African newspapers must build a “loyalty ladder”

Much like newspapers in other markets, the African newspaper industry must be willing to change, build stronger relationships with their readers and be innovative, in order to be prepared for – and come out on top of – future challenges. In an exclusive interview, RAP 21 spoke to Jim Chisholm about how to address the readership challenge in Africa, the lessons African newspapers can learn from the experiences of their European counterparts, and how best to prepare for the future.

RAP 21: What do you see as the greatest challenges in the near future for newspapers in African markets?

JC: The biggest challenge and opportunity will be to continue to reach out to new readers, and appeal to those people who can read and afford a newspaper. Newspapers in Africa face very different challenges and opportunities from those in Western Europe. The key drivers of media consumption are wealth and education. Of course, someone can watch the TV or listen to radio without much education; but they need good levels of literacy to be able to read a newspaper.

Newspapers enjoy fantastically high levels of readership per copy in Africa: In South Africa, approximately 6.5 readers per copy; elsewhere the figures can be as high as 10. So the challenge is a loyalty ladder.

RAP 21: How can newspapers address this challenge?

JC: First encourage readership, then occasional purchase, then regular purchase. Everyone who works for a newspaper should be a slave of the loyalty ladder, and every employee must ask “How do I get one more person to read? How do I get everyone to buy one more copy a week? How do I get people to buy every day?” This is the biggest strategic challenge everywhere in the world of newspapers.

With newspaper vending operating in a very different way in Africa, it is important that the loyalty ladder concept is migrated out to every vendor as well. Journalists must learn to promote forthcoming content in editions on subsequent days. Serialisations are also very important. Promotions staff must carry games and offers that require people to buy the newspaper on several days.

RAP 21: What can African newspapers learn from the current challenges faced by their colleagues in mature newspaper markets?

JC: Newspapers are in their current mess in Europe because publishers have been so worried about having to change their business model, that they have let competitors do the new things, only to find that their traditional methods are failing in the long term. For example, newspapers worried about losing classified to trade magazines. They should have launched classifieds themselves, but instead they let some one else do it. The same thing can be seen in their approach to the Internet. European newspapers have been too slow to overhaul their business models and are now struggling to fight back against new competitors.

In Africa, publishers must try and dominate in marketing, creating new and different print and digital products if necessary. My advice is to get there first.

RAP 21: What innovations can African newspapers learn from?

JCh: The big theme currently in Europe is that of the listening newspaper. Newspapers – and editors in particular – are at last waking up to the need to interact with their readers. In many parts of Europe the editors have been dragged into this conclusion. Newspapers need to get much better at interacting. Carrying regular polls in the paper (perhaps vendors could be persuaded to collect survey forms from readers). In paper questionnaires are also a very powerful way of learning. Readers should be encouraged to phone in with their ideas, or where possible send emails.

RAP 21: How can African newspapers pre-emptively strike against the main threats to the survival - and success – of their industry as a whole?

JC: Digital media will role out in a very different way in emerging markets, and we can expect to see online media brands emerging very quickly. As mobile services become more common, and the currently high telecommunications prices fall – which they will – we will see new services emerge. It is extremely important that newspapers in Africa develop their strategies along all three channels; print (the brand flagship); online ( appealing particularly to business people) and mobile (which will become a vital news link).

In India there have been experiments of phones becoming conveyors of news to villages, with one person in the village taking in news to the village via mobile, or even satellite phone and communicating the story to villagers. I think we will see more and different ideas emerging and publishers must retain their grip on all three channels.

Perhaps newspapers could undertake community forums, or talk-ins where readers attend village or community meetings, to discuss key issues that are then reported in paper. Pictures of lots of faces – either in business or social settings are also important (though I realize in some areas there are cultural issues regarding taking peoples’ pictures) are also very important.

RAP 21: What is the number one measure a newspaper can take to help increase its circulation if levels are falling?

JC: Newspapers have to continue to build their brand, and ensure they are at the front of the public’s mind in every community they serve. In Europe and North America, publishers have assumed that their presence in the market is sufficient, that they do not have to invest in branding. Imagine if Coke or MacDonalds took that view?

So newspapers must actively promote themselves as the essential communications force of their community. And they must work hard at attaching themselves to the lifestyles, and culture and citizenship of their community. This has sound commercial value, but it is also important for those newspapers that are operating in oppressive political environments. It is far harder to suppress a newspaper that is strongly bonded to its readership than one that is erudite and opinionated but does not enjoy readers’ loyalty.