Animal Político lanza la suscripción digital
En Animal Político queremos seguir haciendo periodismo independiente y tú puedes ayudarnos. Dona a través de Facebook y a cambio obtén contenido exclusivo.
Hoy Animal Político necesita de ti. Queremos seguir haciendo periodismo independiente: sin ataduras, ni censuras, y tú puedes ayudarnos a continuar con nuestra labor.
Conviértete en suscriptor de Animal Político en Facebook, y en agradecimiento a tu apoyo tendrás acceso a contenido exclusivo, Facebook Lives con nuestros reporteros y editores, una insignia de colaborador y leerás antes que nadie nuestras principales investigaciones.
Nuestro contenido continuará abierto, pero con tu apoyo podremos hacer más.
¿Tienes dudas sobre cómo hacerlo? Aquí las resolvemos:
Quiero apoyar… ¿Cómo me suscribo a Animal Político en Facebook?
Desde tu tableta o celular, búscanos en la app de Facebook. Debajo de nuestras publicaciones y de nuestra fotografía de portada encontrarás el botón “Hazte colaborador”. Asegúrate de contar con la versión actualizada de la app de Facebook en móvil. Es una suscripción mensual de 189 pesos que puedes cancelar cuando tú quieras.
Si estás en una computadora solo tienes que ingresar a https://www.facebook.com/becomesupporter/pajaropolitico. Da clic en el botón “Convertirte en colaborador” y con tu apoyo mensual tendrás acceso a la página de Facebook, exclusiva para suscriptores.
También puedes entrar a nuestra página de Facebook, localizar el botón “Hazte colaborador” debajo de la imagen de portada y dar clic.
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Así puedes donar a Animal Político a través de Facebook.
¿Qué beneficios obtendré de esta suscripción?
Además de apoyar al periodismo independiente, recibirás acceso a contenido exclusivo en Facebook como: transmisiones en vivo solo para suscriptores y leerás nuestros reportajes especiales antes que nadie. Siéntete especial: también tendrás una insignia única de colaborador que aparecerá cada que comentes en cualquiera de nuestras publicaciones de Facebook.
¿Qué métodos de pago acepta Facebook?
Si quieres colaborar con Animal Político a través de la app de Facebook en tu celular no es necesario que agregues algún método de pago. Tu colaboración será recibida a través de Google Store (Android) o Apple Pay (iPhone), donde ya vienen tus datos precargados.
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¿Cada cuánto se me realizará un cobro?
El cobro de 189 pesos será mensual, pero puedes cancelarlo aquí: https://secure.facebook.com/settings?tab=payments&ref=settings_nav
En medio de compraventas e incertidumbre de los propietarios el editor de Hartford Courant dice que los periódicos se están adaptando a la era digital
As newspapers across the country have folded or scaled back their publication of print editions in the wake of changing reader habits and declining revenue in the digital age, the 254-year-old Hartford Courant has continued to deliver statewide and local news to the doorsteps of Connecticut readers every morning.
But the new year brings new challenges for the nation's oldest continuously published newspaper, which is entering 2019 with a slimmed-down newsroom and uncertainty surrounding the ownership of its parent company, Tribune Publishing.
In November, at least nine veteran newsroom staffers took a voluntary buyout offered to Tribune employees in a cost-cutting move, the latest in a series of cuts to the paper's news staff over the last 10 years.
Meanwhile Tribune Publishing, which owns the Courant and eight other newspapers, is still looking for a buyer after a deal with newspaper publisher McClatchy collapsed last month.
The latest difficulties are playing out against the larger backdrop of a struggling industry, as more readers and advertisers turn away from print media in favor of digital platforms.
A recent Pew Research Center analysis shows weekday print circulation at U.S. newspapers declined 11 percent in 2017, marking the 29th consecutive year of declines. At the Courant, average weekday print circulation has fallen 32 percent over the last three years, from 89,152 in the third quarter of 2015 to 60,265 in 2018, according to Alliance for Audited Media figures.
