This morning as I was waiting for my usual triple venti soy latte at my favorite coffee shop, Starbucks for the record, I perused the headlines at the newsstand.  Sifting through the pages of the Wall Street Journal, one headline in big bold letters caught my attention.  It was teasing the reader to read the story about how merchants entice you to shop and spend your money in their store.  This really got me thinking about how to successfully integrate print with digital.  Even though I have written some related posts before, I truly believe this is the key to the future of print media.  So I decided to explore even further the question of how a local newspaper could integrate with the online version.  Quite frankly, I’ve yet to find any example of where a newspaper is successfully integrating the two and it drives me mad.  Too often a headline will catch my eye and because of my busy schedule I won’t have the time to sit and read it so I’ll remember the headline or the main topic and go online later and try to find the article using the search terms for the newspaper.  It never fails; I am always disappointed and even further frustrated with the industries inability to capitalize on modern technology to meet the consumer’s needs.

One way a newspaper could successfully integrate the two is to actually write the articles for the newspaper with the online version in mind.  The author of each story could link back throughout the article to the online version that would provide expanded content offering further information, sources, statistics, video, interviews and related stories.  Now, the reader not only wants to read the story, but they also have the opportunity to visit the online version to receive additional information that the newspaper didn’t provide.  This is a perfect example of how to marry existing infrastructure to the online version.  This also provides a value added component to the online version that could create another revenue stream for the newspaper.  One of the arguments against online media is that there is no incentive for consumers to pay for it.  This has been an ongoing challenge ever since I started working on this project two years ago.  One concept that I feel is an excellent avenue to achieve this is to provide two versions of the paper.  One would be the standard paper subscription and the other would be the “premium” subscription that would include access to the online version that includes all the integration with expanded stories.  The subscriber would have the option of receiving the standard newspaper, daily or weekly as usual, or paying an up charge for the premium subscription that entitles them to receive the printed newspaper and have access to a fully integrated online version.  This is a natural way to increase the value of the online newspaper.

I think most subscribers would find great value in the ability to access integrated news that provides further information on the stories that most interest them.  This service would be even further enhanced if some of the current limitations were addressed as well.  For example, the search feature of most online versions is virtually nonexistent.  This could easily be addressed by providing some type of article code that the search component could easily link back to eliminating the need for the reader to sift through old archives of unrelated stories looking for something specific.  Another option for the readers that don’t currently have a subscription but instead buy their newspaper from a store or newsstand would be a temporary access code that gives them limited access to the integrated expanded version that expires after a short time.  This not only serves those readers, but also incentivizes them to purchase a premium subscription.  An additional revenue stream could even be the ability for anyone to access the integrated expanded version after paying a nominal onetime fee for a specific article using the article code.

As you can see, the possibilities are endless when you really start to contemplate the potential that exist right now with existing infrastructure and technology.  Successful integration of print and digital is not only possible, but pivotal to the future of the newspaper industry.  Until next time.

Think outside of the newsstand,

Joe

Throughout this series, we have been discussing steps that a local newspaper could implement systemically that will not only save it, but will allow it to embrace the changes resulting in the ability to better compete and achieve greater success.  One thing is for certain, the legacy model used for years in the newspaper industry is becoming more and more obsolete depending on how progressive your readership is.  Making the transition to a new paradigm which incorporates social and online media can be daunting, but nevertheless essential to compete in the global environment.   In the final step, we will summarize the previous six steps and discuss an effective implementation strategy.  As each organization is unique, so too will be the strategy to execute these steps.

