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Managing for Sustainable Journalism Under Authoritarianism: Innovative Business Models Aimed at Good Practice

Naomi Sakr

In: What is Sustainable Journalism? Integrating the Environmental, Social, and Economic Challenges of Journalism

Peter Berglez, Ulrika Olausson, Mart Ots (eds.)

New York et al.: Peter Lang (2018), pp. 295-313

"Entrepreneurship and innovation are currently high on the media industry agenda, but focus has so far been mostly on the economic sustainability of new ventures. Considering the repressive political climate in Egypt, Naomi Sakr explores the tension between economic growth and the ethical, democrati ... more

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DIV-A: Diversity Accelerator. A Practical Guide to Setting Up a Digital, Diverse, Media Business

Council of Europe (2018), 51 pp.

Google Scholar (96)

WorldCat (93)

Mapping the World's Digital Media Ecosystem: The Quest for Sustainability

James Breiner

In: What is Sustainable Journalism? Integrating the Environmental, Social, and Economic Challenges of Journalism

Peter Berglez, Ulrika Olausson, Mart Ots (eds.)

New York et al.: Peter Lang (2018), pp. 257-276

"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 ... more

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La babel digital: Pistas para un periodismo emprendedor
Key Guides

Bogotá: Consejo de Redacción; Konrad-Adenauer-Stiftung (KAS); Pontificia Universidad Javeriana (2018), 202 pp.

"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 ... more

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Inflection Point: Impact, Threats, and Sustainability. A Study of Latin American Digital Media Entrepreneurs
Deep Insights

Janine Warner, Mijal Lastrebner, Dulce Ramos, Jordy Meléndez, Ernesto Aroche, Mauricio Jaramillo, Sérgio Lüdtke, María Eugenia Álvarez et al.

SembraMedia; Omidyar Network (2017), 68 pp.

"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 ... 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) more

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Google Scholar (95)

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Brazil: Media from the Country of the Future

Laura Robinson, Jeremy Schulz, Apryl Williams (eds.)

Bingley: Emerald Publishing (2017), xl, 393 pp.

External Link (100)

Digital Journalism Start-ups in India

Arijit Sen, Rasmus Kleis Nielsen

Oxford: Reuters Institute for the Study of Journalism (2016), 48 pp.

"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 ... more

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Publishing for Peanuts: Innovation and the Journalism Start-Up

J. J. Robinson, Kristen Grennan, Anya Schiffrin

Columbia University, School of International and Political Affairs; Open Society Foundation (2015), 200 pp.

"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 ... 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) more

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Google Scholar (83)

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New Media Entrepreneurs and Changing Styles of Public Communication in Africa: Introduction

Tilo Grätz

Journal of African Cultural Studies, volume 25, issue 1 (2013), pp. 1-13

"Central to the work represented in this issue is what we have called the emergence of new media entrepreneurs in sub-Saharan Africa. These actors generate a multitude of new (and often not easily definable) genres of information as well as entertainment and distraction, but also persuasion and heal ... ing (Böhme 2013). They are often categorized as cultural brokers (cf. Thalen 2011), mediating between dispersed audiences and spaces of communication, and taking advantage of their privileged access to new media technologies and/or advanced positions in the media field. Thus, we propose to refer back to quite classical notions of intermediaries, stemming especially from the realm of political and economic anthropology, such as brokers or middlemen (cf. Boissevain 1974, 148; Lewis and Mosse 2006), interpreting these figures mainly as entrepreneurs who control second order resources such as information, social relations, or channels of communication. In our articles we exemplify the relevance of such a conceptualization for contemporary African media fields, also beyond more functionalist aspects as we discuss their often ambiguous positions as well, caught as they are between contradicting loyalties to clients and colleagues or authorities, and also between professional standards and aspirations on the one hand and the need for income on the other. This category of media entrepreneurs, benefitting fromthese newopportunities and opening new social spaces and realms of creativity, may include journalists, radio producers (cf. Gunner et al. 2011), media technicians, or artists working within private as well as public structures, as well as those who are establishing institutions that offer media-related training, counselling, and marketing. Other media entrepreneurs are, for example, individuals who, thanks to their mass-mediated appearances and particular preaching style, draw large groups of supporters in their role as religious or political actors (Meyer 2003, cf. also the contribution by Sounaye). Examples of such media entrepreneurship also include the rising number of independent media production outlets, studios, or PR agencies doing public or private contract work, and who often profit from the new opportunities raised by national and transnational ventures in commerce and finance which require advertising and publicity. As already indicated, among those who are benefitting most from these new opportunities are many young people, often graduates, who have not always received formal training to prepare them for a job in media production, but who make their way through the various steps of internship, freelance, and contractualwork, often combining severalmedia activities in the press, in radio andTV, or asPRofficers. Some have even been successful at establishing themselves as leading media figures or local celebrities in this field." (Page 49) more

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Chasing Sustainability on the Net: International Research on 69 Journalistic Pure Players and Their Business Models
Deep Insights

Esa Sirkkunen, Clare Cook, Risto Kunelius (eds.)

Tampere: Tampere Research Centre for Journalism, Media and Communication (2012), 125 pp.

"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 ... more