Globally, media houses are evolving beyond traditional revenue models to remain financially sustainable and relevant in the digital age.

With declining print revenues and shifting audience consumption patterns, leading media organisations including The New York Times, The Guardian, and The Washington Post have successfully diversified into digital subscriptions, events, e-learning, and branded content.

The Daily Star, Bangladesh’s leading English-language newspaper, has followed a similar path, embracing innovation to future-proof its business.

Recognising the digital revolution and changes in audience behaviour, The Daily Star saw an opportunity to expand beyond traditional journalism into education technology (EdTech).

With an affluent readership primarily from the socio-economic Class A demographic and 60% of its audience being youth, the publication’s digital footprint has doubled every two years. Today, The Daily Star boasts 15 million Web site pageviews, 4.5 million Web audiences, and over 5 million social media followers — placing it at the forefront of digital transformation in Bangladesh. 

Why EdTech?

Like many global media houses, The Daily Star realised relying solely on advertising and subscriptions was unsustainable in the long run.

Print advertising has declined worldwide, and digital ads — though growing — are highly competitive and controlled by tech giants like Google and Facebook. At the same time, the publication identified a pressing need in the Bangladeshi job market: young professionals and mid-level employees lacked access to structured upskilling programs that could bridge the knowledge and employability gap.

While Bangladesh has seen rapid economic growth, the country faces significant challenges in human capital development. University graduates often struggle with practical skills, career guidance, and professional networking — factors that limit their global competitiveness.

At the mid-career level, talent migration and limited representation in global markets have created workforce challenges. Addressing these gaps was not just a business opportunity but also an extension of The Daily Star’s long-standing commitment to knowledge dissemination.

Venturing beyond news

Internationally, media organisations have increasingly diversified into adjacent industries to ensure financial sustainability and expand their influence: 

• The New York Times successfully transitioned into a multi-revenue business through digital subscriptions, podcasting, and educational content via the NYT Learning Network.
• The Washington Post leveraged its technology-driven approach with Arc Publishing, a content management system (CMS) now used by other publishers worldwide.
• Financial Times launched FT Professional, providing data intelligence, leadership training, and business education services.

Inspired by these global success stories, The Daily Star launched Keeron, an EdTech platform designed to bridge the career development gap in Bangladesh.

Expanding into the future of learning

Launched 16 months ago, Keeron focuses on three core pillars: expertise, experience, and employability. By leveraging The Daily Star’s brand credibility and extensive advertiser network, Keeron has positioned itself as a trusted upskilling platform.

Three key strategies drove its growth:

1. Utilising digital and print media strength: The Daily Star contributed 53% of visitors and 35% of conversions for Keeron, driving organic growth. Print and digital advertising channels created awareness among students, professionals, and employers.
2. Partnerships and employer engagement: Collaboration with corporate advertisers led to designing co-branded courses aligned with industry needs. It also introduced career placement services, helping learners connect with job opportunities.
3. Community-driven learning approach: Unlike conventional online courses, Keeron integrates mentorship, live discussions, and real-world case studies, ensuring direct industry exposure. Exclusive partnerships with business leaders and experts provided practical learning experiences.

With both recorded and live courses, Keeron had more than 30,000 registered learners and 15,000 paid learners in 2024.

Challenges and lessons learned

While Keeron’s growth has been promising, the journey has not been without challenges:

• Funding and sustainability: Like many EdTech startups, Keeron faced financial constraints. Ensuring long-term sustainability meant refining its revenue model while balancing operational costs.
• Cultural shift within The Daily Star: Expanding beyond traditional journalism required a mindset shift among employees, partners, and stakeholders.
• Market competition: Competing with established EdTech players required differentiation through quality, local market relevance, and employer partnerships.

Despite these challenges, The Daily Star remained committed to innovation, proving that traditional media houses can successfully pivot beyond news and advertising into high-impact business verticals. 

Setting an example for media innovation

The Daily Star’s expansion into EdTech is a testament to how traditional media can diversify revenue streams while creating real societal impact.

By addressing critical workforce gaps, leveraging its brand power, and adapting to the digital economy, The Daily Star is not only trying to secure its business sustainability but has also contributed to developing Bangladesh’s next-generation workforce.

Its journey mirrors global media powerhouses that have evolved beyond news, proving that innovation and adaptability are key to long-term success in today’s fast-changing media landscape.

As the digital economy grows, other media houses in emerging markets can look to The Daily Star’s model as a blueprint for sustainable expansion and impact-driven business diversification.

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