The London market offers unique access to media companies innovating in the paid content space. Get a front-row seat and experience a deep dive with the leading lights in the British media industry. There is a strict limit on seating for this study tour, so please reserve your space early.
Day 1 of the Media Subscriptions Study Tour will start at a media company to be announced in the heart of London. Please arrive and clear security before the group walk to our meeting room at 8:45 a.m.
The shift from a metered paywall to a tiered freemium model that put 20% of its content behind a hard paywall has paid off handsomely for the Daily Telegraph the past 18 months. Part of the success of Telegraph Premium has been full ownership by the newsroom with clear feedback loops, as well as an enhanced marketing team focused on subscriptions. In this stop, go behind the scenes of this to hear the full story: what to lock, what subscription offers are resonating, and what tactics are working for this quality publisher.
Immediate Media is a multi-platform consumer media business focused on high-value special interest markets in the United Kingdom aimed at leisure time and where people spend their money. With its focus on deep levels of consumer engagement and passion, Immediate Media is experiencing digital growth in niches such as sewing, radio, gardening, youth and children. In this visit, learn more about consumer engagement and their pivot to digital subscriptions.
We can think of nothing that will connect INMA study tour participants more than a pub crawl along London's famous Fleet Street. We will meet at the Temple tube station exit on the River Thames, while an official London guide provides a light-hearted talk on the history of journalism and publishing on Fleet Street — all the while stopping at iconic, centuries-old traditional London pubs. Featured pubs include The Bank of England (site of the infamous Demon Barber, Sweeney Todd and the place where he lured his victims) and Ye Olde Cheshire Cheese (built in the 1600s and frequented by the likes of Charles Dickens). This all before the evening's highlight: dinner in a private room at Punch Tavern (a former 19th Century gin palace) for traditional English pub food, wine and entertainment. We will cap a truly unique evening with a boat ride to Canary Wharf (where most attendees are staying) and sail past some of London's famous landmarks such as Tower Bridge, The Shard and The Tower of London.
The second day of the Media Subscriptions Study Tour starting point is The Guardian, Kings Place, 90 York Way. Please arrive and clear security before the group walk to our meeting room at 8:45 a.m.
As one of the few global quality newspapers to not have a paywall, The Guardian has created its own path with a membership model that has generated 500,000 members and 300,000 one-time contributors. Becoming a Guardian Member not only supports journalism, it provides member events: discussions, debates, interviews, masterclasses. This is a far cry from its scale play prior to 2014 that, like many publishers, pushed them to 100 million monthly uniques yet digital advertising revenues that were not game-changing. In this study tour stop, we will do a deep dive into the membership model and aim to understand consumer behaviour behind the three-tier model for supporters, partners, and patrons.
News UK's quality titles The Times and Sunday Times have spent the better part of this decade experimenting with paid content. Early attempts to hard-lock all content did not yield the results they wanted, so they have pivoted to a registered access model that gives “viable leads” access to two articles per week if they provide their details. They no longer emphasise breaking news, they court subscribers on owned properties more than social media, and they have been aggressive in pricing. Keys to success today has become best-practice at articulating its value proposition and focusing on reader passion over scale.
The Financial Times implemented its paywall in 2002 and pushed digital subscriptions before virtually every publisher in the world. The Financial Times crossed the threshold of generating more revenue from digital than print in 2016. It generated more digital subscribers than print subscribers in 2012. Having crossed 900,000 paid digital subscribers, keys to success include building a captive audience, huge investments in data to improve coverage and product strategy, which leads to brand habit. In this study tour stop, INMA will hear from the chief product and information officer, chief data officer, chief marketing officer, and managing editor about what is working and not working - and what's next for this paid content pioneer.
Facebook’s publishing experts will be on hand to share their latest learnings and strategies for driving all types of business objectives — from habituation with content, to newsletter sign-ups and subscription. We will discuss the considerations, tools and solutions that can make your marketing campaigns shine.
Client Solutions Manager, Facebook LinkedIn
Client Partner, Facebook LinkedIn
In this opening to the Media Subscriptions Summit, learn the context and back story to how this event came together – including the remarkable story of INMA members pioneering digital subscription paths on five continents and fundamentally changing their cultures in the process.
Summit Moderator LinkedIn
Subscription is about pricing. Membership is a mindset. Media organisations that focus on building long-term relationships create members who are more engaged, connected and profitable. Master strategies used by organisations like LinkedIn, Amazon, and Netflix to create a community readers will want to belong to. In this keynote presentation, learn how the lessons from fast-evolving membership organisations can be applied to media companies.
Digital subscriptions are sweeping news media worldwide: metered models, freemium models, hybrid models, and more. In this address from a former media executive researching digital subscriptions globally, learn about the broad trends, what is working and not working, and where the global best practices reside.
At 2.1 million digital subscribers for its core news product and another 400,000 for cooking and crossword puzzle apps, The New York Times is the most subscribed-to news brand in the world. Its publicly stated aspirations to get to 10 million subscribers would fundamentally change its business model. In this presentation, learn what’s next for the Times.
A benefit of being out of the “free world” since the introduction of the paywall in 2010 has been the ability to stick to what their subscribers say they want and what rich first-party data proves they want, rather than chasing the latest fashions in digital journalism. This has allowed The Times and The Sunday Times to do things others wouldn’t: dropping breaking news, publishing distinct editions on digital, pivoting away from video, keeping social networks at arm’s length. The rewards: they have grown their subscription base to more than 460,000 since 2010.
