What happens to the Boston Globe will say a great deal about the state of the crisis, or crises, in the US newspaper world. This is a venerable institution serving as "the" daily newspaper for the Boston market, and for much of New England.
Having been acquired by the New York Times Co. for a very large sum from the family that owned it for generations, it has proven to be a very poor performer for the Times.
The attached talks about two possible bids, one from a group that prefers a more non-profit or civic approach to running a newspaper, and the other from a member of the family that used to own the paper.
What is important here for managing the crisis is what ultimately happens and how do we get to that point. Will the Globe be a newspaper in any sense of that word in the future? Will it simply die? Will it become entirely electronic? What role will journalism play in its future? How will the market be served if there is no Globe? There are many "learnable" questions here and the next several weeks bear close scrutiny so as to learn from whatever happens.
31 July 2009
Profit and loss - Is the Washington Post making money? - Huffington Post
In considering how other newspapers are doing in the midst of the crisis, the nature of many newspaper companies gets in the way. The news of these numbers from the Washington Post Company is a good example. While the parent company wound up reporting a profit for the second quarter of 2009, the newspaper division sales dropped 14%. This is so because many years ago, the parent company went into the business of providing educational training and test preparation services for young people and that has turned out to be the most successful part of the overall company. So we must remember to look at newspaper performance in addition to overall successes and failures.
30 July 2009
Technology - Understanding and using what gets collected about newspaper customers - NYTimes.com
For traditional newspaper advertising, there has been little concern about specific newspaper customers and what newspapers could tell advertisers about those customers. It just was not possible. The customized newspaper in print never materialized.
In the web, the technology is racing to provide that information in an increasingly comprehensive manner. Newspaper managers have to learn a whole new lingo and a new way of relating to newspaper customers and advertisers.
In the web, the technology is racing to provide that information in an increasingly comprehensive manner. Newspaper managers have to learn a whole new lingo and a new way of relating to newspaper customers and advertisers.
New models - Microsoft/Yahoo! and the question of scale - NYTimes.com
Many newspapers are very large businesses, but compared to what Microsoft and Yahoo! are putting togeter, most look quite small. How does a newspaper manager best come to grips with the immensity of an undertaking such as this and the whole concept of scale when it comes to the world of the internet?
Financial - The risk of false hope and missed crises - Reflections of a Newsosaur
Alan MUTTER does an excellent job of deflating some of the enthusiasm that followed a few financial reports from newspaper companies recently.
My concern is that most newspaper people believe we can "get through" the crisis that newspapers now face, but they are missing, in my view, the fact that newspapers face multiple crises, as MUTTER points out, and while the economy is bound to improve, the evolution of the other crises does not appear to be in newspapers' favor.
Whether I am right about this or not is one of the key conversations we hope to have at Managing the Crisis.
My concern is that most newspaper people believe we can "get through" the crisis that newspapers now face, but they are missing, in my view, the fact that newspapers face multiple crises, as MUTTER points out, and while the economy is bound to improve, the evolution of the other crises does not appear to be in newspapers' favor.
Whether I am right about this or not is one of the key conversations we hope to have at Managing the Crisis.
Customers - The Harry Potter Effect? - Baylor University
This study from Baylor University in the US suggests that the millions of young readers of the Harry Potter series may have been led away from newspapers by what they read. Just as newspapers need to solve the crisis of who is coming into the field, so, too, do they have to confront of the challenge of growing new readers. What actions could a newspaper manager take to deal with what this study concludes?
Alliances - BBC? - BBC
Perhaps "Managing the Crisis" will provide an opportunity in London to talk with some of the BBC people directly about this move to share video content with newspapers.
Alliances - Microsoft? - Telegraph.co.uk
Alliances have become a much more important part of newspaper life than they ever used to be. In this article, several tough choices are presented for newspapers at least in the UK as they confront both MSN's site, but also the emerging combined forces of Yahoo! and Microsoft.
How does a manager sort through these options and stay ahead with so much of the marketplace being shaped by others who often throw merely self-serving bread crumbs in the direction of newspapers?
How does a manager sort through these options and stay ahead with so much of the marketplace being shaped by others who often throw merely self-serving bread crumbs in the direction of newspapers?
27 July 2009
Shifting revenue - How to manage online revenue growth? - paidContent
As managers search constantly for new newspaper models, this report caught my eye. If correct, 67% of revenue within the FT Group now comes from online businesses. That's a remarkably high number, especially when added to the report that this revenue is growing once again.
26 July 2009
Understanding customers - What can newspapers learn from Walt Disney? - NYTimes.com
Newspaper managers have much to learn, even during a crisis, from unexpected places. In the midst of everything else, recognizing the importance of what Disney is doing seems to be quite important for newspapers (and others). How to assign something like this an appropriate management priority?
