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Executive Summary
While conducting marketing research for I-News we found that, overall the regional news reporting industry is not ready financially nor fully informed to seriously consider purchasing content or services from I-News. Within this we found that the best opportunities for I-News to grow include: targeting strong daily newspapers, following a pay-per-story business model, providing investigative training and data services, and creating more conversation about themselves with media outlets. We came to these conclusions by following a structured plan of obtaining news media marketing research.
1. We developed a comprehensive list of research objectives after meeting with the founders of I-News. These objectives apply to different aspects of the I-News business model, but stressed on the interest in I-News services and possible pricing.
2. We created a survey to be taken by managing editors and executives of regional news media outlets. The questions in this survey were based on finding answers to our research objectives. Through several stages of editing and evaluation we produced a 24 question survey, covering each aspect of our research objectives.
3. We decided on an appropriate method of distributing, completing, and collecting our surveys. The method we decided on is a census. Different from a sample, a census aims to receive data from every constituent on a frame list. Since the regional news media population is relatively small we believed that it was within our means to distribute our survey as a census. The survey was made available online and we notified all possible respondents through various forms of communication including postcards, emails, and phone calls. Unfortunately, due to time and financial limits we retrieved a small amount of data, only 20% of the census population.
4. We analyzed the data available, primarily using descriptive statistics. These statistics provided relevant percentages, frequencies of response, and insight into the news media industry. Unfortunately, due to the little amount of data it was unnecessary to do any complex statistics, such as comparisons of means and hypothesis tests. That being said we are confident that our findings are significant and can provide insight towards the original research objectives.
Throughout this paper we will go into more detail about each of these steps, all leading to are final assessment of I-News’ current market standings and growth opportunities.
1
Introduction and Situation Analysis
One of the oldest professions in America is that of the investigative reporter. From Samuel Clemens, also known as Mark Twain, to Upton Sinclair, the United States has a rich history of investigative journalists. Born during the days of mass media following the Civil War, investigative journalism set the standard for modern reporting today. However, today’s media culture is one filled with sound bites and overt commentary, slowly choking out many investigative reporters across the country.
Due to changes in traditional media models and the current downturn in the economy, media outlets today are cutting costs and in severe cases closing down. Earlier this year, the Rocky Mountain News closed after reporting the news for 150 years (DeBruin & Ryckman). Similarly, last spring the Seattle Post Intelligencer became the first major newspaper to go completely online after reporting for 146 years (Palmer). One way media outlets are reducing costs is to cut news-gathering staff positions; one hard-hit area within the news room is that of investigative reporting. This area is especially vulnerable to cuts due to the long-lead times for producing output and the great costs associated with the creation of in-depth news stories. To fill this void for media outlets, several not-for-profit organizations have been formed in the U.S. to provide the media with in-depth reporting at reduced costs.
I•News, The Rocky Mountain Investigative News Network, is one such non-profit that has been organized by two former Rocky Mountain News staffers to provide in-depth reporting and other investigative services to a variety of media outlets across the western U.S. The current market for I-News seems relatively promising. They have no direct competition for the Rocky Mountain region as all on-going investigative journalism is done in-house. Here I-News has a distinct advantage of offering quality in-depth reports at a reduced cost for news agencies. Furthermore, since many news agencies have essentially halted investigative reporting I-News can be a tool used to stabilize large publications and news broadcasts. This method is not original to I-News as there are other organizations across the country with similar offerings. The most prominent of those is Pro Publica, a national investigative reporting organization.
Having seen an opportunity in the news market, I-News asked the Leeds School of Business to conduct further research gauging the demand, price points, and value that they can provide. I•News is currently in its formative stage and the founders have many questions as they begin to build their organization. To find success, I•News needs answers to these questions through research that will provide guidance in setting their business model. Ideally, I-News will take into consideration our findings, and using this new information can discern if this is a plausible and feasible business option.
2
Research Objectives
1. Investigate the changing demographics of media outlets within the I-News service area.
2. Determine which media outlets (including daily and weekly newspapers, public radio stations, and television stations) in the I-News service area are interested in purchasing content from I-News.
