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Schlesinger, Philip, and Doyle, Gillian (2014) Philip Schlesinger and Gillian DoyleUniversity of Glasgow, UK Abstract Schumpeter's trope of 'creative destruction' aptly describes current transformations of news media whose business models are adjusting to the twin challenges of digitization and the Internet. While most production studies focus on the journalistic labour process, based on current empirical research into the UK press and access to key decision-makers, this article presents case studies of the strategies pursued by the Financial Times and The Telegraph in migrating from print to digital. It shows how new conceptions of the news business are being articulated by managements, how production is being reshaped and increasingly driven by data analytics, and poses questions about the impact of these changes on journalistic practices.

Telephone: 0141 330 3806; Fax: 0141 330 4142. I expect to be available via email during office hours at all times over coming weeks. Author's biography:Gillian Doyle is Professor of Media Economics and Director of the Centre for Cultural Policy Research (CCPR) at the University of Glasgow where she directs Glasgow's MSc in Media Management. 2 Abstract:Windowing -the process of managing the release sequence for content so as to maximise the returns from intellectual property rights (IPRs) -is changing because of transformations in the way that television is distributed and consumed. Drawing on original research into the experience of leading international television producers and distributors, this article breaks new ground by examining how rights owners are adjusting strategies for exploitation of the economic value in their content. Findings show how the rise of digital platforms and outlets whose footprints are diffuse and boundaries are porous is disrupting traditional windowing models. This has necessitated new thinking about how best to organize the sequential roll out of content so as to build audience demand, avoid overlaps and maximise returns. This article argues that changes in the dynamics of television distribution have altered not just processes for exploiting the value in IPRs but also content and content production, with implications for audiences as well as industry.

Drawing on empirical research into the strategies of leading UK newspaper groups, this article examines the means by which such firms, through processes of attrition in old and investment in new resources, have gradually re-invented themselves as digital multiplatform entities. It analyses how the adoption of a multiplatform distribution strategy is affecting organization of production activities, content and business models in the newspaper industry.While strategies for renewal based on adoption of a multiplatform approach can vary considerably from one firm to the next, the experience of leading players in the UK national newspaper sector indicates some communalities of experience that offer potentially valuable lessons for media and publishing businesses more widely. Findings highlight the crucial importance to the success of a digital multiplatform strategy of effective integration between IT, commercial and editorial functions and a willingness to experiment and innovate in relation to harnessing the benefits of two-way connectivity.