A better question might be, “How do we grow new readers?”
“Hey, Kevin. Do you have a column for us?”
“Hi, Kevin. Just making sure you’ll have a column for this month.”
“Kevin: Did I miss your column?”
You guessed right. I was late getting my column written. But I have a good excuse (my friend, Brian, sent me a book titled “Excuses” because I always have a good reason). I was late with this column because I’ve been inundated by newspaper requests over the past few weeks, and time just got away from me.
Interestingly (at least to me) are the types of requests coming in lately. Sure, there are the usual requests to speak at conferences and help with technical issues. But since the end of summer, I’ve noticed a spike in three types of requests
- Holding focus groups to grow newspapers
- Critiquing newspapers and suggesting changes
- Helping newspapers reach younger audiences
There’s a definite trend brewing here. It appears that newspapers – and these requests have been coming from papers of all sizes – are looking for and investing in permanent growth. It does my heart good (for my readers outside the U.S., I checked Merriam-Webster. That’s an actual saying) to see newspapers investing in ways to create solid growth. I’m declaring the days of “quick fixes” and “new gadgets” over. The only way I’ve seen newspapers grow – and I see it all the time – is to invest in creating quality products that people want to read.
I used to get depressed while walking through vendor areas at conventions and seeing “get rich quick” schemes. You know the ones I’m talking about. Thankfully, I haven’t seen as many of those lately. We may have learned that growing our papers takes more than a new scheme.
My question for you today is this: What are you doing to create permanent growth at your newspaper? For some, we may be spending a lot of time keeping our operations afloat, and that’s valid. But it’s possible to do two things at once. We can work at keeping our newspapers in business and plan for growth at the same time. I own three businesses, and I do both every day.
Here’s an example. I spend about half of my time in the book publishing world. My company publishes books for well-known authors and has a solid base of customers. It’s tempting to pump out book after book by established authors to meet the reading public’s demand. So we do that. However, there’s also a younger audience out there that’s often ignored. That’s why I spend a lot of effort finding younger authors who might not sell as many books as veteran writers but can serve as a foundation for our future. It’s working; our younger authors will be the best-selling authors three or four years from now. I’m working to keep the company afloat while planning for permanent growth.
At the risk of being repetitive, I ask again: What are you doing to create permanent growth at your newspaper? If it feels like you’re spending most of your time finding ways to cut expenses, you’ve got the “keep the company afloat” side of the business covered. But just as necessary are your steps to create a viable product well into the future. According to The National Boating Safety School, “As soon as mass is displaced or the density is changed, the boat will no longer be able to float. It will not be able to maintain its equilibrium or waterline because its density will become greater than that of the water, and the vessel will sink.”
In simpler terms, our boats can only float so long. Then they’ll sink. We’ve got to find or create a new current, which is what many newspapers are doing.
How do you get started? I’m shocked at the number of papers that look more like shoppers than newspapers. Take an honest look at your newspaper and ask yourself, “Would I read that?” Hold a focus group. Gather community members together to look at your product and offer honest suggestions. Look at newspapers attracting younger readers – they’re out there – and see what they’re doing that you’re not doing.
These suggestions skim the surface but are proven ways to plan for growth. I don’t know about you, but I’m tired of looking at the past and asking, “How do we go back?” We can’t. It’s time to invest in the future.