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Newsrooms in the digital age: Are traditional news sections obsolete? – NewsDay

Digital is now fully the focus in most newsrooms and many are finally at the stage where they are genuinely digital first.

THREE things have occurred over the last few years that are having a profound impact on the digital news business. They are also providing insights into what the future of the newsroom might be, starting with the way the news itself can be organised in ways far different from how it is traditionally displayed.

Digital is now fully the focus in most newsrooms and many are finally at the stage where they are genuinely digital first.

The tools to understand audiences and their behaviours in digital have become far more sophisticated.

 We can track people across devices and platforms (even if it has become more difficult because of data protection and privacy regulations), we can create audience segments based on behaviour and we are able to predict to a certain degree, their future behaviour with propensity models.

Market insight has become a valued and respected discipline by the newsroom in many news organisations.

This happened in parallel with the rise of the subscription model, as knowledge of the customer became a key element for success. First-party data, socio-demographic profiles and lifestyle information can now be married to the behavioural data, which provides a more comprehensive picture of the audience. This can be invaluable in supporting editorial decisions.

These three factors make it possible to talk about the next possible iteration of newsrooms:

Newsroom 5.0, the “customer-centric newsroom,” as I would like to call it.

Despite being digital first, newsrooms today still largely organise their content in the old familiar ways

Additionally, they are still largely reliant on content segmentation based on topic: typically news, politics, business, lifestyle, events, opinion, sports, obituaries and the rest. The size and focus of the sections, of course, differ with the core journalistic mission of the brand.

This segmentation reflects how content has been organised since the advent of the newspaper. It isn’t necessarily a bad thing — organisation by topic allows for the development of journalistic expertise and specialisation in these areas. But the development of new tools now allows for news ways to present this content to audiences.

The role of the sections may diminish or even disappear altogether as organisations dig deeper into what will attract and retain news consumers. The ability to better personalise content to meet customer expectations and needs has never been greater. The concept of personalisation has been around for years, with many experiments in personalised and tailored publishing. But we never had the tools we have today to help really understand the audiences.

Of course, we can ask customers what they want but we can also serve content to them based on an analysis of behaviour, predictions and preferences about what kind of content they consume.

Is presenting news via sections still the right structure for the newsroom?

It is true that people still prefer certain topics. They may start with sports or lifestyle news and forego hard news until last. Or they might navigate topics in another way.

To appreciate these habits are, is ofcourse, important. But when we talk about digital, where there is content on a variety of different topics that could be interesting for a certain group of people, it might be useful to organise the newsroom around target groups instead.

We can foresee a system in which content for these target groups is curated or created by editorial people who are made responsible for a certain target group rather than for a section or category of content.

There are obviously different ways to segment an audience. One is by socio-demographics, with sophisticated tools and models for describing the customers and their (news) needs.

Another way is to look at them through the stages of their relationship with the product in terms of visit frequency and loyalty — whether they are daily active users, fans, regular readers or fly-by visitors. What type of content might be especially attractive to these different groups, to get them to the next stage until they subscribe and remains loyal?

This is already happening in some organisations. However, this is primarily with small teams, often based in sales, that aim to increase subscriptions, attract younger readers or convert free users to subscribers. Very often, these activities are not (closely) connected with the newsroom.

So, what if we turn it around?

What if the sections no longer publish directly to the platforms but provide content to the customer segment teams, which reside in the newsroom and provide content packages for different target groups? They curate and create these packages based on the editorial mission and the data and knowledge of the customers within each target group, and they take content from different sections based on their target groups’ preferences.

They would also choose the platforms where the content would appear: If you want to attract younger people, for example, that means Instagram, TikTok, and other platforms that are their main source of information — not the website nor even Facebook.

Instead of section heads and platform managers deciding where and what to publish, that responsibility would fall to the customer segment teams for each of the target groups.

This doesn’t mean the entire content for a certain target group is different from the others. You can’t create entirely different content for each target group, nor would you want to.

Let’s say, for example, you make it 60/40, with 60% of the content relevant for all target groups, but the other 40% focused on different topics that you believe are interesting for a certain segment. The percentage of tailored content could be anything: 60/40 or 80/20, just as guidelines.

And the target groups aren’t static: The members of the group change as their relationship with the brand changes and are “handed over” between the teams.

