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In the run-up to the 16th World Editors Forum being held in Hyderabad, India March 22-25, 2009, the Editors Weblog is running a special series entitled "Doing More with Less." The series highlights major trends that editors-in-chief are using to steer their newsrooms through the difficult economic climate. The second of the series studies newsroom integration at the Finnish business weekday paper, Kauppalehti, which, unable to move into a new building like the Guardian, is working with the limitations of its current office space.

In a country where newspaper penetration ranks third in the world, and where newspapers' share of mass media turnover remains high (31 per cent), Finland's leading weekday business paper Kauppalehti can have confidence in its print product's continued success. Its outlook became even more positive at the end of 2007 when its competitor Taloussanomat ceased print production and went online only. Kauppalehti, owned by the Alma Media Group also offers extensive online services at Kauppalehti.fi, including both free and paid content, and the company broadcasts economic television news on MTV3, the most popular single channel in Finland.

Integration at Kauppalehti is key to keeping a competitive edge in the fast-paced world of business news. Although the paper has integrated substantially, barriers remain, primarily because of the physical layout of the newsroom and limited space. The Editors Weblog spoke to editors-in-chief Hannu Leinonen and Eero Tuomisto and financial news editor Janne Poysti about how far integration has come and how successful it has been.

Kauppalehti first created a joint news desk when it moved offices in 2002. News editors from all platforms now sit together, on a long "super desk" in the newsroom, close to the TV studio. However, the architecture of the building has prevented the creation of one large multimedia centre: the main newsroom is L-shaped and there is not a lot of open space, with "mainly-print" journalists sitting on a different floor. Janne Poysti pointed out that there are greater communication problems between editors and reporters for print services than for online or television.  Eero Tuomisto remarked "I think this sort of integrated newsroom should be round, a big round building with the news desk in the middle, but unfortunately we don't have that." He hopes to move towards this ideal in the future, and explained that Alma Media is considering relocating all its operations into one building within the next few years.

The architecture of Kauppalehti's building has prevented the creation of one large multimedia centre

WHAT IT MEANS IN PRACTICE

The space issue aside, operations have been integrated and streamlined to a significant degree.  A key element is the two joint meetings per day, attended by all news editors and editors-in-chief, to decide which news items will be on which channels and in what order. "In that sense the decision making is very centralised," commented Hannu Leinonen.  The fact that the editors all sit together, "within yelling distance", has been crucial for the success of integration, he explained. Janne Poysti remarked that "journalists work quite closely in Kauppalehti", with television reporters sending their reports to online and print, and vice versa.

Staff have been taught to be flexible, and many people can move between different medias. Leinonen explained that "by rotating people within the organisation we have been able to enhance people's skills so that more people can do multimedia now than five years ago." Tuomisto stressed the importance of good internal marketing, "how you sell the idea to your employees." There was some resistance to changes, but Poysti was confident that "nowadays, everything is going pretty smoothly." Some reporters will write a piece for television and follow it with a longer, more in depth article for the next day's paper.

A crucial part of the integration philosophy at Kauppalehti, however, is that not everybody has to be multi-channel. Tuomisto clarified that "our experience is that every single journalist has to have a home base and be attached to some channel." Editors are also still allocated to a specific platform as "you can't be responsible for everything," Tuomisto explained.

Leinonen explained that "by rotating people within the organisation we have been able to enhance people's skills so that more people can do multimedia now than five years ago."

The markets team, however, is one area of the newsroom that is fully integrated. The group sit by the main news desk and produce a breaking news feed that is sold, as the services of a news agency might be, and they then supplement this with print and television commentaries.

There is also considerable cooperation between teams in terms of content gathering. Tuomisto explained that it was a waste of resources for three or four Kauppalehti journalists to interview the same source, so now they try to coordinate who does what. Often it will be the television crew who carries out the interview, as is the case when Nokia releases its quarterly results, for example, and then the text reporters can use the resulting audio.

NEXT STEP: IMPROVING COMBINED IMPACT

Both editors-in-chief seemed keen to integrate further, but stressed that a fully integrated newsroom would have to wait for a move to new premises. For outlets which cannot afford to make the move to a state of the art multimedia newsroom like those of The Guardian, The Daily Telegraph, or Fairfax, integration will always be a more difficult process.

