United Kingdom: How to change the whole media transformation?


To understand the experience and effectiveness of the traditional media in the UK, represented by the BBC, the Financial Times, the Daily Telegraph, etc., in recent years in the transformation of the entire media, as well as their response to the crises in the advertising downturn and issuance reduction. In early June 2014, we went to the United Kingdom to conduct a field trip. Through inspections, we have deepened our understanding of the transformation of the British traditional media and brought back some useful lessons and enlightenments for our all-media transformation and development.

I. "Financial Times": All-media transition, top-down reform

The Financial Times (FT) began its digital transformation around 2000. In the digital reforms of previous years, they successfully established the global paid online reading model. In October 2013, they even made surprising assumptions. They announced that the digitalization reform has been further advanced and “abolished the late-night operation mode” in the first half of 2014. Published a single-print version of the global print.
What we have heard at FT is: The newspaper has not disappeared, and the content is still very important; the transformation of the whole media is not only a change of work flow, but also a change in the way of thinking.
We understand that the current total circulation of the Financial Times is about 665,000, of which the digital version is 440,000, and the paper version is 224,000. They compressed the editorial distribution centers that were set up everywhere (from 25 to 17).
They believe that in the digital era, the issuance of newspapers will no longer be centered on the number of prints but will be prioritized by a paper version, but will be based on influence and will be based on the needs of users.
The so-called cancellation of the late-night operation mode and the abolition of local printing editions are not actually cancellations and contractions in the full sense. Instead, they are adjustments to the content structure and brand strategy, and the publication of paper newspapers as a part of the full media release. FT positioned the first four editions of FRONTPAGE as reviews and in-depth reports. Many topics can be determined in advance. As a result, the local edition does not need to make more adjustments. In the past, due to the time difference, 50% of the contents of some editions need to be adjusted. In their view, moving the overall time node forward is to more rationally plan the content and management team.

FT's all-media transformation is mainly reflected in the following aspects:

1. "We don't tell the reader what happened just now, but tell everyone what it means."

In October last year, editor-in-chief Barber said in a revised "memorandum" to all editors: "Our news editors and reporters will turn from passive news response to news news news news news newsnews. Production, while continuing to be faithful to the pursuit of original news and investigative reporting." We see that fast and instant news they are doing, publishing important instant news on various terminals. At the same time, they believe that the news on the print version is 12 hours later than the slowest update, so the FT "must be known for its comments and comments."

2. "In the past, we changed the FT5 edition. Now we advocate 'open news' and we are trying to change it all the time."

There was an issue in the past. They would determine in advance what kind of report to write, a 800-word comment, or something else. Still, it will continue to adhere to the usual storytelling methods, but at the same time, they will use an open approach to complete the report instead of completely deciding what to write and how to write. For example, several pictures may be added at the same time as required, or may be accompanied by a data news, or a video, and based on immediate feedback, immediate answers may be given based on the reader's questions.

In the current situation, the adjustment of the layout structure is no longer so important. The point of their thinking is how to better present each story to the reader. Interaction design, programming, and more have become more important than ever.

3. "Data News will become our core competitiveness."

FT's visual design team is closely integrated with the content production team and they are inseparable. They serve all newspaper terminal companies. The team responsible for data journalism is constantly expanding its enrollment because they believe this is very popular content. The design team needs to continuously ask the reporters for data that can be graphed and can form dynamic graphs. The reporter’s awareness of data journalism is also increasing, and they will actively provide various data.

4. "The most important thing in the transition is always the content product, and how to attract readers is also an important issue."

The New York Times has discovered: "The internet has always been the main tool for us to show our readers news. Every month, millions of readers visit. But like all news pages, its influence is declining. Our readers Of these, less than half were interviewed. More readers are expecting us to find them on websites such as Facebook or via emails and 'reminders' instead of looking for us.” FT also encountered similar problems. According to reports, a lot of traffic on the FT website does not necessarily come from, but comes from search engines and other pop-up windows. So we need to study new ways to attract and retain readers.

5. "Transformation is not what we want to change."

They told us that "change is not what we want to do, we want to change, but to adapt to readers new habits and new needs."

There is no ultimate answer or inevitable "law." “Some people say that nobody reads the newspapers. Why do we have to do newsletters? But in fact, some readers actually choose to subscribe to FT’s most expensive combination to see our EPAPER.”

We understand that the content of the "Financial Times" APP version is adjusted through the analysis of data on users' reading habits. For example, the content released in the morning is basically fixed, and it is more newspaper-oriented; the updates released at night are more like new media.

6. "Subscription portfolio more than 'half dozen'".

All FT content is charged. There are six or seven types of subscribers' choices. Different combinations have different prices and different value-added services. Some may receive targeted push emails, while others may have special comments. For example, if you subscribe weekly, the most expensive combination is “paper version + super electronic version” ($19.11/week, all FT products are sold out), followed by “super electronic version” ($8.99/week, except for paper version) (all digital products outside), the "standard electronic version" ($6.25/week, all digital products other than columns, newsletters and editors) and "limited free edition" (registered reading, 8 free articles per month), etc. . If you subscribe by month or year, prices are more favorable.

7. "FT has no new media department!"

The "Financial Times" requires that the original journalist editors must make a transition to the all-media direction. Most of their departmental settings are still the same, or they are mainly news and storytelling. You don't have to worry too much about publishing terminals, but you always have to pay attention to how a piece of news can be presented better and spread better. Visual designers, programming technicians, data journalists, etc., entered into various original teams to promote overall transformation.

