Why “newspapers”

Growth levers for Growth levers for news publishersnews publishersOperational efficiencyOperational efficiency

Superior competitive strategySuperior competitive strategy

Culture changeCulture change

Best practicesBest practices

Sales excellenceSales excellence

MotivationMotivation

Google macro-cultureGoogle macro-culture

SpeedSpeed over perfection over perfection

Low-cost Low-cost innovationinnovation

Placing many Placing many small betssmall bets

Google micro-cultureGoogle micro-cultureHire people Hire people smarter than yousmarter than you, , get out of wayget out of way

Hire generalists Hire generalists to deal with “what’s next”to deal with “what’s next”

Don’t reward good planning, Don’t reward good planning, reward resultsreward results

Attending meetings Attending meetings not getting things donenot getting things done

Passion: Passion: feedbackfeedback, don’t take it personally, don’t take it personally

Eat your own dogfoodEat your own dogfood

Why “newspapers”

Culture change (us)Culture change (us)1.1. Don’t Don’t listenlisten to the market to the market

2.2. Don’t focus on Don’t focus on differentiatorsdifferentiators, USPs, USPs

3.3. Go where the Go where the growth was growth was yesterdayyesterday

4.4. PerfectionPerfection over speed over speed

5.5. If you If you failfail, you’re , you’re firedfired

6.6. Push Push print model print model to other platformsto other platforms

Why “newspapers”

Culture change: Culture change: only path to growthonly path to growth1.1. Operationally excellentOperationally excellent

2.2. Raw content engine good enoughRaw content engine good enough

3.3. Structural advertising vs. order takersStructural advertising vs. order takers

4.4. Must change how we pursue revenueMust change how we pursue revenue

5.5. Must change industry perceptionsMust change industry perceptions

Newspaper Newspaper contentcontent equal to TV, blogs equal to TV, blogs

4 of 5 4 of 5 prefer prefer screenscreen access to content access to content

Low value: Low value: original contentoriginal content, , objectivityobjectivity

Rising preference: Rising preference: short-formshort-form content content

Comfort: Comfort: manymany media choices media choices

Lack of Lack of trusttrust: role of : role of editoreditor

Gen Y influenceGen Y influence

Why “newspapers”

Faces of culture Faces of culture changechange1.1. Evergreen task force Evergreen task force Globe and MailGlobe and Mail

2.2. Designated instigator Designated instigator Postmedia NetworkPostmedia Network

3.3. Dominant CEO Dominant CEO Journal-RegisterJournal-Register

4.4. Part of human resources fabric Part of human resources fabric Jawa PosJawa Pos

5.5. De-centralised incubationDe-centralised incubation

Why “newspapers”

New news ecology New news ecology (“digital-first”)(“digital-first”)

JOURNAL-REGISTER COMPANY | UNITED STATESJOURNAL-REGISTER COMPANY | UNITED STATES

What customers want on platform of choiceWhat customers want on platform of choice

Prioritise platforms by velocity (fast to slow)Prioritise platforms by velocity (fast to slow)

Cut legacy costs: infrastructureCut legacy costs: infrastructure

Business plan changes valuation metrics Business plan changes valuation metrics (25%-50% of EBITDA from digital)(25%-50% of EBITDA from digital)

Culture auditCulture auditCurrent: culture of Current: culture of hierarchy/clanhierarchy/clan

Future: culture of Future: culture of innovationinnovation, , entrepreneurshipentrepreneurship

Business development fund Business development fund = 5% of revenue= 5% of revenue

Cross-departmental, analytics, market focusCross-departmental, analytics, market focus

Seamless multi-media Seamless multi-media publishing modelpublishing model

Change must begin with Change must begin with senior managementsenior management

VÄSTERBOTTENS-KURIREN (VK) | SWEDENVÄSTERBOTTENS-KURIREN (VK) | SWEDEN

Brand academyBrand academyTeachesTeaches newspaper newspaper executivesexecutives

How to build, manage How to build, manage brandsbrands

Product development Product development processprocess

All departmentsAll departments

SCHIBSTED | NORWAYSCHIBSTED | NORWAY

Print vs. digitalPrint vs. digital200 magazines, Web-centric company200 magazines, Web-centric company

Manage print for profitManage print for profit

Manage digital for growthManage digital for growth

Pursue digital audiencesPursue digital audiences: social, : social, syndicated, crowdsourcingsyndicated, crowdsourcing

Cut print Cut print products by halfproducts by half

IDG | UNITED STATESIDG | UNITED STATES

Creatively combatingCreatively combatingdisruptive innovationdisruptive innovation

DESERET MEDIA | UNITED STATESDESERET MEDIA | UNITED STATES

Avoid incumbent mistake: defend turfAvoid incumbent mistake: defend turf

Keep print and digital separateKeep print and digital separate

Drive down content costs: US$285 to US$25Drive down content costs: US$285 to US$25

Volunteer content networkVolunteer content network

Be true to your USPsBe true to your USPs

Targeted strategyTargeted strategyTORONTO STAR | CANADATORONTO STAR | CANADA

Newsroom: cut 70 jobs, 2x Newsroom: cut 70 jobs, 2x investigativeinvestigative

Outsourced Outsourced pre-presspre-press

Outsourced retail/classified Outsourced retail/classified ad salesad sales

Focused on Focused on major customersmajor customers, agencies, agencies

Increased marketing Increased marketing expenditures expenditures

TORONTO STAR | CANADA

Print ad reliance: 80% to 40%

Maximize price for all content

Expand digital communities

New business development

Diversify revenue streams

50/50 Project50/50 ProjectOwned by Owned by MecomMecom

23,00023,000 daily circulation daily circulation

90%90% time print, time print, 10%10% digitaldigital

Rapid Rapid digitaldigital growth growth

Employees tell corporate: Employees tell corporate: digital where we will growdigital where we will grow

FREDRICKSTAD BLAD | NORWAYFREDRICKSTAD BLAD | NORWAY

Everyone Everyone resignedresigned

Re-appliedRe-applied print/digital jobs print/digital jobs

Ad reps Ad reps print/digitalprint/digital

Multi-media Multi-media reportersreporters

Local citizen journalistsLocal citizen journalists

50/50 Project50/50 ProjectFREDRICKSTAD BLAD | NORWAYFREDRICKSTAD BLAD | NORWAY

Digital Digital 20%20% revenues revenues

Print Print revenues samerevenues same

Identified Identified path to growthpath to growth

Had to Had to transform culturetransform culture

Model elsewhere in EuropeModel elsewhere in Europe

50/50 Project50/50 ProjectFREDRICKSTAD BLAD | NORWAYFREDRICKSTAD BLAD | NORWAY

Culture trumps strategy!

Print culturePrint culture95%95% of labor, overhead allocated of labor, overhead allocated

OperationsOperations,, production production,, managementmanagement

Incremental, defensive, thoroughIncremental, defensive, thorough

All things to all people, too broadAll things to all people, too broad

5%5% left for everything else left for everything else

Digital culture50% overhead, 50% “everything else”

Innovation, strategy, marketing, research

Willingness to fail

Offense

Speed