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sense of commitment to the community that a lot of broadcasters didn't have. And that's
borne out by the trading that's going on even today in television and radio properties, unlike
anything that goes on in newspapers. Although even in newspapers today there's much more
activity than there was at the period I'm talking about.
So, all of those things made me lean in that direction. I couldn't make it fly. I guess that's as
close as I ever came to a strategic plan for the development of our company-owned stations.
Once that happened, I retreated to --
That was about in what period? In the early fifties?
That had to be in the early fifties. Maybe late forties.
That sent me -- I say me, it sent my -- my organization, my staff people to the job of looking
at where we could get our foot in the door to either acquire or make some kind of an
operating relationship, which would ultimately give us an option to acquire part of the
Case in point: The Los Angeles Times, I believe because it missed the boat in radio, and
because it came to realize the importance of radio in the dissemination of news, was an early
applicant for a television station. They got a license -- I believe it was Channel 9 in Los
Angeles -- absolutely didn't
know what to do with it. Norman Chandler who was the Chief Executive of the Times Mirror
group, had lunch with me one day, and said, “I'll give you an option to acquire ninety percent
of KTTV, “ which is, I think, the call letters of this place, “if you'll take over the operation,
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