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Erik Brouwer (PricewaterhouseCoopers) @ CMC Nieuwe Uitgeefconcepten

Erik Brouwer (PricewaterhouseCoopers) @ CMC Nieuwe Uitgeefconcepten



Presentatie van Erik Brouwer tijdens het Cross Media Cafe Nieuwe Uitgeefconcepten (27 maart).

Presentatie van Erik Brouwer tijdens het Cross Media Cafe Nieuwe Uitgeefconcepten (27 maart).



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    Erik Brouwer (PricewaterhouseCoopers) @ CMC Nieuwe Uitgeefconcepten Erik Brouwer (PricewaterhouseCoopers) @ CMC Nieuwe Uitgeefconcepten Presentation Transcript

    • www.pwc.nlSchuivendebusinessmodellenErik BrouwerCross Media Café, Hilversum27 March 2012Erik.brouwer@nl.pwc.com0031 651317003
    • This is the time for new publishing strategies.PwC LLP 2
    • Interesting digital propositions1 42 53PwC LLP + 3
    • The consumer wants to go digital but finds the content insufficientlydifferentiated Recommendation 1: Make use of the possibilities to differentiate withcontent between print and digital and make them complementaryFindingConsumer still sees print and digital Do you intend to switch from a printed newspaper to an e-paper inproducts as substitutes the future?More than a third of the interviewed Already Yesconsumers (38%) does not expect to shift to an switched 8%e-paper. The remainder of the consumers 15%(62%) does consider a move from print todigital. Will continueOnly a minority of the consumers (12%) wishes to read bothto continue both the printed version and the 12%e-paper. This proves that a majority does not noconsider printed and digital content as 38%complementary and does not see added valuein continuing to subscribe to both print anddigital products. maybe 27% Survey FD, selection respondents. Total # respondents = 2.255PwC LLP 4
    • The consumer is often insufficiently aware of the differentiating capacityRecommendation 4: Improve promotion of uniqueness of digital propositions to consumersFindingThe consumer expects the price of digital How much do the following features contribute to the appeal of acontent to be lower than print digital tablet magazine?Consumers indicate that they expect digital Lower price than paper versioncontent to be cheaper than print. A lower price Definitely notraises the appeal of the digital proposition. Not appealing appealing 2% 2%The consumer is therefore not (yet) aware of Verythe fact that digital content can have added appealingvalue as opposed to printed content. Neutral 31% 18% The added value of digital content needs to bepromoted to the consumer by clear andtransparent communication about the digitalproposition Appealing 47% Survey Sanoma, selection respondents. Total # respondents = 6.664PwC LLP 5
    • The consumer values the newspaper brandRecommendation 5: Introduce product bundles in line with the differentiating capacity ofthe content or the (manner of) news consumptionFindingBrand can be utilized to offer bundled If you would receive a free tablet with a digital newspapersubscriptions subscription, would you be interested?A group of consumers is interested in bundledsubscriptions of newspaper and tablet. Theconsumer considers the tablet a medium ofinterest for news consumption. Yes 34%Of the potentially interested more than half(55%) indicates that the publisher is the logical Maybesupplier of bundled subscriptions of 46%newspapers and tablets. No 20% Survey TMG, selection respondents. Total # respondents = 1.001PwC LLP 6
    • Insight into migration of subscribers between print and digital is crucialRecommendation 8: Strike a balance between pricing of paid print and digital propositionsFindingSpecific target audiences show clear Migration behavior Total, Digital and website propositionpreferences for print, digital and Composition subscriber base at change of pricingbundled propositions (print and digital) Total subscription (print + digital)The research shows that pricing of the various Core customer base digital Large part of Total Part will migrate to subscriptions will not migrate subscribers will cancel digital or websitepropositions (print, digital and bundled) can to to Total despite price reduction subscription at price subscription at pricea certain extent influence migration of increase increase of total Current demand subscriptioncustomers between these propositions. 100 Q FD.nl subscribers # WebsiteAt the same time we can distinguish distinct Q FD Digitaal # Digital subscribersclient segments within the wider target Q FD Totaal # Total subscribersaudience with a clear preference forprint, digital or a combination of both. Theseconsumers will not easily switch from print todigital and vice versa. 100 Current price Survey FD, selection respondents. Total # respondents = 2.255PwC LLP 7
    • Consumer still hesitant about long-term payment relationship for digitalpropositions Recommendation 9: Research opportunities for differentiation insubscription forms and payment relationships (print and digital)FindingLarge part of consumers prefers singlepurchases and single payment Suppose the app would be provided as ‘paid only’, which distribution format would you then prefer for your ideal financialThe research shows that a large part of news application?consumers for the present does not wish to enterinto long term payment relationships(subscriptions) for apps. Single-stageThere is still a clear preference for single amountpayment for the app, or single payments for 39%individual issues (magazines on app). Not willing to pay 54% Monthly subscription Possibility 3% to pay per day 4% Survey TMG, selection respondents. Total # respondents = 453PwC LLP 8
    • Recap. The 10 commandments for the newspaperand magazine industry I. Further enhance differentiating capacity 1. Make use of the possibilities to differentiate with content between print and digital and make them complementary. 2. Focus on the content that differentiates you from competitors and utilize brand value to build a payment relationship with consumers II. Make optimum use of the possibilites of digital distribution channels 3. Disclose (unique) content through smart phones and tablets, and exploit technological possibilities even more 4. Improve promotion of uniqueness of digital propositions to consumers III. Design new product combinations 5. Introduce product bundles in line with the differentiating capacity of the content or the (manner of) news consumption 6. Form alliances with providers of products and services, and make ‘pay-per-transaction’ agreements IV. Redefine products and services and set the right prices 7. Strike a balance between free general content and paid unique content 8. Strike a balance between pricing of paid print and digital propositions 9. Research opportunities for differentiation in subscription forms and payment relationships 10. Obtain better insight into actual costs and profits (per customer)Stimuleringsfonds voor de PersPwC LLP 9
    • Our commitment to Digital: capturing the keydynamics of the global digital economy by our annualGlobal Entertainment and Media Outlook PwC’s annual Global and Entertainment Outlook PwCs annual Global Entertainment and Media Outlook is a consistent, comprehensive online source of global analysis for consumer/end-user and advertising spending. With like-for-like, five- year historical and forecast data across 13 industry segments in 48 countries, the Outlook makes it easy to compare and contrast regional growth rates and consumer and advertising spend. Internet access spending Consumer magazine publishing Internet advertising Newspaper publishing TV subscriptions and license fees Radio Television advertising Out-of-home advertising Recorded music Consumer and educational book publishing Filmed entertainment Business-to-business Video gamesPwC 23
    • Thank you for your attention Prof. dr. Erik Brouwer Director erik.brouwer@nl.pwc.com +31 88 792 76 80 +316 513 17 003© 2010 PwC. All rights reserved. Not for further distribution without the permission of PwC."PwC" refers to the network of member firms of PricewaterhouseCoopers International Limited(PwCIL), or, as the context requires, individual member firms of the PwC network. Eachmember firm is a separate legal entity and does not act as agent of PwCIL or any othermember firm. PwCIL does not provide any services to clients. PwCIL is not responsible orliable for the acts or omissions of any of its member firms nor can it control the exercise of theirprofessional judgment or bind them in any way. No member firm is responsible or liable for theacts or omissions of any other member firm nor can it control the exercise of another memberfirms professional judgment or bind another member firm or PwCIL in any way.