Research / Insights on current and emerging industry topics

Teens and the news: navigating distrust and defining what’s next

December 2, 2025 Rande Price, Research VP – DCN

Teens have grown up in an always-on information environment. They scroll through feeds that mix news, entertainment, opinion, advertising, and misinformation. They live inside a swirl of voices that compete for their attention and reward reaction over clarity. As a result, today’s teens approach news with deep skepticism and strong emotion, according to a new report from the News Literacy Project.

The report underscores how valuable this audience is for news organizations and how important it is for news organizations to understand their expectations. The latest U.S. Census data shows 69.31 million Gen Z individuals living in the U.S., totaling more than 20% of the population. Their spending power is projected to reach $2.7 trillion in the next few years and as much as $12 trillion by 2030, according to NielsenIQ. However, this large and influential audience brings new challenges, interests, and expectations for the news media.

Negative impressions

The News Literacy Project report shows that teens hold overwhelmingly negative impressions of the news media. When researchers ask teens for a single word that describes news media today, 84% choose a negative one. The most common responses include “Fake,” “Crazy,” “Boring,” “Biased,” and “Sad.” A word cloud in the report fills with these terms, bold and unavoidable. Teens also describe the news environment as chaotic, overwhelming, inflammatory, and stressful. They form these views long before they develop steady news habits. They live in an information ecosystem that presents news as noise instead of a tool for understanding. They experience news as something that interrupts rather than one that informs.

Mixed views on journalists

Teens are also skeptical about journalists themselves. When teens think about what journalists do well, 37% offer a negative response. Many say journalists lie, deceive, exaggerate, or push an agenda. These reactions show how deeply teens mistrust the content they encounter. At the same time, teens also point to traits they admire about media pros. They highlight informing the public, uncovering the truth, and creating strong storytelling. The report suggests the mix of frustration and hope implies something deeper. They understand journalism as an ideal separate from the sloppy, crowded feeds they scroll through every day.

Teens want honesty, accuracy, and fairness

Teens care most about accuracy and honesty. When researchers ask how journalists could improve, teens focus first on getting the facts right. Their strongest cluster of feedback centers on truthfulness. They want reporting that includes multiple perspectives, explains the full story, and offers fairness and clarity. They want journalism that informs rather than inflames. Teens do not reject the idea of news; they challenge the versions they see most often.

Teens also express clear expectations for journalism. About 41% say honesty and factual accuracy matter most, and another 20% ask for less bias and stronger balance. When teens point to positive actions journalists take, they most often cite informing the public and uncovering the truth. Their expectations align closely with the strongest principles of standards-based journalism. They want reporters who demonstrate credibility, show their work, and respect their audience.

Confusion about journalism

The News Literacy Project also identifies widening confusion among teens about how journalism works. Many teens believe unethical actions take place far more often than standards-based practices. They believe journalists take photos or videos out of context, make up quotes, or give advertisers special treatment.

These beliefs have arisen from the information landscape teens navigate every day. They see content that looks like news but ignores journalistic standards. They see creators who chase attention through tactics that break the rules of credible reporting. Because teens encounter these blended forms of information nonstop, they often treat all content as equal and struggle to distinguish between reporting, entertainment, persuasion, and fabrication.

Teens signal what they need from news

The research reveals serious challenges, yet it also shows momentum. Teens hold the potential to become a significant new audience for news companies. They want reporting that treats them as thoughtful people who seek meaning, not noise.

They express frustration because they rarely see consistent standards in the content that reaches them. Their critiques point to gaps in clarity, confusion about information types, and constant exposure to low-quality or misleading content. Yet even as they voice these concerns, they show a clear appreciation for accuracy, balance, and reporting that earns their trust. Their expectations align with the core principles of credible journalism. This audience offers news organizations not just feedback, but a roadmap for building meaningful, lasting connections with a rising generation of news consumers.

Audiences | Diversity, Equity & Inclusion | Industry-Research

Diversity is an effective business strategy, not a slogan

December 1, 2025 Naomi Owusu, CEO and Co-founder – Tickaroo

As political winds shift and some organizations quietly scale back their DEI commitments, new research suggests this retreat comes at exactly the wrong time. In Tickaroo’s Next-Gen Journalism Report, almost 90% of the 172 journalism students and early-career reporters surveyed said diversity and representation are essential to journalism’s future. Nearly three quarters called for systemic changes in hiring, decision-making, and access to opportunity.

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.

-Netflix tokenization for streaming recommendations-

Industry-Research | Research | Video

Smarter discovery is the next big streaming opportunity

November 18, 2025 Rande Price, Research VP – DCN

The success of streaming is creating both abundance and friction. Viewers have more to watch than ever before. Yet finding something they want often takes too long. As audiences face growing fragmentation, there’s a clear opportunity to make content discovery intuitive and rewarding again.

According to Gracenote’s 2025 State of Play report, audiences still love streaming, but the thrill of seemingly infinite choices has become an endless maze. The challenge isn’t that viewers don’t want to watch; it’s that they can’t easily find what they want. Streaming is maturing, and the next phase of growth depends on improving how people discover and engage with content.

The paradox of streaming abundance

The data shows a streaming market still expanding. The number of free ad-supported streaming (FAST) channels continues to climb, and global streaming services keep expanding their catalogs. As the supply of entertainment keeps rising, viewers bounce among apps and subscriptions in search of something to watch.

