Blog contributed by Krystyna Barnard -
MinOnline, a sister site of Folio, recently posted an article on the much anticipated launch of Amazon's Kindle Fire tablet. In that article, Steve Smith wrote about the increasing competition between tablets from Amazon and Barnes & Noble. Smith discusses the Kindle Fire and how it will include a “Newsstand,” similar to that of the Apple iOS 5, in which they will also sell subscriptions and issues of various magazines and newspapers. Major publishers were to include Condé Nast, Hearst, National Geographic, Meredith, Wenner, Reader’s Digest, etc. Amazon is working with many of these publishers to optimize their online offerings for the Kindle.
The recently released Kindle Fire includes a 7-inch screen that’s perfect for browsing full-color pages of magazines with 169 DPI graphics, a dual-core processor to enhance processing speed, and Wi-Fi. The current listing price for the Kindle Fire is $199.
Source - “Kindle Fire to Launch with 400 Magazines and Newspapers.”, MinOnline
Tuesday, November 29, 2011
YouTube Turns to Creating Programming.
Post contributed by Chelsey Hallett -
YouTube currently has the largest video audience in the world and is the second most-visited website today. Therefore, YouTube has become one of the most successful sites in the history of the Internet. However despite these stats, YouTube is a free service created from user-generated videos. Since YouTube cannot advertise whatever anyone decides to upload, it does not create much revenue.
Robert Kyncl and Tom Pickett have helped lead YouTube in its successes for the last seven years. Together, they have come up with a plan that will give YouTube more power than other competitors in the online video industry. The plan is to turn YouTube into a cable operator and network. YouTube would be implemented in production and distribution and essentially an equal to Comcast. However, the major difference between the two is that Comcast has 22.4 million subscribers and YouTube has 800 million.
“I can’t think of anyone more important right now in the entire industry . . . they’re up there with the biggest of the bigs,” says R.J. Williams, who runs an entertainment industry-focused channel on YouTube called Young Hollywood.
Kyncl and Pickett have a vision to transform YouTube’s current platform into a “generator and seller of quality content” and package this content to sell to advertisers. The content will be packaged through channel strategy. Kyncl and Pickett want to organize the site’s content into categories such as sports, food, music, that will serve like channels on a network. Through this process they believe they can find content worth selling.
A second part of this plan is YouTube’s recent purchase of Next New Networks, an online video production studio. Along with producing content, it also serves as a training system for upcoming video producers. Another idea for producing revenue is through streaming major studio movies. They want to compete with iTunes and Amazon by having them available for rent.
The purpose of turning YouTube into a programming giant is to use the advantages of being the largest video site to produce revenue. How can this be done better but through content produced by the general audience? They are the ones who chose what they want to view. It is a genius plan thanks to Kyncl and Pickett.
Source: Beyond Cat Videos: Is YouTube on the bring of becoming a programming star?, Adweek.com
YouTube currently has the largest video audience in the world and is the second most-visited website today. Therefore, YouTube has become one of the most successful sites in the history of the Internet. However despite these stats, YouTube is a free service created from user-generated videos. Since YouTube cannot advertise whatever anyone decides to upload, it does not create much revenue.
Robert Kyncl and Tom Pickett have helped lead YouTube in its successes for the last seven years. Together, they have come up with a plan that will give YouTube more power than other competitors in the online video industry. The plan is to turn YouTube into a cable operator and network. YouTube would be implemented in production and distribution and essentially an equal to Comcast. However, the major difference between the two is that Comcast has 22.4 million subscribers and YouTube has 800 million.
“I can’t think of anyone more important right now in the entire industry . . . they’re up there with the biggest of the bigs,” says R.J. Williams, who runs an entertainment industry-focused channel on YouTube called Young Hollywood.
Kyncl and Pickett have a vision to transform YouTube’s current platform into a “generator and seller of quality content” and package this content to sell to advertisers. The content will be packaged through channel strategy. Kyncl and Pickett want to organize the site’s content into categories such as sports, food, music, that will serve like channels on a network. Through this process they believe they can find content worth selling.
