Results matching “papers to go local”

Dave Stancliffe, a columnist at The Eureka Reporter in the USA, has published a unilateral condemnation of outsourcing. He asks: where do we draw the line with outsourcing?

Outsourcing may begin with ad production and layout, but where will the financiers look to next in their drive for efficiency? Is this the beginning of a wholesale move in search of cheaper labour, or is it a one-off reaction to a competitive market?

"I dread to see what will be outsourced next. Newspaper editors perhaps? Somewhere along the line we're losing more than just jobs," writes Stancliffe, citing issues of diminishing public trust if their local papers are edited overseas.

This is a serious question, especially for local newspapers. Pulitzer Prize-winning local newspaper, The Orange County Register, outsourced its copy editing and page design function to India after struggling with falling ad revenues. As Stancliffe writes, "The writing was on the wall in 2006 when they started offering a voluntary severance program."

If a paper is being copy-edited in another country, can it really still be called a "local newspaper"?

However, the wholesale relocation of newspapers to India or any other country is still unlikely. Most newspaper owners are well aware that to provide news to their communities they have to be a part of those communities. Running a newspaper is difficult enough without having to consider time-zone differences when chasing a story.

Early reports on outsourcing indicate that it is not always plane sailing. However, we will have to wait and see how these newspapers fare in their efficiency drive. Maybe this innovation will prove successful.

Source: The Eureka Reporter

Mark Potts, author of the Recovering Journalist blog, recently wrote about the ten changes he thinks newspapers need to make to thrive. What follows is an edited transcript of his post:

What would you do if you ran a newspaper?

Somebody asked me that question recently, and it made me pull together some of the thoughts I've had recently about the problems that newspapers are having and what they might do to pull out of their current spiral. This is hardly a complete list, but here's a 10-point prescription for ailing newspapers:

1. Make the Web the primary product.
Stop pasting the newspaper onto a screen. Reorganize the newsroom so that its work appears online as quickly as possible. ... And embrace the technology: news Web sites should be full of Web 2.0 goodness like interactive maps, social networking tools, RSS feeds, distribution to mobile devices, etc. Use the medium to its fullest.

2. Local, local, LOCAL!
There are a zillion places to get national and international news, in real time. But newspapers are virtually the only source of truly local news. ... Local news is the last unique franchise that newspapers own, and too many newspapers don't seem to understand this. ... (Why do you think local community newspapers are thriving when big metro dailies are shedding circulation?)

3. If it's widely available elsewhere, don't waste time re-creating it.
Does every newspaper really need its own movie critic? A TV critic? ... Book reviews? Stories from Washington that the AP already has? ... the answer is unequivocably no. Those resources are just wastd.

4. Zero-base the news operation.
Pretend you're starting from scratch. Look at everything that's in the paper and ask tough questions about whether it's still necessary in an age when readers have multiple sources of news and information.

5. Get the readers involved.
As Dan Gillmor has elegantly argued, the audience knows more than news people do. Much more. Tap that knowledge by encouraging reader participation in as many ways as possible: contributing news and information about their communities, sending in photos and videos, commenting on everything. This can't be a token effort, and you absolutely cannot be scared or controlling about it: let the readers get involved at every opportunity. It will greatly improve the product and increase readership.

6. Lose the editorial page.
Unsigned editorials are a relic of a bygone era when newspaper barons exerted power in their community... Here's a thought: Replace it with reader opinions!

7. Expand the advertising base.
In any market, there are thousands of small advertisers that would never consider advertising in the big local newspaper. It's too expensive and covers too broad an area. But those advertisers want to reach the same people the newspaper does. Find a way to make this happen: more focused zoning, cheaper ads, ad rep pay structures that encourage selling to smaller advertisers. This is another area where community papers are running rings around big dailies.