3. Ascertain what the preferred model (subscription-based, per story, exclusive, etc.) is for purchasing content from I-News for those media outlets that are interested in their services.
4. Determine what price the media outlets are willing to pay for I-News services.
5. Determine in what areas news coverage is lacking and which of those areas the media outlets are most interested in obtaining coverage.
6. Determine the type of news gathering the media outlets desire (one-day stories, multiple-day stories, data gathering, data analysis).
7. Ascertain what methods will be most successful in getting media outlets to sign-up for and purchase services from I-News.
3
Research Methods and Procedures
This section includes, in detail, how the research was conducted, who the subjects were, and what tools and methods were used to achieve the objectives for I-News. Outlined below is the process we used, in chronological order, to conduct our data collection in order to achieve our objectives.
After setting research objectives and determining what data is the most important to obtain, we created a survey that was to be taken by the news media outlets of I-News’ choosing. It was imperative that we ascertain whether news outlets would be interested in purchasing content from I-News before exploring more specific offerings. The price that a news outlet is willing to pay for I-News’ services and what specific type of news coverage they would like are two other crucial aspects for I-News to consider. These key objectives helped to shape our survey questions and structure. Throughout the survey questions were directed toward gaining significant information in order to achieve our objectives. The final completed survey, as seen by our respondents, can be found in the appendix. (Figures A-2:6)
Our next step was determining how the research was going to be conducted. The method we selected for obtaining our data was to conduct a census of the population. This method was appropriate given that the information that I-News needs is specific only to news media outlets in the Rocky Mountain region. Taking a census of the population was within our surveying ability given that there are a small, finite number of media outlets in the Rocky Mountain area.
In order to respond to I-News’ needs as our client, we knew to look for daily and weekly newspaper professionals to survey. Thus, a list of daily and weekly newspapers was purchased from a reliable source, the Gebbie Press Inc. This list included all daily and weekly newspapers in the U.S. We edited the list to include newspapers that pertained to I-News’ interest in the Rocky Mountain region: Arizona, Colorado, New Mexico, Utah, and Wyoming.
Data was also collected from the public radio and television stations in our five focus states, along with data about some commercial television stations and magazines that operate within these states. Next, the Editor & Publisher Yearbook was used to find these additional media outlets, along with the editor’s names of all the newspapers. The specific targets for our survey were the head editors or managers (or related job titles) of each media outlet given that those people would have the main decision-making role on whether to utilize I-News’ offering. Sending the survey to those within this job description also helped keep the responses on returned surveys consistent and decrease any sampling error.
At this point there were 200-300 media outlets our frame list to receive our surveys for data collection. After obtaining I-News’ input, we reviewed the list and eliminated all weekly newspapers and some of the local papers with low circulation as they would be less likely to purchase from I-News; our final list was comprised of 84 media outlets. To double check the validity of the contact information of the media outlet professionals intended to receive the survey, we visited each media outlet’s website for verification.
4
Our survey distribution method was as follows. After conducting the census and determining the media outlets that should be targeted for the survey, the survey was posted online for easy access and decreased money spending. Postcard notifications were sent to the media outlets informing them of the online survey opportunity and urging them to take 8-10 minutes out of their day to help us out. A copy of the postcard can be found in the appendix. (Figure A-1) Labels were printed and affixed to the postcards that were printed for mailing to the editors on Monday, November 23.
There was much need for persistence as we quickly realized that the postcards might not have been the best way to reach our professionals. This form obviously was not convincing or encouraging enough for our targets get online and take our survey as only 3 people responded. Thus, a follow up e-mail blast went to the editors on Monday, November 30th to remind them of the survey available. The text of this email can be found in the appendix.
Not satisfied with the return rate, we decided to make phone calls to the editors on Friday, December 4. To be efficient, we divided up the list among the members of the class and then among team members. On Friday, our team placed phone calls to our designated media outlet professionals. Unfortunately, we reached many answering machines and were forced to leave messages instead of talking with managing editors. We called back on Monday, December 7 and were able to reach some, left messages for others, and again sent out emails as a reminder. The emails had the link to the survey online, allowing the editors to take the survey if their schedules allowed.