A second part of this plan is YouTube’s recent purchase of Next New Networks, an online video production studio. Along with producing content, it also serves as a training system for upcoming video producers. Another idea for producing revenue is through streaming major studio movies. They want to compete with iTunes and Amazon by having them available for rent.
The purpose of turning YouTube into a programming giant is to use the advantages of being the largest video site to produce revenue. How can this be done better but through content produced by the general audience? They are the ones who chose what they want to view. It is a genius plan thanks to Kyncl and Pickett.
Source: Beyond Cat Videos: Is YouTube on the bring of becoming a programming star?, Adweek.com
Five Changes Coming to Digital Sports Journalism
Post contributed by Tate Russell -
Jason Fry recently contributed a piece to the National Sports Journalism Center's blog, on some potential changes coming to digital sports journalism .
1. Athletes will become social media veterans
With athletes growing up using twitter and facebook they will be better at controlling what they publish and even more friendly with fans on these sites. Fry suggests that they may not see the value of "in the locker room" interviews, because they have already answered all the fans' questions on twitter directly.
2. Think about location based services
Fry suggests that media outlets should use digital location based services to ensure they deliver content to local prospective viewers.
3. The middleman is vulnerable.
The relationship of the team and reporter is changing. Teams are becoming more proactive in producing content that gets their message to fans. This could reduce the value and importance of traditional beat reporters. As teams and players report game stories and break news about themselves, their is less need for traditional beat reporters. On the other hand,.most fans want an objective view and players and teams will mostly try to spin stories positively..
4. Consider finding a niche and owning it,
If you publish what everybody else does you may be overlooked. So find an area to excel in and make it your own. He suggests things like historical perspective, long form analysis, mechanics reports or scouting of opponents. Develop unique focus or perspective to differentiate you from other reporters. That also makes it easier for those interested in that topic to find you in a crowded online marketplace.
5. Burn this list in a year.
The digital world changes so fast that you always have to be prepared for what’s next and remember sometimes predictions are wrong , just keep your ears open and be willing to experiment.
Source - Thinking About the Future: Five changes that may be coming to digital sports and how to meet them. National Sports Journalism Center blog
edited slightly for content. added title and improved layout
Jason Fry recently contributed a piece to the National Sports Journalism Center's blog, on some potential changes coming to digital sports journalism .
1. Athletes will become social media veterans
With athletes growing up using twitter and facebook they will be better at controlling what they publish and even more friendly with fans on these sites. Fry suggests that they may not see the value of "in the locker room" interviews, because they have already answered all the fans' questions on twitter directly.
2. Think about location based services
Fry suggests that media outlets should use digital location based services to ensure they deliver content to local prospective viewers.
3. The middleman is vulnerable.
The relationship of the team and reporter is changing. Teams are becoming more proactive in producing content that gets their message to fans. This could reduce the value and importance of traditional beat reporters. As teams and players report game stories and break news about themselves, their is less need for traditional beat reporters. On the other hand,.most fans want an objective view and players and teams will mostly try to spin stories positively..
4. Consider finding a niche and owning it,
If you publish what everybody else does you may be overlooked. So find an area to excel in and make it your own. He suggests things like historical perspective, long form analysis, mechanics reports or scouting of opponents. Develop unique focus or perspective to differentiate you from other reporters. That also makes it easier for those interested in that topic to find you in a crowded online marketplace.
5. Burn this list in a year.
The digital world changes so fast that you always have to be prepared for what’s next and remember sometimes predictions are wrong , just keep your ears open and be willing to experiment.
Source - Thinking About the Future: Five changes that may be coming to digital sports and how to meet them. National Sports Journalism Center blog
edited slightly for content. added title and improved layout
Glossy Fashion moves Online
Post contributed by Rachel Cobb -
The senior accessories editor of Vogue, Filipa Fino, resigned last June to start an online fashion magazine devoted to accessories, Fino File (a holiday preview issue is available here). She is focusing a lot of fashion bloggers, a huge trend that is emerging. It is a bit bittersweet, because it is yet again another sign that print media is failing, but it is still exciting news to watch this new realm of blogging take control of the magazine industry too. It is inspiring for young writers to know that they are being noticed and that they can make an impact that even the big dogs like Vogue notice.
