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All reporters at the Journal-Register Co. (JRC) will get video cameras, under an ambitious plan to bring the newspaper into the digital age, the company's 3,100 employees have been told. The company's new CEO John Paton has also told staff that they now work for a 'media company', not a 'newspaper company'. Appropriately enough, he announced the news in a seven-minute slideshow, emailed companywide, the New Haven Independent reports.

"We're not looking to make any cuts," Paton told the Independent. "We need to improve [local coverage]. We don't need to make it worse." The company, which runs 19 daily and 150 other newspapers, including the flagship New Haven Register, filed for bankruptcy last February.

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News applications for iPhone have met an undeniable success with French readers, but the task of monetising this through selling content, services and advertising still remains, according to Les Echos.

The director of electronic editions for Libération, Ludovic Blecher, said that the iPhone had revolutionised the consumption of news on mobile platforms. The Libération iPhone app was launched in the autumn, as was that of Le Figaro, and they have been downloaded 400,000 and 600,000 times respectively. "Around 30,000 people open it every day," Blecher said. Figures for Le Monde are even higher: it launched its app in November 2008 and has just reached 1.3 million unique downloads, attracting between 200,000 and 250,000 hits a day.

Australian public broadcaster the ABC has launched a new digital initiative called ABC Open to feature user-generated content on existing ABC local websites.

The initiative aims to develop the digital skills of local communities to tell their own stories. The reports produced through the project will be published on the broadcaster's local websites and other sites, and may also be distributed on radio, television or mobile platforms.

More than 50 editors and producers, based in local radio offices around the country, will be charged with helping communities design and develop media-rich local stories.

The Intelligencer Journal-Lancaster New Era intends to start using Journalism Online's payment system in the next few months, reported the New York Times. The software system will be called Press+ and GlobalPost and the Fayetteville Observer are also interested, said the NYT.

Journalism Online has also sent a memo to its affiliated publishers (reproduced by paidContent) in which it informs them that the company is "just weeks away" from having the technology ready for use, and that multiple publishers are currently integrating the software. 

The Associated Press (AP) and Yahoo have renewed an agreement for AP stories, photos and videos to appear on the Yahoo website, it was widely reported. This is in contrast to the AP's negotiations with Google and Microsoft, which have not yet concluded. New AP content has not been hosted on Google News since December 24.

Neither party has offered details of the agreement, so it is unclear whether they have achieved their financial objectives. The deal had previously been expected to set a higher price for AP's stories and impose tighter restrictions on them.

The AP has previously argued that agreements providing relatively inexpensive access to a broad range of its content only devalue its news offerings. The New York Times reported that the AP was asking news websites for more money, but that aggregators have been arguing that news content is less valuable than it used to be because advertising is down.

The past few years has seen the explosive growth of social networking sites Twitter and Facebook, and a dramatic downturn in advertising revenue that has set about ravaging the newspaper industry. PoynterOnline has now reported new enterprises between the two industries however, which could prove profitable for both.  

Few news outlets are without their own Twitter account these days, using the site's micro-blogging capabilities as a means to distribute stories and attract a wider audience. The Austin American-Statesman is using theirs to sell tweets to local business, which can advertise their enterprises on the newspaper's Twitter account.

The Guardian website has done it again - the newspaper's website has just announced it has achieved its second record-breaking month in a row with nearly 37 million unique users for December, according to its website.

This surpassed its November record by 3.32%, according to figures released today by the Audit Bureau of Circulations Electronic.

Newspaper publisher McClatchy is going to try out charging for content online, Editor and Publisher reports.

Chief Executive Gary Pruitt said that McClatchy will trial a pay model on one of its newspaper websites, suggesting that a number of articles could be available for free before the reader hits a paywall.

The Amaury group, responsible for both Le Parisien and L'Equipe, has given its publications a face life this week, with all 48 pages of the former appearing in colour for the first time on Tuesday, and divided into five new sections: Fact of the day, News, Local News, Sports and Leisure.

L'Equipe is set to integrate three new pages into its design, the first appearing today, the second in Thursday's edition and the third in Friday's, as a response to reader surveys. From March the publication will introduce a motoring section, which will appear every Monday- intended to deal with the production of cars as opposed to buying and selling.

A new non-profit news website has launched in Connecticut today, Poynter Online reports, with the dual aims of reporting the news and providing its readers access to resources that are hard to find online.

