The Other Side of the Story: Alternative Print Products

As the core readership of the traditional newspaper ages, alternative approaches to print products could hold the key to capturing a younger audience. Alternative weeklies and free dailies across the country are adopting unconventional content and promotional devices to attract the younger reader. At the recent American Press Institute "MediaPreneurship" seminar, Don Farley, publisher of Baltimore City Paper, shared his insights on the success of an alternative weekly. Brad Moore, general manager of RedEye, Chicago's free commuter daily, discussed the creation of a free daily.

Baltimore City Paper:
Baltimore City Paper makes "typical products in atypical ways" says Don Farley. Since its inception in 1977, this alternative weekly has dedicated itself to covering unconventional news. In the past 30 years, the paper has created many new products, from a yearly Dining Guide to a Gay Pride issue. Most new products were fairly unconventional when they were first introduced, even if they seem like standard ideas now.

Keys to Success:

1. Attracting the right audience
   City Paper tailors its content to people who can't find everything they're looking for in the local mainstream newspaper. Farley says that the paper focuses on investigative reporting, the arts, local music, and unique voices in opinion. The weekly gives these subjects greater priority than a traditional paper does and isn't afraid to use irreverent, edgy humor. For example, the paper once did a series on S and M, a topic other papers might be reluctant to cover. Farley believes that the only line that can't be crossed is the line separating good taste from bad taste. "Everyone should know what this line is," he says.
   At the same time, Farley says that "if you have to try to be edgy, you're not edgy." In other words, City Paper cannot feature something outlandish just to be outlandish.
   In addition, a comprehensive calendar of events and attractive advertising give readers the tools they need to participate in the lifestyle that the City Paper is selling.
2. Creating buzz through promotional events
   Farley believes that "buzz" or word-of-mouth promotion is key to any alternative's success. The readers must feel like the product connects them to a youthful, energetic community. City Paper sponsors five events a year in which readers can mingle, drink, and take in music. They include a reader appreciation party in January, a Cosmic Cocktail Party in March, a Brew Fest in April, concerts in the park during the summer, and a Best of Baltimore Party in September. The Best of Baltimore party has been around for so long that the Baltimore community knows to look forward to it each year. The events make enough money through sponsorship to pay for themselves, but are not meant to bring in additional revenue.


3. Division of church and state
   The paper does not shy away from publishing content at the risk of losing an advertiser. "We believe that our newspaper readership maintains and attracts new readers based on our integrity," says Farley. Maintaining integrity ultimately builds a relationship with the reader and gives the paper's advertisers reasons to stay.


4. Hire passionate employees
   City Paper looks for two main characteristics in new employees. Each staffer must be willing to do the work that he or she is being paid to do, and must want to participate in the atmosphere of an alternative weekly. This means going to promotional events, concerts, etc. Experience is not a necessary criterion, Farley says, and the paper will train inexperienced but enthusiastic employees.


5. Change is good
   The paper sees change as an opportunity. Not only does this principle apply to the newspaper, but also to the work environment: Farley says the City Paper is always open to ideas about how to do better for its employees.

RedEye:
RedEye is a free commuter daily for the city of Chicago. Its mission is to be the "leading newspaper for Chicago's young urban professionals who are short on time but long on income." Its editorial philosophy is to provide in-depth information on local news, the local scene, and pop culture. Owned by the Chicago Tribune, RedEye launched in October 2002 as a paid paper, but is now distributed free through honor boxes, racks at local colleges, hawkers, and Starbucks.

Keys to Success:

1. Understanding target audience
   Prior to the RedEye launch, the Chicago Tribune formed a "Team Martini" to identify the target audience for RedEye. By using a combination of purchased data resources such as Claritas, external resources such as the NAA and MTV, and focus groups, Team Martini was able to identify the typical John and Jennifer Martini that RedEye would serve. The Martinis are avid multimedia consumers who have a non-traditional definition of "news." They prize relevance as much as tone and expect news to fit their on-the-go lifestyles.


2. Brand positioning
   Prior to launch, Team Martini identified some words it wanted people to identify with its new product, including "savvy," "edgy," and "engaged." Ultimately, it came up with this goal for RedEye: "Because of our resources, editorial strength, and ability to deliver smart, edgy perspectives found no place else, we are the best way for you to get the most out of 22 minutes each day-anytime, anywhere."


3. Reader feedback
   After launch, RedEye carefully monitored user feedback, took in suggestions, and made changes based on readers' advice. For a few weeks soon after launch, RedEye recruited readers to take daily surveys about their RedEye use. Each participant received a $10 gift certificate to Starbucks per week. Users were asked questions about what sections they read. During the period of this survey, RedEye would make overnight changes based on reader feedback. The paper introduced a crossword upon request and took out the horoscope and lottery numbers.


4. Innovative advertising
   RedEye frequently uses Post-It ads on its cover, which readers can peel off to read content. This provides interactivity and reduces waste in honor boxes since the Post-Its don't fall off.
   RedEye placed this L-shaped Mini Cooper ad to emphasize the vehicle's agility:
   
5. Reality-based features
   RedEye's "Wearwolves" feature takes five people off the street, takes their photographs and then asks them to judge the outfits. The "Five-on-Five" feature asks five people five random reader-suggested questions.


6. Promotional events
   RedEye believes the best way to get the word out about its product is through promotional parties. It hosts 25 to 30 a year, in conjunction with such events as the Oscars, Halloween, New Year's Eve, and the Super Bowl. These events are also a great opportunity for advertisers. For example, RedEye once gave Anheuser-Busch an exclusive as the only beer provider at an event. Local bars that advertise in the paper are eager to host the events.

What does the typical reader of one of these publications look like?

Sources: For RedEye: Gallup Poll of Media Usage & Consumer Behavior - Chicago Market ©2005
For City Paper: Media Audit, Spring 2005.