Fany Péchiodat is probably younger than 30 years old and lives in Paris. She wore a beautiful red dress when I saw her on stage for the very first time, and she presented her online idea as lovely as a kid would do with his Christmas present on Boxing Day.
To be honest, before her presentation in Berlin, I’d never heard anything about her online idea called My Little Paris. I expected to come away saying this is just another crazy thing we see a lot of these days thanks to the digital age, which lets people launch their ideas so easily.
But, after Fany Péchiodat’s presentation of facts and figures, I’d like to add: All media companies should be scared.
Fany Péchiodat started My Little Paris by publishing just one story a day. She didn’t care about any search engine optimisation at all. She just sent this one and only story to ......[more]
17 August 2014 · by Pit Gottschalk
A newspaper brand, as we know it, is created like a dinner in the Sizzler’s restaurants in the United States: Pay once and you get all you can eat.
Politics, culture, economy, and sports, some additional supplements and extra sections, enriched by the digital line extension – a huge range of editorial stuff, small pieces, big pieces, more or less hot, made for the day to fit the needs of a hungry audience.
Newspapers offer a lot for quite a little amount of money and put more and more pieces of content on the table, at least digitally. Why the hell has this audience decreased?
The fundamental mistake media companies can make is to just trust the strengths of their brands and the quality of their journalism in the news room. It’s worth a lot, no doubt about that. But it’s just one side of the coin.
To use the Sizzler comparison: For dinner, do you always go to a restaurant where you get food from all parts of the world at one place?
Some people do, of course. But most people avoid ...
10 June 2014 · by Pit Gottschalk
During the INMA World Congress in San Francisco, publishers from all over the world considered the one and only question: How to shape their media companies for the digital challenges they already face.
No one has ever undertaken such a huge transformation before. Where’s the starting point? Where are the strengths and weaknesses in your own organisation? Are they in the newsroom determined to create the core products of a media company?
Here’s the gift: This story helps you modernise your newsroom. It’s just for INMA members: Click here and invest some time, and you will get an exclusive analysis.
Of course, a lot of consultants and so-called internal experts make suggestions, give hints, puzzle plans, and conduct change management. And after the change is completed, any change agent will tell you that his solution was the best of class, at least the best of ......[more]
13 April 2014 · by Pit Gottschalk
Dressed like a college girl, shy eyes and black hair, Kara Swisher is an inconspicuous person you might not notice at a Saturday night party. But listen to her for just a moment, and you likely won’t stop talking to her for the rest of the night.
Swisher worked at The Wall Street Journal, where she wrote the popular blog, “All Things Digital,” before leaving to start her own media outlet, recode.net, which reports on things happening digitally, especially in Silicon Valley.
She will tell you: “In a media company, there are a lot of people in the way,” preventing others from working. Her recommendation? “Don’t be lazy!”
Swisher and her small team are doing now what once was the task of traditional media companies in the past: becoming relevant by content....[more]
17 March 2014 · by Pit Gottschalk
Rethink your business and be innovative.
It’s easy to say, but how can media managers be innovative when they’re drilled to match the key performance indicator (KPI) goals over years? They have to learn as kids do – by trial and error.
Or they can use the guide developed by the smart guys of Stanford University and the Hasso Plattner Institute, which includes eight steps for rethinking your media business. It’s called “The new city experience: An Introduction to Design Thinking.”
Step 1: Create a quick interview guide – with open-ended questions. First, chat with someone and ask him anything about the latest experience in a new city. It’s just to build a bridge to him. “How are you today?” Or: “Tell me where are you from?”
Next, seek stories. “Tell me about your time in…” Or: “What would I find surprising about how you…” Then, go deeper. Talk about feelings. “Why do you say that?” Or: “How did you feel at that moment, when…”
You see: It’s far away from product development. Please wait and take notes. Yes, you need time....[more]
02 December 2013 · by Pit Gottschalk
In the old economy, there were three leadership rules to set up your own business in collaboration with your staff:
- Define your vision in less than five words to let the world know what your company’s business is all about.
- Tell your people the exact mission of your business so that any member of your team can share your value to capture value.
- Set the business goals you and your staff members are committed to.
These three steps, taught to us as part of Peter Drucker’s basics of modern leadership, worked quite well.
But nowadays it’s different.
In the digital world, the way to success demands five steps you likely don’t like. But, as an entrepreneur of a small business, you capture value by making presents – free gifts to a lot of potential customers.
No, we aren’t talking about traditional promotion; you have to give what is essential to your business.
Step 1: Write a white paper. Tell people what you think about the challenges companies face on the market. Explain the opportunities and threats, as you would do in an old-fashioned Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis.
And don’t be shy. Defend your point of view and your approach to fix problems. That’s the way to show how people could benefit from you personally. It’s an idea you share.
Yes, you get feedback. Yes, you earn critics. But it’s the cheapest way to rethink your business, and you can adjust your approach quite easily.
04 November 2013 · by Pit Gottschalk
There are two provocative questions media executives should be asking themselves nowadays: What would your company look like if you’d founded it today? Would it be the same as it is right now?
