Jeff Pelline is a veteran editor and award-winning journalist - in print and online. He is publisher of Sierra FoodWineArt magazine and its website SierraCulture.com. Jeff covered business and technology for The San Francisco Chronicle for years, was a founding editor and Editor of CNET News, and was Editor of The Union, a 145-year-old newspaper in Grass Valley. Jeff has a bachelor's degree from UC Berkeley and a master's from Northwestern University. His hobbies include sailing and trout fishing.
Downtown Nevada City was like a ghost town Saturday morning, but never mind that: We always shop locally, because it’s our hometown.
After eating breakfast at Pine Street Cafe ($30), my family and I walked around and visited some of the stores, including a favorite wine shop.
Instead of a big hello, I mostly got lectured on how all the news was “so negative.” While more “happy news” is needed for balance, it won’t change the reality of the worst recession in decades — and the fallout.
More hand wringing showed up Sunday from the Sacramento Bee’s publisher Cheryl Dell: “What is our role in helping our region to be successful? We are a local business and, like all local businesses we need to help our community recover from these very difficult times.
“In our view, tough reporting on the powerful in the community is important to any community’s overall success, but should we be doing more? Do most readers understand that we can celebrate the success in the community and call people on bad behavior at the same time?”
Yes, Cheryl, we understand. What we don’t like is messing with reality in the news pages of our newspaper — to satisfy advertisers or whomever. Just get more creative and help your ad staff sell some more ads.
Show them how they can grow market share in a downturn — Business 101.
We spent $160 at the Nevada City wine shop to replenish our wine rack for special occasions — putting some money where our mouth is and a smile on the owner’s face — at least I think so.
As we left, I told him I rely on newspapers to find out what is going on — the good, the bad and the ugly.
For pure entertainment, I told him I got a subscription to People magazine. It’s just $89 a year, less than most newspapers charge. I laughed at this one: “Jennifer Aniston chows on dog treats.”
I blogged earlier that Dorado Chocolates in downtown Grass Valley had opened a store in Reno, a “scrumdiliumptious” economic bright spot.
Turns out Ken Kossoudi’s store is generating attention in the Reno media and doing well despite the deep recession. The Reno store also will sell chocolate gelato, and the original Grass Valley store will follow suit. Yum.
Here’s a great example of a 6-year-old homegrown business that “gets” the Web and brick-and-mortar outlets and has learned to integrate the two. (You know, Apple Computer but for chocolates!)
I wish more of our local merchants would see the benefits of this strategy. In most cases, it compliments, not cannibalizes, a retail store.
Here’s the Linked In profile for Dorado Chocolates President Kossoudji, a former tech salesperson. He worked at KLA-Tencor in Silicon Valley, a firm I’m familiar with from working as an editor at CNET.
Just as traditional newspapers are struggling, a high-ranking Google executive is funding a venture called Patch, publishing “hyperlocal” online newspapers.
Tomorrow, the New York Times will strike back, announcing its own news sites called The Local in some of the same communities, setting the stage for fierce competition on the “chicken dinner” circuit.
The funding for Patch comes from Google’s SVP and sales chief Tim Armstrong and not Google itself, but it looks like “six degrees of separation” to me.
“We’re a community-specific news and information platform dedicated to providing comprehensive and trusted local coverage for individual towns and communities,” according to the Web site.
Some experienced journalists, as well as techies, are behind the effort. The first virtual papers are rolling out in suburban New Jersey neighborhoods, across the Hudson from Manhattan — as are The Times. But that’s just the start.
Here’s an example of the Maplewood, N.J., site from Patch. (My friend and former colleague at The Chronicle Herb Greenberg used to reside in Maplewood and commute to his job at thestreet.com, so I’m familiar with the market. It’s a good choice — more affluent demographics and weak local news).
The sleepy News-Record of Maplewood & South Orange is a 6,500 paid circ. paper that publishes on Thursdays and is owned by Worrall Community Newspapers.
The Maplewood paper has a free Web site, but it costs $6 per month to read the print version of the weekly online.
Patch is not the first such effort to create a free small-town online paper, using user-generated content. Most have failed. “Backfence” comes to mind.
But the timing is better and Patch depends on Google’s know-how, which offers cache. It also comes just as traditional newspapers are struggling and is a stark reminder of the major shakeup that lies ahead.
Here’s a writeup from a blog that I bookmark, “Silicon Alley” insider.
At least some newspapers, such as the Times, are being proactive. But challenges remain, such as how to monetize the small-town sites. Deep pockets will help too.
Nonprofits are feeling the pinch of the deepening recession.
I routinely hear stories about it here, where we have one of the largest concentrations of nonprofits among rural counties — and much duplication.
Consolidation already is underway, among the area’s nonprofit senior centers, for example.
Sierra Christian, a nonprofit school in Nevada City that was deep in the red, has closed — a reminder that boards need to step up . Foothill Theatre has cut back its schedule of plays. The Lutz Center for seniors has closed.
This will continue later this year and next.
My biggest concern: the dearth of nonprofits dedicated to helping *people* around here, compared with ones dedicated to the environment, animals or “things.” It’s disproportional.
