broadcasting field.
Ogunmiloro quoted saying, “If you don’t make at least the equivalent of your salary as an income for your station as an OAP every month, you need to do MORE.” This expectation has fundamentally shifted the responsibilities of OAPs, whose roles traditionally focused on connecting with audiences, delivering quality content, and maintaining trust.
Historically, marketing departments spearheaded revenue generation, leaving OAPs free to concentrate on programming and audience engagement. But today, many stations are dissolving their marketing teams, essentially making each staff member—from OAPs to technicians—a de facto marketer. As Ogunmiloro observed, “A time is coming, and it’s almost here, that OAPs will be hired based on the monetary value they bring to the station.” While this approach might help boost short-term income, it’s not a one-size-fits-all solution, especially for smaller or community-focused stations that don’t attract big-name influencers.
The industry’s growing reliance on high-profile individuals, like social media influencers and reality TV stars, reveals this shift.
As Ogunmiloro aptly noted, “Why do you think Cool FM hired former BBN housemate Tacha? Why do you think Brilla signed another BBN housemate Uzo? Why are radio stations signing skit makers? Because they know they will get more than content from them.”
This approach, however, risks sidelining talented broadcasters who may not have large followings but excel at delivering impactful, engaging content. The focus on revenue over professionalism can ultimately compromise the essence of the broadcasting industry.
What Happens When Expectations Aren’t Met?
The push for revenue generation places considerable pressure on OAPs, who are now expected to bring in substantial income or risk their positions. Ogunmiloro’s remarks remind us that OAPs like Murphy Ijemba have been pivotal revenue drivers, with Ijemba reportedly generating “70% of the station income every month.” But what happens if such staff members are not compensated fairly for their revenue contributions? When commission agreements fall short of promises, frustration and burnout can quickly set in, leading to high turnover and dissatisfaction. In these cases, the profession risks losing its appeal as a creative field, becoming little more than a numbers game.
The Balance Between Professional and Financial Value
The sustainability of the broadcasting industry ultimately hinges on finding a balance between revenue generation and professional value. While stations undeniably need income to survive, they must avoid placing financial benchmarks above the quality content that has historically defined them.
Broadcasting is built on audience trust, connection, and engagement. If financial metrics become the sole measure of an OAP’s worth, the long-term impact on content quality and audience trust could be severe.
Ogunmiloro’s words resonate here: “It reminds me of one of my previous articles where I wrote about OAPs doing MORE by generating revenue for the station and my opinion was met with mixed reactions.”
This mixed response highlights the broader tension between financial demands and the traditional values of broadcasting.
The shift to a revenue-first model may disproportionately impact smaller or community-based stations, which are unlikely to attract high-profile celebrities or influencers.
These stations rely on dedicated professionals who know their audience intimately and create niche content tailored to their listeners’ needs. If forced to compete under a revenue-driven model, these stations could lose the unique, localized programming that defines them.
Preserving the Essence of Broadcasting
To preserve the essence of broadcasting, a sustainable approach is necessary—one that recognizes both the importance of financial contributions and the invaluable professional qualities that skilled broadcasters bring to the industry. If stations can strike this balance, they stand a better chance of retaining both their loyal audiences and the professional integrity that has defined radio and television for decades.
Consequently, given the industry’s shift towards a revenue-first model, it’s clear that all stakeholders—OAPs, broadcast stations, and regulatory bodies—must contribute to a balanced approach. The question remains: How can these groups navigate the financial pressures without sacrificing the professional standards that define quality broadcasting?
The Role of OAPs
OAPs are on the front lines of this shift and thus face some of the greatest pressures. While they’re increasingly expected to help bring in revenue, it’s essential for them to balance this with their core responsibilities: connecting with audiences, creating engaging content, and upholding journalistic integrity.
One way OAPs can navigate these expectations is by building a strong personal brand that attracts loyal listeners. With a solid following, OAPs indirectly contribute to the station’s revenue, as a dedicated audience translates into more potential advertisers and sponsorships.
Moreover, OAPs can embrace new media tools—such as social media platforms, podcasts, and live streaming—to broaden their reach and engage with audiences in innovative ways. By developing skills in audience engagement beyond traditional on-air broadcasts, they can boost the station’s relevance and profitability without sacrificing quality.
The Role of Broadcast Stations
For broadcast stations, the need to generate income is undeniable, but it’s equally crucial to protect the long-term sustainability and professionalism of their operations. Rather than placing all responsibility on individual staff, stations could explore diversified revenue models that align with their brand and values. This might include sponsored content that aligns with audience interests, partnerships with local businesses, digital expansion, or even developing premium content that appeals to niche audiences willing to pay for specialized programs.
Creating a supportive, cross-functional structure can also yield results. For example, marketing and content teams can work together to design campaigns that seamlessly incorporate both advertising goals and quality content.
Additionally, stations could offer performance-based incentives for those who contribute to revenue, but without letting financial expectations overshadow professional responsibilities. This hybrid approach could allow for revenue generation while keeping core values intact.
The Role of Regulatory Bodies
Regulatory bodies like the National Broadcasting Commission (NBC) and other industry associations have a critical role in maintaining the standards of the profession. They could work toward policies that ensure stations maintain a baseline level of journalistic and professional quality, even as they pursue revenue.
For instance, regulatory bodies might establish guidelines that limit how much of an employee’s evaluation is based on revenue generation, particularly for roles traditionally centered around content creation.
Training and development programs sponsored by regulatory bodies could also support broadcast stations in navigating new revenue expectations. Workshops on ethical advertising, innovative revenue models, and digital engagement techniques could help stations adapt without compromising on professionalism.
By promoting industry-wide standards and providing support to broadcasters, regulatory bodies can play a key role in balancing commercial success with quality programming.
However, as the industry continues to evolve, it’s clear that all stakeholders must work together to find a balanced approach. By redefining roles, rethinking revenue models, and upholding professional standards, broadcast stations can adapt to financial pressures while preserving the core values that define quality broadcasting.
For the industry to thrive, it must remain both economically viable and true to its purpose as a trusted source of information, connection, and entertainment.
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Adejola Adeyemi Crown | Publisher Tropic Reporters | 07066518087 | adejolanews@gmail.com | Abeokuta Ogun State
