Five pairs of relationships in media integration①
2024-08-26
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It has been 10 years since media convergence became a national strategy in 2014. In the past 10 years, new media brands have emerged one after another, and they have repeatedly become popular and brought surprises.
At the same time, some media professionals are also worried and confused. For example, some are worried that if media convergence learns from social platforms, will their own advantages be lost? Others are confused as to why the same content is often spread much less on self-built platforms than on social platforms? How should the relationship with third-party platforms be handled? And so on.
2024 has already begun. What should we do with media deep integration in the next 10 years? The author believes that in order to optimize the existing "integration" and strengthen the incremental "integration", these five pairs of relationships must be handled well.
1. “Breaking the old” and “creating the new”
Deep media integration is a reform that breaks the old and builds the new. This requires breaking down the institutional barriers that restrict development, shutting down and transferring a number of media platforms and program columns that have lost their influence and vitality, and using the best steel on the blade to make limited resources play a greater role. We have seen that in recent years, under the guidance of the mobile-first principle, some new integration models have been successful, a number of new platforms created by mainstream media have emerged, and a series of new strategies adapted to mobile Internet communication have achieved practical results.
For reform, it is difficult to "break the old" and even more difficult to "establish the new", but the most difficult thing is how to retain advantages while strengthening innovation. Once the relationship between the new and the old is not properly grasped, it is easy to fall into misunderstandings, not only failing to create new advantages, but also damaging the old brand. For example, while some media have invested a lot of manpower, material resources and financial resources in mobile terminals and new platforms, they have been perfunctory or neglected to manage the content of traditional media, resulting in a decline in quality; some brand columns and high-quality programs have disappeared in the reform; and some experienced old journalists have had to retreat to the "second line" under the impact of new media.
The author believes that what should be “broken” is the old ideas, systems and mechanisms. After long-term development and practice, the media has accumulated many valuable resources, some of which are content, some of which are talent, and some of which are cultural, which are unattainable and difficult to surpass by other new media platforms. In the process of deep integration, these traditional advantageous resources should not be abandoned at will, but we should find ways to give them new vitality and form differentiated competition with the new media side.
