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The Problem
and A Solution
Where we’re
going continues
to evolve…
…where we start
never changes
So…
what is the problem?
“Let’s hope print ad
revenues flatten out.”
Hope is not a strategy.
“Digital ad revenue will save us.”
Over the past five years, the newspaper industry has lost $50 of print ad
revenue for e...
Sobering trend
Houston we have a problem
The Problem
• It’s not clear that print and digital subscriptions and advertising revenues will
be sufficient to continue ...
• Therefore, we must find
ways to sustain this scale
so we sustain our
competitive advantage;
otherwise, we risk being
com...
This is our strategy
As we go forward, we will succeed to
the extent we leverage our brand,
along with our core competenci...
So what do
we do?
This is our solution
We have to diversify our sources of revenue.
Period.
End of statement.
Distributions of Revenue
Core Print
42%
Circulation
31%
Niche Print
10%
Digital
8%
Commercial Print
& Distribution
6%
New ...
0
50
100
150
200
250
300
Q2/12 Q3/12 Q4/12 Q1/13 YTD
98
221 254
187
Contracts by Quarter
Sales Volume:
Launch to March 2013
Average Value Order (AVO):
Launch to March 2013
$475
$285
$412
$650 $672
$-
$100
$200
$300
$400
$500
$600
$700
$800
Plan Q...
Diversifying Sources of Revenue
The decrease in core print ad revenues in the 2013 financial plan are offset
dollar for do...
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ISOJ 2013

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  1. 1. The Problem and A Solution
  2. 2. Where we’re going continues to evolve…
  3. 3. …where we start never changes
  4. 4. So… what is the problem?
  5. 5. “Let’s hope print ad revenues flatten out.” Hope is not a strategy.
  6. 6. “Digital ad revenue will save us.” Over the past five years, the newspaper industry has lost $50 of print ad revenue for every $1 of digital ad revenue growth. This doesn’t feel like salvation.
  7. 7. Sobering trend
  8. 8. Houston we have a problem
  9. 9. The Problem • It’s not clear that print and digital subscriptions and advertising revenues will be sufficient to continue to support the scale of resources we invest in gathering, publishing and distributing news and information. • It is the scale of our news and information resources applied to a local market that provides us our competitive advantage.
  10. 10. • Therefore, we must find ways to sustain this scale so we sustain our competitive advantage; otherwise, we risk being commoditized. • So if necessary, we will cross-subsidize the investment we make in our news resources in order to preserve our scale, which is essential to preserving our competitive advantage and sustaining the strength of our brand.
  11. 11. This is our strategy As we go forward, we will succeed to the extent we leverage our brand, along with our core competencies and our infrastructure, to build or buy complimentary businesses that provide us with sustainable revenue growth.
  12. 12. So what do we do?
  13. 13. This is our solution We have to diversify our sources of revenue. Period. End of statement.
  14. 14. Distributions of Revenue Core Print 42% Circulation 31% Niche Print 10% Digital 8% Commercial Print & Distribution 6% New Business 1% All Other 2% 2012 Core Print 39% Circulation 31% Niche Print 10% Digital 9% Comerical Print & Distribution 6% New Business 3.5% All Other 2% 2013
  15. 15. 0 50 100 150 200 250 300 Q2/12 Q3/12 Q4/12 Q1/13 YTD 98 221 254 187 Contracts by Quarter Sales Volume: Launch to March 2013
  16. 16. Average Value Order (AVO): Launch to March 2013 $475 $285 $412 $650 $672 $- $100 $200 $300 $400 $500 $600 $700 $800 Plan Q2/12 Q3/12 Q4/12 Q1/13 YTD AVO
  17. 17. Diversifying Sources of Revenue The decrease in core print ad revenues in the 2013 financial plan are offset dollar for dollar with the planned increases from the new businesses started or purchased in 2012:

ISOJ 2013

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