Results matching “work with news aggreg”

Forecasts for 2009 are, unsurprisingly, relatively pessimistic for traditional media and more positive for new media developments. But not all commentators were as determined as Jeff Nolan that "if 2008 was bad for newspapers, 2009 will be devastating," and many saw hope in the possibility of changes in content and format.  

To say the least, 2008 proved a difficult year for newspapers in many nations. Rising printing and distribution costs, waning circulations and fragmented audiences continued to challenge a business model that seems increasingly outdated. And despite many promising advancements made by newspaper companies in Internet and mobile, revenues remain far behind those of print.

But the news is far from all negative. Below is some food for thought for newsroom executives everywhere, ways in which newspapers began adapting to the modern media landscape in 2008 that will continue through 2009.

INTERNET TRENDS BECOMING NEW TOOLS FOR JOURNALISM
2008 saw the continued proliferation of social and professional networking sites Facebook and LinkedIn, with newspapers and journalists, with newspapers and journalists, such as the New York Times well-known columnist Nicholas Kristof, creating their own profiles, applications and connecting with new audiences. User-Generated Content (UGC) continued to gather speed as well, with CNN's iReport in the US and LePost in France among many others around the world. A December report by the Bivings Group also noted that 58% of US newspapers now use some form of UGC.

But the biggest social media revelation to journalists came in the form of 140 characters. The social site, Twitter, which allows users to post short messages for all to see, officially became a widespread tool for journalists in 2008. For example, journalists covering the US Presidential Elections took live notes from conventions and rallies that readers could follow and that also helped to shape those journalists' main story. During the Mumbai terrorist attacks, "tweets", or Twitter messages, appeared as the first news of the attacks. Twitter feeds can also be aggregated, bringing all angles of those covering a certain event into one, comprehensible, instantly-updated record.

Another Internet trend is the "Personalized Web", evoked by newspaper experiments such as MyTimes and start-ups such as Netvibes that provide customizable pages based on RSS feeds and widgets. Arguably the boldest example of personalized news is the BBC's revamped homepage, released in March 2008, which allows users to create their own page based on the BBC information they use most. But personalized news seems to be picking up more slowly than social media. For one thing, Internet users are used to getting the information they seek from many Web pages and may not yet be ready to create their own pages. Secondly, search engines still rule, meaning that traffic to most news sites continues to come through Google, its competitors and their various news and alerts functions. So a customizable homepage like the BBC created, which could ultimately prove a competitor to search engines, remains to become a habit of the general Internet public.  

Personalized news and social media are just two examples of all of the innovation that is occurring in digital media. As technologies continue to rapidly develop, how are journalists and publishers going to keep up? Is it worth learning to use all of these tools if six months down the line they prove to be a fad? Are these technologies hurting or helping newsrooms gather and report news?

Chances are, in 2009 journalists everywhere will continue to experiment with the latest digital fads, and smart newsrooms will set aside R&D funds to play around with new ideas. Who knows? Despite predictions that 2009 will be a difficult year for newspapers, with a lot of hard work, calculated risk and a bit of luck, the industry could find the online golden egg that it has been seeking.

PROLIFERATION OF ONLINE-ONLY NEWS SITES
Perhaps filling in for the difficulties of the print product, more high-profile Internet-based sites began popping up in 2008. Perhaps most notably, The Huffington Post, launched in the summer of 2005, has already jumped to one of the US' top-30 news sites, bolstered by the US Presidential Elections, according to Nielsen Online. Media pundit, entrepreneur and Rupert Murdoch biographer Michael Wolff trumpeted the late-'07 launch of his news aggregator Newser as a "revolution in how people get their news." One year after Wolff's launch, he gained a competitor in Tina Brown, a former Vanity Fair and New Yorker editor, who launched her own, rapidly growing online-only site, The Daily Beast, a mixture of aggregated and original articles. And these are only the high-profile, American examples. The relatively low overhead costs of launching an online-based site combined with the ease of aggregating content and news commentary means that this trend will surely continue in 2009. But there is one problem with the sites mentioned above. Aggregation and commentary can only go so far: in an online environment, what happens to the investigative journalism that newspapers have provided for the past two centuries?

