My Reads

March 14, 2007

Betting on tomorrow’s news

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Betting on tomorrow’s news USC Annenberg graduate student Daryl Paranada takes us inside an unusual online practice: gambling fake money on future news events. By Daryl Paranada Posted: 2007-03-08 Photo Newsfutures.com is a Web site where users can compete with one another by making accurate predictions about future events. Predicting future events has always been uncertain, but prediction market websites like NewsFutures.com have made betting on the news a viable–and often fun–activity for Web users. Launched in 2000, the more than 15,000 active users of the French-based NewsFutures can buy and sell shares in markets set up so that people can bet on the probability of what is likely to happen in the future. Site users can bet on whether military action will occur against Iran this year, or whether or not Prince Albert of Monaco will marry before the summer of 2007. The company’s CEO and co-founder, Emile Servan-Schreiber, 43, said he formulated the idea of NewsFutures after reading an article about so-called decision markets in a magazine. &quot;I was a journalist at the time and I thought: Wow, what a great way to involve the readers, to make them interact with the news rather than just read about it. What rich reader feedback we could get from a prediction market! Tell them the news of today and they’ll feedback their predictions about tomorrow’s news,&quot; said Servan-Schreiber. Initially partnered with USAToday.com, NewsFutures is now one of the most widely known news prediction market sites in the U.S., with two to three million hits per month, even though no real money is involved. Part of the fun in participating in NewsFutures is trying to raise the play-money to as high a total as possible, and becoming one of the top traders on the site. &quot;I admit, the TopTraders link was only an interesting feature at first, something I looked at and said, ‘Who are these people that have so much money,’&quot; said user gobuckeyes, who wished to remain anonymous. &quot;Where it all changed for me, was when I hit the top one hundred one night. I only had my portfolio up to about $200,000 at the time but there, all of a sudden, was I at number ninety-eight. It seemed a whole new drive took over to try and stay there, and climb it.&quot; Even though there is no real money involved, users are able to trade in their play-money for personal prizes, such as gift certificates to Amazon.com, books, and DVD’s. Gobuckeyes, a construction industry supplier in his mid-50s, prefers to use his play-money on charity auctions. He has contributed $90 to his chosen charities. One of the most rewarding parts of the Web site for gobuckeyes is that it has allowed him to delve into topics that he would not normally be informed about, helping him to gain knowledge and learn. &quot;NewsFutures is so much more than the cursory glance one gets when seeing it as a substitute or distracting agent for those who like to gamble. There are plenty of pretend-gambling sites on the Web. NewsFutures is a nothing of the kind. It is a learning tool like no other I’ve seen,&quot; said gobuckeyes. NewsFutures combines personal knowledge with research and information aggregation so groups can assess the current information and collectively make decisions and predictions about what’s going to happen next in the news. &quot;This is a game of assessing the current probabilities and determining if the price is appropriate for the current probabilities. More ‘money’ is made by making that correct assessment and selling the shares that you managed to buy at a discount, based on your assessment, and immediately selling those shares at your assessed probabilities,&quot; said site user and former admin, cujo, who wished to remain anonymous. &quot;The whole concept of in-game continuous betting is that the probabilities change. That’s the fun of this game.&quot; Using information as currency and assessing probabilities for what is likely to happen in the future can sometimes lead to startlingly accurate predictions. &quot;The NewsFutures play-money marketplace is as accurate as real-money marketplaces like Tradesports. It is also more accurate than almost all individual ‘experts,’&quot; said Servan-Schreiber. But more than just forecast events, the prediction markets have other values as well. &quot;Phrasing possible outcomes and assigning probabilities to them is a major journalistic contribution of prediction markets. That’s at least as much a journalistic contribution as that of opinion polls,&quot; said Servan-Schreiber. &quot;Giving people reasons to care about what is happening in the world, as prediction markets do in their own interactive way, is a journalistic mission.&quot; For some people, NewsFutures is also just another way to pass the time. &quot;I do it for fun. It has the fun of betting sports, without losing real money. It’s a challenge,&quot; said Darin Brock, 41, a hotel broker from Grapevine, Texas. Brock has ranked first at the Web site twice in the last four years, and his goal is to return to the pole position rather than win prizes. The probability of that happening is yet to be seen, just like countless other events waiting to happen, and NewsFutures will be there to assess the possible outcomes.<http://www.ojr.org/ojr/stories/Paranada070301/>

March 12, 2007

Reassessing Cole Campbell’s Vision of Journalism’s Future

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Poynteronline Posted, Mar. 9, 2007 Updated, Mar. 9, 2007 Reassessing Cole Campbell’s Vision of Journalism’s Future The vision articulated by the late journalist and educator has provoked substantial criticism. But his insistence on bringing the public into the newsroom is also inspiring new projects for student journalists. By David Ryfe (more by author) Contributors: Donica Mensing In his time as a public journalist during the 1990s, Cole Campbell was known as an &quot;out-of-the-box&quot; and innovative thinker. Truth be told, he was a bit of a radical. Anyone who would bring a coffin to a news meeting (to bury old ideas), or (gasp!) invite scholars to brainstorming sessions in the newsroom, is a bit of a risk-taker. The news industry could use some radical thinking these days, which is one reason why Cole, who died in Reno last January (where he was Dean of the Reynolds School of Journalism at the University of Nevada), will be sorely missed. Cole Campbell Cole Campbell 1953-2007 Many of his best ideas are expressed at OurTahoe.org, a Web site of the Graduate Program in Interactive Environmental Journalism at the Reynolds School, which launched March 1, 2007. What made Cole so radical? Lots of things, but if we had to condense it into a statement, it would be this: Cole believed that journalists had to let the public into the newsroom. He thought that if reporters didn’t find a way to engage their audiences in different ways, they risked becoming obsolete. It was as simple, and as complicated, as that. Our Tahoe www.ourtahoe.org The idea provoked great uproar in the industry. His critics worried at the loss of autonomy and detachment such an idea implied. Reporters were, after all, professionals. They didn’t need their audience, or Cole Campbell for that matter, telling them their business. They knew what news was and what the public needed. And his reporters often rankled at the experimentation, and resulting turmoil, he brought to newsrooms. His experiments at The Virginian-Pilot brought conflict, but also a recognized level of innovation that persists at the paper today. His second major editorship, however, at the St. Louis Post-Dispatch, did not achieve the same result. After Cole abruptly resigned from the Post-Dispatch in April 2000, it is not too polite to say that he was shunted to the sidelines of journalism, with a hearty good riddance from most journalists. As Harry Levins, a Post reporter, put it at the time, his departure &quot;fit into the category of things you pray for and thought would never happen.&quot; My, how the times have changed! Less than a decade later, Cole’s great idea seems downright prescient. In the 1990s, journalists deeply resisted the notion of engaging their audiences in new ways. Today, the &quot;people formerly known as the audience,&quot; to borrow a phrase from Dan Gillmor, often are the journalists. Moreover, in a strategy Jay Rosen has dubbed &quot;rollback,&quot; elites who once relied on journalists to transmit messages to citizens now feel no compunction about ignoring them. To the people they cover, journalists increasingly seem like just another interest group. In this climate, Cole seems less like a threat to journalism than one of its more ardent, some might even say naive, defenders. On his faculty page at UNR, Cole put &quot;Journalism Matters&quot; in big, bold type to express what he believed in. Yes, he wished to invent new forms of journalism. He was even willing to let citizens make a contribution to the process. But he didn’t want to get rid of journalism altogether. He believed deeply that journalism has an important role in public life. Journalism matters. RELATED RESOURCES &quot;Cole Campbell, 53, Editor And Journalism Educator&quot; The New York Times &quot;Crash kills UNR journalism dean Campbell&quot; Reno Gazette-Journal &quot;The End of the Line&quot; American Journalism Review Reynolds School of Journalism, University of Nevada, Reno Graduate Program in Interactive Environmental Journalism OurTahoe.org The question, of course, is how and why it matters. On these questions, Cole didn’t settle for conventional answers. For him, it wasn’t enough for journalists to focus on factual accuracy to the exclusion of meaning and judgment. Cole liked to remind people that the threat of a catastrophic hurricane in New Orleans was well known in the years before Hurricane Katrina. No less than three news organizations, The Times-Picayune, National Public Radio on &quot;All Things Considered,&quot; and The New York Times, had done extensive stories on the subject. Well before the disaster, the community had the facts. What it lacked was judgment — and the will to act. &quot;This kind of judgment,&quot; Cole wrote just before he died, &quot;requires a different kind of journalism.&quot; During the public journalism wars of the 1990s, Cole often called this new journalism a &quot;craft&quot; to distinguish it from the professional model of the past. In the last two years, he had taken to calling it a &quot;social practice.&quot; This change in language is important. A &quot;craft&quot; may be something less than a formal profession, but it still implies a divide between journalists and the communities they serve, between those who are experienced in the craft and those who are not. The term &quot;social practice&quot; erases the distinction entirely. In the last two years, Cole realized that the practice of journalism is the practice of community. Communities exist because people recognize that they have common problems and that it is easier to solve these problems together than apart. Journalism is the practice of communities working on these problems. The purpose of journalism, in other words, is, to quote Cole once again, &quot;to generate public knowledge produced by the public use of reason and experience.&quot; This language — social practice, public knowledge, public judgment — implies a new vision of journalism. In this vision, the goal of journalism is not an informed citizenry. Rather, it is a citizenry capable of judging public issues and acting on those judgments. Becoming informed is merely a weigh station on the road to judgment. In this vision, investigations that hold elites accountable for their actions are important and necessary. But they are not the be-all and end-all of journalism. &quot;If [journalists] offer prophesies that no one believes (the proof of belief being the willingness to act),&quot; then, Cole writes, &quot;they are nothing more than modern-day Cassandras, peddling prophesies with no social utility.&quot; In this vision, journalists must work with citizens, and, when necessary, hold them to the same standards of accountability as elites. In the vision, the master metaphor for journalism is &quot;facilitation&quot; rather than &quot;mediation.&quot; Journalists facilitate conversations between the public and their representatives rather than mediate a transfer of information. Finally, this vision predicts that any successful community will invent a journalism that helps it achieve the purpose of solving its shared problems. Any community that fails to accomplish this task will simply fail, and any journalism unable to help communities achieve it will fail as well. What does this journalism look like in practice? The honest answer is that Cole didn’t know. As an editor, he had tried some experiments. A few worked; many didn’t. But he had gleaned some clues. At the very least, the new journalism would require reporters to move away from emphasizing the strategies and motivations of elites to focus on the critical decisions and issues facing communities. It would require many different people working together within a community to identify alternatives and consequences. It would move away from supporting the interest group pluralism that defines much of political life today and forging new avenues for alternative points of view to be recognized, considered and acted upon. Here at UNR, he led us to reinvent our graduate program as a &quot;skunks-work&quot; laboratory devoted to fleshing out these and other ideas. As we write, our students are busily (they would say frantically) engaged in finishing their professional projects. Each project is an experiment in harnessing new Web-based technologies to Cole’s vision for the future of journalism. We do not know which, if any, of these initial experiments will work. Students in subsequent classes will refine those that look promising, jettison the rest, and explore new terrain. But we are confident of the vision guiding their work. Cole left us abruptly, but not empty-handed. Journalism, he argued, is the practice of community. That is why it matters. Donica Mensing is director of the Graduate Program in Interactive Environmental Journalism. David Ryfe is senior research scholar and associate professor in the Reynolds School of Journalism. http://www.poynter.org/content/content_view.asp?id=119474 Copyright © 1995-2007 The Poynter Institute<http://www.poynter.org/content/content_print.asp?id=119474&amp;custom=>

March 9, 2007

Learning from Apple’s WashPost Promo

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Tuesday, March 6, 2007Learning from Apple’s WashPost Promo By Pat Walters Naughton Fellow

In mid-January, a video crew visited washingtonpost.com.Newsweek Interactive in Arlington, Va., to capture a behind-the-scenes look at this most innovative of major American newsrooms. They interviewed the guys who run the joint — Jim Brady and Tom Kennedy — as well as some of the other folks who build and maintain the stuff on The Washington Post’s Web site. Here’s what they came up with.

