Public Radio Exchange (PRX) on Station Online Strategy

Slideshow Transcript

1. Slide 1: All That Twitters Is Not Gold Findings, case studies and tools on forming strategies for online services Station Resource Group (SRG) Retreat August 12, 2008 Sedona, AZ Presentation, interviews and research by Quentin Hope, Jake Shapiro, and John Barth.
2. Slide 2: Contact: Jake Shapiro Executive Director, PRX jake@prx.org 617.576.5455
3. Slide 3: SESSION OVERVIEW A. Where are we now?  Results of an “outside audit” B. What’s the view ahead?  Operating assumptions for ~ 3 years out C. How are we navigating in  Station cases of note the online world? D. Where are we in defining  Mapping an integrated view our online strategies? E. What is our collective  Station-based perspective agenda for greater online significance? Public Radio Exchange (PRX) 3
4. Slide 4: A. Where are we now? “Outside audit” of 38 SRG member websites:  5 major categories; 27 subcategories  Anchored scale: 0 (nothing) to 5 (rich/enhanced) with markers provided  Calibrated (roughly) to public radio sites in general and national public media sites  Independent “auditor” from outside public radio Note: PRX is developing audit template as station site self-assessment tool Public Radio Exchange (PRX) 4
5. Slide 5: Summary: Five major categories 0 1 2 3 4 5 1. Providing information 3.1 about the station 2. Providing additional audio programming access and 3.7 service 3. Supplementing broadcast programming with 3.5 additional content 4. Providing content not directly related to 2.3 broadcast programming 5. Stimulating listener/user engagement and 2.3 interaction none basic/ solid rich/ minimal enhanced Public Radio Exchange (PRX) 5
6. Slide 6: 1. Providing information about the station: subcategories 0 1 2 3 4 5 Overall 3.1 a. Programming 3.6 b. Plans and activities 3.1 c. Reception 3.3 d. Support 3.4 e. Staffing 2.9 f. Work opportunities 2.7 g. Station background 2.6 h. Governance 2.8 none basic/ solid rich/ minimal enhanced Public Radio Exchange (PRX) 6
7. Slide 7: 2. Providing additional audio programming access and service: subcategories 0 1 2 3 4 5 Overall 3.7 a. Simulcast streaming of 3.9 broadcast programming b. On-demand access to 4.0 broadcast programming c. Continuous streaming of 3.5 web-only program service(s) d. On-demand access to web- 3.8 only programming e. Syndication (push delivery) 3.5 of program content/updates none basic/ solid rich/ minimal enhanced Public Radio Exchange (PRX) 7
8. Slide 8: 3. Supplementing broadcast programming with additional content: subcategories 0 1 2 3 4 5 Overall 3.5 a. Lists, picks, sources 3.3 and links b. Current information 4.0 updates and details c. Extended and enhanced 3.2 program content none basic/ solid rich/ minimal enhanced Public Radio Exchange (PRX) 8
9. Slide 9: 4. Providing content not directly related to broadcast programming: subcategories 0 1 2 3 4 5 Overall 2.3 a. Extended community 2.8 information b. Select topical 2.7 information c. Niche community 1.3 service none basic/ solid rich/ minimal enhanced Public Radio Exchange (PRX) 9
10. Slide 10: 5. Stimulating listener/user engagement and interaction: subcategories 0 1 2 3 4 5 Overall 2.3 a. Providing feedback and making inquiries/requests 2.2 b. Supporting the station 3.8 c. Signing up 3.2 d. Participating in broadcast 2.2 programming e. Providing opinions, ideas 2.2 and leads f. Providing and sharing 2.1 content g. Participating in topical 1.6 conversations h. Participating in social networks and communities 1.0 of interest none basic/ solid rich/ minimal enhanced Public Radio Exchange (PRX) 10
11. Slide 11: 5. Stimulating listener/user engagement and interaction: subcategories 0 1 2 3 4 5 Overall 2.3 a. Providing feedback and making inquiries/requests 2.2 b. Supporting the station 3.8 c. Signing up 3.2 d. Participating in broadcast 2.2 programming e. Providing opinions, ideas 2.2 and leads f. Providing and sharing 2.1 content g. Participating in topical 1.6 conversations h. Participating in social networks and communities 1.0 of interest none basic/ solid rich/ minimal enhanced Public Radio Exchange (PRX) 11
12. Slide 12: Additional site ratings and information Very few, Some adds on Many ads, various No ads small ads most pages types, across site Web advertising 2.7 0 1 2 3 4 5 Un-useable/ Un-viewable Poor Average Great Site navigation 3.7 Site appearance 3.8 0 1 2 3 4 5 Use of Public 21% Interactive 0% 20% 40% 60% 80% 100% Public Radio Exchange (PRX) 12