-chart showing the rate of content growth for SVOD and fast and how it impacts streaming search, navigation and discovery-

Nearly half of all streaming viewers say it’s getting harder to find what they want. They spend an average of 14 minutes searching before pressing play, with younger audiences spending even more time. Nearly 50% state they would consider canceling a service because they can’t find something to watch.

The challenge is especially evident in live sports. To watch every NFL game, fans need access to several different services. That complexity turns loyal fans into frustrated detectives. Streaming freed audiences from linear schedules, but freedom without guidance risks undermining engagement.

Audiences aren’t turning away from streaming; they are asking for better experiences. Many viewers want a service that tells them where to find a specific program, even if it’s on another platform. Others want recommendations shaped by their own preferences such as release year, mood, or country of origin. And 84% say layout, images, and program descriptions define the value of a service

Streaming is no longer just about access to endless content. It’s about how people feel when they engage with a service. The viewer experience has become the product, and personalization now sits at the center of every strategy.

AI and the future of streaming discovery

Gracenote’s report identifies a powerful accelerant. Generative AI and large language models (LLMs) can transform how audiences search, browse, and decide what to watch.

Traditional search depends on keywords. Type “Seattle TV shows” and you get a static list. LLM-driven discovery understands nuance: “What’s a good comfort show set in Seattle?” or “Where can I watch the Dodgers game tonight?”

AI models trained on harmonized entertainment data can connect viewers with accurate, real-time results. They can unify metadata across multiple catalogs and rank results by popularity, critical acclaim, or mood.

For media content companies, these capabilities mean stronger engagement. Better discovery leads to less searching, fewer abandoned sessions, and lower churn. AI-enhanced interfaces can reintroduce a sense of curation, the element many viewers miss from traditional TV, while still offering the flexibility of streaming.

Common standards for streaming navigation

The real opportunity isn’t to compete for every minute of attention, but to help audiences navigate abundance. Unified discovery doesn’t require every service to merge libraries; it requires smarter metadata, richer taxonomies, and collaboration on common standards.

Companies that take this approach can turn fragmentation into differentiation. They can become a trusted guide, not just another destination. By understanding how mood, time of day, or current events influence viewing decisions, they can deliver more relevant recommendations and seamless journeys. Currently, when looking for something to watch, only 28% of streaming viewers report choosing content based on a service recommendation (30% in the U.S.).

Viewers don’t resent moving between services; they resent confusion. Helping them find something to watch, even if it’s hosted elsewhere, builds loyalty through transparency. This is about expanding the value exchange between viewers and brands. Companies that empower discovery, even beyond their own platforms, strengthen trust and remind audiences that the success of streaming depends on serving people first.

-chart showing consumer dissatisfaction with streaming recommendations, in part because of poor search, navigation and discovery-

Search for streaming success

For media executives, Gracenote’s data affirms what many already sense. Engagement isn’t just about how much people watch; it’s about how confidently they navigate the streaming environment. When viewers spend 14 minutes searching, that’s 14 minutes of potential disengagement. When they give up entirely, that’s a lost connection and possibly a lost subscriber.

Fragmentation won’t reverse itself. If anything, it will deepen as new services, FAST channels, and specialized platforms emerge. The solution isn’t to rebuild the old cable bundle. It’s to create bridges of intelligent, data-driven, audience-centered pathways that make the ecosystem easier to explore. AI can help.

Success comes down to intention: seeing curation not as nostalgia, but as streaming’s natural next chapter. Engagement thrives when innovation is paired with clarity and when abundance feels accessible rather than overwhelming. Elevating content discovery will define the future, not by expanding catalogs, but by guiding viewers through them. This is a moment to transform data into discovery, and discovery into delight.

Opening image source: Netflix TechBlog

-old fashioned microphone on top of coins to suggest podcast revenue growth-

Industry-Research | Research | Revenue

Podcasting’s next stage of growth begins with clarity

November 11, 2025 Rande Price, Research VP – DCN

Podcasting continues to expand its influence across culture, commerce, and politics. Yet the latest State of Audio Advertising report from Oxford Road shows that the industry’s rapid growth creates new challenges in measurement, definition, and alignment that are holding it back.

This report captures a market full of promise but constrained by fragmentation. It paints a picture of an industry with surging audience demand, growing ad spend, and accelerating experimentation, but also one struggling to speak a common language. Publishers must respond to the need to more clearly define and align terms, metrics, and more for podcasting to realize its full potential.

The leaders find clarity amid fragmentation

Oxford Road describes podcasting today as “a new kind of chaos.” Definitions are blurred, ownership within marketing teams overlaps, and measurement standards vary by platform. Even basic questions, what qualifies as a podcast, or how to count impressions, remain unresolved.

Despite this, leading publishers are finding stability through consistency and alignment. The report highlights the tension between open RSS distribution and platform-specific shows, noting that this confusion hinders advertiser confidence. Those offering clear definitions and uniform reporting stand out as trusted partners.

Podcast ad spending in the U.S. is expected to reach $2.55 billion in 2025, up 47% since 2022. But “inconsistent ROI frameworks” still slow advertiser confidence. Organizations that define podcasting clearly, both internally and externally, maintain steadier revenue and stronger brand trust. Clarity is becoming a competitive advantage.