At a time like this, we need to help our fellow humans first and foremost.
We’re not alone in facing this problem. This morning’s Chronicle has a sobering front-page article on the situation there, titled “Bay Area Nonprofits brace for 2010 Armageddon.” The Bay Area has the largest concentration of nonprofits in the nation.
“Unlike recessions past, this one could permanently alter the nonprofit landscape, say nonprofit CEOs, forcing possible closures and mergers as the sector restructures to survive,” according to The Chronicle. “Funding is drying up on all fronts.”
It refers to cases where public sector workers get big raises in the years immediately before retirement to get larger pensions than otherwise.
“This inflates the pension payments to the retirees and, upon retirement of the ‘spikee,’ transfers the burden of making payments from the employee’s employer to a public pension fund,” as Wikipedia points out. “This practice is considered a significant contributor to the high cost of public sector pensions.”
Though some states have passed laws to make it more difficult, pension spiking still is commonplace.
Does it happen in our neck of the woods? You bet it does. In our case, a shrinking, small population — and tax base — make our share of the burden worse.
I worry about abuses of pension spiking because of the conflicts of interest inherent in a small town: People who are the “watchdogs” of other people also are their friends. Too often, arm’s length relationships are back slapping ones.
Unlike double dipping — drawing a government pension for one job while also working in the government at another — we can better control pension spiking without passing new laws.
This is all the more reason to have a citizen financial oversight group, such as the one that Nevada City is proposing to disband. With a lot of retired business people and CPAs around, the expertise can’t hurt.
It also could help City Hall continue to recoup from its reputation for being “asleep at the wheel,” which it was. All the meetings are public, and the council has the final word.
We need to work collectively to wring out the excesses of government. We can’t afford it.
My routine is to get up early, light up the red wood-burning stove in the kitchen and read several newspapers online, except the New York Times, which Whiskey fetches from the walkway.
Today’s The Union is a gem — stories about complex but relevant *issues* to our community — not “filler,” “fluff” or “advertorial.” Kudos to Dave Moller and David Mirhadi, who wrote the best ones, and to the editors and copy editors, always unsung heroes:
I received an email of concern Friday from a blog reader: “This doesn’t look like good government to me,” he said.
•”State questions mine report.” This shows that the draft environmental report to reopen the mine has some real flaws. It’s not at all a black-and-white issue to go forward without some substantive changes.
All I missed was a story on the Obama stimulus “shovel projects” from county executive officer Rick Haffey’s Friday memo. It’s the first complete list for the county, Grass Valley, Nevada City and Truckee.
On the production side, a major glitch: I like to read the print version of the paper online. But this morning, the Page 1A was “Real Estate Showcase,” not the front page of the paper. A Freudian slip, I’m sure.
The remnant Web advertising “Leading Hotels of the World” is getting a little tiresome as well. I doubt too many locals want to go to Hôtel Plaza Athénée in New York for a expensive getaway in a deepening recession. How about providing more local, relevant Web advertising with coupons?
Hearst Corp., owner of the San Francisco Chronicle, plans to begin charging for some of its Web content. It’s about time! I predict others will follow suit later this year.
I’ve advocated this for a long time, for papers ranging from The Chronicle to The Union.
In a small local market such as ours, it’s a “no brainer” to charge for some local content, because it’s more “unique” and less “commodity” news — but make it free for a print subscriber.
So what if your Web traffic falls? You’re not selling enough Web ads anyway — and I doubt you will anytime soon.
Yubanet and KNCO compete with The Union on the Web, but they’d have to ramp up the effort to pose any threat.
Yubanet mostly republishes press releases, and KNCO still is shallow and sometimes way late (reporting the closing of the Holbrooke, for example), with some egregious typos to boot (it’s/its is a common one). Nevada County Mall has little useful editorial content.
The Union has a huge lead in Web traffic as well — by 3 1/2 – 1. (Compare the traffic at compete.com to see for yourself; just type in the URLs for each).
Still, charging online will be a challenge for any newspaper: The Wall Street Journal has been the most successful, while papers such as The New York Times have failed. One hurdle is a secure payment system, which requires time and money.
Of the small papers, the Idaho Falls newspaper has been successful in charging for some content.
It’s $6 a month to read the paper online, including a digital edition of the print paper. Online is free to print subscribers. Some snippets of breaking news are free to all, as well as classifieds and TV listings.
Glad to see a media giant such as Hearst pulling the trigger, too. Most managements are afraid — though I’ll bet you’ll see them flocking to the plan, too.
When your industry makes the cover of Time magazine, you can’t sit around flat footed.
Here’s the memo from Hearst President Steven Swartz on the proposed changes, as reported by the Wall Street Journal.
The memo also mentions digital reading hardware such as Amazon’s Kindle, the need for more insightful blogs, advertising reps who are “consultants” rather than “order takers,” and an end to cookie-cutter Web sites for the newspaper chains. Amen to all of this!
We are at the halfway point in our “100 Days of Change” program and I want to share with you the progress that we’ve made on ideas that fundamentally change the way we do business. Many of you have taken the time to write to me or to the various task force leaders with your thoughts and suggestions, and I’m extremely pleased by the level of energy and cooperation I’ve seen across our newspaper company.