13. Slide 13: Observations  Some apps are proving sticky (Flickr, Google maps) – Local – Add missing visual content – Have a social, sharing dimension – Easy to implement • Build a deep, well curated archive • Link generously • Social needs voice and presence • More can also be less Public Radio Exchange (PRX) 13
14. Slide 14: Online staffing levels How many full time equivalent (FTE) staff positions do you have dedicated to all aspects of online work? 1 FTE 27% 2 - 4 FTEs 40% 5 - 7 FTEs 13% 8 - 10 FTEs 13% 10 + FTEs 7% 0% 10% 20% 30% 40% 50% Source: online survey of SRG members. n = 15 14
15. Slide 15: Online staffing reporting relationships Where do the positions you have dedicated to online work report within your organization? Separate online/web/digital unit 40% Development 7% Promotion 20% Programming 7% IT 7% Operations 7% Split departments 13% 0% 10% 20% 30% 40% 50% Source: online survey of SRG members. n = 15 15
16. Slide 16: Online investment levels “We really missed seeing how the web would grow and anticipating What would you estimate as your total the investments we would make spending for online services this year - in it over the past 10 years.” staff, contractors, bandwidth, etc.? %Percent of total budget <=2% 21% 3-4% 36% 5-6% 14% 7-8% 21% 9-10% 7% 0% 10% 20% 30% 40% Source: online survey of SRG members. n = 13, 14 16
17. Slide 17: Usage comparison: monthly web visitors and weekly radio cume – selected SRG members Public Radio Exchange (PRX) 17
18. Slide 18: Usage comparison: Weekly streaming AQH and weekly total AQH – selected SRG members Public Radio Exchange (PRX) 18
19. Slide 19: B. What’s the view ahead? Based on interviews with 10 station managers and online staff Current station views for ~3 years out on: • Users’ media mix and desired experience • Role and value of local vs. global • Degree and pace of change in the media environment • Degree and nature of the organization change required Public Radio Exchange (PRX) 19
20. Slide 20: 1. Users’ media mix and desired experience ACCESS: “Democratization of platforms”  Continued shifting to “More shaving away at traditional online media, more reallocation of time”  Significant mobile “My iPhone experience is access convincing me”  More “on demand” “Radio will be catching up with streaming, downloads TV’s DVR and web realities” and podcasts  Radio listeners vs. “The jury’s really out” audio samplers? Public Radio Exchange (PRX) 20
21. Slide 21: 1. Users’ media mix and desired experience DEVICES & APPLICATIONS: incremental adoption  Tools will remain much the same – it’s a matter of improved ease of use driving adoption rates  Continued noise, churn, stumbling and clinging until we get to the “real smart phone”  Innovation will be more on the software application side than new killer hardware  Potential for someone to figure out and dominate interoperability (Google?) Public Radio Exchange (PRX) 21
22. Slide 22: 1. Users’ media mix and desired experience CONTENT: still the high ground  Far more sites than sites producing content  Content producers and owners remain the engine STRATEGIES: still throwing darts and hedging  “On a day to day basis I’m not exactly sure what people want from us online”  “There’s just this giant scramble to see what sticks”  “Look at the web as a complement for what we are doing now, not a replacement” (for now) Public Radio Exchange (PRX) 22
23. Slide 23: 2. Role and value of local vs. global UNRAVELING OF LOCAL MEDIA …  “The biggest thing that we are seeing is the continued deterioration of the newspaper industry”  “Other media are stepping away from local coverage … and putting a lot of people into early retirement”  “There's a freefall in the diminution of local media, whether it's newspapers, local TV stations or, now on the slope, commercial radio”  Asset values down precipitously; profits a fraction of the past; content creation a smaller role Public Radio Exchange (PRX) 23
24. Slide 24: 2. Role and value of local vs. global LOCAL IS THE OPPORTUNITY …  “The loss of print journalism puts more reliance on public media institutions to provide content”  “We have an opportunity and a challenge here to fill the gap”  “We have a real role to play as long as we concentrate on local issues”  “Our goal here is local” Public Radio Exchange (PRX) 24
25. Slide 25: 2. Role and value of local vs. global BUT THE VALUE NEEDS TO BE THERE  Significant local reporting, “Way beyond rebroadcast model” producing, curating, hosting and posting  Localization of the global “But it has to be awfully good”  A seamless user experience “The shift toward sharing content in seeking content is really healthy” (e.g. API)  Continued editorial credibility “Not everyone wants to slog and judgment through the blogosphere”  And forget the Olympics web “As long as we're all shouting the page same thing, they'll never see us” Public Radio Exchange (PRX) 25