With the tools now available, and with audience knowledge increasing like never before, this could be a way to organise the newsroom with a greater focus around the needs of the customer.

Dietmar Schantin is a digital media strategist and has helped to transform the editorial and commercial operations of media brands around the world.

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Hippo Valley seeks solar energy supply from partners – NewsDay

The company revealed its plans to migrate to more eco-friendly processes in its operations in its annual report for the period ended March 31, 2023. This is part of plans to reduce its own pressure on the national grid in a country facing a deficit of over 1 000 megawatts of electricity.

HIPPO Valley Estate Limited has encouraged its partners to install solar plants to supply the sugar miller and help reduce pressure on the national grid.

The company revealed its plans to migrate to more eco-friendly processes in its operations in its annual report for the period ended March 31, 2023. This is part of plans to reduce its own pressure on the national grid in a country facing a deficit of over 1 000 megawatts of electricity.

In an interview with NewsDay Business at Hippo’s annual general meeting last Friday, the firm’s chief executive officer Aiden Mhere said the company was not going to directly procure the solar system, but rather encourage partners to lead the project.

“Well, the solar plants are not necessary for ourselves to actually spend money on them,” he said. “We are asking for other people to put up those solar plants, but we are looking at about five to 20MW of electricity for the solar system.

“So, to alleviate the electricity challenges we are looking at either, directly ourselves or indirectly, inviting other partners to produce solar. We have had prototype solar systems to power our pumps and now we are inviting those companies that are capable of providing solar energy to come and put-up solar plants and then we can buy the energy from them during the deficit periods.”

He also indicated that the firm was, however, an independent power producer which produces more than enough power through thermal station, which uses sugar cane bagasse to produce thermal energy for the sugar milling processes.

“So, when we are running the sugar mills, we actually have thermal power stations both at Hippo Valley and Triangle that produce electricity. As long as we are running, we produce electricity,” Mhere said.

“We irrigate using very good pumps in some of our operations that depend on electricity so when we have electricity challenges it becomes a problem.

“When we are running normally, we actually produce more energy than what we need. For example, at Hippo Valley we produce approximately five to 10 megawatts of electricity which we put on the national grid,” Mhere added.

National power generation challenges stem from low water levels at the country’s top electricity producing plant, the Kariba South Hydro Power Station and an overload at the Hwange Thermal Power Station.

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Hippo Valley seeks solar energy supply from partners – NewsDay

The company revealed its plans to migrate to more eco-friendly processes in its operations in its annual report for the period ended March 31, 2023. This is part of plans to reduce its own pressure on the national grid in a country facing a deficit of over 1 000 megawatts of electricity.

HIPPO Valley Estate Limited has encouraged its partners to install solar plants to supply the sugar miller and help reduce pressure on the national grid.

The company revealed its plans to migrate to more eco-friendly processes in its operations in its annual report for the period ended March 31, 2023. This is part of plans to reduce its own pressure on the national grid in a country facing a deficit of over 1 000 megawatts of electricity.

In an interview with NewsDay Business at Hippo’s annual general meeting last Friday, the firm’s chief executive officer Aiden Mhere said the company was not going to directly procure the solar system, but rather encourage partners to lead the project.

“Well, the solar plants are not necessary for ourselves to actually spend money on them,” he said. “We are asking for other people to put up those solar plants, but we are looking at about five to 20MW of electricity for the solar system.

“So, to alleviate the electricity challenges we are looking at either, directly ourselves or indirectly, inviting other partners to produce solar. We have had prototype solar systems to power our pumps and now we are inviting those companies that are capable of providing solar energy to come and put-up solar plants and then we can buy the energy from them during the deficit periods.”

He also indicated that the firm was, however, an independent power producer which produces more than enough power through thermal station, which uses sugar cane bagasse to produce thermal energy for the sugar milling processes.

“So, when we are running the sugar mills, we actually have thermal power stations both at Hippo Valley and Triangle that produce electricity. As long as we are running, we produce electricity,” Mhere said.

“We irrigate using very good pumps in some of our operations that depend on electricity so when we have electricity challenges it becomes a problem.

“When we are running normally, we actually produce more energy than what we need. For example, at Hippo Valley we produce approximately five to 10 megawatts of electricity which we put on the national grid,” Mhere added.

National power generation challenges stem from low water levels at the country’s top electricity producing plant, the Kariba South Hydro Power Station and an overload at the Hwange Thermal Power Station.

