Ofcom’s Adults’ Media Use and Attitudes Report shows how this caution plays out. Audiences are spending more time online yet feel less positive about the experience, with only 59% saying the benefits outweigh the risks, down from 72% last year. At the same time, 89% feel confident online, suggesting they are comfortable navigating and using digital platforms. But that confidence does not always match their ability to distinguish reliable information from misleading content. These patterns point to broader shifts in how audiences engage with media, evaluate information, and build trust online. 

AI use becomes routine, but trust lags  

AI is moving into the mainstream quickly, with 54% of adults now reporting use, up from 31% last year. At the same time, 75% encounter AI-generated summaries in search. Adoption is not the issue. Trust is. 

Many users, 57%, say they trust AI-generated news less than human-written content. Widespread use does not translate into confidence. Even as AI becomes part of everyday experiences, skepticism remains high. AI may change how content gets surfaced, but it does not replace the need for visible authorship, sourcing, and editorial judgment. The gap between use and trust is not unique to AI. It reflects a broader shift in how audiences evaluate all media. 

Trust shifts while confidence holds 

Most viewers (85%) report using mainstream media, such as the BBC and The Guardian for news. But only 19% say they always trust it, while 21% say they always question it. This is not just a divide between those who trust and those who do not. It signals a deeper shift in how people evaluate information. 

Audiences now validate information socially. About 41% look at comments and reactions to judge credibility. In practice, a story’s reception can matter as much as its origin. Authority still matters, but it now competes with visible social context. Publishers no longer control how their content is interpreted once it enters digital environments. 

At the same time, confidence remains high. About 82% say they can spot scams, and 81% say they can recognize advertising. The results look different when tested, with only 52% correctly identifying paid search results. This gap highlights a difference between perceived ability and actual performance. 

Engagement is receding 

After years of expanding social media activity, behavior is starting to tighten, with posting declining from 61% to 49% this year. Only 14% of users say they explore new websites regularly. People are not leaving the internet, but they are narrowing how they use it. 

Sentiment declines alongside this shift. Only 36% say social media benefits their mental health, and 40% say their screen time feels too high most days. Less exploration and lower satisfaction point to a more cautious and selective user mindset. 

Data awareness is on the rise 

Most users understand that their data gets collected, with 89% aware of this. However, only 31% can identify how that collection happens. 

While 86% use at least one security measure, 26% still reuse passwords. People understand the risks around data privacy and security, but do not always act on them. At the same time, attitudes toward data use remain divided, with 34% comfortable and 37% uncomfortable with personalization. 

Younger does not mean more media literate 

These gaps are not evenly distributed. It is easy to assume younger audiences, particularly those aged 16–24, navigate digital environments better, but the data does not support that view. Younger users perform well in some areas, with 88% correctly identifying fake profiles. At the same time, only 52% recognize paid content in search. 

Older users, especially those aged 55 and over, often take a more cautious approach when dealing with scams or suspicious content. Media literacy depends more on behavior and experience than age, and it develops unevenly across contexts rather than following a generational pattern. 

The audience is recalibrating how it engages online. They still see value but feel less positive about the experience. This shift raises expectations. Trust is shaped by signals that show who created the content, where it comes from, and the context in which it appears. In this environment, clarity is a competitive advantage. 

The post Media audiences are engaged, but selective and skeptical  appeared first on Digital Content Next.

But TIME is not just relying on AI companies citing their work. They have also developed and rolled out their own tool, TIMEAI. This is an interactive agent that has been trained on its 103 year archive in order to enrich the user experience on-site.

Time to train

TIMEAI, which appears on the site as a toolbar overlay, was initially tested at the end of 2024 with the annual reveal of TIME’s Person of the Year, Donald Trump. The toolbar was also put live on the three prior Person of the Year honorees; Taylor Swift, Volodymyr Zelensky and Elon Musk.

“There were several hundred articles about all four of them that we trained [the AI] on,” explained Mark Howard, Chief Operating Officer at TIME. “Person of the Year is our single biggest editorial event of the year. So it’s not like we put it on some back catalogue just to see if we could get some basic data. We put it on our most prominent release.”

The tech used was a small language model rather than a large one (LLM), so it was more straightforward to deploy. But it still needed training on TIME’s editorial styles, and guardrails added. TIME’s Editor in Chief Sam Jacobs and some of the newsroom team were brought in to help train TIMEAI in terms of style and tone.

“We had to, given the personalities involved, make some decisions about how it was going to handle questions that had nothing to do with anything we had written about,” Howard said. Even though there is a lot of publicly available information on these public figures, they decided they didn’t want the AI to use content outside of TIME. “It’s not a complete picture when somebody wants to converse, but we made a lot of those trade-offs in a very contained way,” he added.

The version deployed in December 2024 enabled users to translate the article, summarize it in various lengths, chat with it, and even speak to it using voice and audio in 13 different languages. Rather than just having one type of function, Howard said that being able to mix and match requests – for example, to ask for an audio summary then go into detail via text – sets this AI tool apart from many others on the market.

A wider rollout of TIME AI agent

The initial launch was a success. Howard said that the original toolbar was kept live while the team worked on bringing more TIME content into the AI. This wasn’t a straightforward task.

“Because of the way media companies operated over the decades, we had [content] in five different databases going back to the 1920’s, some of them were just PDFs of magazines that needed indexing and digitizing,” he explained. “Now it’s trained on well over three-quarters of a million pieces of content.”

Since November 2025, the TIMEAI agent has been visible on almost every piece of TIME content. Newly published pieces are also indexed in near real-time, ensuring that the answers given are up-to-date.

The team have also been experimenting with ways to get users to interact. The agent has a number of preset prompts to show how sophisticated queries can be. These can range from, ‘Try reading this article out loud’ to ‘Debate AI’s impact on humanity’ using TIME’s reporting and opinion archives.

The results so far have been encouraging. Users who engage with TIMEAI are 139% more likely to return to TIME when compared to those who don’t. Those using the AI agent also double their time spent on the TIME website.

Now, the focus is on encouraging those who may not be as familiar with AI tools to engage. Howard said that this may include putting more instructional overlays in, or feeding more preset prompts into the toolbar. But they are cautious about the extent to which people are routed into the full AI experience, rather than the standard web page. 

For now, Howard sees TIMEAI as an opportunity to increase engagement, rather than a revenue generator. “If we can get people to engage, every surface represents a monetization opportunity,” he added. “But the focus has been on the product itself in the beginning.”

