OCTOBER 10-12, 2017 | ATLANTA
The Mather Symposium:
Audience and Data: The Road to Revenue Join Mather Economics LLC and Inland for a different kind of conference that brings together news media leaders from around the world who are facing the same challenges with revenue growth, customer acquisition and retention, and the transition to a digital business model. They will share great ideas and insights, explain strategies and showcase best practices that actually work. This featured session is a good example: The Data Paradigm Shift From Newsday, the co-publisher, the heads of audience development and advertising describe how the cultural and analytical evolution of data fueled decision-making and monetization at their organization— and emerged as media’s new business model. The Presenters from Newsday Media Group
Plus these sessions to enhance your ROI for participating in The Mather Symposium: • Digital customer analytics and how media companies are wielding this powerful tool • Targeted subscriber acquisition through dynamic offers and an intelligent paywall • Optimizing audience in a small market: Pricing, churn and budgeting strategies • Lessons from companies featuring subscription products and platforms • Digital subscription sales: How some media companies are growing them
Ed Bushey Co-Publisher
Patrick Tornebene Vice President, Audience Development & Analytics
Andrea Rothchild Senior Vice President Advertising Sales
• Advertising campaigns that target local businesses
The Mather Symposium WHEN: Tuesday, October 10: 1-5:00 p.m. Wednesday, October 11: 8:00 a.m. - 5:00 p.m. Thursday, October 12: 8:00 a.m. - Noon WHERE: The Ritz-Carlton Buckhead 3434 Peachtree Road NE Atlanta, Geo. 30326 404-237-2700 Rooms are $199 single/double. Cut-off date: September 18, 2017. For link to special Symposium rate, visit inlandpress.org. REGISTRATION FEES: $495: Inland members and/or Mather clients Second attendee: $395 $595: Non-Inland members and non-Mather clients
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SOLVING PROBLEMS FASTER
PRINT 17: Grow Your Business
New website, data.world, is the social network for data people . . . . . . . . . . p. 8
JUSTICE FOR ALL
Nearly 20,000 professionals attend annual print conference in Chicago p. 30
Media organizations launch U.S. Press Freedom Tracker . . . . . . . . . . . . . . . . p. 9
Are Newspapers at Risk From Cyber Attack?
Fake news, personal data and even source identity could all be at jeopardy in the digital age . . . . . . . . . . . . . . . . p. 32
San Diego Union-Tribune partners with GoFundMe to allow readers to donate . . . . . . . . . . . . . . . . . . . . . . . . . . . . p. 10
Trusting News project discovers how readers decide what information is honest. . . . . . . . . . . . . . . . . . . . . . . . . .p. 11
LOVE TO HATE
Washington Post video series offers a humorous take on reader comments . . . . . . . . . . . . . . . . . . . . . p. 14
The Hunt for the Local Ad Dollar
If you could choose President Trump’s next communications director, who would it be and why? . . . . . . . . . . . p. 15
DATA PAGE Global use of smartphones and tablets, U.S. non-digital and digital advertising revenue, media outlets with the most tweeting journalists, biggest publishers on Facebook . . . . . . . . . . . . . . . . . . . p. 18
As Main Street evolves, the value of small businesses remains strong for newspapers . . . . . . . . . . . . . . . . . . . . p. 38
Managing paper waste, our most precious and expensive commodity p. 26
All Strategy, No Shock
New hires, promotions and relocations across the industry . . . . . . . . . . . . . p. 51
Circulation and audience pros talk changing roles and facing challenges head on . . . . . . . . . . . . . . . . . . . . . . . p. 44
SHOPTALK Future of newspapers is still in print . . . . . . . . . . . . . . . . . . . . . . . . . . p. 58
PHOTO OF THE MONTH
Andrew Shurtleff/The Daily Progress . . . . . . . . . . . . . . . . . . . . . . . p. 16
Columns INDUSTRY INSIGHT
BUSINESS OF NEWS
To stop newspapers’ slide, empower local publishers . . . . . . . . . . . . . . . . . p. 20
If you want to connect with audiences, start building podcasts . . . . . . . . . . . . . . p. 22
Neetzan Zimmerman, the former ‘editor of the internet,’ speaks out . . . . . . . . . p. 24
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f you’re a fan of the 90s sitcom “Friends,” you probably remember the scene where Chandler and Rachel are helping Ross move a couch up a flight of stairs. Of course, the couch is too big to go up the staircase, but no worries, Ross has drawn up a sketch of how they’re going to move the piece of furniture. But as the three of them climb up the stairs with the couch, it becomes obvious Ross’s plan isn’t going to work. Yet Ross screams “Pivot! Pivot! Pivot!” to his friends, which Chandler screams back “Shut up! Shut up! Shut up!” I think many of us in the industry can currently relate to Chandler’s response, especially when it comes to how media companies are handling the way they’re announcing their restructuring. They didn’t fall short; they didn’t make mistakes. They simply pivoted. For example, when Mic announced in August the company was laying off 25 employees, it was because they were shifting their focus to video and other forms of visual journalism. They joined other news sites like Mashable, Vocativ, and Vice who had also pivoted to video. “The much-lamented and much-snarkedabout phrase ‘pivot to video’ is, if I’m being honest, somewhat warranted—video advertising is becoming central to every digital media company’s revenue model. But along with the effects on advertising, we’re also massively misunderstanding a pretty critical shift in journalism itself,” Mic’s publisher Cory Haik wrote in a piece published on recode. Haik, who served as executive director of emerging news products at the Washington Post before joining Mic, explained, “That video that is currently soaring across social media—maybe it’s a text-heavy explainer with dynamic motion graphics, or a videodriven news story with sharply concise captions—is less an evolution of video itself and more of an evolution of the hundreds and thousands of pieces of text-based journalism that are produced and consumed digitally.” It’s true; text isn’t going away, but the way readers are consuming their news and media is changing. So, to “pivot” could be another 4 |
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The pivot, though it arises from desperation, is nevertheless supposed to appear methodical.
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way to say to “evolve.” In a New York Times Magazine article, “In Our Cynical Age, No One Fails Anymore— Everybody ‘Pivots,’” author Jacob Silverman put it like this: “With its sheen of management-speak, pivoting is well suited to our moment. And like any act of public relations, pivoting is also a performance. A key part of the act is acknowledging that you are doing it while trying to recast the effort as something larger, more sophisticated, highly planned. The pivot, though it arises from desperation, is nevertheless supposed to appear methodical.” Was it methodical when Tronc abruptly announced a “pivot” in late August when it showed Los Angeles Times publisher and editor Davan Maharaj the door along with three other senior editors? Perhaps it was since Tronc already had successors in place: Ross Levinsohn, who served as a past interm CEO at Yahoo, was named publisher and CEO while former Chicago Sun-Times editor and publisher Jim Kirk was named the paper’s interim executive editor. Although Levinsohn has plenty of experience in the digital space, he has none with newspapers. What does this “pivot” hold for the future for the Times, a paper that has seen five publishers in the past 10 years? And how will it affect Tronc? It’s a company that has seen its fair share of pivots recently, including a rebrand and a merger deal with Gannett that fell through. Back to Ross, Chandler and Rachel: When the couch ends up getting stuck in the stairwell, Ross finally confesses, “I don’t think it’s going to pivot anymore.” There will be a time when publishers might have to utter that same statement (let’s hope the other Ross mentioned here doesn’t have to admit that one day). Because when you can no longer pivot, what will you do then?—NY
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comments ))) company would be much better served by spending that promotional money on reporters and photographers who could get back into the local communities again and start really covering local news—something that has fallen by the wayside in recent years as staff was cut to the bone (“Marketing the News,” August 2017). Here in Palm Beach (Fla.), the Post has become an afterthought for local news in the suburban communities. When I edited and published a quality local weekly and twice-weekly newspaper, The Town-Crier, years ago, the Post was actually a local news competitor we respected. Today, its few reporters are stretched so far and wide, community news is left to the community weeklies and some social and online media. BOB MARKEY illustration by tony o. champagne
Editorial Content Should Be Valued More As one of those entrepreneurs, I have to agree with the overview of the problem, though I question the conclusion that this is a problem that technology will solve. (“Shoptalk: Only Entrepreneurs Will Save Journalism,” July 2017) Hoping that somewhere, somehow, there will be a gee-whiz technology moment for a business model that will reverse the current trend with the news industry seems less than a solution than a parent reassuring a child that everything will work out in the end. Rather, the main thrust for a sustainable solution is to treat our editorial content as if it has value to the readers we are supposed to be serving and only allow those willing to honor that value to have access to the content. We must stop treating our news websites as if the advertising is the product and the news content is a little more than Styrofoam peanuts dumped into a cardboard box. ANDREW BIRDEN
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Creative Revenue Streams Needed This column raises some excellent points. (“Shoptalk: Only Entrepreneurs Will Save Journalism,” July 2017) How6 |
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ever, I can say that we have tried many different approaches in recent years in an effort to reinvent our business model. Among many other things, we tried creating hyper-local sites; we tried paywalls; and we tried super low-cost advertising rates, custom publishing, sponsored publishing, and more. What we ran into over and over again was the perception that everything should be “free.” Our audience absolutely loves the content, but neither they nor the businesses we deal with are willing to pay anything for it. Clearly, that’s what the internet has bequeathed us. In the end, the things we have done that worked best for us had absolutely nothing to do with producing legitimate journalism as we think of it. And it is those things that are now sustaining us. So as much as I agree with the premise here, my question is still this—how in the world do you get folks to pay for something they firmly believe should be free? No matter how creative the entrepreneur, he/she still must have a viable revenue stream to drive any business. FRANK
Submitted on editorandpublisher.com
Promotional Money Should Have Been Used on Reporters With regard to Cox, in particular, the
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News Orgs Need to Do More to Protect Sources The fault lies with The Intercept. (“Critical Thinking: Is the Intercept to Blame for Reality Leigh Winner’s Arrest?” August 2017) There are ways to verify authenticity of a document with the originating agency by re-scanning what is provided to capture the characters but in a different font and format with any mis-scans corrected… The source also needs to be clear with the reporter/editor involved if what is being provided is a draft copy (which may have had a distribution list of one for comment on some particular issue and thus would immediately identify the source because of specific wording it contains) or the final version of which there are multiple copies, greatly reducing the possibility of unmasking. A news organization unwilling or unable to take those basic precautions to protect a source has no business doing this kind of reporting. JOHN WYLIE
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STRONG No other profession in the world requires the stamina, strength, and intelligence of newspaper professionals. If newspaper professionals had extra time on their hands, Mount Everest would be considered a day hike, The Incredible Hulk would be mincemeat, and “Jeopardy” would go broke. One tough crowd — and in today’s challenging world, it’s a good thing. Editor & Publisher understands what it takes to stay competitive and has helped newspaper leaders stay one step ahead, tackling relevant and timely issues for 133 years. If you’re looking to stay on top of your game with comprehensive insight and global perspectives — look to E&P.
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the A section VOLUME 150
FOR THE MONTH OF OCTOBER 2017
> Look Ahead
Solving Problems Faster New website, data.world, is the social network for data people By Sean Stroh
hile using data in a story offers many benefits for a reporter, figuring out how to do so can be a complicated process. With data.world, journalists can upload, share and analyze data sets in a secure and collaborative environment. The website boasts a broad range of data on topics such as finance, health, sports and politics. “Today’s newsrooms are hoping to get three things out of data,” said Ian Greenleigh, director of marketing. “They want to find stories in data faster, use it to add depth, relevance and context to their reporting and to build trust with readers.” Greenleigh said the platform is designed specifically for collaboration to give people the ability to exchange ideas and share insights within a familiar social interface. } Ian Greenleigh, data.world director of marketing After creating a free account, users 8 |
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can track what others are working on and view recently added data sets on the platform’s news feed. Users can also choose to be notified whenever there is an update on particular data projects and topics of interest. Once a story is ready, newsrooms can publish the data that informs the reporting to earn trust with readers. In a recent survey conducted by data. world, 78 percent of respondents said they would have greater trust in an online news article if given access to the data behind a story. According to Greenleigh, the most important factor that comes in to play when making data simple and easy to understand for journalists is context. “Newsrooms have a spectrum of data literacy, and when anyone can understand what the data means and how it was derived, you can bring more people to the table,” he said. “Keeping that context connected to the data, in one place, provides that space where a non-technical subject matter expert can collaborate productively with a data journalist or news app developer.” Since the product launch last year, Greenleigh said he has seen interest from newspapers in data.world continue to grow. “Newspaper reporters are signing up every day. Often they come to find a particular data set, then start exploring the collaboration features and getting more out of the platform,” Greenleigh said. “Our pilot program with AP, which focuses on localizing data for AP member newsrooms, has contributed a lot to getting the word out.” Though there will always be a free tier to share data publicly on the site, Greenleigh said they eventually plan on charging a monthly fee to community members and organizations who use the platform for professional collaboration. For more information, visit data.world. editorandpublisher.com
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the A section
Justice for All
Media organizations launch U.S. Press Freedom Tracker
espite having some of the strongest legal protections for press freedom in the world, U.S. journalists continue to face threats of arrest, physical violence and hostility. In order to provide a comprehensive account of these incidents, more than 20 media organizations (including the News Media Alliance, Online News Association and American Society of News Editors) have teamed up to launch the The U.S. Press Freedom TrackU.S. Press Freedom Tracker. The nonpartisan er documents cases of press website (pressfreedomtracker.us) is dedicated freedom violations throughout to documenting press freedom violations the country. throughout the country and will track incidents such as arrests, assaults, border stops, camera and equipment seizures, subpoenas and surveillance orders, across all levels of government. The Freedom of the Press Foundation oversees the site, with its senior reporter Peter Sterne serving as managing editor. In addition to compiling the data, Sterne will also write feature stories and trend pieces related to press freedom issues. “Many journalists are happy that someone is finally tracking this information comprehensively,” Sterne said. “They knew that other reporters were being arrested or sometimes physically assaulted at protests, but nobody was aware of how much of it was happening.” As of Aug. 17, U.S. Press Freedom Tracker says there have been 19 arrests of journalists, 12 equipment searches, 15 physical attacks on journalists and four border stops of journalists this year. Recent incidents posted on the site include several assaults on journalists covering the Charlottesville protests in Virginia. The U.S. Press Freedom Tracker collects its data based on tips directly from journalists and its network of partner organizations, as well as general news reports. All tips are thoroughly vetted before being published on the site. Sterne said partner organizations will use the data collected by the tracker to write letters, prepare legal briefs and develop advocacy campaigns. Initial funding for the project was provided by the Committee to Protect Journalists (CPJ). As part of his settlement for assaulting Guardian reporter Ben Jacobs, Montana Congressman Greg Gianforte contributed $50,000 to CPJ, which was then put toward this project. Sterne said there is no timeline for how long the Peter Sterne, U.S. Press project will last. Freedom Tracker managing “The plan is to keep doing it indefinitely. I always editor
When the U.S. Press Freedom Tracker was launched on Aug. 2, there were 15 cases of physical attacks on journalists in 2017. Just a few weeks later, the number had risen to 19.