The Connecticut Mirror bills itself as "an independent source of news and information about our state's government, politics and public policy". It comes in time for an important state budget and an election year.

Editor Michael Regan writes that the Guide to Politics and Government his site offers provides "the most comprehensive information available any where on the state's elected officials".

The Financial Times (FT) will launch a new mobile app for Blackberry in the first half of this year, and an app for Android is in the works, managing director of FT.com Rob Grimshaw told Journalism.co.uk.

The FT recently launched a series of travel guide iPhone apps. And the paper already has an iPhone app, which has been downloaded 200,000 times, but has rejected charging for the app. "The fact is you only get one hit from that and then after that the revenue stream dries up," Grimshaw said. "We thought it would be much more sensible and favourable to make it part of the subscription model."

The subscription model has been successful for the paper, which now makes more from content revenue than from advertising.

New York Times executives Janet L. Robinson, president and chief executive of the company, and Martin A. Nisenholtz, senior vice president for digital operations, have answered readers' questions about the upcoming paywall. It was announced on Wednesday that the US's premier general-interest paper was to launch a metered payment system in early 2011.

The paper seems to be taking the crucial issue of ease of use seriously, with the executives stressing that "we are determined to make subscribing as smooth and easy as possible" and they hope that the infrastructure of NYTimes.com will "provide our Web users with an uncomplicated, frictionless experience."

The BBC will not try to compete with local publishers, according to director of BBC news Helen Boaden, MediaWeek reported.
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Speaking at the Oxford Media Convention, Boaden said that BBC websites would not become more localised in the future.

Yesterday, following months of deliberation, the New York Times announced that it was to go forward with charging online, with a plan to implement a metre system in 2011. It is the biggest publisher yet to lay out paywall plans, and the move is undoubtedly highly significant for the newspaper industry as it struggles with a failing business model. Will this save the New York Times? Could it signal the end for free online content?

Similar to that used by the Financial Times, a metered payment system would allow readers to access a certain number of articles free per month, and then request payment for more: a flat fee for unlimited access. Print subscribers will continue to have free access, even those who subscribe to just the Sunday paper. An online subscription will also cover access via smartphones. The first click free from search engines, which is used by the Wall Street Journal, will also apply. More details such as pricing have been released yet, and the publisher's statement said that the next year will be used to build "a new online infrastructure designed to provide consumers with a frictionless experience across multiple platforms."

A metered system rather than a more fixed paywall has the advantage of not alienating the casual reader who can still visit the site free on occasion, and not angering journalists by blocking off specific articles (an issue with the Times' previous attempt at charging online, TimesSelect). "It allows NYTimes.com to remain a vibrant part of the search-driven Web," reads the Times memo sent to staff by executives Arthur Sulzberger and Janet Robinson, published by Poynter.

It does have potential flaws, however. Before the NYT's announcement, Reuters writer Felix Salmon criticized the way that the FT's flat fee system does not actually work like a metre: suggesting that instead the New York Times should implement a payment process under which readers are charged depending on how much content they consume. And presumably those who are determined not to pay will find ways around the paywall, using multiple accounts, for example.

The Financial Times welcomed the New York Times' decision, according to the Guardian, with CEO John Ridding saying "We welcome the New York Times' new online business model, which is similar to the FT's. We believe in the value of quality journalism and we are pleased that others feel the same way." The FT recently announced that for the first time, its content revenue was greater than its advertising revenue in 2009, after raised cover prices and more online subscribers signing on.

The FT now has 121,000 subscribers. Going by the pricing on the FT's website, it seems that they pay between €186 and €363 per year (depending on whether they choose a standard or premium subscription). Working on the assumption that about half of subscribers pay for each (and that the FT is not counting joint print-online subscribers in this figure), that would mean that the paper could be bringing in something in the region of €33 million from its paywall in direct revenue from readers. And the Wall Street Journal, which offers a different kind of paywall, has an estimated one million paying online subscribers.

This figure is encouragingly high, but how much encouragement can the NYT take from this? As a general interest paper with the most popular website out of all US papers, the Times has a far bigger pool of potential subscribers. But the FT's specialist financial content is something that more people might see as worth paying for. Indeed for some, it is news that is necessary for their business. And with the FT's main international rival the WSJ also charging, there is not an ubiquity of similar news free on the web.

