Cross media religion or business model? Piet Bakker Hogeschool Utrecht University of Amsterdam

Outline Why & how of convergence Problems & chalenges Off line & online audiences Alternative approaches

Why & how of convergence

Problems & chalenges

Off line & online audiences

Alternative approaches

1. The business of cross media Digital challenge serving existing audiences better Losing off line footprint finding new (younger) audiences Costs savings printing, distribution, digitalization, UGC

Digital challenge

serving existing audiences better

Losing off line footprint

finding new (younger) audiences

Costs savings

printing, distribution, digitalization, UGC

Digital platforms, integrated newsrooms by multi-skilled professionals

Integrated newsroom Full integration: transferring the off line business model to integrated business model

Convergence Cross media

Cases I: Spain Vocento & Prensa Ibérica print, radio, television and online multimedia newsrooms cross promotion online breaking news exclusive online content

Vocento & Prensa Ibérica

print, radio, television and online

multimedia newsrooms

cross promotion

online breaking news

exclusive online content

2. Rethinking integration Revenues Costs Organization Staff qualifications € €

Revenues

Costs

Organization

Staff qualifications

Off line revenue Online usage time Cut costs Raise prices Unbundle Raising CPM Non-ad revenues Online payment models Registration Subscription (eReaders) €

Cases II Denmark: DR 2006: “all media under one roof” “ the myth of cost reduction synergy” UGC requires design and motivation Organizational resistance Netherlands: NOS 2006: integration all radio, TV & web news Slower decision making, more coordination TV dominates Higher workload, less quality

Denmark: DR

2006: “all media under one roof”

“ the myth of cost reduction synergy”

UGC requires design and motivation

Organizational resistance

Netherlands: NOS

2006: integration all radio, TV & web news

Slower decision making, more coordination

TV dominates

Higher workload, less quality

Staff qualifications User-generated content Comments Blogs RSS Twitter Video Slideshows Maps Communities

Organization Business model Journalism 24/7 deadlines Co ordination Hi erarchy Technical issues Sales & marketing Deadlines ‘ ownership’ Quality Competition UGC Ethics Qualifications Low rates Free access Moderation Visitors

3. The audience Off line Online Both Multi-media users?

Online / off line ( April 2008 - March 2009) 2.400.000 2.200.000 El Pa ì s 2.700.000 2.700.000 Marca 810.000 2.700.000 20 Minutos Online ( monthly ) visitors Off line ( daily ) readers

Different online/off line experience

4. Alternative approaches Online only Separate / stand alone models Lowering average costs Rethinking all online / online first strategies Legal issues: attribution & plagiarism Partnerships, outsourcing Non-digital expansion

Online only

Separate / stand alone models

Lowering average costs

Rethinking all online / online first strategies

Legal issues: attribution & plagiarism

Partnerships, outsourcing

Non-digital expansion

Divergence

Cases III The Netherlands de Volkskrant: high integration Het Parool: lower integration Austria Österreich: divergence, online first teasers, low multi-skilling Der Standard: autonomous units, no integration, off line first , internal billing Schibsted: 20 Minutos (Spain) / Minutes (France) Separate business units since 2008

The Netherlands

de Volkskrant: high integration

Het Parool: lower integration

Austria

Österreich: divergence, online first teasers, low multi-skilling

Der Standard: autonomous units, no integration, off line first , internal billing

Schibsted: 20 Minutos (Spain) / Minutes (France)

Separate business units since 2008

Moltes gr à cies www.newspaperinnovation.com Monthly FDN newsletter mail: piet.bakker@uva.nl