The Times and Sunday Times are taking their first steps to charging for news.

You can register at http://www.timesplus.co.uk/welcome/index.htm to get a ‘preview’ of what is to come  – and yes, it is all about paying, but it is also about paying for the new generation of digital media.

The point here is that we are about to see a new generation of digital media – perhaps partly inspired by the new devices that can carry it – but far more interactive, graphical and video based, than before.

Interesting development.

The FT is not going to ’sell content’ online but they are going to start to sell daily newspapers online. Remember, the daily newspaper is the essence of any newspaper brand.

In an interesting report (also on the FT) the news was headlined as FT selling content for micropayments.

However, the really interesting news is that the FT is not going to sell individual articles (content) – but individual daily newspapers.

The mooted price is £2 – which is a similar price to what people pay at the newsagents.

It does rather seem that we have a hallelujah moment here. Suddenly, online media looks like offline media only distributed digitally as opposed to via newsagents.

Suddenly, you get the feeling here, what’s the big deal to buy a newspaper for £2? Do you have an issue with that? Of course not.

So, by dropping all this nonsense of online media is different, we can just see digital as a different distribution route for the same ideas.

Of course, there may be a few interesting developments here – such as the daily print newspaper containing a voucher which allows the reader to view it online… to deliver an enhanced brand experience  … an automatically download copy to your iPad …. or perhaps not?

It will be interesting to see what the FT does – and then even more interesting to see how the FT adapts its model to reflect consumer response.

But this is the first clear sign that media owners will return to selling packaged and branded goods (in this case a daily newspaper) and stop all the silly nonsense around selling single articles for pennies.

Print media owners figured out years ago that readers didn’t want to stand at the newstand shelling out 2p for each article they found interesting. No, they just wanted to hand over the money, get the package/ paper/ book/ magazine, and take it away.

Not so very different after all?

We Live in Interesting Times! (with apologies to the FT’s We Live in Financial Times strapline)

Do you have a website? Of course you do.

Or perhaps you have a blog? Or have written a book or guide?

Certainly if you are a consultant or part of a business, then that business will have a website, right? And probably a blog? And you might be thinking about a forum or a newsletter?

Or perhaps a whole lot more, audio, video, reports, graphs, moving images and so on?

Either way, you are now publishing, aren’t you?

And, whilst a few websites may remain static digital business cards (and some should simply revert back to this status), the majority of business websites or websites for business people, need updating.

Updating today, and tomorrow, and the week after, and next month? That’s publishing – creating, displaying and distributing new content to the (hopefully growing) band of users.

In fact, how does it look if someone looks at your website and sees the last post or entry is from last year (ie last month, December)? Not good is it?

So, now the tail is wagging the dog. You thought it would be great to have website, you knew you needed to add content to get search engine ranking and so bring in the new enquiries and so forth; only now, the regular blog is getting harder to write. If you send a newsletter it is going out a week late (or two). And you are starting to think, can we keep going?

It is a good question. Or at least, it is good that you are asking the question. Sadly, many websites don’t address this issue – that is, they stagnate and then just sit on the web growing old and damaging your brand.

So, what do you do?

You have a choice, either return your website to a digital business card (such that it doesn’t need updating) or accept that a website is like a magazine and needs to be updated and refreshed on a regular basis.

The reason that so many websites fail, is because they fail to do one of these two things – update and refresh.

We are all publishers now (okay, accept those business that restrict themselves to just a digital business card) and, publishing needs to be done professionally and to a reasonable standard to maintain your brand.

If not, then your website risks joining the other 90% of living dead websites that fill up most of the internet.

Is the development of the internet entering a new 3rd phase? I think so. And curiously, this phase is driven by credit and business needs not technical developments.

In the first phase – pre 2001 – the Internet was the modern equivalent to the goldrush. Lots of people were selling up and going for broke. Lots of these people broke down on the way, lost everything and made a real hash of it. But whilst this phase did burn a lot of money it still make some unknown people multi-millionaires. Some temporary, other permanently.

