...The New York Times Co. Why is the newspaper industry so family controlled? What other industries have a lot of family-controlled companies? What attributes might support family control? Family owned newspaper companies believe that the journalistic integrity of the newspaper demands family control, so called “family values”. The reason the families give is that the ownership of a newspaper is a "public trust" because of the role of the press in a democracy. Therefore, if a person unrelated to the founder (or some long-ago acquirer as in the New York Times case) takes control over the newspaper, they would manage it with the aim of maximizing profits and thus change the company’s value and reliability in providing quality information to its customers. Family-owned enterprises play a powerful role in the world economy. The auto Industry such as Porsche, Ford Motor Co., Hyundai Motor, and Peugeot Citroen S.A., and retail grocery and consumable business such as Walmart and Carrefour are great examples of family-controlled companies. In order to be successful as both the company and the family grow, a family business must achieve strong business performance and keep the family committed to and capable of carrying on as the owner. A prime determinant of how long a family dynasty will endure is how well its business is run and how effective its management is. Attributes such as control of ownership (how shares can be traded inside and outside de family), governance...
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...Case Study The New York Times Company Shared Services Center – Norfolk, Virginia, USA The New York Times Company looks to Fluke Networks’ EtherScope™ Network Assistant to bring visibility to missioncritical networks The weight of the world is on The New York Times Company to not only deliver up-to-the-minute news and information around the planet via The New York Times and The Boston Globe, but also to distribute news through their other news communications media. The company operates 21 regional newspapers, 8 network-affiliated television stations, three magazines and two New York City radio stations along with a news photo and graphic services group. Needless to say, a network hiccup could bring this vital flow of information to a screeching halt – something The New York Times ’ IT group keeps an ever-watchful eye on to prevent. The IT group works out of the Shared Services Center in Norfolk, Virginia, where personnel manage accounting, benefits, human resources and IT services for the company’s nearly 5000 employees. All of Shared Services’ data rides on two frame relay networks that serve 6800 nodes and provide internet access for the entire company’s operations. With an eye toward being more proactive, the IT group has developed a more automated problem detection process utilizing HP OpenView. This allows them to see trends early on and gauge utilization on all circuits. If hardware goes down, they know about it before it causes a problem at the site. Although they’re...
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...Christopher Sanderson, Jennifer Clemente, Andres Delgado FIN6590 PMBA New York Times Bail Out Analysis In January 2009, Carlos Slim Hula decided to offer what he believed to be a generous deal to a cash strapped New York Times. With a $400M debt facility looming in May, the New York Times has been exploring various positions to increase or bolster its cash reserves to either restructure or refinance the debt facility. The offer from Carlos Slim was for $250M in cash, repayable at 14% annual interest rate coupon, and an attached warrant that would allow him to exercise a buyout of 16 million shares of stock. The question comes down to whether this was a calculated, debt based investment of Carlos Slim’s money, or whether he has other motives for providing the media company the money, which is part of an industry currently struggling. The first thing that must be stated is that Carlos Slim already has an investment of 6.9% in NYT stock, a deal that had lost 50% of its value already. If he exercised his warrants for class “A” shares of New York Times stock, it would give him nearly 17% of currently available stock. This stock would be different than the class “B” stock, which has a majority share by the current New York Times owners, the Sulzberger family. (Kafka, 2009) However, he would still be the second largest shareholder in the company. This puts a spin on the “bailout” Carlos is offering. He could be attempting to boost his own shares for a selloff. He could...
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...Evolución de NYTD 1995- La compañía New York Times reconoció el impacto que internet tendría en su negocio- comenzaron a transferir el contenido del periódico en internet 19/1/1996- www.nytimes.com fue lanzado-dando a los lectores en cualquier parte del mundo acceso a artículos de la prensa y fotos en la noche de su publicación. 1996-1999- aumentaron de manera constante su inversión en su operación en línea 1999- durante un año NYTD operaba con varias páginas de web: NYTimes.com, Boston.com, NYToday.com, GolfDigest.com, WineToday.com, y Abuzz- tenía una estructura muy descentralizada 2000- centralizaron sus operaciones para alcanzar mejor rentabilidad- GolfDigest.com fue vendido, NYToday.com y WineToday.com se insertaron dentro en el sitio electrónico de NYTimes.com 09/2001- NYTD parecía estar muy cerca de declarar su primer trimestre rentable 2 ¿Qué impacto tuvo NYTD en el resto da la compañía? Conflictos con el Core Business * Operaciones editoriales de NYTD y su impacto potencial en la marca The New York Times * Principio: Separar las operaciones editoriales de las comerciales * Ventas de Publicidad * Integrar las operaciones de ventas de la corporación fue difícil al principio * La integración de las ventas de anuncios clasificados fue más fácil – amenaza Monster.com * Ventas de Suscripciones * Se sentía mucho temor de que el contenido gratuito del periódico en internet tendría un impacto negativo en las ventas de suscripciones ...