The New York Times does seem to have a better shot at making charging for online content work than other US general interest newspapers. Its status as the number one national paper is largely unquestioned. It has always made a greater proportion of its revenue from content than most newspapers do, receiving 55-60% of its income from advertising compared to a typical figure of 80-85%. The current price for a print subscription is high, at between $550 and $770 a year, depending on location and offers, but many people are still prepared to pay this: more than 800,000 continue to renew their subscriptions, according to the NYT's David Carr.

Given the paper's financial situation, it is unsurprisingly that the paper is looking at changing its business model. Despite its reputation and high number of website visitors, financial constraints have pushed the New York Times into carrying out lay-offs and pay cuts. Mexican billionaire Carlos Slim came to the publisher's aid last year with a $250 million loan, but if the paper is to continue to produce top-quality journalism, it needs a steady revenue stream.

Poynter writer Rick Edmonds maintains that the NYT's decision to charge "makes business sense." He believes that the Times will not "lose any meaningful number of unique visitors," and agrees with Ken Doctor that paying users represent a significant targeting advertising opportunity. The Times' memo sent to employees said that executives expect that "digital advertising will continue to be the major contributor to our success on the Web."

Slate editor Jack Shafter is critical of the NYT's strategy, judging it "too easy for freeloaders to game their way around it" and "a waste of the gargantuan audience they've attracted." He suggests that looking into improving web advertising would be a better way to go forward. Jeff Jarvis argues on his blog BuzzMachine that the NYT's plan will end up charging "the readers who are worth the most while serving free those who are worth least," which he believes does not make sense. 

With the New York Times on board, efforts to charge online are likely to speed up. Rupert Murdoch's News Corp publications are expected to introduce paid online content in coming months, and there is an increasing sentiment that it just doesn't make sense to give away content that should be seen as valuable. Not everybody agrees, however, and over at the UK paper with the most popular website, Guardian editor Alan Rusbridger has said that his publication will remain free online. Others will undoubtedly stick to a similar course and provide free alternatives, making it harder for those who do charge. Which business model will eventually prove more successful? 

On January 12 last year GlobalPost was launched, a new international news service focused on getting the context behind the headlines, hoping to combat diminishing foreign reporting in the US. Its number of foreign correspondents is second only to the Associated Press and they are expected to provide both text and visual reports.

A year on, and the news outlet has made considerable progress in terms of covering a wide range of international stories, establishing a significant audience, and implementing a successful business model. The Editors Weblog spoke to President, CEO and co-founder Philip Balboni about his first year at the helm of this project.

Balboni was clear that he considered GlobalPost's first year a success. "It has been an extraordinary year, it has exceeded any reasonable expectations that I could have had when I started out on this journey," he said.

"To a large degree, the stories on GlobalPost are ones that you would be unlikely to find elsewhere," said Balboni. As one of GlobalPost's aims was to fill the gaps in the reporting of traditional outlets, this must be satisfying.  The news outlet has also remained true to its original stipulations: its reporting has broad geographic diversity, and consists of a wide range of types of stories and topics.

And much of this reporting has had the potential for considerable impact. Balboni highlighted a recent story on how the Taliban have been taking a cut of funds supplied by the Indiana National Guard to local Afghan contractors for development projects in Afghanistan's Khost province. The issue of the Taliban skimming American aid in Afghanistan is one to which GlobalPost has dedicated much coverage over the past few months.

Such investigative pieces are accompanied by more entertaining reporting, such as an article from Paris about how the French are rediscovering the joy of wearing berets. Correspondents also write ample blog entries.

GlobalPost adopted a relatively unique correspondent model, hiring country-based, part-time reporters who could produce one article a week. The compensation level - a monthly salary plus shares - has proven "very successful" and working for GlobalPost seems to be a popular job: the news service now has correspondents in more than fifty countries and "we have far more people who would want to work for us than we could possibly hire."

The correspondents work with regional editors based in Boston and Balboni said that so far this system has been functioning "with a remarkable degree of smoothness."

Building an audience from scratch

Developing an audience is "really more important than anything else," said Balboni. "We could have the most spectacular content in the world but if you can't build an audience for it then you can't succeed, right?"

The news outlet's highest-traffic month this year was November, when more than 750,000 people visited the site. This exceeded Balboni's goal of 600,000, set before the launch. In addition, "we are retaining more than 50% of all the visitors," he said.

The target for 2010 is to top one million unique visitors, and Balboni mentioned the company's "very sophisticated marketing strategy" aimed at audience building.

