Category Archives: management

In Jacksonville, a new business model for the local editorial voice

Downtown Jacksonville, Fla., straddles the St. Johns River. (Times-Union photo)

Back in April, I lamented the steady decline in commitment to local editorials across the shrinking newspaper industry with this post: “Editorials: Headed for extinction?”

It’s a sad story. As ad revenues tumble and newsrooms shrink, so, too, are owners’ commitments to strong, impactful local comment in editorial pages.

Editorials lack any clear business model, so they’re vulnerable to cuts. Never mind that a strong, community-leading editorial voice can be a hallmark of our local brand and a reason we are seen as essential in the community.

In April, I hinted that I would blog on this subject again soon. One of the Morris publishers, Mark Nusbaum at the Florida Times-Union in Jacksonville, was working on an entirely new way to amplify his paper’s editorial voice and build a bold new business model around it. But it was still in development.

Last week it hit homes and businesses in Jacksonville.

The first edition of J magazine, which hit the streets on June 19, 2017.

It’s tempting to call it a magazine, but it’s much more than that. It’s a marshaling of the T-U’s editorial voice and resources around a critical issue that should unite the entire Jacksonville market — the health and growth of its flagging downtown.

The new print magazine, J, is the centerpiece, but the project uses multiple channels. And, perhaps most importantly, it represents the Time-Union using its still-mighty editorial clout to unite many leading business and institutional interests who care about the city’s future.

Jacksonville’s downtown has an exceptionally beautiful setting, straddling the majestic St. Johns River. But the downtown itself needs new life. In Mark’s words:

“Downtown Jacksonville has been challenged for many years. There’s the stadium [home of the NFL’s Jacksonville Jaguars] at one end of downtown, and that has made a signification improvement. But it’s been a battle to get anything more going.

“There are 70 acres on St. Johns River – the shipyards. There’s nothing happening there. The Landing [a riverfront complex of stores and restaurants built in 1987] needs a remodel.

“Downtown doesn’t have much vitality and not many living quarters. There’s some traffic for symphonies and plays, but there aren’t many restaurants, not much retail, not much residential.

“It’s not a vibrant downtown where you could drop out of your apartment and find good entertainment, good eats, and see people enjoying the city. People come in for the ballgame and leave. And there are some challenges with the homeless and panhandling.

“The downtown might be a 3 on a 10-point scale of what it could be.”

More than a business proposition

I see Mark as a living example of the spirit I described in my April blog. As a publisher, he’s not just running a business. He feels the needs of his community in his bones. He’s determined that the T-U will make a difference in the quality of life, and he believes that doing so can be a crucial success factor for the business he runs.

That kind of leadership is written all over this new venture. Mark not only conceived the venture — he made it a personal crusade to enlist the premier sponsors that make it a true community collaboration.

Through hand-written invitations, personal phone calls and frank face-to-face appointments with leaders of businesses and community organizations, he recruited most of the 20 premier sponsors himself — both as sponsors and as advisory board members.

That personal effort by the publisher, combined with a full-press marketing and design effort by key staff members, demonstrated the T-U’s full commitment to the project.

Here are the basics

  • Quarterly print magazine, minimum of 76 pages
  • First issue: 30 pages of advertising, 44 pages of content
  • Distribution of more than 40,000 copies:
    • 33,000 to seven-day print newspaper subscribers
    • 6,000 for counter sales in supermarkets and convenience stores
    • 4,000 for mail and distribution to key leaders in business and government, including 50 to 100 to each of the 20 premier sponsors
  • Content is produced, so far, primarily by the T-U’s editorial page staff — veteran writers and reporters. Editor-at-Large Frank Denton heads the content work. “Basically, the ‘editor’ of the magazine is our Editorial Board,” Mark said.
  • Marketing to consumers includes full-page print ads in the T-U, banner ads, man-on-the street video teasers prior to launch, radio spots, social media ad campaigns, a web landing page with articles and flip book, a launch email to advertisers and the T-U’s distribution list and signage for the distribution locations.