Video drives discovery and reach

Audio remains the medium’s core, but video is transforming how audiences discover and consume shows. Oxford Road cites Edison Research data, which shows that YouTube now accounts for 25% of all U.S. podcast listening, making it the single largest platform by reach.

Oxford Road calls this “video-led listening,” where video extends reach and awareness even when audiences ultimately engage through audio. Video boosts discoverability and monetization but complicates measurement. Pixel tracking is unavailable on YouTube, and attribution remains inconsistent across platforms.

The most successful publishers integrate video strategically, using it to complement, not replace, the intimacy, credibility, and depth of spoken-word audio.

Measurement-minded publishers attract investment

Measurement remains podcasting’s biggest obstacle. Oxford Road’s What Brands Want 2025 survey found that nearly half of marketers cite limited performance data as their top barrier to investment. More than three-quarters said they would increase spending if YouTube offered measurement comparable to pixel-based attribution. This lack of consistent insight continues to hold back growth in podcast investment. Even more striking, 76% say they would increase investment if YouTube podcasts offered measurement comparable to pixel-based digital attribution.

chart showing barriers to podcast revenue growth

The report details the industry’s current “metric mayhem.” Advertisers juggle promo codes, vanity URLs, and clean-room data that rarely align. The result is wasted time, conflicting results, and suppressed investment in what remains a high-potential medium.

In response, Oxford Road is convening an Alliance for Measurement in Podcasting (AMP) task force. The group includes leading brands, platforms, and agencies working to standardize performance attribution and audience measurement. The report suggests that those engaged in this type of collaboration are laying the groundwork for scalable and repeatable growth. Clearly, alignment on metrics equals acceleration in investment.

Credibility drives podcast performance

Oxford Road calls 2024 “The Podcast Election,” pointing to the moment when the medium transitioned from a niche format to a major force in shaping public opinion. During the campaign cycle, candidates and advocacy groups leaned into long-form, host-led, trust-based media to reach audiences that traditional advertising struggled to engage.

That shift highlights podcasting’s central strength: credibility. Listeners see hosts as trusted sources, and the relationships they form translate directly into advertising effectiveness. The report notes that this trust-based environment is attracting new categories of advertisers and more direct response spending.

The broader takeaway is that influence and authenticity define podcasting’s commercial value. Publishers and creators who understand the emotional connection between host and audience are better equipped to maintain brand-safe environments and drive measurable outcomes. Credibility is a key differentiator.

Definition and alignment unlock scale

Oxford Road’s call to action for the industry is clear: define, align, and scale. The agency urges consensus around a shared definition of a podcast as “an audio-driven, on-demand program rooted in the spoken word, typically episodic, conversational, and distributed via open RSS or other platforms, often supplemented by video.” This definition bridges the gap between the medium’s origins and its evolution toward multimedia formats. It creates space for innovation while preserving the integrity of audio-first storytelling.

Once definitions are established, alignment on measurement and performance can follow. Oxford Road believes that this clarity will unlock a “wildly undervalued channel,” positioning audio as an efficient and trusted form of digital engagement.

Podcasting continues to grow. But its next phase depends on shared standards for definition, data, and performance. The momentum is real, but so are the constraints. Only through collective clarity can podcasting realize its full commercial and cultural value.

-team collaborating on innovation and media sustainability-

Industry-Research | Research | Revenue

Small publishers model sustainable media strategies

November 3, 2025 Rande Price, Research VP – DCN

Around the world, news organizations are rethinking their models to build resilience, strengthen audience relationships, and invest in the tools that support quality journalism. A new global study offers a clearer picture of how those efforts translate into financial stability. The News Sustainability Project 2025 Report , from FT Strategies and the Google News Initiative, analyzes data from 700 publishers across markets and media types. It explores the factors that drive profitability and long-term resilience in today’s news industry.

The research defines sustainability as the ability to deliver on a journalistic mission while maintaining financial stability. The report identifies four foundations that underpin success: product and audience, monetization, operational readiness, and financial resilience. Publishers that strengthen these areas consistently outperform peers in profitability, innovation, and adaptability.

The results show that independent digital-native publishers are thriving in underserved markets, while established regional and national players are modernizing through digital transformation. Across this spectrum, success depends less on scale and more on clarity of purpose, innovation, and culture.

Small digital natives are rewriting the rules

One of the report’s most surprising findings comes from digital-native outlets with fewer than 50 employees. They are thriving and most often operate with lean budgets and off-the-shelf technology. Seventy-two percent of these small publishers already turn a profit, and half report margins above six percent. Many focus on local or niche communities overlooked by larger media organizations. Their success challenges long-held assumptions that sustainability requires scale or legacy infrastructure. Instead, agility, efficiency, and community relevance are their competitive advantages.

In the United States, lean models such as Times of San Diego and 6am City illustrate this shift in action. Both run profitably with small teams, efficient technology, and high engagement. 6am City operates 25 local newsletters reaching one million subscribers with an open rate near 50%, showing how focus and consistency can drive growth. The Post and Courier in South Carolina, meanwhile, illustrates how regional legacy outlets can modernize successfully through audience development and subscriptions.