Source - Filipa Fino Tells Us Why Her New Online Mag Fino File Won't Be Like Vogue, Fashionista.com
The senior accessories editor of Vogue, Filipa Fino, resigned last June to start an online fashion magazine devoted to accessories, Fino File (a holiday preview issue is available here). She is focusing a lot of fashion bloggers, a huge trend that is emerging. It is a bit bittersweet, because it is yet again another sign that print media is failing, but it is still exciting news to watch this new realm of blogging take control of the magazine industry too. It is inspiring for young writers to know that they are being noticed and that they can make an impact that even the big dogs like Vogue notice.
Source - Filipa Fino Tells Us Why Her New Online Mag Fino File Won't Be Like Vogue, Fashionista.com
Mobile Booms around the Globe
There's been a few posts over the last few days about the continuing rapid adoption and diffusion of mobile media. A new report by Strategy Analytics showed that China has overtaken the U.S. as the world's largest manufactuter of smartphones, while the consumer market for those devices grew worldwide by 12.8%. That growth was despite continued slowing in market demand in the U.S. and Europe, but increased demand in China, Japan, and Asia generally.
According to ABI Research projections, that demand contributes to the expectati0on that mobile subscriptions will reach 6 billion by the end of this year. For comparison, the estimated world population is 7 billion. Nearly 1 billion mobile connections have been added in Asia over the last two years.
Another study by Informa Telecoms & Media indicates that mobile penetration in the Middle East will exceed 250 million in 2012, giving the region a higher penetration rate that seen in North America. At that point, there will be more mobile phone subscriptions in the Middle East than there are people.
Still, the broader social and economic impact of mobile is tied to the growth of mobile broadband and data services. Here, Asia (outside of Japan and Korea, anyway) has lagged somewhat. Less than 18% of Asia mobile connections are at 3G or 4G speeds. In China, about 10% of mobile subscriptions are 3G-enabled (that's still 100 million). India is pushing deployment of 3G and 4G networks, and that country's largest mobile company attracted 3 million 3g subscriptions in its first 6 months. Matthew Reed, head of mobile research for Informa, said, “The impact of competition, the availability of new data-based services, increasing affordability and population growth will all contribute to the continued rise in mobile subscription numbers in the Middle East in the coming few years,” On the other hand, implementation of 3G and 4G in the region remains sporadic and slow.
In Africa, where less than ten percent of the population has access to a bank account, mobile penetration rates topping 60% have prompted development of mobile money services such as Orange Money. First introduced in 2008, Orange Money operates in partnership with banks to offer a range of financial services, including money transfers, bill payment, and other financial services. They've recently partnered with Western Union to add global funds transferring.
Meanwhile, in the U.S., the IBM Smarter Commerce benchmarking study indicated that almost 15% of all online shopping traffic on last week's "Black Friday" shopping frenzy came from mobile devices, almost tripling last year's level. In terms of actual digital retail transactions, almost 10% came through mobile, more than triple last year's level. And those were just the shifts in sources among the overall 24.3% increase in online shopping traffic from last year's levels.
So globally, mobile and mobile broadband is doing well, and is likely to continue to expand as higher speed (3G, 4G, LTE) networks are built out.and new data and information services are added.
Source - Mobile Explodes: Connections to Reach 6 Billion This Year, Online Media Daily
Middle East mobile penetration exceeds that of USA, telecoms.com
Mobile Money Services a Big Hit in Africa, telecoms.com
editted - added info from new source
Source - Mobile Drives 14.3% of Black Friday Online Traffic, 9.8% of Sales, Online Media Daily
According to ABI Research projections, that demand contributes to the expectati0on that mobile subscriptions will reach 6 billion by the end of this year. For comparison, the estimated world population is 7 billion. Nearly 1 billion mobile connections have been added in Asia over the last two years.
Another study by Informa Telecoms & Media indicates that mobile penetration in the Middle East will exceed 250 million in 2012, giving the region a higher penetration rate that seen in North America. At that point, there will be more mobile phone subscriptions in the Middle East than there are people.
