Descripción y clasificación de los textos en tres subcorpus

a. News Values

Although the Telegraph was the first British newspaper to set up a website, back in 1994, many of the newspaper journalists were still barely aware of its existence and therefore did not contribute to it in any shape or form. Although, the Telegraph was probably the first to react to the changing environment among UK national newspapers, it was considered to be a conservative group as the business had been quite satisfied his ways and had not changed for many years. 64%

of Telegraph readers intended to support the Conservative Party in the elections, Neil Wallis, previous editor of the Sun, mentioned that change was seen as a bad thing within this company and they were really stuck in their ways; however, the media landscape has changed, they looked to the future and prepare when they noticed that change is the only answer in order to survive and grow business (2013).³¹

Meanwhile, ‘as a quality national paper TMG’s strength is still the content, “any part of our media offering is of the very highest quality, be it words, stills, moving pictures, sounds or a combination of the above” said William Lewis, chief editor of telegraph 2008’ (Campbell, 2008, p7). According to the floor editor George Newkey-Burden, who has working for TMG for over 30 years, before each article is published on the platform, there is a group in charge of checking words and plagiarism, and making sure they are of good quality and meet house style (interview, 2013). Hence, the change of news value is not referring to the change of news writing or the form of writing.

31 Neil Wallis, previous editor of SUN. [Presentation] telegraph advertising conditions and new uploaded luxury channel, 13th Nov, 2013. London: the Daily Telegraph, Victoria.

The biggest change in terms of news values in TMG is the content consumption via digital formats, which has become more and more popular. Digital formats change the mindset of editorial staff in TMG by forcing the delivery of digital content on digital platforms to cater to and attract younger people. TMG proposed a Mobile and Tablet Strategy to build customer interaction, add data collection opportunities, facilitate content collection and distribution, and provide value to younger readers (Mark Challinor, 2013).

As noted above, the Telegraph found that its audiences tended to want “hard” news during the week, on digital devices, and “soft” news in the Saturday print paper.

b. News Sources

The changes in the news market have brought changes in the news sources used at the Telegraph. Now news resources refer to more than just the news story, it is also understood as content and even the newspaper brand. Therefore, the changing market caused the newspaper to make decisions, about which kind of sources they need to present to the audience and keep the loyalty, which is needed in order to attract advertisers.

“In the UK market, all of these changes should make sure we can continue to follow where is the advertising revenue goes, so that’s why those changes happened, not just newspaper circulation or distribution, it’s make sure we can pick up advertising revenue a long time” (Matthew Hocking, 2013).³² Hocking pointed out that there are many challenges in the UK media market, particularly in relation to newspaper circulation and advertising revenue, meanwhile it creates lots of great opportunities to be really aggressive and move into new market (2013). Hocking believed that in the last 5 to 10 years, the Telegraph saw it should move into the new market a long-run plan rather than just staying with print. Therefore, targeting the potential

32 Matthew Hocking, advertising sale director in Telegraph. Speech of telegraph advertising conditions and new uploaded luxury channel, 13th Nov, 2013. London: the Daily Telegraph

market, the Telegraph added three new sources: Luxury, Women and Man channels all through the Telegraph’s content platforms. Although, Matthew did not mention the details of the revenue, he said all of them have gained.

Picture 10 the homepage of Luxury channel on Telegraph website³³

The Luxury Magazine and Luxury channel online are an example of the new channel products of telegraph. Ten years ago, if Telegraph wants to be big in the luxury market, it had to beat the Financial Times, which was virtually impossible. However, because of the digital content and digital devices, the Telegraph looked at it in the beginning of 2013, and decided they want to do a luxury channel using their regular market route; digital magazine online can grow a big audience very quickly as well as set up a high profile event: Big Gallery in London. According to Hocking (2013), the result of this is as below:

a. Luxury became a very well produced magazine

b. Luxury magazine earned twice money as the Telegraph just begin with it c. the website: Luxury Channel attracted advertisers in top luxury market

Additionally, there were two other big products launched in the year of 2013; the

33[Online] available from: http://www. telegraph.co.uk/luxury/watches/15525/prize-winning-watches.html [accessed on] 13^th Nov, 2013.

Woman Channel and Man Channel online. Woman Channel was traditionally a content area which ‘belonged’ to the Daily Mail or the Monthly magazine, which the Telegraph could not do within the newspaper. However, the digital platform gave the opportunity to launch the Woman Channel, and the Telegraph did the same with Man’s Channel. The reason the Telegraph thinks they can do this is the sources in the newspaper and all platforms are run more quickly than magazines.

c. News Selection

Deadlines and copy flow needed to be set up around the four touch points which the Telegraph research had identified as contact points with the audience. The first thing to change was the idea of deadlines and this in turn changed news selection. The pattern was designed according to the newsroom activities and revolved around four touch points during the day. The meetings of the day changed follow approximately this pattern:

Time Activity in Newsroom

8:00 The senior editorial team meets to review the morning’s progress as well as look at what will happen during the day. This meeting is focused on the digital offerings.