In step one, we discussed changing your mindset and that of your entire news organization.  This is a fundamental change that must take place before you can proceed.  Not only do you need to recognize the changes that are occurring, but you must also recognize the opportunities that exist for your organization to change as well.  The good news is that this is a rapidly changing industry.  I’ve only been in the news media business for about six years now, and it is amazing how much has changed just in that short time span.  Because no one knows your organization and your readers better than you, it is incumbent on you to evaluate the pace and the degree you implement these steps.  This will largely be determined by the readers and advertisers you serve.  If they are still widely accustomed to reading a daily or weekly paper, then you may be able to ease into some of these steps.  However, if your readership is more progressive and your subscriptions are rapidly declining because they get their news from other sources, then you will probably want to execute these steps in a more expedient manner.  Above all else, you have to become comfortable in new media before you even begin to think about an execution strategy.  Once you understand what new media is all about and the impact it has on the news industry, you must make the commitment to expand beyond print.  Having said that, your readers will determine when and how you carry out this commitment.  Regardless of how quickly you integrate these steps into your mode of operation, you will eventually be forced to do so because I can guarantee you that this is no longer a print only business.  In step four, we discussed performing an organizational assessment to determine if you and your staff possess the core competencies to successfully make these changes.  Not only did we discuss providing training for your staff, but it might even be necessary to bring some people on board that are more comfortable using this new media.  If you’re like me, a grey hair, it’s never too late to learn from a purple hair.  That is to say, we could learn something from those who have been submersed in this environment from the beginning where it is second nature to them.  Please note that I am not advocating turning over the reins to them, but using a team concept that will help drive these changes throughout the organization.  Understanding the new technologies and the role they play in this industry is the primary barrier for most news organizations.  In step five, we further discussed that if you are not exactly tech savvy, you can easily enlist those who can provide assistance.  Of course, this step came with a warning to not get taken.  Forewarned is forearmed.  Please understand you can implement these modern technologies into your daily operations fairly easily and inexpensively.  One way to do this is to integrate these technologies in baby steps.  By doing so, you can more easily test what is going to work and not spend a great deal of your resources on something that is less effective.  In step six, we discussed building a new business plan.  You must define a new business model that will yield the results you are seeking.  I cannot emphasize this step enough.  If you do not have a plan, then any strategy will take you there.  Further, if you do not have a plan, how will you know when you arrived at your ultimate destination?  There is no rush to implement these changes.  Take the time to do it right.  Hopefully by now, the economy in your area is starting to pick up a bit and you will begin to see those traditional ad dollars.  I urge you to not be fooled by this or lulled into a false sense of security.

To summarize this series, I urge you to take these steps one at a time and deploy them pragmatically.  Review similar news organizations to learn from their successes and failures.  I also recommend that you suspend the urge to attend the traditional news conferences with the same people you usually do.   This may not be the best place for you to discover the radical changes necessary to compete in this changing environment.  At the end, it ultimately depends on how you define success in your business.  There is a definite opportunity to adapt and integrate these new technologies into your news organization that will not only include print, but audio, video, social, and online media to serve your local community.  Until next time.

Think outside the newsstand,

Joe

If you have been following this series, 7 Steps to Save Your Local Newspaper, then by now your head is probably whirling with information and you might be wondering where to go from here.  This step will assist you in taking what we’ve been discussing, applying it to your organization, and implementing a plan to achieve success in this changing industry.  Whether or not your organization has an existing business plan, it is time to perform an organizational introspection.  Regardless of whether your organization has been in business for years or is just beginning, the mission of the organization must be defined.  If the company has been in business for a long period of time, this provides the perfect opportunity to determine if the current mission, vision, and goals are aligned with the original intent of the company.  Perhaps you noticed that I continue to refer to the company as an organization instead of a “newspaper”.  This is largely due to the fact that it is uncertain whether the future will be a “paper” at all and the new business plan needs to reflect that.   One of my most favorite sayings is a quote from Lewis Carroll, “If you don’t know where you are going, any road will take you there.”  I have modified this a bit in my work, but I like to say “If you don’t know where you are going, how do you know that you got there?”  Organizations mistakenly believe that business plans are for start-up companies.  Nothing could be farther from the truth.  Big businesses and corporations are subject to extensive planning and reviews constantly.  It is time to dust off the organization’s long term plan, review it, and determine if it is still a viable plan to lead the organization where it wants to go.  If not, build a plan that will achieve the results you’re seeking.  One of my favorite authors on business plans is Tim Berry.  Tim not only wrote my favorite book on business plans, Hurdle the Book on Business Planning, but he also provides many free templates on his website, http://www.bplans.com.  Business plans can be formal or informal, but generally share common elements.  The following components should be defined when building a successful business plan:

• Define the organization’s mission-The most important component of the business plan is to define the mission.  Why is the organization in business?  What is the objective of the business?  Who are the stakeholders and how do they shape the mission?
  • Define the owners
  • Define the investors
  • Define the customers (advertisers)
  • Define the customers (subscribers)

Additionally, provide an executive summary that describes the organization, the location, and significant historical information.

