Giving the “Viewser” a Voice? Situating the Individual in Relation to Personalization, Narrowcasting, and Public Service Broadcasting

Kant, Tanya

doi:10.1080/08838151.2014.935851

Cited by 17 publications

(11 citation statements)

References 20 publications

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“…Elsewhere, commentators have raised concerns about the democratic implications of the 'deep personalisation' that result from the discriminatory practices discussed above (Couldry andTurow, 2014: 1712;Kant, 2014;Pariser, 2011). Pariser (2011: 24) warns that the resulting 'filter bubble' of media content tailored to individuals is a 'centrifugal force' that separates members of the public from one other and weakens democracy.…”

Section: Known Publicsmentioning

confidence: 99%

Known or knowing publics? Social media data mining and the question of public agency

2015

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New methods to analyse social media data provide a powerful way to know publics and capture what they say and do. At the same time, access to these methods is uneven, with corporations and governments tending to have best access to relevant data and analytics tools. Critics raise a number of concerns about the implications dominant uses of data mining and analytics may have for the public: they result in less privacy, more surveillance and social discrimination, and they provide new ways of controlling how publics come to be represented and so understood. In this paper, we consider if a different relationship between the public and data mining might be established, one in which publics might be said to have greater agency and reflexivity vis-à-vis data power. Drawing on growing calls for alternative data regimes and practices, we argue that to enable this different relationship, data mining and analytics need to be democratised in three ways: they should be subject to greater public supervision and regulation, available and accessible to all, and used to create not simply known but reflexive, active and knowing publics. We therefore imagine conditions in which data mining is not just used as a way to know publics, but can become a means for publics to know themselves.

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Section: Known Publicsmentioning

confidence: 99%

Known or knowing publics? Social media data mining and the question of public agency

2015

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“…Channels still retain significant power, a point highlighted by Sørensen who has argued they retain a competitive edge over and above internet-based television content services thanks to their ability 'to curate and brand and commission as much as to distribute and circulate ' (Cosgrove, cited in Sørensen, 2014). So rather than jettisoning the channel, a conduit whose power to deliver mass reach and to promote public service aims remains unrivaled (Kant, 2014), broadcasters need to adhere to the challenge of re-inventing each of their content services as a 'multiplatform brand proposition' that makes cost-effective use of the full range of digital distribution forms and formats available. Within this, channels are certain to play a key role, as this sentiment from Matthew Postgate suggests: Channels are great.…”

Section: Discussionmentioning

confidence: 99%

“…This is useful not only in terms of achieving commercial objectives but also public service goals. As others have noted, personalized consumption can cut across the ability of PSBs to deliver on commitments to pluralism and diversity (Kant, 2014). In an on-demand environment where content is unbundled and choice is personalized, fewer methods are at hand to manage, optimize and direct flows of audiences and replicating this key advantage enjoyed by channels remains a considerable challenge, as Jaye suggests: [the iPlayer] wasn't designed to be a first step entry point into the BBC's entire televisual offer.…”

Section: Transition To Multiplatform Distributionmentioning

confidence: 99%

Resistance of channels: Television distribution in the multiplatform era

Doyle

2016

Telematics and Informatics

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Resistance of Channels: Television distribution in the multiplatform era AbstractThis article focuses on distribution of television and, using BBC Three as a case study, provides an in-depth examination of how broadcasters' strategies for packaging and distributing content are being re-considered in response to newly emerging patterns of audience behaviour and demand. It considers the extent to which the role of the broadcast channel -traditionally the main vector via which audiences have enjoyed television contentmay now be threatened by the rise of online rivals and accompanying pressures to adjust to a digital multiplatform environment. Drawing on the experience of BBC Three, the research question it asks is: to what extent is there an economic justification for switching from 'the channel' as the distribution format to an online-only service?The original findings presented are based on analysis of the finances of BBC Three, on evidence gathered through a series of in-depth interviews carried out with senior executives at the BBC, and on analysis of secondary source data and public policy statements and performance reviews. They provide an empirically based contribution to knowledge about how growth of the internet is prompting public service suppliers of media to reconsider and adjust their strategies for distribution of television content and, more generally, to understanding of contemporary strategies for re-invention and survival in the television industry. Keywords:Television distribution; broadcast channels; public service media; multiplatform; digital delivery 3 Resistance of channels: Television distribution in the multiplatform era IntroductionIn the television industry, channels have long been the established and main avenue via which audiences consume television content. However, the advent of digital distribution platforms has significantly affected consumption habits with an ever-growing proportion of time devoted to non-linear viewing, especially amongst the young. Many broadcasters have responded by developing their online presence and placing ever-greater emphasis on digital platforms as the key touch points where audiences can engage with content. Such changes have prompted questions about the longevity of 'the channel': Netflix CEO Reed Hastings recently declared that broadcast television is like a horse and 'the horse was good until we had the car' (Hastings, 2014). Are broadcast channels becoming a thing of the past?In 2014, the BBC for the first time in its 92-year history announced the closure of a television channel. Senior management put forward proposals to stop distributing the corporation's youth-oriented service, BBC Three, as a broadcast channel on terrestrial, cable and satellite platforms and instead to reinvent it as an online and iPlayer service from Autumn 2015 onwards. In suggesting that BBC Three will cease as a channel and go online only after 2015, BBC Director of Television Danny Cohen hailed this move as 'transformational for both the BBC's relationship with young audie...

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“…As such they desire and increasingly they expect, the opportunity to participate in the derivation of the products and services they consume particularly in a reciprocal communication industry such as that of the media (Alford, 2016). Indeed many media businesses no longer refer to audiences but to "viewsers", "prosumers" or "co-creators" as a means of embracing the coproduction nature of their products in the digital era (Kant, 2014).…”

Section: Stakeholder Management In State-owned Enterprisesmentioning

confidence: 99%

Challenges of corporate brand building and management in a state owned enterprise

Cullinan

Abratt

Mingione

2020

JPBM

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Purpose While there is a growing body of literature about corporate branding, studies of corporate branding in state-owned enterprises (SOEs) are limited despite the important role they play in many economies. The purpose of this paper is to explore how managers perceive the significance and challenge of corporate brand building and management within a state-owned organisation. Design/methodology/approach A qualitative and interpretative research paradigm was used in the form of a case study design. This study focusses on the South African Broadcasting Corporation where executives and managers responsible for corporate branding decisions were interviewed. Findings Findings highlight the specific purposes, decision making factors, stakeholders and brand portfolio of an SOE corporate brand. Research limitations/implications Corporate brands help build brand identity and point out that a SOEs' corporate brand identity is dual in nature. The duality of mission, stakeholders and decision making, triggers brand challenges, namely, unclear corporate identity and fragmented corporate brand strategies, which must be carefully orchestrated over time and across stakeholders. Originality/value This study highlights the issues state-run enterprises face in building and managing a corporate brand and proposes an original model for SOEs' corporate brand development process.

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Giving the “Viewser” a Voice? Situating the Individual in Relation to Personalization, Narrowcasting, and Public Service Broadcasting

Cited by 17 publications

References 20 publications

Known or knowing publics? Social media data mining and the question of public agency

Known or knowing publics? Social media data mining and the question of public agency

Resistance of channels: Television distribution in the multiplatform era

Challenges of corporate brand building and management in a state owned enterprise

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