1. The document discusses challenges facing media organizations in a rapidly changing marketplace, including socio-political and demographic shifts since the 1970s that have disrupted traditional media business models.
2. It analyzes the historical rise and economic power of newspapers and magazines from the late 1800s to late 1900s, fueled by industrialization, mass literacy, and new printing innovations that lowered costs and increased circulation.
3. However, print media has lost economic status over the past 50 years as advertising dollars have increasingly shifted to electronic media like television and the internet. Media companies must focus on systematic innovation to survive ongoing disruption.
This document provides an overview and guidance for international business strategy and marketing for small and medium enterprises (SMEs). It begins with introductory notes and definitions. The document then covers various aspects of developing an internationalization strategy, including understanding the global business environment, the importance of strategy, assessing country markets, and tips for negotiating with Italian business partners. Key recommendations are to thoroughly research target markets, adapt marketing mix elements like products and pricing to different country needs, and prepare companies for the risks and requirements of international trade.
Utilizing hindsight to rebuild the capital markets feb 2012Dara Albright
In this remarkable moment in history, the U.S. regulatory environment, its capital markets and the innovation that drives those markets are simultaneously on the threshold of dramatic change. We are currently witnessing the embryonic period of a cutting-edge stock market just as we usher in a new era of mass media. At the same time, new legislation aimed at facilitating capital formation is being introduced to support this modern infrastructure. There has never been a more opportunistic time to capitalize on change.
The document discusses the transformation of the newspaper industry due to the rise of digital media and the Internet. It notes that print newspapers are struggling in developed nations but still thriving in some developing areas for now. However, the entire industry is having to adapt to declining print advertising revenues by shifting business models to focus more on digital content and exploring new revenue streams like paywalls and combined print/online subscriptions.
1) Traditional media is losing control as consumers have more choices in how they consume information from various online sources.
2) Brands face challenges in reaching consumers who can now avoid advertisements.
3) People are more likely to trust peer recommendations and personal connections over institutional sources of information.
The document discusses how traditional marketing models are being challenged as consumers gain more control over media. It notes that consumers now trust other people like themselves as information sources more than traditional media outlets or companies. The document argues that for brands to be successful, they need to become storytellers that inspire consumers to tell stories about the brand themselves in an authentic way. It suggests brands look to their own histories, values, customers and employees to find ready-made stories to share.
Sortir du Cadre (Think Wider) Future of photojournalism - Eng - by Gerald Hol...Gerald Holubowicz
The document discusses the decline of the newspaper industry due to a loss of traditional revenue streams from advertising and classifieds as well as the rise of free news and information sharing on the internet. It analyzes statistics showing drops in newspaper readership, advertising dollars, and sales across many developed countries. The author argues that newspapers failed to adapt their business models to the digital era and the new sharing economy enabled by the internet.
This is a presentation Alain Thys gave Nov 29 at the Marketing3 conference at Media Plaza in the Netherlands. A big thank you to Lynette Webb who's visual posts and pictures have provided inspiration for quite a few of the slides.
This document discusses the evolution of digital consumers and media consumption over time. It notes how technology and media have changed from hardware-driven in the 1970s to being more software/content and connection focused today. Examples are given of different technologies and media and how their usage has changed from 1970s to 1990s to 2000s. The document also discusses the rise of social networking and its impact. It suggests that marketers need to understand and communicate with the new digital consumer in more relevant ways rather than just spamming. Marketers are encouraged to listen to consumers and focus on building connections rather than just pushing messages.
This document provides an overview and guidance for international business strategy and marketing for small and medium enterprises (SMEs). It begins with introductory notes and definitions. The document then covers various aspects of developing an internationalization strategy, including understanding the global business environment, the importance of strategy, assessing country markets, and tips for negotiating with Italian business partners. Key recommendations are to thoroughly research target markets, adapt marketing mix elements like products and pricing to different country needs, and prepare companies for the risks and requirements of international trade.
Utilizing hindsight to rebuild the capital markets feb 2012Dara Albright
In this remarkable moment in history, the U.S. regulatory environment, its capital markets and the innovation that drives those markets are simultaneously on the threshold of dramatic change. We are currently witnessing the embryonic period of a cutting-edge stock market just as we usher in a new era of mass media. At the same time, new legislation aimed at facilitating capital formation is being introduced to support this modern infrastructure. There has never been a more opportunistic time to capitalize on change.
