...1.Jelaskan evolusi NYTD sampai saat ini. Apa strategi NYTD? Apakah organisasi dan kontrol yang konsisten dengan strategi? Evolusi NYTD sampai saat ini: New York Times Digital (NYTD), merupakan suatu divisi dari Perusahaan New York Times yang mengoperasikan portal terbesar di daerah nggris dan pusat data untuk NY times!"om dan #oston!"om! Pada tahun $%%& perusahaan 'uga memiliki beberapa siaran media, dan merk The New York Times diyakini men'adi aset perusahaan yang paling berharga! Pada eptember $%%&, NYTD telah mengembangkan dan mengoperasikan dua situs: NYTimes!"om dan #oston!"om! itussitus tersebut termasuk akses nternet untuk melihat isi lengkap dari The New York Times dan surat kabar #oston *lobe! NYTD 'uga bertanggung 'awab untuk mengelola +rsip Digital Perusahaan bisnis Distribusi, yang menyediakan konten untuk layanan pen"arian berita penelitian, seperti Dow ones dan -e.is Ne.is!/ereka 'uga berusaha menemukan "ara baru dan kreati0 untuk memaksimalkan penggunaan multimedia internet, termasuk tayangan slide, audio dan konten video, dan bagian interakti0 khusus, seperti "ontoh pada alt -ake 1ity $%%$ 2limpiade /usim Dingin! +kses gratis ke NYTimes!"om membuat pengguna diharuskan untuk menda0tar! Dan dengan n0ormasi Penda0taran NYTimes!"om tersebut digunakan untuk memasang iklan!trategi NYTD : NYTD selalu mengembangkan organisasi dengan selalu melakukan perbaikan struktur organisasi! Penda0taran online gratis untuk mengakses NYTimes!"om, namun...
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...consumers have several options to access New York Times content. New York Times provides unlimited access with subscription packages attached to their website. A consumer may have a digital subsciption intended for their smartphone device. With this subscription package, they'd have unlimited access to articles from any computer via "www.nytimes.com" and have access to the NYTimes App intended for Windows Phones, iPhones and Android-based devices. An alternative would be their tablet package which would allow devices such as the iPad or Android-powered tablets to access New York Times database and articles. 2. In terms of article content between the various options that New York Times provides, there is no difference. Each package allows unlimited access to the New York Times website giving the user the ability to view any article from 1987 to the present, while allowing the ability to view 100 articles from the period between 1923 and 1986 in their archives section of the website. The packages only between to differ when dealing with form factors. A smartphone user with the smartphone subscription would not be able to view content from an iPad or Android Tablet and vice versa. There is a subscription service that allows full digital access between all form factors, but it's the most expensive option between the digital subscription package. For those who have a print subscription to the New York Times, they would have free "All Digital Access" subcription included in their...
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...The New York Times Paywall: Executive Summary This report examines the rise of digital journalism and the willingness of online readers to follow this trend. The study provides an analysis and evaluation of the current and prospective profitability and financial stability of the newspaper industry and more specifically of “The New York Times.” Companies in this industry have been selling printed newspapers since the XVIII century. While newspapers continue to print and circulate news, the industry has changed as revenues in advertisement—the main source of revenue for the times—and news circulation have declined due to the digital era. Well-known newspapers are failing to monetize on the new opportunity to become the best digital newspapers. A clear example of why they are losing advertising revenues are companies like monsters.com who started to supply job offers online—removing the jobs portion away—and GM who made their own website to take automotive advertising away. Analytical Problems: To keep pace with the digital trend and analyze the best ways to monetize online, the New York Times has developed a paywall, were subscribers pay a monthly fee for the opportunity to get access to all the information provided by the New York Times. Paid digital subscribers in the year 2011, after launching paywall, increased by 390% in less than a year. Also, online newspaper traffic from 2004 to 2009 increased by 75%. The New York Times is making the transition from physical to digital...
