Big Media
The model of the new media model
Posted on 03. Oct, 2009 by Jeff Jarvis.
Leo Laporte, creator of This Week in Tech and the TWiT network of podcasts, spoke before the Online News Association this week and presented the very model of the new media company: small, highly targeted, serving a highly engaged public, and profitable. (Full disclosure: I am a panelist on TWiT’s This Week in Google show.)
Laporte said he charges $70 CPMs for ads. Some questioned the $12 CPM we included in our New Business Models for News, though we went with a conservative middle-ground based on the experience of existing local businesses. If we had – as we will – instead forecast a new kind of local news business – highly targeted with a highly engaged public, like TWiT’s – the CPMs and bottom lines would have been exponentially higher. The companies are still small but they are profitable. Laporte said he has costs of $350,000 a year with seven employees now but revenue of $1.5 million and that revenue is doubling annually. It will increase more as he announces new means of distribution (to the TV; he believes that podcasting is too hard for the audience).
Rather than nickel-and-diming current business assumptions, we need to have the ambition of a Laporte and build the new and better media enterprise.
(The video is after this link; it unfortunately plays automatically, so we wanted to get it off the front page).
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Alan Mutter – The Next Six Months for Newspapers
Posted on 24. Nov, 2008 by David Cohn.
Alan Mutter’s blog “Reflections of a Newsosaur” is a must read about the economics of newspapers. It is also one of the most depressing blogs out there right now. Alan doesn’t hold back any punches. He only serves cold dishes of reality. At this time, however, the view is merited and contains important information to head. If there is anybody who can give you the straight talk about newspaper economics – its Alan.
[The video is a bit shaky but clears up after a minute].
I tried to find some positive near the end of the interview (tunnel) but Alan didn’t want to add any obvious silver lining. From his view this really is a time to hold on tight, because we are going down a steep hill for at least 6 months. After the interview he jokingly said that as a depressing person “this is his time to shine.” That may be true – but if you need a positive jolt after this video interview I still go back to my recent blog post “Why We Should Feel Bullish About the Future of Journalism.”
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Network Models for News and Media (Why People Join Networks)
Posted on 23. Oct, 2008 by adeola.oladele.
So why would people join a network?
(Mark Josephson – Outside.In)
The main thing is that it gives people a sense of belonging that is greater than themselves
To help people who wants to be stars to become stars
To help people make money with Ads
To provide tools to make you better
To provide huge audience for you
And a market if you decide to sell.
Also, to meet local publishers needs
To give access to more inventory
What you need to be part of the network:
Scale & Inventory
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Scott Clark and Dwight Silverman – Houston Chronicle (Chron.com)
Posted on 08. Oct, 2007 by David Cohn.
Your work in networked/citizen/collaborative journalism.
At chron.com, the Web site for the Houston Chronicle, we began engaging readers in our coverage several years ago, sharing their photos and experiences in Houston’s flood of 2001, their opinions during the 2004 political conventions and election and their live experiences from the ballpark during the Houston Astros World Series games. Since early 2006 we have given readers a more consistent voice with featured blogs on everything from local sports teams to parenting and birdwatching. More recently, we have expanded that interaction to include social networking features, story comments, photo galleries, group blogs and more in an area we call the chron.Commons (http://commons.chron.com).
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John Oppedahl
Posted on 08. Oct, 2007 by David Cohn.
Your work in networked/citizen/collaborative journalism.
My experience has been in the newspaper business as a reporter, editor and publisher (Detroit Free Press, Dallas Times Herald, L.A. Herald Examiner, Arizona Republic, San Francisco Chronicle) so the closest I’ve come is in helping to develop two websites, AZCentral.com for The Arizona Republic in Phoenix and SFgate.com for the San Francisco Chronicle.
(more…)
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Jason Oberfest – Los Angeles Times
Posted on 05. Oct, 2007 by David Cohn.
Your work in networked/citizen/collaborative journalism.We have two social media pilot projects underway.