The document discusses the transformation of the newspaper industry due to the rise of digital media and the Internet. It notes that print newspapers are struggling in developed nations but still thriving in some developing areas for now. However, the entire industry is having to adapt to declining print advertising revenues by shifting business models to focus more on digital content and exploring new revenue streams like paywalls and combined print/online subscriptions.
1) Traditional media is losing control as consumers have more choices in how they consume information from various online sources.
2) Brands face challenges in reaching consumers who can now avoid advertisements.
3) People are more likely to trust peer recommendations and personal connections over institutional sources of information.
The document discusses how traditional marketing models are being challenged as consumers gain more control over media. It notes that consumers now trust other people like themselves as information sources more than traditional media outlets or companies. The document argues that for brands to be successful, they need to become storytellers that inspire consumers to tell stories about the brand themselves in an authentic way. It suggests brands look to their own histories, values, customers and employees to find ready-made stories to share.
Sortir du Cadre (Think Wider) Future of photojournalism - Eng - by Gerald Hol...Gerald Holubowicz
The document discusses the decline of the newspaper industry due to a loss of traditional revenue streams from advertising and classifieds as well as the rise of free news and information sharing on the internet. It analyzes statistics showing drops in newspaper readership, advertising dollars, and sales across many developed countries. The author argues that newspapers failed to adapt their business models to the digital era and the new sharing economy enabled by the internet.
This is a presentation Alain Thys gave Nov 29 at the Marketing3 conference at Media Plaza in the Netherlands. A big thank you to Lynette Webb who's visual posts and pictures have provided inspiration for quite a few of the slides.
This document discusses the evolution of digital consumers and media consumption over time. It notes how technology and media have changed from hardware-driven in the 1970s to being more software/content and connection focused today. Examples are given of different technologies and media and how their usage has changed from 1970s to 1990s to 2000s. The document also discusses the rise of social networking and its impact. It suggests that marketers need to understand and communicate with the new digital consumer in more relevant ways rather than just spamming. Marketers are encouraged to listen to consumers and focus on building connections rather than just pushing messages.
This document discusses capital formation and crowdfunding. It notes that many successful tech companies like Google and Facebook had initial market values under $1 billion and have since grown tremendously. The capital markets are transforming with innovations in technology, communications, and regulations. New rules under the JOBS Act allow for increased crowdfunding opportunities. This represents a shift from large institutional funds and public companies to growing private markets and a more supportive environment for small companies.
This document discusses the evolution of digital consumers and marketing strategies. It notes how consumers have changed from hardware-driven in the 1970s to being software/content and connection focused today. Marketers are advised to use an integrated approach that follows customers along their journey from awareness to loyalty. The campaign process should include planning, development, execution and follow up. Media mixing should utilize both mass and targeted media. Marketers are reminded to respect consumers, engage and entertain them, focus on relevance and quality, and never lie. Technology alone is not the solution; communication must involve whispering rather than shouting.
This document discusses an approach called "J-Ethinomics" that combines journalism, ethics and economics to help improve society and sustain the media business. It aims to use ethical practices to build public trust and attract audiences and advertisers. Media industries currently face problems like lack of trust, corporate influence and economic difficulties. J-Ethinomics proposes focusing on public interest and serving audiences to make media more profitable. Reporting ethically while respecting editorial control can help construct a sustainable business model for digital media.
The Writer As Digital Immigrant | Patrick Collings 2009Patrick Collings
1. The document discusses the changing digital landscape and the transition from print to digital media. It notes how digital immigrants must understand the current digital environment.
2. It provides statistics on internet usage in South Africa and trends in video and user-generated content. New communication models and monetization of content are also covered.
3. The future of virtual worlds and augmented reality is explored, with the distinction between real and virtual becoming blurred over time. New forms of storytelling and avatars are discussed.
