Old aunt moves after all

Daily press The NZZ is optimizing its paper and online presence, but is keeping a low profile on further plans The NZZ recently announced a series of innovations under the heading of "optimizations". They essentially consist of a partial merger of the print and online editorial offices, the disappearance of supplements and the NZZ-Ticket cultural agenda, a corresponding upgrade on the Internet, the launch of a new lifestyle magazine and a reduction in staff (see below). The changes met with criticism, particularly in Medienspiegel, the weblog of ex-NZZ man Martin Hitz. Especially on the Internet, the NZZ was said to be discouraged and not offensive enough. "We can certainly meet the demand for more courage at the NZZ," says Daniel Hofer, NZZ Publishing Director for almost a year. Experience has shown that this culture does not tolerate too many changes at once.
Although the announced changes at the old aunt are just the first steps in a series of planned changes, Hofer does not want to further specify the other ideas of the NZZ visionaries. They are in the process of analyzing all products and adapting them step by step. However, Hofer admits that further efforts are needed on the Internet. "We still have to take significant steps in the online area."
A technical prerequisite for the individualization of offers that are to be distributed via various electronic channels appears to be the new content management system that has been announced for some time and which, according to Hofer, is to be introduced next spring.
In principle, the NZZ is to become more multimedia-based and differentiate its content according to media. "We want to offer the basic information as quickly as possible, and then provide the background and analysis in the newspaper," says Hofer.
However, the NZZ does not want to go as far as its colleagues at Ringier with their business platform Cash daily. Although the basic elements of website, e-paper, mobile and TV are identical to the NZZ, the linking of the elements at Cash daily is comparatively more consistent. However, the multitasking of Cash daily journalists only works up to a certain point. Hofer is convinced that researching content, discussing a podcast, writing a text and operating a handycam on the same topic becomes a problem when it comes to depth of content. So far, the NZZ has not differentiated strongly in the preparation of content. "But this is coming, even if not with the same consistency as with Cash daily," says Hofer.
According to Hofer, the paper is still in the red. Last year, the company's result was in the red at CHF 1.8 million. No current figures can be presented at present because the shareholders have not yet been informed. "However, we have made significant progress this year and will certainly be heading towards the black," says Hofer.
The optimizations are also to be understood as cost-saving measures, as the NZZ is cutting between 10 and 20 jobs. The discontinuation of the NZZ-Ticket cultural agenda accounts for the largest share of this. Some of the cuts will be made through early retirement, and a social plan is planned.
This will be new at the NZZJoint news and editorial team for the NZZ and the internet portal NZZ Online.
Improved reader guidance in the NZZ, for example on the front page.New organization and content expansion of the bundles.Leisure and entertainment offerings on NZZ Online with a service-oriented agenda database instead of the previous NZZ-Ticket entertainment agenda.Launch of a new lifestyle magazine "Z" instead of the previous fashion, watch and jewelry special supplements. Continuous expansion of NZZ Online in the Internet/mobile area.launch of NZZ Podium, a new NZZ event series.reduction of 10 to 20 jobs. René Worni