• Define the organization’s products or services-What does the organization offer to be exchanged for payment?  Describe all of the products and services that you offer in a way that anyone could take the business plan, read it, and understand what your organization sells.
• Define the organization’s market-Perform a market analysis to determine your existing as well as potential customers.  Identify all competitors as they relate to the industry and rank each competitor’s share of the business.
• Define your marketing strategy – How will you sell your products or services?  How will you let your potential customers know you have something of value they might want?  What  is your sales strategy?  What is your sales forecast for the short term, one to three years and how does  it compare to the long term, three to five years?
• Define your human resources strategy – Who is the management team?  What type of personnel do you need to achieve the mission and goals of the organization?  Examine the current personnel to determine if you currently have the human resources strategy in place to achieve your mission.
• Define your financial plan- Effective cash management strategies are paramount at every stage of the business.  Identify your current financial position to determine the overall financial health of the organization.  Review your financial plan to determine if it’s consistent with the organization’s mission and revise if necessary.

If all this appears daunting,  I encourage you to read Tim Berry’s book and visit his website.  If you feel you need more information, you could even take an online class on the subject.  One I can personally recommend is Marlboro College Graduate School’s “Entrepreneurship and the New Venture”.   The news industry has undergone significant changes and most certainly will continue to do so.  Having a sound business plan in place that is communicated to all the stakeholders will provide a vehicle to know where you are, where you are going, how you will get there, and most importantly, how you will know when you get there.  In step 7, we will be winding up the series and discussing implementation strategies to achieve the ultimate goal of saving your local newspaper.  Until then…..

Think outside the newsstand,

Joe

Last week I introduced my seven step plan to save your local newspaper. This week, we’ll dive right into step number one: shifting your mindset.

And really, this is the most important step of them all. If you can’t redirect your energies towards a business model that works and leave behind all of the “legacy” thinking that has been holding you back, you won’t be able to complete the next six steps. You simply won’t be in the right state of mind.

There’s a good reason why major corporations hire “change management teams” to help them get through this type of transition. Changing your business model is hard! The good news is that once you actually take this first step, once you change the way you think about your local newspaper, the other steps will be much easier.

But as a small local newspaper, you probably don’t have the resources to hire a change management team, and so you’ll have to find an alternative way to make this happen. I definitely recommend that you hire a “change consultant” if you can, but if isn’t financially viable, there are still a lot of great resources out there that you can use to get through this transition.

First, I recommend that you read John Kotter’s classic article from the Harvard Business Review, “Leading Change: Why Transformation Efforts Fail.” This article is about fourteen years old, but it is still the standard work on organizational change management and it will take you through the entire process of changing the mindset of your organization to fit the current market conditions. I strongly recommend reading this article as it is something like a bible of change management. You can download it from HBR’s website for $6.95.

The following are the eight elements of successful change management that Kotter identifies in his article. I won’t go into detail describing them here, but this should give you a taste for what his argument consists of.

1. Establishing a Sense of Urgency
2. Forming a Powerful Guiding Coalition
3. Creating a Vision
4. Communicating the Vision
5. Empowering Others to Act on the Vision
6. Planning for and Creating Short-Term Wins
7. Consolidating Improvements and Producing Still More Change
8. Institutionalizing New Approaches

The first of these books is Switch: How to Change Things When Change Is Hard, and in it they break the process down to a smaller three-pronged attack:

1. Directing the Rider
2. Motivating the Elephant
3. Shape the Path

Their approach is slightly different from Kotter’s, but it is also very helpful. In an industry like local news that has operated in much the same way for decades, this is just the type of information that you need to make a meaningful mindset change that will help your news organization adapt to the reality of 21st century economics and information technology. And if you like this book, then you should also check out the Heath Brothers’ other work, Made to Stick, Why Some Ideas Survive and Others Die.

Well, that’s it for this week. Next week, we’ll go into our next step to save your local newspaper: Become Comfortable with New Media.

Think outside the newsstand,
Joe

Over the past few months I’ve been offering up my ideas, little by little, of how newspapers need to change in order to adapt to the new technological and economic climate. I’ve been authoring posts for this blog and peppering a few provocative comments throughout the web, hoping that a few local newspapers will understand the urgency of the moment and start making the necessary changes. I’ve even posted examples of specific revenue generating systems that they could employ. All in all, I’ve been pretty critical of the status quo among local newspapers: the urge to hold onto past success and old business models.

