In the final part of the Model for the 21st Century Newsroom I look at how new media has compounded problems in news organisations’ core business models – and the new business models which it could begin to explore.
Let’s start by looking at the traditional newspaper business model. This has rested on selling, in a broad simplification, three things:
Advertising. Put more explicitly: selling readers to advertisers.
Selling content to readers, and, twinned with that:
Selling the delivery platform to readers – i.e. the paper
Developments in the past few decades have eaten into each of those areas as follows: Continue reading →
Once out there it can be linked to, commented on, discussed, dissected, tagged, bookmarked and sent to a friend. That can take place on the original news site, but it probably doesn’t. The story is no longer yours. So once the news site has added comments, a message board, ’email to a friend’ boxes and ‘bookmark this’ buttons, what more can it do? Continue reading →
The Guardian are advertising for a Keyword Manager “to look after the labelling of our content online to ensure that it is consistent with the needs of the reader and the editorial values of the Guardian and Observer. The role requires attention to the demands both of a considerable content archive and of a fast-moving news operation, and involves work across media; from text to cartoons, video to podcasts. It would suit either a journalist with a particular interest in archiving, or someone with a background in information science who posesses a keen editorial sense.”
To quote William Gibson: “The future is already here – it is just unevenly distributed”.