Some group members received a negative response from the editors they reached, while other group members received positive statements that the survey would be taken that day. When the survey closed on December 8th at 5:00 pm, there were 18 media professionals who had responded to the survey.
5
Data Analysis and Findings
Newsroom DemographicsResearch Objective 1: Investigate the changing demographics of media outlets within the I-News service area
By looking into the current demographics of media outlets, we can ascertain the viability of each outlet. The data collected can also show the current trend of employment in the news reporting sector.
When evaluating the demographics of the number of reporters and in-depth reporters that each media outlet employs, we found the relationship to be inconclusive. Although on average, the size of the newsroom staff at each outlet has been decreasing over the last five years, the number of in-depth and investigative reporters has stayed constant or increased. As shown in Figure 1A, approximately 63% of organizations reported a smaller newsroom staff than five years ago. Approximately 42% reported no change in the number of in-depth, investigative journalists between 2009 and 2004.
Size of Newsroom Staff 5 years ago Today % DifferenceDaily newspaper 1 17 15 -13Daily newspaper 2 8 4 -100Daily newspaper 3 11 11 0Daily newspaper 4 7 3 -133Daily newspaper 5 Unknown 4 N/ADaily newspaper 6 8 4 -100Daily newspaper 7 11 7 -57Daily newspaper 8 12 10 -20Daily newspaper 9 7 5 -40Daily newspaper 10 Unknown 100 N/AWeekly newspaper 1 18 8 -125Weekly newspaper 2 15 12 -25Radio station 1 4 4 0TV station 1 20 22 9TV station 2 8 6 -33TV station 3 10 7 -43TV station 4 0 2 100Other 1 30 13 -131
Figure 1A
6
Number of in-depth or investigative reporters 5 years ago Today % DifferenceDaily newspaper 1 N/A 1 N/ADaily newspaper 2 0 0 0Daily newspaper 3 0 0 0Daily newspaper 4 Unknown 0 N/ADaily newspaper 5 Unknown 0 N/ADaily newspaper 6 1 1 0Daily newspaper 7 0 0 0Daily newspaper 8 0 0 0Daily newspaper 9 0 0 0Daily newspaper 10 Unknown Unknown N/AWeekly newspaper 1 1 1 0Weekly newspaper 2 Unknown Unknown N/ARadio station 1 2 4 100TV station 1 3 5 67TV station 2 0 0 0TV station 3 1 4 300TV station 4 0 1 100Other 1 4 1 -300
Figure 1B
Who’s InterestedResearch Objective 2: Determine which media outlets (including daily and weekly newspapers, public radio stations, and television stations) in the I-News service area are interested in purchasing content from I-News.
Possibly the most important and tangible objective, determining who would be likely to buy helps I-News begin to sell their services. This is the first step in building a work relationship between the media outlets and I-News.
To determine the number of media outlets who seemed interested in I-News’ services we simply asked, “If a not-for-profit news reporting organization were to provide in-depth, public affairs news coverage of regional, state, and local issues of interest to your audience for an affordable price, would your organization be interested in purchasing such coverage?” (Survey) Six out of eighteen, or 33%, of the media outlet respondents expressed some level of interest in the service. The highest frequency for one specific response was five, answering that they were “Not at all interested.” (See Figure 2A on next page)
7
If a not-for-profit news reporting organization were to provide in-depth, public affairs news coverage of
regional, state, and local issues of interest to your audience for an affordable price, would your organization
be interested in purchasing such coverage?
Frequency Percent Valid Percent Cumulative Percent
Valid Very Interested 1 5.6 5.6 5.6
------- 3 16.7 16.7 22.2
------- 2 11.1 11.1 33.3
Neutral 3 16.7 16.7 50.0
------- 1 5.6 5.6 55.6
------- 3 16.7 16.7 72.2
Not at all Interested 5 27.8 27.8 100.0
Total 18 100.0 100.0
Figure 2A
All 33% of the interested media outlets were found to be daily newspapers. That being said, there were some daily newspaper respondents who did not express interest. No weekly, TV, radio, or other media outlet expressed any level of interest in I-News’ service offering. Weekly, TV, radio, and other media outlets rated their level of interest at “neutral” to “not at all interested.”