26. Slide 26: 3. Degree and pace of change in the media environment IT’S A QUESTION OF THE ADOPTION<>ADAPTATION DYNAMIC ...  How fast/far will our aging core adopt “We’re not being new technologies as they become easier pressed by our core to use? to be among the online avant garde or ‘go mobile’ …  Will younger audiences adopt us (if we adapt our content and delivery)? … but then again, we’re not hearing anything at all from those who aren’t  How much do we need to adapt to be listening to radio.” adopted? Public Radio Exchange (PRX) 26
27. Slide 27: 3. Degree and pace of change in the media environment AND A QUESTION OF HOW LOYALTY WILL WORK ...  “How do we build loyalty so people seek and find our content wherever it is – in our spaces or others”  Does social networking build loyalty – or fracture it?  How do you measure and track loyalty in a new metrics environment? Public Radio Exchange (PRX) 27
28. Slide 28: 3. Degree and pace of change in the media environment AND A QUESTION OF RADIO’S RESILIENCE …  Optimism for still growing the audience (market specific)  Somewhat better positioned and shielded (e.g. car access); not as many “natural” predators; a somewhat protected space for now  No big reduction in listening -- “that’s 15 years down the road”  “But it is time to start thinking very carefully about how much we invest in terrestrial broadcast versus original production” Public Radio Exchange (PRX) 28
29. Slide 29: 4. Degree and nature of the organization change required NEW TALENT AND POSITIONS  Conceivers -- “I have no idea about the future media landscape… My strategy is to hire the right people”  Networkers – “Everyone should be creating a job that uses digital media to build community and bring new voices into the organization” ORGANIZATION STRUCTURE SHIFTS  Lower platform and function silos  More lateral, networked, dynamic, “chaortic” organizations INVESTMENT SHIFTS  Costs reductions in traditional functions and infrastructure  Consolidations to spread fixed costs and achieve scale Public Radio Exchange (PRX) 29
30. Slide 30: 4. Degree and nature of the organization change required MINDSETS CHANGES  Marketing and branding “It’s not being on just your beyond the “station” website that matters” “You can create an aura that makes people think you are much bigger than you are”  Actually producing for the “We’re still just using the web to web do more radio”  Asking users “We’re not finding out from them what they want” Public Radio Exchange (PRX) 30
31. Slide 31: C. How are we navigating in the online world? • WBUR • LPM – Louisville Public What’s the Media strategy • KUOW What’s notable • WOSU Public Media What’s the lesson • OPB – Oregon Public Broadcasting Public Radio Exchange (PRX) 31
32. Slide 32: WBUR1 - Paul LaCamera General Manager - Robin Lubbock Director of New Media What’s  Incremental build into new media the “There's not doubt the Internet is chipping away... But we're still, I Strategy? believe, in a somewhat protected place for a while. As long as we make logical, thoughtful steps or transitions or additions into digital and the extending of our content there, we're going to be fine.” “Step one. We have to keep doing the radio on the Web. Obviously that's something people expect from us; we need to do it well. Step two; we need to add onto that… the extra piece of audio, the pictures, the photo gallery, the map…. Step three is, let's go to the users, find out what they want, and do that.” Public Radio Exchange (PRX) 32
33. Slide 33: WBUR2 What’s  Take advantage of decline in other local media the “There's a free‑fall in the diminution of local media, whether it's Strategy? metropolitan newspapers, local television stations, and I think, now, following on the heels of that, commercial radio.” “…we still have some time to concentrate on our traditional platform, which is radio, over the air or whatever you want to call it. Because we don't have, as yet, the natural predators that newspapers are facing, the Internet.” “I continue to believe that public radio has every opportunity, and responsibility, to benefit by default, and to be a respite.” Public Radio Exchange (PRX) 33
