The overall answer is yes. You have to adjust according to the way these numbers do flow back and forth. The other thing I should talk about, which is our very important, is that we have professional products: Dow Jones newswires, we have WSJ Pro , which is a suite of products which are highly specialized news products for professionals.
I think that we have a unique opportunity as the Journal to produce more of these, to produce more professional products, which are much smaller circulation than The Wall Street Journal, but people pay a very high premium for very high quality, very specialized information. That all counts, obviously, in the general sense of subscription growth — people paying for the quality information and news that we provide.
Lichterman: Digital circulation is key to your strategy. How do you balance publishing on those platforms versus publishing on your own platforms? Baker: Yeah, exactly. All news organizations are grappling with that. We know how much traffic comes to us from Facebook, we know how important Facebook is, we welcome that, but what we want Facebook to do is to be a channel for us to increase subscriptions to the Journal. Facebook is very important for us, but important for driving circulation rather than just driving traffic.
What are you looking for on that front? Secondly, this review will look across the whole newsroom around the world — just to emphasize, we have almost 1, journalists around the world — and look for opportunities there to improve our efficiency, some of which will doubtless result in some savings. Lichterman: Are there particular areas that you think are not crucial to the longterm growth of the paper?
Baker: The areas, again — just going back to what I said about what drives digital circulation. We know from the data that the core areas for us, the areas that most distinguish the Journal from any other newspaper are business, finance, economics, policy — broad, big political issues, political trends.
Those areas are the core areas. Rebranding some of it, and focusing more of it on digital. Those core mobile experiences — app and mobile web — are going to be where we are going to focus most of our efforts.
But, look, my emphasis is very much about improving the Wall Street Journal app, improving the Wall Street Journal web experience, and we can always do these other apps.
Other news organizations have tried them too, which may be a helpful way to generate more traffic or subscribers or whatever, but for us the main emphasis is on the comprehensive Wall Street Journal mobile experience. How do you think think about it to try and keep morale up?
Baker: The core thing is to keep people focused on the job, which is produce the best journalism. There are lots of distractions, as you say, and sadly you do go through periods when you do lose people. A significant number of people have signed up to take voluntary buyouts. I try as hard as I can to keep the focus on that and to show that, whether in mobile, other digital platforms, or in print, we are doing the best around.
This week is a good example. When they really see our coverage of these events, when we break news, or do big investigations, it makes The Wall Street Journal indispensable.
Nobody is ignorant of the pressures that are on our business. They realize that. They know the digital world is transforming the way we work and putting additional pressure on the way we work. They understand that we need to make these changes like the one we are now. The passion the staff here have for the Journal and what we do is not found anywhere else. We have the most committed, passionate, engaged journalists. They love what they do, they love the Journal, and they have a great, great dedication to it.
I find that very inspiring. Cite this article Hide citations. Lichterman, Joseph. Nieman Foundation for Journalism at Harvard, 14 Nov. Lichterman, J. Why The Wall Street Journal is cutting print sections and refocusing on its core coverage.
Nieman Journalism Lab. Last modified November 14, Accessed November 12, The Nieman Journalism Lab is a collaborative attempt to figure out how quality journalism can survive and thrive in the Internet age. The Japanese industrial conglomerate said it planned to split into three by March in response to shareholder pressure for a more focused structure.
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