tag:blogger.com,1999:blog-91380896580397519492024-03-19T10:32:32.434+02:00MEDIANOMICSBlogging about Business Model Innovation in the Media Industries and the impact of new technology on consumer behavior.
This blog relates to research within the framework of EDGE research group at Åbo Akademi University, School of Business and Economics. The Blogger worked as Project Manager for the EDGE research projects during 2011-2013.Anonymoushttp://www.blogger.com/profile/11512778551730671024noreply@blogger.comBlogger47125tag:blogger.com,1999:blog-9138089658039751949.post-60525199334296774422015-06-02T15:50:00.001+03:002015-06-02T21:07:46.769+03:00Entrepreneurial Leadership & Startups<span style="font-family: Verdana, sans-serif;">Entrepreneurial Leadership is in demand in both Startups and established firms. "Entrepreneurial leadership involves influencing and directing the group members toward achieving those organizational goals that involve recognizing and exploiting entrepreneurial opportunities." (Ref: Understanding and Measuring Entrepreneurial Leadership Style by Maija Renko, Ayman El Tarabishy, Alan L. Carsrud, and Malin Brännback, Journal of Small Business Management, 2015).</span><br />
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<span style="font-family: Verdana, sans-serif;">Personally I recognize the need for entrepreneurial leadership in order to achieve success in any organization. My work experience is both from a Family Business, a big financial institution as well as working as Partner at a Service Design agency. More recently I have been working as advisor and investor in a few Finnish startups. The style of leadership may vary in different organizations, but a startup is no different from an established firm. The reasons for success of Apple are often listed to include the innovative and entrepreneurial spirit of the staff its late CEO Steve Jobs. The same can be said about Tesla Motors and its CEO Elon Musk. Both of these CEO's have been extremely innovative and demanding. Elon Musk has been quoted as saying: "Work like hell. I mean you just have to put in 80 to 100 hour weeks every week. This improves the odds of success. If other people are putting in 40 hour weeks... you will achieve in 4 months what it takes them a year to achieve." Obviously this kind of entrepreneurial leadership implies that the whole workforce must be inspired to put in their best effort and believe in the vision shared by its leader. No firm is a one-man band. </span><br />
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<span style="font-family: Verdana, sans-serif;">The same principles apply to startups, where the founders must be innovative in order to build the business from scratch, whilst managing to obtain funding from business angels or seed investors. In his book 'The Lean Startup' first published in 2011 Eric Ries defines a newly started company as follows: “A startup is a human institution designed to create a new product or service under conditions of extreme uncertainty.” </span><br />
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<span style="font-family: Verdana, sans-serif;">Entrepreneurship is management. It is only a myth that a startup could blossom in total chaos, it never happens and most startups actually fail for many reasons, e.g. they cannot construct the right product or service in order to find enough customers to secure cashflow and profitability. A startup requires a new kind of management specifically geared to its context of extreme uncertainty. I am particularly fond of the Lean Startup method (Build - Measure - Learn) as it is a proper tool "to build capital-efficient companies because it allows startups to recognize that it’s time to pivot sooner, creating less waste of time and money". The figure below illustrates what the term 'validated learning' means in practice. “Validated learning is the process of demonstrating empirically that a team has discovered valuable truths about a startup’s present and future business prospects.“ (Ref: The Lean Startup by Eric Ries, 2011). </span><br />
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<span style="font-family: Verdana, sans-serif;">I am currently actively involved in five Finnish startups in different fields of business. <span style="background-color: white;"><span style="color: #333333;"><span style="line-height: 22px;">My investments focus mainly on Cleantech, Corporate Responsibility, as well as ecological products and services based on sustainable business. In any startup the core team is the most important asset. A unique idea is a good start, but its implementation and timing are crucial to success. It is here that the Lean Startup method and validated learning can help the startup find success sooner rather than later. This method is applied in the business development of <a href="http://plantui.com/">Plantui</a>, a Design & Food Tech company. Certainly we have made a few mistakes in the case of Plantui since it was founded in 2012, however, we are trying to learn as fast as we can and hopefully it will bring us good results in the near future. For a full presentation of Case Plantui please refer to the </span></span><a href="http://www.slideshare.net/timoketonen/creative-business-camp-final-2752015">keynote held at Creative Business Camp</a><span style="color: #333333;"><span style="line-height: 22px;"> last week. At the event we actually managed to engage the audience and received many useful ideas that we will evaluate. Co-creation of new products and services always involves working with current and potential customers. </span></span></span></span></div>
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<span style="font-family: Verdana, sans-serif;"><span style="background-color: white;"><span style="color: #333333;"><span style="line-height: 22px;">In the media industry, the subject of my previous research, we can see the same kind of entrepreneurial leadership in those firms that are successful in building new services in the digital ecosystem. Some media startups like The Huffington Post and BuzzFeed have already grown to established publishers in their own right, alongside old and well respected media brands like The Economist and The New York Times. Even a startup like Snapchat (photo-messaging app) is now hiring journalists to cover the 2016 presidential race and other news events. New media startups are often faster in developing new services than established media firms. This may be a reason why established Nordic media firms like Alma Media, Bonnier and Sanoma have started their own accelerator and venture programs in order to help build new products and services. Some others like Aller Media and Otava have acquired startup companies in order to build their digital business and social media marketing competence. More about this in a later blog post. </span></span></span></span></div>
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Anonymoushttp://www.blogger.com/profile/11512778551730671024noreply@blogger.com0tag:blogger.com,1999:blog-9138089658039751949.post-55148152633092083222014-04-16T19:54:00.003+03:002014-09-30T12:11:33.655+03:00Mobile Media Services and the New Customer Experience<span style="font-family: Verdana, sans-serif;">It's been a while since my last blog post. In my previous research during 2012-2013 it was quite interesting to interview media experts and executives about strategic choices in publishing and how they approach Business Model Innovation. However, focus on the customer experience is by far the most important thing in Service Design, there is <i>"no service that survives its 1st contact with customers." </i>In that sense Customer Insight is everything. <i>"There's a big difference between marketing AT people in new channels and learning about their behavior, values, and expectations to optimize their digital experiences and introduce mutually-beneficial outcomes."</i> (Ref. Brian Solis' Report: <a href="http://www.briansolis.com/2014/04/report-businesses-investing-digital-transformation-new-customer-experience/">Digital Transformation and the New Customer Experience</a>).</span><br />
<span style="font-family: Verdana, sans-serif;"><br /></span><span style="font-family: Verdana, sans-serif;">Quite a few examples of new media services this year have been designed based on customer insight and co-design with the audience. Just a few newly released services are described in the following paragraphs, illustrated by images of the actual service platforms. <i>'Mobile First'</i> seems to be the trend as mobile usage represents now more than 25% of all Web usage, and it is growing rapidly. For many media services e.g. BuzzFeed (> 50%) and streaming services like BBC iPlayer (46%) smartphone / tablet usage represents half of all time spent. The desktop customer experience is still important, but more and more time is now spent on media services especially on tablets well suited for reading and watching video, TV programs and movies.</span><br />
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<span style="font-family: Verdana, sans-serif;"><i>The New York Times</i> launched its new mobile news app on April 2, titled <i><b>NYT Now</b></i>. It boasts a clear and visual design, each news topic can be easily found by scrolling down the home screen on your smartphone. It mixes good mobile-centric ideas with a new budget price point. The story selection is similar to <i>NYTimes.com</i> with the Top 8 stories on NYT Now the same as on the desktop version. NYT Now is aimed at readers who primarily get their news from smartphones, but currently do so for free. The entry-level subscription is priced at $8 for four weeks, while existing Times subscribers have access to the official NYT Now app for free. </span><span style="font-family: Verdana, sans-serif;">The new, limited publication is overseen by 10 editors that curate content for NYT Now. The entry-level offering is just a sampling of the full coverage available in the Times. </span><br />
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<span style="font-family: Verdana, sans-serif;">The NYTimes tablet version has been revamped, the bundled package for NYTimes.com + tablet is priced at $20 for four weeks. </span><span style="font-family: Verdana, sans-serif;">Also in April NYTimes </span><span style="font-family: Verdana, sans-serif;">launched its <i><b>Times Premier</b></i> subscription, which costs $45 for four weeks. The enhanced subscription includes special content, such as compilations of articles from the newspaper's archives</span><span style="font-family: Verdana, sans-serif;">, Times Insider and Premier Crosswords among other things. You can see the whole range of price points on </span><a href="http://www.nytimes.com/content/help/account/purchases/subscriptions-and-purchases.html" style="font-family: Verdana, sans-serif;">NYTimes.com</a><span style="font-family: Verdana, sans-serif;">. It will be of real interest to find out whether the new services will attract a good number of new digital subscribers and what this implies in terms of digital revenue. </span><br />
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<span style="font-family: Verdana, sans-serif;">As more media services are co-designed with the audience we can actually start to talk about <i><b>'paywill'</b></i> as opposed to the term 'paywall'. User experience alone really does not matter. What matters is the combination of user experience and business value = <i>Customer value</i>. </span><br />
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<span style="font-family: Verdana, sans-serif;"><i> Customer value defines</i>:</span><br />
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<li>How much the customer is ready to pay for the service. </li>
<li>How often he is willing to buy. </li>
<li>Does he recommend the product or service in question. </li>
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I will revert to the subject of 'paywill' on this blog later this year. You can also follow my posts related to <a href="https://twitter.com/timoketonen"><b><i>#paywill</i></b> on Twitter.</a> Stay tuned.</span><span style="font-family: Verdana, sans-serif;"><br /></span>
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<span style="font-family: Verdana, sans-serif;"><i>KSF Media</i>, the publisher of the Swedish-speaking daily newspaper <i>Hufvudstadsbladet</i> has been a forerunner in developing new digital services in the last year or two in Finland: <i>eHBL</i> is available on the smartphone/tablet, <i>HBL+</i> is a weekly magazine aggregating the best of content from four local newspapers and a monthly magazine, and <a href="http://hbl.fi/studiohbl"><i>Studio HBL</i></a> is a daily program focusing on current affairs and people and their stories on the website <a href="http://hbl.fi/"><i>HBL.fi</i></a>. </span><br />
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<span style="font-family: Verdana, sans-serif;">The digital 'evening newspaper' <i><b>HBL Kväll</b></i> was launched in January of this year, after nearly a year of work on the concept based on customer insight and co-design, i.e. testing the concept with subscribers and other people interested in a different type of reading in the evening context. The tone of the evening issue, available at 4 p.m. from Monday to Friday, is lighter and the articles are shorter than in the morning paper. The digital-only HBL Kväll also includes several interactive elements, such as links to blogs and Studio HBL, as well as a TV Guide and a cartoon or funny image with witty commentary. HBL Kväll has been well received and has contributed to a jump in the number of digital users to more than 40% of all HBL subscribers. A good number, bearing in mind that many of the HBL print subscribers are elderly people. </span><br />
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<span style="font-family: Verdana, sans-serif;"><i>Sanoma Media Finland</i>, the publisher of the leading daily Helsingin Sanomat has been working hard on its digital services. The redesigned <a href="http://hs.fi/"><i>HS.fi</i></a> website was launched on April 15, with the intention to offer readers easier access to articles and deeper analysis of the real stories behind news headlines. Just the news headlines are highlighted in the new HS Mobile app, which bears a visual resemblance to NYT Now. Also the tablet app, first released in December, 2010 has been completely redesigned including access to the latest news and HS TV. To my taste the mobile and tablet app offer an appealing customer experience, whilst the desktop experience offer the opportunity to tag the topics to follow. The Helsingin Sanomat editorial team are putting more emphasis on data journalism and online articles as well as video reports. I am a tablet fanboy, so I mainly use the <i><b>HS app</b></i> on my iPad, with access to all these features including the weekly and monthly supplements. More and more readers are signing up for 'combo' (a mix of digital and print) and digital subscriptions. The digital price points are fewer compared with what NYTimes offer: access to all content online and on a smartphone costs 9.90 a month and all-digital access including the tablet app is priced at 14.90 euros a month (see <a href="http://asiakaspalvelu.hs.fi/tuoteperhe/verkkopalvelu/">here</a> for the offering from combo to digital access - in Finnish only). According to the latest publicly available figure the rate of combo/digital subscribers is already at more than 45% of the whole subscriber base. </span><br />
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<span style="font-family: Verdana, sans-serif;">Last but not least, it's worth looking at how Finnish TV broadcasters are coping with the digital customer experience. The publicly financed <i>Finnish Broadcasting Company (YLE)</i> has offered a whole range of new mobile apps, from <i>YLE Uutisvahti (YLE Newswatch)</i> featuring the manual weighting of news topics to the <i>Sochi Olympic app</i> and the revamped <i>YLE Areena</i> for radio & TV programs available at anytime. The customer experience is rather good, but still lacks the recommendations that at least I would like to have. The major player in commercial TV in Finland is <i>MTV3</i> (owned by Bonnier): its mobile news apps <i>MTV Uutiset (MTV News)</i> and <i>MTV Uutiset HD</i> for the tablet platforms have been around for a while. A new app for watching TV series, sports and your favorite programs at your convenience was launched a few weeks ago and is titled <i><a href="http://www.katsomo.fi/"><b>MTV Katsomo</b></a> (look up the new <b><a href="https://itunes.apple.com/fi/app/mtv-katsomo/id778585708?mt=8">Katsomo iPad app</a></b> on App Store)</i>. Its visual design is a real pearl; the service is my favorite among streaming apps. As I am an avid sports fan I have also subscribed to the <a href="http://www.mtvtotal.fi/tilaa-mtv3-total/"><i>MTV Total Spor</i>t</a> package, giving access to Formula 1 action, Champions League and Premier League matches etc. anywhere in Finland at anytime. With the Easter holidays approaching I look forward to watching my favorite programs at the cottage in the archipelago, where we have no broadband access. With mobile broadband access, it's easy to connect the tablet to the HD screen and find any of your favorite programs on the well designed menu. That's what I call the ultimate customer experience. </span><br />
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<span style="font-family: Verdana, sans-serif;">Happy Easter everyone! Thanks for reading my blog and please drop me a line or two if you have a comment or are curious about something I've written.</span>
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Anonymoushttp://www.blogger.com/profile/11512778551730671024noreply@blogger.com0tag:blogger.com,1999:blog-9138089658039751949.post-82887696085417216382013-12-30T12:04:00.001+02:002014-01-04T11:58:48.090+02:00The 'MEDIANOMICS' of Business Model Innovation and Mobile Value Services<div class="MsoNormal" style="margin-bottom: 6.0pt; margin-left: 0cm; margin-right: 0cm; margin-top: 18.0pt; mso-outline-level: 1;">
<span style="font-family: Verdana, sans-serif;"><span lang="EN-GB" style="mso-bidi-font-weight: bold;">It’s time to sum up our research findings on this last working day of the
year. In fact EDGE research group has been working on three interrelated
projects during the past two years. </span><span style="color: #262626; mso-ansi-language: EN-US; mso-bidi-font-family: Helvetica; mso-bidi-font-size: 13.0pt;">EDGE
is a research group at the School of Business and Economics at Åbo Akademi
University. The focus of the group is issues surrounding business model
innovation and revenue models in industries undergoing fundamental
transformations. <o:p></o:p></span></span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjMD76qoIxd5PvFuK7Pc0Ve2fByQYNy1xy5PNqZFlAephQNUS0_3Ftz08YI19a2NRxTou91-pRH5i3uCJLp_CtE_MxeknoRndQchvwvzT4DlDFesjIDEKtGLDiMrS9h8HqrL-sOnSqpqGc/s1600/Convergence%3F+I+diverge!+2013-12-30+10.39.04.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="275" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjMD76qoIxd5PvFuK7Pc0Ve2fByQYNy1xy5PNqZFlAephQNUS0_3Ftz08YI19a2NRxTou91-pRH5i3uCJLp_CtE_MxeknoRndQchvwvzT4DlDFesjIDEKtGLDiMrS9h8HqrL-sOnSqpqGc/s400/Convergence%3F+I+diverge!+2013-12-30+10.39.04.png" width="400" /></a></div>
<div style="text-align: center;">
<span style="font-family: Verdana, sans-serif;">Source: Media Map 2013, Bonnier R&D</span></div>
<div class="MsoNormal" style="margin-bottom: 6.0pt; margin-left: 0cm; margin-right: 0cm; margin-top: 18.0pt; mso-outline-level: 1;">
<span style="color: #262626; mso-ansi-language: EN-US; mso-bidi-font-family: Helvetica; mso-bidi-font-size: 13.0pt;"><span style="font-family: Verdana, sans-serif;">EDGE
research group has had its focus on three research projects in 2012-2013. The planning of these research projects started in the fall of 2011: <o:p></o:p></span></span></div>
<div class="MsoListParagraphCxSpFirst" style="margin-bottom: 6.0pt; margin-left: 1.0cm; margin-right: 0cm; margin-top: 18.0pt; mso-add-space: auto; mso-list: l0 level1 lfo1; mso-outline-level: 1; text-indent: -14.15pt;">
<!--[if !supportLists]--><span style="font-family: Verdana, sans-serif;"><span style="color: #262626; mso-ansi-language: EN-US; mso-bidi-font-family: Cambria; mso-bidi-font-size: 13.0pt; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">1.<span style="font-size: 7pt; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal;"> </span></span></span><!--[endif]--><span style="color: #262626; mso-ansi-language: EN-US; mso-bidi-font-family: Helvetica; mso-bidi-font-size: 13.0pt;">Personal Media Day (PMD) = Consumers’ changing media
consumption patterns, mapped by way of e-diaries and a survey to give an
overview of Finns' media consumption. Almost 1000 people aged 15 – 80 following
the geographical distribution of the Finnish population took part of the survey
which covers a wide range of media consumption from print newspapers, magazines
and TV to mobile devices, i.e. smartphones and tablets. Personal Media Day
(PMD) is a part of the Next Media R&D program and is designed to bring a
greater understanding of consumers' everyday media consumption practices. </span></span><a href="https://docs.google.com/file/d/0B3HhKZ3IEkrfVlN2Z1ZnMmpVOGc/edit" style="font-family: Verdana, sans-serif; text-indent: -14.15pt;">Link to project report: A Multi-method Approach in Exploring Consumers' Everyday Media Consumption.</a><span style="color: #262626; font-family: Verdana, sans-serif; text-indent: -14.15pt;">.</span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-bottom: 6.0pt; margin-left: 1.0cm; margin-right: 0cm; margin-top: 18.0pt; mso-add-space: auto; mso-list: l0 level1 lfo1; mso-outline-level: 1; text-indent: -14.15pt;">
<!--[if !supportLists]--><span style="font-family: Verdana, sans-serif;"><span style="color: #262626; mso-ansi-language: EN-US; mso-bidi-font-family: Cambria; mso-bidi-font-size: 13.0pt; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">2.<span style="font-size: 7pt; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal;"> </span></span></span><!--[endif]--><span style="color: #262626; mso-ansi-language: EN-US; mso-bidi-font-family: Helvetica; mso-bidi-font-size: 13.0pt;">Disruptive Business Models (DBM) = Media firms’
approach to find new sources of revenue in the digital ecosystem and the
process of service design. Making sense of MEDIANOMICS. Qualitative research
with 80 interviews conducted to date with media executives, industry experts as
well as new disruptive players in Finland, Sweden, the UK and USA. The material
also includes 40 seminars and workshops with media executives, board members
and new players in the media business. This project is the focus of my PhD
thesis and I hope to finish the manuscript for the monograph during 2014-2015. <span style="mso-spacerun: yes;"> </span>Dissertation is planned to take place in
2016.<a href="https://docs.google.com/file/d/0B3HhKZ3IEkrfTDVtUjduODBxNzQ/edit"> Link to project report: 'MEDIANOMICS' - Strategic Choices and Business Model Innovation in Newspaper Publishing</a><o:p></o:p></span></span></div>
<div class="MsoListParagraphCxSpLast" style="margin-bottom: 6.0pt; margin-left: 1.0cm; margin-right: 0cm; margin-top: 18.0pt; mso-add-space: auto; mso-list: l0 level1 lfo1; mso-outline-level: 1; text-indent: -14.15pt;">
<!--[if !supportLists]--><span style="font-family: Verdana, sans-serif;"><span lang="EN-GB" style="mso-bidi-font-family: Cambria; mso-bidi-font-weight: bold; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">3.<span style="font-size: 7pt; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal;"> </span></span></span><!--[endif]--><span style="color: #262626;">Mobile Value Services (MVS) = New advertising
solutions combined with a personalized media experience on smartphones and
tablets. New project started in 2013. Particularly looking at the user
experience of mobile applications (measuring behavior), user engagement and
impact (understanding the behavior), and the business model of mobile
applications (developing and innovating). <a href="https://docs.google.com/file/d/0B3HhKZ3IEkrfcmZDZkxoQzFSeDA/edit">Link to project report: Mobile Value Services - Case Teknari</a></span><span lang="EN-GB" style="mso-bidi-font-weight: bold;"><o:p></o:p></span></span></div>
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<span style="font-family: Verdana, sans-serif;"><span lang="EN-GB" style="mso-ascii-font-family: Cambria; mso-bidi-font-weight: bold; mso-hansi-font-family: Cambria;">The focus of
my research project has been on media firms and more specifically newspaper
publishers’ approach to find new sources of revenue in the rapidly changing
digital ecosystem. The design of new and viable business models is a real
challenge in the constantly changing media landscape, where consumers are
increasingly online. In fact Finnish </span><span lang="EN-GB" style="mso-ascii-font-family: Cambria; mso-bidi-font-family: Verdana; mso-bidi-font-size: 14.0pt; mso-fareast-language: FI; mso-hansi-font-family: Cambria;">Internet users are now among the most avid
consumers of online news and rank #1 among European countries. </span><span lang="EN-GB" style="mso-ascii-font-family: Cambria; mso-bidi-font-weight: bold; mso-hansi-font-family: Cambria;">Consumers obtain and share their news on multiple
platforms including blogs and social media. Mobile media consumption is clearly
an accelerating trend, which in turn requires new business models and new ways
of engaging consumers in media and advertising content in the right context.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span style="font-family: Verdana, sans-serif;"><span lang="EN-GB" style="mso-ascii-font-family: Cambria; mso-bidi-font-family: Verdana; mso-bidi-font-size: 14.0pt; mso-fareast-language: FI; mso-hansi-font-family: Cambria;">In the </span><span lang="EN-GB"><span style="color: windowtext; mso-ascii-font-family: Cambria; mso-bidi-font-family: "Helvetica Neue Light"; mso-bidi-font-size: 14.0pt; mso-fareast-language: FI; mso-hansi-font-family: Cambria; text-decoration: none; text-underline: none;"><a href="http://www.digitalnewsreport.org/">Digital News Report</a></span></span><span lang="EN-GB" style="mso-ascii-font-family: Cambria; mso-bidi-font-family: Verdana; mso-bidi-font-size: 14.0pt; mso-fareast-language: FI; mso-hansi-font-family: Cambria;"> by Reuters Institute it was found that 49% of
18 to 24-year-olds read a digital newspaper, the highest reach of any age
group. The survey of 11,000 Internet users in nine countries revealed that 25
to 34-year-olds are twice as likely to part with their cash for digital news
than older readers. According to the study, 20% of 25- to 34-year-olds said
they had paid for online news compared with less than 10% of those aged over
55. This should be good news for all media firms developing new services. And
multi-platform availability of services is increasingly important, as 33% get
news on at least two digital devices while 9% us three or more devices (Digital
News Report 2013, Reuters Institute for the Study of Journalism, Oxford
University, 2013). Finland will be included in a longitudinal study during 2014-2016
as a partner to Reuters Institute and it will be of utmost interest to media
firms to follow this study closely as the digital ecosystem and new platforms
for paid content keep evolving,<o:p></o:p></span></span></div>
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<span lang="EN-GB" style="mso-ascii-font-family: Cambria; mso-hansi-font-family: Cambria;"><span style="font-family: Verdana, sans-serif;">The results from the multiple in-depth interviews
in four countries (FI, SE, UK, USA) indicate that the change in consumer
behavior is accelerating. Recent consumer surveys support this view. The
willingness to pay for content is influenced by other media content services
(e.g. Netflix, Spotify, MTV Katsomo) and the introduction of ‘paywalls’ for
news services has recently taken place in the Nordic countries. <o:p></o:p></span></span></div>
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<span lang="EN-GB" style="mso-ascii-font-family: Cambria; mso-hansi-font-family: Cambria;"><span style="font-family: Verdana, sans-serif;">The interviews reveal that there is an
increased sense of urgency in deciding which path to choose and where to
invest. New concepts and platforms for news are being introduced. Different
companies have chosen different approaches to meet the digital demand for news.
Printed newspapers may become a luxury product with the increased cost of
distribution. Publishers that invest only in printed newspapers will not be
successful in the future. The critical question is how to manage digital
transformation and utilize customer insight to develop new services to both
consumers and advertisers. The strategic choices of newspaper publishers are
described in more detail in the project report.<o:p></o:p></span></span><br />
<span lang="EN-GB" style="mso-ascii-font-family: Cambria; mso-hansi-font-family: Cambria;"><span style="font-family: Verdana, sans-serif;"><br /></span></span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjSL7PYyeEmJIImmbwhwKjZxGWxoJlCCXj-xR81619c7bMNx5oBnaOkE3mPCAPZZsoMjb15TluTDeGA_spkP8-fG2EBJcGWsaZUV0Bm6fu7mx0nIkkZSVaIQ-S-aOwWhnLbjAf2Y0zHjrs/s1600/Strategic+choices+in+Publishing+2013-12-30+10.42.22.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="478" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjSL7PYyeEmJIImmbwhwKjZxGWxoJlCCXj-xR81619c7bMNx5oBnaOkE3mPCAPZZsoMjb15TluTDeGA_spkP8-fG2EBJcGWsaZUV0Bm6fu7mx0nIkkZSVaIQ-S-aOwWhnLbjAf2Y0zHjrs/s640/Strategic+choices+in+Publishing+2013-12-30+10.42.22.png" width="640" /></a></div>
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<span style="font-family: Verdana, sans-serif;">An agile organization is a prerequisite
for innovation. It is vital to nurture a corporate culture that supports ideas,
development and prototyping.</span><span style="font-family: Verdana, sans-serif;"> </span><span style="font-family: Verdana, sans-serif;">The
ability to collect, analyze and utilize customer data is of essence. Service
design based on customer insight is required in order to be able to offer
valuable content to the consumer in different contexts, on different platforms.
It is important to recognize the various phases of the consumers’ purchase path
and to offer the right kind of content for each phase including advertising
solutions. The innovation process for new products and services needs to be
shortened. Trial and error, i.e. testing with consumers is part of the service
design process. However, it should be noted that ”no service concept survives
its first contact with customers.”</span><br />
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEizGAPAZcK4zFoJqOWGsXAdqSGkeczk2HhCbzKQlKaZtPAYDKUjWTJkztjzzQyUfKfiRjNgXNsV8SNd71wYiMYHIIbWuruRroefSVD11cfCmkpLTJF0Qqf9PS9EPD3hBaTW5ejnCwTpA00/s1600/To-do-list+for+media+firms+2013-12-30+12.02.21.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="478" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEizGAPAZcK4zFoJqOWGsXAdqSGkeczk2HhCbzKQlKaZtPAYDKUjWTJkztjzzQyUfKfiRjNgXNsV8SNd71wYiMYHIIbWuruRroefSVD11cfCmkpLTJF0Qqf9PS9EPD3hBaTW5ejnCwTpA00/s640/To-do-list+for+media+firms+2013-12-30+12.02.21.png" width="640" /></a></div>
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<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="separator" style="clear: both; text-align: left;">
<span style="font-family: Verdana, sans-serif;">It is time to say Thank You to all the
readers of this blog, as well as to colleagues at Åbo Akademi University. It
has been a great learning experience to work with our skilled researchers and I
would also like to thank all the people I have had the pleasure to interview.
The dialog in these interviews and workshops has been valuable to my research.
