How publishers can overcome loss of Facebook traffic

Now that Facebook has made clear that it will not be promoting journalism to its users, all of the publishers who were getting much of their traffic there should look elsewhere. (Frederic Filloux of Monday Note has one of the best analyses of the company's announcement.)

What now? Well, there are several tactics and strategies that publishers can take to replace what they have lost (and will lose) from Facebook's pivot away from news. (I have also written about such strategies in Spanish.)

1. A tactic: start an email newsletter with links to your content. Think of it as a walled garden that protects you from Facebook.

Daily, weekly, or monthly newsletters create a more intimate relationship with users. Some publications have several on different topics, such as technology, business, public safety, or politics that users can select from. Local news sites in particular can benefit from daily newsletters.

The links to your content send users directly to your site, and any ad revenue goes to your business rather than Facebook. Many digital news publishers report higher response rates from email subscribers to offers of subscriptions, premium content, or memberships.
 

2.  Focus on the quality of users instead of the quantity: relationship rather than scale, engagement rather than volume.

The metrics of the "attention web" focus on showing the value of the audience's relationship with the media brand rather than with an advertiser's product.

Email bulletins help news media beat the duopoly

We talk too much about the New York Times when the crisis of journalism is also about saving local news operations and digital entrepreneurs.

But the latest news about how the Times is using email newsletters can be applied to all news organizations. Digiday reported that the Times has 13 million subscribers to more than 50 email newsletters.

What this means is that the Times has a direct communications channel with its users in a walled garden that Facebook and Google, the giants of digital advertising revenue, cannot touch.

When users get an email and click on a link, they go right to the Times website and the newspaper's own advertisers.

It also means that the people who subscribe to the free newsletters by registering have a more intimate relationship with the publication.

Versión en español

How digital media monetize their social capital

From GDJ's Clipart, Openclipart.org

Lately I have been reading a lot about a new way of valuing media that would benefit entrepreneurial journalism ventures, which nearly always lack capital to launch and sustain themselves.

Sociologists and economists have been writing about it for years -- social capital -- and I am embarrassed to say that I have just started learning about it. 

Social capital is a value that media entrepreneurs possess through their ethnic, social, professional, and business networks. It is also a value that they create through their work's impact on society. Below I will show how three entrepreneurs are making it work, in France, Holland, and Spain.

Versión en español

Hard to value

Investors, the public, and the media entrepreneurs themselves have tended to undervalue their work because it is hard to place a value on their social capital. By contrast, it is easy to value a publication through the advertising and subscription revenue it generates and the capital assets it owns. 

If you don't have money, use social capital

Image from MCMcapital.com

Digital media entrepreneurs often lack the financial capital and business savvy to launch and sustain a high-quality news operation.

They could improve their reach, impact, and sustainability if they knew how to harness social capital in the form of partnerships with universities, broadcasters, foundations, for-profits, and nonprofit organizations.

Most digital media startups have trouble raising financial capital. They can't get loans because they don't have anything to pledge as collateral other than their personal home and auto. They can't get investors interested because they lack a business model with a promise of profit.

 What is their social capital?

• A veteran journalist has a reputation in the community as a trusted source of information. Their name is their brand with readers and potential sponsors.
• They may have a relationship with a university where they have occasionally lectured or even taught entire courses. A university could provide volunteer labor, equipment, and even broadcasting facilities for a startup. The startup would be a teaching laboratory for students.