Online news business models

Amid the emergence of the 21st century, a new era of modern business has set in India. Liberalization and globalization of Indian economy have provided challenges and opportunities to our new business and which has necessitated re-engineering of the present management education system. Recently, Union Budget is also decreasing the fund for higher education in India for the last five years. This research is focused mainly on existing problems and challenges which are needed to be addressed and seeks to provide the solution thereabout. At present in India, there exists three-tier management education administration i.e., Indian Institutes of Management (IIMs), Entrepreneur's and prestigious industry run best management institutes and management departments of Universities. Besides this, private B-Schools and non-statutory business training institutions also impact business education leading to MBA degree or PGDM diploma. Unfortunately, most of the students don't get the job in the completion of the course. In most of the cases, even the best student doesn't cater to the needs of the market because in the formal education system the gap between what is taught and what is demanded by the market is evident. Hence, an urgent need to rethink and redesign the management courses has arisen. It discusses the rationale of re-engineering of the whole management education system i.e, Admission, Instruction, Infrastructure, Regulation, Examination, Certification, Training and Placement etc.

This paper is a conceptual framework for comprehending how the shift in people’s access and choices in news, entertainment, and other information, changes people’s media consumption habits; thwarts many Mass Media business models and practices; and proposes that a shift is underway from the Mass Media of the Industrial Era and to the computer-mediated Individuated Media of the Informational Era. This epochal shift, resulting in most people having nearly instantaneous access in hand to more information than has before been printed or broadcast, is the greatest change in the history of media. It is already causing profound political, industrial, and societal effects and changes worldwide.

The Internet has opened up a new horizon for trade and commerce, namely electronic commerce (e-commerce). E-commerce entails the use of the Internet in the marketing, identification, payment and delivery of goods and services. This paper highlights the status, statutes, potential perspective to e-commerce development in Bangladesh. Both the statutory laws as well as the challenges in implementing them are discussed. The paper also lists specific policy changes aimed at bringing improvements to the legal and regulatory environment affecting e-commerce.

Millennials sind die Zukunft der digitalen Transformation, denn ihr Medien­nutzungsverhalten birgt großes wirtschaftliches Potenzial. Trotzdem weiß die Medienindustrie noch immer wenig über die 1981 bis 2000 Geborenen. Erst wenigen klassischen Medien ist es gelungen, den „Millennial Code“ zu knacken. Nicht nur in den USA, auch hierzulande buhlt inzwischen eine Reihe von Redaktionen mit innovativem Storytelling und digitalen Vertriebskanälen um die Gunst junger Menschen.

Leif Kramp und Stephan Weichert geben mit Interviews und Unternehmensporträts erstmals einen konkreten Einblick in die redaktionelle Arbeitswelt von Medienangeboten, die sich gezielt an Jugendliche und junge Erwach­sene richten. In den Interviews offenbaren 19 redaktionell Verantwortliche und Produktmanager aus Deutschland, Europa und den USA ihre Strategien, mit deren Hilfe sie die pragmatische Generation der Millennials an ihre An­gebote binden wollen. Dabei geht es um Chancen wie die Entdeckung neuer Geschäftsmodelle, aber auch um Herausforderungen wie die ständige Ad­aption neuer Technologien bis hin zur Deformation journalistischer Ideale.

Mit Interviews und Porträts zu folgenden Medienangeboten: Bento, Buzzfeed, Funk, Giphy, Hardbound, Headline24, heute+, Huffington Post, Jetzt, Mic, Noizz, NowThis, Orange by Handelsblatt, Refinery29, Vice, Vox.com, Watson, YouNow und Ze.tt.

„Junge Leute sind die Zukunft der Medien. Der Millennial Code ist eine faszinierende und informative Untersuchung von 19 Medienunternehmen, die aufgebaut wurden, um die nächste Generation zu bedienen. Die Autoren interviewen Innovatoren in Deutschland und den USA, um zu lernen, was funktioniert und was nicht und welchen Weg die Medien als nächstes einschlagen.“
Jeff Jarvis, CUNY Journalism Professor, Autor von "Was würde Google tun?", "Mehr Transparenz wagen" und "Ausgedruckt!"