David Smith - Global Futures and Foresight: Part 1Ian Green
This document discusses several key drivers of change that will impact the future, including technological advancements, globalization, climate change, resource depletion, changing populations, and urbanization. It provides historical quotes that have proven incorrect with the benefit of hindsight, highlighting how difficult it is to predict the future. The document also outlines many global trends related to these drivers of change, such as rising life expectancies, increasing urbanization and middle classes in developing countries, challenges around food and energy security, and demographic shifts.
Newspapers, a case study in disruption, in 10 slides and 2 minutesPeter Winter
Newspapers are dying because they were unable to create genuine new digital products, born on the web. Their digital failure is instructive for any company confronting disruption. Here's the story of what happened - in just 10 quick slides and 2 minutes.
pwinterco what happened to newspapers presentationPeter Winter
Newspapers traditionally operated local monopolies defined by their distribution ranges, but the rise of the Internet disrupted this model. Digital competitors invaded local markets and fragmented newspaper audiences. The Internet also upended newspapers' mass advertising and bundled content business models. While print revenues declined, newspapers failed to develop successful digital products and revenues. This was partly due to a risk-averse culture unwilling to innovate in new formats. As a result, the newspaper industry has collapsed, but digital news media continues to evolve.
Presentation on "Orchestras and New Media." This is version 1.0. Please feel free to leave any comments, remarks or suggestions. All are appreciated.
This presentation is derived from my blog series by the same name. You can find it at mcmvanbree.com/dutchperspective
Find the e-book at mcmvanbree.com/orchestras.htm
The document discusses media consolidation and globalization. It provides an overview of the major media companies that dominate the American media landscape, including Time Warner, Disney, News Corporation, Viacom/CBS, Bertelsmann, and NBC Universal. It examines how these large media conglomerates have vertically integrated and use synergy to control various aspects of media production and delivery across multiple formats to maximize profits. The rise of new media companies like Apple and Google is challenging the dominance of traditional big media companies.
The document discusses how the internet has changed communication and media. It notes that the internet allows anyone to publish information to the world with just a click of a button. It also discusses the massive growth of social media platforms and how digital is becoming integrated into everyday life. The document advocates for embracing new technologies and digital opportunities rather than resisting change.
The Future of the Newspaper: multi-media, multi-channel, multi-platform - DDr...inma outlook 2009
The document discusses the future of newspapers in a multi-media landscape. It notes newspapers are facing declining circulation and advertising revenue as people get news from various platforms. However, newspapers can adapt by pursuing multi-media, multi-channel, and multi-platform strategies to distribute content across different devices and formats. This will allow newspapers to integrate other media and remain relevant in a converging media environment. The key is providing content on all platforms through cooperation, new business models, and integrated newsrooms while maintaining separate online and print operations.
Back To The Roots (and turn the page into the future)Markus Jasker
Adobe was founded in 1982 by Chuck and John with $2.5 million in seed money but no revenue yet. In 1983, Steve Jobs invested $2.5 million in Adobe after Apple needed PostScript to link its printers. While some predicted the death of print in 2011, printed book sales actually rose in 2015-2016 and print remains important for news, marketing, and business. Adobe's content factory solution connects various systems to manage the entire content lifecycle from creation to output across media.
China and India have achieved rapid economic growth in recent decades by shifting from ideologies favoring government intervention to more market-based economies. China focused on manufacturing and exporting goods, becoming a center for low-wage production, while India emphasized services like call centers and IT. Both paths have led to strong growth, with China's goods-focused strategy seeing faster gains so far but India's services tilt potentially better for long-term wealth.
This document outlines Nick Watts' presentation on the relationship between economic growth and natural limits. Watts introduces two key concepts - exponential growth and logistic growth curves - to illustrate how economic growth relies on finite resources that will inevitably peak and decline. He then provides a historical overview of economic systems and how the industrial revolution and consumer culture fueled unprecedented growth. However, Watts argues that population growth, ecological crises, peak oil and debt mean continued economic growth is no longer possible or desirable given finite planetary boundaries. The system is approaching collapse without systemic change, though there is little hope of such change occurring.
This document discusses the power and value of using newspapers in marketing. It provides 10 reasons why major companies continue to spend more on print advertising rather than less.
1) Newspapers can reach a large weekly audience comparable to the Super Bowl, with over 100 million adults reading newspapers each week.
