A few weeks ago Jeremy Hunt, the UK coalition government’s Culture Secretary, unveiled new plans for media provision in the UK. “We need to do something to stimulate investment in new media services that give a proper voice to local people,” he told BBC Radio 4’s Today Programme. He is seeking to encourage commercial public service broadcasters (PSBs) including BBC, ITV and Channel 4 to back a new generation of local TV and online services by making the provision of local sevices a condition of their licences.
There have been many moans and groans from several quarters, not least the PSBs themselves over the viability of these grand plans. Indeed it is proably internet TV, not digital terrestrial television, that is most promising in the local TV revolution. Internet TV also presents an opportunity for other organisations such as local newspapers and smaller niche outfits to get into the game. In a major sense this is already happing through digital convergence, as video becomes a major factor in online publication. There are already many local internet based news outlets using existing broadband technology. There has been an interesting comparison between two cities, one here and one in the US:
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This may be the trajectory we’re already on.
So the notion of Digital Britain charges on. But what does it mean for businesses and their handling of this media in the UK?
Let’s recap. Over the last 18 months, events affecting Toyota and BP have dealt catastrophic blows to the reputations of these two mighty companies. Poor PR efforts and, more noticeably, disastrous media handling contributed significantly the severity of their respective crises.
As successful UK companies ever expand their markets, providing vital products and services increasingly impinging on the lives of millions, be they pharmaceuticals through to computer chips, the likelihood and impact of intense media storms in similar circumstances increases. And with the approach of more localised digital media capability, that impact and likelihood increases even more. Well, that’s our contention anyway.
Two counter arguments are often expressed by small and medium enterprises. One: surely it’s all about social, new, digital media nowadays, not the good old-fashioned spokesperson in front of a camera. Two: we’re not BP. The national and international media will never focus on us; we’re just too small and therefore off their radar.
This is flawed logic. Regarding social media – all that tweeting, blogging, websites and the like – the marketing departments are increasingly getting involved in that, and rightly so. But in crisis, it is about people, not so much technology. People want someone, not something, to reassure them. Besides, it is that very technology which is paradoxically enabling the personal interface. The traditional media interview, once destined for the six o’clock news and maybe the ten o’clock slot but then forgotten about, now readily enters the internet echo-chamber, to be viewed and, more importantly, critiqued and commented upon, over and over again online on YouTube or BBC iPlayer, across the world, with interest fuelled by a tidal wave of Tweets and blogposts. New social media has made the skills of the traditional spokesperson even more important.
On the second point, technology now allows the ‘harvesting’ of ever more low level news by the larger media outlets, making the tactical issue a strategic problem very quickly. That technology has also enabled the citizen journalist. And with increasing decentralisation and access to media bandwidth for local PSBs, the camera will be ever closer to one’s business. The chances of that interview being required, especially during a crisis, are increased. Technology is ensuring that, when it comes to even a minor crisis, there will be no way of hiding it, the potential of exacerbating it and the possibility of rapidly widening coverage of it.
Counter-intuitively, digital Britain and the local TV revolution merely increase the need for good old-fashioned media skills.
You have been warned.