"This playbook is designed for media managers and journalists who are looking to monetise their social media channels and diversify their income — particularly in countries where English is not the predominant language. It will provide you with practical strategies and tips for creating and moneti
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sing content on social media, as well as insights into the unique challenges and opportunities that come with operating in a non-English speaking environment. Whether you’re a seasoned media professional or a novice just starting out, this book is the perfect guide to help you navigate the complex world of social media monetisation and succeed in the digital age." (Introduction, page 7)
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"Despite the political, economic and linguistic differences that characterise the 40+ countries where we conducted this research, the 540 digital native media organisations featured in our Project Oasis directory face many common challenges and opportunities. Among our key findings:
They use social
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media to target younger audiences, send news updates via Telegram to evade censorship, and train citizen journalists to reach underserved communities.
More than 85% said society and human rights issues are key areas of their coverage, including topics related to migration, refugees, gender and feminism.
More than 50% dedicate resources to investigative journalism, and many form alliances to cover stories across borders.
More than 58% of the media founders featured in this report are women. They are highly collaborative, and most have two or more co-founders.œMedia founded by teams that include both men and women reported the highest revenues, with an average of €509,740 per year.
Those that invest in business development build more sustainable organisations. Media outlets that have at least one employee dedicated to revenue generation reported average annual revenue six times higher than those without people in these roles: €598,539 compared to .95,629.
More than half the media in this study are non-profit organisations, and many of the for-profit ventures invest more in journalism than building profits.
Among non-profit media, the primary revenue sources are grants, individual donations and membership (in that order). Among for-profits, the top sources are: advertising, website subscriptions and grants.
Revenue diversity is key, but more sources do not correlate to greater success. Developing two to six sources of revenue appears to be optimal for sustainability and independence.
Digital native media outlets range from small start-ups run by volunteers dedicated to their communities, to highly profitable multi-platform operations that attract millions of page views every month and earn millions of euros a year." (Executive summary, page 4-5)
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"The expansion of the daily news podcast format in the media industry has brought new narrative opportunities and shows the strength of the audio medium. For this reason, a qualitative analysis of the daily news podcast ecosystem has been performed from the strategy and business model perspectives t
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hrough a comparative study of 14 cases (10 with media parent companies and 4 independent) in the Spanish-speaking segment using semi-structured interviews with the heads of the entities analyzed. The results reveal that daily news podcasts allow media outlets to improve their positioning by forming part of their audience’s routines, and create new revenue streams through sponsorships and brand agreements. Two editorial concepts have been identified: the in-depth analysis of a topic with support from the editorial department, and round-ups similar to radio news bulletins that cover the outlet’s informative key elements. The research also highlights audio initiatives by independent creators in specialized fields who shed light on the format’s potential for news narratives." (Abstract)
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"After an initial period of independent amateurism strongly conditioned by the technologies available, the podcast has achieved significant global popular recognition, as well as an increasingly important professional dimension thanks to the emergence and spread of new distribution platforms (podcas
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t networks) designed to serve as alternatives to the dominant feeds (such as Apple Podcasts, Google Podcasts, iVoox, and Spotify) that rely on different catalogs and business models. This investigation identifies, describes, and systematically orders the main management and marketing models for podcasts on these platforms on the basis of a comparative analysis of fourteen of them, two in each of the eight countries in Europe, North America, and Latin America where this format is most widespread: Acast (Sweden); Podimo (Denmark); Binge Audio and Majelan (France); Podimo Spain and Podium Podcast (Spain); PodcastOne and Luminary (USA); Convoy Network and Puentes (Mexico); Posta and Parque Podcast (Argentina); and Pia Podcast and Podway (Colombia). The study measures and compares the offerings of each of the studied platforms using different quantitative and qualitative variables (age, territorial reach, content categories, dominant genres, funding, and consumption). The objective is to start to draw up a global map of the main operators in the podcasting industry, and to identify the production trends and marketing strategies of a format with increasing impact and demand, destined to become the future heir of broadcast radio." (Abstract)
