When in 1987 the Detroit Free Press and Detroit Daily News merged under a special exemption from the antitrust laws, both companies expected to have successful cooperation that could provide more benefits. As it was an important measure of surviving both news-papers, the merger allowed companies to consolidate their resources. In total, according to Savage, the Detroit Free Press had lost $81 million between 1979 and 1986 (1989). Both newspapers were losing about $10 million per year and needed the special forecasts that could improve the situation. The forecasts for the merged firms’ profits are the use of financial resources to implement the latest technologies, develop a new structure of papers, and provide new creative ideas.
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After the merger, the papers began to publish joint Saturday and Sunday numbers. Changing the structure, the papers were able to remain separate within the common edition. As both companies had millions of readers, such a measure provided the possibility to retain the whole audience.
Today, trying to provide the new structural ideas, the company does not afraid to lose the interest of people. Thus, Carmichael cites the words of Rich Harshbarger, vice president for consumer marketing at the Detroit Media Partnership which operates the joint agreement between the Free Press and the News, “our readers have come along with us in this model” (Carmichael, 2010). Therefore, it is possible to notice that, changing the structure and providing the new editions, the merged firms can expect more profits.
If the permanent audience is retained, the companies can think about creative ideas that can help to attract new readers. For instance, companies could print additional editions dedicated to special events. Such an idea can find new readers and, besides, open more places for the advertisement. Creative ideas are the key aspect of the successful policy of every corporation. As it was announced after the merger, the companies expected “to convert what had been annual losses of $10 million a year for both papers into an estimated $100-million-a-year profit to be shared by the two companies” (Savage, 1989). However, today, the merged companies cannot say that papers are profitable (“The Detroit Free Press and Detroit News are Michigan’s largest daily newspapers”, n.d.). Therefore, it is necessary to provide new ideas, attracting new readers and, thereby, getting the profits.
Achievement of a profitable economic scale is impossible without the use of the latest technologies that can make the process less expensive and more effective. Although, after the merger, both companies got an opportunity to reduce the outgoings related to the publication of two separate editions, it is necessary to change the technical arsenal, proving the most effective high-tech facilities. Joining financial resources, companies have more economical capacity to buy such technologies.
Concluding, it is possible to notice that the merged companies should pay more attention to the facilities as the technological basement of the newspaper. Since companies joint their financial resources, they can spend more money to use high-tech. Besides, it is always necessary to develop new creative ideas that can attract new audiences and providers of the advertisement. Such recommendations can help merged companies to get more profits. The example of the Detroit Free Press and Detroit Daily News merger demonstrates that it is possible to save the original face of each newspaper and its readers, however, it is more important to elaborate on the new ideas and find the perspectives of development.
Carmichael, K. (2010). Not So Daily. American Journalism Review. Web.
Savage, D. G. (1989). Tie Vote Allows Merger of Detroit Papers. The Wall Street Journal. Web.