tell people I would be very happy if we could shut down the site tomorrow because there were no more incidents to report,” he said. “But as long as there are threats to press freedom in the U.S., we want to keep the site running.”–SS
> Did You Hear? “Rather than merely creating a product called content and attracting an audience to sell to advertisers — our old model — we can now reconceive of journalism as a service to our communities, convening them into informed, civil, and productive conversation and helping them improve their lives. Nothing less.” from “If I Ran a Newspaper” by Jeff Jarvis
OCTOBER 2017 | E & P
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the A section
Taking Action San Diego Union-Tribune partners with GoFundMe to allow readers to donate
he San Diego Union-Tribune has partnered with GoFundMe to allow its online readers to start or join a fundraising campaign based on articles published by the paper. Since the program launched this past July, the Union-Tribune has added donation buttons alongside a number of website articles. “It changes the story from something that I passively read to something that asks me the question: Do you want to take action right now?” said editor and publisher Jeff Light. “I believe that is an important question.” So far, the most successful project has raised more than $30,000 for Iesha Booker, a bus driver who helped an unconscious police officer after he was assaulted. When the story about the attack was published, a reader learned that Booker was struggling as a single mother of seven children and began a fundraising campaign with a targeted goal of $50,000. The pair of organizations split the 5 percent fee that GoFundMe charges, and the paper plans to donate all of the money each year to scholarships or nonprofits. While the New York Times has recently used GoFundMe as part of its Neediest Cases campaign, Light said the Union-Tribune’s partnership is unique. “Our approach is different in that we are giving readers the chance to Jeff Light, San Diego Union-Tribune editor and publisher
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A GoFundMe campaign on the San Diego Union-Tribune’s website for Iesha Booker, a bus driver who helped an unconscious police officer after he was assaulted, has raised more than $30,000.
take action based on our everyday journalism,” Light said. “We are not writing to raise money or to support or oppose anyone. It’s up to our readers to decide whether they feel motivated to take action.” Light acknowledged that he has read a number of criticisms of the new program, including concern revolving around the possibility of multiple campaigns being created for the same story. “That doesn’t seem like a problem to me; it was one of the requirements we had from the start,” he said. “One reader might react to a story about homelessness by raising money for a destitute family. Another might react by raising money to fund better enforcement of anti-camping laws.” Ultimately, Light said he feels many locals continue reading the Union-Tribune because they have an interest in making their community a better place, and that initiatives like this can help accomplish that. “My own view is that we should be providing more tools for inquiry, debate and community action on our sites, that we should aspire to transform local news from a strictly passive we-write-youread relationship,” Light said. “I am arguing that to enhance our value as journalists we should find new ways to enroll our users in a journalistic experience.”–SS editorandpublisher.com
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the A section
Building Credibility Trusting News project discovers how readers decide what information is honest
“It’s important to remember that a lot of the public really don’t understand what we do.”
ith President Trump’s continuous attacks on the media, and a number of news organizations struggling to stay financially afloat, a need to better understand the public’s perception of news and their willingness to pay for it has emerged. As part of the most recent phase of the Reynolds Journalism Institute’s Trusting News project, 28 partner newsrooms asked their audiences about their views on the credibility of news through an online survey. Participating newsrooms included the Cincinnati Enquirer, Dallas Morning News, Minneapolis Star Tribune, Fresno (Calif.) Bee, Fort Worth Star-Telegram and the Ogden (Utah) Standard-Examiner. Results can be found at trustingnews.org. “It’s important to remember that a lot of the public really don’t understand what we do. There are many people who think that journalists sit in a room and decide altogether what information to report and what information to suppress,” said Joy Mayer, project director. “They don’t trust us and editorandpublisher.com
} Joy Mayer, Trusting News project director
that distrust is based in a lot of big misconceptions.” In total, the questionnaires received 8,728 responses. Additionally, partner newsrooms conducted 81 in-depth interviews with readers for more details about what they are looking for in a trustworthy news organization. “The most challenging aspect was that we did not expect to hear from so many of these consumers. It never occurred to me that thousands of people would respond to
this questionnaire,” Mayer said. “The questionnaire was primarily designed to help these newsrooms find people to sit down with and interview in person.” The online survey, which was conducted earlier this year and consisted of more than a dozen questions, yielded a number of insights into who trusts and pays for news, particularly when it comes to age, politics and race. While more than two-thirds of respondents noted that they financially support at least one news organization, white respondents were more likely to both trust and pay for news compared to non-white respondents. Although levels of trust in news remained relatively consistent regardless of age, the likelihood of paying for news was higher among older adults. Another component of the survey included an open ended question that asked respondents to name three sources of news they typically trust and vice versa. The next phase of the project will involve newsrooms testing out strategies based off user data from the questionnaires and sit-down interviews. These strategies are designed to showcase the credibility and trustworthiness of journalism. Participating newsrooms will log the results and share what they find. “I definitely have been hearing from a lot of newsrooms that are eager to act on all this information,” Mayer said. “This will be the next phase of this project—to develop and deliver strategies newsrooms can then test in their communities.”—SS OCTOBER 2017 | E & P
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the A section
Love to Hate Washington Post video series offers a humorous take on reader comments
The Washington Post’s “Hate Mail” video series gives its columnists a chance to respond to reader comments.
steady stream of reader feedback on both sides of the spectrum is expected for any newspaper columnist doing their job. With the launch of the “Hate Mail” video series at the Washington Post, their team of opinion writers now has the ability to respond in a visual way, where every week, Post opinion writers react to reader comments in a short video posted to the paper’s official YouTube channel (bit.ly/2v8Rnqo). “Hate Mail” was one of the first ideas Michelle Jaconi, executive creative producer for the Post’s video team, said she pitched after joining Michelle Jaconi, executive the publication earlier this year. creative producer for the “Today’s news environment can Washington Post’s video team
New Vocabulary for the Modern Era
Post-truth (adjective): relating to or denoting circumstances in which objective facts are less influential in shaping public opinion than appeals to emotion and personal belief “People see our shocking Trump moment—this post-truth, ‘alternative facts’ moment—as some inexplicable and crazy new American phenomenon. But what’s happening is just the ultimate extrapolation and expression of mind-sets that have made America exceptional for its entire history.” —Kurt Andersen, The Atlantic 12 |
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the A section give the impression that journalism is a profession full of talkers and I wanted to show that we are also ‘listeners,’” Jaconi said. “This series highlights comments that range from endearing to highly critical, giving our readers a way to connect with our opinion writers as they respond to these comments.” In addition, the series also addresses another key concept— trust. “I think it is important for } George Will, Washington Post our audience to connect not just columnist with names and bylines, but with faces and personalities,” Jaconi said. “At a time when people doubt institutions, ‘Hate Mail’ is a new way for us to help create a connection between readers and individual writers through video.” According to Jaconi, the feedback from readers so far has been
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positive. “I think people understand and appreciate a tone of playfulness at a time when that is rare,” she said. “It was also fun to see viewers and even some journalistic colleagues enjoy being able to peek at the writing environment and personal offices of our big columnists.” One of the first to be featured in the series was columnist George Will, who started writing for the Post in 1974 and is a past Pulitzer Prize winner for Commentary. “I inflict my opinions on large reading audiences and do not in the least mind gusts of counter opinion,” he said. “Most of the responses to my columns go, I think, to the 450 or so papers that carry them, so I do not see most of them. In any case, I look forward to another session with my spirited detractors.” Jaconi said the video team will continue filming the series with plans to “feature more ‘stars’ in the franchise.” She credits Post columnists like Will and Charles Krauthammer for jumping on board with the series early on: “They are both such incredible intellectual forces that other columnists saw it and started emailing me that they wanted to try because Charles and George made it look so fun.”—SS
OCTOBER 2017 | E & P
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the A section > Wise Advice
From the Archive Fort Worth Star-Telegram publisher Phillip Meek celebrates the 131,000 entries to the newspaper’s “Time Trivia” contest. Utilizing a six-week combination of newspaper and radio ads, the quiz required entrants to answer 75 questions about local historical events. Prizes included an antique radio, a trip to Niagara Falls and a personal computer. The contest became so popular that entries poured in from as far away as New York, New Jersey, Montana and Utah. The contest was part of the paper’s promotional campaign “Spend Some Time With the Star-Telegram.” This photo originally appeared in the Dec. 18, 1982 issue of E&P.
“What’s the best piece of business advice you’ve ever received?” It was during my first week as a manager when I had a nice sit down with the publisher. He told me that as I developed my own management style I should do two things: Rely on my strengths, and watch and learn from other managers and take the best they do into building my own way of leading. It made sense. I learned how to organize from an old school circulator, how to take risks and plan from a Wharton MBA and how to read a room from an editor that had been a detective. I like the idea of learning from a lot of bright people and incorporating the good. You can also learn what not to do. Jim Wilson is the publisher of the Waco Tribune Herald. He has been with BH Media Group since 2012.
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LEGAL BRIEFS GCI Files Lawsuit Against Alaska Dispatch News
According to the Alaska Dispatch News, Alaska telecommunications company GCI has sued the newspaper in an effort to evict it from its printing and warehouse operation at the former Anchorage Daily News building. GCI, which purchased the building in 2014, claims the Dispatch owes nearly $1.4 million in rent and utilities. In addition, GCI is asking for damaged exceeding $1 million and a judgment that returns the property to the company. The lawsuit states that “ADN’s failure to vacate the warehouse space has prevented GCI and its affiliates from utilizing the property for its own purposes.” Dispatch publisher Alice Rogoff said in a statement that “at no point has there been any bad faith on the part of the newspaper.”
Daily Times Herald Sued by Former City Police Officer
As reported by the Daily Times Herald in Carroll, Iowa, Jacob Smith, a former Carroll police officer, has filed a lawsuit against the newspaper for libel over an article about his relationships with teenage girls. In his lawsuit, Smith claims his “reputation has been destroyed, his character and integrity forever castigated in the public eye, and his employability as a law officer severely damaged if not totally ruined.” Additionally, the suit also states that the “article contained many false and defamatory statements” and described publication of the story as “malicious.” Douglas Burns, the paper’s co-owner, has defended the story and said the paper stands behind its reporting.
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If you have a question you would like to see addressed, please send it to email@example.com.
J-school students and industry vets tackle the tough questions
If you could choose President Trump’s next communications director, who would it be and why?
Trump’s disastrous response in August to the violence in Charlottesville made writing this column particularly difficult. It became clear that Trump is a one man communications team and if possible, someone needs to rein him in. Trump needs a communications director who will Grace Hagerty, 21 senior, Boston University confront him, someone who isn’t afraid of (Boston, Mass.) him, someone who Trump understands, and someone who will execute an innovaHagerty is an opinion columnist for the student-run tive communications plan with the precinewspaper, The Daily Free sion of a general. Press. Her column focuses When you have a former entertainer as on politics and pop culture. president, perhaps it would be prudent to tap someone from the entertainment industry—more specifically the reality television industry. No, I’m not suggesting that the White House should re-assign Omarosa Manigault, I think they should tap Kardashian “momager” Kris Jenner for the job. Jenner runs her own production company, has authored several books, and is involved in the management of all her children. But Jenner’s most important qualification is her show “Keeping Up With The Kardashians.” The program doesn’t really have a plot, aside from following the life and times of the Kardashian family. Yet it’s dramatic and risqué, it has high entertainment value and high ratings. It’s all smoke and mirrors with very little substance. Although people roll their eyes at the Kardashian’s antics, I would argue that very few people are offended by the content on the show, even when it gets raunchy. Trump would benefit from a communications director who could craft brash White House content with “high ratings” while saying virtually nothing and maintaining an appropriate level of discourse. Jenner would be able to explain this to Trump in a way he would understand, relating to him as a fellow entertainment executive. Trump would likely respect Jenner’s entrepreneurial spirit and abilities as a business woman. Jenner could relate to Trump’s nepotistic tendencies and eccentricity. This mutual understanding could lead to a level of much needed candor and collaboration between Trump and his communications director. Jenner has shaped reality television as we know it and her expertise in crafting media narratives is nearly unparalleled. The position would be far beneath her talents, but this White House is in need of a master communicator. I doubt if offered Jenner would take the position; she’s overqualified, and I can surmise that her politics don’t align with this administration as her daughter, Kim, has been openly critical of the Trump. But would she do an excellent job as communications director? Without a doubt. editorandpublisher.com
The White House communications director has an impossible job. No one can spend every day masking Trump’s dishonesty and rationalizing his outbursts without suffering a fatal loss of credibility. No one can formally speak for a president who doesn’t even pretend Matt Johnson, 28 like he’s adhering to a coherent comopinion page editor, The Topeka munication strategy. No one can prevent (Kan.) Capital-Journal Trump’s impetuous ravings about the Johnson has edited the “very fine people” who attended a white Capital-Journal’s opinion supremacist rally in Charlottesville...or page since April 2016. the “millions” of people who voted illegally in 2016...or President Obama’s nefarious wiretapping scheme. Trump mainlines the chaotic contents of his brain to the public whenever he wants, and this leaves his communications team in a permanent, frenzied mode of damage control. But there’s one man who would thrive in this environment—one man who has proven that he enjoys defending the indefensible. That man is Scott Adams, the eccentric creator of Dilbert, self-described “Master Wizard” of persuasion, and practiced Trump apologist. Adams’s unwavering equanimity is just what Trump needs—after all, the economy is growing, the Islamic State is losing, and the U.S. hasn’t turned into Airstrip One, right? And despite Trump’s 34 percent approval rating, collapsing base of support, and abject inability to get significant legislation through the GOP-controlled Congress, Adams says his incomparable “talent stack” makes him “the most persuasive human I have ever observed.” To glimpse Trump’s tactical brilliance, let Adams guide you on a tour of epic rationalizations. It may seem like Trump is an obsequious admirer of Vladimir Putin, but this veneer of civility and respect is all subterfuge. In reality, he’s secretly doing everything he can to punish Russia for its cyber attacks against the homeland. When Trump called for a ban on all Muslim immigration and said we should deport 11 million undocumented immigrants, Adams says he was actually just “pacing and leading”—deftly getting the far-right on his side before bringing them to the center. No matter how flagrant Trump’s lies are, Adams will tell you that they’re often “emotionally” or “directionally” true—just the sort of servile, euphemistic nonsense that the next White House communications director will have to spout every day. If everyone in the country subscribed to Adams’s view of Trump, they’d no longer see an incompetent, narcissistic bully in the Oval Office. They’d see a “genius.” And yes, Adams has actually used that word to describe him. OCTOBER 2017 | E & P
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Send us your photos! E&P welcomes reader submissions for our Photo of the Month. firstname.lastname@example.org.
WONâ€™T BACK DOWN ď ˝ Andrew Shurtleff/The Daily Progress (Charlottesville, Va.) Charlottesville resident Lara Rogers (left) confronts Allen Armentrout of North Carolina who stood wearing a Confederate outfit with a semi-automatic handgun and rifle protecting the Lee Statue at Emancipation Park in Charlottesville, Va. on Aug. 15, 2017. A small crowd of Charlottesville residents protested him for 30 minutes before police escorted Armentrout away from the park. editorandpublisher.com
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data page Global Use of Smartphones and Tablets 2010-2022 Based on number of smartphone and tablet users worldwide; 2017-2022 are estimates
2010 2011 2012 2013
2.78 3.26 3.72 4.16 4.55 4.88 5.14 5.30 Source: Forrester ForecastView Data
U.S. Non-Digital and Digital Advertising Revenue 2011-2016 In 2016, digital advertising grew to about $72 billion, an increase from nearly $60 billion in 2015. It is estimated to comprise 37 percent of all advertising revenue, up from 33 percent in 2015. Based on annual U.S. advertising revenue to all recipients, not just news outlets
Non-digital advertising (billion) Digital advertising (billion)
Source: Pew Research Center Digital News Fact Sheet; eMarketer, U.S. Ad Spending Estimates
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Media Outlets with the Most Tweeting Journalists 893
433 Washington Post
391 The Guardian
50,844 503 10,411 5,510 36,187 5,097 8,913 44,487 24,937 53,596
27,116,254 25,385,161 21,940,282 20,743,141 19,985,038 19,315,141 19,038,654 17,945,730 17,009,838 16,488,990
DAILY MAIL BORED PANDA HUFFINGTON POST CNN NBC NEW YORK TIMES BUZZFEED FOX NEWS BBC INDIA TIMES
New York Times
Based on total engagements (likes, shares, comments and reactions) in July 2017
Wall Street Journal
Who Are the Biggest Publishers on Facebook?
