199 KB0 KB199420242021Sekloča, Peterletnik:28str. S62-S80številka:suplement 1DOI:10.1080/13183222.2021.2012934ISSN:1318-3222COBISSID:93025283URN:URN:NBN:SI:doc-ANE8HYCZslEvropski inštitut za komuniciranje in kulturoJavnost (Ljubljana)business modelsdigital newsinformation goodsjournalismmedia economicsnovinarstvoposlovni modeliriskspletni portalispletno komuniciranjestrategiesStrategije in poslovni modeli spletnih producentov novic v Sloveniji| prilagoditve tveganjem digitalizacije|Until digitalisation got into full swing, news producers had been operating on two-tier markets for advertisers and audiences. Now, the former are leaving, and the latter are not willing to pay for the news, heightening the business risk for digital news media that is increased also by strong domestic and global competition. Due to these changes, commercial media companies have adopted multi-revenue business models that increase the supply of non-media products and services. In this way, audiences are transformed into consumers while the strategy of price leadership prevails in the production of news and audiences. An analysis of interviews with Slovenian media workers is the basis for the explication of the relationships between risks that digitalisation brings about, adequate competitive strategies and suitable business models. Results show that dominant web-based media as well as newspaper publishers are diversifying their product portfolios to fortify the economy of scope and that advertisers are becoming the central stakeholders but that there are no incentives to heighten the use value of news for citizens. Media managers shape the business models according to the expressed demand of advertisers and revenue-powerful marketing departments while paying much less attention to the overall stakeholder structure, which also includes journalists and the publicProducenti novic so do razmaha digitalizacije delovali na dvotirnem trgu, kjer so bile njihove glavne stranke oglaševalci in občinstvo. Zdaj prvi odhajajo, drugo pa ni pripravljeno plačevati novic, kar za spletne novičarske medije povečuje poslovno tveganje, ki ga krepi še visoka domača in globalna konkurenca. Komercialna medijska podjetja so se na spremembe odzvala z multiprihodkovnimi poslovnimi modeli, ki povečujejo ponudbo nenovičarskih produktov in storitev, s čimer občinstvo pretvarjajo v potrošnike, pri proizvodnji novic in občinstva pa prevladuje strategija najnižje cene. Intervjuji s slovenskimi medijskimi delavci so osnova za analizo odnosa med tveganji, ki jih prinaša digitalizacija, ustreznimi kompetitivnimi strategijami in odgovarjajočimi poslovnimi modeli. Pokaže se, da dominantni spletni mediji, vključno s časnikarskimi hišami, razširjajo portfelj produktov, kar krepi ekonomijo povezanosti, oglaševalci postajajo osrednji deležniki podjetij, ni pa spodbud za povečevanje uporabne vrednosti novic za državljane. Poslovne modele upravljavci oblikujejo glede na izraženo povpraševanje oglaševalcev in prihodkovno močnih oddelkov trženja, manj pa upoštevajo celotno deležniško strukturo, ki vključuje tudi novinarje in javnostTEXTznanstveno časopisjejournalsSlovenian National E-content AggregatorNational and University Library of SloveniaEvropski inštitut za komuniciranje in kulturo - EURICOM