The all-media transition is a top-down reform. It is that the reforms will always have an impact, and they will not be adapted or used. Therefore, training is needed. FT also provides employees with a wide range of training for digital editing and media integration.

Second, the "Daily Telegraph": production content more to consider the needs of readers

We visited the famous "big spider web"-like office structure of The Daily Telegraph. It was quite shocking to witness the bustling and large platform office scene. There we see:

The layout of the Daily Telegraph is a central type, with an oval desk prepared for its editors and editors of 11 departments. All people sit together and have problems communicating in time. All people are standing still and all changes are in sight. They transferred all the editors of the site and worked with the editors of the newspaper. Every department was around the center...

Some busy reporters still have their suitcases (bags) around, ready to set off, or have just returned from the news scene.

Before 2006, this was not the case. “Before the newspapers were small in size, the five-storey building would be opened separately before compilation, and the journalists and editors between departments and departments did not communicate much with each other.” Now that the space barrier has been opened, the benefits are: more transparency and easier communication.

The huge electronic screen above the hall shows the popularity of all the articles on the website in real time. Based on real-time data rankings, it is intuitive and eye-catching. It has become an important driving force for journalists to work hard.

“This kind of office structure has not been liked by everyone at first, but it is now used. This way has an accelerating and motivating effect for editorial journalists. Noisy, noisy, and used to it.”

The "Daily Telegraph" achieved all-weather operation. The printed version was delivered to users in the morning. The current circulation is about 900,000 copies. It ranks first in the UK's “Four Big Reports”. In the afternoon, an online afternoon newspaper mainly targeted at young people is published on the website. Users can print on their own or online.

The Daily Telegraph website is updated immediately. The morning edition is dominated by serious news such as politics, and the noon version is a relaxing content that focuses on sports and culture. At night, it will strengthen the broadcast of entertainment news and realize the beneficial practice of integrating the online media with traditional media in news information integration and form transformation.

At present, 65% of the income of the Daily Telegraph comes from advertising, and 35% of revenue comes from issuance (subscribers). Among them, 75% to 85% of advertising revenue comes from newspapers, and 15% to 25% comes from new media.

The business department of the Daily Telegraph is completely separated from the editorial team. Last year, a new public relations company was founded. It has independent accounting and good results. 65% of advertising revenue also includes various kinds of sponsorship, liaison, and exchange brand cooperation.

The biggest change in these two years is that websites (advertisements) and tablet computers have 20 advertisements per day. The first two years of new media ads have almost no income. The growth of mobile advertising is particularly fast: the price of a small advertising space for a mobile terminal is about the same as the price of a newspaper full-page advertisement.

Unlike the United States, online advertising in the United States is cheap. The management in this area is relatively good in the United Kingdom. The Daily Telegraph’s online advertising fee is calculated on the basis of thousands of visits, at a rate of 1,000 visitors per person per pound. In addition, the quality content and brand effect of the Daily Telegraph is also a unique magic weapon that can attract quality users and premium brand advertisers. Good brands are more willing to place advertisements on branded media.

Third, the BBC: spatial layout is very important

Like the Daily Telegraph, the BBC's all-media transition has also benefited from its new platform layout. Two years ago, when they were working in the old building, they also faced problems such as departmental estrangement and poor communication. After moving to a new site, the biggest changes are visualization, transparency, and platformization.

In the introduction of BBC peers, there are two key words: interlacing and fusion. Staff in different departments and positions have staggered seats and work integration.

Although at the beginning, almost everyone opposed it, everyone felt that there was no way to write in such an environment. However, most people are now adapting, and feel that this change will help innovating news collection processes. Finding people is much easier. When you think about what topics to choose, you can stand up and see people, go over to communicate, and you can start implementing them.

As for who sits in the center of the central kitchen, the BBC asked everyone to vote. The result of the final democratic election is that the senior editors are sitting in the middle. They are the running hub of the BBC. They have the authority to coordinate all departments and journalists around the world and work in three shifts. He is busy all year round.

Of course, not all people are sitting in the central kitchen, like the African Department and the Chinese Ministry are on another floor. The channel director used to have a small office. Now, like everyone else, he is a desk. The only privilege is to be the first pick in this department, for example, you can pick a seat by the window.

Most reporters' editorial desks are not fixed, which seats are left where they sit, and each person has a small cupboard for personal belongings.

Compared with the past, the current office area has shrunk, but the public exchange area on each floor has been expanded. Everyone can chat while drinking coffee. Many of the topics have come out like this. People communicate more, and it's easier to tell people to do programs.

Fourth, inspiration and reference for us

Taking a comprehensive survey, we feel that although these three media have their paths in digital transformation, many ideas and practices have similarities.

Change, starting with the space layout. Although the large-scale platform office may feel uncomfortable and unaccustomed at first, it will breed new vitality in the ever-growing communication and cooperation.

Content is king and spreads first. In any case, one's own core competitiveness can not be lost, or do the best content. At the same time, unprecedented attention has to be given to the presentation and dissemination of information, which has become the consensus of everyone.

Technological innovation forced the process reengineering. Innovation in technology is important, but the combination of technology and content is more powerful.

Fusion development requires top-level design and requires training and learning. The reform of the whole media is a process of continuous trial and error. It is imperative to have top-level design, and it is also very important to provide employees with internal training without interruption.

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