CORE PRODUCT RELATIONSHIP ISSUES:

Working with the traditional organization to create non-traditional products

ISSUES INVENTORY

This listing of questions is the result of a brainstorming on the issues which must, and will, be raised as you start planning and running your new media newsroom. The highlighted questions link to a list of ideas, models, and alternatives to answering the question.

CORE PRODUCT RELATIONSHIP ISSUES

COMPETITION:

In an age of limited resources, personnel and time, the potential for competition over those scarcities is huge. You need to ensure the new media effort gets what it needs without impacting the core product's efforts.

• What does each need to get their job done? How do we keep both sides happy?
  
• Why do we have a division? What are the sources of conflict?
  
• How do we overcome the division?
  
• Should we risk (cannibalizing or synergizing) the core product?
  
• How do we set up the core product to make new media?
  
• How do we continue to develop the core product while building new media?
  
• What should we expect from the core product? How can we help them understand our need for them?
  

• CULTURAL CLASH:
  "You just don't understand what we are trying to do here!" This complaint is coming from both sides of the media fence. You need to reach an understanding of how the new media changes the old modes of operation. The new media needs to know what they can learn from the core product's operation.
  
• Does one set of standards apply to both core and new media? If not, what are the differences?
  
• How can we make clear what has priority for our operation (timeliness, thoroughness of coverage, etc.)?
  
• Should the pay scales for new media parallel the core product?
  
• How do we overcome the fear and mistrust?
  
• Which product has priority, the core product or new media?
  
• How do we step out of the 'Moses mindset', coming down from on high?
  
• How does the image of the journalist change depending on the medium they are writing for?
  

• STANDARDS AND INTEGRITY:
  Looking at guiding principles for our work requires a look at the kind of work we are doing. How has the medium shift changed our standards?
  
• How much editing or reading of links is required?
  
• Are we editors (and responsible for content) or packagers (and not) when we use links in our stories?
  
• How does current core product libel law apply to new media?
  
• What are the standards of excellence for the new media? What is valued in the medium?
  
• Is the new media the "first draft of the first draft" of history?
  
• Do we need a code of ethics / guidelines for new media? If so, what should it include?
  
• How does the issue of content control apply to new media?
  

• ADVERTISING:
  Advertisers are the primary revenue source for the core product and hold the greatest potential for funding new media products. The sharing and nurturing of advertisers for both mediums, without cannibalizing one or the other, requires coordination.
  
• Do we have a separate sales rate and advertising staff for new media?
  
• How do we keep our position in the market?
  
• How do we build a business with a bunch of journalists?
  
• How do objectives / goals differ for each product?
  
• How do we promote the advantages of the new media without undercutting our core product?
  

• RE-ENGINEERING:
  Some changes will need to be made. How can the best of the past be merged with the needs of the future?
  There was one main issue here: What are the possible organizational relationships between the old and the new media?
  

• BRANDING:
  Naming your service may be your toughest decision. So much of what you want to say about who you are and what you will be delivering is implied in the name.
  
• What advantages / disadvantages does the traditional brand bring to the new media product?
  
• What are the models that have been used for deciding on names?
  
• Which names make sense, which are less effective?
  
• How do we extend our brand?
  
• If we are using another service for our product, how do we make a clear brand distinction?
  
• How do we regulate or structure compensation in alliances?
  
• Should we brand individual content providers? e.g. columnists, voices
  
• Should we share branding with advertisers? e.g. Budweiser Space Center
  

• CROSS PROMOTION:
  For all the possible conflicts in style and approach between the two mediums (print and electronic) both are products of the same organization. How can you help each other to succeed, allowing each of these mediums to do what they do best?
  
• What is the value of cross promotion? Is it worth the effort?
  
• How can we use new media to build newspaper readership?
  
• How can we use old media to build market share?
  
• How can we integrate new media into the core product?
  
• How can we lead readers and advertisers of old media into new media?
  

• WORKLOAD:
  Everyone has more to do than there is time available to do it. Figure out how the work effort be shared between the operations to avoid duplication of effort or fragmentation of resources.
  
• How much of the work should happen in editorial, advertising, circulation, billing, promotion, finance, NIE vs. new media?
  
• Is the new media a new function of the core product or a separate effort?
  
• Who controls the final product?
  
• What is the best model for intrepreneuring (i.e., the entrepreneur within an organization)?
  
• How do we allocate the resources equitably?
  
• Do individual reporters, ad salesman become responsible for work in new and old media?
  
• How do we translate the cost of ideas vs. execution?
  
• How do we balance big picture vs. details for individuals and new media departments?