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...THE NEW YORK TIMES COMPANY: A Case Study Analysis John J. Head WestCom Group Consulting Inc. School of Communication Telecommunications Management 4480 Western Michigan University 1903 West Michigan Avenue Kalamazoo, Michigan 49008 November 8, 2012 ©2012 John J Head Source: New York Times Co. Table of Contents I. Historical Overview 1 Early steps 2 Diversification 3 Challenges, changes 4 II. Organizational structure 5 Table 1 5 III. Business Operations 6 Table 2 7 The flagship 8 IV. Financial performance 9 Table 3 9 V. Future outlook 11 Branding 11 SWOT analysis and other risks 12 Table 4 13 Demographics 15 Philosophy 16 i Endnotes 18 I. HISTORICAL OVERVIEW “All the News That’s Fit to Print.” Special are those instances in business when a slogan becomes so synonymous with a company. Those words, found on the front page of every copy of every edition of The New York Times since 1896, began as a way to define the publication to its readership. That slogan stands to this day, but the newspaper and its parent, The New York Times Company, have grown far beyond the reaches of New York City and its surrounding boroughs. The New York Times Company is a diversified media company whose core purpose is “to enhance society by creating, collecting and distributing high-quality news, information and entertainment.”1 It is a publicly traded company (NYTC on the New York Stock Exchange) and publishes three major daily newspapers...
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...1. What are the changes that the newspaper industry is going through? Where do you think the “technology” of news on paper is in its lifecycle? Where is it likely headed? The newspaper industry is undergoing a radical change in three primary areas caused by technology. First, the underlying two-sided business model is changing. With the Advent of internet, news content is easily and freely available from various sources but lacks quality journalism and credibility. Revenues from online advertising are not large enough to compensate for decline in revenues from print advertising & subscription. Newspaper industry is experiencing new realm of new content delivery and in process of understanding and establishing sustainable sources and revenue model. The change from print media to digital media has provided a big challenge for the newspaper industry. Their main revenue streams have always been based on advertising. Online advertising brings much lesser revenues than print advertisements and a big gap appears. The internet causes on the one side the move from consumers to online consumption and on the other side a lot of retailers are using their own website as an advertising tool or are using free websites to reach their target groups. The technology itself is going through rapid changes as is in early stage of adoption by news agencies and consumers. Exhibit 4 indicates a decline in Print subscription for NYT and Exhibit 8 demonstrates steady rise in web traffic for online...
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...New York Times Paywall; The Future New York Times is proof that being a lion for past generations doesn’t equate to being the King of the Jungle in a new generation. The struggles of the NYT are certainly not their own as the newspaper industry has hit hard times in the wired culture. As the article points out, there is very little that has occurred the last half century, from a journalist perspective, that can’t be traced back to the New York Times and its staff of accomplished writers and reporters. But how is it that a company with so much cachet and such a large customer base was not able to launch a successful and profitable campaign online? Even though the NYT posted $2.4B in revenue in 2011, it had been teetering on breakeven Net Income/Loss. In some respects, at the time of the article, the NYT new online “paywall” subscription program was a success – the recently installed paywall had steadily increased the subscription base since inception, getting 390,000 paid subscribers in a 10 month period. Over the course of the last year and a half they had maintained anywhere from 30M to 35M unique visitors in web traffic. However, there was an introductory price of $.99 for four weeks of access for new subscribers, so there were concerns of those subscribers not renewing. To compound those concerns, in that same time period, the total page views dropped from 700M+ to 600M+. It’s interesting to note that the NYT net income numbers have been stagnant since 2008,...
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... but heavily declined as digital news outlet usage rose in popularity. In addition, advertising revenue is declining through the advent of the internet (allowing companies to advertise themselves on their own sites). Many internet users expect their news to be free which damages subscription based models such as those that the New York Times relies on to stay in business. The Paywall is a compromise to this expectation; a certain amount of articles would be free but the rest the users would be charged for. The NY Times hopes to recover enough profit through this measure while growing their brand. 2. I think the Paywall is not going to be sustainable for the NY Times. I believe in those who commented that the NY Times and similar newspaper outlets need to transition fully for the digital age or face even bigger losses. Revenue is still slowly falling and net income over the years seems to be very rocky. 3. I think the Paywall is a bad idea. Number of visitors seem to be slowly falling and the price compared over a year is ridiculous compared to the costs of subscribing to the Financial Times or Wall Street Journal. This is best said by blogger Michael DeGusta who remarked that the Times subscription cost more than the WSJ, Economist, and Daily combined. 4. I believe the Times should actively look to transition from print to digital media quickly before it is too late for the company. They should be the pioneers leading in the new age of news instead of the ones seeming...
