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The coming death of seven-day publication

First posted at Nieman Journalism Lab

Update: On Dec. 28, 2012, I appeared on the John Gambling show on WOR radio, New York, to talk about these predictions. Here's a podcast of our talk.

My (newspaper-centric) predictions for 2013 in a nutshell:

• Because of the rapid adoption curve of tablets and the convenience of news consumption on them, the business model for seven-day printed newspapers in most markets is toast. We’ll start to see frequency reductions to two or three days a week at an accelerated pace. By the end of 2015, fewer than half of the current dailies will still be on that schedule.
• While we’re still seeing more papers hopping on the paywall bandwagon, there will be a growing realization that simple paywalls that just provide access to the content of a single newspaper are not the answer. Sopaywalls will begin to morph into membership models, where subscribers get access not only to content but to a range of services and benefits.
• As part of membership thinking, newspapers will finally start adopting the “jobs to be done” thinking advocated in the American Press Institute’sNewspaper Next project (2005-2008) — the idea that the resources of the news organization can address a wide variety of problems that readers and advertisers need solutions to.
• Membership thinking will also encourage the idea of paid (or unpaid) access to content from a network or cooperative of news organizations — sort of an E-ZPass approach, in which your paid digital subscription at a local news site might also provide you with access to regional and national news sources along with topical news from sites that specialize in business, finance, travel, sports, food, design, or whatever suits your fancy.

Let’s look at each of these in detail.

Frequency reductions

I’ve been suggesting since 2008 that to transition from a print-centric business model to a digital-centric one, newspapers need to go through an essential and strategic transition: cut print publication from six or seven days a week to two or three days. And when they do this, the printed product should be understood as a niche byproduct of a news organization that understands itself as being above all a digital-first enterprise.

NewsRight’s potential: New content packages, niche audiences, and revenue

Look past Righthaven-related fears and you’ll see the possibilities NewsRight might afford in enabling and automating new ways of redistributing content.

First posted at Nieman Journalism Lab

When NewsRight — the Associated Press spinoff formerly known as News Licensing Group (andoriginally announced by the AP as an unnamed “rights clearinghouse”) —began to lift the veil a couple of weeks ago, most of the attention and analysis focused on “preserving the value” of news content for content owners and originators. In the first round of reports and commentary on the launch, various bloggers and analysts quickly made comparisons to Righthaven, the infamous and all-but-defunct Las Vegas outfit that pursued bloggers and aggregators for alleged copyright violations.

But most of that criticism misses an important point: Would NewsRight’s investors, all legacy news enterprises, really invest $30 million in a questionable model just to enforce copyrights? Or are they investing in a startup that has the capacity to create revenues from new, innovative ways of generating, packaging and, distributing news content?

While some of the reactions point to the former, I believe the opportunity (and NewsRight’s real intention) lies in the latter: NewsRight has the potential to create revenue for any content creator large or small, and to enable a variety of new business models around content that simply can’t fly today because there hasn’t been a clearinghouse system like it.

(As background, here at Nieman Lab in 2010, I first described the potential benefits of a news clearinghouse months before AP announced the concept. Then after AP made public their plans, I described a variety of new business models it could enable, if done right.)

First, let’s have a look at some of the critics:

A look back at my 2011 predictions, along with a fresh batch for 2012

Here we go again — time to have look back at my December 2010 predictions for 2011, and to go out on another limb with prognostications for 2012.

Below, I’ve listed each of my 2011 predictions (somewhat abbreviated in some cases — just click back to the original post for the full verbiage). Following each 2011 prediction, read my report on how things actually turned out, plus a fresh prediction for 2012.

