To automated the check-out, the Journal Sentinel used its existing vender,, a vendor that supplied their customer service portal for all payment online orders and vacation transactions. "If I hit my (pay)wall, it'ss a couple steps to prove to you that I'm a subscriber." So they needed an automated system for people who don't know their user name and password, with a simple "please register me" button that was connected by the last name and zip code, phone number. We really need them to go in and register and take a look at it." "Even though we've got the money already, we want them to be interacting with it. *A e-mail and direct mail program to get JSEverywhere subscribers to register. *The launch of the new platforms in January was strategically timed to correspond with the during the football Play-offs in which the Green Bay Packers, “a religion,” were at their highest, peak interest - and when three or four of the Journal Sentinel sports analysts briefly became top national sports analysts on the winning team. * Branding for JSEverywhere was also everywhere: email, direct mail, postcards, and in paper (see promotions to the right and cick to enlarge). The paywalls may removed during key advertising issues to maximize ad revenues. *The strategy allows free areas including "Tap Milwaukee," obituaries, and classifieds to remain outside the paywall. The low pricing was subjected to an internal debate, which finally settled on the fact that "Steve Jobs must have been on to something with ITunes," as well as an informal survey of 30-year olds in the company who said they would not pay $2 a week, but would at 99 cents. The MJS calculated the meter would affect 5% of users. * A digital only option was launched at 99 cents per week, or $51 a year, on a metered model that kicks in at 20 stories per month. It will also include the iPad app when launched (a key regret is not having the iPad app on line yet, though the package worked well anyway). *Print subscribers got unlimited access to "JSEverwhere," including all digital products: e-edition, web site and mobile apps. She launch launched a force multi-platform upsell for its print subscribers, branded as “ JS Everywhere" in January, 2012. Strategy: Instead of making digital an optional upsell for paid subscribers (opt-in and opt-out models are both popular), the Milwaukee Journal Sentinel's models showed a forced upsell yielded the most revenues, Wood said. They also wanted to put to work the media's unique opportunity in a market that is home turf for a major national sports franchise, The Green Bay Packers. In short, Wood's team wanted a paid content strategy that would increase subcription rates by 15% to 18% overall, and which could now include a variety of digital products. Key Executive: Kelly Wood, Circulation Marketing DirectorĬhallenge: The Milwaukee Journal Sentinel wanted to lift circulation prices higher than the normal 3% price every year to offset revenue losses from a variety of areas. Media: Milwaukee Journal Sentinel, owned by Journal Communications For a list of important factors and a quick-and-dirty excel spreadsheet of this model click here). (Note: A variety of factors including a low to mid-range starting price, timing, and future plans weigh into the ability to pull off this model. So at a 95% conversion rate, we estimate this plan yields an extra $3.7 million for a 105,000 paid circulation paper, to $4.9 million for a 210,000 paid circulation paper (the Journal Sentinel falls somewhere in between), before digital only subscriptions kick in.Īdditionally the forced model trains the audience to think of a subscription as an overall branded bundle, which could be useful long term. Summary: The Milwaukee Journal Sentinel's simple launch strategy - a 15% forced-price increase to print subscribers that includes digital, plus a metered model for online-only subscribers - uses a model that yeilds the most revenues in many cases.įor example, with a $4.75 weekly rate, or $247 per year per subscriber at the Milwaukee Journal Sentinal produced a 15% increase over and above the standard 3%, or about $37 per subscriber.
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