Digital transformation accelerates

Across all markets, digital transformation defines strategy. Digital-forward publishers expect a 9% shift from print and advertising toward digital consumer revenue within three years, while the most profitable anticipate a 13% shift. Even in print-dominant regions such as Latin America and South Asia, publishers plan for double-digit declines in print income offset by digital gains.

Many legacy publishers still depend on print as a financial bridge. While print revenue continues to generate profit, leaders use those earnings to fund technology upgrades, product development, and newsroom innovation. In effect, they are transforming a declining business line into an engine that funds their digital future.

Diversification strengthens resilience

Advertising remains an important revenue stream, but diversification now defines sustainability. Digital natives expect subscription revenue to rise by 5%, and the most profitable forecast at 7% growth. Leading outlets are expanding into donations, events, and information services. The report finds that digital-forward publishers with three or more significant revenue sources record higher average profit margins than those with fewer.

The report shows profitability rises with direct audience engagement. Among profitable publishers, 41% have logged-in rates above 7.5%, while only 15% of unprofitable publishers reach that level. Logged-in readers are more valuable because they convert more easily to subscribers and enhance advertising through first-party data. As referral traffic from search and social platforms declines, publishers increasingly rely on registration walls, newsletters, and direct sign-ups to build lasting connections. Profit follows the login and publishers that own their audience data outperform those that don’t.

Technology, editorial investment, and cash discipline

Profitability also correlates with investment in technology, editorial quality, and cash management. Publishers with robust technology infrastructure and sound financial planning report higher margins and stronger readiness for the future. The data here shows that digital-forward publishers manage costs tightly while investing in customer research and product innovation. In contrast, some publishers cut editorial spending to protect short-term profit. This often leads to a “doom loop,” a cycle where weak products erode audience trust and reduce revenue.

In addition, most publishers surveyed say AI is a strategic priority, whether to automate workflows, personalize content, or enhance reporting. Local outlets use AI to improve efficiency, while larger organizations employ it to differentiate their products.

Although AI adoption does not yet correlate with profitability, it signals a growing maturity across the industry. In the United States, experimentation continues to expand, especially around data insights and multilingual publishing.

The News Sustainability Project 2025 Report delivers a clear message of progress. Media companies are proving that sustainability is achievable when strategy centers on audience insight, purposeful innovation, and disciplined investment in people and technology. Their success depends on strong leadership, smart investment in people and technology, and a continued commitment to local journalism that informs and connects communities.

DCN-Research | Research

Digital media subscription market holds steady despite higher costs

October 30, 2025 Rande Price, Research VP – DCN

DCN members can access the full Digital Subscription Tracking Report for Q3 2025 after logging in or registering an account (top right corner). Once logged in, a download button will appear below the text of this article.

DCN’s Q3 2025 Digital Subscription Tracking Report reveals that the U.S. digital media market continues to show stability despite rising costs. Nearly all U.S. households (97%) maintain at least one digital media subscription, reflecting consumers’ sustained commitment to entertainment and information even amid price increases. Average monthly household spending climbed to $151.05, up from $149.64 in Q2, signaling both price adjustments and ongoing engagement with digital content.

While the overall market remains mature, shifting consumer preferences—particularly toward ad-supported and bundled offerings are reshaping how households manage their subscriptions across streaming video, digital publishing, and audio.

Subscription confidence rebounds

Consumer sentiment is strong, with more households planning to add rather than cancel services. The market recorded its strongest net gain in two years (+8.8%), underscoring confidence and ongoing willingness to explore new digital offerings.

Ad-Supported streaming grows

Subscription video on demand (SVOD) continues to dominate, with 92% of households maintaining at least one service. However, the model mix is shifting: 76% of SVOD subscribers now use ad-supported tiers, a sharp increase driven by Disney+ (+28%) and Netflix (+26%) adoption. This marks a clear evolution as streaming services balance growth with affordability.

Bundling expands across categories

Bundling remains a key retention strategy and value driver. Over 57% of SVOD subscriptions are now part of bundled offerings, helping reduce churn while expanding cross-category engagement. Beyond video, bundling is also gaining traction in publishing, with 20% of digital news and magazine subscriptions included in multi-service packages.

A mature but dynamic market

Households continue to prioritize access to premium digital experiences. The combination of higher prices, growing bundle adoption, and an expanding array of ad-supported options highlights a more value-driven and intentional consumer approach to media consumption.

The U.S. digital media market remains strong, with nearly universal household participation and steady growth in spending. As industry matures, consumer flexibility and strategic bundling are redefining how value is delivered, and how loyalty is maintained in a crowded subscription landscape.

-a group of sports fans cheering the game streaming on a phone-

Industry-Research | Research | Video

Experience is the game changer for sports streaming

October 27, 2025 Rande Price, Research VP – DCN

The playbook for sports media is being rewritten. As fans spread their attention across streaming apps, social feeds, and nonstop highlight reels, the competition for their time has never been tougher—or more revealing. The next phase of sports viewing isn’t just about where the game is played, but how it’s experienced. Understanding where audiences are going, what keeps them engaged, and how they define value in this new environment offers a clear look at the future of sports, entertainment, and media itself.