Prize partnerships

Building a brand on the web with no support from legacy media has been a considerable challenge, and GlobalPost's partnerships with other high profile brands have been very helpful in doing this, and "particularly important in the validation of GlobalPost as a brand," Balboni said. Such partnerships have helped present the outlet's content as authoritative, and often "raising our visibility is more important than any compensation we might achieve." From the beginning, GlobalPost has sought to present itself as a complement rather than a competitor to newswires and newspapers.

The partnership formed with CBS in September, for example, is a syndication deal, with CBS paying GlobalPost for help with foreign reporting. But having a broadcast news partner was also something that Balboni and his team considered a high priority in terms of brand-boosting, and such a deal "certainly goes beyond" purely syndication. He sees the recent partnership with PBS NewsHour as a "significant achievement" and mentioned that GlobalPost has upped its video production so that it might have the chance to forge other broadcast partnership. 

Compensation is obviously an important consideration, however, and syndication is one of GlobalPost's major revenue streams, the other two being advertising and subscriptions. Currently, advertising comprises about 70% of GlobalPost's income, but Balboni hopes that over time this share will fall to around 50%, with syndication and membership rising to make up the other half.

Passport to premium services

The most unusual of these revenue streams is the subscription, or membership, scheme called Passport. For $99 a year (discounted to $50 for students, academics or seniors), readers can have access to conference calls with GlobalPost reporters, the chance to suggest stories, global and country briefs and newsletters. There is also the option to commission custom research projects, something Balboni said he was "very excited about." One client, for example, has ordered a series of ten reports for the coming year. "It takes careful shepherding but it's very interesting and I think it could scale up to be a meaningful part of our Passport financial strategy," he said.

"I am very bullish on the membership aspect," Balboni said, "I think it's the hardest one but if you want to point to one thing that could be a potential salvation for quality journalism then it's that." He always wanted to encourage a subscription or membership scheme, but explained that as a new little-known media brand it would have been foolish to put up a paywall immediately.
 
Passport does not offer pure paid online content, rather additional editorial services. "My hope and my expectation is that GlobalPost will remain free and open to all but we need to find more effective ways to get all of the people who are most engaged to help support our mission," he said, specifying that GlobalPost was likely to continue to ask for, rather than to require, reader contributions. He does think, however, that it would be "entirely fair" for a news organisation to demand payment.

So far, Passport has 450 - 500 members: "just not enough," according to Balboni. He hopes to increase this by making "a strategic shift in how we market our membership" and by using some new technology starting this spring that will help the membership base and subsequent revenue to grow. Currently, visitors to the GlobalPost site can read about Passport but there is no chance to test it out first and they have to "take a leap of faith" if they want to subscribe, Balboni said.

From a purely financial standpoint, 2009 was "a decent year," especially given the global economic recession. Balboni specified that the $1 million revenue figure that was reported in November was not accurate, but described the amount as "consequential." The company's original business plan projected profitability in 2012, and Balboni thinks this is still likely.

What's next?

GlobalPost seems to have demonstrated that there is an audience for more international news and has set up a structure to cover this that works. As Balboni explained, its challenges now are to build that audience into the millions and (like almost every other news organisation) to shift its business model so that it depends less substantially on advertising.  

The future of Twitter is mobile phone applications, says Jean-Sébastien Cruz, CEO of Netco Sports, France, speaking at the WAN-IFRA conference 'Using sports news to optimise your revenues'.

He points to some important trends in the areas of social networking and mobile applications. Newspapers that create pages on Twitter find themselves on the same level as any user, he says. The iPhone has the fastest penetration we've seen, and is rapidly changing the way we use the web, pressing buttons rather than using URLs. The Apple tablet is coming soon. Apple makes payment easy through the centralised App store, and provides a robust software development kit. And sports apps make up a substantial part of the massive growth in app downloads.

So what is NetCo Sports' strategy? Their objective is to have 2500 apps in 15 sports worldwide by 2012. They have created 200 iPhone apps in the field of sport so far, and their first was launched in 2008. Each one is available in five languages, and recognises the language of the phone automatically. A search for football in the Apple store brings up their Football 10 app. He calls this an encouragement to arrive quickly and be present early. His company has a 25% market share in France, with 30 million pages read through their mobile apps. Canal+ is their advertising partner, and receives traffic and visibility from the arrangement.

