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External variables that affect the proper adjustment of USAT

2020-07-13 来源: 51Due教员组 类别: 写作技巧

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下面51due教员组为大家整理一篇优秀的代写范文- External variables that affect the proper adjustment of USAT,供大家参考学习。这篇文章讲述的是自1998年以来,《今日美国》一直保持其强劲的盈利能力。从2000年开始强劲发展以来,这种传统的媒体经验并未显示出该企业陷入持久萧条的可能性。但是,当几乎每个人都沉浸在繁荣中时,汤姆·柯利预示了互联网媒体可能带来的冲击,事实是事实证明,越来越多的以前的传统巨头渴望实现其转型,以整合甚至出售其业务。尽管柯利明智地预见了悲惨的未来,并提出了明智的方案来应对这些问题,但他没有支持者。

External variables that affect the proper adjustment of USAT

Since 1998, USA Today maintains its unrelentingly strong profitability. With a robust beginning in 2000, this traditional media thumb does not show any possibility that this enterprise will lapse into a lasting depression. However, when almost everyone is immersed in the prosperity, Tom Curly heralds the possible shocks from the internet media, which has been proved by the facts that more and more previous traditional giants are eager to achieve their transition, to integrate even sell their businesses. Although Curly is wise enough to foresee the miserable future and propose sensible schemes to cope with those issues, there is no supporter on his side. The senior managers neglect the changing surroundings. The divergence of future development planning makes Curly and his senior team trapped in a dilemma. The transformation scheme of USAT has to be put aside before the most top management reach an agreement. Thus, this industry changed by the internet can be viewed as the external variables influencing USAT to make some proper adjustment.

 

The network strategy proposed is to integrate the tradition media sector, including all products in print, and the electronic media, including the online version and a television broadcast unit. The integration of these three sectors can be only accomplished under the assistance of technology. Meantime the structure and culture in this enterprise have to be adjusted even changed. The core of this network strategy is using the website as a bridge to connect with the paper media sector and the broadcast live sector. The online platform can serve both domestic and international customers. As for the paper and the broadcast live, these two platforms can assist USAT to gain the prestige and loyalty from local and national citizens. Although this digital transformation scheme, compared with other companies’, does not have too many differences and unique features, this scheme can leave more room and time for USAT to keep their stable customer base and relatively considerable revenue to explore and continue its next-step plan. This network strategy is less aggressive than others’ transformation to cut their traditional paper media sector. Therefore, not only the senior managers but also those ordinary employees can be given some time to prepare for the irreversible trend.

 

In case the enterprise wants to accomplish the integration, the first-phase integration is between Online and the paper. Mazzarella dedicates himself to the newsroom and is deeply influenced by the faith of the newsroom culture. Cichowski does her utmost to lead the online sector to get rid of the possible restrictions from the traditional media. The conflict between the two managers can be viewed as the gap between generations. The newsroom insists on their belief to provide high-quality and meaningful reports and editorials. Meantime the editors in charge of the website have to cope with the international challenges from the information booming. Low-speed update means the loss of customers and advertisers. Moreover, more and more people are addicted to fragmentation reading, which means they pay more attention to the quantity of reports rather the quality of those.

 

Therefore, the conflicts and agreements between the two vital sectors hurdle Curley to carry out his network strategy. It is obvious that the conflicts between them cannot be easily reconciled. Each sector would like to lead the whole enterprise to develop as their mode. But actually, in case the enterprise remains divided, there will be less opportunities and time for them to cope with the challenges from those websites. Compared with USAT, those IT enterprises possessing their own searching engine websites pay less for their transformation to enter the new media industry. Meanwhile these enterprises do not have to make so many changes as USAT does. Therefore, according to a SWOT analysis, both external and internal factors trouble USAT. In case there is no win-win mode proposed, the digital transformation can never be implemented.

 

USAT is not the only traditional media suffering from this information booming time. The Economist is also faced with the same problem. Different from USAT’s daily publishing, this magazine is released twice a month. Therefore, they meet the more severe situation than USAT does. The website of this magazine, as a relatively professional one, updates slower than other news websites. But its updating speed is much faster than its magazine’s. Therefore, Curley does not have to force the newsroom culture to compromise. A contingency approach can be applied to develop the system structure. More flexibility can be remained to each sector. They can cooperate each other’s work. For instance, the website can lead the readers to read more deep information and analyses in the next-day print version. The responsibility of Online is to briefly and quickly update the news. As for those high-quality reports and editorials, they can be also provided an online version. But only people who subscripts the print version can obtain the full access to the online version. Other people can only read part of the deep editorials. In case those people would like to continue their reading, they have to pay for this editorial or reports. Therefore, this enterprise will be in a win-win mode and neither of them has to give up their insistence. The core is to make the newsroom culture updated with the changeable circumstance. In case there is no one reading their news, no matter how diligent and serious they are, their words cannot influence the world at all.

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