Convergence

Convergence

1. ¿What's convergence?

   • Bibliography:             Quinn, S. (2005). Convergence’s fundamental question, 6, 29–38.    
   • A survival way for The media - Paul Horrocks, (editor of the Manchester Evening News)
   • A way to protect their place in the market, (Michael Aeria, deputy publisher of the Star Publications group in Malaysia)
   • A chance to deliver news and information to consumers in a new and different way, or to expand the franchise (Howard Tyner, former editor of the Chicago Tribune)
   • it is not about technology, But had ‘‘everything to do with mindset’ (Haagerup 2002)

2. Types of convergence in the U.S

   • Bibliography:             Quinn, S. (2005). Convergence’s fundamental question, 6, 29–38.    
   • Ownership convergence:
     • Applies to the partnerships between large media companies
     • permits ‘‘synergy’’ / cross-promotion and content sharing between print and television owned by the same company.
   • Tactical convergence
     • Term for the partnerships that have arisen in the US media
     • Tactical convergence does not require common ownership,
       • --> The most common model of tactical convergence was a partnership between a TV station and a newspaper, usually under separate ownership     
   • Structural convergence
     • Occurs when media companies re-organize the newsroom and introduce new positions
   • Information-gathering convergence
     • Occurs at the journalistic level for situations where media companies require reporters to be multi-skilled
     • Technology makes the multi-skilled journalist possible
   • Storytelling convergence
     • New forms to relate stories for the three new digital presentation platforms: desktop computers, portable devices and interactive television

3. The ideal: Full media convergence

   • Bibliography:             Quinn, S. (2005). Convergence’s fundamental question, 6, 29–38.    
   • Involves a radical change in approach and mindset by both media managers and journalists.
   • Means that media organizations will have to surrender the huge profits of the past decade in favour of journalism and quality content.
   • It involves a "shared desk" where the key people, the multi-media editors, assess each news event on its merits and designate the most appropriate staff for the story

4. Competing models

   • Business Ideal
     • Sees multiple-platform publishing as a way to increase productivity among staff and as a way to snatch as large a share of the advertising tart as possible.      
     • Presents higher chances to sell multiple-media advertising campaigns
     • introduces the concept of ‘‘co-opertition’ that represents a new form of business in which organizations that were competitors in the past work together when it suits each party.
   • Journalistic Ideal
     • Andrew Nachison said that if journalistic values prevailed in the move to multiple-platform journalism, quality would get better  
     • Quality of content, generated by quality staff, will be what differentiates great news organizations from the mediocre in the future.
     • ‘‘Convergence offers the audience new ways of absorbing news rather than just offering journalists new ways of presenting it’’ (Northrup, 2002)
     • Convergence as a growth strategy instead of a saving strategy

5. Key Factors

   • Sense that management is seen to support and expect convergence
   • Change of mindset to embrace convergence
   • Positioning people with different skills in the same space leading to synergy
   • Cultural factors can promote or inhibit convergence

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