How publishers and broadcasters can make their apps more successful

After months of pouring over data and great interviews with newspaper and magazine publishers, Pugpig has published its annual flagship report that looks at the state of media apps. It was my final big project there before I joined WAN-IFRA.

As I worked on these reports for Pugpig over the last three years, we noticed a few things:

  • Performance by various measures varied widely across the hundreds of apps Pugpig develops, and this is consistent with other reports such as ones from Airship and RevenueCat. We had reported these ranges, but this year, we started using box and whisker graphs, as RevenueCat did in their report about subscription reports.

  • In some ways, no two apps are the same, in terms of features but also in terms of the revenue and engagement strategies that publishers used.

  • Based on the report we did earlier this year on push notifications, I found the most valuable insights were found in identifying the positive outliers and speaking with them to find out what tactics drove their success.

In the push report we conducted with the support of prominent push providers including Airship, PushPushGo and Pushly, we found that those publishers who were most successful in terms of open rates but also other in engaging audiences after they opened the push notification used tactics to increase the relevance of those notifications.

  • ACCA Student Accountant surveyed their audience to find out which users were taking exams so would be most interested in push notifications about exam content.

  • City AM has their newsletter editor manage their push notifications and uses the links that newsletter readers click on most to inform the stories they push to their app users. They had some of the highest open rates of any publisher.

  • The Boston Globe added a preference centre that allowed users to choose the push notifications they were most interested in. It increased open rates up to three times, and they had some of the highest performance in terms of the number of stories users read after opening a push notification.

We used this model to identify publishers who had outsized success with various app features such as audio, video and puzzles. Foreign Affairs has driven incredible performance with in-app audio. The Baltimore Banner added a vertical video carousel that improved the in-app video engagement. And Stylist demonstrated how adding puzzles to their app could dramatically improve performance.

Foreign Affairs has a brilliant product team. Tasia Fischer, who manages product operations at Foreign Affairs, has surveyed FA’s audience, and both surveys and data show that their audience cannot get enough of audio. The report outlines how through smart use of technology and simple UX tweaks they increased in-app audio listening by 72% year-over-year in January.

The Baltimore Banner leveraged the work of two video producers on their 55-member editorial team for the vertical video carousel in their app. “The other thing that is encouraging is that (vertical video) engagement numbers are going up every month. People are starting to build habits around video in the app, said Eric Ulken, the vice president of product at The Banner.

Stylist shows how puzzles increase engagement not only with puzzles but with their content. Puzzle users read 31% more articles per session and 69% more articles a week. This higher engagement translates into puzzle users having 85% higher 30-day retention rate versus the average users, according to Emma Peagam, the product lead at Hearst UK.

That’s just some of the insights in the report, and it’s well worth downloading.

What I’m reading: FT uses AI to engage commenters, ‘Mythbusting LLMs’ and preserving pre-AI content

Hannah Sarney, the FT’s editorial product director and executive editor, talked about how they were using AI to encourage readers to comment on the articles at WAN-IFRA’s Congress in April. They have found that commenters are four times more engaged than other readers, but commenters also make up a small part of the audience. To encourage more people to comment, they developed a tool that leverages generative AI to create three questions that editors can choose and embed midway through the article. The results are modest in terms of increased comments, but the real results seems to be better comments. It’s a great application of genAI.

LION Pubs has leaned into data and a focus on sustainability under Chris Krewson’s leadership, and they keep building on that success by increasing the amount of data they are using to support their members assess their businesses.

This is an incredible resource by Joseph Lochlann Smith, the “tech lead of the Guardian’s fledgling Newsroom AI team”. Parts of it are accessible to a lay person, but he doesn’t shy away from the complex probabilistic calculations involved. Mythbusting is needed right now with LLMs, and he lays out really good arguments that bust common misconceptions about LLMs and generative AI.

This was an interesting move. Google isn’t being forced to offload Chrome yet as part of an anti-competition/antitrust ruling, but it might be (although I can’t see this happening under a Trump Department of Justice). Grab some popcorn though because all of this will get very interesting.

As others have said, Zuck is hungry for success after his metaverse play didn’t catch fire as he hoped it would. With all of the content being posted on Meta’s social networks, they certainly have a lot of content to train their models, but it still stands to be seen if they can win in the AI battle against newcomers and old stalwarts.