The first pilot is a new local activity and events directory website for Los Angeles that fuses user submitted content, LA Times-appointed guide content, and LA Times newspaper content to neighborhood directories. It’s similar in some ways to Citysearch, though it was built for L.A. from the beginning and it will include a great deal more editorial content and more social features. The beta version of this site will be launching in December.
The second pilot is a new entertainment industry news section of latimes.com that integrates LA Times content, user-generated content, and third party web content submitted by users. Content items are presented in an integrated display and are prioritized based on recency of the post, total number of user votes, and total number of user comments.
At the heart of both products is a user reputation system that is designed to help the reader qualify content submitted by site users and LA Times staff alike to make a judgment about which content on the site to put stock in.
What are your goals?
Based on additional user testing of the new designs, our goal is to deploy the concepts that resonate well with consumers across the broader latimes.com website.
Notable achievements?
We launched a very modest pilot project in our travel section to begin experimenting with the directory product concept. Only about 75% of the functionality has been built for that section, but already we are seeing page views up 300% over the previous section design.
Lesson you’ve learned (including mistakes you’ve made)
It is very difficult to launch a new front end of a site and a new underlying CMS at the same time.
Are you getting revenue for this? How?
Since we launched the travel pilot we have seen national advertising dollars in the section turn from a year over year decline of 26% to a 156% year over year increase.
What’s next? What do you need to get to the next level?
We need to ramp up our new Ruby on Rails tech infrastructure to allow us to launch product iterations more smoothly and A/B test more effectively.
Anyone you’d like to talk with, learn from, or work with at the summit
It looks like you have created a fantastic list of attendees– I am excited to speak with everyone on the list.
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Howard Owens – GateHouse Media
Posted on 04. Oct, 2007 by David Cohn.
Your work in networked/citizen/collaborative journalism.
As far back as East County Online (San Diego) in 1995, I’ve been working to create collaborative online communities. At ECO we didn’t have the tools to do it easily, so we invited key community members to contribute to our site and asked readers to e-mail us their opinions on things. We also formed a community group to meet regularly about topics in the community. Later, I started the RVClub.com, which I positioned as a virtual community. At the Ventura County Star, we were among the first to use comments on stories and were the first as far as I know to invite any member of the community to blog for us. At The Bakersfield Californian, I pushed for combining Bakotopia with Bakersfield.com. At GateHouse Media, we are developing a whole new participation platform.
What are your goals?
To create the new town square for the small communities we serve.
Notable achievements?
- Launching East County Online in 1995, the first group of US weekly papers on the web
- While at the Ventura County Star, we won best news site awards from E&P, NAA and ONA (I was director in 2004 when the site won ONA’s General Excellence Award). In those six years, the site won awards in several other categories.
- Creating Bakersfield.com as we know it today, which has been nominated for a Digital Edge Award, as well as winning the first-ever Inland Press Association General Excellence Award.
Lesson you’ve learned (including mistakes you’ve made)
- Move faster. Resist the temptation to have all the right things in all the right places before taking action.
- In a newspaper organization, be honest with staff — we have to do this and online is just simply more important to our potential for growth than print (in the past, I was soft on this message).
- Blog. You’ve got to walk the talk if you want your organizations to change.
- There are a number of things I wish I had done differently over they years. I wouldn’t call them mistakes so much as lessoned learned. For example, in Ventura, we should have been more aggressive about inviting key community leaders to blog for us. There is a whole host of things I wish we could have moved faster on in Ventura.
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Henry Abbott – TrueHoop/ESPN
Posted on 03. Oct, 2007 by David Cohn.
Your work in networked/citizen/collaborative journalism
I have a journalism degree from NYU, and consider myself a fairly serious journalist who worked at CBS Network Radio News, at WIBA-AM in Madison, and as a freelance writer for magazines like Men’s Journal, HOOP, Inside Stuff, etc. (I hate the idea that blogs are a lesser form of journalism.) I started the basketball blog TrueHoop in 2005, and in early 2007 it was purchased by ESPN where it is my full-time job.
