Daniel L. Williams | Audience Development Manager

New York Times Regional Media Group

International Newsmedia Marketing Association

Summit on Audience Development

November 18th, 2008

1C-Change: Strategic Transformation in Circulation

Data-Driven Marketing and CM/CRM

Leveraging customer insights to

drive loyalty, sales effectiveness,

and cost savings.

Three Year Strategic Initiative (2006-2008)

• Develop centralized marketing database

• Strengthen marketing intelligence and customer insight

• Innovate through synergistic partnerships

• Gain process efficiencies through standardization.

• Consolidate consumer marketing functions.

• Drive & sustain top-level performance.

NYTRMG Audience Development and CM/CRM

• Responsible for building strategies and tactics to:

– Grow core and niche product circulation, readership, & revenues.

– Increase digital presence, site traffic, registration, and engagement.

– Identify and reach niche audiences through alternate print/digital products.

– Strengthen competitive position through branding and promotional initiatives.

• Develop and execute “best in class” marketing programs through centralization, coordination with markets, and/or outsourcing business functions to strategic partners.

• Instill long-term loyalty to NYTRMG products through retention-based selling while upholding the highest standards of customer care.

Strategic Transformational Change:

Triad Management Principle: Circulation

While home delivery and single copy sales remain a local management responsibility, subscriber acquisition, retention and overall strategic planning is either centralized or outsourced. Costs are reduced,

but more importantly, the organization gains momentum for moving toward total audience management. Clerical and administrative tasks that are now automated provide resource to hire new talent required going forward.

Shared Resources

StrategicPartnership

s

LocalManagemen

t

Open Technology

Home Delivery, Single Copy SalesDistribution & Fulfillment

Call Center, E-Mail,Direct Mail, Telemarketing, Technology, Data Management

Strategic Planning, Analytics, Campaign Management,Brand Management, CRM Strategy

4C-Change: Strategic Transformation in Circulation

ADDRESS MASTER LEVELAd Hoc

SUBSCRIBER/OCCUPANT LEVELDaily

DEMOGRAPHYAd Hoc

VOTER REGISTRATIONAd Hoc

TRANSACTION LEVELDaily

CDSAd Hoc

BILLING/RENEWAL LEVELDaily

DNC/DNM SUPPRESSIONSWeekly

NEW MOVER/NEW HOMEOWNERBi-weekly

CAMPAIGNDaily

PRIZM NEAd Hoc

3rd Party Lists/Compiled Data

ABC DRAWWeekly

BUDGETAnnually

Supports daily, weekly and monthly reporting and

planning using Reporting Tool

NYTRMG Centralized Data Warehouse - MaaX:Supports Circulation, Advertising and Strategic Initiatives

Event Driven Customer Relationship Management

Customer Relationship Management as Campaign Curriculum

Automation and File Transfer through FTP

CRMCall Center

SalesCall Center

InboundCall Center

MaaX Centralized Database

Campaign Analyst

Marketing Programs and Systems Integration

Alabama/

Louisiana

California

Carolinas

Florida

Sarasota

Targeted Growth Model• Multi-channel, integrated subscriber

acquisition program targeting priority segments.

• Aggressive pricing with longer term offers and emphasis on automatic renewal.

• Customer insights drive segmentation strategy. Repeat message and offer exposure drives response.

• +3% increase in household penetration through first 6 months.

CRM - Renewal Continuum

Subscriber Loyalty Continues to IncreaseShift from Churn to Retention-Based Sales Strategy & Increase in Automatic Renewal

Results: Significant Improvement in Sales Channel ROICost per Unit by Channel (2006-2008 YTD)

14

Three Year Impact

• Consolidated all consumer marketing functions, including:

– Inbound/Outbound Sales and CRM call centers.

– Direct Marketing.

– Event and Kiosk Marketing.

– Budget Management and Resource Allocation.

• Shift from churn-based sales to retention-based CRM strategy.

• Total Annualized Source Savings >$1,000,000 over 3 years.

• Reduced Discount Expense (35%) over 3 years.

• Reduced Cost per Annual Unit (29%) over 3 years.

• Increased Revenue per Subscriber +8.4% over 3 years.

• Organization Restructured.

– Reduced 31 FTEs.

• Current staff of 7 FTEs supporting sixteen market group.

• Increased % of subscribers as “Core” (>2 years) from 69% to 73%.

Key Characteristics of the NYTRMG CM/CRM Program

• Investment in centralized marketing database

• Business systems standardization

• Daily database builds

• Web-based solutions

• Robust reporting and analytics

• Multi-channel integration/Multi-medium deployment

• Test and Learn methodology

• Ongoing refinement

Thank You

Daniel L. WilliamsAudience Development ManagerNew York Times Regional Media

Group(p) 863.802.7251

(e) daniel.williams@nytrng.com