The Boston Globe has been successful at growing its digital subscription business by deploying strategies based on a deep understanding of consumer behaviour. Web site visitor conversion, subscriber engagement through a portfolio of newsletters, and a tiered subscription pricing approach are just a few examples of where the Boston Globe has leveraged behavioural data to increase subscribers, revenue, and engagement.
Norway’s largest group of local community newspapers, Amedia, found the key to digital success at the very heart of its mission: a re-investment in strong local journalism worth paying for – with powerful, live data to back it up. By knowing what journalism triggers subscriptions (and which don’t), company executives have helped saved the business.
Politiken has not made the complete turnaround yet, but is on a fruitful road. The Danish publisher increased prices and shifted from metered to freemium in December 2016. How did Politiken communicate to justify the price increase? How did customers react to the price increase? Learn how the company emphasised value to subscribers and communicate reader promises such as functionality, features, and services.
Australia's Fairfax Media has been successful at maximising ARPU and lifetime customer value. The company has addressed attrition by adopting a different acquisition strategy. To set up Fairfax for future growth, the company has aligned its product strategy to this goal by shaping offers to retain its least price-sensitive customers at the highest subscription tier while growing its base with higher-value entry-level services.
Chief Product Officer, Fairfax Media Jess Ross LinkedIn
Dagens Nyheter is an international leader in the era of successfully managing and growing digital subscriptions, led by editors and plugging the churn gap. In this presentation, learn more about how editors are driving cultural change throughout the newsroom by owning digital subscriptions and introducing KPIs to all journalists. Meanwhile, learn the inside story of how the Swedish publisher plugged its churn gap with incredible business results.
Editor-in-Chief, Dagens Nyheter @pwolodarski
Helsingin Sanomat built a strategy to grow digital subscriptions by delivering metrics to their newsroom. These metrics coupled with content development based on verifiable information – built a growing subscription model.
President, Helsingin Sanomat Petteri Putkiranta LinkedIn
Join Google for a hands-on breakfast Masterclass briefing on a broad range of digital marketing platforms and revenue-driving products and features. This is your opportunity to ask questions of Google in an intimate setting.
Norway's Aftenposten has experienced a huge increase in the digital subscription base in recent years. By systematically working with different parts of the organisation such as sales, churn, analytics and data, the Schibsted brand has not only increased subscribers, it has increased profitability and personalisation, which are important drivers of future growth.
Siri Holstad Johannessen
Head of Sales and Marketing, Schibsted Media Group Siri Holstad Johannessen
Switzerland's NZZ has developed and implemented machine learning algorithms to personalize the user experience of its news product as well as its paywall. Through its Dynamic PayGate, NZZ has successfully increased registrations (+60% year on year) as well as subscriptions via the paywall (+85% year on year). The Dynamic PayGate is run by a fully agile, cross-functional Digital Conversion Team ensuring fast experimentation and learning.
Across the customer journey, Facebook offers a variety of products and tools that can help build audiences, increase conversions, and drive engagement. As Facebook continues to work with publishers and invest in solutions for subscription publishers, this session will cover what's working, where it's going, and how to can get there in partnership with publishers.
Google has become a partner with news publishers on making their digital subscriptions business work. In this session, learn more about the effectiveness of the efforts to date, the data behind the efforts, conditions, and the release schedule of new subscription-supporting features.
Head of UK News Product Partnerships, Google Sarah Whitney LinkedIn
Since last year, Google gave publishers the control to design their own First Click Free policy. What happens if you reduce the number of free articles from three to two to one ... to none? The Financial Times's formula is flexible sampling: free content allowance that is tailored to each user. In this session, learn how FT has done it, see results and hear the FT's recommendations.
This biggest quality daily newspaper in Poland is a leader in digital subscriptions despite the fact its brand position is significantly lower online than in print. How to accelerate changes in business model, in the newsroom and in the brand at the very same time? Get to know what the #subscriber first philosophy means for the decision-making process – including the role of Facebook.
Director of Online Strategy & Business Development, Gazeta Wyborcza Danuta Breguła LinkedIn
A new daily newspaper in Slovakia, Dennik N, was established in 2015 and has turned profit by 2017 thanks to its focus on online subscriptions. It does not have a marketing department, the editor is responsible for subscription sales, and reporters' bonuses are based on conversion performance of their articles. Having won funding from Google Digital News Innovation Fund, the newspaper makes its subscription and marketing software available to other publishers for free as open-source.
Head of Digital, Denník N Tom� Bella LinkedIn
With a subscription team of 32 people, The Economist has half of them focused on retention. In this presentation, go behind the data to better understand who is likely to renew and cancel as well as efforts to onboard and engage subscribers through newsletters and other means.
Executive Vice President, Customer Experience and Product Strategy, The Economist Anna Rawling LinkedIn
Since its launched in 2013, consumer paid content has been a growing part of BILD's monetisation strategy. With its freemium model, BILDplus has surpassed 380,000 paying subscribers — each delivering a much higher ARPU than a free user. In this presentation, learn how to balance advertising revenues and subscription revenues to create a sustainable business model.
Having crossed 1 million digital subscribers, the Wall Street Journal is looking toward the next generation of reader revenue possibilities: paywalls through the lens of customers over content, the value of its brand and marketing investments behind it, shifting toward a membership model, and total customer value. In this address, be challenged to think beyond where the news industry is today on paid content.
Executive Vice President and Chief Marketing Officer, Wall Street Journal Suzi Watford LinkedIn
To conclude the Media Subscriptions Summit, all speakers will come together on stage for a no-holds-barred open forum town hall meeting. Ask any questions not previously covered. The moderator may even flip the room and have speakers ask question of the audience. We want all attendees to go home with all questions answered.