NOT-FOR-PROFIT JOURNALISM
Investigative journalism is expensive to produce. Money-wise, it has always been a loss-leader for newspapers. But with modern-day information ubiquity, investigative journalism is just a loss. Whereas once newspapers could claim ownership of a groundbreaking piece and sell papers and advertising around it, now readers are often unaware of the original source of the story they are reading on the Web. So what is going to happen to the type of watchdogging we need for democracy?

Several non-profit start-ups have begun to answer that question. In late 2007, former newspaper editor, Joel Kramer, took his print expertise and moved it online with the launch of the non-profit Minnpost.com. Former WSJ editor Paul Steiger did something similar with ProPublica. The Voice of San Diego, and other similar sites around the US, are making a name for themselves as "serious, original reporting by professional journalists," with the New York Times declaring the sites "stand out" amongst Internet news sites. Crowdsourcing site OfftheBus, a partnership between the Huffington Post and the non-profit NewAssignment.net, helped capture the 2008 Elections and the Knight News Challenge winner Spot.Us is collecting donations from the public to fund investigative stories. Even former Merrill Lynch newspaper analyst Lauren Rich Fine backed the non-profit model in 2008.

With this in mind, are the days of major metropolitan and national newspapers digging up the dirt on businessmen and politicians over? For the time being, no. But newsrooms everywhere are under extreme economic pressures and have been cutting core staff, making it even more difficult for newspapers to conduct the type of investigative journalism their communities need. Don't be surprised if more non-profit (no dividends to shareholders), Internet based (low operating costs) ventures spring up to fill the gaps.

COMPETING NEWSPAPERS PARTNERING UP
As many newspaper newsrooms are cutting staff, wire services should be in greater demand than ever. But 2008 saw a backlash against the world's biggest news agency, the Associated Press, by its members. Several publishers handed in their notice to the non-profit agency partially in response to price hikes and complaining of low value for their money.

In response to the AP mini-exodus, some papers, even those in competition with one another, began joining forces. Papers in Ohio and Florida whose geographical coverage overlaps are swapping stories and even combining bureaux. Not only will this help the papers save money, but it frees up time for reporters to cover issues not being covered elsewhere. In the current economic climate, this trend will continue, but not without its effects on the industry.

Some traditional news hounds would argue that two papers covering similar stories in a certain region add depth and uncover more facts that may otherwise be lost to readers. This may be true. But is it really worth having two reporters on the scene to gather one or two more different pieces of information when there may be other stories elsewhere? And what about the multitude of photojournalists that different organizations send to press conferences and like events where the story subjects don't move much? Is it really worth sending all of those photogs? Couldn't photos just be shared? Without a doubt, these are questions that cash-strapped publishers and editors are asking themselves right now. Expect to see more cross-corporation cooperation in 2009.

IS PRINT REALLY THREATENED?
We've said it before and we'll say it again: print is not going to die. But, considering the trend of the past year, print's reach will be considerably reduced, at least in Western nations.

During the last few months of 2008, publishers' struggle to maintain the high costs of printing and distribution has become apparent. In October, The Christian Science Monitor, a beacon of quality American journalism, announced that it would stop printing its daily edition. In mid-December, the Detroit Free Press, which recently won a broadcast award, decided to limit home delivery to Friday's and weekends while trimming the daily single-copy sale paper to one section. Most recently, the American Society of Newspaper Editors is considering dropping "paper" from its name.

What do these cuts mean for the news"paper" industry? As circulations drop across the Western world, it could mean substantial savings. Weekday papers often make a loss to begin with, so cutting the costs of printing those papers should cover any lost advertising revenue in those same papers.