I wish everyone a Happy New Year and the best of success in 2014.</span></div>
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Anonymoushttp://www.blogger.com/profile/11512778551730671024noreply@blogger.com0tag:blogger.com,1999:blog-9138089658039751949.post-4212191782338818052013-11-19T13:18:00.000+02:002013-11-25T07:34:06.132+02:00Mobiilipalvelujen kehittämiseen kannattaa panostaa!<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgccZwrMbyuFC27XY6nz4YFdUHowY2OzpvOsv4NMaawQ0h6Lvcw9EcV0a1U2oXSkjoFFdBf-KuXBVRVluMQKTt7F-4S_XWT_SlYGyB6GCF47MDI9PW-8rv-b_GpRJM94fr8r5Z67krcKLQ/s1600/Ka%25CC%2588rkimedia+logo.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgccZwrMbyuFC27XY6nz4YFdUHowY2OzpvOsv4NMaawQ0h6Lvcw9EcV0a1U2oXSkjoFFdBf-KuXBVRVluMQKTt7F-4S_XWT_SlYGyB6GCF47MDI9PW-8rv-b_GpRJM94fr8r5Z67krcKLQ/s1600/Ka%25CC%2588rkimedia+logo.png" /></a></div>
<h3>
<span style="font-family: Verdana, sans-serif;">This time the blog post is in Finnish for the "Kärkkäiset" blog published by </span><a href="http://www.karkimedia.fi/kaerkkaeiset/blogi/10450/mobiilipalveluiden-kehittaemiseen-kannattaa-panostaa.html" style="font-family: Verdana, sans-serif;">Kärkimedia</a><span style="font-family: Verdana, sans-serif;">. The theme of the blog post is about Mobile Services and the Mobile Content Market in Finland. As far as mobile gaming content is concerned Finland is the world-leading country and the home of e.g. Angry Birds by Rovio and Clash of Clans by Supercell.</span></h3>
<div>
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div style="text-align: center;">
<div style="text-align: center;">
<span style="font-family: Verdana, sans-serif;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjtEWM75hhNehD08B2Bi-wcT8ZwRRdWrV1CUqm94qM464-6FUvJYii90Nqg1bfAelNVQH94VfvUKPp5Eq5a3IYNX1szqDVHEt1StKd-jp-O4O7D_-tDcGW_hp3Smj9qMAqYYlzxetfgeiM/s1600/Ka%CC%88rkimedia_Ka%CC%88rkka%CC%88iset.png"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjtEWM75hhNehD08B2Bi-wcT8ZwRRdWrV1CUqm94qM464-6FUvJYii90Nqg1bfAelNVQH94VfvUKPp5Eq5a3IYNX1szqDVHEt1StKd-jp-O4O7D_-tDcGW_hp3Smj9qMAqYYlzxetfgeiM/s640/Ka%CC%88rkimedia_Ka%CC%88rkka%CC%88iset.png" /></a></span></div>
</div>
<span style="font-family: Verdana, sans-serif;"><br /></span>
<span style="font-family: Verdana, sans-serif;">Digitaalinen ekosysteemi vankistuu myös Suomessa entisestään tablettien ja älypuhelinten penetraation noustessa. Åbo Akademin kuluttajatutkimuksen mukaan älypuhelimia oli jo viime vuodenvaihteessa 56 %:lla suomalaisista ja tabletti oli käytössä n. 20 % kotitalouksista. Nuorten opiskelijoiden keskuudessa vastaava penetraatio on älypuhelinten osalta 86 % ja tabletti on käytössä 27 %:lla vastaajista (Y-sukupolvi, syntyneet 1983 ja 1993 väilillä). Voikin kysyä onko mobiilipalveluita kehitetty riittävästi huomioiden diginatiivien käyttäjien odotukset ja tarpeet? Ja tässä tapauksessa mobiilipalveluilla ei tarkoiteta pelkästään pelejä tai oppimisympäristöjä.</span><br />
<span style="font-family: Verdana, sans-serif;"><br />
Tuoreen tutkimusraportin mukaan mobiilisisältöjen markkina kasvaa kiihtyvällä vauhdilla tulevina vuosina (lähde: Mobile Content Market in Finland 2012-2016, Kalle Snellman, <a href="http://www.idean.com/">Idean</a>). Tänä vuonna kasvu on ollut huimaa ja mobiilisisältöjen tuottojen arvioidaan ylittävän 1 miljardi euroa v. 2013, josta toki iso osa on Supercellin tuottamien pelisisältöjen huikean menestyksen ansiota. Viennin osuus miljardin euron kokonaispotista ennustetaan olevan peräti 790 miljoonaa euroa! Tulevan kolmen vuoden aikana mobiilisisältöjen Suomen markkinan arvioidaan kasvavan noin 290 miljoonaan euroon vuonna 2016, josta mobiilimarkkinoinnin osuus on n. 62 M€ ja esim. mobiilien mediapalvelujen osuus n. 75 M€. Tähän jälkimmäiseen lukuun sisältyvät erilaisten tilattavien siältöpalvelujen mobiilikäytön osuus kuten esim. MTV Katsomo, Netflix, Spotify ja muut mediasisällöt. Eri mobiiliapplikaatioiden kautta tulevien tuottojen arvioidaan kasvavan n. 36 miljoonaan euron. Tosiasiassa nämä luvut ovat vain arvioita tulevasta kehityksestä. </span><br />
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Aivan ratkaisevassa roolissa tulevan mobiilisisältöjen ansaintamallien kannalta on palvelukehitys: miten luoda sellaisia mobiilipalveluja, jotka tuottavat kuluttajille ja mainostajille aitoa asiakasarvoa ml. käytettävyys ja sisällön koettu arvo. HS:n ja iltapäivälehtien uusien mobiilialustojen lisäksi on tänä vuonna moni uusi palvelu nähnyt päivänvalon, joiden menestystä voimme toistaiseksi vain arvailla. Talentumin <a href="http://summa.talentum.fi/">SUMMA-palvelu</a> jäsentää eri tyyppisen bisnesinformaation sisältökoreihin aivan uudella tavalla. Responsiiviseen suunnitteluun pohjautuva palvelu toimii mainiosti eri alustoilla esim. tabletissa ja läppärillä. Eri sisältökorit tarjoavat luontevan pohjan sisältömarkkinoinnin ratkaisuille ajatellen esim. johtamisen, lakiasioiden ja sijjoittamisen palveluja. <a href="http://longplay.fi/">Long Play </a>on taasen uusi toimija joka on luonut "hitaan ja tutkivan journalismin" singlet ihan uudenlaisena sisältöpalveluna ja panostaa jatkossa Uutisraivaaja-innovaatiokilpailussa saamiaan palkintorahoja jullkaisualustan kehittämiseen. Palvelujen saatavuus on a ja o, toimivan käyttöliittymän lisäksi maksamisen vaivattomuus on ratkaiseva tekijä jotta mobiilipalveluiden sisällöistä voi tulla aidosti kannattavaa liiketoimintaa.</span><br />
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Kiinnostava kysymys on myös miten diginatiivien kuluttajien tarpeet huomioidaan palvelujen kehittämisessä - tullaanko Suomessa näkemään esim. <a href="http://www.buzzfeed.com/">BuzzFeedin</a> kaltaisia palveluita, jotka painottuvat nuoremmille ikäluokille ml. sponsoroidut sisällöt. Uusi tulokas mediamarkkinassa USA:ssa on myös uutisvideoihin panostava <a href="http://www.nowthisnews.com/">NowThis News</a>, jonka klipit ovat lyhimmillään 15s pikakattauksia uutistapahtumista Instagram-streamissä.</span><br />
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Henkilökohtaisesti uskon relevantin markkinointiviestin toimivan jatkossakin, niin printtimainonnan sanomalehdessä varttuneemmalle väelle, kuin aikaan ja kontekstiin räätälöidyn markkinointiviestin. Kun olemme liikkeellä on lähin palvelutuottaja tai kauppakeskus kädessämme. Uusiin mobiilimarkkinoinnin ratkaisuihin kannattaa sekä mainostajan että verkkokauppiaan panostaa pohjautuen aitoon asiakasymmärrykseen. Palvelukehityksen suhteen kannattaa panostaa asiakkaiden kuulemiseen ja kuluttajakäyttäytymisen draivereiden havainnointiin.</span>Anonymoushttp://www.blogger.com/profile/11512778551730671024noreply@blogger.com0tag:blogger.com,1999:blog-9138089658039751949.post-40344386427381904712013-10-30T16:13:00.001+02:002013-11-25T07:38:00.815+02:00SUM IT UP! Mobile media concepts in Finland<span style="font-family: Verdana, sans-serif;">In a recent blog post I have written about the digital ecosystem and service design for mobile media concepts. In Finland about 60% of the population has a smartphone and among young students (born between 1983 and 1993) at Åbo Akademi University the percentage is as high as 86. Out of those representatives for Generation Y already 27% have a tablet and the 'heavy users' spend more than 3 hours a day on the tablet with different media content. It's hard to get exact figures, but approx. 1 million Finns have access to a tablet in their household (about 20% of total population). And naturally most people have a laptop or a PC at home.</span><br />
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<span style="font-family: Verdana, sans-serif;">It's against this background we see the use of mobile news services grow in our country. Whilst the evening newspapers Ilta-Sanomat and Iltalehti top the charts for mobile news together with the leading daily Helsingin Sanomat, we are clearly seeing a trend towards new media concepts specifically designed for the mobile devices. </span><br />
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<span style="font-family: Verdana, sans-serif;"><a href="http://summa.talentum.fi/">SUMMA</a> is a brand new concept with content published by <a href="http://www.talentum.com/en/">Talentum</a>, and designed as a media service. Talentum's core activities include publishing media and literature for professionals of various fields and organizing topical training and other events. Books, magazines and events focus on content from professionals in all walks of life from business information, HR, health care, legal, and marketing to information technology and private investments. It's leading titles include the weekly 'Talouselämä' (business) and 'Tekniikka & Talous' (technology and economic trends), as well as 'Arvopaperi' (private investment) and 'M&M' (marketing and advertising). As a professional book publisher Talentum publishes a vast number of titles. SUMMA sums this all up in one service, with a Spotify-like pricing model at 69.50€/month including access to all books, magazines and online content. The responsive design of the service allows easy access online and on a smartphone or tablet.</span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjanXkN-Ts0pbHiM04p5HImwfQaHvWfhBRcVFhcbyJbX7ro4nRd4LScVSJmOszHW6pFnlEJ0AK_d-Q9EaRQBRaYQOs4TWHTn68hBCdKKiol39VUl6HiWhC3xjCmxs7NPbbIkoqJZF-8POA/s1600/SUMMA.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="454" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjanXkN-Ts0pbHiM04p5HImwfQaHvWfhBRcVFhcbyJbX7ro4nRd4LScVSJmOszHW6pFnlEJ0AK_d-Q9EaRQBRaYQOs4TWHTn68hBCdKKiol39VUl6HiWhC3xjCmxs7NPbbIkoqJZF-8POA/s640/SUMMA.png" width="640" /></a></div>
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<span style="font-family: Verdana, sans-serif;">What's nice about the UI design it's clean and easy to navigate on any device. You can customize the topics and titles you're interested in and it also allows to get a glimpse of all content published by Talentum at one glance. According to CEO Aarne Aktan, the service is intended to be a gateway to all content of interest to those who are currently perhaps subscribing to only one specific title. </span><br />
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<span style="font-family: Verdana, sans-serif;">There are several price points for those not opting for the all-in, which to my mind is rather expensive. By subscribing to one title you get all of its content and limited access to other content as well at the price for the title you have chosen. The price for a single magazine and its online content is 16.90$/month. If you subscribe to three titles you get all the content for 29.90$/month. By paying 20€/month you can get access to all books, and you can download them in e.g. iBooks and order printed books through an on-demand service to your home or office address. Easy access and flexible pricing according to your needs is to my mind one key to success. This is quite a novel concept and is not offered by any other publisher in Finland yet.</span></div>
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<span style="font-family: Verdana, sans-serif;">The Business Model is based on content, however, it seems obvious that content marketing is well suited for those interested in certain topics like e.g. HR development or legal information. Aarne Aktan commented in the interview that "banners are banned" - let's wait and see what happens next with regard to advertising services on the SUMMA platform. Customer data and utilizing different user profiles should be a key to success in advertising sales and I would expect to see more of this in the next few months. SUMMA was only released on October 18, so the service will certainly be tweaked on the go. It's really inspiring to see a new media service being launched in Finland and I trust there will be more information available about its usage and success in the new year.</span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEggu8ol8ypfkC_RfwDoL5u6OjZI3kIfnz-BMwAaLcQBi4BvCo35jltS93OAYsANi3pD9W-aeFNESmk2sPfxNiiCPL-qSLAjHYFSaPQsVwr_DnDtt8HWAVkpn8wt8X1dm4yvfELZxsqFPzc/s1600/Teknari_uuden+julkaisuteknologian+edella%CC%88ka%CC%88vija%CC%88.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="362" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEggu8ol8ypfkC_RfwDoL5u6OjZI3kIfnz-BMwAaLcQBi4BvCo35jltS93OAYsANi3pD9W-aeFNESmk2sPfxNiiCPL-qSLAjHYFSaPQsVwr_DnDtt8HWAVkpn8wt8X1dm4yvfELZxsqFPzc/s640/Teknari_uuden+julkaisuteknologian+edella%CC%88ka%CC%88vija%CC%88.png" width="640" /></a></div>
<span style="font-family: Verdana, sans-serif;">Another 'new' service that has now been redesigned is Teknari. </span><span style="font-family: Verdana, sans-serif;">Teknari is a true innovator in digital publishing on both tablets and computers. </span><span style="font-family: Verdana, sans-serif;">It is a publishing concept launched already 3 years ago, just when the first iPad was out in the market (in fact before it came on sale in Finland). Teknari is a startup, and according to CEO Sami Kalsi they are fulfilling a dream to provide a media service based on content available on new technology platforms. Teknari has its focus on cars and consumer electronics, with rich media content including car reviews and news about new products like smartphones, tablets and related consumer technology. The biweekly tablet 'magazine' is complemented by the <a href="http://www.teknari.fi/">website</a> with online news and a program on MTV3, as well as the <a href="http://www.youtube.com/user/TeknariTube?feature=watch">Teknari channel</a> on YouTube. </span><span style="font-family: Verdana, sans-serif;">Tests and reviews are extensive and cover a wide number of gadgets: pictured below is the review of the new iPhone 5c and 5S featured in the September issue. </span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg_IQ4MUwzoL3lUtzdh9ly0fkfmfXDR_TN8rBJxaEvqaKqnJOEjkRQSzLyOkT2IR__a2iLEibXzqA0RtwE0LJE30C8XcpzaNVDOkylgV6h37fOtStnBl_M2Ld0V4IfDdg1BMPLKdrL7aQI/s1600/Teknari_iPhone+test.PNG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="480" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg_IQ4MUwzoL3lUtzdh9ly0fkfmfXDR_TN8rBJxaEvqaKqnJOEjkRQSzLyOkT2IR__a2iLEibXzqA0RtwE0LJE30C8XcpzaNVDOkylgV6h37fOtStnBl_M2Ld0V4IfDdg1BMPLKdrL7aQI/s640/Teknari_iPhone+test.PNG" width="640" /></a></div>
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<span style="font-family: Verdana, sans-serif;">Teknari's Business Model is based on advertising on the tablet and it sells its content to MTV3 for the TV program. Last spring Teknari experimented with 'paid content', however, they are now back to the original business model with free content. You can download the Teknari app on an iPad (the app is for free on App Store). Android tablets can be used to read the HTML beta-version. Teknari are working on a responsive design for smartphones, which will be launched in the near future. Advertising is utilizing the advantages of the tablet, where they are providing a platform for interactive advertisements providing a rich media experience for the user. The tablet application has been downloaded on more than 85,000 devices and the Flash-magazine on the website gets 100,000-150,000 unique visitors for each issue. The number of active users varies for each issue, for instance for the above issue the aggregate number of unique users of the tablet app and website was 122,527. This can be compared with the circulation of Finnish car magazines that range from approx. 25,000 to 120,000 for Teknari's competitors in print, according to Publishing Director Minna Tuomisto. </span><br />
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<span style="font-family: Verdana, sans-serif;">At the time of the writing of this blog post EDGE research group is cooperating with </span><span style="font-family: Verdana, sans-serif;">Teknari</span> <span style="font-family: Verdana, sans-serif;">in studying users. </span><span style="font-family: Verdana, sans-serif;">Together with Teknari staff EDGE researchers plan to go deeper and below the surface in studying reader experiences. We are combining our experience and competence within consumer research with experts on usability and user experience, i.e. our colleagues at <a href="http://www.mediacity.fi/">MediaCity</a>. The collaboration and multi-method model will deliver in-depth knowledge of Teknari users and most important, added value to Teknari about the readers. We also believe that people, who enrich their lives through technology and forerunning digital media services as Teknari are motivated to contribute in improving these services even further. The results of the user study will be wrapped-up before the end of the year, and will certainly give valuable information to both the publisher and the advertisers. We have been quite lucky to recruit a good number of Teknari users who were eager to put Teknari to the test. We will keep you posted on further news about this study on the <a href="http://edge.abo.fi/">EDGE website</a>.</span></div>
Anonymoushttp://www.blogger.com/profile/11512778551730671024noreply@blogger.com0tag:blogger.com,1999:blog-9138089658039751949.post-18715317732872760822013-10-28T21:34:00.000+02:002013-10-29T06:00:13.231+02:00Mediedebatt om journalistik på svenska i Finland | Studio HBL<span style="font-family: Verdana, sans-serif;">This blog post is about a debate regarding the future of journalism in Finland, arranged by our leading Swedish-speaking daily newspaper Hufvudstadsbladet (the video is available only in Swedish). Many thanks to editor Susanna Ginman for organizing the debate. The next blog post about new media concepts in Finland will be published later this week in English.</span><span style="font-family: Verdana, sans-serif;"><br /></span><br />
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<span style="font-family: Verdana, sans-serif;">Här följer två länkar till mediedebatten och intervjun på bokmässan i Helsingfors söndagen 27.10.2013. Tack till Susanna Ginman för en välorganiserad debatt samt intervjun.</span><span style="font-family: Verdana, sans-serif;"><br /></span><br />
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<a href="http://hbl.fi/video/2013-10-28/518386/bokmassan-2013-mediedebatt"><span style="font-family: Verdana, sans-serif;">Bokmässan 2013 | Mediedebatt</span></a></h3>
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<span style="font-family: Verdana, sans-serif;">Varför behövs journalistik på svenska i Finland? Bland annat den diskussionen fördes på Hufvudstadsbladets scen i söndags.</span></h4>
<span style="font-family: Verdana, sans-serif;">Debattörer är Hbl-journalisten Anna-Lena Laurén, medieforskaren Timo Ketonen vid Åbo Akademie och Hbl:s chefredaktör Jens Berg. Ordet leds av chefen för ledaravdelningen Susanna Ginman.</span><span style="font-family: Verdana, sans-serif;"><br /></span><br />
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<span style="font-family: Verdana, sans-serif;"><a href="http://hbl.fi/video/2013-10-28/518436/studio-hbl-vad-ska-tidningarna-gora-att-overleva">Studio HBL | Vad ska tidningarna göra för att överleva?</a></span></h3>
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<span style="font-family: Verdana, sans-serif;">HBL skriver om intervjun idag på HBL.fi: "Papperstidningen kommer att överleva ännu en lång tid, tror medieforskaren Timo Ketonen från Åbo Akademi." Personligen tror jag att många av oss vill ha papperstidningen kvar och upplever att den är behaglig och överskådlig att läsa. Dessvärre bidrar de ständigt ökande distributionskostnaderna och sjunkande upplagorna till att papperstidningen kan bli en "lyxvara", dvs. en produkt som alla inte har råd med. </span><br />
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<span style="font-family: Verdana, sans-serif;">Vid sidan om innehållet och journalistiken bör tidningshusen inklusive HBL aktivt utveckla nya tjänster till olika läsarsegment. Ungdomarna läser på ett annat sätt och föredrar gärna kortare nyheter och information om t.ex. kultur, nöjeslivet och sportvärlden. Jag rekommenderar att HBL även funderar på hur man ska paketera relevant innehåll till de yngre generationerna så att den är lättillgänglig och intressant (med hänvisning till mitt inlägg tidigare i denna blogg). De sociala medierna såsom Facebook, Instagram och Twitter utgör ytterligare en plattform där man kan förse både yngre och äldre läsare med relevant information, samt en möjlighet att delta i diskussionen om aktuella nyheter och "snackisar." Jag hoppas att vi kommer att se fler nya tjänster i stil med </span><a href="http://hbl.fi/plus" style="font-family: Verdana, sans-serif;">HBL+</a><span style="font-family: Verdana, sans-serif;"> från Hufvudstadsbladets förlag KSF Media i framtiden.</span><br />
<span style="font-family: Verdana, sans-serif;"><br /></span><span style="font-family: Verdana, sans-serif;">Studio HBL bandades in på årets bokmässa i Helsingfors.</span>Anonymoushttp://www.blogger.com/profile/11512778551730671024noreply@blogger.com0tag:blogger.com,1999:blog-9138089658039751949.post-111059596547414292013-09-26T14:39:00.000+03:002013-10-29T05:54:01.940+02:00Mobile News: Service Design in focus<div class="separator" style="clear: both; text-align: center;">
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<span style="font-family: Verdana, sans-serif;">The modern smartphone market is now six years old. When the iPhone was introduced in 2007 the vision was that all of us will have the internet in our pockets, and now that is more true than ever. The recent <a href="http://www.nielsen.com/us/en.html">Nielsen</a> report shows that 64% of U.S. mobile phone owners have chosen a smartphone. In addition, 80% of Americans who had bought a mobile phone in the past three months purchased a smartphone. <br /><br />Age seems to be a large factor in smartphone penetration, as 81% of young people between 25 and 34 are smartphone users and teens are not far behind with a penetration of 70%. Among older people aged 55+ half of the people are still using feature phones. Obviously this bears a relevance for service design, as many of the new media services are clearly designed for the diginatives.<br /><br />As for the mobile ecosystem Android and iOS dominate the smartphone market in the U.S. More than half of U.S. smartphones are running Android, while 40% are iPhones. Windows phone has a market share of only 2%, so Microsoft has a long way to go as it now bought the mobile device business from Nokia. The business opportunities may prove bigger in the emerging markets in Asia and South America, where the smartphone penetration is lower than in Europe and the U.S.</span><br />
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News services are available for smartphones and tablets in a variety of apps from traditional news organizations like BBC, CNN, The Financial Times, The Guardian, The New York Times and many, many more. Almost half of UK internet users are going online via mobile phone data connections, according to the Office for National Statistics. The most rapid growth was among younger people, where 71% of internet-connected 16 to 24-year-olds used mobiles. BBC has reported that mobile access to its services has increased rapidly and is more than 50% of all traffic on weekends. BBC's popular iPlayer service is widely accessed on smartphones and tablets. Viewers prefer the tablet form factor for TV viewing, with accelerating sales of the devices leading to increased streaming media consumption. As for The Financial Times 15-20% of new subscriptions each week are being sold on a mobile device and advertising on mobile devices is increasing. FT has reported that mobile devices account for more than one third of FT.com traffic and app usage is growing particularly fast in the age group from 25 to 34 year-olds. </span><br />
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<span style="font-family: Verdana, sans-serif;">In the recent <a href="https://reutersinstitute.politics.ox.ac.uk/publications/risj-digital-report/2013.html">Digital News Report</a> from Reuter's Institute for the Study of Journalism it was found that 49% of 18 to 24-year-olds read a digital newspaper, the highest reach of any age group. The survey of 11,000 internet users in nine countries revealed that 25 to 34-year-olds are twice as likely to part with their cash for digital news than older readers. According to the study, 20% of 25- to 34-year-olds said they had paid for online news compared with less than 10% of those aged over 55. This should be good news for all media firms developing new services. And multi-platform availability of services is increasingly important, as illustrated by the figure below. </span><br />
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<span style="font-family: Verdana, sans-serif;">It is quite important that the user experience is matched with the device being used, so service design is actually about the combination of relevant content combined with the right kind of user experience on each platform being used for media consumption. Not forgetting the relevance of building elements for engagement and social sharing.<br /><br />Many of the new services are being designed with these principles in mind. For example The Washington Post has just launched '<a href="http://www.washingtonpost.com/wp-apps/topicly/">Topicly</a>' - a highly visual platform for its website and mobile platforms. Grouping articles by theme and then linking these under an image in a grid, the homepage is a collection of different news topics. You can then navigate onwards to relevant stories, commentaries, graphics and multimedia surrounding the issue. Topicly is powered by proprietary technology to give users timely news that Post editors think will interest readers. All Post journalism — stories, blog posts, photos, videos — is being processed in 15-minute snapshots, and topics are being determined in real-time based on content. The more content that is published about a topic, the higher the topic appears in the display.</span><br />
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<span style="font-family: Verdana, sans-serif;">Advertising on the site is native, so all adverts appear in the same format as the news topics around them. Land Rover, the official launch sponsor, for example, has its own grid on the homepage, the only significant difference being that it is qualified as a ‘sponsored topic’. I guess you could call this content marketing. The new service is particularly aimed at mobile users, and the plan is to include social media data in its algorithm.</span><br />
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<span style="font-family: Verdana, sans-serif;">Another interesting newcomer is <a href="http://nowthisnews.com/">NowThis News</a> - the social news video startup is building its service on short, visual news videos. NowThis News is available as a website and apps for Android and iOS users. Not unlike the popular BuzzFeed service, NowThis News is aiming at the diginative audience and it has also developed a short-format video service for Instagram with short 15 second news video clips. The photo-sharing-turned-video-sharing app is one that a number of news organizations have played around with, but few have made the sort of push NowThis has. Editor-in-chief Ed O’Keefe says the shorter style of video it produces for Instagram and Vine is now “the focus of our company”, according to an an article published by <a href="http://www.niemanlab.org/2013/09/instead-of-shoehorning-it-in-nowthis-news-is-building-video-content-that-fits-in-where-the-audience-lives/">NiemanJournalismLab</a>. </span></div>
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<span style="font-family: Verdana, sans-serif;">NowThis News is an aggregator i.e. it gets most of its raw material from other sources, but it curates the content to fit each platform. Of a staff of 37, 22 NowThis News employees are dedicated to producing content, two of whom focus on Instagram full time. The aim is to post up to 12 clips a day, depending on the day and the flow of breaking news. Now there's a service for the diginatives, no long form journalism here.</span><br />
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<span style="font-family: Verdana, sans-serif;">Other media companies with an active presence on Instagram include NBC offering teasers of interviews, MTV has clips of celebrities on the red carpet, and Time and Wired put out video clips. A few, including CNN and the Wall Street Journal, use Instagram to issue calls for user engagement.The Washington Post is one of the few that has made a more substantial attempt at putting news on Instagram. The question here is Instagram the right platform for news services and what is the logic for building revenue? </span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjkVLbwK0MKbpPFWbCCCHW0y98qpEEcYcXLntIjadgWCBL8hvUSRVB6g2gycerICtY-0PMwLv-uLE0DPeXhgNMNyeOFV5WNtYWsxhOmP2cD4QpxIOkQ-eirQwznQ79UHcrq4BMNGzf5sqY/s1600/NowThisNews+on+Instagram.PNG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="640" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjkVLbwK0MKbpPFWbCCCHW0y98qpEEcYcXLntIjadgWCBL8hvUSRVB6g2gycerICtY-0PMwLv-uLE0DPeXhgNMNyeOFV5WNtYWsxhOmP2cD4QpxIOkQ-eirQwznQ79UHcrq4BMNGzf5sqY/s640/NowThisNews+on+Instagram.PNG" width="360" /></a></div>
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<span style="font-family: Verdana, sans-serif;">Last but not least: an interesting new service in Scandinavia is <a href="http://www.aftonbladet.se/nyheter/article16841173.ab">Aftonbladet Flip</a>, available on the tablet (In Swedish). Aftonbladet is already the most popular mobile news service in Sweden. Its brand new iPad edition is quite visual and simple to navigate i.e. you can tap on the content on the home page and open up a window of more articles relating to the chosen topic of top news, culture, fashion, entertainment, sports, TV content etc. The home page includes sponsored content from an advertiser. As a reader you can log in on Facebook, get recommendations for articles from your friends and participate in developing the service. In fact Aftonbladet's development team have really listened to users in the process of designing the new user interface. </span><br />
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<span style="font-family: Verdana, sans-serif;">Commercially Aftonbladet has been leading the way in Scandinavia in building digital revenue. In fact Aftonbladet was the first Swedish newspaper on the Internet in 1994. Early in 2013 Aftonbladet was the first newspaper in the Nordic countries to report more revenue from online advertising than print advertising, based on a total reach of more than 2.8 million daily readers. </span><span style="font-family: Verdana, sans-serif;">Mobile advertising revenues are growing rapidly, according to Raoul Grünthal, the CEO of </span><a href="http://schibsted.se/en/" style="font-family: Verdana, sans-serif;">Schibsted Sweden</a><span style="font-family: Verdana, sans-serif;">.</span></div>
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<span style="font-family: Verdana, sans-serif;">In the next blog post I will take a closer look at new media concepts for tablets and mobile news services in Finland. The rapidly increasing smartphone penetration in the Nordic countries and the popularity of mobile news gives plenty of opportunity to design new services. Maybe we will see a news service designed for younger people in Finland as well, similar to NowThis News.</span></div>
Anonymoushttp://www.blogger.com/profile/11512778551730671024noreply@blogger.com0tag:blogger.com,1999:blog-9138089658039751949.post-67451312275880119832013-08-09T17:15:00.002+03:002013-08-10T10:19:33.941+03:00Bold moves and new ownership in traditional newspapers<span style="font-family: Verdana, sans-serif;">This summer has signaled a new era of ownership in media, particularly in established newspapers. For </span><span style="font-family: Verdana, sans-serif;">traditional owners of newspapers the sale of the titles reflects a change in strategy and in the case of The Washington Post even an exit from funding journalism.</span><br />
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<span style="font-family: Verdana, sans-serif;">At the end of July the German publisher <a href="http://www.axelspringer.de/en/">Axel Springer</a>, one of the largest media groups in Europe, announced that it will sell off its regional newspapers and magazines to Funke Mediengruppe for a significant purchase price of 920 million euros. Springer will however retain its big national titles including <i>Bild</i>, the highest-circulation newspaper in Europe and <i>Die Welt</i>. Strategic focus will shift to investment into digital media platforms without journalistic content like the the careers platform Stepstone, the housing portal ImmoNet.de and the price comparison portal Idealo. For a traditional publisher this a new strategic focus and it signals the end of an era where journalism was at the core of the operations of Axel Springer. </span><span style="font-family: Verdana, sans-serif;">Axel Springer founded the group in 1946 with a daily newspaper. For many in Germany this shift of strategy has been a shock, not least to the German Journalist Association. As for Axel Springer AG</span><span style="font-family: Verdana, sans-serif;"> digital business already accounts for approx. 40% of total group sales and 45% of total earnings. Now the intention is to drive this development further. Axel Springer has clearly chosen to distance itself from its relatively costly classic journalistic products in favor of new digital business models. This follows an international trend of shrinking circulation figures and markedly falling advertising revenues in print media. </span><br />
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<span style="font-family: Verdana, sans-serif;">The news from Germany can be compared with the developments in the past week in the USA. On Saturday August 3 it was announced that The New York Times is selling <a href="http://www.bostonglobe.com/">The Boston Globe</a> and the rest of its New England Media Group to John Henry, the billionaire who is the principal owner of the Boston Red Sox, for $70 million in cash. This came as no surprise as The Boston Globe was put on sale (once again) in February. Financially the deal reflects a massive decline in the valuation of the regional newspaper business: The New York Times Company bought The Boston Globe back in 1993 for $1.1billion. This follows a sharp downfall in both print circulation and advertising: The Globe has seen its average weekday circulation plunge, tumbling 51.6% from 506,996 in 1993 to just 245,572 in 2013. It is easy to figure out why the transaction took place: The New York Times is a global brand with a digital subscriber base of 699,00 while The Boston Globe has only attracted 39,000 digital subscribers and is a regional player with its <a href="http://boston.com/">Boston.com</a> website. The buyer, John Henry sees opportunity in the local marketplace: "The Boston Globe’s award-winning journalism as well as its rich history and tradition of excellence have established it as one of the most well respected media companies in the country.” He also cited the “essential role that its journalists and employees play in Boston, throughout New England, and beyond.” </span><span style="font-family: Verdana, sans-serif;">As for business model development it's harder to see what will happen next. The only thing that's obvious is that The Boston Globe will now have an owner with strong local interest. </span><br />
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<span style="font-family: Verdana, sans-serif;">For The New York Times Company the sale implies even more focus on its main brand and its digital development. Arthur Sulzberger Jr., the Publisher, representing the last of the great American newspaper families, released a </span><a href="http://www.nytimes.com/2013/08/08/business/media/times-co-chairman-declares-paper-not-for-sale.html?adxnnl=1&smid=tw-nytimes&partner=rss&emc=rss&adxnnlx=1375974228-FgeLkADTwjeMzeJ5pFJVbw&_r=0" style="font-family: Verdana, sans-serif;">statement</a><span style="font-family: Verdana, sans-serif;"> on August 8 to the staff and public: "The Times is not for sale, and the trustees of the Ochs-Sulzberger Trust and the rest of the family are united in our commitment to work together with the company's board, senior management and employees to lead The New York Times forward into our global and digital future."</span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjUT9YkIO2TNqyjfWg3PrLXhHbf4Zi61TKecV3AKouXTXkMs9EQPPj4M2bCCxeeB8T_DHDXcC8p7gKGO3hDv7UCLEfh-hKIsFMSO9lZFjIqzNkw_-7QOL9UOO7J__3UXcjCb2pHnfWWOmM/s1600/Grahams-to-Sell-Post.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjUT9YkIO2TNqyjfWg3PrLXhHbf4Zi61TKecV3AKouXTXkMs9EQPPj4M2bCCxeeB8T_DHDXcC8p7gKGO3hDv7UCLEfh-hKIsFMSO9lZFjIqzNkw_-7QOL9UOO7J__3UXcjCb2pHnfWWOmM/s320/Grahams-to-Sell-Post.jpg" width="253" /></a></div>
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<span style="font-family: Verdana, sans-serif;">This statement followed </span><i style="font-family: Verdana, sans-serif;"><b>the biggest news of all week: the sale of the iconic <a href="http://www.washingtonpost.com/">Washington Post </a>by the Graham family to Jeff Bezos</b></i><span style="font-family: Verdana, sans-serif;">, the founder of Amazon. The deal was announced on Monday August 5 and it took all the newsrooms in America by shock. The journalism at The Washington Post has been respected and solid throughout the years, famed for reporting on the Watergate scandal in the 1970's to the Edward Snowden-National Security Agency surveillance story, along with The Guardian in June of this year. Losses due to the rapid downfall in print revenues, just like in The Boston Globe case, is the main reason for the sale. The company was in its seventh consecutive year of declining revenues, and in spite of a strategy "to innovate like hell in digital and other businesses and offset the declines in print revenues" it did not succeed. Hence the head of the family, The Washington Post Company Chairman Donald Graham was forced to find a solution to save The Washington Post, and he found the savior in Jeff Bezos who paid $250 million out of his own personal wealth for the Post and some smaller newspapers included in the deal. </span></div>
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<span style="font-family: Verdana, sans-serif;">The biggest question remains unanswered - will Jeff Bezos find a new business model to fund quality journalism at a profit? As a cunning businessman he issued <a href="http://articles.washingtonpost.com/2013-08-05/national/41085669_1_washington-post-courage-hometown-paper">a letter to the Washington Post employees</a>, underlining that the values of the Post do not need changing: "The paper’s duty will remain to its readers and not to the private interests of its owners. We will continue to follow the truth wherever it leads, and we’ll work hard not to make mistakes. When we do, we will own up to them quickly and completely." </span><br />
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<span style="font-family: Verdana, sans-serif;">Jeff Bezos certainly has deep pockets with a reported fortune of approx. $25 billion. He has a proven-track record as an entrepreneur who has disrupted the book business with <a href="http://amazon.com/">Amazon.com</a> and Kindle e-readers, and he has reinvented the retail business. Amazon now has revenues in excess of $61 billion and it continues to invest and innovate e-commerce not just in the U.S., but globally. There is a good article on this topic published in </span><a href="http://www.fastcompany.com/3014817/amazon-jeff-bezos" style="font-family: Verdana, sans-serif;">Fast Company</a><span style="font-family: Verdana, sans-serif;">.</span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEghSoTvh4fWV4MbBzznTsUukTPkR_2BWvBFTrQgy-pgL3gwySd-ilaf12jC-0e44w6-YNP_H3hMYVHMIRpZFwPe-IyqUgnPP8yzjcVnI2OfB3_r4U51l6MtNH0JFq3bVydESqpMkX0UBDY/s1600/Washington+Post_Kindle.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEghSoTvh4fWV4MbBzznTsUukTPkR_2BWvBFTrQgy-pgL3gwySd-ilaf12jC-0e44w6-YNP_H3hMYVHMIRpZFwPe-IyqUgnPP8yzjcVnI2OfB3_r4U51l6MtNH0JFq3bVydESqpMkX0UBDY/s320/Washington+Post_Kindle.jpg" width="223" /></a></div>