At TrueHoop, I get offers from readers (college students, other bloggers, researchers, journalists, etc.) to help with projects all the time. For the longest time, I simply turned them away, not knowing how to responsibly integrate their efforts in a way that would make everyone happy and serve the readers of TrueHoop.
What are your goals?
To learn from other’s experience, to make some connections, and to get the ball rolling for a pretty cool collaborative project that I have in mind — the NBA has an All-Star Game coming up in New Orleans. It’s a massive undertaking in a broken city. I don’t want to rely on press releases to determine how the event might impact the city (last year’s event in Las Vegas featured a fair amount of mayhem). I would love to have smart people on the ground in New Orleans giving us a sense of what New Orleans is like in the lead up to the event and during.
What are some of your notable achievements?
I was once named NYU’s best broadcast journalism student! And at WIBA I was the lead reporter in a newscast that was named the best in six states. I don’t really care about any of that crap, though. I’m all about TrueHoop, which was nothing in May 2005, and then was named Best of the Web by Forbes shortly after it was launched. Since then it has been mentioned more than once in The New York Times. It has been linked to by all kinds of great blogs. I have been a guest on NPR, and dozens of radio shows from Portland to Philadelphia. And now I think I am the first person ever to publish freely on ESPN.com.
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Howard Weaver – McClatchy
Posted on 02. Oct, 2007 by David Cohn.
Introduction and Narrative: Howard Weaver has been involved with the interactive efforts of newspapers for his entire adult life – the editorial pages. “Even in the old analog world there was a kind of interactivity, I think it’s natural to come to this stage where we have better tools to try and extend that umbrella,” says Weaver. Today, Weaver is vice president for news at the McClatchy Company, a publisher of 31 daily newspapers, 50 community papers and many more websites.
Recent examples of networked journalism at McClatchy include the recent acquisition of Fresno Famous (see writeup) and a part of the News & Observer in Raleigh North Carolina is a community site called the Share Triangle. McCaltchy’s networked journalism efforts can be as simple as an Alaskan paper asking for pictures of the biggest fish caught, to their upcoming ambitions to create a participatory journalism project through their DC bureau.
Main Goal: It’s a new space with the same goal, to practice community journalism. “Journalism that empowers people, creates better citizens to participate in a democracy,” says Weaver.
A Surprising Realization: I’ve been more surprised by the pace of change than by its direction,” says Weaver. “To me the basic imperatives have been clear for some time, but I feel like there is an accelerating pace.”
Biggest Practical Lesson/Mistake: The biggest thing we’ve learned is having an integrated news staff and not walling off the online staff from the print staff. In some places the staffs were literally in different buildings and now we are largely integrated and encouraging people to become more integrated, including content ad-sales and management. It is a big lesson not to think of the delivery medium, but trying to serve the customer – putting the information how the consumer wants it rather than how we produce it, says Weaver.
Money: To begin Weaver had a disclaimer: “The revenue side is not my area of expertise, I’m a news guy and always have been.”
According to Weaver, McClatchy is finding revenue models online and should have $180-200 million in online revenues this year. The company has investments in cars.com and Career Builder that are promising and while the initial opportunity was in the classified it is finding that retail online is growing quickly.
Future Goals: “We think of ourselves as a mission driven company,” says Weaver. The main goal will not change and it remains the future goals as well. “For 150 years we have been trying to make the communities where we serve better places, the animating principle is public service journalism.”
What do you hope to get from people attending this conference?
We are, like everybody else, between infancy and adolescents in this process. Its an opportunity to be exposed to a lot of ideas in a short time and meet a lot of people whose names I only know from reading their blogs.
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Jennifer Carroll – Gannett
Posted on 02. Oct, 2007 by David Cohn.