„Wer sich zum Ziel gesetzt hat, junge Menschen mit Medien zu erreichen, muss auch mit bewährten Regeln brechen. Der Millenial Code ist die zurzeit umfassendste Anleitung zum Regelbruch in der Medienbranche.“
Christian Meier, DIE WELT

Eine Studie im Auftrag des Sie werden Digital Natives genannt, Millennials oder Gen Y – ihre Generation ist dadurch gekennzeichnet, dass sie den digitalen Wandel von Kindesbeinen miterlebt haben und die digitale Medientechnologie ebenso souverän wie selbstverständlich beherrschen. Dabei greifen Jugendliche und junge Erwachsene nur noch selten auf Zeitungsinhalte zurück. Zugleich sind personalisierter Facebook-Feed und YouTube-Account zum wichtigsten Knotenpunkt für digitale Information, Unterhaltung und Kommunikation geworden. Die vorliegende Millennial-Studie des BDZV von Stephan Weichert und Leif Kramp geht den Gründen für diesen Nut-zungswandel nach. Sie will eine Diskussionsgrundlage für zukunftsfähige Geschäftsmodelle und Informationsstrate-gien des Mediengeschäfts schaffen: Wie informieren sich Jugendliche und junge Erwachsene? Welche Endgeräte und Medienangebote nutzen sie – und warum? Und was bedeutet die digitale Mediennutzung für Zeitungsverlage? Diesen und weiteren Fragen geht die vorliegende Studie nach. Sie zeigt dazu aktuelle Problemfelder im Umgang mit digitalen Medien auf, formuliert aber auch Lösungsan-sätze und Handlungsoptionen für Zeitungsverlage mit Blick auf junge Zielgruppen. Ausgangspunkt unserer Überlegun-gen ist, dass es nicht nur um ein Generationenphänomen, auch nicht alleine um den wirtschaftlichen Erfolg journa-listischer Angebote geht. Es geht um nichts Geringeres als einen globalen Wettstreit mit den mächtigen Technologie-konzernen um die öffentliche Deutungshoheit, mithin die Existenz des Journalismus. Mit dieser Studie sollen deshalb Wege aufgezeigt werden, wie sich junge Menschen für hochwertigen Journalismus begeistern lassen.

KINI SAATNYA UANG YANG BEKERJA UNTUK ANDA BUKAN ANDA YANG BEKERJA UNTUK UANG KINI SAAT YANG MUDAH UNTUK ANDA MENDAPATKAN "PASSIVEINCOME“ YANG BENAR-BENAR AMAN KARENA ANDA SENDIRI YANG MEMEGANG KENDALI KEUANGAN ANDA, KAMI HANYA SEBAGAI CONSULTANT ANDA.

Every start-up begins with an idea which comes into the mind of a person or a group of people to put forward a new or improved product. But the success or collapse of any business heavily depends upon the ability of the owner, resources, decision-making skills, initiatives and innovations. The element of innovation only performs its function if the decision-maker has an immense knowledge of market and its dynamics. This sense of innovation then design a business concept which includes information of value of goods, services, core business activities, target market and the means of distributing or providing goods and services into the market segment. In this report, considering all these points, we have put forward an idea to launch an Online Travel Agency which has an aim to target mostly international students in Australia, who are keen to spend their leisure time in travelling without facing any hurdles in arranging these trips.

The main objectives of this work are to describe the online bus pass generation and ticket booking using QR code. Online bus pass generation is helpful to people who are suffering issues with the present technique for the generation of bus pass and renewal. This project consists of two login pages, one for user registration and the other one for admin. Users need to register by submitting their details through online. Once the registration process is done then a security code called One Time Password (OTP) code will be sent to the user's registered mail. This system is used for ticket generation, bus pass formation and renewing of the bus pass of the users. The user can login with Idno and password to perform the pass booking and renewal. Bus Ticket Checker can scan the users QR code to check the validity of bus pass.

Trump’s election laid bare structural flaws in our news and information systems. As mainstream news media sensationalized and trivialized what was at stake in the elections, social media amplified misinformation and propaganda. These media pathologies paved the way for the triumph of a demagogue. While criticism of such problems has escalated since the election, the underlying policies that enabled them have largely escaped scrutiny.

The paper addresses the contemporary issue of newspaper paywalls. The paper aims to analyse different paywall models and how they impact on media corporations’ revenues in the United States, the United Kingdom, Slovakia, Slovenia and Poland (Piano Media), Australia, New Zealand and Finland. The paper finds that newspaper paywalls provide roughly 10 per cent of media companies’ publishing/circulation revenues. The paper also finds that paywalls are softening and prices in some cases are decreasing as news corporations fight for new digital subscribers and revenues. The argument here is that the revenue generated by paid online news content is not substantial enough to make paywalls a viable business model in the short term. Media corporations do not disclose information about their digital subscription revenues and this lack of transparency might impact on research findings.

