Adapting to change david brewer


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Adapting to change david brewer

  1. 1. Media Evolution<br />Adapting to the challenge<br />David Brewer's guest lecture for Ukrainian journalists in Kyiv<br />Nov 16-17, 2009 <br /> <br />Organized by Internews Ukraine and the European Journalist Center within Medianext, a New media Initiative for Ukraine<br /> <br />© Media Ideas International Ltd 2009<br />
  2. 2. Media Evolution<br />Changing audience behaviour<br />
  3. 3. The broadcast/publish at model<br />
  4. 4. Traditional model<br />
  5. 5. The engage with model<br />
  6. 6. The participate in model<br />
  7. 7. The participate in model<br />
  8. 8. Nine hours looking at a screen<br />Only 1.5 of those hours are TV<br />Remainder computer, games and mobile devices. <br />Changing audience behaviour<br />
  9. 9. Snacking on rumourFeeding on fact<br />
  10. 10. Following the audience<br />Engaging and embrace<br />
  11. 11. Gate crashing the party<br />
  12. 12.
  13. 13.
  14. 14.
  15. 15.
  16. 16.
  17. 17. Creating a content factory<br />Platform neutral<br />
  18. 18. What can media offer?<br />
  19. 19. Sources<br />Intake & Output<br />Resources Manager<br />Intake Editor<br />Radio Editor<br />All key editorial decisions are taken here<br />Newsroom Secretary<br />TV Editor<br />Print Editor<br />Planning Editor<br />Interactive Editor<br />
  20. 20. Sources<br />Production<br />TV<br />Print<br />Radio<br />Interactive<br />Intake & Output<br />Resources<br />Manager<br />Work Flow<br />Back to Super desk<br />IntakeEditor<br />Radio<br />Editor<br />All editorial decisions made here<br />Secretary<br />TV<br />Editor<br />Work Flow<br />Out to production teams<br />I/A<br />Editor<br />Planning<br />Editor<br />Print<br />Editor<br />Output<br />
  21. 21. Roles and responsibilities<br />Who does what and why<br />
  22. 22. Intake editor<br />The eyes and ears of the news organisation<br />Alerts all to external sources<br />Monitors competition<br />
  23. 23. Output editor<br /><ul><li>Quality control of all output
  24. 24. Defender of the brand's reputation
  25. 25. Accuracy, impartiality, balance, fairness and truth</li></li></ul><li>Forward planning editor<br />Owns the forward planning schedule<br />Ensures stories are followed up responsibly<br />
  26. 26. Resources manager<br /><ul><li>Ensures there is no duplication of effort
  27. 27. Manages all resources for maximum impact. </li></li></ul><li>Intake & Output<br />Resources<br />Manager<br />IntakeEditor<br />Radio<br />Editor<br />Secretary<br />All editorial decisions made here<br />TV<br />Editor<br />I/A<br />Editor<br />Planning<br />Editor<br />Print<br />Editor<br />
  28. 28. The challenge<br />Reaching new audiences<br />With a compelling content offering<br />Dealing with their concerns<br />Respecting the values they hold dear<br />Created from existing resources<br />Delivered to every platform/device<br />In a way that generates revenue.<br />
  29. 29. Creating an online offering<br />From existing resources<br />
  30. 30. Website measurements<br />Bounce<br />
  31. 31. Website measurements<br />Churn<br />
  32. 32. Website measurements<br />Retention<br />
  33. 33. Website measurements<br />Dwell<br />
  34. 34. Minimalist high-impact offering<br />Less is more<br />
  35. 35. Media Business<br />Sales<br />&<br />Marketing<br />Editorial<br />Proposition<br />Target<br />Audience<br />Values<br />
  36. 36. A minimalist website<br />
  37. 37. Important<br />Not all stories need to go online<br />Offer a minimalist but rich offering of only the top stories and features<br />Don’t try to do everything<br />Start small and grow<br />It’s all about sustainability.<br />
  38. 38. Workflow<br />Morning meeting decides top stories for web based on <br />Target audience<br />Ability to add value<br />Opportunity for interactivity<br />Possibility of video<br />
  39. 39. Work out a daily quota<br />One top story<br />Three secondary stories<br />One feature<br />One poll or vote<br />Think value to the audience, shelf-life and whether the story makes excellent reference material.<br />
  40. 40. Weekend cover<br />Small staff, perhaps just one<br />Only the top story<br />No video<br />No clips<br />No features<br />A look back at the week’s top stories and a look ahead to events coming up.<br />
  41. 41. Work out a daily quota<br />Work ‘as live’ for two weeks but do not display to the public<br />When the systems prove to work, the quality is good and the workflow is sustainable, make it visible to the public<br />
  42. 42. After two weeks<br />
  43. 43. Work out a daily quota<br />Remember, if you launch this way the stories you choose to do must<br />Have a long shelf-life<br />Be stories you would want to archive<br />Likely to be revisited and referenced in future<br />
  44. 44. Keep it simple<br />Question of the day<br />Call to action<br />Interactivity<br />Vote or Poll<br />Story 1<br />Story 2<br />Story 3<br />Story 4<br />Video of day<br />
  45. 45. End of 2009 = 25m active users<br />End of 2010 = 100m active users<br />End of 2013 = 1bn active users<br />Wired Magazine November 2009<br />
  46. 46.
  47. 47. Influence<br />find more followers<br />make a few more friends<br />engage others in conversation<br />get others to engage you in conversation <br />write more frequently<br />convey more "signal" in your updates<br />
  48. 48. Signal<br />References to other people - use of "@" followed by text<br />Links to URLs you can visit<br />Hashtags - "#" followed by text<br />Retweets of other people, - the use of "rt", "r/t/", "retweet" or "via“<br />
  49. 49. Generosity<br />“Astonishingly high" based on retweeting other people 54 times in the last seven days. <br />
  50. 50. Velocity<br />“Low" based on your publishing 81 updates in the last seven days. <br />
  51. 51. Clout<br />“Very low" based on your being cited 90 times in the last seven days. <br />
  52. 52. Changing audience behaviour<br />Adapting to the challenge<br />
  53. 53. Sources<br />Production<br />TV<br />Print<br />Radio<br />Interactive<br />Intake & Output<br />Resources<br />Manager<br />Work Flow<br />Back to Super desk<br />IntakeEditor<br />Radio<br />Editor<br />All editorial decisions made here<br />Secretary<br />TV<br />Editor<br />Work Flow<br />Out to production teams<br />I/A<br />Editor<br />Planning<br />Editor<br />Print<br />Editor<br />Output<br />
  54. 54. Keep it simple<br />Question of the day<br />Call to action<br />Interactivity<br />Vote or Poll<br />Story 1<br />Story 2<br />Story 3<br />Story 4<br />Video of day<br />
  55. 55. The participate in model<br />
  56. 56. Final thoughts<br />Is there a middle ground yet to be populated<br />Making sense of the noise<br />Structured and focused<br />Issue-led, people-focussed journalism<br />That informs the public debate<br />So that people make educated choices<br />
  57. 57. Contact details<br />Media Helping Media & Media Ideas International Ltd<br />David Brewer runs Media Helping Media to help media in transition and post-conflict countries and areas where freedom of expression is threatened.<br />His business site is Media Ideas International<br />He tweets @helpingmedia and @mediaidas.<br />MediaNext<br />MediaNext has a blog on LiveJournal - medianext_ua<br />And is on Twitter - @medianext_ua<br />