24 July 2009
Changing revenues - Is circulation income really growing? - Columbia Journalism Review
How to manage revenue stream changes during this crisis?
Public policy - Can changes in law or policy affect crisis management? - Poynter Online - Romenesko
As always, part of managing through any difficult period includes the need to consider public policy and law and always to ask the question whether changes in either can help address the crisis or what follows it.
"Fleet Street goes out with le whimper" - GlobalPost
Here is one reporter's take on the national newspaper scene in London, led by the exit of Agence France-Presse from Fleet Street, the last news operation to leave that part of town, the reporter writes. It is hard to read this and not think how big the crisis, or at least the challenge, is today for newspapers of "yesteryear".
23 July 2009
"Marketing Small Businesses With Twitter" - NYTimes.com
One of the challenges in managing the crisis is the continued evolution of new technologies that, either positively or negatively, impact newspaper operations and cusotmers. Take Twitter, for example, a newspaper manager needs to be following not only how it directly affects the newspaper in so many ways, but also how people at that newspaper are using it individually, and how customer are using it -- as reported in this piece.
"Investing in blogs" - Financial Times
How many blogs have been created within a newspaper enterprise and developed to the point of where they contribute significant revenue to the newspaper organization, or have become attractive enough that they have been sold at a profit to others? If one were to think of the organizations best equipped in any market to launch new blogs or other websites that ought to be successful, wouldn't newspapers figure prominently on such a list? If not, why not?
"Money Talks: The Low-Profit Solution" — North Carolina Public Radio WUNC
Some people talk a lot about other models for newspapers, taking the view that if less money had to be made, newspapers could continue to be as they have been. This radio discussion today talks about one variation on that theme.
Sources of investment for newspapers are more important than ever today. The open issue is, however, whether levels of profitability have anything at all to do with the sustainability of newspapers.
The issue may be much deeper than this, and it is for managers during this crisis to figure out whether this is where the problem lies. For example, why would anyone believe that a non-profit newspaper would attract more advertising revenue than a for-profit newspaper? If it does not, then what will be the source of financing to support the parts of newspapers that proponents of these ideas most embrace....i.e., quality journalism and analysis?
Sources of investment for newspapers are more important than ever today. The open issue is, however, whether levels of profitability have anything at all to do with the sustainability of newspapers.
The issue may be much deeper than this, and it is for managers during this crisis to figure out whether this is where the problem lies. For example, why would anyone believe that a non-profit newspaper would attract more advertising revenue than a for-profit newspaper? If it does not, then what will be the source of financing to support the parts of newspapers that proponents of these ideas most embrace....i.e., quality journalism and analysis?
"Times Company Turns a Profit in Quarter" - NYTimes.com
This may be good cost-cutting management, but is there any good news here beyond that?
"Realtors repudiate newspaper ads" - Reflections of a Newsosaur
There is something left out of this picture and I think it is highly relevant to managing newspapers during this crisis.
Yes, new ways of advertising real estate have emerged, they are cheap or free, and they seem to work.
Yes, this has resulted in newspapers losing a treasure trove of traditional advertising revenue.
Yes, many newspapers have attempted to provide an oline advertising option for what they have long done in print; these efforts have not stemmed the loss of dollars or confidence.
So, what's missing? It's very much rooted in where we sleep. In addition to knowing which properties are on the market, we need to know so much more both as part of any transaction, but in so many more ways, each day we sleep in a place we own or rent or each day we spend planning to do so.
In other words, rather than trying to go ofter what has proven to be the most vulnerable, shouldn't newspapers be trying to manage themselves toward that which requires their capabilities and reach in order to accomplish? Shouldn't newspapers look at the real estate sector not simply as a sales and rental activity, but as a daily living sector? If they do, are there not tremendous opportunities for newspapers to make themselves so much more important to people as they live in real estate, or plan to acquire or sell it? Bring all of the information and services together for that - in a way that taps traditional newspaper expertise and does not rely blindly on a computer program, and maybe there is hope yet for the "real estate" sector.
How does a newspaper manager today steer the newspaper in new directions like this? How does the manager avoid the risk of devoting too much time lamenting the losses and chasing the elusive, and focus primarily on using strengths and abilities to offer something more valuable?
Yes, new ways of advertising real estate have emerged, they are cheap or free, and they seem to work.
Yes, this has resulted in newspapers losing a treasure trove of traditional advertising revenue.
Yes, many newspapers have attempted to provide an oline advertising option for what they have long done in print; these efforts have not stemmed the loss of dollars or confidence.
So, what's missing? It's very much rooted in where we sleep. In addition to knowing which properties are on the market, we need to know so much more both as part of any transaction, but in so many more ways, each day we sleep in a place we own or rent or each day we spend planning to do so.
