Newspapers must know when and how to engage their audience
20 February 2012 · By Anne Crassweller
Newspapers and all newsmedia are in the news-breaking business; it’s a race to tell us what we need to know — you heard it first, folks!
Stepping back today, though, I think when and how the news is delivered can and should vary depending on the circumstances. Gone are the days of newspaper hawkers shouting “Extra, extra: Read all about it,” to announce news in print. Today news is instantaneous, and technology has given the task of breaking news to the Internet channel and, to a degree, the broadcast channels. So, how do daily newspapers bring news to their readers?
I was in the car listening to a radio programme that was pre-recorded when, 5 minutes into it and 5 minutes after the hourly news, the station interrupted with an announcement about the much-awaited verdict in a highly publicised murder case. By the time they introduced the news flash, gave background, reported the verdict, and said details would follow at the news break, I had lost 10 minutes of the documentary I had been looking forward to hearing. Was that worth it? Well, the answer will vary by individual, but I was quite miffed!
The radio station “missed the point,” in my view. I inevitably would have heard the verdict; I would have had to be living in a cave to miss that information. In 20 minutes, there would have been another news break, or a quick check on my mobile would have given me that “news” in short order. It could have waited and certainly did not need to interrupt what I had chosen to do at that time. What most people in Canada wanted from their news outlets that day was the story behind the verdict.
...[more]New JC Penney approach holds lessons for newspapers
12 February 2012 · By Kathleen Coleman
If you can get beyond the screaming women in the television commercials, take a minute to tune in and listen to what JC Penney is attempting: to radically change the way customers shop their stores and digital sites. Their approach is research-based, and puts the four Ps — pricing, promotion, presentation, and product — front and center. And underlying the key tenets of JC Penney's changes are object lessons for newspaper companies.
First, using past sales data, the company looked at consumers' actual purchasing behaviour, and came up with what it terms “Fair and Square” pricing, which means shoppers can expect lower prices in stores at all times. To reach this conclusion, research showed 72% of JC Penney's revenue came from selling items priced at least 50% off. Thus, in the example cited in most recent news stories about the “Fair and Square” strategy, a T-shirt that had retailed for US$14 but typically sold — after markdowns — at US$6, would now be priced at a US$7 every day.
Part two of “Fair and Square” means monthly deals, and in the T-shirt example, the garment would now be marked US$6. The final piece of “Fair and Square” is called “best price” which happens on the first and third Fridays of the month. Said T-shirt would now be marked $4, to clear out seasonal colors and bring in new merchandise.
...[more]Will you allow Aurasma to impact your product?
02 February 2012 · By John Newby
How many of you reading this blog post have ever heard of “Aurasma?” If you haven't heard of this new technology, I would suggest you Google it and spend a minute or two digesting what you are about to find. While technology certainly continues to provide printed newspapers with immense challenges, I would suggest that to those willing to think outside the box and view the world through a different lens, it has also provided immense opportunity.
The beauty of TV years ago, and the Internet more recently, is that both can take the topic and subject you are viewing and literally bring it to life; they can bring it into your living room or the location in which you are viewing it. Traditional newspapers, while offering an excellent reading experience, are unable to provide the experience that live TV and the Internet can.
Speed ahead to the era of Aurasma! Now newspapers finally have the ability to provide real action and visual enjoyment embedded in each story. Point your smartphone or tablet at the picture on the sports page and watch the players come alive and view action highlights. Point your smartphone or tablet at the ad previewing a coming box office hit and watch as a theater quality preview comes to life. All that and so much more are possible with technology.
Point that same smartphone or tablet at an advertiser's ad and watch a 30-second commercial or, better yet, view a full-blown infomercial. The audience and revenue opportunities from both the news content and ad content are practically endless with this type of technology. It takes the latest fad, QR codes, and bumps it up to a whole new level — without the ugly black and white square codes all over your product.