2011 Prediction: Digital convergence: News, mobile, tablets, social couponing, location-based services, RFID tags, gaming . . . All these things will not stay in separate silos. . . . imagine for a moment: personalized news delivered to me on my tablet or smartphone, tailored to my demographics, preferences, and location; coupon offers and input from my social network, delivered on the same basis; the ability to interact with RFID tags on merchandise (and on just about anything else); more and more ability not only to view ads but to do transactions on tablets and phones — all of these delivered in a entertaining interfaces with gaming features (if I like games) or not (if I don’t). In other words: news delivered to me as part of a total environment aware of my location, my friends, my interests and preferences, essentially in a completely new online medium — not a web composed of sites I can browse at my leisure, but a medium delivered via a device or devices that understand me and understand what I want to know, including the news, information and commercial offers that are right for me. All of this is way too much to expect in 2011, but as a prediction, I think we’ll start to see some of the elements begin to come together, especially on the iPad.

How I did: Some hits, some misses in a complex prediction there....

Click here to continue reading this post at Nieman Journalism Lab.

Amazon enters the tablet battle: It’s all about the shopping

What the aggressively-priced Kindle Fire will mean for news publishers.


In February 2010, before the first iPad shipments, I went out on a limb here (in a post about iPad strategies for publishers) with this prediction:

I believe the biggest transformation that will be wrought by the iPad will be to bring an enormous increase in online shopping.

How have things turned out so far? What might the results have to do withAmazon’s new tablet? And, most importantly for the Nieman Lab audience, what new disruptive challenges does all this throw at the elusive and precarious business models for news?

First, it turns out that tablets indeed push much more online shopping, as Dana Mattioli reported in the Wall Street Journal yesterday. In a story entitled “Tablets: Ultimate Buying Machines” — quoting info from Forrester Research, Macy’s, and others — Mattioli reported these findings:

• Tablet shoppers make purchases in 4 to 5 percent of shopping site visits, compared to about 3 percent for consumers visiting shopping sites on PCs. That’s about 50 percent more purchases.
• Tablet shoppers, according to many retailers, spend 10 to 20 percent more per order than PC shoppers or smartphone shoppers. Combined with the first finding, that means 65 to 80 percent more spending.
• Tablet shoppers who shop via apps tend to spend much more than tablet shoppers on websites. (At TheFind, they’re spending three times as much through the app compared to the website.)

Click here to read the rest of this post at Nieman Journalism Lab.

A call for consolidation: Dean Singleton on John Paton, collective action, and the next waves of newspaper cutbacks

My recent post at NiemanLab:

When MediaNews Group and Journal Register Co. announced a quasi-merger on Wednesday — putting the two under a new common management structure named Digital First, with John Paton serving as CEO of both companies — it was the most dramatic combination of American newspapers companies in years. And it was also a victory for the vision of Dean Singleton, the longtime MediaNews CEO who has been a champion for consolidation in the newspaper industry for decades.

Singleton, now MediaNews’ executive chairman, spoke with me Thursday about the move and his belief that more mergers, clusters, and partnerships are essential for the industry’s survival. “Broadcast consolidated, cable consolidated, and newspapers, in order to have the same relevance that cable and broadcast and others have, need to go through consolidation,” he said.

Back in 1996, at a management meeting when I was working at MediaNews, Singleton said that he anticipated one day just three companies would own most of the papers in the country — and he intended MediaNews to be one of them. At the time, the company owned only 13 newspapers and was not among the top 10 in terms of total circulation. Fifteen years later, with paid weekday circulation of about 2.2 million (JRC adds in another 400,000), it ranks second, behind only Gannett’s roughly 5 million.

Having shed most of MediaNews’s debt via a strategic bankruptcy, and having stepped aside from day-to-day management, Singleton is focused on building the next rounds of consolidation. He feels that collectively, the newspaper industry “should have seen the changing media environment sooner and dealt with it sooner,” and that collective strategies are now essential.

For Singleton, Paton seemed like an ideal partner: Their friendship goes back decades, and Singleton actually helped sponsor Paton, who is Canadian, when he needed a green card to work in the United States.

