Readings Etc. – Respond to this post by 3/20

Hopefully you are keeping up with your reading even when I’m not quizzing you or asking you questions about it (cough, cough).

Two things:

1. Share what you found most interesting and relevant for the readings for this week.

As the syllabus says, they are: Briggs Chapter 6 and 7 and sample business plan in the appendix, Jarvis, What Would Google Do? “Media” thru “Manufacturing”

2. Please watch this Seed Hatchery Investor day pitch by local entrepreneur Richard Billings of Screwpulp. Remember, what we are building toward at the end of the semester is a pitch just like this. Watch this and everybody share one thing you observe that’s notable about the pitch that you think could be persuasive to potential investors or customers of the product.

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22 thoughts on “Readings Etc. – Respond to this post by 3/20

  1. Ketevan Dolidze says:

    1. In all honesty, I truly enjoy the writing styles of both, Briggs and Jarvis. It not only makes it extremely easy to read their works but also interesting. Though most of the reading for this week was relevant to where we are with our start-ups right now, one thing that stuck out the most was Briggs’ advice on building your own business. It is interesting to see how his advice applies to most of the start-ups we researched or talked about this semester. Briggs mentions Evan Smith, an entrepreneur who founded the Texas Tribune. By 2009 he was able to raise $4 million and then another $2.4 just one year later. To raise money for his start-up, Smith was able to put on numerous events in which he incorporated not only his journalistic, but also his business and media abilities. Smith interviews news-makers and public officials about pressing issues and records these interviews, which are later uploaded to the Tribune website. Even though the Tribune will continue having troubles with fundraising, Smith refuses to fire any of his reporters, “whom [he] calls some of the most experienced and talented in the state.”
    Briggs also discusses some really important stages of a start-up, from building your own team to assessing the needs of the business. As we already discussed in class, putting together a team that would be successful and trustworthy can be very difficult and can take some time. It is important to be patient and truly dedicated to your start-up. Briggs continues that “You do not need a business degree to run a start-up. All you need is an open mind, a creative approach to problem solving and some basic knowledge of fundamentals. And a lot of energy for hard work.”
    Another part I really enjoyed reading was Jarvis’s view on books and how “killing the book may actually save it.” Even though we live in a digital world where many books can be found in a digital format, I still love owning the hard copies. There is something about the smell of old library books or brand new ones. Jarvis discusses the cruel reality of book publishing and that over 40% of published books never get sold. However, Jarvis proposes some solutions to the problem and advises the publishers to make the books available 30 days before the official publication date. Of course the readers will not be able to save, copy, print, or download it but may actually buy the hard copy if they liked the book. This could potentially save a lot of money for publishers and save some trees 🙂

    2. I think one of the most notable things about his pitch, in my opinion, is the PowerPoint he used. We talked about that many times and Andre told us to try to keep our presentations simple and not to have too many words on one slide. This pitch was a perfect example of some amazing use of PowerPoint slides to highlight on what his start-up will offer to the potential customer. Only the most important information is included in the slides which gives more credibility to Screwpulp. I really enjoyed listening to this pitch and if I had the money, I would totally invest. 🙂

  2. I found Briggs’s tips on how to build a business plan very helpful. It gave more emphasis from what we have already been talking about in class. For instance, in basic elements on how to build a business plan, the first step is solving a problem, what solution does your product or service give, are you better than what is already out there? (competition), how will you make money, building a team, and who would actually be interested in purchasing your product or willing to use the services. All of those aspects are very important in building a business plan and I think that I am quickly learning that as we are progressing in this class.

    Also Briggs talks about Assessing your needs, making a master list of tasks, review basics and lingo. identifying human and financial capital and finding the right productivity tools and time-management skills. To me the most important is time management. I believe that is the most important because most entrepreneurs have primary jobs and an already busy life, and ti find the time and prioritize your time to build a business, which will experience numerous failures and setbacks takes a lot of discipline and skill. When building a business plan I think it is important to set realistic time-frames.

    In the screwpulp pitch, I really liked his power point. It was clean, easy to read and understand. Also, the fact that he had a screwpulp T-shirt on made it even more official. Also, you could tell that he did a lot of research and knew exactly what he was talking about. Lastly, his team was very experienced and I think that was very notable. Each had over 7 years of experience in their field.

    • Carrie Brown says:

      Good. We use a somewhat different model than Briggs in terms of how we structure the business plan for this class, but the basic advice is still very applicable and useful.

