En diversos congresos o reuniones suelo encontrarme con dueños o directivos de periódicos de capitales provinciales o pequeñas ciudades (defino arbitrariamente como una pequeña ciudad aquellas con menos de un millón de habitantes).

En general, ya sea un periódico de provincia argentino, de cualquier país de Lationoamérica o EE.UU., tienen algunas características que los identifica:

- Son el único diario impreso del lugar (o por lo menos dominan el mercado claramente)

- La marca está muy arraigada en la sociedad

- Buena parte de sus ingresos provienen de publicidad oficial/estatal

- Sus dueños pertenecen a familias tradicionales/poderosas del lugar

Al concurrir a eventos sobre el futuro de los medios organizados por la Sociedad Interamericana de Prensa (SIP), la WAN, IFRA o tantos otros organismos de este tipo, se encuentran con ponentes de grandes medios nacionales o internacionales.

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Me encanta mostrar este gráfico durante algunas presentaciones. Es muy simple, pero permite dimensionar la feroz competencia que enfrentan particularmente los periódicos.
Vean la dimensión de todos los periódicos estadounidenses en conjunto frente a jugadores puros de Internet (pure internet players).

Gracias al entusiasmo del amigo Rosental Calmon Alves (Director del Centro Knight para el Periodismo en las Américas de la Universidad de Texas) y Guillermo Franco (El Tiempo de Colombia) fue traducido al español el libro ‘Journalism 2.0: How to Survive and Thrive, A digital literacy guide for the information age’, del autor Mark Briggs.

Hice un mínimo aporte en la revisión de la versión en español.

Documento completo (inglés, español, portugués): ‘Periodismo 2.0, una guía de alfabetización digital para sobrevivir y prosperar en la era de la información’

Ginocchio es analista de Deutsche Bank.

- “I believe in a dedicated marketing budget to project the importance of the brand in local market, which is now more important than ever due the multi-media portfolio that new enterprises manage”.

- “U.S. newspaper industry only captures about one fitfth of the monthly page views that Yahoo! generates, and only about half of what Google registers. I believe every individual consumer would benefit by using the newspaper`s content many times a week, and yet many do noto, so my view is that newspapers are leaving a lot of ad impressions on the table”.

- “In the Web era, I think journalists will need to be more tuned in to their audience. Soon every journalist will have their own blast e-mail list and repurposed beat-branded Web site. To effectively “compete” in the news marketplace, they will have to understand what their audience wants and is willing to pay for with their time and attention. If only a small audience exists for a particular beat, perhaps that beat will be “outsourced” to a citizen journalist. If news enterprises fully and efficiently engage their community via superior news, local information and services”.

- “Local feet on the street” should be an advantage over most pure online companies. The news enterprises ability to cover the high cost of sales via the print product, should over time allow news enterprises`to penetrate the local ad base with its online, mobile and other (lower priced) niche products”.

- “We’ve seen two watershed events in this regard in the last year –Hearst outsourcingits printing presses in San Francisco, and the Chicago Sun-Times outsourcing of distribution to the Chicago Tribune. I think we’ll see more of this kind of thing over the next few years. I continue to be surprised by newspapers that want to hang onto their physical production and distribution assets”.

La NAA (Newspaper Association of America) le preguntó a 22 expertos (analistas, futuristas, académicos, etc) sus  perspectivas sobre el futuro de los periódicos. Escriben  Andrew Nachison (IFOCOS); Juan Giner y Juan Senor (Innovation) y Paul Saffo, entre otros.

Lo estoy leyendo todavía. En un próximo post resaltaré los párrafos más interesantes.

Documento completo: http://www.naa.org/blog/futureofnewspapers/Future_of_Newspapers_blog.pdf
 

December 3, 2007 By CATE DOTYAfter a decade of watching newspapers and rival wire services shrink, The Associated Press, the 161-year-old news cooperative, is refitting itself to handle the 24-hour news cycle it helped create.“You have to adjust to the marketplace,” said Jim Kennedy, The A.P.’s vice president for strategic planning. “The new generation of consumers has completely different habits.”

To feed those habits and manage the news cycle more efficiently, The A.P. will change the way it files, edits and distributes stories, opening at least four regional editing hubs as part of a plan it calls AP2.0.

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