The Business Model Canvas is a strategic management and lean start-up template can be used as aid for developing a new, or analyzing and mapping an existing business model of a company. It is a visual chart with elements describing a firm or product's value proposition, infrastructure, customers, and finances. It assists firms in aligning their activities by illustrating potential trade-offs. It gives a graphic representation of a number of variables that show the values of the organisation.

A business model is a description of how your business intends to operate and make money. Sounds simple, RIGHT?

La presente tesis de doctorado analiza desde 1999 la evolución de la industria discográfica en Internet, hasta llegar al 2016, año cuando las plataformas de streaming empezaron a desplazar a los portales de ventas digitales y descargas como iTunes. La investigación plantea un plan de negocios para crear una empresa virtual en torno a la comercialización de contenidos fonográficos, y finalmente muestra un plan de mercadeo online con detalles sobre el comercio electrónico, el Search Engine Optimization y la importancia de las redes sociales (Facebook, YouTube y Twitter) en el desarrollo del sector musical a nivel internacional.

This segment of the  report of the project on new business models in U.S. news media, Helsinki University, 2017, explores how U.S. newspapers and news organizations are altering their business models and conceptualization of the business model. It shows that there is a need for  broader thinking about business models that reflects a focus on value, services, and relationships and that business model innovation is more focused on building and nurturing value-creating relationships with readers, advertisers, partners, and intermediaries. When those relationships are effective, they become the bases for revenue-producing activities.

O objetivo desta pesquisa é analisar o desenvolvimento do mercado fonográfico digital no Brasil, observando-se os conflitos e disputas entre os agentes que caracterizam esse mercado e suas consequências tanto para a capacidade de inovação comercial quanto a diversidade cultural do mercado de música no país. Como desde 2010 se tem notado o início das atividades no Brasil de empresas eletrônicas internacionais (como lojas virtuais de fonogramas, a iTunes, agregadores de conteúdo, como The Orchard e Believe Digital, e serviços de streaming, como Spotify, Deezer, Rdio, entre outros), buscou-se tornar inteligíveis os conflitos de interesses entre esses entrantes no mercado de música e tradicionais agentes da indústria do disco, como artistas, gravadoras e editoras de música. Adotando-se a sociologia econômica como referencial teórico, realiza-se um estudo de caso desse setor do comércio de música gravada, valendo-se de técnicas de pesquisa como entrevistas compreensivas, revisão bibliográfica, levantamento de dados secundários, além da observação de páginas na internet.

My new book -- preview here
http://www.press.uillinois.edu/books/catalog/53paw9sp9780252040511.html (google books preview)

Emerging out of changes in technology, culture, and economics, interactive journalism is a visual presentation of storytelling that allows users to interact with the reporting of information. Today it stands at a nexus: part of the traditional newsroom, yet novel enough to contribute innovative practices and thinking to the industry.

Nikki Usher's comprehensive portrait of this new journalistic identity examines the impact of digital technology on reporting, photojournalism, graphics, and the other disciplines that define interactive journalism. Her eyewitness study ranges from the interactive creation of Al Jazeera English to the celebrated data desk at the Guardian to the New York Times' Pulitzer-endowed efforts in the new field. What emerges is a richly reported profile of the people coding a revolution that may reverse the decline and fall of traditional journalism.

"The future of interactive journalism will not depend on whether it can increase page views or session times, but whether it can deepen our readers' and viewers' engagement with complex issues. Nikki Usher's Interactive Journalism is a great introduction into this emerging field of journalism where the most collaborative and interdisciplinary team players will thrive."--Wolfgang Blau, Director of Digital Strategy, Chief Digital Officer, Condé Nast International

"In Interactive Journalism, Nikki Usher skillfully answers three questions rarely addressed at the same time: how are newsrooms changing with their adoption of interactive journalism, what economic and cultural factors are driving this adoption, and why new ways of telling stories may affect the impact of journalism."--James T. Hamilton, author of All the News That's Fit to Sell: How the Market Transforms Information into News

"Nikki Usher is once again on the frontline of the newsroom, with this vivid account of the rise of maker culture in online news. Expertly cutting through the techno-jargon, Usher provides the definitive portrait of interactive journalism--from its economic benefits and professional challenges to its potential to fundamentally transform how all of us see and engage with the world."--Rod Benson, New York University

Nikki Usher is an assistant professor at the George Washington University's School of Media and Public Affairs. She is the author of Making News at the New York Times.