Still, the broader social and economic impact of mobile is tied to the growth of mobile broadband and data services. Here, Asia (outside of Japan and Korea, anyway) has lagged somewhat. Less than 18% of Asia mobile connections are at 3G or 4G speeds. In China, about 10% of mobile subscriptions are 3G-enabled (that's still 100 million). India is pushing deployment of 3G and 4G networks, and that country's largest mobile company attracted 3 million 3g subscriptions in its first 6 months. Matthew Reed, head of mobile research for Informa, said, “The impact of competition, the availability of new data-based services, increasing affordability and population growth will all contribute to the continued rise in mobile subscription numbers in the Middle East in the coming few years,” On the other hand, implementation of 3G and 4G in the region remains sporadic and slow.
In Africa, where less than ten percent of the population has access to a bank account, mobile penetration rates topping 60% have prompted development of mobile money services such as Orange Money. First introduced in 2008, Orange Money operates in partnership with banks to offer a range of financial services, including money transfers, bill payment, and other financial services. They've recently partnered with Western Union to add global funds transferring.
Meanwhile, in the U.S., the IBM Smarter Commerce benchmarking study indicated that almost 15% of all online shopping traffic on last week's "Black Friday" shopping frenzy came from mobile devices, almost tripling last year's level. In terms of actual digital retail transactions, almost 10% came through mobile, more than triple last year's level. And those were just the shifts in sources among the overall 24.3% increase in online shopping traffic from last year's levels.
So globally, mobile and mobile broadband is doing well, and is likely to continue to expand as higher speed (3G, 4G, LTE) networks are built out.and new data and information services are added.
Source - Mobile Explodes: Connections to Reach 6 Billion This Year, Online Media Daily
Middle East mobile penetration exceeds that of USA, telecoms.com
Mobile Money Services a Big Hit in Africa, telecoms.com
editted - added info from new source
Source - Mobile Drives 14.3% of Black Friday Online Traffic, 9.8% of Sales, Online Media Daily
Monday, November 28, 2011
Journalism needs new business models - some ideas
The post combines two contributions from Ashton Davis (edited by BJB) -
According to the Online Journalism site, making money from journalism in the new business model is based on models from 21st century news rooms, rather than those of the 20th century. The traditional newspaper business model rested on selling three things: advertising, content to readers, and a delivery platform to readers. However, there have been quite a few developments in the past few decades that have changed the traditional models - such as a rise in alternative channels, a rise in content sources, and changes in society as a whole.
If media industries want to be successful, then they are going to have to adapt to a newer business model, which is one that focuses on the individual. One component of the business model is the importance of going online. Online, advertising is cheaper, content is free, and no one owns the platform. Another factor in the business model is to attract more readers. Going online probably means that the market is changing, which means an individual can attract readers in another city, state, or even country. By attracting readers online, businesses can attract audience that would not pay for a newspaper. Another component to the business model is creating content and new platforms. It is incredibly difficult to create content that people will want to pay for, but it is possible to produce reports that have commercial value. Individuals can even sell information to third party syndication. Final components of the business model include promoting news as a service, not a product, not have a business only based on advertising, selling services, and utilizing mobile opportunities.
Furthermore, there are general questions that an individual should ask when generating news media models such as what data or information do we have or is within easy search? Who would have an interest in that? Where are they, online and offline? How could it be packaged to service these people? How could it be distributed to service these people? Why would they want this service? What might they want to do with the data? Who are our existing users? What can they add to our data or services? Why would they want to do so and what would motivate them to do so? What are the big issues and interests in our area? What services would fill a need there?
CUNY’s Graduate School of Journalism's “New Business Model for News” Project suggests that news organizations need to address several goals in order to flourish in the new competitive environment. One goal is to help local sites grow into sustainable operations. The Project has created the Resource Guide for Local and Niche Sites, with introduces some of the best sources of information about a variety of editorial, business, technology, and legal topics that are relevant to small websites. They plan on updating the guide over time, according to future innovations. By increasing the revenue for local and niche sites, audiences will have more of an opportunity to increase awareness about information that is relevant to them or topics that interest them.
