To download the complete version of "The Story So Far: What We Know About the Business of Digital Journalism," a new report on digital news economics from the Columbia University Graduate School of Journalism, click here.
Few news organizations can match the setting of The Miami Herald. The paper’s headquarters is perched on the edge of Biscayne Bay, offering sweeping views of the islands that buffer the city of Miami from the Atlantic Ocean. Pelicans and gulls float near the building; colorful cruise ships ply the waters a few miles away.
And Miami Herald executives long held some of the best views in the city, from the fifth floor of the company’s headquarters.
Not any longer.
The Herald, like most U.S. daily newspapers, has faced severe financial troubles in recent years, suffering deep cuts in the newsroom and other departments. So, in one of many efforts to raise revenue, executives attached a billboard to the east side of the Herald building, completely obscuring the bay views of many newspaper employees, including the publisher.
The benefits of the billboard are obvious: the low six figures in annual revenue, according to a Herald executive, or enough to pay the salaries of a few junior reporters.
The irony is obvious as well, for the advertiser buying the space is Apple—the company that now controls a commerce and publishing system crucial to the future of the news business. And the product being advertised on the Herald’s wall is the iPad, a device that is both disruptive and helpful to media economics.
Indeed, the two companies provide a way to see the destruction and creation in the media business over the past decade. At the end of March 2001, the stock market valued the Herald’s parent company, Knight-Ridder, at almost precisely the same amount as Apple: $3.8 billion.
Ten years later, Apple’s valuation is more than $300 billion. And Knight-Ridder no longer exists as an independent company.
The difficult financial state of the U.S. news industry is no longer new. Most big newsrooms have faced severe cutbacks, and even though online-only outlets have sprung up in communities throughout the country, they haven’t fully taken the place of what has been lost.
These issues were explored in a precursor report to this one, sponsored by Columbia University’s Graduate School of Journalism and written by Leonard Downie Jr., former executive editor of The Washington Post, and Michael Schudson, a professor at Columbia. At the end of that report, which was published in late 2009, the authors provided a number of recommendations to stanch the losses in independent reporting.
Most of the recommendations were based in policy, including changes in the tax code to provide news organizations easier access to nonprofit status and encouraging philanthropists to support news gathering. Most controversially, Downie and Schudson recommended the creation of a national “Fund for Local News” supported with fees the Federal Communications Commission would collect from telecom users, broadcast licensees, or Internet service providers.
That suggestion drew praise from some, as well as criticism from those who saw it as an intrusion by the government in a free and robust press. In the words of Seth Lipsky, editor of the New York Sun, “The best strategy to strengthen the press would be to maximize protection of the right to private property—and the right to competition. Subsidies are the enemy of competition.”
This report stands on the shoulders of the first one, but takes a different approach. Without addressing the merits of philanthropists or governments supporting news gathering, we wanted to address another question: What kinds of digitally based journalism in the U.S. is the commercial market likely to support, and how?
In these times, it seems unlikely that Congress has much interest in exacting new fees or levies to help news companies. Nor is there likely to be enough philanthropy to support the work now done by news organizations.
While this report will examine some legacy business models for media, our focus is on the economic issues that news organizations—large and small, old and new—face with their digital ventures. That includes sites on the web, of course, as well as video platforms and mobile devices.