Last month's In the Know promised a
conclusion to our newspaper/market SWOT analysis...a
veritable research cliffhanger! It's promising
news...
You'll recall Belden had been engaged to conduct
multiple (4) internal focus groups/SWOT (strength-
weakness-opportunity-threat) analyses for a mid sized
paper, and then to compare those with the feedback
from visiting with 30 - 40 advertiser's, community
leaders, and random "person-on-the-street"
interviews.
While the findings won't necessarily be startling, once
leveraged properly, they provide a catalyst for exciting
developments.
Perhaps most important was the belief across all
levels of the organization that the paper had a very
talented, dedicated, quality group of people.
Other key internal consistencies (favorable and
otherwise):
-
Most recognized the value of the strong newspaper
brand.
- Several of the groups' prioritized multiple market-
based opportunities identically.
- While there was, perhaps, understandably a better
handle on competitive threats from senior
management, all groups nailed virtually the same
threats and challenges.
- It should be no surprise whatsoever that all
identified the 'internet' as the most significant threat.
- All groups envisioned a future filled with more niche
products, possibly a tabloid core product, an
increasing reliance on the internet as a distribution
channel and less circulation revenue.
- Everyone felt the paper needed to promote more
and market smarter.
In obtaining feedback from the community the hope
was that our client would be able to follow
the 'direction' (since this was in no way quantitative)
in ways which would create a more responsive
newspaper. It remains to be seen if that will happen.
The findings have only recently been presented, but
early indications are positive.
On the downside, advertisers groused (see if you can
guess in advance?!) about service, rate, lack of color,
deadlines, marketing, lack of available research, value,
too many ads in classified, lack of penetration, lack of
new ideas, blandness, time of delivery and the general
monopolistic ways of the 'only game in town.'
Hardly anything in any of the interviews was NEW.
Our client and probably everyone reading this
newsletter could have predicted 90% of the list.
On the positive side, there were various comments
about improvement across multiple dimensions - new
products, service, specific reps who had done and
were doing outstanding jobs, accounting and handling
of coop duties, content and even the number of times
the Publisher had taken the advertiser golfing.
Many action items and enhancements our client is
already hard at work on came out of the question we
asked advertisers, "...how did they expect to connect
to their customers and prospects in the future?"
About 75% of the advertisers mentioned 'the internet'
first. Others mentioned were direct mail, TV, radio,
word of mouth, and it was interesting to encounter a
couple who planned more experiential customer
offerings as a way to connect.
One of our key recommendations, which would very
likely be true at any newspaper, was this -
leverage the HUMAN assets in ways that create
distinct value to both readers and advertisers.
- Important advertiser's should be seen more,
interacted with more and collaborated with regularly.
Not just by the customer service rep, but by upper
middle and even senior management.
- Even the entire editorial staff - reporters and
photographers - should be more involved with
community interaction. Things like calling back the
day after a story has run and asking, "...did we get it
right?"
A couple of quick caveats: 1) Leveraging human
assets more assumes the right skill set already exists
or can be taught. If that is not true, changes in
personnel must be orchestrated. And, new types of
skills should be sought out during hiring. Different
competitive environments require different approaches,
and if this client and the entire industry does not
acknowledge and act on that fact, we will fail; and, 2)
No matter how quickly we can implement these or any
changes a newspaper decides to deploy, it must be
done faster! Sooner than you think.
What we routinely find is that by many measures, the
paper already has many of the products and content
and talents the marketplace demands. But, these are
not communicated well internally, and therefore,
readers and advertiser's don't benefit or have the
chance to benefit at all.
Examples from our client:
- Many advertiser's expect to rely on the
internet more...yet, this particular client has one of
the
most robust web sites and aggressive internet sales
forces in newspapers. Just not 'aggressive' enough
and certainly not promoted enough.
- The direct mail option frequently mentioned can be
facilitated by our client already.
- The newer niche products with more
comprehensive (though less frequent) coverage of
smaller audience segments reader's have requested?
That's exactly where the last several 'new' launches
have occurred.
And, the last relevant point - with the recent buzz and
industry conversation about Google Base and what
that means to classifieds bordering on the hyperbolic,
we MUST keep on touting, leveraging, reinforcing,
reinvesting in and enthusiastically expanding that very
local focus. If marketed relentlessly, this distinguishes
us in ways which will serve newspapers well.
Remember that - RELENTLESSLY!
The best Holiday wishes to everyone. And, a sincere
hope
that by the time you are reading the January In The
Know, 2006 has already started brilliantly.