Perhaps the question publishers should be asking themselves is "Do cutbacks on the paper product matter to readers"? Well, cutbacks will certainly change the face of the newspaper industry. But in the end, media houses are in the news "distribution" business, not the news"paper" business. As long as their news is published, media houses will have completed their service to the public.

With the evidence growing that readers want customisation instead of pre-packaged portfolios, the newspaper sector is challenged to develop alternative publishing formats (see Part 1 and Part 2 of our eReader series). A recent McKinsey survey (August 2007 newsletter) revealed the growing habit of 'brand promiscuity', with consumers using up to 16 different news sources weekly. Moreover, readers classified internet as much more useful compared to established media such as print. Modern news junkies go for convenience, comprehensiveness and timeliness rather than the traditional quality standards.

Is the print industry taking up the challenge? Not really. When it comes to using the Net, many newspapers feel more comfortable with direct transfer of existing copy onto the new medium. Companies like NewspaperDirect make a business out it; from next year on this company will start its PressDisplay news portal for delivery of associated papers on e-readers, tapping directly into the pre-print workflow and keeping the trusted appearance.

Not surprisingly, the innovative formats come from media outsiders. These startups have one thing in common, they believe in the electronic newspaper as a composite product, made up of a variety of professional and non-professional sources, tailored to the requirements and profiles of the individual news consumer. The New York-based start-up Daylife, which experiments with new editorial and financial models for online news, offers a mix of traditional and innovative formats for news distribution. A range of reputed titles is already using this platform for additional content delivery, but the site itself features an attractive and constantly updated news overview, produced by an amalgamation of contributors. Already closer to the network-driven medium of the future is FeedJournal, an RSS syndicating newspaper producing a digital daily building on defined user preferences. A comparable initiative, but now based on profile-steered net-crawling, is Newser. This service delivers summaries of hot news from across the globe and links to the original stories. The Radus New Media Platform follows the same philosophy, be it that additionally social networking sites are integrated: Personal highlights blend in with world events.

The aggregation game is on - so much is clear. But these applications don't change the content itself. Ultimately, the very nature of news needs to be reexamined and adjusted to the principles of digital delivery. Research at the Poynter Institute pointed out that alternative story forms are more effective than classical narrative, especially in an electronic information context. An equally interesting study was conducted by Associated Press. AP worked out 'A New Model for News' after observing the reading habits of a group of young-adults, the generation that has meanwhile grown up with or migrated to the Net. The study demonstrated that consumers are accessing the news from a range of different entry points, as much by chance as by design. The need for multiple entry points challenges the conventional container approach and article architecture. The AP model moves news into a new space - a universe of stories made up from different spheres, each ranging in size and scope (facts, updates, back stories, spin offs) - and readers interacting with story particles from different entry points and platforms. What these 'spheres' exactly should look like needs to worked out in practice.

One project exploring the journalistic formats for multi-entry news is the Dutch MePaper project. In a design studio jointly manned by journalists and researchers, key concepts are being developed and tested with proofreader panels. The project uses the term 'collection' to describe the journalistic raw material of the digital era, a loosely defined and ever changing combination of story elements. Quite a contrast with the well-defined nature of the standard article. News collections can be combined into news clouds, according to readers' general preferences and actual reading habits. This leads to four types of newspapers based on:
1. the editor's choice
2. the personal profile
3. the reading pattern of the preferred social network
4. the most read stories at a given time.
While reading, you can switch from one type of newspaper to another. The traditional line up of story titles is replaced by revolving cylinders in which stories, pictures and video are grouped according to theme or genre. In the test groups, the net-native proof readers almost intuitively roamed the presented information space.

Clearly there will be more solutions and design principles popping up. The main thing is that newspaper publishers stop with the easy repackaging and start digging for authentic formats which fully exploit the vast opportunities of electronic news delivery. Things can only get better, eh?