As a reflection of the daunting headwinds facing the newspaper industry, he predicted: “I don’t think there’s any newspaper company in America that won’t have fewer people a year from now than they have today, and fewer still in two to three years.” But he’s not headed for an exit strategy: “I love this business, I’ve been in it since I was 15, and I love it and I care a lot about it.”

Here’s a transcript of our interview. You can also download an MP3 of our conversation. (Due to the interviewer’s klutziness, the first question and a snippet of the first answer were truncated.)

CLICK TO READ THE REST OF THIS POST AT NIEMAN JOURNALISM LAB.

MediaNews group under new management

MediaNews Group, the second-largest US newspaper company in terms of weekday circulation, a company I worked for some 13 years, publisher of the Denver Post and newspapers from California to New England, is consolidating management with Journal Register Company under CEO John Paton.

This is sort of a merger without merging, but could be a positive development for both companies. Look for big changes, in any case.

From Nieman Journalism Lab, here's a post linking to the announcement and a Paton blog post, along with context and background quotes from yours truly posted back in January and July foreshadowing this development.

Annual interview with Rick Floyd on future of news

Once a year, my friend Rick Floyd interviews by email me for his blog "When I Survey" (formerly "Retired Pastor Ruminates").

He has posted this year's installment. He calls it "The future of newspapers", but it's really about the future of news. Enjoy!

Alden Global Capital drops a shoe: Is the Journal Register acquisition prelude to more consolidation?

On Thursday, Journal Register Company announced that it had been acquired by Alden Global Capital, a secretive hedge fund that specializes in “distressed opportunities,” such as companies emerging from bankruptcy — including newspaper groups. The acquisition may foreshadow additional moves by Alden, which is interested in two strategies to add value to its investments: (a) it wants its newspaper holdings to aggressively develop digital capabilities and revenues, and (b) it wants to see consolidation (mergers) among newspaper groups.

In its capacity as a distressed-opportunity specialist, as I detailed here in January, Alden acquired stakes not only in JRC, but also in MediaNews Group, Philadelphia Media Network, Tribune, Freedom Communications, and the Canadian newspaper groupPostmedia Network . Among publishers that avoided bankruptcy filings, it has stakes inA.H. Belo, Gannett, McClatchy, Media General and Journal Communications. (I detailed those investments in this post in March.) In addition to its newspaper holdings, Alden has other media investments, including in Emmis Communications and Sinclair Broadcast Group. Only the investments in public companies are detailed in SEC filings — they add up to about $210 million in media holdings. Together with the non-public investments in JRC, MediaNews, Freedom, Postmedia, and Philadelphia, Alden may have as much as $750 million of its total assets of $3 billion invested in newspaper and broadcast media properties.

At the time of that January post, Alden had just asserted itself at MediaNews Group by shaking up the executive suite and naming three new directors to the seven-member board. (Disclosure: I spent 13 years as a publisher at a MediaNews Group newspaper.) That move was important because it enabled Alden to use MediaNews as a platform from which to drive consolidation in the still-fractured U.S. newspaper industry. (The largest player, Gannett, owns only about 13 percent of the industry in terms of daily circulation.) Under SEC rules, by taking a position on the board, Alden was no longer allowed to speculate in MediaNews stock; hence, their assumption of board seats signalled an intent to use their MediaNews holdings strategically rather than speculatively. Until the JRC acquisition, Alden had not done the same at any of the other firms in which it had invested.

Click here to continue reading this post at Nieman Journalism Lab

The flip side of black hat SEO: If your news site publishes paid links, you risk suffering Google’s wrath

Last month, the New York Times outed retailer JCPenney for engaging in “black hat optimization” — the practice of buying or placing links designed primarily to improve a site’s standing in Google search results.

While JCPenney did a quick mea culpa and fired the SEO consultants responsible for the links (and had its search standings plummet for all the keywords involved), there is also a flip side to the story: a cautionary tale for news sites and bloggers — indeed, for anyone operating a reputable website that looks for advertising revenue.