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<span style="font-family: Verdana, sans-serif;">Expectations are high for a turnaround and most people wish to see an injection of new ideas into the troubled publishing industry. There has been a number of articles & blogs published on this subject over the past few days - a real media frenzy over the subject of an 'Internet King' buying a media icon. Amazon's experience and know-how can be utilized as to how media content can be reused and sold in many forms on multiple platforms reaching and engaging a wider audience. And there will more than likely be new delivery platforms for content over time. Amazon’s e-reader Kindle is already in place as one digital delivery platform. Long-format journalism and investigative reporting can perhaps be published both as part of the content of the Washington Post and as Kindle Singles. Content can be packaged as part of the Amazon Prime offering, combined with advertising based on the use of personal data and purchase history for recommendations. Amazon is not the owner of The Washington Post, but the synergies are clearly there.</span></div>
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<span style="font-family: Verdana, sans-serif;">In other words, whilst Jeff Bezos is known to take a longer perspective on his personal investments it will be more than interesting to see what this new ownership means over the next year or two. He will certainly not rest his case. In the meantime Jeff Bezos and John Henry are building on an image of not only being successful businessmen, but also respectable citizens and publishers.</span></div>
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Anonymoushttp://www.blogger.com/profile/11512778551730671024noreply@blogger.com0tag:blogger.com,1999:blog-9138089658039751949.post-18167992332411670672013-05-19T11:19:00.000+03:002013-05-22T16:13:37.320+03:00EDGE Media Seminar: Highlights from Caviar Content to Digital Strategy and The Future of Print<div class="separator" style="clear: both; text-align: left;">
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<span style="font-family: Verdana, sans-serif;">EDGE research group hosted a Media Seminar in Helsinki in May to bring together editors, media executives and researchers associated with EDGE and Åbo Akademi University. Below are some of the highlights from the seminar, where EDGE researchers presented their topics followed by four keynote speakers. Everyone did an excellent job and the dialog was one we valued as arrangers. There was also a trending Twitter stream in Finland at <a href="https://twitter.com/search?q=%23edgesemi">#edgesemi</a>.<br /><br />The full presentations are shown on the <a href="http://blogs.abo.fi/edge/2013/05/09/edge-media-seminar-material/">EDGE website</a>.</span><br />
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<b><span style="color: #ef843a; font-family: MinionPro; font-size: 14.0pt;">CUTTING EDGE MEDIA
RESEARCH<br />
</span></b><b><span style="color: #4c4c4c; font-family: MinionPro; font-size: 14.0pt;">Malin
Brännback, Professor, Åbo Akademi University</span></b></div>
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<span style="font-family: Verdana, sans-serif;">In her opening address Malin pointed out that "Business Culture Eats Strategy for Breakfast". If you want to be on the EDGE how often do you argue with your success stories? When do you make a MOVE When you have to? When it is too late? Or well in advance? Do you have a cutting EDGE culture in your organization? Do you seek true novelties, or do you focus on efficiency. She claimed that you have to put yourself at the EDGE CONSTANTLY and look for really NEW solutions instead of just making incremental changes to what you already have. Do you manage the future as if it was your past or do you LEAD into the future. How often do you step out of the comfort zone. When did you first time hear that newspaper consumption is declining? The Birdcage syndrome "but this does not concern us in Finland". Newspaper circulation actually started to decline in the 1990’s. And now we are looking for an EDGE.</span><br />
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<b><span style="color: #4c4c4c; font-family: MinionPro; font-size: 14.0pt;">Gunilla Widén, Professor, Åbo Akademi University <o:p></o:p></span></b></div>
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<span style="font-family: Verdana, sans-serif;">Gunilla talked about the different information behavior perspectives including the cognitive dimension (information needs affected by age, gender, personality, education, values, motives) and the contextual dimension (professional life, work environment, everyday life, the Internet, social media, groups and organizations, networks). She noted that 90% of the Finnish population are active internet users and 42% are registered in a social network. Women search for more specific information and social relations, whilst men download more often files and buy/sell products on the Internet. Digital natives are connected 24/7 and are developing 'checking habits'. They are quick information seekers, but poor information evaluators. Information behavior actually starts in the age of 3-5 years, and children have the ability to formulate web-queries at the age of 4 years. Gunilla pointed out that we’re all part of the ‘Google generation’, whether we’re digital natives or digital immigrants. We show impatience in search and navigation and have a poor ability to do strategic and well-planned searches. “Learning by heart is pointless to the Google generation”, commented our Professor in Information Sciences. The obvious problem is the information overload and we need to develop improved information and media literacy skills. Latest research results of young peope’s use of mobile media shows a success both in formal and informal learning contexts. This represents a challenge for information professionals to develop future services and activities – it is important to understand the digital information grounds.</span><br />
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<b><span style="color: #ef843a; font-family: MinionPro; font-size: 14.0pt;">MOBILE VALUE
SERVICES - ENGAGING AUDIENCES<br />
</span></b><b><span style="color: #4c4c4c; font-family: MinionPro; font-size: 14.0pt;">Anna
- Greta Nyström, Post doc researcher, Åbo Akademi University </span></b></div>
<span style="font-family: Verdana, sans-serif;"><br />Anna-Greta talked about current research activities within EDGE and particularly about ‘Mobile Value Services’: exploring new solutions for innovative and personalized media experiences in the mobile and digital landscape. She also referred to the consumer survey looking at media consumption patterns in Finland (the survey was done in Q4/2012 with n=982 Finns in all ages). “The typical media day is fragmented into smaller pieces, consisting of several types of media on different platforms. The media consumption patterns are, however, very much characterized by routines.” Even young diginatives have routines, but they differ from older people who might prefer to start their day with a newspaper and a cup of coffee. For most youngsters the media day starts with browsing social media. Anna-Greta went on to talk about what people do with their smartphones (56% of people in the survey have a smartphone, amongst young people aged 15-24 it's 76%) and tablets (19% have access to a tablet). Apps are actively used by 60% of smartphone users, and 50% have paid for apps. For smartphones most preferred apps are the use of maps, weather, news and social media. As for tablets 68% use apps and 64% have paid for their apps. On tablets people prefer news, weather, social media and streaming of movies and TV-programs. Digital media platforms and particularly tablets are mainly used in the evening and during weekends, whilst smartphones are in use throughout the day (24/7). In the ‘Mobile Value Services’ project EDGE researchers will make sense of the user experience of mobile applications (measuring the behavior) and user engagement (understanding the behavior). EDGE will also focus on the business model in order to understand the value of development and innovation of mobile applications for media and advertising.</span><br />
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<b><span style="color: #ef843a; font-family: MinionPro; font-size: 14.0pt;">TRUE MEANING OF
“CAVIAR CONTENT”<br />
</span></b><b><span style="color: #4c4c4c; font-family: MinionPro; font-size: 14.0pt;">Anette
Novak, Vice President, Fojo & Board Member, World Editors Forum </span></b></div>
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<span style="font-family: Verdana, sans-serif;">Anette opened her inspiring talk with the fact that we now have an online generation as the Media Audience. “Digital is default. Everything. Immediately. Are we ready for this in Media firms?” Consumer first! The newspapers should look more at “want to have” than “can get” from a Media Audience perspective (with reference to Fredrik Strömberg, creative director at Bonnier Magazines). </span><br />
<span style="font-family: Verdana, sans-serif;">We need to change the structures, become much more agile, more like start-ups, she argued. Ethics and credibility are extremely important in the ‘Twitter age’, when the speed of news can no longer be controlled by Media firms. “Ethics. Credibility. Think before you Publish.” Look at the Boston tragedy as an example”, this goes for social media as well! Talking about ‘caviar content’ it must serve customer needs. Be ethical and reliable. Be emotionally engaging.</span><br />
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<span style="font-family: Verdana, sans-serif;">Anette referred to a ‘Context based newslist’, where editors need to think about the consumer in the context of the time of day (am, pm). Also weekends and holidays are different from a media consumption perspective. Editorial staff should according to Anette get rid of the old "Headline + text for tomorrow" type of thinking. For more more thoughts by Anette, look up her blog on <a href="http://inovak.tumblr.com/">tumblr</a>.</span><br />
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<b><span style="color: #ef843a; font-family: MinionPro; font-size: 14.0pt;">THE NEW HELSINGIN SANOMAT - TABLOID, ONLINE AND MOBILE</span></b></div>
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<b><span style="color: #4c4c4c; font-family: MinionPro; font-size: 14.0pt;">Petteri Putkiranta, Business Director, Helsingin Sanomat </span></b></div>
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<span style="font-family: Verdana, sans-serif;">Petteri made an excellent presentation of Helsingin Sanomat (HS), the largest subscription based newspaper in the Nordic region published by </span><a href="http://www.sanomanews.com/" style="font-family: Verdana, sans-serif;">Sanoma News</a><span style="font-family: Verdana, sans-serif;">. HS has a net coverage of 1.9 million Finns. The number of print readers was 859,000 at the end of 2012, with a circulation of 364,000 in total (including digital subscribers). The website </span><a href="http://hs.fi/" style="font-family: Verdana, sans-serif;">HS.fi</a><span style="font-family: Verdana, sans-serif;"> has 1.4 million unique visitors per week. The HS brand family also includes weekly and monthly supplements, two free sheets and Channel Four TV news. Why did Helsingin Sanomat need to change? Well the reason is obvious, consumer behavior is changing and the circulation of the printed paper has been falling since the millennium shift, and the curve has been steeper during the last 3-4 years (-3,8%). Meanwhile, the number of unique mobile visitors to the HS website has sky rocketed. Petteri also admitted that previously the business model for the web was unclear, with free content and income only from advertising and banners. The ‘Combo’ subscription model has been a success, now 33% of HS customers pay for a combination of digital and print content. Tablets have changed the usage patterns and perception of digital content, the HS tablet app user spends 11x more time with the content than an average web user, and 5x more time than an average mobile app user. The tablet app was introduced already at the end of 2010, and HS now have more than 40,000 tablet users. Since 2010 there have been many new steps in the development of the HS offering. The ‘paywall’ for all digital content (online and mobile) was implemented in November, 2012.</span><br />
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<span style="font-family: Verdana, sans-serif;">The printed newspaper was relaunched in
tabloid format in January, 2013. Mobility in paper format has also been and
important investment in order to stay competitive. Both changes have had a
positive impact. As for digital content most consumers prefer the premium
package including all content and archives at 14.90 euros / month. Since the
paywall was introduced the number of unique visitors is up by +3%, whilst page
views are down by -3% (only 5 articles per week can be freely viewed). Many
sections of the printed newspapers perform better than ever, according to
Petteri. Tabloid has been a good format with regard to the attention value of
advertising. Advertisers and media
agencies say Helsingin Sanomat is now clearly more interesting than before.
Petteri made a point of the need for continuous development and stressed that analytics is now extensively used to track audience behavior and
advertising performance on all digital platforms. He stressed the importance of the 'HS Brand promise': Quality content, engaged readers.</span><br />
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<b><span style="color: #ef843a; font-family: MinionPro; font-size: 14.0pt;">DIGITAL STRATEGY -
CASE HBL<br />
</span></b><b><span style="color: #4c4c4c; font-family: MinionPro; font-size: 14.0pt;">Fredrik
Nars, Director Digital Media, KSF Media </span></b></div>
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<span style="font-family: Verdana, sans-serif;">The newspaper Hufvudstadsbladet was founded in 1864 and is today published by KSF Media. It is still the largest Sedish language daily in Finland. Fredrik presented the digital producs of HBL including eHBL, the mobile services and the new weekly magazine HBL+ launched in October, 2012. He said the the media environment in Finland has been changing rapidly and the print subscriptions continue to slide down and the use of new media devices is up. Newspapers are read 30 minutes per day, while the Internet is used 2 hours per day by Finns. And more ‘media’ is consumed on social media platforms. Today most Finnish newspapers publish ‘1t01 replicas’ on tablets like eHBL.</span><br />
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<span style="font-family: Verdana, sans-serif;">Fredrik went on to put KSF Media’s strategy in context and highlighted particularly the digital strategy for HBL. It started with eReading tests on Aland islands in 2010, where the following insights were gained: the average consumers wants a 1to1 digital paper, but the digitally savvy consumers want more interactivity. Hence the launch of the daily eHBL and the weekly digital magazine HBL+ as separate products, the latter targeting new digitally savvy customers. Today 22% of HBL’s subscriber base are digitally active and the number is increasing. HBL digital future issues includes the launch of digital-only subscriptions, paywall for the website <a href="http://hbl.fi/">HBL.fi</a>, Spotify-like payment options and Studio HBL. Before the summer the website will be updated with more content and more frequently updated content, behind a ‘paywall’. Digital-only subs have already been introduced. Studio HBL was launched in May, i.e. web-TV with content relating to culture, sports and entertainment in a ‘talk show’ format. Currently a new digital vision for 2015 is being drawn up, with the strategic question of HBL’s future engagement with its customers: in which channels, using different technologies, considerations for new types of content and issues concerning the B2C and B2B business models. Competence is an equally important issue, dealing with the competencies of people, and the need for alliancies and strategic partnerships. </span><br />
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<span style="font-family: Verdana, sans-serif;">Fredrik is a fan of Winston Churchill, citing “V” meaning that newspaper revenues form the shape of "V" i.e. we are now in the valley between analog and digital revenues, where the digital revenues are not fully compensating for the analog loss. Fredrik closed with another quote from Churchill: “A pessimist sees the difficulty in every opportunity; an optimist sees the opportunity in every difficulty.”</span><br />
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<b><span style="color: #ef843a; font-family: MinionPro; font-size: 14.0pt;">THE FUTURE OF
PRINT<br />
</span></b><b><span style="color: #4c4c4c; font-family: MinionPro; font-size: 14.0pt;">Thomas
Ehrnrooth, Vice President Marketing & Communications, <br />
UPM Paper Business Group </span></b></div>
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<span style="font-family: Verdana, sans-serif;">Thomas addressed the audience with a keynote including multiple examples of the innovative use of paper as a platform for cross media brand advertising and marketing communications. The presentation can be viewed in its entirety on <a href="https://www.youtube.com/watch?v=74wIcYuyLZs">YouTube</a>.<br /><br /><a href="http://www.upm.com/">UPM</a> is the leading paper manufacturer in the world and has also invested into new business areas like biodiesel within the framework of “UPM - The Biofore Company”. UPM is striving towards a sustainable and innovation-driven future in the areas of biofuels, energy, forest and timber, label materials, plywood, pulp and paper. Thomas was very clear on the power of print and its viability as a user interface for reading and consuming media. He showed us great examples of the co-existence of print and digital marketing communications e.g. Dolce & Gabbana’s eye-catching video ads in Marie Claire magazine. IKEA’s catalog is distributed to millions of homes worldwide. Now you can also use the smartphone and tablet apps to browse for interiors and ideas for home furnishing. Cross media marketing has created new ways to engage with target audiences. Condé Nast call their solutions ‘integrated media’ with print ads, multimedia pages and video clips on websites. Thomas claims that cross media needs print as its first point of contact. Why? Direct Mail and catalogs are useful tools in brand awareness. Print is tangible, there is a feeling of substance and it is perceived as trustworthy by consumers according to UPM. New innovations are needed and Thomas brought out a ‘Future Travel Catalog’ as an example, where the reader can browse through tagged pages bringing the pictures alive.</span><br />
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<b><span style="color: #ef843a; font-family: MinionPro; font-size: 14.0pt;">CONCLUSIONS AND COMMENTS </span></b></div>
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<span style="font-family: Verdana, sans-serif;">We at EDGE research group want to thank all our speakers and all the participants for a great day with inspiring presentations and discussions.</span><br />
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<span style="font-family: Verdana, sans-serif;">Timo wrapped up the day by presenting strategic choices of Media firms in the quest for new revenues in the digital ecosystem. Helsingin Sanomat and HBL are good examples of newspapers in a digital transformation, where the printed products are constantly developed and new investments are put into mobile and online media services in the digital ecosystem, not forgetting the importance of social media and web-TV. The new focus requires new competencies and requires a forward-looking corporate culture, open to co-creation and innovation. This is a true challenge for industry leaders, editorial staff and managers. In my recent interview with one of the industry leaders, Jonas Bonnier put it: "There is a new sense of urgency."<br /><br />It will be quite interesting to see how digital subscribership will develop in Finland and Scandinavia over the next few years, and what kind of new tools & services are brought onto the market to serve the needs of advertisers. The importance of analytics and how to measure the engagement of the Media Audience is more important than ever. Readers are more active and the relevance of engagement is measured not only in terms of reading, but with regard to co-creation and sharing of media content, as well as purchase behavior. We at EDGE are ready and willing to dig deeper into this field with our research in ‘Mobile Value Services’.</span></div>
Anonymoushttp://www.blogger.com/profile/11512778551730671024noreply@blogger.com0tag:blogger.com,1999:blog-9138089658039751949.post-34315725232747926492013-04-18T17:57:00.001+03:002013-05-15T09:32:57.843+03:00Swipe 2.0 and interviews with Magazine Publishers in New York<span style="font-family: Verdana, sans-serif;">Just before Easter I had the opportunity to attend the Swipe 2.0 conference arranged by <a href="http://www.magazine.org/">MPA</a> - The Association of Magazine Media in New York. I also conducted in-depth interviews with some international Magazine Publishers including Hearst and The Economist, with its largest readership in the U.S. marketplace. Here are some of the highlights from Swipe 2.0. </span><br />
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<span style="font-family: Verdana, sans-serif;">Mary Berner, President and CEO, MPA opened the conference with a forward-looking attitude stating that this is a great time to be in the Publishing business. Berner downplayed the continuing decline in newsstand sales as a reflection of retail trends while reminding attendees that magazines' audience continues to grow. "Just 3 years ago, only 51% of publishers were distributing their content on mobile devices. That number is now 90% with the remaining 10% scheduled to develop mobile optimized content before the year is out. It is no longer accurate or appropriate to talk about ourselves exclusively as "magazines" which to most people connotes just print - because it doesn’t begin to measure our reach. Instead, we and others - the press, the advertising community, and Wall Street, for starters - need to think about, calculate and interpret the entire business and footprint of Magazine Media because our readers’ desire for magazine branded content transcends any one platform."</span><br />
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<span style="font-family: Verdana, sans-serif;">One of the top keynotes at the conference was delivered by John Loughlin, Executive Vice President and General Manager, </span><a href="http://www.hearst.com/index2.php" style="font-family: Verdana, sans-serif;">Hearst Magazines</a><span style="font-family: Verdana, sans-serif;">. </span><span style="font-family: Verdana, sans-serif;">Hearst Magazines is one of the world's largest publishers of monthly magazines, with 20 U.S. titles and close to 300 international editions. John Loughlin is positive about the future and says that the e-editions of magazines for Hearst are already a "multi-million" business, and a profitable one. He is "hugely bullish" on e-editions and says they are the single greatest opportunity publishers have to re-ignite growth, that is consumer and advertising revenue growth. In an overview of Hearst Magazines' tablet strategy he mentioned that the forecast is that nearly one third of the U.S. population i.e. 90 million people will be using a tablet by the end of this year. Hearst Magazines already have 900,000 digital subscribers and Cosmopolitan's e-edition is on the TOP3 consumer magazines with a digital circulation of 254,751 (up 37%) and a total paid circulation of +3 million as of 31.12.2013. An important point made by John Loughlin is that no content is for free, Hearst has had a clear strategy of charging for value-added services: </span></div>
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<li><span style="font-family: Verdana;">"One
of the first things we need to do is reset our value to the subscriber - charge
fair market value for the magazine content. We are asked why the higher pricing
by digital users? </span></li>
<li><span style="font-family: Verdana;">It's because they are first to the get the issue, they
receive added content, and video and audio and interactivity. They get
immediate satisfaction. They get to complete the impulse - to read and share and
can even archive the content."</span></li>
</ul>
<span style="font-family: Verdana;">In order to boost the sale of digital subcriptions Hearst Magazines have just begun to offer free preview of its magazines in App Store and "What's New", a live content feed within the iPad Apps that pulls recent stories from the magazine's website. This is done in order to ease new readers into paying for content and attracting existing subscribers to engage even more with the content of the magazine. For the full presentation look it up on YouTube: <a href="http://www.youtube.com/watch?v=SNUOzb20t7Q">"No Boundaries: The Hearst You Don't Know"</a>.</span><br />
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<span style="font-family: Verdana;">Grant Whitmore, Vice President, Digital at Hearst Magazines said in a separate interview that the online business of </span><a href="http://www.cosmopolitan.com/" style="font-family: Verdana;">Cosmopolitan</a><span style="font-family: Verdana;"> is growing fast with more than 10 million unique visitors per month and the target is set at 20 million by the end of 2014. The growth is boosted by traffic from smartphones, with up to 40% of traffic coming from mobile devices. Social is becoming even more important as to how audiences engage with the 'Cosmo' brand: Facebook, Twitter and Pinterest are the main channels here and more than 10% of traffic already comes through social channels. The biggest challenge is to handle the migration to smartphones, as the development of mobile advertising is still in its infancy, and mobile advertising is worth significantly less compared with tablets and online advertising. </span></div>
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<span style="font-family: Verdana, sans-serif;">Also other Publishers were speaking about the digital transition. <a href="http://www.newyorker.com/">The New Yorker</a> has had a "paywall" since its digital launch in 2001, and has been successful in the monetization of its quality content, according to Lisa Hughes, Vice President and Publisher. Nina La France, Senior VP, Consumer Marketing & Business Development, <a href="http://www.forbes.com/">Forbes</a> Media promoted their new tablet app, saying it's all about social and sharing. "We rebuilt our digital based on HTML5 and refocused our cover - we wanted function and usefulness. It was all about the content. We made following our content and people core to the experience of our app. This was something I could take across all teams at Forbes - advertising, tech, editorial, marketing - and with the app you can immediately get a seamless experience between the web and the magazine."</span><br />
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<span style="font-family: Verdana, sans-serif;">Liz Schimel, Executive Vice President & Chief Digital Officer of <a href="http://www.meredith.com/">Meredith Corporation</a> stated that "Mobile disrupts Digital" as U.S. smartphone penetration is forecast to grow from 48% to 74% by 2016. Meredith's audiences comprise of 100 million women across every life stage. Meredith is investing into putting "content into context" and enhancing multi-screen experiences. Meredith's boasts 40 million unique visitors (mobile and online) in the genres of Food, Home, Moms and Lifestyle. "We have integrated e-commerce into our experience - our users want it. It gives us data about what excites our audience, then our editors can curate. We have found that ‘Content is Queen, Data is King' because we can analyze data and offer focused insights for our mobile shopping experience and mobile wallet. The data we collect leads to insights about ROI, which we can then give back to our advertisers." </span><br />
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<span style="font-family: Verdana;">Also many suppliers were present at Swipe 2.0, among those Adobe and Nokia together with Microsoft, promoting the new Windows-based Lumia phones as the "new way to read." On the notion of new ways to read, Paul Katz, Partner at Flipboard presented the app for reading on tablets and smartphones. Flipboard has already 50 million users according to Katz, and <a href="http://flipboard.com/">Flipboard 2.0</a> is all about co-creation of your own magazine inspired by your interests or life events. I have set up two magazines on the new platform, one about research related topics called 'EDGE & MEDIANOMICS' and the other called 'Digital & Mobile Life', curated bits and pieces from the digital ecosystem. The screen shot from my Flipboard is shown below, it is quite a convenient platform for reading content from different sources.</span></div>
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<span style="font-family: Verdana, sans-serif;"><br />Last but not least, it should be noted that <a href="http://www.economist.com/">The Economist</a> has now unbundled its subscriptions as of the April 3 issue. New price points have been set up accordingly. The pilot was started in the U.S. at the end of 2012 and has now been rolled out to the rest of the world, commented Susan Clark, MD, The Economist Digital & Group Marketing Director. "The rise of globalization helps our business, and the fact that English has become the second language for many people" boosts growth. <br /><br /><a href="https://subscriptions.economist.com/SLG/?tagsrc=/ECOM&rnd=51700676bf47a">Readers of The Economist can now choose</a> between digital only, print only or a full subscription across the platforms including mobile, online and print. The digital subscriber base is growing, however, many people still choose a bundle of digital and print subscription. "Many of us still lead multi-platofrm lives." In fact only 20% opted for the digital-only subscription in the U.S., where 60% of the audience of The Economist is today. Scandinavia is reportedly also a strong market with high readership and interest for global affairs and international business. It took The Economist, established in 1843, 160 years to reach 1 million subscribers, and 9 more years to go to 1.5 million. With a concept of expanding onto several platforms across the mobile ecosystem it may not take too long to reach 2 million subscribers? We shall see about this and I will continue reporting on developments in the Media and Publishing industries. </span><br />
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<span style="font-family: Verdana, sans-serif;">Footnote: Nearly 65% of U.S. magazines now have a digital replica edition, but those editions make up just under 3% of overall circulation. For some individual titles digital growth was a lot more impressive. See statistics for 2012: <a href="http://www.auditedmedia.com/news/research-and-data/top-25-us-consumer-magazines-for-december-2012.aspx">Top 25 U.S. Consumer Magazines by Digital Replica Circulation.</a></span><br />
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Anonymoushttp://www.blogger.com/profile/11512778551730671024noreply@blogger.com0tag:blogger.com,1999:blog-9138089658039751949.post-10904099889511733752013-04-02T07:56:00.002+03:002013-04-18T15:14:17.357+03:00A glimpse into the future – visit at The New York Times R&D Lab<!--[if !mso]>
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<span style="font-family: Verdana, sans-serif;">As a researcher
one tries to be objective dealing with facts and looking at posing questions
hoping to get answers with regard to the future of journalism and new business models in the media
industries. With this respect I have to confess I was rather emotional when
watching the movie “</span><a href="http://www.takepart.com/pageone" style="font-family: Verdana, sans-serif;">Page One: Inside The New York Times and the Future of Journalism</a><span style="font-family: Verdana, sans-serif;">” produced and written by Kate Novack and Andrew Rossi. The movie –
and the related </span><a href="http://www.amazon.com/Page-One-Inside-Journalism-Participant/dp/B006Z2XGU8" style="font-family: Verdana, sans-serif;">book edited by David Folkenflik </a><span style="font-family: Verdana, sans-serif;">– really dramatizes the
transformation of media and the difficulties traditional media companies were
facing a few years ago. Both regular readers, the producers said they didn’t
want to worship The Times, but wanted to tell the story of journalism with the
notion of “The Times as an influential institution during a time of
turmoil.” </span></div>
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<span style="font-family: Verdana, sans-serif;">Back in January 2009 Michael Hirschorn had written the piece in <a href="http://www.theatlantic.com/magazine/archive/2009/01/end-times/307220/">The Atlantic</a> entitled “End Times: Can America’s paper of record survive the death of newsprint? Can journalism?" asking the provocative question “what if The New York Times goes of business – like this May”. And the company was then making huge losses. Clay Shirky,
the New York University professor of new media had been comparing the advent of
the Internet to the invention of the printing press in the 15<sup>th</sup>
century, before most of us got to understand the magnitude of the transformation
of the media landscape. Perhaps it’s against this background journalist David
Carr – a brilliant journalist and a colorful character in the movie – put a
headline for his section of the book: “Print is Dead: Long Live The New York
Times”. He appropriately writes that “the paper matters precisely because
people don’t just push a button when they have a random thought or merely give
some Twitter-driven topspin to a nice little bit of news the see floating by on
the Web.” He further states: “I still believe that the front page of The Times
can convey authority unlike any other media artifact on the planet.” David Carr writes the Media Equation column for the Monday Business section of NYT and blogs regularly at <a href="http://mediadecoder.blogs.nytimes.com/">Media Decoder</a>. </span></div>
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<span lang="EN-GB"><span style="font-family: Verdana, sans-serif;">So how are The
Times doing today? I had the opportunity to visit <a href="http://nytlabs.com/">The New York Times Company Research & Development Lab</a> (R&D Lab) hosted by Matt Boggie, Director of Technology Strategy and R&D at The New
York Times. Matt has worked at The Times since 2010 and was previously involved
with media as a Senior Manager at Accenture. <o:p></o:p></span></span></div>
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<span lang="EN-GB"><span style="font-family: Verdana, sans-serif;">The R&D Lab "works to innovate around new technologies, anticipating consumer behaviors and building new interfaces for news". The </span></span><span style="font-family: Verdana, sans-serif;">R&D Lab has a charter of “being ahead of the crowd” i.e. a mission of looking
three years ahead. The emphasis of R&D is on </span><b style="font-family: Verdana, sans-serif;"><u>D</u></b><span style="font-family: Verdana, sans-serif;">evelopment of new
media concepts. The R&D Lab comprises of a team of 7 creative technologists,
who are together with Matt trying to find new trends and create prototypes in order to illustrate
what might work in the near future. Any concepts are then productized and
launched to the market by the R&D Lab or in partnership with the newsroom, or with the NYT technology organization. So in this sense The
New York Times Company has a very clear and <u><i>markedly forward-looking attitude
towards new innovation and service design</i></u>. Media is regarded as a service to
the audience involving an element of co-creation and serving the various needs
of a fairly broad media audience forming the NYT community.</span></div>
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<span lang="EN-GB"><span style="font-family: Verdana, sans-serif;">The “paywall”
introduced in March 2011 has worked well, and more people are becoming digital
subscribers or choose bundles e.g. with a Sunday print subscription supplemented by digital content on weekdays. The numbers show a continuing decline in print
subscriptions, however, these are still relevant with regard to advertising
income. With reference to other research this applies to the whole publishing industry, as advertising
revenue has come down over the past 10 years and is now at the level of the
1950’s for newspapers (including online advertising). Traditionally advertising
has made up 2/3 of the revenues for newspapers in the U.S.<o:p></o:p></span></span></div>
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<span lang="EN-GB"><span style="font-family: Verdana, sans-serif;"><b><u><a href="http://www.nytco.com/investors/financials/">Financial Information on recent developments</a> </u></b></span></span></div>
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<span style="font-family: Verdana, sans-serif;">The New York Times Company published its latest quarterly results in February, 2013: “Over all, the company’s advertising revenue declined 3.1 percent. Print advertising at the company’s newspapers, which include The New York Times, The Boston Globe and The International Herald Tribune, shrank 5.6 percent, and digital advertising revenue across the company rose 5.1 percent. Circulation revenue grew 16.1 percent."</span><br /><div class="MsoNormal">
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<span style="font-family: Verdana, sans-serif;"><a href="http://www.businessinsider.com/the-new-york-times-now-gets-more-revenue-from-subscribers-than-advertisers-2013-2">Business Insider</a> wrote a rather positive summary of the NYT financial report saying, that “its revenue from readers and subscribers overtook that
of advertising for the first time in 2012, as the media group reported a boost
in profits. For the full year, the group posted a profit of $133 million,
compared with a loss of $39.7 million in 2011.”<o:p></o:p></span></div>
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<span style="font-family: Verdana, sans-serif;">Mark Thompson, the
former <span lang="EN-GB"><span lang="FI" style="text-decoration: none;">BBC</span></span> chief who became president and chief executive at the
Times last November, claimed progress, noting that the number of digital
subscribers grew 13 percent in the quarter to 668,000 (including BostonGlobe.com). </span><span style="font-family: Verdana, sans-serif;">He said in a statement:
"For the first time in our history, annual circulation revenues surpassed
those from advertising. Our pay model continued to prove itself.” The number of paid subscribers to the digital editions and the website of The Times and The International Herald Tribune represented 640,000 at the end of the year. Most American newspapers struggle with circulation revenue of approx. 30% of total revenues.</span></div>
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<span style="font-family: Verdana, sans-serif;">NYT has introduced a <a href="http://www.nytimes.com/subscriptions/Multiproduct/lp5558.html?campaignId=38869">subscription model </a>offering flexibility to readers including different platforms: print, online and mobile platforms with apps for tablets and smartphones. Visitors to the <a href="http://nytimes.com/">NYTimes.com</a> website only get 10 articles for free each month. The New York Times is also available on new platforms such as <a href="http://www.nytimes.com/content/help/mobile/flipboard/flipboard-app.html">Flipboard</a>, where digital subscribers of NYT get access to the full content. </span></div>
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<span lang="EN-GB"><span style="font-family: Verdana, sans-serif;"><u><b>Back to the R&D Lab</b></u></span></span></div>
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<span lang="EN-GB"><span style="font-family: Verdana, sans-serif;">In terms of the
development of new media concepts in the digital ecosystem NYT are not
focusing on any particular ecosystem, as the players tend to change over time.
