Corporate annual meetings are generally drowsy affairs—a pep talk by management, some PowerPoint graphics, a little predetermined voting, all topped off by a parade of cranks to the microphones to excoriate management about their pet causes. April’s annual gathering of shareholders in The New York Times Company certainly featured all of those ingredients, down to the codger who shuffled in late, grabbed the seat next to mine, and promptly dozed off.

But beneath the surface routine there was an undercurrent of tension. Shareholders in the Times Company have been taking it on the chin recently, to say the least. In the five years between 2003 and the end of 2007, the Times’s stock lost about two-thirds of its value before rebounding slightly this year. As with most newspapers, daily circulation has been steadily eroding for years, dropping about 4 percent in the six months before the meeting. Sunday circulation has done even worse, declining almost 10 percent in those same six months.

The company’s “challenging” (to use CEO Janet Robinson’s word) first quarter of 2008 pointed to an even bumpier road ahead as the economy softens. Some bright spots poke through the gloom, but company-wide revenue was down about 9 percent year-over-year, with newspaper classifieds free-falling almost 23 percent compared to the first quarter of 2007. Despite the steep decline in the Times’s stock, an April report by media analyst Paul Ginocchio at Deutsche Bank concluded it was still overpriced: “We believe NYT’s valuation has been inflated well above fundamental levels, and continue to see a near-term selling opportunity,” his report said.

As a result of these difficulties the company has taken some aggressive steps, notably cutting the newsroom head count at the flagship paper, a move that Arthur Sulzberger Jr., publisher and chairman, had long sought to...

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