Meanwhile, Kauppalehti is working to improve its publications and their combined impact.  Integration provides ample opportunity to reduce duplication in the final product. "We are redesigning the newspaper so that we don't publish the news that is already on the website," Leinonen explained. The redesigned product is being released this month.  Additional aims are to stop providing newspaper content free on the Web site, and to develop paid online content.  Tuomisto described the way that the organisation is working to create subscription packages that consist of news and some "added value" in the form of specialist knowledge.

The Asheville Citizen-Times of North Carolina, The Courier-Journal of Kentucky and The Tennessean have all announced a number of format changes to their print editions.

The Asheville Citizen-Times has cut and reduced the size of certain section of the newspaper.  The paper has also closed down its printing facility and will be printed by The Greenville News in South Carolina.

To say the least, 2008 proved a difficult year for newspapers in many nations. Rising printing and distribution costs, waning circulations and fragmented audiences continued to challenge a business model that seems increasingly outdated. And despite many promising advancements made by newspaper companies in Internet and mobile, revenues remain far behind those of print.

But the news is far from all negative. Below is some food for thought for newsroom executives everywhere, ways in which newspapers began adapting to the modern media landscape in 2008 that will continue through 2009.

INTERNET TRENDS BECOMING NEW TOOLS FOR JOURNALISM
2008 saw the continued proliferation of social and professional networking sites Facebook and LinkedIn, with newspapers and journalists, with newspapers and journalists, such as the New York Times well-known columnist Nicholas Kristof, creating their own profiles, applications and connecting with new audiences. User-Generated Content (UGC) continued to gather speed as well, with CNN's iReport in the US and LePost in France among many others around the world. A December report by the Bivings Group also noted that 58% of US newspapers now use some form of UGC.

But the biggest social media revelation to journalists came in the form of 140 characters. The social site, Twitter, which allows users to post short messages for all to see, officially became a widespread tool for journalists in 2008. For example, journalists covering the US Presidential Elections took live notes from conventions and rallies that readers could follow and that also helped to shape those journalists' main story. During the Mumbai terrorist attacks, "tweets", or Twitter messages, appeared as the first news of the attacks. Twitter feeds can also be aggregated, bringing all angles of those covering a certain event into one, comprehensible, instantly-updated record.

Another Internet trend is the "Personalized Web", evoked by newspaper experiments such as MyTimes and start-ups such as Netvibes that provide customizable pages based on RSS feeds and widgets. Arguably the boldest example of personalized news is the BBC's revamped homepage, released in March 2008, which allows users to create their own page based on the BBC information they use most. But personalized news seems to be picking up more slowly than social media. For one thing, Internet users are used to getting the information they seek from many Web pages and may not yet be ready to create their own pages. Secondly, search engines still rule, meaning that traffic to most news sites continues to come through Google, its competitors and their various news and alerts functions. So a customizable homepage like the BBC created, which could ultimately prove a competitor to search engines, remains to become a habit of the general Internet public.  

Personalized news and social media are just two examples of all of the innovation that is occurring in digital media. As technologies continue to rapidly develop, how are journalists and publishers going to keep up? Is it worth learning to use all of these tools if six months down the line they prove to be a fad? Are these technologies hurting or helping newsrooms gather and report news?

Chances are, in 2009 journalists everywhere will continue to experiment with the latest digital fads, and smart newsrooms will set aside R&D funds to play around with new ideas. Who knows? Despite predictions that 2009 will be a difficult year for newspapers, with a lot of hard work, calculated risk and a bit of luck, the industry could find the online golden egg that it has been seeking.

