Publishers struggle with newer and more complex business models. Some appear stronger than others but, above all, a broad palette is a must. It is a means to capture emerging opportunities and to compensate for the drying up of older revenue sources.
Today, I submit the following revenue matrix for a modern, content-rich news outlet. As I see it, in the news business “modernity” mean this:
— A proven ability to produce original content in abundance and under multiple forms: news reporting, investigation, analysis, data journalism, long form (for ebook publishing), enterprise-like journalism, live feeds; all of the above in the form of text, images, graphics and videos.
— A cultural mindset to produce contents for the platform with the best fit: a news story for a newspaper, an interactive piece on the web, live coverage for mobile. The collective publishing mindset should no longer allow first- and second-class news products. Every piece of newsroom output must be designed as a contribution to a cascading revenue system in which each element empowers every other one.
— A newsroom equipped with the best tools money can buy or — even better — build. These include a powerful Content Management System (CMS) aimed at dispatching production to every platform. The CMS must be connected to a semantic analysis system that makes all pieces of information — from a feature story to the transcript of a video — compatible with the semantic web’s standardized grammar. In order to extract more value from a piece of content, the CMS must also connect to multiple databases. For example, the name of an obscure city must be able to generate a map – through the Geonames base; a Board Director must be tied to a high value database of business leaders such as The Official Board; the name of a company must lead to open-source corporations listings.
Mastering the semantic web is indissociable from acquiring information gathering capabilities such as aggregation and filtering (see a previous Monday Note: Building a business news aggrefilter ). Such feature is a prerequisite to building high-margin products as well as exploiting the social media echo chamber. After collecting contents through RSS feeds, the combination of semantic news analysis matched against the taxonomy of, say, Twitter, will yield a trove of information on what audiences like or dislike — not only for a news media but also for its competitors. It is a complex and expensive endeavor but, in the long run, it will be worth every penny.
— And more importantly, a global editorial thinking. Too often, newsroom management suffers form what l’ll call “mono-product bias”, focusing on what is seen as noble — namely print. At a very minimum, modern editorship must embrace a widespread digital strategy. But it also must envision a sustainable game plan for a complete lineup of ancillary products that also deserve editorial coherence and strength.
Having said that, let’s have a look at the following matrix. No rocket science here, I simply made a list of 14 products that many news outlets already operate. I then tried to assess the outlook for each revenue stream. (My original idea was to assign a estimated ARPU for each cell, but there are too many parameters to be taken into account).
Click to enlarge the table:
Now, let’s focus on specific products and revenue streams.
Daily Print Edition. I’m very bearish on print. Granted, it still brings the most substantial chunk of revenue – but also most of the losses. And prospects are bleak: copy sales, subscriptions, even ad sales deteriorate fast. Some light can come from ads – when they are components of customized campaigns. Daily newspapers need to be vastly simplified in order to free up resources for the wide array of other revenue streams — especially digital. I’m a big supporter of Financial Times’ Lionel Barber “Memo on reshaping the newspaper for digital age“.
Weekend editions will do better than dailies for several reasons. First, their function — long formats, portfolios, reading habits — makes them better armed against the digital tsunami that devoured news. Second, they remain a great vector for pricey advertising: on some anglo-saxon markets, weekend editions accounts for half of the print ad revenue. The New York Times understood that well as its full digital access + weekend edition bundle is a hit among customers.
Advertising revenue stream. Let’s face it, traditional ads ormats, print or digital, are dying. The conjunction of programmatic buying and ad saturation/tracking/targeting will seal their fate for good. The best outlook seems to be for customized operations and brand contents (or combinations of the two). They can spread on every platforms, including on mobile where, so far, users massively reject ads. In addition, these customized operations carry high value (huge CPMs or hefty flat fees.)
Event & Conferences. The segment is crowded and success depends on a subtile combination of attendance fees vs sponsorship, but also of editorial content. A conference is indeed a full editorial vector that needs to be treated with the same care as any other publication, i.e, with a precise angle, great casting and first class moderation that favors intellectual density over speakers flogging cheap sales pitches. News media are well positioned to deploy an efficient promotion for a content-rich, sustainable, conference system.
Intelligence & Surveys. Attractive as they might sound, these products require a great deal of expertise to make a difference. Very few media can fulfill the promise and justify the high price that goes along with such offerings.
Training and MOOCs represent an interesting potential diversification for some business publications. They carry several advantages: by addressing a young readership, MOOCs can create an early attachment to the brand; the level of risk is low as long as the media company limits itself to being a distributor (quality MOOCs production is very expensive). For a business publication, such activities represent a great way to increase its penetration in the corporate world where the need for training is limitless.
Premium Subscriptions. Some large, diversified media companies are already considering complex subscription packages for a small number of high-yield clients. In addition to print and full digital access, such packages could include access to conferences & events, MOOCs, market intelligence, and other publications. Testing the concept is a low-risk proposition.
The Business to Business segment remains the province of specialized publications. But the potential is there for general-audience media: corporations are hungry for information. The era of the bulky corporate intranet that no one watches is gone; today, for their staff, companies want apps for mobile and tablets that will save time while being precisely targeted and well-designed. Not an easy market – but a very solvent one.
Sketchy and questionable as it is, the above matrix also illustrates the complexity of designing and selling such a wide range of products to individuals or corporations. Only a small number of news organizations will have the staff, skills and resolve to address such a broad range of opportunities.