Daily Weekly TV Radio OtherVery Interested 1 0 0 0 0Interested 3 0 0 0 0Somewhat Interested 2 0 0 0 0Neutral 1 1 0 1 0Somewhat not Interested 0 0 1 0 0Not Interested 1 0 1 0 1Not at all Interested 1 1 2 0 0Figure 2B
Methods of DeliveryResearch Objective 3: Ascertain what the preferred model (subscription-based, per story, exclusive, etc.) is for purchasing content from I-News for those media outlets that are interested in their service.
Deciding on a preferred sales package will help I-News evaluate how to structure their services and finances. Finding an answer to this objective in conjunction with the pricing objective will give the best feedback for structuring their funding.
8
Looking at the response from daily newspapers, 50% preferred to purchase content on a flat-rate, per-story basis. Removing the 30% of respondents who did not express interest in I-News, this leaves the most popular form of purchase is on a per-story basis.
If a not-for-profit news reporting organization were to provide in-depth, public affairs news coverage of
regional, state, and local issues of interest to your audience for an affordable price, would your
organization be interested in purchasing such coverage?
Daily NewspapersFrequency Percent Valid Percent
Cumulative
Percent
Valid On a flat-rate, per-story basis 5 50.0 50.0 50.0
With a subscription to the
service which would provide
stories on a regular basis
2 20.0 20.0 70.0
My organization is not interested
in purchasing such coverage
3 30.0 30.0 100.0
Total 10 100.0 100.0
Figure 3A
If a not-for-profit news reporting organization were to provide in-depth, public affairs news coverage of
regional, state, and local issues of interest to your audience for an affordable price, would your organization
be interested in purchasing such coverage?
All Media OutletsFrequency Percent Valid Percent
Cumulative
Percent
Valid On a flat-rate, per-story basis 6 33.3 37.5 37.5
With a subscription to the
service which would provide
stories on a regular basis
3 16.7 18.8 56.3
My organization is not interested
in purchasing such coverage
7 38.9 43.8 100.0
Total 16 88.9 100.0
Missing System 2 11.1
Total 18 100.0
Figure 3B-1
9
33%
17%
39%
11%
How would you prefer to purchase this content?
on a flat-rate, per story subscription servicenot interested no response
Figure 3B-2
After expanding this to include all media outlets, the flat-rate, per-story basis of purchasing is still the preferred model over a subscription service. When including all of the results, two media outlets, aside from daily newspapers, expressed interest in the service as well. Also, no one choose the “per-story basis with the price established based on the length” model, making it the least favorite form of purchasing.
PriceResearch Objective 4: Determine what price the media outlets are willing to pay for I-News service.
Once again, answering this objective is crucial for I-News to establish their financial structure. To a certain extent this objective measures the economic viability of I-News. Based on our results, I-News may need to lean on other aspects of their company, such as donations and data analysis services, to help cover publication costs.
In regards to price, only six daily papers and one radio station gave estimates to what they would pay using a per-story structure. Their estimates ranged between $25 and $300, loosely settling into two groupings. Four daily newspapers kept their estimates below $100 dollars, with an approximate average of $60. The rest of the media outlets who responded kept their estimates between $200 and $300. Overall, taking all of the price estimates into account an average price per-story is approximately $140. (See Figure 4A on next page)
10
$0
$50
$100
$150
$200
$250
$300
How Much Would Your Organization be Willing to Pay for Such a Story?
Respondent Estimates
Figure 4A**Responses not including: “My organization would not suscribe to such a story.”
With regards to a monthly service charge for 2-3 stories per month, most respondents who are interested kept their price estimates under $400 per month. The one exception to this is a radio station, which reported $1,400 for the monthly service. The rest of the respondents are daily newspapers, which gave an approximate average price of $200 per month, not including the $1,400 response.
