This document outlines the digital and print integration efforts of Gazeta Wyborcza, a Polish newspaper. It shows that initially, keeping digital and print sales teams separate led to competition between them and lack of focus on digital products. Gazeta Wyborcza then transitioned to unified local print and digital sales teams. This resulted in major growth in digital clients, revenue, and the percentage of sales representatives selling internet products. By 2011, the integrated teams had achieved a 154% increase in digital clients and a 62% increase in digital revenue compared to previous years. The success demonstrates that integrating print and digital local sales is key to effectively selling both.

1. Digital & Print Integration
Mission possible?

2. 22 years of Gazeta Wyborcza
No 1 daily opinion newspaper
306 thousand copies per day sold
38 % of the total advertising market
1 national edition + 20 local editions
34 % of the local adverising market
2011

3. 11 years of gazeta.pl
National reach: 61,34%
100+ websites in 20 categories
2011
Number of UU: 11 722 520
Number of views: 1 130 979 784

4. Digital local sales team
2007
team: 7
revenue (mln):
€ 0,71
2009
team: 23
revenue (mln):
€ 1,48
2008
team: 13
revenue (mln):
€ 1,42

5. Print local sales team 2007
2009
211
273 -23%
effectiveness per capita - €155 000
the first trial of cooperation between teams

6. Why it didn’t work ?
Still not relevant size of revenue
– lack of scale effect
Digital team covers less
than 25% of local markets
Defeat of cooperation’s
idea between two teams
– in fact strong competition
between digital & print sales teams
Lack of field digital
sales management
Shallow customer relation in
compare to print team

7. Quo Vadis?
Slow,
organic growth of
digital sales team
Depletion of size
and potential of
print sales team
One print &
digital
local team

8. Question marks
High probability of loosing print ads market and cannibalization ?
Lack of focus on the digital products
Disproportion between digital and print budgets!
Lack of specific digital products knowledge

9. Difficult first steps
4680 hours of trainings
2 final exams in two months
hundreds of coachings
new motivational system

10. New motivational system 2010
Print: Sales By Objectives
Digital: just simple commision
no extra conditions, goals, limits

11. New motivational system 2011
print goal digital goal
80% 80%

12. New motivational system
similar system for sales managers
yearly goals for key directors in local branches
big „buz z” around the project

13. How it works?

14. Local salesmen selling Internet
2009 r.
42 %

15. Local salesmen selling Internet
2010 r.
62-90%

16. Local salesmen selling Internet
2011 r.
100%

17. We know how to
catch clients!

18. Number of clients (digital)
2009
995
2011
9598
2010
3641

19. Increased by
98 %
101 %
265 %
133 %
154 %
175 %
163%
150 %

20. We have them!

21. Display
64%
10%
Search
12 %
Classifieds
CPC 7 %
Daily deals AdTaily
1 %
3 %
Networks
2 %
Video 0,5 %
2011
Mobile 0,5 %

22. We have power!

23. Revenue blow up! € 5 800 000
2011
€ 3 750 000
2010
€ 1 830 000
2009

24. Increased by
62 %
31 %
71 %
79 %
65%
75 %
60 %
55 %

25. We have fantastic digital&
print local sales team!

26. Some facts !
20
branch managing
directors
€163 000
turnover per capita
3640
Business
meetings per month
21
sales managers 230
sales
representatives

27. Next step
the first premium local network in Poland
148 local publishers with 226 websites
54 additional salesperson for better penetration

28. Key lessons!
If you have local sales structure, do not build new one
– unless you are ready for huge investments
Make decisions fast, do not afraid of cannibalisation
– pure online competitors are there already
Believe in the instinct of self-preservation
your sales people
Support team and project by clear communication,
motivational system, trainings and efficient execution
1.
2.
3.
4.

29. Thank you!
Anna Podkowinska
anna.podkowinska@agora.pl
Marek Tretyn
marek.tretyn@agora.pl