The Future of the Press - Online Strategies

1. Introduction: Current state of affairs

• 1.1. Report definition and scope
  • 1.1.1. New segmentation of the press
  • 1.1.2. Reference markets: United States and Europe
• 1.2. Economic situation of the press
  • 1.2.1. Decline in paid distribution and difficulties in renewing readership
  • 1.2.2. Cyclical advertising revenues
  • 1.2.3. Free-circulation publications and the online press: dynamic media
  • 1.2.4. General trend to axe jobs

2. A fragmented competition landscape

3. Press website business models: free or fee-based?

• 3.1. Advertising strategies
  • 3.1.1. Structure of online advertising: "major media" and "below-the-line advertising"
  • 3.1.2. Targeting the mass media market
  • 3.1.3. Niche market?
  • 3.1.4. Are free publications less successful on the web?
• 3.2. Maximising digital distribution
• 3.3. Beyond advertising: using e-commerce to monetise the audience
• 3.4. Mobile: advertising and e-commerce opportunities
  • 3.4.1. Preparing "off-portal" solutions
  • 3.4.2. The real issues at stake: advertising and e-commerce
• 3.5. Paywall strategy confined to premium content
• 3.6. Fine-tuning the strategy: streamlined pricing and packaging the service
• 3.7. More profitable than the print version

4. The press versus new aggregators

• 4.1. Generating revenues from content resale?
• 4.2. Press aggregation strategies
• 4.3. Advertising partnerships with aggregators

5. Betting on social networks?

• 5.1. Local social networks and critical mass
  • 5.1.1. Maintaining a key press function
  • 5.1.2. Extending professional networks
• 5.2. City guides
• 5.3. Critical mass required to benefit from network effects

6. The classified ads market and Internet pure players

• 6.1. A fiercely competitive environment
• 6.2. How the press is responding
  • 6.2.1. Alliances with pure players
  • 6.2.2. Other media in the classified ads market
  • 6.2.3. Can newspapers work together?

7. Incorporating video

• 7.1. A popular online format.....
• 7.2. .....that meets a dual need
  • 7.2.1. Enhancing the editorial offering
  • 7.2.2. Providing advertisers with new advertising space
• 7.3. How are newspapers using video?
  • 7.3.1. Picking up free or low-cost content
  • 7.3.2. In-house production
  • 7.3.3. Purchasing content

8. Synergies between online and print operations

• 8.1s. Editorial synergies
• 8.2. Business synergies
• 8.3. Expanding distribution and readership
  • 8.3.1. Overcoming the hurdles of physical distribution
  • 8.3.2. Broadening the audience
• 8.4. Brand synergies
  • 8.4.1. Powerful pure players
  • 8.4.2. Flexible approaches for marketing the brand
• 8.5. Creating multimedia companies

9. The Internet' s contribution to a newspaper' s strategy

• 9.1. Online advertising to increase a paper' s competitiveness
  • 9.1.1. The Sun drops its sale price but fails to boost distribution
  • 9.1.2. Publico, a daily paper mid-way between a paywall and a free model
  • 9.1.3. A hybrid semi-free business model for the Manchester Evening News
  • 9.1.4. Now free, The Capital Times changes its periodicity and refines its content
  • 9.1.5. The free model pays for itself
• 9.2. Key point: measuring global distribution

10. Conclusion: are the great press empires being fractured?

• Table 1: Top 10 news and media sites - USA - February 2008
• Table 2: 2004-2007 rise in the number of page views and time spent online in the USA
• Table 3: Press groups' e-commerce strategies

• Figure 1: US newspaper advertising revenues
• Figure 2: Daily unique visits to USA Today and HuffingtonPost.com websites
• Figure 3: Advertising market share of GNP - France

• Box 1: Why did The New York Times abandon its online paywall model?
• Box 2: How does the Car and Driver magazine monetise its audience in a niche market?
• Box 3: The cost of paid web referencing
• Box 4: How can a print publication diversify into e-commerce
• Box 5: How does Le Figaro create commercial synergies with readers
• Box 6: With mobile, USA Today is becoming more interactive
• Box 7: The most advanced example of a paywall model: The Wall Street Journal
• Box 8: The Norwegian group, Schibsted, takes a digital turn
• Box 9: Syndication at Figaro.fr
• Box 10: CondeNet: both press website and thematic portal
• Box 11: The Vorarlberger Nachrichten : central to the community
• Box 12: Maville.com: both a medium and point of reference
• Box 13: After its success online, the Metromix city guide launches a paper version
• Box 14: Case study: Topix and print publishers
• Box 15: Exchanging critical size for a local foothold
• Box 16: Drawing on the technological skills of pure players
• Box 17: A newspaper federation hauls itself up to the ranks of the new Internet entrants
• Box 18: Geo and video web reporting
• Box 19: Reuters experiments with mobile journalism
• Box 20: Le Telegramme de Brest imports the concept of a televised newspaper onto its website
• Box 21: Various sources of video content for Times TV
• Box 22: The Swiss publisher Edipress' s decision to integrate its editorial operations
• Box 23: Better Homes and Garden uses its website to recruit print subscriptions
• Box 24: Pure player, Aufeminin.com, dominates the women' s segment
• Box 25: With Doctissimo, Lagardere becomes the leading media group on the French Internet
• Box 26: Schibsted enters the business and financial information sector with help from a pure player
• Box 27: NextRadioTV spreads the cost of its content and skills across all its media
• Box 28: The Manchester Evening News switches from a paywall to a semi-free model
• Box 29: Grenews' global multiple media strategy