"Este artículo expone los principales rasgos del mercado de la radio y la televisión de señal abierta en el Perú, y hace hincapié en los niveles de concentración de la inversión publicitaria, el control de las frecuencias y el marco regulatorio hecho a la medida de los grupos mediáticos más
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poderosos del país. También analiza las posibilidades de sostenibilidad económica, crecimiento y modernización de buena parte de los medios locales y regionales en un contexto mundial caracterizado por acelerados cambios tecnológicos y transformaciones en los hábitos y estilos de consumo de las audiencias. Asimismo, describe algunas fortalezas y estrategias desplegadas por las radios y televisoras locales, comerciales y con objetivos de desarrollo social (educativas y comunitarias), orientadas a posibilitar su permanencia en el mercado y sentar las bases para el complejo tránsito hacia la digitalización de la producción y distribución de contenidos multimedia." (Sumilla)
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"Local radio stations have mushroomed in Africa, including Tanzania, partly due to increased support from international donors. However, research results show that the lack of economic viability is a major constraint for local radio stations. They can hardly generate sufficient revenues from adverti
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sers to sustain the station. This leads to high turnover of staff due to low pay, low quality of content, and lack of capacity in serious programming. Based on a market model, the goal of this paper is to identify these problems from both a business and a journalism perspective and to find possible solutions. The results of this analysis show that a viable economic model in Africa requires simultaneous support for three different fields, (a) development of good content, (b) development of media management capacities, and (c) media research covering the extent and satisfaction of local audiences in order to develop local advertising markets that serve local media." (Abstract)
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"This study examines the challenges of good governance for community radio stations. It does this by exploring how volunteers, managers and members of the Boards of Directors at four community radio stations in Ireland view governance issues. The article finds that there are three key requirements f
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or effective governance in the context of non-profit community radio stations. First, participants described the importance of the Board’s leadership role in acquiring expertise in specific, necessary areas, such as finance, human resources and compliance. The Board was also seen to require a capacity to generate positive relationships between the station and its constituent communities. Second, participants outlined a number of practices that proved useful in achieving positive internal relationships between the Board, the volunteers and management. Third, participants described how a collectively shared ethos of community radio was useful in overcoming potential divisions by generating a shared sense of the organization for its members. The findings highlight the need for further research and analysis of the organizational uniqueness and consequent governance requirements of community media." (Abstract)
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"Una radio social (comunitaria, alternativa, popular, local, etc.) posee múltiples y diversas fuentes de financiamiento. Múltiples: en el sentido de que no se sostienen con una sola fuente de financiamiento. Primero, porque es difícil conseguir una sola fuente que cubra completamente los gastos d
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e una emisora. Segundo, porque eso haría peligrar la independencia y margen de acción: la multiplicidad es estratégica. Diversas: implementan distintos modelos. Van a la búsqueda de distintas fuentes. Y en general, tienen pequeños ingresos de muchas fuentes y de todos los tipos posibles. Incluso, creando e inventando nuevas. Utilizan alquiler de espacios a terceros, publicidad comercial, publicidad oficial, proyectos de cooperación, subsidios, aportes individuales, venta de productos (discos, material promocional, etc.), venta de servicios (producción radiofónica, capacitación, investigaciones, etc.), desarrollo de bares o espacios culturales, etc. Nos parece de relevancia que estos elementos se incluyan a la definición de lo que es una radio social, por cuanto es un tema que siempre queda postergado o es tabú para las emisoras. Es una característica diferencial respecto de otros tipos de emisora, y habla también de su capacidad de resiliencia, resistencia, adaptabilidad y creatividad. De considerar a la multiplicidad y diversidad de fuentes de financiamiento como un elemento constitutivo de la definición de medio social, podrían evitarse, por ejemplo, algunas legislaciones como la brasileña y la chilena que definen a los medios comunitarios o ciudadanos -entre otras cosas- como aquellos que no pueden recibir publicidad comercial. Y esto funciona como una restricción a su funcionamiento. Al igual que las legislaciones que imponen una restricción al alcance de este tipo de medios: esa restricción de alcance repercute en achicar las posibilidades, sobre todo, de obtener publicidad comercial." (Conclusiones y recomendaciones, página 273-274)
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"The findings show that community radio stations in Anglophone West African countries are owned and controlled by the community; the community radio in Anglophone West African countries is regulated along the broad guidelines that guide broadcasting in those countries; and community radio is used fo
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r various purposes with the central focus on development. The study recommends that Governments should encourage the operation of community radio by granting license to willing communities; avoid undue interference in the operation of the community radio; and big organizations and non-governmental organizations should support community radio financially and logistically and the Nigerian government should commence the licensing of community radio in the country." (Abstract)