2) Print advertising remains effective at reaching middle-to-high income consumers who make up the core audience for many businesses.
3) Newspapers are seen as a trusted source of local news and information for communities.
The document advocates for incorporating print newspapers into marketing strategies due to their large, affluent audiences and the trust newspapers have built in local communities.
Andrew Keen’s Cult of the Amateur (to be published June 5, 2007) is the first book that exposes the economic, ethical and social dangers of the Web 2.0 revolution.
anatoly.org
The document discusses different UK newspapers, including their political biases and ownership. It notes that the Guardian and Daily Mail have contrasting views, with the Guardian being left-wing and anti-Brexit while the Daily Mail is right-wing and does not care for all of society. Newspaper circulation has declined significantly since 2000 due to technological developments that allow online access. Regulation of the press focuses on content, ownership laws, and upholding journalism standards while maintaining press freedom.
Advertising Industry Analysis + Ogilvy And Mather Reportvinod singh
Strategic analsyis on Advertising Industry. Ogilvy And Mather Presence in industry.pestle analysis of advertising industry. porter five forces for advertising industry. Future strategies for Ogilvy and Mather Worldwide. Internal analysis of Ogilvy And Mather.
The document discusses the decline of newspapers due to falling readership and circulation numbers as readers increasingly get their news from online sources. It provides statistics showing drops in newspaper penetration rates and circulation over time as the population has grown. While some smaller community newspapers are doing better relatively, most newspapers are struggling financially and have implemented layoffs and pay cuts as advertising revenues decline sharply. The future of the newspaper industry is unclear as it works to adapt to the digital age.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
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This document discusses capital formation and crowdfunding. It notes that many successful tech companies like Google and Facebook had initial market values under $1 billion and have since grown tremendously. The capital markets are transforming with innovations in technology, communications, and regulations. New rules under the JOBS Act allow for increased crowdfunding opportunities. This represents a shift from large institutional funds and public companies to growing private markets and a more supportive environment for small companies.
This document discusses the evolution of digital consumers and marketing strategies. It notes how consumers have changed from hardware-driven in the 1970s to being software/content and connection focused today. Marketers are advised to use an integrated approach that follows customers along their journey from awareness to loyalty. The campaign process should include planning, development, execution and follow up. Media mixing should utilize both mass and targeted media. Marketers are reminded to respect consumers, engage and entertain them, focus on relevance and quality, and never lie. Technology alone is not the solution; communication must involve whispering rather than shouting.
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This document discusses several key drivers of change that will impact the future, including technological advancements, globalization, climate change, resource depletion, changing populations, and urbanization. It provides historical quotes that have proven incorrect with the benefit of hindsight, highlighting how difficult it is to predict the future. The document also outlines many global trends related to these drivers of change, such as rising life expectancies, increasing urbanization and middle classes in developing countries, challenges around food and energy security, and demographic shifts.
Newspapers, a case study in disruption, in 10 slides and 2 minutesPeter Winter
Newspapers are dying because they were unable to create genuine new digital products, born on the web. Their digital failure is instructive for any company confronting disruption. Here's the story of what happened - in just 10 quick slides and 2 minutes.
pwinterco what happened to newspapers presentationPeter Winter
Newspapers traditionally operated local monopolies defined by their distribution ranges, but the rise of the Internet disrupted this model. Digital competitors invaded local markets and fragmented newspaper audiences. The Internet also upended newspapers' mass advertising and bundled content business models. While print revenues declined, newspapers failed to develop successful digital products and revenues. This was partly due to a risk-averse culture unwilling to innovate in new formats. As a result, the newspaper industry has collapsed, but digital news media continues to evolve.
Presentation on "Orchestras and New Media." This is version 1.0. Please feel free to leave any comments, remarks or suggestions. All are appreciated.
This presentation is derived from my blog series by the same name. You can find it at mcmvanbree.com/dutchperspective
Find the e-book at mcmvanbree.com/orchestras.htm
The document discusses media consolidation and globalization. It provides an overview of the major media companies that dominate the American media landscape, including Time Warner, Disney, News Corporation, Viacom/CBS, Bertelsmann, and NBC Universal. It examines how these large media conglomerates have vertically integrated and use synergy to control various aspects of media production and delivery across multiple formats to maximize profits. The rise of new media companies like Apple and Google is challenging the dominance of traditional big media companies.