To my own chagrin, local newspapers seem dead set on continuing this trend. I don’t say this to be hypercritical; after all, I greatly respect the work that local journalists do and I understand the immeasurable value that this type of business provides to the community. But at the same time, it saddens me to see local news slowly succumbing to economic inevitability.

Last week, I visited a local newspaper, and I finally realized just why it is so difficult for them to change. With each hard-working person I talked to, I realized that they had been in this industry for years and years, and they had done things the same way since practically the beginning. And until now, these old fashioned methods had worked just fine. This has fostered an inherent bias against change so that they now find it difficult to see the big picture that is becoming quite evident to outsiders: an industry on the verge of collapse.

The lesson that I took away from this experience is that local newspapers will inevitably see any need for change as insurmountable. Even the slightest change is going to  be difficult for them. Hence, perhaps the only way to effect change in local news is piece by piece, one step at a time. This gave me the idea for this next series of posts: “7 Steps to Save Your Local Newspaper.” Over the next seven weeks, I am going to give you seven things that local newspapers can do to make the transition into a viable 21st Century model. I’ll be elaborating on the following steps:

1. Shift Your Mindset.
2. Become Comfortable with New Media.
3. Expand Beyond Print.
4. Make a Personal Assessment.
5. Recognize the Role of Technology in Your Business.
6. Build a New Business Plan.
7. Execute These Steps One at a Time.

The importance of this system is not completing it within a pre-established time frame or making sure that you do them in order. The most important thing is that you start. You need to pick one of these steps and make it a priority to carry it through, because believe me, the market isn’t going to work this problem out for you. It is going to continue trudging on to the tune of consumer demand, and if you don’t learn to march to this tune, that could be the end of local news.

Sorry to put things so bluntly, but I wouldn’t be saying these things if I didn’t think they were true. Just remember, the only way to learn to march is by taking one step at a time.

Think outside the newsstand,
Joe

Photo by ppphotographs

If you were to ask an editor for a local newspaper what type of value local news provides, you would probably get an answer along the lines of: “Quality information is an intrinsic civic good whose value cannot ever be fully measured. Our constitution’s second amendment could not stand without the aid of this indispensable value.”

And of course, our wise editor would be completely right. But at the same time, she would be missing something fundamental about the nature of local news. In addition to these lofty “values” that it supports, it also has an economic value, one that that is simply cannot survive without.

Let me illustrate this point using a quote from an excellent article by Dave Chase: titled The next step in advertising: Local media as merchants? Dave writes, “Media companies should recognize their business purpose is to connect their audience with products and services the audience desires. Without that business purpose, they can’t fulfill their editorial mission.”

This “editorial mission” is the lofty civic value that newspapers strive to produce, the one that our hypothetical editor loves to eulogize upon. But without this other value, the newspaper’s “business purpose,” they simply won’t have enough money to stay afloat. And guess what? This means that all of that wonderful civic value is going down the drain right along with the failed business. The truth is that things are not as the legacy thinkers have tried to characterize them. Local newspapers do not have some this-or-that choice between delivering journalism or making money. Rather, they can’t possibly continue to do the former (conduct journalism) if they don’t find some way to do the latter (make money).and this model is starting to become outdated

This means that newspapers need to become more proactive in using their economic value to generate revenue. In the past, this was done through advertising, and the newspapers seemed to be okay with this “hands off” approach to monetization. But unfortunately, this model will soon cease to be profitable. And the new model to take its place will be for local newspapers to directly sell products to their communities. They will be in the business of bringing quality products to their readers; products that they known that their readers will be interested in, because they understand the nature of the communities they serve. Rather than simply being payed to display ads, regardless of their relevance, they will actually sell products that they know their readers want.

Once again, the legacy thinkers are certain to condemn this new tactic. Why? Because it forces them to become directly involved in their means of monetization  (as opposed to just putting up an ad and then washing their hands of its content). As Dave Chase wittily notes, the news industry seems to see the separation of news and business as more guarded than the separation between church and state! And this is exactly why big players like the LA Times have gone to so much trouble to not promote their affiliate links (last week’s post). They don’t want to admit that they are running a business!