Director of the Euorpean Centre for Digital Communications and long-time journalist, Jan Bierhoff is currently conducting studies on e-reader technology and the consumer trends that will define their use.

The Daily Nation newspaper is in an advantageous position in the African market in that it is part of the largest media conglomerate in Central and Eastern Africa, the Nation Media Group (NMG). The Nation Media Group not only runs newspapers, but also TV stations, mobile platforms, websites and radio across Kenya, Tanzania and Uganda. Furthermore, the introduction of three undersea fibre optic cables next year will bring broadband to Kenya and significantly change the market. These advances in technology and the large footprint of this media conglomerate brings with it unique opportunities but also unique problems for the Daily Nation.

The Editors Weblog spoke to Ian Fernandes, head of Nation Media Group's Digital Division about aggregation, integration and its plans to become a major African online news service. Before heading the Digital Division, Fernandes worked for thirteen years in broadcasting and five years in newspapers.

"Tremendous growth" for Kenya?

The Daily Nation currently faces challenges with its online division due to the lack of Internet reliability in Kenya. The introduction of broadband is widely expected to result in significant growth in the online and telecommunications market in Kenya. Richard Bell, the chief executive officer of East Africa Capital Partners, a Nairobi-based venture capital group, said when talking about the broadband introduction to Kenya, "We have bet the farm on the fact that East Africa is going to see tremendous growth... We're looking for Africa's next Google."

Unique advantages and disadvantages

The Nation Media Group is preparing itself for  broadband by integrating its news platforms. From one office in Nairobi the NMG runs five print titles, two radio stations, a television station, and the recently created Digital Division, which Fernandes heads up. The goal of integration is to, "take the content from all these brands and to make that content available on converged platforms, meaning the mobile and online platforms. Whereas other newspapers have had to invest in technology for their online editions, for us it was already existing, so all we had to do is, for example, link a Barack Obama story that we have in our print publication to what our broadcast team has done and 'voila' we have a fully multi-media website. We skipped what a lot of newspapers are actually going through today." Fernandes goes on to say, "We are giving our customers the opportunity to chose how he or she wants to view their media." Therefore, if one looks on the Daily Nation website, one can see content from the online team, but also from the broadcasting and print team within NMG as well.

One big basket of content

NMG recently introduced a new content management system called CoreMedia. With this new system, "if we are looking at the content of three of our newspapers and we see that the top story on the TV station is a piece about Barack Obama then we do not have to go and physically place that story on all of the three editions, it automatically picks it up as they are resident in a common database. We have one big basket into which everyone is throwing their content and then the online editors decide to pick what is relevant for their particular portal and it can be done at the click of a button."

Integration across print, TV and radio

In terms of convergence and integration, this is as far as NMG has gone. In terms of newsgathering, each brand still has its own newsroom, and each newsroom goes out and pursues an event individually. However, with the introduction of the new content management system, NMG is now looking at newsroom convergence. Therefore, instead of sending eight different teams to cover one particular event from each angle be it TV or radio, they are looking to pull them all together and have one multi-media team go and cover an event. This would consist of a reporter, cameraman and photographer reporting the story and then placing it in the CoreMedia "basket" of content. The various brands at NMG can then take that content and repackage it so it is suitable to its relevant market.

Problems of size

This is obviously a far more efficient way for NMG to cover a news event, but NMG faces a specific problem with regard the integration of publishing, ie, publishing to multiple platforms from one piece of software. Due to the sheer size of NMG, they have been unable to find suitable software that can carry all their content and efficiently manage it. Fernandes reports that "there is not any software that exists in the world today that can manage the process, because there are very few organisations like us, who need such a service.  The Times of London's video content is from the Times of London, but on the Daily Nation web edition the video content comes from NTV - the NMG's TV station -, which has its own unique brand. That is where the difference is." Fernandes and his team are examining various technologies on the market and reports "newspapers have software that integrates the ability to manage their online content, and with that newspaper companies are looking at getting video as part of that content, which is something they haven't done before. So the technology is still very much at the development stage whereby they are using video content that is suitable for their website and we need to look at video at a higher quality level."  