Despite these headwinds, Hartford Courant Editor-in-Chief and Publisher Andrew Julien is bullish about the paper's future, and rejects any suggestion that the state's largest newspaper is in trouble.
"I do get upset when people ask me questions like 'Is the Hartford Courant going to survive?' " he said in a recent interview. "Are we going to survive? The Courant has been around for 254 years. We are going to thrive."
He said the decline in print subscriptions doesn't mean readers aren't out there, but it's no longer as simple as delivering a paper to their doorsteps.
"You have to find people on Facebook, you have to find them on Twitter, you have to make sure that if they're searching for something online and it's a story that they care about, that you're there when they want you to be there," he said.
To replace lost print subscribers, he said the Courant's strategy has been to build its audience by engaging readers on digital platforms and in the community, and finding more creative ways to tell stories and present information.
As part of its election coverage last fall, for example, the paper offered an interactive online quiz that matched respondents with a gubernatorial candidate based on their answers and hosted "pop-up newsrooms" in the community to foster conversations about the issues.
"The internet and the digital space is a challenge but I see it as a tremendous opportunity," he said. "We can engage a whole new generation and pools of readers."
The Courant has also diversified its advertising toolbox, offering more branded content and video ads, he said, and has pursued new revenue streams such as hosting events and entering into commercial printing contracts with other newspapers.
"There's tremendous value in the print advertising market, but it's not the only thing we're selling on the advertising end," he said.
While digital advertising revenue at newspapers is growing, the growth has been too slow to offset the decline of print, experts say. Total U.S. newspaper advertising revenue peaked at $49.4 billion in 2005 and fell to $16.5 billion by 2017, according to Pew Research.
Advertising revenue from Tribune Publishing's newspapers business segment fell 24 percent between 2015 and 2017, figures show. Tribune sold the Los Angeles Times and San Diego Union-Tribune in 2018 and bought the New York Daily News in 2017.
Richard Hanley, a journalism professor at Quinnipiac University, said Connecticut's economy and the decline of brick-and-mortar retail, including stalwart print advertisers like Sears, have increased the financial pressure on local newspapers. Papers the Courant's size have it especially tough because they lack the scale that digital advertisers seek, he said.
"Papers of that size are really caught in a trap, … too small for a regional or national following like the (New York) Times or the Washington Post or the Wall Street Journal, yet too big to fund through a dwindling pool of local advertising," he explained.
Hanley said the Courant, like many newspapers, has made up for falling revenues largely by cutting its workforce "but there comes a point when cutting the workforce no longer works. Then what are you producing?" he asked.
Julien said Tribune doesn't release employment numbers at individual papers, but over the last decade the Courant has closed its regional news bureaus and laid off dozens of journalists.
HBJ reported in 2014 that Courant newsroom staffing levels peaked in 1994 at 400 employees and dropped to 135 employees in 2009. Tribune Publishing offered the latest buyouts in November after the company reported a $4.2 million third-quarter loss.
The Courant has not publicly disclosed how many of its employees took the offer, but according to information posted on Connecticut media industry blog The Laurel, the list included Editorial Page Editor Carolyn Lumsden, Op-ed and Sunday Opinion Editor Peter Pach, as well as a listings editor, four reporters and two photographers.
The downsizing comes as cross-state rival Hearst newspapers has been aggressively expanding its footprint in Connecticut and beefing up its reporting on politics, state government and high school sports.
In the last year, Hearst has also hired away some big-name Courant talent, including economic and political columnist Dan Haar, sports columnist Jeff Jacobs, and earlier this month, WNPR radio personality Colin McEnroe.
Hearst owns the Connecticut Post and purchased its competitor, The New Haven Register, in 2017 along with two other Connecticut dailies, eight weeklies and Connecticut Magazine, giving it an aggregate readership of 850,000 households, which is the largest in the state, according to Matt DeRienzo, vice president of news and digital content for Hearst Connecticut Media Group.
