1. The World News Media OUTLOOK 2016

 
100% of survey complete.

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Dear News Company Executive,

The World News Media OUTLOOK 2016 aims to provide news executives like you with the cutting-edge intelligence you need to benchmark your company’s performance  - and to help you devise innovative strategies to ensure your business's future success.

To that end, the Innovation Research Group (IRG) and the World Association of Newspapers and News Publishers (WAN-IFRA) invite you to participate in the 7th annual global study that aims to better understand and quantify our industry's responses to the challenges across the news company value chain. There are 20 questions, and it will take you about 10 to 12 minutes to complete the survey.
 
We would also like to thank you for your contribution by offering you a summary of the final OUTLOOK report, along with an invitation to a special webinar hosted by WAN-IFRA.
 
If you would like to take up that offer, please complete your contact details at the end of the survey and we will send you a free copy of the summary report when it is published. We can also send you an executive summary of the 2015 study, if you have not yet received one. Of course, your personal and company’s identity will remain confidential.

Thank you in advance for participating in the study and please don’t hesitate to contact one of the researchers if you have any questions.

Kind regards,

Vincent Peyrègne
CEO: World Association of Newspapers and News Publishers (WAN-IFRA)

Dr François Nel
Convenor: Innovation Research Group
University of Central Lancashire / fpnel@uclan.ac.uk

Dr Coral Milburn-Curtis
Analyst: Innovation Research Group
University of Oxford / coral.milburn-curtis@gtc.ox.ac.uk
 
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* 1. Which of the following most accurately represents the ownership of your organisation?

* 2. Your area of work in the news company

* 3. How would you describe the content of your PRIMARY news product?

  General news Industry specific Financial news Technology News agency
Print
Broadcast
Digital

* 4. How would you describe the current payment model for your PRIMARY publication title or PRIMARY broadcast channel?

  Free Paid/ subscription Part free, part paid (e.g. metered) Not applicable
Print publication
Digital-only publication
Companion website for a print or broadcast brand
Mobile site
Mobile phone app
Tablet/iPad app

* 5. What is the geographic focus for the target audience of your PRIMARY news product?

* 6. How frequently do you publish/broadcast your PRIMARY news product?

* 7. What is the size of your DAILY circulation / viewership / listenership for your PRIMARY product?

* 8. If you have a website for that title/programme/channel, how many online unique visitors do you have MONTHLY?

* 9. Is your company also active in any of the following businesses (Check all that apply)

  Currently involved Not involved Planning to invest Planning to de-invest
Consumer print products
Books
Software / app development
Consumer digital products
Content marketing
All advertising publications
Management / business consultancy
Advertorial / native advertising
Custom publishing services
Run conferences
Internet services
Hosting / organising events (e.g., concerts, marathon etc)
Distribution services / direct mailing
Education / training (not included in events and conferences)
Radio
eCommerce
Creative agency
Web radio
Training academy (for external clients)
TV
Internet-only websites (i.e., not companion sites for other media)
Web TV

* 10. How many employees in your company?

* 12. To what extent is it important for your organisation to invest / de-invest in the following areas over the next 12 months?

