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NYTd Strategy Content Summit

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Information about NYTd Strategy Content Summit
Entertainment

Published on September 27, 2007

Author: Jeremiah

Source: authorstream.com

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New York Times Digital:  New York Times Digital Case Study: NYTimes.com Agenda:  Agenda Introduction to New York Times Digital NYTimes.com mission & strategy How we make money Key brand differentiators New York Times Digital Is The Internet Division Of The New York Times Company:  New York Times Digital Is The Internet Division Of The New York Times Company Three operating divisions: NYTimes.com, Boston.com and Digital Archives Objectives: Reach EBITDA profitability (annual 2002) Increase scale among a targeted quality audience - become a top 50 network by 2002 Expand NYTCo audience and influence Realize NYTCo’s two-pronged corporate strategy in both global/national, and local multi-media efforts NYTD has been EBITDA-positive for the past 2 quarters Introduction NYTD’s Strategy Has Three Strategic Keystones:  NYTD’s Strategy Has Three Strategic Keystones Introduction NYTD Is A Tightly Coordinated Team Focused On Innovation, Executional Speed and Agility:  NYTD Is A Tightly Coordinated Team Focused On Innovation, Executional Speed and Agility Introduction Sales Product Development Editorial Business Development Technology Marketing Content Development Section Development Real Estate Paid Content Email Products Digital Mass In the Pipeline... Paid Content Deal Book Technology/ Infrastructure Site Redesign Search Zip Code Ad Targeting In the Pipeline… Data Warehousing Registration Member Center Contextual Commerce Advertising Development Big Ads Audio and Video Share of Voice Interstitials HTML email In the Pipeline… Surround Sessions Senior Management sets strategy GM/VP Sales/ VP of IT prioritize & implement NYTimes.com Mission & Strategy:  NYTimes.com Mission & Strategy “To be as significant & prestigious in the digital world as The New York Times is in the analog world” Become a major player in digital content, more than just an online newspaper Develop an industrial strength infrastructure for the facile creation of digital products Build robust and diverse revenue streams Enhance the national and international distribution and reputation of The New York Times Mission & Strategy NYTimes.com Is A Top News & Information Website:  NYTimes.com Is A Top News & Information Website Media Metrix WW Reach – News & Information Websites, May 2000-September 2001 MSNBC.com CNN.com NYTimes.com ABCNews.com USToday.com WashingtonPost.com WSJ.com Boston.com Mission & Strategy NYTimes.com – The Key Metrics:  NYTimes.com – The Key Metrics Monthly Statistics (September 2001) Page Views: 350 million Unique Visitors: 8.96 million Active Registered Users: 15 million New Registered Users: 750,000 Worldwide Reach: 9.1% (Media Metrix), 12.1% (ComScore) Mission & Strategy NYTimes.com Has A Significantly More National Reach Than The Newspaper:  NYTimes.com Has A Significantly More National Reach Than The Newspaper 58% 42% DMA 82% 18% 18% 82% National 53% 47% DMA Weekday Sunday NYTimes.com 100% = 1.1 million 100% = 1.7 million 100% = 5.3 million average circulation average circulation monthly unique visitors Sources: ABC Publisher’s Statement for 6 months ended March 30, 2001; @plan, Summer 2001; Media Metrix, August 2001 Mission & Strategy Yet, NYTimes.com Remains A Dominant Site In The New York DMA:  Yet, NYTimes.com Remains A Dominant Site In The New York DMA Mission & Strategy NYTimes.com Has 3 Principal Revenue Streams:  NYTimes.com Has 3 Principal Revenue Streams Display advertising (60%): Innovative targeting based on demographic and behavioral data compliment our standard website and email advertising Classified advertising (30%): Both through upsells from the paper and direct to the website, our Recruitment, Real Estate & Auto areas are vibrant Premium content & licensing (10%): Premium content & licensing of custom feeds are our fastest growing revenue stream How We Make Money NYTimes.com Has Capitalized On A Rapidly Changing Advertising Market:  NYTimes.com Has Capitalized On A Rapidly Changing Advertising Market NYTimes.com has been able to quickly innovate beyond banner ads as the online advertising landscape has changed Big Ads Pop Unders “Surround” Sessions Video Ads CXO Products Interactive Units NYTimes.com has also been able to craft new combinations of advertising products New Line Cinema – Lord Of The Rings Sponsored Feature Deal Book How We Make Money NYTimes.com Has Capitalized On A Rapidly Changing Advertising Market – Demos:  NYTimes.com Has Capitalized On A Rapidly Changing Advertising Market – Demos Bombay Sapphire Coke Oracle New Line Cinema How We Make Money NYTimes.com Surround SessionsTM Leverage the Core Values of Online Branding:  NYTimes.com Surround SessionsTM Leverage the Core Values of Online Branding How We Make Money Key Benefits: Ability to “own” a NYTimes.com reader’s entire site session High Frequency Placement in major ad positions on every page visited Contextual and demographic targeting available Ability to measure branding metrics with Dynamic Logic reporting Competitive pricing - Excellent Value Now You Can “Surround” the Visitor During the