The video crew could have been from ABC, NBC or any of the major news networks. In fact, had it come a week earlier, it would have been there at the same time as a crew from PBS. Frontline was there working on “News War.”

But this particular group was from Apple.

By the middle of last week, the video, which was posted Feb. 23 on the Pro section of the company’s Web site, had made its way onto a number of popular journalism Web sites. The Apple flick generated buzz among journalists in large part, I think, because it gives us a peek into a newsroom that is on the cutting edge. And what it reveals is very cool.

Lively video shows staffers zipping through a brightly lit newsroom, no doubt moving so quickly because they’re working on groundbreaking multimedia projects. All of this action plays to an edgy digital sountrack that makes me feel more like I’m shopping at American Eagle than taking a tour of a newsroom.

It’s no surprise that the film focuses on video production, a strength that both Apple and the Post are happy to show off. Last year Post videographer Travis Fox won an Emmy for his coverage of Hurricane Katrina, beating out MTV and National Geographic. Earlier this month, the Post launched “onBeing,” an innovative video project that takes a stripped-down approach to telling the stories of interesting local characters.

As we watch the Apple piece, we learn the Post has 50 reporters with video cameras. We see them using those cameras and editing their footage back in the newsroom. It’s a sweet setup. And the film makes the newsroom look fast-paced, innovative and generally cool. As the camera pans across a Macbook Pro — with Final Cut Pro splashed across the screen — Tom Kennedy, managing editor for multimedia, narrates:

“In the last couple years we’ve just really taken off with our video editing,” he says, “because we’ve been able to do laptop editing in the field with Apple products.”

And with that, we come to understand just what this little film is. “Oh yes,” I remember telling myself the first time I watched it, “this is an ad.” Apple, Apple everywhere.

To be fair, it isn’t quite a commercial like we might see on television. The Pro section of Apple’s Web site, on which this video appears, is a showcase for interesting Apple users. The miniature documentaries feature people like music producer Machine and pop musician Duncan Shiek.

And then, of course, there is the Post.

It felt strange watching Post staffers — professional, mainstream journalists — endorse Apple products.

Did I say endorse? I meant promote. Or acknowledge.

Here’s executive editor Jim Brady:

“It wasn’t an endorsement, it was an acknowledgement that … we use Apple products,” Brady told me on the phone last week. “Our entire multimedia department looks like an Apple superstore.

“Our editorial board endorses political candidates and policy changes,” he continued. “If [this] were seen as an endorsement, that’d be a problem.”

I could be alone on this, but I saw it as an endorsement. When I told Brady that, he didn’t sound happy, but he also didn’t sound entirely surprised. One thing about the video that irked him was the editing. It was “unfortunate,” he said, that certain Apple-friendly quotes made the final version. When asked if he expected that Apple would spin the film to advertise its products, Bradly said he didn’t.

“From our perspective it was like doing an interview,” he said. “I sat there for an hour and nobody asked me about Apple at all.”

Brady wasn’t asked about Apple, and he didn’t talk about it. But Kennedy did. And so did vice president for product development Rob Curley.

The Post wouldn’t be the first media company to endorse a vendor — see this year’s Super Bowl issue of Sports Illustrated for a two-page Canon ad that features a few of the magazine’s staff photographers.

But what makes this case particularly interesting is what it says about our relationship with our audiences.

More and more news organizations are finding ways to give audience members a peek inside the newsroom. The Spokesman-Review in Spokane, Wash., broadcasts its news meetings live on the Web. KPIX-TV in San Francisco recently started a similar practice.

These videos are usually raw, brimming with banter, laughter and foul language. They show us as we really are. Sometimes we look good. Sometimes we don’t. But if nothing else, we look real. And sometimes that means we look biased.

Critics will no doubt use the film to take shots at the Post’s coverage of Apple. “Ah-hah! I knew your coverage of that iPhone thing has been unfairly favorable,” the Windows fans might say. “It’s not that cool.”

It might be more productive, though, to ask a question. What can we learn from the film? Here are a few things. One — The Post uses lots of Apple products. Two — Those products work well for them. Three — Post staffers like them.

And here’s a fourth.

Whether or not you can imagine letting a video crew turn your newsroom’s love of Apple — or Canon or Marantz or any other vendor, for that matter — into a promotion, the Post did just that.

There could be a lot of reasons for this. For one thing, the film is as much an advertisement for the Post as it is one for Apple. But I think it also suggests that we’re all getting a little more comfortable with exposing ourselves to our audiences. More than ever before, the people we serve want to see us, to know how we do what we do, to understand what we like and dislike. They want to know we are real people. And we’re showing them we are.

Maybe handing the task of self-documentation over to a vendor isn’t the best idea.

But watch the Apple film again, take note of what it tells us about how the Post produces its Web site and try to imagine some ways you might turn the camera around and point it at your own news organization.

CORRECTION: The original version of this story attributed Tom Kennedy’s comments on “apple products” to Jim Brady.

UPDATE (3/7/07): Since I posted this story Tuesday, a couple particularly sharp readers have pointed out that the Apple piece isn’t really a video at all. If you watch it again, you’ll notice that it’s done in still images. I, of course, didn’t notice this, and called it a video. My editor did the same thing. And so did a slew of bloggers who linked to the piece.

So, if it’s not a video, what is it? I’m told that in order to be called video, a sequence of still images must be moving at 30 frames per second. The Apple piece falls well short of that, even at its most frantic moments..

Any ideas?