A number of high-profile news sites, in fact, still carry links of the offending variety, potentially to the detriment of their own standing in Google search results. In a survey last week, we identified a variety of news sites publishing paid links that lack Google-required HTML formatting designed to avoid negative SEO results. The list includes GlobalPost (which has since removed the links), the Jerusalem Post, the Christian Science Monitor, The Monthly (of Australia), the Gotham Gazette (which has since made them Google-compliant by adding nofollow tags — see below), the Charleston (WV) Daily Mail and its JOA partner the Charleston Gazette.

...Continue reading this post at Nieman Journalism Lab...

Who owns newspaper companies? The banks, funds, and investors and their (big) slices of the industry

Who owns America’s newspapers?

In January, I detailed how a hedge fund named Alden Global Capital, which played a role in the shakeup at MediaNews Group, also had significant holdings in newspaper groups Freedom Communications, Philadelphia Newspaper Holdings, Journal Register Company, Tribune, and the Canadian newspaper firm Postmedia Network — all firms with current or recent bankruptcy status.

After noticing that Alden also owned, as of December 31, 3.91 percent of Gannett’s common stock, I surveyed all of the U.S. public newspaper companies to see whether Alden pops up elsewhere as well. It turns out that, other than Alden’s stake in Gannett, there’s little crossover between the principal investors in the public companies and those that have picked up the “distressed opportunities” created by trips through bankruptcy court.

First, here’s a set of slides detailing the top investors in each of the publicly-owned newspaper publishers. I’ve included among these News Corporation (both the class A and class B common stock), but for the rest of this analysis, News Corp. is excluded because its global multimedia holdings in film, television, magazines and book dwarf the entire rest of the American newspaper business. (Note: All holding and valuations throughout this post are as of December 31, 2010.)

Continue reading this post at Nieman Journalism Lab.

Tackable aims to become the social network for user-generated news

Facebook and Twitter may be a great way to organize revolutions, but as we saw during the last few weeks of checking #Egypt and #Jan25 hashtags, following them on Twitter can mean a frustrating hunt through lots of chaff to find a few grains of wheat. We knew exactly where the epicenter was, but we had no GPS-based way to zero in on those Twitter users who were actually on the scene.

“The traditional social network just doesn’t work when it comes to news,” says Luke Stangel, cofounder and chief marketing officer at Tackable, a Palo Alto-based startup tackling this problem by building a standalone social network that “organizes media on a map.”

Tackable’s current shape is an iPhone app-based social network focused on geotagged news photos and captions. The system will eventually include text, audio, and video, and of course an Android app is on the way. The Tackable vision is that when breaking news happens, you’ll be able to use the app to zero in on the location on the map, and see whether network members have posted photo, video and comments, without needing to have a previous relationship with those people.

“You don’t really care what a dentist in Baltimore thinks about Egypt,” Stangel said. “What you really want to do is talk to a protester who is there on the ground. So what we do is we break the social network and we replace it with something else. We put it on the map. So if you’re interested in Egypt, you simply pull the map over to Egypt and you can see all the media that’s coming out of the country, from people who are there on the ground.”

Click here to continue reading this post at Nieman Journalism Lab.

The shakeup at MediaNews: Why it could be the leadup to a massive newspaper consolidation

Back in the early 1990s, Dean Singleton predicted that ultimately there would be just three newspaper companies left standing, and he intended his MediaNews Group to be one of them.

It was an audacious prediction, because at the time, after a decade of wheeling, dealing and sometimes ruthless management, MediaNews Group still consisted of just a dozen newspapers, and the company’s board meetings, as he was fond of saying, “could be held in the front seat of a pickup truck.” But Singleton often repeated his prediction of industry consolidation, and it was the driver behind MediaNews’s growth into the sixth largest newspaper company (in terms of circulation) over the past 15 years. Today MediaNews has 54 daily newspapers with a total of 2.4 million weekday circulation. (On its own site, MediaNews claims to be the “second largest media company,” but that’s a double stretch: Its properties are nearly all newspaper entities, and, by my count, Gannett, Tribune, News Corp., McClatchy and Advance have more daily paid print circulation — and are certainly all bigger media companies than MediaNews.)

