5. Our strategic model
Digital news media & transactions co.
Independent quality journalism & content
Horizontal Media coverage
Print/Radio Online Smartphones/
Tablets
Smart TV/IPTV
Cross-platform audiences
Circ/Subs/pay Digital Data, events
Advertising
for content Transactions etc
Monetise audiences through the day
At the core of our strategy is the distribution of our journalism across converging
multi-platforms, and the aggregation and monetisation of audiences via multiple
revenue streams
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6. In the last 5 years our metro audience reach has grown by 30%
to over 7 million people
Fairfax Audience by Media Type 30%
% of population
Market Total (000s in brackets)
Growth
38%
People who (7,173)
access the
Internet at least 33%
monthly has (5,540)
grown from 73%
to 90% of the
population
Reach (000s)
People who read
a newspaper in
the last 7 days
has declined
from 80% to 64%
Source: Roy Morgan Data March 2012 v March 2007. Fairfax Metro Print = SMH M-Sun net & AGE M-Sun net, GW, SL, TSM, TMM. Fairfax Digital = Any
Fairfax site visited in the last 4 weeks. Note: Online audience estimate is regarded as very conservative
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7. New platforms also help us reach new users
iPads sold in the Australian Market 2
Tablet apps - combined SMH/The Age 1
90,000 900,000
80,000 800,000
70,000 700,000
32%
cumulative downloads
60,000 600,000
av daily UB
50,000 500,000
40,000 400,000
30,000 300,000
20,000 200,000
10,000 100,000
- -
11
11
12
12
12
2
1
2
11
11
11
2
1
2
1
-1
l-1
l-1
r- 1
-1
-1
-1
v-
n-
n-
n-
b-
g-
p-
c-
ar
ay
ay
ct
Ju
Ju
Ap
Ipads sold in Australian Market SMH/AGE apps downloaded
No
Ju
Ja
Ju
Fe
Au
Se
De
M
O
M
M
Av daily unique browsers Downloads
1 Sources; AppFigures, Google Analytics
Due to technical issues with Google Analytics tracking code, complete data for average daily unique browsers for May & June 2012 is unavailable.
2 Source: Frost & Sullivan May 2012
Fairfax have estimated this amount based on Apple download figures allowing for estimated removed apps. 7
8. Advertisers can reach our audience throughout the day
First Look News in News Strong Mid ‘The Catch-up Downtime, Indulging in Late Night
Headlines brief on through video afternoon Overnighter’ on the longer some ’me- Viewing:
the go the day, behaviours break, strap day’s content, time’ with Prime Time
short and around lighter directing you events on deeper inspiring, for Long-
frequent lunch stories to longer the way engagement longer reads Form Video
content home
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9. We know that product usage varies by platform across the day
Traffic Peaks Through the Day
Home Travel Work Travel Home
% of platform traffic
9:00
20:00
5:00
6:00
7:00
8:00
10:00
14:00
16:00
13:00
11:00
12:00
15:00
17:00
18:00
19:00
21:00
22:00
23:00
longform web, shortform mobile tablet radio newspaper
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Sources: Web/Mobile/Video : Neilsen Aug 2011; Tablet Omniture Aug 2011; Print, Radio Roy Morgan June 2011
11. Metro problems identified and solutions found
Identified problems Solutions found
Silos • Across geographies Change the way • Work in smarter ways to create
we work audience-focused, quality
• Across platforms independent journalism and more
unique content for all platforms
• Across days of the week
• Create fully integrated newsrooms
across geographies and platforms
Duplication • Occurs in content creation Remove • Through better and more
unnecessary transparent planning and
• Occurs in production commissioning, and building
duplication and
improved organisational discipline
• Occurs in editorial waste
management • Preserve local voice of each
platform and meet the needs of
local audiences
Print-first • Stories subbed many times Become digital • While still producing quality
ways of first newsrooms newspapers
• Stories held off web
working
unnecessarily
• Online not included in
planning
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12. Changes to Metro Media newsrooms
• Topics will be platform-neutral, delivering coverage for all platforms 24/7.
• Topic Editors will roster journalists to ensure all platforms are serviced 24/7, meeting rolling deadlines.
• Journalists who are subject matter experts will be expected to contribute their commentary or analysis
to meet the needs of a digital audience.
• Not all stories will be published digital-first, but many – including our exclusive journalism - will.
• Duplication and over-commissioning will be eliminated.
• We will adopt digital-first efficient ways of working that eliminate wasteful re-work, such as stories being
subbed many times.
• We will use reader feedback and audience analytics to help guide the journalism we do.
• Video editors will be involved in all news briefings and planning meetings.
• Social media will be integral to our newsrooms.
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14. Fairfax of the Future project is transforming the way we do business
14
15. Metro Media: key transformation initiatives
• A digital first editorial model implemented
By July 2012 • Removal of ineffective circulation that offers no value to advertisers
whilst maintaining readership market share
• Integration of sales across channels
• SMH and the Age to convert to contemporary compact print formats
From March 2013 • Introduction of a digital subscription model for the Metro mastheads
• Closure of the Chullora and Tullamarine printing plants, providing
By June 2014 flexibility to convert to a digital only model
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16. Building required capabilities is a critical first step
• Move beyond historical platform-centric view of our audience
Develop deeper understanding of
• Develop strategic segments to provide focus and direction
our audiences
• Invest in understanding adjacent unmet needs that can be served
Drive performance through aligned • Replace traditional metrics such as circulation
incentives and active performance • Provide incentives for collaboration across silos
tracking • Develop a new ‘language’ for assessing and discussing success
• Commit to understanding and valuing talent across the business
Attract, retain and grow talent
• Offer opportunities to learn new skills and take on new challenges
across the business
• Create an entrepreneurial atmosphere that promotes fresh thinking
Invest in critical technologies to • Put systems in place to track and monitor performance
support and enable strategy • Provide the means for working efficiently and effectively
execution • Centralise and simplify the technology footprint
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17. Changes to the organisational structure are required to ‘unlock’
whole-of-company opportunities
Metro • Maintain ownership of
core customer-facing
Marketplaces activities in Business
Units
FRG
Regional • Centralise common
activities to enable a
Ags
whole of Fairfax
NZ
approach to unlock
savings and variablise
Radio costs
Organised by BU Centralised Centralised Centralised
(no centralisation today) (partially centralised today) (as is today)
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18. In conclusion
ONLINE GROWING COST PROFITABLE
NEWS AUDIENCES DISCIPLINES PRODUCTS
PLATFORMS
We’re focused on We’re focused on We’ve got rigorous We’re continuing to
continued decisive growing audiences – cost disciplines develop profitable
leadership in the already having the products – across print
development and largest news and digital – with a
monetisation of online audience in Australia focus on accelerating
news platforms our online business
which is seeing strong
revenue growth
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