Posted by Pat Walters 6:47:27 PM

Poynter Online - Online Journalism Ethics:Guidelines from the Conference

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Poynteronline Posted, Jan. 31, 2007 Updated, Feb. 11, 2007 Online Journalism Ethics: Guidelines from the Conference More in this series In August 2006, Poynter gathered a team of online journalists from across the country to discuss the issues surrounding their work. They created this set of guidelines for doing ethical journalism on the Web. Add your own thoughts to our Online Ethics wiki at http://poynter.editme.com/ethicsonline. Read more about the conference in Bob Steele’s article, “Helter Skelter no More: An Evolving Guidebook for Online Ethics.” Assertions Web Reporting, Commentary, Voice & Tone The Role of Journalism in the Digital Age Credibility & Accuracy, Transparency & Multimedia Workplace Issues: Speed, Thoroughness & Capacity User-Generated Content Linking Assertions of Ethical Decision-Making in Digital Media 1.) Online publishing has the opportunity to serve audiences in new and meaningful ways. Journalists have an important responsibility to explore that potential as part of their constitutionally protected responsibilities to hold the powerful accountable and to serve as a public watchdog. ONLINE ETHICS: THE WIKI Want to participate in this conversation? Help us modify the online ethics guidelines at Online Ethics: The Wiki. 2.) Journalism values in such areas as truth, community and democracy will endure only if we embrace dramatic changes in the pressures and competition we face and the products we publish. Journalists should accept the challenge and embrace the opportunity to build new business models that will flourish in an era of digital media. Journalism’s highest values can endure only if they stand on a sound economic foundation. It is essential that the journalists who adhere to those values be proactive — not just reactive — participants in the process of innovation. 3.) Written ethics guidelines based on those values are an essential ingredient in the decision-making required in various forms of emerging media. Such guidelines will be most useful if framed as aspirations as opposed to rules and if compiled or revised with the active participation of the audience. Ethics guidelines should not be considered the exclusive province of those who describe themselves as journalists. Their utility is tied to the act of journalism as opposed to the résumé of its creator. 4.) Transparency is a necessary dimension of the relationship that journalists and news organizations maintain with their audiences. Transparency must be linked with accountability — institutional as well as individual. 5.) Limited resources, the novelty of online publishing or a lack of protocols cannot become an excuse for shoddy work or causing harm. Return to top Web Reporting, Commentary, Voice and Tone Principles & Values | Protocols | Frequently Asked Questions RELATED RESOURCES Helter-Skelter No More: An Evolving Guidebook for Online Ethics, overview by Bob Steele Online Ethics: The Wiki — Help us create a living set of guidelines for ethical online journalism Online Ethics: A Poynter Critical Issues Conference — Participant list In the United States, the First Amendment to the Constitution has protected the dissemination of news and opinion since 1791. Over those 200-plus years, journalism has experienced an astonishing and perpetual evolution of technology, form and economics — ever blessed by the protections of the First Amendment. Now, as the Age of the Internet dawns, posing ever greater opportunities for information providers and consumers alike, it is essential for credible journalists and their organizations to reflect on the contract that is implicit in the First Amendment. In its highest form, journalism is the dissemination of accurate information and provocative commentary that puts service to the reader and the common good above any special interest or economic, political or philosophical agenda. What other form would be so worthy of such First Amendment protection? Spirited independence gives credibility to journalists and their organizations in any era; such credibility will likely give journalism its enduring value in society — and in the marketplace. As new forms of storytelling emerge, new technologies move to newsroom desktops and new efficiencies promise to change the dynamics between information providers and consumers, the line between news and opinion can easily be blurred — imperiling the credibility of the practitioners and their organizations. Especially as they explore and expand their Web-based services, credible journalists and their organizations must maintain a heightened sensitivity to the various and vital forms of their craft, and articulate the distinctions in actual practice. The issues of news, commentary, voice and tone — issues that have always been of concern in newsrooms — can best be resolved and addressed through the time-tested journalistic imperatives of accuracy, fairness and independence. Principles & Values * Journalists should honor the principle of independence. They should avoid conflicts of interest or the appearance of conflicts that could imperil their ability to report or the credibility of their reporting or commentary. They should not accept gifts or favors from people or entities they cover or over whom they might influence coverage. * In addressing an issue or question of independence, the resolution might come through a strategy of transparency or disclosure. * Journalists and news organizations should understand the necessity of defining, and clearly labeling, news and opinion. In an open environment like the Web, consistency in presentation can help the reader see clearly where the lines are drawn between news and opinion. * Whenever journalists or organizations blur or blend those roles, they need to recognize the peril and weigh the consequences. * Variations of tone and presentation in storytelling are appropriate for reaching new audiences, but those variations should be consistent with the bedrock editorial principles of the brand. Be clear on what you stand for, and honor it. * These principles apply across all content and all platforms. Protocols Even with firm principles, journalists and organizations will always face difficult decisions. But the principles can lead to some guidelines — not rules — that can serve the decision-making. Open-ended questions produce informed discussion and good decisions. Here are some questions that can help with the decision-making on commentary, reporting, voice and tone. * What is this journalist’s primary role? * What is this journalist’s role in the context of the moment? * Is innovation in tone and voice appropriate for this content? * Is the content straight news reporting, informed analysis or opinion? * Does this content blur or blend the roles of reporter and commentator? If so, how should this content be labeled? * Does the tone of this content diverge from that of the parent site? * Does this content need be put through the same editing process as similar content on the parent site? Why? Why not? * Is there anything in this role that could create the appearance of a conflict of interest, or that could imperil the journalist’s ability to report the story objectively in the future? * Is there anything in this role that would cause the principles in the coverage to doubt the accuracy or independence of the reporter’s future work on this topic? * Have all the proper stakeholders been involved in this decision? Frequently Asked Questions What do you mean by saying that principles should apply across platforms? We believe these ethical principles apply to any news operation that aspires to practice journalism: an international cable news network, a local newspaper’s Web site, independent bloggers, etc. The key is to be clear on what you stand for — and what you are doing. What do you mean by saying that principles should apply across all content? We believe these ethical principles apply to all content, regardless of whether it’s text, photos, audio, video, etc., and whether it’s on the web, on a blog, in print, on broadcast, or delivered via email, podcasts or beyond. Is the opinion of the “objective” reporter ever of value? Absolutely. But whether that opinion should be expressed, and how it should be expressed, is a matter to be reviewed with your editor. In cases where “objective” reporters believe expressing an opinion in any forum is necessary, they should discuss the matter with their editors. Be cautious, and be transparent. What are the risks when a reporter expresses an opinion? For starters, it could imperil your ability to continue to report the story accurately and fairly. If you express a bias on a topic, your sources of information may change the way they respond to your inquiries, and your readers may doubt the accuracy of future stories. Your expressions of bias will not be forgotten quickly. What are the risks of “unedited journalism” — live Web discussions, TV appearances, radio hits, etc.? Just the nature of these other forums makes it a slippery slope for “objective” journalists. You will likely be pressed by an interviewer, a reader, etc., because they want to know your opinion. Beware: Expressing an opinion on a topic you’re covering — otherwise objectively — runs the risk of compromising your reporting and/or relationship with your sources. Yes, journalists have opinions on the stories they cover, but good journalists are defined by their ability to not let their opinions interfere with their coverage of the story. They are guided by the principle of independence. Should journalists be allowed to keep personal blogs? Yes, but journalists who work for journalistic organizations should acknowledge that role. They should also recognize their responsibility to the organization, and review the plans for the blog with an editor, so that any potential conflicts can be discussed. It’s always best to operate on the premise of “no surprises” for your editor or your organization — or your readers. Is it ever appropriate for a reporter to write anonymously on someone else’s blog or site? Is it appropriate for a reporter operate a blog under an alias? No. Professional journalists should not write or comment on other blogs anonymously or run an anonymous blog. Reporters are expected to own responsibility for their work, and commenting or blogging anonymously compromises that core principle. If a reporter believes that some anonymity of similar tactic is required — possibly as part of a reporting assignment or a restaurant review — the strategy should be used carefully and in consultation with an editor. And if you decide it is appropriate, consider the plan for eventual disclosure and transparency. This same rule applies to any “journalist”: bloggers, editors, photographers, etc. Do we need to differentiate between opinion blogs and news blogs? Remember that a “blog” is only a medium. It’s what you do with it that matters. News organizations should differentiate clearly between opinion blogs and news blogs. Though they may share a format, the driving force behind clear labeling is the content of the journalism, not the format. News organizations should articulate clear standards and labeling for all of their news and opinion, whether it’s on a printed page or in a blog. Can opinion journalists/bloggers do straight news reporting? It may, at times, be impossible to avoid having commentators do straight reporting; consider the columnist or editorial writer who happens upon the scene of a breaking news story. But beware of situations where the coverage involves a topic on which the commentator has already opined. The opinions could compromise — in fact or in perception — the reporter’s independence. Again, transparency and disclosure can be effective strategies in a crucial moment. Can a reporter who expresses opinion go back to straight, objective reporting? An opinion journalist should be able to return to straight news reporting, though it is preferable that the reporter would not cover the same topics on which he or she previously expressed opinions. How can you achieve the personal tone of the Web while maintaining the distance of the traditional reporter? Many popular blogs written by journalists feature much more detail about a reporter’s personal life than their work in other media. This “personalization” is OK, as long as details of their personal life don’t compromise their independence (for instance, a political reporter discussing who they voted for). Why should a reporter not show a stronger voice online than in the paper? This is an issue that each organization will have to address. There seems to be little doubt that the Web audience at large is attracted to content with more “voice” than traditional journalism allows for, but deciding on whether and how to experiment are brand-specific questions. One problem with voice is that it often is used to mask ignorance. And the line between “strong voice” and “opinion” is tough to define. Also, a journalist’s strength may not lie in “voice” as much as expertise. The Web provides opportunities for much more in-depth and interactivity; a smart journalistic organization may want to explore the “depth” strategy before resorting to “voice.” Are different tones OK for different sub-brands under one media brand? The journalism values of a company should be reflected in all its sub-brands. Of course, requiring all sub-brands to have the same tone defeats the purpose of sub-brands. One caveat: Think twice before allowing a reporter who contributes news for one brand to offer opinion for your other brand. This is one for your editor. And, whenever in doubt, tell the readers in no uncertain terms what you’re doing and why you’re doing it. (This section composed by: Tom Heslin, Jim Brady, Jeremy Gilbert, Kurt Muller, Elaine Zinngrabe & Bob Steele) Return to top The Role of Journalism in the Digital Age Principles & Values | Protocols Managing tension between revenue and content No matter what the platform, the primary mission of journalism is to provide information that gives meaning and context to the events that shape our lives, our communities, our world. In doing so, we hold powerful interests accountable and remain true to our mission of public service through fair and accurate reporting. But in an age in which new forms of communication are emerging, we must adapt and grow to meet this challenge if we are to remain relevant. Our journalistic mission carries with it the responsibility to reach audiences in formats that extend beyond the printed word. We must capitalize on emerging technologies to provide an even deeper news experience through multimedia and interactivity. We must embrace the fact that the public wants to choose the ways in which they are informed and to sculpt the conversations of the day. By failing to accept this new reality, we run the risk of losing our credibility and vital role in creating an informed populace. Professional journalism requires resources to execute its mission, meaning that the enterprise has to make money to sustain itself. As the nature of journalism is changing, so too are the economic models that finance the work. As a result, the old conflicts between news and advertising have been magnified and new ones created. That requires more conversations between news and advertising about whether and how new boundaries should be created and how they should be communicated to the audience and advertisers. Principles * Editorial integrity is crucial in maintaining the trust of the public and the credibility of the brand. * The editorial and business sides of the operation need to communicate openly about how best to capitalize on the growing economic opportunities online. * Market research and metrics are important tools to help guide content decisions but shouldn’t be the only criteria. There must be a balance between revenue-driven content and public service work. * The consumer’s experience is paramount. Advertising models and sponsorships should be evaluated closely to determine their impact on consumer experience. The consumer should be clear about content produced by editorial or commercial interests. Advertising and sponsorships should be labeled. Protocols How do you balance content certain to drive traffic to your site against content that serves the public interest? Where does public-service journalism fit in? Building audience and serving the public interest are both essential to relevant journalism. News and advertising each should establish standards and communicate those standards to each other. How do you resolve conflict and disputes between news and advertising? Every organization should have a defined process for decision-making, with the resolution based upon the principles above. How should metrics and market research influence news judgment? Staff should be trained in how to interpret metrics and traffic measurements as they apply to the whole product and the new discipline. Statistics can be misleading. Data analysis requires training and expertise. Leaders have a responsibility to interpret metrics and apply them in the context of the journalistic mission. How do journalists stay abreast of the changes in emerging technologies and consumer habits? Newsrooms must invest in training so staff has the skills to meet the needs of the audience. We must use technology in a meaningful way — in a way that is truly valuable to stakeholders. We must be flexible in the way we produce and present content for new patterns of consumption. (This section composed by: Bruce Koon, Theresa Moore, Joe Michaud, Dennis Ryerson, Joel Sappell and Kelly McBride) Return to top Credibility & Accuracy, Transparency and Multimedia Issues | Principles & Values | Protocols | Frequently Asked Questions In a world with multiple sources of information, much of it indistinguishable one from another, credibility is our most precious asset. Credibility is earned over time by continually delivering on promises of accuracy, transparency and fairness. We consider listening and participating essential tools to achieve credibility. We intend this document to be useful to anyone publishing — or consuming — information in any medium. Issues * How do we handle corrections? * How do we handle links? * How do we make sure we provide adequate