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Why “newspapers”
Growth levers for Growth levers for news publishersnews publishersOperational efficiencyOperational efficiency
Superior competitive strategySuperior competitive strategy
Culture changeCulture change
Best practicesBest practices
Sales excellenceSales excellence
MotivationMotivation
Google macro-cultureGoogle macro-culture
SpeedSpeed over perfection over perfection
Low-cost Low-cost innovationinnovation
Placing many Placing many small betssmall bets
Google micro-cultureGoogle micro-cultureHire people Hire people smarter than yousmarter than you, , get out of wayget out of way
Hire generalists Hire generalists to deal with “what’s next”to deal with “what’s next”
Don’t reward good planning, Don’t reward good planning, reward resultsreward results
Attending meetings Attending meetings not getting things donenot getting things done
Passion: Passion: feedbackfeedback, don’t take it personally, don’t take it personally
Eat your own dogfoodEat your own dogfood
Why “newspapers”
Culture change (us)Culture change (us)1.1. Don’t Don’t listenlisten to the market to the market
2.2. Don’t focus on Don’t focus on differentiatorsdifferentiators, USPs, USPs
3.3. Go where the Go where the growth was growth was yesterdayyesterday
4.4. PerfectionPerfection over speed over speed
5.5. If you If you failfail, you’re , you’re firedfired
6.6. Push Push print model print model to other platformsto other platforms
Why “newspapers”
Culture change: Culture change: only path to growthonly path to growth1.1. Operationally excellentOperationally excellent
2.2. Raw content engine good enoughRaw content engine good enough
3.3. Structural advertising vs. order takersStructural advertising vs. order takers
4.4. Must change how we pursue revenueMust change how we pursue revenue
5.5. Must change industry perceptionsMust change industry perceptions
Newspaper Newspaper contentcontent equal to TV, blogs equal to TV, blogs
4 of 5 4 of 5 prefer prefer screenscreen access to content access to content
Low value: Low value: original contentoriginal content, , objectivityobjectivity
Rising preference: Rising preference: short-formshort-form content content
Comfort: Comfort: manymany media choices media choices
Lack of Lack of trusttrust: role of : role of editoreditor
Gen Y influenceGen Y influence
Why “newspapers”
Faces of culture Faces of culture changechange1.1. Evergreen task force Evergreen task force Globe and MailGlobe and Mail
2.2. Designated instigator Designated instigator Postmedia NetworkPostmedia Network
3.3. Dominant CEO Dominant CEO Journal-RegisterJournal-Register
4.4. Part of human resources fabric Part of human resources fabric Jawa PosJawa Pos
5.5. De-centralised incubationDe-centralised incubation
Why “newspapers”
New news ecology New news ecology (“digital-first”)(“digital-first”)
JOURNAL-REGISTER COMPANY | UNITED STATESJOURNAL-REGISTER COMPANY | UNITED STATES
What customers want on platform of choiceWhat customers want on platform of choice
Prioritise platforms by velocity (fast to slow)Prioritise platforms by velocity (fast to slow)
Cut legacy costs: infrastructureCut legacy costs: infrastructure
Business plan changes valuation metrics Business plan changes valuation metrics (25%-50% of EBITDA from digital)(25%-50% of EBITDA from digital)
Culture auditCulture auditCurrent: culture of Current: culture of hierarchy/clanhierarchy/clan
Future: culture of Future: culture of innovationinnovation, , entrepreneurshipentrepreneurship
Business development fund Business development fund = 5% of revenue= 5% of revenue
Cross-departmental, analytics, market focusCross-departmental, analytics, market focus
Seamless multi-media Seamless multi-media publishing modelpublishing model
Change must begin with Change must begin with senior managementsenior management
VÄSTERBOTTENS-KURIREN (VK) | SWEDENVÄSTERBOTTENS-KURIREN (VK) | SWEDEN
Brand academyBrand academyTeachesTeaches newspaper newspaper executivesexecutives
How to build, manage How to build, manage brandsbrands
Product development Product development processprocess
All departmentsAll departments
SCHIBSTED | NORWAYSCHIBSTED | NORWAY
Print vs. digitalPrint vs. digital200 magazines, Web-centric company200 magazines, Web-centric company
Manage print for profitManage print for profit
Manage digital for growthManage digital for growth
Pursue digital audiencesPursue digital audiences: social, : social, syndicated, crowdsourcingsyndicated, crowdsourcing
Cut print Cut print products by halfproducts by half
IDG | UNITED STATESIDG | UNITED STATES
Creatively combatingCreatively combatingdisruptive innovationdisruptive innovation
DESERET MEDIA | UNITED STATESDESERET MEDIA | UNITED STATES
Avoid incumbent mistake: defend turfAvoid incumbent mistake: defend turf
Keep print and digital separateKeep print and digital separate
Drive down content costs: US$285 to US$25Drive down content costs: US$285 to US$25
Volunteer content networkVolunteer content network
Be true to your USPsBe true to your USPs
Targeted strategyTargeted strategyTORONTO STAR | CANADATORONTO STAR | CANADA
Newsroom: cut 70 jobs, 2x Newsroom: cut 70 jobs, 2x investigativeinvestigative
Outsourced Outsourced pre-presspre-press
Outsourced retail/classified Outsourced retail/classified ad salesad sales
Focused on Focused on major customersmajor customers, agencies, agencies
Increased marketing Increased marketing expenditures expenditures
TORONTO STAR | CANADA
Print ad reliance: 80% to 40%
Maximize price for all content
Expand digital communities
New business development
Diversify revenue streams
50/50 Project50/50 ProjectOwned by Owned by MecomMecom
23,00023,000 daily circulation daily circulation
90%90% time print, time print, 10%10% digitaldigital
Rapid Rapid digitaldigital growth growth
Employees tell corporate: Employees tell corporate: digital where we will growdigital where we will grow
FREDRICKSTAD BLAD | NORWAYFREDRICKSTAD BLAD | NORWAY
Everyone Everyone resignedresigned
Re-appliedRe-applied print/digital jobs print/digital jobs
Ad reps Ad reps print/digitalprint/digital
Multi-media Multi-media reportersreporters
Local citizen journalistsLocal citizen journalists
50/50 Project50/50 ProjectFREDRICKSTAD BLAD | NORWAYFREDRICKSTAD BLAD | NORWAY
Digital Digital 20%20% revenues revenues
Print Print revenues samerevenues same
Identified Identified path to growthpath to growth
Had to Had to transform culturetransform culture
Model elsewhere in EuropeModel elsewhere in Europe
50/50 Project50/50 ProjectFREDRICKSTAD BLAD | NORWAYFREDRICKSTAD BLAD | NORWAY
Print culturePrint culture95%95% of labor, overhead allocated of labor, overhead allocated
OperationsOperations,, production production,, managementmanagement
Incremental, defensive, thoroughIncremental, defensive, thorough
All things to all people, too broadAll things to all people, too broad
5%5% left for everything else left for everything else