But if the news industry doesn’t face up to the facts and start changing the way they think about generating revenue, they will be doomed to fail. If you can see any other way out, go ahead and leave a comment.

Think outside the newsstand,
Joe

Photo by Marcel Germain

I recently read an article over at sfnblog.com entitled “LA Times Adds E-Commerce Links, Revises Comment Policy.”

When I first glanced at this headline, I thought: “Great! Finally some of these big newspaper people are realizing that they need to monetize their content.” But then, as I proceeded to read through the article, I realized that, as always, the devil is in the details. The LA Times is doing the right thing; they’re just doing it in the wrong way.

So I went over to the LA Times website to see just how their new affiliate links (which by the way is what they are called, not “E-Commerce Links”) is working out for them. What I saw was pretty discouraging. They made absolutely no effort to actually promote this system, instead just putting it up and hoping for the best. And worst of all, whenever users actually click on one of these affiliate links they see a disclaimer:

“Clicking on Green Links will take you to a third-party e-commerce site. These sites are not operated by the Los Angeles Times. The Times Editorial staff is not involved in any way with Green Links or with these third-party sites.”

This is a major buzz kill for anyone who might have made a purchase after clicking on one of these Green Links. With “promotion” like this the LA Times can look forward to a negligible click through rate.

Now, I’m going to go out on a limb here and make a suggestion to the LA Times that I know they aren’t going to like: Stop thinking like a newspaper, even if just for a moment, and imagine your situation from the perspective of an “online marketer.” Sure I understand that you want to hold onto your integrity as a news organization, but if you want this system to work, you need to start thinking about the bottom line and stop intentionally distancing yourself from a system that could potentially make you some money.

Right now, the LA Times probably has a conversion rate for their Green Links of about .125% and they have roughly 10 Million regular readers every month. You can do the math for yourself, but essentially this works out to a profit of about $300,000 per year, assuming that each Green-Link-motivated sale will give the LA Times a commission of about two dollars (a reasonable expectation).

Now, this is by no means a bad thing. $300,000 could definitely save a few jobs or reduce cutbacks, but honestly, you could do a lot better, LA Times. At one point shortly before the recession, a website that I ran was getting a conversion rate of roughly 3%. If the LA Times could achieve this, they could make millions off of affiliate marketing. All that you need to do is actually get behind this system rather than apologizing for it. Here’s six things that you can do to make this happen:

1. Be Transparent
Promote what you are doing and don’t be ashamed about it. You are “selling” (no, it’s not a dirty word) products to your loyal readers. Be upfront about this and they will be much more likely to participate rather than simply ignoring your affiliate links.

2. Create a Video Explaining the System
Your readers will be far more likely to buy products through your affiliate links if you create a short thirty to sixty second video explaining the process. Be upfront with them. Say, “Hey, this is a great new way that we are creating revenue so that we won’t have to charge you for content. When you click on one of our Green Links and buy a product, we get a small commission, and you don’t have to pay any more than you normally would for the product. It’s a win-win situation.”

3. Post the Products that Have Been Purchased Recently
People are far more likely to buy things when they see that other people are already doing so. They hate to do things alone. But if you put up a side bar showing all of the most popular products that people are purchasing through the affiliate program, this will take away some of the hesitancy.

4. Write a Report on a Product and (God Forbid) Sell It!
I know that this is a taboo subject, but you guys are writers, am I right? You put words into pleasing combinations for a living. Why not channel a small fraction of this skill into writing up soft-selling product reviews that encourage your customers to buy through your affiliate links? If you really feel so uncomfortable about doing this yourself, hire someone from the budding new generation of internet savvy marketing writers to do the “dirty work” for you.

5. Let Users Rate and Make Comments on Products They’ve Purchased Through Green Links.
This is a free way to engage the power of your online community to generate revenue. When one user gives a positive revue of an affiliate product, others can purchase it with confidence.

6. Live by the Law of “ABS” (Always Be Selling.)
Don’t just tell your readers about the affiliate system one time. Tell them again and again and again. In my own experience with affiliate marketing, I’ve found that people need to be reminded over and over again about the system. Give your readers the basic rundown on the Green Links system with every chance that you get. The profits that you will reap as a result in the future will far outweigh any hesitancy you may feel in the present.