34. Slide 34: WBUR3 What’s  Simple, even retro, works notable? The new daily WBUR email newsletter. “What I've tried to do is make people more aware of us, for a lot of reasons…One, they are opinion leaders and makers. Secondly, they make decisions, whether it's underwriting or personal giving or corporate giving or whatever, which has been helpful to the station. So, I wanted to find a vehicle that would keep us in front of this group on a daily basis.”  Go where audiences are WBUR on Facebook, YouTube, Flickr, Twitter “We don't say, hey we got this great radio, you just come in, you can listen when you are in the radio station. No, we send the radio to where they are. Well, they are in Facebook and they are in MySpace and they are in Flickr and they are in YouTube. That is where we need to be.” Public Radio Exchange (PRX) 34
35. Slide 35: WBUR4 What’s  In Social Media, be personal notable? “Personality works ‑ personality is good. In a social media space, being honest, or having a face and just saying it as it is…”  One site to rule them all? “National Public Radio needs one website like CBC, like the BBC. If we want to compete with those guys, forget about it in this distributed thing. It's just never going to happen.” Public Radio Exchange (PRX) 35
36. Slide 36: WBUR5 What’s the  Mistake to compete in breaking news Lesson? “…the problem is, with these other sites, you compete in breaking news. And that's not our strength, that's not our hallmark. And it's a mistake if we try to position ourselves, because now we confuse our brand.”  Integrate Web and News staff, bring editorial focus and voice to web “If we're going to make an editorial presence on the web, we have to get editorial involved in that web content.”  Recognize we may be too focused on broadcast? “…the tendency, the trap, is to worry about the radio station or whatever, and really not pay enough attention to the web. For media executives, that's a failing today.” Public Radio Exchange (PRX) 36
37. Slide 37: LPM1 - Jon Hoban Deputy Director - Tom Mundt Director of New Media Strategies - Donovan Reynolds Executive Director What’s the  Re-branding Strategy? “By calling ourselves Louisville Public Media we emphasize the fact that we're trying to create quality content and deliver it across whatever media platform makes sense.”  Local focus “Our raison d'etre in the future, even more than in the past, is to be a local institution and serve local needs.”  Aspiration of “significance” “We can become the authoritative source in our city ‑ not only for news, but for arts and culture and be a convener on community issues.” Public Radio Exchange (PRX) 37
38. Slide 38: LPM2 What’s the  Heavy content investment with online included from the Strategy? start “We are investing heavily in expanding our news department and in new reporting projects, like the environment and the arts – and as we do that we build in the online component.”  Expectations for continued broadcast growth “We have been making changes that have had really good results … and could continue to increase our audience on all three stations over the next few years.”  Same target audience, more time spend using “At this point we are not ready to branch out much beyond the demographic of our stations. So objective number one is make sure that people coming to the stations are also getting good service online, are aware of it, and are actually spending more time on the site.” Public Radio Exchange (PRX) 38
39. Slide 39: LPM3 What’s  Advisory council changes notable? “We’ve added a number of very young people to our advisory board ‑ people in their 20s who use media completely differently ‑ and we are paying a great deal of attention to the kinds of advice we're getting from them”  Philanthropy for funding “Philanthropy is absolutely essential to accomplishing any of our goals. Louisville is a city without a lot of foundations, but it has many, many rich families and individual donors. So, that has been our target.”  “New media” sells “New media is sexy. When you are pitching to potential donors you talk until you see some glimmer of interest in their eyes. Usually, it's when I start talking about the new media stuff.”  Staffing is working out Staff have taken to the new roles and expectations. “Surprisingly so. It’s helped by the fact that we have a staff that is kind of in to this stuff”. Public Radio Exchange (PRX) 39
40. Slide 40: LPM4 What’s  Put marketing muscle behind the experiments the “We been focusing on promoting certain “marquee” feature stories Lesson? with added web content and have seen some really great results ‑ like 2x or 3x times increase -- because we simply, really, banged them over the head with it on air.”  Don’t assume it’s just for news “It's more obvious for the news station to be involved with something like adding video. But our classical station manager bought a little digital video camera and has started doing videos of interviews with performers … and people tell me, ‘Oh yes. I went and I looked into that interview.’“  It’s a long road ahead “The number of hits per month is pretty pathetic, actually. We're just taking baby steps at this point, trying to figure out what can actually draw people to our website. Public Radio Exchange (PRX) 40