context, including the presentation of conflicting views? * How do we decide when to edit and when not to? Before publishing, afterwards, never? * How much do readers and viewers care about the values of the people producing the content? * What value do anonymity and pseudonyms have in emerging media? * What standards should be applied to multimedia content? What levels of authentication should be required before posting raw video? To what extent should professional journalistic production standards be applied to multimedia? Principles & Values We commit to presenting as accurate and as complete a picture of our world as possible. This means taking full advantage of emerging media and technology. In order to do that, we will: * Use multimedia to show dimensions of our world that words alone cannot convey. * Be clear about the nature of the content presented, its sourcing and the extent of verification. * Correct what we get wrong as promptly and as clearly as possible. Establish systems to enable readers to alert us to mistakes and hold us accountable. * Explain our decision making in terms of our process and our relationships, both institutional and personal. * Maintain open channels of communication with our audience. Protocols We will never knowingly publish or air falsehoods. The quality of publishing decisions — from how to report a story, to what elements to include, to issues of linking — can be significantly improved by responding to a set of questions. These questions include: * What purpose will be served? * What harm might be caused? * How much of this content is verified? * How reliable and comprehensive are the sources? * Are we giving proper context? Decisions about how much editing should be applied to various content should be guided by such considerations as: * The nature and context of the content * The author(s) of the content (staff, users, etc.) * The editors’ level of trust in the author(s) When we discover that we’ve distributed an error, we will consider the following: * What has been the likely impact of the error and how can we most effectively address that? * How appropriate is it to retain a record of the error for readers who return to the story or bloggers who have linked to it in its original form? * What publishing conventions might work best (for example: strikethroughs, appended corrections, corrective posts by readers, an editor’s note)? We will seek to display as much transparency as possible in regard to our processes and our relationships, both institutional and personal. Before publishing, we will consider a series of questions regarding transparency: * What might the consumer want to know? * What publishing conventions might address these questions (for example, online personal pages for journalists revealing as much about themselves as they are willing to share, links to previously published or aired work, etc.)? * How much detail might be provided about the sources pursued in the course of reporting and dimensions of the story still unknown? * How might the audience be enlisted to fill in some of the story’s gaps? * How might such devices as transparency buttons be employed as links to stories behind the story that explain controversial or difficult decisions and provide details that readers might find relevant. Frequently Asked Questions: How do you decide what to link to in the work you publish online? We start by asking the questions listed in the publishing protocol above. The linking decision requires more specific considerations, including the relevance and reliability of the material that might be linked. The decision to link or not — especially to controversial content that the audience could find on its own — creates an opportunity for explanation and discussion. Linking decisions should be based on serving the audience with as accurate and as complete a picture of the world as possible. Such decisions should not be limited by commercial concerns about sending customers to others’ sites. When is it appropriate to publish material that has not been reviewed or edited? Decisions about when to edit — and how much — are best made along a risk/benefit scale that includes such considerations as the nature of the information, the relative importance of speed versus accuracy, the relative importance of quantity vs. quality of the material to be published, the availability of resources, and the skill, experience and track record of the person producing the content. Just as live shots increased the likelihood of unedited content appearing on television news broadcasts, various digital formats now emerging will create platforms for content subjected to a range of editing - from none to rigorous. Whatever level of editing is applied, the variety of new platforms underscores how important it is for publishers to communicate clearly just what level of editing has been applied. Why would you ever allow people to publish something without their real identity attached to what they say? There are times when withholding the full name of an author could serve a useful purpose. A news organization might publish unsigned editorials in an effort to express a view meant to represent that of an entire editorial board. A civil servant adding a comment to a blog might sign only as Ticked Off in Tallahassee in order to add useful information to a political debate without jeopardizing his or her job. Even more significant is the need to provide protected anonymity to whistle blowers whose information can be independently verified. For the most part, though, it’s difficult to make the case that the credibility of anonymous content can ever match that of material whose author is known. As journalists, our default position is to publish material only with full names attached. We make exceptions only in rare cases, only for compelling reasons, and only with explanations attached explaining the reason for the anonymity. (2/5/07 update: There is significant disagreement among participants about the topic of anonymity, including sharp disagreement with the paragraph above. See, in particular, Steve Yelvington’s thoughtful essay on anonymity in a recent issue of Nieman Reports. We hope revisions to the accompanying Wiki will reflect additional perspectives on the issue.) How do you decide when a user should be banned from publishing on your site? This question raises a fundamental tension for journalists working in digital media: the need for a news organization to accommodate conflicting views at the same time it creates and maintains a community of civil discourse and debate. News organizations should create terms of service for users contributing content to the news organization’s digital editions. Such terms cover such issues as the use of obscenity, personal attacks, etc. in material published by non-staffers. Publishers should also be clear about the consequences for violating terms of service, e.g. immediate banning from further posting, suspension, etc. How do you decide when the editorial significance of an event overrides the limited quality of the video or audio? Journalists should be guided by three main principles: telling the story as fully and truthfully as possible, acting as independently as possible, and causing as little harm as possible. Low production quality — whether video or audio or something else — diminishes the credibility of the material presented. Journalists need to weigh that consideration against the importance and interest level of the event that’s being reported. The greater the importance and interest level, the greater allowance for limited quality production values. (This section composed by: Sharon Rosenhause, Rich Murphy, Neil Budde, Steve Yelvington, Vanessa Goodrum and Bill Mitchell.) Return to top Workplace Issues: Speed, Thoroughness & Capacity Issues | Principles & Values | Protocols There is an inherent tension between the value of speed in the online world and journalism’s obligation for thorough, accurate, ethical work. A set of standards that creates a conscious, deliberate process helps balance these sometimes conflicting values. In addition, leadership needs to be committed to applying tools, time and training to meet these standards. This is especially important in a new medium. We know that the online universe offers endless opportunities for innovation, timeliness and freedom. These standards are intended to improve the work of journalists as they explore the medium’s potential. Issues * We’re in an environment with exponentially expanding material (including user-generated content) and limited resources; can we vet everything that appears online? * Job functions are changing, requiring different skill sets and attitudes. * The online environment requires news be produced quickly as possible. * Institutions may not value online platforms as much as they should. * Notifying users of changes and corrections is difficult. * Editors and staffers no longer have total control of the online product, by design. * The process for publishing material online is often ad hoc, without deliberation. * Online platforms are often detached from the legacy products which give them their imprimatur. * Linking to outside material is a strength of the Web, but also raises a host of ethical issues. Principles & Values * Online platforms should be valued by the institution as much as any other platform. * There is a role for editing in producing online content. If areas of the online environment receive less editing or vetting, it should be by design, not as a result of accident, reflex or lack of resources. * The distinction between levels of editing and vetting across different areas of the online product should be made clear to users. * The obligation to correct mistakes and be transparent about the error is not diminished in the online environment. * Links can provide thoroughness, which adds to good journalism. Online platforms should strive to communicate the nature of linked material as thoroughly as possible, while acknowledging that such material can change quickly and substantially. * Speed is a core advantage of the medium, but should not compromise accuracy, fairness or other journalism values. * Online platforms should value contributions from users and create practical, efficient systems for enabling submission. But such submissions should be clearly labeled and evaluated to help safeguard the institution’s journalistic credibility. Protocols 1.) Do we have a clearly defined system for editing/vetting material before posting online? Are the roles of each participant clearly outlined? Have we decided how much editing/vetting different types of material should receive? 2.) Do the resources and regard for the online operation match the performance expected by top administrators? Is the online product a part of significant planning efforts at the institution? To what extent are all staffers involved in online efforts? Is the online platform held to the same ethical standards as the rest of the newsroom? 3.) Are users adequately informed of the differences among various forms of material on the site? How do you treat user-generated content, and how should it be distinguished from staff-generated material and submissions from trusted sources? 4.) How do you notify users of a correction? Does it follow the material through various updates and revisions? 5.) If you provide links in material, have you looked at the link? Have you placed the link in proper context, considered fairness issues and ensured it matches your description? 6.) Have you articulated how to balance the need for speed with the obligation to serve other ethical values? When material is posted quickly, how are you communicating to users the limitations of your information? (This section composed by: Tom Brew, Sharon Prill, Michael Arietta-Walden, Eric Deggans, Meg Martin and Howard Finberg.) Return to top User-Generated Content Principles & Values | Protocols | Frequently Asked Questions User-generated content has the potential to serve good journalism, which at its core seeks to broaden the marketplace of ideas, deepen our understanding of issues and events, and connect people with like interests. Done well, user-generated content adds diverse voices and opinions to an organization’s journalism, contributes to journalists’ credibility and enhances our mission as trusted guides. Realizing the potential of user-generated content requires care and tending and a level of trust between the publisher and the contributor. User-generated content is an essential component for building community and realizing the interactive potential of the Internet. Generally speaking, user-generated content falls into two broad categories: * Self-published user-generated content, which often looks like opinion and comments, generally is posted on a publisher’s Web site without vetting or editing. * Editorially vetted user-generated content is directly solicited — “Tell us your story” or “Send us a news photo” — and may be checked for accuracy, relevance or taste before publication. Principles & Values Publishers who adopt clear standards for the publication of user-generated content help ensure that such content will enhance their organization’s journalism. Consider the following: 1.) Terms and conditions for the publication of user-generated content, spelling out the rules of engagement, must be publicized and consistently enforced in order to be effective. 2.) The standards should make clear the publisher’s policy on user-generated content and issues such as: * Taste and judgment * Anonymous posting * Linking from user-generated content to external sources * Moderating 3.) Publishers of user-generated content must establish and clearly communicate the consequences for members of the user community whose actions violate the publisher’s terms and conditions. Such consequences must be enforced consistently in order to be fair. 4.) Those who choose to publish user-generated content should identify and reconcile any deviations between the standards developed for user-generated content and those which exist for the journalists inside the organization. For example: * Do the benefits associated with permitting anonymously posted user-generated content justify a departure from the internal policies that govern my organization’s use of anonymous sourcing? * Will my existing guidelines on the use of profanity apply to user-generated content, or does a different standard exist online? Protocols 1.) Do my standards for taste and judgment clearly address the following categories? * Obscenity * Personal attacks * Witch hunts * Privacy violations * Ethnic or racial slurs\ * Copyright and trademark infringements 2.) Are my standards supported with an easy and clear way for other users to flag objectionable content? 3.) In weighing the value of anonymously posted user-generated content against my existing policies for internal posting, use questions such as these to guide the conversation: * Does the content contributor face personal safety and/or privacy issues? * Will anonymous posting of user-generated content increase the flow and exchange of ideas? Will it enhance the diversity of the conversation? * Will anonymity damage the credibility of the information or debate? * Do I have the capacity to moderate or clean up anonymous posts that violate other standards? * Are some categories of anonymous user-generated content essential, and others unacceptable? * Is the community clear on the conditions under which the anonymity is granted and/or limited? 4.) Linking to external sources has been established on the Web as a key element of user-generated content. Publishers who choose to permit linking should ask: * Are all links required to conform to my organization’s online editorial standards for taste and judgment? * Are contributors required to include in their user-generated content a description or explanation of the material to which they are linking? * Do I, as publisher, assume any responsibility for the content of a site to which a content contributor has linked? * Have I posted a statement that explains whether or not I assume any responsibility for the content of linked sites? * Is my policy for linking clearly stated and posted? 5.) Moderating is an essential element for determining the desired level of civility created by user-generated content. Moderating has two levels: active and passive. Active moderating is preemptive in nature and involves: * Registration * Reading content before or shortly after publication * Foul-language filter * Spam filter Passive moderating relies on users and involves: * Self-policing by users * User flags * Reader complaints * Jaw-boning (users police each other directly) Questions to consider when deciding whether to moderate user-generated content, and if yes, whether to actively or passively moderate: * What is my capacity to actively or passively moderate? * What commitment to staffing will active moderating require? * If I choose to actively moderate (pre-approving user-generated content), will the quality of the community’s conversation be affected adversely by delays in the posting of comments? * If I do not pre-approve user-generated content, how will the level of un-moderated discussion affect my brand? * What impact can I expect my choice of active or passive moderation to have? * Should I use a language filter? * Will my decision on moderating lead to charges of unwarranted censorship? * How will I respond to such charges? 