  3. 1. As a tech enthusiast, I really enjoyed reading Briggs’ Chapter 7. I think it reinforces the need for journalists/entrepreneurs of the 21st century to have a variety of digital tools in their tool belt, even if they didn’t come from that specific area of study. For instance, having some knowledge of how a content management system (such as WordPress) functions and operates makes building the foundation of a web-based startup much easier. Likewise, having some understanding of the social media tools available would also likely prove beneficial — even if the startup isn’t online. I think having that presence legitimizes the business to potential investors and is great to include in pitch presentations. And although these tools are always changing, I think it is helpful to at least have the fundamentals that you can apply as you’re in the brainstorming and design phases of building a startup.

    2. One thing that stood out to me in the pitch was the emphasis on the partnerships that Screwpulp has developed with established entities in the publishing industries. I appreciated that there was more than one and that they were diverse. I think the fact that a traditional publishing company was open to collaborating with a potential disruptor spoke volumes of the startup’s potential. Like having an online presence, I think having these partnerships with established companies helps provide credibility as the startup is introduced to investors and consumers.

    Additionally, I really liked his use of numbers at the beginning (and throughout) the pitch to illustrate how many books go unpublished — some of which could be the next Harry Potter series. I thought it was an interesting approach.

    • Carrie Brown says:

      Good – we haven’t talked about partnerships much yet, but we will. and yeah, the more you can leverage technology to make your work easier and cheaper, the better for startups.

  4. Aidan Galasso says:

    1. One thing that I found interesting was how Jarvis suggested that traditional advertising was not the best way to promote a product. He suggested letting consumers do the advertising by reaching out to them. This goes back to his experience with Dell where his blog criticized them until the company fixed it and then he wrote positive posts about them. I do think mass market advertising is still effective, especially for sporting events, as it does get brand recognition out there. However, combining traditional advertising with reaching out to bloggers or consumers would be the best method. This way the brand is in a customers mind if he or she is looking for a product and the blogs answer any questions a potential customer may have for a fraction of the price. Jarvis also discusses the credibility issue. His 1st piece of advice for advertising is making sure the product is good. His second piece is making sure bloggers clearly identify advertising sections. If these two things are done credible bloggers can transfer their credibility to products. Furthermore, these bloggers can act as a medium between customer and company. This gives the company more feedback to improve its product and the blogger more clicks. From Jarvis’ chapter I believe that spending money on a variety of niche bloggers is more effective than throwing that money at a national ad campaign.

    2. There were two things that stood out to me on the screwpulp pitch. The first was his use of the Harry Potter series and other books as an example of novels that screwpulp could end up publishing. Catch-22 and Catcher in the Rye are standard for high school english classes now and that type of ubiquity means money. If screwpulp even got one or two “classics” then they would get money with every new edition, which would have a guaranteed audience around the country. The second thing was his chart comparing screwpulp with other major internet publishing companies. This should the potential for disruption and made it clear why screwpulp could offer more.

    • Carrie Brown says:

      Good, and I wonder if Screwpulp has any lessons for our book/music group in class. You guys could think about having a similar chart too in your slide pitch as well.

  5. alables says:

    I love these books, so I generally find everything they say is interesting. First time that’s every happened with required reading (yay!). But I found Briggs’ chapter 7 to be most useful in regard to what we are currently doing in class. I love that it started off with the story of Evan Smith and likening him to a Harvard MBA. When Briggs goes on to explain that Smith has a master’s in journalism it makes you think okay…so this is a guy that is just like me. It also makes you want to force everyone who gets that “oh you’ll be poor forever” look when you tell them you’re a journalism student to read it. Another thing I found interesting in this chapter is the concept of making a list of the things that you can and can’t do. The fact that it’s okay that you’re not able to do absolutely everything is very reassuring and encouraging. The really like the quote “Instead of thinking ‘I can’t do that because I don’t know how,’ try to turn your thinking around and tell yourself: ‘I haven’t done that yet but I’m sure I can learn how’.” Keeping a positive attitude is everything, and remembering to do this while launching your own startup is bound to be difficult, but necessary. The other thing I found valuable is the advice to stay focused and if you come up with new ideas along the way, don’t let your mind wander but file those thoughts away into a “not right now” category. I think this is an excellent idea that still lets you keep sight of those ideas, but not lose focus on the tasks at hand.