8. Rethink the classifieds.
Craigslist, Monster.com and countless other news competitors have decimated the newspaper classifieds business. ... Anybody who's used craigslist knows how much more effective it is than paid newspaper classifieds. Look hard at your classifieds ... Yes, that may include shifting most of the classifieds online and giving them away for free, in order to keep the critical mass of classifieds that makes them useful.

9. Find new ways to serve advertisers.
What newspapers offer advertisers--display ads, classifieds--really hasn't changed much in a century. Look for ways to change that. Get into the Yellow Pages directory business online. Aggressively offer contextual advertising. Use idle newspaper delivery resources to help local businesses with their delivery needs. Use subscription lists to help businesses find customer leads. Explore interactive advertising forms that go way beyond boring banner ads. Offer data services to help businesses manage their inventories or sell things online. It's not enough to simply sell space in the paper or on the Web site. Help advertisers make their businesses more successful.

10. Take chances. Innovate. Be fearless about trying things--and killing things.
...A wise editor once said to me, there's virtually no history of research and development in the newspaper business, which is odd considering that covering the news is a daily act of research and development. Let's face it: The single biggest innovation in print newspaper journalism in the past decade or so is...Sudoku. Newspapers can and must do better than that to survive.

Source: Recovering Journalist

Part 1 discussed how the planned changes at The New York Times and International Herald Tribune will help the NYT's continuous news offerings, and how these changes could affect the organization and interaction between both newsrooms.

Part 2 examines how The New York Times intends to:
- Further compete against the Financial Times and Wall Street Journal internationally, and ways in which newspapers can reinforce their international reach.
- Use the strength of its online brand while safeguarding the IHT's popular print brand name.

The Weblog spoke to Jim Roberts, Digital Editor at The New York Times, and Martin Gottlieb, who was appointed to the newly created position of Editor, Global Edition.

How newspapers can become international brands, the NYT joins the race

Until now, the Times hasn't specifically catered to overseas advertisers and readers.

"We need to be agile," said IHT publisher Stephen Dunbar-Johnson, "to compete much more aggressively, nose to nose, with The Financial Times, Wall Street Journal and anybody else who is competing for our readers and advertisers."

No doubt that the Times actually borrowed the continuous news outpost idea from the aforementioned competitors, which have been relying on their foreign bureaus to provide round the clock coverage.

The staff memo reaffirmed the NYT's "ambitious plans to expand in the region (Asia), particularly in India." In June, the IHT announced a partnership with the India-based Deccan Chronicle to print the Tribune's world business section in the Financial Chronicle.

With the rise of digital publishing, many news organizations are seeking to grow a previously inaccessible international readership by:

- launching a print edition abroad: several papers have rolled out editions away from home this past year, such as the FT's recently launched Middle East edition in Abu Dhabi, WSJ's partnership with business paper Mint in India, the Daily Mail's partnership with India Today to publish the Mail Today, or The Times of London's Polish edition.

- investing in an online international section: In Germany, referential weekly Der Spiegel launched an English-language International edition on its website in 2004. Five fulltime staffers are dedicated to translating Der Spiegel's content and rewriting it with an international perspective, as well as doing their own international-minded original reporting (the full case study is featured in Trends in Newsrooms 2008). The Guardian adopted a different approach, by launching a separate, foreign-based, US website, Guardian America. The Guardian is reportedly considering similar ventures in other regions.

- simply reinforcing their focus on international news in their regular coverage: the Daily Telegraph's website in the UK, which was neck to neck with the Guardian in terms of traffic in April, claims nearly two thirds of its visitors are from overseas. A well-indexed website helps to brings in a significant number of 'light' international users through search engines.

Merging "co-branded" websites but not print: a branding issue

The NYT's approach is a combination of the first two strategies: the print IHT now serves as The Times' 'global edition' (see picture), while maintaining its trademark brand name. With the proposed online merger, the NYT could also follow the second route, by hosting an international edition online, without having to extensively change its workflows (see Part 1).