352 Los Angeles Times
Source: 2017 State of Journalism on Twitter, Muck Rack
Source: NewsWhip Analytics, July 2017
Global Ad Spending on Mobile and Non-Mobile Video 2012-2019 Total global advertising spend on mobile and non-mobile video in billions; 2017-2019 are estimates
Source: Zenith editorandpublisher.com
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Commit to the Community To stop newspapers’ slide, empower local publishers By Matt DeRienzo
ere’s a candidate for one accelerating tactic by big newspaper chains that appears to only make things worse: The elimination of local publishers. The theory is that companies have built corporate leadership teams specializing in the different sectors of the business—advertising, circulation, news—and don’t need the additional overhead of a well-paid manager pulling them together in every local market. Instead, you increasingly see regional publishers in charge of three, four, even a dozen daily newspaper markets. The man20 |
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ager-to-staff ratio probably isn’t that much different, considering how many newsroom and production jobs that have been cut over the past 10 years. Tronc went even further in 2016, deciding it didn’t need publishers at all. Across the board, it eliminated that layer, elevating the editor of each of its daily newspapers to an editor/publisher role, even though many had little to no background in the non-news portions of the business. In August, after a year of plummeting print ad revenue and stalled digital growth, Tronc reversed course, at least in the case
of the Los Angeles Times. It restored the publisher role there and hired former Yahoo interim CEO Ross Levinsohn. An obvious concern in eliminating local publishers is that there’s “no one home” in the communities you are serving—no one attending Chamber of Commerce dinners or being a member of the Rotary Club. If that sounds quaint and outdated, consider the mountains of evidence that community and reader engagement are key to digital transformation and reinventing newspapers’ business models. Of course, that engagement is about a lot more than sending a suit to a chamber event. More on that in a minute. But there are other major problems with the loss of local leadership. It leads to corporate solutions for problems that don’t exist. The forced rollout of products that won’t work in a given local market, for example, or company-wide homogenization of content and design until local identity is erased. Before Gannett rolled out its USA Today insert into dailies across editorandpublisher.com
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the country, who were the local publishers or editors saying that “more national news” was a top priority for their readers? At the same time, local problems fester. Sure, the advertising, circulation and news staffs can report up to very talented corporate specialists in those areas, but what if the new newspaper business model requires native advertising and sponsored content solutions for local businesses? What if a reader revenue model can’t be marketed and sold in the same way print subscriptions were and requires full partnership with the newsroom to pull off? Who will lead the staff in the changed thinking and through the ethical minefields inherent in this kind of transition? Local publishers aren’t necessary, one could argue, if a company views newspapers as fast food franchises: a single recipe, branding, marketing, and customer interface that they think will work in any community in the country. But good luck
with that. Local news isn’t fast food. And building trust and loyalty among readers and advertisers requires listening and treating a community as partners in what you do, not just as consumers. But the alternative approach must go beyond simply restoring local publisher positions. One might as well save the money if you don’t truly believe in engaging with local communities and building unique business models that serve them well. And a difficult point of discussion is whether the specific people who operated under the old way are capable of being publishers who are empowered to engage the community and reinvent the business. The newspaper industry’s worsening financial results should cause companies to hit the reset button and reinvest in the job of local publisher. But it needs a new crop of leaders with a different set of skills and more diverse backgrounds. If engagement with the community is
paramount, we need publishers who are a part of, understand and look like the community. There’s a strong argument to be made that community organizing is a more relevant background for the modern publisher than advertising sales. We also need publishers with digital in their DNA, and we need to develop people on the news side with entrepreneurial skills and business knowledge, whether they become publishers or not.
Matt DeRienzo is executive director of LION Publishers, an organization that supports local independent online news publishers from across the country. He is a longtime former newspaper reporter, editor, publisher and corporate director of news.
Sold in last 18 months: 23 Daily newspapers
130 total publications In 15 transactions To 13 different buyers Cribb, Greene & Cope is pleased to have represented so many families and companies in their sale processes.
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business of news
On the Daily If you want to connect with audiences, start building podcasts By Tim Gallagher
’ve got a new addiction. Along with my morning coffee, there are wireless headphones in my ears and a smartphone streaming The Daily, which is what it sounds like—a daily podcast from the New York Times on a top story of the day. I’m not alone. According to Samantha Henig, editorial director for audio at the Times, there are 700,000 of us downloading or streaming The Daily each day. You can subscribe for free at nytimes. com/podcasts. What makes The Daily so addictive is the 22 |
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quality of the broadcast and something else that is in plentiful supply at every newsroom in America— journalists who understand their community and the news that they cover, but do not have enough space in the print edition to tell what they know. To deepen our connection with readers, we all ought to be making plans to do a podcast on our community. The numbers tell the story. Print circulation has been in decline for decades, but newspaper audience is growing. We have more readers than ever, despite our late ar-
rival in the digital world that many newspaper leaders eschewed for too long. But just as our former readers turned from their newsprint edition to the screen on their PC, they are now moving past their PCs and tablets to their phones. And they want news on their drive to work or while they exercise. The number of Americans who say they have listened to a podcast in the past month has doubled from 12 percent in 2013 to 24 percent in 2017. And—in a story that is hauntingly familiar—others are getting ahead of newspapers as consumers adapt to new technology. Two million unique users downloaded National Public Radio podcasts per week in 2014. The number is up to 3.5 million this year. Reasons are simple. Young and old, we are attached to our headphones and smart phones. And the quality of the podcasts has developed. Yes, there still are some that editorandpublisher.com
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sound like two guys talking endlessly in a tin-walled warehouses with Radio Shack microphones from 1987. But it takes a little effort (and some different hires) to make a quality podcast. The arc of The Daily podcast compels you to stay with the narrative from start to finish. Henig said that’s because the staff is largely composed of people with broadcast and podcast experience—from NPR’s All Things Considered, WBUR and the BBC. The Times is building a staff of seven and only one—host Michael Barbaro—came from the Times’ newsroom. The Daily embellishes what you read in the Times. Henig imagines someone discussing the Times while at their office with co-workers and The Daily listener knows just a little bit more about the story, a new angle that the print-only Times reader does not have. Henig said, “We feel like there was a much more narrative approach to the news. We wanted to be more intimate
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and make people feel really informed and enriched.” Rather than replace the Times readership, The Daily has enhanced it. Anecdotal evidence demonstrates that the customers feel more connected to the Times. Listening to Barbaro question and banter with Times’ veterans such as Carl Hulse, Maggie Haberman and Michael D. Shear, you feel as if you are listening to a conversation between reporter and editor. Technology allows readers to get closer to the story and to those who cover it. Witness the back-and-forth on Twitter with many reporters and readers. To cement the bond between reader and news organization, we must build podcasts. There is an audience for advertising on podcasts from potential advertising customers who find print does not deliver the audience they want. The podcast audience is smart, younger and engaged in the news—an ideal audience for an advertiser
you do not have. Of course, the Times is not the only newspaper doing successful podcasts. E&P covered the issues extensively in a January 2016 story (bit.ly/22J910D). The number of dailies devoting resources to this is, however, still minuscule. We ought to change that. We cannot let this opportunity slip away as so many have before.
Tim Gallagher is president of The 20/20 Network, a public relations and strategic communications firm. He is a former Pulitzer Prizewinning editor and publisher at The Albuquerque Tribune and the Ventura County Star newspapers. Reach him at email@example.com.
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‘You Can’t Expect Every Reporter to Know Everything That’s Going On in Social Media.’ Neetzan Zimmerman, the former ‘editor of the internet,’ speaks out By Rob Tornoe
ditor of the internet. That was Neetzan Zimmerman’s title when he was a viral content-producing machine during his time at the now-defunct news website Gawker. Zimmerman’s uncanny ability to pluck out content he knew would be popular with readers allowed him to garner over 30 million page views a month, as much as five times more page views than his next highest colleague. That led the Wall Street Journal to dub him “the most popular blogger working on the web today” and New York Magazine called him a “one-man viral treasure chest.” Back in 2015, Zimmerman took a job with The Hill, a newspaper focused on politics and policy that has served Capitol Hill since 1994. Officially the senior director of audience and strategy, it’s been Zimmerman’s job to help The Hill grow its digital footprint and better compete in a saturated market 24 |
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against outlets as varied as Politico, the Daily Caller and the Washington Post. So far, so good. According to CrowdTangle, an analytics platform owned by Facebook that tracks the performance of articles on social media in local markets, The Hill had more interactions on both Facebook and Twitter in the first half of 2017 than the New York Times, the Washington Post and Politico. In August 2015, The Hill had just 306,000 followers on Facebook. Just two years later that number now tops 1.2 million. And according to comScore, The Hill also has more monthly readers than any other independent political news source, reaching about 10 percent of all digital media viewers in the United States. Not bad for a niche publication focused on politics. In other words, Zimmerman knows how to find readers on the internet—which is why I wanted to pick his brain about local news outlets and what they can do to in-
crease their digital reach. Zimmerman’s position was a new one for The Hill, and at countless news outlets across the country where the news gathering process is still print-centric, having someone whose sole focus is trying to draw in digital readers is a luxury tight budgets can’t afford. For those small and mid-sized newsrooms, the message to reporters has been to find readers themselves, which Zimmerman thinks is the wrong approach. “You need a separate department or individual thinking about how to get content in front of readers,” Zimmerman said. “You can’t expect reporters, who frankly should be spending their time reporting, to have the time to find an audience for their content. You want to take that off their shoulders.” Take for instance Facebook’s continuing changes to its algorithm. Recently, Facebook has placed more emphasis on promoting links to websites that load faster, leading editorandpublisher.com
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Zimmerman to act as a liaison with the product department to ensure The Hill’s digital experience is not only meeting the expectations of readers, but also casting it in the best light possible for social media success. There are also countless groups on Facebook and elsewhere that pull together members of a local community, sometimes by individual neighborhoods. These groups can not only serve as a conduit for traffic, but they are also a treasure trove of potential story leads and insights into the communities you serve. “You can’t expect every reporter to know everything that’s going on in social media,” Zimmerman said. “They can help, but you really need someone in the newsroom shouldering that burden.” Zimmerman’s not wrong about the digital potential of underserved local markets. If you’ve played with CrowdTangle (something that I’ve become addicted to), you’ll notice that in most cases, most over-performing posts on social media originate from either local news outlets or regional affiliates for national news networks. Part of that comes from the fact that local newspapers and news outlets take pride in their nonpartisan approach to news gathering. Unlike many political news outlets, The Hill is also nonpartisan, something Zimmerman contends is an huge asset in such a polarizing time. “Most people ultimately want to read news from a place they can trust,” he said. “People are extremely multi-layered and complicated, and in my experience, there’s no one that’s exclusively far right or far left.” Of course, nonpartisanship shouldn’t be a synonym for transcription, and one area many local news outlets have struggled is making its unbiased reporting appealing enough to stand out on social media against outlets that aren’t afraid to express an opinion or potentially overstate the facts. At The Hill, Zimmerman says he and his team are constantly thinking about what is going to get people engaged with a story. People want to know how to connect with a story on a personal level, and often that means spending time crafting a headline or teasing out the facts that will resonate with editorandpublisher.com
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readers without veering into clickbait. A good example of this is from a story about a state department employee’s resignation that’s featured on The Hill’s homepage as I write this. The headline, “State Dept. science envoy resigns with letter that spells out ‘Impeach’” shows an understanding of who will share this story without taking a partisan approach. It paid off—in just two hours, the story was shared more than 23,000 times. “That’s even easier to do at local outlets because no one knows the community better than them,” Zimmerman said. “And the beauty is that content can range from the winner of a local dog show to what a large national story, like healthcare, means for the local community.” One suggestion Zimmerman had for all local newspapers, both small and mid-sized, is to get away from wire stories and have someone on staff aggregate national content. In resource-starved newsrooms, it’s easy to simply drop in a wire story when national news breaks, but it’s certainly not helping your brand stand out in the sea of content swimming around on the internet. Aggregation has gotten a bad rap in many newsrooms and is still often looked at with a disparaging eye by reporters more interested in breaking news than disseminating it. But the right mix of wire content and local flavor will create more engaging and unique content for the local readers, a valuable commodity as more online outlets look to charge readers for digital subscriptions. “Position the story that proves unique insight to your local community,” Zimmerman suggested. “If there’s even one thing you can add that gives your readers more of a unique perspective, than you’ve already created something of value.” Rob Tornoe is a cartoonist and columnist for Editor and Publisher, where he writes about trends in digital media. He is also a digital editor for Philly.com. Reach him at firstname.lastname@example.org.
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production BY JERRY SIMPKINS
DONâ€™T LET PAPER GO TO WASTE Managing our most precious and expensive commodity 26 |
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} Dozens of neatly stacked cores with white waste remaining on the core, ready for sale to readers or local movers. While this isn’t a lot of revenue, it builds goodwill in the community and keeps foot traffic coming into the newspaper office.
Photos courtesy of Jerry Simpkins
} Unless you have a solid commitment from the whole team you’re not going to be successful. Here someone is throwing away a roll with 5 inches still on the core. This represents increased white waste and shows a lack of team effort and buy-in.
ll printers have paper waste. It’s an inherent part of the overall process and can’t be entirely avoided, but it can be controlled to a degree. Tracking web breaks, accurate accounting of waste percentages, starting runs with butt rolls, starting up with less expensive stock before splicing into more expensive Hi-Brite or Offset stock— there are several tricks of the trade that can save money and minimize waste, but it all starts with a solid commitment from your team. Most waste conservation programs are based on the experience we’ve gained throughout our career. As we’ve worked our way up in the trade, we’ve figured out various ways to minimize waste, some more successful than others. Successful programs are not based simply on common sense and experience, but more importantly dependent on employee buy-in. You can employ all of the processes you’d like, but if you don’t have everyone on-board with the program it doesn’t stand a chance. It’s important that everyone has each other’s back and shows 100 percent commitment to the success of the team. A single press operator who doesn’t believe in the plan can undo every bit of savings the rest of your team can drum up. If you think it’s a 50/50 mix (half buy-in and half processes), you’re wrong. I’d put it closer to 80/20. From top management to the newbie in the reel room, if you’re not going to get the commitment from your team
you don’t stand a chance; and as much as I hate saying this, don’t waste your time reading any further if you can’t gain 100 percent commitment from your team from the beginning. It’s like building a house on a faulty foundation. It will look fine for a while, right up to the point it all comes crashing down. Coincidently, this article comes at a very appropriate time. One of the largest paper vendors in our industry recently announced a U.S. newsprint price increase which includes alternative offset paper as well, effective this month. You can rest assured that other vendors will follow and we’ll be up against yet one more challenge. While I certainly understand paper manufacturers need to remain profitable and manage their businesses accordingly, it couldn’t come at a worse time for an industry fighting circulation challenges, declining ad revenues and differential revenue between ROP advertising and digital dollars. I don’t mean this to come across as doom and gloom because it’s not. We’re in an industry that has been around in America for more than 300 years, and I’m a firm believer that based on the thirst for local/community news and credible quality journalism, we’ll be around for a while longer. But only if we continue to manage our resources, run our business like a business, and minimize our largest single consumable expense: paper.