In other words, rather than trying to go ofter what has proven to be the most vulnerable, shouldn't newspapers be trying to manage themselves toward that which requires their capabilities and reach in order to accomplish? Shouldn't newspapers look at the real estate sector not simply as a sales and rental activity, but as a daily living sector? If they do, are there not tremendous opportunities for newspapers to make themselves so much more important to people as they live in real estate, or plan to acquire or sell it? Bring all of the information and services together for that - in a way that taps traditional newspaper expertise and does not rely blindly on a computer program, and maybe there is hope yet for the "real estate" sector.
How does a newspaper manager today steer the newspaper in new directions like this? How does the manager avoid the risk of devoting too much time lamenting the losses and chasing the elusive, and focus primarily on using strengths and abilities to offer something more valuable?
22 July 2009
"Musicians Find New Backers as Labels Lose Power" - NYTimes.com
Employees and others contributing to newspaper content and services read articles like this one, and wonder what their direct route to readers and customers might be.
Managing people who have so many options for their newspaper talents is difficult. A newspaper does not want to lose people, but it also cannot afford to monitor all that they do, in most cases.
Striking the balance is part of the challenge of good human resource management, especially when so many newspaper people fear the future and feel a need to test themselves in independent waters. Some will succeed there, but surely not all who are considering taking that plunge.
Keeping not just the best people, but nurturing the "right" people is key to effective newspaper management at this time.
Managing people who have so many options for their newspaper talents is difficult. A newspaper does not want to lose people, but it also cannot afford to monitor all that they do, in most cases.
Striking the balance is part of the challenge of good human resource management, especially when so many newspaper people fear the future and feel a need to test themselves in independent waters. Some will succeed there, but surely not all who are considering taking that plunge.
Keeping not just the best people, but nurturing the "right" people is key to effective newspaper management at this time.
"Yahoo’s Profit Rose Nearly 8% in 2nd Quarter" - NYTimes.com
During this crisis, people tend to be hungry for information of importance to them. That leads them to do many "searches" to get what they need.
Unfortunately, today, most people do not think of a newspaper as a place to search for answers to their most pressing questions. Instead, it is the web, most often Yahoo! and Google.
How, during the management of this crisis can newspapers begin to chip away at that? What can newspapers do to bring more searchers to their sites because the newspapers have provided better answers to questions in certain categories, for example?
Unfortunately, today, most people do not think of a newspaper as a place to search for answers to their most pressing questions. Instead, it is the web, most often Yahoo! and Google.
How, during the management of this crisis can newspapers begin to chip away at that? What can newspapers do to bring more searchers to their sites because the newspapers have provided better answers to questions in certain categories, for example?
"In Washington, Roll Call Is Buying Congressional Quarterly" - NYTimes.com
Sure, there is a lot of crisis management involved when publications owned by newspaper organizations are sold under unfavorable economic conditions. This deal is relevant because it involves two organizations with outstanding management reputations - the Economist Group and the Poynter Institute.
While the weekly publication at issue - Congressional Quarterly - is a niche publication serving those with a sinificant interest in Washington affairs, its owner - the non-profit organization that owns the St Petersburg, Fl Times and runs the Poynter Institute in Florida is generally regarded as one of the most committed newspaper operations in the US. It is committed to quality and extensive journalism and public service in many aspects.
As management assessed the economic downtown on their operations, it appears to have become clear that a sale of this asset was in order.
Was this a desirable move or just a necessary one?
How do newspapers manage their slightly related assets in such a way that it helps the core newspaper get through the crisis, fundamentally changed or not?
While the weekly publication at issue - Congressional Quarterly - is a niche publication serving those with a sinificant interest in Washington affairs, its owner - the non-profit organization that owns the St Petersburg, Fl Times and runs the Poynter Institute in Florida is generally regarded as one of the most committed newspaper operations in the US. It is committed to quality and extensive journalism and public service in many aspects.
As management assessed the economic downtown on their operations, it appears to have become clear that a sale of this asset was in order.
Was this a desirable move or just a necessary one?
How do newspapers manage their slightly related assets in such a way that it helps the core newspaper get through the crisis, fundamentally changed or not?
"McClatchy doubles Q2 earnings" - San Francisco Business Times
A good manager can look at this story and see at least four elements in figuring out what to draw from this report.
One is the question of how much different does the McClatchy debt make in assessing how well it is managing the crisis?
A second is whether these cost-cutting measures, and resulting profit, are masking more critical measures of performance dependent upon external market choices and trends rather than good management?
Third, therefore, is whether there is anything here that suggests that the crisis is one simply to be gotten over as opposed to forcing radical changes in operations and the business itself?
