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(Person) Percentage - Sabanci University Research Database

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The Asian Media & Mass Communication Conference 2010 Osaka, Japan<br />

remaining (Project of Excellence in Journalism, 2009b). Many news organisations discuss the<br />

requirement to own and run platforms or distribution networks or whether these can be spunoff.<br />

Sometimes transactions that have not been successful need to be reversed by divesting the<br />

units concerned (Alexander & Owers, 2009).<br />

Conclusion<br />

A vast number of proposals are being discussed as potential options for the news media to<br />

develop strategies and adapt their business models to current and future challenges imposed<br />

by new competitors. A closer investigation has shown that most challenges are the result of a<br />

general shift in customer behaviour and business opportunities created by new technologies.<br />

The structural changes have been made worse by the financial crisis but would have been<br />

unavoidable. Citizen media, among others, have used the opportunity to exploit technology<br />

and customer preferences, in fact proving the potential feasibility of some new business<br />

models. So far, none of the proposed strategic alternatives has been identified as a clearly<br />

defined road to success (Shirky, 2009). News organisations need to experiment with new<br />

business models moving from the generic models of the past to a multitude of models that are<br />

more diverse, more tailored and developed for the specific purpose and circumstances. This<br />

also involves the acceptance of failure, bringing news media closer to the hit-driven<br />

approaches persistent in entertainment media. Cooperation among legacy news organisations<br />

and with citizen media is an approach to share the risk of new ventures.<br />

Overall, the competitive landscape will become much more fragmented regardless of which<br />

models prove to be successful. A major challenge for news companies is to manage the<br />

transition costs effectively and efficiently. Citizen media and other competitors can be viable<br />

partners, albeit in limited areas, helping to release synergies and cost reductions. As there<br />

evidently is no escape from the new dynamics, news media are well advised to embrace the<br />

digital future leveraging their brands on multi-media platforms. The winners of the process<br />

will be those organisations driving the change and delivering real customer value for both<br />

consumers and advertisers.<br />

References<br />

Alexander, A. & J. Owens (2009). Divestiture restructuring in the media industries: A<br />

financial market case analysis. International Journal on Media Management, 11:3, 102-<br />

114.<br />

Aris, A. & J. Bughin (2005). Managing media companies: Harnessing creative value.<br />

Chichester: Wiley.<br />

Bradshaw, P. (2008). Making money from journalism: new media business models (A model<br />

for the 21st century newsroom pt5). Retrieved November 29, 2009, from<br />

http://onlinejournalismblog.com/2008/01/28/making-money-from-journalism-newmedia-business-models-a-model-for-the-21st-century-newsroom-pt5/.<br />

Campillo-Lundbeck, S. (2009). Es riecht nach Revolution. Horizont, 42, 32.<br />

Chase, D. (2009). Local news media needs dual business models, not dueling business<br />

models. Retrieved November 27, 2009, from<br />

http://www.ojr.org/ojr/people/dchase/200903/1666/.<br />

Hess, T. & A. Benlian (2008). Shared Content Services in Medienunternehmen – Erfahrungen<br />

innovativer Print Verlage. In Keuper, F. & C. Oecking (Eds.). Corporate Shared<br />

Services. Wiesbaden: Gabler, 270-286.<br />

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