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...Strategy For The NY Times? Name Institution Is The Paywall A Good Long-Term Strategy For The NY Times? Every Organization must have plans for gaining a competitive edge. It is this competitive advantage that enables an organization to stay ahead of the competition. According to (Jeffs, 2008), a strategy is simply a plan that is used by an organization to achieve its objectives; it’s a road map or a guide towards the desired destination. A strategy can either focus on long term goals or short term goals. This action is dependent on the planning time frame established by the organization (Chaffey, 2009). My primary objective of this paper is to analyze New York Times and determine if the Paywall is the most appropriate strategy for the New York Times. The Paywall isn't a good long –term strategy for the New York Times; my proposition arises from the fact that readers will find it hard to pay or to subscribe annually to get additional news from the website. The implication of this act is that readers may only read the free news from the open web page and source for other news from other newspapers. These actions might cause substantial losses due to a decline in the number of readers who would like to pay to say for a year, to get access t the news in the restricted webpage of the New York Times. It would be better if the Paywall came with short-term subscriptions, like weekly subscriptions. The Paywall as a long-term strategy for the New York Times might also prevent a...
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...New York Times Compensation and Benefits New York Times Company is a leading media company that has two point four billion dollars produced for the 2010 revenue. There are other companies that also are included in the production such as The New York Times, The International Herald tribune, The Boston Globe, and 15 other newspapers that are delivered on a daily bases with over 50 web sites that provides the daily news through the country. There are some wonderful web sites that I would recommend reviewing, NYTimes.com and About.com; I have viewed both sites and there is a lot of detailed information regarding what is going on in our country today. The key sole purpose for the New York Times is to keep all of us entertained with high-quality news throughout the country; but focused on the city of New York. This company has accomplished many rewards and recognitions from August of 2006 to present. This newspaper was recognized in the Forbes Magazine annual list, it was also ranked number 16 on Information Week’s top 500 and the company has also received one hundred percent rating on the HRC Corporate Equality Index. This company has proven the purpose of why they have been established since 1851 and has won 106 Pulitzer prizes which is more than any other news organization. New York Times has always pushed hard to charge less and give employees more when speaking of compensation and benefits. They give the opportunity to access the news paper online for free up to twenty...
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...The New York Times, a publishing company and Boston Scientific, engaged in the field of medical equipment and health; that use information technology in different ways to foster innovation and maintain an edge in their respective industries. The New York Times used a shared service across nearly two dozen newspapers, a radio station and more than 50 web sites. Its role is to accelerate entry onto new platforms by identifying opportunities, conceptualizing, and prototyping ideas. They also partner with other companies such as Netflix to produce an interactive map that shows most popular Netflix rentals. New York Times have also been able to come up with other products like Times Widgets, and Time Wire. Boston scientific on the other hand creates a machine Goldfire software that provides the right mix of openness and security for data to enable employees share information. The main goal is to have any engineer to be able to access the research of their colleagues. This is getting achieved without throwing security out the window. Q1 According to Wikipedia, Shared services refers to the provision of a service by one part of an organization or group where that service had previously been found in more than one part of the organization or group. Shared services are dedicated units structured as centralized point of service and is focused on defined business functions. These are similar to collaboration which might take place between different organizations. New York Times faced...
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...consensus, it seems, is that it needs to change fundamentally or it could all but disappear. At The New York Times, tough times have elevated IT-enabled innovation to the top of the agenda. A research and development group, created in 2006, operates as a shared service across nearly two dozen newspapers, a radio station, and more than 50 Web sites. “Our role is to accelerate our entry onto new platforms by identifying opportunities, conceptualizing, and prototyping ideas,” explains Michael Zimbalist, the company’s vice president of R&D. Zimbalist’s staff of 12 includes experts in rapid prototyping, specialists in areas like mobile or cloud computing and data miners who probe Web site data for insight into what visitors do. They work within a common framework based on idea generation, development, and diffusion throughout the business. Recent projects included prototypes for new display ad concepts, as well as BlackBerry applications for Boston.com and the expert site About.com. The team’s work is intended to supplement and support innovation taking place within the business units. For example, the team is prototyping E-Ink, an emerging display technology; some business units can’t spare the resources to investigate it. At NYTimes.com, the design and product development group of Marc Frons, CTO of Digital Operations, worked with Zimbalist’s team and Adobe developers on the Times Reader 2.0 application, the next generation, on-screen reading system it developed on the Adobe AIR...
