Jack Sullivan of CommonWealth Magazine has the latest on cutbacks at the Boston Herald. Digital First Media, which bought the Herald earlier this year, is centralizing the paper’s advertising design and news layout operations at its headquarters in Boulder, Colorado.
It’s a rare instance of Digital First making cuts that don’t directly affect news coverage, and it’s become standard operating procedure at newspaper chains. For instance, GateHouse Media, which owns more than 100 newspapers in Eastern Massachusetts, outsources much of its design work to a facility it owns in Austin, Texas. Still, it’s terrible for the people who are losing their jobs — estimated at 10 to 15 in news design alone.
Then again, there’s not much in the way of reporting resources at the Herald that Digital First can still cut. Sullivan writes writes that there are now fewer than a dozen reporters at the once-robust tabloid. Wow.
More details in this Twitter thread from Herald sports copy editor Jon Courture. Click here to read the whole thing.
Boston Herald employees were informed today that the paper's ad production and design will be outsourced later this year. Transitions will likely happen in August (for ads) and in mid-October (for design).
It was an unprecedented rebellion against the most notorious of the bottom-feeding newspaper chains. Over the weekend The Denver Post, gutted beyond recognition by Digital First Media, its hedge-fund-backed owner, published an editorial and a package of commentaries protesting endless rounds of cuts in the paper’s reporting staff. The editorial referred to the paper’s corporate overlords as “vulture capitalists” and said in part:
We call for action. Consider this editorial and this Sunday’s Perspective offerings a plea to Alden [Global Capital] — owner of Digital First Media, one of the largest newspaper chains in the country — to rethink its business strategy across all its newspaper holdings. Consider this also a signal to our community and civic leaders that they ought to demand better. Denver deserves a newspaper owner who supports its newsroom. If Alden isn’t willing to do good journalism here, it should sell The Post to owners who will.
Unfortunately, that doesn’t seem likely — at least not until Alden has squeezed every last penny out of the Post and the nationwide chain of newspapers it owns, ranging from The Mercury News of San Jose and the Orange County Register on the West Coast to, locally, the Boston Herald, The Sun of Lowell, and the Sentinel & Enterprise of Fitchburg.
As I’ve noted previously, Alden is controlled by an ultrawealthy financier named Randall Smith who, according to investigative reporting by Julie Reynolds in The Nation, plundered his newspapers in order to amass the $57 million he needed to purchase 16 mansions in Palm Beach, Florida. Digital First has also been accused of diverting hundreds of millions of dollars into investments managed by Alden, according to Reynolds.
The allegations against Digital First and Alden may be shocking, but they also underscore an important fact that casual observers often miss: there’s still plenty of money in newspapers, even though the business continues to shrink. Indeed, as the editorial in The Denver Post pointed out, Digital First was “solidly profitable” last year. Yet the Post’s newsroom has shrunk from more than 250 several years ago to fewer than 100 today — and will soon sink below 70.
Among those who contributed to the Post’s anti-Digital First package was Greg Moore, a former managing editor of The Boston Globe who worked as editor of the Post for 14 years, quitting two years ago rather than continuing to slash his reporting staff. “The Post cannot do its job starved of resources the way it is now,” Moore wrote. “Deep investigations can take months, running down news tips can take days, gathering and analyzing records can cost thousands of dollars, and getting the right photograph that tells a story better than words ever can takes patience. All of that is at stake with the relentless cutting taking place.”
Ironically (or perhaps not ironically), the Post on Friday published a preview of the baseball season in which it ran a six-column photo of Citizens Bank Park in Philadelphia instead Denver’s own Coors Field. Now, yes, it’s the sort of mistake that any 12-year-old baseball fan should have caught. But it’s also the sort of mistake that a demoralized, skeletal staff seemed almost destined to make. (The Post blamed it on a “production error.”)
