BG: Well, we wrote it, in a way, for really several different audiences. One is journalists. I think a lot of journalists are kind of scratching their heads and looking at things that just don’t seem to make much sense. Why does The New York Times website, which gets close to thirty million unique users, generate so much less revenue than the print newspaper, which has nine hundred thousand weekday subscribers? It just doesn’t make sense. And so we wanted to kind of explain some things in ways that we hope that journalists who may not read Romenesko every two minutes of their life could understand. We also wanted to kind of bring in some basic business principles of how fundamentally the digital platform has disrupted the economics that supported journalism for so long. That’s why our first chapter cites about fifteen or sixteen principles that we thought people ought to understand.
And what we hope is that people will read it, both on the journalism side and on the business side, and get a better sense of where the other side is coming from, but also adopt a more innovative and aggressive attitude towards finding solutions in the commercial market. Because we don’t think that the philanthropic or government support is ever going to be able to support journalism in the way that we are used to—there’s going to have to be a commercial market for it. And anything we can do to help contribute to that understanding, we think is helpful.