Bradley Howard's Blog

Views of digital media, innovation, loyalty and business in the real world

A look at New York Times digital revenues

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The New York Times has announced some details of it's online premium subscription (i.e. cash payment) model.

Full details

Digital

Digital businesses include NYTimes.com, BostonGlobe.com, Boston.com, About.com, other Company Web sites and related digital products. In the third quarter of 2011, total digital advertising revenues decreased 4.5 percent to $74.8 million from $78.3 million. Digital advertising revenues at the News Media Group increased 6.2 percent to $50.3 million from $47.4 million due to growth in retail and national display advertising. Digital advertising revenues as a percentage of total Company advertising revenues were 28.6 percent for the third quarter of 2011 compared with 27.3 percent in the third quarter of 2010.

In the first nine months of 2011, the Company's total digital advertising revenues increased 0.9 percent to $242.9 million from $240.7 million. Digital advertising revenues at the News Media Group increased 12.2 percent to $162.4 million from $144.7 million. Digital advertising revenues as a percentage of total Company advertising revenues were 28.2 percent for the first nine months of 2011 compared with 26.3 percent in the first nine months of 2010.

Paid digital subscribers to The Times digital subscription packages, e-readers and replica editions totaled approximately 324,000 as of the end of the third quarter of 2011. In addition to these paid digital subscribers, as of the end of the third quarter of 2011, The Times had more than 100,000 highly engaged users sponsored by Ford Motor Company's luxury brand, Lincoln, who have free access to NYTimes.com and smartphone apps until the end of the year, and approximately 800,000 home-delivery subscribers with linked digital accounts, who receive free digital access. In total, The Times had paid and sponsored relationships with over 1.2 million digital users as of the end of the third quarter of 2011.

Source: The New York Times Company

My interpretation

  • In the last quarter, there were 1.2 million registered users, of whom 324,000 paid something, and 100,000 were paid for by Ford (a great subscription model as long as there are no catches for either party) and 800,000 were covered by their print subscription. In other words, they have a churn of about 25%.
  • The site has 45 million unique visitors per month as of January 2011 - it's interesting that they use comScore to quote that 45 million. ComScore use an estimated data model, as opposed to NYT using their own actual data.
  • Anyway, 45 million unique users and 324,000 have paid something - that's a conversion rate of less than one percent, however paid for content is still very much in its infancy.
  • Those 45 million users probably don't include Smartphone users or e-readers (hats off to ComScore if that can get that data, however I suspect they can't).
  • Doing some extremely rough sums, subscriptions are 99 cents for the first 4 weeks and then $3.75 per week thereafter. Let's ignore the special offer price and let's assume Ford pay a full $3.75 per user. Ignoring the print subscribers who get the digital edition for free, that's a total revenue of $1.59 million per week. Let's assume NYT earned this revenue throughout the entire quarter (12 weeks), that's a total of $19 million for the quarter.
  • Digital advertising across the group (and this includes a number of other websites and newspapers) generated $74.8 million.

Lessons to take away from this quarterly statement

  • The premium digital content model still has a way to go - advertising still generated four times the revenue as subscribers.
  • 'Wholesale' or 'sponsored' user bases are key drivers for the number of paid for subscribers - Ford pay for 100,000 users and NYT have 324,000 paying individual subscribers. Think of the effort that goes into the Ford deal compared to the direct to consumer sales effort.

 

npowerclub72.com site review

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This week npower, who secured the naming rights to the Football League from the 2010/11 season for three years, jumped on the bandwagon and launched a Football League social network - www.npowerclub72.com.

The agency behind the website clearly had some good intentions, some of which I agree with:

  1. Don’t use Facebook Connect for everything, because unless you’re a unique level of Superbrand, all the consumer data that you’ll be collecting will be owned by Facebook. I agree with this and at Endava we call this On Portal and Off Portal. Off Portal are social networks such as Facebook, Twitter, etc. where the brand has no permanent rights to consumer data, and On Portal are brand-owned social networks where all the data belongs to the brand.
  2. Badges are good. I also agree with the philosophy that when users have used the site for long enough, reward them with badges. This idea has been around for a long time (Xbox or even Gold/Platinum credit cards and airline points cards). Badges cost nothing to distribute (they are only pixels), and instantly provide a level of loyalty to a website where users want to return to earn the next badge. On Npower’s website, users earn a badge for visiting/ claiming to visit a Football League club’s ground.
  3. Football and social networks. It’s been a long time coming – with football the most popular sport in the UK, and social networks so successful here as well, it’s natural to create a network for football fans.