Read the rest of this post here at Nieman Journalism Lab.

The year 2010 in review

Inspired by my friend Richard Floyd's ruminations about his 2010 blogifications, here's a rundown on how News after Newspapers was read this year.

To the extent Google Analytics tells a real story — there are many visits by folks clearly searching for something else who stick around for just two or three microseconds — visitors in 2010 came from 108 countries (missing: Central Asia, Central Africa, Bolivia, Greenland and a few Central American countries), and all 50 states. There were 11,532 visits in total, 14,584 pageviews, and 8,478 individual visitors. On average, you spent 57 seconds on site, which is not enough to read the average post, so obviously, a lot of you bailed out early. On the other hand, most of my posts here were just trailers for the full posts over at NiemanLab, where the average post got at least 1,000 hits.

I managed to put up 20 posts this year versus 75 in 2009 and 66 in 2008 (and I started in September of 2008), so it's been a slow year. Nevertheless, overall traffic this year was down just about 5 percent from the year before.

What you liked, based on pageviews:

1. iPad strategies for publishers — I must admit, I still don't have one — an iPad that is.  But I've played with one, and I think so far the strategies outlined in that post are looking valid. (See also that post's precursor, with the same thoughts somewhat less polished.)
2. Groupon's revenue pace — I predicted a $350 million annual pace back in April. That seemed pretty preposterous at the time (they only came out of beta about a year before), but the actual result, astoundingly, seems to be closer to $1 billion.
3. Are newspapers doomed? — This is a 2008 post that continues to get traction. The answer, if you don't want to peek, is yes.
4. Out on a limb again: Predictions for 2010 — You can check on how those prognostications turned out here. I had more hits than misses, overall.
5. A roundup of media predictions for 2010 — This is a beat that NiemanLab has taken over in spades, with an all-star series of 2011 predictions posted during December, including my own.

Happy New Year to all!

Predictions 2011: More digital convergence, AP Clearinghouse, more trailblazing from John Paton's JRC

Continuing an annual tradition here at NaN, here are my prognostications for 2011 (posted also at Nieman Journalism Lab). See also my earlier post with predictions for 2020.

Digital convergence: News, mobile, tablets, social couponing, location-based services, RFID tags, gaming. My geezer head spins just thinking about all this, but look: All these things will not stay in separate silos. Why do you think AOL invested $50 million or more launching Patch in 500 markets, without a business model that makes sense to anyone? What’s coming down the pike is new intersections between all of these digital developments, and somehow, news is always in the picture because it’s at the top of people’s lists of content needs, right after email and search. There are business opportunities in tying all of these things together, so there are opportunities for news enterprises to be part of the action. Some attempts to find synergies will work, and some won’t.

But imagine for a moment: personalized news delivered to me on my tablet or smartphone, tailored to my demographics, preferences, and location; coupon offers and input from my social network, delivered on the same basis; the ability to interact with RFID tags on merchandise (and on just about anything else); more and more ability not only to view ads but to do transactions on tablets and phones — all of these delivered in a entertaining interfaces with gaming features (if I like games) or not (if I don’t). In other words: news delivered to me as part of a total environment aware of my location, my friends, my interests and preferences, essentially in a completely new online medium — not a web composed of sites I can browse at my leisure, but a medium delivered via a device or devices that understand me and understand what I want to know, including the news, information and commercial offers that are right for me. All of this is way too much to expect in 2011, but as a prediction, I think we’ll start to see some of the elements begin to come together, especially on the iPad.