6.) In order for our standards to be effective and to minimize charges of unwarranted censorship, contributors must know and understand the consequences for any actions that violate our terms and conditions for user-generated content. Again, consistently enforcing consequences is important to being fair. Consequences may include: * Deleting links * Deleting entire comments * Blocking/banning users 7.) Standards for editorially vetted user-generated content — work that is submitted by users at the request or invitation of the news organization — generally should conform to those applied to the work of the organization’s journalists: * Users who submit photos, breaking news reporting or commissioned blogs should expect to be edited, held to the same terms and standards as the organization’s journalists or regular freelancers and face the same consequences for work that violates those standards. Frequently Asked Questions What are some of the methods by which users can generate content? Adding comments on staff blogs and stories; responding to invitations to submit photos, review restaurants and movies, or send descriptions of events they have participated in or witnessed; blogging on areas of expertise or about local issues. How effective are dirty-word filters? Not very. Users find all kinds of ways to get around the filters — putting asterisks between letters, replacing letters such as “o” with “0,” “s” with “$,” etc. Who in the organization should monitor user-generated content? There are several methods. If user-generated content appears on a staff blog, you can hold the staff blogger responsible for monitoring.You can create a centralized monitoring group on your Web site. Or you can outsource the monitoring; several companies now offer this service for a fee. Am I liable for user-generated content which violates copyright laws or is libelous? At this point, the courts have generally held that the individual posting the material in question is legally responsible and not the owner/operator of the Web site on which it appears. You also will want to consider, however, the impact of such material on the Web site’s brand. Can I use user-generated material in the newspaper? Yes, if your online user agreement states that you have the right to publish user-generated content on other platforms. Again, this illustrates why the Web site’s terms and conditions should be posted in a way most likely to be seen by users. (This section composed by: Lea Donosky, Pat Stiegman, Robert Cox, Christine Montgomery, Mark Hinojosa and Butch Ward) Return to top Linking Principles & Values | Protocols | Questions & Answers This section was composed after the conference by an ad-hoc group of conference participants: Jim Brady, Tom Brew, Lea Donosky, Robert Cox, Eric Deggans and Dennis Ryerson. They built these guidelines and protocols via their own wiki, which is why this section is formatted differently than the rest of the online ethics guidelines. Linking is at the core of the Web experience, tying together content that allows readers to discover unexpected treasures and contextual information that can’t comfortably fit into print and broadcast paradigms. But linking also comes with challenges for media organizations. Until now, content was easily classified — it was in the paper or it wasn’t; it was broadcast on the air or it wasn’t. Linking has created a netherworld in which media companies can point to sites without assuming responsibility for their veracity or standards. It has also provided media sites with ways to expose their readers to content that falls outside of their own standards — such as with the Nick Berg beheading and the Muslim cartoons run by Jyllands-Posten — while still claiming that they didn’t “run” the content themselves. So how do media sites embrace linking without compromising their core values? Principles & Values * A link to an external site does not signify an endorsement of that site or its point of view. It is merely a signal to the reader that there may be content of interest on the destination site. * Despite this, media sites should make it clear to their readers — in the user agreement, site guidelines or via some other method — that there’s a difference in standards between the content that resides on their own site and the content they link to. * Because of the spider-like nature of the Web, media sites can’t be expected to apply even these relaxed standards to the content of sites that are linked to from sites we link to (the two-click rule). * When readers put their own links to content in message boards, blog posts, etc., those links should be considered user-generated content and subject to the same controls. * We encourage all media sites to link to external sites. Linking off-site is an extension of your site’s user experience and fosters a feeling of openness that’s conducive to repeat visits. Trying to keep readers within just your site is a losing proposition. * When linking, sites should not be forced into including links that support all sides of an issue. While news articles themselves should adhere to the traditional standards of fairness and accuracy, assuring balance in links run counters to the concept of providing only useful links to the reader. Protocols When deciding whether to links to other parts of your own site, ask yourself the following questions: * Is this content being linked to relevant to someone who would be reading/viewing this content? When choosing whether to include a link to another site, ask yourself the following questions: * Is the linked content relevant for someone who would be reading/viewing this content? * Does the content being linked include content that could potentially fall within the realm of libel or slander? * If the content being linked to falls outside the standards of your site, should you include notification of that fact (i.e., notify users of profanity, nudity, etc.)? Questions & Answers What does a link represent on the Web site? Does it represent an endorsement of the content behind the link? Does it represent an endorsement of the media outlet or blogger who is being linked to? Does the site that is doing the linking feel that link should adhere to the standards of its own site? Tom Brew: No, a link does not represent an endorsement of the targeted site, nor would I require that it adhere to our own standards. Such a policy would strip our news site of any real color. We’d be linking to CNN and The Washington Post, which would link to The New York Times, PBS and The Atlanta Journal-Constitution, etc. It would rob the Internet of its glory — the great sea of reporting, opinion, pictures and video. Lea Donosky: It depends on who’s doing the linking. If a news Web site staffer (producers, bloggers, reporters) makes a link, that would seem to say “This is a site we think you may want to visit for information related to the material we have posted.” It doesn’t mean an endorsement or verification of the contents of the site. For instance, it could be a link to a government site, an education site. The site may misrepresent facts, but then we quote people who sometimes lie. The content of the link, though, should generally conform to the standards of what we post on a Web site. However, there may be stories of overriding importance that may be cause for an exception. In the same way that newspapers occasionally made exceptions on the use of language in stories of overriding importance (think: Clinton-Lewinsky, Earl Butts ‘joke’, etc.) and of graphic, violent photos. If a user is linking, it should be treated as other user-generated content. But it does not have to be subject to the same screening process as comments or photos which are immediately visible to visitors to the site. Linking by users is now an accepted part of the Web, particularly with the rise of the blogosphere. Linking is part of the commenting process. And users have to take an extra step to go to the link so they should be prepared to be their own filters. This should be spelled out in the user agreement. Eric Deggans: I think a link represents a new standard for publishing. We are, in essence, saying this is something worth checking out, but we aren’t presenting it as material we would necessarily publish. In my own experience, that means I try referring people to sites that offer something extra, some new context. I try to make sure the site is what it purports to be and that the material is what it claims to be. But I don’t offer the same assurances that I would something I present in a story I’ve written myself. I think we should offer context in the text of links to explain to userswhy we’re linking to something and, if necessary, how much confidence we have in the material displayed there. Robert Cox: There are different kinds of links. If I am writing about possible federal legislation and link to the bill on thomas.loc.gov, that is like a “supporting documention/for further info” type of link. If I am passing along a rumor reported on Drudge, that is a “don’t blame me if it’s not true; it is true that Drudge is reporting this” kind of “not assuming responsibility” link. I imagine Dennis Ryerson would not agree with this statement based on his experience with Romenesko. … In short, there is a link and the context in which the link is provided, including the text surrounding the link. A link is not a link by any other name. Do Web sites have it too easy because of their ability to “point to” something controversial but not actually host it on their own servers (for instance, the Mohammed cartoons, graphic videos, etc.)? Brew: I’d say no, because while I wouldn’t require us to hold every linked site to our editorial standards of fairness, etc., there are limits. I’ve no interest in linking to hate speech, pornography or libelous stories. Donosky: This is one of the thorniest issues. The argument for linking is that if it is something the user can find on their own — for instance, by Googling the Mohammed cartoon — then we should link to it. It’s a service/utility for the reader. But I think there is a limit to the service/utility we provide. For instance, I think that, on highly controversial content which the majority of our readers would object to, it is sufficient to describe the organization or site where it can be found so they can go there on their own. Same applies to a site which is libelous. No need to link or to provide specific URL. Deggans: I think providing a URL and no link is a distinction without a difference. Either the site meets your standards for referral, or it doesn’t. We have to accept the new standard for linking, which is lower than material we might feature on our own Web sites, but higher than non-existent. Are there any philosophical issues with linking off site in the first place? Does anyone feel that keeping readers on your site overrides any positives that come from linking? Brew: I’m sure the biz-dev guys would prefer that we keep all the traffic. But I don’t believe that such a policy would serve our users well. Donosky: I think blogs and their culture of linking have wiped out whatever lingering resistance there might have been about not linking in order to keep people on a site. It’s now so common that to not allow linking or to not link ourselves would be silly. Linking adds to our credibility and to our users’ experiences. Deggans: I think part of attracting readers for most blogs is developing a reputation as a clearinghouse for interesting information. Refusing to link to other sites simply increases the chances you won’t feature the most interesting information. And if readers want to drill deeper into your story, they will leave your site anyway. If you make it easier for readers to jump on and off your site, you will garner more page views, anyway. Cox: The philosophical issue may be whether news organizations want to remain separate or aloof from the broader information ecosystem on the Web, which includes corporate and government Web sites, blogs, forums, etc. A core value of blogging is that, when in doubt, link. If you mention something that is on the Web (a news story or a press release or a piece of legislation or a video or podcast or whatever), you should link it. Do news organizations want to embrace that attitude? I hope they do. I have come to expect that when I read online that a writer is referencing something that can be linked they are going to provide that link. I interpret it as lazy or unfair or irresponible when a link is NOT provided. As the “outsider” to this issue of wanting to keep readers on my company’s site, let me suggest that outbound links are not only a good thing in general but a smart marketing thing as well. There was some discussion about the role of “branded” news organizations (as opposed to legacy, traditional or mainstream news organizations) in the current/evolving landscape. My belief is that brand becomes more important — not less — but if branded news organizations abdicate their role as “trusted guide” by refusing to “play” by linking, then they will lose that status. At the end of the day, traditional news organizations that fail to adapt to this new “linking” ethos will just open the door to competitors whether that means other news organizations, bloggers or new hybrid quasi-news outlets. When linking off-site, should readers be warned that they are about to leave your site? Brew: Yes — there’s no harm in it — though I suspect that most users have understood the concept since May 1995. Donosky: Not obtrusively. Certainly not with those awful pop-ups some sites use as a warning. Deggans: My sense is that savvy Web surfers know this stuff already. If you set up a system where you click a link, then a warning pops up, then you click something else to actually travel to the site, it will only anger users. I would recommend including in the text of the link a warning about excessive pop-ups or required registrations. Cox: In general, I believe this is uncessary. There might be exceptions where you would want to be exceptionally clear about a particular link (for instance, if it contains potentially offensive or controversial content). Do the traditional standards of fairness apply to linking? That is, if you are linking to a blog/article criticizing the Bush Administration, should there be a link to a pro-Bush blog/article? Brew: No — that seems implausible as such a policy would bleed our sites of any real color. If, say, you’re writing about the intelligence report on the Iraq War, inevitably many of the most compelling and popular links will be critical of the administration. To ‘counter’ that with an equal number of sites arguing on behalf of the White House would just waste valuable time. However, I do think we should keep in mind that readers might want to read both sides of a debate and, in such cases, we’d be doing them a favor by finding the best sites. But to keep score seems inane. Donosky: I think the standard should be overall fairness on the site, not within each individual article. So, every story doesn’t have to be “balanced” with an opposing link. In many cases, though, we’ll want to give links that allow/help users to flesh out a debate. Deggans: Depends on the point of your blog and the reason for your link. If your blog is more like an opinion column, you really only need to provide the links that present a fair discussion of the topic at hand. If you have a newsy blog, it makes more sense to be more evenhanded, if only to capture more sides of the story and over a more comprehensive account. Cox: In general, no — but it would depend on the context. If I am linking to a blogger in lieu of quoting him or her on some controversial topic but not providing the other side of an issue in any form (an actual quote or a similar link), then I would say you do need some balance. Again, context is key. Should we allow readers to post links in comment areas, blogs provided to readers by the site, live discussions, etc.? Brew: Yes, it’s a crucial part of the debate. To allow a Web debate but then forbid participants from citing the Web seems weird. If someone abuses such a policy (or any policy), delete him/her. Deggans: Yes, because anything that gives users the ability to help make media on your site will probably attract users. That does mean a moderator or someone will have to check the links to make sure they don’t refer people to porn sites or something. You can also encourage users to police themselves by reporting broken or troublesome links to you. Cox: Do you mean actual hyperlinks? In that case, I would not recommend allowing commenters to post links. The same code used to display a hyperlink can be used to display audio, video or images. My experience is that allowing commenters to place links into a site is an invitation to finding vile, outrageous images and video on your site. If you mean text indicating how to get to a particular page, I am not sure how you are going to stop that. If readers can comment, they can describe a URL. I think you just address this under “terms and conditions.” You treat the Web page they have “linked” as if the commenters wrote it themselves. What I do know from personal experience is that there are two kinds of Web sites: those that have been infested with vile, foul-mouthed, disgusting trolls and those that will be. If you don’t address this up front, you are guaranteed to have a problem. I was on a panel this week at RTNDA. A woman from Pappas Telecasting was there talking about how they have never had a problem with their users uploading problematic content to any of their television stations’ Web sites. I just had to laugh when she said it. Talk about naive. What worries me about things like that goes back to what happened at Tribune. After their wiki debacle, they did not just take down the Los Angeles Times wiki but “froze” all citizen journalism initiatives at all of their newspapers and TV stations. That has since been lifted, but just shows that the real risk here, from my perspective with the Media Bloggers Association, is that big media outlets will try blogging and CJ, not put in proper safeguards, have it blow up in their faces and give up, saying, “Well, we tried that and it did not work.” Do we tell posters they must provide an explanation or description of material linked to as warning to other users? Donosky: I think we can ask users to characterize the material they are linking to as a warning. In restrospect, I probably should not have made the decision recently to take down a link a commenter posted of an Iraqi with his head blown apart. The photo was germane to the discussion about the war, and the commenter warned it was a “graphic photo.” Deggans: Sure. You can also warn other users that links provided by commentors may not be reviewed as carefully as the ones provided by the blog. Caveat emptor is the rule in such cases. Return to top More in this series: * 2/1/2007 8:21:30 PM: Helter Skelter No More: An Evolving Guidebook for Online Ethics * 2/11/2007 3:08:07 PM: Online Journalism Ethics: Guidelines from the Conference * 2/5/2007 3:59:31 PM: Online Ethics: A Poynter Critical Issues Conference: Participants http://www.poynter.org/content/content_view.asp?id=117350 Copyright © 1995-2007 The Poynter Institute Conference:
http://www.poynter.org/content/content_print.asp?id=117350&custom=