So what can be done? Moore offered several suggestions: forming a public-private partnership, creating a foundation, or somehow persuading Digital First to spend a little more on journalism and a little less on Randall Smith’s mansions and speculative investments. The most promising of Moore’s ideas, though, is to find another buyer. If Smith and his hatchetman at Alden — Heath Freeman, likened to the fictional Wall Street villain Gordon Gekko in a recent Bloomberg View column by Joe Nocera — can be persuaded to sell now rather than wait for the last profits to trickle in, then perhaps journalism in Denver can be saved.
Just recently the Los Angeles Times, laid low by the corporate depredations of a chain known (seriously) as tronc, with a lowercase “t,” was purchased by a billionaire surgeon named Patrick Soon-Shiong. It’s too early to know what Soon-Shiong’s intentions are, but, if nothing else, he could give the Times a chance to grow again. Billionaire ownership has also benefited The Washington Post, which claims to be turning a profit under Amazon founder Jeff Bezos, and The Boston Globe, which is holding steady under financier and Red Sox principal owner John Henry.
Digital First’s initial reaction to the Denver uprising was more hands-off than one might have imagined. According to Sydney Ember of The New York Times, the company decided to let the commentary remain online and to go ahead with plans to include it in the Post’s print edition. The editorial-page editor, Chuck Plunkett, who conceived of the package, will remain on board.
But it remains to be seen whether what happened last weekend was the start of something big — or a futile gesture, quickly forgotten and not to be repeated as Digital First’s newspapers continue their long, not-so-slow slide to oblivion.
I am thrilled to join the Boston Herald team. I share the commitment to delivering quality news and information to our readers, advertisers and our communities. I look forward to getting to know the staff and evaluating how we best can meet the needs and expectations of those we serve. I’m committed to producing content that our readers want, in both print and digital, providing them with the best news experience possible. Quality readership will provide for advertising solutions that get results for our advertisers.
Now where we have heard that before? Oh, right. In 2013 Corrado was named president and publisher of Digital First’s New England Newspapers Inc. And here’s what he was quoted saying at the time:
I am thrilled to join the Digital First Media team and to lead the New England operation. I share the commitment of delivering quality news and information to our readers, our advertisers and our communities and I look forward to getting to know these communities more and learning how we can continue to meet the needs and expectations of those we serve.
Digital First’s acquisition of the Boston Herald closes on Monday. I’m told that even inside the Herald, there is very little known about who’s staying and who’s going. But the memo below explains what is happening to those who are losing their jobs.
One who has confirmed that she’s leaving is editorial-page editor Rachelle Cohen, who signs off today with a classy farewell. She writes:
As an institution in this community it will live on; it will continue to vigorously compete in the marketplace of journalism because the people who have labored here — and those who will continue to do so — actually don’t know how to operate any other way.
Last Wednesday, the day after Digital First Media outbid two other prospective buyers for the right to purchase the Boston Herald, chief operating officer Guy Gilmore sent an email to Digital First employees, which a source forwarded to me. The sale was approved by a bankruptcy judge on Friday. No closing date has been set.
If you’re wondering what Gilmore’s message portends for the Herald, well, you won’t find much here. But it may be of some interest.
I am writing to announce that DFM has won the right to acquire the Boston Herald by submitting the highest bid in an auction held yesterday in Boston. The Herald is a significant newspaper — a local institution that is also widely recognized across the entire country.
This acquisition is important in a number of ways. Most obviously it expands our footprint in the New England region where we already own and operate two dailies nearby. It is a vote of confidence by our Board of Directors that our team has the skill to successfully operate this well known metro newspaper. And it is a clear indication that our leadership is interested in expanding its newspaper holdings when the right opportunity presents itself.
Not long ago, DFM acquired The Orange County Register and Riverside Press-Enterprise. The integration of those newspapers into DFM’s existing cluster of Southern California newspapers has been extraordinarily successful. Adding the Boston Herald to our existing group of papers in the Northeast is another such opportunity. Clearly, DFM is a buyer, and a buyer of strong brands.
