News Innovation

NewBizNews Conference Videos: Business Models and Q & A

Posted on 23. Nov, 2009 by Peter Hauck.

At the New Business Models for (Local) News Conference on November 11, Jennifer McFadden (business analyst for the Knight Foundation-funded CUNY Project) and Jeff Mignon and Nancy Wang of Mignon Media present business models for hyperlocal sites and a new metro news organization.

CUNY Graduate School of Journalism Professor Jeff Jarvis, business analyst Jennifer McFadden, and Jeff Mignon and Nancy Wang of Mignon Media follow up their morning presentations at the New Business Models for (Local) News Conference with a Q & A session.

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NewBizNews Conference Videos: A New Ecosystem of News

Posted on 20. Nov, 2009 by Peter Hauck.

Videos from the New Business Models for (Local) News Conference and HyperCamp will be posted over the next week. Here, Jeff Jarvis presents an overview of a new ecosystem of news.

The presentation: (Hat tip to Prezi for their great new tools.)

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The opportunity of bankruptcy

Posted on 19. Nov, 2009 by Jeff Jarvis.

Tweet: How bankruptcy can help a newspaper get theah from heah. Don’t squander it. **

I fear that Tribune Company – and other newspaper companies – will come out of bankruptcy having squandered the opportunity it presents to rebuild from the ground up.

At the New Business Models for (Local) News Summit at CUNY last week, my friend and mentor Jim Willse, late of the Star-Ledger in New Jersey, asked us to create a model for an existing news organization to morph into what we proposed as the new structure. That’d be painful and thus controversial, I said, to which Willse – never one to mince words – responded, “No shit.”

Can they get theah from heah? I’m not sure. A company that employed more than a thousand workers may end up employing just a hundred as it gets rid of printing and distribution infrastructure – the barrier to entry that became a barrier to change. Those shut-down costs are tremendous (that’s where bankruptcy helps, though). The cultural shift for people who remain is huge (I have spoken with many newspaper and magazine folks lately who – like me – held out hope that it was possible … until they gave up and quit). The need to reinvent business methods and models is urgent. And in the end, if it all works, the new company will be much smaller, a fraction of its former size, which is hard for executives, analysts, and shareholders to swallow – but it’s profitable and thus sustainable and that has to be the ultimate goal.

To make this volcanic transformation, I say a newspaper must start by getting out of the printing business (as Dave Morgan argued at our CUNY conference last year). Oh, it may still print a product as long as enough advertisers and readers stick with it to make it profitable and as long as it is valuable to promote the the digital brand of the future. But print can no longer drive the business; it’s just not sustainable.

When the Ann Arbor News folded this summer and was replaced by its owners with an online, community-based site, they chose to continue publishing twice a week to continue distributing coupons, circulars, and ads; it is printed by another paper in the company. [Disclosure: I consulted on the project.] Similarly, in the UK, the Birmingham Post went online and went weekly in print. My reputation aside, I’m not religiously opposed to paper. But maintaining a printing business is no longer an advantage; it’s a burden. So I say get out of the business and outsource whatever printing you do.

What about distribution? Well, as the circulation of the paper dwindles to naught, its value as a delivery platform also falls – to the point that coupon companies and stores like Best Buy will have to find alternative means of distribution. I think there’s a nice, if transitional business there for someone. Should it still be the newspaper company? Well, I’d give the same advice that is given to every startup: concentrate on one thing and do it well, get rid of the rest. So I’d say the paper should – as many pretty much do today – outsource its distribution.

Ad sales? That’s perhaps the toughest transition. Classifieds aside (they’re permanently lost anyway), newspapers are built to sell mass metro audiences to large advertisers. Sales staffs don’t drum up new business so much as they manage existing lists. Those folks aren’t likely to be able to sell entirely new kinds of advertising highly targeted marketing help for whole new populations of smaller merchants who couldn’t afford the newspaper before. Beside, such a staff doesn’t scale when you have to sell to so many new customers in networks. Build-it-and-they-will-come automated platforms don’t work; advertising still must be sold. This is why, in our models, we projected new sales forces – citizen sales – arising to sell at a local level. So for our transforming paper, I’d build networks of local sites and local sales and keep just enough of the old people to sell the big, old accounts that remain – if they can be re-educated.