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"Presentamos este estudio como una contribución relevante para entender los profundos cambios y las tendencias del periodismo en América Latina, a partir de un análisis riguroso del paisaje mediático, así como del mapeo y caracterización de 1.521 medios nativos digitales verificados en 12 paí
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ses de la región. Se trata de una investigación única que permite conocer quiénes son, dónde se encuentran y en qué se diferencian estos medios digitales de naturaleza muy diversa: hiperlocales, feministas, sobre medio ambiente, de chequeo, narrativos, colaborativos, culturales, de control público, de temas sociales y políticos, entre otras causas y enfoques de agenda. Los hallazgos son a la vez desafiantes y alentadores. Los medios nativos digitales latinoamericanos muestran una gran vitalidad a pesar de condiciones adversas de distinto tipo. Es revelador que en el último año hayan surgido medios en Guatemala, Nicaragua, Bolivia y Venezuela, países donde se han vivido incidentes en relación con la libertad de expresión, con casos de presiones, censura o vigilancia de los gobiernos sobre la labor periodística. Algo que distingue las búsquedas de los medios nativos digitales estudiados es que priorizan la calidad de la información y su foco está en aportar una visión propia, impulsar sociedades más democráticas y libres y construir relaciones firmes con sus audiencias. Son medios que en su mayoría hablan a una comunidad, pero también están dentro de ella." (Presentación, página 7-8)
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"Drawing from a range of case studies of news and journalism startups, including Malaysiakini, Hong Kong Free Press, The News Lens of Taiwan, Thailand’s The Standard, Ciwei Gongshe of China, Indonesia’s IDN Media, Sabay of Cambodia and Frontier Myanmar, this book provides tips on how to launch a
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news media startup, how to find funding and how to sustain and scale the enterprise. Blending a theoretical approach with core business and newsgathering expertise, the author offers an engaging overview of contemporary entrepreneurial concepts and their vital relationship in finding new markets for journalism today." (Publisher description)
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"FIPP and paywall market leaders CeleraOne have carried out a survey to gauge the global state of affairs when it comes to digital subscription offerings by leading media companies in different countries. The results gathered from 95 publishers in 11 nations – Argentina, Canada, Finland, France, G
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ermany, Japan, The Netherlands, Norway, Sweden, the U.K. and the U.S. - give an important insight into how paywalls and subscribers are evolving. The benchmark report arrives at a pivotal moment in the evolution of paywall strategies. While Covid-19 has resulted in a wave of digital subscriptions as the public went looking for information about the crisis, the question is whether the post-Covid period will have the opposite effect. “We are entering an interesting period because most of the people who subscribed did so because they needed firsthand information about Covid in their local area, or just needed entertainment in times of social distancing,” says York Walterscheid, Managing Director of CeleraOne. “The question now becomes, how do you keep such a good conversion rate? Most of the publishers need to be very careful in saying: ‘My strategy worked out and I can now rest on my laurels.’ It is crucial for publishers to look at their post-Covid strategy now." (Introduction, page 4-5)
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"This study uses surveys with readers of entrepreneurial news startups in seven Latin American countries to examine their motivations for donating to journalism. Using the donor–organization relationship from public relations scholarship as a framework, this study showed content, independent/objec
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tive journalism, and community were main motivating factors for donating. A lack of priority, and techno- and commercial-related concerns were reasons why readers did not donate. Professional and theoretical implications are discussed." (Abstract)
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"Alternative media platforms in Lebanon vary in size and expenditures. Annual turnovers range between USD 15,000 to almost USD 1.1 million. Editorial costs make up the bulk of all alternative media platforms. Namely the salaries of core team members and journalists, as well as the fees paid to freel
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ancers, correspondents, and outside consultants/writers. Secondary costs include production equipment, rent, operation, equipment, legal fees, and technical feels. All interviewed independent platforms are non-profit. Almost all members of independent platforms are motivated primarily by their love of the job. Most independent platforms have relied on volunteering, either totally or partially, from their conception to their current stage. None of the platforms interviewed have a devoted person or team in charge of marketing and sales in the traditional sense of buying ads or working on partnerships. Partnerships are usually rare, approached informally, by word-of-mouth and networks, and decided up by editorial teams. All platforms have one person (full-timer or part-timer) in charge of marketing the platform’s own content on social media, but not advertising other brands on their own platforms, except The961. Almost all the platforms are unsatisfied with the current promotion model on social media. Most concerns are related to the clash between the platform’s values and the ethics and politics of social media platforms. Complaints also touched upon the fact that independent media have to invest time and money to create content, and then they have to pay social media to