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The Story of National Journal’s Transformation
3/20/2018
1
What Is National Journal?
| 2
What Was National Journal?
| 3
Our Revenue Mix (2010)
| 4
Advertising
Subscriptions
Advisory
Services/Other
Receding Market; Increased Competition
National Journal
National Journal
Competitor 1
Competitor 1
Competitor 2
Competitor 3
| 5
Different in Kind,Not Degree
| 6
Business Pivot Driven by Market Exploration
| 7
Discovery of Unmet Challenges
Time Famine
Need to filter and
explain information
Identifying and employing
industry best practices| 8
Creation of New Revenue Streams
Slides on Policy
and Politics
Best Practices
Research
| 9
Building a Winning Product Package
National Journal Daily
The Hotline
Website
Presentation Center
Research
| 10
Initial Client Listening � More Exploration � Further Product Expansion
| 11
Tracking Policy
Reputation
Mapping Policy
Influence
A Tale of Two Businesses
| 12
MEDIA PROPERTIES RESEARCH & ADVISORY SERVICES
Returning Consistent Growth – At Scale
| 13
2015 2016 2017 2018
Bottom line
2015 2016 2017 2018
Top line
Note: Scale is different for each chart
2010 2011 2012 2013 2016 2017
| 14
Evolution of National Journal
PRESENTATION
CENTER
PRESENTATION
CENTER
PRESENTATION
CENTER
WASHINGTON
CONCIERGE
| 15
Establishing a Sustainable Revenue Composition
Advertising, 40%
Advertising, 3%
Subscriptions, 55%
Subscriptions, 31%
Advisory
Services/Other, 5%
Advisory
Services/Other,
66%
2010
2017
Platform for Future Growth
| 16
Key Lessons
| 17
Respond to competition with innovation
• Use competitive threats as the drive to spur deep market research and innovation within your organization
Listen to your Market and Differentiate
• Ask about challenges keeping them awake at night. This will lead you to your next great product
• Ground your business in a value proposition that is clearly differentiated from other businesses in your market
Build on Earned Trust; Continually Innovate
• Continue to explore different ways to serve your market, through listening and responding with
valuable services
• Remain flexible because continued success is driven by constant iteration of your products and services
Focus
• Focus your organization only on products and services that have a path to driving growth; eliminate all other products
Stay in Touch
| 18
kturpin@nationaljournal.com
Based in Washington, DC
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