Another goal is for audiences to have options as to what they want to listen, view, or search. Also, local and niche advertising will help the journalism business because it will increase revenue across different markets. In conclusion, the New Business Model for News increases awareness about local and niche sites in order to increase revenues in the journalism business.
In conclusion, new business models for journalism need to lay out features of the new media business models, and it is important for distributors of content to utilize these elements to benefit their industries.
Sources - Online Journalism Blog
New Business Models for News Project, CUNY Graduate School of Journalism
According to the Online Journalism site, making money from journalism in the new business model is based on models from 21st century news rooms, rather than those of the 20th century. The traditional newspaper business model rested on selling three things: advertising, content to readers, and a delivery platform to readers. However, there have been quite a few developments in the past few decades that have changed the traditional models - such as a rise in alternative channels, a rise in content sources, and changes in society as a whole.
If media industries want to be successful, then they are going to have to adapt to a newer business model, which is one that focuses on the individual. One component of the business model is the importance of going online. Online, advertising is cheaper, content is free, and no one owns the platform. Another factor in the business model is to attract more readers. Going online probably means that the market is changing, which means an individual can attract readers in another city, state, or even country. By attracting readers online, businesses can attract audience that would not pay for a newspaper. Another component to the business model is creating content and new platforms. It is incredibly difficult to create content that people will want to pay for, but it is possible to produce reports that have commercial value. Individuals can even sell information to third party syndication. Final components of the business model include promoting news as a service, not a product, not have a business only based on advertising, selling services, and utilizing mobile opportunities.
Furthermore, there are general questions that an individual should ask when generating news media models such as what data or information do we have or is within easy search? Who would have an interest in that? Where are they, online and offline? How could it be packaged to service these people? How could it be distributed to service these people? Why would they want this service? What might they want to do with the data? Who are our existing users? What can they add to our data or services? Why would they want to do so and what would motivate them to do so? What are the big issues and interests in our area? What services would fill a need there?
CUNY’s Graduate School of Journalism's “New Business Model for News” Project suggests that news organizations need to address several goals in order to flourish in the new competitive environment. One goal is to help local sites grow into sustainable operations. The Project has created the Resource Guide for Local and Niche Sites, with introduces some of the best sources of information about a variety of editorial, business, technology, and legal topics that are relevant to small websites. They plan on updating the guide over time, according to future innovations. By increasing the revenue for local and niche sites, audiences will have more of an opportunity to increase awareness about information that is relevant to them or topics that interest them.
Another goal is for audiences to have options as to what they want to listen, view, or search. Also, local and niche advertising will help the journalism business because it will increase revenue across different markets. In conclusion, the New Business Model for News increases awareness about local and niche sites in order to increase revenues in the journalism business.
In conclusion, new business models for journalism need to lay out features of the new media business models, and it is important for distributors of content to utilize these elements to benefit their industries.
Sources - Online Journalism Blog
New Business Models for News Project, CUNY Graduate School of Journalism
Digital Fuels China Ad Boom
A new trend report from WPP's MEC China subsidiary suggests that China is one of the fastest-growing advertising markets in the world, due in large part to the impact of the digital media revolution on consumers. Measured media expenditures in China is expected to grow more than 15% in 2011, and nearly 17% in 2012, when it's expected to generate $63 billion.
A large part of that growth is fueled by China's new Me Generation, one more accepting of individualism and expressing itself through blogs and social media. Participation in Internet and social media discussions have tripled from 2009 levels, the number of Weibo (China's Twitter analog) users has doubled in the last three months, and the number of blog writers have risen 12% over the last four years
Source - Digital Reshapes China, Aids Booming Ad Economy, OnlineMediaDaily
edited to add title and missing phrase
A large part of that growth is fueled by China's new Me Generation, one more accepting of individualism and expressing itself through blogs and social media. Participation in Internet and social media discussions have tripled from 2009 levels, the number of Weibo (China's Twitter analog) users has doubled in the last three months, and the number of blog writers have risen 12% over the last four years
“There are all kinds of indications that technology integration is becoming a major trend,” the report states, noting as an example that mobile phones can now be used as remotes to control TVs. “In the future, consumers will not be dealing with stand-alone high-tech devices, but will find science and technology penetrating every facet of their lives.”Another consumer trend on the rise in China is what MEC termed the “Zhai Lifestyle,” where consumers become more reliant on technology to do things, both in the office and at home.The report recommends that marketers need to tap into Chinese consumers' creativity and make them a part of the development of products and services for the Chinese market. As the report concludes:
“Become a friend of the consumer in the digital world, and help them to lead a healthy yet colorful Zhai lifestyle.”