$0$200$400$600$800
$1,000$1,200$1,400
How Much Would Your Organization be Willing to Pay for Such a Serivce
on a Monthly Basis?
Respondent Estimates
Figure 4B** Responses not including: “My organization would not suscribe to such a service.”
11
Area of CoverageResearch Objective 5: Determine in what areas news coverage is lacking and which of those areas the media outlets are most interested in obtaining coverage.
This objective measures the demand for investigative journalism, as well gauging current media content. Looking past whether or not investigative journalism is demanded, answering this objective can give insight to possible article topics.
When questioned about which area of coverage would be most fitting for I-News investigative reports, respondents were given a list of common segments of news coverage: the arts, business, economics, environment, family issues, government, health, international affairs, politics, and social issues. Following what is traditionally covered by investigative reporting it is no surprise that most respondents choose: the environment, government, politics, and social issues, with each of these segments receiving 33% or higher in support. Conversely, with international affairs receive no support and the arts receiving only one vote, these two sections are least likely to include in-depth, investigative journalism. Please turn to page 24 in the Appendix for more information.
The Arts
Business
Economics
Enviroment
Family Issues
Government
Health
International Affairs
Politics
Social Issues
0 1 2 3 4 5 6 7
Which Area of Coverage would be Most Fit -ting for I-News Investigative Reports?
Number of Responses to Each Option
Figure 5
12
Other Offerings & ServicesResearch Objective 6: Determine the type of news gathering the media outlets desire (one-day stories, multiple-day stories, data gathering, data analysis).
This objective aims to help I-News decide what areas of work, aside from reporting, can be utilized. Finding answers to this objective may influence the business plan and structure of I-News, yielding new avenues for revenue.
Figure 6
From Figure 6, we were able to determine that the most popular type of news gathering based on responses from all media outlets was data collection, data analysis, and training for investigative techniques. There were few responses indicating a need for training with public records emphasis and training with web research, and almost no response signified a need or want of general training news gathering. (See Figure 6A in Appendix for more information)
13
IncentivesResearch Objective 7: Ascertain what methods will be most successful in getting media outlets to sign-up for and purchase services from I-News.
Ascertaining what motivators or selling strategies prove to be the most effective may give the I-News team insight to possible marketing strategies. Also, by understanding what the news reporting community is expecting of I-News can help them prepare in building working relationships with different media outlets.
More Info About Services & Employees
Portfolio of Work to Review
A Sample Story at No
Charge
A Regional Meeting (Ex. Convention)
A Personal Meeting (Ex. Office Visit)
Full Info on Fundraisers
(Other)
0
2
4
6
8
10
12
What do you feel would be necessary for your organization to make a purchase de-
cision?
Figure 7
Data collected by all media outlet respondents indicated that the method or incentive that will be most successful in media outlets signing up and purchasing from I-News would be a portfolio of I-News’ work that the media outlet could review, as illustrated in Figure 7. Other successful motivators shown to give more incentive to media outlets are, providing a sample story to the media outlet free of charge or giving more information about the services and employees. Providing full information on fundraisers and personal meetings with the I-News team were not as likely to be as successful in motivating the media outlet to sign-up and purchase I-News’ offering. (See Figure 7A in Appendix for more information)
14
Conclusions and Recommendations
In making a decision about whether I-News should offer their original idea of providing in-depth investigative news reporting services to various media outlets, including daily and weekly newspapers, TV stations, and radio stations, our conclusion is that this idea would not be financially successful and I-News should not immediately start-up this business. Collective feedback from professionals from each media outlet confirms that more information is needed before considering using stories from I-News.
Newsroom DemographicsOur data showed that, while the numbers of staff in newsrooms are down, investigative
reporter numbers have remained steady or even increased in some cases. We found that it is not beneficial to media outlets to downsize their investigative reporters on staff because they are well-trained and can be applied to a number of different areas within the outlet.
Who’s InterestedIf I-News were to start up immediately, we would recommend that they stick to only
daily newspapers with a bigger budget. Daily newspapers were the only media outlet that showed significant interest in what I-News has to offer, and given more information or confronted with a sales pitch they may be willing to use I-News’ services.