Marketing is all but gone. If this newly constituted service isn’t sold by its public – if that public doesn’t collaborate with it and feel an ownership stake – then it will fail.

Now for editorial: I’ve written often about the new roles journalists will take on. As the marginal cost of information in a community falls to zero – as the internet and its tool enable communities to share much or most of what they know and need to know – then the question for journalists is how they add value and fill in gaps with reporting at the core as well as curation, community organization, and training. In our models, we forecast almost as many journalists as worked in the old paper newsroom, but they work for – and often own – more than a hundred companies. The core of journalists working at the new news organization is smaller.

Bankruptcy enables a newspaper company to shed its past. It can get out of contracts and leases for paper, printing plants, delivery, trucks. It can also get out of labor contracts, reducing severance costs. That is terribly painful but I fear it is as inevitable as the end of the ITU (the typesetters’ union). It offers a one-time chance to rethink, reinvent, and rebuild the company for the future. Is it better to stretch out the pain and never get anywhere? And if tough decisions and actions are not made, the likelihood that the company will die and all will be lost only increases.

The Minneapolis Star-Tribune has already come out of bankruptcy but without such a radical transformation. It, like other news companies, is taking out bricks a few at a time rather than building a new kind of company. That’s the opportunity I fear other bankrupt newspapers – Tribune Company, the Philadelphia Inquirer, the Chicago Sun-Times – are squandering. The same can be said of other industries.

To take advantage of bankruptcy, a company has to have courage and bold visions of the future. Do newspaper companies? So far, we haven’t seen evidence of it. But it is possible.

** At Craig Newmark’s good suggestion, I am going to try to summarize posts – longer ones, at least – at the top. Old fart that I was, I at first thought of this as a UK-style subhed. But then I realize that the appropriate model is to put it in a tweet. So I’ll try that.

(Our work is funded by the Knight Foundation, the MacArthur Foundation, and the McCormick Foundation.)

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Next Steps: What We Heard, What We Need

Posted on 19. Nov, 2009 by Matthew Sollars.

At the end of our New Business Models for (Local) News Conference last week we asked a question we’ve been asking since our first go-round three years ago: What’s next? What do we, as practitioners of journalism, need to do to help sustain journalism in this new age?

It seems there is still a simple two-word answer: More training.

Sure, responses were all over the map (the full list is posted below the jump) and I’ll get to some of those in a moment. But, the most common request at root is for more help understanding our new media environment.

Some of the independent, hyperlocal startups (dare I call them bloggers?) in the audience said they could use help with everything from basic research and editing practices to selling and analyzing ads to understanding business finance. They also want to build a stronger indy-web community that, at a minimum, would be a forum to share best and worst practices.

The churched journalists in the room asked for some of the same instruction: editing for the web, learning the basics of graphics, and web literacy (tweeting, texting and blogging). But, like the indy’s, the guys inside established media organizations need help with the business side (see Jeff’s post on getting “theah from heah”).

Folks want to see programs for bringing business students into media management (much as we tried to do last summer). A few more suggestions:
- Future conferences organized around specific revenue opportunities – some people also want to have a conference organized around verticals and niche sites.
- Research into what kinds of advertising small businesses need.
- Strategies for making that advertising more valuable.
- Looking at what impact greater bandwidth and mobile devices will have on journalism and advertising.

One veteran journalist told me someone should create a not-for-profit, possibly based in a university, that offers free business consulting services to journalism startups. He said the consultancy could cultivate a thousand test cases for our business models – a much better approach, he says, than getting funding for a lab to test them out in one area (which was another suggestion from the panel).

Finally, here are two of my favorites: training for small communities that have lost their papers and a conference aimed at media in Africa and other parts of the world. It is important to keep these areas, so often left out of the conversation, in our minds.

As I said, there are a lot more topics below the fold. We’ll be doing more work on some or most of these suggestions in the coming weeks and months. Do you have more? Send them along!

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Livestream: NewBiz Conference

Posted on 11. Nov, 2009 by Matthew Sollars.

Our third annual summit on the future of news is getting started. Today it’s all about local. We’ll be tweeting all day, too. Hit us up with questions and comments, the hashtag is #newbiz. Conference details and schedule are here.

UPDATE: For those of you who are wondering, here is a link to the models that are being discussed this morning.