The Associated Press clearinghouse for news. Lots of questions here: Will be it nonprofit or for-profit? Who will put up the money? Who will be in charge of it? What will it actually do? It will probably take all year to get the operation organized and launched, but I’m going to stick with the listing of opportunities I outlined when news of the clearinghouse broke. I continue to believe that the clearinghouse concept has the potential to transform the way that news content is generated, distributed and consumed. (Disclosure: I’m working on a project with the University of Missouri to explore potential business models enabled by news clearinghouses.)

How I made out with my 2010 predictions

Time to look back on my predictions for 2010, posted December 17, 2009. Here are the full texts of the predictions, with outcomes, as near as ascertainable at this point. (Posted also at Nieman Journalism Lab)

Newspaper ad revenue

PREDICTION: At least technically, the recession is over, with GDP growth measured at 2.8 percent in Q3 of 2009 and widely forecast in Q4 to exceed that rate. But newspaper revenue has not followed suit, dropping 28 percent in Q3. McClatchy and the New York Times Company (which both came in at about that level in Q3) hinted last week that Q4 would be better, in the negative low-to-mid 20 percent range. This is not unexpected — in the last few recessions with actual GDP contraction (1990-91 and 2001), newspaper revenue remained in negative territory for at least two quarters after the GDP returned to growth. But the newspaper dip has been bigger each time, and the current slide started (without precedent) a year and a half before the recession did, with a cumulative revenue loss of nearly 50 percent. Newspaper revenue has never grown by much more than 10 percent (year over year) in any one quarter, so no real recovery is likely. This is a permanently downsized industry. My call for revenue by quarter (including online revenue) during 2010 is: -11%, -10%, -6%, -2%.

REALITY: CLOSE, ONE CIGAR. Actuals for Q1, 2, and 3: -9.70%, -5.55%, – 5.39%. And Q4, while not a winner, will probably be “better” than Q3 (that is, another quarter of “moderating declines” in news chain boardroom-speak). So, a win on the trendline, and pretty close on the numbers.

Newspaper online revenue

PREDICTION: Newspaper online revenue will be the only bright spot, breaking even in Q1 and ramping up to 15% growth by Q4.

REALITY: CLOSE, ONE CIGAR. Actuals for Q1, 2, and 3: +4.90%, +13.90%, and +10.7%. Since Q1 beat my prediction and was the first positive result in eight quarters, I’d say that’s a win, and pretty close on the ramp-up, so far. Q4 might hit that 15%.

What will journalism look like 10 years from now?

Over at NiemanLab, there has a been a litany of predictions for journalism for 2011; my own should be in the works over there.

But at Quora, where I'm a member, somebody asked, "What will journalism look like 10 years from now?" This is a good question, because year-to-year changes don't always reflect the long-term trends. Here's the answer I posted:

There are those who say that only trained professionals can practice journalism, but as a practical matter, journalism will continue to be practiced by a range of people with professionals at one end and amateurs at the other, publishing via a range of channels with large commercial and non-profit news organizations at one end and individual bloggers at the other.

Some of these will have paid access, some will be free; some will be on paper, some on websites, some on apps, some on other channels, and many on some combination of these distribution methods. Journalism will be fully platform-independent. But although platforms and cost are not directly relevant to how journalism will be practiced, they do affect how journalists may earn a living. So lets look at ways the work of journalists across the spectrum may change over the next ten years:

More freelancers: Individual journalists will have enhanced ability to earn a living by selling directly to news consumers, which will better enable them to operate outside of traditional news organizations and sell their content in multiple ways including syndication, curated channels, individually branded channels.

The pros and cons of charging for news

Robb Crocker, a mid-career grad student in communications at Rutgers, did an email interview with me about the pros and cons of charging readers for news content. He posted the interview on his blog, here's the Q and A portion.