Aggregation site to challenge international players

The Nation Media Group is also readying itself for this new advancement and has built a news aggregator portal called nationafrica.com. nationafrica.com pulls together all the news from across the Nation Media Group's many platforms. Fernandes reports, "Our vision is to be the media of Africa for Africa. It would be wrong to think we could have newspapers and TV stations all over Africa, but online is the perfect platform." The timing of the launch of this site is significant, if nationafrica.com can establish itself quickly enough in the market, it has the potential to become the dominant force in the aggregator arena in Africa. The players in the market who have their strategies in place for when broadband hits Kenya will be at a marked advantage for establishing their brand in the market.

Fernandes reports that they are expecting the site to grow from just being a portal focusing on the Central and East African region - NMG have three newspapers in Tanzania and a newspaper and TV station in Uganda - to beyond its current reach. NMG have correspondents in 18 African countries providing content on a daily basis, it plans to train and equip these same journalists with "not just note books and pens, but cameras and video cameras" and they will be able to load this content directly onto the NMG system. NMG is in a unique position to challenge the other media conglomerates operating in Africa who have bureaus and correspondents all over Africa, such as the BBC. Fernandes states that this portal is vital to Africa as the international broadcasters like the BBC and CNN tend to focus on the "doom and gloom stories about Africa."

The future
 
NMG has undoubtedly been at an advantage with the expansion of online media due to the fact that it is not just a newspaper company, but the fact that it is not a newspaper company creates challenges for the firm in terms of efficiency for its business model. The challenge of streamlining the publication platforms for an organisation of NMG's size is a significant mountain to climb. Technology is rapidly coming on stream that will aid this process, but could it result in the various NMG brands loosing their identity in the drive for efficiency? This is something that NMG will have to consider as the brand's popularity is in no small part due to its ability to tap into the domestic market.

The future looks bright for this media conglomerate and its move to challenge the international players in the market such as the BBC is a bold and brave move that it needed to take to keep NMG at the heart of the Central and Eastern African market.

Part 2 - In tomorrow's article, social media, the Daily Nation and the search for fame, and why the "Who wants to be a millionaire" format failed in Kenya and how NMG adapted it to the mobile market.

Source: AllAfrica.com
 

While newspapers have been fighting off declining circulation and an aging readership, social networking sites are thriving. De Telegraaf, a leading Dutch broadsheet, has tapped into this popular medium by teaming up with popular Dutch social networking site, Hyves, for the Euro 2008 football tournament and the Olympics. In so doing, Telegraaf.nl gained access to Hyves 7 million users.

The Editors Weblog spoke to Telegraaf.nl's Publisher, Lara Ankersmit, to find out how the project came about, the impact it had on its newsroom, and the benefits of working with social media.

"Brainstorm"

When Telegraaf.nl first met with Hyves back in September 2007, it was simply to have "a conversation and a brainstorm." This initial conversation led to the two companies building a partnership that would not only drive traffic to the newspapers' web edition and enable Hyves to increase its product offering to its users, but also revolutionise and redefine the relationship between newspapers and social networking sites. This partnership has now become something of a blueprint within the industry for other newspapers looking to tap into the success of this new media platform.

"We don't care where people read our news; as long as they do read it."

Explaining the thinking behind the partnership, Ankersmit says, "We don't care where people read our news; as long as they do read it." Telegraaf has come to terms with the changes the internet has brought to the newspaper industry and adapted its product offering and thinking accordingly. Furthermore, the Telegraaf is putting its product on different platforms independent of news aggregators, and is thereby controlling how its brand is presented.

Specialised Content

To launch this innovative scheme, the two companies needed a suitably big story; therefore, the launching pad for Telegraaf's content on the Hyves site was the Euro 2008 football tournament and the Olympic games in Beijing. Telegraaf's content for Hyves was not lifted directly from its web edition: the news provider moved out of its "comfort zone" and changed its tone and content appropriately for the medium.

