Posts Tagged ‘Media’

Edition 35: Best of 2010 – The business of news

Monday, January 3rd, 2011

Business21C Weekly is now available through the iTunes Podcast directory. To subscribe directly via iTunes, go to the Advanced menu in iTunes and select Subscribe to Podcast. Then paste in the following URL: http://www.business21c.com.au/podcasts/feed

Business21C Weekly is broadcast on Sydney’s 2SER 107.3 fm radio station at 9:00 am each Monday morning.

For this summer edition we are going to play a best of 2010 for Business21C Weekly. Today is the second and last “best of 2010″ with a repeat of  ’The business of news’:

This edition of Business21c Weekly looks at the business of news, as bloggers-in-pyjamas take on the might of the global media empires, as News Limited launches its paywall experiment at the Sunday Times, as iPad sales top two million worldwide, and its first look-alike challenger the iped is released in China – identical but at a fifth of the cost.

The news media landscape is a laboratory of experiments. The question isn’t simply who is making the news, but who is making money from news, and how? And how do we know whom we can trust?

Our guest is career journalist Tony Maniaty, veteran international reporter of conflict and crisis from East Timor to Lithuania. Tony is a Senior Lecturer in International Journalism at UTS and member of the advisory board of the Australian Centre for Independent Journalism.

Is it a David and Goliath contest? Or is there truly room for all, gatekeepers and gatecrashers, to meet our ever-expanding, but ever more fragmented demand for news, information and entertainment?

Edition 13: Sports and the City-to-Surf

Friday, August 6th, 2010

Kirsten seeks financial advice and finds out all about the new gold (rare earth, apparently) and sees some compelling photos of a pig cured of cancer. Did she buy in? Uh, no.

Our guests in the studio have a somewhat more realistic story to tell. Lisa Dowsett, Operations Director of Sydney’s City-to-Surf, talks us through the complexities of organising the country’s largest community sports event. On Sunday August 8th, some 80,000 people – young and old, sick and well, charity fundraisers and competitive runners – will take off from central Sydney for the 14 kilometer run to Bondi Beach.

The event doesn’t make money for its owner, Fairfax, but it does embed its newspaper products deeply into the Sydney community. Logistics are like a military operation, with some 100 buses and trains, police and volunteers, massive sponsorship and commercial interaction, television broadcast, clothing transport and water stands… Lisa gives us unique insight into the annual organisational cycle that is this iconic Sydney event.

Joining Lisa in the studio is Daryl Adair, Associate Professor of Sports Management at UTS Sports, Leisure and Tourism. He adds the broader perspective, bemoaning the drop off in grassroots community sport. Most people experience sport on the couch… Australians are great sports watchers, but are participating less and less in actual physical activity.

Edition 4: The business of news

Friday, June 4th, 2010

Business21C Weekly is now available through the iTunes Podcast directory
Alternatively, to subscribe directly via iTunes on your computer, go to the Advanced menu in iTunes and select Subscribe to Podcast. Then paste the following URL: http://www.business21c.com.au/podcasts/feed

This week’s edition of The Business21c Weekly looks at the business of news, as bloggers-in-pyjamas take on the might of the global media empires, as News Limited launches its paywall experiment at the Sunday Times, as iPad sales top two million worldwide, and its first look-alike challenger the iped is released in China – identical but at a fifth of the cost.

The news media landscape is a laboratory of experiments. The question isn’t simply who is making the news, but who is making money from news, and how? And how do we know whom we can trust?

Our guest is career journalist Tony Maniaty, veteran international reporter of conflict and crisis from East Timor to Lithuania. Tony is a Senior Lecturer in International Journalism at UTS and member of the advisory board of the Australian Centre for Independent Journalism.

Is it a David and Goliath contest? Or is there truly room for all, gatekeepers and gatecrashers, to meet our ever-expanding, but ever more fragmented demand for news, information and entertainment?

Mike reviews the iPad, and makes a joke. Kirsten puts out a call for enough toothpaste to coat 3000 toothbrushes.

His brilliant career

Tuesday, December 1st, 2009

Harold Mitchell, Executive Chair of Mitchell Communication Group, is one of Australia’s most intriguing and successful business identities. He speaks to UTS alumni about his personal journey from son of a sawmiller to owner of a $100 million media business and celebrated philanthropist.

I didn’t finish high school. Instead I left at 16 to work as a labourer in a sawmill – don’t ever do that I can tell you. So how on earth did I end up as the head of the National Gallery, Chairman of the Museum Board of Victoria (the biggest museum in the Southern Hemisphere), and everything else I’ve done?

