New York Times case 9-1

The New York Times brand was believed to be the Company´s best asset.

• Nisenholtz reported directly to both the general manager and the editor of the newspaper rather than to a senior executive at the corporate level. • But being part of the established organisation also created limitations. • The NYTimes.com team repurposed newspaper content for the internet by altering headlines, adding hyperlinks, resizing photos, and changing captions. • Continually updating the website. • The staff at NYTimes.com was a couple of dozen, compared to the 1 200 newspaper journalists at the traditional paper. • Access to NYTimes.com was free • All revenues from NYTimes.com was generated by selling advertisments on the website

The creation of New York Times Digital

• The new business unit hired extensively from outside the corporation • NYTD reported to a high point in the corporation • They developed theire own internal organisation logic. • Allowed financial expectations to be revised as the environment changed and more was learned. • Focused on performance information most relevant in tis own environment • NYTD made a distinct effort to shape culture as the new hires arrived. • NYTD developed a bottom-up approach to budgeting • At last but not least they mover to a separate office space.

Tension between NYTD and the newspaper arose and eventually NYTD was under intense pressure to achieve profitability. A lot of things were done as layoffs etc. but it eventually paid off in a period of stability and calm, growing and increasing profitability.

You can make different arguments over understanding the roo causes of