Methods of DeliveryIf I-news were to provide in-depth, public affairs coverage to various organizations,
based on our findings media outlets prefer to purchase the coverage on a subscription based per story or exclusives. Based on our research results regarding price, we recommend not charging large fees or monthly fees in the beginning. This would be a viable option once a strong relationship is set between I-News and the media outlet. The flat-rate, per-story basis of purchasing is the preferred model over a subscription service, leaving a freelance style of operation as a good business model.
PriceIn regards to price, only six daily papers and one radio station gave estimates to what
they would pay, using a per-story structure. Overall, taking all of the price estimates into account an average price per-story is approximately $140. Based on external research, the news print industry is pressed for money due to changing consumer and business patterns, only exaggerated by the poor economy (Journalism.org) Based on the media outlets tight budgets, it might necessary for I –News to bolster their funding through other options, such as receiving donations or providing investigative training classes.
15
Area of CoverageWhen questioned about which area of coverage would be most fitting for I-News
investigative reporting we concluded that the environment, government, politics, and social issues were the best. I-News should focus on these areas first as each of these segments receiving 33% or higher in support.
Other Offerings & ServicesThe types of news gathering services most desired are: data collection, data analysis, and
training for investigative techniques. We recommend that I-News should integrate these news gathering services into their business plan to create new avenues for revenue, apart from their main investigative reporting work.
IncentivesSince our research found that the most successful incentive would be providing the media
outlet with a portfolio of I-News’ work, we recommend that I-News should offer each of their desired media outlet clients one of these portfolios before spending large amounts of money advertising their service. A portfolio that includes sample stories and more specific information about what I-News does and why it is in business would provide incentive for a company to invest in I-News’ offering. We feel that companies don’t really understand the basis for I-News’ work and if they had more information they would be more likely to purchase from them.
16
Limitations
TimeThe first limitation we faced was time. After acquiring a list of the media professionals
and sending them a postcard with the link to the survey, there was little time left to react when we realized that many of the professionals had not taken the survey. Fortunately, we did get a chance to make phone calls to the media professionals who did not take the survey, but more time would have been ideal to keep calling to try to get more editors and managers to take the survey, or even formed another sampling strategy.
MoneyThe next limitation we came across was money. Given that we are college students and
not real marketing research professionals, our money supply was very limited. After brainstorming ideas of how to get the survey to the media professionals we thought of hiring E-Rewards to help with the process. Unfortunately, they were going to charge roughly $4 dollars per survey and this was not in our budget. Our next idea was to provide incentives to persuade the media professionals to take the survey. We thought of providing them with a Starbucks card or a gift card of their choice but we quickly realized this too was out of our budget. Although we did not have much money to spend, the postcards were an inexpensive way to get our point across and allow the media professionals to take the survey with the link presented to them. Also, by utilizing an online survey we were able to make the survey easy and accessible while keeping it inexpensive.
Population SizeTo reach a relevant final population size we went through several steps. First we
narrowed our list to include newspapers that pertained to I-News’ interest in the Rocky Mountain region including Arizona, Colorado, New Mexico, Utah, and Wyoming. Secondly we removed several weekly newspapers from our frame list. In the end our list of more than 300 media professionals quickly dwindled down to 84. Our group would have liked to have a list of 200 to 300 media professionals so the chances of having more respondent from the survey would increase. Unfortunately, this was the population were required to work with. In the end we received 18 surveys back, which was a good response rate considering the quick turnover from postcard to survey.
Response RateOur next limitation was the response rate. 18 responses were received out of the 84
postcards to media professionals that were sent out, or about a 20% response rate. As our method of collecting data was to use a census this response rate is too low. Despite our attempts at communicating with the media outlets through postcards, e-mails, and follow-up phone calls, the amount of usable responses from the survey was disappointing. If our sample population size was larger, we may have gotten more surveys back since the more surveys taken the more raw data we would have to make statistical findings. That being said, the number of respondents limited our ability to perform certain tests on S.P.S.S. Due to the small amount of data we
17
worked with, our ability to find a critical significance in the survey results was limited. We can draw some conclusions with the 18 surveys but a larger number would have been ideal.