The rationale to merge the websites is clearly explained in the memo: according to WebTrends, NYT's website boasts a strong international audience and 58 million global users, compared to iht.com's seven million.

"The global landscape for online news is highly competitive, making scale, speed and resources essential to success. Therefore we have determined that the best future online for the IHT and the NYT globally is through a joint international presence," said the memo.

However, the memo doesn't explicitly say why this won't be the case in print:

"The IHT should become the international print edition of the NYT, whether it is formally branded that way or not."

The main issue at stake is one of branding. "In print, there have been at least a couple of studies that show that among Tribune newspaper readers there is a great identification with the brand, that the brand means something to readers," said Gottlieb.

"More than the name, what accompanies the name, an international perspective, a sense of calling the best stories from The Times and augmenting them with unique reporting," was a combination that many readers liked.

As news organizations seek to grow their international reach, this consideration probably holds true for many that have established a reputable brand name on a local or national scale. However strong the brand name, its association with a particular place or country can potentially play against that news outlet on the international scene.

Source: New York Times - Media Bistro - Jim Roberts, Digital Editor The New York Times - Martin Gottlieb, Editor, Global Edition

At a time when any local or national news outlet can potentially become an international online brand, and as newsrooms adapt to a 24-hour news cycle, editors can learn from The New York Times' most recent attempt to 'kill' both birds with one stone.

Last week, top execs from The Times and the International Herald Tribune announced plans to merge iht.com and nytimes.com into a co-branded international section, in order to increase both sites' reach and appeal to international advertisers.

In this two-part series, the Weblog spoke to Jim Roberts, Digital Editor at The New York Times, and Martin Gottlieb, who was appointed to the newly created position of Editor, Global Edition.

Through these moves, The Times intends to accomplish at least four ostensible goals:

Part 1:
- Build an outpost for its Continuous News Desk in Paris, and eventually Hong Kong.
- Integrate operations, streamline some resources by increasing efficiency and avoiding overlap.

Part 2:
- Reinforce its international reach and further compete against the Financial Times and Wall Street Journal.
- Use the strength of NYT's online brand while safeguarding the IHT's popular print brand name.

IHT: an outpost for the Times' continuous news

Although the proposed changes are currently undergoing a consultation process with the IHT's works council, as required by French law, the process of integration of both papers began ever since the NYT acquired full control of the IHT in 2003, and has accelerated in past months.

In Feb., NYT executive editor Bill Keller had already announced plans to integrate operations and develop an "organic, global, 24-hour news operation," in order "to create a Continuous News outpost in Paris."

In May, the IHT dropped its 142-year-old logo from its nameplate to replace it with the phrase "The Global Edition of the New York Times."

"That says, we are one, and we are," although both arms are managed separately, said Jim Roberts, digital editor at The Times.

Video: Roberts talks about the 'integration' of both newspapers. Footage was collected during an interview at the 15th World Editors Forum in Sweden.


Thanks to this outpost and the six-hour time difference, the NYT is now able to upload content to its site nearly 24 hours a day (from about 6am to 1am, New York time). The paper eventually hopes to establish a similar outpost at the IHT's Asian headquarters in Hong Kong in the next six months.

The creation of these outposts does not mean that the IHT is becoming a full-blown Paris bureau for The Times. "We have a Paris bureau," said Roberts, "and the newsroom of the IHT still has a print edition and right now they still have a website."

Integration, streamlining resources: evolution, no revolution

Since all proposed changes are undergoing a consultation process, editors couldn't give any firm preview of how workflows could be affected.

In the past, there has been "very regular contact between individual desks at the Times and corresponding desks at the IHT," said Martin Gottlieb, newly appointed editor of the Global edition. Many IHT editors come from The Times, regularly do edits on NYT pieces, and this past year IHT-written articles have appeared on nytimes.com with no distinctive byline.

However, there is no formal process of exchange between both newsrooms, and "There have been a couple of occasions when we've had IHT and NYT reporters covering the same thing," said Roberts.