41. Slide 41: KUOW1 - Jenna Montgomery Director of online Service - Wayne Roth General Manager What’s  Focus on local editorial content, quality and judgment the Put your resources into creating content that covers the Puget Strategy? Sound area on behalf of listeners/users who want a trusted source. “Not everyone wants to be their own online editor or program director.”  Make the web content integral “Web content is tied to broadcast productions but that content is part of storyboarding a piece from the very start.”  Create a deep archive of unique content It adds real, enduring value to the website and it’s key to being found through search. “We’re watching as we crawl to the top of certain searches”. Public Radio Exchange (PRX) 41
42. Slide 42: KUOW2 What’s  Keep the same economic model the Make online just another part of the operating budget. Keep Strategy? the look and feel of a public service institution. “You can’t mix the commercial and noncommercial – people will differentiate. We don’t want to become a ‘buy now’ site.”  Maintain KUOW as the brand “It’s known and valuable.” Public Radio Exchange (PRX) 42
43. Slide 43: KUOW3 What’s  Keep shifting local production to local content notable? “We used to do four to five national author interviews a week. They were usually the same as could be heard on any interview from the author’s tour. Now we only do about one per week.”  Curate all content for local sensibilities (on-air and online) Curating for local sensibilities means giving less time to “inside the beltway intrigue about Scooter Libby” and more to topics and perspectives of interest to Puget Sound listeners. It requires seeking content from any source that appeals to these local interests and sensibilities and flexibility in how it’s used on-air and online.  Pick your medium for your purpose KUOW sees an important roles for itself, in conjunction with local partners, as a convener that stimulates public discussion. On-air and online can support this through content development but the main medium for convening is face-to-face. That’s where and how real community is built. Public Radio Exchange (PRX) 43
44. Slide 44: KUOW4 What’s  There’s no need to be a groundbreaker. the lesson? Being a fast-follower works fine in this world. Be cautious of gadgets. Let others master the applications.  Establish distinct accountability for online but integrate it across the operation Creating a collaborative and coordinated dynamic for online within the station is key. At KUOW the Director of online Service reports to the assistant GM but she and her staff work closely across departments, particularly programming. “You can get off the rails by having online become too much of it’s own ‘company’.” Public Radio Exchange (PRX) 44
45. Slide 45: KUOW5 What’s  Pay attention to navigation and ease of use the Expert, focused and dedicated attention to the design has helped lesson? greatly. “We cleaned up the navigation ‘designed by committee’. Now we regularly look for and reference sites that work well in terms of bringing forward what is most important and making it very easy to find things.”  Engage your online users in the design and usefulness of the site itself Polling users about their recently re-launched site has yielded significant and very constructive feedback, including some simple but critical items. “We found out that older users where having problems with the light type.” Public Radio Exchange (PRX) 45
46. Slide 46: - Tim Eby Radio Station Manager - Susan Meyer Director of Communications What’s the  Collaboration model Strategy? WOSU and other local institutions are \"pooling collective knowledge because some of these folks are further in their thinking than we are\"  Balance journalism and community “We have got to be open. We must maintain our journalistic credibility on the one side, but also find ways to build community on the other to bring in those voices who are experiencing events and have ideas”  Early steps... but definitely social \"The question is: 'How do we make Columbus a better place to live by applying social media?'\" Public Radio Exchange (PRX) 46