This report examines the digital transition underway at three leading newspapers in India, the Dainik Jagran in Hindi, English language Hindustan Times, and Malayala Manorama in Malayalam.
Focus is on how they are changing their newsroom organisation and journalistic work to expand their digital presence and adapt to a changing media environment.
Digital media present Indian newspapers with challenges and opportunities similar to those newspapers face elsewhere. However in India newspapers face such challenges from a position of greater strength, because of the continued growth in their print business, and with the benefit of having seen how things have developed in more technologically developed markets.

Incremental updates to breaking news stories online have become embedded in newspapers in the 24/7 online era. This article reviews four US metropolitan newspapers, using field observations and interviews to examine how journalists choose breaking news stories and their rationale for these continuous updates. Specifically, the article explores the connection between temporality and authority, positing that journalists use these updates to retain their role as authoritative truth-tellers in relation to audiences, the competition, and their own position in the profession. As newspaper coverage becomes more like local TV, these metropolitan newspaper journalists worry that a breaking news strategy, while potentially necessary, is also questionable and even potentially harmful, but nonetheless pursue it.

Dengan menjadi Follower, maka Anda memiliki kesempatan untuk menyalin transaksi yang dilakukan oleh trader professional yang telah anda pilih sendiri. Daftar tradernya bisa anda temukan di menu monitoring system copy trader.Setelah menemukan pilihannya silahkan setting rasio besaran lot trasnsksi dan juga pair mata uang yang ingin anda ikuti dari trader tersebut. Meskipun begitu, follower masih bisa melakukan transaksi manual sendiri atau melakukan intervensi pada transaksi yang dilakukan oleh tradernya. Sebagai follower, anda akan dikenakan fee yang besarnya berbeda-beda tiap tradernya, rata-rata nilai sharing profitnya berkisar antara 10%-30% dari profit yang dihasilkan BERIKUT CARA MENDAFTAR / MASUK SYSTEM FOREXCOPY Sebelum anda mendaftar pastikan anda memiliki deposit minimal $100 di akun anda. Jika anda belum mengisi akun trading anda sebaiknya hubungi broker yang anda percaya untuk mengisi akun trading anda, atau anda dapat menghubungi kami,

Purpose: The aim of this paper is to discuss how organisational complexities influence the design of circular business models, which have recently been introduced as a new panacea for aligning the interests of business with the needs of the environment. Design/methodology/approach: The Service Shirt, a new garment concept, is used as an illustrative case example for demonstrating some of the organisational complexities of making circular business models operable. The shirt was developed through a series of design workshops for the fashion brand Fashion Alpha. Findings: The analysis highlights multiple challenges emerging when a fashion product with a significantly extended lifecycle passes through different users, organisations, and business models. It is concluded that it is difficult to talk about a circular business model (singular) as circular economy solutions depend on the contributions of multiple stakeholders with business models. Practical implications: The findings illustrate how fashion companies interested in the circular economy fundamentally have to rethink conventional approaches to value, organisational boundaries, and temporality. Originality/value: Drawing on a case example from the fashion industry, the paper demonstrates the organisational complexities linked to the design of new business models based on circular economy thinking, as these require the coordination of actions between autonomous actors driven by different logics regarding value creation, value delivery, and value capture.

Purpose: This paper sheds light on the distinctive nature of entrepreneurial-oriented behaviours in news media firms. We reconsider conceptualisations of exploitation and exploration in the industry
and seek to explore the extent to which they are related to organisational performance.
Methodology: In a cross-sectional study, we draw on data from a longitudinal investigation into the decision making of news media executives worldwide. The study focuses on a correlational analysis
of primary data collected from media executives across 107 countries. With a large sample size (N =1438) and strict significance testing, we address the potential limitations of a purposive sampling strategy.
Findings/Contribution: We find that firms that prioritise exploration higher than exploitation are more likely to be reporting financial success than those who do the opposite. We propose that the study contributes to the understanding of the impact of volatile times on the media industry, by
suggesting that, even in the midst of considerable disruption, the exploration of new opportunities nevertheless has the potential to reap financial rewards. In so doing, it answers both the specific
appeal for greater clarity of organisational ambidexterity measures, as well as calls to test and expand existing theory in various contexts, and to develop theory that is directly pertinent to media management science.

