به انگلیسی خلاصه کن (خیلی خلاصه)   Traditional media's changing shape 
	
Whichever way you look at it, traditional media are in a state of flux. Over the past decade, traditional modes of operation and business models have become less defined, increasingly technology focused and more disparate, causing the media to reinvent themselves, adapting to this changed media environment. The shift to digital media a term that is now largely redundant because 'digital' is the new normal marked a massive change for traditional or 'legacy media. 
Global shifts have taken place in all traditional media, although the changes have been far from uniform across media platforms. On the one hand, for example, expansion in satellite and cable television, the introduction of narrowcasting and on-demand viewing have seen growth in the TV sector (PwC, 2015). TV and video have experienced a migration to new consumption patterns, characterised by on-demand services, enabling binge viewing and greater convenience for TV and video consumers (PwC, 2015). Newspapers, meanwhile, have experienced 
what has been described as the 'ec-tech squeeze 'the simultaneous and increasing pressures of economic and technological forces (Anderson & Ward, 2007, p. 57). These dual pressures really cut into the newspaper industries following the global financial crisis of 2007-08, characterised as the perfect storm of disruption from digital media coupled with the effects of the global financial crisis' (Media, Entertainment and Arts Alliance, 2012, p. 9). In many places Australia, the United Kingdom and the United States among them newspapers have given way to internet-only editions; mainstream newspapers have followed their busi- ness counterparts (Australian Financial Review and the Wall Street Journal) by introducing 'paywalls'; Facebook, Google and other aggregators now corral news onto their own platforms, able to selectively present per- sonalised news streams; and maintaining a share of elusive advertising revenue has become a very big issue for traditional media organisations, with commentators warning that the revenue crisis now hitting tradi- tional and online news is very real' and 'seven out of ten people won't pay for news' (Barry, 2016b). 
Enter the new, international, 'non-traditional media players that now compete for their financial piece of the pie notably Facebook and Google and the competition that has emerged between traditional and non-traditional for the ever-important advertising dollar, Parsons explains how quickly the changes occurred: 
Five to 10 years ago if you wanted to buy digital advertising you went to one of five places... Nine, Fairfax, News Ltd [now News International], Yahoo 7 or Telstra... took up 80 per cent of the display and market [advertising]. What we've seen over the past five years is the emergence of Facebook players. (Barry, 2016b) 
A key reason for Facebook's success in gaining advertising share is that it can more effectively target potential product buyers. Because activity on social media sites is used to create algorithms, which in turn predict behaviours, users are simply and effectively reached by advertisers. This process is neatly described by media analyst van Dijk (2013, p. 14) as 'making the social saleable. In other words, the media... has its own interests to advance and these are overwhelmingly commercial' (Turner, 2016, p. 128). 

Economic, technical and social changes have seen new models tried and old models changed around news and entertainment, One change has been the rise in embedded content and alternative programming. Television, for instance, has diversified and expanded across genres such as satire and parody programming, panel shows, lifestyle and reality tele- vision, with many either incorporating embedded commercial content (for example, MasterChef and The Block) or developing program content around critiquing commercial industries (for example, Gruen and The Checkout). "This idea of embedded content similar to 'product place- ment', 'sponsored content or content integration-is far from new. Early examples appeared in blockbuster movies 60 and 70 years ago Gordon's Gin featured in The African Queen in the 1950s, and the Aston Martin DB5 was the James Bond sports car of choice in the 1960s film Goldfinger. During these golden years of cinema, Columbia Pictures identified PR as the primary source of product placement (Newell, 2003, p. 19), although arguably it was always an integrated marketing or mar- keting communication role. This strategy, which provided an alternative to mainstream advertising, gained increased traction in the 1990s and 2000s in television drama and comedy programs, followed by the rise in lifestyle, talent and game show formats. 
In the development of news production a field hit severely by eco- nomic and technical change, including huge reductions in journalist numbers-other news models have emerged. The growing field of data journalism is characterised by accessing and interpreting 'big data sets, heralded as a strategy for managing the future of investigative journalism (Ryles, 2016). The world saw this model on show in 2016 in The Panama Papers the expose of international corruption led by the International Consortium of Investigative Journalists (ICIJ), a global network of more than 190 investigative journalists in more than 65 countries. ICIJ Director Gerard Ryles (2016) identified two key reasons for the success of the journalism sting, along with a new model of investigative journalism, based on sharing resources across journalism outlets (something Ryles described as previously unheard of) and journalism's collaboration with software engineers and data experts. 

The reduction in the number of journalists in newsrooms has also been responsible for an increasing reliance on the expert source to assist in story development. Somewhat like the social media influencer, who will be discussed in the following section and elsewhere in the book, the expert source has a long history of working in traditional reporting practice, and it has been an important PR linking role to match and connect the expert to the journalist. BBS Communications (2016, p. 6) found that expert commentary remained an extremely important part of the PR news media strategy, with experts regularly called on for health, business, finance, and science stories. They said traditional relation- ship-building remained a key way to getting your sources noticed, and offered the following advice: 

If you are in the field and know what's going on, sharing this information can build good will and a relationship that could pay off down the track. Also, make sure your experts are visible and can be found through Google searches, your organisation's website and personal LinkedIn account. (BBS, 2016, p. 6) 
News is now a shared, co-produced, recycled and republished com- modity. The repurposing and reusing of news across many channels has been called 'churnalism' (Davies, 2008), due to the way it is used over and over again across different platforms and in different publications. The culture of cutting and pasting news has now become an accepted part of contemporary journalism. In an era where converged commu- nication technologies have blurred the boundaries between journalism and content management, reduced numbers of journalists are under more pressure than ever to develop copy, and they now use the copy of others, sometimes without acknowledgement. The shift from journalism to PR resourcing has been quite profound: PR and media scholars have examined the ratio of journalists to PR practitioners and found the balance altered dramatically over 50 years-from less than one public relations practi- tioner per one journalist in 1960 to five public relations practitioners per one journalist in 2010 (Verčič & Verčič, 2016). This means the PR practitioner, media manager or communication professional has more access to the news agenda than ever before. Importantly, we need to remember that stories that run in the news-especially the 'quality' or lead media such as the ABC, the BBC, The Guardian and The New York Times still play a significant role in setting the public agenda for what is important in society. Clients and employers still want to see their, or their organisation's, 'name in print', with stories breaking in online bul- letins or in the evening news bulletin. It is also important to remember that the big news stories broken and run by journalists are the ones that immediately find their way into Facebook and Google news feeds, as these organisations are not news producers: they simply aggregate the news from elsewhere.