One inescapable conclusion of our study is that our cost base is significantly out of line with the revenue available in our business today. It is equally inescapable that during good times our industry developed business practices that were at best inefficient. For example, all newspapers look pretty much alike, and yet they are not similar enough to allow for efficient production or common content sharing. This must and will change. Another example is that while we have a tremendous opportunity to continue growing our advertising business with small customers, we cannot afford to do so by calling on every advertiser in person every other week and then having a team of artists build and rebuild their ads. We must and will learn to use outbound telemarketing and self-service ad platforms more effectively. I’m confident we can move to rationalize our costs without impairing our ability to give our readers and advertisers the best news and information products in our markets. Even with the cost reductions we are making we have far more resources devoted to reporting local news and information than any other local media outlet. Thus, each of our management teams is at work to complete a fundamental restructuring so we can turn our full attention to product innovation and revenue growth.
Next, we have a revenue and business model problem as opposed to an audience problem. Yes, it is true that fewer people read a newspaper on any given day today than they did in the past, but with the proliferation of media options, consumption of individual media types isn’t what it once was and probably never will be again. Our audience is still the largest of any local news and information media outlet. And when combined with newspapers’ Internet audience, our audience has actually been growing in recent years while our revenue has been declining. So it is our business model that must change in several ways.
We believe we must begin to provide greater differentiation between the content of our free Web sites and the content of our paid product, be that paid product read in print, on a digital device like Amazon’s Kindle, or online. This doesn’t mean we wall off our Web sites behind a paid barrier. Our sites must continue to be the superior and dominant free Web sites in their markets. This means they must offer the best in breaking news, staff and reader blogs, community databases and photo galleries. In fact, we need to expand the number of reporters, editors and photographers who are running a truly great blog, creating a rich dialogue of opinion and data sharing. We must do a far better job of reaching out to prominent citizens in our communities, those who already have a blog and those who don’t, and providing them a prominent platform to state their views. We must develop a rich network of correspondents to help us grow the deepest hyper-local community microsites in our markets. We must do a better job of linking to other great sources of content in our communities. And we must put staff resources behind building those channels of interest that have the greatest potential: those built around pro sports teams, moms and high school sports, to name a few. Exactly how much paid content to hold back from our free sites will be a judgment call made daily by our management, whose mission should be to run the best free Web sites in our markets without compromising our ability to get a fair price from consumers for the expensive, unique reporting and writing that we produce each day.
We must continue to ask readers to pay more for their subscriptions. Our print subscribers don’t pay us enough today that we can say they are actually paying for content. Rather, we only ask readers to pay for a portion of the cost of printing the paper on newsprint and delivering it to the reader’s doorstep. We must gradually, but persistently, change this practice. We ask our readers to pay for their subscriptions on the Kindle today, and we must begin doing the same thing on the iPhone and other advanced smart phones and reading devices that allow us to create a user experience worth paying for. We also need to make our paid product available through the Internet for those who prefer to read it that way. And we must innovate to constantly enhance the reading and advertising experience on these platforms.
Our sales forces must make a transformation similar in scope to the one that IBM underwent in the 90s when it went from a mainframe selling culture to a strategy of being true IT consultants to their clients, even selling them non-IBM products when warranted. In our case, we must fully make the leap from simply selling pages to selling audiences, and in doing so be able to sell packages of products, some of which won’t be our own. The best of our Hearst Newspapers colleagues are already doing this, combining our offerings with those of Yahoo!, Google, MSN, AOL, Ask.com Yahoo! HotJobs and Zillow and networks of local Web sites that we have assembled. All of these products are in our portfolio today. Our advertising task force has created a three-month course of transformational instruction built around a massive sales contest that each of your markets either has launched or is launching. I’m confident that most of our reps will emerge from this process set on a path to become topflight, consultative sellers of audience.
One final overarching thought emerges from our look at advertising sales: we must use third-party printers in all of our markets in order to significantly add more color to our products, not so much for our readers’ needs, but to be more competitive in the battle for advertising dollars in a high-definition world.
Finally, while our savviest advertising customers know that our products still work well for them, as do our most passionate readers, we have done a poor job of telling our story. This becomes even more important as we change our business model. Our communications task force has developed a wonderful new campaign that begins to put us back where we should be—on the offensive about the vital role we play in the politics, social lives and commerce of our communities. We’ll have samples of the campaign available next week on 100DaysofChange.com.
Please discuss these ideas with your colleagues, your managers, our customers and our readers, and let us know what you think. Our goal is to emerge from the “100 Days” with a cost structure we can build our future on and a business model that seeks, by 2011, to get more than 50 percent of our revenue from circulation revenue and digital advertising sales—two areas of our business that we know we can grow and grow consistently as this recession subsides.
I know these are difficult times for those in businesses like ours that are buffeted by so many forces. Yet I know that we have the wherewithal to emerge from this recession with a changed business, yes, but one that is back on a path of growth. Thank you again for your commitment to see us through this journey.