Painting the Picture Before we get into some of the “common
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} The ultimate nightmare is a truck full of money going to the recycler. While waste is an inherent part of the printing process and will never be eliminated, it’s one of the things within our control to limit. Until the whole team gets onboard and understands that waste hurts everyone in the company, you will not have an effective waste plan.
sense” solutions to paper waste, I ran some numbers to support the opportunity that presents itself in paper savings. These rough numbers depend on your base price and are for a ton of paper, the grade of paper, your vendor and buying cooperative. Let’s say you’re a medium sized daily (around 30,000) and print an average of 32 broadsheet pages daily and 64 pages on Sunday; publish daily six days a week (312 pubs) and (52) Sundays. Based on what you’re paying for paper, 4 percent waste costs you roughly $89 each weekday and $178 Sunday. To some this might not sound like much, but annualized it quickly adds up to more than $37,000. While that’s a nice chunk of money and can certainly cause you pain, it’s a number that many of us would love to hit. Based on color pages and the inherent/necessary waste referenced earlier, 4 percent waste is a respectable number to some and an ultimate goal to others. Now, to get your attention, let’s take those same draws and play with the waste a bit. Ten percent waste isn’t really a terrible number for many of us. I’ve worked in shops where it’s a goal we fought daily to maintain. Based on the pages and circulation above, 10 percent waste represents roughly 3,000 waste per run. That’s not terrible depending on color, pasters, web breaks and the skills of 28 |
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your crew. But 10 percent waste brings you in right around $93,000 in annual waste. That should get anyone’s attention and emphasize the importance of managing waste effectively. Just one more number to get my point across: if your shop is what I’d refer to as “out of control” and you’re closer to that 20 percent number (it’s not as uncommon as you might think), waste is around $186,000 annually, and you probably should be scanning the help wanted ads on a regular basis.
Turning Waste to Revenue So, let’s move on to some solutions that just might help manage waste and contribute to the bottom line of your organization. We start with a neatly wrapped roll sitting on a truck (or railcar). Normally the mill loads rolls with care and most crushed cores and nicks happen when we unload at our docks. This is the first opportunity we have to reduce waste. Rolls are handled numerous times before they go on press; each of us has a different flow-pattern. I strongly recommend reviewing your handling process to limit the amount of times rolls spend in a clamp truck. I’d also have a discussion with your newsprint handler to make sure they’re on-board and giving 110 percent commitment to your conservation program. Take a
walk through your warehouse/paper storage with your handler, discuss scored rolls, ripped kraft wrappers, gouges and crushed cores. This is probably one of the easiest areas to control waste in. All of this damage can be eliminated and is a direct result of human error rather than processes. Rolls in your lay down area or adjacent to your press should be as pristine as when they came off the truck; it’s as simple as that. The next controllable in the process is stripping of the wrapper. Some pressmen remind me of the diabolical doll Chucky from the “Child’s Play” horror film series when it comes to prepping a roll. Again, this comes down to the human element and damage is 100 percent avoidable. If wrappers are stripped off haphazardly, there will be damage to the paper. I’ve seen plenty of press operators turn a .25-inch knick into a 1-inch slab-cut “just to be safe.” If you have a knick in a roll (which you really shouldn’t in the first place), trim to a minimum. If you have a knick in the side of the roll, use a Dremel tool (about $50) to notch-out the gouge. Once the problem has taken place, making it bigger is not better. I used to work for a publisher who had a knack for calculating lost printable pages for every sheet of damaged paper off a roll. Although his formula seemed a bit off at times, I truly appreciated the point he was trying to make to the crew—wasted paper is wasted money, and carelessness means money. Establishing a goal of all rolls making it to the press without damage is easily achievable. If you’re not there, you have no excuse and need to have a serious talk with your paper handlers. It’s the minimum acceptable mark for any good program. Before I let the paper vendors off scot free, while infrequent, if you receive paper with defects, glue on the side, nicks from vendor handling, calendar cuts, spun cores, etc. be sure to take photos, record the damage and roll number tying it back to the specific bill of lading/order, and contact your vendor immediately for information on how to file a claim. I’ve found that if you’re fair and don’t nickel/dime vendors, they will gladly compensate for errors on their end.
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} Each roll of newsprint represents a significant investment by the company. The more quality printed product we send out the door the better chance of maintaining the profitability and sustainability of our industry.
Controlling Waste Now let’s load our rolls on press. If you have ground level reel stands, “spider” type reels below press level, or raise your rolls with a hoist, the process is similar just lift them and load them. This is perhaps the last place that I’ll claim the human element on. If you don’t load rolls carefully, you will bump the edges and end up having to trim nicks or slab paper off. Either way, it’s avoidable if you slow down and be accountable for your actions. Just the savings to this point in white waste can make a significant difference, and it is all 100 percent within our control. It’s so important to get this through to your folks. When you get them treating waste like it’s coming out of their personal pockets (and it truly is) and spending the company’s money like they’re signing the checks, that is when you can be successful. The next step comes from printed waste: on-press. From here on out, it depends on equipment, plates, paper grain/strength, color complexity and operator skill. A lot of press operators aren’t going to like this part because it takes a lot of effort and can mean more work. There are arguments to the side of the additional time spent offsets potential savings. While I don’t buy that one bit, everyone is entitled to their opinion. The Right Way: Start-up with the least expensive paper you have. i.e. if you have a run on 50# alternative offset or hi-brite, start-up with a butt roll of newsprint. Make sure to program in your presets (if you have a system) or at the very least take a shot at some manual common sense presetting of ink keys. Now fire up that press, turn on your impressions, and get some ink and water on the sheet. Once you have a reasonable image and can identify registration and basic ink lay-down, shut down. At this point go through the paper and fine-tune your ink coverage from presets and align registration (sidelay/comps) to your best experienced guess. At this stage make the decision if you are close enough to paste in good paper or if you
need to do one more quick start-up to get closer. This is the right way to start-up a run and will absolutely minimize start-up waste. The Wrong Way: This is the preference of a lot of operators. Why, because it’s better? No, because it’s easier. I once had a press operator who set everything on the fly, and it drove me crazy. Startup the press, usually at full bore, then proceed to start setting ink/ water and registration as papers (usually hi-brite) steadily drop into the waste bin like dollar bills. He’d run about twice the waste of other operators, but nonetheless, he insisted his way was the best. All the retraining in the world just led to more frustration on both sides. Whenever we tried to change his ways, it simply didn’t work. It was the way he was brought up and trained on press. Eventually, we had to take him out of the mix by putting him on with a supervisor who took charge and did things the right way. Once you’re up and running, a lot depends on the quality of your pasters. Whatever pattern you have found works best for you, make sure your operators are consistent and do them right. I’m normally not mean-spirited, but in one property, I was frustrated at the reel room operators who seemed to take every shortcut they could and just didn’t share the same concept of a perfect paster pattern as I did. As a result, I walked the line every night and joyfully (I’m ashamed to say) popped every poorly constructed paster with my hand. It didn’t take long for them to catch on and the quality of the patterns quickly improved . One lost paster, one wrap, and all conservation efforts on the frontend go down the drain in a flash. I firmly believe the person making pasters can be the key to achieving or missing your waste goals. Run your roll down as low as you feel safe and keep a close eye on registration while you’re doing so. I usually like to set for about .25 to .50 inches off the core. If you run off the core, it’s going to cost time rewebbing and a lot of aggravation, so be careful. I realize with the various runs and not always being able to end the run perfectly, we’ll have larger cores that are not practical to put back on press. If you’ve got a rewinder, use every bit you can; otherwise, I can normally live with about 2.5 to 3 inches of waste on a roll if the run ends there. Putting butts back on press with less than 2.5 inches usually doesn’t carry much benefit. There’s an almost endless list of what we can do to control waste, yet I constantly see unacceptable numbers at some sites until processes are cleaned-up and people become vested in making a difference. It’s important to understand where the holes are in your program by tracking web breaks and then doing the necessary research to correct the issues. There’s really very little mystery to cutting waste. There’s not a lot new outside of the processes we already know and the common sense we apply. The answers to managing waste are within our immediate control if we simply take the time and employ the necessary effort and follow through. Jerry Simpkins is vice president of the West Texas Printing Center with Morris Printing Services, LLC in Lubbock, Texas. Contact him on LinkedIn.com or at firstname.lastname@example.org.
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Photos by Oscar & Associates and Wendy MacDonald } More than 450 exhibitors were on the tradeshow floor this year, including Goss, KBA and Muller Martini.
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Grow Your Business Nearly 20,000 professionals attend annual print conference in Chicago By Sean Stroh
fter spending last year in Orlando, this year’s PRINT 17 conference returned north to Chicago’s McCormick Place Sept 10-14. The theme of the conference, “Grow Your Business,” was well-received by the almost 20,000 attendees, said Sherry MacDonald, director of event marketing. In addition, more than 450 exhibitors were also in attendance. “We know the dynamics of trade shows have changed with advances in communications. Deals are being made between companies across the globe every day,” MacDonald said. “So the urgency to close sales at trade shows has lessened, to a degree. That said, there is still no substitute for face-to-face interaction when building relationships, nor is there a substitute for seeing the latest technologies up close. The feedback we’ve heard has confirmed that we successfully achieved our goal: providing significant value to attendees and exhibitors alike.” The five-day conference also offered more than 50 education sessions with topics including design and creative process, packaging, marketing, growth strategies and emerging technologies. The show featured a pair of distinguished leader speakers for the first time as well. Next year’s conference will once again take place at McCormick Place in Chicago Sept.30-Oct. 3, 2018. It is slated to remain in the Windy City through 2020. “You can expect some new programs and a continuation of the show’s most successful components,” MacDonald said. “We always encourage industry members to give us feedback as we plan our future shows.” For more information, visit graphexpo.com.
} From left to right: Jason Elliott, Denise Lease and Ron Sams of manroland web systems
} Cheryl Sutton and Mike Monter of New ProImage America, Inc.
} Phil Tilley (left) and John Staiano of Harland Simon stand with a Prima 7000 that was just sold to the Louisville (Ky.) Courier Journal.
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ARE NEWSPAPERS AT RISK FROM
CYBER ATTACK? By Peter Suciu
Fake news, personal data and even source identity could all be at jeopardy in the digital age
ardly a week goes by without some major company announcing that it has been the victim of a cyber attack or hack. This spring, Netflix and HBO were each the targets of hackers, and this followed hacks at Sony and other media companies. In recent years, several of the largest newspapers around the world have also been the victims in such attacks.
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ARE NEWSPAPERS AT RISK FROM
In 2013, Chinese hackers conducted cyber attacks on the Washington Post and Bloomberg, while the Syrian Electronic Army (SEA) was responsible for 2014 attacks on The Independent, The London Evening Standard, The Chicago Tribune and The Telegraph. Chinese hackers have reportedly been targeting American news organizations going back as far as 2008. Compared to breaches of retail websites—notably Target, Home Depot and T.J. Maxx—or of healthcare providers, the attacks against newspapers have largely been less costly to date. Moreover, while cyber attacks against news organizations have been high profile, the real growth sector for cyber criminals has remained in the healthcare sector, which saw attacks increase by 63 percent in 2016 according to research from TrapX Labs, a division of TrapX Security. “Medical remains the holy grail because of the information that can be obtained,” said Nick Nascimento, founder of Sentage Systems, a managed IT services company. “However, the same methodology that is used in an attack on a healthcare provider could be utilized in any other sector. The methods and techniques are all the same.” Despite what movies and television shows may suggest that hacking involves a deep understanding of computer systems, it isn’t actually the technology that is the weakest link in cyber security, it is the human element. “The New York Times was hacked the same way that hackers targeted the electrical grid,” said Nascimento. “You can put up the best firewalls, but a lot of it comes down to social engineering, and this is why it is important to educate the employees.” This is one part of the strategy to stop these breaches. “You can do everything right, but one employee or outside contractor or vendor is all it takes to allow the breach to happen,” said Adam K. Levin, founder of CyberScout, cyber security and fraud protection service. “It comes down to that person clicking on the wrong link, which can introduce malware into a system and obtaining a password.” Levin added that for that reason alone breaches have almost become a third certainty in life and that it will take more than technology to solve the problem. For newspapers, there is a lot at risk. It could be the next frontier for hackers and other cyber criminals. If that’s the case, how can newspapers prevent and prepare for such an attack?
What Data is at Risk? The first thing to understand is why hackers might even want to target a news organization. Most security experts say it goes back to the often misquoted line from career criminal Willy Sutton about robbing banks, as in “That’s where the money is.” Newspapers may not have a lot money, but it has a 21st century currency—namely information. 34 |
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Of course all major companies today have a lot of personal information either on their respective employees and/or customers. However, for media companies, this can include more than the usual employee data such as addresses, social security numbers and other personal information such as birthdays. Customer data can also include addresses and often credit card numbers. “Media companies collect the same sort of data as other commercial organizations—names, addresses, passwords, billing info—so they might be targeted by hackers who collect and sell that information on the black market,” said Charles King, principal analyst at technology research firm Pund-IT. A lot of that information doesn’t have the same value it once had. Credit card information and even social security numbers are so easily bought and sold on the dark web that the market is somewhat saturated. Hackers have become savvier in their attacks as a result. “Many or most media companies store subscribers’ information in multiple sites so it’s difficult to imagine how that data could be held for ransom,” King said. “There are publishers that serve subscribers with specific political/philosophical outlooks whose data would be attractive to those on the opposite side or to government entities.”
All the News That Could Be Hacked A bigger concern for newspapers and other media organizations is that hackers could opt to spread misinformation or so-called “fake news.” As the 2016 election cycle proved, there is real danger in the power of fake news, while more recently hackers and so-called hackavists have used cloned Twitter accounts to further spread false information. To date, most cyber attacks have been brief and failed to actually be harmful, but were major newspaper sites and/or social media to be hacked in a concerted effort the results could be far more reaching. The United States suspects that Russian hackers may have planted fake news to create a crisis in Qatar earlier this year, and previously Russian hackers spread fake news during the crisis in the Ukraine. “There is enormous potential damage that could be done by hackers who target newspapers,” said Levin. “Newspapers hold a revered place in our society, and imagine if one high placed story that wasn’t a real story showed up online it could set off a domino effect.” The motivations that hackers might target a newspaper—or again perhaps just its social media account—could be for a plethora of reasons, ideologies or beliefs. As noted, it could range from a hackavist who may want to spread a personal opinion to efforts that could create an international crisis “Hacks targeting news sources/companies occur for a number of reasons,” King said. “For example, the New York Times bureau in Shanghai was targeted by hackers—identified after forensic analysis—with support from China’s government, who were gathering information about research and news sources behind stories of editorandpublisher.com
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Adam K. Levin, CyberScout founder
Charles King, Pund-IT principal analyst
which the government didn’t approve. “More recently, Harvard’s news site was hacked by people who posted jokes about Mark Zuckerberg. Similarly, hackers broke into Qatar’s state news agency and posted pro-Israel stories. These motivations—which range from simple embarrassment to intelligence gathering—wouldn’t be effective for promulgating fake news or promoting systemic mistrust, but if they occurred often enough the site would be effectively discredited.” The risk remains especially as newspapers often get the news before it is technically news. Information that was under embargo or under a non-disclosure agreement would certainly be the holy grail for hackers who understand the value of knowing tomorrow’s news early. “This could include such information as pending mergers, pending government discussions, pending regulations, pending EPA ruling; this list goes on and on,” Levin said. “That information in the wrong hand could move markets or could just as easily result in a war. We have to accept that media outlets are in unique position to do good, or be used an as instrument do bad things if that data is accessed.” Just as there is a concern that anyone with government security clearance could be at risk from blackmail, and that information they know could be compromised the same is true of reporters today. “Reporters could be the target of bribery or extortion, just like anyone else, but what they know could be extremely valuable,” Levin said. “By targeting an individual rather than a newspaper’s servers, hackers could obtain some valuable information.”