A very different set of players dominate they tech industry today, compared
with 5-10 years ago. <o:p></o:p></span></span></div>
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<span lang="EN-GB"><span style="font-family: Verdana, sans-serif;">The focus for
research is to break down the content into smaller pieces and repackage it into
different experiences, powered by content consumed on platforms at home or for example moving
about in New York City. An example of this would be how to improve your cooking
experience at home and what you see in the streets of New York, i.e.
information beyond the events and objects that you see. Work is also put down
on guided services recommended by The New York Times or for example the best election
coverage for those interested in politics. The New York Times also has a very
good technology section including the <a href="http://bits.blogs.nytimes.com/">Bits Blog</a>, focusing on the business of new technology.
These stories are produced by the newsroom, i.e. the R&D Lab is not involved
with the actual content of the newspaper or its blogs on the NYTimes website. Demos
built at the media lab are shared with the newsroom a couple of times
each month.<o:p></o:p></span></span><br />
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<span lang="EN-GB"><span style="font-family: Verdana, sans-serif;">The researcher was given a guided tour of the R&D Lab, together with a small group of students from Stanford University. Many of the demos are presented on the R&D Lab website and below I have described in brief two of the prototypes shown:</span></span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjqjTwgY9MvUnOcepyIfhMU9EqxIe1qDaAZdwVYzB_LTU0_dAA1aYzIIOTnf7jRLAyGW7ULuPML92XIkE7RBzcTT9xeUkIS4BAlHW45rdQMS5hSgVr9LhVll9A1jwuoJB7C25OeekUSs-8/s1600/NYTlabs_mirror_photo1.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="640" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjqjTwgY9MvUnOcepyIfhMU9EqxIe1qDaAZdwVYzB_LTU0_dAA1aYzIIOTnf7jRLAyGW7ULuPML92XIkE7RBzcTT9xeUkIS4BAlHW45rdQMS5hSgVr9LhVll9A1jwuoJB7C25OeekUSs-8/s640/NYTlabs_mirror_photo1.jpg" width="358" /></a></div>
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<span style="font-family: Verdana, sans-serif;">“</span><a href="http://nytlabs.com/projects/mirror.html" style="font-family: Verdana, sans-serif;">Reveal</a><span style="font-family: Verdana, sans-serif;">" i.e. a "Magic Mirror" – you can speak to the mirror and ask for headlines, news in New York or the weather report for Manhattan,or even your personal health information. The intention is not that the mirror is the actual interface for reading news at length, but you can pick out the news whilst brushing your teeth and then read the complete news at your breakfast table.</span><br />
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<span lang="EN-GB" style="font-family: Verdana, sans-serif;">Another interesting demo that I choose to call "Data Visualized" - i.e. data shown on a large screen across the wall, where you can see the number of </span><span style="font-family: Verdana, sans-serif;">articles published, the number of words, pages read, and tweets shared on
a given day. This could be a tool for the newsroom to illustrate audience engagement. Other interesting development projects include the creative use of new technology platforms, such as Google Glass. </span></div>
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<span style="font-family: Verdana, sans-serif;"><i><u>From a business
model point of view</u></i> NYT is planning to put up a number of new <u><i>price points</i></u> and diversified products, e.g. specific media services for elections, sports updates for big events like The
Olympic Games etc. The focus is on new product groups that serve the needs of different people (not necessarily living in New York or in the U.S.). Although the “paywall” is driving digital
subscriptions NYT is still looking at finding means to offer relevant content
to people who are not necessarily able or willing to pay for the current
packages offered. There are opportunities in developing the offering for parts
of the content to certain target groups. NYT will be focusing on <i><u>creating new mobile products</u></i>, according to Matt Boggie. This needs to be looked at with a
critical eye in order build specific content that people are willing to pay for.</span></div>
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<span lang="EN-GB"><span style="font-family: Verdana, sans-serif;"><u><i>Engagement</i></u> is
measured in a number of ways: how people spend their time with media during the day, e.g. mobile activity
in the morning, online browsing during work hours and tablet usage in the evening. NYT is also analyzing data to understand better how consumers move
towards digital subscriptions, as well as patterns of sharing on e.g. Twitter.
Linking behavioral patterns to purchase behavior is a little more difficult, however, NYT are working on mobile tracking. Advertisers have been looking at The New York Times more as an attractive platform for brand advertising, and NYT has a much
more diverse audience when compared with e.g. financial newspapers like FT or
WSJ. NYT are looking more for textual and syntactic analysis of what people are
reading – “if I read a certain type of articles e.g. opinions, what other kind
of articles am I likely to read?” </span></span><span style="font-family: Verdana, sans-serif;">NYT has a
recommendation engine in place today, and are looking to do more with
recommendations later. It’s still early days in this process.</span></div>
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<span lang="EN-GB"><span style="font-family: Verdana, sans-serif;">As to the
innovation process within The New York Times Company it’s really everyone’s
task, including the newsroom, R&D and other departments of the company. Based on the inspiring visit and my daily reading experience of The Times things are looking good
and the researcher feels confident there is a bright future for quality
journalism. I’m really looking forward to the launch of new media concepts and
I wish NYT and the R&D Lab every success in finding the right trends and launching successful media services in the next few years.</span></span></div>
<!--EndFragment-->Anonymoushttp://www.blogger.com/profile/11512778551730671024noreply@blogger.com0tag:blogger.com,1999:blog-9138089658039751949.post-17507363495593612912013-03-26T01:09:00.003+02:002013-03-27T21:11:37.777+02:00Media Audiences and the concept of 'engagement'<span style="font-family: Verdana, sans-serif;">This month I have had the chance to spend some time in the USA interviewing media executives and exchanging thoughts with a leading academic researcher in the field of ´Media Audience Measurement´. <a href="http://business.fordham.edu/faculty/napoli/">Philip M. Napoli</a> is the Professor of Communication and Media Management at the Fordham Schools of Business. He has published a good number of research papers and has written five books, most recently "Audience Evolution: New Technologies and the Transformation of Media Audiences", published in 2011. Philip takes an active interest in movies and even considered becoming a screenwriter before he became actively involved with research in this field. Although knowledgeable in new technologies and information systems Professor Napoli states that he is a multi platform user himself and reads most of his academic books in print.</span><span style="background-color: white; font-family: Verdana, Arial, Helvetica, sans-serif; line-height: 17px; text-align: -webkit-left;"><br /></span>
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<span style="background-color: white; font-family: Verdana, Arial, Helvetica, sans-serif; line-height: 17px; text-align: -webkit-left;"><br /><span style="font-family: Verdana, sans-serif;">I enjoyed my day at the Fordham University campus located in the Bronx, New York. I had the privilege to attend classes with young students of computer sciences and media, and truly enjoyed the active dialog that took place in the morning class, discussing former WIRED editor Chris Anderson's book "</span><a href="http://www.amazon.com/Free-Future-Radical-Price-ebook/dp/B002DYJR4G" style="font-family: Verdana, sans-serif;">Free</a><span style="font-family: Verdana, sans-serif;">" (published in 2009). The discussion evolved around different business models for content, for instance the "Freemium" model of e.g. </span><a href="http://espn.go.com/" style="font-family: Verdana, sans-serif;">ESPN</a><span style="font-family: Verdana, sans-serif;"> (sports), </span><a href="http://www.hulu.com/" style="font-family: Verdana, sans-serif;">Hulu Plus</a><span style="font-family: Verdana, sans-serif;"> (Movies & TV shows) and Finnish gaming company </span><a href="http://bits.blogs.nytimes.com/2012/10/08/from-the-land-of-angry-birds-a-mobile-game-maker-lifts-off/" style="font-family: Verdana, sans-serif;">Supercell</a><span style="font-family: Verdana, sans-serif;"> (the game Clash of Clans is a high-grossing game, available on App Store for free, but you can buy tools and troops to help you win). The interesting finding was that in the morning class only one person was an advocate of free access to content, most of the others commented that they do subscribe to various media and tech services with a monthly payment. A few years ago the attitude towards paid content was quite different in class, according to Professor Napoli. In the afternoon we had a bigger class with focus on audience measurement.</span></span><br />
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<span style="font-family: Verdana, sans-serif;">I will now take the opportunity to discuss some of the <u><i>key terminology</i></u> used in the book "<a href="http://www.aejmc.org/topics/archives/3073">Audience Evolution</a>". For those interested in the media behavior of consumers and audience measurement I recommend that you read the whole book: it's available on <a href="http://www.amazon.com/Audience-Evolution-Technologies-Transformation-ebook/dp/B005VSIYUO">Amazon</a> as a Kindle edition and in print. The book deals with the changing media environment, where new technologies have provided audiences more choice and control in terms of when, where and how they consume their media. The new technologies and social media platforms have provided consumers with multiple opportunities to interact with their media, to provide feedback and to influence outcomes. And today user-generated content is a large part of the media content as consumers have become producers and distributors of content as well.<br /><br />"<u><i>Audience autonomy</i></u> refers to the extent to which the contemporary media environment provides audiences with unprecedented levels of control over not only what media they consume, but also when, where, and how they consume it; and also, increasingly, the extent to which audiences have the power to more than mere media consumers, becoming contributors to the media environment as well."<br /><br />The term "<i><u>media fragmentation</u></i>" refers to the technological processes that increase the range of content options available to media consumers". The notion fragmentation can be broken down further: "<u><i>inter-media fragmentation</i></u>" involves the growth of new delivery platforms e.g. for a magazine new mobile platforms including the tablet and the smartphone (look at for example <a href="http://insidesportsillustrated.com/tag/si-com/">Sports Illustrated</a> and the way they have built mobile applications for their iconic magazine and its special editions). The New York Times is published as a printed newspaper, online content can be read at <a href="http://www.nytimes.com/">NYTimes.com</a> and on Amazon's Kindle, on Flipboard and on any tablet or smartphone. <br /><br />"<u><i>Intra-media fragmentation</i></u> refers to the processes that subdivide choices within particular media technologies." In practice this means that consumers have more choice within e.g. TV media including multiple cable channels, satellite and onlinte content. Content is also to a certain extent disaggregating from the advertisements that have traditionally been embedded within it e.g. classified ads used to be part of a newspaper, now on they have emerged to <a href="http://www.craigslist.org/about/sites">Craigslist</a>. Or if you subscribe to <a href="http://www.netflix.com/">Netflix</a>, you do not need to bother about advertising interrupting your viewing of <a href="http://www.forbes.com/sites/gregsatell/2013/03/04/what-netflixs-house-of-cards-means-for-the-future-of-tv/">House of Cards</a> (a novel concept of producing a TV drama series for a subscription service only).<br /><br />In his book Professor Napoli also discusses the abundance of content in the universe: "Audience attention can now be dispersed across an unprecedented array of content options." This implies an increased "<u><i>Audience fragmentation</i></u>". Reference is made to the </span><a href="http://www.wired.com/wired/archive/12.10/tail.html" style="font-family: Verdana, sans-serif;">The Long Tail</a> <span style="font-family: Verdana, sans-serif;">article and book by WIRED's former editor Chris Anderson. Anderson wrote: "Forget squeezing millions from a few megabits at the top of the charts. The future of entertainment is in the millions of niche markets at the shallow end of the bitstream." Or in Napoli's words: "The dynamics of the new media environment enhance the importance, and even the revenue potential, of niche content relative to hits". In this context I could mention a new media concept launched this year in Finland. LongPlay is a platform for long form journalism, a start-up set up by Finnish journalists, where the business model is based on selling one single story each month at the cost of approx. 4 euros ($5). It remains to be seen how this business model will work, but the concept is novel.<br /><br />One argument that Professor Napoli states regarding business models is that the increased fragmentation of media content and the growing long tail puts pressure on monetization of new platforms: "As audiences for any individual piece of content migrate into newer delivery platforms, the ability of content providers to monetize them has been diminishing." </span><span style="font-family: Verdana, sans-serif;">The concept of </span><u style="font-family: Verdana, sans-serif;"><i>engagement</i></u><span style="font-family: Verdana, sans-serif;"> is not new. "For years this notion has hovered at the margins of media and advertising communities, taking its strongest hold within the context of the print media, as magazines and </span><span style="font-family: Verdana, sans-serif;">newspapers emphasized the engagement of their audiences in an effort to convince advertisers in the unique value of their readers. Today, however, the concept of engagement has moved from the periphery to the center of how media organizations and advertisers are thinking about audiences."</span><br />
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<span style="font-family: Verdana, sans-serif;">"Traditional audience information systems is generating substantial convent and discontent among advertisers, media buyers, and content providers. Many within the industry remain pessimistic that such efforts can successfully counter the forces working against traditional exposure metrics" e.g. number of "eyeballs", readers, viewers etc. "The time when ignorance was bliss has passed. If there is one term that recurs more than any other throughout the industry trade press, conferences, and conventions today, that term is </span><i style="font-family: Verdana, sans-serif;"><u>accountability</u></i><span style="font-family: Verdana, sans-serif;">."</span><br />
<span style="font-family: Verdana, sans-serif;"><br />Audience appreciation of the content they consume can today be expressed through a variety of means, such as the ratings and recommendations systems that audiences participate in via online content providers such as Amazon and Netflix, or community review and ratings sites such as <a href="http://www.rottentomatoes.com/">RottenTomatoes.com </a>and <a href="http://imdb.com/">IMDb.com</a>. (e.g. for movies and TV series). </span><br />
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<span style="font-family: Verdana, sans-serif;">FIGURE above: AUDIENCE DIMENSIONS from the book chapter </span><br />
<span style="font-family: Verdana, sans-serif;">EXPOSURE AND BEYOND: DECONSTRUCTING AUDIENCE BEHAVIOR </span></div>
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<span style="font-family: Verdana, sans-serif;"><span style="font-family: Verdana, sans-serif;"><br /></span></span></div>
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"In order to effectively address these emerging audience information systems, it is first important to thoroughly deconstruct the notion of audience behavior". Each of the elements above are explained in detail in chapter 3. of the book. The elements of engagement came about looking at what was happening in the media industries, the different elements are byproducts of exposure.</span></div>
<div>
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div>
<span style="font-family: Verdana, sans-serif;">What is more interesting is the metrics associated with engagement and behavioral responses to content. Attitude and emotions are part of behavioral responses, complementing more traditional exposure based metrics. </span></div>
<div>
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div>
<span style="font-family: Verdana, sans-serif;">Monetization requires improved measurement of audience engagement and for example tablet engagement will be measured by the members of MPA - The Association of Magazine Media in the U.S. MPA has published guidelines for measurement of engagement. Ref: Measuring Magazine Tablet Issues, </span><a href="http://www.magazine.org/" style="font-family: Verdana, sans-serif;">MPA</a><span style="font-family: Verdana, sans-serif;"> (interview with Chris Kevorkian, Chief Marketing and Digital Officer).</span></div>
<div>
<span style="font-family: Verdana, sans-serif;"><br /></span>
<span style="font-family: Verdana, sans-serif;">MPA has recommended five initial metrics for use by magazine publishers, agencies and advertisers. These metrics are for exposure-driven engagement only, even if it could be argued that the frequency of reading an issue is telling something about emotional engagement to the magazine content. Chris Kevorkian comments that MPA research shows that magazine readers continue to engage with their tablet editions as long as a month after the on-sale date of the publication: </span></div>
<div>
<ol>
<li><span style="font-family: Verdana, sans-serif;">total consumer paid digital issues (subscriptions and digital paid issues)</span></li>
<li><span style="font-family: Verdana, sans-serif;">total number of readers per issue (issues opened by individual devices)</span></li>
<li><span style="font-family: Verdana, sans-serif;">total number of sessions per issue (aggregate number of times an issue was accessed)</span></li>
<li><span style="font-family: Verdana, sans-serif;">total amount of time spent per reader per issue (time spent on average with an issue across the total audience)</span></li>
<li><span style="font-family: Verdana, sans-serif;">average number of sessions per reader per issue (the average number of times each reader accessed the issue)</span></li>
</ol>
</div>
<div>
<span style="font-family: Verdana, sans-serif;">It's still early days in research of the measurement of engagement ("stickiness") and there needs to be a better understanding of what this means to advertisers. There are many definitions of the concept of engagement, but it is still open to multiple interpretations. Measurement of engagement has been too much about "outdated silo models" specific for exposure on one delivery channel only e.g. Radio, TV, magazines, newspapers, online. Today content is consumed on a multiple of media platforms.<br /><br />Multitasking is a challenge, as set-top boxes do not measure what people do while they are watching a TV show or movie. Panels are required to find out what people really think of the content, and whether they are engaged with advertising of just "fast forwarding" to skip ads on their DVRs.<br /><br />Measurement systems are not keeping up with the rapid development of new platforms and mobile technology. Professor Napoli thinks this is a real challenge, although both <a href="http://comscore.com/">comScore</a> and <a href="http://nielsen.com/">Nielsen</a> are working on new measurement systems. In Scandinavia we have a forward-looking firm named <a href="http://enreach.me/">Enreach</a> specializing in audience targeting and audience engagement reporting (Enreach is located in Helsinki and Stockholm). <br /><br />The problem according to Professor Napoli is that some of the new software is looking like "spyware" getting into individual's activities and even transactional behavior. The research firms are unwilling to give data to academic researchers, they have their own experts and are cautious about giving out any amount of data. There is more interest from commercial firms concerning methodological research in order to improve methods. <br /><br />Are magazines better placed to target audiences than newspapers? Magazines are a much more fragmented media by definition. Also more international, when you compare with a regional newspaper like Boston Globe. Magazines have a long history of content based targeting and their online content has potential for global reach, depending on the demographics of their particular content e.g. movie magazines and magazine content dealing with global sports like snowboarding. Philip likes the movie magazine <a href="http://www.empireonline.com/">Empire </a>both in print and in his Facebook feed. That is a targeted magazine for movie lovers with an online service and social media platforms to support it. Movies can be equally engaging in magazine format.</span></div>
<div>
<span style="font-family: Verdana, sans-serif;"><br /></span>
<span style="font-family: Verdana, sans-serif;">I thank Philip Napoli warmly for the interview and the opportunity to attend classes at Fordham University. I will be coming back to the subject of measurement of engagement and behavioral responses to content in further blog posts.</span></div>
Anonymoushttp://www.blogger.com/profile/11512778551730671024noreply@blogger.com0tag:blogger.com,1999:blog-9138089658039751949.post-17849292051670219572013-03-10T20:47:00.000+02:002013-03-10T20:47:42.619+02:00Infographic: Start-up media purchasing habits
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<span style="font-family: Verdana, sans-serif;"><i><span lang="EN-GB" style="color: green; font-size: 16.0pt; mso-bidi-font-size: 12.0pt;">Infographic</span></i><span lang="EN-GB" style="color: green; font-size: 16.0pt; mso-bidi-font-size: 12.0pt;"> <o:p></o:p></span></span></div>
<div class="MsoNormal">
<span lang="EN-GB" style="font-size: 16.0pt; mso-bidi-font-size: 12.0pt;"><span style="font-family: Verdana, sans-serif;">Start-ups yearn for print media coverage but won’t pay for it</span></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-GB"><span style="font-family: Verdana, sans-serif;">Start-ups’ have a high need for all kinds
of publicity and media coverage but they generally avoid paid advertising
channels. Instead they focus on their own and earned channels. This is no
surprise considering typical start-ups’ <a href="" name="_GoBack"></a>limited marketing
budgets. Conversely, they still value traditional media coverage, especially
newspaper coverage. </span></span></div>
<div class="MsoNormal">
<span lang="EN-GB"><span style="font-family: Verdana, sans-serif;"><br /></span></span></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj8MzO61B8KVfdCRn5nEZMj-c5MAk1D0Otus5vokLu1pCzeaHyVPJrbuUFb0balz8cMudcXbYykFFeJjX8D7CWTmsY76YMl56IngL0dmWolKlS1gptmBWZUR769mhDKfLC23RB-oOZFSBI/s1600/Infographic.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="392" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj8MzO61B8KVfdCRn5nEZMj-c5MAk1D0Otus5vokLu1pCzeaHyVPJrbuUFb0balz8cMudcXbYykFFeJjX8D7CWTmsY76YMl56IngL0dmWolKlS1gptmBWZUR769mhDKfLC23RB-oOZFSBI/s400/Infographic.png" width="400" /></a></div>
<div class="separator" style="clear: both; text-align: center;">
<span style="font-family: Verdana, sans-serif;">You can download the infographic from <a href="https://docs.google.com/file/d/0B3HhKZ3IEkrfZW9aNllyWVNNUm8/edit?usp=sharing">here</a>.</span></div>
<div class="MsoNormal">
<span lang="EN-GB"><span style="font-family: Verdana, sans-serif;"><br /></span></span></div>
<div class="separator" style="clear: both; text-align: left;">
<span style="font-family: Verdana, sans-serif;">The infographic
findings are based on a summary of six case studies of start-up companies’
media purchasing patterns. Idean prepared the study with Project Manager and Doctoral
candidate Timo Ketonen from Åbo Akademi University.</span></div>
<div class="MsoNormal" style="text-align: left;">
<br /></div>
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<span lang=EN-GB style='color:green'>Download your own
copy of the infographic <u>here.</u><o:p></o:p></span></p>
</div>
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</v:shape><![endif]--><!--[if !vml]--><!--[endif]--><span lang="EN-GB"><span style="font-family: Verdana, sans-serif;">In addition to the advertising spending, the infographic looked at
the total marketing and communication mix. A typical mix included newsletters,
company blogs, press releases, SEO, seminar presentations, social networks as
well as coverage on newspapers, magazines, online news and video sharing
services. We found that search engine marketing and display advertising stood
out from paid channels, although the company’s focus was still on own and
earned channels. </span></span></div>
<div class="MsoNormal" style="text-align: left;">
<br /></div>
<div class="MsoNormal" style="text-align: left;">
<span lang="EN-GB"><span style="font-family: Verdana, sans-serif;">We also asked which channels had the
strongest influence on each company’s success. The start-ups were most united
on their own company websites and newspaper coverage’s impact on their success.