Introduction and Narrative: In the past year Gannett has undergone the largest transformation in the company’s 102-year history. All 86 papers across the country, except for USA Today, have changed from traditional news centers to 24-hour, local, multimedia “Information centers.” The blueprint for the change cited seven areas that each Gannett paper would be required to embrace, such as databases and “Community Conversations.” The News-Press in Fort Myers (see post on Mackenzie Warren and Kate Marymont) was one of the company’s test papers and it was while flying down there that Jennifer Carol picked up a cover story in Wired on ‘crowdsourcing’ “and we said, that’are talking about.”
Main Goal: Last October the changes were implemented across the country and as of May this year – all Gannett’s papers have fully transitioned. The shift to information centers has many layers – including the willingness and capabilities to work with members of the community on investigations. “This is not rearranging furniture – this is a shift in how we do our jobs,” says Carroll.
Notable Achievements: Carroll and Ganett have been encouraged on several fronts since the change. Using crowdsourcing along with database analysis Gannett has broken stories faster and working with communities has drawn conclusions that would have gone otherwise unnoticed, says Carroll. A new tool called “Get Published” let’s anybody upload content and many of Gannett’s papers have between 100-200 hyperlocal sites that are the result of pro-am reporting. “We provide the backbone and the tools and we welcome community involvement,” says Carroll.
The Cincinnati Enquirer recently launched The Data Center, allowing readers to search thousands of databases based on lifestyle and content information linked through home addresses. For example, readers can search records of crime in their neighborhoods, review trends and compare statistics throughout the metro area.
In another example: Florida Today received an email tip by way of the “Blow the whistle” button. It was from an appraiser who said thousands of local homeowners were getting ripped-off by insurance companies that inflate the replacement value of homes on paper and, consequently, overcharge for hurricane insurance. Insurance policies are not public record, and there would be no way to report that story authoritatively without asking as many residents as possible to share private documents. So the paper posted an item to the Brevard Watchlist asking readers to “join the investigation” by doing just that. The countywide investigation yielded a front-page Sunday newspaper story and an online report on how to estimate a home’s replacement cost.
Gannett is reporting traffic increases across the board, from visitors to time spent on sites, frequency in visits and pages viewed per visit.
A Surprising Realization: The biggest surprise is that we didn’t do this earlier, both in the company and in the industry, says Carroll. If journalism at its core is to serve the public, then it has not been taking advantage of all the new tools that can help perform this function, says Carroll. “But if we think about how to use them creatively, we can get back to the things that those of us who grew up in the business in our hearts truly believe in – that we can work with readers to inform and engage and shine light on wrongdoing,” says Carroll.
Biggest Practical Lesson/Mistake: Carroll admits that Gannett underfunded not just research but technology and infrastructure. Many of Ganett’s papers responded to the changes from headquarters not with disdain – they were behind the changes, but didn’t have the technology or infrastructure to make it happen. It requires more than just talk – but capital investment in laptops, video equipment, trios, the ability to transmit digitally, etc.
Money: The editorial changes are working in tandem with revenue teams at Gannet that are exploring new ways to monetize the product. An advance data team is not only exploring content – but also how to engage readers online with mapping software and other areas that traditionally hasn’t been explored in advertising.
“We will only move forward and build on what we have done.” Gannett is very encouraged by the possibility of becoming sustainable, says Carroll. Many of these concepts have been tested at the 12 original Gannett papers to make the shift and they have developed over the past year and Gannett is seeing strong results.
Future Goals: There is no endpoint in Ganett’s transformation. “I see us only building on the research and reaction that we’ve gotten,” says Carroll. There is still an imperative to be nimble and invest in the types of technology that is needed, from social networks and beyond, but right now Gannett is ready to pounce on what is next. “We as an industry have not been as serious as being early adapters — and now I see us positioned in the front row so we can react quickly,” says Carroll.
What do you hope to get from people attending this conference?