Meanwhile, on a more general note, let me reassure you that your company continues to outperform its peers in virtually every category. To quote my predecessor, “our company is fortunate to have a deeply talented and dedicated team committed to building a strong and sustainable business that will allow us to continue fulfilling our mission and serving our communities for years to come. Your contributions are greatly appreciated.”
There was a time not too many years ago when Digital First Media — the all-but-certain next owner of the Boston Herald — was the toast of the newspaper business. The chain was led by a brash, profane chief executive named John Paton, who espoused an aggressive post-print strategy built around free, advertiser-supported websites, community engagement, and high-profile initiatives such as Project Thunderdome, a national news and innovation center.
It all fell apart quickly. Alden Capital, the hedge fund that controls Digital First, grew impatient with Paton’s grandiosity. Project Thunderdome was dismantled in 2014. Paton left in 2015. And the chain embarked on a relentless strategy of cutting costs to the bone. “If you work for a company owned by a hedge fund, it’s like walking through a minefield,” Jim Brady, Digital First’s former editor-in-chief, told me in 2016. “Any step can be the one where you hit the mine. Any day it could end, and you know that.”
Brady has since turned entrepreneur, founding mobile-friendly local news sites in Philadelphia (Billy Penn) and Pittsburgh (The Incline). And the post-Paton Digital First has earned a reputation for brutal cost-cutting — which raises serious concerns about what its executives have in mind for the Herald.
Digital First, based in Denver, won the Herald sweepstakes on Tuesday by outbidding two rivals. When the Herald’s soon-to-be-former owner, Pat Purcell, took the Herald into bankruptcy in December, he said the paper would be acquired by GateHouse Media, another chain controlled by a hedge fund. But Digital First, a late entry, bid a reported $11.9 million, outdistancing GateHouse’s $4.5 million and a lesser-known contender, Revolution Capital Group.
In the short term, there might not be that much difference between GateHouse and Digital First. GateHouse would have cut the number of people employed by the Herald from 240 — about half of them editorial staff members — to 175. Digital First reportedly reached an agreement with the Newspaper Guild recently to offer jobs to about 175 people. Long-term, though, there is reason to believe the Herald might have been better off under GateHouse, despite the company’s own well-deserved reputation for obsessing over the bottom line.
Why? Consider the gap between the two bids. GateHouse’s much lower offer suggests that it would not have had to cut as much to earn back its investment. GateHouse also has a substantial infrastructure in Greater Boston, with more than 100 community newspapers, including dailies such as The Patriot Ledger of Quincy, the Telegram & Gazette of Worcester, and the Providence Journal. The Herald is currently printed by The Boston Globe, but GateHouse has considerable press capacity of its own. Finally, GateHouse officials appeared to have a plan, and had been talking with people both inside and outside the Herald for weeks. (Disclosure: including me.)
By contrast, Digital First’s intentions are a mystery. But recent news about the company has not been good. The company recently eliminated the editor’s job at the Sentinel & Enterprise of Fitchburg, one of its two dailies in Massachusetts, and is now running the paper out of its other daily, The Sun of Lowell. Even more ominous, the Sentinel is getting rid of its newsroom, with journalists being told to work out of their homes. As a friend put it upon hearing the news that Digital First will soon own the Herald: “How long before the newsroom is relocated to a nearby Starbucks with free WiFi?”
In California, Digital First has gone on a rampage that rivals Sherman’s march through Georgia. According to the Los Angeles Times, the company’s Southern California News Group will soon eliminate at least 65 of the 315 newsroom positions at its 11 papers, which include such well-known titles as the Orange County Register and The Press-Enterprise of Riverside. That comes on the heels of 65 cuts last summer. Farther north, the once-great Mercury News of San Jose, which at its peak employed about 440 journalists, is down to just 39 union positions in the newsroom, with some non-union staff as well.