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"This guide promotes a planned and structured approach to developing program logic and includes information on: the meaning and purpose of program logic; when and how to develop program logic; how program logic can be used, with a particular focus on planning an evaluation. A program logic model is
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a schematic representation that describes how a program is intended to work by linking activities with outputs, intermediate impacts and longer term outcomes. Program logic aims to show the intended causal links for a program." (Page 4)
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"The State of Technology in Global Newsrooms is the first-ever survey on the adoption of digital technologies in news media worldwide. The International Center for Journalists, working with Georgetown University, conducted the study in 12 languages, and received more than 2,700 responses from journa
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lists and newsroom managers in 130 countries [...] Most newsrooms are not redefining roles for the digital era. Eightytwo percent of newsroom jobs remain in established roles (reporters, editors, editorial writers). About 18% are new digital roles (social media editor, digital content producer, analytics editor). Journalists use a limited range of digital skills. Of the 23 digital skills we surveyed, most newsrooms primarily use four: posting/commenting on social media (72%), taking digital photos (61%), engaging audiences on social media (58%), and distributing content across multiple platforms (56%). Digital-only and hybrid newsrooms are outpacing traditional ones in seven of the eight regions surveyed. The leader in digital is Eurasia/former USSR, with the highest percentage of digital-only newsrooms (55%) compared to anywhere else in the world. The laggard in digital is South Asia, the only region where legacy media remain dominant. Nearly half of all outlets (43%) are traditional newsrooms." (Executive summary)
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"The quest for competitiveness and popularity of a campus radio station needs to be balanced with the epistemological frames of community radio, which include participation, community ownership, and opposition to hegemonic discourse in the mainstream media as well as independence from political and
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market influences. I contribute to these reflections by highlighting how within this frame ATL FM is facing dilemmas and challenges that have not occupied community media theorists so far. Through content analysis and in-depth interviews, I investigate whether a community radio can serve and encourage the participation of the local community when professional rather than community members exclusively manage it. I propose a conscious incorporation of stakeholders in the community radio business model as a possible solution to this dilemma." (Abstract)
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"Dieses Buch erklärt praxisnah, wie Storytelling, eine Methode des narrativen, auf Geschichten und Erzählungen beruhenden Wissensmanagements, in allen betrieblichen Handlungsfeldern - vom Qualitäts- über das Informations- bis zum Change Management - eingesetzt werden kann: Beteiligte werden zu a
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bgeschlossenen Projekten befragt, die Antworten werden in leicht verständliche, spannende Geschichten verpackt - und so wird das im Unternehmen vorhandene Wissen genutzt, so kann aus erfolgreichen und weniger erfolgreichen Abläufen gelernt werden." (Verlagsbeschreibung)
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"Die neuere Journalismusentwicklung in Deutschland ist nicht nur von Krisensymptomen wie Glaubwürdigkeitsverlusten, der Erosion herkömmlicher Geschäftsmodelle, Stellenabbau und einer Prekarisierung des Berufs gekennzeichnet. Als positive Momente lassen sich neue Journalismusformen infolge der Dig
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italisierung, eine verstärkte Rechercheorientierung sowie neue crossmediale Formen der journalistischen Zusammenarbeit beobachten. An allen drei Phänomenen hat Correctiv Anteil, ein 2014 in Essen und Berlin gegründetes sogenanntes Recherchezentrum, das sich gemeinnützigen Journalismus zum Nutzen der Gesellschaft zum Ziel gesetzt hat und dessen Arbeit derzeit hauptsächlich durch Stiftungen möglich gemacht wird. Der Beitrag, der methodisch u. a. auf Leitfadeninterviews und Redaktionsbeobachtungen beruht, beschreibt das Ethos und die Arbeitsweise von Correctiv. Der Schwerpunkt liegt auf dem neuartigen Modell einer nichtexklusiven Zusammenarbeit mit ausgewählten Medien. Damit will Correctiv Reichweite in die Gesellschaft hinein erzielen. Abschließend wird die neuere Entwicklung des Recherchezentrums, insbesondere das Fact-Checking im Auftrag von Facebook, problematisiert." (Abstract)
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"Este estudio es el primer estudio exhaustivo sobre el impacto que tienen emprendedores de medios digitales, los riesgos a los que se enfrentan, y si ha surgido un modelo de negocio viable para el periodismo digital independiente y de calidad. Para llevar a cabo esta investigación, SembraMedia, con
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el apoyo de Omidyar Network, conformó un equipo para estudiar 100 medios digitales de Argentina, Brasil, Colombia y México, 25 de cada país. Muchos de los investigadores eran emprendedores periodísticos, por lo que trajeron sus propias conexiones y una comprensión profunda de los medios en sus países. En entrevistas de dos horas a fundadores o directores, hicieron más de 130 preguntas sobre gestión, innovación, desafíos, oportunidades, tamaño y participación de la audiencia, e ingresos y gastos. Esta investigación tiene como objetivo ayudar a los fundadores de empresas de medios digitales a comprender mejor las tendencias, las amenazas y las mejores prácticas que los afectan. A su vez, diseñamos este informe para ayudar a los inversores, fundaciones y organizaciones periodísticas a apreciar el valor, la vulnerabilidad y el impacto de este ecosistema de medios de comunicación de rápido crecimiento. Aunque no compartiremos la información privada de cada medio, en este reporte se podrán ver los principales resultados y hallazgos." (Sumario)
