December 21, 2024

Media Decoder: NPR Series on Race Aims to Build a Wider Audience

Matt Thompson, editor of the NPR team covering race, ethnicity and culture.Doby Photography/NPR Matt Thompson, editor of the NPR team covering race, ethnicity and culture.

NPR’s race, ethnicity and culture reporting initiative will make its broadcast debut this week with a four-part series called “Changing Races” for the morning and evening news programs.

The digital part of the initiative, a blog called Code Switch, started a week ago. NPR — using a two-year, $1.5 million grant from the Corporation for Public Broadcasting to hire a team of six reporters, editors and bloggers — is ramping up its reporting on the topic as part of its efforts to appeal to a broader swath of listeners.

Gary E. Knell, in a telephone interview, said that since becoming NPR’s chief executive in December 2011 he has been working on diversifying the public radio audience beyond its traditional loyal base. That loyalty “is a great thing but it can also lead to complacency,” he said, noting that a recent survey found that 25 percent of the public “had never heard of NPR.”

The race, ethnicity and culture reporting, Mr. Knell said, is part of NPR’s strategy to “do better about mirroring America” by bringing in more voices and engaging minority communities more deliberately.

By giving the coverage a dedicated home on the NPR site and establishing it as its own reporting desk, “it gives permanence to the issues,” Mr. Knell said. “We want this emphasis on growing audiences and widening our presence to make a statement.”

The “Changing Races” series will explore the effects of the country’s shift to a multicultural society, looking at cities where demographics have changed, and, for example, the rise of Korean hip-hop, among other topics, said Matt Thompson, the team’s editor. Future reporting, he said, will augment NPR’s existing coverage of the issues, “in a way that’s more nuanced, deeper and more comprehensive than we’ve ever been able to do before.”

Audiences for NPR’s “Morning Edition” and “All Things Considered,” the nation’s most-listened-to radio news programs, have fluctuated in recent years, dropping around 5 percent from spring 2011 to spring 2012, according to Arbitron ratings figures, and rebounding last fall. Fall 2012 ratings put “Morning Edition” with a cumulative weekday audience of 13.4 million and “All Things Considered” at 12.5 million.

NPR’s diversification efforts have also included a marketing campaign to reach younger listeners and the use of more reports from NPR member stations, as a way of “making sure we’re covering more of America,” Mr. Knell said.

A version of this article appeared in print on 04/15/2013, on page B6 of the NewYork edition with the headline: NPR Series on Race Aims To Build a Wider Audience.

Article source: http://mediadecoder.blogs.nytimes.com/2013/04/14/npr-series-on-race-aims-to-build-a-wider-audience/?partner=rss&emc=rss

NPR’s Generation Listen Seeks Audiences in Their 20s

So NPR chose a bar hovering above Sixth Street here to kick off Generation Listen, a campaign to make public radio cool in the minds and ears of young people. The party was, like every party here, packed. But the goal was to convince 20-something listeners that NPR is something that they can belong to — and may be even worth their donations.

NPR has set up Facebook and Twitter pages for the campaign and invited people to sign up for a mailing list with the promise of special events in the future. “It’s time for us to get better at finding you where you are and what is most relevant to your lives,” declares the manifesto for Generation Listen on NPR.org, echoing what so many other media companies are thinking.

A dozen television channels had a presence at the festivals last weekend, with elaborate stunts and parties for forthcoming shows like Syfy’s “Defiance” and AE’s “Bates Motel.” So did news organizations like The New York Times that are eager to entice new paying subscribers. Executives at The Times said last month that they were considering an “entry-level” subscription product for young people, presumably at a lower price than existing plans.

For NPR, the campaign that was celebrated at the Sunday night event here didn’t come from the top, but rather from the middle — from a manager, Danielle Deabler, who enlisted a few friends to help her.

After about two years of pitching — “I had to ‘sell’ it inside NPR,” she said — Ms. Deabler won the financial and logistical backing of the chief executive of the organization, Gary Knell, and his colleagues. Ms. Deabler calls it “a conscious movement to connect NPR with younger audiences and connect these fans to one another.”

By “younger,” she means listeners under 30, though she is happy to sign up people closer to her own age as well. (She gave her age as “Generation X.”) The age of the typical NPR listener falls somewhere between that of the network personalities Peter Sagal, 48, and Carl Kassel, 78; a 2009 study of public radio found that the median age for an NPR News listener was 52, up from 47 in 1999. The median age for a classical radio listener was 65, up from 58. For NPR’s Web site, the median age is lower. And for podcasts, it’s lower still — about 36.

NPR’s music arm has had success in recruiting fans at the festivals, known as SXSW, in the past. But in general, younger NPR listeners tend not to have as strong a sense of belonging as older listeners do. (They also don’t donate to their local radio stations as much.) Ms. Deabler’s “aha moment,” she said, was meeting a 28-year-old entrepreneur who told her: “I ride my bike every day from Brooklyn into Manhattan and listen to NPR podcasts every day. What can I do to help NPR?”