"We're acting our size, which is a pretty significant statewide news organization," DeRienzo said of the recent hires. "For folks like Colin McEnroe, Jeff Jacobs, Dan Haar, I would imagine we are an attractive outlet for them because of the reach that we have."
DeRienzo declined to comment about whether New York-based Hearst was interested in buying the Courant.
Industry observers are closely watching how Tribune's search for a buyer plays out, and what it may mean for the Courant's future.
Tribune, whose CEO Justin Dearborn stepped down Jan. 17, is still talking to potential buyers after rejecting the bid from McClatchy last month, according to news reports. Other recent bidders include AIM Media Management, a Dallas-based newspaper publisher, and New York investment firm Donerail Group. Tribune has also recently approached Gannett Co., owner of USA Today, about reviving merger talks that fell through years earlier, the Wall Street Journal reported.
"Everyone is rooting for the Courant to find a buyer who will invest in the newsgathering operation," said Quinnipiac's Hanley. "It's essential to the functioning of our democracy to have a paper of that caliber in the Capital City of the state."
Duby McDowell, a former TV journalist and president of McDowell Jewett Communications, which runs The Laurel blog, said the best-case scenario would be "a local owner with deep pockets who has great respect for journalistic independence."
She cited recent newspaper acquisitions by "benevolent billionaires" such as Amazon CEO Jeff Bezos' purchase of the Washington Post.
McDowell, who began working in the Hartford media market as a reporter in the 1980s, said it's been discouraging to witness the diminishing staff at the newspaper over the years.
"Maybe a white knight will come in and save the Hartford Courant," she said.
Julien declined to comment on the prospect of local ownership, and insisted the recent departures and uncertainty wouldn't impact the high-quality, investigative and accountability journalism that are the foundation of the Courant brand.
"Excellence has always been the hallmark of the Courant and it is still a hallmark of the Courant," he said.
The New York Times está digitalizando más de 5 millones de fotos fechadas antes del 1800
“Ultimately, this digitalization will equip Times journalists with useful tools to make it easier to tell even more visual stories.”
The New York Times is digitizing more than 5 million photos from its archives — some dating back to the 1800s — with help from a variety of Google technologies. The photos will be used in a series called Past Tense. (First up: a package focusing on how the paper covered California in the 20th century.)
“Ultimately, this digitalization will equip Times journalists with useful tools to make it easier to tell even more visual stories,” Monica Drake, Times assistant managing editor, said in a statement. From CNET:
The newspaper’s “morgue” has 5 million to 7 million photos dating back to the 1870s, including prints and contact sheets showing all the shots on photographers’ rolls of film. The Times is using Google’s technology to convert it into something more useful than its current analog state occupying banks of filing cabinets.
Specifically, it’s using Google AI tools to recognize printed or handwritten text describing the photos and Google’s storage and data analysis services, the newspaper said. It plans to investigate whether object recognition is worthwhile, too.
Here are some of the photographs, dating back decades, that are being resurfaced from their file drawers — including a selection from that covering-California project.
Legacy media players may be having their first moment of schadenfreude in a long time as the youths of digital content get their own turns at struggle and uncertainty.
About 20 years into the Internet and print publications, the relatively few that survived the shift to digital life anyway, have already been put through the revenue ringer — forced to rut out new sources of cash, cater to new readers and bow to the ever-increasing demands of advertisers, even as they spend less on ads. Now, digital media, entering a puberty of sorts, is realizing it’s maybe not so different from its elders — as are the many, many investors that hung their hopes blindly on the young.
Although half a dozen current investors of digital media outlets either declined or could not be reached for comment on the current state of the sector, executives at media companies, industry analysts and consultants and ad agencies agreed on one thing: Financial stability in the realm of digital media, and simply operating in the space, is tougher than ever.