And, here’s the livestream for your viewing pleasure:

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Updated Schedule for NewBiz News HyperCamp

Posted on 04. Nov, 2009 by Peter Hauck.

We’ve added some excellent speakers to the upcoming New Business Models for (Local) News Conference and HyperCamp, scheduled for November 11 at the CUNY Graduate School of Journalism. Take a look at the updated lineup.

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NewBizNews HyperCamp Schedule

Posted on 28. Oct, 2009 by Peter Hauck.

We’re looking forward to the New Business Models for (Local) News HyperCamp, scheduled for Wednesday, November 11th.

The conference schedule is now available here and as a google doc. The day-long event will be held at the CUNY Graduate School of Journalism — 219 West 40th Street, 3rd Floor, NYC. Coffee and registration begin at 9:00 AM and the morning program gets under way at 10:00 AM. We’ll break for lunch at Noon and start the HyperCamp workshops at 1:00 PM. We hope you’ll stay for cocktails and networking following the last session.

We’ve already received over 120 RSVPs from a great mix of people — hyperlocal bloggers, journalists, website owners, entrepreneurs, investors, publishers, technologists, media executives and more. We look forward to sharing experiences and best practices as we explore new business models for journalism. Most of the day’s events will be livestreamed and we’ll use the hashtag #newbiz. (Space is somewhat limited so if you’ve RSVP’d “yes” and are unable to attend, please contact David Cohn — David@spot.us).

Please visit our website in the coming weeks for further HyperCamp updates. And take a look at the Project’s business models. We urge you to download and modify our spreadsheets by plugging in your own assumptions.

The CUNY Graduate School of Journalism is grateful to the Knight Foundation for funding our work on the New Business Models for News Project, which we presented in August at the Aspen Institute Forum on Communications and Society. We also thank the McCormick Foundation, the MacArthur Foundation, and the Carnegie Corporation for their support of this important work to sustain journalism.

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Two Paid Models for Metro News

Posted on 30. Sep, 2009 by Matthew Sollars.

The debate over paid models has grown heated in recent months as publishers cast about for new revenues to replace declining advertising dollars. But, although asking readers to pay for the news seems to have gained favor of late, publishers are still divided on whether charging for online content is the best approach. Indeed, just 51% believe it will work.

In an effort to add to the paid-content discussion, we’ve built two versions of a paid model. The first is a “pure” paid content model where 100% of the main news site sits behind a pay wall. The other is a hybrid model that envisions keeping up to 80% of the content available for free. Both models have four scenarios with varying subscriber and fee levels (the hybrid model has additional variables for the level of free content, set at 50% and 80%). As with most of our models, Jeff Mignon and Nancy Wang at Mignon Media helped us build these paid versions and provided invaluable guidance and insight throughout.

Download the full paid version here and the hybrid here.

If you’ve taken a peek at any of the other models we produced and presented to the Aspen Institute you’ll see many of the revenue and expense components are repeated here. We’ve kept our staffing assumptions roughly the same and this news organization can take advantage of some of the same revenue opportunities (like events, coupons, and a range of services to local businesses) that are open to a free metro-wide publication.

Here are a few take-aways on the paid models:
- According to our assumptions, the main site of the fully paid model loses millions throughout the 3-year period.
- In three out of four scenarios, the main site in the hybrid model is profitable in year 3 (with the B-to-C and B-to-C services, it could be profitable in year 2).
- Profitability rises along with the level of free content.

To account for the impact of a paywall on advertising, we have made some notable adjustments from our New News Organization model:
- We’ve reduced the average sponsorship revenue assumption to $100 per week from $1500.
- We also reduced the commission the organization takes on ads sold into a metro-wide ad network to 2% from the 20% estimated in the free version.

I’m guessing that some folks will take issue with a few of those assumptions. As always, we hope you will tell us where exactly we’ve gotten it wrong. Plug your own numbers into light-blue cells on the “Paid Model Options” page and then send your spreadsheet back to us. If you prefer to work in Google Docs, the full paid model is here while the hybrid model is available here. (The New Business Models for News Project has been funded by the Knight Foundation.)

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The Survey Results

Posted on 17. Sep, 2009 by Matthew Sollars.

The foundation of the business models we built this summer was data culled from an online survey we conducted of web entrepreneurs. We asked online startups from across the country to give us a confidential glimpse at the nuts and bolts of their businesses.