host it, rather than get paid by social media. Some platforms, such as Khateera, have adopted a pragmatic mindset from the start. “Our only objective is to get our message across to as wide an audience as possible,” they said. All media have agreed that good journalism costs money and generates very little, therefore other revenue streams are required to sustain it. All independent media interviewed have relied mostly on grants, except The961. Grants provide core funding and project-based funding. Both Daraj and Megaphone have also relied on volunteers but have shifted away from it. Sentiments towards grants vary. Most platforms in Lebanon have chosen donors that are not related to national, local or foreign authorities; donors that preserve their editorial integrity: i.e., no interference in editorial decisions and alignment with values and ethics. They all have a good relationship with their donors." (Findings, page 3)
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"Esta guía reúne y explica las herramientas básicas para la gestión de las empresas periodísticas. En el ecosistema mediático, encontramos medios nativos digitales de diferente tamaño, antigüedad, y con equipos diversos. Una de las claves hacia la sostenibilidad de los medios es la gestión
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de esos equipos y el ejercicio del liderazgo. Sin embargo, es necesario, primero, sentar las bases de la organización, para luego avanzar hacia prácticas más complejas y también necesarias. Cuando nos referimos a sentar las bases de la organización, hablamos de herramientas simples y al alcance de todos que ordenan la información y el saber que circula en la entidad. Los protocolos son las herramientas por excelencia para ello. En esta guía compartimos recomendaciones para establecer protocolos en torno a cinco puntos fundamentales para toda organización: roles: cada persona en el equipo tiene una función que debe ser definida y consensuada; procesos: el trabajo sigue un flujo que debe analizarse y mejorarse cuando sea necesario; estructura: los roles y los procesos se entrelazan en un esquema que hay que explicitar; incorporaciones: cuando el equipo crece, es necesario ordenar el proceso; desvinculaciones: cuando se decide que una persona debe irse del equipo, los procesos ayudan a todos los involucrados a transitar del mejor modo esta etapa." (Introducción)
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"This guide compiles and explains the basic tools for managing journalism businesses. In the media ecosystem, there are digital native media outlets of different sizes and ages, with different types of teams. Two of the keys to sustaining those media outlets are team management and leadership. Howev
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er, before looking at these components, it is important to first build your organization on a strong organizational foundation. Only then can you move on to more difficult and necessary aspects of management. When we refer to 'building the foundation of the organization,' we are talking about simple tools, available for everyone, that organize information within the organization. Establishing protocols is the best way to achieve this organization. In this guide, we share recommendations to develop protocols for five essential aspects of your organization: roles: Each person on the staff has a role that should be clearly defined and agreed upon; processes: Workflows should be analyzed and improved when necessary; structure: Roles and processes intertwine in a scheme that should be explicit; recruitment: When the team grows, it is important to organize the process for incorporating new staff; dismissals: When it is decided that someone has to leave the team, established processes help everyone involved to more effectively handle the transition." (Introduction)
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"The aim of this proposal is to present the evolution of the digital native media in Spain in order to compare their current situation with European success stories. For that purpose, we have conducted a comparative case study between three highlighted Spanish digital native news outlets and three f
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rom other European countries. The results show a progressive shift towards a member-funded model, while news outlets try to reduce their dependence on advertising. However, the three European natives seem to be more advanced compared to the Spanish cases as these remain still dependent on advertising revenues to stand upright. Furthermore, two models of participation stand out: the user community and, in particular, the model of collaboration networks. Nevertheless, the study reveals how the analyzed European news outlets are changing the role of the reader through innovative forms of participatory interactivity." (Abstract)
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"In early 2020 hromadske reached a crisis point. Despite many successes achieved over 7 years of existence the organization was struggling motivation was low, staff turnover was high, previously set goals seemed irrelevant or unrealistic. The path forward was unclear. From March to September 2020 hr
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omadske embarked on a journey to recreate its organizational structure, operations, planning and team management, the revenue model … basically everything related to setting and realizing goals. Such transformations are rare in the media industry. Big changes in how things are done can be perceived as an admission of past mistakes or failures something that doesn’t sit well for many managers in our image conscious industry. More importantly, media transformations over focus on the visible part the journalism. But problems in editorial are often a symptom of deeper issues. hromadske decided to “pop the hood” and dig into the organization’s engine starting from the basics. The present document aims to provide a preliminary template for other media contemplating radical change, that we hope will be further developed by other media organizations going through similar issues. It lays out the challenges we faced, what we did to resolve them, and the lessons we learned along the way. We hope it will provide some insights and guidance." (Page 1)