47. Slide 47: What’sn  Blogger outreach = relevance otable? \"The Columbus Social Media Cafe is community building... that gives us some opportunity to capitalize on creating more partnerships in the community.”  Community Engagement Pro? \"It is really critical that we have somebody focusing on engaging in a way that is deeper and more meaningful and stretching into different communities than what we are doing haphazardly now.\" Public Radio Exchange (PRX) 47
48. Slide 48: What’s  Need staff buy-in the \"They haven't embraced social media. Some web producers haven't lesson? embraced where we need to go.\"  New leadership, fewer silos \"If you look at TV managers, radio managers, web managers - the nature of those positions are changing and they are not siloed anymore. \"  Developers need to leverage new network tools (e.g. NPR API) \"We don't have anybody in house who has the expertise to really take that and create some different things that could really be unique and tie in with what we are doing locally.\" Public Radio Exchange (PRX) 48
49. Slide 49: - Steve Bass President & CEO - Lynne Pollard VP, Interactive Services What’s  Online supports TV and radio the \"The economics don't yet favor things completely divorced Strategy? from the broadcast world.\"  Local branding is supreme \"We want OPB to be more prominent than PBS and NPR. National attracts the listener, but the local connection is what keeps them.”  Balance the investment in original programming between terrestrial and online “When we start to think about the multimedia environment, we are thinking about how the traditional geographic territories that broadcasters have served are eroding.” Public Radio Exchange (PRX) 49
50. Slide 50: What’s  Archives (and video) rule notable? (Oregon Field Guide) “We've had an advantage in that we've had things that have readily lent themselves to online and on demand sort of manifestations; they’re extensions of broadcast properties.”  A 'win' doesn't always mean online traffic (OPBMusic concert sponsorship) \"There was a big concert here in Portland here a few months ago. And people in the audience were wearing their OPB Music t-shirts, which is pretty funny because we were only a few months in to the site. The next day you saw no big bump in traffic to the site. And what we think is happening is that it t deepened the engagement without driving traffic to the site.\"  Audience engagement works. Here. \"BBC World 'Have Your Say,' not too long after OPB had joined, said that they got more texts and online comments and calls from Oregon from anywhere else.\" Public Radio Exchange (PRX) 50
51. Slide 51: What’s  Play to strengths. Sometimes. the OPBMusic.org lesson? \"One would say we were playing to something that we were weak in.\"  Scale is all Without sufficient content, funding, talent and local branding, station online efforts struggles to work. • Be willing to give up control “The difference between broadcast and online is control and who has it. The audience now will choose both in terms of what it is going to watch, where it is going to watch, when it is going to watch. Here at OPB, we can extend that to really having some confidence in our audience and how they are going to engage with us.” Public Radio Exchange (PRX) 51
52. Slide 52: D. How clear are our online strategies? Importance of strategic clarity in this context … • Still evolving territory -- all the more need to take and set bearings – Risk of chasing trends and picking up tools – Risk of taking an online direction misaligned with overall strategy for “institutional significance” – Risks of reacting, drifting and dissipating resources • Limited resources to invest and as yet unclear ROI -- opportunity costs of mis-investing in the web • Dilemma of choice -- nothing has choices like the web and too many choices can lead to poor choices • Limitations of scale and talent at the station level -- risks of overreaching and poor execution for all to see Public Radio Exchange (PRX) 52
53. Slide 53: Strategic intent A larger role for stations: • Strategic position: trusted and sophisticated producers, selectors, and context setters for content of high quality and depth • Build out capacities as authenticators and recommenders in an interactive community • Leverage trust and reach to convene on the civic and cultural issues and interests of our time --Station Resource Group Public Radio Exchange (PRX) 53
54. Slide 54: Scope of a fully integrated online strategy … Online Strategy (options, choices, approaches, tactics) Organization Model Strategic Public Media Intent Strategy* Investment (institutional purpose, (options, choices, Approach core values,vision) approaches, tactics) Performance Online Value Assessment Model Proposition (from user and competitor perspectives) Work in process “’Integrated strategy’ would be too fancy a phrase for what we're doing. I think we're all inching along, trying things. I like ‘experimental’ better than ‘integrated strategy.’ An integrated strategy suggests that we really know what we're doing.” * The overall strategy for becoming a “significant institution” in SRG terms 54