Ms. Deabler worked in media relations at NPR at the time. She had noticed that when NPR hit “rough patches” — say, the firing of the news analyst Juan Williams and failed attempts by Republicans to bar federal funding to the organization — “there was no efficient way to activate our most loyal fans.” Nor was there a way to attract new fans. “We had not spent time studying the psychology of it all,” she said.

She found a kindred spirit in Eric Kuhn, a former CNN producer who had recently become the first “social media agent” at United Talent Agency. He and his colleagues started working with NPR on a pro bono basis to, he said, “inspire a new generation of listeners.”

Generation Listen emanated from their discussions with NPR. They started the campaign quietly last November by inviting two dozen young people to “Weekend in Washington,” a private event held each year for NPR trustees, donors and supporters that typically skews much older. The first-time attendees tweeted and blogged the whole time.

The campaign organizers hope to hold events for young listeners to meet one another, reinforcing the notion that NPR fandom is a community of sorts. Ms. Deabler’s new title is director of audience engagement and new ventures — which in itself is a sign of changing attitudes within media companies.

The initial goal, she said, is to help NPR’s young audience grow. “Perhaps someday,” she added, “they will keep NPR going through pledging to their local member stations and through philanthropy.”

Article source: http://www.nytimes.com/2013/03/13/arts/nprs-generation-listen-seeks-audiences-in-their-20s.html?partner=rss&emc=rss

You’re the Boss Blog: Turning Facebook Followers Into Online Focus Groups

Tech Support

What small-business owners need to know about technology.

Aaron Schwartz, ModifyCourtesy of Modify.Aaron Schwartz, Modify

Aaron Schwartz founded his three-person watch company last year with an unusual slogan: “We’re not craftsmen, we’re just good listeners” — listeners to customers, that is.

Clearly, Mr. Schwartz was not aiming at your typical fancy-watch buyer. Rather, he was looking to capture a younger, cooler buyer who would want a watch with aggressively hip designs, that could be worn swimming, and — this being the age of everyone wanting everything their way – that could be customized. “You can buy a great watch for $1,000 but a hundred bucks can get you nine different watches,” said Mr. Schwartz, referring to the fact that his watch faces and straps can be mixed and matched. The name of his Berkeley, Calif., company: Modify.

Given his stated dedication to listening to customers, Mr. Schwartz was all over Facebook from Day 1. But while he got a fair amount of attention, quickly building his following to more than 2,000 people, he found Facebook didn’t provide an opportunity for the sort of close, interactive engagement he believed would be critical for word-of-mouth marketing and, more importantly, to figure out which products and features would score with customers. After all, people can post whatever is on their minds on Facebook, and however valuable those exchanges might be, they don’t always answer the questions owners have.

So Mr. Schwartz turned to a relatively new service called Napkin Labs, which essentially helps companies funnel followers from Facebook and other sites into more intimate, more structured online communities intended to serve as focus groups. Mr. Schwartz has used his online “labs,” which can run as a Facebook app or on a separate Web site, to get people to chip in ideas about what new colors and designs they’d like to see, and where they’d like to see the watches sold. Each lab poses a “challenge,” such as “help us design a new watch,” and anyone can pitch in with ideas. As with real-life focus groups, anyone who joins in knows what other participants are sayings and can comment on their comments, creating a real dialogue among customers.

So far Mr. Schwartz has run five labs since he started a few months ago, and he said they have pulled in about 100 different participants and have attracted more than 100 suggestions. “There was a surprisingly big interest in seeing the watches sold in surf shops,” he said. (The Facebook-app labs are free, by the way, but Napkin Labs charges $99 a month and up to set up Web site-based labs.)

One potential bonus of turning ordinary Facebook followers into focus groups is that it can provide a marketing bonanza. “Involving people in the product-development process makes them a network of evangelists,” said Riley Gibson, who founded Napkin Labs in 2010. Mr. Schwartz doesn’t claim to have created an army of evangelists just yet, but he noted that many of the lab participants have been happy to keep up one-to-one conversations with him on product development and other questions, suggesting he may indeed be creating super-fans.

While Napkin Labs seems fairly unusual in creating something akin to the focus-group experience online, it isn’t the only company offering to help businesses convert online communities into idea-generating engines and collaborators. Other crowdsourcing services include Userlytics, UserVoice, Get Satisfaction, and Jive, each providing its own take on getting online customers and potential customers to chip in with feedback and suggestions. And eYeka and Jovoto enable companies to offer contests and challenges intended to solicit new ideas and designs.

Mr. Schwartz remains enthusiastic about the concept. Correctly guessing that I’m a gadget guy, he assured me his new line of techie watches, now in the works and shaped in part by the results of his labs, will have special appeal. Hey, maybe I’ll surf by a lab to suggest bringing one out in my favorite color — stainless steel. O.K., hip, I’m not.

You can follow David H. Freedman on Twitter and on Facebook.

Article source: http://feeds.nytimes.com/click.phdo?i=1267cd8807099df84cbdd20f5f684ec5