Difference between revisions of "Rji-pivot-project-information-newco"
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| − | + | ===NEW TECHNOLOGY OPENS OPPORTUNITIES FOR MEDIA TO STRENGTHEN RELATIONSHIPS WITH THE COMMUNITIES THEY SERVE=== | |
*Content becomes more compelling through the real time inclusion of all stakeholders | *Content becomes more compelling through the real time inclusion of all stakeholders | ||
| Line 17: | Line 17: | ||
*A tandem of a local market network along with a global shared user network best monetizes improved content efforts, increased engagement and sustainability | *A tandem of a local market network along with a global shared user network best monetizes improved content efforts, increased engagement and sustainability | ||
| − | GUIDING PRINCIPLES TO ACHIEVE THESE OPPORTUNITIES ARE TO: | + | ===GUIDING PRINCIPLES TO ACHIEVE THESE OPPORTUNITIES ARE TO:=== |
*Specify the architecture for improved content | *Specify the architecture for improved content | ||
| Line 23: | Line 23: | ||
*Outline the partnerships, alliances and collaborations to distribute and monetize the improved content | *Outline the partnerships, alliances and collaborations to distribute and monetize the improved content | ||
| − | + | ===DIGITAL DISRUPTION HAS LED TO KEY CORE ISSUES=== | |
| − | ===DIGITAL DISRUPTION HAS LED TO KEY CORE ISSUES | ||
| − | === | ||
*Digital publishing has over taken traditional media publishing model | *Digital publishing has over taken traditional media publishing model | ||
*Traditional media's role as an information gatekeeper has been transformed to a user based publishing model | *Traditional media's role as an information gatekeeper has been transformed to a user based publishing model | ||
| Line 41: | Line 39: | ||
*An assessment of what users seek as valued content is needed | *An assessment of what users seek as valued content is needed | ||
*Traditional media needs to partner with innovative technology, software and digital startups to highlight their storied brands, provide creative navigation tools and distribute compelling content in a platform neutral environment. | *Traditional media needs to partner with innovative technology, software and digital startups to highlight their storied brands, provide creative navigation tools and distribute compelling content in a platform neutral environment. | ||
| − | |||
===OLD VS NEW INFORMATION CONTENT MODEL:=== | ===OLD VS NEW INFORMATION CONTENT MODEL:=== | ||
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<ul> | <ul> | ||
| − | ==== | + | |
| + | ====As each local market embraces real time, contextual information gathering and distribution it paves way for a global shared-user network==== | ||
*Each market develops its proprietary local network with unique registration, payment plan and data base profiling | *Each market develops its proprietary local network with unique registration, payment plan and data base profiling | ||
*Each market augments its sustainability by increased local ads and e-commerce software from increased audience engagement | *Each market augments its sustainability by increased local ads and e-commerce software from increased audience engagement | ||
| − | *All local markets form an alliance network to | + | *All local markets form an alliance network to amass collective audience data setting up a Newco global network opportunity |
| − | ====A | + | ====A global shared network is formed to provide topical information to help users better direct their daily lives==== |
*This network is formed and operated as an independent, entrepreneurial Newco | *This network is formed and operated as an independent, entrepreneurial Newco | ||
| Line 96: | Line 94: | ||
*This network employs personal information agents that users interact with to enrich their sector’s information and increase engagement | *This network employs personal information agents that users interact with to enrich their sector’s information and increase engagement | ||
*With opt-in user profiling and user data base formulation, this network becomes a real consideration for national interactive advertising and marketing budgets | *With opt-in user profiling and user data base formulation, this network becomes a real consideration for national interactive advertising and marketing budgets | ||
| − | *This network provides authentication and micro- | + | *This network provides authentication and micro-accounting aggregation and settlement protocols that allow users to use this network in tandem with any and all other proprietary networks of their choice and have all parties appropriately compensated |
| − | *A quick synopsis might be...this network operates with a US toll road pass pass, not a State pass | + | *A quick synopsis might be...this network operates with a US toll road pass pass, not a State toll road pass; it has a Universal Credit Card card, not an individual merchants card; it has an ASCAP type royalty return for all parties, whether Local Only; whether Newco only; whether users move back and forth between any and all networks |
</ul> | </ul> | ||
| + | |||
| + | <br> | ||
| + | |||
===SOLVING THE REVENUE PROBLEM:=== | ===SOLVING THE REVENUE PROBLEM:=== | ||
<ul> | <ul> | ||
====Local==== | ====Local==== | ||
*Local markets continue to sell traditional local advertising, but with stronger community involvement and increased engagement | *Local markets continue to sell traditional local advertising, but with stronger community involvement and increased engagement | ||
| − | *Local markets build new local digital revenue via improved civic storytelling and various commercial offerings that apply to | + | *Local markets build new local digital revenue via improved civic storytelling and various commercial offerings that apply to broadest base of local revenue sources |
====National==== | ====National==== | ||
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*Builds large niche data base relative to each content sector | *Builds large niche data base relative to each content sector | ||
*Becomes a valid consideration for national interactive, marketing/advertising budgets | *Becomes a valid consideration for national interactive, marketing/advertising budgets | ||
| − | *Paves way for numerous possibilities of partnerships with digital and | + | *Paves way for numerous possibilities of partnerships with digital and technology startups as well as with key advertisers |
*Paves way for potential alliances with mass and class portals | *Paves way for potential alliances with mass and class portals | ||
| − | * | + | *New revenue stream finances Newco operating expenses with majority of revenue returned to local media partners for re-investment and sustainability |
<hr> | <hr> | ||
[http://newshare.com/wiki/index.php/Rji-pivot-projects BACK TO PROJECT SUMMARIES] / [http://newshare.com/wiki/index.php/Rji-pivot-resources BACK TO PIVOT POINT OVERVIEW] <BR> | [http://newshare.com/wiki/index.php/Rji-pivot-projects BACK TO PROJECT SUMMARIES] / [http://newshare.com/wiki/index.php/Rji-pivot-resources BACK TO PIVOT POINT OVERVIEW] <BR> | ||
Latest revision as of 16:16, 3 July 2012
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- An outline of the reasons why traditional media need a new collaboration of local markets working in tandem with a global shared-user network for trust, identity, privacy and information commerce. An "information newco" is proposed. Buzz Wurzer.