Think outside the newsstand,
Joe

photo by Steve Rhodes

I have a message for all of the corporate news organizations sitting in their ivory towers behind their mahogany desks:

Quit trying to convince people to pay money for content that you’ve been giving them for free for years! No one who is used to getting the news for free online is going to start giving up their hard earned money to get through a “paywall.” It’s just not going to happen. It would be better for you to simply light your articles of incorporation on fire and watch them burn. At least then we wouldn’t have to keep reading about paywalls and your stockholders wouldn’t have to go through the agony of watching the value of their investments go up in smoke while the rest of Wall Street thrives.

You don’t have to take my word for it. Just look at this excerpt from the Pew Research Center for Excellence in Journalism’s recent article, “State of the News Media 2010:”

Over all, the evidence suggests the outlook is difficult both for paywalls and for online display advertising. While most people have not been asked to pay for content, even among the most avid news consumers online, only about one in five at this point say they would be willing to pay, and this does not include less voracious news consumers. At the same time, the vast majority of those online, 8 out of 10, say they basically ignore online ads.

It simply will not work to just repurpose your same old content and then try to sell it to me! I’m just not going to buy it, and at least four out of every five avid news readers agree. Is there no one creativity left at the top of the industry?

At least, if you are going to start charging me for news, you need to find a way to actually add some value to it. You simply cannot just start charging more for the same product. People won’t stand for it. For example, look at the cell phone industry. It used to be that using a land line was the only option that people had, and there was a fair market price set on this service. Within a certain range, no one was going to pay more than that price. But then, in comes the cell phone companies who actually found a way to get people to pay more for phone service. They added the value of being able to use a telephone anywhere, even while you’re walking down the street (whether this is a good thing or not, I’ll let you decide). But what the newspaper industry is trying to do right now is akin to simply trying to charge more for the same old home phone service. People simply aren’t going to stand for it!

Here’s a crazy idea on me for all of the geniuses at the big news conglomerates:

You’re all so excited about Apple’s new toy the iPad, and you think that its going to save your business. Unfortunately, on its own, it won’t. However, by striking up a bargain with Apple, you might just be able to learn from what the cell phone people did back in the 90s. Get Apple to give away an iPod for free as long as the customer agrees to pay for a digital news subscription for one or two years. Now if you do that, I might just consider paying for news, but only because you’ve actually added something to the bargain. On top of this you can fill out your revenue by adding in affiliate sales techniques and information marketing. (If you aren’t sure what these are, just hire one of the many new marketing whiz kids who’ve been kicking your butt lately. They should be able to help you out.)

Oh and one last thing, don’t even think about trying to restrict my use of the unit. I know that this is temping, but this is a surefire way to lose customers in the long run.

Think outside the newsstand,
Joe

This post was inspired in part by Greg Sterling’s post over at Screenwerk Titled “Newsday Readers Don’t Pay, They Go Away.” Thanks to Greg for the great ideas!

Photo by Neal Patel

Or rather, can they afford not to? People in the digital world expect information to be delivered right away, as soon as events happen. But local news papers are too strapped for resources to make this happen. What’s the solution?

In order to deepen my understanding of the issues that we’re trying to tackle here at CivicEdition, I decided to perform interviews with editors at a few local newspapers. I purposely chose local newspapers that were in different stages of the process of opening up an online edition. Some were simply thinking about going online, while others were in the middle of the process, and a few had actually just begun publishing an online edition.

Here is what I learned:

Most local newspapers service very small communities–generally between 6,500 and 30,000 people–and they usually only have a small handful of full time employees to take care of the load of news that they need to deliver, although they may also hire editors and reporters on a per job basis. The most important thing however, that I noticed was that most of these local newspapers did not have the resources to take on additional staff for the transition to online news. They had to share the burden among their small teams of employees, usually without hiring even one extra person.

On top of this, these local news organizations are now expected to deliver information in real time, rather than once a week. Hence, they’re under more pressure than ever before. Compound this with the fact that many of the stories that they report on happen in the evening–when news workers expect to have their time to themselves–and you can begin to see how overloaded with work local newsrooms are becoming in the digital age.