A trusted agentic AI source

Given TIME’s licensing deals with other AI engines, there is a question about why users would come to TIME, rather than ask an AI which pulls in a wider range of sources, including TIME itself.

Howard was emphatic that trust is something the other AI tools don’t yet have, but TIME does. “A lot of people grew up with TIME, knowing and trusting that the red border stood for something, and there was a level of quality that is behind it,” he explained. “We want to carry that forward.”

ChatGPT and other answer engines do cite TIME content, but alongside a wide range of other sources, including sites like Reddit. These answers aren’t always trustworthy, and Howard said that there is a high burden on the consumer to deconstruct what is accurate and what isn’t.

“We think [TIMEAI] can be a trusted source of information to try and help explain the world in a way that TIME can, because of this vast archive,” he said, pointing out that users will only encounter TIMEAI if they’re already on the TIME site. This already signals a level of intent and interest in TIME’s reporting.

“It’s a way for us to pull our archives, our history, our heritage and our brand equity forward in a way that we can present more through an AI-based interface and experience.”

Howard is also clear on the role AI has to play in TIME journalism going forward. “Our journalists get information that only humans could by speaking to their sources and doing the work,” he emphasised. “AI can never do anything like that. It’s not intended to do anything like that. 

“Its purpose is to take the great journalism and then be able to make it accessible to those who want audio briefings, roundups and other formats to be able to better understand everything that we’re publishing.”

Walking the tightrope between using AI tools to help reporting, and letting them take over is something a number of publishers have fallen down on in the past months, with potential long-term implications for audience trust. 

Interactive agents present an opportunity for quality publishers to surface decades of reporting to add context and enrich the user experience. TIME’s approach is cautious, and they are wary of detracting from a carefully-designed web experience. But as similar tools roll out rapidly, readers will become more familiar with what they can do and how to interact with them. TIMEAI’s multi-feature functionality will set it apart as a leader.

The post Inside TIME’s rollout of its TIMEAI interactive agent appeared first on Digital Content Next.

While media companies tend to focus on periodic major events like new releases, fans want a steady stream of engagement with their favorite personalities, teams, and series across multiple platforms. Studies indicate that fans travel freely among formats in search of new content and experiences to satisfy their intrigue. The latest Digital Media Trends report by Deloitte explores how media leaders can engage fans more completely. 

The explosion of streaming, gaming, and digital media has given consumers unprecedented choice, but has also splintered their attention. As competition intensifies, media companies are doubling down on subscriber retention and audience growth. Feeding fan enthusiasm is essential to that effort – because fans aren’t a niche segment; they’re the majority.

The value of fans

About 80% of consumers self-identify as fans, according to Deloitte’s survey of 3,575 U.S. adults. That means they are enthusiasts of at least one entertainment category such as sports, TV series, films, gaming, or music.

Fans aren’t just a majority – they’re also extremely valuable to providers based on behavior. Fans spend almost an hour longer using media and entertainment daily than non-fans. They subscribe to more services (including gaming, music, and SVOD) – and spend more money on those services.

Demographically, fans tend to skew younger and engage more widely. They average 44 years of age (compared with 58 among non-fans). More than half (55%) of all fans, including 70% of millennial and Gen Z fans, say their fandom spurs involvement across multiple platforms, services, channels, merchandise, and events.

Lost Opportunities

While providers focus on new releases, fans often turn to social media to feed their fascination – via creators, user posts, and studio marketing. Half of fans say they discover new entertainment primarily through social media – that figure jumps to 73% of Gen Z and 68% of millennial fans. Yet this “social media first” approach isn’t being fully addressed by media companies.

While fans often discover content on social platforms, they frequently consume it elsewhere, splitting monetization across different services. This disconnect leaves media leaders with little visibility into fan behavior.

Over a third of fans (36%) report relying on fan or companion podcasts to stay involved with their favorites. This means leaving the main IP. Losing fans between new releases means providers spend heavily rebuilding excitement. Providers that can nourish these scattered audiences within their own ecosystems stand to gain in ROI.

Aggregation is key

Keeping fans connected off-season starts by aggregating fan experiences. Media companies don’t need to own every fan touchpoint, but they do need visibility and coordination across them. Embedding experiences like social feeds, podcasts, commerce, or games around their IP, even if powered by partners, would keep fans engaged within a single environment. Many would welcome this: about 40% (and nearly half of Gen Z and millennials) say they want all content related to their favorite IP aggregated in one place.

About a third of fans report buying merchandise related to their fandom in the last six months – a figure that increases to 37% among those who want fandom content aggregated. Fan‑focused bundles could package exclusive content, products, services, and experiences into personalized subscription or membership offerings, creating new partnership and revenue opportunities.

Keeping fans within a unified ecosystem gives providers richer first‑party data to personalize experiences, boost engagement, and drive revenue. With fans – especially younger ones – willing to share data for better personalization, coordinated touchpoints can turn the off‑season lull into a continuous relationship.

What about AI?

Can GenAI drive further engagement without alienating users? GenAI can help media companies produce content faster, personalize experiences at scale, and connect fragmented interactions into a unified destination. Research shows that fans are increasingly open to AI‑generated recaps, highlights, and personalized digests. Many fans report being open to AI‑generated ads, recommendations, and co-creating content, opening the door to more interactive experiences and revenue avenues.

Almost 40% of fans say they would accept AI-created content on SVOD, social media, music services, and in video games – if it is clearly labeled. 27% of fans say they may be interested in AI‑generated personalized digests about their favorite shows, and roughly a third of sports fans would be open to AI-generated custom highlight reels and commentary tailored to their teams and athletes.

But these figures reveal most consumers still have qualms. Media companies who employ GenAI in new ways to target content must develop clear terms of service around transparency and privacy. Reassurance around responsible use of GenAI is wise considering rising awareness of AI harms.

Consumers aren’t the only ones worried– media companies have valid concerns about losing control of their IP with open GenAI tools. Features that let users become creators can pose a risk to brand integrity and security. Embedding features inside their own platforms – with guardrails, tracking and moderation – may help media companies foster fan creativity while still protecting rights and capturing value.

The future of fandom

Fandom has evolved into a dynamic, always-on ecosystem. For media companies, winning strategies will reflect the full spectrum of fan behavior, from discovery to community. Those that capture and sustain that engagement within their own environments will turn fragmented attention into lasting relationships and real business value.

The post How the shift from audiences to fans drives media value appeared first on Digital Content Next.

For digital media leaders, these findings offer more than just a temperature check. They provide a strategic warning as well as a roadmap. Embedding diversity into newsroom culture and content is not an HR initiative; it’s a growth strategy. Publishers who embrace this reality will win audience trust, engagement, and establish long-term resilience. Those who don’t face a credibility gap that the next generation of journalists – and audiences – will not overlook.