The fourth, in sum, therefore is whether managing the existing business to cut expenses and people is the right longer term antidote for the crisis that is upon us?
The case of McClatchy is well worth attention because it is a company made up of newspapers, some of which have rich newspaper histories, ferocious commitments to quality journalism, legendary for innovations with technologies and approaches to newspaper operations, and yet in the state it is in today. Did it manage or mismanage itself into this position, or has it failed to be flexible and innovative enough to make the monumental changes in what a newspaper is becoming that are demaded for both survival and success?
Those are incredibly tough management decisions, and making them today is more difficult than it has ever been!
One is the question of how much different does the McClatchy debt make in assessing how well it is managing the crisis?
A second is whether these cost-cutting measures, and resulting profit, are masking more critical measures of performance dependent upon external market choices and trends rather than good management?
Third, therefore, is whether there is anything here that suggests that the crisis is one simply to be gotten over as opposed to forcing radical changes in operations and the business itself?
The fourth, in sum, therefore is whether managing the existing business to cut expenses and people is the right longer term antidote for the crisis that is upon us?
The case of McClatchy is well worth attention because it is a company made up of newspapers, some of which have rich newspaper histories, ferocious commitments to quality journalism, legendary for innovations with technologies and approaches to newspaper operations, and yet in the state it is in today. Did it manage or mismanage itself into this position, or has it failed to be flexible and innovative enough to make the monumental changes in what a newspaper is becoming that are demaded for both survival and success?
Those are incredibly tough management decisions, and making them today is more difficult than it has ever been!
"The Day: Your Ad Here - The Local - Maplewood Blog" - NYTimes.com
One of the many management challenges of today is learning how to manage people and operations who really have no affiliation with the newspaper, and over whom a newspaper manager have very little control. The number of these people and organizations contributing to what others then draw from newspaper offerings has grown dramatically in recent years.
It used to be only traditional advertisers who played this sort of role.
Over time, it has expanded to all areas ultimately reflecting in content of some sort provided to customers.
This is a good example of one of those moves - The New York Times attempting to get out of the middle to some extent between local advertisers and advertisements on portions of The News York Times website. In this case, they call is self-service advertising.
But that does not mean that it is outside management's responsibility. How to exercise management for this sort of offering, and how to evaluate its potential and actual cost-saving is a big part of using technological opportunities to their fullest during the crisis.
It used to be only traditional advertisers who played this sort of role.
Over time, it has expanded to all areas ultimately reflecting in content of some sort provided to customers.
This is a good example of one of those moves - The New York Times attempting to get out of the middle to some extent between local advertisers and advertisements on portions of The News York Times website. In this case, they call is self-service advertising.
But that does not mean that it is outside management's responsibility. How to exercise management for this sort of offering, and how to evaluate its potential and actual cost-saving is a big part of using technological opportunities to their fullest during the crisis.
21 July 2009
"In London, Where the Writers Read" - Globespotters Blog - NYTimes.com
I am posting this for two reasons. One, the September event appears to be just a few days (24 Sep) before the Managing the Crisis program in London in case anyone lives there or is getting in early, but the main reason for adding this is to pose the question whether during the crisis, there is a need for newspapers to do more things that bring readers and customers together.
There is no better way to give life the dead trees and smeared ink that is a printed newspaper than to provide a way for the real and exciting people who created it to be "pressing the flesh" with customers of all kinds in informal settings. Newspapers have often organized events from discussions over coffee, through allowing readers to sit in on editorial discussions, to hosting events at newspaper offices. But I have not seen may initiatives that are designed to bring people together in the name of the newspaper as part of a management plan to stem losses and rinvigorate what is offered by newspapers and the demand for it.
There is no better way to give life the dead trees and smeared ink that is a printed newspaper than to provide a way for the real and exciting people who created it to be "pressing the flesh" with customers of all kinds in informal settings. Newspapers have often organized events from discussions over coffee, through allowing readers to sit in on editorial discussions, to hosting events at newspaper offices. But I have not seen may initiatives that are designed to bring people together in the name of the newspaper as part of a management plan to stem losses and rinvigorate what is offered by newspapers and the demand for it.
16 July 2009
"Charles Warner: The NY Times Made Me Do It"
More that relates very well to the challenges of managing (expectations) during the crisis......
"What Price Journalism?" - TIME
How do we manage customer - and our own - expectations in these times?
In other words, with so much talk of newspapers and journalism standing at death's door, what do our customers expect? How do we manage their expectations.
There is an old ice hockey comment that says you want to know where the hockey puck is headed more than where it has been. So, too, here, we want to know where we want to go so we stand at least some chance of getting there.
In addition to our customers, there are also all of those people who depend on newspapers for their livelihood. How to manage what they think and expect as well.