PROLIFERATION OF ONLINE-ONLY NEWS SITES
Perhaps filling in for the difficulties of the print product, more high-profile Internet-based sites began popping up in 2008. Perhaps most notably, The Huffington Post, launched in the summer of 2005, has already jumped to one of the US' top-30 news sites, bolstered by the US Presidential Elections, according to Nielsen Online. Media pundit, entrepreneur and Rupert Murdoch biographer Michael Wolff trumpeted the late-'07 launch of his news aggregator Newser as a "revolution in how people get their news." One year after Wolff's launch, he gained a competitor in Tina Brown, a former Vanity Fair and New Yorker editor, who launched her own, rapidly growing online-only site, The Daily Beast, a mixture of aggregated and original articles. And these are only the high-profile, American examples. The relatively low overhead costs of launching an online-based site combined with the ease of aggregating content and news commentary means that this trend will surely continue in 2009. But there is one problem with the sites mentioned above. Aggregation and commentary can only go so far: in an online environment, what happens to the investigative journalism that newspapers have provided for the past two centuries?

NOT-FOR-PROFIT JOURNALISM
Investigative journalism is expensive to produce. Money-wise, it has always been a loss-leader for newspapers. But with modern-day information ubiquity, investigative journalism is just a loss. Whereas once newspapers could claim ownership of a groundbreaking piece and sell papers and advertising around it, now readers are often unaware of the original source of the story they are reading on the Web. So what is going to happen to the type of watchdogging we need for democracy?

Several non-profit start-ups have begun to answer that question. In late 2007, former newspaper editor, Joel Kramer, took his print expertise and moved it online with the launch of the non-profit Minnpost.com. Former WSJ editor Paul Steiger did something similar with ProPublica. The Voice of San Diego, and other similar sites around the US, are making a name for themselves as "serious, original reporting by professional journalists," with the New York Times declaring the sites "stand out" amongst Internet news sites. Crowdsourcing site OfftheBus, a partnership between the Huffington Post and the non-profit NewAssignment.net, helped capture the 2008 Elections and the Knight News Challenge winner Spot.Us is collecting donations from the public to fund investigative stories. Even former Merrill Lynch newspaper analyst Lauren Rich Fine backed the non-profit model in 2008.

With this in mind, are the days of major metropolitan and national newspapers digging up the dirt on businessmen and politicians over? For the time being, no. But newsrooms everywhere are under extreme economic pressures and have been cutting core staff, making it even more difficult for newspapers to conduct the type of investigative journalism their communities need. Don't be surprised if more non-profit (no dividends to shareholders), Internet based (low operating costs) ventures spring up to fill the gaps.

COMPETING NEWSPAPERS PARTNERING UP
As many newspaper newsrooms are cutting staff, wire services should be in greater demand than ever. But 2008 saw a backlash against the world's biggest news agency, the Associated Press, by its members. Several publishers handed in their notice to the non-profit agency partially in response to price hikes and complaining of low value for their money.

In response to the AP mini-exodus, some papers, even those in competition with one another, began joining forces. Papers in Ohio and Florida whose geographical coverage overlaps are swapping stories and even combining bureaux. Not only will this help the papers save money, but it frees up time for reporters to cover issues not being covered elsewhere. In the current economic climate, this trend will continue, but not without its effects on the industry.

Some traditional news hounds would argue that two papers covering similar stories in a certain region add depth and uncover more facts that may otherwise be lost to readers. This may be true. But is it really worth having two reporters on the scene to gather one or two more different pieces of information when there may be other stories elsewhere? And what about the multitude of photojournalists that different organizations send to press conferences and like events where the story subjects don't move much? Is it really worth sending all of those photogs? Couldn't photos just be shared? Without a doubt, these are questions that cash-strapped publishers and editors are asking themselves right now. Expect to see more cross-corporation cooperation in 2009.

IS PRINT REALLY THREATENED?
We've said it before and we'll say it again: print is not going to die. But, considering the trend of the past year, print's reach will be considerably reduced, at least in Western nations.

During the last few months of 2008, publishers' struggle to maintain the high costs of printing and distribution has become apparent. In October, The Christian Science Monitor, a beacon of quality American journalism, announced that it would stop printing its daily edition. In mid-December, the Detroit Free Press, which recently won a broadcast award, decided to limit home delivery to Friday's and weekends while trimming the daily single-copy sale paper to one section. Most recently, the American Society of Newspaper Editors is considering dropping "paper" from its name.

What do these cuts mean for the news"paper" industry? As circulations drop across the Western world, it could mean substantial savings. Weekday papers often make a loss to begin with, so cutting the costs of printing those papers should cover any lost advertising revenue in those same papers.