I am very very interested in all the experimenting that is going on across the industry — We need to do more R&D. I spend as much time as I have looking at experiments that people are involved in — That’s what I want to get out it.
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Kate Marymont and Mackenzie Warren – Fort Myers
Posted on 28. Sep, 2007 by David Cohn.
Introduction and Narrative: When Gannett announced its transformation from traditional newsrooms to information centers (see Jennifer Carroll writeup) The News-Press in Fort Myers, FLA. was one of the first and most successful papers to adopt the changes. The paper regularly engages in experiments to engage and partner with citizens using traditional media resources in pro-am projects.
Its first brush in citizen journalism came in 2004 during Hurricane Charely. Today setting up a forum during a hurricane might seem second nature, but at the time it was an eye opening moment. As people shared information “we realized how much knowledge there was in our community,” says Mackenzie Warren.
Next, Fort Myers took an active approach to citizen journalism, enlisting the public in a investigation into sewer expansion, where hundreds of residents mobilized and scoured through documents. Throughout this investigation the paper relied on experts within its community like accountants, lawyers, engineers, “professions that we don’t have an expertise in,” says Warren. “We found in the community those people exist and they are willing to sift through blue prints and time cards, that’s what distinguished the project.”
The third and current experiment is called “Team Watch Dog.” Relying on retired experts in the community, Fort Myers has built a team of 20 volunteers, who work side by side with the newsroom on dozens of projects.
Main Goal of Fort Myers: To fulfill the same goals that the paper has had since 1884 when it started. “Our fundamental purpose in the community hasn’t changed at all, it’s a new means to the same end,” says Marymont. The hope is that by relying on the wealth of information within the community the paper is able to do deeper and better journalism.
Notable Achievements: Fort Myers has created a network of citizen experts, including a retired FBI agent, a defense intelligence agency analyst, an education worker and more. “We have formed an alliance that our community is coming to recognize,” says Marymont. “It’s the breadth of what we are doing that is notable.” This has also had a positive effect on the papers credibility in the community.
A Surprising Realization: The immediate volume of readers’ willingness to participate. The utilities investigation racked in 6,500 pieces of user-generated content over the lifetime of the project, with a huge flow in the first week.
The paper was inundated by the number of people that wanted to lend a helping hand to monitor their government. The same occurred with the Team Watchdog project, which was originally going to be called News-Press Nine, limited to nine volunteers. But hundreds applied.
Biggest Practical Lesson/Mistake: In their experiment of crowdsourcing in the Cape Coral utilities investigation, Fort Myers originally thought the experiment would take place in forums that they would monitor and eventually use to get quotes from contributors. “That is all fine on paper until you have 6,500 people,” says Warren.
The paper was swamped and was never able to catch up. “We left a lot of leads on the table,” says Warren. “If you strike oil, you better have a pump that can collect it all before it spills out.”
Money: Fort Myers runs on a traditional business model. On the web this means getting as many pageviews and unique visitors as possible. The site did experience an increase in traffic during the Cape Code investigation, including new regular readers. “We make new believers each time,” says Warren.
Future Goals: Fort Myers wants to rework the infrastructure that it uses to perform experiments in network journalism. Having a few under their belt, they are taking a look back to see what tools were clumsy or not right for the job. “In some cases we were using a sledgehammer to bang in a nail, in others a house hammer for a railroad steak,” says Warren. With the Team Watchdog project underway, Fort Myers is looking at new technical solutions, so they won’t be held back from not having the right tools.
What do you hope to get from people attending this conference?
“We are not short on ideas, we are short on the means to do them. What we want to get out of this is new inspiration and new directions we can push ourselves and persuade our audience to get involved and get motivated. New ways to promote what we are doing, so we can expand our audience and make new believers and readers,” says Warren. “My top hope is to actually come away with progress toward technical tools that are better for supporting networked journalism, we’re ready for the next big experiment in Fort Myers and we hope this conference can help us gain clarity on what that will be.”