The risks of DEI pullback

Political and commercial pressures are reframing DEI efforts as expendable. As budgets tighten, organizations scale back hiring programs, pause training schemes, and treat diversity as a “nice to have”. But in digital publishing, this pullback runs counter to key audience trends.

Younger audiences increasingly expect to see themselves represented in the news they consume and quickly disengage when they don’t. Representation has therefore become central to maintaining relevance, building loyalty, and sustaining long-term audience relationships.

In other words, deprioritizing diversity actively widens the gap between publishers and the people they hope to reach.

What the next generation sees

Our survey reveals a profession struggling to reconcile its democratic mission with its internal structures. While young journalists overwhelmingly believe in journalism’s public interest based purpose, their lived experience of entering the industry tells a different story: 74% want improved hiring practices and more inclusive editorial processes, and 72% cite lack of paid opportunities as a barrier to entry. Many describe newsrooms as “exclusive” or “closed to those without privilege.”

In their own words, respondents criticized “surface-level DEI efforts” that fail to impact coverage priorities or shift who gets to tell which stories. This isn’t abstract critique; it is a generation identifying structural weaknesses that directly affect publishers’ ability to innovate, build trust, and grow.

Diversity: Moral framing, or business imperative?

Digital media executives are already familiar with the pressures reshaping the industry: fragmented audiences, advertiser skepticism, rising misinformation, and platform volatility. Diversity is not separate from these challenges: it is one of the most effective levers for addressing them. Newsrooms that reflect a range of lived experiences consistently produce stronger, more accurate journalism because they are less likely to miss important angles or reinforce blind spots that audiences, particularly younger ones, spot instantly.

Diverse teams are more likely to challenge assumptions and create new storytelling approaches that resonate with wider audiences. Just as importantly, representation strengthens trust. When audiences recognize themselves and their communities in coverage, they are far more likely to engage, subscribe, and stay loyal. Without that connection, trust erodes, and with it the revenue models that rely on sustained audience relationships.

Lessons from those getting it right

Luckily, there is a new wave of publishers and organizations demonstrating how embedding representation into workflow, commissioning, and leadership supports audience growth and editorial excellence.

Community-first publishers such as The Mill (UK) and A Mensagem (Portugal) are thriving precisely because they reflect the identities, concerns, and rhythms of their communities. Their growth shows that audiences reward authenticity and representation with attention, trust, and subscriptions.

With a clear global DEI strategy, a dedicated head of editorial standards, and programmes like the New Voices media training initiative, Bloomberg’s structural approach to diversity means it invests not only in who gets hired but also in who gets heard. It is a reminder that inclusion is an editorial responsibility, not a box-ticking exercise.

Bodies such as JournoResources & We Are Black Journos are also building pathways for underrepresented journalists by offering training and support. Their work strengthens the pipeline and ensures that talented reporters lacking traditional access routes can enter (and stay) in the profession.

The commonality across these examples is simple: successful diversity is woven into an organization’s operating system, not pinned to its noticeboard.

What effective integration looks like

Achieving meaningful diversity requires structural integration, not one-off initiatives. It begins with widening access: transparent recruitment, paid early-career roles located beyond a single metropolitan hub, all help ensure that entry into journalism isn’t limited to those with financial privilege and proximity.

Editorial processes must also evolve. Commissioning that intentionally considers underrepresented voices, supported by broader source databases and community engagement, improves accuracy and relevance in ways that top-down planning alone cannot.

Cultural change is equally critical. Newsrooms need environments where a wide range of journalists can thrive, backed by mentorship, fair pay, and sustainable workloads. Diversity cannot be confined to junior levels; it must be present in the rooms where editorial decisions and organisational priorities are set.

Finally, integration must extend to skills and innovation. Our research shows that young journalists feel least prepared in AI, data, and digital competencies: the very skills shaping journalism’s future. Organizations that invest in training and inclusive product development not only broaden their talent pipeline but also accelerate their ability to innovate responsibly and remain competitive.

The commercial case: Diversity drives sustainability

Ultimately, digital publishers cannot afford to treat diversity as optional. The business case is clear:

• Represented audiences engage more.
• Representative storytelling strengthens loyalty and subscription revenue.
• Diverse teams improve organizational adaptability: crucial in volatile markets.
• Authenticity is becoming a competitive differentiator.

The next generation of journalists, the very people who will shape this industry for decades to come, understand diversity’s relevance instinctively. They are not calling for tokenism; they are calling for transformation.

Diversity is a strategic response to the most urgent challenges facing digital media: trust, innovation, and sustainability. The publishers who succeed in the next decade will be those who understand that representation is a growth driver and who build their organizations accordingly.

The post Diversity is an effective business strategy, not a slogan appeared first on Digital Content Next.

The visibility challenge is fundamental: algorithmic feeds surface content based on engagement rather than quality or brand recognition. Publishers are no longer guaranteed an audience simply because someone follows them. Every post competes equally with creators, memes, and friends’ updates, making traditional media brands just another scroll in the feed.

Media leaders from The Guardian, The Verge, Eater, share how they’re maintaining relationships with younger audiences through platform-native content, personality and experimentation.

The creator connection

Andrew Hare, senior vice president of quantitative research at Magid, and co-author of DCN’s report, “Decoding video content engagement: Gen Z and Gen Y in focus,” points out that creators have fundamentally reset audience expectations. “Creators rewrote the playbook: they win on originality, honesty, and personality,” he says.

Hare notes that the definition of quality has shifted. “At one point it was all about the image, professional appearance; it was basically something you would see on television. Now we realize that when we move into these digital spaces, other factors impact trust. Do you believe the creator or brand? Is it an authentic message? Is it real and unfiltered to some degree?”

The nature of engagement with Gen Z and Gen Y is both reactive and participatory. “I think the remixing, commenting and sharing nature of these platforms has been something that brands have been a bit slower to embrace because it means the conversation might be evolving, and they cede some control,” Hare says. “But, as we are seeing, it is this living conversation that creators have innovated upon and the very thing that provides value on social and YouTube.”

Gen Z trust friends and family most at 88%, followed by individual creators at 79%, with brands at only 61%.  Hare says younger generations are suspicious of brands when they see them in their digital spaces. “Brands need to build trust in much the same way creators have in order to prove they can be authentic and real and provide relevant value. Otherwise, they are just noise and in the way of more engaging content.”