Q. In your opinion, what are the pros and cons of charging readers for online news?

A. On the pro side: it helps put in the minds of readers the idea that this content has some value; that there is a cost to producing it. And of course, in theory it creates a revenue stream for the publisher. Against this, on the con side, are these arguments:

(a)  Before online distribution, news in most media was free: radio, TV, and even newspapers — the subscription price or newsstand cost of a newspaper is really a convenience fee readers were willing to pay for their own personal copy. Historically, at least until the 1980s, it was a kind of freemium model: you were likely to find a newspaper to read sometime in the course of your day: at the barbershop, on a bus, in a waiting room, at the lunch counter, etc., and the pass-along readership factor was quite high. So if the prior news media never established value and a willingness of consumers to pay for news as distinct from convenience, then doing so for online news will be very difficult.

(b)  Except for a handful of publications with high-value content, like WSJ, FT, possibly NYT and various more topical niche publishers, it will be very difficult to implement a paid model in which the loss of ad revenue from lower page views is offset by the subscription income. Small local publications will simply not be able to implement pay systems by looking at the models that work for the high-value and niche publishers. 

(c)  Content has become atomized. The typical reader assembles a stream of online news not from a single source but from multiple sources, and will be unwilling to return to a single-source model.  

AP’s “ASCAP for news” — new ecosystem, new revenue streams, new enterprise opportunities

In a speech on Monday, Associated Press CEO Tom Curley announced that the AP would soon set up  “an independent rights clearinghouse for news publishers to manage the distribution and use of their content beyond their own Web properties.” (Speech text in PDF link)

The entity, to be designed with input from multiple stakeholders including AP and the Newspaper Association of America, will be established sometime in 2011. It will be a business-to-business clearinghouse, not involving transactions with consumers. Through the clearinghouse, originators of news content (ranging from local bloggers on up; this is not limited to AP members) will be able to distribute their content for digital publication by others, and receive back royalties of revenue shares according to protocols yet to be determined. The clearinghouse will be facilitate a rapid, realtime means of negotiating rights for such content sharing, resulting in a large increase in the potential market for any particular piece of content.

As an illustration: a newspaper (or a broadcaster, or a local blogger) could release a piece of content (a story, a photo, a video) with tags indicating what it is about, who owns it, how and where it may be used, and how the content originator is to be paid. The content, distributed through any available channel, is picked up by another publisher, aggregator, or personalized news service and used in accordance with the attached rights and payments protocols. The clearinghouse monitors usage and payment obligations throughout the network of participating content originators and publishers, and settles transactions among them.

The plan Curley described is very similar to what I proposed in a post here in July, in which I asked, “What if news content owners and creators adopted a variation on the long-established ASCAP-BMI performance rights organization system as a model by which they could collect payment for some of their content when it is distributed outside the boundaries of their own publications and websites?”

Curley framed the opportunity in very similar language: “With the new rights clearinghouse initiative, we are hoping to give news publishers more tools to pursue an audience and capture value beyond the boundaries of their own digital publications.”

NAA switches webstat vendors — results look better but miss the shift to mobile

When last we checked on the Newspaper Association of America's webstats (and other data) back in April, the monthly website usage information that the nation's daily newspaper organization was publishing came from Nielsen Online, and it wasn't all that pretty.

The NAA tried to put the best spin on the data, but as we pointed out at the time, time spent at newspaper sites was in the doldrums and getting gradually worse, with three of the seven shortest attention spans measured by Nielsen occuring in the first quarter of 2010: 34:10 minutes in January, 31:39 minutes in February, and 32:21 minutes in March. For context, consider that at the time, also according to Nielsen, the average Facebook user was spending nearly seven hours on the social networking site.

It looks like NAA was not happy with those first quarter web stats. It published April data from Nielsen but offered no further updates for four months. At that point, I inquired whether NAA had decided to stop publishing the data, and was informed by Jeff Sigmund, Director of Communications, that "a new methodology" was in the works.

The new methodology turns out be be Comscore. Last Thursday, NAA posted Comscore data for September, and simultaneously wiped all the old Nielsen data off its site. The reason for the switch is clear: Comscore's results are more favorable to newspapers than Nielsen's in several categories, as trumpeted in an NAA press release.