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Media Publishing and Organizational Management
1. 1
Howdy
I’m really
thrilled you
could make it!
Creating context for
organizational changes
in a rapidly changing media
marketplace.
For AAN 2007
Presented by
Terry Garrett
1
2. 2
Today’s agenda
Innovation
Systematic process
Reinventing your
organization
“Wow! You know that’s a
really good word. I’m
probably not the first
person to use that term,
but I’m sure (and Dwight
can back me up on this)
I’m sure I’ve used it more
than any person on Earth.”
2
4. Objective Reality 4
Global
1. Media Ecosystem: advertising sales proportion
2. Historical Perspective:
fluctuating status of media and innovations
3. Social & Political Changes
Two of the most important
factors effecting media.
4. Demographic Changes
4
5. Media Ecosystem 5
2005 Ad Sales (U.S.)
Business papers
$4 B
Magazine
Other
$12B
Direct Mail
Print
Alt-weeklies
$55B
$35B
$550M
Internet
$12.5B
Daily
Newspapers TV
$49B $68B
Radio
Yellow $20B
Outdoor
Pages
$6B
$14B
5
6. Rise of Newspapers and Magazines tied 6
to a new socio-political reality 1873—1968.
Socio-political changes: Government as the progressive
cause controlling the economy and direction of society.
Why Industrialization advancing on a major scale: mechanization of production
processes, the rise of the city, vast expansion of communication facilities,
the age of steel, harnessing electricity for light and power, invention of
‘invention’, population doubled and new business growth exploded.
1873 1968
Explosive growth
1870 1900
period
1,967
# of Dailies 489
15 M
Circulation 2.5 M
12,000
# of Weeklies 4,000
6
7. Rise of Newspapers and Magazines tied 7
to a new socio-political reality 1873—1968.
Socio-political changes: Government as the progressive
cause controlling the economy and direction of society.
Why Industrialization advancing on a major scale: mechanization of production
processes, the rise of the city, vast expansion of communication facilities,
the age of steel, harnessing electricity for light and power, invention of
‘invention’, population doubled and new business growth exploded.
1873 1968
Explosive growth
1870 1900
period
1,967
# of Dailies 489
15 M
Circulation 2.5 M
12,000
# of Weeklies 4,000
7
8. 19th Century Print Innovations 8
Other innovations added mightily to
James Gordon Bennett founded accelerate the financial viability of
the New York Herald (1835) on periodical publishing:
the premise that a newspaper
had to: High-speed typesetting
1) have enough income to be Stereotyped plates and webs replacing
editorially independent and type-revolving presses
2) cheap enough to reach mass Use of half-tone photographs
circulation. JGB, Jr.
Color presses
He used the tech knowledge-
Innovations
bases of the the telegraph and Chemically produced wood pulp, which
high-speed printing. lowered the price of newsprint from
$440 per ton to $42.
He also relied upon the rise of
mass literacy, which supported Improved labor relations and localization
the notion of mass circulation. of conciliation and arbitration
procedures.
8
9. Contrast scale of newspaper economic 9
power from 1890 to 2005
Created
Joseph Pulitzer’s
advertising to
New York World a mass
Innovation
1890 audience.
Net income
$1M
Adjusted to 2005 Dollars Created bid pricing and
$822M self-admin advertising to
a targeted audience.
Google
NY Times Group
2005
2005
Net Income
Net Income
$1.46B
$253M
2004 $399M
9
10. 10
The Socio-political Divide of 1973
“The period 1968—73 is a divide fully
comparable to 1873. Whereas 1873 marked
the end of laissez-faire, 1973 marked the end
of an era in which government was the
“progressive” cause, the instrument
embodying the principles of the
Enlightenment.”
Peter Drucker 1989
10
11. 11
Ch-ch-ch-changes
Socio-political Demographic
Civil Rights movement Baby Boomers
Economic upheaval Segmented database
(oil shock, floated dollar) marketing
Women’s Rights movement
Environment movement
Shift to non-conformity
11
12. 12
Print media has been losing relative economic status
for 50 years.