The appointment of Gottlieb as editor of the Global Edition - note, no mention of the IHT in his title - is significant in that respect. In addition to fulfilling the role of editor of the paper, his mission will be to ensure that staff understands both papers are "two parts of one news-gathering operation, that should work in unison as much as possible in delivering the news 24 hours a day seven days a week," said Gottlieb.

A series of new editorial appointments at the IHT will be the symbols of this top-down integration. "There will be people coordinating the work of both staffs to, pretty much, make them as much as possible act as one staff," said Gottlieb.

For example, Alison Smale, who becomes European editor of the global newsroom, will be responsible for "coordinating the work of all NYT and IHT reporters in the region from the IHT newsroom in Paris," said the memo. To oversee the process, The Times also named Alan Flippen "Editor, Newsroom Organization."

It seems too early to say whether the planned reforms will lead to radical changes in workflows or content. Evolution, not revolution, said Roberts.

Currently, an IHT reporter based in Hong Kong might build upon a Times' story about the rise of airline fuel prices by interviewing Asian carriers, whose input might not have been as relevant to the core readership of the Times in the US. Likewise, an IHT story published in the Times might be fine-tuned to be more pertinent to the American audience (see the example of Der Spiegel in Part 2, looking at different newspaper approaches towards international editions).

Future workflows will likely build upon these current processes, rather than start from scratch. "It's continuing synergies that are taking place and maximizing them and regularizing them," said Gottlieb.

The planned changes can also be seen as an attempt to streamline resources - terminology often equivocated with cost cuts and layoffs. But according to Gottlieb, there are no planned newsroom layoffs at this point (this is subject to change during the next six months). It is possible that an online merger of iht.com and nytimes.com could lead to redundancies for some technical Web production positions.


Editors couldn't comment on any upcoming changes concerning the IHT's planned print redesign.

Stay tuned for Part 2, which will examine The Times' international branding strategy, and how newspapers can grow a previously inaccessible international readership.


Source: New York Times - Media Bistro - Jim Roberts, Digital Editor The New York Times - Martin Gottlieb, Editor, Global Edition

A "furious letter" was written to Mecom chairman David Montgomery by seven editors-in-chief from the Netherland's biggest regional newspaper publisher, Wegener, describing how worried they were about the future of their newspapers.

Wegener's editors are worried that job cuts will take place in their titles as well and hinder the editorial quality of their papers. Last year, Mecom took an 87% stake in the group.

"The employees are under extreme pressure. There are not enough people, resources and incentives to achieve product differentiation quickly in order to achieve the necessary large-scale success in the multimedia field," the editors stated in the letter.

"As the editors-in-chief, we would like to stress that our papers are not just an economic product.

The concerns of the Dutch editors echo similar situations in many countries where newspapers have been faced with declining ad revenues. Their letter serves as an important reminder that cutting costs and stripping newspapers of their resources can be more detrimental than helpful - editorially and commercially.

"We are also a cultural element, and this is the key factor in the core value of our product. The newspapers are more than an information provider for the inhabitants of the relevant regions - they are a bearer of historical and cultural awareness and social cohesion."

Mecom owns many titles in Europe, such as in Norway, Germany, Poland and Germany, including the "prestigious" Berliner Zeitung, where some 30 journalists positions were cut.

Although Mecom refused to comment on the letter, a senior official mentioned that the situation has improved since it was written and that issues like "local responsibility for publishing" will be resolved soon, the Guardian reported.

Source: Guardian Online

See also:
Mecom grows European assets
Montgomery buys Dutch shares

 

Last Sunday, the Orlando Sentinel's new layout was unveiled to readers (see top), including "more graphics, quick-read digests of top news, blog summaries and other changes" in order to make it more attractive to busy readers, Wall Street Journal reported.