Sources in the Crosshairs Beyond the employee and customer information, as editorandpublisher.com
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Julie Posetti with one of her research collaborators Dr. Marcus O’Donnell (Photo by University of Wollongong)
well as other confidential information that a newspaper’s computer network could contain, there is one other truly valued and protected item: the identity of confidential sources. As long as people have been willing to share secrets with reporters, the identity of that source has been guarded often above and beyond the limits of the law. Reporters have literally gone to jail and in some cases died to protect a source. Hackers could change the balance entirely “The era of the fully protected source has long passed, and even if journalists are experts in cyber security they could never guarantee a whistle blower absolute protection anymore,” said Dr. Mark Pearson, professor of journalism and social media at the Griffith Centre for Social and Cultural Research and the Law Futures Centre at Griffith University. “Journalists have an ethical obligation to tell a confidential source that their identity might well be traceable.” Here the greatest weakness may not be social engineering or phishing scams because even if the information is kept off newspaper servers, there are too many other variables in the digital age. “Journalists who travel may have to stop relying on email,” said Sentage Systems’ Nasscimento. “To protect sources might mean face-to-face communication.” That might still not be enough. “The combination of online and phone communications, geolocational metadata, CCTV cameras and the ubiquity of audio and visual recording means that any initial and ongoing communication with endangered sources would need to be totally analog if it were not already on the radar of those who want to know,” Pearson said. While the American NSA comes to mind as one group that seems to be an all-seeing eye, it is hardly the only such agency. Australia’s Federal Police had admitted earlier this year that it had accessed a journalist’s metadata in breach of protocol. OCTOBER 2017 | E & P
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Dr. Mark Pearson, professor of journalism and social media, Griffith University
Nick Nascimento, Sentage Systems founder
“In addition to avoiding naming a confidential source in court, or under duress, a reporter now needs to practice digital safety and security to ensure that surveillance, interception and data handover—increasingly justified by states on national security grounds don’t neutralize analog era source protection commitments,” said Julie Posetti, Fairfax Media head of digital editorial 36 |
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capability and author of the 2017 UNESCO study “Protecting Journalism Sources in the Digital Age.” The same technology that is allowing for every conversation on devices to be captured could enable layers of encryption, but it isn’t clear if this will be enough to truly protect a source. “This could involve the use of encrypted apps like Signal for more secure digital chat, and it should involve strong password protection across devices, along with awareness of metadata risks,” Posetti said. However, “while particular encrypted apps or software might be favored by savvy reporters, we must remember that it is in all our interests that the authorities devise and implement new methods to crack such systems to combat international crime like money laundering, terrorism and child pornography syndicates,” Pearson said. “Journalists’ source protection is an inevitable collateral casualty of such cyber law enforcement advances.” To this end, sources must be in on the efforts to ensure their protection. Posetti recommends that journalists consider training their sources in secure communications methods. Identities of sources, even more than employee data or corporate information under embargo, could be the sort of thing that state sponsored hackers might be most interested in. The name of a source may have little actual financial value, so governments may be far more interested for any variety of nefarious reasons. “This is a very valid concern,” Posetti said. “But hacking may not be required when mass surveillance and data retention policies potentially catch many confidential source based communications in the net. It’s a ‘brave new world’ and journalists, their editors, publishers, states and third party intermediaries have a responsibility to ensure that confidential sources and whistleblowers can continue to reveal information shared in the public trust.” Such a danger is also obvious because there is already evidence it may have hap-
pened, said Pearson. “Recent cyber attacks upon various government agencies and corporations apparently by, or on behalf of, certain foreign powers is a small step away from a targeted search for the identity of sources opposed to their interests,” he explained. “As for corporate entities, The News of the World phone hacking scandal was an example of major corporations using illegal means to get confidential and private information for stories. If such tactics can be implemented by the media, they can also be used by corporations or governments against them.” While such precautions by media companies are sensible, Pearson added that the more important imperative is adequate education of journalists about their individual responsibility to sources, awareness of the national security powers of agencies to access their metadata, and their clear and precise wording of negotiations with sources over confidentiality so that all parties are aware of the terms of the agreement and the real limitations on the protection of the source’s identity.
Stepping Up Security and Training People Unfortunately, there is no magic button to push, no software to install or any other simple solution to stopping cyber attacks. The first thing is to limit access. “All organizations at all levels should be able to answer a few questions,” Levin said. “Do you encrypt your data? Do you segment your data?” Encryption can help make it harder for hackers or other cyber criminals to utilize the data that is compromised during a breach, but by segmenting the data it can ensure that there is no skeleton key to the kingdom. “If someone breaches one part of your network they shouldn’t have access to all the other parts,” Levin said. “This is a failing that happens too often, but it isn’t just technology. There needs to be education and a constant discussion (that) includes HR, editorandpublisher.com
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“It is going to take education as well as technology to ensure that the kingdom is protected from the barbarians at the gate.” legal, the news department and even the mail room. There is simply way too much at stake here.” The other part is training employees should know that even the vice president of HR won’t ask for personal passwords, and should that email come, a phone call should be made to confirm it is legitimate. “Training also needs to be ongoing,” Levin said. “Too often we see that this is mentioned to the whole company and a warning sent out, and then nothing. People shouldn’t be trained just on their first day or even quarterly. These lessons should include not using passwords in one’s business life that are linked in any way to a personal/private lives; email should be monitored for malware; employees shouldn’t visit risky websites; suspect all email attachments of containing malware; and never click on embedded links. In many cases, hackers today don’t actually need to breach a system that is behind a robust firewall, as mobile devices including smartphones, tablets and laptops often contain extremely sensitive information. These devices are often left in hotel rooms or used on airplanes— places where reporters can all too often let their guard down just reporters need to treat their devices as they do their protected sources. Some of it may sound like extreme measures but considering that hackers go to such extremes to obtain information, it isn’t a matter if one is too paranoid but rather is one paranoid enough. “Putting phones in freezes or foil bags call ‘Faraday Cages,’ throwing burner phones into the river, using ‘air gapped computers— those that have never been connected to the internet—in a secure rooms are all methods investigative journalists and editors have deployed in recent times on highly sensitive stories,” Posetti said. “Although such measures are reserved for high risk stories—think national security and sophisticated organized crime syndicates—everyday measures like integrating physical safety policies with digital security measures, introducing threat assessment measures and editorandpublisher.com
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undertaking specialist newsroom training are essential.” The good news is that the media reports on breaches enough to understand that it is a valid risk and precautions are being taken. “The relatively few recent stories about news site hacking suggests that media companies take hacking seriously,” said Pund-IT’s King. “They certainly should, since being scammed or taken over by hackers is both embarrassing and can negatively impact a company’s brand. Most traditional news companies are under such severe financial pressure that ignoring the dangers of hacking is equivalent to a death wish.” It may come down to continued due diligence to stop the hackers at the gateway, and that includes the human element as much as stronger passwords, two factor authentication or the latest firewall technology. “Throwing a fortune at technology isn’t the answer,” Levin said. “It is a solution, but isn’t the silver bullet or magic arrow that can fix all the problems. No system is any better than its weakest link, and humans have always been and always will be the weakest link. It is going to take education as well as technology to ensure that the kingdom is protected from the barbarians at the gate.”
DV &M MARKHAM FAMILY HAS SOLD
ANTELOPE VALLEY (CA) PRESS 11,000 daily circulation 18,000 Sunday circulation
ANTELOPE VALLEY PRESS INC. We are pleased to have represented the Markham family in this transaction.
Dirks, Van Essen & Murray Santa Fe, NM
t: 505.820.2700 www.dirksvanessen.com
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The Hunt for
the Local Ad Dollar By Sean Stroh
As Main Street evolves, the value of small businesses remains strong for newspapers
illustration by tony o. champagne
espite sharp decreases in total advertising revenue over the past 10 years, its importance for community newspapers at the local level today can’t be overlooked, or simply disregarded as a meaningless endeavor. While the national ad numbers may pale in comparison to what they once were in the pre-internet world, small businesses remain a valuable and critical piece of a local paper’s overall financial health. As enticing as it may be to point to various social factors such as changes in consumer habits or corporate consolidation as a reason to pursue other sources of revenue, the reality is that there are in fact local ad dollars out there to gain. It’s just a matter of where to look for them. E&P spoke with newspaper professionals about how they started working with small businesses, what they found, and how others can find the same success. Small Business, Large Opportunity The state of small business in America, at least according to some of the national data, paints a slightly more optimistic picture than one would think. In a July report from the National Federation of Independent Business, U.S. small-business confidence rose 1.6 points to 105.2 and remains
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near its highest level in more than a decade. The index is compiled from a survey that is conducted each month by the NFIB of its members which includes questions pertaining to current job openings and expectations for the economy to improve. Although national retailers, such as Macy’s and Sears, have been hit hard, with the closure of thousands of stores and loss OCTOBER 2017 | E & P
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The Hunt for
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of jobs; the National Retail Federation notes than more than 98 percent of retailers in America remain small businesses. Corey Elliott, vice president of research at Borrell Associates, said that information from the U.S. Small Business Administration shows that SMBs are actually on the rise. “That doesn’t mean big companies like Wal-Mart and Amazon aren’t eating into that growth, but a lot of small businesses such as the home service sector, healthcare, or legal services, are little bit more resilient and not as affected,” Elliott said. “So I believe the state of SMBs in America might not be as dire as a local newspaper may think. The reason why local newspapers may not believe there’s money out there is because they have never seen it.” Last year, Borrell’s annual SMB local adverting survey revealed that the biggest challenge for a small business is understanding advertising ROI. In order to further explore this topic, Elliott said this year’s survey asked respondents to tell them what their marketing goals were and the best ways they believed they could achieve them. Forty-three percent of SMBs said informing about a product or service was one of their marketing goals this year. They said social media was the best media platform at helping them achieve those goals. Their second choice belonged to newspapers. “So there is an opportunity there for local papers to go out and say we are really good at informing our audience about a new product or service,” Elliott said. “If you got something new coming out and it fits with our audience, let’s advertise that.” Of course, all that is irrelevant if the way in which a local paper approaches a business is incorrect. Over the years, Elliott has found a common mistake newspaper marketing departments make is to throw together a giant number consisting of combined print and digital reach for potential clients in the hope it impresses them. “It’s just not applicable. A lot of SMBs understand targeting now because of their experience on Facebook or using Google Ad Words,” he said. “You need to spin it around and imagine you’re a small business. Do you want to reach 10,000 people who may or may not come into your door? Or do you want to reach 100 people that you know will?” For many SMBs, new competitors like Facebook have not only made it exceedingly easy to utilize the platform and place relatively cheap ads on it, but also convinced owners of its perceived value. According to Elliott, results from their annual survey supported this notion. When asked to choose only one of the two, a third of owners with both a Facebook page and a standalone website said they would prefer to keep their social media page intact. For local owners, the newfound ability to view data stats, likes, mentions and shares on their posts has provided a sense that what they are doing is working. However, Elliott noted that not all business owners are enthralled by Facebook, and in some cases, are beginning to see a disconnect between their web activity and actual sales derived from it. This tipping point for some small businesses revolves around the gradual 40 |
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} Corey Elliott, Borrell Associates vice president of research
} Les Simpson, Amarillo (Texas) Globe-News publisher
realization that likes on a Facebook post doesn’t necessarily equate to more cash in the register. “They are starting to become a little weary,” he said. “Now I’m not saying that they are going to go screaming back to traditional media, but more local owners are realizing that it isn’t just about likes, shares or whatever they’ve been measuring. Many of them are back to square one and wondering what to do.”
‘Everyone Sells Digital’ As publisher of the Amarillo Globe-News in Texas, Les Simpson has noticed a common theme local advertisers in their market are asking for—help. “The local business owners know they’ve got to do something but they don’t know what it is. In our area, a lot of them aren’t technologically savvy either,” Simpson said. “That’s where our role comes in. I think developing those relationships with them and serving more in an educational role, rather than a salesperson, is key.” After years of thriving off larger national accounts from retailers such as Best Buy, Lowes and Sears, Simpson said the Globe has made local businesses the focal point of its advertising efforts. “It’s a pretty simple equation. We’ve got to get more active local accounts as those large advertisers decline,” he said. “We’re going after businesses that historically we didn’t reach out to.” This new approach involves now selling both print and digital solutions, rather than just products from a rate card. Simpson said the paper has found success in introducing digital services to local businesses through a gradual approach. “We enter with an efficiently priced package of basic digital services like SEO that we can sell at a very competitive price to try to get them engaged,” he said. “By using that as an entry level tool to help grow their business, we can begin to slowly introduce more expensive, but more effective services such as behavioral targeting.” editorandpublisher.com
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Top Marketing Goals for Local Advertisers Based on 3,508 responses Media chosen most often as Media chosen second most best for reaching goal often for reaching goal Acquiring new business
Maintaining current business
Building brand’s reputation
Informing about product/service
Targeting specific audiences
} JoAnn Sciarrino, professor of digital advertising and marketing, University of North Carolina
Source: Borrell’s Local Advertising Survey, April-August 2017
Cindy Brown, vice president of sales at the Globe, said that as a local publication, their staff maintains a distinct advantage over other national competitors looking for ad dollars from the same small businesses. “Our SMBs get at least 10 to 15 calls per week from national vendors on how they can solve their digital problems. What makes us stand out is we are local,” she said. “We have more control with our local advertisers. We can be in their store to help them with a solution at any time, especially in this market where they really like that personal touch, that customer service which is so difficult to find nowadays.” Brown said simplicity resonates most with local merchants in their market. They want to know they are receiving the results they expected and understand how those results are being measured. Before closing a deal, both the rep and the business owner must be clear on those expectations. “If not, the campaign may be successful in your eyes, but not theirs. So agreeing upon realistic expectations is key,” she said. “Continue to bring results and analytics to the SMBs to show them how their cameditorandpublisher.com
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paign is performing. That is where you can make changes or adjustments if needed, not after running the same thing for twelve months and realizing it.” For a community paper, the concept of creating an in-house digital advertising agency may seem far-fetched given the limited resources they typically operate under. However, JoAnn Sciarrino, professor of digital advertising and marketing at the University of North Carolina, said the idea isn’t an improbable task. Sciarrino worked with The Whiteville (N.C.) News Reporter, a Pulitzer Prizewinning twice-weekly paper with a print circulation of 10,000, for more than year to develop their own digital marketing agency. The digital services were sold by the paper’s existing four-person ad sales team with the help of a brand new digital strategist. A number of lessons emerged from her work with the News-Reporter, which continues to operate its digital agency as NR Digital Media, such as the importance of adopting a digital-first mindset, developing sales reps into a consultative role and creating an “everyone sells digital” culture.
} Mike Ruiz, SunCoast Media Group advertising director
Sciarrino emphasized that a smaller paper looking to do the same should avoid diving in head first into the digital world. “My research has progressed into trying to figure out what types of media organizations can best take advantage of offering digital services and which ones eventually should but don’t have the resources at the moment to do so,” she said. “I’m also in the process of releasing new research that includes a matrix guide to give a local media company a better idea of the types of digital activities they should be doing and in what order.” According to Sciarrino, various factors OCTOBER 2017 | E & P
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} Dolph Tillotson, Southern Newspapers Inc. president
like the size of a paper’s market, access to resources and how media savvy their audience is all come into play when considering getting into digital services. “Local media organizations need to go back to analyzing their audiences,” Sciarrino said. “Pretend like it’s the first time and really separate that audience into meaningful homogenous groups. Because you know what? A paper may end up designing a new content product out of that audience analysis they never thought of before that businesses would love to advertise in.”
