Trabalho apresentado na World Media Economics and Management Conference, em Nova York, sobre os modelos de receita e negócios adotados pela mídia brasileira.

1. Business Models
for News Industry:
Stefanie C. da Silveira
Elizabeth Saad Corrêa
a critical approach
to Brazilian reality
Sao Paulo University - Brazil mais
RESEARCH GROUP

2. CONTEXT
Crisis in journalistic industry with
revenue decrease, major layoffs,
and lower circulation.
The business model once based on
scarcity and audience selling to
advertisers is now outdated.

3. Hypothesis
The new scenario demands
a change in the companies
culture and operation, which
means that there is a direct
relationship between innovation
and success in the digital world.

4. Research questions
How innovation is being
appropriated by the Brazilian
journalistic industry?
RQ1:
RQ2:
RQ3:
Which are the main new
business/revenue models
adopted by Brazilian media?
What are the differences between
Brazilian big publishers and
independent media strategies?

5. Procedures
To construct the research we
present eight examples, four
of big publishers and four of
independent media, showing a
panorama of strategies with
information obtained through
open data and brief interviews.

6. “For over a hundred years the
news organizations business
wasn’t the content and its
consumers, but the offer of an
audience to advertisers”
(PICARD, 2013)

7. “In this new multi-platform media
environment, people’s relationship
to news is becoming portable,
personalized, and participatory”
(PURCELL, 2010)

8. The current situation demands
that the newspaper market
differentiate itself from others.
So, we may say that the solution for
media companies is to adopt innovation.

9. Digital Culture
“Imagine Vox/Vice/BuzzFeed if
they had the same talent and
technology but traditional media
cultures. You can’t — because you
would never have heard of them”
(Jason Seiken, 2015)

10. The company’s culture is the
“great differentiator”
when facing difficult times.

11. Brazilian culture
Brazilian media scenario is
composed of a few wealthy
families “with hundreds of
employees, heavy structures,
and traditional processes.

12. Brazilian culture
When it comes to independent
initiatives, most of them were
created by former journalists,
many are connected to groups
opposing the big publishers
and the majority survive with
donations and crowdfunding.

13. NEW MEDIA ECOSYSTEM
CONTENT
CREATION
VALUE
CONTENT
DELIVERY
PUBLISHERS
GOOGLE
FACEBOOK
TWITTER
Writers +
FOCUSED
PUBLICATIONS
CONTENT
DISCOVERY

14. “The news organization of the
future should be specialized,
expert, collaborative, efficient
— and as small as it can be so it is
sustainable” (JARVIS, 2015)

15. Revenue strategies

16. BIG PUBLISHERS
Folha de
São Paulo
ESTADO de
São Paulo O GLOBO EdITORA Abril
PAYWALL
BRANDED
CONTENT
BIG DATA
SUBSCRIPTIOns
SALES IN
NEWSTANDS
X
X X
X
X
X
X
X
X
X
X
X
X
X
X
X
X X
ADVERTISING

17. Independent initiatives
CATRACA
LIVRE
JORNALISTAS
LIVRES PONTE PORVIR
ADVERTISING
DONATIONS
EVENTS
PAID CONTENT
PATRONAGE
CROWDFUNDING
X
X
X
X
X
X X
X
X

18. The Brazilian biggest companies
aren’t paying attention TO its local
market with specific culture and
characteristics. THEY ARE reproducing
what once worked internationally
instead of researching different ways
of making themselves relevant and
profitable for their particular public.

19. initial success
of independent
platforms may
indicate that
the public is
willing to pay
or contribute
with content and
services that
bring connection
and differential
value

20. In general, companies are using
a more complex formula
for their business models,
relying on more
than two sources.

21. BRazilian Journalistic industry
must embrace digital not as just
another publishing platform, but
as a culture, a way
of living, a different
consuming habit that
is part of actual
consumers life.

22. THANK YOU
StefanieC.daSilveira-ssilveira@ssilveira.com
ElizabethSaadCorrêa-bethsaad@gmail.com
Sao Paulo University - Brazil mais
RESEARCH GROUP
bit.ly/commais