55. Slide 55: Public Media strategy: mapping the factors KEY FACTORS Target Audience Impact Geographic orientation Public Content Media Subject matter orientation Strategic Options Platform positioning Access Interaction & engagement Economic Sources/mix model Interrelation-ship of sources Public Radio Exchange (PRX) 55
56. Slide 56: Public Media strategy: mapping the factors and options KEY FACTORS STRATEGIC OPTIONS  Existing segment(s) Target  Extension of existing segments(s)  New segment(s) Audience  Greater share of target segment(s) Impact  More time spent using  Increased value from time spent using  Local from the local perspective Geographic  Local from a global perspective orientation  Global for the locals Content Subject matter  Broad survey[cover the landscape; keep users’ in the know] Public orientation  Deep dive[own certain subjects; be the “go to” source] Media  Broadcast leads[all web content linked to and supplements broadcast programs] Strategic Platform  Fully cross-leveraged[complementary but distinct content; heavy cross-promotion] Options positioning  Web leads[unique, deep web content; resources shift to web; broadcast sends to web]  Agnostic and independent[content determines platform; each grows/serves on own]  Where expected[e.g. analog FM broadcast and web stream - for now] Access  Early to everywhere[e.g. mobile, other websites, satellite - others as emerge]  Encouraging contributions Interaction  Building station community & loyalty & engagement  Building civic community  Existing sources and mix Sources/mix  Some new sources and remix Economic  Significant new sources and remix model Interrelation-  Independent streams ship of sources  Integrated approach/appeals Public Radio Exchange (PRX) 56
57. Slide 57: Branching further down to the details on options … KEY FACTORS STRATEGIC OPTIONS >>>> TACTICAL OPTIONS Audience Money & materials Content Time & services Platform Feedback on content positioning Opinions on issues Access Information Leads/contacts Encouraging Expert knowledge contributions I think the Text emphasis on engagement Pictures Public Content from our 20’s Interaction Audio advisory board Media & members is Strategic engagement Video more on content Options than on the Social networks social Building networking part. station (station focused) They have other community & Updates ways that they loyalty can do that. Transparency Building social networks (issue/topic focused) Building civic community Informing Economic (issue/topic focused) model Convening Public Radio Exchange (PRX) 57
58. Slide 58: Public Media strategy: making choices Illustrative KEY FACTORS STRATEGIC CHOICES Target  Existing segment: college educated; civically minded Audience  Greater share of target segment: intensively and continuously cross- market through high affinity organizations and sources Impact  Increased value from time spent using: focus on quality and editorial judgment (as counter and refuge from the blogosphere) Geographic  Local from a global perspective: curate content from all sources for local Content orientation sensibilities; build to critical mass of local content (~20% of broadcast) Subject matter  Broad survey: be the area’s primary media source for “staying in touch” orientation across a broad range of topics and perspectives Public Media Strategic Access  Where expected: analog/HD FM and web streaming and on-demand Choices Platform  Broadcast leads: all other platforms (web, events) focused on promoting positioning and enhancing broadcast programming and increasing broadcast listening  Encouraging contributions: focus on tapping listeners for opinions, Interaction perspectives and feature leads in structured and ongoing ways and engagement  Building ”station” community: increase listeners’ “self-identity” as listeners; use their networks to encourage others to listen/view  Some new sources and mix: continued focus on individual contributions Sources and underwriting; increased focus on #s vs. just $s; add major philanthropic Economic support for local production model Interrelation-  Integrated approaches/appeals: tightly linked appeals across platforms ship of sources aimed at increasing membership count Public Radio Exchange (PRX) 58