BACKGROUND ON BUZZ WURZER
BACK TO PROJECT SUMMARIES / BACK TO PIVOT POINT OVERVIEW
Contents
- 1 NEW TECHNOLOGY OPENS OPPORTUNITIES FOR MEDIA TO STRENGTHEN RELATIONSHIPS WITH THE COMMUNITIES THEY SERVE
- 2 GUIDING PRINCIPLES TO ACHIEVE THESE OPPORTUNITIES ARE TO:
- 3 DIGITAL DISRUPTION HAS LED TO KEY CORE ISSUES
- 4 KEY NECESSARY ACTION STEPS:
- 5 OLD VS NEW INFORMATION CONTENT MODEL:
- 6 KEY USER INFORMATION NEEDS:
- 7 LOCAL vs. NATIONAL NETWORKS ROLES:
- 8 SOLVING THE REVENUE PROBLEM:
NEW TECHNOLOGY OPENS OPPORTUNITIES FOR MEDIA TO STRENGTHEN RELATIONSHIPS WITH THE COMMUNITIES THEY SERVE
- Content becomes more compelling through the real time inclusion of all stakeholders
- New tech tools enable ease of input and output of real time content
- Improved content is formatted for use in all available distribution channels
- A tandem of a local market network along with a global shared user network best monetizes improved content efforts, increased engagement and sustainability
GUIDING PRINCIPLES TO ACHIEVE THESE OPPORTUNITIES ARE TO:
- Specify the architecture for improved content
- Parcel out the action points to achieve the architecture
- Outline the partnerships, alliances and collaborations to distribute and monetize the improved content
DIGITAL DISRUPTION HAS LED TO KEY CORE ISSUES
- Digital publishing has over taken traditional media publishing model
- Traditional media's role as an information gatekeeper has been transformed to a user based publishing model
- Information users are inundated with too much information and of limited value
- The market choices for content along with the plularity of digital devices and user packages is in a continual state of flux
- Traditional media revenue has seriously eroded with little end in sight
|
KEY NECESSARY ACTION STEPS:
- A new model for information gathering is imperative to rebuild community relationships
- An assessment of what users seek as valued content is needed
- Traditional media needs to partner with innovative technology, software and digital startups to highlight their storied brands, provide creative navigation tools and distribute compelling content in a platform neutral environment.
OLD VS NEW INFORMATION CONTENT MODEL:
- Get and report key story facts
- Expand story to a news analysis when more facts are available
- Provide editorial opinion when appropriate
- Place serendipitous advertising around the above
- Include all publics in the real time, ongoing story discovery process
- Optimize navigation, search and social network tools to enhance story value
- Continue, build and distribute story value for all digital/analog channels
- Enhance story value with targeted opt-in advertising messages and pertinent product and services e-commerce
The old model:
The new model:
KEY USER INFORMATION NEEDS:
- Issues and events
- Environment, economic and social
- Education
- Government
- Leaders, Organizations
- Healthcare/Wellness
- Politics/Taxes
- Economic Environment
- Education
- Environment
- Faith Based/ Religion
- Global Affairs
- Technology
Local information users desire real time contextual content that cover local
General information users desire real time contextual content by topics that help them direct their daily lives which feature information on
LOCAL vs. NATIONAL NETWORKS ROLES:
- Each market develops its proprietary local network with unique registration, payment plan and data base profiling
- Each market augments its sustainability by increased local ads and e-commerce software from increased audience engagement
- All local markets form an alliance network to amass collective audience data setting up a Newco global network opportunity
- This network is formed and operated as an independent, entrepreneurial Newco
- This network works in tandem with local markets digital offerings, regardless of digital device
- This networks content is created by partnering with new digital startups in each sector working in tandem with traditional media editors on a national, regional and state and local market basis
- This network is accessed by a common ID Pass
- This is a shared user network that provides, atomized, or disaggregated, content within each topical area
- This network employs personal information agents that users interact with to enrich their sector’s information and increase engagement
- With opt-in user profiling and user data base formulation, this network becomes a real consideration for national interactive advertising and marketing budgets
- This network provides authentication and micro-accounting aggregation and settlement protocols that allow users to use this network in tandem with any and all other proprietary networks of their choice and have all parties appropriately compensated
- A quick synopsis might be...this network operates with a US toll road pass pass, not a State toll road pass; it has a Universal Credit Card card, not an individual merchants card; it has an ASCAP type royalty return for all parties, whether Local Only; whether Newco only; whether users move back and forth between any and all networks
SOLVING THE REVENUE PROBLEM:
- Local markets continue to sell traditional local advertising, but with stronger community involvement and increased engagement
- Local markets build new local digital revenue via improved civic storytelling and various commercial offerings that apply to broadest base of local revenue sources
- Provides massive data base of collective shared users
- Builds large niche data base relative to each content sector
- Becomes a valid consideration for national interactive, marketing/advertising budgets
- Paves way for numerous possibilities of partnerships with digital and technology startups as well as with key advertisers
- Paves way for potential alliances with mass and class portals
- New revenue stream finances Newco operating expenses with majority of revenue returned to local media partners for re-investment and sustainability
Local
National