Sports is transforming faster than ever. HUB Entertainment Research’s latest study, “What’s the Score? The Evolution of Sports Fans and Sports Media – Wave 4,” reveals how streaming, social media, and shifting fan behavior reshape the sports experience. HUB’s findings show that while enthusiasm for sports remains strong, the ways fans discover, watch, and engage are changing rapidly.

HUB’s data confirms that streaming now anchors this transformation. Fans increasingly identify digital platforms rather than traditional broadcasters as their primary source for live games, highlights, and commentary. This marks a profound shift in where attention and media investment converge.

Streaming takes the lead

Sports continue to move full speed into streaming, expanding opportunities for rights holders and audiences. Viewers rely on ESPN+, Prime Video, and Netflix for live games and highlights. According to HUB, fans overwhelmingly believe ESPN+ provides the best sports coverage, while Prime Video and Netflix rate comparably to cable and broadcast networks.

This report reveals a new hierarchy in sports media. The value of live rights now depends on how well a service integrates sports into a broader digital experience. According to consumers, streaming offers flexibility and personalization, traits that align with younger, mobile-first audiences.

Streaming also strengthens brand perception. Two-thirds of avid sports fans and 40% of casual sports fans say they view a streaming service more favorably if it includes live sports. For companies like Disney, Amazon, and Netflix, sports is a differentiator and a retention tool, creating real-time engagement in an on-demand environment.

At the same time, more choices bring new challenges. Fans juggle multiple subscriptions to follow their favorite teams, and nearly half say finding the sports they want to watch is getting more confusing. Yet engagement remains strong. The passion for live sports continues to drive audiences to adapt, even as the media model evolves.

As streaming changes where fans watch, social media redefines how they connect. HUB finds that 42% of teens aged 13–17 and 24% of adults aged 18–34 consume most of their sports content through social media, compared with just 12% of fans aged 55 and older.

This generational divide reveals a new form of engagement. For younger fans, social media isn’t just a companion to live sports; it is the experience. Platforms like YouTube, Instagram, TikTok, and X deliver nonstop clips, commentary, and behind-the-scenes access. Fans scroll, post, and share in real time, creating a participatory environment that often replaces traditional broadcasts.

For leagues, rights holders, and brands, this shift demands a new strategy. Discovery now happens through short-form video rather than scheduled programming. Advertisers view social platforms as critical spaces to reach fans who may not watch full games but still connect deeply with teams and athletes.

HUB’s data makes it clear that this shift is permanent. Younger fans’ reliance on social media represents a lasting reordering of the sports media value chain, one where fans don’t just consume content—they shape it.

Confusion and competition

While streaming brings more choices, it also adds more complexity. HUB finds that fans increasingly struggle to navigate multiple platforms and shifting rights. Nearly half say it’s harder to find the sports they want to watch, and more than one in four call it a hassle to use multiple services during a season.

This fragmentation mirrors the early days of entertainment streaming. To counter this, former competitors are collaborating. HUB highlights the rise of “new bundles,” partnerships that unify sports rights across services to simplify access and improve scale.

New tools also aim to reduce friction. Some services help fans track games across platforms or buy short-term passes for key events. These efforts show the industry’s awareness of fan fatigue and its push to restore the convenience that once defined pay TV. Even with these challenges, enthusiasm keeps steady. Fans continue to adapt, proving that while fragmentation frustrates, it isn’t diminishing the passion for live sports.

The big picture

HUB’s research confirms that sports fandom is as strong as ever, but how fans watch is evolving fast. Nearly half of viewers are frustrated by fragmented access across platforms, even as overall engagement continues to climb. For networks, leagues, and streaming platforms, this shifting landscape is both a challenge and an opening. Those streamlining the viewing experience while staying agile across digital channels are driving the next wave of growth. By aligning affordability, accessibility, and authenticity, media players will shape the future of sports storytelling and keep fans connected to the game wherever and however they watch.

-concept art showing a human hand touching digital world to portray audience preference of human created news over AI created news-

AI | Audiences | Industry-Research

AI and news: Humans have the edge (for now)

October 20, 2025 Suzanne S. LaPierre – Independent Media Reporter

A recent survey of roughly 12,000 adults across Argentina, Denmark, France, Japan, the United States, and the United Kingdom reveals that people continue to place greater trust in news produced primarily or entirely by humans than in content generated by AI. According to data published by the Reuters Institute for the Study of Journalism, trust increases in proportion to the level of human oversight.

While the public generally feels comfortable with how they believe GenAI is currently used in journalism, concerns persist around its application to certain news-related tasks. Optimism about GenAI’s future varies by sector, with news and politics standing out as areas of skepticism.

The study also shows a growing adoption of GenAI tools, with trust in these technologies rising alongside user familiarity. As this trend continues, the advantage currently held by human news professionals may diminish, especially if news leaders fail to actively reinforce public confidence in the value of human-driven journalism.

GenAI in news and journalism

The percentage of those surveyed who are more comfortable with news produced entirely or mostly by human journalists has risen slightly compared to data from the previous year, while trust in news generated primarily or entirely by GenAI has fallen slightly. This indicates a growing preference for human leadership in news, presenting an opening for news executives to bolster public confidence. Across all six countries studied, a strong preference for human oversight in news prevails.

62% are comfortable with news made entirely by humans.
43% are comfortable with news produced mostly by humans with help from AI.
21% are comfortable with news produced mostly by AI with some human oversight.
Only 12% are comfortable with content generated entirely by AI.