Kate Scott-Dawkins, global president of business intelligence at WPP Media, notes this aligns with broader shifts. “We have also seen this shift in terms of ad revenue globally, a majority going to creator platforms and UGC platforms rather than legacy media.”

Tuning tone: platform fluency and authenticity

Publishers emphasized they’re not lowering editorial standards to compete on social platforms, Rather, they’re translating their journalism into formats that work in algorithmically-driven spaces. The challenge they outlined was capturing attention in those critical first seconds while staying true to their standards.

In a world where audiences connect with individuals over brands, developing recognizable voices within their own ranks isn’t just a creative choice, it’s a strategic necessity for publishers. Journalists who embody the brand’s values can humanize it, build trust, and compete with the authenticity that individual creators command.

Success, then, depends on how effectively newsrooms and social teams collaborate, from story development to publication.

At The Guardian, Max Benwell, deputy head of audience for The Guardian US, says encountering content off-platform doesn’t preclude building direct relationships. “Because people are encountering our content off platform and maybe without context about the Guardian, it doesn’t mean they can’t build a direct relationship with us over time,” he says. “But the key is all about looking at the data we have and making sure our off-platform content is as engaging as possible. Then, because of how the algorithms work, we can trust that they’ll start seeing more and more of us.”

Benwell identifies short-form video opportunities during newsroom meetings and reaches out to reporters. “We’re also trying to create a mutual relationship where they, when they’re working on a story, can come to us and flag it way ahead of time.”

Flagging stories early means social teams can plan authentic, substantive videos rather than scrambling to repackage finished articles, creating content that competes with creators on engagement while maintaining journalistic standards.

Guardian social content is held to identical standards as the website, from brief to script to final edit. If you’re hearing from a Guardian journalist on Instagram or TikTok, it should feel like meeting them in person: knowledgeable, personable, expert, occasionally funny.

At Eater, the focus is on making internal talent more comfortable on camera, with editing and creating social-first content, according to Kaitlin Bray, senior director of audience development for Eater, Punch, Thrillist at Vox Media. “The medium of telling the story has shifted, but the desire to get their stories in front of as many readers still stands,” she says. “Even though the method has changed, I think there’s a lot of natural interest from staffers in sharpening skills or learning new skills.”

She says that Eater leverages advantages creators lack: built authority, unique access, and deep expertise. The effort has been adapting their voice to be more casual while delivering rigorous reporting.

Format adaptation and audience engagement strategies

Publishers tailor their approach based on each social platform’s audience and culture.

“We often find that our followers there are looking for an immediate and direct entry point into stories,” Benwell says. “On social, we’ve experimented with a lot of different formats. But what really resonates are those specific moments, where you kind of land in with a very specific person.”

He points to a recent success with original illustrations by one of his social producers for Naomi Beinart’s ‘new chill girl’ op-ed.  “We did original illustrations for that, which is quite different from what we usually do. It was one of our biggest posts of this year.”

At The Verge, experimentation on social platforms is constant, according to Denise Cervantes, senior social media manager at The Verge. She describes how a recent conversation in a creative meeting about viral Sora videos led to a new video the same day. “We saw that and we’re like, okay, that is like a really good place for The Verge to show up,” Cervantes explains, adding, “The format of the video is just taking the viral AI video and having our host hop in and be like, ‘Hey, this is AI and this is how you can tell.’”

Eater encourages staff-driven experimentation with formats or ideas they’re passionate about. For example, a Gen Z social producer pitched an idea: she’d never tried steak tartare before and wanted to try four in one day, biking around Manhattan and Brooklyn, Bray explains. “That’s not a video concept that I would’ve come up with. It was rooted her in her experience and she ended up making this super fun video.”

Kate Scott-Dawkins notes that highly polished content still has its place, pointing out that massive audiences tune into premium shows like Wednesday. However, she notes that it feels out of place in spaces that started as social platforms. “It feels less genuine in these spaces that started out as social forms, off the cuff pieces of content,” she says.

Perhaps the most critical shift is treating every piece of content as potentially reaching someone who’s never heard of your brand. “Our philosophy really is to treat every Verge video thinking about an audience that doesn’t know who The Verge is,” Cervantes explains. “We can’t always go into it thinking this video is going to get served to all of our followers because of how the algorithm and discovery feeds work.”

Creating quality content for younger audiences and algorithms

While it’s a shift in strategy and fundamental mindset, the publishers we spoke to offered clear guidance for others working to reach younger audiences on social platforms. It requires leaning into personalities and staying on top of trends and algorithmic changes.

Benwell emphasized the importance of being data-informed rather than data-led.

“We have a saying here at The Guardian that we don’t follow the data blindly. We’re data informed, we’re not data led,” he says. “We make a real effort to be aware of the data and know what your key metric is. For us, it’s shares because that’s the metric where our work is being placed in front of more and more people.”

Authenticity remains critical, Cervantes stresses. “Audiences may not always want to connect with a brand, but there will always be that people-to people connection.”

Bray urged publishers not to be afraid of format experimentation while maintaining journalistic rigor. “We still have editors who used to write 1,000-word articles,” she says. “They’re still applying their journalistic skills, they are just figuring out different ways to communicate the information.”

The new landscape is clear: adapt to algorithmic distribution and creator-style content without abandoning your editorial standards. Newsrooms have found that experimentation and staff personality can coexist with rigorous reporting. Meeting younger audiences where they’re at doesn’t mean compromising good journalism. 

For publishers, this means the path forward isn’t choosing between authenticity and polish, or between editorial integrity and platform fluency. It’s finding ways to deliver it all, in formats with voices that feel native to the spaces where Gen Z and Y spend their time.

The post Reaching Gen Z means mastering authenticity and algorithms appeared first on Digital Content Next.

A new study, From Cultivating Fans to Coping With Troublemakers: A Typology of Journalists’ Audience Relationships, examines how journalists and news organizations engage with audiences in today’s media landscape. Drawing on interviews with 52 German journalists working across traditional media, digital-native outlets, and innovation units within legacy organizations, the research shows that audience relationships are central to contemporary journalism and highlights how organizations are already adapting to these realities. Participants reflect a wide range of roles and beats—from politics and science to lifestyle and local reporting—and work across formats including print, broadcast, social media, and newsletters. Together, their perspectives offer media companies a broad view of how journalists navigate audience relationships across platforms, newsroom structures, and editorial contexts. 

Audience evolves from the general public to subgroups and individuals 

Journalists no longer address a single, monolithic public. Media audiences consist of diverse subgroups and individuals—from TikTok followers and newsletter subscribers to marginalized communities and local fans. Segmenting audiences, tailoring content to different platforms, and fostering loyalty within communities are now part of newsroom routines. 