The newspaper business has been in trouble for more than two decades as technological and cultural changes have hollowed out its financial underpinnings. But greed should not be overlooked as a major contributing factor. Last fall I wrote about an investigation by The Nation into the hedge funds that own newspapers. Among other things, we learned from reporter Julie Reynolds that Randall Smith, the tycoon who controls Digital First, had purchased 16 mansions in Palm Beach, Florida, for $57 million, which he had amassed by “purchasing and then destroying newspapers.”
The one good-news story about Digital First involves the Berkshire Eagle — and that’s only because the chain sold the paper to local business leaders a couple of years ago. According to Shan Wang of the Nieman Journalism Lab, the Eagle and its affiliated newspapers in Vermont have been rebuilding their staff and their reputation since Digital First got out of town. Wang wrote:
Newly rid of Digital First Media and its cost-cutting ways, and now owned by people with real ties to the county, the Eagle newsroom was reinvigorated. The new owners laid out a guiding strategy — if you build it up, they will come back — and promised to stay in the business of local news for the long haul. Producing better, local-focused news, and more of it, they surmised, would be the straightest path to bringing back subscribers, raising more revenue — more to invest in digital products and, finally, sustainability.
What a concept. Of course, it’s a lot easier to go the independent route with small papers that enjoy local monopolies than with a large, money-losing number-two daily like the Herald, which has long labored in the shadow of the dominant Globe. If Purcell could have stayed in business, he would have.
Still, the optimist in me hopes that once Digital First has wrung whatever profits it can out of the Herald and is ready to move on, local investors will step forward who are willing to take a chance and return the paper to independent ownership. Unfortunately, the next few years are likely to be rocky — not just for Herald employees, but for their readers as well.
Eight top executives out at The Boston Globe since last summer. Boston Herald publisher Pat Purcell paying himself nearly $1 million in the past year as his paper was sliding into bankruptcy. It has been a significant week for the city’s two daily newspapers, and there’s some important context to both stories. So let’s try to tease out what’s really going on.
First the Globe. Last March, as I was finishing up my book on wealthy newspaper publishers, “The Return of the Moguls,” the Globe seemed to be well-positioned to make a legitimate run at financial sustainability. The strategy was a sound one: move the newsroom and business operations to the downtown and open a new printing facility in Taunton dedicated to producing the Globe as well as publications such as the Herald, The New York Times and USA Today.
As we know, the execution turned out to be disastrous. The Taunton plant simply couldn’t handle the work. All kinds of stories were floating around. Among the ones I heard was that management had failed to negotiate an agreement with the unions in a timely manner and that the presses lacked the needed capacity. Whatever it was, the situation quickly devolved into a rerun of the home-distribution fiasco of a year and a half earlier, except with fewer obvious options for fixing it. The story went public in a big way in September, when the Herald published an apology to its readers, putting the blame squarely on the Globe. From a personal point of view, I found myself frantically inserting material into my book about the printing problems during copy-editing and on page proofs.
What I’ve heard in the months since then is that the printing problems have eased but have not been entirely solved. It’s in that light that the eight departures ought to be evaluated, even if not all of them were related to the printing disaster and even if some of the blame was unfairly assigned. Globe publisher and owner John Henry told Don Seiffert of the Boston Business Journal this week that the changes were made in an attempt to change the culture of the Globe’s business operations.
“The culture of the Globe on the business side … needed to be reset,” Henry told Seiffert via email, adding: “The challenge and disappointment has been squarely with senior leadership. We’ve finally dealt with those issues. I am squarely responsible for not dealing with these issues in the first year.”
Fortunately, the Globe’s long-term strategy of selling expensive digital subscriptions is on track, with editor Brian McGrory recently writing that he expects the paper will cross the 100,000 mark during the first half of this year.
If I had one piece of advice for Henry, it would be this: No doubt the Taunton mess blew up whatever financial projections that had been made, delaying any visions of returning to profitability. But this would be the worst possible time to cut. At a moment when the digital strategy is working, it would make no sense to try to get readers to pay $30 a month for a shrinking product.
