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Case Analysis : New York Times Digital

1551 words - 6 pages

The New York Times Company is a leading media company; its flagship paper, the New York Times is considered as its most valuable asset. News is a low outlay, frequently purchased good, with a value proposition of intangible or informational nature, and a high differentiation potential. The publishing industry, newspaper in particular, had adopted the "Chinese Wall" principle-- the separation of editorial operations and business operations as a gatekeeping function. The industry is cyclical: when the economy is depressed, advertising declines and publishers look to cut costs and personnel. New York Times derives majority of its revenues from advertising (65%). Other revenues primarily consist of circulation and revenues from wholesale delivery operations, operating leading news services and direct marketing. Its main operating expenses are employee-related costs, which include compensation and benefits, and raw materials. The company's strong core--quality news, information and entertainment--provides the company a leverage for multi-platform expansion, brand extensions and new business initiatives. Accordingly, it has to maintain its brand recognition to continue to be competitive, hence, retaining and/or increasing its readership and advertising. Maintaining this brand recognition requires commitment to the existing "Chinese Wall."This case analysis focuses on the New York Times Digital (NYTD), The New York Times Company's business unit, launched in 1995, that provides online news and information services in multimedia format, and includes NYTimes.com, Boston.com, and an archive distribution business. It operates by providing a high-quality, worldwide online audience with trusted editorial content from The New York Times and the Boston Globe. It is focused on leveraging its existing brands and relationships. The web operation is unique in that it is not constrained by newsprint, either in form or in the cost structure of the business.The NYTimes.com remains mostly free for users, as long as they register and provide some personal information. By requiring registration, NYTD is able to track users' movements through the site. These movements are then used as leverage with advertisers, allowing them to target their most desirable consumers. NYTD does not acquire its content free. The online division purchases content from the print division for the amount of $5M per year. In turn, NYTimes.com has 3 principal revenue streams: (1) display advertising, (2) classified advertising and (3) premium content & licensing.The unique combination of building NYTD, with the potential to deliver breakthrough growth for the highly established company, and its coexistence (or the lack thereof) with its most closely related business unit, the New York Times, creates three challenges for NYTD: (1) It must set itself apart from some factors that made the newspaper successful, because the two have elemental differences; (2) it must pull some of the paper's...

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