A former Cloudflare executive is looking to create an archive of content before AI. The idea is to have a source of content that is guaranteed to have been created by human beings. The article not only explains the rationale behind the initiative but explains concerns about model collapse, a fear that AI models deteriorate if they were trained purely on synthetic content.

New job alert! and the future of news product management

Apologies for the break in newsletter service, and I won’t bury the lede. I’ve got a new job, and I’ve been in a job transition since May. That’s taken almost all of my time and attention, winding down my work at Pugpig and spinning up my work at WAN-IFRA, which I’ve just joined as the director of their Digital Revenue Network. My new colleagues described my role like this:

At WAN-IFRA, Anderson will be at the forefront of a portfolio of high-impact initiatives. His role is crucial in supporting media companies as they navigate the fast-changing digital economy. His responsibilities include expanding WAN-IFRA’s executive programs, boot camps, and accelerator projects for publishers; building AI-focused collaborations with tech companies; growing the reach and relevance of WAN-IFRA’s Digital Media Europe conference and global study tours; and serving as the organisation’s lead expert on digital subscriptions, analytics, advertising models, and commercial innovation.

I’ll be guiding “WAN-IFRA’s efforts to help publishers worldwide grow sustainable digital revenue and navigate transformational change,” WAN-IFRA CEO Vincent Peyrègne said.

WAN-IFRA’s AI in Media and Innovate Local initiatives are part of the Digital Revenue Network. These issues are ones I’m passionate about and critical ones for the industry.

It’s an incredible opportunity and a daunting challenge. I won’t do this alone, nor would I want to. As the announcement was made, I heard from so many friends in the journalism community around the world, and I know that working together is the only way we’ll seize the opportunities ahead.

Have we reached ‘peak product management’?

This transition has been in the works for more than a year, and it gathered pace in spring of this year. I decided to attend the International Journalism Festival in Perugia, and WAN-IFRA invited me to the World News Congress in Krakow. Journalism product managers and leaders were out in force in Perugia with an entire track dedicated to product management in news.

However, I’ve also started to hear from someone I truly respect that she believes we’ve hit peak product management in news because product managers are seen as too powerful. Product management in journalism always has tensions because the work cuts across major boundaries between editorial, commercial and technical teams. Tensions are bound to arise as product managers manage these tensions. I also think it speaks to tensions about where product management sits in news organisations. Are they rooted outside of the newsroom, or do they sit with technical teams? In larger organisations, this issue is navigated with product managers sitting inside of the teams that are most relevant to their work, editorial, technical and commercial. For smaller organisations, this isn’t an option.

My friend Nick Petrie, the digital director at the iPaper, says that product management is coming home to the newsroom. Hannah Sarney, whom I had the pleasure to meet in Perugia, embodies this shift. In 2023, she moved from her role as head of audience engagement to become an editorial product director. As she told Christiana Sciaudone at A Media Operator:

This role, as I workshopped it through, really felt like the essential next step in that mission, and that was because I really wanted to tackle a problem that we thought was blocking us. And the easiest way to describe it is the tension that came from seemingly disconnected editorial and product strategies.

That disconnected feeling between newsrooms and product teams, it isn’t a problem that’s unique to the FT. I spent a lot of time trading notes with peers around the industry, and especially in my little area of the niche area of editorial product bridging roles. There are very common themes that really speak to the need for the role.

The entire interview is worth reading and saving to reflect on. She sees her role as facilitating collaborative problem solving.

I’m so excited that I’ll be speaking to leaders across the industry in my new role, and managing the complexity of modern news organisations will be one of the issues that I dig into. What are you hearing? Are you feeling more tension around product management in your news organisation? I’d love to hear from you.

The critical role of data in media

Without good data, organisations are flying blind, and I’m tracking where publishers are investing to drive their data operations. Across news and consumer publications, it’s fascinating to see media companies partner with retailers to start sharing data. Customer data is so valuable, and news organisations are still just scratching the surface in using it.

I’ve been working with first-party data, data that media companies have about their users and their users’ activity, for years. But about 18 months ago, I started to hear about zero-party data. This is data that users give to publishers and broadcasters.

Here is a post from John Saroff, the CEO of Chartbeat. Media analysts like Brian Morrissey say we have entered the “post-traffic era”, but the reality is more nuanced, John says. Yes, AI overviews are affecting traffic to content, but evergreen content more than news. However, broadly, search traffic is holding up to news sites in the US.