If the companies would have the power, money and time then they would typically
focus more on newspaper coverage, company blogs and seminar presentations. </span></span></div>
<div class="MsoNormal" style="text-align: left;">
<br /></div>
<div class="MsoNormal" style="text-align: left;">
<span lang="EN-GB"><span style="font-family: Verdana, sans-serif;">All in all, this is again bad news for the
traditional media sales executives. If and when these currently young and small
companies are one day the wealthy engines of our economy then traditional
advertising will not be among the first options in their channel mix. </span></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-GB"><span style="font-family: Verdana, sans-serif;">Kalle Snellman</span></span></div>
<div class="MsoNormal">
<span lang="EN-GB"><span style="font-family: Verdana, sans-serif;">Senior Strategist - <a href="http://www.idean.com/">Idean</a></span></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-GB"><span style="font-family: Verdana, sans-serif;">Timo Ketonen</span></span></div>
<div class="MsoNormal">
<span lang="EN-GB"><span style="font-family: Verdana, sans-serif;">Project Manager and Doctoral candidate -
<a href="http://edge.abo.fi/">Åbo Akademi University</a></span></span></div>
<!--EndFragment-->Anonymoushttp://www.blogger.com/profile/11512778551730671024noreply@blogger.com0tag:blogger.com,1999:blog-9138089658039751949.post-27985572124079102222013-02-24T13:05:00.000+02:002013-04-07T21:12:37.743+03:00London Calling - interviews with media icons in the U.K.<span style="background-color: white; color: #333333; font-family: Verdana, sans-serif; line-height: 18px;">The beginning of the year has been quite a busy time for my research: a good number of interviews has been conducted with media executives in Finland, Sweden and the U.K. I have also continued my literature review and writing of the theory chapter about audience evolution and media consumer behavior for my PhD thesis. </span><br />
<span style="font-family: Verdana, sans-serif;"><span style="background-color: white; color: #333333; line-height: 18px;"><br /></span>
<span style="background-color: white; color: #333333; line-height: 18px;">Key findings from the international interviews will be reported in the next few blog posts during the spring. </span></span><span style="background-color: white; color: #333333; font-family: Verdana, sans-serif; line-height: 18px;">Below are only some of the highlights from the discussions in London in the past week. A deeper analysis will follow later when all the interviews have been properly transcribed.</span><br />
<span style="font-family: Verdana, sans-serif;"><br /></span>
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEghf2jfrAzMBkJ9c56rmO3QCuyDl3yZBCrRYtu9-jGEwW8Nd8uTgaqAO_m980X-2j4a3lin7lW7WiBEidcVy0chC8Qxf8c2aM_onbFMQQNulzsdoVdhGrb6Wyw9eS_IBm85FL8qprg8foo/s1600/IMG_1722.JPG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="480" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEghf2jfrAzMBkJ9c56rmO3QCuyDl3yZBCrRYtu9-jGEwW8Nd8uTgaqAO_m980X-2j4a3lin7lW7WiBEidcVy0chC8Qxf8c2aM_onbFMQQNulzsdoVdhGrb6Wyw9eS_IBm85FL8qprg8foo/s640/IMG_1722.JPG" width="640" /></a></div>
<span style="font-family: Verdana, sans-serif;"><br style="background-color: white; color: #333333; font-size: 13px; line-height: 18px;" /></span><span style="background-color: white; color: #333333; font-family: Verdana, sans-serif; font-size: 13px; line-height: 18px;"><br /></span><span style="background-color: white; color: #333333; font-family: Verdana, Geneva, sans-serif; line-height: 18px;"></span><span style="background-color: white; color: #333333; font-family: Verdana, sans-serif; line-height: 18px;">The interviews in London focused on picking the brains of media executives and strategists at The Economist, The Financial Times and The Guardian, with a particular insight of their 'Digital First Strategy'. All of the publishers have been actively developing a multichannel publishing strategy with various apps for smartphones and tablets. However, whilst The Guardian and The Economist have a like for "native apps" </span><span style="background-color: #fce5cd; color: #333333; font-family: Verdana, sans-serif; line-height: 18px;">the 125-year old <a href="http://ft.com/">Financial Times</a> is reporting success with its web app. The FT is quite progressive with investment into its digital platforms and sees the future of the newspaper as digital without the shade of a doubt.</span><br />
<span style="background-color: #fce5cd; color: #333333; font-family: Verdana, sans-serif; line-height: 18px;"><br /></span>
<span style="background-color: #fce5cd; font-family: Verdana, sans-serif;"><span style="color: #333333; line-height: 18px;">Although the circulation for the printed newspaper has been sliding down the FT has its largest readership ever and FT's audience is comprising </span><span style="color: #333333;"><span style="line-height: 18px;">of wealthy and powerful people across the globe. According to Jon Slade, Commercial Director, FT provides "actionable content" to a quality audience. </span></span><span style="color: #333333; line-height: 22px;">The FT has a combined print and online average daily readership of 2.1 million people worldwide and </span><span style="color: #333333; line-height: 22px;">a combined paid print and digital circulation of more than 600,000 according to latest public figures presented on the <a href="http://aboutus.ft.com/corporate-information/ft-company/#axzz2Lp7vso5e">FT website</a>. Digital subscribers now represent a larger portion than the circulation of the printed newspaper. FT reported that 15% of the digital subscriptions had come from mobile platforms which accounts for 30% of all traffic. App usage is growing particularly fast among the 25-34 year old people, which is good news with regard to the future of readership.</span></span><br />
<span style="background-color: #fce5cd;"><br /></span>
<span style="background-color: #fce5cd; color: #333333; font-family: Verdana, sans-serif; line-height: 18px;">Measurement of audience behavior with regard to job title and personal interests is of particular relevance to FT, allowing consultancy to advertisers utilizing an analytics tool called 'Deep View'. In this way FT can help advertisers to direct the right story to targeted audiences at the right time. However, print is not dead, as the FT still provides a good platform for premium advertising with its print subscription base of 275,375 as of January 2013. In a subsequent article in The Guardian reporting on <a href="http://www.guardian.co.uk/media/2013/feb/25/pearson-ft-sale-digital-subscriptions">FT owner Pearson's financial results</a> it was stated that "advertising was generally week with poor visibility into the future, but the FT increased its market share in mobile, luxury and business education. Digital revenues benefited from the launch of FTSmartMatch, which automatically generates tailored content from the user while they are reading FT news stories."</span><br />
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<span style="color: #333333; line-height: 18px;">The screen shot below is of the FT app on my iPad on the date of the interview.</span></span></span><span style="background-color: #fff2cc; color: #333333; font-family: Verdana, sans-serif; line-height: 18px;"> </span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiMD35j_atihG52ZQzaHWG84dwYCXDYiGGHFbxSvB7T3-oqADzvEOcWjO4yuLuSXEoarmHJUzQFn1MC5arpVFZEycXnz8pfNJ6S8iFgCwVNUcjls-Wq3IJaAkzY2rYTEgYOdQPir9rW3Nc/s1600/IMG_0065.PNG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="640" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiMD35j_atihG52ZQzaHWG84dwYCXDYiGGHFbxSvB7T3-oqADzvEOcWjO4yuLuSXEoarmHJUzQFn1MC5arpVFZEycXnz8pfNJ6S8iFgCwVNUcjls-Wq3IJaAkzY2rYTEgYOdQPir9rW3Nc/s640/IMG_0065.PNG" width="480" /></a></div>
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<span style="font-family: Verdana, sans-serif;"><span style="background-color: white; line-height: 18px;">I also enjoyed the interviews at Guardian Media Group (GMG) and The Guardian Media Network. GMG boasts what I would like to call a 'portfolio strategy' of content available in multiple channels and a website based on an open model. </span><a href="http://www.guardian.co.uk/" style="line-height: 18px;">The Guardian</a><span style="background-color: white; color: #333333; line-height: 18px;"> still believes in an open website i.e. there is no 'paywall' in place. The website is one of the most popular for news in the world with its approx. 70 million monthly visitors. This gives "good advertising income" according to Matt McAlister, the former Director of Digital Strategy </span></span><span style="background-color: white; color: #333333; font-family: Verdana, sans-serif; line-height: 18px;">and now responsible for digital business at GMG. A large portion of the visitors to the website are from the U.S., where The Guardian is not available in print at all. A full set of well designed apps are available for all smartphones and tablets, and The Guardian's content is also available on news aggregators like Flipboard, as well as an app on Facebook. </span><br />
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<span style="background-color: white; color: #333333; font-family: Verdana, sans-serif; line-height: 18px;">The Guardian has also been a forerunner in crowdsourcing of content and data journalism, its open days have been much appreciated. Now the focus is on development of new apps including crowd curated content - these will be reported on as and when they are released.</span><br />
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<span style="font-family: Verdana, sans-serif;"><span style="background-color: white; line-height: 18px;">On</span><span style="background-color: white; line-height: 18px;"> Thursday of this week I had the pleasure to ta</span><span style="background-color: white; line-height: 18px;">ke part in a panel discussion regarding new subscription models arranged by </span><a class="g-profile" data-gapiattached="true" data-gapiscan="true" data-onload="true" href="http://plus.google.com/102466530841238731552" style="line-height: 18px; text-decoration: none;" target="_blank">+Chris Smith</a>, Content coordinator<span style="background-color: white; line-height: 18px;"> at</span><span style="background-color: white; line-height: 18px;"> </span><a href="http://www.guardian.co.uk/media-network">The Guardian Media Network</a><span style="background-color: white; line-height: 18px;">. The Guardian Media Network is a resource for the media and technology professionals, offering commentary and dynamic community engagement e.g. live panels and the annual "Changing Media Summit". This year the <a href="http://www.guardian.co.uk/media-network/changing-media-summit">Changing Media Summit</a> takes place on March 21-22 in London, and can be followed live on the Guardian Media Network.</span></span><br />
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<span style="background-color: white; color: #333333; font-family: Verdana, sans-serif; line-height: 18px;">The discussion about new subscription models and 'paywalls' was a very useful experience and my first live panel on Google hangout. You can watch the panel on YouTube by clicking <a href="http://www.guardian.co.uk/media-network/media-network-blog/2013/feb/18/live-paywalls-subscriptions-digital-content">the link</a> to the discussion. This was also a good opportunity for networking. I hope to see more of this kind of international hangouts - The Guardian is very good at arranging events for various professional audiences and the Media Network is a good example of this.</span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiga-ZqqD9nvWTY1tyoGhgETiWsokJnIy2hc-bN9x9XhalkoqhCgTPTnYZWRIKyuygKEPnW1wTysAtaxgqykTG8yt4eRODY9V5pF2tvzCPKyMexwpMjyJGsS1jrdERiZb9-27DTlpZmJEU/s1600/IMG_1729.JPG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="480" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiga-ZqqD9nvWTY1tyoGhgETiWsokJnIy2hc-bN9x9XhalkoqhCgTPTnYZWRIKyuygKEPnW1wTysAtaxgqykTG8yt4eRODY9V5pF2tvzCPKyMexwpMjyJGsS1jrdERiZb9-27DTlpZmJEU/s640/IMG_1729.JPG" width="640" /></a></div>
<span style="font-family: Verdana, sans-serif;"><br style="background-color: white; color: #333333; font-size: 13px; line-height: 18px;" /></span><span style="background-color: white; color: #333333; font-family: Verdana, sans-serif; line-height: 18px;"></span><span style="background-color: white; color: #333333; line-height: 18px;"></span><span style="background-color: white; color: #333333; font-family: Verdana, sans-serif; line-height: 18px;">Another interesting discussion took place with Nick Blunden, Global Digital Publisher at The Economist. The publication is quite an institution, established in </span><span style="background-color: white; color: #333333; font-family: Verdana, sans-serif; line-height: 18px;">1843. It took The Economist 160 years to get to 1 million print subscriptions and only 9 more years to reach a total of more than 1.5 million subscribers (latest publicly available figure is 1,554,949 representing the total average print and paid digital editions circulation from January to June in 2012). The Economist hope to reach 2 million in total subscriptions "in the next few years". Focus has from the very beginning been on international affairs and trade, a sound base for the interests of a global audience today. As mentioned in a recent </span><a href="http://www.guardian.co.uk/media-network/media-network-blog/2012/mar/12/trust-key-media-owners-andrew-rashbass-economist-ceo" style="font-family: Verdana, sans-serif; line-height: 18px;">interview with Andrew Rashbass</a><span style="background-color: white; color: #333333; font-family: Verdana, sans-serif; line-height: 18px;">, CEO of The Economist Group, 'trust' and transparency is the core of the content of each issue. </span><br />
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<span style="background-color: white; color: #333333; font-family: Verdana, sans-serif; line-height: 18px;">The Economist presents impressive numbers for its special content in the digital ecosystem: 9.5 million online visitors per month, and already approx. 660,000 active weekly app users for the mobile platforms. The Social Media sites show quite high figures for the likes and followers of The Economist. </span><span style="background-color: white; color: #333333; font-family: Verdana, sans-serif; line-height: 18px;">Digital income represents a significant proportion of total revenue at approx. 30% for The Economist Group. The share of print is declining, but Nick is still rather bullish about the future of print and thinks The Economist will still have a print edition in 10 years time.</span><br />
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<span style="background-color: white; color: #333333; font-family: Verdana, sans-serif; line-height: 18px;">As to audience measurement The Economist tracks downloads, but behavioral tracking is not yet done in depth. However, reader panels are conducted on a regular basis. For the near future<i> top priorities include development of the mobile web and new apps to guarantee availability on all relevant mobile platforms</i>. Advertising is becoming much more a targeted process, according to Nick Blunden, who has a background of heading an advertising agency prior to joining The Economist a few years ago. Advertising seems to work rather well on the tablet editions for premium advertisers, e.g. Intelligent Life magazine published by The Economist is free on the iPad sponsored by Credit Suisse.</span><br />
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<span style="background-color: white; color: #333333; font-family: Verdana, sans-serif; line-height: 18px;">The screen shot shown below is from The Economist special report on The Nordic countries, February 2nd 2013.</span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgAXQPL5w6Br0rJcf0AK_EmSkxlVvHaa6N0Z1KsRkgMVxtLlUD59GsrOXTDnjmufEAb-rnsCUN1KFut6V9v3PiyzhidDhhIusKUN5QkBM8cYlDYv3_ymKevf-QB3B8JQ4K10n_1x5S2nxM/s1600/IMG_0052.PNG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="480" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgAXQPL5w6Br0rJcf0AK_EmSkxlVvHaa6N0Z1KsRkgMVxtLlUD59GsrOXTDnjmufEAb-rnsCUN1KFut6V9v3PiyzhidDhhIusKUN5QkBM8cYlDYv3_ymKevf-QB3B8JQ4K10n_1x5S2nxM/s640/IMG_0052.PNG" width="640" /></a></div>
<span style="background-color: white; color: #333333; font-family: Verdana, sans-serif; line-height: 18px;"><br /></span><span style="background-color: white; color: #333333; font-family: Verdana, sans-serif; line-height: 18px;">At the end of March I will interview leading U.S. publishers like Hearst and The New York Times. I will also deepen my understanding of 'Media Audience Evolution' and the concept of 'audience autonomy' with a little help from Professor Philip M. Napoli, a media researcher and Professor at <a href="http://www.fordham.edu/academics/office_of_research/research_centers__in/center_for_communica/people/philip_napoli_26551.asp" style="color: #826b00; text-decoration: none;">Fordham University</a>. Hope to get more food for thought for my theoretical part of the thesis, as well as practical findings on media development in USA.</span><br />
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<span style="background-color: white; color: #333333; line-height: 18px;">In the meantime have a nice springtime - I hear it's just around the corner although there's still snow here in Finland. Today was actually a great day for cross-country skiing. But that's another story.</span></span>Anonymoushttp://www.blogger.com/profile/11512778551730671024noreply@blogger.com0tag:blogger.com,1999:blog-9138089658039751949.post-4911421314367974852013-01-31T20:29:00.000+02:002013-03-23T14:19:38.183+02:00Polestar in Sweden<br />
<span style="font-family: Verdana, sans-serif;">Sometimes I really feel privileged as a researcher when I get the opportunity to meet new people who are prepared to change the world. Well, if not the world, at least these guys seem to know how to transform the media business in Scandinavia. This kind of a feeling struck me as I boarded the plane back to Stockholm on the way back from the northern city of Umeå in Västerbotten, Sweden.</span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhkSwh-7NSUNF5lSu4afhiwGsbs5vPuz52NndPY-E6MTbR9A9qAxMY5WYmwe1-UIYQbrJZkmfMzf-tN7hQ2GIaIS5Lqn_EQEiqPiupt8185Lo8fIKhhlJ3YW6Ws9-OPhvvFO1OtGC-saDA/s1600/Umea%CC%8A+flygplats.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="480" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhkSwh-7NSUNF5lSu4afhiwGsbs5vPuz52NndPY-E6MTbR9A9qAxMY5WYmwe1-UIYQbrJZkmfMzf-tN7hQ2GIaIS5Lqn_EQEiqPiupt8185Lo8fIKhhlJ3YW6Ws9-OPhvvFO1OtGC-saDA/s640/Umea%CC%8A+flygplats.png" width="640" /></a></div>
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<span style="font-family: Verdana, sans-serif;">The visit took place in early January at <a href="http://www.vk.se/"><span style="color: #0433ff;">Västerbottens-Kuriren</span></a> (VK), where I was welcomed by Sture Bergman, CEO of VK-koncernen (VK Media Group) and Ingvar Näslund, Editor-in-Chief of VK. VK Media Group comprises of two newspapers – namely VK and <a href="http://www.folkbladet.nu/"><span style="color: #0433ff;">Folkbladet</span></a> published in the north of Sweden, in the city of Umeå and its surroundings, as well as a ‘freebie’ named <a href="http://totaltumea.se/">Totalt Umeå</a>, <a href="http://nojesmagasinet.se/">Nöjesmagasinet</a> and some external brands where VK are resellers (Daily, Mix Megapol and Radio Rix). All except for Daily, a printing company, are directly related to media content. Sture Bergman is a former Editor-in-Chief, who has initiated a big cultural change as part of his job as CEO. The cultural change has been well reported in the <a href="http://www.inma.org/"><span style="color: #0433ff;">INMA</span></a> publication ‘Ideas – the magazine of newsmedia marketing’ in January, 2012. </span><br />
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<span style="font-family: Verdana, sans-serif;">Sture claims that the conditions of corporate culture at VK and other media firms has been characterized by conditions in their market, which is part of the history of how newspapers have evolved in the local and regional community. </span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhdgjw9227MsXSfx3j66D6VLzhYAb-MGukWTSgwcIuoLiXzXLcP1-Nh2Au3f_V5vr2NaawUYuoqwRf2YyTMNjXKhCcgrai9g4IZHBE6TZHMdlgw5XK9Tmo98IFqfzXlSAnMtG945hr-TeE/s1600/Va%CC%88sterbottens+folkblad.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="384" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhdgjw9227MsXSfx3j66D6VLzhYAb-MGukWTSgwcIuoLiXzXLcP1-Nh2Au3f_V5vr2NaawUYuoqwRf2YyTMNjXKhCcgrai9g4IZHBE6TZHMdlgw5XK9Tmo98IFqfzXlSAnMtG945hr-TeE/s640/Va%CC%88sterbottens+folkblad.png" width="640" /></a></div>
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<span style="font-family: Verdana, sans-serif;">The most important aspect towards change is insight, i.e. becoming aware of the need for change. Fundamental change cannot happen if people do not really understand why it is necessary, both on an individual and an organizational level. Sture and his management team carried out a survey and found that VK is a company with a hierarchic culture, where clans rule characterized by internal relationships and processes. The cultural change was driven by the need to focus on the customers, both readers and advertisers and their changing needs – in order to establish an 'innovation culture' driven by entrepreneurship</span><span style="font-family: Verdana, sans-serif;">. The market conditions are well described in the picture below (Ref. INMA ideas).</span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEixz-8M97zfuDXdndBEhVM6aBoAu7ZhocRdS2-xi7Szp-fenypnewfLgybXrXNHM9l5k9kYV1PW_c00HGOXSLB5Z__SFVTZ6-DsNq0hjYJQ1trIGAF54fA2fCdxxa4QvzNLXFbbRcfScCw/s1600/Market+conditions.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="281" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEixz-8M97zfuDXdndBEhVM6aBoAu7ZhocRdS2-xi7Szp-fenypnewfLgybXrXNHM9l5k9kYV1PW_c00HGOXSLB5Z__SFVTZ6-DsNq0hjYJQ1trIGAF54fA2fCdxxa4QvzNLXFbbRcfScCw/s400/Market+conditions.png" width="400" /></a></div>
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<span style="font-family: Verdana, sans-serif;">The management program was initiated in 2011 with a focus on being at the forefront of development. The objective has been to generate a passion for experimentation and new ideas. All the departments were moved into the same office and on the same floor (including previously competing newspapers VK and Folkbladet) – without any silos or walls between functions. VK editorial departments now work with customer segments and are basing publishing decisions on their situations and need for information. The key questions asked include: a) what stories should be published and where, b) the right platform for various information and news, and c) how to combine different platforms to maximize reach over a day and a week? This kind of development is also encompassing the mobile and online services, where a new kind of a ‘semantic web approach’ is in progress.</span><span style="font-family: Verdana, sans-serif;"> </span></div>
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<span style="font-family: Verdana, sans-serif;">Any decision on a ‘paywall’ will be based on producing enough relevant and valuable content to each reader (or customer segment). This is a true challenge and requires a lot of proactive thinking and data analysis, which was not taking place previously. Measurement was traditionally based on the number of readers of print and online visitors. VK ranks among the top Swedish online sites for news, in spite of its focus on the north of Sweden.</span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjxPCHA_FR_sNbBVMW_PhIquUfJNZDeFsa7k0O7qQiQG747u_onCMzs4bLRCzIKo9XzIWHfKGhGIRH7eJGJ_qaallGI1fqFJL7oj7w_SEjCHb62n8I3XbYG7eGFEGx-lyFLGvjqanNd3iw/s1600/Ra%CC%88ckvidd.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="256" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjxPCHA_FR_sNbBVMW_PhIquUfJNZDeFsa7k0O7qQiQG747u_onCMzs4bLRCzIKo9XzIWHfKGhGIRH7eJGJ_qaallGI1fqFJL7oj7w_SEjCHb62n8I3XbYG7eGFEGx-lyFLGvjqanNd3iw/s640/Ra%CC%88ckvidd.png" width="640" /></a></div>
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<span style="font-family: Verdana, sans-serif;">The figure above describes <u>the regional reach</u> of </span><a href="http://vk.se/" style="font-family: Verdana, sans-serif;">VK.se</a><span style="font-family: Verdana, sans-serif;"> compared with </span><a href="http://aftonbladet.se/" style="font-family: Verdana, sans-serif;">Aftonbladet.se</a><span style="font-family: Verdana, sans-serif;">, the leading Swedish website (and an evening newspaper) owned by Schibsted.</span></div>
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<span style="font-family: Verdana, sans-serif;">Print is not forgotten – VK are developing and launching new printed products and has recently invested in an upgrade of the printing press. Sture Bergman is pictured in the printing plant during my visit. I still like the smell of ink!</span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjE-wdgpFk4FAHsI3KNAefuDGlCGZSLwZ2FAq_y_rVhuHpA7JK6MZZlh7uto11a1AQgieci66Bn6vflGyPzdplaLjrTqneYd_mlQmyinzNbnOAmZ968fUH8jEqfztMG3UU8stcrlPWiLnM/s1600/Sture+Bergman.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="480" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjE-wdgpFk4FAHsI3KNAefuDGlCGZSLwZ2FAq_y_rVhuHpA7JK6MZZlh7uto11a1AQgieci66Bn6vflGyPzdplaLjrTqneYd_mlQmyinzNbnOAmZ968fUH8jEqfztMG3UU8stcrlPWiLnM/s640/Sture+Bergman.png" width="640" /></a></div>
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<span style="font-family: Verdana, sans-serif;">What impressed me the most is that VK has </span><span style="font-family: Verdana, sans-serif; text-decoration: underline;">both</span><span style="font-family: Verdana, sans-serif;"> a passion for development </span><span style="font-family: Verdana, sans-serif; text-decoration: underline;">and</span><span style="font-family: Verdana, sans-serif;"> a structured approach towards funneling new ideas into projects that can actually be launched commercially. As Sture put it he wants “200 ideas to select from, not only 2 as was the case in the past”. This emphasizes the management effort of getting everyone on board. Sture has also recruited new resources on his management team from other industries e.g. HRD Manager (with a background in ICA, Swedish largest retailer), a Development Manager (IT and telecom background) and a Sales and Marketing executive (from the other retailer Coop). And the proactive approach of the Editor-in-Chief underlines the importance of change within the editorial team.</span></div>
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<span style="font-family: Verdana, sans-serif;"><i><b>The project initiated by the management has taken place in three phases:</b></i> </span><br />
<span style="font-family: Verdana, sans-serif;">(i) Information and analysis; (ii) improvement of efficiency; and (iii) development. Needless to say efficiency is required in the changing media landscape, as Swedish local newspapers have generally lost both in reach and advertising income in the recent years. VK have managed to achieve flat figures with this regard, and have remarkably improved efficiency at the same time. </span><br />
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<span style="font-family: Verdana, sans-serif;"><b><i>Now the focus for the next three years is built around three main areas of development:</i></b></span><br />
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<li><span style="font-family: Verdana, sans-serif;">A new Business Model for online publishing.</span></li>
<li><span style="font-family: Verdana, sans-serif;">The development of ‘Totalt Umeå’, the weekly freebie, aimed at fortifying its position as #1 in view of local competition.</span></li>
<li><span style="font-family: Verdana, sans-serif;">A unique mobile service platform including editorial and commercial competence (new platform for a media service concept).</span></li>
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<span style="font-family: Verdana, sans-serif;">The main challenge remains the change of culture. In order to achieve overall success and to remain as profitable as VK has been, there is a real need for change in attitudes. The whole media group needs to turn from inside to focus on people and businesses on the outside. As Sture put it in his recent presentation at a Media Forum in Oslo:<i><b> “It is not enough that we know… It is not enough that we have to… We must have the will to… It’s scary! It’s inconvenient! It is difficult! But great fun!”</b></i></span><br />
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<span style="font-family: Verdana, sans-serif;">I wish VK and their staff every luck in the transformation. The attitude is right and I think we are looking at a true ‘Polestar’ – a future winner in media in Scandinavia. <i><b>It's all about attitude - agility - and a new innovative culture.</b></i></span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj_I-3DMl2bRIpIhya2yB1ZMUeBH_7YJjkippbqVYE06uOnDLUn2IEu8fLuxOj8xhqM2N8BtCWFExzqRsQFddBZjG99ZhuYuVusRSRrs-qZz4e2jbXexVUL67Gp0g2RT4TT_qvvkWz0EIQ/s1600/Sverige.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="482" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj_I-3DMl2bRIpIhya2yB1ZMUeBH_7YJjkippbqVYE06uOnDLUn2IEu8fLuxOj8xhqM2N8BtCWFExzqRsQFddBZjG99ZhuYuVusRSRrs-qZz4e2jbXexVUL67Gp0g2RT4TT_qvvkWz0EIQ/s640/Sverige.png" width="640" /></a></div>
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Anonymoushttp://www.blogger.com/profile/11512778551730671024noreply@blogger.com0tag:blogger.com,1999:blog-9138089658039751949.post-84347580120995983022012-12-30T18:34:00.001+02:002013-11-20T06:17:38.213+02:00'MEDIANOMICS' - will 2013 be a year of disruption?<span style="font-family: Verdana, sans-serif;"><i><b>This blog post has its focus on my research topic: <span lang="EN-GB">Media firms’ approach to find new
sources of revenue in the digital ecosystem, and the process of open
innovation. The blog post was updated 2013-02-24.</span></b></i></span><br />
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The year 2012 has most definitely been a year of transformation in the Media Industry across the globe. However, very few truly disruptive innovations have been identified as of yet. By disruptive I mean 'profitable new business models'. Some of the new concepts mentioned below are in their early days, launched during the fall of 2012.</span><br />
<span style="font-family: Verdana, sans-serif;"><br />
Right! - there have been a few remarkable new media platforms introduced this year, like the personalised <a href="http://bits.blogs.nytimes.com/2012/10/11/a-new-ipad-browser-surfs-the-web-so-you-dont-have-to/?smid=go-share">Rockmelt</a> browser for all media content on the iPad created by <a class="g-profile" href="http://plus.google.com/104918193155330158498" target="_blank">+RockMelt, Inc.</a> co-founded by its CEO <a class="g-profile" href="http://plus.google.com/101763737411787253584" target="_blank">+Eric Vishria</a> <span style="background-color: white; color: #333333; line-height: 21px; text-align: left;">and financed by Netscape alumni including Marc Andreessen</span>. An image of my personalized view of recently read and shared media content is found below.</span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg6JmW97eLAfPf7s4ul9WWNdZrfgTISzy6CRh0me5YYYoc0kaAn1M9gwjnizJQoW7vy_JcEnF6wQc9dB7V7UzhWAdGdM7pK0qO6M2Pgb_YAZOQKygiD-cmUTO4LqYlmVEFXbab4xUGhkdQ/s1600/IMG_0025.PNG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="480" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg6JmW97eLAfPf7s4ul9WWNdZrfgTISzy6CRh0me5YYYoc0kaAn1M9gwjnizJQoW7vy_JcEnF6wQc9dB7V7UzhWAdGdM7pK0qO6M2Pgb_YAZOQKygiD-cmUTO4LqYlmVEFXbab4xUGhkdQ/s640/IMG_0025.PNG" width="640" /></a></div>
<span style="font-family: Verdana, sans-serif;"><br /></span><span style="font-family: Verdana, sans-serif;">Here in Finland we have seen a number of new things, this has been the busiest and perhaps most innovative year ever in the media business in Finland. New ways of curating content and HTML5-based web apps have been launched, namely a new weekly magazine concept named <a href="http://hbl.fi/plus">HBL+</a> by newspaper publisher KSF Media and several magazine apps, e.g. Suomen Kuvalehti and Tekniikan Maailma by <a href="http://otavamedia.fi/">Otavamedia</a>. In January 2013 we have witnessed the rebirth of <a href="http://hs.fi/">Helsingin Sanomat</a> in tabloid format, and the website and apps for mobile platforms were completely revamped by Sanoma News during 2012. The relaunch of Helsingin Sanomat also features magazine-like content in the newspaper on Thursdays an Saturdays, in order to complement the weekly and monthly supplements. </span><br />
<span style="font-family: Verdana, sans-serif;"><br /></span>
<span style="font-family: Verdana, sans-serif;">Another novelty in 2013 will be a new magazine for 50+ people based on 'service journalism' by <a href="http://www.aller.fi/fi/aller-median-uusi-aikakausbr%C3%A4ndi-suunnattu-aktiivisille-aikuisille">Aller Media</a>. The brand name is 'OMA AIKA' (Your Own Time) and the launch will be in March. The targeted audience for a 50+ media concept is comprised of people still active in working life, with grown-up children and time for consumption and pondering of the meaning of life. Aller has typically been very skilled in bringing social media platforms to the heart of their publishing concepts and it owns the popular <a href="http://suomi24.fi/">Suomi24.fi</a> platform, a website for all the Finnish people. </span><span style="font-family: Verdana, sans-serif;">The complete concept for OMA AIKA includes the printed magazine, a tablet edition and a website, as well as a competition for the best work place for 50+ people.</span><br />
<span style="font-family: Verdana, sans-serif;"><br /></span>
<span style="font-family: Verdana, sans-serif;">A new and interesting concept for paid content is <a href="http://longplay.fi/">Long Play</a>, producing one single long form story each month. Long Play is formed by a group of Finnish journalists and the Editor-in-Chief is Johanna Vehkoo. Long Play digs into interesting topics and represents a 'deep view' into current affairs in our society. The latest issue was published on February 20 and delivers a critical view of 'the Future of Finland' research project led by philosopher Pekka Himanen on behalf of the Finnish government. The article has led to a fierce debate in media and a flow of comments from the audience on several media websites and in social media.</span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEguoX3Wn8_ugLwonS4C66gPmygHz4ADJKbSa-9TsIbRtmqudnEGPnvGZVfRgP1UugE8gwKfhOggeAT8rMjBTTmIog74vuBb_m6vf4lYSbjkpuyWjQp66TeP0JjoJ446C2E9R592F20hAlE/s1600/Screen+Shot+2013-02-23+at+13.16.56.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="358" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEguoX3Wn8_ugLwonS4C66gPmygHz4ADJKbSa-9TsIbRtmqudnEGPnvGZVfRgP1UugE8gwKfhOggeAT8rMjBTTmIog74vuBb_m6vf4lYSbjkpuyWjQp66TeP0JjoJ446C2E9R592F20hAlE/s640/Screen+Shot+2013-02-23+at+13.16.56.png" width="640" /></a></div>
<span style="font-family: Verdana, sans-serif;"><br /></span>
<span style="font-family: Verdana, sans-serif;">It remains to be seen how successful these new applications and formats will be. Visually they are a big step in the right direction. Personally I like my content well designed on the new tablet and smartphone platforms, preferably with rich media content. The latest issue of HBL+ featured for example a review of the best music of the year with a link to the playlist on Spotify. The opening page to the review is shown below. This example represents what I'd like to call 'media as a service'. </span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgRSlyd07KVYEw5dQgofehhrDFzEmeWVjrmI5eaQiYgMItrO7WvZIXuBd8UGSvb1hT7Gza70RG7ZEcLxrM4fVgLb10AQ3BakKcpwF9YFRgVl0ehuPIL7AmxC2XLJoDa8zuoS-QrjThIEwY/s1600/IMG_0026.PNG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="480" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgRSlyd07KVYEw5dQgofehhrDFzEmeWVjrmI5eaQiYgMItrO7WvZIXuBd8UGSvb1hT7Gza70RG7ZEcLxrM4fVgLb10AQ3BakKcpwF9YFRgVl0ehuPIL7AmxC2XLJoDa8zuoS-QrjThIEwY/s640/IMG_0026.PNG" width="640" /></a></div>
<span style="font-family: Verdana, sans-serif;"><br /></span>
<span style="font-family: Verdana, sans-serif;">Looking at global media brands the trend towards transformation onto digital platforms is even clearer. Newspapers in the U.S. have been in crisis for a long time, as advertising (still bringing about two thirds of all income) coming back to the level of the 1950's. And this includes revenue from online advertising. The figure below goes without saying any further comment.</span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhMk0cCM-fSPBdZ-_RZr2oTy_7cLw7KutgSkUPxbFPazcZ6mnEhB9amJVmOQwcFdNXasNqyktoPhd4hUB6Meev28tFiPuRlehXo7vRRG85A2jzBEVMHmz8Co2wIbVKEPApCbH8rISTNdtc/s1600/Newspaper+Advertising+Revenue+US_1950+to+2012.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="440" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhMk0cCM-fSPBdZ-_RZr2oTy_7cLw7KutgSkUPxbFPazcZ6mnEhB9amJVmOQwcFdNXasNqyktoPhd4hUB6Meev28tFiPuRlehXo7vRRG85A2jzBEVMHmz8Co2wIbVKEPApCbH8rISTNdtc/s640/Newspaper+Advertising+Revenue+US_1950+to+2012.jpg" width="640" /></a></div>
<span style="font-family: Verdana, sans-serif;"><br /></span><span style="font-family: Verdana, sans-serif;">Global advertising spending is forecast to grow by 4.5% in 2013 according to ZenithOptimedia. Internet advertising will grow by 15%, more than three times faster than any other category. In absolute terms this means that the amount spent for online ads will surpass that for newspapers (print ads) for the first time. Print ads will fall for a third consecutive year. This development implies that the Media Industry restructuring will continue in 2013.</span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgIaVZV5QmgFLoEdVpx-W_XXGwC4nLk7-U59vsb7oL-vqd0W6xnJCO2flEO5jWIMg8Fz18wBQPO3krIjV-z86gUGW6p7qGeZrQ9Aa9ixD6PETrZ3ktLpZ3U09i-V2vywFwgS4RBLx4Qkfc/s1600/Global+advertising+spend_annual+change.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="400" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgIaVZV5QmgFLoEdVpx-W_XXGwC4nLk7-U59vsb7oL-vqd0W6xnJCO2flEO5jWIMg8Fz18wBQPO3krIjV-z86gUGW6p7qGeZrQ9Aa9ixD6PETrZ3ktLpZ3U09i-V2vywFwgS4RBLx4Qkfc/s400/Global+advertising+spend_annual+change.png" width="300" /></a></div>
<span style="font-family: Verdana, sans-serif;"><br /></span>
<span style="font-family: Verdana, sans-serif;">That's why m</span><span style="color: #262626; font-family: Verdana, sans-serif;">ore publishers are applying focus on increasing digital circulation
revenue e.g. The New York Times. Although advertising revenue has declined rapidly The New York Times has managed to build a large audience (NYT </span><span style="color: #262626; font-family: Verdana, sans-serif;">has more than 592,000 paid-for digital subscriptions
as of October, 2012). At this growth rate digital subscriptions
may surpass daily print subscriptions by early 2014. The long debated NYT
‘paywall’ looks like a bona fide success (only 10 articles per month are free).
