2013-02-10-皮尤-Newspapers_Turning_Ideas_into_Dollars_35页_909kb

Newspapers Turning Ideas into Dollars: Four Revenue Success Stories

Overview

The newspaper industry in America has faced significant economic challenges, but some publications have found success through innovative business strategies. A report by the Pew Research Center highlights four dailies that have managed to generate new revenue streams through various approaches, including sales reorganization, niche editorial products, digital marketing consulting, and rebranding. These papers, despite industry-wide declines in print advertising, have shown that tailored and bold strategies can lead to positive outcomes. However, these innovations remain works in progress and are vulnerable to ongoing economic disruptions.

Core Content

The report outlines four case studies of newspapers that have implemented successful revenue strategies:

1. The Naples Daily News

   • Increased overall revenue in 2011 and 2012.
   • Focused on protecting and reinventing print revenue.
   • Emphasized the importance of print in certain markets.

2. The Santa Rosa Press Democrat

   • Launched the Media Lab, a digital marketing agency.
   • Offers a range of services including web development, SEO, and social media consulting.
   • Generates significant digital revenue, currently accounting for 25% of the paper’s digital income.
   • Projects a 60% revenue growth in 2013.

3. The Deseret News

   • Reorganized its business model and editorial focus.
   • Shifted from general interest to faith and family topics.
   • Created a digital company (Deseret Digital Media) to focus on future growth.
   • Achieved over 40% annual growth in digital revenue since 2010.

4. The Columbia Daily Herald

   • Implemented over half a dozen new revenue ideas in 2012.
   • Maintained revenue losses below the national average.
   • Emphasized market customization and niche editorial products.

Key Innovations and Strategies

• Sales Force Restructuring (Naples Daily News)

  • Ad directors and account executives have more autonomy.
  • Streamlined bureaucracy to improve efficiency.
  • Requires courage and trust from leadership.

• Digital Agency Model (Santa Rosa Press Democrat)

  • The Media Lab operates as an independent entity.
  • Provides a range of digital marketing services.
  • Staff is composed of individuals from outside the newspaper industry.
  • Offers multiple service tiers with varying costs.

• Niche Editorial Products (Columbia Daily Herald)

  • Developed a profitable health magazine and a men’s lifestyle magazine.
  • Plans to introduce a real estate product.
  • Focuses on in-house cost management and high-value content.

• Rebranding and Editorial Focus (Deseret News)

  • Shifted editorial mission to faith and family topics.
  • Reoriented the newsroom to focus on unique strengths.
  • Created a separate digital company to drive future growth.

Challenges and Lessons Learned

• Cultural Change

  • Internal tensions between legacy and digital cultures are common.
  • Leaders must overcome resistance to change.

• Risk-Taking Leadership

  • Clear vision and willingness to take risks are essential.
  • Leaders like Clark Gilbert and Bruce Kyse emphasize bold, strategic moves.

• Commitment to Quality

  • Improving the editorial product is crucial for maintaining reader trust and revenue.
  • Even with reduced resources, quality remains a priority.

• Separate Management of Digital and Legacy Businesses

  • The Media Lab is managed as a distinct business unit.
  • This separation allows for innovation and independence.

• Customer-Centric Approach

  • The Media Lab focuses on building long-term relationships with clients.
  • Emphasizes hands-on service and continuous support.

• Customization and Market Fit

  • What works in one market may not work in another.
  • Customizing the business model to the community is vital.

Conclusion

While the four newspapers profiled have achieved success, they are not immune to the broader challenges facing the industry. The report underscores the importance of leadership, cultural transformation, and innovation in adapting to a rapidly changing media landscape. It also highlights the need for newspapers to move beyond caution and embrace bold, sustainable revenue strategies.