After twenty-two years, The Onion has decided to both get out of the print business and double down on print at the same time.
The popular satirical newspaper and website has made the decision to franchise its print edition out to local partners. Franchisees will pay a weekly fee to license Onion content; they’ll sell their own ads, pay to print and distribute the papers, and keep the profits from the ads they sell. In turn, The Onion expands its readership and drives more readers to their ever-expanding website.
“It’s a win-win” deal, says Onion CEO Steve Hannah, but one that only recently started to make sense to him and his colleagues. Hannah says The Onion has received countless similar inquiries in the company’s twenty-two-year history. “We’ve always emphatically said no, because we’re incredibly protective of the Onion brand,” he says.
The Onion crew has protected that brand at each stage of its growth, maintaining the same sharp sensibility and a consistency of tone throughout its print and online text, in its bestselling books, and, most recently, the Peabody-award-winning and almost shockingly high-quality Onion News Network videos, produced daily. ONN is debuting two new weekly television shows in January: Onion SportsDome, an ESPN-SportsCenter parody, will air on Comedy Central; another one for the Independent Film Channel (IFC) will “look like Fox News on steroids,” as Hannah puts it. Both shows will also be available for viewing online after they air on television.* While just about every traditional news organization across the country was in the process of reimagining themselves as “multimedia content providers” rather than mere newspapers, The Onion is one fake news organization that was doing just that.
“We’ve never had an audience problem at all,” Hannah says. At the same time, though, the company’s print ad revenue has declined—and, as a result, the company’s rapid expansion sometimes couldn’t keep up with itself. In May 2009, it shut down its print editions in Los Angeles and San Francisco because of lack of advertising revenue. That prompted hysterical—but immediately denied—rumors that The Onion would stop printing altogether, a move that Hannah jokes would surely result in his “immediate assassination.”
“We have no intention of abandoning our print roots,” he says. “We think it’s a really great asset, it’s really complementary to what we do online, what we do on television, and probably what we’ll eventually do in the movie theater.” He adds that rather than “cannibalizing each other,” the print and web editions complement each other well. Web metrics show them there are more online readers in cities where the print papers are distributed for free. Likewise, they started to see how attractive it would be to bring their print editions to cities where they knew they already had a large online audience, without assuming the risk of operating remotely in a place where they didn’t already have relationships with local advertisers. Hence, the franchise.
“What The Onion does best is produce content,” says Hannah. “So we said, ‘We’ll produce all the content—we have one hundred percent control over the content—and you people know how to run a business in your individual cities better than we do.’”
In exchange for a weekly licensing fee, franchisees and partners can choose from three bundles of content to sell print and geo-locational web ads against: the national “news” stories, the national A.V. Club section (consisting of non-satirical profiles and interviews with filmmakers, comedians, and musicians), and local A.V. Club listings (local events chosen and summarized by Onion-supervised editors and freelancers living in each city). But franchisees take those packages in an all-or-nothing agreement. They can’t touch the content; that’s the deal.