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In September 1997, Philadelphia’s long-time commercial classical station, WFLN, was sold for $85,000,000 and changed formats. One week later, Temple University’s WRTI, an all-jazz station since 1958, acquired WFLN’s collection and added classical music to its format.
After the format change, WRTI aired classical music on weekdays from 6 a.m. until 6 p.m., and jazz from 6 p.m. until 6 a.m. Saturday daytime hours were devoted to classical music (except for a 30-minute talk show at 6 a.m. and a 40-minute arts news show at 11 a.m.), while Sunday daytime hours were devoted to gospel or jazz until 3 p.m. Weekends also included syndicated programs such as Piano Jazz, Jazz 20 Profiles, and From the Top, as well as live broadcasts of performances by the Metropolitan Opera in season.
WRTI’s swift move not only prevented the demise of classical music radio in the nation’s sixth largest market but also benefited the station by drawing increased listeners and contributions, particularly from audiences left without another dedicated classical option after WFLN’s format change.
After the format change, WRTI aired classical music on weekdays from 6 a.m. until 6 p.m., and jazz from 6 p.m. until 6 a.m. Saturday daytime hours were devoted to classical music (except for a 30-minute talk show at 6 a.m. and a 40-minute arts news show at 11 a.m.), while Sunday daytime hours were devoted to gospel or jazz until 3 p.m. Weekends also included syndicated programs such as Piano Jazz, Jazz 20 Profiles, and From the Top, as well as live broadcasts of performances by the Metropolitan Opera in season.
WRTI’s swift move not only prevented the demise of classical music radio in the nation’s sixth largest market but also benefited the station by drawing increased listeners and contributions, particularly from audiences left without another dedicated classical option after WFLN’s format change.
After acquiring WFLN’s collection, WRTI allocated more total airtime per week to classical music than to jazz.: Not Supported
From 1997 through 2005, WRTI had a greater percent increase in its average-quarter-hour (AQH) listenership than in its number of members.: Not Supported
The average contribution per member changed by less than 10% from 1997 to 2005: Supported
Be sure to select an answer first to save it in the Error Log before revealing the correct answer (OA)!
Difficulty:
95%
(hard)
Question Stats:
45% (03:55) correct
55%
(04:16)
wrong
based on 159
sessions
History
Date
Time
Result
Not Attempted Yet
For each of the following statements, select Supported if the statement can be reasonably inferred from the information provided. Otherwise, select Not supported.
| Supported | Not Supported | |
| After acquiring WFLN’s collection, WRTI allocated more total airtime per week to classical music than to jazz. | ||
| From 1997 through 2005, WRTI had a greater percent increase in its average-quarter-hour (AQH) listenership than in its number of members. | ||
| The average contribution per member changed by less than 10% from 1997 to 2005 |
ShowHide Answer
Official Answer
After acquiring WFLN’s collection, WRTI allocated more total airtime per week to classical music than to jazz.: Not Supported
From 1997 through 2005, WRTI had a greater percent increase in its average-quarter-hour (AQH) listenership than in its number of members.: Not Supported
The average contribution per member changed by less than 10% from 1997 to 2005: Supported
Addition of classical music programming: Positive Impact
Lack of direct competition in classical music broadcasting: Positive Impact
Hiring of a chief financial officer and a membership director: Positive Impact
Be sure to select an answer first to save it in the Error Log before revealing the correct answer (OA)!
Difficulty:
95%
(hard)
Question Stats:
42% (00:53) correct
58%
(01:00)
wrong
based on 226
sessions
History
Date
Time
Result
Not Attempted Yet
For each of the following factors, select Positive Impact if the information provided shows that it had a positive impact on WRTI’s number of members or total member contributions. Otherwise, select No Clear Impact.
| Positive Impact | No Clear Impact | |
| Addition of classical music programming | ||
| Lack of direct competition in classical music broadcasting | ||
| Hiring of a chief financial officer and a membership director |
ShowHide Answer
Official Answer
Addition of classical music programming: Positive Impact
Lack of direct competition in classical music broadcasting: Positive Impact
Hiring of a chief financial officer and a membership director: Positive Impact
1998 had the lowest average contribution per member between 1997 and 2005.
Be sure to select an answer first to save it in the Error Log before revealing the correct answer (OA)!
Difficulty:
55%
(hard)
Question Stats:
72% (01:40) correct
28%
(01:31)
wrong
based on 221
sessions
History
Date
Time
Result
Not Attempted Yet
Which of the following statements about WRTI from 1997 to 2005 is best supported by the information provided?
| WRTI’s share of the terrestrial radio market increased between 1997 and 2005. | |
| The number of members increased at a faster rate than total member contributions from 1997 to 2005. | |
| 1998 had the lowest average contribution per member between 1997 and 2005. | |
| The number of members increased every year between 1997 and 2005. | |
| Only individuals were allowed to be members. |
ShowHide Answer
Official Answer
1998 had the lowest average contribution per member between 1997 and 2005.
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Official Solution:
After acquiring WFLN’s collection, WRTI allocated more total airtime per week to classical music than to jazz.
• Tab 1 states that on weekdays, WRTI aired classical music from 6 a.m. to 6 p.m. and jazz from 6 p.m. to 6 a.m., resulting in an equal weekday split. On Saturdays, classical music aired during the daytime except for a 30-minute talk show and a 40-minute arts news program. On Sundays, gospel or jazz aired until 3 p.m., but it is unclear what was broadcast afterward. The weekend nighttime schedule and the durations of syndicated and seasonal programs are not specified. Because the full weekly distribution of airtime between classical music and jazz is not known, the statement cannot be confirmed.