To examine how journalists use, and are affected by, social media in their pursuit for speed, this study conducted in-depth interviews with 11 journalists from various U.S. national, metropolitan, and local newspapers. Findings revealed an industry-wide expectation that journalists engage with audiences on social media. But in terms of practice, most interviewees reported that they mainly use Twitter to facilitate news work (i.e., contact hard-to-reach sources) and communicate with other journalists; audiences are rarely their focus on social media. The interviewees were also asked about their perception of how Twitter affects audiences. Most interviewees were unsure of its impact on credibility, but believed that it may promote news use, although not contribute to news organizations’ bottom line. This study offers five reasons why social media are not saving the newspaper industry, and discusses managerial implications regarding the gap between social media expectations and practices.

Multiple developments, including disruptive technologies and new business models, are leading to uncertainty and change. They also open up new possibilities for adaptation, innovation, reinvention and entrepreneurship. They are challenging organisational leaders. Coping with them may require review, refresh or reinvention and a transition from individual leadership to the collective leadership of a competent board. Directors and boards need to ask a variety of questions in a range of areas to ensure that creativity, innovation and entrepreneurship are helped rather than hindered and that they and excellence are focused, relevant and sustainable. There are contextual, performance, governance, stakeholder, sustainability, social responsibility and people and organisational factors to consider. Many directors may also need to change how they operate and raise their aspirations and expectations.

Published as: Coulson-Thomas, Colin (2018), Organisational Leadership for Challenging and Changing Times, Effective Executive, Vol. XXI No. 3, September, pp 14-37

Today, VOD (video on demand) sites and portals specializing in long-form, high-quality documentary and factual content proliferate online. This article explores the multiplatform strategies of public service broadcasters in the UK in this context. It examines how the BBC and Channel 4 address the masses of user generated content that flood the documentary market and partake in the battle for audiences for documentary films and factual content in a multiplatform context. Both channels seek to reinvent themselves as public service media providers and curators of documentary content online, in order to fulfil public service remits and secure their positions as leading providers of documentary and factual content across platforms in a global multiplatform mediascape. However, by contrasting Channel 4’s online ‘verticals’ with the BBC’s themed and branded documentary portals, the article argues that although Channel 4 and BBC pursue similar strategies online they do so for different reasons and to different effect.

Following the viral spread of hoax political news in the lead-up to the 2016 US presidential election, it's been reported that at least some of the individuals publishing these stories made substantial sums of money—tens of thousands of US dollars—from their efforts. Whether or not such hoax stories are ultimately revealed to have had a persuasive impact on the electorate, they raise important normative questions about the underlying media infrastructures and industries—ad tech firms, programmatic advertising exchanges, etc.—that apparently created a lucrative incentive structure for "fake news" publishers. Legitimate ad-supported news organizations rely on the same infrastructure and industries for their livelihood. Thus, as traditional advertising subsidies for news have begun to collapse in the era of online advertising, it's important to understand how attempts to deal with for-profit hoaxes might simultaneously impact legitimate news organizations. Through 20 interviews with stakeholders in online advertising, this study looks at how the programmatic advertising industry understands “fake news,” how it conceptualizes and grapples with the use of its tools by hoax publishers to generate revenue, and how its approach to the issue may ultimately contribute to reshaping the financial underpinnings of the digital journalism industry that depends on the same economic infrastructure.

Die Generation der Millennials kommt nicht oder kaum noch mit traditionellen Medienmarken in Kontakt. Jugendliche konsumieren allenfalls sprunghaft und eher anlassbezogen journalistische Druckerzeugnisse, Fernsehen und Radio. Zugleich wissen sie sich über soziale Netzwerke und Messaging-Dienste konstant zu informieren. Eine pragmatische Haltung, die Rundfunkanstalten und Zeitungsverlage vor die große Herausforderung stellt, wie sie junge Zielgruppen offenbar immer weniger für ihre Inhalte gewinnen und an sich binden können. Trotz mehr oder weniger steigender Qualität ihrer Inhalte erreichen klassische Medien vor allem jüngere Bürgerinnen und Bürger nicht mehr. Sie scheinen zunehmend abgekoppelt von dem, wovon sich Teenager und junge Erwachsene inspirieren lassen. Damit schwindet auch die Bereitschaft vieler Menschen, für journalistische Inhalte zu bezahlen. Dieses Dilemma hat nicht nur Auswirkungen auf die Marktfähigkeit des Journalismus, sondern beeinflusst auch massiv die Prozesse unserer demokratischen Meinungs- und Willensbildung.