Equally, this first phase was the stage during which the infrastructure was laid down – domain rules were set, cables buried beneath streets, broadband was developed – but not yet distributed.

Phase 2 began after the 2001 tech bubble burst. During this second phase the internet went into a maturing phase and we saw proper development of internet marketing service companies. Pay per click became established and videos moved online too.

During this phase we saw You Tube sell for mega bucks and Google become a massive company with a worldwide brand. However, we also saw a lot of boutique and home businesses get established offering web design, writing and marketing/ SEO services.

We also heard the talk and early experience about web 2.0 – where the users create the content. This has morphed into Social Media – where the users ARE the content – the site is simply a bunch of tools hung together under a (trusted?) brand.

We also had the disappointment that most user generated content is rubbish and realisation once more, that there is no such thing as a free lunch. You can’t put up a webpage and expect millions of people to find it or even to contribute anything but self promotion and spam UNLESS you invest hours and hours of editorial management and development.

In this 2nd phase collaborative tools were developed online, but like broadband before, they were not widely distributed. And just as broadband became universally available and widely distributed in the 2nd phase, so social media and collaborative tools will do the same in phase 3 on the internet.

Phase 3 began with the global credit crunch in which business models collapsed and all businesses began searching for new and cheaper ways to find customers and do business. Hence, they are naturally turning to the internet.

This 3rd phase is killing local newspapers as we all search online or LinkedIn for our next job and no one pays for job advertising anymore.In this phase we are seeing the splintering of google’s control as we have ‘knowledge engines’ to go alongside search engines and a large number of niche based websites will be created and will achieve success – there are enough users online these days. Google will become the lumbering giant that Microsoft once was in phase 1 as new concepts of search and information/ ideas delivery bite into their marketshare.

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Effective use of the Internet can be the difference between acquiring profitable new business in this downturn and just wasting money on empty design and confusing messages.

Sadly, many businesses and their online images are caught in the online brochureware trap.

In many businesses the way to get a steady stream of customers is to be listed on an established web portal for your industry (e.g. for designers, office service suppliers, etc.).

While this can bring leads to your business with little effort it usually comes with the risk that a portal must reduce the data on listed companies to that which allows direct comparison, e.g. price and basic features.

If your business competes solely on price then this may well work in your favour. If, however, part of your selling proposition is your value-added services, or the relationship that you build with your clients then it will be very difficult to project this through the restricted medium of the web portal.

In these cases it is vital that your website clearly communicates the added value that you offer, allowing any initial leads from a portal, or directly from search engines, to be converted, or brought closer to contacting you or buying.

As an exercise, try writing down what you think is special and valuable about your business proposition and check whether that comes across from the copy on your site. If you value the personal relationship with your clients, then is your website personal? Can you see the faces and read the opinions of the people in your company, and so kickstart that process of relationship building?

Or perhaps you just want to project an image of safety and integrity behind a cool, corporate exterior. If you already have this type of brand, then great. If you don’t, then beware, as this type of site is what is usually delivered by designers looking to sell you a ‘polished and professional website’, who confuse this with delivering anodyne brochureware.

If you need help moving your website from a glossy (or non-glossy) digital brochure to a living, breathing builder of new business for your company, then contact us to see how we can help.

Obviously the answer to the question posed in the title is ‘Both’. In this blog I’m going to explore the nature of the threats and opportunities posed by online and new technology, expose a few myths, and provide an outline strategy for adding value to your print publishing business.

Where are we up to with online publishing?

Ever since the web started to hit the mainstream back in the late 1990s people have been predicting the end of publishing as we know it. Let’s look at some of the things that have been tried since then and where they’ve worked and where they haven’t. As a quick review this is clearly glossing over a lot of detail.

The first response from publishers was to put magazine content in so called walled gardens online – websites run by internet access companies like AOL or CompuServe – where content providers looked to earn subscription fees from people paying to get their content.

This didn’t work, and publishers looked beyond the walled gardens to set up their own websites, extending their brands into online and targeting subscriptions and advertising.

Again that didn’t work, and, worse than that, a new breed of online-only competitors entered the market.