Certainly not. But how can you get closer to that perfect version you have in mind? Of course, you can create a vision to see how different it is from reality.
Axel Springer in Germany did this in March 2013, when the entire top management was sent to Silicon Valley for a couple of days to think about the gap between traditional media companies and the way things are done in Palo Alto. Can the old newspaper world and the world of digital nerds find common ground?
At first, this thought sounds ridiculous. Both cultures are too different, aren’t they?
But then Jeff Bezos of Amazon bought The Washington Post, and now the whole industry is wondering: What will happen to the famous Washington Post? Who can benefit from this clash of cultures?
Watch this little video to get an idea what this kind of connection with Silicon Valley really means…
Of course, it’s fun. But this comedy has a serious message: Don’t ignore what is going on in the digital world. Embrace the change; be part of it. Get to know and understand as much as you can; see the opportunities offered....[more]
09 October 2013 · by Pit Gottschalk
Content marketing is a modern phrase for what we called “advertorial” or “sponsored by” in the analogue past. The business model is very simple: Publishers create a context in which advertisers love to present their products, and advertisers then enrich the context with their own content.
Both sides have to work hand-in-hand – a reality that journalists resent because they see their independence put at risk.
In the past, journalists’ point of view was clearly defined: They reported and wrote stories, safely to one side of a line that advertisers were not allowed to cross. Publishers, meanwhile, protected journalists by safeguarding that line.
Nowadays, in the online world, this line is hard to define. Because of analytical tools such as Google Adwords or Searchmetrics, online journalists known well what content users are looking for and they write stories optimised for search engines. This workflow helps earn money: Google Adsense (CPC) or even affiliate networks (CPO or CPL) deliver the appropriate advertisements ready to click.
Of course, this knowledge impacts which stories a freelancer chooses to write; his financial situation depends on that. And these bloggers increasingly take ad money out of the market.
Some publishing companies, such as Forbes, mimicked emerging online companies, such as The Huffington Post, and built businesses around the ecosystem of the blogosphere, to capture the value of content bloggers create. Well-organised bloggers can shift the business model of content marketing to a very high level.
As I noted in a previous post, (“Can we afford quality investigative journalism in the digital age?”), no one in a newsroom is capable of producing the amount of content needed to satisfy all niches. Let 1,000 bloggers write about 300 stories a day – and you have about 100,000 pieces of content at the end of the year. Even optimised newsrooms cannot do this....[more]
29 August 2013 · by Pit Gottschalk
Launching a new outlet for content is always the same game.
We see big ads promoting an app in the iTunes store.
We see press releases about the publisher embracing the digitisation of his editorial content with online integration in the newsroom.
And, at INMA conferences, we see case studies of marketing guys telling people how successful the expansion of content platforms was.
All these actions often miss the biggest deal — letting your own print team explain the benefits of what they offer in the online world.
Why? It will show that your own print employees have been convinced. And that will help you answer the main question of the future: Does your editorial team support your digitisation strategy?
A newspaper’s print edition offers the best opportunity to drive traffic to its online counterpart. A recent study set out to measure the online affinity of 102 German newspapers by counting how many times each newspaper included links to its Web site — and how.
No distinction was made between subscription and purchase models of newspapers; neither edition nor reach was considered, nor the respective distribution market. Both of those aspects were irrelevant to the objective of the study.
Also the format is not decisive: Web references adapt themselves like photos to the size of the paper. The number of pages of the newspaper plays a computational role in the examination period; the absolute number of Web references is to be considered in relation to the total numbers of pages to determine the relative amount of Web references per page.
The ascertained Web references were collected, categorised, and listed to show the variety of the Web references in the examination period. From this database, a unique profile emerges for each newspaper, revealing which kinds of Web references are preferred....[more]
30 June 2013 · by Pit Gottschalk
There was always a clear definition of what journalists have to do in a newspaper company: Write stories interesting enough to inform or to entertain readers.
There was no denying the fact that others, mainly the management and its marketing and distribution department, were in charge of the size audience the newspaper attracts. Journalists called this approach “independence of journalism.” Of course, it is!
But the role of journalists has changed radically, even among those who are employed and get a huge guaranteed salary monthly. Nowadays, a trend can be observed of journalists bearing responsibility for their own readership or “community.”
There is one big magazine published in New York at which a journalist’s salary is partly determined by the visits he or she pulls to the magazine’s Web site with their own blogged stories.
The management of this magazine sets the online goals: 10 blog posts and more than 150,000 visits a month, or they will have a tough meeting with the journalist.
Is the independence of journalism in danger? Not really. Could this also work for newspapers? Sure. It’s all about justice.
In the past, we saw two kinds of journalists in the newsroom organisation. Those who had a high daily output and carried the newspaper through poor news days (i.e. sports journalists, local reporters, news writers). And there were those who needed a lot of time to rethink any sentence written the day before (i.e. feuilleton authors, culture columnists, some political correspondents)....[more]