Nick Hugh, CEO of Telegraph Media Group said: This transition will allow The Telegraph to focus on the growth of their Partnerships team, who will work more closely with brands to support the delivery of their corporate and marketing objectives through their premium audience via print, digital and live journalism. From 4th May, print advertising for The Telegraph, The Sunday Telegraph, The Telegraph Magazine, Stella, and special premium magazines throughout the year (such as Luxury portfolio), will be sold by Mail Metro Media.Īs part of this agreement, a number of Telegraph talent will move across to Mail Metro Media, to work on print advertising sales only for the TMG publications for the duration of the agreement, making sure there is a smooth transition and adding a wealth of expertise to the advertising department. “But most importantly, recognize fast what you do not know.Today (23rd March) in a joint statement, Telegraph Media Group (TMG) h as announced the outsourcing of print advertising sales to dmg media’s advertising arm, Mail Metro Media. “Prepare your company to embrace those people you are bringing into your business.”.And accept that some digital solutions will just not make it.” “Double the time anyone will tell you it takes to build a solution in digital, double the costs, and halve the revenues.“Remember what made your business successful in the first place.“Understanding consumers’ behavior is critical to our behavior,” said Beatty, referring to the wide array of data now available to news organizations through their customers’ digital usage: information about their topical interests, recent searches and needs, location, as well as social relationships.īeatty concluded with some important reminders to all news organizations: “There’s a long debate about paywalls and paid access.” But according to Beatty, “You can either serve a niche and charge, bundle print and digital together, or can, as we have chosen, go at new customers in scale, and stay free.”Īnother factor in MailOnline’s success has been its reliance on user data for effective advertising.
Instead, real-time analytics enable editorial staff to tweak online content, such as cover photos and story excerpts, for big news items that are not getting sufficient traction.Īs a result, MailOnline can also boast the world’s highest level of social engagement and virality among all the leading news providers. “These are just means to reach new visitors.” However, “it’s not about producing content for Facebook, Google, or others,” said Beatty. MailOnline’s team also pays close attention to real-time analytics. “A customer who makes a conscious effort to visit stays about six or seven times longer, and is consequently more appealing to advertisers.” “We wanted a level of engagement expressed in time spent comparable with the levels seen in print.”įortunately for MailOnline, its readers are very engaged, and a large share of online readers come through direct traffic. MailOnline leads UK news sites and at the international level competes closely with for the title of largest newspaper site in the world, with 46 million unique visitors per month.īut traffic alone is not enough.
MailOnline totals 6.63 million visits daily – a number that has risen to 10 million in recent months.
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Metro, DMG’s free newspaper, reached its highest level of readership and profit in 2012.īy 2015, direct circulation revenue will still contribute the largest share of DMG’s revenues, at 38%.īut the other part of the story comes from digital revenues, which are predicted to surpass print ad revenues by 2015, with a share of 29% (28% for print ads). “Our newspapers still remain the bedrock of our business,” he said. “We saw it was absolutely possible to compensate for print revenues at a time when the economy was on its knees,” said Beatty. This strategy of divestment was complemented by acquisitions of new properties, such as Job Rapido, and heavy investment in new sets of skills and digital operations.Īs a result, DMG managed the increase its revenues by 3% in 2012, despite the challenging economic climate. DMG has had to sell a number of its local and regional newspapers to consolidate its assets in core areas.
“One of the things we’ve had to absolutely learn in the last 15 years is that we can’t do everything – we have to focus,” said Beatty.
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