Experience LevelAs we are college students, this was our first time ever conducting a marketing research
project. Therefore, we lacked the critical experience necessary to make this report as professional as possible and did not foresee some of the roadblocks we came across. This is excellent practice and a great learning opportunity for each of us, but our lack of experience was ultimately a limitation when it came to finding specific answers for the research objectives in the data.
18
Appendix
Figure A-1
Figure A-2
19
Figure A-3
20
Figure A-4
21
Figure A-5
22
Figure A-6
23
If your organization were interested in purchasing in-depth,
public affairs news stories for publication or airing, what
areas of coverage would your organization be most
interested in? - Politics
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid 1 6 33.3 100.0 100.0
Missing System 12 66.7
Total 18 100.0
Figure 5A
If your organization were interested in purchasing in-
depth, public affairs news stories for publication or airing,
what areas of coverage would your organization be most
interested in? - Social Issues
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid 1 6 33.3 100.0 100.0
Missing System 12 66.7
Total 18 100.0
Figure 5B
If your organization were interested in purchasing in-
depth, public affairs news stories for publication or airing,
what areas of coverage would your organization be most
interested in? - Government
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid 1 7 38.9 100.0 100.0
Missing System 11 61.1
Total 18 100.0
Figure 5C
24
If your organization were interested in purchasing in-depth, public affairs news stories for publication or
airing, what areas of coverage would your organization be most interested in? - The Environment
Frequency Percent Valid Percent Cumulative Percent
Valid 1 7 38.9 100.0 100.0
Missing System 11 61.1
Total 18 100.0
Figure 5D
Statistics
In addition to
traditional
reporting,
what other
services
would you
like a not-
for-profit
organizati...-
Data
collection
In addition
to traditional
reporting,
what other
services
would you
like a not-
for-profit
organizati...-
Data
analysis
In addition to
traditional
reporting,
what other
services
would you like
a not-for-profit
organizati...-
Training
reporters to
use public
records
In addition to
traditional
reporting, what
other services
would you like
a not-for-profit
organizati...-
Training beat
reporters to
use
investigative
techniques
In addition
to traditional
reporting,
what other
services
would you
like a not-
for-profit
organizati...-
Other
(please
specify)
In addition to
traditional
reporting,
what other
services
would you like
a not-for-profit
organizati...-
Training staff
on advanced
web research
Valid 7 7 4 7 2 4
Missing 11 11 14 11 16 14
Figure 6A
25
Statistics
Prior to
purchasing
stories or a
subscription
from a not-
for-profit
organization
dedicated to
in-dep...-
Information
about the
service and
its principal
employees on
a web site
Prior to
purchasing
stories or a
subscription
from a not-for-
profit
organization
dedicated to
in-dep...-A visit
with the
principal
employees of
the service at
a regional
meeting of
journalists
Prior to
purchasing
stories or a
subscription
from a not-
for-profit
organization
dedicated to
in-dep...-A
personal visit
from the
principal
employees of
the service
Prior to
purchasing
stories or a
subscription
from a not-
for-profit
organization
dedicated to
in-dep...-A
portfolio of
work for
review from
the principal
employees of
the service
Prior to
purchasing
stories or a
subscription
from a not-
for-profit
organization
dedicated to
in-dep...-A
sample story
for use by
your media
outlet at no
charge
Prior to
purchasin
g stories
or a
subscripti
on from a
not-for-
profit
organizati
on
dedicated
to in-
dep...-
Other
(please
specify)
Valid 7 3 4 12 8 2
Missing 11 15 14 6 10 16
Figure 7A
26
Works Cited
DeBruin, Lynn, and Lisa Ryckman. "Rocky Mountain News to Close, Publish Final Edition
Friday." Rocky Mountain News 2009,
<http://www.rockymountainnews.com/news/2009/feb/26/rocky-mountain-news-closes-friday-
final-edition/>
Journalism.org. "The Changing Newsroom." Pew Research Center. July 21, 2008.
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