NYT argue that many of the digital subscribers are new customers (the
researcher is one of them). This implies incremental revenue and a larger
subscriber base across the globe. As an avid reader of quality content I wish NYT every success with their new approach. They are working very hard to market the new subscription models. The pricing options are shown below and more info is available on the <a href="http://www.nytimes.com/subscriptions/Multiproduct/lp5558.html?campaignId=38869">NYT website</a>.</span><br />
<span style="font-family: Verdana, sans-serif;"><span style="color: #262626;"><br /></span></span>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgWulHtmxPX5HaKevNIoaGMNg357Tr8jAF3DixLRXk-hLzjFw1cDG4fEKnszqMNlo97NpaoKYL_0V_LSX5Hu5HLdeuQlZUIgyXNXh0qPFT7eBF42XSIoMvFo6q3vWRi89j7zgkFo_LnHm4/s1600/Screen+Shot+2012-12-30+at+17.55.45.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="387" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgWulHtmxPX5HaKevNIoaGMNg357Tr8jAF3DixLRXk-hLzjFw1cDG4fEKnszqMNlo97NpaoKYL_0V_LSX5Hu5HLdeuQlZUIgyXNXh0qPFT7eBF42XSIoMvFo6q3vWRi89j7zgkFo_LnHm4/s640/Screen+Shot+2012-12-30+at+17.55.45.png" width="640" /></a></div>
<span style="font-family: Verdana, sans-serif;"><span style="color: #262626;"><br /></span></span>
<span style="font-family: Verdana, sans-serif;"><span style="color: #262626;">A true success story on all digital platforms including online is <a href="http://www.economist.com/help/managedigitalsubscription">The Economist</a>. They focus on an audience who can 'trust' the quality content provided by the Publisher covering economics, finance, politics and new trends in technology, to name a few topics. The Economist is available on every digital platform including audio readings featured in its tablet and smartphone apps. </span><span style="color: #262626;">On December 3, 2012 The Economist announced its latest
alteration of the subscription model, granting access to digital-only
subscriptions and charging a premium to new print subscribers who want digital
access to the magazine. “We’ve got three choices now. There’s a print-only, a
digital-only and then a bundle,” Michael Brunt, VP of circulation, said explaining
that “people think it’s reasonable to pay a little more for both.” The mark-up
means that new print subscribers will pay the existing $127, but will have to
pay $160 if they want digital access too. One quarter of new subscribers are
choosing print or digital only, while half are choosing to buy the bundle. With
this three-tier pricing, </span><span style="color: #262626;">The Economist</span><span style="color: #262626;">
appears to have hit on a shrewd strategy to reinforce the value of its digital
content. </span></span><br />
<span style="font-family: Verdana, sans-serif;"><span style="color: #262626;"><i><b><br /></b></i></span>
<span style="color: #262626;"><i><b>And a fact is that the new ecosystem for media services </b></i></span><span lang="EN-US" style="color: #262626;"><i><b><span style="font-size: small;">- </span>formed
by devices and related operating systems, applications (native ‘apps’ for a
particular device) and related services such as HTML5-web applications
keeps growing rapidly. Mobile platforms are expect to surpass traditional desktop PC's and notebooks already in 2013.</b></i></span></span><br />
<span lang="EN-US" style="color: #262626;"><span style="font-family: Verdana, sans-serif;"><i><b><br /></b></i></span></span>
<span lang="EN-US" style="color: #262626;"><span style="font-family: Verdana, sans-serif;">The image below was featured in "The World in 2013", a special issue by The Economist. The orange diagram consists of Desktop and Notebook PC's and the green one of Smartphones and Tablets. Global installed base, bn units. For more information please refer to <a href="http://www.economist.com/theworldin/2013">The World in 2013 by The Economist</a>.</span></span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjbmUj3WrzRYabyEs0JKson4FieFm3kn1JXhE6T-zH4F-uTqKoJ_Ct0uiEH7YsJHCUS9nK3W1AYSikMbZxTkJEa33DWy2n2nBzpb3-PRv0IvQ08Ec0UjPDGaLIVSbyaAzcEDZhilvDNV2Q/s1600/IMG_0024.PNG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="480" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjbmUj3WrzRYabyEs0JKson4FieFm3kn1JXhE6T-zH4F-uTqKoJ_Ct0uiEH7YsJHCUS9nK3W1AYSikMbZxTkJEa33DWy2n2nBzpb3-PRv0IvQ08Ec0UjPDGaLIVSbyaAzcEDZhilvDNV2Q/s640/IMG_0024.PNG" width="640" /></a></div>
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<br />
<span style="font-family: Verdana, sans-serif;"><span style="color: #262626;">For a researcher 2013 will be a thrilling year. The question is will we see some new, truly disruptive innovations and new business models in the media business. </span>Will
Media firms thrive in the new ecosystem of smart devices and technologies? What
will be the implications of changing consumer behavior? Will content created by
professional journalists and photographers still be ‘King’ as it has been for
the past two centuries?</span><br />
<span style="font-family: Verdana, sans-serif;"><br />I will do my best to find out. For those interested just a few words about the Methodical issues for my research, as I am now entering into the second year of writing my PhD thesis.</span><br />
<b style="font-family: Verdana, sans-serif;"><u><span lang="EN-GB" style="font-size: small;"><i><br /></i></span></u></b>
<b style="font-family: Verdana, sans-serif;"><u><span lang="EN-GB" style="font-size: small;"><i>Research and Methodical issues</i></span></u></b><br />
<span style="line-height: 150%;"><span style="font-family: Verdana, sans-serif; font-size: small;"><br /></span></span>
<span style="line-height: 150%;"><span style="font-family: Verdana, sans-serif; font-size: small;">We have identified three research
questions:</span></span><br />
<span style="line-height: 150%;"><span style="font-family: Verdana, sans-serif; font-size: small;"><br /></span></span>
<span style="font-family: Verdana, sans-serif; text-indent: -17.85pt;">1. What are the strategic implications of technological
change with respect to the Media Industry, individual firm and consumer
behavior?</span><br />
<span style="font-family: Verdana, sans-serif; text-indent: -17.85pt;"><br /></span>
<span style="font-family: Verdana, sans-serif; text-indent: -17.85pt;">2. What implications do those changes have on firms’
abilities to generate new revenue streams in order to sustain their
profitability?</span><br />
<span style="font-family: Verdana, sans-serif; text-indent: -17.85pt;"><br /></span>
<span style="font-family: Verdana, sans-serif; text-indent: -17.85pt;">3. What are the specific requirements within a firm to
create the innovative new Business Models, and how is this leadership organized
to ensure profitability?</span><br />
<span style="font-family: Verdana, sans-serif;"><br /></span>
<span style="font-family: Verdana, sans-serif;">A major
business paradigm shift is underway. The key drivers of change include
behavioral as well as cost and technology related issues. The CEO’s dilemma –
and this goes for the whole Management Team including the Editors-in-Chief – is
to manage the present, selectively forget the past and to create the future –
all to make sure the business will last. (Adapted from “The CEO’s Role in
Business Model Reinvention”, by Vijay Govindarajan and Chris Timble, Harvard
Business Review).</span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgXX9t2Lxn9TEhuT7iY-jznXEdYF3Y27NtUui9lfjAe2OG6Vizm_445uq4e2G9Phcy-zeV0w4Te2S6Yj-WiPJlw-9zc-xzPb_SktLbD-Eq4tygWHCQeLNJ49APMB09BMZtAK3QFxHsWlDE/s1600/Key+Drivers+of+Change+and+CEO's+Dilemma.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="478" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgXX9t2Lxn9TEhuT7iY-jznXEdYF3Y27NtUui9lfjAe2OG6Vizm_445uq4e2G9Phcy-zeV0w4Te2S6Yj-WiPJlw-9zc-xzPb_SktLbD-Eq4tygWHCQeLNJ49APMB09BMZtAK3QFxHsWlDE/s640/Key+Drivers+of+Change+and+CEO's+Dilemma.png" width="640" /></a></div>
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<b style="font-family: Verdana, sans-serif;"><i><span style="color: #262626;"><br /></span></i></b>
<b style="font-family: Verdana, sans-serif;"><i><span style="color: #262626;">Key Drivers of Change</span></i></b><br />
<b style="font-family: Verdana, sans-serif;"><i><span style="color: #262626;"><br /></span></i></b></div>
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<!--[if !supportLists]--><span style="font-family: Verdana, sans-serif;">· <span style="color: #262626;">Consumer
Behavior (time spent on media and how media is consumed)<o:p></o:p></span></span></div>
<div style="margin-bottom: 6.0pt; margin-left: 1.0cm; margin-right: 0cm; margin-top: .1pt; mso-list: l0 level1 lfo1; mso-para-margin-bottom: .5gd; mso-para-margin-left: 1.0cm; mso-para-margin-right: 0cm; mso-para-margin-top: .1pt; text-indent: -18.0pt;">
<!--[if !supportLists]--><span style="font-family: Verdana, sans-serif;">· <span style="color: #262626;">Cost of
Print & Distribution (particularly the cost of physical distribution)<o:p></o:p></span></span></div>
<div style="margin-bottom: 6.0pt; margin-left: 1.0cm; margin-right: 0cm; margin-top: .1pt; mso-list: l0 level1 lfo1; mso-para-margin-bottom: .5gd; mso-para-margin-left: 1.0cm; mso-para-margin-right: 0cm; mso-para-margin-top: .1pt; text-indent: -18.0pt;">
<!--[if !supportLists]--><span style="font-family: Verdana, sans-serif;">· <span style="color: #262626;">Disruptive
Technology (the new ‘ecosystem’ with tablets and smartphones)<o:p></o:p></span></span></div>
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<!--[if !supportLists]--><span style="font-family: Verdana, sans-serif;">· <span style="color: #262626;">The
Change in Advertising (mass marketing vs. targeted marketing)<o:p></o:p></span></span></div>
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<span style="font-family: Verdana, sans-serif;"><br /></span>
<span style="font-family: Verdana, sans-serif;">These
Key Drivers will be discussed in more detail in one of the chapters of the
thesis. They are all interrelated and this interrelation will be argued in the
thesis. However, the change in consumer behavior (audience evolution) is the
one Key Driver that affects all of the three others, even the way consumers are
able to consume printed products in the future. The ‘Information Explosion’,
i.e. how many messages per day can we actually handle, has a lot to do with
consumer engagement in media and advertising content. As for print it may well
be a ‘luxury product’ in the long-term, for those who can afford to pay for it.</span><br />
<span style="font-family: Verdana, sans-serif;"><br /></span>
<span style="font-family: Verdana, sans-serif;">Will
Media firms thrive in the new ecosystem of smart devices and technologies? What
will be the implications of changing consumer behavior? Will content created by
professional journalists and photographers still be ‘King’ as it has been for
the past two centuries?</span></div>
<div style="margin-bottom: .1pt; margin-left: 0cm; margin-right: 0cm; margin-top: .1pt;">
<span style="font-family: Verdana, sans-serif;"><br /></span>
<span style="font-family: Verdana, sans-serif;">In the empirical study
conducted in four countries I will have a look at different approaches and
strategies. Many of the
forerunners are attempting to create the future by way of an active presence in
social media, engaging readers and advertisers; investing in a digital future
on multiple platforms; and by way of initiating open innovation together with
readers and partner networks. Time will tell if this approach will work – are
the forerunners the most successful ones or will the copy-cats make more money,
or alternatively vanish from the media landscape. </span></div>
<span style="font-family: Verdana, sans-serif;"><br /></span>
<span style="font-family: Verdana, sans-serif;">The aim is to carry out a qualitative study based on
interviews with Media experts in four countries. A greater number of the
interviews are taking place in Finland, with similar interviews to be conducted
in Sweden, the U.K. and the USA. The reason for this is that the reading habits
and consumer behavior is thought to be different in each country, and the
change in the industry is more rapid in the U.S. and the U.K. when compared
with Scandinavia. Altogether 55 interviews are already conducted with Finnish
Publishers and representatives of related industries, as the thesis puts
emphasis on how the Business Models in the Media Industry in Finland will
change over time. The international interviews are conducted in order to understand
the change of the business environment and the Business Models in the
English-speaking countries as well as Sweden, representing Scandinavia. The
change from print to digital platforms is thought to be quicker in the U.S. and
the U.K.</span><br />
<span style="font-family: Verdana, sans-serif;"><br /></span>
<span style="font-family: Verdana, sans-serif;">The international interviews will be reported in the next few blog posts in 2013, starting in Sweden with the CEO at the regional media group <a href="http://timoketonen.blogspot.fi/2013/01/a-polestar-in-sweden.html">Västerbottens-Kuriren</a>, followed by an interview with Jonas Bonnier, CEO of <a href="http://www.bonnier.com/about-us/">Bonnier AB</a>, a privately owned media group with diverse media activities in 17 countries.</span><br />
<span style="font-family: Verdana, sans-serif;"><br /></span>
<span style="font-family: Verdana, sans-serif;">The interviews in London in February focused on the leading publishers and strategists at The Economist, The Financial Times and The Guardian, with an insight of their 'Digital First Strategy'. I also took part in a panel discussion arranged by <a href="http://www.guardian.co.uk/media-network/media-network-blog/2013/feb/18/live-paywalls-subscriptions-digital-content">The Guardian Media Network</a>. A very useful experience and my first live panel on Google hangout.</span><br />
<span style="font-family: Verdana, sans-serif;"><br /></span>
<span style="font-family: Verdana, sans-serif;">In the U.S. I will interview leading publishers like Hearst and The New York Times. I will also deepen my understanding of 'Media Audience Evolution' and the concept of 'audience autonomy' with a little help from Professor Philip M. Napoli, a media researcher at <a href="http://www.fordham.edu/academics/office_of_research/research_centers__in/center_for_communica/people/philip_napoli_26551.asp">Fordham University</a>.</span><br />
<span style="font-family: Verdana, sans-serif;"><br /></span>
<span style="font-family: Verdana, sans-serif;">In short, by way of
conducting interviews I am trying to get a glimpse into the future of
Publishing. To supplement this concept we are also planning an expert panel
with <b><i><u>non-industry experts</u></i></b>
to collect their views of the daily use of media and media purchasing habits. This expert panel will include people from “start-ups” such as <a href="http://www.kiosked.com/">Kiosked</a> in Finland,
featuring people with competencies in business development, branding and
marketing. Some of the experts have a background in buying media, others have
built their businesses utilizing the new ecosystem with only a limited approach
towards traditional media. The design of the expert panel is carried out by the
researcher together with our research partner <span style="color: windowtext;"><a href="http://www.idean.com/">Idean Enterprises</a></span>
and the results will be presented in March. We will use
infographics in reporting to underline the non-industry experts personal media
consumption habits and how they use various channels to build engagement, and
also their view of traditional media.</span><br />
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<span style="font-family: Verdana, sans-serif;"><b><i>I wish to take this opportunity to say a BIG THANK YOU for your support in 2012 and please share your comments and feedback on anything you may agree or disagree upon. WISHING ALL OF YOU A HAPPY NEW YEAR!</i></b></span></div>
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<!--EndFragment-->Anonymoushttp://www.blogger.com/profile/11512778551730671024noreply@blogger.com3tag:blogger.com,1999:blog-9138089658039751949.post-68288826971164249662012-11-30T16:55:00.001+02:002012-12-02T17:44:25.874+02:00Paywalls at 60 degrees North<div class="separator" style="clear: both; text-align: center;">
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<span style="font-family: Verdana, sans-serif;">Newspapers are rethinking their strategies. In my younger years I was told by my father, a 2nd generation Newspaper Publisher, that trustworthy journalism is one of the pillars of society. People turned to newspapers to learn the truth and to understand what was going on in politics and the society - be it on a local or national level. Obviously first the Internet and then Social Media changed the way how we get our news and understand the world we're living in. It's been nearly two decades since the first Finnish newspaper (<a href="http://www.ts.fi/">Turun Sanomat</a>) went online. At that time the Internet was regarded as an advertisement for the printed newspaper and PR for the young students who couldn't afford a print subscription. </span><br />
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<span style="font-family: Verdana, sans-serif;">Today everything has changed and Newspaper Publishers are actively looking to reinvent their business model in the digital / mobile ecosystem, including the Web. This year we have seen two of our national institutions change their way of thinking, namely the financial newspaper Kauppalehti and now in November -our biggest daily newspaper, Helsingin Sanomat.</span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjH59YMuTpk4fD6ioUrKr_UzErkBLa0CgsUM2SHYNJyRt00fbNAmgYt1nIIMe3jXG-7AZQOnRaDwmsnk5rssEamTizO1Eq7zBfFbp9n1TQx24zr6kNcV9aU6d6S7mz4DOBS_fRdzWGjnPU/s1600/HS+tabletti.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="158" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjH59YMuTpk4fD6ioUrKr_UzErkBLa0CgsUM2SHYNJyRt00fbNAmgYt1nIIMe3jXG-7AZQOnRaDwmsnk5rssEamTizO1Eq7zBfFbp9n1TQx24zr6kNcV9aU6d6S7mz4DOBS_fRdzWGjnPU/s320/HS+tabletti.jpg" width="320" /></a></div>
<span style="font-family: Verdana, sans-serif;"><br /></span>
<span style="font-family: Verdana, sans-serif;">Let's start with <a href="http://www.hs.fi/">Helsingin Sanomat</a>. The prominent newspaper is now 123 years of age, established on November 16, 1889. The printed newspaper still has a high number of subscribers approx. 366,000, however, this number has fallen rapidly from the 400,000 mark. The broadsheet sized newspaper is to be published in tabloid format as of January 8, 2013 as part of the process to renew the image of the printed newspaper. The mobile and web services had been accessible for free until November 20, when the paywall was put into effect. Now only five articles per week can be read for free, as well as those shared by people in social media.This is a turnaround for the Finnish newspapers, accepting the fact that quality journalism is not for free. A lot of havoc followed, as was the case when the New York Times established its now successful paywall and went on to attract digital subscribers. Helsingin Sanomat has adopted the same model for its paywall and have already sold approx. 140,000 Combo subscriptions to people who like to combine digital readership with print. I am one of them - although I am currently considering an all-digital subscription in 2013. But some other family members prefer print on Sundays.</span><br />
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<span style="color: #262626; font-family: Verdana, sans-serif;"><br /></span>
<span style="color: #262626; font-family: Verdana, sans-serif;">The monthly cost
for full access to the website is 9.90 euros including smartphone usage and
14.90 euros including the tablet version, access to archive services and weekly
and monthly supplements on the website HS.fi (see table above - in Finnish only). All of the printed supplements
are featured in the revamped iPad app launched in February this year. <a href="http://www.sanoma.com/">Sanoma</a>,
like most other media firms "need to speed up the transition to
digital" as reported in the Sanoma Corporation’s annual report published
in March. The most recent developments prove that the strategy adopted by Sanoma News is now being implement at full force. I really like the new HS mobile app, it is fast, highly visual and easy to use. Advertisements appear in the news stream, but not so that it would be disturbing. The advertisements on the tablet app are very well done, interactive and they attract the reader to tap further. It is said that tablet adverising is at least 10 times more effective than on-line banners, if not more so. In the next phase of mobile and tablet platforms I would expect to see more location-based advertisements in the HS apps.</span></div>
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<span style="font-family: Verdana, sans-serif;"><span style="color: #262626;"><a href="http://www.kauppalehti.fi/">Kauppalehti</a>, Finland's leading financial newspaper has adopted a "digital-first" strategy. </span>Kauppalehti <span style="color: #262626;">redesigned its paper and online content in May,
2012. The printed paper (also available on the tablet) focus on exclusive news
and background for important events, whilst online news focus on the pulse of
the moment. Freely available news items on the website are now limited to 25
per month. Digital-only subscription was made available at 3.99 euros a week
including online news, and the tablet and smartphone editions. People are now converting to reading financial news on the go and this trend supports the chosen strategy, although the mobile editions could be more user-friendly like the FT and The Economist Apps are on smartphones and tablets. I'm confident that the point of improved user-interface will be taken into account in the next update of the mobile apps.</span></span></div>
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<span style="color: #262626; font-family: Verdana, sans-serif;">Only time will tell when the regional newspapers will establish their paywalls. I dare to predict it will happen before the snow has melted in Finland next spring, that is by April at the latest.</span></div>
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<span style="font-family: Verdana, sans-serif;"><span style="color: #262626;">A third example of a novel media concept is <a href="http://hbl.fi/plus">HBL+</a>, published by KSF Media.</span></span></div>
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<span style="font-family: Verdana, sans-serif;"><span style="color: #262626;">It's a weekly magazine in HTML 5-format (web app) for tablets only, with unique content and a </span></span><span style="color: #262626; font-family: Verdana, sans-serif;">highly-visual layout. In this case unique content means premium-journalism produced in-house or content bought exclusively for HBL+. Content is sourced from the four local newspapers of KSF Media, all published along the coastline in Southern Finland including the daily newspaper Hufvudstadsbladet, founded in Helsinki in 1864. Content is also sourced from one magazine, Forum för Ekonomi och Teknik, covering financial and technological topics. KSF Media see the new product as an opportunity to reach a larger audience for high quality journalism - it is about culture and phenomena in Finland, and is published in the Swedish language. The pre-release took place at the Helsinki Book Fair on October 26 and HBL+ is now published every Friday. HBL+ is priced at 9.90 euros per month or 99 euros for a full-year. It will really be interesting how this truly fresh new media concept will attract readers and advertisers. </span><br />
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<span style="color: #262626; font-family: Verdana, sans-serif;">Wishing all my blog readers a good weekend. Outside it's snowing as we are about to enter the month of December. Let it Snow!</span><br />
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Anonymoushttp://www.blogger.com/profile/11512778551730671024noreply@blogger.com0tag:blogger.com,1999:blog-9138089658039751949.post-410669050287508282012-10-11T11:26:00.000+03:002012-10-13T12:35:35.278+03:00Innovaatioita, joilla on painoarvoa<span style="font-family: Verdana, sans-serif; font-weight: normal;">This blogpost is in Finnish only, promoting the Think INK innovation contest based on crowdsourcing of new ideas in the Graphic Arts Industry funded by the Research Foundation for the Media Industry in Finland. I am personally committed to the process of crowdsourcing and open innovation. As a business executive I have always believed in the value of networking with creative people, customers and partners in order to create something new.</span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEidJQUMBO5jN90yEvvnKvoSrIUKhCmp3vFxMyQ-a034SHkWb33U93YgvKwtZHALnUmjI9woIZdcVWYunMV6a8Rg-xyvZg-6HuWneAWA0GsYI71gL-C98kqkhDMLGGwcjcYPjL2o89l1tqI/s1600/panorama_agroprint_painopelto.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="225" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEidJQUMBO5jN90yEvvnKvoSrIUKhCmp3vFxMyQ-a034SHkWb33U93YgvKwtZHALnUmjI9woIZdcVWYunMV6a8Rg-xyvZg-6HuWneAWA0GsYI71gL-C98kqkhDMLGGwcjcYPjL2o89l1tqI/s320/panorama_agroprint_painopelto.jpg" width="320" /></a></div>
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<span style="font-family: Verdana, sans-serif;">And the winner is... </span><span style="font-family: Verdana, sans-serif;"><u><b><i>Agroprint</i></b></u></span><span style="font-family: Verdana, sans-serif;"> with their idea to print seeds on every terrace and in every field across the globe. As keynote speaker Micke Paqvalén, the Founder of <a href="http://www.kiosked.com/">Kiosked</a>, said at the Think INK-seminar: "Think Global in the Digital Economy". More about this subject in English in a blog post later this year.</span><br />
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<span style="font-family: Verdana, sans-serif;">Innovaatioita, joilla on painoarvoa</span></h2>
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<span style="font-family: Verdana, sans-serif;">Viestintäalan tutkimussäätiö lanseerasi kaikille avoimen Think INK -innovaatiokipailun uusien ideoiden synnyn vauhdittamiseksi painoalalle. Viestintä- ja graafinen ala Suomessa kaipaa kipeästi uusia tuotteita, palvelukonsepteja ja liiketoimintamalleja. Wanha tapa on tehdä kaikki tuotekehitys yrityksissä ja rahoittaa säätiön kautta hyviä hakemuksia. Tämä ei enää riitä. </span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgRFtx1GIjEWY18LMnaqTKIxWt9AFXHUxkduvpPF19fsdJyu2dZX4NAnGqIwjbNf_o8IFQKcErYYzYD6Ck4HvyTrFnS65liBAHMDxVUm7tvLFBUvb597Rxx1W8mY-wUeKwzfOVum99hkms/s1600/IMG_1124.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgRFtx1GIjEWY18LMnaqTKIxWt9AFXHUxkduvpPF19fsdJyu2dZX4NAnGqIwjbNf_o8IFQKcErYYzYD6Ck4HvyTrFnS65liBAHMDxVUm7tvLFBUvb597Rxx1W8mY-wUeKwzfOVum99hkms/s320/IMG_1124.jpg" width="240" /></a></div>
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<span style="font-family: Verdana, sans-serif;">Avoin innovaatio ja joukkoistaminen ovat tuttuja termejä. Think INK-innovaatiokilpailu on säätiön ensimmäinen avointa innovaatiota ja joukkoistamista hyödyntävä hanke, jonka myötä säätiö sai positiivista julkisuutta ja ennen kaikkea 126 tuoretta ideaa. Tuomariston tehtävänä oli valikoida <u>yhdeksän finalistia</u> (<a href="http://www.vkl.fi/files/2105/ThinkINK_finalistien_esittely.pdf">ideat löytyy linkistä</a>), joiden esittämät demot ja liiketoimintasuunnitelmat olivat poikkeuksellisen hyviä ja toteuttamiskelpoisia. Tiimien koostumus oli poikkitieteellinen, finalistien joukossa on runsaasti eri alojen osaamista ja monenlaista henkilötason kompetenssia. </span><br />
