You can't expect to assign maybe a few junior people in the newsroom or have it be 20% of somebody's time and get the same results you would as if someone was living and breathing this stuff," he adds. "But if you really want to make newsletters a central part of what you're doing, you have to put the resources behind it. We've found it just performs much better at all the things that you really care about," he says. "Whatever you're doing - sending out marketing emails to your readers or to your prospective readers, it's much better to just send the journalism instead. While not every publisher looking to boost subscriber numbers through newsletters has The NYT’s number of journalists, experts, and personalities (Opinion columnists in particular feature prominently in the publisher’s inbox offerings), the journalism says Pasick tends to be the best marketing for any publisher. That hasn't always been the case," he says. "I'm happy with how we're doing in terms of convincing colleagues inside The Times and outside that the inbox is a place where you can do interesting journalism. While in a newsroom of 1,700,a few dozen journalists working on newsletters is not a huge proportion of resources, Pasick says that the organisation has come a long way in elevating the importance of newsletters. "Part of it is just that we're really putting some of our best journalists and some of our biggest journalistic firepower into newsletters now because we see it as such an audience opportunity and a business opportunity." "The strategic insight that this is really going to move the needle in terms of subscriptions set the foundation for us to put much more resources in newsletters," he says. While the pandemic and an intense news cycle has helped the NYT to grow its newsletter subscriber list to 15 million people, large investments in newsletters have also paid off. "Our subscriber-only newsletter portfolio is designed to take people who are becoming habituated to The Times and used to reading us in the inbox and then really giving them more reason to subscribe and to retain their subscriptions by bringing them expert, interesting and provocative voices," says Pasick. Subscriber-only newsletters meanwhile offer deeper takes from subject experts on topics that subscribers care most about and the company has this year deepened its focus on developing the lower part of its “funnel” of readers. "The Morning is our big top of the funnel briefing which we often use as a way to kind of introduce people to times journalism and get them used to reading every day," says Pasick. Different newsletters can, however, play different roles in boosting the company's subscriber business.ĭaily briefings such as the hugely successful The Morning (17m subscribers) help introduce readers to the NYT and establish a relationship with the publication. "Subscription revenue is really driving the strategy for newsletters," says Pasick.Īccording to the NYT, 15 million people read one of its almost 60 newsletters every week which says Pasick share a goal of bringing "the best journalism to the inbox". Its own research has revealed that subscribing to more than one newsletter is the biggest predictor of someone becoming a long-term subscriber. "We have a big, world-class advertising sales operation but newsletters are really seen as one of the best ways to habituate readers and move them down the path to being paying subscribers." "Over the last three, four or five years the company's attention has really shifted towards subscription revenue and that was what kick-started this latest era for newsletters at the NYT," says Adam Pasick who oversees the publisher’s portfolio of newsletters. Although the NYT sent its first email newsletter some two decades ago, it’s been in the last few years that newsletters have really come into their own. The publisher counts some 8 million subscribers and newsletters have played a key role in getting there. This summer, in a bid to increase the value of a subscription, the publisher made 19 of its newsletters subscriber-only, among them newsletters from well-known columnists Jamelle Bouie, Paul Krugman and Frank Bruni. One s ubscription-driven publisher for which newsletters are increasingly important is the New York Times. Publisher newsletter strategies: New York Times For subscription-led businesses such as the Financial Times, exclusive content in newsletters is an important way of demonstrating the value of being a paid subscriber. Our research has found that for advertising-supported publishers such as Reach and The Evening Standard, newsletters play a key role in first-party data capture.įor others such as Axios and Morning Brew, advertising carried in newsletters is in itself an important revenue stream.
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