Journalism's "function" can be both (perceived) fact and opinion. After all what is objectively real? Depends on a lot of things. So consumers value both. The "product" of journalism is a two-sided market. In terms of ads the market is between the brand and the consumer. In terms of subscriptions it is between the author/publisher/title and the consumer. Think of content as the switch bringing the two sides together. The key element for sustainable business models given the above is "engagement". And that, in this new digital networked world is where the "analog" vertical news portals/platforms/destinations have failed; don't confuse old school online news as being truly digital. It's still analog thinking. Engagement is low because of a host of systemic factors the industry hasn't solved. Solve for engagement (which is demand side thinking) and a sustainable model for news (and all content) will develop. Most of the news management probably don't (and may not be able to) understand this. Lastly, better, elevated and objective engagement (as you practice here) gets us closer to the truth.
Neither fully distributed nor fully centralized networks are sustainable. Networks exist to clear supply and demand efficiently and in the process reduce risk. They are multi-layered and multi-boundaried frameworks providing incentives and disincentives to both suppliers and demanders. There are scaling elements to consider and tradeoffs at every interface. It's important to build the networks such that the interfaces in the framework are fluid and changing and the underlying costs and resulting value are shared equitably. Ultimately the real issue here is engagement. So how do we build a platform that enhances and elevates engagement both from the publisher and reader perspective where costs are lowered and value increased?
2007 is to the carriers what 1987 was to IBM. Only when Gerstner came along and reoriented it from a vertically integrated monopoly in mainframe processing to a horizontally oriented dataprocessing solutions provider of vertically complete solutions did it begin to rebound. All the carriers have to go through a similar transformation. http://bit.ly/AzWLF3
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Business model of journalism
Journalism's "function" can be both (perceived) fact and opinion. After all what is objectively real? Depends on a lot of things. So consumers value both. The "product" of journalism is a two-sided market. In terms of ads the market is between the brand and the consumer. In terms of subscriptions it is between the author/publisher/title and the consumer. Think of content as the switch bringing the two sides together. The key element for sustainable business models given the above is "engagement". And that, in this new digital networked world is where the "analog" vertical news portals/platforms/destinations have failed; don't confuse old school online news as being truly digital. It's still analog thinking. Engagement is low because of a host of systemic factors the industry hasn't solved. Solve for engagement (which is demand side thinking) and a sustainable model for news (and all content) will develop. Most of the news management probably don't (and may not be able to) understand this. Lastly, better, elevated and objective engagement (as you practice here) gets us closer to the truth.
Distributed vs Centralized?
Neither fully distributed nor fully centralized networks are sustainable. Networks exist to clear supply and demand efficiently and in the process reduce risk. They are multi-layered and multi-boundaried frameworks providing incentives and disincentives to both suppliers and demanders. There are scaling elements to consider and tradeoffs at every interface. It's important to build the networks such that the interfaces in the framework are fluid and changing and the underlying costs and resulting value are shared equitably. Ultimately the real issue here is engagement. So how do we build a platform that enhances and elevates engagement both from the publisher and reader perspective where costs are lowered and value increased?
Carriers need to rethink their business models, quickly
2007 is to the carriers what 1987 was to IBM. Only when Gerstner came along and reoriented it from a vertically integrated monopoly in mainframe processing to a horizontally oriented dataprocessing solutions provider of vertically complete solutions did it begin to rebound. All the carriers have to go through a similar transformation. http://bit.ly/AzWLF3