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<span style="font-family: Verdana, sans-serif;">On merkillepantavaa että 'kaikki viisaus ei asu isoissa organisaatioissa' - finalisteista huokuu yrittäjähenkisyys, finalistien kirjo on yhdistelmä sekä nuoruuden innosta että kokemuksesta innovaatiohenkeä ammentanutta tiimiä. </span><span style="font-family: Verdana, sans-serif;">Henkilökohtaisesti olisin halunnut valita kolme voittajaa. Kilpailun sääntöjen mukaisesti päädyimme kuitenkin tuomaristossa siihen, että vain yksi tiimi voi saada idealleen 100 000 euroa kehittämisrahaa. Muut finalistit saavat paitsi mainetta ja kunniaa, myös näkyvyyttä, joka toivottavasti auttaa tiimejä löytämään rahoitusta ideansa jatkojalostamiseen. Uskon, että kuulemme monesta finalistista vielä tulevaisuudessa, ideoiden kaupallistamisessa ollaan hyvällä polulla. </span><span style="font-family: Verdana, sans-serif;"><br /></span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhvg40Aa6H45ZkYng_lnhvkpFfwpvdUlpj8OLh1DP5EygerEgRCupnlaG3fmjMR0vLmk4Cq1Ygg-D1WdyaDY_Z4eq-A6o669OIrTOn-w42AdolzY7ZPEXoq28N5ZSFlpVHYhWVrwzfY44s/s1600/Agroprint_Think+INK+voittajat+2012.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhvg40Aa6H45ZkYng_lnhvkpFfwpvdUlpj8OLh1DP5EygerEgRCupnlaG3fmjMR0vLmk4Cq1Ygg-D1WdyaDY_Z4eq-A6o669OIrTOn-w42AdolzY7ZPEXoq28N5ZSFlpVHYhWVrwzfY44s/s320/Agroprint_Think+INK+voittajat+2012.jpg" width="320" /></a></div>
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<span style="font-family: Verdana, sans-serif;">Voittaja on <u><b><i>Agroprint</i></b></u> tiimillä <b>Sami Kalliokoski</b>, <b>Sampo Nurmentaus</b> ja <b>Seppo Vanhatalo</b> Metropolia Ammattikorkeakoulun Electria-tutkimusyksiköstä.Toivotan menestystä voittajille ja uskon vahvasti Agroprintin ideoimaan <i><b>'Painettuun peltoon'.</b></i> Ekologinen viljely on näkyvä trendi ja päätös lähteä liikkeelle kaupunki- ja parvekeviljelystä on varmasti oikein. Jatkossa näemme varmasti teollisen mittakaavan toteutuksen, jolloin saamme myös painokoneet laulamaan. Konseptin jatkojalostamisessa avainasemassa on konseptin markkinointi ja siinä on syytä hyödyntää nyt saatavaa julkisuutta. Esimerkkinä julkisuudesta oheinen Taloussanomien </span><a href="http://www.taloussanomat.fi/ymparisto/2012/10/10/painettava-peltomatto-yllatti-keksintokilpailussa/201239562/12" style="font-family: Verdana, sans-serif;">juttu Agroprintin ideasta </a><span style="font-family: Verdana, sans-serif;">seminaaripäivänä 10.10. </span><a href="http://www.vkl.fi/ajankohtaista/tiedotteet/think_ink_-innovaatiokilpailun_voittaja_tarjoaa_ekoratkaisuja_ruokapoytaan.4202.news" style="font-family: Verdana, sans-serif;">Lehdistötiedote</a><span style="font-family: Verdana, sans-serif;"> löytyy Viestinnän Keskusliiton sivuilta.</span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjoxoK5zEFKbbAGzTylaG7NZGvRCsD0NHT11FGhjA1-K7tjVlBnEvhYlxc7v07xCrG9at5AmSNIRIcm0lgcd65_JMUJrvEMsX-frEIdn4J8ioxBYszlCfQF0YCwanK_YtTcOHJ2DmEeQa4/s1600/IMG_1138.JPG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="240" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjoxoK5zEFKbbAGzTylaG7NZGvRCsD0NHT11FGhjA1-K7tjVlBnEvhYlxc7v07xCrG9at5AmSNIRIcm0lgcd65_JMUJrvEMsX-frEIdn4J8ioxBYszlCfQF0YCwanK_YtTcOHJ2DmEeQa4/s320/IMG_1138.JPG" width="320" /></a></div>
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<span style="font-family: Verdana, sans-serif;">Kiitän kilpailun tuomariston jäseniä (Helene Juhola, Tarja Pääkkönen, Peter Vesterbacka) ja Viestinnän Keskusliiton henkilöitä erinomaisesta panoksesta ja Ideania innovaatioprosessin valmisteluista ja ideoiden seulonnasta. Tästä on hyvä jatkaa kahden vuoden kuluttua. Kyllä, painoalaa muuttava innovaatiokilpailu järjestetään uudestaan vuonna 2014. Ideoita kannattaa ryhtyä hauduttelemaan siis jo nyt. </span><br />
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<span style="font-family: Verdana, sans-serif;">Timo Ketonen</span><br />
<span style="font-family: Verdana, sans-serif;">puheenjohtaja, Viestintäalan tutkimussäätiö</span>Anonymoushttp://www.blogger.com/profile/11512778551730671024noreply@blogger.com0tag:blogger.com,1999:blog-9138089658039751949.post-12080785251337149092012-09-28T15:39:00.001+03:002012-09-29T12:25:53.942+03:00Mobile Usage and Shopping Go Together<span style="font-family: Verdana, sans-serif;">A recent study by <a href="http://www.abiresearch.com/">ABI research</a> based on an online consumer survey targeting smartphone and tablet device users clearly shows that consumers´media lives are very closely related to three key attributes - time, location and device. </span><br />
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<span style="font-family: Verdana, sans-serif;">Time of day matters. The study found that time of day has a direct impact on how consumers use their mobile devices. For smartphone users the most important media moments of the day are early morning (social media), midday (general media usage) and primetime evening (general media usage and social media alongside TV viewing). It's harder to generalize about tablet users, but waking up stands out as a key time for engagement in social media. Tablets do not only cannibalize print media, 24% of users watch less traditional TV due to tablet based viewing. <i><u>Tablet users show stronger engagement in ads</u></i>, especially when people are at home relaxing they are most receptive to ads. In the case of public transport people have time at hand, but their general engagement is comparatively low. Location is the 4th most important factor enticing smartphone users to interact with ads <u style="font-style: italic;">after</u> coupons, specific product searching, and favorite brands. </span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjdUp7ZoOl7F6tYEisd6f8sJ-urlvovqTaKzoEtNpZj0gYxagqhqRT4Hwr2fXTQ94UNmsGzP843V210Wvn8DbG1KVQQs1Wbpqj3wiQArOMqymvPCOlBbx-wWUtzG7tkWDzK_j7QL9EFays/s1600/tablet_shopping_research_2011-580x431.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="237" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjdUp7ZoOl7F6tYEisd6f8sJ-urlvovqTaKzoEtNpZj0gYxagqhqRT4Hwr2fXTQ94UNmsGzP843V210Wvn8DbG1KVQQs1Wbpqj3wiQArOMqymvPCOlBbx-wWUtzG7tkWDzK_j7QL9EFays/s320/tablet_shopping_research_2011-580x431.jpg" width="320" /></a></div>
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<span style="font-family: Verdana, sans-serif;"><span style="font-size: 1em; line-height: 1.333em !important;"><i><u>Mobile usage and shopping go together</u></i><span style="font-style: inherit;">, as nearly 70% of U.S. smartphone </span></span><span style="line-height: 21px;">owners make purchases on their mobile devices. Approx.</span></span><span style="font-family: Verdana, sans-serif; line-height: 21px;"> 30% of smartphone owners spend $20 or more on their smartphone per month, and 14% more than $50. As to owners of tablet devices over 80% make purchases from their tablet and 46% spend $20 </span><span style="font-family: Verdana, sans-serif; line-height: 21px;">or more on a monthly basis. Those spending more than $50 per month represent 22% of the tablet users.</span></div>
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<span style="font-family: Verdana, sans-serif;"><span style="line-height: 21px;">For the 'Big Spenders' increased tablet use shows significant change in media consumption. They watch less TV and read less content from print due to tablet use. What's even more relevant is that 73% of the ´Big Spenders´ respond to ads on tablets compared with 45% of ´Big Spenders´who respond to ads on a smartphone.</span></span></div>
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<span style="font-family: Verdana, sans-serif;"><span style="line-height: 21px;"><i><u>Why is this relevant?</u></i> The answer is easy: Shopping on mobile devices has become a $20 billion business, according to a mobile spending study by Javelin Strategy and Research. Mobile purchasing is revolutionizing all aspects of shopping, both online and in store shopping. In the report, which is based on three online surveys of smartphone owners it is detailed that $5 billion of the total amount is spent through tablets. </span></span><br />
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<span style="font-family: Verdana, sans-serif;"><span style="line-height: 21px;">Adoption of mobile shopping habits is a clear trend and this will generate even more trade in the near future as the number of tablets is expected to double over the next three years. <i><u>Apps engage consumers to make purchases</u></i>, why the retail industry need to create better mobile applications instead of relying on their websites. More information on the study can be found <a href="https://www.javelinstrategy.com/news/1356/222/Mobile-Shopping-Reached-20B-and-Will-Grow-with-Tablet-Shopping/d,pressRoomDetail">here</a>. The report includes case studies of mobile offerings from American Express and Amazon.</span></span></div>
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Anonymoushttp://www.blogger.com/profile/11512778551730671024noreply@blogger.com2tag:blogger.com,1999:blog-9138089658039751949.post-363784159657274922012-08-31T10:32:00.000+03:002012-09-05T15:06:37.795+03:00Aggregation and curation of news - tools and thoughts<!--[if gte mso 9]><xml>
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<span style="font-family: Verdana, sans-serif;">Today Publishers of
Newspapers and Magazines face a real challenge, as reading habits have changed.
Especially in the U.S. long-standing business models have been blown apart.
There have been realignments and restructuring, many newspapers have been
forced out of business. Overall, America’s daily newspapers have shed about
ten thousand newsroom jobs in the last decade. (Ref. Ken Doctor, Newsonomics,
2011).</span><br />
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There are multiple
studies of how people to an increasing extent use the Internet to browse news
and consume media and now that is happening on mobile devices as well.
Smartphones and tablets expand the clock for news consumption, i.e. commute
time, early mornings, evenings and weekends are growth times for mobile. The
mobile news consumption crossover point is forecast to come in the next two
years. More people will consume the digital content of media companies via
mobile than via the computer desktop by 2015 (Ref. <a href="https://www.inma.org/modules/store/index.cfm?action=store_detail&pubid=164">Emerging Mobile Strategies for News Publishers</a>). </span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhCgji4qlSD5uhOXhLv1tyA0tYfQs5jT81BtX5m_R3boExptNMYBKpzVXFRuIm5SDecJ7sc_qAeHTDJDhUBoqWJjOjWrdrLPb5EgOZ4Zd4XEAOItLRth6dNtpE_ZbwupreWluKSXMwOL6U/s1600/flipboard-ios.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="238" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhCgji4qlSD5uhOXhLv1tyA0tYfQs5jT81BtX5m_R3boExptNMYBKpzVXFRuIm5SDecJ7sc_qAeHTDJDhUBoqWJjOjWrdrLPb5EgOZ4Zd4XEAOItLRth6dNtpE_ZbwupreWluKSXMwOL6U/s320/flipboard-ios.jpg" width="320" /></a></div>
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<span style="font-family: Verdana, sans-serif;">In the context of Publishing the terms '</span><b style="font-family: Verdana, sans-serif;"><i>curating the news</i></b><span style="font-family: Verdana, sans-serif;">' and '</span><b style="font-family: Verdana, sans-serif;"><i>aggregating content</i></b><span style="font-family: Verdana, sans-serif;">' are commonly used. The role of journalism is to select and present information, and editors have always done it. Aggregators pull together, and allow the individual to assemble news from a variety of sources into one place. Another definition of aggregation is collecting information from various sources and piecing it together into a coherent format. </span></div>
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<span style="font-family: Verdana, sans-serif;">Those that also <i><b>curate</b></i><b>
the news</b> <i><u>spotlight</u></i> stories and often <i><u>package content</u></i> based on algorithms and
the work of editors. The better curators of news often take this a step further and help to situate the resulting information object in a broader context. However, just as often the curation (or aggregation) of information is the end result. </span></div>
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<span style="font-family: Verdana, sans-serif;">In these modern times social media editors collect and arrange the scattered tidbits of stories from across the social web into coherent collections. That and new technology have given the birth to a multiple of tools for news aggregation.</span><br />
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<a href="http://news.google.com/">Google News</a> may be the most well known commercial news aggregator, which to my mind is more about indexing news items. <a href="http://www.huffingtonpost.com/">The Huffington Post</a> is a 7-year old Internet Newspaper, a news site where the content is crowdcurated to some extent. Another popular news aggregator and mobile app is <a href="http://feedly.com/">Feedly</a>.</span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjqzmgn_KapFfezBMBO5thgGGDWdKcv6uy6x_m9t4o4zy84mOUEhQGKfgMAEZ2Plfw51UhLhCuGtZcUH01gW2M1won2qN-CrAOIobkgSzzXb0CDY2v1UcsKTsEKx9j8ITLiBzRkt63dswo/s1600/pulse.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><span style="font-family: Verdana, sans-serif;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjqzmgn_KapFfezBMBO5thgGGDWdKcv6uy6x_m9t4o4zy84mOUEhQGKfgMAEZ2Plfw51UhLhCuGtZcUH01gW2M1won2qN-CrAOIobkgSzzXb0CDY2v1UcsKTsEKx9j8ITLiBzRkt63dswo/s1600/pulse.jpg" /></span></a></div>
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Mobile has been the focus for many of the developers of news aggregators. An example of such an
aggregator is <a href="https://www.pulse.me/">Pulse</a>, which allows the reader to select from several sources of
content (whether magazine, blog or social networks) to customize news reading
on mobile devices. Some of Pulse's media partners include the Popular Science magazine and Wall Street Journal (at a premium price of 0.79€/month). For the media partners the business logic seems to be to boost digital readership.</span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhWHL9WgktSdIzrGu6aDegmoGDExnMTGtzRScrTK_V6yagtOTCaSH72PJ5ahCYeROtXqCiyHu-wXiChHOq8gVJcw2RC3UjIzqSrApNEHvWPDExZp-lBK1CQKfKND8mWSm9H0jFCl4Z7Ypw/s1600/flipboard-300x251.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><span style="font-family: Verdana, sans-serif;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhWHL9WgktSdIzrGu6aDegmoGDExnMTGtzRScrTK_V6yagtOTCaSH72PJ5ahCYeROtXqCiyHu-wXiChHOq8gVJcw2RC3UjIzqSrApNEHvWPDExZp-lBK1CQKfKND8mWSm9H0jFCl4Z7Ypw/s1600/flipboard-300x251.jpg" /></span></a></div>
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The most popular of news readers on mobile devices has been <a href="http://flipboard.com/">Flipboard</a>. It's definitely my personal favorite for use on the smartphone and the tablet. Flipboard bills itself as “your social magazine.” Its application is based on aggregating
content from various sources including your social streams into a magazine-like reading experience. It
also has an editorial team that curates timely and interesting content into different blocks of information, like 'Inside Flipboard' (the official Flipboard blog) and 'Flipboard Tech'. An interesting development is that more of the big Publisher have started to co-operate with the news aggregators, e.g. Flipboard has recently begun offering a full version of the New York Times on its Android and iOS apps (full content available only to NYT subscribers). As part of its business model Flipboard has also brought 'glossy' print-style ads to its iPad app. Here is a serious intention to make money on the popular app (see the article in <a href="http://www.businessweek.com/articles/2012-08-30/flipboard-brings-glossy-print-style-ads-to-the-ipad">Bloomberg Businessweek</a>).</span><br />
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In spite of the increased effort to create functional mobile services many aggregators and on-line magazines are still based on a
website like <a href="http://www.scoop.it/">Scoop.it!</a> or the new Finnish start-up <a href="https://www.scoopinion.com/">Scoopinion</a>. The latter turns your web browser into a magazine that learns, i.e. it 'curates' news based on what you read. It bills itself as a 'crowd curated online magazine'. It's worth to look at if you like your content personalized.</span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhHielzBRpapMM-0UsvOBL0193Xq_GLJmXQpmfDRqFj05DSr_onGAKasmDsQsufrpQpeYE1ZuqhOxz4TIcSjWFaFs_JLr35gvHZxf7LLzHpEaRGIpLDVIp8r8VnxfE7vfTPHU0qp4m4608/s1600/Scoopinion-520x346.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><span style="font-family: Verdana, sans-serif;"><img border="0" height="212" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhHielzBRpapMM-0UsvOBL0193Xq_GLJmXQpmfDRqFj05DSr_onGAKasmDsQsufrpQpeYE1ZuqhOxz4TIcSjWFaFs_JLr35gvHZxf7LLzHpEaRGIpLDVIp8r8VnxfE7vfTPHU0qp4m4608/s320/Scoopinion-520x346.jpg" width="320" /></span></a></div>
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As a curious person I'm following the development of news aggregators with interest. Personalized news based on my interests and social streams gives a certain benefit. More often though I like to come across things that I did not expect to read, about business, culture and technology. That's why I still have a love for professionally curated stories by trusted editors of 'news brands', just like The Economist, NYT and their likes do. </span></div>
Anonymoushttp://www.blogger.com/profile/11512778551730671024noreply@blogger.com2tag:blogger.com,1999:blog-9138089658039751949.post-64176790934148692162012-06-29T10:34:00.000+03:002012-06-29T12:57:02.934+03:00Tablet Star Wars<span class="Apple-style-span" style="font-family: Verdana, sans-serif;">New tablets have been launched this summer by a number of players to meet the demand for media hub devices in an increasingly crowded and fast-growing market. The most recent tablets to enter the market are Surface introduced by Microsoft and Nexus 7 introduced by Google and Asus. Surface with its larger screen is intended by Microsoft to take on Apple's highly popular iPad, whilst the 7-inch tablet by Google will be challenging both Apple and Amazon's Kindle Fire.</span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjdBhwcsMEx0Kf0d1xHp3i9Xz9Bb1cYqtgX4h6I2UAjsXh29-XeHOGFamc-AxbdqAGj49jkUKIBR_SSJhNJwwqf3Y64U0BU03bG3gkYulYpJe_HVteR9yzsf3dH5wtYmDHknVth3NGQalg/s1600/NEXUS-TABLET-004edit1-660x440.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><span class="Apple-style-span" style="font-family: Verdana, sans-serif;"><img border="0" height="213" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjdBhwcsMEx0Kf0d1xHp3i9Xz9Bb1cYqtgX4h6I2UAjsXh29-XeHOGFamc-AxbdqAGj49jkUKIBR_SSJhNJwwqf3Y64U0BU03bG3gkYulYpJe_HVteR9yzsf3dH5wtYmDHknVth3NGQalg/s320/NEXUS-TABLET-004edit1-660x440.jpg" width="320" /></span></a></div>
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<span class="Apple-style-span" style="font-family: Verdana, sans-serif;">In a recent survey published by </span><span class="Apple-style-span" style="font-family: Verdana, sans-serif;"><a href="http://www.idc.com/">IDC</a></span><span class="Apple-style-span" style="font-family: Verdana, sans-serif;"> in March the global shipments of tablets were reported to have grown to 28.2 million units in Q4/2011. The introduction of Amazon's Kindle Fire, a cheaper alternative to the iPad, seemed to raise consumers' awareness of the media tablet category. The continued strong sales of the new iPad with its high-resolution Retina display has further boosted market growth. IDC adjusted its 2012 shipment forecast to 105 million units (a jump from the previous 87.7 million projection). Another study by market research firm Gartner published in April expects worldwide tablet sales to skyrocket to 118.9 million units (up from 60 million last year). Gartner still expects Apple to remain the dominant player with the iPad accounting for more than 60% of all sales this year. One wonders how the introduction of Nexus and Surface will impact the overall sales forecast of tablets. Certainly consumers will have more alternatives to choose from and the introduction of more affordable tablets is likely to boost demand.</span><br />
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<span class="Apple-style-span" style="font-family: Verdana, sans-serif;">According to Wired <a href="http://www.wired.com/gadgetlab/2012/06/hands-on-google-asus-nexus-7-tablet-impresses/">Gadget Lab</a> the Nexus 7 tablet is a better-performing device than its immediate competitors, the Kindle Fire and Samsung's galaxy tablet. The media experience is reportedly good including widgets for content like books, magazines, movies and music. The Nexus tablet is fast and it will sell at affordable prices between $200 and $250. It will be interesting to see if Google will now succeed with a tablet of its own, really taking on Apple and Amazon in the race to become a dominant player for the distribution of media content. Google has made repeated efforts to break into the tablet market, which was defined by Apple with the launch of the iPad in January 2010. </span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjhDxjMuhJ8Uaujm_7kqXjq9d-B_azIPUl3dYYI-G3jsfyhDsG8pNqAPeJfNHaj7p9FYphzOttDchVHPW1p3nYTaBXu4MIGQNvrfLM5Pk5MDnNJESh2BYak8QbUnpuJSoH1-E2OcbsWYm0/s1600/Microsoft+Surface+tablet.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="217" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjhDxjMuhJ8Uaujm_7kqXjq9d-B_azIPUl3dYYI-G3jsfyhDsG8pNqAPeJfNHaj7p9FYphzOttDchVHPW1p3nYTaBXu4MIGQNvrfLM5Pk5MDnNJESh2BYak8QbUnpuJSoH1-E2OcbsWYm0/s320/Microsoft+Surface+tablet.jpg" width="320" /></a></div>
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<span class="Apple-style-span" style="font-family: Verdana, sans-serif;">Surface runs a variation of Windows 8 operating system to be released in the fall and the tablet was launched by Microsoft on June 16. It is about the same weight and thickness as the iPad, with a 10.6-inch screen and a built-in "kickstand" for watching movies etc. It also boasts a detachable cover serving as a keyboard (see the hands-on analysis by <a href="http://www.wired.com/gadgetlab/2012/06/hands-on-with-microsoft-surface-tablet-for-windows-rt/">Gadget Lab</a>). Surface will offer Windows users a real alternative and it can also been as a defensive action by Microsoft as the iPad has eaten into sales of low-end Windows laptops. However, with its new features and a pumped-up Windows 8 OS it should really be seen as an offensive move to take on the battle with Apple, still dominating the growing tablet market. Microsoft has not yet announced that it will push into entertainment and content sales, unlike Amazon, Apple and Google who have built their own ecosystem of apps and content to be downloaded onto the 'Media Hubs'. However, to my mind the introduction of Surface represents an episode of Tablet Star Wars - will the Microsoft Empire be able to strike back at Apple? Pricing and availability is yet to be disclosed.</span><br />
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<span class="Apple-style-span" style="font-family: Verdana, sans-serif;">It will be interesting to follow the market development with the introduction of these new devices. For content providers the rapid development of the tablet market implies an increased sales opportunity on new platforms, as well as a challenge to provide media content on different operating systems.</span>Anonymoushttp://www.blogger.com/profile/11512778551730671024noreply@blogger.com2tag:blogger.com,1999:blog-9138089658039751949.post-88770254948892931422012-05-24T17:52:00.001+03:002012-05-31T22:01:19.993+03:00The Paradigm shift from Web to Mobile<span class="Apple-style-span" style="font-family: Verdana, sans-serif;">Right now we are witnessing the paradigm shift from Web to Mob</span><span class="Apple-style-span" style="font-family: Verdana, sans-serif;">ile with an abundance of
apps for smartphones & tablets, and truly functional platforms for mobile web
services. In the first stage of the Internet world, now more than 20 years of age, we mainly had companies
aggregating data and presenting it in an easy to digest fashion. Some of these
Web 1.0 </span><span class="Apple-style-span" style="font-family: Verdana, sans-serif;">companies have already
disappeared or are in decline (like Netscape and Yahoo), whilst others have
succeeded and become real Internet Giants in the world of search algorithms and
eCommerce (like Amazon, Google and eBay).</span><span class="Apple-style-span" style="font-family: Verdana, sans-serif;"> </span><br />
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<span class="Apple-style-span" style="font-family: Verdana, sans-serif;">The Web 2.0 companies of today – or
‘Social’ as they are called – have done well thanks to the development of
social networks for both personal and professional use (like Facebook, and LinkedIn). Now we are entering the
third stage of the Internet with the rapid development of Mobile platforms. It will be
interesting to see how the Internet companies will tackle the paradigm shift from the
Web to Mobile. Judging by the recent Facebook IPO and its struggle with the
mobile advertising platform this paradigm shift represents a new challenge to existing firms.</span></div>
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<span lang="EN-GB"><span class="Apple-style-span" style="font-family: Verdana, sans-serif;">Smartphones and tablets are gaining ground
everywhere in the world. Nearly a billion people now use mobile broadband
across the globe and Ericsson forecasts it to be 1.4 by late 2012. Mobile usage
of social media platforms is on the rise and time spent on Facebook’s mobile
site has already surpassed usage of the website. In the Western world and Asia
smartphones are selling like hotcakes – e.g. in Finland 77% of all mobile
handsets sold in Q1/2012 were smartphones (compared with 50% in the previous
year). And as I have written before on this blog tablets follow suit with sales
forecasts topped each quarter. </span></span></div>
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<span lang="EN-GB"><span class="Apple-style-span" style="font-family: Verdana, sans-serif;">If we look 4-5 years ahead into the future
the forecast is that there will be more tablets than PC’s across the globe. And
the smartphone penetration will be quite high. Perhaps the mobile handset – the
powerful palm computer – will be the dominating device, from which we direct
all our activities from personal communications to entertainment and media
consumption. The smartphone will more than likely become a tool by which we can
communicate with other screens at work and at home, and coupled with a second
tablet screen literally everywhere we go. If you look at this development the
smarpthone will become the ‘Mother of all devices’ and the hub of each
individual’s communication with friends and peer groups. For an interesting
futuristic view of this development and its relevance for media, please refer to the excellent
piece of writing by <a href="http://www.inma.org/modules/article/index.cfm?action=articleView&articleId=55791#ixzz1vfxXruaR">Shawn Reigsecker</a>.</span></span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhc_F8RKZsdp1Jqa-qFPCm2wQk8v_2j0SNbdt985-VI_SMAeb32AOAMKU_NcAf9LtWOOMz2FDwhlKdRNIGVtdAvznuCwYrWgU7lAR4gBEqlm0fpa7QzQxP1tKLSQ9KTwxf8mKtrpJR6DLA/s1600/Facebook+iHeartRadio_attachment_610x477.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="312" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhc_F8RKZsdp1Jqa-qFPCm2wQk8v_2j0SNbdt985-VI_SMAeb32AOAMKU_NcAf9LtWOOMz2FDwhlKdRNIGVtdAvznuCwYrWgU7lAR4gBEqlm0fpa7QzQxP1tKLSQ9KTwxf8mKtrpJR6DLA/s400/Facebook+iHeartRadio_attachment_610x477.png" width="400" /></a></div>
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<span class="Apple-style-span" style="font-family: Verdana, sans-serif;">No wonder the Internet companies of today
are rethinking their future. Whilst many of the start-ups today have looked at
the mobile service platform from the outset, the existing Internet companies may need to reinvent their business model. Easier said than done. For instance to
date Facebook has made most of its money on the Advertising revenues on its
traditional website. With increased mobile usage this is much harder to do,
especially as banners are very disturbing on the smaller smartphone screen.