Metrics, comments, direct messages, and live events make audiences more tangible than ever before. Publishers must balance real-time feedback with editorial priorities, using data to measure reach while maintaining journalistic independence. Interaction becomes an everyday part of reporting, providing both accountability and a sense of connection. 

The 11 types of audience relationships 

The study identifies 11 distinct audience relationships: service, representative, conversational, appreciative, community-oriented, coaching, demanding, inspirational, defensive, competitive, and antagonistic. 

Media professionals must move fluidly between these categories depending on platform, story, or context. Reporters may provide essential information in a service role or give voice to overlooked communities in a representative capacity. They may also foster conversational exchanges on social media and draw inspiration from appreciative feedback. At the same time, those same journalists may encounter demanding or antagonistic interactions that require resilience and adaptability. 

Different types of news organizations approach these dynamics in ways that reflect their focus and style. Community-focused outlets prioritize representative and community-oriented ties, giving voice to underrepresented groups and fostering shared belonging.  

Digital-native publishers lean into conversational and appreciative connections, particularly in interactive formats. Traditional brands continue to rely on the service relationship, while adding coaching or inspirational elements to strengthen loyalty. Challenging interactions, including antagonistic and competitive dynamics, are now part of the everyday landscape, requiring newsrooms to balance engagement with critique. 

Continuity amid change in the media industry 

The typology highlights practices that journalists and media organizations already implement. It provides language to describe the variety of audience connections and shows that these connections are not uniform. These connections can range from energizing to draining, collaborative to confrontational. Understanding this spectrum helps explain how journalism adapts across beats, platforms, and formats. 

Audience relationships influence distribution strategies, editorial framing, newsroom culture, and the emotional experience of journalists themselves. Far from undermining professional norms, these relationships add new layers to them. Objectivity, independence, and public service remain central, now practiced alongside relational skills that emphasize empathy, resilience, and adaptability. 

For journalism, this is not a departure from tradition but an expansion. Media organizations no longer serve a passive audience. They operate in a landscape where interaction, segmentation, and emotional labor are embedded in everyday practice. By articulating these dynamics, the research illuminates how journalists manage diverse relationships. It also shows how organizations integrate these practices into their strategies. Finally, it highlights how journalism continues to evolve while sustaining its core mission of serving the public. 

The post Rethinking audience relationships in the media  appeared first on Digital Content Next.

How we deliver news can play a crucial role in why audiences return. Live, interactive news formats are more than a content style. They are also a tool for rebuilding trust, deepening engagement, and strengthening the bottom line.

Trust is fragile, but fixable

This year’s report confirms an ongoing crisis of trust in news. Yet it also offers a glimmer of hope. Encouragingly, 38% of people say they turn to trusted news outlets first, while only 14% go to social media. This reinforces what we’ve long believed: audiences want credible information, but they want it delivered in a way that fits the fast-paced, mobile-first world they live in.

Live blogs and real-time updates play a crucial role here. By showing how information is gathered, when it’s updated, and who is reporting it, live coverage inherently encourages transparency. It’s a format that invites accountability and provides a natural space for in-context fact-checking, source attribution, and even conflict-of-interest disclosures.

Süddeutsche Zeitung saw seven out of its 10 most-read articles in 2023 come from live blogs. They use the format not just to update but to explain, embedding transparency cues and structured fact-checks within its real-time coverage. FAZ achieved over 8x longer retention rates on live blogs than traditional articles: proof that real-time transparency helps retain trust and attention.

There’s also an untapped opportunity in building meta-coverage—live blogs that relate to the reporting process itself. Who broke the story? How was it verified? What questions are still open? During the 2024 U.S. election, Der Spiegel deployed a collaborative newsroom effort, where 33 journalists contributed to a single live blog. Readers could see not just the unfolding story but the multi-perspective editorial process in action. The approach blends speed, transparency, and team-driven insight in one coherent stream. This kind of behind-the-scenes work can help restore confidence in an age of skepticism.

Instant, micro-content

Another key finding from the Reuters report is the growing demand for shorter, more accessible formats, particularly among younger readers. At a time when many consumers feel overwhelmed by endless scrolling and algorithmic content streams, live blogs offer something different. They offer a coherent, time-stamped narrative that delivers key facts quickly, yet with enough context to foster a deeper understanding.

Unlike social media snippets, live blogs are built around editorial judgement. Unlike long-form articles, they’re agile and responsive. They give audiences real-time coverage of politics, sports, and community events on one coherent platform.

For example, during election nights, we’ve seen publications use live blogs not only to report results but also to explain shifting trends, share expert commentary. They also link to explanatory articles—all within one feed. It’s the ideal format for audiences who want to stay informed without being overloaded. A powerful example comes from Stears in Nigeria, which garnered more than 10 times the traffic on its live blog compared to its standard articles during the 2023 elections.

Interactive news as a differentiator

Today’s audiences don’t just want to consume the news; they want to engage with it. Interactive news is the answer. The Reuters report shows increasing interest in formats that allow for interaction and explanation, especially among younger and more skeptical readers.

Live blogs are ideal for interactive features like reader polls, Q&As with journalists and experts, and moderated comment threads, all embedded directly into the coverage. This turns passive readers into active participants and reinforces the human side of journalism.

This is part of a broader trend. For instance, Stuff in New Zealand regularly engages readers through polls and live Q&As. Its Met Gala coverage received over 1,000 reader responses, while Taylor Swift ticketing coverage triggered more than 400 comments in real-time. These aren’t just passive metrics; they reflect an audience eager to feel part of the conversation.

Sustainability and innovation

For publishers facing revenue pressure, these formats aren’t just good for engagement, they’re good for business. Customizable, brand-integrated live feeds open up new opportunities for native sponsorships, affiliate placements, and reader subscriptions. They also drive reader loyalty through habitual check-ins and notifications.

At regional German paper Westfälische Nachrichten, the paywalled soccer live blog achieved a 7.3% subscriber reach—a particularly strong result that demonstrates how high-value, recurring live formats can support subscription strategies. Whether it’s covering a local election or a global sporting event, live blogs are proving to be not just editorial assets but commercial ones.

A strategic roadmap for newsrooms

If there’s one clear takeaway from the 2025 Reuters report, it’s that format is strategy. As automation and AI transform the backend of journalism, publishers must also reconsider the front-end user experience.