    As for the pitch, what I liked best about it are the impressive numbers that Richard presented at the very beginning. These are definitely attention-grabbing and startling to hear if you are unfamiliar with those stats. I also liked the simple visuals that were easy to understand. They allowed the viewers quickly soak in just the right amount of important information. The coolest thing he did though is incorporate the stories of super successful authors like J.K. Rowling and Agatha Christy. Andre is always telling us to add in stories as examples, and this was a great example of why he urges us to do that.

    • Carrie Brown says:

      This is, essentially, the main thing we are trying to do with this class: “Instead of thinking ‘I can’t do that because I don’t know how,’ try to turn your thinking around and tell yourself: ‘I haven’t done that yet but I’m sure I can learn how.”

  6. reigningace says:

    1. The thing I found most interesting in this weeks reading was in the Service section of What Would Google Do? when Jarvis explains his concept of Google Air. I thought this was the coolest concept ever. I really think that this is a smart concept for airlines because is a chance to really hone in on airline branding. With the expansion of wi-fi in planes and people constantly working, having in air communities of all the same type of traveler might be a cool way for airlines to now have the competition of “who’s cheapest” rather than “who fits my needs or me best.” One airline that has branded itself toward more of a lifestyle than just accommodating everyone is Virgin Airlines. Richard Branson started this venture in 1984 after his Record label was doing pretty well. Now the Airline has grown to three separate sectors and has more amenities than other airlines such as open tab, internet, chat to mingle with others on your flight, USB plugs, and much more. Branson has maid this airline young and hip not just for the cliental but for those who work for the company. When I think Virgin Airlines I think hip, young, and fun, unlike Frontier, where I think cheapest.

    2. The one thing that stood out about the ScrewPulp pitch was the way he used the Harry Potter author JK Rowling’s real name so that people just thought of her as one of the many. This brought home the fact that he is confident that this company can find the next big thing much like that series Hunger Games, Divergent or any others. I was also genuinely interested in this pitch as a writer who finished her first book at a young age. Publishing is one of the most daunting tasks, so I felt this platform shows there is an easier way to break the system while also being apart of it with the use of actual publishers.

  7. 1. “Increasingly, mobile means money”, writes Mark Briggs in the “Harness the Technology” chapter of his book “Entrepreneurial Journalism”. If you start your own business today, you cannot avoid thinking of and involving a mobile strategy. This is an aspect he points out very clearly. Even if we already talked in class about how important providing your contents on mobile devices is for startup businesses, I think it is worth mentioning it again here in this context. Mobile technology is booming, it has grown swiftly in the last years. Web audience more and more moves to mobile. That is why it is so important not only for existing journalistic organizations, but also for startups to include mobile in their business model. Best would further be developing “mobile first” instead of “web first” strategies.

    As users permanently carry their mobile device and it is always connected, there are a lot of things companies can profit from. Primarily, there is the aspect that you know the user’s location (by means of GPS). For both users and companies this can be a gain: Taking the example of an organization providing news, topics and articles can be chosen with consideration of the user’s location. The user gets a news package that probably matches accurately his interests and needs. Briggs describes GPS as a “game-changing technology” therefore. It changes the way people expect to receive information, and information can be served to the customer on where he is. That is why an entrepreneur has to be aware of mobile technology, otherwise he will probably miss reaching large parts of his audience.

    2. I think one aspect to convince investors or customers of a new product is to illustrate the additional value in comparison to competitors. As in most cases there are competing products, it is a good idea to advertise your own business with comparing it to others. This is what local entrepreneur Richard Billings does in his pitch for Screwpulp. I really like the table in his Powerpoint presentation, where his startup Screwpulp is compared to two competitors using six categories, such as “author revenue” or “easy access”. At a glance you see what the new product provides, what competing products do not provide, and as a result you get the additional value of the new product. This approach makes it easy for investors and customers to rank the entrepreneur’s new business in the existing market and to comprehend the product’s unique features. In my opinion such a comparison to competitors should be part of a good pitch.

    • Carrie Brown says:

      Good, Robert – you guys might want to think about a similar table for your PowerPoint.

      I’m glad you seized on the mobile part in the Briggs chapter. I think that is so, so incredibly important – a huge opportunity media folks need to understand NOW.

  8. Barry Parks says:

    1. Interesting relevancies for the week:

    I guess I must be a very tactile guy–image-driven and most capable of gaining knowledge through explicitness, specific example, and actually holding instructions in my hands. As we’ve been discussing entrepreneurialism and startup development in class, I can say I have been grasping the concepts and I understand the general process and even the application when I don’t envision ever starting my own business. But because I have no outright business background to speak of, some of the sensibilities of the process have seemed foreign.