Sistema administrativo de medios inspira un nuevo producto digital
This transition came about at the same time that Mariam Mohanna, As-Safir's Digital Development Manager, was independently working her way through WAN-IFRA's Media Management Accelerator (MMA) digital revenue certification, which covers the six pillars of digital revenue with more than 10 hours of video-led instruction from industry experts and case studies from some of Europe's top publishers.
The timing meant that Mohanna was positioned to immediately begin putting her new learnings into practice.
In this interview, WAN-IFRA's Nicole Frankenhauser asks Mohanna about her experience and how it helped bring about the transformation with As-Safir Al-Arabi.
During your MMA journey, you were quite busy! You were dealing with the closure of As-Safir and focusing on the launch of its As-Safir Al-Arabi as a digital product. How did the MMA learnings help you during this transition?
Mariam Mohanna is the Digital Development Manager at As-Safir Al-Arabi. She is also a computer engineer and has an MBA from Cambridge.Mariam Mohanna: Indeed, the MMA came at quite a challenging time; the main newspaper closed and one of its weekly supplements, As-Safir Al-Arabi, decided to take a shot at continuing independently in digital-only format.
As-Safir Al-Arabi was thus established as an independent media organisation that provides the Arab reader with accessible, non-academic, and user-friendly socio-political analysis and research about the Arab region.
We aim to engage readers with writers all over the Arab world, with special focus on women, youth, minorities, and marginalised segments of the society.
The insights from the MMA were perfectly timed as it forced me to evaluate the strategy, the audience definition, and the business model. Given the sudden closure of the print newspaper and the immediate decision to continue by As-Safir Al-Arabi, we did not have the luxury to think of those elements before launch.
Here we had a 5-year-old publication which had until then full funding, and which suddenly found itself trying to justify and defend its existence. We were drafting the business plan and writing project proposals while ensuring continuous content production.
So the MMA, with its structured approach covering the business model and the revenue generation helped me, along with the team, to define our value proposition, our business model, and our products.
It is worth noting that the environmental publication is a new product that we ended up conceiving as a result of the MMA. It started as an assignment but ended up as an exciting full product which we wouldn’t have thought of otherwise.
What kind of business model does As-Safir Al-Arabi have?
As-Safir Al-Arabi relies on three main revenue sources:
- Grants from international donors
- Commissioned content from organisations and research centers for research topics in the fields of coverage of As-Safir Al-Arabi. Although those organisations could select the broad topic (assuming it aligns with the identity and expertise of As-Safir Al-Arabi), they do not influence the content
- Consulting and training services
We will also launch a crowdfunding campaign in 2019.
In your MMA submission, you considered your new niche publication being funded by sponsorships as a possible revenue stream. Has there been interest in the market from advertisers or potential partners?
Let me start by clearly distinguishing our idea of sponsorships from the traditional model in the mass media.
As a niche publication, we do not accept commercial sponsorships that promote the brand of the sponsor.
We write editorial content, but allow sponsorship in the format of “brought to you by …,” which clearly specifies that the sponsor has no editorial interference.
We have seen interest in this format from a lot of organisations with whom we share the goals of promoting transparency and advocating for change.
However, this applies for the publication as a whole, not for the new environmental publication, which has had a soft launch so far and thus we have not yet sought sponsors for it.
Have you already seen a positive response from your readers with the publication? i.e. Have you seen more engagement from the community?
We had a soft launch of the publication through a newsletter to a selected mailing list.
The feedback has been quite positive, and the recipients found that it was practical and engaging.
In turn, many have started contributing to the content with suggestions of tips, or leads to companies that cater for eco-friendly services.
How do you discover new readers? You mentioned launching a newsletter with the publication - is this currently available and how is it performing?
As mentioned in the previous question, we have launched the newsletter only to a selected reader group, so it is witnessing higher engagement than average. But our audience discovery strategy has so far been focused around Google Analytics and social media: we target audience segments similar to our existing audience and try to convert them.
We rely a lot on data and analytics and surveys, and we go deep into understanding the readers of our various topics, so that we can expand the reach.