Electronic media has gained significantly.
1955 1980 2005 $161 B
$100 B
$75 B
$50 B
Web ’06
$17B
$25 B
Ad sales
target to
maintain
relative share $10 B
of GDP, or
economic
power status
relative to
1955 level. N M TV R Tot N M TV R Tot N M TV R Tot
Newspaper — N • Magazines — M • TV — TV • Radio — R • Total — Tot
12
13. 13
“Innovation is the specific tool of entrepreneurs, the means by
which they exploit change as an opportunity for a dierent business
or a dierent service. It is capable of being presented as a
discipline, capable of being learned, capable of being practiced.”
Peter Drucker 1985
Focus on creating systematic innovation
within your company.
As a means of survival in disruptive times.
For future prosperity.
13
15. An efficiency expert 15
might say,
The container is too big for the contents.
15
16. 16
What Innovation Isn’t
Rarely, is it ever...
Reliance upon the “flash of genius”
Being kissed by the muses
16
17. Innovation Do’s
17
Analysis of opportunities
organized and performed on a
Aim at leadership
systematic basis.
doesn’t have to be a big
business, but does need to strive
Conceptual perceptual to be a leader.
must satisfy the values and needs
of users.
Start small
capable of consuming little
Simplicity investment, few people, serve a
small or limited market.
Focused, singular objective that it
satisfies a need, produces a
result.
17
18. Druckerisms 18
There is no such thing as
a resource until Black gold, Texas tea
someone finds a use for
something and endows it
with economic value.
Innovation changes the yield of resources.
Defined in demand terms instead of supply,
i.e. changing the value and satisfaction
obtained from resources by a consumer.
18
19. 19
If necessity is the
Mother of innovation,
then who’s your Daddy?
19
20. Areas of Management Concentration: 20
Strategic
Development
Technology
Sales Organization
Culture
Marketing Project
Management
Financial
Performance
20
21. Organization Culture 21
Three Structures for getting things done
Responsible
Hierarchy Heterarchy
Autonomy
The one most Dispersed rule,
No external rule;
commonly used. balance of
complete autonomy.
Top down, powers. Relies
Specific objectives
command and on cooperative
for outcomes
control in principles instead
monitored for
pyramid of bosses of absolute
performance.
and staff. authority.
21
22. 22
Organization Culture
Most companies
Company A Company B
blend structures
80% 60%
Hierarchy
20% 30%
Heterarchy
Responsible
0% 10%
Autonomy
22
23. Management By Responsibility Matrix 23
7 Dimensions
Basic Performance Leader-
Use of Goal Conflict
Management Delegation Evaluation ship
Power Setting Resolution
Philosophy Methods Style
Responsible
Achievement
5 levels
Conformist
Self-
protective
Unconscious
23
24. Lower Levels 24
Basic
of functioning
Management Use of Power Goal setting Delegation
dimensions of
Philosophy
management
Conformist View of staff (VOS): Seldom delegates
Aversion - power Let the staff do it.
weak, need to be effectively.
seen as domination. Permissive - feels
protected. Unable to assign
Low need, unwilling staff won’t like
People concerns realistic priorities
to use power. them if they push.
emphasized. meaningful tasks.
Viewed as indecisive Low to moderate
MO: Maintenance of Creates staff wanting
inconsistent commitment.
status quo. to be “rescued”.
Sets goals for
Delegates only
VOS: incompetent, Domination power staff not with
functions they
lazy. used to control them.
dislike.
Productivity and High need - used for Feels that to let
Creativity and
Self-protective people concerns authority to demand staff be involved
decision making
mutually exclusive. obedience. is a sign of
discouraged.
MO: Coercion Viewed as dictator, weakness.
Creates fear of
force ruthless. Low commitment,
making mistakes.
sabotage.
VOS: powerless Powerlessness -
Avoids goal Doesn’t delegate;
trapped. power is avoided.
setting. staff should know
Productivity people Low need, perceives
Will rely on what to do.
Unconscious concerns self as weak
precedent and Non-participative.
unimportant. ineffective.
policy. Creates non-
MO: withdrawal Viewed as
No commitment. productivity.
non-involvement. incompetent.
