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Panpa Bulletin : July 2011
The PANPA Bulletin is the official publication of the Newspaper Publishers’ Association. The views expressed in The Bulletin are not necessarily those of the Association. Send all feedback to email@example.com ISSN 1443-7481 ©PANPA - 2011 Issue 284 of The PANPA Bulletin NPA Board NPA Staff Mark Hollands Chief Executive Officer Sophie Tarr Editorial Coordinator Trevor Allen Editorial Coordinator Samantha Gibbens Cager Business Development Manager Lucy Tan Accounts/Administration NPA, Level 4, 69-71 Edward Street, Pyrmont, NSW, 2009, Australia Phone: +61 2 8338 6300 Fax: +61 2 8338 6311 www.panpa.org.au Newspaper Publishers’ Association News p a p er Pu bli shers ’ Assoc i a ti on Andrew McKean norske skog President Joe Talcott news ltd Mar tin Simons apn publishing, new Zealand Campbell Reid news ltd Ross McPherson shepparton newspapers Chris Pash dow Jones, asia pacific Vice-President Liam Roche West australian newspapers Ken Nichols Fairfax Media Anne Fussell news ltd Matthew Sharkady Goss International Robert Whitehead Fair fax Media www.panpa.org.au CEO’s Column Mark Hollands CEO of the Newspaper Publishers’ Association Production: APN Print Yandina on a manroland Uniset 75 press Paper: 60gsm Norstar 80, supplied by Norske Skog Art Direction & Design: Jason Howard, Leader Community Newspapers Colour Management: Richard Maguire, Leader Community Newspapers Proudly printed by APN Print your partner PRINT PANPA thanks the following organisa- tions and people for their contribution in producing The Bulletin: | JULY 2011 | The PANPA Bulletin Editorial Data: Difference between prosperity and purgatory SOME of the world’s leading publishers gathered in New York recently to discuss the state of the industry and share various strategies and theories to conquer the chal- lenge of business transformation in this new era of digital publishing. One thing was clear: all the big guns – those with national and city- based newspapers – share similar issues and their individual urgency depends on the rate of commercial attrition of traditional print assets. If this synchronicity is no coin- cidence, then it is likely most will emerge from the current hiatus at similar times. Very possibly, the commercial dynamics that will pull us through will be the same, too. And, sadly, some publishers are not going to make it. The tech industry has had similar moments in the last 15 years, espe- cially in the aftermath of 9/11. Several common factors existed among those who ultimately became stronger companies. They had all invested heavily in knowing their customer and servicing their needs promptly. Sales and marketing became the powerhouses of company growth, not the tech-guys. The likes of IBM, Hewlett-Packard and others invested heavily in customer relationship management systems, the sales chan- nel, and sales and product training (there is a difference). Managerially, they doubled-down on individual performance and accountability. Differentiation was key – the quality of client relationships, speed of organisational response, and the image as a thought leader were as important as the tech in the box; more so in many cases. As a result, the big guys got big- ger; the coat-tailers lost their grip and disappeared, and those with unique, niche offerings sometimes made it across the river or were smart enough to sell. Why should newspaper executives care . . . because this industry is in a similar place today. It’s all very well sharing stories and theories at a conference, but what will serve every publisher best is sound business principles based on modern-day business thinking and execution. It will come from management that enforces and rewards the right behaviours, and software systems engineered to help better under- stand new reader and advertiser behaviours – both individual and market-based – with emerging tech- nologies. The power of charging for con- tent will not be the kaa-ching as the money drops into the till, but the ability to identify readers and forge relationships in ways publishers have never tried, yet are common- place among financial service firms, airlines and even wine-sellers. Our future riches, as Andrew Sollinger of the Financial Times put it, is in the data. How publishers understand and use this data – if they manage to collect it – may make the difference between prosperity and purgatory. Alone, it will not win the day and must be complemented by manage- rial courage and disciplines. One of the more glowing strategies that emerged at the International Newsmedia Marketers’ Association (INMA) conference last month was the establishment of stylised, in-house media agencies for external clients. Executives, such as those from the Denver Post, spoke enthusiasti- cally about the importance of this operation to sell not just ad space but cross-platform campaigns and then work consultatively with clients to modify actions and, ultimately, assess the outcomes. What might this really mean for everyone else? Many of our clients’ ad agencies do not know nearly enough about digital marketing as they would have everyone believe. And it’s hurting us right now. Agencies’ lack of experience means they back off, not wishing to be exposed in front of their client. Their lustful desire to produce TV ads that win awards in the south of France and command a massive mark-up on the production costs compounds the situation. So, there is a gap in the market for publishers who see sense in creating a new business with commercial ex- pertise in the very science of digital marketing that will determine our long-term success. The first clients for such a business, of course, should be newspapers. We need to better educate and market ourselves before seeking to educate others. The temptation today is to think the answer to everything is digital. Not true; and we have to be careful not to over-correct our course. Newspapers remain valuable as- sets. In Australia and New Zealand, the titles getting the most attention are the nationals and metros. Yet, re- gional and local newspapers cannot be forgotten in the transformation game. The mobile technology 4G will be with us in the next 18 months – and the speed of information transfer will increase substantially, as well as the power of mobile devices to handle it. Such innovation often sees the emergence of new competitors seek- ing to overturn traditional suppliers too caught up in their own legacy dramas to adapt. Local newspapers risk being out- manoeuvred by those who might publish an app that focuses on local advertising and content for specific towns or suburbs with video, audio and a striking social media approach. (It’s been done many times in differ- ent tech eras – e .g. Craig’s List, Seek, Trade Me). Given the revenue generated from local newspapers, technology is moving too fast for them to be ignored while bigger newspapers get all the love. One other truth came through at INMA: digital brands need to be established now. It is a mistake to believe a newspaper can create itself as the dominant digital force over- night once it finally understands the printed word can no longer carry the day on its own. There is much to do everywhere. Double-down on individual performance and accountability” “ Fairfax joins Readership team FAIRFAX Media are joining a new company to develop a new readership metric for Australia. The company originally did not want to be part of The Readership Works, which was founded by News Ltd, West Australian Newspapers and APN News & Media. Readership Works chairman Tony Hale said: “I always remained hopeful Fairfax would reconsider. “A new metric that provides sophisticated audience data in a more complex and dy- namic consumer and media landscape is a critical initiative for newspapers.” “We want to ensure advertisers and me- dia buyers are equipped with the best avail- able measurement system.” Fairfax Media CEO Greg Hywood, chairman of The Newspaper Works, said Fairfax’s deci- sion was made after careful consideration. “I believe the industry needs to work to- gether as we face rapid change in technology and consumer behaviour,” he said. “We have closely listened to the call from the advertising industry to provide a reader- ship currency that delivers on their increas- ing need for deeper measurement. “It is in the best interests of Fairfax Media to join the process. Greg Hywood Ad agencies do not know nearly enough about digital marketing” “ iPAD, OUR SAVIOUR Page 23 DEAL OR NO DEAL Cashing in on coupons Pages 10 & 11 APPLE OF THE ISLE The Mercury stands tall Page 15