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...CASE 9-1: NEW YORK TIMES 1. Describe NYTD’s evolution to date. What is strategy of NYTD? Are the organization and control consistent with the strategy? Evolution: New York Times first ventured into the Internet in 1995. Back then, the company was called the New York Times Electronic Media Company. In 1999, a new operating division, Times Company Digital, was created, which reported directly to corporate management. The new division included NYTimes.com, Boston.com, NYToday.com, GolfDigest.com, WineToday.com, and Abuzz. The new division had a decentralized structure and different organizational structures but still with similar roles as a common newspaper. The different websites were combined in the new organization to be able to learn from each other. A lot of effort was then put into creating a culture of team-work and openness, and the NYTD moved into a new building. This separated unit, first organizationally and then physically, led to tensions between the original Company and the new division. The new culture and employees hired from outside the Company created a very competitive internal environment. In 2001 the company owned several broadcast media properties, and the New York Times brand was believed to be the company’s most valuable asset, built through years of topnotch reporting and analysis, plus marketing and promotion. By September of 2001, NYTD had developed and was operating two websites: NYTimes.com and Boston.com. The websites included Internet access to the...
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...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...
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...Running head: STRATEGIC PLANNING 1 Strategic Planning at the Chronicle Gazette Name Institution STRATEGIC PLANNING 2 Introduction The Chronicle Gazette is a leading newspaper in the United States with a circulation of 225,000 customers. Over the past few years, it has been facing a decline in its customer base and revenues. This is mainly due to the increasing dominance of the Internet as a means of disseminating information and news. The newspaper publishing industry in the United States is going through a difficult phase with declining revenues. Both subscription revenues and advertising revenues have been steadily declining. One of the main causes for this downfall is that readers are using the Internet to get news content for free and are reluctant to pay. The global economic recession has cut down the advertising revenues for newspapers. Cost of publishing has increased and a majority of newspapers have increased prices. This has further distanced consumers from traditional newspapers and made online news websites more popular. The main purpose of this report is to present measures for The Chronicle Gazette to boost its circulation and increase profits. The report will analyze the newspaper industry in the United States giving details of its present status and future position. It will also present facts on the factors that have lead to the decline of the industry. The report will analyze the trends in the newspaper industry and the strategies adopted by...
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...you think the “technology” of news on paper is in its lifecycle? Where is it likely headed? The newspaper industry is experiencing the declining stage of the product life-cycle, careening toward extinction. The case describes the fundamental changes as follows. Print advertising revenues are falling fast while digital revenue is growing, but not enough to cover print ad losses. Total newspaper advertising revenue in 2013 was down 49 percent from 2003, according to the Pew Research Center. Meanwhile, digital advertising is not picking up the load. This 2011 New York Times story by Nate Silver illustrates the problem: "How much are those page views worth? The Huffington Post had revenues of about $30 million last year, they’ve reported, almost all of which was from display advertising. This revenue was generated on roughly 4.8 billion page views over the course of 2010, according to Quantcast data. That means the average page view was worth a little more than six-tenths of a cent, or that 1,000 page views were worth about $6.25." What the case does not do, however, is explain the structural changes driving these trends. What we’re witnessing is the break-up of a monopoly. Thanks to the Internet, newspapers have lost both their monopoly on the news -- from infotainment sources, such as TMZ, and “serious” ones, such as the nonprofit ProPublica – and their monopoly on services, such as classified advertising. Emerging in its place is a nascent digital duopoly: Facebook and Google...