This is all the more reason why managing the crisis is such an important issue right now. There is so much more to manage today than simply the incredible process of producing tomorrow's - and continuing today's - newspaper however they may appear.
In other words, with so much talk of newspapers and journalism standing at death's door, what do our customers expect? How do we manage their expectations.
There is an old ice hockey comment that says you want to know where the hockey puck is headed more than where it has been. So, too, here, we want to know where we want to go so we stand at least some chance of getting there.
In addition to our customers, there are also all of those people who depend on newspapers for their livelihood. How to manage what they think and expect as well.
This is all the more reason why managing the crisis is such an important issue right now. There is so much more to manage today than simply the incredible process of producing tomorrow's - and continuing today's - newspaper however they may appear.
14 July 2009
"The Times Agrees to Sell WQXR Radio" - NYTimes.com
Part of managing the crisis is trying to figure out what to keep and what to sell. Institutional structures, long tied to newspapers in many places, are being dismembered. Can this be avoided? Where does it all go?
"Magna Forecast: Ad Recession to Drag On" - Editor & Publisher
Which prediction should a good manager believe?
"How healthy are community papers? The sudden death of the Eagle Times" - Nieman Journalism Lab
This is a useful story about a small community daily newspaper in the US that has gone, suddenly, out of business. The article asks the question whether other small newspapers in the US are in danger of arriving at the same fate.
Do you suppose that there is merit to the argument I read earlier today that we are now living with the last generations of newspaper purchasers and on-paper, or at least "for-pay", readers?
The delicate business model for newspapers everywhere that includes significant costs to be offset by some consumer contribution and some advertising, plus revenues from other sources, seems badly bruised at the moment.
How does a good manager tell the difference between an illness that will pass and a disease that may or will be fatal? During a crisis, one never knows for sure, but assumptions must be made and operations must continue, in most cases. How to manage all of that?
Do you suppose that there is merit to the argument I read earlier today that we are now living with the last generations of newspaper purchasers and on-paper, or at least "for-pay", readers?
The delicate business model for newspapers everywhere that includes significant costs to be offset by some consumer contribution and some advertising, plus revenues from other sources, seems badly bruised at the moment.
How does a good manager tell the difference between an illness that will pass and a disease that may or will be fatal? During a crisis, one never knows for sure, but assumptions must be made and operations must continue, in most cases. How to manage all of that?
13 July 2009
"Newspaper to Begin Charging for Online Access" - NYTimes.com
This debate goes on seemingly forever. Is this the right management decision to be making at this time?
"AP to tag all news stories with Media Standards Trust's metadata format" - Journalism.co.uk
How does a newspaper manager decide how important something like this in the midst of other crisis priorities? Imagine the opportunities tagging presents for newspapers who want to manage their content as opposed to just posting it and hoping for the best.
"Approval by a Blogger May Please a Sponsor" - NYTimes.com
There was a time when the lives of people working at newspapers were neatly divided into two pieces - one was the time they spent working for the newspaper and separate, entirely, from that, was the time they spent on their own. Conflicts were minimal and it seemed to work fine for the most part.
Now with the electronic world around us, that line of separation has fallen.
How does a newspaper manage its employees and contractors in such a way that their actions away from the newspaper do not detract from the success of the newspaper? It is, of course, even more challenging than that. How does a newspaper manager successfully shape what is said and done in opinion-oriented pieces of newspaper offerings to avoid the same problem? How to manage with transparency and with what rules?
During this crisis, the pressures are enormous and arguably the need for managers to pay attention is greater than ever.
Now with the electronic world around us, that line of separation has fallen.
How does a newspaper manage its employees and contractors in such a way that their actions away from the newspaper do not detract from the success of the newspaper? It is, of course, even more challenging than that. How does a newspaper manager successfully shape what is said and done in opinion-oriented pieces of newspaper offerings to avoid the same problem? How to manage with transparency and with what rules?
During this crisis, the pressures are enormous and arguably the need for managers to pay attention is greater than ever.
"Delivering Letters to Your Inbox" - NYTimes.com
The "in" box has taken on all sorts of new meanings in the electronic age. It is still the physical mailbox for most of us, in part, but it is so much more content delivered to real and virtual inboxes that we construct quite effortlessly in so many places.
As newspapers try to manage the current crisis, what are some of the ways that a newspaper can get people to rank what the newspaper has to offer higher than other items in the inboxes of each customer? Is this a time to be rethinking how the value of a newspaper - in all of its elements from journalism through all advertising - can be delivered to customers more successfully?
We see many newspaper experiments in this arena and how do we manage those experiences into the crisis management task at hand -- so as to emerge not just where newspapers were but considerably better positioned to succeed over the longrun?