Telegraaf.nl and Hyves worked together to produce a fantasy football game, which was hosted on the Hyves platform. This fantasy football game proved to be a great success, achieving almost 170,000 participants. The rules are the same as other fantasy football competitions, with users selecting teams and predicting which country would win the tournament. Furthermore, Telegraaf provided editorial pieces to build on the playing experience. While playing the game, Hyves users could also choose friends from their social network to play with; the end result of this being that almost 45% of the players joined the game because of a recommendation from a friend on the social network site.

After the success of the Euro 2008 competition, the teams at Teegraaf and Hyves are working together again on a game for this year's football season (till May 2009). At going to press, the game has almost 32,000 participants.

The game comes with all kinds of statistics, eg, a player can see how good/bad they perform compared to the Hyves community, other women, other participants who are of a certain star sign, who live in the same city, and so forth. Teegraaf have not yet used this data for online content as the season has just begun. However, during Euro 2008 Telegraaf used such data for stories in the newspaper and the website.

For the Olympics, the newspaper provided tailored coverage of the games in Beijing, with the Telegraaf's sports desk working on the coverage. The blogs produced for Hyves in Beijing were also published on the newspaper's web site.

Just as content for the web edition is different from the print edition, content for the social network platform also differs from the news website. As Hyves is a more informal website than a straight web edition of a newspaper, the Telegraaf needed to provide the site with something a little different. For example, in the print edition Telegraaf will feature one photo within a story, on the web version it will have five photos, but for Hyves Telegraaf it will feature twenty photos. The style of photos will also be different from Telegraaf.nl, so there will be more behind the scenes shots or photos of the journalist travelling to, for example, the Olympic Games.

The newspaper also customised its blogs for Hyves, requesting that Telegraaf journalists at the Olympic games provide blogs from a more personal perspective.

Adapt the newsroom - stay flexible

This coverage from Telegraaf.nl did increase the workload (for example, increased blog content) for the newsroom, but Ankersmit reports that the staffers were enthusiastic about the Hyves project. Ankersmit also told the Weblog that the newspaper hired two journalism students who focused on uploading pictures and monitoring the Hyves site.
The sales and marketing team and project managers were also working in the background to ensure a buzz around the new product.

Payoff

The benefits of this relationship to the two media companies are clear: Telegraaf is able to tap into Hyves 7 million users and open up its content to a younger audience who may not have considered reading the newspaper previously and Hyves is provided with high quality content from one of the Netherlands' most respected newspapers. During the project, almost 20% of the incoming traffic to Telesport.nl (the sports pages of Telegraaf.nl) came through the Hyves site. Before the project, the traffic coming via the Hyves site was negligible.

This partnership also helped the Telegraaf re-brand itself and present itself as a modern news organisation. The newspaper had a rather "old fashioned" image before the project, but this initiative made people look at Telegraaf in a new light. The games on the Hyves site also got people talking about the site on the internet and the project became a topic of conversation around water-coolers in offices.

Despite these changes at the Telegraaf, Ankersmit says that "news is still our core product," it is simply changing the way that it connects with its audience. Anksersmit told the Editors Weblog that it is important that news organisations "extend their brand" and its relationship with Hyves got people used to reading Telegraaf news on different platforms.

The future

Building on the success of its partnership with Hyves, the newspaper site is currently moving ahead with plans for its Mobile smart phone coverage. Ankersmit reports that while smart phone content was previously just read by business users, the introduction of a flat-rate fee from mobile companies has opened up the platform to a wider audience. Telegraaf has also noted that readers are using the site in a different way, they now read content in a similar fashion to that on the website. Ankersmit expects Mobile to be increasingly popular in the years ahead as it becomes increasingly commercial, and when it does, the Telegraaf will once again be ready to break new ground.