Digital subscription growth often comes at the expense of traditional readership. Such is not the case in New London, CT where The Day has seen a 20% growth rate in digital membership while maintaining its traditional base. Leveraging its relationship with LEAP, the company has put focus on the customer rather than the channel while recognizing that consumer monetization in the digital era is an evolutionary process requiring activation, engagement and value-exchange to drive loyalty. Perhaps most importantly, The Day has resisted the temptation to compromise customer relationships through incremental charges, pricing actions, forced buys, etc., and has treated them like the strategic assets they are.

1. Treating the Customer as a Strategic Asset:
Multi-Platform Audience Growth at The Day
JUNE 12, 2017

2. The Plan
1) Database-driven customer prospecting
➢Customized approach based on lifestyles
➢Different approach for different platforms
2) Customized approach based on retention
➢Geographic and lifestyle metrics
➢Sales response and retention metrics
3) Expand our registered users database
➢Market registered users for membership
4) Enhanced local news coverage
➢Focused on target towns with the highest index value
5) Day Passport: Added value beyond content
➢Contests, Giveaways, Discount Deals
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IN THE BEGINNING
2011

3. 3
1) Analyzed active, former and prospective groups according to age, income, education,
length of residence and occupation.
2) Scored each demographic characteristic based on the subscriber index.
3) Organized high scoring segments into demographic life stage groups; targeted for
acquisition marketing and product development.
4) Assigned specific membership offers to those opportunity groups based on historical
behaviors and success in selling and retaining those groups.
5) Customized offers to specific growth model clusters to maximize response and retention
utilizing email, direct mail and telemarketing.
6) With news, identified coverage resources in emerging markets
Execution
Engaged new readers with customized sales approaches

4. How do we capture data?
Drive Engagement and Opportunity
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Registered
Users
Members
Household
Market Data
Contests &
Trivia
Reader PollsBehavioral
Profile Emails
Managed
Services
Sponsored
Features
Daily Content
Emails
How Do We Use The Data?
• Target legacy and sponsored content
features to location and device
• Develop new products driven by
market preferences

5. 5
2013 2014 2015 2016 2017
Proof of Concept
Digital Only Growth: 35% YOY

6. 6
0%
2%
4%
6%
8%
10%
12%
14%
16%
2013 2014 2015 2016 2017
2013, 5%
2014, 6.50%
2015, 8%
2016, 12%
2017, 15%
Proof of Concept
Digital Only Subscribers as a % of Total Home Delivered

7. 7
0
0
0
0
0
0
0
0
0
0
2013, -1.20%
2014, -1.00% 2015, -0.07%
2016, -0.03%
2017, 2.80%
Proof of Concept
Home Delivery YOY Change %

8. 8
Registered Users
• Expands consumer relationships: New prospects for membership and overall engagement
• Creates new audience for marketing: newsletters, sponsored content platforms, IP retargeting
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000
100,000
2013, 52,812
2014, 69,324
2015, 75,682
2016, 81,110
2017, 94,001

9. Monetized Engagement Platforms
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• Consumer budget has been achieved every
month since September of 2015
• 2017 YTD Consumer revenues are running
3.5% over prior year
Our content team and D2 Media Solutions built with
resources made available by functionality of our
database platform
➢ 2017 revenues associated with Sunday
Magazines, Business Monthly, and D2 Media
Solutions will exceed $1,000,000

10. Going Forward
Keys to success
 Maintain regular curriculum of engagement through newsletters, passport offers, contests,
polls, newsletters, acquisition, and reacquisition campaigns
 Develop new revenues streams by continuing to leverage audience data
 Aggressively market D2 Media Solutions to meet business plan
 All staff tied to over budget performance
Renewed Focus
 Build out a 3 year plan to accelerate the conversion of engaged readers to subscribers
 Focus new content on what has been historically our most challenging cohort; millennials. They
have a built in expectation to pay for digital products
 Invest in news while challenging staff to continually refresh and renew content and content
presentation
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11. Michael Moses
Office: 860-701-4221 Email: m.moses@theday.com
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