Live blogs offer a versatile way for publishers to respond to today’s challenges. By prioritizing transparency and making editorial processes visible in real-time, they help reinforce trust with audiences who increasingly want to understand where their news comes from. At the same time, features like multi-reporter collaboration, easy formatting, AI-powered tools, and partner integrations make live blogs more efficient for editorial teams, allowing them to focus on what matters most: delivering compelling, real-time storytelling. They also meet the growing demand for bite-sized, easy-to-navigate updates, providing a clear, chronological narrative that cuts through information overload.

Crucially, live blogs also create space for deeper engagement. Whether through interactive Q&As, embedded polls, or moderated comments, they transform readers from passive consumers into active participants. And from a business perspective, they unlock new value through repeat visits, increased dwell time, and formats that are ready for sponsorship or brand integration.

Trust isn’t just built on accuracy; it’s built on experience. Audiences want news they can believe and a format that respects their time, attention, and intelligence. With the right tools, publishers can deliver both. Live, interactive news won’t solve all of the industry’s challenges, but as this year’s Digital News Report makes clear, it’s a critical piece of the puzzle, and one that’s ready to scale.

The post Live, interactive news: real-time trust and real-world impact appeared first on Digital Content Next.

Since Google introduced AI Overviews 14 months ago, the AI-generated summaries have hurt publishers’ bottom lines, scuttled search traffic, and impacted ad revenue and subscriptions. This has resulted “zero-click” searches and a sharp decline in traffic, which some have dubbed “Google Zero”. News searches resulting in no click-throughs to news websites grew from 56% to nearly 69% as of May 2025, according to report from digital market intelligence company Similarweb.

About 40% of The Atlantic’s traffic comes from search, CEO Nicholas Thompson told Azeem Azhar, founder of Exponential View. “We’re seeing a significant decline, maybe a 20% decline,” he said. This translates to an 8% drop in overall website visitors, impacting ad revenue, subscriptions, and brand awareness.

AI Overviews appear in 39% of Google queries, according to Website Planet. An estimated 5.6% of U.S. search traffic on desktop browsers last month went to AI-powered large language models, according to market intelligence firm Datos, The Wall Street Journal reported. And analytics company Authoritas found that a site previously ranked first in a search result lost 79% of its traffic if results were delivered below an AI overview.

Whether publishers like it or not, that traffic isn’t coming back. Google Zero looms large on the horizon. Pew Research found that for searches with AI summaries, Google users clicked on a traditional search result link in only 8% of visits, compared to 15% without AI summaries.

And plenty of publishers aren’t happy about things. A legal complaint was submitted to the UK’s Competition and Markets Authority over the impact of Google AI Overviews on news publishers, arguing that Google is abusing its market dominance by using publisher content in AI-generated responses without fair compensation, while simultaneously reducing traffic to news websites. Additionally, The Independant Publishers Alliance filed an antitrust complaint with the European Commission in June, alleging that Google abuses its market power in online search.

Meanwhile, as publishers adapt to this new reality, DCN spoke to some industry experts to reveal what’s working.

Direct relationships important, valuable

Some publishers aren’t waiting for Google Zero, they’re already building the direct audience relationships and cultivating reader loyalty that will matter even more when search traffic disappears.

Hearst Connecticut Media Group strategically builds direct audience relationships as part of its long-term audience strategy. Their GameTime CT high school sports vertical, which serves high school parents, athletes and coaches, drives subscriptions according to Mandy Hofmockel, managing editor of audience at Hearst Media Connecticut.

“It goes above and beyond game coverage and is a formula for success in serving local audiences,” Hofmockel says. “Our high school sports coverage is evolving to be less about the sport itself and more about athletes, their stories around the game. We are building depth, experiences and connections.”

To deepen engagement, the company launched it’s first texting campaign for UConn basketball during March Madness this year, she says. “That platform allowed that small but engaged pool of UConn fans to message us directly with questions on everything from player injuries to coach strategies, to just like where they could watch the game,” she says.  

Hearst Media Connecticut is also deepening its reporting in key local areas, including weather, education and real estate, even adding a meteorologist to its team and developing weather tools and trackers. Hearst’s hyperlocal approach, covering school closures, local weather patterns, and community-specific issues, provides indispensable information creating direct traffic that survives the death of search.

Being a local publisher provides advantage. “We know what it’s like to live in, go to school in and eat across the state. That’s reflected in our coverage and the key coverage areas for the newsroom,” Hofmockel says. “Our readers don’t hesitate to share us with us what they think of our coverage because they feel that connection to us.” This means when readers need to know what’s really happening in their town or city, they come straight to Hearst instead of searching for answers.

Direct engagement, across multiple platforms

BBC Studios has “embraced all manner of platforms to reach audiences wherever they are, from a thriving BBC News WhatsApp channel to Instagram clubs for our Culture super-fans.” However,  their primary focus on building stronger, direct relationships through product innovation and editorial strategy, says Ben Goldberger, GM and executive director of editorial content. “Central to this is the relaunch of our BBC.com site and app, which offers a premium, more streamlined user experience that encouraged repeat visits and deeper engagement,” Goldberger says.

The company rolled out a new pay model on BBC.com in the US, which Goldberger called an important step in strengthening the connection with their most passionate users. The launch of the new pay model will help them gain greater insight into their audiences’ preferences and behaviors, and to strengthen those connections.

“One constant has been our commitment to our owned-and-operated channels,” he says. “We have seen meaningful success driving engagement on our platforms as we reduce reliance on those of others.”

BBC Studios operates 11 regular newsletters for global audiences, spanning topics from US politics to personal health. Goldberger says the response to these has been incredibly encouraging. “Our newsletters subscribers are deeply engaged with our work, regularly visiting BBC.com from newsletter links and taking the time to send thoughtful, considered feedback,” he says. “Indeed, the outpouring of notes from readers of our In History newsletter led us to create a recurring section featuring reader memories that is among the most popular.”

BBC Studios aren’t just creating an email list, they’re creating a feedback loop where engaged newsletter readers become content contributors and reliable traffic drivers. It’s a two-way relationship that generates both audience loyalty and editorial material. BBC Studios owns every touchpoint in the reader journey, making them insulated from external platform disruptions like Google Zero.

Building stories AI can’t replicate

David Skok built The Logic, a Canadian business publication focused on technology and innovation, as a subscription-first publication from launch in 2019. “Our business model necessitated us having a direct relationship with our readers from the start,” the CEO and editor-in-chief says.

In a recent column about AI’s impact on journalism, Skok delved into the existential question facing publishers as AI upends traditional web discovery. He believes in creating stories that no AI platform can summarize accurately.