Dennoch machen einige internationale Digitalangebote - vor allem aus den USA - eine exzellente Figur. Sie haben sich nicht nur zu neuartigen publizistischen Flaggschiffen entwickelt, sondern sind auch unternehmerisch erfolgreich. Andere müssen sich zwar am Markt noch beweisen, geben der Branche aber mit kreativen journalistischen Konzepten bereits nachhaltige Impulse. Es sind neuere und auch einige ältere journalistische Innovation Leader, die gerade junge Menschen mit ihrer digitalen Performance für hochwertige Inhalte begeistern. Manchen gelingt dies auf eher unkonventionelle Art und Weise, die für so manchen gestandenen Journalisten gewöhnungsbedürftig sein dürfte. Andere wiederum sind in ihrer Perspektivierung traditioneller, als man es erwarten würde. Erfolgreich sind sie deshalb, weil sie sich nicht anbiedern, sondern ihre Angebote unmittelbar an der Lebenswirklichkeit junger Zielgruppen ausrichten. Authentizität, technologisch ausgereifte Konzepte, originelles Design und für die mobile Mediennutzung nativ aufbereitete Inhalte sind nur einige Erfolgsfaktoren, die diese Angebote auszeichnen.

Wer sind diese journalistischen Innovationstreiber? Was machen internationale Vorreiter wie AJ+, NowThis, Refinery29 und Vice News besser als das Gros der etablierten Nachrichtenangebote in der Ansprache junger Zielgruppen? Inwiefern haben sich deutsche Millennial-Produkte Best Practices abgeschaut? Welche neuen Vertriebsmöglichkeiten bieten die weltweit populären sozialen Plattformen und Messaging-Dienste? Welche Vorteile hat die Direktkommunikation über Chat-Apps, Live-Videostreaming-Dienste, Newsletter und automatisierte Chat-Bots für Redaktionen? Was können traditionelle Verlage von Start-ups rund um Vernetzungstools oder Games wie Crystal, Purple und Pokémon Go lernen? Im Zentrum unseres vorliegenden Trendreports 2020, der die Millennial-Studie des BDZV flankiert, stehen einige weltweit führende journalistische und nicht-journalistische Digitalangebote. Er versucht durch eine Auswahl von internationalen Best-Practice-Beispielen auszuloten, welche Strategien bei der Adressierung Jugendlicher und junger Erwachsener für journalistische Inhalte in den kommenden Jahren besonders aussichtsreich erscheinen. Der Trendreport unterscheidet bei den Innovatoren des digitalen Journalismus vier zentrale Kategorien:

- News Websites (USA)
- News Apps (USA)
- Social Media (international)
- Nicht-journalistische Start-ups (international)

Anhand von 40 Steckbriefen wollen wir kontrastieren, welche Unternehmen vielversprechende Konzepte umsetzen und wie bestimmte Vertriebskanäle, Themenwelten, Storytelling-Ansätze, Design-Strategien und Interaktionsformen zu einem attraktiven Angebot für Millennials ausgebaut werden. Von diesen Vordenkern und Pionieren ausgehen soll idealerweise ein Lerneffekt für Presseverlage, um ihr eigenes Innovations- und Kreativpotential noch erfolgreicher ausschöpfen zu können. Es geht für Zeitungsmacher vor allem darum zu reflektieren, wie die Denkweisen der Branchenführer adaptiert und die Nutzungsvorlieben von Millennials konsequenter genutzt werden können, aber auch, über welche Social-Media-Umgebungen und mobilen Ausspielwege Journalisten jüngere Bevölkerungsschichten erreichen.