Finding Profit in Print While more small to medium sized publications dip their toes into offering more digital services, some newspaper groups such as the Sun Coast Media Group in Florida have found that print still resonates strongly with local advertisers in their markets. The company publishes daily community newspapers in southwestern and central Florida, as well as a number of weekly publications. Sun Coast Media Group president David Dunn-Rankin said the organization expects 7 to 8 percent in growth of local territory 42 |
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} David Dunn-Rankin, Sun Coast Media Group president
} Leonard Woolsey, Galveston County (Texas) Daily News president and publisher
Marketing Experience of Local Advertisers Based on 3,039 local advertisers
(making decisions without anyone’s help) Source: Borrell’s Local Advertising Survey, April-July 2017 business every year, with the print product as the focal point for advertisers. Over time, he said the media group believes it can grow local territory business fast enough to offset the decline in national accounts and classified section. “You can always point to some store that just moved into town or a corporation that bought another store in our area, but that is nothing new—it has been going on forever. I don’t see that as a material impact on our
business,” he said. “I’m actually very bullish on the local merchant business. We have something of huge value to them that many of them know and appreciate. There is a huge untapped market for it.” By offering zoned editions of the Sun, Rankin noted that they are able to offer more affordable price points for their local advertisers which include businesses in the medical field and home services. The company divides each zone by the local high editorandpublisher.com
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school district. “The average local business can afford $100 to $150 a week in print advertising. Basically every single one of them can. But if you zone too big you have to charge too much, and you bill them for circulation that doesn’t ring their register,” Dunn-Rankin said. “So there’s a price point that every newspaper needs to select that works best for their customers budgets.” Mike Ruiz, the company’s advertising director, said they encourage their salespeople to be active in the community and join civic organizations and non-profit groups. “It brings a level of trust that we not only deliver the news but we also care about our community,” he said. “It’s been our mentality to do so for many years and we’re now harvesting all of those efforts.” Of the company’s more than two dozen sales reps, only two are for national or major accounts, Ruiz said. “You have no idea how many calls we’re getting from national clients saying they are planning to cut this or that,” he said. “The local businesses are where the growth will be moving forward.” A similar philosophy around print rings true for Southern Newspapers Inc., which publishes 16 community papers in Texas and Alabama. Although the company recognizes digital as being a component to the advertising puzzle, it has in recent years devoted a greater amount of time and energy to the development of alternative print products such as lifestyle magazines and monthly newspapers that have attracted new readers and advertisers alike. “What we find is that local advertisers want to be in relevant and compelling content,” said Leonard Woolsey, president and publisher of the Galveston County Daily News in Texas. “These new print products have allowed us to really change our entire revenue model around helping small local businesses grow and survive in today’s world.” Despite losing much of their real estate advertisers a few years ago, Woolsey said the glossy magazines have brought back editorandpublisher.com
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Most Effective Local Marketing Channels Based on 1,252 local advertisers
Social media or viral advertising
Search engine marketing
Source: Borrell’s Local Advertising Survey, April-May 2017
many local realtors into the picture. “A lot of realtors use them to send out to potential clients inquiring about property. They put them in their rental homes or carry copies with them when they are driving people to look at houses,” he said. “It’s become an important part of their marketing message because we created an audience for them that didn’t exist before.” While Coast Monthly is the prime magazine title in Galveston, the company has been able to replicate the model in other markets and seen success. “We’ve had much more success creating and developing higher margins on that ad revenue using print products than I think most of our colleagues in the industry have made by pursuing digital dollars,” said Dolph Tillotson, president of Southern Newspapers Inc. “Some local advertisers were cutting their budgets and looking for other alternatives but the strategy we are employing now has helped us to keep a lot of those dollars we either never had or were beginning to lose.”
Another highly beneficial approach Tillotson finds with local customers relates back to the company’s strong belief in having local publishers in place at their papers. “I think that our industry has made a colossal mistake by undermining the strength of local leadership of small town newspapers. So many of the larger newspaper groups have gone to group publishing systems,” he said. “Readers and businesses in those communities no longer know who the boss is. There isn’t a name or face identified as the leader of that property.” In the last fiscal year, gross revenue for the company increased 2.5 percent, and most of that was driven by local ad sales, said Tillotson. “We are existing in a world that is a lot more challenging than it was a few decades ago, but our company remains a great business with good margins,” he said. “We just need to keep understanding that we are unique and of value to the community. There is still a lot of money to be made in small town America.” OCTOBER 2017 | E & P
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All Strategy, No Shock By Gretchen A. Peck
Circulation and audience pros talk changing roles and facing challenges head on
ne of the most dynamic roles in a contemporary newspaper organization is circulation—or, increasingly what is becoming known as “audience development.” For professionals who have worked in this field, everything has changed since the advent of the internet: the job, the platform, the data and the expectations. E&P reached out to circulation and audience pros at newspapers across the country to better understand how their role has changed, the new challenges that have emerged in the industry, and how they’re working to push past them.
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All Strategy, No Shock Initiate Cultural Change The greatest circulation-related challenge for the Akron Beacon Journal in Ohio was, according to vice president of circulation and production Shaun Schweitzer, “transitioning the legacy circulation model to an advanced audience analytics mindset.” “In the last six months, we decided, ‘No more toe dipping; it’s time to dive in!’ This required aggressive change within our traditional circulation structure and culture,” Schweitzer said. “We’ve adopted a new building-wide culture we’ve labeled ‘The Beacon Way.’ A key pillar in this mission statement is to live by the phrase, ‘Rethink everything, and ask: Is this getting us to our company objective of growing audience and revenue?’” Schweitzer said it’s a mandate now to expect change, to remain nimble, and to “innovate more,” which has inspired some technological investment. Combined with the new company culture, the effects have been profoundly transformative. “(We) make better decisions, attract, retain and engage our current and new audiences, through all platforms,” he said. Schweitzer has also seen the role of circulation managers change. “The focus at the outset of my career was very operations focused. There has been a significant shift towards total audience and now with artificial intelligence marketing efforts. Having an understanding of basic programming principles, web analytics and interactions, social media analytics and interactions, along with the traditional circulation metrics are essential in this arena today. They all are intertwined and need to be utilized to maximize total audience and revenue gains.” The dynamics haven’t daunted Schweitzer, and many of his colleagues across the industry welcome the opportunity to broaden their skill sets—as individuals and as teams. “Every day is an opportunity to learn,” Schweitzer said. “Creating a culture of collaboration is important within your news organization. We have encouraged more regular interactions with editorial and our digital and advertising teams, to increase our acumen in this arena. We have weekly digital meetings and retreats that include some experts in digital and audience engagement outside of the newspaper sector.” Like many audience teams, they’ve come to rely on some outside expertise and help to manage through these cultural and operational changes, especially when it pertains to data. Schweitzer noted that external help with data mining and analysis has been invaluable. “To truly understand our audience and provide the value our advertisers expect from us, we rely on online engagement matched with demographic data, and real-time behavioral analysis within our digital sectors, with quick dashboard KPI (Key Performance Indicator) systems to react and respond to the market in real time,” he said. “I like to think of our department as my own local SMB—small medium-sized business—with an entrepreneurial spirit, thinking 46 |
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outside the box and seeking synergies with non-traditional media. For instance, we’ve recently begun to generate revenue by utilizing our fleet during downtime for contract hauling of LTL (Less Than Truckload) freight within the region. Actively seeking new business opportunities is essential to fuel a new and rejuvenated culture. Monitors throughout the building are displayed through departments, so we can see in real time how our content is resonating.”
Restructuring the Organization The Palm Beach Post is a bit of an anomaly in the group of newspapers owned by Cox Media Group. With Florida being a retirement mecca, the demographics of the readership trends about 10 to 15 years older than other similar newspapers. But that’s not the only thing about its readers that makes this paper unique, according to Mark Sasser, the paper’s senior director of audience. The audience also tends to be a transient and the market is still competitive. “Every October we get thousands of subscribers who come in and out within a six-month period,” Sasser said. Some will newspaper hop, canceling and taking advantage of the two competitive papers’ new customer incentive rates. Palm Beach Post’s competitor is the Sun Sentinel, which Sasser said is also a very good newspaper in terms of its content and the promotional pricing it offers. The competition is healthy for both publications, though it does present the unique challenge that readers can go back and forth between them. In an attempt to kindly discourage that, Sasser noted that they’ve implemented a modest $5 activation fee. Over the course of a fiveyear period, a new subscriber will enjoy an introductory rate that’s approximately $250 per year, but then will gradually increase over time to the full price, which Sasser said is $683 for a full year. There are several ways in which the newspaper and its parent company have changed in recent years. To start, the newspaper no longer outsources data analytics to a third party. It’s done in house. The news publisher also redrafted personnel roles and how they work in tandem. “Although I’m the senior audience director for Palm Beach, I have the responsibility for sales and retention for all four newspapers,” Sasser explained. “My peer in Dayton has responsibility for customer service and retention. My peer in Atlanta has responsibility for distribution, and my peer in Austin has responsibility for consumer marketing. “There’s another team that’s responsible for digital-only acquisitions, and we have a pretty good CRM (Customer Retention Management) component that makes sure that we don’t overlap talking to customers at the same time…Another group manages our list management, and another is dedicated to digital engagement and paid-site audience.” All of the teams report up to Mark Medici, the multi-market vice president of audience, and that’s been the key to making all editorandpublisher.com
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} David Messick, Daily Press Media Group director of audience development
} The Daily Press Media Group promotes its regional titles at live event. At one music festival, the publisher erected a giant newspaper hawker to denote the path to the festival’s entrance and to promote its brand.
the interconnected parts run so smoothly. Sasser said that there is great collaboration between these teams and across the publishing organization. “We meet regularly because we want to talk to customers in a uniform voice, and we want to make sure that the digital-only person isn’t sending to the same list that we sent a print subscription appeal to the day before,” he said. “We’re working with the analytics team to give us the best prospect of what our ideal customer profile looks like, especially for a digital subscriber, and we’re targeting them specifically based on that information.” The type of data Sasser studies is different than it was just a few years ago, he said, and measuring digital engagement is paramount. “We discovered that a print subscriber, who is also digitally engaged, is also three times more likely to renew when their renewal statement comes out. So we work very hard to keep customers engaged,” Sasser explained. He also recalled a time when the subscription value proposition was reliant on value-adds like the number of coupons in editorandpublisher.com
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Sunday editions. But those days are over. “Now, it’s more about the great content we provide,” he said.
Getting Laser-Focused on Revenue Utah’s Standard-Examiner is published by Ogden Publishing Corp. Like most news organizations, the paper has seen resources decline while the demands to publish across platforms have steepened. As circulation director, Tim Coles is responsible for growing audience in both print and digital while also serving on the cross-function marketing team. “I believe that my job is to deliver news and information in whatever form the customer wants to receive it,” Coles said. Still, it’s not enough to merely compile subscriptions anymore. Today’s circulation and audience professional must also be keen about the impact to the newspaper’s bottom line. “That is a change in philosophy that has happened over the last 10 or 15 years,” Coles said. “Not only do we need to grow units or audience, we have to understand how to monetize it…It is as though we didn’t
} Shaun Schweitzer, Akron Beacon Journal vice president of circulation and production
understand before that we needed to be responsible for helping the paper make money, but it’s a much bigger part of the equation today—how we implement programs and impact the newspaper’s financial health.” He noted that the publishing organization is “very data driven,” and said that data and trends have enabled circulation and marketing to make smart, strategic decisions, especially in the digital space. Coles remains bullish on print, and with good reason. “The last 15 months, our single-copy sales have been up year-over-year,” he said. “Print is a very important part of the equation because that’s where we get most of our OCTOBER 2017 | E & P
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All Strategy, No Shock Digital (and Print) Subscription Models: A Comparison Nearly every newspaper has a tiered pricing model that’s based on either choosing a platform or blending them (print and/or digital and mobile). There’s some of that customization available in nonnews media digital subscription services, as seen with Netflix’s Basic, Standard or Premium plans. Here, we compared subscription models offered by both newspaper organizations and nonnews media publishers to give you an idea on how incentives and pricing models work. — GP
Albuquerque Journal yy $10/mo. – Unlimited digital access to ABQJournal.com and Albuquerque Journal print replica. yy $19.17/mo. – Seven day home delivery of the print edition, plus access to the e-edition and unlimited access to ABQJournal.com (via desktop or mobile device). yy $12/mo. – Sunday home delivery of the print edition, with access to the e-edition unlimited access to ABQJournal.com (via desktop or mobile device).
Akron Beacon Journal Incentive: New subscribers may enjoy a 20- to 40-percent discount based on promotions throughout the year. yy $260 – Seven day print-only annual cost (All print subscriptions include digital access to the e-edition and Ohio.com.) yy $110.88 – Digital-only annual (The first month is $0.99, with $9.99 each month for 11 months.)
The Baltimore Sun Incentive: The publisher recently offered a “Labor Day Sale,” which afforded new customers the following discounted rates: yy For unlimited digital access: $2/week for 20 weeks; then $1.99/ week. They may cancel at anytime. yy For Saturday and Sunday home delivery + unlimited digital access: $2/week for 20 weeks; then $2.49/week thereafter.
Frontier Communications Corp. (A Northeast regional cable, internet and telecommunications provider) Incentive: As of August 2017, the current offer includes a two-year subscription to HBO. yy $65/mo. – TV and internet/WiFi
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HBO Now Incentive: One month free with subscription. There is no contract required, and customers may cancel their subscription at any time. yy $14.99/mo.
Hulu Incentive: One month free for new customers. yy $7.99/mo. (HBO, CINEMAX and Showtime are add-ons.) yy $39.99/mo. – Hulu with Live TV, currently in Beta. New customers will receive one week free with subscription.
Netflix Incentive: One month free with subscription. yy $7.99/mo. – Basic plan (no high-definition broadcasts; accessible on one screen at a time) yy $9.99/mo. – Standard plan (accessible on two screens at a time) yy $11.99/mo. – Premium plan (accessible on as many as four screens at a time, with content available in Ultra High Definition)
The Seattle Times Incentive: Discounted introductory pricing. yy Unlimited digital access: $1/week for four weeks; then, $3.99/ week thereafter. Subscribers have unlimited desktop and mobile access to seattletimes.com, unlimited access to the newspaper’s iOS app, and access to the e-edition. yy Digital access + Sunday print home delivery: $1/week for five weeks; then $3.99/week thereafter. Subscribers receive all the digital perks of the unlimited digital access plan, and home delivery of the Sunday print edition. yy Digital + 7-day delivery: $3/week for five weeks; then $8.70/ week thereafter. This plan affords all the perks of digital access, plus home delivery of the print edition, seven days a week.
Sirius yy $10.99/mo. – Sirius Mostly Music, with access to approximately 80 satellite radio channels. yy $15.99/mo. – Sirius Select, with access to approximately 140 channels. yy $19.99/mo. – Sirius All Access, with 150+ channels and streaming to digital devices other than the satellite radio receiver. yy $15.99/mo. – A streaming-only plan. yy $4/mo. – Add-on streaming to Sirius Mostly Music or Sirius Select plans.
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“It’s important that older users see themselves using our digital products. There is a misconception that only younger readers are interested in digital.” dollars, so we need to keep print alive and healthy while we’re trying to figure out this electronic age.” The pricing model for the Standard-Examiner is simple. There’s a print subscription rate, and a digital-only rate. If a subscriber chooses to bundle the two platforms, they pay the print rate, plus “an extra quarter a week for the digital.” Soon, the newspaper will build a paywall and reduce the volume of free access. “We felt like the content we put out there is valuable and worth it, and our readers are willing to pay for it,” Coles said.