    But grabbing ahold of Briggs’ chapters this week brought it all home. Maybe it’s because he has a keen ability to spell it out in palatable terms, and more likely because his book’s pervasive instances are news-based. It probably doesn’t hurt that these particular chapters line up pretty succinctly with where we are in the development of Stockboy. Either way, I experienced some operative epiphanies from Chapter 6 (and even had a brief moment or two where I considered that i MIGHT actually be interested in trying to develop my own news startup of some variety, someday. Very brief, though, mind you. lol)

    Namely, the most personally developmental aspect of Chapter 6 is where Briggs talks about patience. As we forge ahead with Stockboy and I find myself being a part of something entirely new that, even though I believe in it, I find it difficult to conceive of it actually becoming a reality, Briggs reigned me in on this note. He calls it “separating now from later.” I get that. I’ve perennially been impatient with all the goals in my life; why would the fruition of Stockboy be any different? Briggs clearly knows what that is like, and his general advice not to get overwhelmed and to accomplish what is feasible a step at a time resonates. Understanding that processes are evolutionary is applicable in many directions. And it’s easier said than done. But Briggs’ encouragements to ‘stay focused’ and work at the task by list-making and delegating makes the startup development process seem all the more digestible.

    When he talks about money, he gets my attention again. This is, to me, the most formidable aspect of the startup development process. I’ve always been broke, so this type of personal financial risk-taking seems wildly ambitious. I was also a grant writer during the early part of the 2000’s, so I know plenty about what it takes to jump through hoops to solicit funding. Bootstrapping is a concept that is personally familiar though, and I envision that if Stockboy does by chance come to life, this will characterize plenty of the early months of its existence.

    It’s pretty impressive to read Briggs’ encouragement to avoid business school, too. It’s true, though–nothing is more beneficial than a little (or alotta) ‘on-the-job-training.’

    Jarvis made his the are of being ‘Google-like’ more discernible to me with this week’s readings too. All he had to do was use the Howard Stern illustration and to put it all in the setting of a restaurant. BAM. I gotcha loud and clear!

    2. What I think is notable about Screwpulp’s pitch is probably not a real surprise. It’s that moment at 3:12 when he yanks his clothes off. Lol. But seriously though. This pitch is almost prototypically designed. It has all the right stats and Richard’s delivery is sound, authoritative, and convincing. But what else is a pitch if it’s not a performance? Beyond all the necessary content and illustration, a startup pitch has one primary, fundamental design: to sell. Such is the nature of a performance as well. Any singer or an actor is commissioned to sell their act. And so was Richard. What better way than to go for visual impact (that incidentally had significance by stimulatingly drawing attention to the company’s logo and was not just for show or for overt pandering) than to be dynamic and visual. The crowd response was indicative. This small and maybe unconventional act likely left as much of an impression on some of his audience members as anything he had to say. That’s what I call effectiveness.

    • Carrie Brown says:

      Barry, epiphanies are about the best I can hope for when I assign a reading, so that’s great. I also think you really hit on a key part of the pitch. It really is a performance. As is many things in life, when you really think about it.

  9. Richard Billing’s “Screwpulp” pitch

    Richard Billings gives a 12 minute pitch about his startup “Screwpulp”. But the pitch does not get boring or tedious at any time, because Billings gave a lot of examples to show or proof different things throughout the whole pitch. At first, Billings explains the problem Screwpulp is solving. He talks about authors that have been rejected a lot of times but that everybody knows by now for their famous books (for example Joanne K. Rowling with her “Harry Potter”-series).

    Billings then also shows examples of other startups that are in some way related to his idea. He cites the successful startup “AmieStreet” by Elias Roman as an example and says that AmieStreet has done the same thing as Screwpulp – only with music. He then shows more connections between the two startups: Screwpulp has taken advise by AmieStreet’s Elias Roman.

    This “proves the concept works”, Billings says often in his pitch – Another thing that makes the pitch very convincing is that Billings always really delivers proof. He explains why the concept is working by just giving out some numbers: Screwpulp started with 4 books by 4 authors and 0 users, but now has 29 books, 25 authors and over 400 users – despite there is no advertising – that means that the virality works.

