Publishers have deployed a range of means to generate loyalty during the pandemic.
Building consumption habits is a key driver for creating loyalty. But it’s not the only tactic that publishers are using. Alongside these efforts, they are also exploring other ways to deepen the experience of their users. One key reason for this is that loyal subscribers are more likely to stay subscribers.
At a time of financial stress (with consumers having less money in their pockets), and an expanding subscription economy, not only is reducing churn a priority, publishers also want to find ways to super-serve their most loyal audiences.
Here are four ways publishers can, and are, doing this during the coronavirus crisis.
1: Encouraging eCommerce
With large swathes of the world on lockdown at various points in the pandemic, many of us have needed to change our shopping habits. Where possible, consumers have shifted to online transactions. And although that’s starting to decline a little as restrictions on physical shopping have eased, eCommerce has been a clear beneficiary of the COVID crisis.
Compared to our pre-COVID world, as data captured by Simon Kemp in his Digital 2020 July Global Statshot report shows, “ecommerce transactions have increased across almost every category.”
Data from Contentsquare shows that overall eCommerce transactions are up nearly 19% compared to the same time last year, and conversion rates (the ratio of transactions to sessions, expressed as a percentage) are up nearly 25% since the outbreak began.
Cosmopolitan and The Strategist are two publications who have explored new ways to drive eCommerce during COVID-19. To do this, they have focussed on special events to drive online sales.
The Strategist’s Two-Day (Actually Good) Sale, ran from July 29 – 30, offering deals on 30 different products, ranging from vibrators to dog carriers, reading glasses to noise machines, as well as a $1,400 ”smart bassinet” for new parents.
Deals were launched hourly on the site, while newsletter subscribers had access to additional offers not publicised elsewhere.
Cosmopolitan devised Hauliday, “an exclusive two-day shopping extravaganza” in partnership with the eCommerce platform Klarna. The online shopping event features discounts of up to 50 percent between 8-9 August for purchases made with brands such as Sephora, Adidas, and H&M.
“While virtual shopping festivals are nearly nonexistent in the U.S., these events have seen huge success from consumers across the world,” WWD’s Alexandra Pastore writes ($).
Cosmo’s 72 million monthly readers spent more than $9 billion shopping online last year, according to David Sykes, head of U.S. at Klarna, which helps explain why the publication is keen to try and get a bigger slice of this eCommerce pie.
“Research from GlobalWebIndex shows that almost half of all internet users expect to make more use of eCommerce even after the outbreak is over, with consumers in some of the world’s largest developing economies most likely to foresee increases in their online shopping activities,” Simon Kemp says.
Given this, more publishers may want to explore eCommerce as both a revenue source, and a means to engage and deepen their relationship with their audiences. (Side note: the data from this also offers further monetisation and partnership opportunities.)
2: Highlighting non-COVID content
eCommerce is a good example of a vertical which isn’t explicitly about COVID-19, but one which caters for evolving consumer habits and needs during the pandemic.
Similarly, I believe that publishers should be investing more effort in evergreen content and recirculating stories which may have been lost during the early COVID-noise.
One key reason for this is that the audience’s appetite for coronavirus stories has dissipated as we have adjusted to the “new normal.” As their needs change, so publisher strategies must evolve.
In the U.K., research from the Reuters Institute for the Study of Journalism at the University of Oxford revealed that “after an initial surge in news use, there has been a significant increase in news avoidance.”
Key drivers for news avoidance include the effect it has on their mood (66%), volume of news (33%) and distrust in the news (32% rising to 49% of those who identified as right-wing).
We’ve seen a similar story in the United States. In late-April the Pew Research Center commented that “the continuous news churn has had an impact.” “A majority of Americans say they need to take breaks from it, many say it makes them feel worse emotionally and half say they find it difficult to sift through what is true and what is not.”
It’s worth noting that this trend of news avoidance, and many of the drivers behind it, are nothing new. The Digital News Report 2019 observed that “avoidance continues to be a real issue… almost a third (32%) say they actively avoid the news.”
Active news abstinence “may be because the world has become a more depressing place or because the media coverage tends to be relentlessly negative – or a mix of the two,” the Reuters Institute speculated back in 2019. Sound familiar?
Either way, news avoidance is a trend that most publishers cannot ignore.
In a COVID world, this may mean placing a greater emphasis on producing “feelgood” or non-coronavirus content, looking at where this is placed and introduced to audiences (online, on social, in newsletters etc.), making better use of archive stories and creating more pandemic-proof content.
Publishers also need to be looking hard at their content mix, and determining how they can publish and circulate more evergreen content, along with topical COVID-related stories.
This is important if outlets want to retain relationships with audiences, especially those introduced to your work – perhaps for the first time – during COVID, after the pandemic ends.
To do this, showing that you’re about more than just serving audiences immediate coronavirus needs is an essential attribute that publishers need to be able to demonstrate.
3: Answering questions
In a pandemic audiences have many questions about what’s happening and the implications for their lives. Publishers can address this need by listening more and addressing head-on the concerns of consumers.
“In the face of uncertainty, ask. Ask often, and ask everywhere. Ask your current audience and ask people you don’t regularly reach. Ask over and over again and never stop asking,” recommends the Solutions Journalism Network and Hearken.
Not only is this incredibly valuable as a means for generating content and insights, but it’s a technique which can help to build trust and demonstrate value. This, in turn, may also encourage audiences to be more likely to support your work.
To help them do this, content creators have been utilising a range of tools and techniques.
In March, NPR created a show based entirely on audience input and questions related to COVID-19. Listeners were able to submit questions through a questionnaire posted on their website.
‘New York NOW,’ an Emmy-winning in-depth public affairs program, has done something similar using a tool powered by Hearken, while the New York Times has used machine learning to help develop a giant FAQ based on reader questions.
Text messaging also offers opportunities for interaction, including two-way communication.
This was part of a suite of efforts used by Southern California Public Radio (KPCC) and the website LAist, which has also seen their engagement team receive over 3,300 pandemic-related questions from audiences.
By June, they told Nieman Lab, using the Hearken platform, they’d already addressed over 2,900 of them.
4: Opening up
As well as organisational efforts to communicate with audiences, individual journalists are also using the pandemic to engage directly with audiences.
We previously shared how Diya Chacko, an audience engagement editor for the Los Angeles Times, has been encouraging audience questions about the outbreak, then addressing them in the LA Times’ Coronavirus Today newsletter.
Other outlets have used Facebook Live as a means to engage with audiences by sharing their approach to covering COVID-19, as well as addressing questions from audiences.
The Albany Times Union, in New York State, has hosted discussions on topics such as New York’s reopening, Governor Cuomo’s meeting with President Donald Trump, and what the pandemic means for schools and education. Meanwhile, Illinois Public Media hosted an hour-long COVID-19 Q&A With Local Public Health Officials And Medical Doctors.
Alongside this we have also seen numerous publishers, large and small, make the case for taking out subscriptions or giving donations.
It shouldn’t have taken a pandemic to get outlets to talk so openly with audiences about the need for direct support, but hopefully, one legacy of the coronavirus is that publishers will continue to talk about this (and perhaps feel more comfortable doing so).
Throughout this period, and beyond, publishers need to consistently make the case for the cost of creating content, and why audiences must pony up.
With advertising revenues on the wane, the pivot to reader revenue won’t just be a passing fad. It’s the only way that many organisations will survive.
Stressing the need for financial support, and what it buys, coupled with other engagement efforts – such as deepening relationships through eCommerce, offering more evergreen content, developing strategies to both listen to audience needs and tackle news avoidance – should outlive the pandemic and become a publisher’s “new normal.”