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Print v digital?
Or ‘How we learned to love the internet
and made our newspapers continue to
matter’
Background to Newsroom 3.1
• Culmination of seven years of editorial
restructuring
• Multimedia has been built into the
‘d...
Learning from around the world
Digital First
Media, USA:
Became digital
first but didn’t
focus on print at
the same time.
...
Audience First (Newsroom 3.1)
The journey so far … and the challenges faced
• As newsroom has evolved,
we have introduced ...
Newsroom 3.1: The Brief
• Create a newsroom which is focused on digital
content and driven by digital audience data
• News...
Newsroom 3.1: Structure Key new roles
• Our future revolves around producing great content
• We need to focus as much reso...
New ways…Old ways….
Newsroom content would be decided
based on gut instinct and ‘this makes a
good story’
Content decision...
6am 8am 10am 12noon 2pm 4pm 6pm 8pm 10pm Midnight
6.30am 8am 10am 12noon 2pm 4pm 6pm 8pm 10pm 11pm
Work Day Intensity
Trad...
How will we measure success?
MEASURE REASON
Number of monthly unique users visiting (WW) Standard measure aimed at focusin...
Newsroom 3.1: Flexibility
● Newsroom 3.1 is built around the principle of flexibility,
particularly when it comes to conte...
How times change
CASE 1: big breaking news
500,000 page views 3,500 extra copy sales
CASE 2: setting the agenda
CASE 3: publish, engage, re-package
500,000 page views and 40,000+
social shares
CASE 4: planning analysis
1.4m page views
CASE 5: new creative tools
More than 20,000
votes cast (so far…)
200,000 page views &
45,000 social shares
Two key principles
- First, Fast, Accurate
- A great story is still a great story – we just need to
make the most of it on...
Visit the CharityComms website to view
slides from past events, see what events
we have coming up and to check out what
el...
North West Regional Group
14 May 2015
Manchester
#ccnorthwest
North West Regional Group
Print v digital
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Print v digital at Manchester Evening News. North West Regional Group, 14 May 2015

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Andrew Jackson, acting executive director (digital), Manchester Evening News

Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do. www.charitycomms.org.uk

Published in: Government & Nonprofit
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Print v digital at Manchester Evening News. North West Regional Group, 14 May 2015

