“ In 2006 EMI, the world's fourth-biggest recorded-music company, invited some teenagers into its headquarters in London to talk to its top managers about their listening habits. At the end of the session the EMI bosses thanked them for their comments and told them to help themselves to a big pile of CDs sitting on a table. But none of the teens took any of the CDs, even though they were free. “That was the moment we realised the game was completely up,” says a person who was there.”
- “ From Major to Minor ,” The Economist , Jan 10 08
“ Turning WSJ.com into a free site would require a 12x increase in traffic growth to offset the lost revenue, according to a new report from Bear Stearns analyst Spencer Wang. WSJ.com revenue is currently pegged at $78 million annually, based on an estimated 989,000 subscribers paying $79/year. Including non-subscriber traffic, the company claims 122.4 million monthly page views. Based on an estimated CPM of $6 and a few other assumptions about sell-through rate and ad impressions per page, Wang arrives at the 12x conclusion. “
“ The Orlando Sentinel and Tribune Company went halfway around the track in the right direction ... when they decided to stop devoting staff to national coverage of Nascar races, putting their priority and dwindling resources instead on local, which I believe is where they should be. As a result, they lost their Nascar writer, Ed Hinton, who they boast is the best in the nation. ...
“ What I think they should have done instead is set up Hinton in business. If Hinton’s the best ... then I’d have proposed creating a blog and site for him and selling ads into it and syndicating content onto my newspaper sites where I’d also sell ads and share revenue there, too ...
- Jeff Jarvis, “ Halfway ’round the track ,” Buzzmachine , Jan 02 08
“ Nearly half the slide in the market capitalization of newspaper stocks came in 2007, when the shares lost a collective $11 billion, or 26%, of their value. Thus, newspapers lost nearly as much value last year as they did in the two prior years put together.” (2/4)
“ [T]he $23 billion drop in shareholder value since yearend 2004 equals the current total value of all the common stock of Belo, Gannett, Lee Enterprises, Media General, McClatchy, the New York Times Co. and the Washington Post Co.” (4/4)
“ To me, this is a very exciting time. The shifting winds are bringing with them new opportunities to reshape the form our journalism takes, and to reignite the enthusiasm of readers. The web provides us with endlessly rich tools to pursue our craft, and to create communities who engage in dialogue with writers, readers and with the people we cover. ”
- Sharon Waxman, on her departure from the New York Times ,
“ Ex-Jane Editor lands at Yahoo” Michael Learmonth, Silicon Alley Insider , Dec 18 07 Holley Brandon
“ For a long time I thought glossy magazines were immune to threat of online journalism. Unlike business mags, glossies rely so heavily on photography that I believed they would remain safe in print, no matter how many people were flocking to the web. “However, Holley's move to Yahoo ... just pounds another nail into the coffin of print. It's becoming increasingly obvious that the only place a woman like Holley can make money is the internet -- no glossy magazine can sell ads against the kind of content she runs -- intelligent, irreverent stories that those who want more than what the typical women's interest publication offers. On the internet, that won't be a problem, because that's where smart people get their information. ” - Comment #1 , “Lauren”
“ We have no desire to screw a category of people, to trick them or something. We legitimately want these partners to be successful.” He [Brin] believes that “the nature of these ... functions” may change, just as the role of librarians has.
“ When you have a technology that is as engrossing as the Internet, you’re going to have winners and losers. I’m not trying to sound arrogant. I’m trying to sound rational about it. The Internet allows people to consume media in a different way.”
“ Their initial design had started off as something very similar to ... existing heavy bombers, armed with three gun turrets and a six-man crew, powered by two ... engines. However the resulting design had very poor performance. The designers started looking for ways to improve it, including the addition of another pair of engines. After more work on the concept they started moving in the other direction instead, trying to shave off everything that was unneeded in order to lower weight. As each of the gun turrets was eliminated the performance of the aircraft continued to improve, until they realized that by removing them all the aircraft would be so fast it would not need guns anyway. What emerged was an entirely different concept, a small two-engine, two-person aircraft so fast that nothing in the sky could catch it. “