...[more]The “other” audience: don't count them out
16 January 2012 · By Anne Crassweller
Newspapers attract many audiences, all of which must be attended to. Core audiences form the backbone for content and distribution, but we must also engage tomorrow's audience and the audience that may need “different” attention. In the not so distant past, printed newspapers attracted a mass audience. Like all media, newspaper audiences continue to fragment as the long tail media landscape becomes a reality in sync with the technology that fuels its growth.
One-size-fits-all no longer brings today's adults to a newspaper. The new media landscape means catering to the niche audiences and requires a new approach to content development and distribution. Using technology, timing, and distribution, newspapers can continue to be all things to all people, and then bring audiences together to provide advertisers with a “faux mass” audience, while providing the opportunity to target niche brands effectively.
Advertisers want audiences; newspapers use appealing and engaging content to build audiences to sell to advertisers. What are the citizens of today looking for? Of course, that depends on who “they” are. Today, few people will plough through “stuff” they are not interested in to find the nuggets they want; they expect content specific to their needs and interests to be delivered directly to them at the moment they want it.
Canada's major cities boast six daily newspapers, each one a brand. Those papers are owned by four, not six news organisations. The two companies that publish two newspapers target very different audiences in each paper. Experience demonstrated the best route to audience growth is through separate “brands,” not brand expansion. The latter can be muddled and send core readers away before — and, in many cases without — attracting the desired “new” group of readers.
...[more]Right message, right time, right customer, right device
04 January 2012 · By Lynne Brennen
Most digital publishers are experiencing similar patterns of readership behaviour across devices and platforms. The comScore chart below documents usage of three device streams: Computers and browser-accessed Web sites maintain strong readership during the work day, reaching high point around lunchtime; smartphones for news consumption are relatively steady over the course of waking hours; and tablets enjoy traffic in morning hours and a real peak in the evening.
Individuals fall along all three curves and do so across day parts — multiple devices used simultaneously and the composition varies by time of day. Consider the scenario where a commuter on the bus ride into work starts her day connecting on both a tablet and a smartphone. Our reader boots up her computer when getting into the office, checking news updates through the workday, but particularly while eating lunch at her desk. Of course, her smartphone never leaves her side for quick checks and alerts during those working hours. At night, she may unplug from the computer, but the tablet is within an arm's reach while making dinner, watching TV, and winding down with family. And, while not on the comScore chart, our commuter reads her print newspapers religiously every morning ...
...[more]How to encourage new business ideas from within
21 December 2011 · By Sandy MacLeod
Recently, a junior employee in our organisation brought forward a business idea designed to grow the Star Media Group audience penetration in the under-20 crowd. On the surface, the idea has merit. But it is just an idea. Much more information and research is needed before we — or any other organisation — can decide if it is worth pursuing these types of potential growth opportunities.
It's a tough time for newspapers. Advertising revenues continue to decline and print circulation is under severe pressures. At the same time, digital revenues are growing but not fast enough.
Clearly, newspapers must change to survive. To do that, we must get more people engaged in new ventures, new digital ventures in particular. At Star Media Group, we have a mandate to diversify revenues so that we rely less on print advertising revenues over time. That mandate forces us to seek new business ventures and innovative ideas to build new revenue streams. That's why it's critical to have ideas coming forward from all levels across the organisation.
Strategically, it makes sense to have more people involved in the process. Practically, it presents two key problems: First, how do you filter out the good ideas from those that really have not passed even the most basic business principles? And second, how do you do so and not discourage people from proposing other ideas in the future?
One of the greatest ways to ensure you don't discourage people from offering new ideas is to offer them a set of questions they can answer on their own. Often, they will come to their own conclusion on the viability of the idea. If it has merit, you take it to the next step. If not, the idea has been given fair consideration at an early stage.
...[more]The appealing audience: who are they and where will they be next week?
13 December 2011 · By Anne Crassweller
Every business has its myths, and advertising is no different. Look around. It is easy to see who advertisers think are buying most of their products and services. I have been in this business for more years than I prefer to count, and the general case appears to be this: your product must appeal to the young and hip.