Comfort levels vary according to how AI is being used. Most participants are fine with GenAI use in checking grammar, spelling, and providing translation. They are less approving of use for research, writing, and data analysis. The public is decidedly disapproving of GenAI tools being used to rewrite content for different audiences, generate a realistic image when a photograph isn’t available, or create an artificial presenter or author.

Fortunately, people’s comfort level with journalists using GenAI for certain tasks is aligned with how often they think journalists are already doing so. It appears that most of those studied believe journalists are using AI in ways that they find acceptable, and few believe it is commonly used in the ways they would find most unacceptable.

While there are differences among the countries surveyed,news is trusted significantly more than the most widely used and trusted GenAI system, ChatGPT, in almost every country studied.

In Denmark, 72% report trusting news while only 32% report trusting Chat GPT.
In Japan, 60% trust news; only 31% trust ChatGPT.
In the UK, 45% trust news; 20% trust ChatGPT.
The USA and France have lower margins, with 36% of respondents from both countries reporting trust in news while 27% trust ChatGPT.
Only Argentina reversed the trend – with 37% trusting ChatGPT- more than the 31% who reported trusting news.

It’s worth noting that ChatGPT was found to be the most trusted GenAI tool among survey participants. This means that the differences in trust levels would be even more stark if comparing news with lesser known GenAI tools.

Caution: Trust in GenAI grows with familiarity

Increase in regular use of GenAI tools is leaping rapidly. The proportion of survey participants who reported having used a standalone GenAI system such as ChatGPT rose from 40% in 2024 to 61% in 2025. Those reporting weekly usage nearly doubled in a year, jumping from 18% to 34%. So, if trust rises with use and familiarity, traditional news media could soon lose their edge in public trust when compared to GenAI tools.

Not surprisingly, younger generations were found more likely to both use and trust GenAI tools. 59% of people in the 18–24 age range reported having used any GenAI tool in the last week, compared to 20% of those aged 55 and up. However, that age gap is driven mostly by ChatGPT. Other GenAI tools, including Google’s Gemini, Microsoft’s Copilot, Meta AI, and Grok, had narrower use differences across age groups. This is probably because the later tools are embedded within widely used products.

Optimism about GenAI varies by use case

The public generally leans optimistic about the future of GenAI. Across all six countries studied, on average 29% are optimistic and 22% pessimistic about the impact of such technologies. However, the share of optimism versus pessimism varies by several factors. Pessimism outweighs optimism when it comes to GenAI use in news media, government, and politics. Optimism outweighs pessimism when it comes to GenAI use in health care, science, retail, and search engine efficiency.

Only 18% think GenAI will improve their experience with political parties or politicians.
27% believe GenAI will enhance their interactions with news media.
37% believe GenAI will improve their interactions with health care professionals and scientists.
43% believe that GenAI will enhance their experience with search engines.

The lower levels of confidence in GenAI’s impact on politics and news suggests a perceived link between those areas. It also aligns with the stated preference for human-produced news.

The future of Gen AI and news

While this data provides some reassurance for news media leaders that the public values human news professionals, it also points to some areas of concern. As use of GenAI rises, so do comfort levels and trust in the utility of the tools, potentially eroding the advantage currently held by human journalists and producers.

To stay ahead and remain better trusted by audiences, news organizations should prioritize original reporting. They must differentiate their offerings from GenAI content and actively communicate these unique values to their audiences.

-concept art to show polling transparency link to trust-

Industry-Research | Research

The trust gap in polling – and how to close it

October 14, 2025 Suzanne S. LaPierre – Independent Media Reporter

New research reveals a paradox when it comes to public perception of polling practices: while many Americans suspect poll results may be manipulated to serve specific agendas, or even fabricated altogether, there remains a strong appetite for trustworthy data. This tension represents a critical opportunity for media organizations to boost public confidence by prioritizing accountability and ethical research standards.

The report, by AI-native quantitative research platform Outward Intelligence, sheds light on the main factors shaping perception of poll reliability, including concerns around bias, objectivity, and transparency. The findings, based on a September 2025 online survey of 775 U.S. adults balanced demographically, provide valuable insights for media leaders to utilize towards improving both polling and communications practices.

Audiences still value polling

First, some good news. While reservations abound, the majority of those studied value high quality data, feel represented at least somewhat in polling results, and view polling data with at least some level of trust.

Despite widespread skepticism, 65% of participants express at least some level of confidence in poll accuracy.
85% of respondents view high quality of polling data as either extremely or very important.
An overwhelming majority (86%) believe polls represent their views “a lot” or at least “somewhat.”

In addition, most participants (83%) believe it is very or extremely important for leaders of media organizations, government entities, and businesses to heed public opinion when making decisions. Therefore, organizations that demonstrate quality public opinion research as well as utilization of results in guiding their practices could have an edge going forward.

Audiences lose faith

However, this research brings to light a variety of doubts and concerns. Nearly half of those surveyed say they often or very often question the validity of polling data. Over one third think polling has declined in quality over time. Certain issues seem to provoke even greater levels of cynicism:

Election stress. 70% of those surveyed feel that election-related polls are correct only occasionally, or not at all.
Artificial Intelligence apprehension. 83% voice concern over how AI might affect trust in polling, highlighting growing awareness around data integrity issues.
Bias suspicion. 87% believe that organizations “spin” data for their own purposes – either sometimes (53%) or very often (34%).
Underrepresentation concerns. Almost 90% of participants believe that polls leave out or underrepresent certain groups of people.

