1. Outline
 Introduction
 Radikal’s Business Overview
 Vision & Mission
 Competition
 External Analysis
 SWOT Analysis
 Porter’s Five Forces Model for Radikal
 Value Chain Analysis
 Strategy Overview
 Recommendations / Conclusion
Radikal’s
Transition to
Digital
Journalism
www.radikal.com.tr No. 123456
Prepared by Atilla Eren YILDIRIM, Çağrı Bilici and Murat Doğan

2. Introduction
• Radikal began in 1996 with support from the powerful Dogan
Media Group
• Mehmet Y. Yılmaz was the Founder and the first Publishing
Director
• The purpose of this paper is to evaluate the impacts of the
shifts in demographics, innovations, technological
developments and audience expectations on Radikal’s
business
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3. Radikal’s Business Overview
• In 1996, Radikal was founded
by Dogan Media Group
• In 2004, Radikal was awarded
the Turk Democracy
Associations "Democracy Media
Award" (jointly with Zaman)
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4. Radikal’s Business Overview
• The Dogan Media Group's
economics daily Referans
merged to Radikal in 2010, with
Referans editor-in-chief Eyüp
Can becoming editor-in-chief of
the combined paper, replacing
İsmet Berkan
• Later in 2010, the paper moved
to a tabloid format and
introduced new columnists
Dilek Kurban of TESEV, Cüneyt
Özdemir, and Sırrı Süreyya
Önder
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5. Radikal’s Mission & Vision
• Radikal is a newspaper which is innovative with a deep and
wide editorial point of view that urban readers look for. Its
audiences are young, intellectual, well educated, middle and
high income groups who prefer to read accurate news and
unbiased comments
• The main purpose of Radikal, are to reach more audiences,
increase its relative market share, to enable its audiences to
reach multilateral expert comments
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6. Competition
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• Radikal is the 43rd biggest and
most widely visited website in
Turkey (by over one million
visitors per day) for news and
information. Additionally,
1,152,249 and 977,105
followers are on Facebook and
Twitter, respectively.

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External Analysis
Political
• Unexpected
Resignation
• Terrorist Acts
• Elections
Economic
• Technological
progress which might
lead to companies’
bankruptcy and
increase in
unemployment rate
• Financial crisis (high
printing costs,
declining
advertisement
revenues, loss of
classified advertising,
falling margins and
drops in circulation)
• No revenue from the
sale of newspapers (in
printable version) after
transition to digital
journalism
Socio-cultural
• The effects of the
Internet on the
audiences’ reading
behaviour and
objection towards
reading newspaper in
published versions
• Demographical
change (increase in
news readers between
the age of 18 to 24)
Technological
• Internet substituting
the prints
• Increase in the
competitiviness with
easy entry barriers
requiring low capital
cost and resources
• Enabling readers to
access all news free
• Demographical
change (increase in
news readers between
the age of 18 to 24)

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SWOT Analysis
Strengths
• Leading company known to be, since 1996
• 43rd biggest website in Turkey
• Most widely visited website for news and
information in Turkey
• Transition to the tabloid format in 2010
• Adaptation of the shifts in the news environment
• Appealing design of the whole website filled with
colorful photographs, graphs and charts
Weaknesses
• No charge made for online news services provided
to the audiences and/or readers
• Deficiencies in the management of Radikal
Opportunities
• Constant innovation in providing more valuable
news to the diversified readers
• Diffusion of digital journalism, and
• The opportunity to increase digital advertisement
Threats
• Increasing competition from other online news
providers both local and global, and
• Negative reviews and criticism by users and/or
audiences as well as competitors

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Threat of new entrants – Extremely High
• The emergence and diffusion of radical innovation and disruptive technologies have increased competitiveness
with easy entry barriers requiring low capital cost and resources
Bargaining power customers – High
• The audiences have the choice to read newspapers either online for free or at cost on paper. Large advertisers
(another type of customer) have a greater power to bargain
Threat of substitutes – Extremely High
• Most markets have multiple news sources where people can derive news from TV stations or national
publications. However, individuals are not only limited to one source. Rather, they have more than one option
such as business journals, magazines, competing newspapers
Bargaining power of suppliers – Fairly low
• The inability to charge for online content resulting to low supplier bargaining power
Intensity of Rivalry – High
• Radikal’s local competitors including Habertürk, Hürriyet, Milliyet, Posta, Sabah, … , Zaman and thousands of
online competitors are large-size Companies with high circulations and reach competing for the same customer
Porter’s Five Forces Diagram

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Value Chain
Traditional Journalism vs. Digital Journalism
Value Chain

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Value Chain
Traditional Journalism
Journalist &
Photographers
Journalist &
Photographers
Content
creation,
Editing,
Publishing
Advertiser
Printing
W
H
O
L
E
S
A
L
E
R
R
E
T
A
I
L
E
R
R
E
A
D
E
R
Content Creation Manufacturing Distribution

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Value Chain
Digital Journalism
Content
Creation
Management
of creative
Content
Aggregation,
Publishing,
Distribution
- Hosting &
Platform
Provision(portals)
- Online retail
Customer
Digital content support services Access technologyg

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Strategy Overview
• Quality of the Content
• Mobile Access

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Recommendation
Radikal should …
• follow shifts in the news environment (i.e. digital media trends)
utilisation of star bloggers and social media top rating stars
• be flexible for social network
• enhanced and implement the mobile application strategies

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Thank You !