Well, I had a choice at age 16. In August 1959: the sawmill paid me enough to get by, and a job came up as a rouse-about in a shearing group. A third job I found out about was office boy in an ad agency. I wasn’t even sure what that was, because in 1959 advertising agencies were a relative unknown.

I rang on the Sunday night when I saw the ad and the man asked me if I could be in Melbourne by Thursday. I told him I’d be there the next morning at 9am. I knew that the train from Adelaide – Melbourne stopped at my small town of Stawell at 4:30am. I arrived with two pounds in my pocket and I got the job. Why? I had travelled further than anyone else. I found myself working in a place that was the complete centre of creativity in Australia, even the previous office boy was Phillip Adams.

So how do you establish the discipline to run a company with a turnover of $1.3bn?

I knew that I had to learn. My background hinted towards being a drunken shearer, and that’s very different to what I am now. What I did was go to school, one which is not unlike the origins of UTS. I went to Melbourne’s RMIT. It grew out of the origins of technology and trade, and had started reaching out into the world of television. So there I went to night school, and even though I was shy, I learnt everything. For the next 7 years I worked in this amazing agency until it was sold to an American investor. I learnt all the disciplines, interrelated with business, with great mentors and off the back of what I learned, produced a company which beats everyone in the world.

Australia is an amazing place. Its advertising share of GDP is the highest in the world and we are very good and very competitive at what we do.

The beginnings of life are very important, and I try to build this into my own business. At my high school we had an incredible headmaster. He told us all that our country school could impact on the rest of our lives by giving us a good base to get a good job, and in my case it did.

Looking back on it, it gave me a large base for the things that happen now. I sat for nearly 12 years on the board of Opera Australia, but how on earth could I have learnt that? I remember when I was 14 I saw my first opera and when I had my first real job I spent half a week’s pay to be in the last seat in the theatre to watch an Opera called The Merry Widow. Fifty years later, that memory is still with me. Four weeks ago I went back to that high school, just to say thank you!

I worked for big companies, all of them international – and I think Australia is better than that. I think the global financial crisis has put a challenge to that concept. I’ve been saying for two years that Australia won’t have a recession, because we have over 2000 clients over a range of communications. In 1976, I thought that I didn’t want to work for the rest of the world because I think we’re just as good. I was working in media at the time which was largely dominated by the USA and tied up in conglomerates.

I decided to break away from this. With $2000 in the bank I started my own company, with two kids under four and only two clients. From there we built it up by working hard at it and believing that you can change things.

Mass media, mass markets, mass products. There used to be a time where if you had a Mercedes, you had a Mercedes. Now there are over 50 types. In this digital age I knew that smart marketers wanted to know about individuals. Mass media has a problem because it cannot pick out the individuals, I knew that this digital age would be different. Rupert Murdoch said that it wouldn’t work, but in 2000, I started up an internet company, emitch. It grew to be worth $500m and my family owned 40% of it.

I didn’t know about first mover advantage, all I knew was that it was  a good idea and we stuck with it. Then some embarrassing things happened. We found ourselves in the rich list and within a few years, falling out of it.

Along the way a couple of things have gone wrong. Advertising people like to go to the pub, and being 19 I hadn’t drunk but I then started. By 23 I was an alcoholic. One in twenty Australians can’t handle their alcohol but luckily I got a hold of it. My mother battled it her whole life and eventually left us, which was the reason I left school at 16. That toughens you about life but it makes you realise that we help each other where we can.

Fortunately both of my kids are okay, but I’ve warned them about this. It’s good to know that we can talk about it and to acknowledge that we’re all human.

In 1990 Paul Keating declared the ‘recession we had to have’. I’d made a few investments in things I knew nothing about, which you should never do. I woke up one morning in 1991 with debts of $32m, and I had to work my way back.

So, that’s been my life. Here a few things from my toolkit that I’ve picked up along the way:

  1. Don’t try to cover too much ground. Concentrate on things you know and things you’re good at.
  2. Consider your strengths and weaknesses. Don’t try to do things you can’t do and be prepared to rely on work.
  3. Be prepared to be humbled. Start at the bottom.
  4. Don’t be in too big a hurry – you’ve probably got 40 years ahead of you.
  5. Be a good listener – Kerry Packer was the best listener I’ve ever known.
  6. Don’t get into battles you can’t win.
  7. Beware of people with big egos.
  8. Don’t expose yourself financially.
  9. Make plans, short and long term.
  10. Be a team player.
  11. Be able to make quick decisions.
  12. Work twice as hard as your staff and competitors.
  13. Create a difference, and therefore an advantage.
  14. Have a settled private life.
  15. Don’t let little things become big things, say thank you.
  16. If you fail, don’t give up.
  17. Don’t let money run your life.
  18. Move on when you’ve done your job.