  1. 1. Print v digital? Or ‘How we learned to love the internet and made our newspapers continue to matter’
  2. 2. Background to Newsroom 3.1 • Culmination of seven years of editorial restructuring • Multimedia has been built into the ‘day job’ for several years • Now we cross the Rubicon, to become digitally-LED • Creates an ‘Audience First’ newsroom • Give audiences what they want, when they want it, on the platforms they use • It’s not the end...
  3. 3. Learning from around the world Digital First Media, USA: Became digital first but didn’t focus on print at the same time. Impressive digital ideas Shaw Media, Illinois Streamlined print production to focus on digital Helsingin Sanomat, Finland Quality content online, reversed into strong print product Bild, Germany Empowered content creators to own digital process Regionalmedie, Austria Put UGC at heart of operation All of the above support, but don’t alone create, an audience-first content approach in the newsroom
  4. 4. Audience First (Newsroom 3.1) The journey so far … and the challenges faced • As newsroom has evolved, we have introduced more digital elements • Our regional newsrooms far more advanced than others in the market • But until now the newsroom has continued to operate to a ‘print beat’ with digital overlaid • This means we miss opportunities to capitalise on digital audience opportunities Built around the principles of providing the content people want, when they want it, in the format they want Newsroom 3.0 Much greater emphasis on digital audience, but within a print working day (eg digital takes back seat as print deadline nears) Digital aspects introduced to the newsroom, eg video, breaking news online Digital produced in a print environment Where we began and where we stayed for a long time. Focus on preserving print performance Print First Multimedia Newsroom
  5. 5. Newsroom 3.1: The Brief • Create a newsroom which is focused on digital content and driven by digital audience data • Newsroom must be staffed by people who believe in the digital future and have the skills to deliver great digital content • Continue to produce strong newspapers which contain content produced for digital platforms. • Revamp print to ensure digital opportunities are met Newsroom 3.1: Principles • All content creators focus on delivering content for digital platforms • Newsroom day is built around key audience spikes • Newsroom produces content based on digital audience data • Newsroom is led by people who can convincingly advocate digital excellence • Strong print unit created to deliver stronger newspapers Newsroom 3.1: Enablers Content desk don’t have sight of print dummy. They fill content into audience spikes throughout the day Mini meetings before each audience spike to review what’s working, and what needs more focus Main planning meeting - plans for next day, next week and reviews one month out: Forward planning locked in Print placement is a discrete discussion between editor in chief and print unit, who finesse content created for digital The result is a newsroom which delivers content the audience is showing it wants
  6. 6. Newsroom 3.1: Structure Key new roles • Our future revolves around producing great content • We need to focus as much resource as possible here • Content managers need to commission as well as share • Newsroom leaders lead by example Content Directors: Small team of senior digital content experts Content Developers: Reporters, photographers, curators and print production specialists who deliver great content Content Managers: Skilled content experts driven by data to commission great content Newsroom 3.1: Pyramid Planning Analyst: Delivers useable audience data into day to day decisions Football Editor: Ensures fan-first focus on content around the sport which matters Social Media Editor: Owns audience interaction across social media platforms Advance content writer: Focuses on 30-day plans which ensure we build content plans in advance Content Editor: Digital-focused content commissioner who uses data to drive decisions Print Publishing Editor: Owner of print in the newsroom. Ensures print is great Agenda Writer: Super specialist role which owns entire brief, sets brand agenda
  7. 7. New ways…Old ways…. Newsroom content would be decided based on gut instinct and ‘this makes a good story’ Content decisions based on audience data and popularity – if users like it, we do more Newsroom structures were based around subject matter: eg news, sport Structures clustered around the different ways people use content – eg for info or passion Content desk place stories on pages and build content generation around pages to be filled Content desk doesn’t see print dummy – works towards audience spikes and filling those with timely, relevant content Newsroom was built around print deadlines – less intensity in evenings and weekends Day built around digital audience spikes, with greater emphasis on busier times such as weekends and evenings Forward planning was hit and miss, often missing big opportunities Forward planning critical to our success due to search behaviour. A daily feature
  8. 8. 6am 8am 10am 12noon 2pm 4pm 6pm 8pm 10pm Midnight 6.30am 8am 10am 12noon 2pm 4pm 6pm 8pm 10pm 11pm Work Day Intensity Traditional Newsroom Newsroom 3.1 The darker the colour, the more members of staff in the newsroom Arrows represent when content is released In a traditional newsroom, the bulk of content would be released online at 11am Print deadline would occur between 10pm and 11pm Newsroom 3.0 introduced the concept of releasing more content for key spikes in digital audiences Newsroom 3.1 enshrines this principle, with content prepared for spikes at 8.30, noon, 4.30pm and 8pm. Print is then created for 10pm Working day extended slightly, with production of print smoothed across the day
  9. 9. How will we measure success? MEASURE REASON Number of monthly unique users visiting (WW) Standard measure aimed at focusing attention on max reach Number of Page views per month (WW) Standard measure aimed at ensuring we associate audience with ad impressions Pages per user, per month This focuses attention on turning casual reader into an engaged one % of unique users visiting more than 10 times a month New measure to ensure attention paid to creating loyalty % and number of visitors arriving to homepage, channel fronts via bookmarks or launching app A good measure of loyalty – focuses attention on behaviour of most loyal readers and making more readers loyal Number of visitors to digital platforms and page views from within regional footprint Most valuable audience to us. Ensures we deliver sustainable content (ie no UFOs!) % of local population who visit our websites each month Key commercial sales message which advertisers understand – our local reach Number of video streams generated per month Potentially most valuable revenue stream available if we generate enough streams
  10. 10. Newsroom 3.1: Flexibility ● Newsroom 3.1 is built around the principle of flexibility, particularly when it comes to content priorities ● This doesn’t just mean content themes (eg a greater focus on NUFC and advance events) but also on content formats ● Our content desk is challenged to ask ‘What is the best way to tell this story?’ about every story they commission ● We anticipate new forms of storytelling emerging, and a changing focus on ways to tell stories, eg renewed focus on liveblogs, which Trinity Mirror has led the way with since 2008 ● Our new ‘content innovations unit’ headed by Alison Gow will lead on this, working with all our local newsrooms ● Newsroom 3.1 has been built with video in mind - a prime example of a type of content which has become increasingly important due to the high levels of audience engagement it can create, audience demand and revenue opportunities ‘Expected, not requested’ approach for MMJs - expected to shoot at scene Point and shoot Football shows, business shows, vodcasts, content we provide depth in Appointment to View Football shows, business shows, vodcasts, content we provide depth in UGC Regional video strategy Mirror content, other centres content, PA feeds Shared video
  11. 11. How times change
  12. 12. CASE 1: big breaking news 500,000 page views 3,500 extra copy sales
  13. 13. CASE 2: setting the agenda
  14. 14. CASE 3: publish, engage, re-package 500,000 page views and 40,000+ social shares
  15. 15. CASE 4: planning analysis 1.4m page views
  16. 16. CASE 5: new creative tools More than 20,000 votes cast (so far…) 200,000 page views & 45,000 social shares
  17. 17. Two key principles - First, Fast, Accurate - A great story is still a great story – we just need to make the most of it online
  18. 18. Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do. www.charitycomms.org.uk
  19. 19. North West Regional Group 14 May 2015 Manchester #ccnorthwest North West Regional Group Print v digital

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