59. Slide 59: Online strategy: deriving from overall strategy Illustrative KEY FACTORS STRATEGIC CHOICES Online Strategy and Tactics Target Existing segment • Build deep, well tagged and indexed archive of local productions to attract new users via search Audience • Make active, targeted use of Facebook, Gather and Twitter to create Greater share of awareness and promote listening (real-person presence; daily “picks”) target segment • Build consortia of high-affinity area websites who will include “listen now” Impact and “now playing” modules/links on their homepages Increased value from time spent using • Focus on ease of navigation and search (user testing, expert advice) • Incorporate NPR, PRI, etc. program promo feeds to provide “global” Geographic Local from a global orientation perspective presence but only in the context of local content of like kind Content Subject • Provide prominent topical navigation (news, arts, etc.) leading to topical Broad survey matter homepages offering integrated view of current station offerings/content Public orientation Media • Provide high quality, high reliability, streaming for all audio formats; offer Strategy Access Where expected extensive online and on-call help for using • Provide podcasts and audio on demand access for all local content productions; provide prominent, multiple points of access on site Platform positioning Broadcast leads • Link all web content to on-air program promotion and enhancement; provide some layer of added content for every on-air program • Focus on solicitation of feedback/ideas/leads via station blog with Encouraging Interaction comments, “comment” feature on all story postings, and 2x week polling contributions and • Provide heavy on air promotion for participation and recognition of input engagement Building ”station” received community • Encourage listener/users to use their social network sites to identify themselves and listeners and “talk up” their favorite programming and provide links (on-air and through station’s own social networking sites) Some new sources Sources and mix • Encourage smaller “contribute” donations throughout site (vs. “join now”) Economic to build the file model Interrelation- • Offer underwriting of podcasts (following exiting UW guidelines) Integrated ship of • No web advertising (maintain noncommercial feel); enhance on-air approaches/appeals sources Public Radio Exchange (PRX) underwriting with visual credits placed with program listings/descriptions 59
60. Slide 60: Competitive value proposition KEY FACTORS PROPOSITION POINTS AND COMPETITIVE POSITIONING Superior local coverage and content “A reporter from the Content Deep archive on key area issues newspaper told us that our website was now up Context Better integration of local and global content in their newsroom all the time. They're Benefits Better editorial/curatorial sensibility always monitoring what Credibility Unusual organizational transparency` we're producing a lot (+) more interesting local Sense of Engaging discussion participation content.” belonging Online Value Sense of Personally posted and credited content Proposition ownership (-) Limited Slow load streams; poor audio quality; player incompatibility access Difficulty of Casting off to other sites; un-integrated sections/pages Costs navigation Difficulty of Lack of search capabilities and options; spurious search results search Lifelessness Inactive blogs, threadless discussion boards, static or automated social networking pages; no “voice”; no sense of place Awareness of the value Clutter Visual incompatibility and clutter of advertising; competing page proposition elements Public Radio Exchange (PRX) 60
61. Slide 61: Competitive value proposition (sample choice map) KEY FACTORS PROMOTION OPTIONS Benefits (+) Broadcast channels online Value Website(s) Proposition Own Social network sites (-) Direct mail Costs Sources Search Paid search Awareness Other organization’s sites Others’ (cross-promotion) of the value proposition Paid placement Personal referrals (“share this” emails, etc.) Frequency Personal social networking sites Time Receptivity Place Context Public Radio Exchange (PRX) 61
62. Slide 62: E. What is our collective agenda for greater online significance? What are your greatest needs for support and assistance over the next two years in developing Greatest Need and managing your online services? Mentions Strategy development 4.3 8 Audience understanding and 3.8 2 measurement Production and operating 3.7 2 models Economic models 3.3 2 Organization models 2.8 2 System-wide resources and 3.7 2 support No Greatest Need Need Public Radio Exchange (PRX) 62
63. Slide 63: Contact: Jake Shapiro Executive Director, PRX jake@prx.org 617.576.5455