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The launch of eBook subscription service Oyster has set the proverbial cat among the pigeons in the publishing world. Publishers and authors are frantically trying to work out just what on-demand ... Via Robin Good 
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Yannick Mériguet's curator insight,
June 11, 2013 12:18 AM
Un model de publishing qui parait très efficace. A essayer. 
EZIA's curator insight,
August 11, 2013 10:07 PM
With so many people trying to publish books, papers, memoirs - this new start-up may be the answer for getting your media to the masses.
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Robin Good: Extracting meaning out of big data, illustrating and visualizing relationships and links between apparently disconnected items and approaching the gathering of information for the purpose of surfacing what otherwise would not be immediately evident, may all be commercially fertile areas as some of the pionerring examples seem to show.
From the original essay, part of the Data Journalism Handbook: "Many journalists seem to be unaware of the size of the revenue that is already generated through data collection, data analytics and visualization.
This is the business of information refinement.
With data tools and technologies it is increasingly possible to shed a light on highly complex issues, be this international finance, debt, demography, education and so on.
...These technologies can now be applied to journalism...
But how does this generate money for journalism?
The big, worldwide market that is currently opening up is all about transformation of publicly available data into something our that we can process: making data visible and making it human.
We want to be able to relate to the big numbers we hear every day in the news — what the millions and billions mean for each of us.
There are a number of very profitable data-driven media companies, who have simply applied this principle earlier than others. They enjoy healthy growth rates and sometimes impressive profits.
a) One example: Bloomberg. The company operates about 300,000 terminals and delivers financial data to it’s users. If you are in the money business this is a power tool. ... This core business generates an estimated US $6.3 billion per year, at least this what a piece by the New York Times estimated in 2008. As a result, Bloomberg has been hiring journalists left, right and centre, they bought the venerable but loss-making “Business Week” and so on.
b) Another example is the Canadian media conglomerate today known as Thomson Reuters. They started with one newspaper, bought up a number of well known titles in the UK, and then decided two decades ago to leave the newspaper business. Instead they have grown based on information services, aiming to provide a deeper perspective for clients in a number of industries. If you worry about how to make money with specialized information, the advice would be to just read about the company’s history in Wikipedia. c) And look at the Economist. The magazine has built an excellent, influential brand on its media side. At the same time the “Economist Intelligence Unit” is now more like a consultancy, reporting about relevant trends and forecasts for almost any country in the world. They are employing hundreds of journalists and claim to serve about 1.5 million customers worldwide."
If you are still doubtful that big data, information refinement, news curation and specialized info services are areas where it is going to be tough to create revenues, think again.
Recommended. 9/10
Full essay: http://datajournalismhandbook.org/1.0/en/in_the_newsroom_10.html
Via Robin Good
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Robin Good's curator insight,
June 18, 2013 8:50 AM
The Atlantic launches this week a paid, weekly curated selection of its best stories called the Atlantic Weekly. From AdWeek: "The Atlantic Weekly will collect the week's best stories from TheAtlantic.com, The Atlantic Wire and The Atlantic Cities, as well as selections from its In Focus photo blog and an article from the magazine’s archive (reproduced as it originally appeared in print), reformatted as a magazine for the iPad and iPhone. ...will cost $1.99 for a single issue. Readers can also subscribe for $2.99 a month or $19.99 a year." The reason for choosing this new direction sums up to this confession from editor in chief James Bennet: "Our concern has been that some of our better [online] pieces can get lost during the week, and that we’re not serving our readers as well on the weekend when there is time to lean back and digest a good idea." "...will users pay for a magazine filled mostly with content that they can access for free on the Web?" What do you think? Original reporting from Adweek: http://www.adweek.com/news/press/atlantic-launches-paid-product-150392 
Tom George's curator insight,
June 18, 2013 10:11 AM
Robin Good's commentary is far better than mine
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Giulio David's comment,
March 25, 2013 10:56 AM
http://www.scoop.it/t/freshnet-it Grazie a te, che mi hai fatto conoscere questo strumento, ho ottenuto buoni risultati. Mi sa che quando scendo a Roma vengo a trovarti per imparare ancora..
wanderingsalsero's curator insight,
March 27, 2013 4:51 AM
I haven't read this article but I knew right away, when I saw the title, that it was a valuable subject. I think that if more business people knew who much curation helps their 'don't have time' problem, they'd really be enthusiastic about it.
There's a tendancy, I believe, among business owners to think that people who read their blog, or website (or any other content) expect it to be Pulitzer Prize quality. I don't think that's true at all. Nor do customers expect a LOT of content. They just want to know what the business owner thinks and (in many cases) what they're 'up to'.
Curation makes it so easy for business owners to give them that info.
wanderingsalsero's curator insight,
April 6, 2013 7:43 PM
Add curation in with mobile video and travel blogging and I think you've got a winning combination.
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Robin Good: If you are looking for an alternative way to look at how your online publishing business could thrive in the future, you may want to take into consideration your local art museum. At east, this is what Assistant Professor Ray Weaver suggests.
Here's why:
From the original article: "...what Groupon is up to is much more sophisticated than just offering 50 percent-off coupons.
Groupon, along with companies like Apple, Facebook, and Progressive Insurance, is a leading example of firms that are thinking about customers in a new way—much like how a museum curator orchestrates the experience of patrons.
Weaver, an assistant professor in the Marketing Unitat HBS, believes that part of Groupon's success is borne of the careful way the company presents wares to its customers: providing a very limited amount of choices at a time, along with a brief, engaging description of each offering.
To that end, Weaver is exploring the idea that many consumer-centric web-based businesses would benefit from acting more like museum curators.
....
Curators don't just put the stuff out there.
They make choices about which pieces to put next to other pieces, and put little plaques next to them explaining why you should care," he explains. "They educate their 'customers' about what they're looking at. And that is the missed opportunity in many for-profit businesses today."
Good reading. Truthful. 8/10
Full article: http://hbswk.hbs.edu/item/6770.html
(Image credit: AllArtNews.com) Via Robin Good
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Le lancement du Livre abonnement Oyster de service a mis le chat proverbial parmi les pigeons dans le monde de l'édition. Editeurs et auteurs sont frénétiquement essayer de travailler sur tout ce que la demande ...
http://www.staged.com/video?v=WQce like this video content...i like this....great visualise...subscription...?