Entire Session With Your Client’s Message (I):  Now You Can “Surround” the Visitor During the Entire Session With Your Client’s Message (I) How We Make Money The Surround Session: Business Reader Scenario NYTimes.com reader clicks on the Business section from the home page and the session begins Top and bottom 468x60 banners Right skyscraper 140x800 banner Now You Can “Surround” the Visitor During the Entire Session With Your Client’s Message (II):  Now You Can “Surround” the Visitor During the Entire Session With Your Client’s Message (II) How We Make Money The Surround Session: Scenario (continued) The NYTimes.com reader selects an article to read and the session continues Top and bottom 468x60 banners Right Skyscraper 140x800 banner Now You Can “Surround” the Visitor During the Entire Session With Your Client’s Message (III):  Now You Can “Surround” the Visitor During the Entire Session With Your Client’s Message (III) How We Make Money The Surround Session: Scenario (continued) When a reader selects another article, the session is still in progress Large ad unit 336x280 OR Top and bottom 468x60 banners 140x800 skyscraper banner Session continues in this manner until the reader leaves NYTimes.com Surround Sessions Basics:  Surround Sessions Basics Brand Differentiators The average NYTimes.com reader requests 7-10 page views per session Each Surround Session will include a minimum of 5 page views per session If a reader discontinues prior to the 5th page, those pages are bonused A Surround Session can begin at any point a reader accesses NYTimes.com Homepage Article page Section front Since 1996, NYTimes.com Has Extended The Brand In Key Areas:  Since 1996, NYTimes.com Has Extended The Brand In Key Areas Breaking News – In 1999 established our “Continuous News Desk.” Team of 8 journalists at the newspaper who update stories from our writers and rewrite wire stories for NYTimes.com and our News Service. Multimedia – Using Flash animation, audio, video and interactive graphics, NYTimes.com is a leader in using the digital medium to tell the whole story. (Demo - Photographer’s Journal) Email – Both on the news side and the business side, we have used email to extend our reach and generate revenue. (Today’s Headlines (setup), (demo), DealBook, HTML Advertiser Emails) Member Registration: All users must provide demographic information & email address to get beyond the home page & section fronts. This is used for anonymous targeting of media. “Brick & Click Selling” – Our separate salesforces regularly work together to generate cross-media packages for our clients Brand Differentiators In 2002 NYTimes.com Will Focus On New Products & Revenue Diversification:  In 2002 NYTimes.com Will Focus On New Products & Revenue Diversification Consumer Content Development Unified Search Personalization User Data Enhancements New Registration Premium Products Development Editor’s Picks Topics of the Times Brand Differentiators New Search Taxonomy Allows Each “Asset” (e.g. article, slideshow, audio) To Be Searchable Across Multiple Categories:  New Search Taxonomy Allows Each “Asset” (e.g. article, slideshow, audio) To Be Searchable Across Multiple Categories Brand Differentiators User Benefits: Improved search results Display of relevant articles and topical categories Integration of multi-media files such as photos, audio and video into search results Integration of third-party content and related Web sites Advertiser Benefits: Contextual Commerce - Ability to integrate contextual e-commerce Contextual Commerce Catagorization Table Better Promotions of Archives NYTimes.com “News Tracker” Will Launch in January 2002 as the Most Robust Personalization Tool Offered by a News Website:  NYTimes.com “News Tracker” Will Launch in January 2002 as the Most Robust Personalization Tool Offered by a News Website Brand Differentiators Registered users can track topics of their own creation. Alerts will be available on the site and via email alerts Subsequent product offerings will allow for wireless & PDA alerts, plus saving & sharing functionality Improved Registration Allows Users to Better Customize Their NYTimes.com Experience and Better Advertiser Targeting :  Improved Registration Allows Users to Better Customize Their NYTimes.com Experience and Better Advertiser Targeting Brand Differentiators Premium upsell opportunities Resume Collection Print Subscription upsell Expanded career and industry information User Benefits: Better customization Increased exposure to NYT product offerings More relevant product promotions Advertiser Benefits: Improved targeting Better audience data Place to sell products Introduction Of New Premium Products Includes Content, Partner Products And New Packages:  Introduction Of New Premium Products Includes Content, Partner Products And New Packages Brand Differentiators Developing Home Grown Products Editor’s Picks Times Topics (involves reseller partnerships, e.g., Amazon) Times Cast Audio Product Times Talks Contextually based placement Offering Partner Products for Sale Innovation in Archive Packaging Continued Experimentation With Subscriptions For Games Discussion Topics:  Discussion Topics Pros/Cons of a separate digital operation Impact of September 11th Efficacy of Internet Advertising Potential market for premium content

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