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...THE NEW YORK TIMES COMPANY: A Case Study Analysis John J. Head WestCom Group Consulting Inc. School of Communication Telecommunications Management 4480 Western Michigan University 1903 West Michigan Avenue Kalamazoo, Michigan 49008 November 8, 2012 ©2012 John J Head Source: New York Times Co. Table of Contents I. Historical Overview 1 Early steps 2 Diversification 3 Challenges, changes 4 II. Organizational structure 5 Table 1 5 III. Business Operations 6 Table 2 7 The flagship 8 IV. Financial performance 9 Table 3 9 V. Future outlook 11 Branding 11 SWOT analysis and other risks 12 Table 4 13 Demographics 15 Philosophy 16 i Endnotes 18 I. HISTORICAL OVERVIEW “All the News That’s Fit to Print.” Special are those instances in business when a slogan becomes so synonymous with a company. Those words, found on the front page of every copy of every edition of The New York Times since 1896, began as a way to define the publication to its readership. That slogan stands to this day, but the newspaper and its parent, The New York Times Company, have grown far beyond the reaches of New York City and its surrounding boroughs. The New York Times Company is a diversified media company whose core purpose is “to enhance society by creating, collecting and distributing high-quality news, information and entertainment.”1 It is a publicly traded company (NYTC on the New York Stock Exchange) and publishes three major daily newspapers...
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...AN ANALYSIS: THE NEW YORK TIMES VS. SULLIVAN Class, Section, Professor’s name, The New York Times vs. Sullivan The civil rights era was a time in American history when issues concerning race relations ranged from segregation to abuse. During this time, The New York Times vs. Sullivan case changed the face of the news and the country’s understanding of the first amendment forever and in turn represents what most people today recognize as freedom of speech (Harrison, Harrison, Gilbert, &Gilbert, 1991-2006). In the spring of 1960, racial tension high and Americans of all races fighting for change. The New York Times published a full-page advertisement describing the abuse and mistreatment at the hands of the people who carry the expectation to protect and serve. The civil right activism that many Americans know from history books and television was just beginning. The rise of students working together with King and other leaders to create the infamous sit-ins and in turn violent reaction of the police that is all too familiar in history books and documentaries. Martin Luther King participated in the first sit in at North Carolina Agricultural and Technical College in Durham and upon returning to Atlanta was informed that he had a warrant in Alabama because of false information on tax records. Two groups, the Struggle for Freedom and the Committee to Defend Martin Luther King paid $4,800 dollars for the advertisement, which asked for donations...
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...NYCAPS and City Time: A Tale of two New York City 1. How important were the NYCAPS and CityTime projects for New York City? What were their objectives? What would have been their business benefits? * Importance of NYCAPS and CityTime projects for New York City: 1. To reduce the paperwork used handling employee benefits and job changes. 2. To save labor and IT costs for New York City. 3. To control overtime payments to the city employees and improve accountability. 4. To reduce the mismanagement of the system and to deliver the information accurately. * Objectives of NYCAPS and CityTime Projects: 1. To create a modern automatic system that is used for managing and updating the personal information for New York City’s workforce along with information of employee benefits. 2. To save millions of dollars every year for the New York City with the successful implementation of NYCAPS. 3. City time project objective is to provide an automatic payroll for employees to control and check the undeserved overtime payments to city workers, which are not possible before. * Business benefits using NYCAPS and CityTime projects: 1. They are able to reduce the labor costs by automating the system to handle employee benefits. 2. It saved the revenue of the New York City by control the overtime payments to the city employees. 3. Improves the business process and efficiency of the system 2. Evaluate the key risk factors in both projects...