While there is no doubt the age of acquisition for most adults is somewhere between 25 and 35, and the youth of today seem to want and acquire many expensive toys, what about everyone else? Don’t they buy “stuff”? Who has the money? And who reads daily newspapers?
It’s all about the “boomers.” Again. Still.
- 18- to 34-year-olds represent about 31% of the population and control, approximately 23% of total personal income earned in major markets in Canada.
- 35- to 64-year-olds represent 53% of the population and earn 64% of total personal income.
- Those 65 and older represent only 16% of the population, most of whom are retired, and still account for 13% of total personal income earned.
As the baby boomers move into their retirement years, their personal incomes will decline — the oldest boomers are just reaching their magic 65th birthday — but will they change their spending habits?
...[more]
Culture of change leads to innovation
07 December 2011 · By John Newby
As most within the newspaper industry have already done, I have spent countless hours contemplating why newspapers appear to be so risk adverse and slow to innovate. I have come to believe it really comes down to one basic and simple mindset, the mindset of change.
No, I don’t mean the simple act of just accepting change, most of us have figured out how to accept “forced upon us” change. What I mean is the real art of actually mastering change. I believe that by mastering the “Art of Change,” we can then become true change agents as we then begin seeking new opportunities in which we can master our new skill set. Make no mistake; mastering the “art of change” is far different than “accepting” change. Most of us can accept our fates, whatever they may be; but it is rare to find those that create their fates through the constant efforts to change.
This thought process reminds me of an experience I had nearly 10 years ago while a circulation director with another newspaper. In the mist of literally dozens of changes within our department in a relatively short period of time, I was accused by the managing editor and others of instigating and creating change just for the sake of change. My response was that they are absolutely correct, and I considered his statement an honour to be associated with. I went on to say, change is like any other talent that we must master, it must be routinely practiced in order for each of us and our staff to perfect the skillful art of change. Furthermore, learning to change on our terms was quite essential in order to meet the challenges and drastic changes that are sure to be coming in the future.
...[more]Giving thanks for our readers
24 November 2011 · By Kathleen Coleman
With the Thanksgiving holiday upon us, it’s the time for U.S. citizens to celebrate and appreciate abundance. Of course the United States doesn’t own the market on the Thanksgiving vibe, and many other cultures find times to take stock and express gratitude for life’s many gifts.
It’s not too much of a stretch to connect community newspapers to this great tradition of giving thanks. In fact it’s safe to say that many of our readers, particularly our long-time subscribers, see themselves as being in a relationship with their daily newspaper, one for which they are grateful. They have trusted us and depended on us to deliver the good news and the bad , the types of stories they need to make informed decisions about who leads their communities, a favourite comic strip to start their day with a smile, a raft of money-saving coupons because the whole family is coming for Thanksgiving dinner.
My mom, 87, confided today that she first reads the obituaries, then the anniversaries — looking for friends in both places. But after that she neatly separates the sections and reads them one by one, every word of every story. “I love my newspaper,” she says, in the same tone she uses to talk about her grandchildren. “I don’t know what I’d do without it.”
...[more]If you are looking to make budget next year, read this blog
08 November 2011 · By Sandy MacLeod
We’re onto something at the Toronto Star.
On November 4 we will launch our third subscriber opt-in product in the past two years. The first two have resulted in new revenues, impressive profits and a growth opportunity beyond our wildest expectations.
The concept is simple: understand your readers, their wants, needs and what they might pay for. Then, give it to them and market it aggressively.
Our journey started about two years ago when newspapers across North America were cutting costs across the board in an effort to stabilise earnings. Toronto was no different. Earnings were under immense pressure.
Of course, TV books were an obvious target. After all, in this digital age, many people are no longer using a print TV book to determine what to watch on TV? In addition, advertising revenues from TV books were also on the decline. In fact, they were on their way to $0.00 over time. To some people, killing our TV book seemed an obvious decision because they considered it a losing proposition.
Others of us weren’t so sure. We wanted to find out from our readers exactly what they thought. So we reached out to our subscribers and found that, indeed, 50% of them never read a TV listings book.
BUT that also means that 50% do.
...[more]