For example, take a local high school baseball game. It used to be that reporters would publish the results of any big games in the weekly edition of the local newspaper, and this was considered reasonable by the citizens of the town or borough. But now, people expect information to be delivered in real time; they want the results of the game to be posted as soon as it’s over. The problem is that journalists are people who have lives and families just like anyone else. They can’t be available to attend every event that happens off hours during the week, such as a high school baseball game that doesn’t end until 9:30 or 10:00 at night. This is just too much pressure on these very small news teams.

I heard variations on this story from each of the local news editors that I talked to. As soon as they’d finished, I would ask, “But what about having community journalists take care of reporting on these kinds of things?” Not too surprisingly, this question earned an uncomfortable look accompanied by the retort, “Well, I don’t think that you would take your car to a community mechanic or want to be served by a community chef, would you?”

It seemed like they felt like I was suggesting that volunteers could successfully take over their jobs, which isn’t at all what I meant. So I went on to explain that what I’m suggesting is not to have volunteer reporters but to have members of the community who serve as information gatherers on the most basic level. For example, the coach of the baseball team could upload the score from the game herself onto the news website along with pictures if appropriate. These information gatherers would simply upload data to a form on the news room’s website, not actually write up full stories. Then the reporter would give interviews and perform deeper data collection at a later time, only when necessary.

After having qualified my earlier statement, I noticed that the editors were much more receptive to this idea. The only problem was that they didn’t have the technology to implement a system in which members of the community could upload information. The problem is not unwillingness to change, it’s a lack of having the right tools to implement change. Local news editors are not always tech savvy and so they don’t know how to make this kind of change happen.

However, what if a group of motivated people were to build an easy to use software model that could be implemented by even the least tech savvy local newsroom editors? Could this make a difference? Maybe this could be a part of what CivicEdition offers to the world of local news. Leave a comment and let me know what you think.

Think outside the newsstand,
Joe

Image by inju

I noticed a post on April 23rd on EditorsWebBlog.org about the struggle that newspaper websites are going through right now over whether or not to continue giving their content to Google for free. The author, Maria Conde, cites the internet consultant Arnon Mishkin, who is a major proponent of payed content, and who has been encouraging news websites to remove their content from Google. He argues that a large portion of Internet traffic doesn’t come from Google, but rather from regular, faithful visitors who respond to a news organization’s strong brand recognition.

However, Maria Conde notes that despite what Mr. Mishkin argues for, his own research shows that Google is still responsible for a significant portion of news websites’ traffic. In fact, according to Mishkin’s report as much as fifty percent of traffic to news websites comes from topic searches on Google. In her post, Maria Conde concludes that most news websites still need Google to generate traffic, unless they already have a deeply entrenched brand and a significant crowd of regular visitors.

I couldn’t agree more! Sure, a news website is a community (although it happens to be an online community) and should and will allow it to keep up a significant flow of traffic on its own using a strong brand. In short, Mishkin is right that branding works. But try suggesting to a “new media” consultant that you’d like to build your brand without using Google. He or she would look at you as if you had two heads, or perhaps no head at all!

Google is a central player in new media, meaning that any newspaper that wants to make the transition into this uncharted territory safely must adapt to Google’s new role in the industry. Otherwise, newspapers will go the same route as the music industry, which took a huge hit by denying the incontrovertible changes from internet technology. Seth Godin, in his book Tribes, describes how the music industry condemned itself early on to a slow and painful death by refusing to let go of business models rooted in the past. According to Godin, the music industry ignored two fundamental rules:

1. Don’t base your business predictions on market conditions that are better than the status quo. Chances are that they will never arrive. (Does this ring a bell newspaper guys?)

2. Don’t base your predictions on your past performance. If you’ve made money in the past, you did so under the market conditions of the past, which may have been categorically different from the market conditions of today.

The newspaper industry is doing the same thing today. They are repeatedly breaking these two rules. Instead of inventing new models that will work in today’s market, they are crossing their fingers and hoping that business will improve some time in the future. They are assuming that they can use models that worked twenty years ago and succeed in today’s market. This is an unfortunate repetition of what has already happened in the music industry, one that is sad and painful to watch. People haven’t been paying for news and don’t want to start paying for news unless they are given some sort of extra value. Trying to charge people for something that they are used to getting for free is simply not a viable business model.

Think outside the newsstand,
Joe

Image Duplicitous Soul from Vermin Inc