The signs are good: the Globe recently added a sixth journalist to its Washington bureau, and it is planning to hire replacements for Pulitzer Prize-winning art critic Sebastian Smee, who’s left for The Washington Post, and Statehouse reporter Jim O’Sullivan, who resigned amid accusations of sexual harassment. Slashing the newsroom because of Taunton’s problems would be the worst possible move.
The Herald today published some unsettling news about Pat Purcell, who has owned the paper since 1994 after previously running it for his mentor Rupert Murdoch. According to bankruptcy records obtained by reporter Brian Dowling, Purcell paid himself $970,000 in the year before he declared Chapter 11 on Dec. 8. Finance and operations executive Jeff Magram, a part-owner, was paid another $653,000. Four of Purcell’s children received more than $200,000 among them.
“I continued to pay myself what I was earning previously at News Corp.,” Purcell told Dowling, referring to the name of Murdoch’s company. “I took some raises, same as everyone else. When there were no raises, I took no raises.”
Globe columist Jeff Jacoby, a Herald alumnus, put it this way:
Pat Purcell wasn't expected to take a vow of poverty, but could he really not have made do with, say, $500,000?
On the other hand, kudos to the @BostonHerald for publishing this story. And to Purcell for not spiking it.
And no, of course Purcell didn’t take a vow of poverty when he bought the Herald. But as former Herald columnist Peter Lucas pointed out last Friday in his column for the Lowell Sun and the Fitchburg Sentinel & Enterprise, Murdoch practically gave Purcell the Herald and the South End property it was located on. Several years ago Purcell sold the property, which was redeveloped as the Ink Block high-end combination of condos, apartments, a hotel and a massive Whole Foods.
Now the money-losing Herald owes $31 million and the fate of employee pensions is up in the air. GateHouse Media, Purcell’s preferred buyer, proposes to shrink the number of employees from 240 to 175, although another possible buyer has emerged.
The Herald has gotten smaller and smaller over the years, and it seems reasonable that it was time for the Purcell era to end. But given how well he has done as a direct result of Murdoch’s largesse, I hope his employees’ worst fears aren’t realized when the bankruptcy proceedings are over and the paper is sold. He owes them much.
Whoa. Former Boston Herald (and Boston Phoenix) columnist Peter Lucas absolutely torches Herald owner Pat Purcell, who has taken the tabloid into bankruptcy with the intention of selling it to GateHouse Media. Lucas, now a columnist for the Lowell Sun and the Fitchburg Sentinel & Enterprise, begins:
Not everybody is leaving the Boston Herald broke, just the workers.
The owner, Pat Purcell, will make out just fine.
In fact, after announcing bankruptcy and the sale of his paper, he will walk away from the business a rich man.
“He built a real estate empire on the backs of Herald workers, and now the workers are being thrown out on the street,” said one veteran Herald reporter, who fears for his pension.
On Saturday I received an email from Christine Hochkeppel, a photographer who had just resigned from the Telegram & Gazette of Worcester, part of the GateHouse Media chain. I asked her if it was all right if I sought comment from a T&G executive and then ran her letter of resignation along with the newspaper’s response. She granted permission.
This is, of course, a data point of one. But I think it’s worth sharing because it speaks to the frustrations of working in community journalism in general and for GateHouse in particular. GateHouse, as I’m sure you know, is a national chain based in the suburbs of Rochester, New York, that owns more than 100 daily and weekly papers in Eastern Massachusetts, Southern New Hampshire and Rhode Island. The company is also likely to become the next owner of the Boston Herald.
In a business known for penny-pinching, GateHouse stands out. “It has been incredibly frustrating to have worked the majority of my career for a company that has never given me a raise, despite my excellent work ethic and accolades,” Hochkeppel wrote in her letter of resignation to executive editor Karen Webber. “I cannot dedicate anymore of my professional time to a company that will not invest in my future success or any of my talented colleagues.”