Source - Digital Reshapes China, Aids Booming Ad Economy, OnlineMediaDaily
edited to add title and missing phrase
Sunday, November 27, 2011
Claire Suddath (& SJ) on the Future of Journalism
Post contributed by Summer Johnson -
Claire Suddath, a Time Magazine online and print writer, wrote an article in October 2011 that discusses how Time and other major news sources are dealing with the digital age. Suddath claims that journalists are scared because, “Basically, we're like the music industry, except none of us can sing.” Suddath reported that many journalists, from all forms of media, attended the Chicago Ideas Week panel on news in a digital age to figure out what will happen to the future of journalism.
The Chicago Ideas Week panel suggested that old media is incapable of immediacy in news, being overshadowed in that regard by social networking sites like Twitter. For example, a journalist at the panel claimed he knew of Steve Job’s death a few minutes after it happened because the information spread over Twitter so quickly, yet the television news medium came out with the “breaking” story the next day.
The panel further discussed that more media platforms are doing more journalism with fewer people, and it’s hard to run a business when it yields no revenue. Time’s Managing Editor and host of the Chicago Ideas Week panel, Rick Stengal, raised another issue. Stengal acknowledged that "there is more information available to more people than ever before. We just haven't figured out how to charge for it yet."
I have a proposal that may fix this problem in regards to online news.
The problem began when online news sites spoiled readers by posting news for free on their websites.
I propose news websites begin charging an online membership fee. I believe they should provide headlines and the “short story” (by short story, I mean the sentence or two below the headline” to viewers for free, but only subscribers/members would be able to read the entire story.
I think this will work because, as the panel discussed in Suddath’s article, all media platforms have some competition with social networking sites in immediacy; however, social networking sites are unable to provide the entire story. And breaking stories deserve more information than social networking sites’ few worded sentences.
There are some problems with this idea, but I believe following my proposal would be the lesser of two evils: either charge the audience and risk losing a few readers, or continue making no money. The first of the two would at least yield some revenue where the latter continues making nothing.
News websites have been offering information for free for so long, charging for information may turn away customers. My theory on this is if consumers pay for news when they buy newspapers, magazines, or cable, why shouldn’t they pay for it online? News is a much sought after commodity, and should be paid for regardless of the form of media.
The tricky part would be charging for information via online news websites; it must be a group effort. All news websites from all platforms must pull together, and begin charging for information at competitive rates at relatively the same time.
Instead of online news networks crying about losing money, they should get up and do something about it. The longer they wait, the more money they will lose, and the less job security we all will have.
Check out Suddath’s original article from Time’s online website
Claire Suddath, a Time Magazine online and print writer, wrote an article in October 2011 that discusses how Time and other major news sources are dealing with the digital age. Suddath claims that journalists are scared because, “Basically, we're like the music industry, except none of us can sing.” Suddath reported that many journalists, from all forms of media, attended the Chicago Ideas Week panel on news in a digital age to figure out what will happen to the future of journalism.
The Chicago Ideas Week panel suggested that old media is incapable of immediacy in news, being overshadowed in that regard by social networking sites like Twitter. For example, a journalist at the panel claimed he knew of Steve Job’s death a few minutes after it happened because the information spread over Twitter so quickly, yet the television news medium came out with the “breaking” story the next day.
The panel further discussed that more media platforms are doing more journalism with fewer people, and it’s hard to run a business when it yields no revenue. Time’s Managing Editor and host of the Chicago Ideas Week panel, Rick Stengal, raised another issue. Stengal acknowledged that "there is more information available to more people than ever before. We just haven't figured out how to charge for it yet."
I have a proposal that may fix this problem in regards to online news.