Incentivizing Customers The Daily Press Media Group is the Newport News, Virginia-based subsidiary of Tribune Publishing. It’s the publisher behind a host of special-interest publications and is most known for its local newspapers: the Daily Press, the Virginia Gazette and the Tidewater Review. David Messick serves as the director of audience development for all three titles, and he’s the first to admit that during the course of his career, he’s adapted to a lot of change. “You will remember 15 years ago when, if you were a circulation director, all you needed to do was buy a new homeowner sales list, and you could stay in business,” Messick said. “It didn’t take rocket science, just discipline. You knew that once a person bought a home, they’d buy a newspaper. (But) that world has changed. While we can find new movers online, getting the needle to move digitally is much more challenging.” Marketing, in general, also has changed. With the “Do Not Call List” and other regulations, the telemarketing support circulation departments received has vanished. At the same time, direct mail has gotten exponentially more expensive. Despite the challenges, Messick has had some victories. “We’ve been most successful with our kiosk and storefront sales, where we’ve had record years two years in a row.” Messick is also making progress in delivering the news digitally to readers who may be mistakenly expected to be diehard print fans. “It’s important that older users see themselves using our digital products. There is a misconception that only younger readers are interested in digital,” he said. “So a lot of our marketing now shows readers of all ages, including retirees, using our digital products. Once they discover them, they love them. editorandpublisher.com
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“It used to be that we’d only show 20-somethings holding a tablet, just thrilled that they could finally get the newspaper on a tablet. That message is wrong in so many ways, and we’ve found that our e-edition is great for older readers”
Creating Promos That Work While speaking to circulation and audience professionals at newspapers large and small across the country, it became immediately clear that they are no longer working in purely logistical roles. A great amount of creativity is required of them. For the Daily Press Media Group’s titles in Virginia, music festivals offer a seasonal wellspring of opportunity. The group of regional newspapers are represented at each event—nearly one every weekend from spring to fall, according to Messick. At one of the events, the publisher installed a giant inflatable newspaper hawker to mark the path from the parking lots to the festival’s main entrance. “If it’s an outdoor concert, we may give away chairs with a paid subscription, or umbrellas—things that are helpful and branded with our logos. Those have worked really well for us,” Messick said. At the Akron Beacon Journal, there’s been no “silver bullet” to grow audience; however, several recent approaches have shown promise. “We’ve have recent success with events and contesting,” Schweitzer said. “We hold a quarterly couponing event that generates significant subscriptions…Our contesting methods have helped with brand awareness to key demo targets we typically didn’t reach through our traditional platforms. Introducing more value-added options, such as subscriber rewards and benefit programs have helped retain and acquire new subscribers, as well.” Events are also vital marketing initiatives at the Standard-Examiner. The newspaper has a brand and physical presence at music events, home and garden and bridal expos, to name a few. “Our publisher has assigned each department head to be out in the community and to join a civic or community group, so that we can connect with our audience,” Coles said. At the Palm Beach Post, Sasser reported that live events, including music festivals, have been tremendously successful. “We write a lot of print subscriptions at these events, just by having staff at our booth—subscriptions in the 10,000 range,” he said. “It has brought a great deal of awareness to our digital products. Even when someone buys a print subscription, we want them to register and digitally engage. It gives us the opportunity to be face-to-face with our customers, so that we can demo our digital products. “We have iPads at every event we do. We show them our digital products, our web pages, our email newsletters. Even if they don’t buy a paid subscription, getting them to register for an e-newsletter allows us to upsell them at a later time. Events have been really successful, mainly because it’s face-to-face.” OCTOBER 2017 | E & P
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• Hamilton Mountain News • Hamilton-Robbinsville Observer • Hamilton-Wenham Chronicle • Hamlin Clarkson Herald • Hamlin County Republica m mm m m G m M m m O G m m W m m m m M m M M W m O m m
TRUTH Newspape s pu u h on and cen e
E&P s a s aunch suppor er o he newspaper ndus ry and s ded ca ed o promo ng s success and we -be ng n he years o come From me o me we w pr n u -page ads such as h s o nsp re adver s ng and marke ng deas — ou ng he mpor ance o e h ca ourna sm and s va ue o democracy
By Sean Stroh email@example.com
Tom Donovan has been named interim publisher of The News Journal in Wilmington, Del. He replaces Susan Leath, who resigned earlier this year. Most recently, Donovan served as regional president of Gannett’s Northeast group and president of the Asbury Park Press in New Jersey. Christopher Baldus has been named managing editor of the Austin (Minn.) Daily Herald. He succeeds Jason Schoonover, who left the paper earlier this year to pursue other interests. Baldus has been a reporter, photographer, graphic designer and served in various editor posts at newspapers in Minnesota, Wisconsin, Iowa and Idaho. He began his career in 1991 with the Dassel-Cokato (Minn.) Enterprise Dispatch, where he designed advertisements and was sports editor. A.J. Rosenbohm has been named vice president of production at The Advocate in Baton Rouge, La. He previously served as production director of the Tulsa (Okla.) World. Prior to that, Rosenbohm spent four decades working at The Times-Picayune in New Orleans. Keven Ann Willey has announced she will retire as vice president and editorial page editor of the Dallas Morning News at the end of the year. She has served in her position since 2002. In 2010, she led the team that won the Pulitzer Prize for Editorial Writing. Willey began her journalism career at The Associated Press in Phoenix before joining The Arizona Republic in 1980. Suzi Watford has been appointed to the International News Media Association’s board of directors. She currently serves as chief marketing officer and executive vice president of the Wall Street Journal. Prior to that, Watford was sales and marketing director for The Times in London.
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ACQUISITIONS GateHouse Media has acquired the assets of Morris Publishing Group from the Morris family for $120 million. The deal includes 11 daily newspapers, including The Florida Times-Union in Jacksonville, as well as The Augusta Chronicle and Savannah Morning News in Georgia. Boone Newspapers, Inc. has purchased The Valley Times-News in Lanett, Ala. from Neil Walls. BNI currently owns newspapers in a dozen different states. Terms of the deal were not disclosed. Civitas Media has sold three newspapers in Kentucky and Tennessee to Paxton Media Group. The papers included in the deal are: the Grayson County News-Gazette in Leitchfield, Ky., the News-Democrat & Leader in Russellville, Ky. and the Macon County Times in Lafayette, Tenn. Paxton Media Group owns more than 30 daily newspapers and numerous weekly publications in 10 different states.
Rick Shaw has retired as director of the Reynolds Journalism Institute’s photojournalism competition program Pictures of the Year International (POYI). In addition to managing the competition, Shaw also oversaw the POYI archive and worldwide exhibitions. Succeeding him in that position will be David Rees, who previously served as photojournalism faculty chair at the University of Missouri. Mindy Valcarce has been promoted to general manager of the Tremonton (Utah) Leader. She joined the paper as its business manager last December. Valcarce has more than 20 years of experience in procurement and inventory management working for
several major manufacturing companies. She replaces Travis Hansen, who recently accepted a position with another company. Rebecca Johnston has announced she will retire from her position as managing editor of the Cherokee Tribune in Canton, Ga. at the end of the year. Johnston began her career at the paper in 1986 as a reporter, and later served as news editor and managing editor before leaving to work in broadcast journalism. She returned to the Tribune in 2012. Andrew Canulette has been named editor of the St. Tammany Farmer in Covington, La. He had been serving as editor of the Mandeville community news section at The Times-Picayune in New Orleans, La. Prior to that, he spent nine years working for the paper’s sports department covering professional, college and high school sports.
Catherine Boone has been named general manager of Frankfort Newsmedia LLC, which publishes The StateJournal in Frankfort, Ky. Most recently, Boone worked at The Oxford (Miss.) Eagle, where she served in various departments including bookkeeping, circulation, classified and retail sales. She also was a marketing consultant for The Natchez (Miss.) Democrat and worked in the sales department for The Shelby County Reporter in Columbiana, Ala.
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NewsPeople Phill Casaus has been named editor of The Santa Fe New Mexican. He replaces Ray Rivera, who accepted a position as deputy managing editor for investigations and enterprise at The Seattle Times. Casaus returns to journalism after spending the past eight years as executive director of the Albuquerque Public Schools Education Foundation. He began his career at The Albuquerque Journal as a sports reporter in 1978.
Allison Wilson has been promoted to general manager of the West Plains (Mo.) Daily Quill, replacing Lillie Lundry. She will also retain the title of managing editor. Wilson began working at the paper in 2002 and has served in various positions such as general assignment reporter and sports editor. In addition, Regina Wynn Mozingo has been named news editor. Mozingo has worked in the newspaper industry for more than two decades as a business as an editor, reporter, photographer and graphics artist at the Baxter Bulletin in Mtn. Home, Ark. and Ozark County Times in Gainesville. Mo. Jarrod Dicker has been named vice president of commercial product and innovation at the Washington Post. He started his career at the paper in 2015 as an individual contributor in the commercial technology and advertising space. Dicker is founder of RED, the Post’s research experimentation and development team. Adrian O’Hanlon has been promoted to news editor of the McAlester (Okla.) NewsCapital. He previously served as the paper’s sports editor for the last two years. O’Hanlon has also worked in the sports departments of the Gatesville Messenger and The Herald Democrat in Texas. Mark Lett has retired as executive editor and vice president of The State in Columbia, S.C. He has served as executive editor of the paper since 1998. Lett began his career at The Detroit News, where he held a number of positions such as reporter, city editor and assistant managing editor for business, sports, 52 |
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national and Washington Bureau news. Dale Phelps has been promoted to editor and vice president of news at The News Tribune in Tacoma, Wash. Since 2008, he has served as the paper’s managing editor. He also held various editing roles in the Kansas City Star’s sports department prior to joining the Tribune in 1998. Phelps succeeds Karen Peterson, who left the newspaper last April after eight years as executive editor. Chelsea Marr has been appointed publisher of The Dalles (Ore.) Chronicle. She will continue her role as publisher of the Hood River (Ore.) News. Marr has worked for Eagle Media, parent company of the two publications, since 1995. Erin Burke has been named sports editor of the Dodge City (Kan.) Daily Globe. She most recently ran a freelance writing business focusing on health care technology. Prior to that, Burke was editor of Materials Management in Health Care, a publication published by the American Hospital Association. Craig Eidem has been named vice president of information technology at The Seattle Times. He most recently served as AboveCloud’s chief technology officer, where he oversaw all aspects of engineering, development and information technology. Before joining AboveCloud, Eidem was
executive vice president of technology at MegaPath. Jason Anders has been named chief news editor of the Wall Street Journal. He has worked at the Journal for nearly 20 years, most recently as business editor. Anders has also served as deputy page one editor and technology editor. Jim Van Nostrand has been named managing editor of The Daily Astorian in Astoria, Ore. Most recently, he served as digital editor of the Tri-City Herald in Kennewick, Wash. Prior to that, he worked at the Washington bureau for Knight Ridder. Van Nostrand replaces Laura Sellers-Earl, who is retiring after 25 years at the paper. Kevin Shaw has been promoted to publisher of Schurz Communications’ Dakota Media Group. In his new role, Shaw will oversee the Watertown Public Opinion and Aberdeen American News in South Dakota. He most recently served as vice president of operations at the South Bend (Ind.) Tribune. Prior to that, he was the Tribune’s circulation director. Shaw replaces Mark Roby, who retired earlier this year. Brian Tolley has been named executive editor of The State in Columbia, S.C. Tolley will continue to also serve as executive editor of The Island Packet in Hilton Head, S.C. and The Beaufort (S.C.) Gazette. He first worked at The State for seven years before leaving in 2005. Mary Ann Heath has been named editor of The Journal in Martinsburg, West Va. She has worked in the newspaper industry for 13 years, most recently serving as news editor of The Mining Journal in Marquette, Mich. She has also worked at the Grand Forks (N.D.) Herald and Escanaba (Mich.) Daily Press. editorandpublisher.com
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NewsPeople Katie Zambrano has been named New York sales director at the Washington Post. She will lead the paper’s East Coast sales team and manage its largest global office. Zambrano joins the Post after working at The Atlantic for eight years. She held several management positions during her time at the magazine, most recently serving as the head of New York media. Rick Hibbert has been named publisher of Chronicle Media in Illinois. He most recently served as the company’s editor-in-chief. Hibbert has also held various editorial leadership positions at media companies such as Sun-Times Media, Pioneer Press Newspapers and Suburban Life.
Minot (N.D.) Daily News. Prior to joining the Daily Press, DeRoeck was publisher of the Iron Mountain (Mich.) Daily News. He also served as the paper’s advertising director. Brad Johnson has been named executive editor of The Inter-Mountain in Elkins, West Va. Johnson had served as the paper’s managing editor for the past five years. Prior to that, he was editor of The South Hill (Va.) Enterprise. Johnson succeeds Matthew Burdette, who is now editor of The Nashua (N.H.) Telegraph. Rachael Gustuson has been promoted to editor of the Yucaipa-Calimesa News Mirror in California. She has been a reporter at the paper for the past 10 years. Prior to that, Gustuson worked in education.
John Blais has been named general manager of Capital Newspapers in Wisconsin. In his new role, he will oversee the day-to-day operations of the company, which provides business and operational support for more than two dozen publications. Blais previously served as president and co-founder of Chronicle Media in Illinois.
Eric LaFontaine has been named regional publisher of Sound Publishing’s Eastside news group. He had been serving as publisher of the Columbia Basin Herald in Moses Lake, Wash. In his new role, LaFontaine will oversee the Bellevue, Bothell-Kenmore, Issaquah-Sammamish, Kirkland, Mercer Island and Redmond Reporter newspapers, as well as the Snoqualmie Valley Record in Washington. Corky DeRoeck has been named publisher of The Escanaba (Mich.) Daily Press, replacing Dan McDonald, who left the paper earlier this year to serve as publisher of the editorandpublisher.com
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Michael Phillips has been named sports editor of the Richmond (Va.) TimesDispatch. He originally joined the publication in 2007. Phillips succeeds Mike Szvetitz, who was named managing editor of the paper last June. Todd Handy has been appointed to the Dream Local digital board of directors. He currently serves as vice president and managing director at MarketStar. Over the course of his career, Handy has held leadership positions in sales, publisher development, advertising products and AdTech at Deseret Digital Media and Tout.
Rob Sigler has been named editor of The Vicksburg (Miss.) Post. He joins the Post after serving as managing editor of The Oxford (Miss.) Eagle for the last two years. Sigler started his newspaper career covering sports for the Picayune (Miss.) Item before working becoming associate editor. Sigler later served as managing editor at the Laurel (Miss.) Leader-Call. Brian Burton has been named regional general manager of the Rolla Daily News and Waynesville Daily Guide in Missouri. He has worked at a number of newspapers in the state over the course of his career, including the Liberty Courier Tribune, St. Joseph News Press and Warrensburg Star Journal, where he served as director. Michael Rodriguez has been named metro editor of The Monitor in McAllen, Texas. In his new role, Rodriguez will oversee a staff of 10 editors and reporters, with a focus on covering Hidalgo County and all of its municipalities. He will continue serving as editor of the Mid-Valley Town Crier in Weslaco, Texas. Mary Ellen Marcilliat-Falkner has been named senior vice president and chief HR officer of Cox Media Group. MarcilliatFalkner previously held roles at Cox Automotive and Maheim. She succeeds Karen Bennett, who was named executive vice president and chief HR officer earlier this year. Kat Duncan has been named senior video editor of the Reynolds Journalism Institute. In her new role, Duncan will work with the institute’s Futures Lab staff and help with the relaunch of the lab’s online show. She will also mentor student videographers on her team. Duncan previously served as photo and video editor at the San Francisco Chronicle. OCTOBER 2017 | E & P
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KAMEN & CO. GROUP SERVICES (516)379-2797 • 626 RXR Plaza, Uniondale, NY 11556
Help Wanted ADVERTISING DIRECTOR: The Daily Hampshire Gazette is seeking an Advertising Director with high energy, proven success in driving revenue, and a passion for the media business to ﬁll a position in beautiful Western Massachusetts.