I emailed Webber seeking comment and received the following reply from Paul Provost, the T&G’s publisher:
Thank you for the opportunity to comment however we do not comment on individual personnel matters. It has been reported publicly that we have struck an agreement with the national Guild. That agreement has been ratified in Worcester and is in the process of being ratified in several other newsrooms across the company.
Provost is referring to a recent agreement GateHouse reached with the Newspaper Guild that, according to Don Seiffert of the Boston Business Journal, “would ensure a 2.75 percent raise over two years for 750 employees at newspapers across the country, including five in New England.” The T&G is among those papers.
I am writing to notify you of my intention to resign as staff photographer at the Worcester Telegram & Gazette. My last day of employment will be Saturday, December 30, 2017.
I appreciate the opportunities I have received during my 3 years here. I have grown and improved as a photojournalist. I appreciate your support and guidance. However, I continue to have deep concerns about the direction GateHouse Media is taking the T&G. It has been incredibly frustrating to have worked the majority of my career for a company that has never given me a raise, despite my excellent work ethic and accolades. I cannot dedicate anymore of my professional time to a company that will not invest in my future success or any of my talented colleagues. After all of the hard work I have done for this company, I am forced to give up a career that I am passionate about so that I can make a better future for myself. GateHouse has been taking advantage of passionate journalists and dismantling quality community journalism with continued staff reductions and lackluster outsourced design. Their solution continues to befuddle us all with its hypocrisy: cut expenses and jobs but acquire more properties and continue to award handsome bonuses to the top executives. These reckless practices underscore the apparent indifference GateHouse feels toward the hard-working people they already employ. It’s disheartening that when our political and economic climate needs journalists so desperately, that this company has turned so many excellent people away from the industry.
Thank you again for the opportunity to share visual stories with the Worcester County community. It has been a gratifying experience sharing pictures and stories with our readers, despite the morale challenges. I am grateful for all the positive interactions and earned experience.
If I had a nickel for every time someone predicted the death of the Boston Herald over the past 25 years, I would have — well, many nickels. So I see last week’s announcement by Herald owner Pat Purcell that he plans to sell his paper to GateHouse Media as just one more bump in what has been an exceedingly bumpy road.
GateHouse, a national chain that owns more than 100 community weeklies and dailies in Eastern Massachusetts and environs, has given little indication of what it intends to do with the city’s number two paper. First the Herald has to go through bankruptcy, and though it’s likely GateHouse will end up with the tabloid, there is no guarantee.
What we do know is that a GateHouse-owned Herald will be smaller. Preliminary reports suggest that the staff will be cut from 240 to 175 across all departments. That is going to have a huge impact on the Herald’s newsgathering capacity, as the newsroom accounts for about half of that 240. On the other hand, a daily newspaper with 175 employees should still be able to do good work and provide at least some competition to The Boston Globe.
Twelve years ago, as The Boston Phoenix’s media columnist, I offered five suggestions for how the Herald could improve and build a more sustainable business. With the Herald changing ownership for the first time since 1994, when Purcell bought it from his mentor Rupert Murdoch, I thought I’d take a look at what I had to say in 2005 and see whether any of it is relevant today.
1. Get smart. This is probably the single most important step that GateHouse could take in trying to appeal to new readers. More than 20 years ago, a journalist who had left the paper told me something he’d once said to Purcell. It went approximately like this: You’ve already got all the stupid readers, Pat. You need to find a few smart ones as well.
Unfortunately, Purcell never really took that advice. From the mid-1990s until the early 2000s, the Herald thrived on the strength of strong local news coverage, an aggressive business section, an excellent sports section, and good photography. But as the economics of newspapering began to crater, the Herald embraced a flash-and-trash approach while continuing to get smaller.
In recent years, under editor Joe Sciacca, the sensationalism has been toned down considerably, and the daily report is solid if shrunken. But the goal seemed to be to hang onto the paper’s shrinking pool of existing readers rather than try to cultivate, say, the young workers in Boston’s growing innovation economy — many of whom may not be as liberal on economic issues as the Globe thinks they are and who would thus be open to an alternative.
