The New York Times implemented a paywall to generate online revenue and reduce reliance on advertising. Data showed that from 2008 to 2011, advertising revenue decreased from 60% to 52% of total revenue, while circulation revenue increased. To further this transition, the document recommends diversifying subscription options, customizing interfaces, and incentivizing users to subscribe at lower rates in order to increase the online user base and revenue.
The New York Times implemented a paywall to generate online revenue and reduce reliance on advertising. Data showed that from 2008 to 2011, advertising revenue decreased from 60% to 52% of total revenue, while circulation revenue increased. To further this transition, the document recommends diversifying subscription options, customizing interfaces, and incentivizing users to subscribe at lower rates in order to increase the online user base and revenue.
The New York Times implemented a paywall to generate online revenue and reduce reliance on advertising. Data showed that from 2008 to 2011, advertising revenue decreased from 60% to 52% of total revenue, while circulation revenue increased. To further this transition, the document recommends diversifying subscription options, customizing interfaces, and incentivizing users to subscribe at lower rates in order to increase the online user base and revenue.
The
paywall,
as
installed
by
the
New
York
Times,
is
serving
its
purpose
of
substantiating
the
online
revenue
stream
that
was
earlier
completely
dependent
on
advertising
revenue.
So,
in
other
words,
this
was
an
essential
step.
Now
from
Exhibit
3,
we
can
gather
that
in
2008,
advertising
contributed
60%
of
the
total
revenue
whereas
in
2011,
the
percentage
reduced
to
52%.
In
the
same
interval,
we
observe
that
the
circulation
is
the
only
component
that
has
increased.
Since
it
is
undeniable
that
news
has
shifted
to
the
online
space,
the
product
strategy
and
channel
interface
should
encompass
the
following
modifications:
1. Try
to
bring
more
people
online,
increase
number
of
unique
visitors
2. Incentivize
the
user
to
subscribe
by
diversifying
subscription
options,
such
as
section-wise
subscriptions
and
writer-wise
subscriptions
(De-Bundle)
3. Introduce
customizable
interfaces
on
mobile
apps,
tablet
apps
as
well
as
on
the
desktop
The
pricing
can
accordingly
reduce
to
smaller
units
than
the
existential
rates.
The
section-wise
or
the
writer-wise
subscriptions
would
reduce
subscription
rates
and
due
to
lower
threshold,
increase
subscriptions.
This
would
reduce
the
cost
from
the
humongous
$455.
Additionally,
it
will
help
the
advertiser
improve
targeted
marketing,
for
which
a
premium
can
be
charged.
I
believe
the
digital
and
print
price
should
be
segregated
and
the
pricing
should
be
such
that
users
are
encouraged
to
move
online,
rather
than
the
expensive
and
declining
print
medium.
Short-term
plan
would
be
to
stem
to
the
reader
loss
by
making
the
transition
to
the
digital
platform
as
smooth
as
possible.
The
long-term
plan
would
be
to
increase
the
reader
base
and
provide
greater
value,
while
at
the
same
time
maximizing
profit.
The
digital
transition
has
resulted
in
a
faster
than
anticipated
territory
shift
for
NYT.
While
this
has
lead
to
some
obvious
challenges
as
mentioned
in
the
case,
this
also
presents
newer
opportunities
to
innovate
with
revenue
generation,
as
discussed
above.
In
terms
of
journalistic
integrity,
paywall
acts
as
a
denial
of
information.
But
from
the
vantage
point
of
running
a
business,
the
paywall
acts
as
one
of
the
efficient
ways
to
monetize
the
readers
in
general.
Thus,
in
light
of
shift
to
the
online
platforms,
yes
paywall
is
good.