Most of you know I work for a mid-sized newspaper company, and like most newspapers, we’ve been undergoing quite a bit of change lately, forcing me to think about how the marketing department for the “online division” provides value to the organization.
Media, it’s consumption, and as a result marketing to people has become fragmented. Therefore capturing and fulfilling the expectation (need) of a new audience is different. Yet somehow the “Newspaper Online” operational structure and product structure reflects that of “Newspaper”.
Why is this a square peg in a round hole scenario? Well, it’s scalability (thinking large) vs. agility (thinking small). It brings back the theme of applying “New Marketing” to “Legacy Product”; which results only in a “Big Mess”. It no longer works to be everything to everyone anymore.
To attract a new segment we need to think small. Where are these people, what are they doing? With the resources, effort and focus on citizen media, as well as the concern in gaining market share, this is more important than ever.
Also, success is not only defined by the “big number” (pageviews). Measurement of success for new audience includes engagement (pages consumed and time spent) and loyalty (who is coming back).
Attracting new audiences is not all about the technology or platform involved, it’s about outreach and building teams that can do the following:
– Conversational writing, listening: The content becomes the marketing, and vice versa, it’s a two-way conversation.
– Group interactions, events, mingling, networking
– Guerilla marketing