Choice with confidence: The ABC in the digital age

Thursday, October 15th, 2009

Now that virtually anyone can publish almost anything from just about anywhere, how relevant is our national broadcaster? Mike McCluskey, State Director for the ABC, New South Wales, says the ABC’s relevance is growing.

The use of digital devices and the amount of digital content available is growing exponentially. With a reasonable amount of digital literacy and at relatively low cost, we can tap into world-wide information resources – to read, to view, to listen to. We can also publish our own content to a global audience: virtually anyone can publish anything and from anywhere.

It’s a new and exciting time, and one that poses questions and raises challenges for organisations such as the ABC, Australia’s public broadcaster, as it evolves from analog to digital, and adapts to the dynamic of an ever more participatory media environment, with constant, rapid change.

It’s the ABC’s challenge to meet the interests, expectations and demands of the Australian community. These demands and expectations are not easy to assess, given the nature of ongoing change. The community cannot always know what to expect in terms of technology or how that will impact on what it requires from its national broadcaster in the future.

Twenty years ago it would have been difficult to imagine twittering. It was even a challenge to imagine using a mobile phone in the ways we do today. It would certainly have been difficult to anticipate the kind of access to the depth of every imaginable kind of information that many of us now enjoy from a personal computer in the living room of our own homes – or indeed from a mobile device on a train or in a car.

This pace of change is set to continue – and there is no certainty in predicting how things may evolve. We do know, however, that media organisations will continue to operate in a space where the publication of user-generated content is ubiquitous. This isn’t an entirely new state of affairs. Audience contribution of content to the traditional media has a long history: letters to the editor, talkback radio, even the participation in television shows through phone-ins, for example, are common ways audiences have interacted with their media providers.

But we must differentiate between the nature of user-generated content and the content put out by the ABC.

User-generated content can be instantaneous. It doesn’t need to be mediated or go through an editorial process before going to air or being published in any online or other media.

When anyone can publish from anywhere, virtually anything, the audience must ask itself: how do you choose the information you want or need? How do you know whether it can be trusted? How do you assess the integrity of the information available? What can you tell about its validity and accuracy?

I believe that an important role of organisations such as the ABC is to ensure that there is a trusted environment that the community can rely on when required. This means, a media outlet that provides the integrity of information that the ABC’s rigorous editorial process ensures. The ABC will continue to be valued and trusted so long as we continue to provide editorial rigour, integrity and validity.

This is not to say that the ABC can’t participate in the amazing interchange of information with the community through user-generated content, via all forms of digital exchange. But the rigour of our editorial process and the validity of information we deliver are the differentiators between user-generated content and ABC content.

Times of natural disaster or other significant events provide abundant evidence of how the community looks for information that it can rely on. In these times people need information that may save lives, or help them protect their property or their animals. In such times, the ABC has found that audience numbers rise considerably, and we believe this is because we pay significant attention to providing the right kind of reliable disaster information across all our media outlets. During bushfires, floods, even the recent dust storms in New South Wales, the community has a dire need to know what is going on, and they flock to the ABC. They come, of course through the traditional services of radio and television, but also to interact with the ABC, twittering, texting, accessing our social networking pages and so on, providing large volumes of user-generated content. In this way, we find the community is reporting on the incident to itself. They come to us for information – and they use us to share their information about what is happening with us and with the rest of the affected community.

The ABC plays a role as a provider of trusted content, and, as the community develops digital literacy, the ABC helps people to make choices of content and how they can participate in the changing world. By and large it is very hard for the community to know what they want or what will come next, although it is clear that there is a general demand for converged media access tools, allowing people to read, view, listen and create content from anywhere at anytime.

In the meantime, even making the choice of what kind of television to buy at a retail store can be difficult. The multiple options available with different technology platforms and other variables can make it difficult to know what the right thing is – especially if all the choices look good. We believe it is our role to assist people in developing digital literacy and provide trusted content to help the community make the best choices possible.

In these contexts, we believe that there will continue to be a significant role for high quality journalism, high quality entertainment programming, high quality information programming and high quality service provision. We also believe that the ABC is well placed as it evolves to meet these new challenges to continue to provide the rigour and reliability that will ensure its ongoing relevance in a changing world.