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"The main finding of this study is that digital media entrepreneurs are deeply transforming the way that journalism is conducted and consumed in Latin America. They are not just producing news — they are generators of change, promoting better laws, defending human rights, exposing corruption, and
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fighting abuses of power. They are driven to produce independent news in countries that are highly politically polarized — and some of them are paying a high price for it [...] Nearly half the journalists interviewed for this study reported threats and physical attacks in response to their coverage. More than 20% of the founders and directors we interviewed admitted that they avoided covering certain topics, people, and institutions because of threats and intimidation. Others face punitive lawsuits, cyber-attacks, never-ending audits, and the loss of advertising revenues in retaliation for their coverage. Digital natives in Latin America have an even more important role to play than their counterparts in the over-saturated media markets of the developed world. News ownership is highly concentrated in these countries, and government advertising is frequently used to reward compliant media outlets. Even in the face of these legal, financial, and physical threats, entrepreneurial journalists are building sustainable businesses around quality journalism. The advent of social media and easy-to-use web design tools has made it possible to launch a digital media venture almost entirely on sweat equity. More than 70% of the ventures in this study started with less than $10,000, and more than 10% of those now bring in at least a half million dollars a year in revenues. After analyzing data on traffic, finances, revenue sources, staffing, and years in business, we identified four distinct tiers of business development. Diversified revenue was key to success, especially in the mid tiers, and we found more than 15 distinct revenue sources, including events, training, membership, crowdfunding, and native advertising. More than 65% reported they were earning revenue in at least three ways. In the top tier, where audiences reach more than 20 million visits per month, advertising is the top revenue source, but not the only one. In the mid ranges, there is no dominant business model and diversified revenue sources that combine advertising with audience-driven sources, such as events and crowdfunding, are crucial for sustainability. When we analyzed the lower tiers, we found lots of opportunities for improvement. Despite their dedication to quality journalism, more than 30% brought in less than $10,000 in total revenues in 2016. Broadly speaking, we found two paths to growing these businesses: building audience to drive traffic and advertising, or leveraging the loyalty of the audience to inspire micro-donations and the 15 other ways they are making money." (Executive summary, pages 6-8)
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"To understand the changes brought about by a project or programme it is first necessary to understand what the original situation was. This is known as the baseline. Baselines can range from simple data collection exercises through to large, expensive surveys. They are an important part of many M&E
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systems. Baselines are normally carried out at or near to the start of a project or programme." (Introduction)
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"This article analyses three crowdfunded media organizations in three different countries – Krautreporter (Germany), Direkt36 (Hungary), and Colta (Russia). Using qualitative in-depth interviews, it demonstrates that journalism practices in a crowdfunded newsroom are very different from those in o
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ther media. The study concludes that direct funding from the audience is financially unstable; it affects journalists’ professional self-perception, changes their relationship with the audience and generally increases the amount of work that journalists have to do. At the same time, participants claim to be more satisfied with their work now than they ever were before." (Abstract)
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"Magazine Production presents a guide to the practical processes of taking a magazine from initial idea to final product. This second edition provides important revisions on these production processes by examining the technological and business advancements which have reshaped the magazine industry
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in the last decade. Brand new chapters document the rise of digital media and identify its impact on magazine creation. They also include new guidance on designing online, tablet and mobile editions, as well as for print. Magazine Production explains the business of magazines in the UK, Europe and North America, and the roles of marketing, publishing and advertising in establishing a successful title. This edition also addresses the move by publishers towards e-commerce, multimedia content and events to promote their brands and sell products. With information on professional bodies such as the Professional Publishers Association, an expert overview of magazine markets and a breakdown of roles within editorial and design departments, this book offers readers practical steps to achieving success in magazine publishing today." (Back cover)
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"This document describes the performance improvement process and IREX’s principles that underlie performance improvement. It offers guidance on the performance improvement process itself, starting with identifying performance outcomes, conducting performance gap assessments and analyses, developin
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g and implementing performance improvement solutions, and continuing to evaluate organizational performance. This document provides guidance for IREX staff on how to go through a performance improvement process with partners that is genuinely participatory, inclusive of a broad range of perspectives, and driven by the partner. This ensures that the partner organization achieves its outcomes and meets the needs of all constituents, particularly historically marginalized groups such as women, youth, and people with disabilities." (Introduction, page 3)
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