As newspapers try to manage the current crisis, what are some of the ways that a newspaper can get people to rank what the newspaper has to offer higher than other items in the inboxes of each customer? Is this a time to be rethinking how the value of a newspaper - in all of its elements from journalism through all advertising - can be delivered to customers more successfully?
We see many newspaper experiments in this arena and how do we manage those experiences into the crisis management task at hand -- so as to emerge not just where newspapers were but considerably better positioned to succeed over the longrun?
11 July 2009
"Howcast, a Video Start-Up, Charges Into the ‘How-to’ Web" - NYTimes.com
As newspapers attempt to manage themselves out of the current crisis, what do good managers do when they see a phenomenon like Howcast? How does a newspaper sort out its own role in explaining how the world works and how each customer do what she or he needs to do in life? Is this merely one of those interesting internet world stories or does this suggest that another pillar of what used to make many newspapers more essential is facing rapid erosion? What, exactly, ought to be the role of a newspaper in helping a customer fix a leaky faucet? Is that somehow "below" what a newspaper thinks its role ought to be?
09 July 2009
"Inquiry Begun on Hacking Cases at Murdoch Papers" - NYTimes.com
Part of managing during this crisis is making sure that any newspaper is not damaged by the actions of some who may feel a desperate need to demonstrate some sort of success. That may not be the case at all here, but it does suggest the issue and it is one that is well worthy of discussion -- i.e., how to manage all staff to be hardworking and aggressive but be sure to stay within the bounds of good newspaper practice.
08 July 2009
"Stories from the downturn: ex-newspaper journalists struggle to make a life online" - Gordon's Republic - Blogs - Brand Republic
Many of these efforts have a laudable purpose - to save what is best about newspapers and recast the medium in a new offering. That said, there are many assumptions about just how this can happen, what an existing newspaper can best do to respond and, even better, to anticipate.
One of the key assumptions is that the trends noted here will continue. Will everyone choose to consume news and information in a hyperlocal manner? Will advertisers find that their customers and prospects are all following that route?
Early numbers, initial successes and failures, do not tell us the future, and at this time of such limited resources, newspaper managers need to think through very carefully how to manage not just their entry into more localized content, some of the content for which is beyond the control of the newspapers, but the core decision about whether this is where the future will be.
One of the key assumptions is that the trends noted here will continue. Will everyone choose to consume news and information in a hyperlocal manner? Will advertisers find that their customers and prospects are all following that route?
Early numbers, initial successes and failures, do not tell us the future, and at this time of such limited resources, newspaper managers need to think through very carefully how to manage not just their entry into more localized content, some of the content for which is beyond the control of the newspapers, but the core decision about whether this is where the future will be.
"'Printed Blog,' Curiosity that Piqued Newspaper Industry Interest, Folds" - Editor & Publisher
One of the eternal challenges of newspapers is deciding what to print and what not to print. That is the essence of the newspaper process. With the arrival of electronic technologies, other means of "printing" emerged and now the opportunities are virtually limitless. That said, in managing a newspaper today, there is still the very tough "call" on what to include.
The failure of this new print venture does not mean that printing what we find on line is not of value to those who want to see content delivered to them on paper. The experience of the Printed Blog is, however, one of those experiences that any newspaper manager during today's crisis ought to be noting. Is the idea of the Printed Blog a viable opportunity for newspapers or is yet another approach to today's challenges that newspapers choose not to pursue, rightly or wrongly?
The failure of this new print venture does not mean that printing what we find on line is not of value to those who want to see content delivered to them on paper. The experience of the Printed Blog is, however, one of those experiences that any newspaper manager during today's crisis ought to be noting. Is the idea of the Printed Blog a viable opportunity for newspapers or is yet another approach to today's challenges that newspapers choose not to pursue, rightly or wrongly?
06 July 2009
"Macy’s halved newspaper spend since ’05" - Reflections of a Newsosaur
The crisis facing newspapers is made all the more complicated because there are so many changes occurring simultaneously. The attached analysis of how one of the largest newspaper advertisers in the US has changed its advertising over the past several years is a reflection of more than the economy and more than the technological revolution we are witnessing. In this case, the advertiser, having acquired a number of other properties, decided that television is a better medium for the advertiser to use in reaching its customers and potential customers.
For newspapers, staying on top of these trends is a job all by itself. What is more important, however, is how newspapers can react to this most successfully, and how management can guide a newspaper toward either finding new ways to serve an advertiser such as this one - Macy's - or find new sources of revenue to replace those being lost to television.
Managing our "knowledge" of the crisis is a subject to be discussed in London.