“If you’re writing stuff that is yours, exclusively yours, you cannot get anywhere else and isn’t answered in just one pithy response from a chat engine, that’s how you’re going to win,” he continues. “The thing that’s really still going to differentiate you is what stories are you assigning and what stories are your reporters pitching? Are they things that you cannot get anywhere else?”

Beyond content strategy, The Logic is intentional about their audience engagement. “I think intimate events are really working,” Skok explains, describing some of The Logic’s recent events. “We’ll go to a place like Calgary or Vancouver and have 30 people for breakfast and just talk about the issues of the day, bring in one of our columnists, and those kinds of things are extreme value for a smaller group of people. And they feel it.”

The Logic also has a Slack channel for direct engagement with reporters, and hosts virtual events based on breaking news. “We try to make sure that our readers understand that what they’re getting with The Logic subscription is way more than just access to ungated content behind a paywall,” he says.

Beyond the (zero) click

“Publishers will have to shift their expectation expectations from some of the primary referral sources we’ve relied on in the past,” Hofmockel says. “It doesn’t mean we completely give up on search and social. But we have to adjust our strategies and find additional ways to connect with our communities.”

As one publisher noted in the Tow Center’s May 2025 report Journalism Zero: How Platforms and Publishers are Navigating AI, “there’s no way around the platforms” because “the platforms are … where the audiences are.”

As publishers focus on direct relationships, they continue to make sure they’re “maximized for visibility,” on Google because “it’s still an important channel for distributing our work,” Hofmockel from Hearst says. However, it is important to take a strategic, rather than dependant, approach. In other words: never be solely dependent on platforms for your core business model.

Hofmockel believes it’s an opportunity to reevaluate not just audience strategies, but publishers’ content approach. “We can build new, distinctive products (that) are rooted in data, go deep in the categories that matter… and make sure we’re giving readers reasons to come and subscribe. Building around these needs with expert reporting will make us essential with or without platforms,” she says.

Building direct relationships, on whatever platforms you own, whether it’s newsletters, events podcasts, or content verticals, publishers must be conscious and intentional about owning their audiences, according to The Logic’s Skok.

“I think that’s the most important relationship you can have, and it’s the one that will allow you to withstand this change. The thing with a subscription business, like a paywall business like we have is, it’s so much harder to build it up. It’s slower, it’s more methodical. There’s no quick hack, growth hack to make it happen. But once you’ve built it up, it’s really hard to tear it down because these readers are invested in your success.”

As AI reshapes digital discovery, publishers who cultivate direct, meaningful relationships with engaged audiences, position themselves to survive and thrive in the post-Google Zero landscape.

The post Direct audience engagement is key to surviving Google Zero appeared first on Digital Content Next.

Live blogs are emerging as one such alternative for transparent journalism, offering fact-checked, real-time updates in an engaging format. Used by leading publishers like Der Spiegel in Germany and The Guardian in the UK, live blogs combine bite-size news, micro-videos, and interactive elements, giving journalists a powerful tool to engage their audiences while maintaining credibility.

A sustainable path for journalism

Half of U.S. adults get news from social media platforms like Facebook, X and TikTok, unfortunately that has only contributed to their declining trust in traditional media outlets. And the proliferation of fake news on social media demands new channels that provide information just as quickly and personally—while ensuring factual accuracy.

Live blogs strike a crucial balance between speed and accuracy, ensuring that audiences receive up-to-the-minute information without the risks associated with unchecked social media posts. They empower journalists to report transparently, involve their audience in the storytelling process, and foster genuine connections. As leading German news provider, the Sueddeutsche Zeitung, commented:

“Live blogs enable news to be shared with audiences while other in-depth reports, reportage, or commentaries on the event are prepared. In a sense, they show storytelling in the making.”

Direct interaction through comment blocks and Q&As, for example, allow journalists to go beyond basic updates to establish and meet user needs in an audience-first approach that fosters deeper connections. Videos showcasing their work make news organizations more relatable and trustworthy, while the ability to build transparency into reporting processes by clarifying sources, linking directly to primary documents, and issuing real-time corrections, stand live blogs apart from the fast-moving, unregulated world of social media.

Personality goes a long way

We know that the social and personal element of influencers is a major draw for audiences. With their less formal structure, live blogs allow journalists to bring a bit of their own personality into their reporting, whether through their tone, choice of details, or even small touches like author photos and location tags: “On the ground in D.C.” or “Live from the Oscars red carpet”.

A more casual style isn’t suitable for every story, but Der Spiegel’s recent Grammys live blog suggests there is room for opinion in live coverage. The witty back-and-forth between the reporters added depth and personality, making it feel more like a conversation than information feed, and turning a passive read into a shared event experience. As live blogs continue to evolve, they offer a powerful way for journalists to engage their audience on a more personal level while maintaining journalistic integrity.

By prioritizing transparency, authenticity, and connection, news organizations can rebuild audience trust and position themselves as authoritative sources in a crowded media landscape. This commitment to openness builds credibility, combats misinformation, and strengthens the relationship between journalists and the public—fostering deeper engagement and loyalty. And in 2025, that will be more crucial than ever.

Engaging younger audiences with interactive micro-content

Short-form video content has become a dominant format in social media, with platforms like TikTok popularizing the trend. However, while social media may excel at capturing attention, it often lacks editorial oversight. Live blogs, on the other hand, allow media organizations to blend micro-content—such as short videos, Q&As, and polls—with verified news updates that audiences can trust. This interactive approach keeps younger audiences engaged while ensuring that the information they consume is accurate and relevant.

Stuff often uses live blogs to great effect, covering events such as The Met Fashion Gala to keep readers up to date with the outfits on show and drama as it unfolds. By incorporating expert written comment and video snippets, readers were brought closer to the event. Audience surveys enabled reporters to gain real-time feedback from readers, who in turn could actively participate in the coverage they consumed, creating a compelling, participatory experience.

Mobile-first and second-screen experiences

The way people consume news has shifted dramatically. Television audiences continue to decline, while mobile devices have become the primary gateway to news and entertainment. Live blogs cater to this shift by offering mobile-first, responsive designs that provide seamless access across devices.

Additionally, live blogs enhance the “second-screen experience” by integrating real-time stats, analysis, and background reports. Whether covering a sports match, a political debate, or a major breaking news event, live blogs give audiences a richer, more immersive experience than passive social media scrolling.

One of the world’s longest-running and most-watched non-sporting events, The Eurovision Song Contest, is a great example of this in action. From the performances on stage to the backstage dramas, national titles such as The Irish Independent used their live blog to provide followers with a second screen to participate in the antics of this diverse and elaborate spectacle.

