Bomb shelters or spaceships

If you were recruiting for someone to manage a news organization in 2009, what skills or experience should you be looking for? What would the job description look like? (Since I know nothing about print, I’ll limit my questions to broadcast)

In my experience, most people who make it to “the top,” come from the sales side of the business. The men and women who made their bones in the newsroom occasionally wind up running the show but they are the exceptions. So we’re looking for sales and marketing experience, yes?

Someone who can figure out how to sell the advertising that funds company. Someone who can recruit and train people to sell 30 second radio and TV commercials?

What about this Internet thing? Do our sellers need to know how to sell banner ads (or whatever), too? Or does our manager have to manage two distinct type of sales departments? “Traditional” and online?

Strategically, do we manage the business we have today and hope it lasts a long time? Or, do we try to anticipate what our business will become in three, or five, or ten years? No easy task.

Clay Shirky says the advertising model that has defined and driven news organizations worked because advertisers didn’t have alternatives. Now they do.

But I’m getting away from my original question. Do we need a manager that is real good at “where we’ve been?” Someone with a good handle on where we’re headed? (if such a person exists) Or both? (tall order)

What if advertising –as we have come to know it– plays little or no part in funding news organizations in the future? Uh, let’s not go there. Too murky and scary.

As you can see, I have no answers… just questions. And I’m not sure they’re even the right ones.

Maybe it comes down to finding someone who knows how to build a spaceship, verses someone who knows how to build a bomb shelter. The spaceship has to get us to a very different place. The bomb shelter will protect us for as long as our food and water hold out.

“The audience is being assembled by the audience”

NYU professor and Internet thinker Clay Shirky on the future of accountability journalism in a world of declining newspapers. On the advertising-based business model of journalism:

“Best Buy was not willing to support the Baghdad bureau because Best Buy cared about news from Baghdad. They just didn’t have any other good choices.”

On the death of the home page:

“The number of people who go to the Times’ homepage as a percentage of total readership falls every year — because you don’t go to the Times, you go to the story, because someone Twittered it or put it on Facebook or sent it to you in email. So the audience is now being assembled not by the paper, but by other members of the audience.”

You can listen to Professor Shirky’s talk here.

“Advertising Agencies and Social Media: A Culture Clash”

For some years I have sensed a fundamental shift in how we –the consuming public– feel about advertising. The following is from a post by Jason Falls. [Alas, the original post is gone.] I was tempted to just repost the piece in its entirety. He begins with the philosophical differences between advertising and social media:

“Social media is, in many ways, the antithesis of advertising. Advertising is one-way communications aimed at large groups of consumers. Social media is two-way communications that requires listening as well as speaking. It can also be said that social media is a multiple-way communications method as brands can speak and listen, but also watch other consumers talk to each other. An agency’s creatives and strategic planners suddenly having to factor in listening and observing to their communications process after decades of just shouting from the roof tops presents a seismic culture shift.

Social media is also about building relationships. Advertising is about driving people to a buying decision. In fact, I would propose that in most cases, advertising has nothing to do with a relationship. It’s all about persuading someone to take action, not discussing the decision-making process and becoming a trusted resource for the person choosing. As Chris Heuer says, good marketing today doesn’t try to sell the customer on something. It tries to help them buy it.

Similarly, it can be said that the essence of social media, in many ways, is good customer service. I would propose that, with exceptions certainly, advertising agencies have never cared about serving the customer. They care about making the sale. Advertising is most often used to drive customers to purchase, not care for them after the fact.

So, philosophically, advertising and social media are very different. Creatives, client services folks, account planners and the like are being asked to undertake a new method of communications that runs counter to everything they’ve ever been taught.”

A small shop within our company has been providing social media services to clients for a couple of years and it immediately became clear to us why advertising agencies weren’t keen on producing social media content for their clients. Again, Mr. Falls:

“Content creation also doesn’t scale well and is problematic for billing. Let’s say you have 20 brands producing social media content and you hire two people to produce that content. Depending upon the brand, audience and strategy, if they’re doing a good job, they’re producing an average of a blog post, Facebook content, several Tweets and perhaps video, images or some other type of content for each client every day. Can you write 10 blog posts in a day?

And how about this billing scenario: Let’s say a full-time agency employee producing content for a client is working 10 hours per week on that client’s social media efforts. They’re billed out at roughly $75 per hour. At that rate, which is conservative in price and volume, you’re billing $36,000 per year for their services as an agency. At the same time, you can go out and pay free-lance bloggers $25 per post (and that’s on the high end in most circumstances) and produce a similar volume of content for $6,500 per year (a blog post per day, five days per week, which is an aggressive clip for many agencies). How will you answer your client when they call you with a big, “WTF?”

If you are remotely involved in “old media” and/or advertising, I encourage you to read Mr. Fall’s complete post.

Paul Graham essay on “content” and publishing

A thoughtful essay on “content” and publishing by Paul Graham

“I don’t know exactly what the future will look like, but I’m not too worried about it. This sort of change tends to create as many good things as it kills. Indeed, the really interesting question is not what will happen to existing forms, but what new forms will appear.”

“When you see something that’s taking advantage of new technology to give people something they want that they couldn’t have before, you’re probably looking at a winner. And when you see something that’s merely reacting to new technology in an attempt to preserve some existing source of revenue, you’re probably looking at a loser.”

Emphasis mine.

Websites: Fast, easy, inexpensive

A couple of weeks ago I got a call from one of the guys in our Minnesota office. He wanted a website to serve the advertisers of one of our networks. Said he didn’t really have a budget and he’d like to have it by the first home game, to be played in a brand new stadium (just over a week away). They were going to have lots of photos and didn’t have a good way to share them with fans and sponsors.

I purchased a WordPress theme (from Studio Press) for $65 and paid another hundred or so to have it customized (thank you, Rebecca). Ten days later the site was up and running (still adding content, obviously).

I’ve been at this long enough to be amazed that I could give the guy a credible website for $200 in a week-and-a-half. AND because it’s WordPress, he –or one of his interns– can update this site thorughout the season. I remember when this would have taken months and cost thousands of dollars.