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...Saint Mary's University Chapter 1 / Foundations of Information Systems in Business CASE 2 27 The New York Times and Boston Scientific: Two Different Ways of Innovating with Information Technology A and the resources to turn their ideas into reality. Typical projects are measured against criteria like revenue potential or journalistic value. R&D projects aren’t. “Since we build software, there’s no huge capital investment up front,” Frons says, “which allows us to experiment. The emphasis is on rapid development.” Times Widgets, a widget-making platform, was a contest winner, as was the recently launched Times Wire, a near real-time customizable interface for online content. “We’re trying to solve specific problems and think about where the business is going,” Frons says. Frons is focused on enhancing revenue, cutting costs, and increasing efficiency through process improvements and automation. The New York Times has launched a cool interactive map that shows the most popular Netflix rentals across 12 U.S. metropolitan areas: New York, San Francisco/Bay Area, Boston, Chicago, Washington, Los Angeles, Seattle, Minneapolis, Denver, Atlanta, Dallas, and Miami. If you’re a Netflix junkie and a closet Twilight fan (and you live in a major U.S. city), your rental habits are now on display. To create the map, The New York Times partnered with Netflix. The map is a graphical database of the top 100 most-rented Netflix films of 2009 laid on top of maps. With it you can graphically...
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...Industry Introduction: The newspaper industry has a long history in US. It is considered to start in Boston in 1690, when Benjamin Harris published Publick Occurrences both Forreign and Domestick. Its product, newspaper, is a periodical publication containing news of current events, informative articles, diverse features, editorials, and advertising. It usually is printed on relatively inexpensive, low-grade paper such as newsprint. The newspaper industry now has annual revenue of 33.8billon, of which 2.5 billon is profit. It’s annual revenue growth during 07-12 is -8.1%, and annual growth anticipated for the next five years is -4.2%. Recent revenue comes mainly from advertising, with 69.9%, and others from sales and subscriptions 25.1%, printing services 2% and miscellaneous 3%. Recent major market is readers aged 55 or over 39.9%, readers aged 35 to 54 35.6%, and readers aged 18 to 34, 24.5%. Three major players in the industry are Gannet, Co. Tribune, and The New York Times. The Newspaper Publishing industry faces escalating competition from other forms of media, particularly digital outlets. Consumers favor the real-time reporting capabilities of online news, including social networking platforms like Twitter. As a result, advertisers are spending less money on print and more on building their online presence, where they can create customizable campaigns and reach a wider audience. By 2007, there were 6,580 daily newspapers in the world selling 395 million copies a day...
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...this one controlled by someone even more prominent in Malaysia: the film-producing stepson of the prime minister. A similar transaction was playing out on the other side of the country. Mr. Low bought a contemporary mansion in Beverly Hills for $17.5 million, then turned around and sold it, once again to the prime minister’s stepson. (Read a summary of this article in Malay.) Mr. Low also went shopping at the Time Warner Center condominiums overlooking Central Park. He toured a 76th-floor penthouse, once home to the celebrity couple Jay Z and Beyoncé, then in early 2011 used yet another shell company to buy it for $30.55 million, one of the highest prices ever in the building. At the time, Mr. Low said he represented a group of investors, according to two people with direct knowledge of the transaction. Mr. Low recently told The New York Times that he had not purchased the penthouse for investors, and that it was owned by his family’s trust. One thing is clear: As with nearly two-thirds of the apartments at the Time Warner Center, a dark-glass symbol of New York’s luxury condominium boom, the people behind Penthouse 76B cannot be found in any public real estate records. The trail ends with Jho Low. Photo Jho Low Credit Illustration by Michael Hoeweler Mr. Low, 33, is a skillful, and more than occasionally flamboyant, iteration of the sort of operative essential to the economy of the global superrich. Just as many of the wealthy use shell companies to...
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...with the strategy? Evolution: New York Times first ventured into the Internet in 1995. Back then, the company was called the New York Times Electronic Media Company. At first, the organization included four more employees. Later during the first year, Martin Niesenholtz was hired as a president and the project consisted of only one webpage; NYTimes.com. Mr. Niesenholtz reported to both the general manager and the editor of the newspaper. Later, Bernie Gwertzman was assigned to direct the editorial operations of NYTimes.com. At this time there was a need for an own newsroom for the digital version of the newspaper. In 1999, a new operating division, Times Company Digital, was created, which reported directly to corporate management. The new division included NYTimes.com, Boston.com, NYToday.com, GolfDigest.com, WineToday.com, and Abuzz. The new division had a very decentralized structure and different organizational structures but still with similar roles as a common newspaper. The different websites were combined in the new organization to be able to learn from eachother. However, in 2000, the organizational structure changed and “product” managers were nominated as well as functional heads. A lot of effort was then put into creating a culture of team-work and openness, and the NYTD moved into a new building. This separated unit, first organizationally and then physically, led to tensions between the original Company and the new division. The new culture and employees hired from...
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