The problem began when online news sites spoiled readers by posting news for free on their websites.
I propose news websites begin charging an online membership fee. I believe they should provide headlines and the “short story” (by short story, I mean the sentence or two below the headline” to viewers for free, but only subscribers/members would be able to read the entire story.
I think this will work because, as the panel discussed in Suddath’s article, all media platforms have some competition with social networking sites in immediacy; however, social networking sites are unable to provide the entire story. And breaking stories deserve more information than social networking sites’ few worded sentences.
There are some problems with this idea, but I believe following my proposal would be the lesser of two evils: either charge the audience and risk losing a few readers, or continue making no money. The first of the two would at least yield some revenue where the latter continues making nothing.
News websites have been offering information for free for so long, charging for information may turn away customers. My theory on this is if consumers pay for news when they buy newspapers, magazines, or cable, why shouldn’t they pay for it online? News is a much sought after commodity, and should be paid for regardless of the form of media.
The tricky part would be charging for information via online news websites; it must be a group effort. All news websites from all platforms must pull together, and begin charging for information at competitive rates at relatively the same time.
Instead of online news networks crying about losing money, they should get up and do something about it. The longer they wait, the more money they will lose, and the less job security we all will have.
Check out Suddath’s original article from Time’s online website
The Good, the Bad, and the Sports Reporters
Post contributed b y Tate Russell -
The Sports Media Journal published an article on the most positive and negative aspects of today’s sports reporters and columnists. The first thing the author mentions is that beat writers should report exclusively and not offer their opinion on their beat; it is their job to provide facts not opinion.
The Sports Media Journal published an article on the most positive and negative aspects of today’s sports reporters and columnists. The first thing the author mentions is that beat writers should report exclusively and not offer their opinion on their beat; it is their job to provide facts not opinion.
I do agree with this statement I would rather form my own opinion based on the fats I get from the person who closely follows the team I’m reading about. His next point is that a columnist should be an authority on the subject their column covers but too often enough research is not done. I also agree with this point, when reading a column I hope to as much new knowledge as I can and so I hope the writer can throw a ton of information at me.
The article's author contends that the 24 hour news cycle has killed unique sports stories. Reporters are so driven to get every piece news out first that they sacrifice doing player profiles or investigative pieces. As an audience member those are the types of stories im more likely to read and more of them can only be good. He fears that younger journalists are learning to do everything, from shooting video, editing photos, creating podcasts and reporting via social media, and that this could lead to a lack in quality reporting skills in the traditional sense. This is contrary to what we learn at the University of Tennessee but I do think it is interesting that someone is challenging that point.
Source - What's Right and What's Wrong with Sports Media Reporters and Columnists, Sports Media Journal.
(some editing by BJB)
Source - What's Right and What's Wrong with Sports Media Reporters and Columnists, Sports Media Journal.
(some editing by BJB)
RockStar Radio Network Set to Launch November
Post contributed by Zuri Walker -
Former personal manager for Axl Rose (Guns N’ Roses), Craig Duswalt is set to launch his new radio network, RockStar Radio Network November 28, 2011. The network will encompass over 50 live radio shows along with podcasts, re-podcasts, and cd like quality sound, live commercials and more. Duswalt’s goal is to teach others how to become “Rockstars” in their own industries. Specialty shows will be hosted in topics such as health, business, pop culture, education and much more. Duswalt hopes with the launch of the new network entrepreneurs will be able to get their message and ideas out to others.
Former personal manager for Axl Rose (Guns N’ Roses), Craig Duswalt is set to launch his new radio network, RockStar Radio Network November 28, 2011. The network will encompass over 50 live radio shows along with podcasts, re-podcasts, and cd like quality sound, live commercials and more. Duswalt’s goal is to teach others how to become “Rockstars” in their own industries. Specialty shows will be hosted in topics such as health, business, pop culture, education and much more. Duswalt hopes with the launch of the new network entrepreneurs will be able to get their message and ideas out to others.
With a background in the music and marketing industries, this network looks to have a huge impact on listeners and hopefully will benefit them in more ways than one. Listeners will be able to access this network this November at www.RockStarRadioNetwork.com.
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