As publishers look to monetize digital, the launch of a paywall by the New York Times could prove to be a turning point. Mindshare provide their analysis of what it means for the wider content industry
The New York Times Paywall is a case study based on the business transition from the traditional to digital shift of e-newspapers. The launch of digital devices favoured the growth of The Times as well as the advantages of accessibility had escalated its demands and the viewership. They adopted the Paywall strategy for additional revenue generation through subscription plans. However, the dilemma was for the long term sustenance of the latest The New York Times business model.
The New York Times Paywall is a case study based on the business transition from the traditional to digital shift of e-newspapers. The launch of digital devices favoured the growth of The Times as well as the advantages of accessibility had escalated its demands and the viewership. They adopted the Paywall strategy for additional revenue generation through subscription plans. However, the dilemma was for the long term sustenance of the latest The New York Times business model.
DailyPaywall.com VS Pearson PLC - Conceptual Art with Piracy & Sharing EconomyPaolo Cirio
http://paolocirio.net/work/daily-paywall/
Tens of thousands of articles were appropriated from the websites of The Wall Street Journal, Financial Times, and The Economist through hacking their paywall systems. The artist redistributed the pay-per-view articles for free and offered to pay readers and writers of the news articles by crowdsourcing the project. Readers could earn $1 for responding correctly to quizzes about featured articles, and journalists were invited to claim compensation. Donors could offer any amount to crowdfund the system. The artist created this circular economic model to monetize pirated content for informing the public about major contradictions surrounding the contemporary economy. Daily Paywall was online for five days, with over 60,000 articles and 1000 print copies distributed as a free paper available in custom newsracks and bookshops throughout New York City. The artist sifted through thousands of news articles, editing fifteen issues, each featuring eight articles on various topics. Ultimately, the site was shut down when the largest education and publishing company in the world made claims on its copyrighted material, while the artwork was discussed and reviewed by international media outlets. The performance was pre-scripted and staged for engaging participants in a critical exploration of modern economic models and the distribution of information as material to make works of art.
DailyPaywall.com VS Pearson PLC - Conceptual Art with Piracy & Sharing EconomyPaolo Cirio
http://paolocirio.net/work/daily-paywall/
Tens of thousands of articles were appropriated from the websites of The Wall Street Journal, Financial Times, and The Economist through hacking their paywall systems. The artist redistributed the pay-per-view articles for free and offered to pay readers and writers of the news articles by crowdsourcing the project. Readers could earn $1 for responding correctly to quizzes about featured articles, and journalists were invited to claim compensation. Donors could offer any amount to crowdfund the system. The artist created this circular economic model to monetize pirated content for informing the public about major contradictions surrounding the contemporary economy. Daily Paywall was online for five days, with over 60,000 articles and 1000 print copies distributed as a free paper available in custom newsracks and bookshops throughout New York City. The artist sifted through thousands of news articles, editing fifteen issues, each featuring eight articles on various topics. Ultimately, the site was shut down when the largest education and publishing company in the world made claims on its copyrighted material, while the artwork was discussed and reviewed by international media outlets. The performance was pre-scripted and staged for engaging participants in a critical exploration of modern economic models and the distribution of information as material to make works of art.
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New York Times new digital subscription plans, March 2011NiemanLab
This slide deck, distributed to members of the media on March 17, 2011 by The New York Times, lays out the NYT's plans for charging for access to nytimes.com and its mobile apps.
The subscription model which is appropriately tailored to the needs of readers is a win-win strategy that allows achieving both sides’ goals. It’s possible when the customers receive value from the subscription. Only then will they be more likely to renew the subscription, and they’ll probably do it at an increased rate. The customers that don’t receive value, will return to the marketplace to look for different products that are better for them.
Let’s take a look at five interesting subscription models that were implemented by well-known publishers. How do they monetize their content?
The trends and evolution of monetization strategies in the world of news publication and digital media. We looked at several early adopters in this space and how they adapted to the market situation. Most importantly we have tried to look at some of the evolving needs and trends in this space that will help you understand what lies ahead.
Genius Digital Solutions (GDS) is an emerging IT-enabled services company having rich and varied experienced management and technical team that provides solutions for integrated information management services, effective data transformation through capturing, transforming and activating critical documents.
The Information Services industry is in the eye of the digital storm. Two major contenders within this industry - traditional and new age media companies must adopt strategies for the significant mass of millennials and demanding consumers.
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June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...
New York Times Paywall: Mindshare POV
1. New York Times Norm Johnston March 26, 2011
Metered Model
Background
Since the early days of the commercial Internet, publishers have struggled to balance the need to
monetize their assets with the Web’s insatiable appetite for free content. Media owners have
experimented with models ranging from advertising-funded free editions to various subscription-
based initiatives; all of have tried to balance the need for income with advertisers demands for
sufficient reach to justify spend. With this historical context in mind the New York Times finally
announced their new online pay-model this week.
Details
The New York Times (NYTimes) model is a metered model designed to maximize reach for light
readers while earning subscription fees from heavy, loyal users of the service. Features include:
All offline subscribers of both the NYTimes and International Herald Tribune will have
unlimited free access to all online content.
As of March 28th all non-subscribers will be able to view up to twenty articles per month for
free on the paper’s Web site and applications. After twenty articles users will need to pay for
additional content. However, the site’s homepage and section heads will continue to be free.
A sliding scale subscription service will be available depending on from what combination of
sources readers would like to access content. For example, $15 gives you a four week use of
NYTimes.com and the smartphone application (e.g., iPhone); $20 gives you unlimited access
but swaps the tablet applications (e.g., iPad) for the smartphone version; $35 gives you
unlimited access to everything.
Implications
While the model seems straightforward there are some underlying complexities. For
example, readers can still access up to 5 “free” NYTimes articles each day from Google as
well as from social networks and blogs; these articles will not count as part of your twenty
month limit. Furthermore, eReader subscribers (e.g., Kindle, Nook) who currently pay nearly
$20 a month will not receive the same benefits as their fellow offline subscribers. These
paper-free subscribers will be forced to pay one of the incremental fees listed above.
However, the real test will be whether readership significantly drops, and as result
advertising budgets shift elsewhere with migrating audiences. Other publishers such as the
Wall St Journal and FT.com have successfully implemented similar metered models that
maintain high-reach with light readers while retaining a smaller but lucrative subscriber
audience. In contrast, publishers like the UK’s Times have struggled with their complete pay-
wall model.
Summary
The draconian pay-wall models of the past and present have had mixed results, which is
leading the publishing industry to start bifurcating between two models. The first model is
the advertising-funded free model endorsed by the likes of the Guardian in the UK, although
even they charge for their tablet and smartphone applications. The second model is the
metered model with variable pricing based on content-consumption, access points, and
existing subscriptions. The success of the second model will be down to the publisher’s
ability to continue creating content so compelling existing and new readers will be willing to
pay for access. The NYTimes will be hoping to emulate the success of the WSJ and FT.com