Content Marketing

Gannett musí dostať hlavu z zadku

Každý počul o výraze mať hlavu hore zadkom. S Gannett, však skutočne priniesli výraz do reality. Ruth Holladay je zlomyseľne sarkastická blogerka s ostrým jazykom ... a je mŕtva, zvlášť keď prichádza ku Gannettovi a hviezda Indianapolis.

We both used to work there, Ruth retiring from editorial and me getting an escort when Gannett brought in a VP who cleared out my entire Presidential-award winning marketing department.

Gannett na predaj?

Posledné povesti sú také Gannett sa možno čoskoro pripravuje na predaj. I don’t care. I sold my stock as soon as I left, recognizing that my departure was another symptom of Spoločnosť Monsterus Corporititus, taktiež známy ako mať hlavu hore zadkom.

First, some background – I worked for two Newspaper organizations – Landmark and Gannett. Although the two companies were similar in industry, they couldn’t be more different in management. While Landmark believed in autonomy for its properties and managers, Gannett believed in centralization andcontrol.

As a Database Marketer at a Gannett newspaper, I had competition in the local region and the corporate headquarters. It wasn’t outwardly obvious, and I had great relationships with corporate – but the fact was that, for them to be successful, corporate had to put me out of business. The more the corporation could prove its worth by developing corporate strategies, the more staff it could eliminate from the local newspaper. Their livelihood, bonuses, and promotions depended on it. So, while I may have had more experience and been a better performer – that kind of information had to be downplayed in McLean, Virginia.

Gannett does this throughout all departments, most critically in Editorial. Any newspaper’s largest competitive advantage over the Internet and other media resources is its local talent. These people have created relationships in the community and know where the cracks and concerns are when it comes to our civic leadership. It’s also the department that seems to make the most sacrifices. The people I was friends with in Editorial worked their butts off day and night with tons of open positions that were never going to be filled. Many of them are gone now… a great loss for this city.

Je ľahké vidieť, KDE Zisk ide:

The Indianapolis Star is now a mix of AP and advertisements with just a sprinkling of local reporting. Industry experts will tell you these cuts have been necessary because people turn to the web for their news and information.

I can’t put into words how upset that gets me. It’s like blaming Toyota for failed sales in domestic autos. Gannett Corporate Employees have no one to blame but themselves. They could leverage their solid standing in the community for both advertising and editorials. Instead, they made the local newspaper relinquish editorial control to the corporation.

The Indianapolis Star versus Gannett will provide the most apparent proof of how things work.

While Gannett won awards with one of the most incredible corporate headquarters in the country, The Indianapolis Star could be voted one of the ugliest in the city. I got to work in an attached building, the American Building… which was rumored to be inhabitable outside the first few floors. I realize this isn’t the,en je to vynikajúci vizuál.

It appears that profit margins are sustained through attrition and circulation losses. Locally, the Star supplements its editorials with photographs and blog posts from its readers. While I agree that this is a good business decision, it’s sad to see the savings being pushed to corporate instead of invested in local talent.

IndyMoms: MIESTNY úspech

IndyMoms was an example of how things good be done right. IndyMoms’ General Manager was Jennifer Gombach, a fantastically talented woman I enjoyed working with at The Star.

Jennifer is not just a talented marketer, writer and entrepreneur, she’s also a local and has been with the newspaper for a long time (and was frequently overlooked). I would have loved the opportunity to work under Jennifer while I was there. She was a great mentor and a good friend.

IndyMoms grew to incredible success, before it was trashed by corporate.

Čo by Gannett MAL BY robiť

If Gannett wishes to make a go of it, the layoffs need to start with their corporate staff. I’ll apologize to my friends and colleagues at corporate beforehand, but your problems lie here.

Provide your local newspaper with the autonomy they need to sustain the business. Allow them to invest in their local resources and hold them accountable. Investment must cut into the profit margins they’ve grown to love at headquarters, but it’s necessary. Begin promoting from within the newspapers instead of shuffling talent nationwide.

Take a look at what Jennifer had done with IndyMoms. It was local, it was personal, and it was popular. They connected with readers and provided a perfect medium for local advertisers to connect with a specific local demographic. It’s the perfect recipe for success and could be repeated repeatedly.

Gannett musí dostať hlavu zo zadku. Niektorí ľudia hovoria Celá politika je miestna! V novinárskom priemysle Všetky doláre sú miestne! I wouldn’t hold my breath waiting for Gannett to fire itself.

Douglas Karr

Douglas Karr je CMO OpenINSIGHTS a zakladateľ spoločnosti Martech Zone. Douglas pomohol desiatkam úspešných startupov MarTech, asistoval pri due diligence v hodnote viac ako 5 miliárd dolárov v akvizíciách a investíciách Martech a naďalej pomáha spoločnostiam pri implementácii a automatizácii ich predajných a marketingových stratégií. Douglas je medzinárodne uznávaný odborník na digitálnu transformáciu a MarTech a rečník. Douglas je tiež publikovaným autorom príručky Dummie a knihy obchodného vedenia.

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