Since December, Samuel Zell has been in charge of the Tribune Co., which owns Chicago Daily News, The Orlando Sentinel and the Los Angeles Times. Zell's eight billion dollar buyout left Tribune Co. with a 13 billion dollar debt "amid an industrywide meltdown", according to the WSJ.

Zell has scheduled for the Tribune Co. papers to be redesigned by September this year. Some of the changes to be made include "scaled-back page counts and further paring of employees", the WSJ said.

The new look of the Sentinel attempts to make the paper become more "eye-catching" and plentiful with interesting, "alluring" stories, WSJ wrote.

"Our community is fast moving, very modern. It's changing and growing. We need to have a paper that feels like that, too." said Charlotte Hall, Sentinel Editor.

In the last year, the Sentinel's circulation has decreased to 227, 593, compared to Miami Herald's 240,000 and St. Petersburg Times 300,000. However, the Sentinel's Sunday circulation is 332,000.

The general trend for newspaper redesign, according to the WSJ, is "splashier colour, simpler layouts and more digestible stories."

Although the new version of the Sentinel corresponds to the trend, it "isn't as radical as it could be", Hall said. Lee Abrams, in charge of innovation, "encouraged" the newspaper to "emphasize its stars" by adding front-page photographs of columnists with excerpts from columns, WSJ wrote.

Local news coverage, consumer information and "government-watchdog stories" all increased and reporters have been coached on different story-telling techniques.

According to the WSJ, Zell thinks Tribune Co.'s newspaper division is "stuck in the past", perhaps not accommodating "readers used to the pizzazz and immediacy of the Web."

It isn't clear whether a makeover will change the financial condition of Tribune Co., as ad sales have generally been declining in the newspaper industry. The Newspaper Association of America said that in the first quarter newspaper ads dropped by 13 %, Tribune Co.'s falling by 15%.

The Bakerfield Californian's redesign in March 2006 got the paper a short-paced circulation and revenue growth that soon worsened. Chief Executive Richard Beene said, "Don't expect it to turn around circulation or revenue overnight. It's not a magic bullet." In his blog, Howard Owens said that he is "surprised" that not a lot of people compared the Sentinel's revamping to the Californian, terming the makeover "shocking", "wild", "bold" but not "original".

The South Florida Sun-Sentinel and the Baltimore Sun are next in line for the revamping; meanwhile, the Chicago Tribune is to "test new ideas" in Saturday editions. Abrams mentioned that even though the Orlando Sentinel's new design will be used as a prototype, "every paper will be left to chart its own course", WSJ wrote.

Design experts have generally given the Sentinel's new look a thumbs-up, WSJ reports. Howar Greenberg, Orlando Sentinel and South Florida Sun-Sentinel publisher, said advertisers are enthusiastic about the makeover, which he thought might help improve ad revenue.

Hall said that for the time being, the readers will be "listened" to "carefully", to observe the impact that the redesign has.

Source: Wall Street Journal Online, HowardOwens.com

See also:
US: Chicago Tribune's public editor on downsizing the paper: let the readers decide
US: Tribune Co. newspaper redesign, "abrupt" and "unconventional"

According to award-winning newspaper designer Mario R. Garcia, fewer sections and decreased length may actually be an answer for weekday dailies - contradicting conventional editorial and reader wisdom.

Per Andersson-Ek, associate editor of the Göteborgs Posten, said that the paper's decision to shorten from a four-section to a three-section daily in 1994 proved to be successful, as readers reacted by saying it became a "more handy, structured and easily navigated newspaper, covering more of today´s topics and talk of the town".

Sam Zell, the chairman and chief executive of Tribune Co., declared that "500 pages of news" would be trimmed weekly from the company's dozen papers in order to have a paper divided "50-50 between news content and ads."

Such statements have in effect caused editors and readers to be concerned with the risks of decreased editorial quality. A Chicago Tribune reader  posted on the chicagotribune.com comment board that she was concerned that "reducing the size of the newspaper might mean eliminating news and favoring more stories about R. Kelly and less about Tibet or Darfur."