March 8, 2007

BuzzMachine » Blog Archive » ‘The web is preeminent’

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BuzzMachine » Blog Archive » ‘The web is preeminent’

‘The web is preeminent’

Yesterday, Alan Rusbridger, editor-in-chief of the Guardian, told the staff of his newspaper that now “all journalists work for the digital platform” and that they should regard “its demands as preeminent.”

This came in each of three all-hands meetings with the editorial and business staff held at a theater 15 minutes from the paper’s offices, the first such meetings since the Guardian went through its last metamorphosis to its medium-sized Berliner format. (I happened to be consulting at the paper yesterday and I went along for the ride. Rusbridger gave me permission to blog the company event.)

So that was the line that struck me: preeminent. I suspect it was the line that resonated with staff members a few hours later. Rusbridger said that some would find the content of yesterday’s meetings no-big-deal and others would find unease. But the message was clear, although it was shoehorned into much else in the presentation; you had to listen to hear it. He also said that the paper will serve the public 24/7; it does not yet do that. So the Guardian, he said, will be a 24-hour, web-first newspaper. To do that, the paper’s management needs — he called it the F word — flexibility. And that means that jobs will change. It’s all in a parcel.

Rusbridger also said that for a paper, success is “about holding your nerves.” He emphasized that they have “no loss of belief in the paper” as a paper. But he also showed a PowerPoint screen listing the paper’s other nine platforms today. Paper is just one of them.

This was not issued as a harsh edict. Instead, it was presented as the reality of news today. This being the Guardian — a paper that issues an annual social, ethical and environmental audit of its values — they emphasized that they will be consulting with the employees, including consultation with a newly elected employees’ council. They issued a set of principles to work by. And this was surrounded by much deserved — in my biased opinion — back-patting for good journalism and innovation and, from managing director Tim Brooks and company head Carolyn McCall, for business progress.

McCall also took them through the state of the company’s other businesses — local newspapers, radio stations, and auto ad magazines — which support the Guardian as does its owner, the Scott Trust. The trust exists “to secure the financial and editorial independence of The Guardian in perpetuity: as a quality national newspaper without party affiliation; remaining faithful to liberal tradition; as a profit-seeking enterprise managed in an efficient and cost-effective manner.”

In the U.S., I hear journalists and media executives wish that they, too, were owned by a trust. The assumption is that this would forestall change and save the status quo. But note well that the Guardian is accelerating change and that is because it must preserve itself into perpetuity. It’s not the old ways that need preserving but the journalism and its future.

So it would be hard to leave the meeting without seeing more major change ahead. Rusbridger told them that. But he also said that there has “never been a better time to be a journalist.” I agree.

(By the way, I’ll be writing later about my tour of the Telegraph in their new newsroom — video coming — and I’ll also be visiting with the Economist and The Times.)

: LATER: Thanks to Juan Antonio Giner, here are the draft principles:

DRAFT PRINCIPLES OF 24/7 WORKING

The Guardian is increasingly becoming a global news provider with an international audience and reputation.

Web users expect to read about news as it happens.

If we don’t update our site continuously readers will go elsewhere.

Our website is crucial to our digital strategy and to the future of the Guardian & Observer.

The international purpose and reach of the Guardian & Observer cannot be achieved by current publication schedules.

The Guardian and Observers’ journalism must be accurate, reliable and trusted.

In any circumstances where speed might compromise trust we should place a greater emphasis on trust.

We still place an extremely high value on depth, complexity and journalism which cannot be rushed.

We recognise that much of our best journalism takes time, patience and diligent research.

24/7 means we will publish material around the clock across seven days, rather than (as at present) for 16 hours a day across five days

It means publishing more of our news according to the demands of the web rather than the rhythms and expectations of a newspaper

Generally, news material which has been written, subbed and legalled may be posted on the web as it becomes available

Exceptions can be made for any stories which the relevant editor wishes to hold back for the print edition

We will continue to use news wires for breaking news but will seek to use our full editorial resources to add “Guardian/Observer” value as soon as possible.

This means adding context, analysis and opinion - and, sometimes, colour.

The above mainly applies in the areas of news (home, foreign, city, sport).

It also applies to commentary and, for instance, arts criticism.

There will be areas of non-news coverage that we wish to extend and explore over seven days.

Our production processes must reflect the needs of the web (e.g. the use of web-friendly headlines as well as newspaper headlines, links, tagging, key wording and so on.)

All journalists across Guardian, GU and Observer will be expected to work according to the above principles.

Alan Rusbridger
Editor, The Guardian.http://www.buzzmachine.com/2007/03/07/the-web-is-preeminent/

New York Times Company: Investors: Risk Factors

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New York Times Company: Investors: Risk Factors

Forward-Looking Statements

This Web site contains forward-looking statements that relate to future events or our future financial performance. We may also make written and oral forward-looking statements in our Securities and Exchange Commission (“SEC”) filings and otherwise. We have tried, where possible, to identify such statements by using words such as “believe,” “expect,” “intend,” “estimate,” “anticipate,” “will,” “project,” “plan” and similar expressions in connection with any discussion of future operating or financial performance. Any forward-looking statements are and will be based upon our then-current expectations, estimates and assumptions regarding future events and are applicable only as of the dates of such statements. We undertake no obligation to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise.

By their nature, forward-looking statements are subject to risks and uncertainties that could cause actual results to differ materially from those anticipated in any forward-looking statements. You should bear this in mind as you consider forward-looking statements. Factors that, individually or in the aggregate, we think could cause our actual results to differ materially from expected and historical results include those described below as well as other risks and factors identified from time to time in our SEC filings.

Risk Factors

All of our businesses face substantial competition for advertisers.

Most of our revenues are from advertising. We face formidable competition for advertising revenue in our various markets from free and paid newspapers, magazines, Web sites, television and radio, other forms of media, direct marketing and the Yellow Pages. Competition from these media and services affects our ability to attract and retain advertisers and consumers and to maintain or increase our advertising rates.

This competition has intensified as a result of digital media technologies. Distribution of news, entertainment and other information over the Internet, as well as through cellular phones and other devices, continues to increase in popularity. These technological developments are increasing the number of media choices available to advertisers and audiences. As media audiences fragment, we expect advertisers to allocate a portion of their advertising budgets to nontraditional media, such as Web sites and search engines, which can offer more measurable returns than traditional print media through pay-for-performance and keyword-targeted advertising.

In recent years, Web sites that feature help wanted, real estate and/or automobile advertising have become competitors of our newspapers and Web sites for classified advertising, contributing to significant declines in print advertising. We may experience greater competition from specialized Web sites in other areas, such as travel and entertainment advertising.

We are aggressively developing online offerings, both through internal growth and acquisitions. However, while the amount of advertising on our own Web sites has continued to increase, we will experience a decline in advertising revenues if we are unable to attract advertising to our Web sites in volumes sufficient to offset declines in print advertising, for which rates are generally higher than for internet advertising.

Our Internet advertising revenues depend in part on our ability to generate traffic.

Our ability to attract advertisers to our Web sites depends partly on our ability to generate traffic to our Web sites and the rate at which users click through on advertisements. Advertising revenues from our Web sites may be negatively affected by fluctuations or decreases in our traffic levels.

About.com, our online consumer information provider, relies on search engines for a substantial amount of its traffic. We believe approximately 90% of About.com’s traffic is generated through search engines, while an estimated 1% of its users enter through its home page. Our other Web sites also rely on search engines for traffic, although to a lesser degree than About.com. Search engines (including Google, the primary search engine directing traffic to About.com and our other sites) may, at any time, decide to change the algorithms responsible for directing search queries to the Web pages that are most likely to contain the information being sought by Internet users. Such changes could lead to a significant decrease in traffic and, in turn, Internet advertising revenues.

Decreases, or slow growth, in circulation adversely affect our circulation and advertising revenues.

Advertising and circulation revenues are affected by circulation and readership levels. Our newspaper properties, and the newspaper industry as a whole, are experiencing difficulty maintaining and increasing print circulation and related revenues. This is due to, among other factors, increased competition from new media formats and sources other than traditional newspapers (often free to users), and shifting preferences among some consumers to receive all or a portion of their news other than from a newspaper. These factors could affect our ability to institute circulation price increases for our print products.

A prolonged decline in circulation copies would have a material effect on the rate and volume of advertising revenues (as rates reflect circulation and readership, among other factors). To maintain our circulation base, we may incur additional costs, and we may not be able to recover these costs through circulation and advertising revenues. Recently, we have sought to reduce our other-paid circulation and to focus promotional spending on individually paid circulation, which is generally more valued by advertisers. If we stop or slow those promotional efforts or if they are unsuccessful, we may see further declines.

Difficult economic conditions in the United States, the regions in which we operate or in specific economic sectors could adversely affect the profitability of our businesses.

National and local economic conditions, particularly in the New York City and Boston metropolitan regions, affect the levels of our retail, national and classified advertising revenue. Future negative economic conditions in these and other markets would adversely affect our level of advertising revenues.

Our advertising revenues are affected by economic and competitive changes in significant advertising categories. These revenues may be adversely affected if key advertisers change their advertising practices, as a result of shifts in spending patterns or priorities, structural changes, such as consolidations, or the cessation of operations. Help wanted and automotive classified advertising revenues, which are important categories at all of our newspaper properties, have declined as less expensive or free online alternatives have proliferated. We have also experienced depressed levels of advertising in studio entertainment, which in 2006 represented approximately 12% of The New York Times Media Group’s advertising revenues, as the focus of studio marketing budgets has shifted to broadcast and online media.

The success of our business depends substantially on our reputation as a provider of quality journalism and content.

We believe that our products have excellent reputations for quality journalism and content. These reputations are based in part on consumer perceptions and could be damaged by incidents that erode consumer trust. To the extent consumers perceive the quality of our content to be less reliable, our ability to attract readers and advertisers may be hindered.

The proliferation of nontraditional media, largely available at no cost, challenges the traditional media model, in which quality journalism has primarily been supported by print advertising revenues. If consumers fail to differentiate our content from other content providers, on the Internet or otherwise, we may experience a decline in revenues.

Seasonal variations cause our quarterly advertising revenues to fluctuate.

Advertising spending, which principally drives our revenue, is generally higher in the second and fourth quarters and lower in the first and third fiscal quarters as consumer activity slows during those periods. If a short-term negative impact on our business were to occur during a time of high seasonal demand, there could be a disproportionate effect on the operating results of that business for the year.

Our potential inability to execute cost-control measures successfully could result in total costs and expenses that are greater than expected.

We have taken steps to lower our expenses by reducing staff and employee benefits and implementing general cost-control measures, and we expect to continue cost-control efforts. If we do not achieve expected savings as a result or if our operating costs increase as a result of our growth strategy, our total costs and expenses may be greater than anticipated. Although we believe that appropriate steps have been and are being taken to implement cost-control efforts, if not managed properly, such efforts may affect the quality of our products and our ability to generate future revenue. In addition, reductions in staff and employee benefits could adversely affect our ability to attract and retain key employees.

The price of newsprint has historically been volatile, and a significant increase would have an adverse effect on our operating results.

The cost of raw materials, of which newsprint is the major component, represented 11% of our total costs in 2006. The price of newsprint has historically been volatile and, in recent years, increased as a result of various factors, including:

* consolidation in the North American newsprint industry, which has reduced the number of suppliers;
* declining newsprint supply as a result of paper mill closures and conversions to other grades of paper; and
* a strengthening Canadian dollar, which has adversely affected Canadian suppliers, whose costs are incurred in Canadian dollars but whose newsprint sales are priced in U.S. dollars.

In 2007, we expect newsprint prices to decline modestly as a result of increased supply. However, our operating results would be adversely affected if newsprint prices increased significantly in the future.

A significant portion of our employees are unionized, and our results could be adversely affected if labor negotiations were to restrict our ability to maximize the efficiency of our operations.

More than 40% of our full-time work force is unionized. As a result, we are required to negotiate the wages, salaries, benefits, staffing levels and other terms with many of our employees collectively. Although we have in place long-term contracts for a substantial portion of our unionized work force, our results could be adversely affected if future labor negotiations were to restrict our ability to maximize the efficiency of our operations. If we were to experience labor unrest, our ability to produce and deliver our most significant products could be impaired. In addition, our ability to make short-term adjustments to control compensation and benefits costs is limited by the terms of our collective bargaining agreements.

