PRESENT BY-

MEGHAL AGARWAL MONU ALI MURTAZA PARTAPUWALA NEELESH RATHOR NISHI TIWARI

INTRODUCTION
Three operating divisions: NYTimes.com , Boston.com and Digital archives. Objectives: Reach EBITDA profitability (annual 2002). Increase scale among a targeted quality audiencebecome a top 50 network by 2002. Expand NYTCos audience and influence. Realize NYTCos two-pronged corporate strategy in global/national, and local multi-media efforts.

Mission & Strategy

It became a major player in digital content, more than just an online newspaper Develop an industrial strength infrastructure for the facile creation of digital products Build robust and diverse revenue streams Enhance the national and international distribution and reputation of The New York Times

Describe NYTDs evolution to date. What is the strategy of NYTD? Are the organization and control consistent with the strategy?
Evolution: New York Times first ventured into the Internet in 1995. Back then, the company was called the New York Times Electronic Media Company. At first, the organization included four more employees. Later during the first year, Martin Niesenholtz was hired as a president and the project consisted of only one webpage; NYTimes.com. Mr. Niesenholtz reported to both the general manager and the editor of the newspaper.

Cont..
Strategy: The main strategy of NYTD is to convert printed newspapers into website content that would be displayed over the internet. The NYTD aimed to find new and creative ways to utilize the full potential of internet multimedia. The division encouraged conversation and cooperation to inspire new ideas between groups of people and they used a decentralized organization. To create a distinct Internet culture, which aimed to be experimental, can also be seen as a strategy. Several ideas were realized but then later discontinued if not profitable. An objective for NYTD was also to enhance the geographical reach.

What impact has NYTD had on the rest of the company?

In the beginning, NYTD was considered a credible part of the corporation. NYTD broke down the Chinese Wall that existed between the editorial and business operations in the original Company; they encouraged collaboration and communication. Concerning advertising sales, the newspaper sales force was unwilling to share their key customers. Moreover, staff feared that the online version would decrease subscription sales. It even increased the number of subscriptions and became a complementary asset instead of a competitive. Because of this, NYTD considered its branch to have a positive impact on the Company.

How does the way NYTD is managed compare to the way a venture capital firm manages a start-up?
NYTD can be compared to a venture capital as a lot of money has been invested in the beginning, this can be described as organic growth. However, contrary to the venture capital, there has been no real return on investment.

What impact do internal perceptions of NYTDs performance have on its operations?

In NYTD, the employees are a priority, all the ideas are coming from them. As said before, there is a very tough selection, they are using an external and internal hiring system. This organization allows them to work in a fully creative atmosphere.

Would you change in NYTDs existing organizational structure?

According to themselves, the NYTD division works pretty well, indeed they have a good organizational structure, they do not really need change. However we can make some suggestions, a better collaboration between NYTD and the company would reduce the rivalry. The use of responsibility centers, increased measurement of financial performance could be a good solution as well as to increase the number of sources of profit.

THANK YOU