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Repurposing traditional content for a digital environment

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Delivered at Content Management East Africa in Nairobi, August 2015. Presentation looks at the changing media landscape and the use of technology to give content new life online

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Repurposing traditional content for a digital environment

  1. 1. REPURPOSING TRADITIONAL CONTENT FOR A DIGITAL ENVIRONMENT - A REVIEW OF THE SUCCESS STORIES Sid Wahi, CEO CNBCAfrica.com
  2. 2.  Second screen  Over The Top Platforms  Reduced Barriers to entry  Cord cutters and cord Nevers  Broadband and Internet Penetration  Fragmentation of content and channels Trends
  3. 3. TV consumption in the 1960’s
  4. 4. TV consumption today
  5. 5. The continued attraction of TV content and the demand from new consumers will ensure that the pay-TV industry continues to grow despite concerns about over-the-top (OTT) services and piracy. Insights from PWC’s M&E Outlook 2013-2017
  6. 6. The value of the television sector reached $2.74 billion in 2012. “We expect television sector spend to reach the $3 billion mark in 2014, before pushing on past $3.5 billion in 2017, a CAGR increase of 5.5% over the forecast period of 2013 to 2017.” Insights from PWC’s M&E Outlook 2013-2017
  7. 7. South Africa's status as a fast-growing market means its total TV revenue is growing in importance in regional terms. By 2017, it will account for 4.4% of total EMEA television revenues, up from 3.7% in 2012. Insights from PWC’s M&E Outlook 2013-2017
  8. 8. Satellite operator MultiChoice remains the dominant player in pay-TV. However, rival TopTV is now backed by the Chinese operation StarTimes, and is aiming to challenge MultiChoice. Various new market entrants have recently indicated their intentions to launch satellite television services. Insights from PWC’s M&E Outlook 2013-2017
  9. 9. Advertising is expected to experience consistent growth in South Africa between 2013 and 2017, with net television advertising revenues growing at an estimated CAGR of 5.8% to reach $1.51 billion in 2017. Insights from PWC’s M&E Outlook 2013-2017
  10. 10. The rollout of digital terrestrial TV (DTT) will increase competition in the broadcast sector. However indecision over the choice of technology standard and, more recently, a legal challenge by e.tv have delayed the launch of DTT several times. Insights from PWC’s M&E Outlook 2013-2017
  11. 11. The Kenyan pay-TV market is still in its infancy, with penetration of 8% in 2012. However, as competition increases, this will rise to an estimated 15% by 2017. The total of 232 000 pay-TV households at the end of 2012 is expected to more than double to reach 531 000 by the end of 2017. Insights from PWC’s M&E Outlook 2013-2017
  12. 12. Media: the Shifting Landscape 55 + 22% 45-54 54%49% 33% 35-44 37% 44% 25-34 31% 54% 18- 24 27% 60% TV Online  Not only do young people prefer online, but a significant proportion are abandoning TV completely  Social media is increasingly being seen as a source of news  To assess the value of different sources of media, we should look to 3 different dimensions: 1. Speed 2. Accuracy 3. Analysis  Under-35s consider online best on all 3 dimensions  Consumers can no longer be considered ‘the audience’ – they are simultaneously readers, editors, & marketers, especially the younger demographics Exhibit 1: Main sources of news by age; source: Digital News Report 2015, Reuters Institute
  13. 13. Challenges Faced by Media Cos. Today Continuity Addressability Measurability Interactivity Context From To Broad Micro Nielsen Ratings Impressions One-way messaging Return Path Ad message disjointed from adjacent context Message tightly coupled with adjacent content Single platform Multi-platform GranularityIntegration
  14. 14. Increased choice has got content producers and platforms alike fighting for consumer interest
  15. 15. Business Model Evolution RoI-driven advertising Traditional advertising Consumer-centric marketing Cross-platform reach Insights Impressions Single platform Integrated cross-platform  Direct digital messaging to micro level  Granular audience profiling, targeting, & measurement  Legacy processes, brand  Transactional structures  Siloed sales & delivery  Traditional measurement  Integrated broad portfolio of mktg. & advertising assets  Enhanced consumer engagement  Breaks through traditional clutter  Integrated, contextual campaigns  Bridges advertising & mktg. formats  Enables addressability, measurement, interactivity for desired consumer
  16. 16. Business Model’s can overlap
  17. 17. From Traditional to Emerging Models Traditional Media Models Emerging Media Models Content Sources Limited number of sources: commercial & institutional producers, including professional producers, journalists, & authors  Unlimited: amateurs producing film & audio using digital equipment; wide range of authors, citizen journalists, & crowdsourcing voices, enabled by social media; YouTube celebrities Storage Analog  Digital Technology Dedicated, purpose-built hardware  Cloud computing & generic hardware, with value moved to the software layer Production Manual editing & design processes  Technology-enabled processes using tools like Avid Distribution Limited number of distribution channels, with publishers, distributors, TV cable companies, & other intermediaries  Infinite number of global distribution channels through internet & satellite links Platforms Few Platforms  Many platforms: an evolving array of increasingly interconnected displays, tablets, computers, mobile devices, & more
