2025: Moving from Social Media to Private Chat

The media landscape has undergone a seismic shift over the past two decades, with digital platforms overtaking traditional media in consumption and influence. In 2025, this evolution is accelerating, particularly in social media, where users are increasingly retreating to private, closed environments to escape toxicity and reclaim control.

The Decline of Traditional Media and Rise of Digital

By 2025, U.S. adults are projected to spend nearly eight hours daily on digital media, with four hours dedicated to digital video—surpassing traditional TV by over an hour. Traditional TV consumption continues to decline, from three hours and 16 minutes per day in 2021 to just two hours and 48 minutes in 2025. This trend reflects broader shifts toward mobile-first content and on-demand viewing experiences, especially among younger demographics like Gen Z.

Social Media’s Dual Role: Influence and Toxicity

Social media remains a dominant force, shaping consumer behavior and cultural trends. Platforms like TikTok, Instagram, and YouTube drive engagement through video-centric content. However, the same platforms are increasingly criticized for fostering toxic environments. Issues like misinformation, harassment, and algorithmic echo chambers have alienated many users. For example, over 85% of users engage in second-screening activities like scrolling social media while watching TV, but this multitasking often amplifies exposure to polarizing content.

The Shift Toward Private Digital Spaces

In response to toxicity, more users—especially younger ones—are gravitating toward private messaging apps and closed communities. Platforms like WhatsApp, Discord, and private Instagram accounts offer safer spaces for personal interactions away from public scrutiny. This trend aligns with a broader desire for authenticity and meaningful connections in digital interactions.

The shift away from traditional social media platforms toward private group messaging is becoming increasingly evident. According to Gartner, in 2025, 50% of consumers are expected to abandon or significantly limit their interactions with social media due to declining platform quality, including issues like misinformation and toxic behavior. Additionally, only 20% of users still share personal life moments on Facebook as of 2024, highlighting a broader trend of disengagement

Implications for 2025 and Beyond

1. Content Personalization: Media companies must adapt by offering personalized experiences across platforms. For instance, hybrid models like ad-supported streaming tiers cater to diverse user preferences while maintaining affordability.

2. Social Media Evolution: Platforms will likely prioritize features that enhance user safety and privacy while leveraging technologies like generative AI for content moderation.

3. Marketing Adjustments: Brands must pivot toward engaging audiences in private or semi-private spaces while maintaining transparency and trustworthiness.

As media consumption habits evolve further in the new year, the balance between connectivity and control will define the next chapter of digital engagement.

Sirius/XM Pivot

2001 when Lee Abrams changed the world again with the launch of XM Satellite Radio, the birth of radio’s new era began.

XM and Sirius merged in 2008 and subscriptions to the new form of radio eventually have settled in at around 35 million but has stalled in recent years. The company tried a strong push to a digital option to attract younger consumers, but as the company reported this week that that effort failed.

So what to do?

To revive SiriusXM’s business, the strategic focus falls to enhancing its core in-car satellite radio offerings while leveraging digital opportunities effectively. The “Back to the Basics” Game Plan:

1. Strengthen Core In-Car Services

• Enhance Content: Invest in exclusive, high-quality content that differentiates SiriusXM from competitors.

• Partnerships with Automakers: Strengthen and refresh relationships with car manufacturers to integrate SiriusXM as a standard feature in new vehicles.

• User Experience: Improve the user interface and experience of in-car systems to make them more intuitive and appealing.

2. Optimize Digital Strategy

• Selective Streaming Focus: Maintain streaming services but target niche markets or unique content that complements the core offering.

• Leverage Pandora the godfather of streaming: Utilize Pandora’s platform for personalized music experiences, integrating it more closely with SiriusXM’s offerings.

3. Cost Management and Efficiency

• Operational Efficiency: Continue cost-cutting measures while ensuring they do not impact core service quality.

• Marketing Optimization: Redirect marketing efforts towards high-value, low-churn segments to improve ROI.

4. Innovate and Adapt

• Technology Integration: Explore new technologies like AI for personalized content recommendations and voice-controlled interfaces.

• Feedback Loops: Establish robust customer feedback mechanisms to adapt services based on user preferences and trends.

Improve customer relations. This presents a powerful opportunity to differentiate. Customer experience satisfaction is at an all time low.

To attract younger listeners, SiriusXM can implement several strategies:

1. Enhance Personalization

• Artist-Centric Channels: Allow users to select music preferences by artist, not just genre, to align with younger listeners’ tastes.

