Usa Today

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  • Topic: Newspaper, USA Today, Gannett Company
  • Pages : 7 (2344 words )
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  • Published : May 13, 2012
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USA Today and the Future of information Distribution.

1) What Opportunities in the marketing environment did Gannett seize in launching USA Today? How did the company learn about and respond to the opportunities? Answer these same questions for USATODAY.COM On its debut in 1982, USA Today was reckoned as America’s first National general-interest daily newspaper. Being the global information juggernaut that he is, Gannett managed to identify a gap in the market that he identified as an opportunity for the leading to-be newspaper of the United States. The opportunity was the void gap in the market. Attention to the business traveler was the least attended to which gave Gannett the opportunity to target such a sector and be the leading supplier of such traveler needs in terms of information. Gannett noticed two trends or opportunities in the reading public and took advantage of those trends. The first one is the increasingly short attention span among a generation nurturedon television; the second is the growing hunger for more information. The newspaper’s primary mission was to provide more news to their readers in less time. They targeted the young and well-educated because he noticed that they were busy and care about the news (they targeted nontraditional newspaper readers) unlike their competitors. Typical readers turned out to be professionals, usually managers, about 40 years old, well educated, with an income of about$60,000 a year. USA Today capitalized its market opportunities by listening to their readers. They provided personal level communication, provided news in a clear, upbeat, positive way. They were also the first color newspaper and captured readers using a TV set like distribution box. They were very unique and out of the box. In addition to this, Gannett’s research had shown that readers get most of their information from such snippets and they were also interested in sports, movie reviews, and health information so he didn’t just limit it to traditional news, headed diverse news about several topics like sports. I believe that the company knew about opportunities by closely communicating with their customers and conducting research and responding to their consumer’s needs by continuously re innovating and adding values to fit the reader’s lifestyle and interests. For instance, when they knew that a lot of their readers are not only interested in traditional news, but they are also sports junkie they added more subjects likes sports, lifestyle, and events. They also changed the width, made the paper slimmer and easier to handle to fit in airplanes and tight spaces. When US Today at their beginning found the traveling business people a potential target segment they targeted them by selling to airlines. Then they also started selling to hotels, and they also started bulk selling (incorporated the blue chip circulation strategy), on the road in the US, on the road internationally as well. USA Today felt the gap and took actions to fulfill it with its major spin-off USAToday.com with fresh news along with its vibrant look. USAToday.com features thousands of small stories with frequent updates. . USAToday.com is bright, upbeat and full of nugget-sized news stories. The online version allows readers to receive up-to-the-moment news that incorporates colorful visuals and crisp audio. It was a site featuring thousands of pages of up-to-the-minute news, sports, business and technology news; four-day forecasts; and travel information available 24/7.

 2. How has a continuous strategy of marketing innovation proved successful for USA Today and USA Today .com? Do you believe that USA today is well positioned for the future? Explain

While the USA Today has long been critiqued as a journalism lightweight, it has a history of innovation in adapting to changing audience tastes. Many publishing veterans sniffed at USA Today in the early days, believing its formula of short stories without jumps, large...
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