We sent invitations to hundreds of online news organizations, from hyperlocal blogs serving small communities to outfits that cover major American cities. In all, we received responses from 111 websites (81 for-profit, 30 not-for-profit). The entire interim report presented at the Aspen Institute last month is available here. (The New Business Models for News Project has been funded by the Knight Foundation.)

As expected, many of the for-profit ventures are bootstrapping their businesses with 20 employing 2 or fewer full-time editorial staffers (out of 27 businesses that answered the question). Meanwhile, 14 do not have any full-time workers on the business side. (Part-time staff levels at most sites are similarly low.) A majority of the sites, 58%, reported bringing in less than $500 per month in advertising–that won’t pay for a newsroom expansion anytime soon. However, we found plenty of room for optimism, too. A dozen respondents, or 14%, make more than $5,000 per month in advertising revenues alone.

Most of the folks running these sites are journalists with little business experience, so it is not surprising that many of the responses to the question ‘what are your biggest challenges’ revolved around getting help selling advertising and developing the business. Here is a sample of the comments:

Getting local businesses to understand the value of advertising on the internet. This problem is HUGE. Even with our large amount of traffic, it’s hard to get local businesses to take us seriously because we don’t have a print product.

***

Sales, sales, sales. And pricing. I think I have a service I can sell here. But I need to sell it and then handle the invoicing and record-keeping. Since this is something I’m doing on the side, I let the sales efforts lag while I spend most of my effort creating the content.

***

As the owner/editor/publisher, I have trouble balancing the news and administrative aspects of the job. I’m really a journalist at heart, so given a choice, I’d rather write a news story than work on a spreadsheet or a web page coding problem. I am actively seeking a publisher to join me, perhaps as a partner, to help guide the business side.

Here are the survey results from the for-profit news outlets. Click here to download.
New Business Models for News survey results — For-profit

The survey results suggest that the not-for-profit model has been more successful at building a larger staff, at least at the beginning. Roughly half of the not-for-profits, 12 of 30, reported having more than three full-time editorial staffers. Employment on the business side also trends higher.
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New Organizations, New Relationships

Posted on 19. Aug, 2009 by Matthew Sollars.

We’ve heard a lot about our forecasts for advertising revenues in the New News Organization this week (mostly asserting that our cpm and penetration assumptions are too optimistic). But, it seems our other goal–to envision a sustainable business built on a diversity of revenues–has been largely overlooked.

In fact, in year three of our NNO model, advertising accounts for 57%, or $11 million, of the $20 million in total revenue. The rest, or $8.6 million, comes from new business opportunities that have been so often neglected by existing media companies (or discounted because they were too expensive to develop in an era when margins on advertising were fat). In most cases, these new opportunities will require news organizations to forge new relationships with their readers and with the advertisers and businesses they serve, and to rethink some of the news content they provide.

We’ve written about a number of e-commerce opportunities already. We spoke with the Telegraph about their efforts to sell products in a contextualized format, taking fees for selling tickets and sports betting (there has even been chatter recently that legalized betting might help save the news industry). We’ve estimated just over $35,000 in annual revenue from ticket sales in our model. As Steve Buttry points out, we can go much further: obituaries are an opportunity to sell flowers and college football games are an opportunity to provide access to restaurant reservations before or after.

We also think that the advertising arm of the business should invest in training and/or consulting local businesses in online advertising and marketing. That service could bring in $480,000. Building a business-to-business marketplace where local entrepreneurs can list sales and post and reply to RFPs, could earn nearly $1.5 million in annual revenues by year three.

Hosting events is another item. Folks like the Voice of San Diego and Brooklyn Based say they view offline events as a new way to present their journalism. But, they can also serve as an important source of revenues, indeed events account for most of Brooklyn Based revenues. Events for readers could generate $330,000 by our estimates, and business-to-business conferences another $1.2 million annually.