24
25. Lower Levels of 25
functioning Performance
Conflict Resolution Leadership Style
dimensions of Evaluation Methods
management
Conformist Provides little direction for
Accommodating (yield/lose)
Infrequent others.
Relationship - primary
Used to build morale. Acts as support person to
importance
Positive; cliche ridden. provide social and
Conflict viewed as destructive
Negative - -avoided- staff technical needs.
of relationships.
viewed as fragile. Self-viewed: morale
Hesitant, timid approach.
booster and provider.
Competing (win/lose) Expects strict and rapid
Infrequent
Personal goals - primary compliance with orders.
Used to display authority.
importance. Insist on close, constant
Self-protective Positive - seldom given.
Social survival at stake; to lose supervision.
Negative is punitive and to
means weakness. Self view: strong and
determine fault and blame.
Aggressive dogmatic approach. dominant.
Non-existent Avoidance of any contact.
Avoiding (lose/leave)
Avoidance of all feedback. If necessary, resorts to
Hopelessness; no win, total
If forced by organization will policy or refers to
Unconscious avoidance.
have staff make out their superiors.
Withdrawn and detached
own or prefer adjective Self-view: weak, my
approach.
checklists. hands are tied.
25
26. 26
Higher Levels
Basic
of functioning
Management Use of Power Goal setting Delegation
dimensions of
Philosophy
management
VOS: productive and Delegates maximum
Inclusion of staff
creative. Altruistic - used for authority functions,
in goal setting
Productivity and common good. priorities with staff.
process.
people concerns High need to have Aware of staff
Promotes
Responsible integrated. impact and be capabilities and
creativity in
MO: involvement influential. motivations.
objective setting.
with staff through Viewed as fair, just Creates teamwork,
High level of
delegation and and strong. harmony and
commitment.
participation. accountability.
Achievement
VOS: moderately
Personal Doesn’t delegate
productive, but need
aggrandizement - Sales specifics.
for manipulation.
used for personal consultative Last minute
Productivity
gain. approach - “sells” delegation, changing
concerns
High need - to build staff on goals. priorities, improper
emphasized.
empires. Moderate to high planning.
MO: management
Viewed as level of Creates urgency,
by crisis; inadequate
exploitative and commitment. frustration and
planning and
aggressive. confusion.
delegation.
26
27. 27
Higher Levels of
functioning Performance Evaluation
Conflict Resolution Leadership Style
dimensions of Methods
management
Frequent, regular basis.
Leader views self as
Synergistic: win/win Used as learning
team member.
If relationship is to last, all experiences.
Encourages others to
Responsible goals must be met. Positive-realistic, genuine
contribute.
Candid, creative, problem- feedback.
Self view: a contributor
solving approach. Negative-constructive,
of special resources.
candid.
Achievement
Frequent, though based on
Maintains open door
Compromising: win some/ positive or negative
policy.
lose some performance.
Management by
Attempts to soften losing by Used to increase
exception, fire-fighting
limiting the gains. performance.
when necessary.
Persuasive, manipulative Negative: based on
Self view: flexible and
approach. productivity failures, due
adaptable.
dates, etc.
27
28. Culture Determines How You’ll Proceed 28
with Strategic Development
Arrives at Develops and
Objectives Implements
Top management Key performance
mandates goals and expectations handed
Hierarchal
objectives. down, implementation
Achievement-oriented
tightly controlled from
“Sells” it to staff. top.
Team approach, key
Group conference
performance
establishes goals and
distributed, authority
Hierarchy/Heterarchy objectives.
levels assigned,
Responsible
group and individual
Staff buy-in by virtue of
responsibility
participation.
balanced.
28
29. 29
Important Questions to Ask
1.What results are needed?
2.Where within our own system do we do this
already?
3.If not within our company, where within our
industry is someone doing this?
4.How do they do it? Can we replicate it?
5.What does management do that supports you
getting results?
6.What does management do that hampers getting
results?
29
30. 30
Preparation for Strategic Development
Historical Perspective
Where have we been, what have we
accomplished?
Where are we now? Where can we
improve?
Benefits
Establishes congruent story among
all staff members; provides
understanding especially for newer
staff.
