2005 globe and_mail
DESCRIPTION
TRANSCRIPT
Don’t Miss a Day.
The Globe and Mail
Benchmarking Strategies
and Applications
MAAX Users Group
Meeting
March 8, 2005
Don’t Miss a Day.
1
Overview
1. Reporting: Are There any Standards?
2. The Globe and Mail Market and Audience
3. Prospect Universe and it’s Challenges
4. Software Tools and Data On Hand
5. Key Areas of Focus
• Acquisition
• Attrition
• Churn
• Retention
• Tenure
• Circulation Levels ( Specifically Greater Than 50% Paid)
6. Next Steps
Don’t Miss a Day.
2
Reporting
• Circulation reporting does not seem to have many common standards across the industry.
• Often this seems to be true even within the same newspaper company.
• This year, The Globe and Mail will be developing a set of standardized integrated reports using the tools and data that are now available.
• This level of sophistication and trending analysis has not been possible to date without the assistance of these tools.
Don’t Miss a Day.
3
The Globe and Mail
The Market
• Canada’s National Newspaper
• 1,000,000 readers per day
• Circulation 350,000 daily
• Home delivery 200,000
• Subscription Price $315+ per year
• Most subscribers pay full or slightly discount rates
• Majority ownership is Bell Canada Enterprises
Don’t Miss a Day.
4
The Globe and Mail
The Audience
• Highly educated, affluent audience
• Managers, Owners, Professionals and Execs.
• Represent the top 4% in Canada affluence
• Delivered in every major market in Canada
• 85% Easy-Pay
• Majority ownership is Bell Canada Enterprises
Don’t Miss a Day.
5
Circulation Strategy for 2005
• Steady and stable growth of the greater than 50% paid
subscriber base.
• Improve retention.
• Improve the efficiency of subscriber acquisition
• Maintain high demographic profile of the audience.
• Note: Circulation Handles Distribution and Customer Service,
Marketing Manages Subscriber Acquisition and Retention
Don’t Miss a Day.
6
The Prospect Universe
• Canada has 13 Million Households
• Approximately 5 Million are within a deliverable footprint
• Of those just over 2 Million are demographically attractive based on minimum standards.
• These households are the most likely to opt in to Do Not Contact lists.
• They also own call screening technology and are difficult to reach.
Don’t Miss a Day.
7
Primary Software and Data On Hand
Software
• MAAX
• R-Logic
• DI Diver
Data
• Canadian Census Data
• Consumer Spending
• Cluster Data
Don’t Miss a Day.
8
Key Focus Areas
Acquisition
• Orders by Channel
• Orders by Service
• Orders by Payment Type
Attrition
• Annual Uncontrollable Attrition Rate
• Volume and Nature of Unsecured Temporary Stops
• Stops within 5 weeks
Don’t Miss a Day.
9
Key Focus Areas
Churn
• Three Year Trending of Overall Churn
• Profile Frequent Churners versus Non-Churners
Retention
• Standard R-Logic Reports Trended Over Three Years
• Start Source
• Payment Type
• Offers
• Service Type
Don’t Miss a Day.
10
Key Focus Areas
Tenure
• Percentage of Subscribers with Service <1 year, 1-2
years, 2+ years etc.
• Trending over Three Years
• Demographic Profiling
Circulation Levels
• Greater than 50% Paid Trends
• Total Circulation By Geographic Segment
Don’t Miss a Day.
11
Examples
All data displayed is relevant but has been modified for purposes of confidentiality
Don’t Miss a Day.
12
Acquisition: Volume by Channel
45
28
23
4
39
27 26
8
35
2528
12
0
10
20
30
40
50
2003 2004 2005
Telemarketing Voluntary Kiosks Direct Mail
Percent
Don’t Miss a Day.
13
Acquisition: Orders by Service
52
35
85
53
33
7 7
58
28
95
0
10
20
30
40
50
60
2002 2003 2004
Mon-Sat Sat Only Mon-Fri Fri-Sat
Percent
Don’t Miss a Day.
14
Acquisition: Orders by Payment
82
18
84
16
85
15
0
10
20
30
40
50
60
70
80
90
100
2002 2003 2004
Easy Pay Cheque
Percent
Don’t Miss a Day.
15
Attrition: Uncontrollable Losses
13,23414,324
14,876
0
5000
10000
15000
2002 2003 2004
Unrecoverable Permanent Stops
Stops
Don’t Miss a Day.
16
Attrition: TM Stops Within 5 Weeks
12,723
10,111
4,322
0
5000
10000
15000
2002 2003 2004
Stopped Within 5 Weeks
Stops
Don’t Miss a Day.
17
Churn: Annual Churn Rates
36 3328
0
10
20
30
40
50
60
70
80
90
100
2002 2003 2004
Churn
Percent
Don’t Miss a Day.
18
Retention: Cost per Unit Trending
$221 $207 $198
0
100
200
300
400
500
2002 2003 2004
Cost Per Pressure Start
Don’t Miss a Day.
19
0
5
10
15
20
25
SIXTEEN PLUS TEN TO
FIFTEEN
YEARS
SIX TO NINE
YEARS
FIVE YEARS FOUR YEARS THREE YEARS TWO YEARS ONE YEAR
OLD
THIS YEAR
SUBSCRIBERS
New Subscriber Tenure
By Percent Total Circulation
Tenure: Percent of Subscriber Base
Don’t Miss a Day.
20
86.4875.19
59.96
0
10
20
30
40
50
60
70
80
90
100
2 Years + 3Years + 5 Years +
SUBSCRIBERS
New Subscriber Tenure
By Percent Total Circulation
Tenure: Percent of Subscriber Base
Don’t Miss a Day.
21
Circulation Level: Greater Than 50% Paid
0
25,000
50,000
75,000
100,000
125,000
150,000
175,000
2003 2004 2005
SUBSCRIBERS
+1% +3%
Don’t Miss a Day.
22
Households with Income over $150,000
Income and Education
100
211
489526
0
100
200
300
400
500
600
Ontario Globe Readers
Globe Subscribers Recognition Cardholders
Index
Don’t Miss a Day.
23
Income and Education
Households with University Education
100
163179
186
0
100
200
Ontario Globe Readers
Globe Subscribers Recognition Cardholders
Index
Don’t Miss a Day.
24
Next Steps
• Establish a definitive set of reports that are relevant and useful.
• Design a user friendly format and environment
• Create a simple work flow process to produce the reports in a
timely manner.
• Relate internal results to industry standards where applicable
and accurately comparable.