"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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"This publication has featured a great variety of investigative media, each of them with their unique history, spirit and organizational culture. And yet they have a lot in common: constantly being on their feet, exploring and trying out new ways to ensure their media stays viable; adhering to quali
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ty and ethical journalism, thereby building relationships of trust with their audiences; knowing who their audience is and building loyal communities; and integrating new digital technology and processes into their work where possible. This has led to another fundamental viability ingredient: a very strong brand that has made investigative journalism an integral part of their DNA. Analyze markets strategically: The The investigative media in this publication look at what their markets can offer, where the limitations are and how to deal with the biggest threats to their business-in terms of finances, legal threats and qualified staff. Integrate people dedicated to business: Rappler (Philippines), Atlatszo.hu (Hungary) and Tempo (Indonesia) are examples of media that all have staff who spend a large amount of their time, if not all of it, on ensuring their outlet stays financially afloat. Seek collaborations: Tempo has carried out joint investigations with other media in neighboring countries, Rappler has teamed up with a fact-checking agency, Agência Pública (Brazil) cooperates regularly with NGOs or international media and has a dedicated media relations officer. Cooperate with dedicated donors or sponsors that meet their standards: FrontPageAfrica (Liberia) managed to attract the biggest telecom operator in Liberia as an advertiser thanks to their quality reporting, Plaza Pública (Guatemala) is hosted by a university, Premium Times (Nigeria) has created a not-for-profit newsroom to attract funds from international donors. Invest in capacity building: Tempo, Rappler and Mada Masr (Egypt) are training their own staff in investigative reporting and journalism standards. Interact with their audience and experiment with new distribution channels: KRIK (Serbia) is using drawings instead of photos on their website, Mada Masr mixes their investigations with recipes, lifestyle pieces and sharp-tongued comics, and Agência Pública set up an interactive website to highlight the plight of those families that lost their home during the construction of the Olympic stadium in Rio de Janeiro. Make tech an integral part of their work: Whether this is about research techniques or distribution methods. Rappler has been investigating online trolling, Mada Masr continues to distribute their reports via Facebook and VPN despite being blocked by the authorities. Interact with their audience and build a community that helps to investigate by providing information, protests when the media gets threatened, pays for its products or contributes financially through crowdfunding, such as is the case at Atlatszo.hu." (Synopsis, page 68)
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