"Over the past years, a range of different databases have been constructed, and research efforts have been made to find the key to making digital news ventures successful. Many of them have searched for best practices, or a secret recipe for a business model that would make the news business economi
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cally sustainable in a digital era. James Breiner has taken on the tedious task of analyzing 20 media startup databases in search of patterns and major lessons learned." (Page xxxii)
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"Newspapers have come a long way since youngsters hawked the latest edition on street corners or metal boxes collected coins from anonymous visitors sucked in by a juicy headline. Today’s publishers need to be much more savvy about distribution, getting their arms around who their customers are, w
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hat makes them pay, and how to drive the right behaviors across a varied and complex online landscape. That means applying new technologies, adopting a “test and learn” way of thinking and going where the data leads them. Gone are the days when success could be measured by how many million unique visitors a website has in a month, especially when the vast majority of those come once, never to be seen again. In a few years time, the playbook may have changed. But keeping up with the fast-moving technology world is no longer an option, it’s an imperative for survival in the digital age." (Conclusion)
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"El movimiento podcaster está formado por una amplia variedad de participantes: pequeños, medianos, independientes, corporativos, fugaces, históricos. Este artículo propone la descripción de cuatro casos caracterizados como “redes de podcast”. Estos proyectos fueron diseñados para y subsis
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ten con la producción de varios programas y aparecen así como emprendimientos pensados por y para la producción de podcast. La pregunta que se hace aquí es puramente descriptiva y exploratoria: ¿cómo producen, distribuyen y comercializan sus contenidos las redes de podcast en Argentina? Para responderla se realizan un trabajo cualitativo de entrevistas y análisis de contenidos y otro cuantitativo para los niveles de comparación entre los volúmenes y formatos de cada una de las redes." (Resumen)
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"L’auteure considère que des stratégies d’acteurs sont observables au coeur de la filière en construction de l’information en ligne et qu’il existe une redéfinition des rôles autour de la production, de la diffusion et de la consommation de l’information en ligne. L’ouvrage envisage
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ces stratégies d’acteurs comme participant à une reconfiguration de l’espace médiatique numérique, avec des éditeurs de presse qui tâtonnent dans leur positionnement, des autoéditeurs orignaux dans leur démarche mais qui peinent à trouver un modèle économique viable et des infomédiaires, dominé par les portails, aux stratégies relativement offensives. Le terrain investi est celui de l’Afrique de l’Ouest francophone en l’occurrence le Burkina Faso, la Côte d’Ivoire et le Sénégal. Grâce aux travaux universitaires existants et à une démarche empirique éprouvée, l’auteure présente les spécificités des médias en ligne africains parfois éloignées des références reconnues dans le domaine." (Dos de couverture)
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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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"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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"In this report, we analyse six examples of digital journalism start-ups developing new editorial priorities, distribution strategies, and funding models for an increasingly digital Indian media environment. After years of slow growth, internet use and digital advertising has grown very rapidly in I
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ndia in recent years, powered especially by the spread of mobile internet use, and double-digit growth in both the number of users and which in advertising is expected to continue. India now has the second-largest number of internet users in the world and rapid growth in internet use and digital advertising is seen by many as the biggest market opportunity outside China since the internet took off in the United States in the 1990s. The start-ups we examine here are examples of how Indian journalists, technologists, and entrepreneurs are working to develop different contentbased (the Quint, Scroll), aggregation-based (InShorts, DailyHunt), or nonprofit (The Wire, Khabar Laharirya) models for doing journalism fit for a digital India." (Executive summary)
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"Our remit was to look for innovative media outlets that are producing high-quality news, that are technologically innovative and that might actually survive financially. Accordingly, we spent three months interviewing media innovators around the world and reading what others have written on the sub
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ject. This report is divided into seven sections: 1) this introduction, 2) our main findings, 3) two sets of recommendations, one for the media development community and another set for people starting a media outlet, 4) an “Innovation Index” listing practices that we found around the world, 5) a description of our methodology, 6) a review of practitioner reports we read, 7) write-ups describing 35 media outlets, based on interviews we conducted [...] We were inspired and encouraged by what we saw. All over the world, independent media outlets are innovating and overcoming obstacles. Globally, start-ups are demonstrating the drive to take risks for the sake of a good idea. The challenges facing these outlets—and the innovations employed to tackle them—broadly fall into four categories: editorial, business, distribution and security. Operating with agility, media start-ups are finding creative ways to gather and disseminate information. In India, Gram Vaani uses a mobile phone social network to connect the rural poor and circumvent legislative prohibitions on radio broadcasting. In Zimbabwe, The Source survives in the repressive media climate by focusing on business journalism. Oxpeckers in South Africa uses geomapping to report on rhino poaching. Crikey in Australia has built a successful business model based on soliciting tips and scandal from the same audience it reports on and Kenya’s African SkyCAM deploys drones to avoid negotiating with police for access to disaster zones [...] Instead of finding a clear model for what works, we found confirmation of many things we knew or suspected. Independent media outlets vary in size, ambition and model. Few have fully succeeded, while many do one thing well, which typically reflects the founder’s particular strength—usually in journalism or technology [...] Most media outlets we found are small, run by a few full-time staff supplemented by volunteers and freelancers, and supported by a combination of grants, donations and haphazard business endeavors. The leaders at most organizations we interviewed were motivated by a desire to produce high-quality journalism rather than meet particular financial or audience goals." (Executive summary, page 5-7)
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"The SuBMoJour study has mapped journalistic startups in nine countries. It has created an online database detailing the business models of journalistic startups that are deemed sustainable (www.SuBMoJour.net) and this accompanying narrative report. The study supports research to date that online en
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vironments offer the necessary market characteristics for niche journalistic sites and content production. There is a rich and diverse set of media case studies in the database, all with their unique interpretation of serving communities or reportage. The study was carried out across 12 months with a team of international researchers. Where it was hard to evidence entirely new revenue sources, it was however possible to find new ways in which revenue sources have been combined or reconfigured. Most of the 69 case studies have diversified their income to include more than one revenue source. As such, there is potential innovation in new business models by way of combining revenue sources in new and interesting ways to make their sites profitable in the long term. Some sites, particularly those born to support products, which were very much of the net, have rebundled or recombined revenue streams in relatively innovative ways." (Conclusion, page 116)
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"While this report will examine some traditional, or “legacy,” business models for media, our focus is on the economic issues that news organizations—large and small, old and new—face with their digital ventures. This report focuses on news organizations that do original journalism, defined
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for our purposes as independent fact-finding undertaken for the benefit of communities of citizens. Those communities can be defined in the traditional way, by geography, but can also be brought together by topics or commonalities of interest. We also look into media companies that aggregate content and generate traffic in the process. We confine our report mostly to for-profit news enterprises. We recognize the outstanding work done by such national organizations as ProPublica and the Center for Investigative Reporting, as well as local sites like Voice of San Diego and MinnPost. But for the purposes of this study, we felt it was more valuable to spend our time examining organizations that rely as much as possible on the commercial market." (Introduction, page 3)
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