The first one happens early in the morning, when people read news, either in the newspaper or online.

9:30 Various desks, e.g. business, have their own conferences.

10:00

The morning’s main news conference, led by the editor and deputy editor. All departments talk about what they are doing on all channels, plans are made for the

remaining production process of the day.

The second touch point is later in the morning when they come back to the website, perhaps looking for multimedia material as well as just text.

14:30

The city desk has another business conference with senior business staff, fine tuning the newspaper as well as reviewing the website. Other desks have similar meetings

throughout the day.

The third one happens around lunchtime.

17:00

The final editors’ conference at the hub, when detail is added to the overall picture of the paper and adjustments are made to what is being done online for the evening and

the next morning.

The fourth comes in the early evening, when people are on their way home.

Table 11 The touching points and copy flow in the Telegraph (Source from: IFRA, 2008)

Each head of department is responsible for providing content across all channels, on all platforms, and with no particular priority given to the printed paper which means commissioning editors commission material for the paper as well as for the website (IFRA, 2008).

The Telegraph has also changed its news selection to try to attract its target market.

The news selection was built on the base of market research, which is the first principle for newspaper to survive.

Ian MacGregor (interview, 2013), the chief editor of Saturday Telegraph said that the Telegraph started to find out that there is a different concept of news consumption between weekdays and weekends. It is the daily newspapers, published on Monday and Tuesday which are slightly declining. People who interested in reading news affairs Monday to Friday, are starting choose digital content on the website, iPad and mobile.

However, at weekends people are looking more for lifestyle, and that is the area which grows very well. He pointed out that what the Telegraph discovered is that the weekend market is growing, and the Sunday and Saturday print newspapers actually are doing very well.

Ian (interview, 2013) described how the Telegraph selects content for readers and adjusts strategy to win weekend news market. The Telegraph pays very carefully attention changes in the market, putting hard news, business and political news in Monday to Friday’s quality papers. In terms of the content through the week, in the print side, Monday to Friday, people are more looking for hard news stories. To keep the eyeballs they move to more Travel, Gardening, Health, and Fashion content in

the Saturday newspaper.

In Britain, the weekend newspapers were referred to as “Kitchen Journalism”

because the paper size is hard to read when you commute on a train, however, during the weekends, the paper can be lain on the kitchen table. The Saturday newspaper is a flagship print product of the Telegraph with multiple sections consisting of Travel, Gardening, Personal Finance, Luxury Magazine and two or three specials.

Ian MacGregor (interview, 2013) said, the Saturday paper was famous for many years, and the size is getting bigger which is slightly counter the trend as everybody is thinking about the move to digital Ian remembered that five years ago, in the Saturday newspaper, there were only 3 pages of Travel, now there are 8 pages of luxury Travel and Holiday, and it will be probably grow to 12 pages.

Interestingly, even the selection of the publishing time of Saturday Telegraph is according to the market and competition as well. Ian MacGregor (interview, 2013) said rivals of weekend newspaper, for a long time the Saturday Telegraph, should face the big competitor of the Sunday Times (not the Saturday Times, because it is a small compact Saturday edition). Before the recession, people used to buy two papers, very often buying a Saturday Telegraph and a Sunday Times. With the recession, people decided to buy one paper. Obviously, the Telegraph newspaper was delivered on Saturday, one day ahead of the Times. Therefore, the market shares with the Sunday Times went down quickly.

Traditionally, in the UK, Sunday is very important for weekend newspapers. But in many aspects, what does the Telegraph see is that Saturday is the new Sunday for them. However, in the weekend sections, Saturday and Sunday papers will have a mix of political comment sections and lifestyle sections. Because of the Telegraph has integrated their editorial department, people who work for the print also writes articles for others.

d. News Beats

William Lewis described how developing digital copy flow was designed to achieve the strategy for digital formats and content designed to attract the target audience

‘For us the digital revolution is about putting the customer, the reader, first, and designing our operations around that’ (Campbell, 2008, p5). We can see that the digital copy flow was set up around digital operations at TMG. The whole strategy or convergence goal is two folds: the new or integrated Telegraph should serve readers in the emerging diversified and digital media market; this operation is based on optimal efficiency without sacrificing quality. According to the TMG, over the course of 2006, everything was to change: offices, work practices, job functions, skill sets, mindsets and attitudes. The Telegraph aimed at producing content for print and online from the same newsroom. They completed the relaunch during 2008 involving the use of the Escenic Content Management system.