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Our meat is rotting, Cde Mnangagwa – NewsDay

Amid the pomp and fanfare, Mnangagwa proudly and confidently declared that Zimbabwe’s perennial power crisis had finally come to an end. This was after the country had endured up to 20 hours of daily power outages in some areas.

ON August 3, 2023, President Emmerson Dambudzo Mnangagwa commissioned the new Hwange Thermal Power Station Units 7 and 8.

Amid the pomp and fanfare, Mnangagwa proudly and confidently declared that Zimbabwe’s perennial power crisis had finally come to an end. This was after the country had endured up to 20 hours of daily power outages in some areas.

An excited Mnangagwa bragged that load shedding was now a thing of the past and went as far as to sarcastically challenge those whose meat was rotting in their fridges because of power cuts to come forward.

Well, almost immediately after August 23 an 24 harmonised elections, the dreaded power cuts returned with a vengeance.

It became clear that the brief lull the country went through without experiencing any load shedding in the run-up to the crucial election was nothing but a ruse. The nation is largely in darkness.

Zimbabweans were, in fact, foolhardy made to believe for a minute that the ruling Zanu PF party was sincere and had abandoned its trickery and chicanery.

It is quite possible that the government merely imported plenty of electricity from our neighbours, knowing fully well that the country was not producing sufficient energy for its domestic needs.

This whole “no more load shedding” ruse was just to get votes from an unquestioning and gullible citizenry who believe everything this government says.

Of course, some of us had always raised valid concerns over the numerous claims by the Mnangagwa administration. I remember penning a piece on March 22, 2023 titled: Is Hwange Unit 7 another big scam and con job?

As much as there are those who may view my thoughts and observations as too cynical and always negative, but decades of relentless deception authored by the Zimbabwe regime has shaped my mindset.

It should be known that people who are always sceptical and suspicious about a particular individual have good reason for doing so. If one is at the receiving end of countless lies and broken promises at the hands of someone, they end up taking whatever they are told by the perennial liar with a pinch of salt.

The persistent propensity to lie and deceive by the Mnangagwa administration troubles me.

Why do they have to mislead the nation — solely for the sake of political expediency?

As much as some may perceive this as a small insignificant thing — to be expected during the election season — however, there are always severe consequences.

For instance, having assured the corporate world that Zimbabwe’s energy crisis had finally been resolved — what is the sudden resurgence of power cuts going to do to investor confidence? Will investors, both local and foreign, be prepared to sow their hard-earned monies in a country where what the leadership pronounces is not to be trusted?

It was so heart-breaking listening to the Zimbabwe National Chamber of Commerce chief executive officer Christopher Mugaga stating last week that business is losing between US$70 and US$80 million each month due to these persistent power cuts.

In so doing, this may lead to increased prices of goods and services because these losses are simply passed on to the consumer, further worsening the already dire situation of the ordinary citizenry.

Need I remind anyone that under Mnangagwa first five-year reign, half the population have been thrown into extreme poverty, while two-thirds of the workforce earned and still earn below the poverty datum line.

All this is largely because we have a government which cannot tell the truth!

If those in power had been honest all along — that the country’s power crisis had not been averted and was far from over — this would have enabled the business community to be better prepared.

Who knows, maybe due to the false assurances that the days of load shedding were past us, some corporates decided to shelve any plans for alternative power sources — opting to invest the capital elsewhere, only to be met with a rude awakening a few days after the elections.

Government needs to show some seriousness on such critical matters as power supply.

My late father, in his profound wisdom, taught me that lies had short lifespans and the repercussions were never good for anyone. There was really no need to lie to the nation that our power challenges had been resolved.

All the Zanu PF regime had to do was tell the nation that Hwange Units 7 and 8 were complete (if that is the real truth) — and should have also emphasised that power cuts will continue reoccurring because the Units will not be able to meet the ever-increasing demand for electricity by the growing population.

This would have given both commercial and domestic consumers a clear picture so as to enable proper planning. However, by lying that there is no longer an electricity shortage in Zimbabwe, this had the potential effect of dissuading and discouraging prospective investors in the energy.

Indeed, lies have a very short lifespan and have a tendency of backfiring in a big way. All we can now do is brace ourselves for increased prices of goods and services — just because we have liars in power.

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