Over a third of respondents believe that polls are completely lacking in transparency. Almost a quarter of respondents don’t even believe that polls are conducted with “real people actually taking a survey.” Other notable concerns include inadequate sample sizes and unclear or poorly communicated methodologies.

-chart showing the primary reasons audiences have lost trust in polling-

Polling possibilities for media leaders

These findings offer media leaders the opportunity to shore up their polling methods and communications to foster trust. More transparency about how data is gathered, the representative nature of the survey pool, and the responsible use of AI in data collection and analysis are all areas in which organizations can increase their oversight and improve trust.

Based on this data, actionable steps media leaders can take to boost public confidence in polling practices may include the following:

Improve transparency in polling coverage. Disclose methodology such as sample size, margin of error, and how participants were selected. Acknowledge what polls can and cannot predict, especially around elections. Minimize framing poll results to fit narratives, as audiences are sensitive to perceived manipulation.
Educate audiences on polling fundamentals. Provide explanations that demystify polling processes. Use interactive formats such as infographics or Q&A sessions to show how data is gathered and interpreted.
Address AI concerns proactively. Be transparent about how AI tools are used in data analysis and results reporting. Highlight the human oversight integral to editorial decisions. Consider publishing AI ethics guidelines for polling and data use.
Champion methodological rigor. Partner with reputable research firms that adhere to high standards and ensure that polls include diverse and representative samples.
Foster interaction. Invite audience feedback on polling coverage through social media, newsletters, or live forums. Use skepticism as a springboard for dialogue, acknowledging doubts, and responding with clarity.
Position polling as a tool, not absolute truth. Frame polls as snapshots of sentiment, not definitive forecasts. Balance polling data with qualitative insights, such as interviews with individuals or community discussions.

Finally, demonstrating how public opinion is being taken into consideration when making decisions can instill more confidence in audiences going forward. Media executives who embrace these strategies can strengthen their credibility and trustworthiness. In a landscape where skepticism is high but demand for quality data remains strong, publishers who lead with transparency and integrity can deepen audience loyalty and differentiate themselves in the market.

-professional woman analyzing data holding ipad to suggest content spending strategy-

AI | Industry-Research | Video

As media content spending grows, AI and data drive strategy

October 7, 2025 Suzanne S. LaPierre – Independent Media Reporter

Hybrid media models that blend traditional content with user-generated material, along with strategic partnerships and advanced data analytics, are emerging as essential strategies for success in today’s media landscape. According to new research by KPMG LLP, The Future of Content Spend and Business Models in Media, individual creators and streaming platforms are gaining influence, and AI tools are becoming increasingly important for both data analysis and content creation.

Content spending by top streaming platforms

The 12 leading content players studied for the report – which include Disney, Amazon, Paramount, Netflix, Comcast, and YouTube- spent about 210 billion dollars on content in 2024. This represents a 10% compounded annual growth rate since 2020. Comcast led the way in 2024 with 37 billion in spending, followed by YouTube at 32 billion, Disney at 28 billion, and Amazon at 20 billion. The top 12 spenders were primarily U.S. based platforms and media companies.

Among the big takeaways:

Investments in live sporting events continue to rise, while investment in scripted and reality programming has slowed.
The rising popularity of free streaming platforms such as PlutoTV and Tubi is poised to accelerate content expansion.
The future will rely on a blend of traditional high budget film and television series material with nimbler user-generated content.

- chart that shows how content gets to the screen from Studios and TV to streaming platforms, which impacts content spending and monetization -

The rising impact of user-generated content

User generated content, enabled by social media platforms, has become an essential part of the media content landscape and one that increasingly overlaps traditional studio TV and film models. A few takeaways:

The rapid expansion of user-generated content is outpacing other content categories and that trend is expected to continue.
User-generated content has become its own genre. As such, rather than replacing traditional TV and film material, it has become a critical part of a hybrid media model.
The line will continue to blur between traditional studio models of financing content and social media and streaming platforms that enable individuals to profit from content through ads, sponsorships, and memberships.
Fierce competition for influential individual content creators is likely to heat up in the future, requiring innovative collaboration and partnership strategies.

Partnerships at home and abroad

To remain fully competitive, major media companies will need to partner with individual content creators, as well as other media entities, technology companies, and telecommunications outlets. It’s also essential to interact effectively with global markets.

International audiences prefer lower price points and ad-supported structures. They also gravitate towards local content, which can mean “localization” of exported U.S. material to suit international markets. To be competitive in the global marketplace, media companies need to tailor their content and services to include flexible pricing and audience customization.

AI and data analytics influence strategic content spending

Data is the key to gaining insights and making decisions that drive return on investment. The ability to leverage consumer data to enhance personalization and target content investment wisely will be critical going forward. AI utilization will be integral to this process, with AI tools increasingly relied upon to automate, enhance, and extract insights from data.