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"This media viability handbook is unique in that it has been written by media startups themselves and presents the learnings of 21 digital pioneers including the Philippines' Rappler, Egypt's Mada Masr and Animal Politico in Mexico. The pages are filled with tips and information these media startups
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from 18 different countries wished they had when they first started out. It includes lessons learned, advice for successful growth and perhaps most importantly, how to sustain a startup's success. The handbook presents a three-step approach: the start phase, growth phase and the media viability phase. It highlights an approach that focuses not only on revenue streams — an area that many startups put too much emphasis on — but aspects of the business such as human resources and audience engagement, which are crucial for achieving media viability. Each chapter of the handbook explores one of the three steps in depth. In the first chapter, we hear from six startups in the Middle East and North Africa (MENA). They share their experiences of turning an idea into a reality and share the knowledge they learned during the start phase focusing on revenue streams, audience engagement, collaboration and donors' motives. In chapter two, seven startups from the Asia region dive into structure and growth. There is a particular focus on diversifying revenue streams, staffing and internal organization, identifying a core mission and capitalizing on your strengths. Chapter three features eight startups from Latin American countries who impart their knowledge on sustaining the success they have achieved. It rounds up the important lessons that digital media entrepreneurs should carry with them at all times. Community building, producing a quality product and involving the whole team in decision making processes are key." (Publisher description)
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"This report focuses on how digital-born news media navigate audience engagement in the context of both rapid developments in a digital, mobile, and platform-dominated media environment and significant political pressure, including the ‘weaponisation’ of social media to target and harass indepen
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dent news organisations and individual journalists, along with their audiences. It is based on analysis of data from Participatory Action Research, including fieldwork and interviews at three news organisations in the process of actively redefining audience engagement. They are Rappler (the Philippines), Daily Maverick (South Africa), and The Quint (India) – all commercial news organisations of the Global South, whose public interest journalism has been recognised with top international industry awards. We show how these outlets, two of which – Rappler and The Quint – relied heavily on social media for distribution and audience engagement at the outset, are now faced with the risks accompanying open and social journalism at-scale, including the ‘weaponisation’ of online communities by political actors, and the frequently changing priorities of the platforms. We find that, in response to political attacks, and the risks associated with various forms of what we’re calling platform capture’, these news organisations are evolving, and are increasingly focused on forging deeper, narrower, and stronger relationships with audiences, emphasising physical encounters, investment in niche audiences over empty reach, and moving communities to action." (Publisher description)
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"This report examines how digital-born news media in the Global South have developed innovative reporting and storytelling practices in response to growing disinformation problems. Based on field observation and interviews at Rappler in the Philippines, Daily Maverick in South Africa, and The Quint
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in India, we show that all three organisations combine a clear sense of mission and a commitment to core journalistic values with an active effort to find new ways of identifying and countering disinformation, based on a combination of investigative journalism fact-checking, data and social network analysis, and sometimes strategic collaboration with both audiences and platform companies. In the process, each of these organisations are developing new capacities and skills, sharing them across the newsroom, differentiating themselves from their competitors, and potentially increasing their long-term sustainability, in ways we believe other news media worldwide could learn from. All three case organisations we examine here are digital-born, mobile-first (or in the process of becoming so), and at least in part enabled by social media in terms of audience development and reach. While smaller than their most important legacy media competitors, all have built significant online audiences across their websites and social media channels. They represent a strategic sample of leading digital-born commercial news media operating with limited resources in challenging media, political, and press freedom environments in the Global South." (Publisher description)