We continue to develop new products and services for evolving markets. There can be no assurance of the success of these efforts due to a number of factors, some of which are beyond our control.

There are substantial uncertainties associated with our efforts to develop new products and services for evolving markets, and substantial investments may be required. These efforts are to a large extent dependent on our ability to acquire, develop, adopt, and exploit new and existing technologies to distinguish our products and services from those of our competitors. The success of these ventures will be determined by our efforts, and in some cases by those of our partners, fellow investors and licensees. Initial timetables for the introduction and development of new products or services may not be achieved, and price and profitability targets may not prove feasible. External factors, such as the development of competitive alternatives, rapid technological change, regulatory changes and shifting market preferences, may cause new markets to move in unanticipated directions.

We may not be able to protect intellectual property rights upon which our business relies, and if we lose intellectual property protection, we may lose valuable assets.

We own valuable brands and content, which we attempt to protect through a combination of copyright, trade secret, patent and trademark law and contractual restrictions, such as confidentiality agreements. We believe our proprietary trademarks and other intellectual property rights are important to our continued success and our competitive position.

Despite our efforts to protect our proprietary rights, unauthorized parties may attempt to copy or otherwise obtain and use our services, technology and other intellectual property, and we cannot be certain that the steps we have taken will prevent any misappropriation or confusion among consumers and merchants, or unauthorized use of these rights. If we are unable to procure, protect and enforce our intellectual property rights, then we may not realize the full value of these assets, and our business may suffer.

We may buy or sell different properties as a result of our evaluation of our portfolio of businesses. Such acquisitions or divestitures would affect our costs, revenues, profitability and financial position.

From time to time, we evaluate the various components of our portfolio of businesses and may, as a result, buy or sell different properties. These acquisitions or divestitures affect our costs, revenues, profitability and financial position. We may also consider the acquisition of specific properties or businesses that fall outside our traditional lines of business if we deem such properties sufficiently attractive.

Each year, we evaluate the various components of our portfolio in connection with annual impairment testing, and we may record a non-cash charge if the financial statement carrying value of an asset is in excess of its estimated fair value. Fair value could be adversely affected by changing market conditions within our industry. In 2006, we recorded a non-cash charge of $814.4 million ($735.9 million after tax, or $5.09 per share) due to the impairment of goodwill and other intangible assets of the New England Media Group.

Acquisitions involve risks, including difficulties in integrating acquired operations, diversions of management resources, debt incurred in financing these acquisitions (including the related possible reduction in our credit ratings and increase in our cost of borrowing), differing levels of internal control effectiveness at the acquired entities and other unanticipated problems and liabilities. Competition for certain types of acquisitions, particularly Internet properties, is significant. Even if successfully negotiated, closed and integrated, certain acquisitions or investments may prove not to advance our business strategy and may fall short of expected return on investment targets.

Divestitures also have inherent risks, including possible delays in closing transactions (including potential difficulties in obtaining regulatory approvals), the risk of lower-than-expected sales proceeds for the divested businesses, and potential post-closing claims for indemnification.

From time to time, we make non-controlling minority investments in private entities. We may have limited voting rights and an inability to influence the direction of such entities. Therefore, the success of these ventures may be dependent upon the efforts of our partners, fellow investors and licensees. These investments are generally illiquid, and the absence of a market restricts our ability to dispose of them. If the value of the companies in which we invest declines, we may be required to take a charge to earnings.

Changes in our credit ratings may affect our borrowing costs.

Our short- and long-term debt is rated investment grade by the major rating agencies. These investment-grade credit ratings afford us lower borrowing rates in both the commercial paper markets and in connection with senior debt offerings. To maintain our investment-grade ratings, the credit rating agencies require us to meet certain financial performance ratios. Increased debt levels and/or decreased earnings could result in downgrades in our credit ratings, which, in turn, could impede access to the debt markets, reduce the total amount of commercial paper we could issue, raise our commercial paper borrowing costs and/or raise our long-term debt borrowing rates. Our ability to use debt to fund major new acquisitions or capital intensive internal initiatives will be limited to the extent we seek to maintain investment-grade credit ratings for our debt.

Sustained increases in costs of providing pension and employee health and welfare benefits may reduce our profitability.

Employee compensation and benefits, including pension expense, account for slightly more than 40% of our total operating expenses. As a result, our profitability is substantially affected by costs of pension benefits and other employee benefits. We have funded, qualified non-contributory defined benefit retirement plans that cover substantially all employees, and non-contributory unfunded supplemental executive retirement plans that supplement the coverage available to certain executives. Two significant elements in determining pension income or pension expense are the expected return on plan assets and the discount rate used in projecting benefit obligations. Large declines in the stock market and lower rates of return could increase our expense and cause additional cash contributions to the pension plans. In addition, a lower discount rate driven by lower interest rates would increase our pension expense.

Our Class B stock is principally held by descendants of Adolph S. Ochs, through a family trust, and this control could create conflicts of interest or inhibit potential changes of control.

We have two classes of stock: Class A Common Stock and Class B Common Stock. Holders of Class A Common Stock are entitled to elect 30% of the Board of Directors and to vote, with Class B common stockholders, on the reservation of shares for equity grants, certain material acquisitions and the ratification of the selection of our auditors. Holders of Class B Common Stock are entitled to elect the remainder of the Board and to vote on all other matters. Our Class B Common Stock is principally held by descendants of Adolph S. Ochs, who purchased The Times in 1896. A family trust holds 88% of the Class B Common Stock. As a result, the trust has the ability to elect 70% of the Board of Directors and to direct the outcome of any matter that does not require a vote of the Class A Common Stock. Under the terms of the trust agreement, trustees are directed to retain the Class B Common Stock held in trust and to vote such stock against any merger, sale of assets or other transaction pursuant to which control of The Times passes from the trustees, unless they determine that the primary objective of the trust can be achieved better by the implementation of such transaction. Because this concentrated control could discourage others from initiating any potential merger, takeover or other change of control transaction that may otherwise be beneficial to our businesses, the market price of our Class A Common Stock could be adversely affected.

Regulatory developments may result in increased costs.

All of our operations are subject to government regulation in the jurisdictions in which they operate. Due to the wide geographic scope of its operations, the IHT is subject to regulation by political entities throughout the world. In addition, our Web sites are available worldwide and are subject to laws regulating the Internet both within and outside the United States. We may incur increased costs for expenses necessary to comply with existing and newly adopted laws and regulations or penalties for any failure to comply.http://www.nytco.com/investors-risk.html

New York Times Company: Investors: Presentations

Filed under: Uncategorized

New York Times Company: Investors: Presentations

Forward-Looking Statement

Except for the historical information contained herein, the matters discussed in this presentation are forward-looking statements that involve risks and uncertainties that could cause actual results to differ materially from those predicted by such forward-looking statements. These risks and uncertainties include national and local conditions, as well as competition, that could influence the levels (rate and volume) of retail, national and classified advertising and circulation generated by our various markets and material increases in newsprint prices. They also include other risks detailed from time to time in the Company’s publicly filed documents, including the Company’s Annual Report on Form 10-K for the year ended December 31, 2006. The Company undertakes no obligation to publicly update any forward-looking statement, whether as a result of new information, future events or otherwise.
http://www.nytco.com/forward-looking-statement06.html

New York Times Company: Investors: Presentations

Filed under: Uncategorized

New York Times Company: Investors: Presentations

Bear Stearns
20th Annual Media Conference

March 6, 2007
Palm Beach, Florida

Janet L. Robinson
President and Chief Executive Officer

Forward-looking statement

Good morning everyone and thank you for coming to listen to us today. I am very pleased to be here to provide you with an update on how we are implementing our strategy and where our Company is heading.

With me today is Jim Follo, our new CFO. He is an excellent addition to our Company and our senior management team. If you haven’t had the opportunity to meet Jim, I hope you’ll do so soon.

Before I begin, I need to remind you that our comments today include forward-looking statements, and actual results may differ from those predicted. You can review the factors that may cause results to differ in our publicly-filed documents, including our 2006 10-K, which we just filed last week.

These are challenging times in the media space. Yet, when we look at all that the Times Company has achieved over the past two years and what we are positioned to accomplish in 2007 and beyond, we are confident that we are making a successful transition to a new digital era. This enthusiasm is rooted in our demonstrated ability to implement a strategy focused on five areas:

* First, we are enhancing the positions of our strong brands through the introduction of innovative new products and services across media platforms;
* Second, we are aggressively pursuing leadership positions in key content verticals, both in print and online.
* Third, we are building a vibrant long-term innovation capability that helps us anticipate consumer preferences and create ways to satisfy them;
* Fourth, we are continuing to rebalance our portfolio of properties and to exercise financial discipline as we allocate capital for the benefit of our shareholders.
* And fifth, we are increasing our operational efficiency and reducing both fixed and variable costs.

Let me take the first four, one by one, and give you an update on our performance in each of these areas. Jim will then provide you with additional color on our costs initiatives and uses of cash. I hope you will gain a better understanding of how The New York Times Company is embracing the changes in the media landscape with creativity, discipline and vision to achieve our long-term goals.

The Company’s powerful and trusted brands remain a strategic cornerstone and are among the strongest in the media business. We are successfully implementing our first strategy of enhancing our brands’ many popular and respected attributes by creating new products – both in print and online – thereby capitalizing on our relationships with our readers and our advertisers.

Here is a short list of how we did this in 2006:

* We introduced exciting magazines at both The Times and The Boston Globe and launched new zoned and special sections across the Company.
* We created new ad placements, including section fronts at nearly all of our newspapers, and introduced new weekly newspapers in our Regional Media Group.
* We re-launched NYTimes.com with new features such as “Most Popular,” “Most Blogged” and “My Times” and introduced a strong local search offering in Boston.
* We also launched new mobile Web sites in New York, Boston and Gainesville.

In all, new products and services generated approximately $30 million in revenue in 2006.

And as you will see in 2007, new product development continues to be a major focus for the Company. While we have seen declines in some areas of print advertising such as automotive and help wanted, other categories – particularly in luxury areas such as fashion, jewelry and cosmetics – have grown. Given the educated and affluent audiences we reach and their strong relationship with our brands, we are aiming to capture more of those dollars.

Our newsroom and business colleagues are working closely together to create these new products. This is true at The Times, where the success of our Sunday supplemental magazines branded as “T” and our new real estate magazine, Key, have been embraced by readers and advertisers. This year we will have additional issues of both of these publications.

It is also true at The Globe, which plans to add issues of its new home design magazine and to introduce a high-end fashion magazine later this year. Judging by past experience, we expect that these, as well as other new products that are in the works, will be very well received by both our readers and our advertisers.

And since we are constantly extending our presence in the digital arena, each new print product will have an extensive online component as well.

Let me just take a moment now to discuss The Boston Globe and what is happening in its marketplace. As many of you know, consolidations in the retail, telecommunications and banking industries, increased broadband penetration and slow economic growth in New England have adversely affected the Globe’s performance. At the end of this month, we will cycle the exit of Filene’s, which was the Globe’s largest advertiser. After that point, the comparisons ease considerably. The market remains challenging but we are pleased that there are new entrants into the Boston market – including Neiman’s and Nordstrom in the second and third quarter – as well as heightened competition in the banking sector.

New products will benefit The Globe as well as our other properties. Another example of our first strategy is the strategic alliance we entered into with Monster.com last month in the recruitment area. This initiative combines the Times Company’s market-leading Web sites with Monster’s superior technology and expansive database to create co-branded sites targeting both local and national recruitment markets. We believe this will help us remain a help-wanted leader in all of our newspaper markets.

