Rji-pivot-project-information-newco

• 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

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NEW TECHNOLOGY OPENS OPPORTUNITIES FOR MEDIA TO STRENGTHEN RELATIONSHIPS WITH THE COMMUNITIES THEY SERVE

• More compelling content through inclusion of all stakeholders
• The most innovative distribution channels for improved content
• A shared user network as a way to best monetize improved content

GUIDING PRINCIPLES 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

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CORE ISSUES:

• Digital publishing has over taken traditional media publishing model
• Traditional media's role as an information gatekeeper has been transformed to 'many to many" publishing model
• Information users are inundated with too much information and of limited value
• Traditional media revenue has seriously eroded with little end in sight

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KEY NECESSARY ACTION STEPS:

• A new model for information gathering and producing compelling value is imperative
• An assessment of what users seek as valued content is needed
• A duality of information networks are necessary to return traditional media to sustainability
• 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:

The old 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

The new model:

• 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

KEY USER INFORMATION NEEDS:

Local markets -- covering community

• Issues and events
• Environment, economic and social
• Education
• Government
• Leaders, Organizations

General information --covering by interest sectors

• Healthcare/Wellness
• Politics/Taxes
• Economic Environment
• Education
• Environment
• Faith Based/ Religion
• Global Affairs
• Technology

LOCAL vs. NATIONAL NETWORKS ROLES:

Local networks -- This local network requires dramatic fixing

• The network consists of individual local media partners, market by market, migrating from legacy to digital mode
• Local media must migrate to the new model of information gathering and distribution
• Each market is its own proprietary network with unique registration, payment plan and data base profiling
• Each market is augmented by its own local ads and e-commerce software
• Each market sets their own costs

National shared-user network -- This network needs to be created and work in tandem with local networks

• The network is formed and operated as an independent, entrepreneurial Newco
• The network shares the home page of each local market digital offering regardless of device
• The network creates the information by sector that drives people’s lives beyond their community
• Each sector content is created by partnering with new digital only startups in each sector working in tandem with legacy editors on a re-organized national, regional and state basis
• The network is accessed by a common ID Pass
• It is a shared user network that provides, atomized, or disaggregated, content
• The network offers personal information agents that users interact with to enrich their sector’s information
• With opt-in user profiling and mass user data base, this new network becomes an attractive buy for national interactive advertising and marketing budgets
• This network has new, dynamic authentication and micro-payment processing protocols
• The network has a US tolls pass, not a Florida Sun Pass; it has a VISA card, not a Macy’s card; it has an ASCAP royalty return for all parties, whether Local Only; whether Newco only; whether user move back and forth between any and all networks
• Newco establishes a cost structure that all members agree to accept

SOLVING THE REVENUE PROBLEM:

Local

• Local keeps print revenue as long as possible
• Local builds new local digital revenue via improved civic storytelling and various commercial offerings

National

• Provides massive data base of collective shared users
• Builds large niche data base relative to each content sector
• Becomes a must consider for all national interactive, marketing/advertising budgets
• Paves way for endless possibilities of partnerships with digital start-ups and key advertisers
• Paves way for potential alliances with mass and class portals
• Major share of new revenue returned to local media partners for local network investment




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