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"Our research suggests publishers should invest in capabilities to engage in constant testing and experimentation in digital — to build engagement among digital audiences and ultimately convert engaged readers into paying subscribers. For commercial and for-profit models in particular, publishers
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should become smart across a range of new strategies, including how to configure meters and rules to calibrate a mix of free and paid access. The trends we have observed across the publishers studied suggest pricing models, marketing tactics, and new approaches to audience engagement can help publishers succeed in a news environment increasingly friendly to robust digital programs. Produced through surveys of more than 500 for-profit newsrooms, this research suggests new best practices to aid publishers in increasing and sustaining digital subscriptions. This initiative complements existing research at the Shorenstein Center on Media, Politics and Public policy uncovering sustainable business models for local news and nonprofit publishers. This paper begins with recommendations for publishers to propel shifts to subscriber-focused models, how to define their news organization’s market, and how to measure engagement within that market. They are followed by a set of suggested strategies to drive a reader’s intent to subscribe, and to maintain that digital subscribership once that reader has entered a publisher’s ecosystem." (Abstract)
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"Three years after writing the report Publishing for Peanuts, in which we surveyed 35 media startups mostly from the Global South, we decided to go back and see how the outlets had fared. Our area of interest in 2015 was small-to-medium size independent media outlets with a track record of consisten
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tly producing credible content independently of state and mainstream media in the countries in which they were operating. ‘Startup’ describes their work practices but, in fact, some of those we interviewed had been in operation for many years but may have undergone a relaunch or adapted to new circumstances following a political event. Those “Global Muckraker” outlets remained our focus in 2018. As questions about media viability remain unanswered we wanted to understand the experiences of journalists in the Global South. Returning to the 35 outlets, we found three had failed, and six had been seriously reconfigured or renamed [...] Our key findings: Financial survival is the biggest worry for the media outlets we profiled, followed by political risk and physical safety. The outlets remain dependent on donors. Advertising is hard to come by and raising funding from audiences has proven difficult. Donors need to accept this reality and be willing to commit to long-term support for outlets creating a public good. The grim political climate, rise of right-wing demagogues and attacks on the media have made the outlets feel appreciated in many countries. They recounted tales of support and encouragement from their audiences. But this sentiment does not translate into sustainable forms of funding. The outlets have professionalized in the sense that many now have accounting software, bookkeepers and full-time staff working on grant writing. But many still rely on unpaid contributors and some use office space that was provided for free or rented at a discount. There is a strong correlation between employing a full-time marketing staffer and generating revenue ..." (Executive summary)
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"This research is based on the belief that there is no journalism crisis, but a business model one. So, learning from successful experiences that innovate in the business is the first step towards building a healthier media landscape in other countries. During this paper I will focus specially in tw
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o European news startups launched in the last 11 years which betted for audience support and up to date have succeeded in reaching a very influential position in the media landscape of their countries. Both are economically profitable as well. They are Eldiario.es from Spain and Mediapart from France. Founded by experienced and already well-known journalists, both news outlets are ranked in the top 10 most frequently visited websites in their countries (competing with legacy media brands from all platforms). They are also in the top three in terms of trust, according to the 2019 DNR. They have constantly increased their newsrooms and multiplied more than five time their budgets since launching. They published scoops that dominated news agenda and lead to resignations to high members of each national government." (Page 7)
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"Lo cierto es que después de muchas experiencias tipo ensayo-error hemos concluido que no existe un decálogo infalible para el éxito en el emprendimiento digital periodístico. Y que la viralidad es una mujer vestida de sol y en esa medida es mejor dejarte impactar por sus rayos que acercarte dem
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asiado a su ser. Este libro está en plena armonía con esta máxima y por eso vale la pena leerlo. No tiene secretos nunca antes revelados, solo es un conjunto de relatos inspiradores y de cifras que dan luces muy valiosas en estos tiempos de la fiebre de trending topics, es decir: de oscuridad. Quienes lo lean probablemente no multiplicarán sus seguidores y su condición de influenciadores se seguirá agotando en el momento mismo en el que no son capaces de influenciar a su pareja para decidir de qué color tapizar los muebles de las sala. Tampoco terminarán incluidos en el Sisben de los ricos del ministro Carrasquilla, pero sí es muy posible que logren tener claro qué es lo que quieren. Y eso es lo más importante en el mundo." (Cubierta del libro)
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