Working closely with advertisers can help newspapers to establish a good brand image, says Paz Alvarez Sanchez-Arjona, Market Intelligence director of Marca/Unidad Editorial in Spain, speaking at the WAN-IFRA conference 'Using sports news to optimise your revenues'.

She has worked closely with marketing and advertising teams. This was satisfactory for the advertisers because the campaigns were distinctive and became well-known. This created loyalty and gave her brand a good, dynamic image, as well as revenue.

Marca is the leader among newspapers in terms of readership in Spain. It has 2.8 million readers, far more than any other newspaper in Spain. There are 40 million people in the country, with four national sports newspapers. Marca is located in Madrid and focuses a lot on Real Madrid and football, although it covers all the sports. In the last few years, a number of local papers have popped up, focusing on local teams. These detract from Marca's readership.

Identify what you can offer that is unique, was Matt Kelly's advice to participants at the WAN-IFRA conference on using sports news to optimise your revenue. Digital content director at the Mirror Group (part of Trinity Mirror), Kelly led the creation of MirrorFootball.co.uk, a standalone football-focused site that has gained the paper new readership.

Kelly explained that despite a successful redesign of the Mirror's website in 2008 which resulted in a significant increase in readership, the implosion in advertising rates meant that he and his team started to think about ways to re-engage with their readers.

When newspapers run community events, it's important to stay committed to the convictions of the paper, says Marcin Gadzinski, editor of Sport.pl/Gazeta Wyborcza in Poland, speaking at the WAN-IFRA conference 'Using sports news to optimise your revenues'. Get that right first, and profit will follow, he adds.

His paper, which runs some sporting events, is no. 2 in Poland in terms of circulation, and likes to get involved in social issues and public advocacy campaigns. People all around Poland work for the paper, so it's helpful to use their contacts to organise activities.

They were not very successful when putting sports content on the web, he says, so in 2007 Sport.pl was launched, a strictly internet sports brand. They added online-only features rather than seeing it as a way to promote newspaper content. In 2009 the paper jumped from the number 5 to the number 2 sports website in Poland, with 5 million unique users a month. Plus, every Monday the paper publishes a Sport.pl-branded section.

With newspapers struggling to make a profit as advertising revenues decrease - just in the last quarter of 2009, American newspapers earned 17% less from online advertising than they had done a year earlier - many newspapers have turned to offering their online content for a fee.

The Associated Press and Yahoo Inc. are closing in on a deal that would impose tighter restrictions and potentially a higher price tag on AP stories distributed on Yahoo's news site, sources familiar with the matter told The Wall Street Journal.

The deal that could be reached in the next few weeks could set a precedent in the resolution of an increasingly urgent issue in he media industry: how news organizations deal with the major Internet portals, which some news publishers say unfairly profit from their work and cost them tens of millions of dollars in revenue.

The mobile offerings of L'Equipe are profitable, says Sébastien Valere, VP Marketing and Operations of L'Equipe 24/24 in France, speaking at the WAN-IFRA conference 'Using sports news to optimise your revenues'.

91% of the French have a mobile phone, with the operators including Orange, SFR, Bouygues and Free. 25% of mobile subscribers access the network through 3G, which means easier access to mobile data and surfing. He expects that two years from now, 75% of the population will have a smart phone, up from 35% now. The iPhone has been successful in France, and more devices will arrive on the market. Unlimited access subscriptions are offered, with subscriptions available for around €60 per month. Smart phones translate into massive content use.

L'Equipe is a global media brand, with a daily newspaper, a website with 5 million unique visitors per month, as well as offerings in television, radio and mobile. It has 18 million customers a month, mostly male, and reaches 50% of the upper-socio-professional advertising category. Usage peaks at night, although the goal is to reach people throughout the day.

Mobile advertising is not yet a source of revenue that publishers can bank on, according to Constantine Kamaras, CEO of the Greek sports portal Sport.gr, speaking at the WAN-IFRA conference 'Using sports news to optimise your revenues'.

His publication Sport.gr has around 500,000 unique users per month, with about 15000 registered users. Advertising makes up 77% of their revenue, and mobile 8%. He says that users are less reluctant to pay for mobile content, but warns that mobile advertising will make up at best 6% of interactive advertising in 2010 globally, and will be only 2% in the US, lagging behind social media and online video.

"It's not news that drives the uptake of smart phones," he warned, pointing to other important trends such as search and online communities.