PRINT TRUTH: ‘Newspapers in print are clearly going away. I think you’re an idiot if you think that’s not happening.’Posted: April 12, 2013
Fail to understand the changing landscape and very soon you won’t have a job.
It’s something I’ve been banging on about for some time now and It’s true whether you are a journalist, comms person or a fifth generation pit prop maker in 1983.
A bright person a few weeks ago told me that there would always be newspapers because they’d always be there.
People thought that about coal mines once too.
There’ll always be news but there’ll always be print newspapers? Really?
As the rise of Twitter as a breaking news medium and sites like BBC that’s just not the case.
Here’s an interesting few quotes from John Paton, CEO of Digital First Ventures who own, as their website says, more than 800 print and digital products that reach 57 million customers a month.
If you aren’t taking it from me take it from a news organisation that has a $1.3 billion turnover.
They are quotes that comms people need to know about because they represent more evidence of the seismic change in the media landscape.
But why switch to Digital First as a company name?
“Digital First is my name. I’ve been saying it long before I got here. The name originally was to say very loudly — in a headline kind of way — that what we thought we did in newspapers, we had to change dramatically. And that, of course, meant digital first.
“And actually “digital first, print last.” I wanted to hammer home that this idea about the Web as something else we do was ridiculous.”
“The Web was and it should be what we do. Print is something else that we do, which happens — at this moment in time — to have almost all the revenue. But that’s not going to be our future. It was something that I named to try to hammer home that message. It’s kind of funny — I don’t think they have a “digital first” strategy at Google. They have a strategy. The name, hopefully, if we’re successful, becomes very dated.”
On paywalls and digital dimes…
“I don’t think paywalls are the answer to anything. If we’re swapping out print dollars for digital dimes, I think paywalls are a stack of pennies. We might use the pennies in transition to get where we’re going.”
On newspapers going away…
“Newspapers in print are clearly going away. I think you’re an idiot if you think that’s not happening.
On making the shift…
“I think we still are too afraid to take the kinds of risks we need to take because there’s so much money tied up in print. We have $1.3 billion in revenue. And of $1.3 billion, $900 million is advertising and $165 million of the advertising is digital advertising. Four years ago, that was almost nothing. That $165 [million] is going to have to more than double in three years. To do that, we’re going to have to take some risks on the print side. That’s the one thing that scares the [expletive] out of everybody.
“I love newspapers. I’m a newspaperman. My father was a printer. I started off as a copyboy. I love newspapers. But they don’t love me anymore.”
You can read the whole interview here.
That’s something worth reflecting on.
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Back in the day, you’d get a big ruler, a sheaf of cuttings and work out column inches.
Then maybe work out who could have read them.
Proudly, you’d boast of how 500,000 would have seen your campaign.
Then everyone would pat themselves on the back.
Only thing is, that nice as that is that just doesn’t prove a hill of beans.
How many turned a page and ignored it?
Add social media into the landscape and things get even more complicated. That niche Facebook page with 200 liking it? A waste of time? Not at all. Not if its the right number for that niche activity.
How do you measure success?
What counts? Likes? Retweets? Twitter followers?
Maybe the number of press releases you wrote or the tweets you sent?
The impact of communications – traditional or digital – must be not the passive audience who glanced at it but what people did as a result of it.
So, in other words, it’s how many people signed up for that course or how many used a web form instead of calling a help desk.
Frustratingly, that means it’s not a universal measurement. Getting 12 people signed-up for basket making session could well be just as much a success as getting 100 to join a library.
But it’s more than that.
One thing that’s always irritated me about measurement – particularly social media measurement – is a the vagueness of the results.
Take Klout. Break the news to your chief executive your organisations’ score is 55 and they’ll more than likely look at you strangely.
Other monitoring that produces a notional number also leaves me cold.
Your rating has gone up by 2.2. So what?
But it could well be that comms people already have the answer to all this right under their noses.
The cost of things counts
A few years ago, web standards organisation SOCITM did some research into the cost to local government of doing things for residents when they got in contact.
Doing something face-to-face costs £8.62, by telephone £2.83 and the web 15p.
Accountants PWC apparently also did some similar work calculating the cost of local government replying to a letter was around £10.
So maybe one way to evaluate some comms activity was to look at the situation before you got involved and then look at it after.
In other words, helping channel shift, that act of going from the expensive offline to the cost effective online.
Did the number of phonecalls dip? Did the letters fall? Did more people use the web to report it?
That’s a figure that really start to pass the chief executive credibility test.
That’s also a language that officers can understand too.
That could well be the beginnings of an argument not just to better evaluate but critically to help explain and justify the role of communications in the public sector in 2013.
That’s quite a powerful idea.
Dr Gerald Power’s white paper for Govdelivery on channel shift which is here.
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