Im Zentrum des Reports stehen deshalb Medienangebote, die mit dem Anspruch angetreten sind, sich jungen Zielgruppen auf Augenhöhe zu präsentieren, indem sie sich deren Lebenswelten und Medienhandeln konsequenter zunutze machen. Aus den porträtierten Marken und Unternehmen lässt sich nicht nur herauslesen, warum sie den landläufig verbreiteten, vielfach verstaubten Vorstellungen von Qualitätsjournalismus aussichtsreiche Digitalkonzepte entgegensetzen. Es wird auch deutlich, wie sich durch eine ausgeprägte Leidenschaft für wertige Inhalte – quasi en passant – auch mittelfristig ein hochkarätiges Umfeld für Werbetreibende schaffen lässt. Die internationale Trendscouting-Recherche bietet einen Überblick über zentrale Schlüsselangebote der Digitalisierung, vornehmlich aus den USA. Einmal mehr empfiehlt sich Amerika damit als das Land mit den kreativsten Medienkonzepten, weil sich die Branche unter dem Eindruck des Zeitungssterbens früher als hierzulande zu einem radikalen Umdenken veranlasst gesehen hat. Bei der Auswahl ist zu bedenken, dass diese nach rein subjektiven Kriterien erfolgt ist. Wir haben uns auf Angebote beschränkt, die uns bei einer konzentrierten Desktop-Recherche in einschlägigen Mediendiensten immer wieder als bewährte Modelle begegnet sind. Wir sind außerdem First-hand-Empfehlungen gefolgt und haben einige Redaktionsverantwortliche und Start-up-Gründer persönlich vor Ort getroffen.

This paper is the product of 12 months of intensive study applying game design to the challenges of journalism and news community management. After conducting interviews and site visits with a wide variety of leaders in major print, web, television and news organizations, primary observations were made. The goal was to understand how the increasingly challenged news media industry could benefit from the knowledge that has sustained the success of the game industry. Our findings indicate that the formal practice of game design offers three key foci that may likely prove useful to industries and practices concerned with improving their audience engagement strategies. These three foci are experience, agency and play. We suggest that these three elements are the key to engagement in non-game contexts and are a likely path to improving the struggles facing not only the news industry, but other domains like activism, social impact, and civic participation.

The contemporary Western news organisations have implemented ‘digital-first’ strategies, and many of large news publishers regard themselves now as ‘digital-first’ news organisations. This paper aims to critically evaluate this ‘digital-first’ rhetoric as it explores news publishers digital and print revenues and expenses. The paper evaluates how digital news publishers are in terms of revenue, and if moving digital-only is a viable business model for them. The discussion about digital-only publishing model resurfaced after The Independent newspaper in the United Kingdom became the first paper to abandon print and to move online-only. This article examines if a similar move would offer a sustainable business model to other news publishers.
The research is based on document analysis, and the publishers included are The NYT Co., Gannett, Fairfax Media and Postmedia Network. The paper concludes that, in general, news publishers are still print reliant in terms of their revenue, and moving digital-only would not be a viable option for them without substantial structural changes and cost cutting. The paper finds - somewhat surprisingly - that The NYT Co. continues to be greatly reliant on print revenue even when the news organisation is heralded as a leader in digital content and subscriptions.

This paper proposes a new approach to servitization and business models by understanding behavioural aspects of human interactions with technology, specifically, with “smart” devices, connected devices, autonomous systems, and internet of things (IoT) through understanding and interacting with data which these devices and systems generate. Proposed approach, Behavioural Human Data Interaction Hypothesis (Behavioural HDI Hypothesis), which differs from existing literature, leverages on research in behavioural science, data-driven business models, multi-sided markets, and Human-Data Interaction (HDI). Behavioural HDI Hypothesis can offer a new approach to future markets for data because it helps to (a) predict consumer choice of product and services; (b) suggest new and improved interaction mechanisms between consumers and their self-generated data; and (c) propose a new approach for building and evaluating business models. To date, very little has been known about whether and how consumers and households accumulate, review and use self-generated data about consumption decisions and how this affects market relationships between consumers and providers of goods and services. This paper shows how Behavioural HDI Hypothesis can make markets for data more efficient through better personalisation and servitization. It also has implications for data collection visibility, data ownership and structure, platform trade-off, security and other ICT-related challenges which negatively affect current business models in the digital economy.

This report examines the state of hyperlocal publishing in the UK and lays out core challenges facing the sector. It was commissioned by the Centre for Community Journalism at Cardiff University and the innovation agency Nesta.

The report evidences the contribution of hyperlocal platforms to civic life and media plurality against a backdrop of closures, mergers, cutbacks and declining regional newspaper sales. It also showcases innovative business models and examples of community journalism influencing and informing grassroots decision-making.

Citable URL: http://www.communityjournalism.co.uk/wp-content/uploads/2015/09/C4CJ-Report-for-Screen.pdf