Here is how it will work:

* Our 19 newspaper Web sites will co-brand their online recruitment advertising Web sites with Monster.
* The co-branded sites will begin to appear later this month and the program should be fully implemented by the end of the second quarter.
* In addition to significantly increasing our reach in the online recruitment space, we will be offering a new suite of online tools for both job seekers and employers.
* And Monster will also introduce a new “click-to-print” feature that will provide current online clients with a simple method to reverse-publish their job listings as print ads in Times Company newspapers.

This deal provides an excellent example of our efforts to be a leader in the digital space, as well as print. So does our strong audience share and our growing digital revenues.

In January The New York Times Company was the 11th most-visited parent company on the Web, with approximately 43 million unique visitors.

Last year we generated more than 8 percent of our revenues, or more than $270 million, from our digital properties, which include About.com, NYTimes.com, Boston.com, iht.com and the sites associated with our regional newspapers. Just two years ago, digital revenues made up just 4 percent of our Company’s revenues, and in 2005, the percentage rose to 6 percent.

Clearly 2006 was a great step in the right direction.

In fact, it was a transformative year for NYTimes.com, which is the No. 1 newspaper site. It completed its redesign, the further integration of our print and digital newsrooms and ad sales, and significant journalistic accomplishments.

When you visit our Web sites, you see that blogs are proliferating, video is exploding, and there has been a sharp increase in user generated content. We think our approach allows us to distinguish and preserve the distinctive quality of the reporting of our professional journalists on whom our readers rely and the more expressive range of opinion that informs user-generated content.

And in 2007, we will continue to build on our digital foundation. We expect digital revenues will grow approximately 30 percent to about $350 million, mainly through organic growth. We will focus on several key levers – attracting more users, deepening their engagement and then monetizing our readers’ usage.

With regard to attracting more users, this is an area where About.com’s expertise is very helpful. It excels at optimizing content for search. By increasing the exposure of our content through search, we are attracting additional users.

Deepening engagement can be accomplished by analyzing how users view a page. We can gain insight into our audiences that allows us to help them find other news and information that is likely of interest.

And by attracting more users and deepening their engagement, we can better monetize our readers’ usage of all of our sites by using analytics to more effectively target advertising.

Now let’s turn to our second strategic focus: the aggressive development of key content verticals, which is based on the complementary nature of our print and Web platforms.

These efforts have included:

* Expanding our real estate vertical with the introduction of “Home Finance Center” and “Great Homes” on NYTimes.com and the debut of Key Magazine and Design New England.
* Enhancing NYTimes.com’s entertainment vertical with the rich database of movie industry content we acquired through our purchase of Baseline, increasing page views and deepening our engagement with our users.
* Adding more tools to NYTimes.com’s travel vertical. It re-launched in early January with over 1,000 guides to places around the world.
* These three verticals – real estate, entertainment and travel – saw page view growth three times the site’s average.
* And continuing to build About.com, particularly in important areas such as health.

In fact, we are now coming up to our second anniversary of our acquisition of About.com, one of the Web’s leading producers of original content. Since we bought it, we believe its value has increased substantially. Given its earnings growth and the valuation of Internet properties, we would likely pay significantly more if we were to buy it today. About.com was accretive to earnings ahead of schedule. With its extraordinary database of evergreen content – more than 1.5 million articles – it has a durable business model that benefits from search, the No. 1 way information is found on the Web. It is not easily replicated.

About.com attracts more women than iVillage, more teens than MTV.com and more men than ESPN.com, providing advertisers with a compelling branding environment and generating impressive revenue growth. Last year, revenues increased an estimated 50% and its operating margin expanded to 38%, up from 27% for the period in 2005 in which we owned it. It is also important to note that About’s margins remain high despite the fact that we continue to invest in growth initiatives.

About.com’s authoritative guides create its content. Guides are carefully chosen experts who are passionate about their topic areas and have deep expertise and strong credentials in their fields. It consistently places among the top sites for key content verticals, including health, food and education.

Last year, we added 88 new guides, bringing our total at year end to 587. This year, we expect that number to increase to nearly 700.

Going forward About.com will be even more compelling as it expands its presence in key verticals; significantly increases its video library, engages its audience even more deeply through greater use of user-generated content and explores opportunities to better serve the approximately 30 percent of About’s users who come from outside the United States.

The third area of strategic focus is to build a vibrant R&D capability that helps us anticipate the needs of consumers tomorrow and devises ways to satisfy them. That certainly leads to the development of new products across the Company that help us execute on our brand enhancement strategy – but R&D is much more. The group is a conduit for bringing new digital talent into the Company. It is closely aligned with our operating units so that its efforts can have immediate business impact. R&D’s full scope includes:

* New products and platforms, including mobile and video; which represent emerging revenue opportunities for us.
* New tools and services, such as data mining and Web analytics that will be used to better serve our audiences by presenting our content in more engaging ways, and our advertisers by increasing our ability to target and optimize their campaigns; and
* Strategic partnerships and investments. As a catalyst for organizational transformation, R&D is involved with any investment or alliance that cuts across our digital units. For example, R&D helped source our recent investment in Brightcove, the leading Internet video service. R&D was also involved in structuring our recent strategic alliance with Monster - a deal that encompasses all of our newspaper Web sites.

Our R&D group, in its first full year of operation, worked closely with our business groups to create new mobile products at many of our properties and to launch the local search product at Boston.com. It was instrumental in the launch of the Times Reader, a new product that takes advantage of Microsoft’s new Vista operating system, to combine the format of the newspaper with the functionality of the Web. In the coming year, we expect R&D’s new product activities in mobile and video to intensify, and for them to help transfer Boston’s local search expertise to our other markets.

Our fourth area of strategic focus is rebalancing our portfolio and exercising financial discipline as we allocate our capital for the benefit of our shareholders. We continuously evaluate our businesses to determine if they are meeting their targets for financial performance, growth and return on investment, and remain relevant to our strategy. We regularly analyze the valuations of every one of our businesses.

Over the past year, we sold our 50% investment in the Discovery Times Channel for $100 million. While this was a profitable business, our strategic focus shifted to shorter form video. The skills we learned from this investment have been extraordinarily helpful to us as we increase our video offerings, which are coveted by both our readers and our advertisers.

We also announced an agreement to sell the Broadcast Media Group for $575 million, allowing us to better focus on our print and digital properties. Later this month, we expect to complete the sale of our radio station WQEW-AM for $40 million.

We have also made several small acquisitions and investments that have given us valuable exposure to emerging areas of the Internet. This includes the purchase for $35 million of Baseline StudioSystems, which I mentioned earlier. It is the primary business-to-business supplier of proprietary entertainment information to the film and television industries.

This is a truly unique period in our industry and it certainly is challenging. We will continue to closely adhere to our well-designed strategy and our commitment to quality news and information, which is our core. We are confident that we will provide our audiences throughout the world with an even more compelling brand of multiplatform journalism. This will enable us to grow our earnings for the benefit of our shareholders.

Now let me turn the podium over to Jim, who’ll walk you through our fifth strategy – increasing operational efficiency.

Click here to read transcript of James Follo’s presentation.

Thought needed before jumping on video band wagon

Filed under: Uncategorized

Thought needed before jumping on video band wagon

Thought needed before jumping on video band wagon

10th February 2007

The two national newspaper websites re-launched last week offering lots of video as well as text and stills, The Times and the Mirror, have settled down and ironed out technical glitches, but not all of them. The Mirror’s choice of video content is inexplicable: almost entirely US from AP. The tone and content of much of it is entirely unsuitable for the audience.

The Times video player defaulted to a world news bulletin from Reuters, anchored from New York. But they do have the alternatives of Sky content as well as Fox.

My exploration has been limited because I have had real problems with the video players on both sites — links to individual items doing nothing, the start and pause buttons behaving erratically and general slowness. They are both using a system from ROO which serves advertising and video reports.

At the end of last month it was announced that News Corp, parent company of the Times, would buy up to 10% of the ROO syndication and technology business. Like Rupert Murdoch’s business it originated in Australia.

According to Techcrunch, Fox Interactive, which is meant to lead News Corp business on the internet, did not know about the deal in advance. Techcruch quoted one Fox insider saying he couldn’t believe News Corp invested in that “fucking disaster”.

Fox was said to have been having conversations with ROO’s competitor Brightcove.

And Brightcove was the choice of the Wall Street Journal for the video service on its recently redesigned site. That works beautifully on the three computers I have used to view the three sites.

The technical problems will be sorted out leaving the much bigger question of the bias towards US content. When people from around the world visit a British site they are looking for a distinctive and different voice. Globalisation should not mean an American view point dominating. It may be cheaper but I doubt if it makes commercial sense in the long run.
http://www.wordblog.co.uk/2007/02/10/thought-needed-before-jumping-on-video-band-wagon/

MU Newspaper Study: Investing in the Newsroom is Good for Business

Filed under: Uncategorized

MU Newspaper Study: Investing in the Newsroom is Good for Business

MU Newspaper Study: Investing in the Newsroom is Good for Business
University of Missouri-Columbia researchers determine news quality directly impacts profitability

COLUMBIA, Mo. - In recent years, the newspaper industry has experienced a variety of changes. None have been more noticeable than declining profit margins. Researchers at the University of Missouri-Columbia now have valuable information that could help publishers reverse the downward trend.

Murali Mantrala, who is the Sam Walton professor of marketing in the College of Business, and Esther Thorson, a professor of advertising and associate dean for graduate studies in the School of Journalism, recently examined the profitability of newspapers. They collaborated with marketing doctoral students Hari Sridhar and Prasad Naik, who is now a professor at the University of California-Davis. The team of researchers focused on three areas of operation - news quality; distribution and circulation; and advertising - by analyzing financial data of small- to medium-sized newspapers with circulations of 85,000 or less. Research revealed that news quality most directly affects bottom line.

“The most important finding is that newspapers are under spending in the newsroom and over spending in circulation and advertising,” Thorson said. “If you invest more in the newsroom, do you make more money? The answer is yes. If you lower the amount of money spent in the newsroom, then pretty soon the news product becomes so bad that you begin to lose money.”

The assessment was made using a diagnostic tool developed by the researchers. It consists of a mathematical formula that breaks down revenues and expenditures from news, advertising and circulation departments and predicts profitability. The financial data, which covers a 10-year period, was provided by Inland Press Association, a trade organization of more than 900 daily and weekly newspapers. The identities of the newspapers were anonymous.

What they discovered is that during down cycles, newspapers generally focus more on increasing advertising sales and boosting circulation. With the popularity of the Internet and specialized Web sites, Thorson said newspapers have lost some of their advertising appeal with high-dollar advertisers, such as automobile dealerships and major retail establishments. She said classified advertising also isn’t as reliable because readers now search online for jobs, houses and various niche items. As societal norms and preferences change, Thorson said “newspaper revenues are increasingly threatened.”

Mantrala and Thorson are confident that industry leaders and publishers will appreciate the value of their research and utilize the information when attempting to rebound from negative cycles. Thorson said the findings, and equally importantly, their solution, can be applied to any newspaper - regardless of circulation.

“By looking at the data, investing in news quality does pay off,” Mantrala said. “It improves circulation and advertising revenues, which are the bulk of a newspaper’s revenues. Better news quality drives circulation and circulation drives advertising revenues.”

The study, “Uphill or Downhill? Locating Your Firm on a Profit Function,” will be published in the April issue of the Journal of Marketing.
http://munews.missouri.edu/NewsBureauSingleNews.cfm?newsid=13565

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