Strengthening community ties

In the race for digital engagement, national and global media outlets often overlook the power of local reporting. However, hyperlocal content is experiencing a resurgence as audiences seek news that directly impacts their communities. And people often turn to social media groups for interaction at a neighborhood level.

Live blogs offer an ideal alternative for this type of coverage, enabling media companies to provide real-time updates on local events, elections, and sports teams. In the summer of 2024, heavy rain caused severe flooding across Germany and other parts of Europe. Reporters from a range of national and regional titles covered the situation via live blogs for days on end, often late into the night, to keep local readers informed on their situation in their area. Readers spent an average of 5 minutes on the live blogs to keep abreast of updates and prepare for the floods.

By focusing on hyperlocal reporting, publishers can build stronger community ties, enhance audience loyalty, and support long-term engagement through subscription models.

Engagement with responsibility

The social media era has prioritized virality over veracity, often at the expense of journalistic integrity. As regulatory pressures increase and audience expectations shift, media organizations must embrace formats that prioritize both engagement and responsibility in order to win back audience share with viable alternatives.

Live blogs present a sustainable solution. By offering real-time, fact-checked news in an interactive format, they provide a compelling alternative to social media’s often chaotic and unreliable ecosystem. Publishers that invest in live-blogging technology will not only enhance audience trust but also future-proof their reporting strategies in an increasingly uncertain digital landscape.

The post Why live blogs are the key to trustworthy news appeared first on Digital Content Next.

Arc XP recently hosted a webinar featuring Mark Zohar, President and CEO of Viafoura, to explore how publishers can cultivate thriving communities. Below, we break down the key insights, strategies, and real-world examples that highlight why community-building is essential for long-term success.

Why community matters more than ever

Traditional approaches to audience acquisition, like relying on social media platforms for referral traffic, are no longer reliable. Social networks like Facebook and X are sending less traffic to publishers, and the rise of alternative content platforms like Substack and podcasts has further fragmented media consumption. Meanwhile, changes in Google’s search algorithms, which prioritizes user-generated content and community engagement, are shifting how audiences discover information.

Anthony DeRosa, former Head of Content and Product at ON_Discourse, expresses the urgency of this shift when he said, “Media companies should own their audiences. They’ve allowed tech companies to steal their content and monetize it by providing a platform for readers to discuss it. How absurd is that?”

The solution? Own your audience. Create spaces where audiences don’t just consume content—they engage with it, discuss it, and contribute to the discourse. As Mark Zohar put it, “An audience listens, while a community interacts, shares, and grows together.”

The benefits of community-building

An effective community strategy provides tangible benefits, including:

• Higher Engagement & Retention – Community members spend 5.3x more time on-site and visit more frequently than anonymous users.
• Increased Conversions – A strong community drives higher registration and subscription rates, with members being 31% more likely to pay for a subscription.
• Reduced Churn – Engaged community members are 2.5x less likely to unsubscribe compared to passive readers.
• Better First-Party Data – Communities provide valuable user insights, helping media organizations develop targeted advertising and personalized campaigns.
• Stronger SEO – Google now prioritizes user-generated content, meaning active community engagement can significantly boost search rankings.

The Financial Times’ Next Gen News: Understanding the audiences of 2030 study found that younger, digitally native audiences are particularly drawn to participatory experiences. Many skip over full articles and head straight to the comments section to gauge the conversation. For them, community interaction isn’t just a feature, it’s the primary draw.

Building a community: the TRIBE framework

To successfully transition from an audience to a community, Zohar introduced the TRIBE framework, originally developed by Greg Isenberg, CEO of LateCheckout and former TikTok and Reddit Advisor. This framework serves as a guide for media organizations to evaluate how they are fostering community within their brand. TRIBE stands for:

• Togetherness – Are we creating spaces where users can engage directly with our content and each other?
• Rituals – What habits or recurring experiences keep our users coming back, such as weekly Q&As or interactive polls?
• Identity – How are we fostering a sense of belonging through shared interests and values?
• Belonging – Are we giving users a reason to feel invested in our community’s success?
• Engagement – What opportunities are we providing for active participation, from commenting to user-generated content?

Leveraging the creator economy

A thriving community attracts creators, influencers, and contributors who can help expand reach and enrich discussions. To tap into this potential, media brands should actively collaborate with content creators, bringing fresh perspectives and loyal audiences into their ecosystems. This can be achieved through partnerships on platforms like TikTok and Instagram, as well as influencer collaborations within their own channels. By offering monetization opportunities and fostering engagement-driven spaces, media brands can encourage influencers to participate directly on their platforms rather than relying solely on external networks.

Examples of media brands successfully leveraging the creator economy include:

• Yahoo for Creators – A platform that offers writers a community to share expertise and connect with engaged readers.
• Forbes Contributor Network – A model where industry experts contribute content while benefiting from Forbes’ audience reach.

Community-building is a strategic priority

Community-building isn’t just about engagement. It is a direct driver of business growth. Organizations that invest in fostering vibrant communities see measurable benefits across key revenue and operational metrics:

• Higher Revenue Per User – Community members generate 5x more revenue than general audiences.
• Registration Growth – Implementing community features can double registration rates by offering a compelling value exchange.
• Sustained Engagement – For some early adopters, community interactions now drive over 30% of total site registrations.

A well-designed community strategy transforms media brands from content distributors into engagement hubs, where audiences aren’t just passive consumers but active participants contributing to the brand’s success.

Foundations for a successful community strategy

For media brands looking to build a thriving community, success depends on three core pillars:

• Intention – Community-building must be treated as a business strategy, not an afterthought. Define clear goals, KPIs, and secure executive buy-in to ensure long-term commitment.
• Cultivation – A strong community is built on trust and inclusivity. Active moderation, clear user guidelines, and engagement incentives create a safe space where discussions flourish.
• Operationalization – A community can’t sustain itself without consistent efforts. Media organizations must develop editorial playbooks, monetization models, and regular engagement cadences to ensure continued growth and participation.

The path forward: own your audience

Media companies can no longer afford to rely on third-party platforms to engage their audiences. Instead, they must take control by fostering direct relationships through community-driven experiences.

The future of media isn’t just about publishing content. It is about facilitating conversations, connections, and shared experiences. By embracing community-building as a core strategy, publishers can create deeper loyalty, drive sustainable revenue, and future-proof their businesses in an era of increasing digital fragmentation.

The post 2025: The year to reclaim audiences and build community appeared first on Digital Content Next.