Behind all of these ideas is the need for the new news organization to provide services to businesses and readers where they need them. As Steve Buttry pointed out to me today, in most cases, news organizations already collect highly valuable data, so all they need to do is figure out how to maximize that value for customers or businesses. In some areas the content itself might need to be reworked. He explained:

Perhaps the best example of thinking differently is in driving. Our automotive vertical is based on a job (buying a car) that most people do once every few years, so it’s not a routine and we don’t have a regular way that we do it. So it was easy for specialized car sites to steal the business away. But driving is a local job that most of us do every day. So if we develop a service based around driving, people will come to us every day. And that gives us an opportunity to become essential with some businesses that are not as big advertisers for newspapers (tire shops, auto-repair shops, auto insurance, etc.). And if we think beyond selling eyeballs, and think beyond print and start using the tool that most of us always carry in our cars, the model becomes entirely different. We think about being the conduit for text messages from motorists needing repairs today to garages with openings today. Filling that bandwidth has tremendous value to the business and identifying someone who can repair the car has tremendous value to the consumer. Win-win. (And, by the way, if you’re a car dealer and someone in your community develops a service like this, where do you think they will look first when they’re ready to trade up? So you’d better advertise there, too.)

Lastly, it’s important to make a point about the changes we think are coming in advertising. We’ve outlined new advertising units and ways to deliver them, including coupons and deals delivery, and we put them as separate line items in our model. But, it seems clear that advertising on the web will increasingly move towards the deals/coupon model eventually replacing display ads at nearly all levels. Online ads want to be transactional. We’ve already seen this with the launch of AnnArbor.com, which only publishes deals. The role for the news org going forward is to build a platform that serves the right ads to readers (much like it will need to serve the right news content). Also, the org will need to serve its advertisers better by working with them to develop messages and campaigns that work. It’s simple really, if they don’t do this in a pay-for-performance model, the advertisers will go elsewhere.

Not all of these ideas will pan out in all markets, or for all organizations. But it seems high time to give any idea with even a bare chance of succeeding a try. (The New Business Models for News Project has been funded by the Knight Foundation.)

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Community Training in the Ecosystem

Posted on 18. Aug, 2009 by Damian Ghigliotty.

One function that runs throughout the entire ecosystem is the role of community training — both in editorial coverage and ad sales.

The New News Organization plays an important role here as an outlet for experienced, professional journalists to train local bloggers and citizen journalists how to cover their communities with more depth, detail and accuracy. That training would then help the NNO expand its daily coverage of education, local politics, crime, business, sports, entertainment and nightlife. (See our post from yesterday on the staffing breakdown for the NNO.)

Mike Reicher, a CUNY J-School grad student, wrote about his experience at The Local this summer recruiting experienced journalists to train budding community reporters and photographers.

Also, in our interviews with several not-for-profit news sites, we found experienced investigative journalists like Trent Seibert of Texas Watchdog training everyday people around the country how to properly cover their communities. Doing so has allowed Trent and his colleagues to raise more money for their investigative news site, which will play a vital role in the future of journalism.

And as local coverage grows, there will also be opportunities for professional training in citizen sales. In the larger framework, business-to-business services like a white label email and online marketing training service — or even in-person training sessions — could provide viable revenue opportunities for a new news organization. Those services also represents the kind of broader community outreach people like Steve Buttry have been calling for in various places and in response to some of our models. As a result, citizen sales training could help independent local bloggers grow their ad revenues without the need to hire a full-time sales person.

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Thank You and Keep ‘em Coming

Posted on 18. Aug, 2009 by Damian Ghigliotty.

So far we received a lot of interesting responses since the FOCAS conference kicked off yesterday and we look forward to reading more as we continue to break down our individual models.

This project is all about interactivity and we wouldn’t have moved past the theoretical phase without your input. That goes for our 113 survey participants and the 13 sites we profiled as well.

Keep the comments coming and give your own figures a shot using one of our spreadsheets. (The New Business Models for News Project has been funded by the Knight Foundation.)

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The Assumptions Behind Our Models

Posted on 17. Aug, 2009 by Matthew Sollars.

Some points about the assumptions baked into our models:

We settled on a $12 cpm as a conservative benchmark, based on feedback from a number of news organizations, large and small. Indeed, we commonly heard a range of $15 to $20 cpm. In terms of for-profit startups that replicate what we are calling the New News Organization, San Diego News Network is charging between $8-$10 cpm right now and they anticipate the rate will go higher once the economy recovers. For smaller startups and hyperlocals, we calculated a cpm from the time-based advertising rates. Here is a list of the folks who participated in our survey. Hopefully running through these two lists will answer some of your questions about where our numbers come from. Bottomline, we have data from a lot of sites that have been aggregated into the models.

