The Media Equation
By DAVID CARR
Apart from the specific business issues feeding those travails — sinking traffic and profits at both — they provided yet another lesson of the Internet age: as news surges on the Web, giant ocean liners like AOL and Yahoo are being outmaneuvered by the speedboats zipping around them, relatively small sites that have passionate audiences and sharply focused information.
AOL’s acquisition of TechCrunch last year for a reported $30 million was an acknowledgement that scale, once the grail of the Web, can be a disadvantage when it comes to attracting the kind of audiences advertisers want. Last year, Yahoo hired writers who had a made a name for themselves at smaller sites — including Mark Lisanti, Courtney Reimer and Will Leitch — for the same reasons. But it is difficult to successfully transplant insurgent energy into a vast conglomerate, because the big blog tends to consume or destroy whatever it is fed.
Like newspapers, portals like AOL and Yahoo are confronting the cold fact that there is less general interest in general interest news. Readers have peeled off into verticals of information — TMZ for gossip, Politico for politics and Deadspin for sports, and so on.
Part of the problem is the result of a fundamental shift in Web behavior. Media stalwarts erected a frame around the Web and organized, and sometimes produced, content. Now the frame around content is the Web browser itself, and consumers do their own programming and are more inclined to see news consumption as a kind of voting, selecting smaller brands that reflect their sensibilities.
Watching the throwdown between AOL, a behemoth with a market capitalization of over $1.5 billion, and TechCrunch, a six-year-old Silicon Valley news site started on a shoestring, it was hard to tell which was the more important brand. What works on the Web right now is an identity, one that sparks recognition and in the best case, passion among its employees and consumers. Even though AOL paid a lot of money for TechCrunch, it was clear last week that its audience and its writers believed it belonged to them.
AOL, as a way of buying what they could not grow, aggressively grabbed onto some of the shiniest names on the Web, including The Huffington Post, Engadget and TechCrunch. The jury is out on The Huffington Post, most of the staff of Engadget deserted and TechCrunch is in the middle of an uprising.
Many of the news sites that are now having success on the Web — Business Insider, Gawker and Mashable, to name a few — are built on sensibility, which is generally a product of a small group of like minds. Innovation usually requires the “two pizza rule” — a working group should be no larger than one that could be well fed by two pies — with the emphasis on lightweight hierarchy, rapid decisions and constant reiteration of those decisions as the market responds. When that kind of approach is suddenly plopped into a huge, heaving bureaucracy, everything that made the brand cool in the first place and the site a good place to work seems to evaporate.
There are exceptions. TMZ has thrived as a division of Time Warner, College Humor continues to crack wise as part of IAC/InterActiveCorp and CBS seems to have done well by CNET after acquiring it.
There are some parallels with the television world. Broadcast networks still have mass and reach, but cable has been surging in part because brands come to mean something identifiable and attractive. The name NBC communicates very little other than generic bigness, while right now, FX, HBO, AMC and Showtime each convey a cachet that the big networks lack.
Google might want to pay a bit of attention to this after buying Zagat, the restaurant ratings publisher, last week. While Zagat might fold nicely into its local listings, much of the brand’s value comes from citizen raters who share their opinions. Will they feel the same way when they see their work powering a great big local search engine?