I’ve been getting a lot of questions lately about Charlotte Klein’s well-reported New York Magazine piece on the so-called “traffic apocalypse.” Most of our customers want to know: Is it really that… | John Saroff

I’ve been getting a lot of questions lately about Charlotte Klein’s well-reported New York Magazine piece on the so-called “traffic apocalypse.” Most of our customers want to know: Is it really that bad? The short answer is: no, not yet. The longer answer is: it could get worse — and now is always the best time to invest in building a direct audience, outside the control of platforms. Our data science team analyzed trends in referred traffic across the U.S., drawing on years of data from thousands of publishers. The topline result? 🅐 Overall referred traffic (Search + Social) is flat year-over-year. 🅑 Since May 2023, Google referrals (from both Search and Discover) have held steady at 24% of page views. 🅒 Facebook, meanwhile, has declined — from ~5% in 2023 to 2.5% now — but it’s been a gradual drop, not a cliff. That said, the aggregate masks real challenges. ● AI summaries are impacting evergreen content far more than real-time coverage like news, sports, or entertainment. ● Google Discover, which now makes up about half of Google referrals, is fickle and a major distraction for audience teams trying to build sustainable strategies. One day it boosts celebrity gossip, the next day, in-depth political analysis. So what should you do? ★ Build a direct relationship with your readers. Deep engagement is the key. One of our earliest insights — from back in 2011 — remains true today: the best predictor of whether a reader will return is how deeply engaged they are during their first visit. To help you understand how you’re doing, we just launched a new product: **Chartbeat Cohorts**. It lets you benchmark your performance against anonymized peer groups across the industry. I’ll be back with data on the rest of the world in short order. If there are other studies you’d like us to run, please leave a comment. We’re here to help.

Chartbeat’s 2019 lessons for publishers who want more subscribers

On target, by viZZZual.com, from Flickr, Some Rights Reserved

Occasionally there is an article that really stands out from all of the other media business intelligence, and today, the top story in my media newsletter today is one to bookmark. Nancy Lee, a senior product manager with Chartbeat, summarises 400 hours of research the analytics company did on subscriptions.

There is so much in this post and so many times that I was agreeing violently, but I’ll just highlight some of the points that really stood out for me.

  • Publishers’ infrastructure is still focused on advertising-led businesses and have not kept pace with the shift to reader revenue.
  • Email is still a neglected and overlooked channel for many publishers. “The energy behind email’s return is that it remains the most cost efficient way to test conversion and retention strategies. There’s little risk and plenty of reward for readers to opt-in to newsletters and other distribution lists.”
  • The point that really leapt out at me was how editorial thinking and content strategy are now being married to product thinking. And they touch on the cultural issues that can arise in that shift in thinking. That’s an entire article on its own.

This post is a great conversation starter, and it’s so economical in its communication. I will definitely be using it when we have some of these conversations in my shop.

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The Washington Post Believes its Publishing Platform is a $100m Business

The Washington Post / iPad by Esther Vargas, Flickr

It really is international in my media newsletter today with stories Ireland’s INM being bought by Belgian media house Mediahuis and Nine in Oz selling off a chunk of Fairfax’s old local newspaper empire.

But the top story today is about how the Washington Post thinks that Arc, its publishing platform, is a $100 m revenue generator. That’s pretty amazing when you think of how much usually gets spent on content management systems so thinking of content management as a revenue generator rather than a cost centre.

I just started the Knight Centre’s Product Management for Newsroom Leaders course so products and managing them are at the forefront of my mind so it probably isn’t a surprise that this quote from Shailesh Prakash, the Washington Post’s Chief Information Officer and Chief Product Officer, jumped out at me:

In the beginning, it was quite confusing because we spent a great deal of time trying to define what a product is. We asked ourselves questions such as, “Who is the owner of the homepage?” However, I believe those types of questions are irrelevant because the key to successful product development is to partner with the Sales, Engineering, and News teams to come up with products that delight our readers, advertisers, or subscribers. In the best case, we are delighting all three of them.

How The Washington Post Made Its Publishing Platform A Revenue Driver, by Peter High, Forbes contributor

Developing products that delight all of our key constituents. That’s a pretty great goal.

If you’ve got a story that you think I should put in the newsletter, especially from outside of the US, @ me on Twitter @kevglobal. And if you aren’t a subscriber, you can get this everyday in your inbox by signing up here.