Paul Bradshaw of the Online Journalism Blog asks why the development costs for our Not-for-Profit model is not higher in the first year? We have on-staff developers built into our New News Organization and Not-for-Profit models, in addition to the development line item in the budget. So, yes, we anticipate that future businesses will continuously spend to update themselves. Perhaps we haven’t factored in enough of a front-end development cost.

Bradshaw also questions one of our conclusions, that this new news organization can actually be as profitable as we postulate. He writes on Online Journalism blog:

Also, I’m somewhat baffled by the projected margins of 29% by year 3 – those are the sorts of margins news organizations enjoyed during the ‘print bubble’© and led to the sort of debts and shareholders that have been just as problematic as advertisers.

It’s important to separate profit margins from revenues. The news organization we envision is much smaller, with $20 million in annual revenues, compared to the hundreds of millions in revenues enjoyed by print newspapers today. Of course, the new organization’s costs are smaller, too, hence the profit margins. That means those margins don’t require the huge capital investments made by newspapers in the past. The new online news organization will necessarily be more agile and flexible.

A point for some of those folks who think our assumptions are overly optimistic. Our goal was to project what happens when the daily newspaper in a large city has gone away. That’s the context for our numbers: what will advertisers do when they need to go to an online-only publication? In all of these cases, we are testing hypothetical models. That’s why we’ve posted the spreadsheets online. We’re asking you to put in your own assumptions and share them with us, please put your versions in the comments. (The New Business Models for News Project has been funded by the Knight Foundation.)

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Staffing in the New News Organization

Posted on 17. Aug, 2009 by Damian Ghigliotty.

As a news business that performs several functions — metro-wide coverage, community training, business-to-business services — the New News Organization will have a small, but diversified staff of 40 in its first year, ramping up to 54 in its third year. Each staffer will gross an average salary of $78,000 a year, including a 25% benefit charge, for a total salary cost of $97,500 per employee.

Out of the 40-person staff for year one, 26 are editorial and the other 14 are sales, administration and development. Below is a breakdown of the NNO’s first-year staff. (Click here to view the NNO model as a Google Document. Be sure to click on the Staffing tab at the bottom of the spreadsheet to view all figures related to this post.)

Full first-year editorial staff:

• 1 top editor
• 5 other editorial staffers & fact-checkers
• 20 journalists (community managers/curators/beat reporters)

Editorial breakdown by beat/area of coverage:

• Police, Crime & Accidents (5 beat reporters and 1 community manager/curator, with the help of local bloggers, citizen journalists, databases and witnesses)

• Local Government (4 beat reporters and 1 community manager/curator, with the help of local bloggers and citizen journalists)

• Education (1 beat reporter and 1 community manager/curator, with the help of local bloggers, citizen journalists and local experts)

• Business (2 beat reporters and 1 community manager/curator, with the help of local experts and databases)

• Sports (1 community manager/curator, with the help of local bloggers, experts, databases and syndication agreement with national outlets)

• Local Entertainment (1 community manager/curator, with the help of local bloggers, and databases)

• National & International News (overseen by a top editor, 1 news aggregator, with the help of experts and syndication)

• Weather & Traffic (1 community manager/curator, with the help of databases/syndication and citizen journalists)

We expect the editorial staff to grow by 7 in the second year and 7 again in the third year, as advertising and other revenue grows. The NNO will also be able to grow its staff by cutting back on some particular costs, i.e. seeking office space in a low-rent market, requiring editorial staffers to use their own laptops (we’re not advocating either of these, just exploring possibilities.)

Full first-year sales, admin and development staff:

• 1 CEO/CFO/COO
• 1 sales & marketing director
• 5 other sales staffers
• 4 payroll/tech support/other admin
• 1 search engine optimizer
• 2 developers

Download the NNO Excel file here.

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FOCAS: Live from Aspen

Posted on 17. Aug, 2009 by Damian Ghigliotty.

The CUNY New Business Models for News Project, funded by the Knight Foundation, is presenting its work at the Aspen Institute’s Forum on Communication and Society today. (You can read about our project here and dig into the new models here.)

Below is Jeff Jarvis’ presentation, which he made using new software from Prezi. Just click within the screen and advance to the next slide.

Click here to see the presentation in full-screen.

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