  De-invest No change Invest N/A
Administration
Advertising backoffice
Advertising production
Advertising Sales
Advertising technology
Big Data strategies
Collaborate with other companies for content creation
Commission own market research
Competencies of the board
In-house capacity for content generation / Digital Editorial
In-house capacity for content generation / Print Editorial
In-house capacity for content marketing (advertorial) activities
Convergence of multimedia operations
Cooperate on content syndication
Cooperate with other companies/ entrepreneurs/agencies for product development
Data journalism
Develop a good working environment
Develop content partnerships
Develop distribution/syndications partnerships with media and technology companies
Develop partnerships with digital technology platforms (e.g. FB, Google, Twitter, etc.)
Develop journalists' skills
Develop new business/ products outside the media sector
Develop new products within the media sector
Develop skills of sales people
Develop technology/technological partnerships
Promotions to drive digital subscription and/or copy sales targets
Encourage understanding and cooperation between different departments
iPad/e-reader/tablet products outside of current brands
iPad/e-reader/tablet products that extend the news media brands
Company IT infrastructure
Journalist equipment
Management and leadership development
Market research by others
Product marketing and branding
Mobile phone services that extend core news publication's/broadcast channels’ brand(s)
More diverse workforce (age, gender, ethnicity)
New mobile phone products/services outside of current brands
Office space
Outsource processes to other companies
Insource processes from other companies
Paid-for digital content (online, tablet/e-reader, mobile, etc.)
Pre-press technology and equipment
Print Editorial production (layout to pre-press)
Print Subscription / copy sales
Printing technology and equipment
Standalone research and development unit for product development (e.g. innovation labs)
Purchase or invest in non-media companies
Purchase or invest in other media companies
Partner with start-ups
Rapid implementation of changes
Number of employees
Reorganise internal operations
Social media editorial activities (Twitter, Facebook, LinkedIn etc)
Social media commercial activities
Stable and reliable distribution
Streamline workflow and processes
Studio construction
Training budget
Upgrade editorial technologies, e.g. Content Management Systems
Visual content generation capacity (photography, graphics, video)
Separate digital media business
Virtual Reality

* 13. To what extent could the following areas be opportunities for your organisation over the next FIVE (5) years?

  Unimportant Neither important nor unimportant Important
Social media commercial activities
Books
Free-to-use websites
E-Commerce
Free print products
Free-to-use e-reader/tablet (Kindle, iPad, etc.) products
Free-to-use mobile phone services
Web TV / Video
Paid-for e-reader/tablet (Kindle, iPad, etc.) products
Paid-for content websites
Distribution services
Content production services
Commercial printing services
Paid-for mobile phone services
Paid print products
Special Reports
Events and conferences
Education and training
Free-to-air TV
Social media editorial activites (LinkedIn, Facebook, Twitter, etc.)
Podcasting / Streaming Audio
Other print products
Search advertising revenue (Google, etc.)
Cable / Satellite Television
Affiliate marketing

* 14. Where do your CURRENT revenues come from?

  10% or less 11-20% 21-30% 31-40% 41-50% 51-60% 61-70% More than 70% N/A
Direct sales
Subscriptions
Advertising
Events
Other

* 15. Over the next 12 MONTHS, what percentage of the total company revenue/income will have to come from sources other than your traditional media activities (content sales and advertising) in order to achieve your company objectives?

* 16. Over the next FIVE YEARS, what percentage of the total company revenue/income will have to come from sources other than your traditional media activities (content sales and advertising) in order to achieve your company objectives?

* 17. How have your company's revenues changed over the last fiscal year? (Answer all that apply. If any of the options are not applicable, choose N/A).

  Down more than 20% Down 11 - 20% Down 1 - 10% No change Up 1- 10% Up 11 - 20% Up more than 20% N/A
Overall revenues
Overall profit
Overall profit margins
Advertising revenue on traditional platforms (print, broadcasting)
E-commerce revenue (e.g. book sales)
Education and training
Events
Mobile app advertising revenue
Mobile app subscription revenue
Print subscriptions & sales revenue
Revenues from non- media sources
Social media advertising revenue
Tablet app advertising revenue
Tablet app subscription revenue
Website advertising revenue
Website content/subscription revenue

* 18. How does your organisation approach innovation?

Select the column that shows how much you agree with each of the following statements.

  1 Strongly disagree 2 3 4 5 6 7 Strongly agree N/A
We have dedicated physical and/or virtual space to pursue new opportunities
Commercial departments take advantage of emerging opportunities.
In dealing with competitors, my firm is very often the first business to introduce new products, services, administrative techniques, operating technologies, etc
Our innovation projects have helped our organisation develop new capabilities that we did not have three years ago.
Our leaders model the right innovation behaviours for others to follow.
Our company's culture encourages everyone to be innovative.
There is an urgency felt throughout the organisation that our business needs to change
Our editorial, commercial and technology (IT) teams collaborate effectively
I am satisfied with my level of participation in our innovation initiatives.
We have a community that speaks a common language about innovation.
We have a deliberate, comprehensive and disciplined approach to innovation.
We have a burning desire to explore opportunities and to use our resources to create new things.