The New York Times Final Surrender: Boston Globe Sale

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By Douglas A. McIntyre Updated Published
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The Boston Globe is barely there anymore. Its circulation has fallen so far that it is below those of the Cleveland Plain Dealer and Honolulu Star Advertiser. And Boston, the home to one of the most educated urban populations in the world, is no longer an environment that can support a daily newspaper. Its parent company, The New York Times Company (NYSE: NYT), publisher of the most admired local newspaper in the nation, could not muster the wherewithal to salvage its little sister. The newspaper industry, long in disarray, has surrendered on of its last stars to effective insolvency.

The Times has put the Globe on the market, and media reports claim it will sell for as little as $100 million. That figure seems high, based on the Globe’s performance. What the Times calls its New England Media Group, made up mostly of the Globe, had total revenue of $85.3 million last quarter. Advertising sales dropped 10.1% to $37.6 million.

When media experts look at what is wrong with the Globe’s picture, what stands out is its inability to show circulation revenue growth. This segment of revenue continues to rise at The New York Times itself, and has effectively offset a drop in ad sales. What these numbers prove is that the Times is prized enough by readers that they will pay for online additions. That is not true of any other paper in the nation, except The Wall Street Journal. The “paywall” experiment did not work in Boston. The Globe’s readers would not pay for the online version in great enough numbers to save the floundering medium. One of the highest quality newspapers in America basically was abandoned by its readers.

The lesson of the demise of the Globe tells something about other large metro dailies. Readers will not consider these valuable enough to pay for online versions, which means their futures are limited. The latest large paper to try the online paid model is the Washington Post Company (NYSE: WPO), which has started a program for its flagship paper. The effort is guaranteed to fail. As has been pointed out repeatedly, readers find their information elsewhere, at least in large enough numbers to rob daily newspapers of revenue to the point where they cannot sustain themselves.

The observation that daily newspapers are dying is very old. But there had been hope that, with the end of the recession, the industry would stabilize and have time to create a successful model. It has had that time, and nothing has emerged.

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About the Author Douglas A. McIntyre →

Douglas A. McIntyre is the co-founder, chief executive officer and editor in chief of 24/7 Wall St. and 24/7 Tempo. He has held these jobs since 2006.

McIntyre has written thousands of articles for 24/7 Wall St. He is an expert on corporate finance, the automotive industry, media companies and international finance. He has edited articles on national demographics, sports, personal income and travel.

His work has been quoted or mentioned in The New York Times, The Wall Street Journal, Los Angeles Times, The Washington Post, NBC News, Time, The New Yorker, HuffPost USA Today, Business Insider, Yahoo, AOL, MarketWatch, The Atlantic, Bloomberg, New York Post, Chicago Tribune, Forbes, The Guardian and many other major publications. McIntyre has been a guest on CNBC, the BBC and television and radio stations across the country.

A magna cum laude graduate of Harvard College, McIntyre also was president of The Harvard Advocate. Founded in 1866, the Advocate is the oldest college publication in the United States.

TheStreet.com, Comps.com and Edgar Online are some of the public companies for which McIntyre served on the board of directors. He was a Vicinity Corporation board member when the company was sold to Microsoft in 2002. He served on the audit committees of some of these companies.

McIntyre has been the CEO of FutureSource, a provider of trading terminals and news to commodities and futures traders. He was president of Switchboard, the online phone directory company. He served as chairman and CEO of On2 Technologies, the video compression company that provided video compression software for Adobe’s Flash. Google bought On2 in 2009.

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