See it for yourself

You can see the landing page here, topped by Mark’s impassioned lead-off piece from the magazine. And you can open the flip book version of the magazine by clicking the cover image on the right side of the landing page.

In the flip book, check out the clear focus of the feature articles and the clever graphics highlighting the good and the bad in downtown Jacksonville. This is excellent advocacy journalism — a very different breed of content from what our newsrooms do.

One of the most powerful advance marketing pieces was a preview mailing in April (at right). It’s a box about 9 x 12 x 1.5 inches, sent to 200 key community leaders and possible sponsors. The beautifully designed contents — including a personal handwritten card from Mark — announced the magazine and the thinking behind it.

Contents included a J magazine prototype and a glossy 12-page booklet clearly outlining the proposition, from the purpose and concept of the magazine to the details of the premier, platinum and gold packages, priced at $20,000, $12,000 and $8,000.

You can see the booklet here: Partnership proposal. See Page 11 for the details on the partnership packages.

The sales effort

Mark said the selling has gone well, “but it’s a work still in progress. I limited it to 20 premier sponsors, 20 platinum and 20 gold. All 20 premier sponsorships sold out three weeks ago. We’ve sold a number of platinums and golds, and I expect the rest to sell out as soon as the magazine hits the street.

“I made about 27 calls to targeted businesses. I closed more than 70%. The Jaguars were first in.” Mark said Shad Khan, owner of the Jags, has been an open advocate of downtown development and was immediately enthusiastic.

“I called on a cross-section of leading institutions and businesses, including hospitals, medical institutions, higher education and some retail.

“I think it’s very important that the leading voice of this institution lead the charge. The prospects were very engaged, very interested in what I had to say, and very interested in talking with those who would be overseeing the content.”

Premier sponsors get seats on the Advisory Board. Mark said, “That group will have the opportunity to  review plans for future editions, and we will get their reactions to the first edition. We will be open to their ideas on stories and Information they have that they might be able to share with us.

“The decisions about stories will belong to us [the T-U], but their input will be very helpful.

“The other lead person on sales was the T-U’s VP of Sales, Lana Champion. She probably snagged about half a dozen.”

Another key player on design and concept was Jeff Davis, creative director at the T-U. The beautiful designs of the magazine and the marketing materials were his.

The response

How did the calls go? “Three or four were totally ready to go,” Mark said. “They said, ‘It’s about time.’

“Another dozen really liked the concept, were enthused and believed it was needed. But they wanted more feel for the content. They didn’t want it to be just another feature magazine. They wanted it to have an edge, make a difference, take on tougher issues, like safety, development, finance and taxation.

“A few weren’t quite sure. They wanted to take it back to their people for discussion. Most of them came back and said yes.”

So how does the money work out? Mark again:

“The first issue is probably about break-even. We used a lot of internal borrowed resources. When we get all 60 sponsorships, that’s $800,000 a year, and we’ll have other advertising outside the sponsorships.

“I’d like it to be a million-dollar business in the first year, and we will get digital opportunities, too.

“When we get to the million mark, we’re in good shape. And if we can get the magazine to 120 pages based on ad volume, we’ll probably have to add resources. And that would be a good thing.”

Not just the money

Money is only part of the picture.

“If we make a few bucks, great. But it’s the right thing to do for Jacksonville. And for this brand, Times-Union Media, to step forward and drive a stake in the ground — this is huge.

“That might be the greatest value for all of us in what we’re doing.”

I couldn’t agree more. This is the kind of moral and civic leadership that few institutions in any community can provide. But newspapers still can, if they will step up to the opportunity and the responsibilities. And it can contribute revenue and profitability.

As I see it, J magazine is a creative and bold extension of the traditional newspaper’s editorial advocacy role. It creates new business models and new collaborations with individuals and organizations who depend — as we do — on the health and vitality of the community.

Can the idea be reproduced in other markets? I think so, although it will take wisdom and imagination to choose the right issue to attack.

Is it the health of the downtown? An urgent need for medical care? Recruitment of major employers? Different communities have different needs, and a venture like this can only work if there’s a strong shared sense of the need in the community.

