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- Mrs. Warrens Daughter A Story of the Womans Movement (TREDITION CLASSICS).
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- The Ultimate Content Marketer's Guide to Syndication and Licensed Content!
- The Ultimate Content Marketer’s Guide to Syndication and Licensed Content.
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16 Content Syndication Networks and Platforms That You Need to Know in 2018
Reset Password Cancel. Cartoonists syndicate comic strips to newspapers and magazines. Columnists syndicate articles to various print and on-line outlets. Consumers of entertainment—the people watching the TV shows or reading the newspapers—are generally unaware of the complex, ever-shifting business relationships that play out behind the scenes. But without syndication, the American mass media as we know it would not exist. Elsewhere in the business world, syndication has been rare. The fixed physical assets and slow-moving information of the industrial economy made it difficult, if not impossible, to create the kind of fluid networks that are essential to syndication.
As a result, syndication is moving from the periphery of business to its center. It is emerging as the fundamental organizing principle for e-business. Syndication has traditionally been rare in the business world for three reasons. First, syndication works only with information goods. As long as most of the business world was engaged in the production, transport, and sale of physical goods, syndication could exist only on the margins of the economy. Second, syndication requires modularity.
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In the old, physical economy, modularity was rare. The boundaries between products, supply chains, and companies tended to be clearly demarcated and impermeable. Third, syndication requires many independent distribution points. Think of Hollywood in its early days. Major movie studios such as MGM and Warner Brothers not only produced films but also owned the theaters that showed the films.
Since a theater owned by Warner Brothers played only Warner Brothers movies, there was little room for syndicators. But when the U. Syndication of entertainment content began to flourish. In most industries, however, there still tend to be limited numbers of distribution outlets, and they often have tight relationships with the companies that create the goods they sell.
With the Internet, information goods, modularity, and fragmented distribution become not only possible but essential. Everything that moves on the Internet takes the form of information.
The hyperlinked architecture of the Web is modular by nature. And because anyone can start a Web site, there are literally millions of different distribution points for users. In such an environment, syndication becomes inescapable. Instead, the company purchases most of its content from outside providers—Reuters and TheStreet. These content providers also sell, or syndicate, the same information to many other brokerages.
Just like a television station, it is in the business of aggregating and distributing syndicated content as well as providing other in-house services such as trade execution. On the Web, unlike in the physical world, syndication is not limited to the distribution of content. Commerce can also be syndicated. One company can, for example, syndicate a shopping-cart ordering and payment system to many e-tailers.
Another company can syndicate a logistics platform. Another can syndicate fraud detection and credit-scoring algorithms. Another can syndicate human resource processes. Businesses themselves, in other words, can be created out of syndicated components.
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Those that best understand the dynamics of syndication—that can position themselves in the most lucrative nodes of syndication networks—will be the ones that thrive in the Internet era. It requires entrepreneurs and executives to rethink their strategies and reshape their organizations, to change the way they interact with customers and partner with other entities, and to pioneer new models for collecting revenues and earning profits.
Those that best understand the dynamics of syndication—that are able to position themselves in the most lucrative nodes of syndication networks—will be the ones that thrive in the Internet era. Traditionally, companies have connected with one another in simple, linear chains, running from raw-material producers to manufacturers to distributors to retailers. In syndication, the connections between companies proliferate.
The network replaces the chain as the organizing model for business relationships. Within a syndication network, there are three roles that businesses can play. Syndicators package that content for distribution, often integrating it with content from other originators. Distributors deliver the content to customers. A company can play one role in a syndication network, or it can play two or three roles simultaneously.
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It can also shift from one role to another over time. Scott Adams, an originator, draws the popular Dilbert cartoon strip. He licenses it to a syndicator, United Features, which packages it with other comic strips and sells them to a variety of print publications. A newspaper, such as the Washington Post, acts as a distributor by printing the syndicated cartoons, together with articles, photographs, television listings, advertisements, and many other pieces of content, and delivering the entire package to the doorsteps of readers.
The Internet broadens the originator category in two ways. It expands the scope of original content that can be syndicated, and it makes it easier for any company or individual to disseminate that content globally. Anything that can exist as information—from products and services to business processes to corporate brands—can be syndicated. A good example of an Internet originator is Inktomi, a start-up that created a powerful Internet search engine using its proprietary technologies for connecting many inexpensive computers to act as a virtual supercomputer.
By the time Inktomi was ready to enter the market, other companies such as Yahoo! Rather than sell itself to any one of these companies, Inktomi decided to syndicate its application to all of them.
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Web sites are able to customize the Inktomi service for their users, offer it under their own brands, and combine it with other functions and content that they develop on their own or purchase from other originators. Inktomi generates revenues through per-query charges and by sharing the dollars its customers generate from selling banner advertisements on their search pages. The company has applied the same business model and core technologies to other services such as content caching and comparison shopping.
Last quarter, it answered 3. By bringing together content from a variety of sources and making it available through standard formats and contracts, syndicators free distributors from having to find and negotiate with dozens or hundreds of different originators to gather the content they want. In other words, syndicators are a form of infomediary, collecting and packaging digital information in a way that adds value to it. In the physical world, stand-alone syndicators are rare outside the entertainment field, but this business model is becoming increasingly prominent on the Net.
Screaming Media is a leading content syndicator.