The successful candidate will: • Be a seasoned leader with the ability to motivate, educate, and guide a sales team with a variety of levels of experience. • Have the ability to develop and execute sales plans to achieve digital, print, niche, and event revenue goals. • Have the capacity to analyze market conditions and develop sales strategies to achieve revenue targets. • Have the collaborative spirit to work with the news organization’s management team to achieve company goals. Other qualiﬁcations include: • A bachelor’s degree in advertising, marketing, business administration or other relevant ﬁeld. • A minimum of 5 years of successful advertising management experience. • Experience budgeting and goal setting. • Knowledge of forecasting tools.Experience using a CRM system. Compensation includes a base salary commensurate with experience and a performance-based bonus opportunity. We oﬀer excellent beneﬁts, including medical, dental, vision, life, 401K and more. The Daily Hampshire Gazette is an equal opportunity employer that recognizes the value of diversity in our workforce. The Daily Hampshire Gazette is a Newspapers of New England media company based in Northampton, MA. One of the oldest newspapers in the country, the Gazette has a long history of award winning journalism and community leadership. If you are interested in joining a quality news organization please submit a cover letter and resume to email@example.com . ELECTRO-MECHANICAL TECHNICIAN: The Plain Dealer is in search of an electro-mechanical technician to work at our production and distribution facility in Brooklyn, Ohio. The successful candidate will be responsible for maintaining and troubleshooting equipment along with performing various building maintenance functions. Knowledge of hydraulic, pneumatic, electrical and electronic components, plumbing, and schematic reading is required. An associate’s degree in electronics is preferred or commensurate work experience. Experience using Computerized Maintenance Management System and working in a fast-paced production environment is a plus. This full-time position oﬀers an hourly rate of $28.62 per hour and beneﬁts including hospitalization coverage, 401k plan, and excellent working conditions. Must be available to work nights and/or weekends and holidays. Interested candidates may apply in Word or PDF format by sending a resume to: firstname.lastname@example.org. Please include “Electro-Mechanical Tech” in the subject line. Resumes may also be submitted by fax to 216-999-6371, or by mail to: Plain Dealer Publishing Co., Human Resources Dept., Attn: Electro-Mechanical Tech, 4800 Tiedeman Road, Brooklyn, OH 44144. No Phone calls please. The Plain Dealer is an Equal Opportunity Employer.
Kevin B. Kamen, President/CEO
Publications For Sale
Publications For Sale
AWARD WINNING SAILING MAGAZINE: The reputation of Caribbean Compass is second to none. Its highly recognizable brand has been established over the last 20 years by the founders/owners who now wish to retire. Proﬁtable with very loyal readership, contributors and advertisers. Currently based in The Grenadines but easily relocated. Full ﬁnancial and operational information available by sending email to email@example.com. LONG ISLAND, NY HORSE MAGAZINE for enthusiasts; New Mexico weekly newspaper, NY Spanish language weekly newspaper, small Honolulu book Pub Co. Info@kamengroup.com. 516-379-2797.
E & P | OCTOBER 2017
EMPLOYMENT AD SPECIAL! Up to 100 words in print for a month + an ad of any length online for 5 weeks for $125.00 Additional copy: $20.00 per 35 words
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9/19/17 3:10 PM
Help Wanted MANAGING DIRECTOR: RJ Media Group, a family-owned and growing media company in CT & RI, is seeking a dynamic leader to build the newest division of our company! HOMEBASE Digital will be a full-service digital agency, oﬀering marketing solutions driving business growth in our communities.
This senior manager will help craft the strategic plan for our digital agency and then execute it. For a seasoned, entrepreneurial, digital executive who likes to build, this could be the perfect opportunity for you! The Managing Director will be actively involved in sales, fulﬁllment, training, marketing and the P&L for the agency. You will build the budget, assist and coach the sales team and manage performance & advertiser satisfaction during campaigns. Submit resume, salary requirements and cover letter telling us why we should talk, to Liz White: firstname.lastname@example.org.
If you are reading this, so are your customers! To ad v er tise , c all 1-800-887-1615 MANAGING EDITOR: The Kingsville Record and Bishop News, a semiweekly newspaper in South Texas, is looking for a managing editor who can lead the staﬀ in producing a highquality, compelling local news product. The managing editor, who reports to the publisher, supervises the sports editor and a reporter. He or she also works closely with the lead designer and videographer. Approximately two-thirds of the managing editor’s time will be spent on reporting, writing and photography, with the other third coordinating all content for the print and online editions of the newspaper. This position also is responsible for updating the online edition, designing pages and assisting the publisher with day-to-day operations. Qualiﬁcations include: an associate’s degree in journalism or related ﬁeld, or three years’ experience in newspaper reporting; good grammar skills; experience with photography; proﬁciency in Adobe InDesign and Photoshop; strong organization skills; and ability to write on deadline. The successful candidate also must have a vehicle, valid driver’s license and good driving record. The managing editor’s position requires some night and weekend work. The newspaper oﬀers an exceptional beneﬁts package: heath insurance, including medical, dental and vision; life insurance; 401(k); ﬂexible health spending account; vacation; holidays; and tuition reimbursement. Kingsville, the county seat of Kleberg County, has a population of 26,000. It is home to Texas A&M-Kingsville and the Kingsville Naval Air Station. The city is located southwest of Corpus Christi. If interested in this position, please send a resume and cover letter to email@example.com. MARKET MANAGER - Lexington Kentucky. ACI Last Mile Midwest, LLC part of the nation’s leading third party distributor of print, circular and parcels has an excellent opportunity for the right person to lead our newly acquired Lexington Kentucky market. The Market Manager is responsible for all facets of distribution for the Lexington HeraldLeader, Wall Street Journal, USA Today, TMC and other publications in Lexington and surrounding areas. Ideal candidate will have a thorough knowledge of independent contractor agreements, strong negotiation ability, excellent organizational skills and a proven track record of leading others to achieve service and revenue goals. Must have eﬀective verbal and written communication skills and a passion for providing excellent customer service. A college degree and/or a minimum of 5 years professional experience in the distribution ﬁeld is required. Must possess a valid driver’s license automobile insurance and the ability to work a ﬂexible schedule including some nights and weekends. Proﬁciency with Microsoft Oﬃce Suite including Excel, Word and Outlook is necessary.
NEWS DESIGNER/COPY EDITOR: Wouldn’t you love to work for a locally owned newspaper company that’s investing in its people as well as its print and digital products? We are New England Newspapers Inc., and this is our mission: Become the ﬁnest community newspaper group in the United States. Right now, we are looking for a news designer and copy editor who can keep nightly page production moving. You’ll be part of NENI’s news page design and copy desk operation for The Berkshire Eagle, Bennington Banner, Brattleboro Reformer and Manchester Journal. You have demonstrated examples of beautiful news design, a track record of accuracy and the requisite skills of a copy editor. You must be an expert at InDesign, Photoshop and related graphics programs. The Eagle’s page designers and copy editors work with humor, grace and spirit. The position is based in Pittsﬁeld, Mass., right in the heart of the cultural Berkshires. If you have the skills and the desire to help us on our way to becoming the best (we’ve got one Pulitzer already), send your resume, a link to relevant examples of your work and a cover letter explaining why you’re a good ﬁt for the mission. We oﬀer a competitive compensation package for the most qualiﬁed candidates that includes health, dental, vision and life insurances and a 401K. A drug screen is required. If this sounds like an opportunity that can’t be missed, you’re right. And we’re moving fast. So don’t wait until tomorrow; reach out today. To learn more about the New England Newspapers Inc. family or to apply, visit neni.news and click on “careers”; in addition to the online application, also send copies of application materials to Executive Editor Kevin Moran at firstname.lastname@example.org. NEWSPAPER COPY EDITOR: Paxton Media Group LLC has an opening for a copy editor in its Paducah, Ky., Page Design Center. The PDC produces nine daily newspapers, associated weeklies and special sections. Experience on a commercial newspaper copy desk is preferred. However, recent graduates with editing and design experience at college newspapers will also receive strong consideration. The Page Design Center uses Adobe In-Design CS-6 for pagination, so experience creating pages and paginating them with this software is a plus. Paxton Media Group LLC is the publisher of more than 30 daily newspapers in the South and Midwest. Paxton Media Group LLC oﬀers a choice of health plans, 401(k) with company match and other attractive beneﬁts. Please email resume and work samples to email@example.com with “copy editor” in the subject line. SINGLE COPY SALES MANAGER: The Philadelphia Media Network (PMN) is the Delaware Valley’s largest integrated media company, deﬁning and reaching audiences in Southeastern Pennsylvania, Southern New Jersey and around the world with our print and digital news products. We service the nation’s 4th largest media market with Philly’s largest newspaper, The Philadelphia Inquirer, most-visited website, philly.com, and array of other digital assets and print news products and advertising solutions. We reach more consumers in our market than any other local media brand. PMN is hiring for a sales and marketing minded Single Copy Manager. This position has responsibility for audience growth of PMN’s single copy portfolio, including The Philadelphia Inquirer, Philadelphia Daily News, and national titles distributed by PMN. The ideal candidate will have successful experience in single copy sales and marketing, sales outlet and revenue growth, and draw, return, and sell-out optimization. The position will also have responsibility to ensure that retailer relationships conducted for PMN are performed in a world-class manner. This will include developing solid operational practices, billing practices and customer service that exceeds both retailer and consumer expectations. The Single Copy Manager will be responsible for identifying, developing, and delivering on various ﬁnancial and volume goals including but not limited to audience growth, expense, revenue and operating cash ﬂow. We are looking for someone who has the right mixture of strategic understanding of the sales, marketing, and distribution sides of the business. Please send responses with resume to Jim Gorman, Director of Circulation Sales/Audience at: firstname.lastname@example.org.
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Please send resume to email@example.com.
OCTOBER 2017 | E & P
9/19/17 3:10 PM
shoptalk /commentary Future of Newspapers is Still in Print By Lincoln Millstein
’ve got news for the newspaper industry. Your future is in print and not in the killing fields of digital media where the Duopoly is choking off the blood supply. I learned this the hard way, giving birth to boston.com and then resuscitating nytimes. com during the crash of 2001-2002. I promulgated the “digital first” mantra, a fatuous promise if there ever was one, as if an eponymous change could cure our ills. Almost 25 years into this “experiment,” I get feint nausea as publishers and editors take precious resources out of their newsrooms, even though most newspapers still get two-thirds of their revenue from print. Consider the recent missive from the Wall Street Journal that senior editors must reapply for new jobs in its latest reorg. “Reorg”—now that’s a word which has crept into our lexicon without much warning, but with much foreboding. It means that “since we don’t really know what is going to happen, we’ve decided to shake things up a bit.” Unfortunately, it signals another unintended message: panic. The New York Times, Gannett, Wall Street Journal and others are cannibalizing their only differentiating asset—print newsrooms—for a future in which they are a marginal player at best. Gannett has so depleted its local operations, it is committing journalism malpractice to prop up a brand that has virtually no consumer demand— USA Today. It is no surprise that Gannett is reporting a significant decline in subscription revenue—almost 8 percent—while print subscriptions remain a salvation for most newspapers. The New York Times is also deconstructing its newsroom to fund dubious digital initiatives. The world does not need another cooking app. Compare that with the Washington Post, where owner Jeff Bezos has added 140 journalists since he acquired the paper in 2013. “What they needed was a little bit of runway and the encouragement to experiment, and
to stop shrinking. You can’t shrink your way into relevance,” Bezos said. “We’ve grown our way into profitability instead of shrinking our way into profitability.” The industry is also squandering a rare opportunity—the deus ex machina of fake news and the mess in Washington—which has resulted in the biggest increase in subscriptions to newspapers in more than two decades. But Donald Trump will not be president forever. I cut my teeth as a reporter for the Hartford Courant in Middletown, Conn., where I would try to sneak a peek into the mayor’s calendar when his secretary wasn’t looking, bribe the court clerk with scotch so he would read me back juicy transcripts, flirt with the clerk who filed all the building applications and download all the gossip from the loquacious health inspector. I was doing a job readers valued and could not do themselves. Do local reporters even walk beats anymore? Or do they sit in cubicles, emailing, texting, posting and browsing their way to gathering news? My articles had a permanence to it, because it took 24 hours to produce—not 30 seconds with the tap of an index finger—and because the process of story generation, fact finding, sourcing, writing and redacting by some sullen, uncompromising copy editor only made my articles better for their accuracy, luminosity and revelatory surprise. And trusted because they were on paper. Digital media has its place. Its mobility and real time delivery of news are special indeed. But it’s not a replacement for print. The book industry cycled through this and there is much to learn there. After a decade of decline, print books began a comeback at the end of 2014. By the end of 2016, eBooks were declining 11 percent in sales while print books were increasing at 4 percent. Chantal Restivo-Alessi, the chief digital officer for Harper Collins, said holding the price for the hardcover is important to establish value. Once you start to discount
for that core product, or eliminate it, pricing becomes a slippery slope for the paperback and eBooks. In a world without print, you’re subject to the vagaries of a perpetually disruptive marketplace. Quick question: When reading on your smartphone, how often do you correctly recall the source? After predictions of the death of the newspaper for 25 years, more than 1,300 are still publishing every day. The New York Times sells to more than 1 million print buyers, the Houston Chronicle delivers to more than 300,000 homes every Sunday. This is heartening given the massive shift from an advertising reliant business model to a largely subscription-based industry. What if we actually started to produce a better product, filled with enterprising journalism, as if every page offered insightful discovery, instead of 30-hour-old canned news? It will never be 1998 again for American newspapers, nor will they ever see 1999 or 2000 again. Newspapers must rebuild themselves from scratch, page by page, going back to an era predating advertising—to the early nineteenth century when they were a high-priced item for the literate and the influential and they co-existed with bloggers (pamphleteers). Only then will advertising return at scale, when marketers fully appreciate the influence of the readership. As an industry guaranteed by our constitution, publishers will need to be ruthless about controlling the cost of anything that isn’t journalism. Citizens will continue to pay for protection from tyranny only if they believe newspapers are a true vanguard. Lincoln Millstein is a former newspaper journalist and executive. He recently was awarded a Rockefeller Foundation fellowship to write his book on the newspaper industry. To read this article in its entirety, visit bit.ly/2vDUkmk.
Printed in the USA. Vol. 150, No 10, EDITOR & PUBLISHER (ISSN: 0013-094X, USPS: 168-120) is published 12 times a year. Regular issues are published monthly by Duncan McIntosh Co. Inc., 18475 Bandilier Circle, Fountain Valley, CA, 92708-7000; Editorial and Advertising (949) 660-6150. Periodicals postage paid at Fountain Valley, CA 92708, and additional mailing offices. Postmaster: Please send address changes to: EDITOR & PUBLISHER. P.O. Box 25859, Santa Ana, CA 92799-5859. Copyright 2017, Duncan McIntosh Co. Inc. No part of this publication may be reproduced, stored in any retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, or otherwise, without the prior written permission of the publisher. Subscription Price: U.S. and its possessions, $99.00 per year, additional postage for Canada & foreign countries $20.00 per year. Single copy price $8.95 in the U.S. only; Back issues, $12.95 (in the U.S. only) includes postage and handling. Canada Post: Publication Mail Agreement No. 40612608. Return undeliverable Canadian addresses to: Bleuchip International, P.O. Box 25542, London, ON N6C 682. Subscriber Services (888) 732-7323; Customer Service Email: firstname.lastname@example.org.
E & P | OCTOBER 2017
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