And, whatever the issue, a project like this will take serious commitments of time, leadership and resources from the publisher and others to pull it off.

For those who can do it, there’s a win to be had — for the media company, for local businesses and institutions and for those who live in the community.


Why the bitter U.S. political divide? Blame the digital information explosion

Business Deal FailureMost Americans would agree that our country is more fiercely divided along political lines today — Democrat/Republican and liberal/conservative — than ever before in our lives.

Through the last two or three presidential elections, this divide seems to have become more and more bitter. In the 2016 race, it reached a fever pitch, which has shown no sign of abating since the election of Donald Trump.

Why? Read the rest of this entry

“Big-J” journalism projects for resource-strapped newsrooms — Part I

Justice sign on a Law Courts building

It’s an article of faith in the local media business: High-quality content is our trump card in the high-stakes business of attracting and monetizing digital audiences.

But how much of that high-quality content do we really produce? And how much of it really has the huge audience pulling-power we need?

It’s the same answer for both questions: Not nearly enough. Read the rest of this entry

Can local media find a new home in real estate?

Ah, real estate. It used to be such a wonderfully profitable sweet spot for newspapers, back in the dear, now-dead days before the Web. And now it’s just a shadow of its former self.

The real estate business itself is doing okay these days, although it always has its ups and downs. It’s print real estate advertising in newspapers that’s been deeply and permanently disrupted.

The question I’m trying to answer these days is, isn’t there another model through which local media companies can play key roles in the real estate market? Read the rest of this entry

Is the events business right for media companies?

Croud at exhibitionMany local media companies are viewing events as a great way to bring in new revenues and support the future of journalism.

And the industry has seen some notable successes. Jason Taylor’s energetic advocacy has lit up many a convention stage since he started as president of the Chattanooga Time Free Press in 2007. And Brent Low, CEO of Utah Media Group in Salt Lake City, has made events a cornerstone of his diversified revenue model since he was publisher in St. George, Utah, more than a decade ago. Read the rest of this entry

10 years later: Seven disruption lessons from Newspaper Next

In the fall of 2006, as the Internet was devastating the newspaper industry in earnest, the American Press Institute unveiled a new program to push back against the disruption.

We called the project Newspaper Next, and its first report was called Blueprint for Transformation.

Ten years later, what did it accomplish? And what should we still remember from that body of work? Read the rest of this entry

Thought experiments can put us ahead of the media disruption curve

Let’s try some thought experiments, in the best tradition of Albert Einstein.

The hypothesis we’ll explore is this: That the large, lucrative revenue stream that newspaper companies have enjoyed from major/national advertisers will decline to something approaching zero.

Our thought experiments will examine what we should do about that. Read the rest of this entry

See Big Data and glimpse the future of advertising

I’ve been getting a series of demos from Big Data providers as we at Morris Publishing Group work to figure out how we will offer Big Data services to local advertisers.

Just lately, we’ve been getting down into the details. For me, this brought a profound leap in comprehension.

It was like staring  into a crystal ball and seeing a monumental event that’s about to change your life. Read the rest of this entry

Take a disruption lesson from Procter & Gamble

PGPhaseLogoWhat could disrupted legacy media companies possibly have in common with Procter & Gamble — the huge and perennially successful consumer goods manufacturer?

One thing we have in common is that we both need to recognize and plan for the continuous loss of revenue from declining products.

We don’t think of P&G as needing to cope with fading products as an endemic part of its business. But 10 years ago, when I was leading the Newspaper Next project for the American Press Institute, I learned that part of their success lies in the careful planning they do to offset those declines.

We in the media business can take an important lesson from P&G’s approach. Read the rest of this entry

Four keys to leadership in times of change

When your organization needs large-scale change (and what disrupted media organization doesn’t?), how do you get it done?

Leader heading the team. Lead by example concept.Terabytes have been written about the strategies and tactics that legacy media organizations need. I’ve written my share, too, here at But I’ve seen precious little written about how to lead and manage effective change to carry out these strategies.

Read the rest of this entry