From 1997 through 2005, WRTI had a greater percent increase in its average-quarter-hour (AQH) listenership than in its number of members.
• Tab 2 states that AQH listeners increased from approximately 6,500 in 1997 to 18,300 in 2005, a gain of 180%. Over the same period, membership increased from 3,371 to 15,000, a gain of more than 340%. Since 340% is substantially greater than 180%, the statement is incorrect. Not supported.
The average contribution per member changed by less than 10% from 1997 to 2005.
• In 1997, Tab 2 reports 3,371 members and approximately $259,000 in member contributions. This gives an average of about $77 per member. In 2005, with 15,000 members and $1,200,000 in contributions, the average was exactly $80 per member. The difference is $3, which is less than a 10% change. Therefore, this statement is supported.
Correct answer:
After acquiring WFLN’s collection, WRTI allocated more total airtime per week to classical music than to jazz.
"Not supported"
From 1997 through 2005, WRTI had a greater percent increase in its average-quarter-hour (AQH) listenership than in its number of members. "Not supported"
The average contribution per member changed by less than 10% from 1997 to 2005
"Supported"
Bunuel
After acquiring WFLN’s collection, WRTI allocated more total airtime per week to classical music than to jazz.
• Tab 1 states that on weekdays, WRTI aired classical music from 6 a.m. to 6 p.m. and jazz from 6 p.m. to 6 a.m., resulting in an equal weekday split. On Saturdays, classical music aired during the daytime except for a 30-minute talk show and a 40-minute arts news program. On Sundays, gospel or jazz aired until 3 p.m., but it is unclear what was broadcast afterward. The weekend nighttime schedule and the durations of syndicated and seasonal programs are not specified. Because the full weekly distribution of airtime between classical music and jazz is not known, the statement cannot be confirmed.
From 1997 through 2005, WRTI had a greater percent increase in its average-quarter-hour (AQH) listenership than in its number of members.
• Tab 2 states that AQH listeners increased from approximately 6,500 in 1997 to 18,300 in 2005, a gain of 180%. Over the same period, membership increased from 3,371 to 15,000, a gain of more than 340%. Since 340% is substantially greater than 180%, the statement is incorrect. Not supported.
The average contribution per member changed by less than 10% from 1997 to 2005.
• In 1997, Tab 2 reports 3,371 members and approximately $259,000 in member contributions. This gives an average of about $77 per member. In 2005, with 15,000 members and $1,200,000 in contributions, the average was exactly $80 per member. The difference is $3, which is less than a 10% change. Therefore, this statement is supported.
Correct answer:
After acquiring WFLN’s collection, WRTI allocated more total airtime per week to classical music than to jazz.
"Not supported"
From 1997 through 2005, WRTI had a greater percent increase in its average-quarter-hour (AQH) listenership than in its number of members. "Not supported"
The average contribution per member changed by less than 10% from 1997 to 2005
"Supported"
Official Solution:
Addition of classical music programming
• Tab 1 states that after acquiring WFLN’s collection and adding classical music to its format, WRTI drew increased listeners and contributions. Since this programming change is directly associated with a rise in member contributions, the information supports that the factor had a positive impact. Positive Impact.
Lack of direct competition in classical music broadcasting
• Tab 1 states that WRTI’s addition of classical programming “prevented the demise of classical music radio,” and that it benefited the station by drawing increased listeners and contributions, particularly from audiences left without another dedicated classical option after WFLN’s format change. This implies that after WFLN’s format change, WRTI faced no remaining direct classical competitor, so the lack of direct competition likely contributed to the growth in listeners and member support. Positive Impact.
Hiring of a chief financial officer and a membership director
• Tab 2 states that the station hired a chief financial officer in 1999 and a membership director in 2001 to manage growth. It then states that both members and contributions rose following these staff additions. This directly supports that the hires had a positive impact on member numbers and total member contributions. Positive Impact.
Correct answer:
Addition of classical music programming "Positive Impact"
Lack of direct competition in classical music broadcasting "Positive Impact"
Hiring of a chief financial officer and a membership director "Positive Impact"
Bunuel
Addition of classical music programming
• Tab 1 states that after acquiring WFLN’s collection and adding classical music to its format, WRTI drew increased listeners and contributions. Since this programming change is directly associated with a rise in member contributions, the information supports that the factor had a positive impact. Positive Impact.
Lack of direct competition in classical music broadcasting
• Tab 1 states that WRTI’s addition of classical programming “prevented the demise of classical music radio,” and that it benefited the station by drawing increased listeners and contributions, particularly from audiences left without another dedicated classical option after WFLN’s format change. This implies that after WFLN’s format change, WRTI faced no remaining direct classical competitor, so the lack of direct competition likely contributed to the growth in listeners and member support. Positive Impact.
Hiring of a chief financial officer and a membership director
• Tab 2 states that the station hired a chief financial officer in 1999 and a membership director in 2001 to manage growth. It then states that both members and contributions rose following these staff additions. This directly supports that the hires had a positive impact on member numbers and total member contributions. Positive Impact.
Correct answer:
Addition of classical music programming "Positive Impact"
Lack of direct competition in classical music broadcasting "Positive Impact"
Hiring of a chief financial officer and a membership director "Positive Impact"