• Customized Recommendations: Implement features similar to Apple Music’s personalized recommendations to help users discover new content.

2. Develop Engaging Content

• Celebrity-Led Shows: Introduce channels curated by popular artists like Kelly Clarkson and John Mayer to draw in fans.

• Diverse Programming: Launch initiatives like “Listen Next” to promote diverse voices and appeal to younger audiences interested in fresh perspectives.

3. Competitive Pricing and Accessibility

• Lower Price Points: Offer more affordable streaming options to compete with services like Spotify.

• Free Tier Consideration: Explore introducing a free tier to attract budget-conscious Gen Z listeners.

4. Strengthen Digital Presence

• App Enhancements: Continue improving the app with interactive features and seamless user experience.

• Brand Partnerships: Leverage partnerships with brands like Audible and Hilton to expand reach beyond traditional radio.

The 1996 Telecommunications Act. What if…

If the 1996 Telecommunications Act had not expanded ownership caps, the radio industry today would likely be significantly different in terms of structure, programming, and financial health. Here’s a scenario of how the industry might have evolved:

1. Ownership Diversity

Without the consolidation boom of the late 1990s and early 2000s, radio ownership would have remained more localized. Smaller, independent owners and regional broadcasters would likely have retained control of their stations. This would have fostered greater competition in local markets, with stations being more responsive to the unique tastes and needs of their communities.

Impact:

• Programming would be more diverse, tailored to local cultures, and less reliant on homogenized formats dictated by corporate playlists.

• News coverage, especially local news, would likely have remained robust, as local owners prioritized community engagement.

2. Sustainable Purchase Prices

Without the ability to own unlimited numbers of stations in a single market or nationally, radio stations would not have been subject to the inflated prices seen during the consolidation frenzy. This would have kept operating costs in check for many owners, allowing for healthier profit margins.

Impact:

• New entrants to the industry, including small business owners and independent broadcasters, would not have been priced out of the market.

• The absence of heavy debt loads from inflated station purchases would have prevented financial collapses like those experienced by major consolidated groups (e.g., iHeartMedia’s bankruptcy in 2018).

3. Programming Innovation

In the absence of massive consolidation, stations would likely have placed greater emphasis on differentiation and innovation to stand out in competitive markets. Prior to consolidation stations were more creative, aggressive and competitive

Impact:

• More niche formats would have thrived, such as jazz, classical, and experimental genres, alongside mainstream formats like Top 40 or country.

• DJ personalities and local hosts would have remained a central part of the radio experience, as local connections would have been a key competitive advantage.

• Less reliance on syndicated programming, allowing for a richer diversity of voices and perspectives.

4. Advertising Strategies

Without the scale of consolidated groups selling national ad packages, the radio advertising ecosystem would have remained more focused on local and regional businesses.

Impact:

• Local advertisers might have maintained a more prominent presence on the airwaves.

• Smaller radio operators could have avoided the pressure to chase national ad dollars, allowing for a steadier revenue stream from local advertisers.

5. Resistance to Digital Disruption

A decentralized, locally focused radio industry might have been better positioned to resist some of the disruption caused by streaming services and digital platforms. Independent owners could have invested in digital tools and community engagement rather than being constrained by corporate debt or nationalized priorities.

Impact:

• Stations could have embraced streaming and podcasting earlier as complementary platforms rather than as existential threats.

• Local stations might have thrived as community hubs, leveraging their connections with listeners to maintain loyalty even in the digital age.

6. Workforce Stability

Without large corporate layoffs and centralization, the radio industry would likely have retained a larger, more stable workforce. Local newsrooms, promotions teams, and production crews would have been preserved, allowing for more creativity and community-focused initiatives.

Impact:

• Careers in radio would have remained viable for a broader group of professionals, from journalists to salespeople to DJs.

• The overall perception of radio as an industry might have remained more positive, encouraging younger talent to enter the field.

Conclusion

Had the consolidation rules not been expanded in 1996, the radio industry would likely have remained a decentralized, community-driven medium. While it may not have achieved the same economies of scale as it did post-consolidation, it would have avoided the pitfalls of debt-fueled acquisitions, homogenized programming, and declining relevance. A more locally oriented industry might have been better equipped to navigate the challenges of the 21st century, preserving its role as a vital, community-focused medium.