    One thought about the readings in Jeff Jarvis’ WWGD

    Jeff Jarvis makes an interesting point: We treat books as if they were holy. But “books aren’t perfect”, he states. We need to get over them. “Only then can we reinvent them.” In my opinion, this idea perfectly describes the whole concept of disruption and how we often tend to feel about it.

    An e-book has the same content as a book out of paper. A computer file can make you listen to the same song as a vinyl. An e-paper delivers at the minimum the same information as a printed newspaper. But out of some nostalgic feeling people tend to attribute a higher value to the good old things.

    Jarvis suggests: “We have to kill books to save them.” New technologies and disruptive media kill old things. The media environment has ever since seen this as a threat and as something that has to be fought against. Clearly, we have to overcome this. With disruption comes a new efficiency. Old media companies are inefficient. They were able to be inefficient because as monopolists they never had any natural enemies. Now that they face change, it is hard for them to acknowledge to themselves that they have been inefficient. But only if they do so they will have a chance in the new environment. That is what disruption really is about.

  10. Carrie Brown says:

    Very insightful, Mary!

  11. rars22 says:

    1. While reading this week’s chapters by Jarvis, I found it interesting how I was drawn to chapter titled “Advertising” more so than “Media,” “Utilities,” or “Manufacturing ,” and most of “Retail.” Spending the majority of the past 10 years (since college graduation) working in a Marketing, Public Relations, Community Outreach, or Event Planning capacity and finding the past year of graduate school to be very Media/Journalism focused, it has been easy to forget where I came from and how Advertising actually started my journalism journey. In “Advertising,” Jarvis explains how the Internet and Google specifically has changed the advertising industry more so than any other by revolutionizing the advertising economy, letting marketers pay per click and engagement rather than space, time, or eyeballs and how there are now millions of places to put ads. Jarvis mentioned two things that spoke to me personally. First, Tobaccowala, the chief innovation officer at Publicis Groupe Media, who also started Denuo, said that no amount of advertising could make up for a bad product. He also felt that companies who aren’t one hundred and ten per cent sure that they have a great product and amazing customer service should focus on obtaining those crucial elements before improving their social media strategy. Now, isn’t that the truth!?!?!? I am so tired of companies’ consistent lack of concern for their half-baked product and contemptible customer service – as long as the dollar bills are rolling in, they’re happy. Think: Comcast.
    That being said, the second point that Jarvis makes is: “Your products and your customers are your ads, and so are your employees.” Upon reading this statement, I immediately thought my implementations at Equestria (the restaurant in Germantown, TN where I was Co-GM and Dir. Of Special Events, PR, & Mktg). When making hiring decisions, I had a policy – I didn’t seek what the typical restaurateurs’ tended to seek. They would base their hiring decisions on how much restaurant experience the job seeker had , meaning how many places had this person worked. I, on the other hand, felt that hiring someone who had worked in many restaurants would have tainted blood, so to speak. They would’ve had more opportunities to learn the incorrect way of doing things and more chances to have become cynical about the restaurant industry. I hired based on personality, intelligence, work ethic, and willingness to learn, as well as employee referrals, to some degree. I actually preferred that they have ZERO experience waiting tables and a fresh outlook. I knew that my employees were a walking advertisement for Equestria and having a group of people who truly cared about each other and the restaurant was going to be better for the customers. After all, doesn’t great customer service make your food taste better? So at Equestria, our customer received 5 star customer service AND award-winning food.
    This leads directly into the first section of “Retail.” I smiled silently when I read the words Jarvis wrote about a restaurateur who were true to Googlethink because I realized that I had been just that. One of my first decisions as GM was to implement customer surveys at the end of the meal. With each check, the diner received a card, which I designed to match our menu and wine list, in order to rate the meal in a few different categories as well as a spot for additional comments. This wasn’t a brand new idea but it was in a fine dining upscale restaurant. There was no box in which to place the card. The diner simply left the card on the table with the credit card slip. The server was able to receive immediate feedback on the meal and the service level and based on the comments, adjust their attitude accordingly. The servers turned in the comment cards from all of their tables for the evening with their “cash outs” at the end of the night and I read each one thoroughly. This provided us the opportunity to make quick adjustments and the diner the opportunity to share their opinion without feeling pressured or awkward.
    Next, Jarvis mentioned collecting data on the diners favorite dishes and brands of wine. I did just that. When designing the new wine menu, I made sure to include information about the varietals of wine so that customers didn’t feel as if they had to know everything – they could simply learn, right then and there. The menu also contained information about different brands of wine – what type of food they went best with and what options were our regulars favorites. This new wine menu was a huge hit. Thanks to the aforementioned customer comment cards, the servers now knew exactly which specials and dishes were the favorites each week. They were expected to share this information with each diner and they did, not because it was the most expensive item on the menu but because if the diner enjoyed the meal, my servers were happier than if the customer hated a $42 steak. Customer service was what Equestria was built on and we wanted to give the customers exactly what they wanted. Jarvis mentioned linking to other restaurants – I did just that as well. Through our social media strategy I connected with the other restaurants in our niche – local, organic, and upscale dining. We all participated in the Farmer’s Market dining series and we all supported one another. I took it a step farther and pointed out on Equestria’s Facebook page that those restaurants existed and suggested that our customers give them a try. Why? Does anyone believe that a restaurant’s customer only eats out at ONE place every time they have a meal that isn’t at home? I didn’t believe that because it isn’t true. So why not share other awesome restaurants with your diners – they’ll just appreciate it and they will continue to dine at your restaurant, as well as tell their friends to do the same. It’s a win win win.
    Finally, Jarvis mentioned cooking videos and behind the scene glimpses for customers. Well, we did that as well. Equestria’s chef began offering cooking classes for those who wanted a hands on experience and I uploaded some of those videos to our website. By doing this, those people who weren’t sure if they wanted to pay for a class, had a chance to see what they were missing. Within two weeks of posting the videos online, our cooking class attendance had tripled. Equestria also happened to grow 90% of our produce on the grounds. We also had chickens for eggs and a small little collection of other animals that was pretty much just a neat attraction – the peacocks were pretty, the bunny was fluffy, and Charlie, the goat, was ornery but cute. My Co-GM was known for offering to take guests and families on tours of the garden. People loved to feel special and to see their food while it was still in the ground or on the vine. The kids also really enjoyed looking at the farm animals and when kids are happy, parents are happy and when parents are happy that their kids are happy, they talk to other parents. Advertising. Plain and simple. We didn’t pay a penny for it. And we turned the first profit in 10 years. Give the customers what they want and remember, you’re customers are your ads with an extraordinary potential reach.