Advertising needs to be more subtle, right now it is tested in the form of
Sponsored Stories in your news feed. Another element Facebook has announced to add on to its business model is its own App Center, making it easier for developers to submit apps and for users to download apps. With this move Facebook wish to drive mobile app installs and reach more than 500 million people using Facebook on mobile devices.</span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEicsMtBtw-sNKU-IEwA6-kUTfUKpOJSgdjn_tVsMWumuY5CL5PaUNhOURSEDMXhnpPvbd7WKh9A2z3eDV71lWf5qz21m_N-oyGP_6flf9CuMUT-RfJnPFmkCux1i_Yln1KJ7OXiRZgmgqI/s1600/Pinterest-retail+image.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="240" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEicsMtBtw-sNKU-IEwA6-kUTfUKpOJSgdjn_tVsMWumuY5CL5PaUNhOURSEDMXhnpPvbd7WKh9A2z3eDV71lWf5qz21m_N-oyGP_6flf9CuMUT-RfJnPFmkCux1i_Yln1KJ7OXiRZgmgqI/s400/Pinterest-retail+image.jpg" width="400" /></a></div>
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<span class="Apple-style-span" style="font-family: Verdana, sans-serif;">For many social platforms like Pinterest mobile usage is an increased opportunity as people can pin interesting images on their
smartphones and tablets. The more traffic the images shared on the social
platform drive to commercial websites, the better for Pinterest. At the time of
writing Pinterest is responsible for driving more sales to retail websites in
the U.S. than Facebook.</span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiNqBD1wACPLCnZ_PEZ7a6tRv_zgrUvAQFJA-Vlp7rV95-QUpwoC9L4fgpXdRmzToXTqSa_r4WBckphrm4b95ndlA1pi9k7UtyfjbsupRJjPviegU4MUk6TCkXrQFTMixGwzymt6EnUuYI/s1600/Pinterest_Mobiel+App.gif" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="223" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiNqBD1wACPLCnZ_PEZ7a6tRv_zgrUvAQFJA-Vlp7rV95-QUpwoC9L4fgpXdRmzToXTqSa_r4WBckphrm4b95ndlA1pi9k7UtyfjbsupRJjPviegU4MUk6TCkXrQFTMixGwzymt6EnUuYI/s400/Pinterest_Mobiel+App.gif" width="400" /></a></div>
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<span class="Apple-style-span" style="font-family: Verdana, sans-serif;">The individual platforms are constantly
evolving. Two or three years ago the mobile usage was marginal but has now
boomed with new apps like Instagram, the already mentioned increased mobile
usage of Facebook and the introduction of Google+. The latter may still have a
lot less users than Facebook, but it boasts one of the most visual and easy to
use mobile apps among the social media platforms. It remains to be seen how
many active users Google+ will attract over time, however, this is of high
interest as each new Google+ profile adds on to a database of individuals
attractive to marketers.</span></div>
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<span class="Apple-style-span" style="font-family: Verdana, sans-serif;">A deeper understanding of the customer,
their online habits whether web or mobile, and their purchasing habits have
become essential. Retail companies need to make sure they are constantly
learning about the new platforms as their customer live in an integrated
online/offline world, where the geographic location of the individual adds
opportunity to the offer. Both personal data, peer group recommendations and
geolocation need to be taken into account when building a winning multichannel
marketing strategy. </span></div>
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<span class="Apple-style-span" style="font-family: Verdana, sans-serif;">There is a lot to learn for the retail marketer, and it’s
nearly impossible to know which new platforms will become mainstream tomorrow.
I would place my bet on those who can best solve the issue of a functional Mobile service platform: this is a combination of service design and great UI
(User Interface) craftsmanship.</span></div>
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<span class="Apple-style-span" style="font-family: Verdana, sans-serif;">To my mind Amazon's smartphone app is absolutely one of the very best m-commerce applications. It makes searching easy, and the format of results is perfectly designed to fit the small touchscreen. You are never more than a tap away from a level of satisfying product or review detail. What Amazon offers the consumer is <b><i>trust.</i></b> </span><span class="Apple-style-span" style="font-family: Verdana, sans-serif;">Amazon gives me as a consumer a fair exchange of value. I like the recommendations and many of the business books or academic literature I purchase on Amazon are easy to read in the Kindle App on my iPad. This is a complete mobile service platform in my taste.</span></div>Anonymoushttp://www.blogger.com/profile/11512778551730671024noreply@blogger.com2tag:blogger.com,1999:blog-9138089658039751949.post-19813189526465984142012-05-11T16:09:00.000+03:002012-05-12T08:32:54.930+03:00'A Breath of Fresh Air' - EDGE Media Seminar in May<br />
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<span class="Apple-style-span" style="font-family: Verdana;">Spring has arrived in Finland with a complete breath of fresh air. EDGE Media Seminar took place in Helsinki on May 4 with some 30 executives and experts from Media firms, as well as other corporate partners and researchers </span><span class="Apple-style-span" style="font-family: Verdana;">participating in the discussion. One thing was clear from the outset: there is an </span><span class="Apple-style-span" style="font-family: Verdana;">ongoing change in the media landscape, Yes Sir! as our moderator, Professor Alf Rehn put it.</span></div>
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<span style="font-family: Verdana;">Content is more frequently designed as a service, as the media audience </span><span class="Apple-style-span" style="font-family: Verdana;">is looking for a nice
user experience, whether we're talking about news, </span><span class="Apple-style-span" style="font-family: Verdana;">business and lifestyle
magazines or talk shows on TV. Traditionally media firms </span><span class="Apple-style-span" style="font-family: Verdana;">have been successful,
however, it's good to remember the legendary words by </span><span class="Apple-style-span" style="font-family: Verdana;">Jack Welch: 'You have
to argue with success'. There is no single formula for </span><span class="Apple-style-span" style="font-family: Verdana;">success in the digital age as the media
audience continues to evolve. Pekka Soini, CEO of Sanoma News, made the point
that competition in the media business is global today with actors like Amazon,
Google and Facebook having entered the scene, and in Finland people are also
looking for international content as linguistic skills is no longer a problem.</span></div>
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<span style="font-family: Verdana;">Malin Brännback,
Professor and Vice Rector at Åbo Akademi University made a recap of how we
arrived in the media landscape of today: from the introduction of the Internet
and the World Wide Web, the subsequent dot.com boom and the new economy, where
firms found the harsh fact of having to turn a profit. Then we had the second
coming of Steve Jobs, iPod + iTunes = Product + Service, the iPad and the
iYouNameIt. Today, 20+ years after the introduction of the Internet something is actually happening… </span></div>
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<span style="font-family: Verdana;">EDGE research group has the task to work on research and
development through three interrelated projects during 2012-2014:<o:p></o:p></span></div>
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<li style="text-align: left;"><span style="font-family: Verdana;">Personal
Media Day (PMD) = Consumers’ change in Media Behavior</span></li>
<li style="text-align: left;"><span class="Apple-style-span" style="font-family: Verdana;">Disruptive
Business Models (DBM) = Media firms’ approach to find new sources of revenue
and the process of open innovation</span></li>
<li style="text-align: left;"><span style="font-family: Symbol;"><span style="font: normal normal normal 7pt/normal 'Times New Roman';"> </span></span><span style="font-family: Verdana;">Mobile
Value Services (MVS) = new advertising solutions combined with a personalized
media experience</span></li>
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<span class="Apple-style-span" style="font-family: Verdana;">Seminar topics followed
these main themes.</span></div>
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<span style="font-family: Verdana;">Antti Hirvonen, Social
Media Producer at YLE (National Broadcasting Company in Finland) talked about curating news and comments from the audience in connection with YLE News on Twitter
@Suoralinja and the talk show @AstudioStream. The aim is to be present 24/7, to
engage people in discussion and to find scoops for news. Antti also made the
point that people are more likely to follow news reporters and talk show hosts
rather than the profiles and Twitter streams of Media firms. Researcher Kim
Holmberg commented that in today's world it is easy track down what people have
done and watched in social media and on the website. He made the question - is
there a shift from an information society towards the recommendation society? Next step - the 'intention economy' - as our moderator coyly added.<o:p></o:p></span></div>
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<span style="font-family: Verdana;">Masa Peura, Strategy
Director of Sanoma News talked about new business models in media. He made the
point of connecting with the customers through multiple touch points, i.e. the
ability to offer a combination of different print and digital subscription
combinations as well as bundling. The latter means that the subscription
of Helsingin Sanomat is bundled with a </span><span class="Apple-style-span" style="font-family: Verdana;">subsidized purchase of
an iPad over 24 months. An interesting game opener by Sanoma News. Whilst there
is pressure on traditional business models there are also new opportunities.
Already some 140,000 subscribers of Helsingin Sanomat have opted for a 'Combo
subscription', where print may be only a part of the package for certain
weekdays, the weekend or only on Sundays. In fact 80% of all new </span><span class="Apple-style-span" style="font-family: Verdana;">subscriptions are
'Combos'. Also for the evening newspaper Ilta-Sanomat </span><span class="Apple-style-span" style="font-family: Verdana;">tablet subscriptions
find a new audience with people interested </span><span class="Apple-style-span" style="font-family: Verdana;">to purchase a monthly
subscription instead of single copies like in print. </span></div>
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<span style="font-family: Verdana;">In his comments researcher
Timo Ketonen pointed out the opportunity of </span><span class="Apple-style-span" style="font-family: Verdana;">personalized Mobile
Advertising on tablets and smartphones, based on reader's </span><span class="Apple-style-span" style="font-family: Verdana;">interests and
geolocation. Now a national newspaper can offer local </span><span class="Apple-style-span" style="font-family: Verdana;">advertising e.g. for a
retail chain based on the location of the consumer. </span><span style="font-family: Verdana;">Print still fares well in Finland,
but the management of Media firms </span><span class="Apple-style-span" style="font-family: Verdana;">need to manage the
present at the same time as they create the future in order to make the
business last. In a way that can be compared with the skills of the world
famous Finnish rally drivers: steering the car through the bends, whilst using
both the brake pedal and the accelerator. Crowd sourcing, </span><span class="Apple-style-span" style="font-family: Verdana;">reader engagement and
open innovation may be a key to success in order to </span><span class="Apple-style-span" style="font-family: Verdana;">accelerate new media
innovations.</span></div>
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<span style="font-family: Verdana;">Elina Yrjölä, Director
of Magazine Business at Talentum Media, talked </span><span class="Apple-style-span" style="font-family: Verdana;">about ‘Content Strategy
in Print and Digital channels’. Her key point was that </span><span class="Apple-style-span" style="font-family: Verdana;">'Content is King' - and
no king survives without proper infrastructure and </span><span class="Apple-style-span" style="font-family: Verdana;">clever counselors. Elina
Yrjölä pointed out that all media companies struggle today with the fact that the print business is still a major part of the volumes and above all is quite profitable. The key question is when the turnaround towards digital channels
will take place and how much of the market it can take and replace. She is
optimistic because media firms know how to collect content, deliver it and
present it. The challenge is that the competition from novel actors is getting harder. They know the
game on the market and they have the advantage to be agile unlike the dinosaurs.</span></div>
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<span style="font-family: Verdana;">Hannu Olkinuora, an
EDGE research fellow and editor-in-residence from several newspapers picked up
three major parameters affecting the transformation of media. The first is
a fundamental change of the communication paradigm: Mass communication will
never reach same volumes as during the 1990’s. Mass communication is partly
replaced by communication between individuals and small groups, which can be
seen in social media. This erosion of mass communication has significant
consequences for the media industry. The second parameter is the result of
several major changes in the societies during the industrial and postindustrial
periods. The change in the lives and values of people is affecting their media
consumption fundamentally besides the fact that technology has been a key
driver of change during the recent decennium for media. The third factor is that media
should recognize the basic human need which can be seen as a fundament for
communication. This has been the competitive edge at all times in history. Besides need for information there are several aspects like the need to belong
to a community, which loves to communicate, and to laugh, cry and to be entertained. One should not either forget the human character of curiosity and the willingness to be a good citizen. <o:p></o:p></span></div>
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<span style="font-family: Verdana;">'The Show Must Go On',
and Media firms look fit for fight to meet future challenges. We will keep
you posted on developments.<o:p></o:p></span></div>
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<span style="font-family: Verdana;">EDGE research group,
School of Business and Economics, Åbo Akademi University.</span><span lang="EN-GB" style="font-family: Verdana;"><o:p></o:p></span></div>Anonymoushttp://www.blogger.com/profile/11512778551730671024noreply@blogger.com0tag:blogger.com,1999:blog-9138089658039751949.post-58279871791340855752012-04-19T10:55:00.000+03:002013-04-03T13:35:56.114+03:00Vapaus valita<span class="Apple-style-span" style="font-family: Verdana, sans-serif; font-size: 12px; font-weight: bold;">The latter part of this Blog post is in Finnish only based on the previous one about subscription models for newspapers and magazines in English. The column appeared in issue 4/2012 of </span><span class="Apple-style-span" style="font-family: Verdana, sans-serif; font-size: 12px; font-weight: bold;"><a href="http://www.sanomalehdet.fi/index.phtml?s=167">Suomen Lehdistö</a></span><span class="Apple-style-span" style="font-family: Verdana, sans-serif; font-size: 12px; font-weight: bold;"> ('The Finnish Press') published in Finland. </span><br />
<span class="Apple-style-span" style="font-family: Verdana, sans-serif; font-size: 12px;"><br /></span>
<span class="Apple-style-span" style="font-family: Verdana, sans-serif; font-size: 12px;">The same issue of 'Suomen Lehdistö' contains <b><i>an article about reading experiences on a touch screen based on research by Jussi Ahlroth</i></b>, Producer of Social and Digital Media at Helsingin Sanomat. He has written a report named <a href="http://reutersinstitute.politics.ox.ac.uk/about/news/item/article/the-nine-commandments-for-newspaper.html"><b><i>'The Nine Commandments for Newspapers on Tablet Devices'</i></b></a> published by Reuters Institute. Excellent reading and I agree with Jussi Ahlroth's point that the reading experience for daily and on-line news is much better on a tablet than on a computer screen, and even better than print as the images and news reports are well reproduced on the high quality screen of an iPad. And with the touch screen you get a certain feeling about the content you're reading and viewing. </span><span class="Apple-style-span" style="font-family: Verdana, sans-serif; font-size: 12px;">You can read the article featuring Jussi Ahlroth and my column </span><span class="Apple-style-span" style="font-family: Verdana, sans-serif; font-size: 12px;"><a href="https://docs.google.com/file/d/0B3HhKZ3IEkrfR1hiT1hlTU51MlU/edit">here in pdf-format in Finnish</a>.</span><br />
<span class="Apple-style-span" style="font-family: Verdana, sans-serif; font-size: 12px;"><b><i><br /></i></b></span>
<span class="Apple-style-span" style="font-family: Verdana, sans-serif; font-size: 12px;"><b><i>To my mind reading on a tablet is a 'lean-back' media experience just like reading a book or a magazine.</i></b> This point has also been made by Andrew Rashbass, CEO of The Economist in his keynote about <a href="http://www.guardian.co.uk/media-network/media-network-blog/video/2012/apr/10/lean-back-2-0-andrew-rashbass-ceo-the-economist-group-keynote-presentation-video?CMP=twt_gu">'Lean-back 2.0'</a>. </span><br />
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<span class="Apple-style-span" style="font-family: Verdana, sans-serif; font-size: 12px; font-weight: bold;">Perinteinen sanomalehtiyhtiön liiketoimintamalli
on jo lähes 180 vuotta vanha, jos ajanlasku alkaa
vuodesta 1833. Tuolloin New Yorkissa tuli markkinoille The Sun. Ideana oli myydä painettu lehti lukijoille edullisesti ja kasvattaa levikkiä, jotta lehti
olisi ilmoittajille houkutteleva.</span></div>
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<span class="Apple-style-span" style="font-family: Verdana, sans-serif;"><span style="font-size: 9pt; font-weight: 700;">KOVIN MONI ASIA </span><span style="font-size: 9pt;">ei ole tuosta muuttunut, paitsi että lehden hinta on noussut ja levikit ovat laskussa.
Mitäpä jos ajattelumalli muuttuisi? Nykykuluttajalla
olisi vapaus valita miten hän haluaa lukea mieluisen
lehden sisällön – ihan alustasta riippumatta ja uskollisen tilaajan pitkäaikaista asiakkuutta kunnioittaen. </span></span><span class="Apple-style-span" style="font-family: Verdana, sans-serif; font-size: 12px;">Tässä en ajattele vain digitaalista vaihtoehtoa lehtitilaukselle vaan erilaisia tuotteita samassa kotitaloudessa asuville tai muualla asuville nuorille.</span></div>
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<span class="Apple-style-span" style="font-family: Verdana, sans-serif;"><span style="font-size: 9pt; font-weight: 700;">ITSE TERVEHDIN ILOLLA </span><span style="font-size: 9pt;">mahdollisuutta tilata lehteni haluamassani paketissa. Esimerkiksi Helsingin Sanomien tilausvaihtoehto antaa vapauden valita vaik</span><span class="Apple-style-span" style="font-size: 12px;">ka koko viikon lehdet tabletille. Pitkien juttujen nautinnolliseen journalismiin ja rauhallisiin lukuhetkiin sopivat printtiversion sunnuntainumerot ja
Kuukausiliite. Juuri minun makuuni. Ja perheenjäsenet voivat
nauttia sunnuntain lehdestä
painettuna tai opiskelijanuori
digilehden helppokäyttöisestä
tablettiversiosta.</span></span></div>
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<span class="Apple-style-span" style="font-family: Verdana, sans-serif;"><span style="font-size: 9pt;">The Economist puolestaan
tukee printtilehteä edullisella hinnoittelulla, mutta
kuluttajana valitsen, miten lehden milloinkin luen.
Usein luen koko lehden tuoreeltaan tabletista tai yksittäisen jutun älypuhelimesta. Kun printtilehti tulee
Suomeen maanantaina on se hieman vanhentunut,
mutta pidemmät jutut saattaa silti olla kivempi lu</span><span class="Apple-style-span" style="font-size: 12px;">kea painetussa muodossa.</span></span></div>
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<span class="Apple-style-span" style="font-family: Verdana, sans-serif;"><span style="font-size: 9pt; font-weight: 700;">MIKSI PITÄYDYMME </span><span style="font-size: 9pt;">vanhoissa tilaajamalleissa? Koska perinteisten kustantajien uskomus on että mainostajat pysyvät printtilehdissä vain niin kauan kun levikit ovat riittävän suuria esimerkiksi suhteessa alueelliseen peittoon. Entä jos asiakasuskollisuus koko
lehtibrändiä kohtaan onkin se ratkaiseva tekijä tulevaisuuden menestyksen kannalta, ja uskallamme antaa kuluttajalle vallan valita omat tilauskombinaationsa tarpeidensa pohjalta. Näin kenties mediayhtiö
voisi jopa myydä enemmän hyvin tuotettuja sisältöjä lukijalle tai taloudelle – ja välittää hyvän fiiliksen
valinnan vapaudesta lukijoilleen.</span></span></div>
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<span class="Apple-style-span" style="font-family: Verdana, sans-serif;"><span style="font-size: 9pt; font-weight: 700;">ROHKEASTA KOKEILUNHALUSTA </span><span style="font-size: 9pt;">käy esimerkiksi
Next Issue Median lanseeraama tablettisovellus. Siinä kuluttaja voi valita yhden tai kaikki palvelupaketin 32 aikakauslehteä noin kymmenen dollarin kuukausihinnalla. Jos mukana ovat viikkolehdet, hinta on
15 dollaria. Tarjolla on laadukkaita aikakauslehtiä ”lue
kaikki mitä haluat” -periaatteella. Kokeilu on uusi ja
aika näyttää miten se toimii. Kuluttajana ainakin minä reagoin välittömästi positiivisesti – tätä voisi kokeilla!</span></span></div>
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<span class="Apple-style-span" style="font-family: Verdana, sans-serif; font-size: 12px;">Miksi suomalaiset mediatalot eivät voisi tehdä samaa, vai estääkö kova kilpailu tässä tapauksessa uuden palvelun mahdollisuuden? Palvelupakettiin voisi kenties myydä uusia mainontaratkaisujakin, hyödyntää kuluttajan sijaintia ja heidän kiinnostuksiaan
mediasisältöjen suhteen.</span></div>
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<span class="Apple-style-span" style="font-family: Verdana, sans-serif; font-size: 12px;">Liian radikaali ajatus? Uskon että aika on pian kypsä entistä paremmille ideoille – medialiiketoiminta
kaipaa uusia innovaatioita. </span></div>
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Anonymoushttp://www.blogger.com/profile/11512778551730671024noreply@blogger.com0tag:blogger.com,1999:blog-9138089658039751949.post-73276190360453094642012-04-09T15:59:00.002+03:002012-04-09T19:49:47.595+03:00New subscription models: 'Combo' or 'Spotify-like' All-you-can-read<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj0xVFtZho9t3oduGzY7uPtwnJSLf_9EXD0Ue6yErxCj2ftQPWI8m3hJPE7kKM58ngv0ThG3gpFw_hGqtrnChOcCW5pCEi-Y6dM3NvvhqyK_rjXmo0ZFI-s8DCCdOY1dxKCK8vZQ8kZ7do/s1600/Next+Issue_Browse+All+Titles_Screen+Shot+2012-04-07+at+11.00.08.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="400" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj0xVFtZho9t3oduGzY7uPtwnJSLf_9EXD0Ue6yErxCj2ftQPWI8m3hJPE7kKM58ngv0ThG3gpFw_hGqtrnChOcCW5pCEi-Y6dM3NvvhqyK_rjXmo0ZFI-s8DCCdOY1dxKCK8vZQ8kZ7do/s400/Next+Issue_Browse+All+Titles_Screen+Shot+2012-04-07+at+11.00.08.png" width="317" /></a></div>
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<span class="Apple-style-span" style="font-family: Verdana, sans-serif;">Just last week Next Issue Media launched the Android app featuring the 'All-you-can-read" subscription for 32 popular magazines, the first of its kind in Publishing. The idea is novel and will more than likely attract readers, as it is priced at $9.99 for unlimited access to monthly and bi-weekly magazines, or $14.99 per month for monthlies and weeklies. And the prices include back issues starting from January 1, 2012. This subscription model is 'Spotify-like' as it gives unlimited access to a number of premium magazines. Next Issue Media, owned by Condé Nast, Hearst, Meredith, News Corp and Time Inc., expects the service to feature up to 75 titles later this year. To my mind this subscription plan is good news to the consumer, and particularly a reader with an appetite for a number of quality magazines. Currently a one-month subscription to a particular title e.g. The New Yorker iPad app is priced at $5.99. The downside is that the Next Issue app is only for Android 3.0 and will not work on a Kindle Fire. An iPad version is being worked on and would be submitted to Apple for approval soon, perhaps in the next eight weeks. The Android app (see image below) works like Spotify's unlimited service for music i.e. you will be streaming the content and hence you cannot download issues to read without a WiFi-connection.</span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjXRtHGG6Yf1CFJwVNTmWQGvmKI6KxvtFJ8y346pJ4hK-WcipL4i4xVIGjfQTTypzJLJ9OenGxhEMVGVEzyw-KvVAf9d2-5DPoMNYr2eMjdLTuSHDgcewpnqMkBVfgngMhd4-CKm0465Ak/s1600/Next-Issue-Newsstand-Portrait-299x480.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjXRtHGG6Yf1CFJwVNTmWQGvmKI6KxvtFJ8y346pJ4hK-WcipL4i4xVIGjfQTTypzJLJ9OenGxhEMVGVEzyw-KvVAf9d2-5DPoMNYr2eMjdLTuSHDgcewpnqMkBVfgngMhd4-CKm0465Ak/s320/Next-Issue-Newsstand-Portrait-299x480.jpg" width="199" /></a></div>
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<span class="Apple-style-span" style="font-family: Verdana, sans-serif;">Unlike most subscription models for individual magazine titles, this subscription plan does not include the printed versions of the magazines, as it is designed to increase digital readership. The Group of Publishers behind Next Issue Media has a good reason to put its digital editions on tablets. According to the most recent ABC figures (Audit Bureau of Circulation) digital circulation of magazines - on tablets, smartphones and paid websites - has doubled in the past year. However, this is still quite a small percentage of the total business of magazine publishers.</span></div>
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<span class="Apple-style-span" style="font-family: Verdana, sans-serif;">Will this subscription model be attractive to Newspaper publishers as well? And will it increase digital readership of paid content? This remains to be seen and I believe that this subscription model will only take off when it becomes available on the 'mainstream tablets' i.e. Kindle Fire and the iPad. In any case there are already plans in Belgium and Holland to put together a common platform to meet demand for their content - see<a href="http://paidcontent.org/2012/04/04/dutch-belgian-publishers-mull-a-spotify-for-newspapers/"> Dutch, Belgian publishers mull a 'Spotify for newspapers'</a>.</span></div>
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<span class="Apple-style-span" style="font-family: Verdana, sans-serif;">Meanwhile 'Combo' subscriptions for newspapers seem to have been quite a hit in the past six months. The Economist has enjoyed high growth in circulation for the past 10 years and its latest <a href="http://www.economistgroupmedia.com/planning-tools/circulation/">ABC data</a> for July-December 2011 show a total circulation of 1,487,010, approx. 100,000 digital-only subscribers and up to 560,000 digital readers per week. So many readers like me are 'Combo' subscribers receiving the bundled content of the weekly magazine in print plus the d</span><span class="Apple-style-span" style="font-family: Verdana, sans-serif;">igital package including the tablet, the smartphone and the website. Its app has 1 million unique users per month, i.e. people who actually download content for reading (not just the app). Moreover the popular Intelligent Life magazine has a circulation of 175,000 and many readers have opted for the iPad app. The Economist has priced the 'Combo' package including a 51 week subscription of the printed paper at 128 euros compared with 125 euros for a Digital subscription. So for only 3 euros a year you get the print package delivered to your address in Europe. The reason for this is obvious, print advertising is still valuable income for the publisher and it requires a large circulation to give value for money.</span></div>
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<span class="Apple-style-span" style="font-family: Verdana, sans-serif;">'Combo' subscriptions with flexibility for the reader are in demand also in Finland, where the number of tablets is expected to double in 2012. 'Helsingin Sanomat', the leading Finnish newspaper published by Sanoma News, has offered its flexible 'Combo' subscription package since last year, with readers able to pick the print and digital modules as they wish. The 'Combo' model has been a true success story, as one third i.e. more than 120,000 subscribers have opted for the 'Combo' package. As for myself I have opted for the mobile and tablet version 7 days a week and the Sunday paper together with the monthly supplement in print. Combo is the primary new sales alternative and it accounts for more than 80% of new subscription sales. At the end of 2011 the 'Helsingin Sanomat' iPad app had</span><span class="Apple-style-span" style="font-family: Verdana, sans-serif;"> been downloaded to more than 48,000 devices and the number of frequent readers is increasing. However this number is still small in comparison with the fact that Helsingin Sanomat reaches 1.9 million Finns through different channels every week, including the daily paper, the HS.fi website, smartphone apps, the weekly and monthly supplements as well as Radio Helsinki. In the next year the printed paper will have a new look and a tabloid size in print, as the traditional broadsheet paper will become history. The aim is improved usability and from a reader point of view the tabloid is more handy and closer to the tablet format. </span></div>
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<span class="Apple-style-span" style="font-family: Verdana, sans-serif;">All of the printed supplements are featurde in the revamped iPad app launched in February this year. Sanoma, like most other media firms "need to speed up the transition to digital" as reported in the <a href="http://hugin.info/3123/R/1591161/500029.pdf">Sanoma View</a> annual report published in March. It will be interesting to see how tablet readership and advertising will develop in the next 6-12 months, as there are more iPads and other tablets available in Finland. </span></div>
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Anonymoushttp://www.blogger.com/profile/11512778551730671024noreply@blogger.com1