Case 9 1 New York Times
Opleiding: Bedrijfseconomie jaar 3; periode 9
Naam: Kerensa Wong
Student nummer: 505390
Docent: Mevr. Wendy Ramautarsingh
Datum: 20-01-2015
1) Describe NYTD’s evolution to date. What is the strategy of NYTD? Are the organization and control consistent with the strategy?
Evolution:
NYTD had developed and was operating in two websites: “NYTIMES.COM “and “BOSTON.COM”.
They also responsible for managing the company’s digital archive distribution business.
Access to NYTIMES.COM free.
New products were introduced regularly to website.
Strategy:
Free online registration,
Decentralize to Centralize,
One webpage for all information,
Classified advertisements.
2) What impact has NYTD had on the rest of the Company?
In the beginning NYTD was considered a credible part of the corporation. However, in time NYTD created a lot of tensions with the original Company. 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 did not; 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. However, tension was also due to the fact that NYTD was allowed to stay in business even though it lost money several years in a row.
3) How does the way NYTD is managed compare to the way a venture capital firm manages a startup? What insight, if any, do you draw from this comparison?
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.
4)
Naam: Kerensa Wong
Student nummer: 505390
Docent: Mevr. Wendy Ramautarsingh
Datum: 20-01-2015
1) Describe NYTD’s evolution to date. What is the strategy of NYTD? Are the organization and control consistent with the strategy?
Evolution:
NYTD had developed and was operating in two websites: “NYTIMES.COM “and “BOSTON.COM”.
They also responsible for managing the company’s digital archive distribution business.
Access to NYTIMES.COM free.
New products were introduced regularly to website.
Strategy:
Free online registration,
Decentralize to Centralize,
One webpage for all information,
Classified advertisements.
2) What impact has NYTD had on the rest of the Company?
In the beginning NYTD was considered a credible part of the corporation. However, in time NYTD created a lot of tensions with the original Company. 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 did not; 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. However, tension was also due to the fact that NYTD was allowed to stay in business even though it lost money several years in a row.
3) How does the way NYTD is managed compare to the way a venture capital firm manages a startup? What insight, if any, do you draw from this comparison?
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.
4)