AI isn’t just playing a role in data analytics, however; it’s also impacting content. This report lists “Choose-your-own adventure narratives, automated local dialogue, and ultra-low-cost formats” among the content AI could generate. However, the authors opine that, due to the importance of human talent and fandom, AI will augment rather than take over the content production process.

Smart choices for content spending

As media continues to evolve, content leaders face pivotal choices. The blending of studios, platforms, and creators, alongside the growth of ad-supported streaming and AI-powered personalization, is changing how content is made, shared, and monetized.

To stay competitive, leaders need to adopt flexible business models, invest wisely across formats, and connect directly with audiences. Success will hinge on spending smarter by leveraging data, technology, and partnerships to grow new value in the shifting media ecosystem.

Industry-Research

Media leaders weigh in on Gamification in news

September 30, 2025 Suzanne S. LaPierre – Independent Media Reporter

Ever since Wordle became a household name, later acquired by The New York Times, it’s been impossible to ignore the huge potential of games as a draw for the digital media business. The September 2025 study “Exploring Gamification in Online Journalism: Perspectives from Media Owners Through Interviews” offers fresh insight into how gamification is being utilized and debated within newsrooms.

Gamification involves applying interactive game mechanics to non-game environments, such as news platforms, to drive user engagement and loyalty. Gamification can include more complex activities such as crossword puzzles, but also simpler interactive features such as quizzes, point collection systems, leaderboards, badges, hashtags, rankings, “like/dislike” options, and sharing, which may be more feasible for certain settings.

While most gamification studies focus on user experience, this one explores executive-level perspectives from media owners and editors-in-chief. Originally published in Journalism and Media, the study focuses on how Greek news media leaders are exploring and utilizing gamification strategies. The study’s authors conducted and analyzed interviews with a variety of digital media decision makers to uncover key trends and actionable insights.

Opportunities abound

Games are synonymous with fun. But gamification can have serious business benefits for digital media platforms, such as:

Increased user time-on-site and repeat visits.
Deeper user interaction, not just as a novelty, but fostering audience retention.
Generation of analytics on user behavior, which can inform editorial strategy and content personalization.
Appeal to younger, tech-savvy users- potentially without alienating long-term audiences.

Most of the media owners and editors interviewed perceive gamification as a promising strategic approach for increasing user engagement while enriching the digital news experience. Leaders emphasized the need to uphold professional ethics while adapting established journalistic practices to accommodate the interactive and participatory nature of today’s digital media environment.

Potential pitfalls of media gamification

As much promise as gamification holds, some media executives express ethical concerns, such as credibility risks, especially among long-term users who value tradition. Some noted that older audiences may perceive gamification as gimmicky or inappropriate for news, possibly alienating core audiences. They stress the importance of maintaining editorial integrity and journalistic standards, especially in hard news contexts. Concerns about aggressive monetization were discussed. Finally, some leaders interviewed expressed concern about potential manipulation: the possibility that gamification could be used to prioritize clicks over informed citizenship.

Practical concerns also surfaced in interviews. Smaller newsrooms may lack technical capacity, design expertise, or budget to implement gamification effectively. Internal pushbacks from staff can occur, especially among those who view gamification as incompatible with traditional journalism values. Some executives question whether gamified features can be maintained over time without becoming stale or losing relevance.

Researchers also point out that while many participants in the study were able to recognize and assess individual gamified elements, they often lacked the training to conceptualize gamification as a planned, strategic approach. This indicates a need for professional development to help media leaders build skills to design, assess, and apply gamification in meaningful ways.

So, is gamification right for your media business?

Research indicates the importance of building internal buy-in before launching gamification innovations. Organizational resistance can hinder results, so ensure that all staff understand the value of proposed changes. Invest in training and be ready to assure stakeholders that ethical and practical issues have been thoughtfully considered to maintain integrity and mitigate potential pitfalls.

One caveat: the study data is drawn from ten in-depth interviews with media executives in Greece, including owners and editors-in-chief of Greek newspapers, radio stations, television channels, and online news platforms. While the interviews were thorough and represented diverse media venues, the research is drawn from a modest quantity of participants within a limited geographic area.

Nevertheless, this study offers fascinating insight from those with real-world expertise in the field. The perspectives shared highlight the promise and complexity of merging gamification with journalistic practices. Digital media leaders seeking to innovate through gamification while upholding editorial credibility will find this research particularly relevant.

Research framework
The study uses a Normalization Process Theory (NPT) framework to analyze how gamification can be integrated into newsroom culture. The results point to a clear need for intentional design, strong editorial governance, and regular impact evaluation.

Research authors outline how frameworks like Normalization Process Theory (NPT) can guide adoption:
-Coherence: Make the purpose clear.
-Cognitive Participation: Get buy-in from staff.
-Collective Action: Assign roles and resources.
-Reflexive Monitoring: Evaluate and adjust.

The NPT framework can also be used to guide introduction of other emerging technologies.

Audiences | Industry-Research | Research

Rethinking audience relationships in the media

September 23, 2025 Rande Price, Research VP – DCN

The success of journalism – and the media business – depends on building and maintaining a strong relationship with the audience. But that relationship is changing. No longer defined by distance or one-way communication, audience relationships now unfold across platforms, within communities, and through direct interaction. These connections shape how journalism operates, how trust develops, and how news organizations maintain their role in public life.

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.