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...Q1. Describir la evolución de NYTD hasta la fecha. ¿Cuál es la estrategia de NYTD? ¿La organización y control coherentes con la estrategia? Evolution: New York Times, se aventuró por primera vez en Internet en 1995. En aquel entonces, la empresa se llamaba Times Electronic Media Company de Nueva York. Al principio, la organización incluye cuatro empleados más. Más tarde, durante el primer año, Martin Niesenholtz fue contratado como presidente y el proyecto consistía en una sola página web, NYTimes.com. Sr. Niesenholtz informó tanto al gerente general y editor del periódico. Más tarde, Bernie Gwertzman fue asignado para dirigir las operaciones editoriales de NYTimes.com. En ese momento había una necesidad de una redacción propia de la versión digital del periódico. En 1999, una nueva división operativa, Times Company Digital, fue creado, que dependía directamente de la gestión empresarial. La nueva división incluye NYTimes.com, Boston.com, NYToday.com, GolfDigest.com, WineToday.com y Animado. La nueva división tenía una estructura muy descentralizada y estructuras organizativas diferentes pero con funciones similares a los de un periódico común. Los diferentes sitios web se combinaron en la nueva organización sea capaz de aprender de sí. Sin embargo, en 2000, la estructura de la organización cambió y gerentes "producto" fueron nominados, así como los jefes funcionales. Un gran esfuerzo fue entonces puesto en la creación de una cultura de trabajo en equipo y la apertura y el...
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...opportunities. Answer these same questions for USAToday.com. The opportunities Gannet seized in launching USA Today was that he knew his audience were readers with very short attention spans and a growing hunger for more information. The newspaper’s primary mission was to provide more news to their readers in less time. This was done by writing "in shorter pieces an sprinkled with eye-catching, color photos, graphs and charts." (Ferrell, O., & Hartline, M.,2014.). One of the new things that set apart the newspaper was that it was broken into four sections "News, Money, Life, and Sports" thus allowing the reader to jump into whichever section of their choosing the quickest. Gannet solved the early problems of encouraging advertisers to buy ad space by launching a "Partnership Plan", where advertising companies who purchased 6 months of ads in the paper received another 6 months for free. This allowed the advertisers to test the waters for newspaper ads and with the increase of popularity or the paper, more companies wanted to join. USAToday.com, the on-line version of the printed newspaper, is formatted in the same way the printed edition is with bright colors and snippets of news. It was developed to keep up with the growing technology and in response to the slight decline in profits to the printed version. Also, like the printed version, the on-line version strives to create a partnership with its readers. The reason why I believe USA Today is so successful is it...
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...slowing detreating our forest, lakes, rivers and the ozone. We must realize that our lakes, rivers and streams will slowly dissipate. “Streams flowing over soil with low buffering capacity are as susceptible to damage from acid rain as lakes. Approximately 580 of the streams in the Mid-Atlantic Coastal Plain are acidic primarily due to acidic deposition” (Environmental Protection Agency, 2015). My belief is that the best thing and the fastest would be to cut back on automobile usage, and if we can do that we can see a change. Automobiles, factories, coal-fired power plants, and other sources has caused significant environmental harm” (Civerolo & Roy, 2013). Reference Civerolo, K.L.,& Roy, K.M. (2013) ON THE ROAD TO RECOVERY. New York State Conservationist, 67(5),17. Singh, A., & Agrawal, M. (2008). Acid rain and its ecological consequences. Journal Of Environmental Biology/Academy Of...
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...Christopher Sanderson, Jennifer Clemente, Andres Delgado FIN6590 PMBA New York Times Bail Out Analysis In January 2009, Carlos Slim Hula decided to offer what he believed to be a generous deal to a cash strapped New York Times. With a $400M debt facility looming in May, the New York Times has been exploring various positions to increase or bolster its cash reserves to either restructure or refinance the debt facility. The offer from Carlos Slim was for $250M in cash, repayable at 14% annual interest rate coupon, and an attached warrant that would allow him to exercise a buyout of 16 million shares of stock. The question comes down to whether this was a calculated, debt based investment of Carlos Slim’s money, or whether he has other motives for providing the media company the money, which is part of an industry currently struggling. The first thing that must be stated is that Carlos Slim already has an investment of 6.9% in NYT stock, a deal that had lost 50% of its value already. If he exercised his warrants for class “A” shares of New York Times stock, it would give him nearly 17% of currently available stock. This stock would be different than the class “B” stock, which has a majority share by the current New York Times owners, the Sulzberger family. (Kafka, 2009) However, he would still be the second largest shareholder in the company. This puts a spin on the “bailout” Carlos is offering. He could be attempting to boost his own shares for a selloff. He could...
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