But according to Garcia, "talented editors" are required for the task of thinning newspapers. Timothy McNulty, Chicago Tribune's public editor, says that one of the most difficult tasks for journalists today is to be able to adapt to changes in economy without losing traditions.

"I am convinced the newspaper of the next ten years will have fewer pages, published in a more compact format, with much greater coordination between online/print offerings, a more substantial local coverage, and with a design that emphasizes good navigation, clear hierarchy and service," wrote Garcia.

Source: Garciamedia.com

The Corpus Christi (Texas) Caller-Times and The Bakersfield Californian are two daily locals that, largely by supporting user-generated content, buck the trend observed by Amy Gahran, of the Poynter Institute, to move away from local coverage. The papers have developed loyal and growing audiences.

Bakersfield.com began hosting weblogs two years ago and since its launch, has become home to 1,192 individual bloggers, 314 of which are updated within the last three months. Community content now represents 18 percent of Bakerfield.com's traffic. Logan Molen, vice president of the Californian's interactive media said, "It is easily the fastest growing source of traffic for us."

The Caller-Times, in turn, garners around 560 comments a day - a number enviable by many larger papers - and especially impressive for a paper with a 54,000 daily circulation.
 
"One day earlier this month a Corpus businessman was shot while cycling before work. A check of the digital back fence showed 56 people had commented on the paper's coverage by noon. Acts of troubling random violence aside, a story on summer jobs had drawn 33 comments, and the newspaper's columnists each seemed to draw a healthy handful. In fact, of all the local stories on the website that day, more had comments than didn't," notes the Readership Institute.

Caller-Times Editor Libby Averyt addresses readers regularly in a column, and listens to their feedback. Wheen readers mourned the dropping of a popular comic strip, the paper reversed the decision and when the paper stopped printing the TV book, the paper smoothed over complaints with a compromise of a stand-alone section of trimmed-down listings.

Local-focus, with locally generated content has led the Caller-Times to be able to cite year over year increases in paid print circulation (up 0.25 percent daily, 0.18 Sunday, according to FAS-FACS).

Sources: Readership Institute, Poynter Institute
 

The story of 26 year-old Adrian Sudbury - journalist, cancer victim, and award-winning blogger - continues to progress in remarkable leaps.

Sudbury, a reporter for the Huddersfield Express and Chronicle Series and the Huddersfield Examiner, will be named multimedia journalist of the year today at the UK Regional Press Awards. Due to his weakened health Sudbury will not attend; his family will accept the award in his honor.

"It's going to be really emotional," said Neil Benson, Trinity Mirror's regional editorial director.

Sudbury's story began in November 2006 at the Huddersfield Examiner, where he had just been promoted to the prestigious position of digital journalist. After two days at his new job, Sudbury called in sick; within a week, he was diagnosed with two types of leukemia. Sudbury, according to the medical literature, is the only person in the world with this condition.

Sudbury created Baldy's Blog soon after his diagnosis, documenting his experience as a leukemia patient with poignant candor.

"It's sad when they [visitors] leave - their lives carry on while mine is on hold. Night times are the worst: I can't sleep and one image I can't get out of my head is watching a film of my own funeral. The camera follows the coffin into the church and then pans around to my parents, who are inconsolable," Sudbury writes in a posting from Christmas 2006.

The Trinity Mirror, publisher of over 150 regional newspapers, including Sudbury's Huddersfield Examiner, quickly got behind their cancer-stricken employee. The Trinity Mirror's papers covered Sudbury's story, promoting his blog online. Their efforts paid off - Sudbury's blog became a sensation.

"It's unusual because our titles are about local news and now this guy from Yorkshire's in papers all around the country," said Benson.

Interest in Sudbury continues to grow. According to Benson, Sudbury's blog is the Trinity Mirror's most popular by "a factor of 10 or 15." Sudbury has won local, national, and international press awards, and his readership