Perhaps the question publishers should be asking themselves is "Do cutbacks on the paper product matter to readers"? Well, cutbacks will certainly change the face of the newspaper industry. But in the end, media houses are in the news "distribution" business, not the news"paper" business. As long as their news is published, media houses will have completed their service to the public.

Newspapers have been recently emerging as strong contenders for TV awards, formerly dominated by traditional broadcast news organizations, even though most newspapers have only been using video on their Web sites for a few years.

The Detroit Free Press won the News and Documentary Emmy this year for a video news feature, "40 Years of 'Respect'", which looks at the history of Aretha Franklin's famous song and its significance for the people of Detroit.

Nancy Andrews, managing editor for digital media at the Free Press, commented on their success: "We start with the premise that we're storytellers, with strong visuals and a compelling story to begin with."

After the Tribune Company, owned by Sam Zell, filed for bankruptcy under Chapter 11 last week, the newspaper industry now sees the hard road ahead as they try and cope with the "structural revolution" taking place.  As Russ Smith puts it, "the demise of the print media industry has been evident for years, but its rapid acceleration in 2008 is still shocking on an emotional level."

Several Times Co. newspapers are worried about what is to come.  According to James Rainey, an LA Times staff writer, "in the ragtag old Los Angeles Times newsroom, emotions run as threadbare as the quarter-century-old carpet."

Today, the Guardian has moved from its old headquarters in Farringdon Road to a new spot in King's Cross.

According to the paper's editor, Alan Rusbridger, there are four reasons for the paper's move.  First, they had outgrown the old headquarters.  Second, the buildings they were in before were "showing their age" and they needed a new digital friendly space.  Finally, they decided it was time to reorganize the work space and the manner in which they worked.

Media Guardian blogger Roy Greenslade cites four separate pieces in the Financial Times as "required reading for journalists," providing an insight into the mounting crisis in the newspaper industry.

De Telegraaf, one of the Netherlands' leading newspapers, is aggressively moving ahead with its multi-platform publication strategy with the launch of a new Java application on 15 December and a new real-time stock quote service.

Lara Ankersmitt, Telegraaf.nl's Publisher, contacted the Editors Weblog to talk about De Telegraaf's new offering, charging for content, and attracting female users in The Netherlands.

Java application - building on growth

De Telegraaf has seen approximately 40% growth in the number of users accessing its mobile content over the past year since it redesigned its mobile site. Ankersmitt firmly believes that improving the user experience on the mobile platform is crucial to its success: "At the beginning of this year we redesigned the whole mobile site to get a better user experience and that has really worked. After the redesign we saw a growth in users and the time they spent on the site. People were reading more and more."  To maintain this momentum, De Telegraaf is launching a new Java application - after several months of testing - to improve the user experience on mobile and expand on the content provided.

What is also assisting this rapid growth in mobile take-up is mobile operators' introduction of a flat-fee subscription for the Internet on mobiles, costing approximately €10 a month. This reduction in cost has democratised the consumption of mobile content, moving it away from being a tool for just business people. "A few years ago most of the mobile traffic accessed financial news and came from Blackberries and that kind of device. However, since the mobile flat fee was introduced we have seen more normal phone traffic - such as Samsung and Nokia - and more traffic to our entertainment and news sections. The user group is expanding... Finance is still the most important user group, but this is changing."

The Java application will undoubtedly improve the user experience as it will make reading De Telegraaf content on a mobile similar to the user experience on the Internet. With this new application, people will be able to surf and navigate rather than simply scroll. It will contain all the same content as the Internet and digital version of the daily newspaper itself without cost (barring internet and an initial one-off cost).

However, there are legitimate concerns about how consumers will react to this new application. Users will have to request an SMS from De Telegraaf in order to download Java before they can access the new Java platform, furthermore they will have to a pay for the SMS on top of the usual cost of Internet access. These may seem like small issues, but they could prove to be significant. The Internet platform has been popular because it makes getting your daily news fix very easy. Consumers may find downloading Java too fiddly or time consuming for something that they can already get on their laptop or PC. Ankersmitt is aware of this, and it is part of the reason that after the initial one-off cost, the service will be free.

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