#NYT SUBSCRIPTION DRIVER#
In each of our subscription categories, we have command over the product levers that help drive that, and we believe there's a huge growth runway ahead of us.īut second, and more importantly, is engagement as a driver of growth and retention across the bundle. We know how important healthy engagement is to a healthy business. EngagementĪccording to Houseman, there are two main mechanisms for achieving this, beginning with a focus on engagement within each product: Our strategy is to find the most engaging and authentic way to reach more of those subscribers in the funnel and convert them to be paid subscribers, at the right time with the right product. One third of those paid subscribers are all access bundle, or multi-product subscribers. That is a huge upside opportunity for us.
#NYT SUBSCRIPTION PLUS#
We see 50 to 100 million plus weekly average users, but only 9.7 million of those are digital paid subscribers today. That mission opens up a large market size opportunity, he added: In service to that mission, our digital evolution has been focused on creating a product portfolio that elevates our journalism, drives deeper subscriber engagement around the passions of our readers, and shows increased value across our portfolio. Our strategy is aimed at ensuring that our subscribers find the most value in their subscription and that we continue to show them that truth-based journalism is worth paying for. What are the tactical elements of delivering on that? It starts with a core of high-quality journalism, said Houseman, content that’s worth paying for: Our strategy is to become the essential subscription for every curious English-speaking person seeking to understand and engage in the world.
#NYT SUBSCRIPTION UPDATE#
It’s a remarkable transformation story and a bellwether example of what Zuora long ago coined as the Subscription Economy.Īt this week’s Subscribed event in New York, Ken Houseman, Vice President of Product at the New York Times, a long-standing Zuora user, provided an update on the story so far - and what’s on the next page. Today, that’s all changed - nearly a third of total US population turns to the NYT every day, with upwards of 10 million signed up as digital subscribers. And there was no obvious digital news revenue model to balance all this out. Advertising was in decline as print subscriptions were being cancelled as readers sought to source their news online.
#NYT SUBSCRIPTION FREE#
The buyback announced on Wednesday is for the New York Times' Class A shares, and the company said it aims to return 50% of free cash flow to shareholders in the form of dividends and share repurchases over the next three to five years.Flash back to 2008 and The New York Times (NYT) was in difficulty. Its digital advertising revenue was flat in the quarter and the company expects the measure to decrease by "low-single digits" in the first quarter, mirroring the weakness seen at other ad-reliant companies such as Snap Inc (SNAP.N). Adjusted profit of 59 cents per share was also above estimates of 43 cents. In the December quarter, the New York Times' revenue was $667.5 million, beating the $646.4 million estimated by analysts, according to Refinitiv. "With each passing quarter, we saw more proof that there is strong demand for a bundle of our news and lifestyle products," Chief Executive Meredith Kopit Levien said.Īctivist investor ValueAct Capital Management, which has an over 7% stake in the company, has pressed the publisher to aggressively offer its all-access digital bundle that includes product review website Wirecutter and sports news site The Athletic.
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