Use the Digital Taliban for what they are: parameters and change agents (not business model experts)

This week, INMA released a new report titled “Recreating Value for News Content In an Age of Abundance.” I authored the report, which injects the consumer into the newsmedia industry's paid content debate – a rarity. I hope it adds dimension and insight into the complex discussions about paid content happening at media companies worldwide (click here for more on this report or click here listen to a podcast interview with E&P's Fitz & Jen).

As I move on from this report to tackle the next report for INMA (“Newsmedia Outlook 2010”), I'd like to reflect on something disturbing that I took away from researching the “Recreating Value for News Content” report.

I don't know where this fits, but I need to get this off my chest.

Like learning Santa Claus wasn't real, I no longer believe in the Digital Utopiasts who spread good cheer and ...[more]

Eyeballs at any cost: “value” from a link economy or the prerequisite to paid content?

INMA will soon release a report about recreating the market value for news content, a snapshot of the paid content debate – with lots of INMA twists involving a global view, other media industries, a marketing vantage point, and my interactions with the subject visiting publishers worldwide.

I authored the report, which aims to demonstrate four broad themes:

Creating value for content will require publishers to carve scarcity from an abundance of information.

Value is about a smart linking of unique content with a tightly defined audience with an effective platform.

Generating value in the consumer’s mind is a pre-condition for placing a price tag on content.

“Value” to publishers employing professional journalists must have a tangible, financial return on investment.

Central to the new report is the most misunderstood word in the paid content debate: “value.”

When the smartest digital consultants talk about a “link economy” that builds “value” (think Jeff Jarvis, ...[more]

Second Wave of newspaper cutbacks under way

Why, newspaper industry? Why?

In visiting with a wide range of North American and European newspaper executives in recent weeks, I'm sensing a Second Wave of cutbacks entering 2010. I'm trying to make sense of it.

First, there are companies that – inexplicably – held off cutbacks earlier this year gambling on better times ahead. All of these companies have reached their tipping points and are cutting now – especially editorial-heavy “quality” dailies.

Second, there are “moving parts” cutbacks. That is, CEOs that leave and the entire foundation upon which their companies operate collapse with their departures.

Third, there are production cutbacks that will continue through the next decade as technology evolves and centralisation and outsourcing become the norm.

Fourth – and the most devastating – cutbacks in areas like CRM, market intelligence, understanding consumers and advertisers, and knowledge-based strategic decision-making. The progressive companies bravely kept them in the bad times, but don't have the ...[more]

Before the good times return, focus on newsmedia, CRM, content values, new marketing, and audience engagement beyond journalism

I have in front of me three strategic priority lists from:

One of North America's leading media companies.

One of Europe's leading media companies.

The INMA Board of Directors for 2010.

Everybody seems to be circling around a few key themes, so let me bring them together in one location.

The “how” of newsmedia: First, INMA changed its name two years ago from “newspaper” to “newsmedia” and explained to the world why this was necessary for us and the companies we serve. We spent 2009 explaining what a multi-platform newsmedia company might look like. In 2010, we will spend a lot of energy showing how to make the transition – very practical stuff from the commercial side to the editorial side.

Real CRM: Second, I wrote a book 11 years ago titled Newspapers and CRM. Don't worry: it's old and should be thrown away. Because the key lesson from that book was that newspapers can buy ...[more]