2. Upgrade the look. Twelve years ago I wrote: “Newcomers to Boston no doubt are perplexed when they hear old-timers refer to the Herald as ‘the Record.’ That’s a reference to the Record American, a Hearst-owned tabloid from a bygone era that, along with several other papers, eventually morphed into the modern Herald. Trouble is, the Herald really does look like the Record, if the Record could be exhumed, updated a bit, and printed in color.”
Unfortunately, nothing has changed. Today, as I did then, I would recommend a makeover along the lines of (for instance) the Boston Business Journal, an attractive tabloid that takes a more restrained approach. The old urban tab look is perfect if you’re looking for something to fold up and take with you to Suffolk Downs — provided you’re going to the horse races. Now the city hopes the Suffolk Downs property will become Amazon’s second headquarters. GateHouse ought to be thinking about how to design a Herald that will appeal to the sort of young, highly educated folks who would work there — a sizable group even if Amazon ultimately picks another city.
3. Turn right. Despite the Herald’s reputation as a bastion of right-wing Trumpery, the paper’s editorial pages have long been rather staid and moderate. The right-wing reputation comes from a few of its news columnists, especially Howie Carr, who’s long since slid into self-parody; Joe Fitzgerald, a former sportswriter who traffics in snoozy social conservatism; and Adriana Cohen, who recycles seemingly every talking point from Fox News, including the network’s outrageous attacks on the FBI.
The opinion pages, on the other hand, carry respectable syndicated conservatives like Jonah Goldberg, George Will, and Michael Gerson, as well as local voices like freelancer Jim Sullivan, who rarely writes about politics. What would help is if editorial-page editor Shelly Cohen recruited some young, smart, conservative local columnists. Surely there’s some recent college graduate out there who wants to be the next Ben Shapiro or Tomi Lahren who’d be willing to work for a low salary and a shot at Twitter immortality. Unfortunately for the Herald, now as then, the best conservative columnist in Boston is Jeff Jacoby — a Herald alumnus who left the paper for the Globe many years ago.
4. Dump the website. I first made this recommendation on the grounds that the Herald simply didn’t translate well online — it was a quick read that people flip through on the subway or at Dunkin’ Donuts just before they go to work. Today’s smaller Herald is an even quicker read. Besides, the Herald’s website is not exactly a joy to navigate, though its mobile app is decent.
What I hadn’t anticipated 12 years ago was that the Herald would launch an internet radio station that has become an integral part of the paper’s identity. The problem is that it is essentially an old-fashioned conservative talk station, and people listen to talk radio in their cars, most of which are not especially well suited to streaming audio. But it has been a worthwhile experiment, and GateHouse should continue with it.
5. Live free or die? Purcell never wanted to take this step, though there was some buzz that he might when the free commuter tab Metro first came to Boston. I thought a free Herald could make sense; certainly it’s a better read than the Metro. Moreover, the Herald relies on point-of-purchase sales, and there are simply fewer places to buy newspapers than there used to be.
The trend in newspapers these days is to charge as much as the market will bear, either in print or online. Persuading readers to pay for journalism is essential given the collapse of digital advertising (for anyone other than Facebook and Google) and the ongoing decline of print advertising. But what little advertising value remains in newspapers is all on the print side. And if GateHouse can cut expenses enough (probably the one thing the compay is really, really good at), it might be able to turn a profit with a free Herald.
Last week’s announcement that the Herald would be sold was good news in the sense that Boston will continue to have two daily papers. But it’s sad, too, because a lot of people will be losing their jobs, and the likelihood is that the Herald is going to offer less. “More newspapers mean more coverage,” wrote Herald sports columnist Steve Buckley over the weekend. “More newspapers mean more opinions. And listen up, Globe: More newspapers mean more hustle. If we lose the Herald, the Globe will lose something as well.”