  18. 18. Content Management Systems (CMS)  CMS: software used to create, edit, manage, & publish content in a consistently organized fashion  Standardized mechanism for handling content from draft to publish  Collaborative editing  Curating media around a piece of content  Flexible Application Programming Interfaces (APIs) to enable innovation  CMS is NOT a single piece of software  Importance of process & workflow  Apply technical resources to string existing tools together to meet the needs of the newsroom at an organizational level  Custom or generic CMS?
  19. 19. Example of the Digital Publishing Ecosystem Disqus Tweetreach Hootsuite Storify Amazon Web Services Flickr YouTube Media & Content Management Content Delivery Networks (CDN’s) Social Media & Content Marketing Monitoring & Analytics Microsoft Azure Umbraco WordPress Joomla Drupal Brightcove Limelight Akamai Cloudflare Google Analytics Chartbeat
  20. 20. Reconfiguring the Workplace – Integrated Newsroom  Open office spaces, news hubs & integrated newsrooms for continuous breaking- news operation: hub-spoke model  Institutional legacy: does symbolic space matter?  Newsrooms must do more with less; multi-skilled content producers (not journalists)  Reorienting physical space is one way of responding to a more digital environment  Creating newsrooms that prioritize speed  Importance of right medium for right content
  21. 21. NYTimes.com Case Study  NYTimes.com team repurposed newspaper content for the internet  Altering headlines, adding hyperlinks  Features with real-time news: Cyber Times, Presidential Elections, Bosnia, Debt Ceiling, etc.  Discussion areas  Registration information allowed the site to serve advertisements to targeted audiences  Initially not organized as an independent operating unit that reported directly to corporate executives  Although NYTimes.com’s budget was integrated, it had its own P&L – the company was taking too timid an approach to capturing a strong position on the internet  Employees referred to their software as ‘shovelware’  By early 1999, internet valuations were rising dramatically & it encouraged the company to take its internet operations public  New York Times Digital (NYTD) – siloed internet operations
  22. 22. NYTimes.com Case Study (contd.)  NYTD Executives expected that wrapping all the Company’s websites into a single organization would promote exchange of information & learning  New plan called for extensive hiring from outside the Company  Until NYTD separated from the newspaper, most staffers were internal transfers  Stock options, pension plan eliminated  Heavy investment in IT infrastructure  Bottom-up approach to budgeting: seeking new content & feature ideas from across the organization  Review of usage data  Capacity for hiring & training constrained ability to work on ideas in the pipeline  Continuous News Desk – breaking news on digital first  Audience tracking, integrating partnered content, & much smaller staff complement 6 10 14
  23. 23. NYTimes.com Case Study (contd.)  Business model: subscriptions or advertising  End of the internet boom & beginning of downsizing, layoffs, & pressure to approach profitability  NYTD’s distinctiveness creating an ‘us vs. them’ culture  Cannibalizing newspaper circulation  Not enough collaboration between newspaper & NYTD sales employees  Positive Impacts  Expanding geographical reach  Readers could sample content before subscribing to newspaper  “It’s just good business to be friends with your cousins.”
  24. 24. Crowdsourcing & News Blogs  How do we define the media industry today?  With increased freedom (of newsmakers, advertisers, & consumers), the space has become incoherent  Andy Carvin’s work at NPR during the Arab Spring  Kickstarter  Crowdsourced information platforms 1. Operation Neptune Spear 2. Fukushima  SCOTUSblog vs. CNN  Digital migration thwarted by traditional processes & workflows 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 45K 35K 60 30K 50K 55K 40K 54K 42K 41K 47K 56K 56K55K 53K 38K 37K 33K 55K 2001 55K54K 42K 54K54K 200220001999
  25. 25. YouTube Celebrities  Survey by Variety magazine showed YouTube stars are more popular than mainstream celebrities  YouTube stars score significantly higher than traditional celebrities across a range of characteristics considered to have the highest correlation to influencing purchases among teenagers Become YouTube Partner Drive Traffic Revenue share on target ads
  26. 26. BuzzFeed Case Study  BuzzFeed’s staff has figured out how to write headlines & organize stories in ways that resonate with readers  Content ranges from entertainment style to serious reporting  Relies on native advertising not banner ads  Average ad rates ~2x what most publishers demand  CMS ferrets out posts showing viral potential  Technology ensures that sponsored posts receive a social lift – sharing as endorsement  Future prospects?  $500M offer spurned! 50M 150M 100M 200M 201 5 201 1 201 3 201 4 201 2 2008 2009 201 0 Mobile Online 0M
  27. 27. Private and Confidential 28

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