For newspapers, staying on top of these trends is a job all by itself. What is more important, however, is how newspapers can react to this most successfully, and how management can guide a newspaper toward either finding new ways to serve an advertiser such as this one - Macy's - or find new sources of revenue to replace those being lost to television.
Managing our "knowledge" of the crisis is a subject to be discussed in London.
03 July 2009
"Daily Show Iran | Colbert Report Iraq" - Global Post
During any crisis, it is easy to overlook other developments that do not appear on the surface to be relevant....in this case, to how to manage newspapers during this period. In the case of this story about two US "fake" news programs and their recent coverage of Iraq and Iran, the relevancy to "managing the crisis" is the need to understand why these programs resonate so well with so many people and what it is that newspapers can do that serves everyone better. Is there something about the truths that seem to emerge out of this kind of coverage that is even more important for newspapers to do themselves in a creative way in crisis times?
02 July 2009
"Washington Post Cancels Series of ‘Salons’ Charging Lobbyists for Access to Its Staff" - Media Decoder Blog - NYTimes.com
Managing the crisis by crossing important "lines" is probably not very good management, but in London in September, we'll certainly look forward to hearing from anyone who disagrees with that proposition!
"Reader Complaints Drove 'Hartford Courant' Design Reversal" - Editor and Publisher
In an era where there seems to be so much focus on involving customers in so many decisions, the management of that involvement during the crisis is of prime importance. How to decide, as in the case of the Hartford Courant, to ask readers to vote on a new design for the printed newspaper after receiving negative reaction to an earlier redesign? How does a newspaper manager measure the need for that, and the value that doing so contributes to the enterprise? During a crisis, the use of resources to deal with such issues becomes even more expensive, and so making the right decisions is so much more important. Managing is, after all, what managers are for!
Move newspaper production to the customers?
Managing the crisis involves making a lot of decisions about doing things that newspapers perhaps have never done. In Nice, France, the local regional daily - Nice Matin - today moves a reporter, editor and some production people to one of the largest supermarkets in the area - a Carrefour - inviting the store's customers to mix and mingle with the newspaper people as they produce a part of tomorrow's newspaper. They will be there for several days.
Alas, there is nothing on the newspaper's website about this (nor on that of the supermarket itself), but it is an interesting idea, and according to the newspaper, the first initiative of its kind in France. They will be doing additional editorial coverage of the shopping center and area around the supermarket and there may be some advertising sales as part of the package as well.
We'll surely discuss in London how to assess and implement the best ideas of this kind during the crisis when resources are even more limited than normal.
Alas, there is nothing on the newspaper's website about this (nor on that of the supermarket itself), but it is an interesting idea, and according to the newspaper, the first initiative of its kind in France. They will be doing additional editorial coverage of the shopping center and area around the supermarket and there may be some advertising sales as part of the package as well.
We'll surely discuss in London how to assess and implement the best ideas of this kind during the crisis when resources are even more limited than normal.
"The Fight Over ‘Free’" - The Opinionator Blog - NYTimes.com
One of the single biggest challenges newspapers face today is in making the management and strategic decision about how newspaper content is going to be financed. The word "free" gets used regularly as a kind of on/off switch - as in free/paid. The avant-garde technology troops discuss this a lot, but very few of them run newspapers or have responsibility for them.
In London, we hope to combine some of the discussion reflected in this article about discussions at a conference this week in the US. How do newspapers manage the criticial and often-attacked relationship between what it is they produce and those (i.e., readers/customers) who wish to have access to it plus those (i.e., advertisers/sponsors) who may wish to pay some of the cost of providing that access?
In London, we hope to combine some of the discussion reflected in this article about discussions at a conference this week in the US. How do newspapers manage the criticial and often-attacked relationship between what it is they produce and those (i.e., readers/customers) who wish to have access to it plus those (i.e., advertisers/sponsors) who may wish to pay some of the cost of providing that access?
01 July 2009
"Gannett Set to Cut Hundreds of Jobs" - washingtonpost.com
Although there is as yet no official announcement from the Gannett Co. - publisher of USA Today and 80 smaller, regional newspapers in the US (as well as others in the UK) - this report from the Washington Post (Gannett is headquartered in the Post's market) today suggests that additional staff cuts will exceed several hundred, possibly going over 1,000. Gannett has already reduced its overall staff sharply as a result of financial pressures on the company.
The critical issue of managing existing staff during this crisis will be a prime discussion subject during "Managing the Crisis" in September in London. This is a supremely challenging problem that demands creative treatment, and we'll be talking at the conference about who is handling this piece of the overall crisis most successfully so that participants can learn from what others are doing.
The critical issue of managing existing staff during this crisis will be a prime discussion subject during "Managing the Crisis" in September in London. This is a supremely challenging problem that demands creative treatment, and we'll be talking at the conference about who is handling this piece of the overall crisis most successfully so that participants can learn from what others are doing.