So far so good.

The design is OK, nothing too fancy, and then again, it probably doesn’t need to be – neither Facebook or its twin brother Google+ are going to win any creative design awards.

Here’s what I’d have done differently if we ran the site:

  1. Badges are overused. In fact, the only thing to do on the site is earn badges. No other user generated content exists, and there’s no moderation on the site to you claiming all the badges. This defeats the loyalty aspect completely.
  2. No Facebook integration at all. The site should update Facebook (and Twitter, etc.) when users earn badges (once they sort out the badge issue).
  3. The visit-a-football-ground should be extended to upload pictures when a user visits a ground. This will provide a level of self-moderation.
  4. There’s no mobile support. In 2011, all sites should include mobile browser support and then include [iPhone and Android, etc.] app support. The mobile support should include mobile photo uploads and GPS, to provide FourSquare style ‘Check-In’ functionality to grounds.
  5. There’s little content links to the Football League. I would expect at least a league table and results ticker.

Back to my point above – a social network for football fans has been a long time coming, and I still think the opportunity exists for someone (probably a sponsor) to produce one.

 


 

London to Brighton

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Yesterday I cycled from London to Brighton for the British Heart Foundation's annual ride. It's really well organised (one of those rare events where you can't think of any improvements) and until you've taken part yourself, you can't describe what it's like to be in a mass participation sport with the public cheering you on.

Some of the highlights:

  • Realising Ditchling Beacon isn't as difficult as Highgate Hill (on my twice-a-week commute)
  • The ice cream at the top of Ditchling Beacon
  • The general banter amongst which started at 5am and finished at 5pm
  • The finishing straight in Brighton with everyone cheering
  • 43mph on the downhill after Ditchling Beacon
  • Overtaking cyclists on £2,000 machines on my £27 bike from eBay!

We are still taking sponsorship for the British Heart Foundation thanks to some of the guys in our group of twelve (see below) who set it up.

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England 2018 Sponsorship vs social networks

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The latest newsletter from the England 2018 'Back the bid' campaign shows the power of social networks - see the screenshot above.

Brands such as Morrisons, PWC, Umbro, British Airways and BT have spent a small fortune sponsoring the bid so far, and rightly see their logos at the bottom of all communications.

Below their logos are links to the social network where supporters of the bid can track any progress - and some of these logos are larger than the brands above!

When Yahoo! sponsored a Formula 1 team, they had to pay for it, however the market has changed so much, so quickly, that sports brands now embrace social networks (rightly so IMHO as a key traffic driver - no pun intended).


 

Paddy Power in free Woods publicity

According to UK newspaper The Guardian, the deal would also include bonuses of £1 million for winning a US major and £2 million for winning the Open.

Paddy Power said: "We're in negotiations with IMG to sponsor Tiger. It's still in the early stage of the negotiations, really. It's going to be, if it all comes off, the biggest kind of sponsorship deal we have ever done by quite a way."

Several US pollsters say Tiger Woods' popularity with corporate sponsors and the public has plummeted despite his public apology several weeks ago.

Bloomberg reports that US company Davie Brown Entertainment reported that Woods had fallen from sixth to 147th, in their index of celebrity endorsers, based on polls carried out in the week ending March 2.

Woods' spokesman Glenn Greenspan has hit back with his own poll reports that show viewers of the apology came away with a better impression of the golfer. He said a February 19 survey, by HCD Research, of 1,090 people who watched Woods public apology on television, showed that 31 per cent came away with a more positive perception of him, 17 per cent a more negative perception, and 52 percent were unchanged.

Greenspan said Woods had received "an outpouring of support in letters, calls and e-mails to our office," after the television appearance.

Some great publicity this morning from Paddy Power - for **not** being able to sponsor Tiger Woods!

So, they manage to achieve some publicity, and Tiger Woods is seen to be receiving sponsorship offers again, so it's a win-win all round.


 
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Bradley Howard

Head of Digital Media at Endava, although all the views in this blog are purely mine and not necessarily those of Endava.

 

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