30
31. 31
Preparation for Strategic Development
Mission, Values, Major Objectives
Where do we need to be next year?
In 2 - 3 years?
Key performance indicators identified:
Financial, marketing, etc.
Quality of life issues
Benefits
Establishes same page starting point
and defines scope of plan.
31
33. Long Tail of the Web 33
Aggregators/Portals Long Tail
100 Google, Yahoo, MSN
80
60 Head
40
Top news sites
20
Millions of sites
0
Long Tail
Aggregators attract huge volumes
of attention and broker ads to
reach subsets of audience with
price variables unique to each
subset. Their reach is from the
head through the long tail.
33
34. Seeing Opportunity 34
Brainstorming Ideas
What do they What are our
Who are they?
need/want? ideas?
? ? ?
Customers
Non-
? ? ?
customers
“Marketing starts with all customers in the market rather than with our customers.”
“The first aim of any business is to create a customer.”
34
35. Prepare Ideas for Implementation 35
Identify assumptions and risks
Quick financial parameters
Identify resources needed
Finances
Personnel
Processes
Technology
Space/place, tools
Prioritize best ideas
35
36. Example of a Web 36
Business Directory Idea
Idea:
Create a web business directory to
mirror an annual print directory
}
source guide with 1,400 listings.
Critical assumptions:
• Advertisers would pay to be online Research,
survey, assess
in addition to print; some may opt
risks, i.e. what
for print or web only.
happens if this
• Sales reps would sell it. assumption is
• Consumers would use it. false? Can it be
• It would be cash flow positive within corrected or
converted to
6 months
true?
36
37. Quick Financial Resource View 37
Calculation for Salary Wages
Salaries Staff per week
$ 3,850
% of 40 hr. wk dedicated to
selling product
10%
Costs
Time
Leads
37
39. 39
Financial Statements
The 3 Bottom Lines
Dollar figure that shows whether or not
Net Profit your sales are greater than your
expenses.
Operating Cash Flow Dollar figure that shows whether or not
OCF you’re converting your profits into cash.
Return on Assets Ratio that tells whether or not you’re
ROA optimizing the value of your resources.
39
42. Key Performance Indicators 42
KPI
KPIs are only
meaningful when they
are connected to
your triple bottom
Standard KPIs
line.
Average page yield (tot.) Average page yield (ads)
AND Sales per 1000 circulation Net profit per employee
Sales per page per 1000 circ Production costs per page
When everyone Sales per employee (tot.) Print costs per page
knows what they Sales per employee (sales) GA expense per employee
mean and how to Sales per category Distribution costs per 1000
effect them positively. Number of ads per issue Editorial costs per page
42
43. Financial Literacy 43
Income
statement Owners/
Management
Balance sheet publishers/ Staff
Team
Cash statement CFO
KPIs
See regularly
? ? ?
discuss financials
and performance
Understand
? ? ?
interpret financials
with strategic obj.
Project financials
to plan future
? ? ?
performance
metrics
43
44. Sales and Marketing 44
Aligning with Local Interests
Resource Coordination
BALLE/Media Model
for Collaboration
Coordinate for Start-
BALLE up of local network Media
Executive
Staff Company
SF
Co-create Co-create
Local
BALLE
Recruit members for
Recruit members Network
start up from existing
through promotion
ad customers.
network volunteers.
M M M M M M M
M M M M M M M M
44
45. Sales Marketing Follows Strategic Plan 45
With the new Implementing
Operations
ventures,
Strategy
products, etc.
Largely, the
Workflow processes
management
challenges are Changes in hiring criteria
found in
Multiple products
operations. Training requirements
across multiple media
platforms
This is true to Compensation plans
some extent for
Rep dedicated to one or
other
more product lines?
departments.
45
46. Project Management 46
Strategic
Strategic
Inputs Outputs
Initiatives Project
Results of
Need/ Management
Value
Opportunity
Process Steps
Project High level Plan
Execution Close-out
Initiation Planning Development
46
47. Technology 47
Hierarchy of Questions
What does it enable us to do
that we can’t do now?
Treat tech Does that serve the results we
like any need in our plan?
capital How much should we invest?
What’s the return? (NPV-calc)
expense.
What’s our learning curve to
assimilate it?
47