    2. Screwpulp is an amazing startup idea and now company. I really enjoyed watching their pitch. In fact, I watched it twice. Each time I was struck by the data – the numbers that they had collected to back up the problem and the solution. It wasn’t the Powerpoint because I actually found that to be a bit bland. To me, graphics could’ve made it much more audience friendly. People like pictures and colors – even people who like books. But the data – they were able to find such concrete numbers that explained JUST how hard it was to get published and how few books actually “make” it. How the Harry Potter series has to thank a publisher’s child for its original success is incredibly thought-provoking. I keep trying to figure out how to make our group’s pitch that statistically sound and hopefully, the nationwide survey will provide us with the data we need to make it so. Then, how to make it connect the way they did is another problem. I know people have a problem at the grocery store and I know many people get excited about what our product could do for them BUT it isn’t powerful like Screwpulp’s message – maybe it’s how easy their problem/solution is to explain or how easy they make it look. I don’t know. Either way…good job Screwpulp, good job.

  12. – Not to be a negative Ned, but one thing I DIDN’T like about the pitch is how long it took Richard to tell us exactly what Screwpulp does. I think it took him like 5 or 6 minutes to really explain why Screwpulp is different from the other publishing companies that turned down ‘Harry Potter’ and ‘Catcher in the Rye.’
    But I did like the information. That’s one thing we stress in class and it was helpful to see it done well. The numbers were informative, we saw that he had done some research and knew what he was talking about; but it wasn’t overwhelming.

    -From the readings I took away multiple interesting points, but one that stuck out and confirmed my vision of the future was Briggs’ mentioning of how important mobile apps are. A few weks back I came across an article about apps and how fast they are growing and I really feel that mobilization is the future of journalism. People are constantly near their phones.
    If we (journalists) want to reach our audience we have to get to them first. The only way I see that happening is through mobile apps.

    Also I found it very interesting that Briggs mentions how traditional advertisement may not be the best road to go down. In my opinion one thing that is crippling newspapers is their sole reliance on advertisement.
    Honestly I think that field will experience an interruption as well. Now we can record TV shows and fast forward through the commercials. The web has ads but there are ways to get around those too. They need to plan ahead too.

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