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thesis entitled

THE IMPACT OF PROFESSIONAL MANAGEMENT,
STAFF TRAINING AND EQUIPMENT INVESTMENT
ON THE FINANCIAL SUCCESS OF COLLEGE
NEWSPAPERS

presented by

Tom Stanton

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THE INIPACT OF
PROFESSIONAL MANAGEMENT,
STAFF TRAINING AND EQUIPMENT INVESTMENT
ON THE FINANCIAL SUCCESS
OF COLLEGE NEWSPAPERS

By

Thomas Howard Stanton

A THESIS

Submitted to
Michigan State University
in partial fulfillment of the requirements
for the degree of

MASTER OF ARTS

School of Journalism

1993

ABSTRACT

THE IMPACT OF
PROFESSIONAL MANAGEMENT,
STAFF TRAINING AND EQUIPMENT INVESTMENT
ON THE FINANCIAL SUCCESS
OF COLLEGE NEWSPAPERS

By

Thomas Howard Stanton

The basis of this thesis is a survey of college newspapers in the United States.
This research explores characteristics of financially successful college newspapers
with the goal of helping newspapers improve their fiscal standing and gain a measure
of independence. It studies the relationship between successful newspapers and the
use of non-student, non-faculty professionals in leadership roles. It also looks at
whether the training of advertising staff members and investments in production

equipment contribute toward a college newspaper’s success.

ACKNOWLEDGMENTS

I wish to acknowledge the consideration, encouragement and invaluable
suggestions made by my master’s adviser, Todd Simon, and committee members
Stephen Lacy and Stan Soffin. In addition, I thank all of the many professionals who
contributed their expertise to this effort and kindly shared their experiences and
knowledge. Finally, I dedicate this research to the persons who inspired me to
complete it: my wife, Beth Bagley-Stanton; my sons, Zachary, William and Taylor;
my parents, Betty and Joe Stanton; my mother-in-law, Marge Bagley; and my dear
friends, Mike and Georgia Vamey.

iii

TABLE OF CONTENTS

Introduction/Literature Review

A sketch of the college newspaper industry

Trend toward professionalism

Advertising affairs largely ignored despite benefits
Advertising appeal of college newspapers
Cohesive geographical market

Attractive demographics

Ad competition less prevalent on campus

Thesis Questions
Methodology

Results

Descriptive results

Results related to the hypotheses
Results related to the first hypothesis
Results related to the second hypothesis
Results related to the third hypothesis

Discussion
End Notes

Bibliography
General references

Appendix
Copy of survey and responses to each question

19

23

26
26
3 1
32
34
36

38

46

52
54

56
56

LIST OF TABLES

Table 1: Annual revenue
Table 2: Supervision of advertising department
Table 3: Revenue of 43 papers published five times weekly

Table 4: Level of investing in production equipment

27

32

33

36

INTRODUCTION/LITERATURE REVIEW

Many who oversee college newspapers “lack understanding of the
business side,” according to Nancy Green, who went from managing college media to,
eventually, working at Gannett national headquarters. “They don’t see the potential. If
they did, papers could be thriving and self-sufficient — making for better programs.”l
Green believes that the most successful papers have non-student staff on the business
side and a paid manager.2 The college newspaper industry —— with more than a dozen
daily newspapers generating revenues over $1 million and up to $2.5 million annually
— represents a solid, serious enterprise.3 Yet, little research has been done on the
business side of the operations.

A search of several data bases (Dialog, Nexis, UMI), as well as a search
of publications like Communications Abstracts, Journalism Abstracts, Books-in-Print,
Journalism Quarterly, College Media Review, Advisor Update, Educator, AEJMC
News, Scholastic Editor, Community College Journalist and other more common
sources, turned up an abundance of material on legal and news issues related to
college newspapers (a few of which are listed in the bibliography). The ever-present
crusade for editorial freedom from over-zealous administrators and other would-be
censors has been studied extensively. The role of the adviser has also been explored
adequately. However, the financial end of the business and, specifically, the
advertising operations of college papers remain virgin territory. At the Poynter
Institute for Media Studies in Florida, noted research librarian Jo Cates conducted a
thorough search that confirmed this author’s own attempts. This is “an area where
there is next to no literature,” she said.4 That presents a challenge for a review of
relevant sources.