Publishers then largely dropped the subscriptions to focus on advertising revenue (of the major newspapers the FT is now probably the only one to still have paid-for subscriptions, with even the Wall Street Journal finally throwing in the towel).

To get better advertising demographic data the publishers still required people to join and provide email addresses so that they could send emails and track user behaviour. Email marketing proved more powerful than web marketing.

The early 2000s brought the period of the ’special report’ and the ebook. Longer-form reports and ebooks started to sell online, and magazine publishers that offered these specials were able to start making money both from sales direct to consumers but also from the advertising sponsorship.

With the vast expansion in small publishers offering ebooks, reports and blogs came the biggest challenge – how to be found? With customers drowning in spam, email became less likely to be delivered or read. With the rise of Google if you couldn’t be found on Google’s first page of results for your market you likely couldn’t be found anywhere.

In recent years publishers have even begun to drop the requirement to register for free for access to their content – partly in order to boost readership and so advertising revenue, and partly to boost their visibility in Google’s all-important rankings.

Long form special reports live on now only really if they can be advertising funded or sponsored rather than sold direct to consumers. There remains a market for paid-for content on the B2B side, but this is most sustainable where there is large amounts of proprietary data under control, or where there are extremely strong brands (e.g. The Economist).

So in general, what we’ve seen is a headlong dash to give away more and more content for free online in a market where it’s harder and harder to be seen and be found.

So where does that leave print publishing?

Print publishing is in a very interesting situation. Faced with the deluge of information on the web, often available for free, customers are having different problems.

One is that they can’t trust what they are reading on these millions of free websites. As a result there is more strength in having an established brand and readership that trusts the editorial content of your publication.

Another is that reading online, even with a laptop, is inconvenient, and printing is expensive (1ml of HP colour inkjet ink costs £1.70, compared to 23p for 1ml of 1985 Dom Perignon vintage champagne). A professionally printed copy of a magazine is read differently, and competes for a different share of the reader’s time – a share of their offline time.

A publisher with print titles has a unique offering, which, balanced with the right online elements, can bring great strategic advantage and long term value to the company.
So how should online and print media be used together?

The key to getting a real return on investment from print and online media together is to focus on the fundamentals – manage costs tightly and drive out every bit of revenue.

Revenue in publishing either comes from advertising or subscription. The most important question to ask before making any change to either online or offline publishing is ‘Will advertisers or subscribers pay enough more for this if I change it?’

What adds value for subscribers?

The answer to this question depends on having a good knowledge of your subscribers. If your subscribers are businesspeople, then look to see whether online services can help them grow their businesses.

If you have a large number of subscribers who run small businesses then they may not be able to profitably take advantage of online opportunities, but you could bring them together.

One concrete example could be where subscribers run highstreet businesses selling a physical product. Offering a simple online e-commerce site for your subscribers might give them another route to market, and the content on the site would boost your and their search engine rankings.
The answer for each type of publishing business will likely be different and will depend on their particular subscriber base and markets.

What adds value for advertisers?

Looking at the advertiser’s business can help here, but the main answer is likely to be to help them to sell more of their products.

Check that you’re not missing some of the simpler options first, like having an email newsletter. As a print publisher you have a stronger relationship with a customer than you do as an online only free content provider. This means that people are much more likely to read your emails – if you ensure that they have something interesting and useful in them.
This provides you with a simple extra marketing channel to place adverts in.

Again, the special reports option is worth exploring – this is likely to work better for a print and online publisher than it will for a pure online publisher because of the greater loyalty and closer relationship you have.
So what’s the bottom line?

The bottom line is that print publishers have a real strategic advantage over online-online publishers.

By carefully considering the added value for subscribers and advertisers of each element of your offline and online presence you can cut costs and add new revenue streams.

It’s not all doom and gloom in print publishing, and you can act now to protect and strengthen your business.
That’s all for now – I hope this post kicks off some thoughts. It can only scratch at the surface of this subject so let us know your thoughts and what works / doesn’t work in your business.