Chris Anderson writes that under the ownership of Knight-Ridder, profit margins were between 9% in 1995 and the low 20%'s in the early 2000s, even while circulation and staff
were dropping and the Web loomed on the horizon.
The papers failed to invest in an Internet future that many knew was coming, he writes. "They were so focused on the quarterly bottom line, they failed to realize that the long-term bottom line was where they were really at risk. [By 2008], their choice wouldn't be between 9% and 29% profits, but between profits and no profits at all."
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