"RIA Novosti says improving training key to surviving crisis"
Russian news agency RIA Novosti believes that investing in training programs which improve staff skills is the most effective anti-crisis program for media outlets, the agency’s editor-in-chief said. This will be a topic of discussion in London and we will benefit from having an authority on the Russian newspaper market with us.
What is the focus of the conference?
In today’s newspaper publishing environment, leaders face an increasingly complex world in which continual and rapid change is the norm. In a period of uncertainty, asking questions and framing scenarios will give confidence to leaders in this industry to go forward.
Those who act now will be in prime position to nurture and create products and services in the future. That’s the upside of a recession – it does indeed force a different way of thinking and is a catalyst for change.
CEOs, Managing Directors and Senior Executives in the newspaper publishing industry are encouraged to attend this conference on leadership to see how they can help the industry to survive and thrive during this challenging times.
Topics for discussion:
- What external forces will have the greatest impact on corporations over the next years? How does the crisis affect society?
- How can a leader make the right decisions in difficult situations? What kind of leadership is called for in a downturn?
- How do CEOs develop a corporate culture of constant innovation?
- How to rebuild trust and motivate your staff after major cost cutting?
- How to create a profitable future? How do companies become more adaptive and resilient?
- Why newspaper publishers should continue to invest as their audiences continue to change.
Speakers from multiple fields, organisations and disciplines will offer participants innovative information, provocative research, best practices and useful skills.
Those who act now will be in prime position to nurture and create products and services in the future. That’s the upside of a recession – it does indeed force a different way of thinking and is a catalyst for change.
CEOs, Managing Directors and Senior Executives in the newspaper publishing industry are encouraged to attend this conference on leadership to see how they can help the industry to survive and thrive during this challenging times.
Topics for discussion:
- What external forces will have the greatest impact on corporations over the next years? How does the crisis affect society?
- How can a leader make the right decisions in difficult situations? What kind of leadership is called for in a downturn?
- How do CEOs develop a corporate culture of constant innovation?
- How to rebuild trust and motivate your staff after major cost cutting?
- How to create a profitable future? How do companies become more adaptive and resilient?
- Why newspaper publishers should continue to invest as their audiences continue to change.
Speakers from multiple fields, organisations and disciplines will offer participants innovative information, provocative research, best practices and useful skills.
Program and speakers for "Managing the Crisis"
Here is the program - with speakers - as of this posting. For the most current version, click on the link above.
Monday, 28 September 2009
16.00 h -Guided visit to Apple’s Executive Briefing Center
Tuesday, 29 September 2009
Speakers
- Dr. Andreas Wiele, Head of BILD Division and Magazines, Member of the executive board of Axel Springer Verlag, Germany
- Anna Kirah, Design Anthropologist, Psychologist and Vice- President CPH DESIGN 1 2 3, Norway
- Vasily Gatov, Vice-President of the Russian Publishers Guild, IFRA Board Member, Strategy Director at MEDIA3, Russia
- Richard Wellins, Senior VP, Global Marketing and Business Development, Development Dimensions International, USA
- Morritz Wuttke, CEO, Publicitas, China
- Theo Blanco, Senior Sales and Marketing Director, Upsala Nya Tidning, Sweden
Moderators
- Terry Maguire, Principal, International Media Development & Counsel, Founding advisor of the Monaco Media Forum, USA and France
- Dr. Dietmar Schantin, Group Director for Editorial, Advertising and General Management, IFRA, Germany
- Sarah Schantin Williams, IFRA Associate Consultant, n-able consulting, Austria
Monday, 28 September 2009
16.00 h -Guided visit to Apple’s Executive Briefing Center
Tuesday, 29 September 2009
Speakers
- Dr. Andreas Wiele, Head of BILD Division and Magazines, Member of the executive board of Axel Springer Verlag, Germany
- Anna Kirah, Design Anthropologist, Psychologist and Vice- President CPH DESIGN 1 2 3, Norway
- Vasily Gatov, Vice-President of the Russian Publishers Guild, IFRA Board Member, Strategy Director at MEDIA3, Russia
- Richard Wellins, Senior VP, Global Marketing and Business Development, Development Dimensions International, USA
- Morritz Wuttke, CEO, Publicitas, China
- Theo Blanco, Senior Sales and Marketing Director, Upsala Nya Tidning, Sweden
Moderators
- Terry Maguire, Principal, International Media Development & Counsel, Founding advisor of the Monaco Media Forum, USA and France
- Dr. Dietmar Schantin, Group Director for Editorial, Advertising and General Management, IFRA, Germany
- Sarah Schantin Williams, IFRA Associate Consultant, n-able consulting, Austria
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