This section aims to accomplish several challenges:

O describe earlier research,

0 illustrate through anecdotal evidence that publications are beginning to
pay greater attention to non-editorial issues,
0 support the need for financial independence,
O demonstrate the potential strengths of college newspapers
O and offer literature that focuses on commercial media but has
applications for college media.
By improving their business and financial operations, college newspapers can become
more independent in every sense of the word. Doing so means they can control much
of their own destinies. Many college newspapers receive a strong share of funding
from college sources. This fact leads some college administrators to believe that such
financing entitles them, in extreme cases, to influence newspaper content. The old
adage about freedom of the press being the property of those who own the presses
may not be entirely true. But its underlying cynicism points to a reality. If you are not
beholden financially to other interests — if you are without subsidies — you largely
erase the issue of censorship. No one can hold funding over your head. Threats to
reduce funding have led to endless battles over censorship. These are never-ending, as

author Louis Ingelhart noted in Freedom for the College Student Press:

The state university cannot eliminate or reduce
funding in an effort to force compliance with
content regulations its administrators might seek
to impose. The cases...make this legal principle
clear, but every year antagonistic administrators,
and even government officers, squeeze publication
funding.5

And, thus, the same battles are waged repeatedly; the parties change. One fact
remains: Only a financially independent publication can be free from worries about
editorial independence. “It has been said that the real freedom of the press is the right

to own one,” said Jon Hughes, 3 University of California professor. “Clearly, the more

control you have over your own budget, the more control you have over editorial
content.”6

Much of the knowledge related to the business end of the college
newspaper field is committed to mind and passed by word through closely-knit groups
of advisers and business managers. It is largely anecdotal, not quantitative. In
interviews for this thesis, nearly everyone said this area cries for more research. These
persons, all familiar with the field, were consulted: Todd Simon, Stephen Lacy and Al
Swartzell of Michigan State University, Gannett’s Nancy Green, Dave Nelson of
Southwest Texas State University, Paul Pohlman of the Poynter Institute, Tom
Rolnicki of College Media Advisers, Ronald Spielberger of Memphis State University
and Lillian Lodge Kopenhaver of Florida International University. Their expertise
helped frame this research. The consensus was that professionally run college

newspapers performed better financially than their student-run counterparts. However,

that was a gut feeling — one not tested in earlier research.

A sketch of the college newspaper industry

Research has outlined characteristics of the college newspaper industry.
There are an estimated 3,200 college papers in America.7 In a 1982 study of 102 daily
college newspapers, Paul Atkins of West Virginia University determined that 94
percent employed non-students, often in production roles. Most papers had non-
students as directors of student publications, publishers, general managers or business
managers.8 No correlation was drawn to the papers’ fiscal condition or advertising
success.

Ronald Spielberger of Memphis State University and Lillian Lodge
Kopenhaver of Florida International University teamed up for the most thorough
studies on this topic. Their research, published in College Media Review, sketched not

only the college newspaper industry but also that of television and radio stations,

yearbooks and magazines. They surveyed 282 papers in 1984. These findings were
among the highlights:

O Fifty-two percent had revenues of $25,000 or less.

O About half got most funding from advertising.

O A majority also received money from student activity fees.

O Just over seven percent reported subscription revenues exceeding

one percent of revenues.
O About a quarter received college funds.9

The authors concluded:

Most (campus newspapers) are...small...with
almost two-thirds having five or fewer employees.
Although campus media operations are strong
and healthy, most are small and moderate and pur-
suing a pattern of growth and expansion. Large
media operations with big budgets are not the norm
across the country. It is the small student pub-
lication and broadcast station which is the pattern
throughout the nation...lo

Three years later, in 1987, Spielberger and Kopenhaver updated the survey. They
reported that nearly two-thirds of college newspapers publish weekly or less
frequently. They noted increases in revenue, greater reliance on advertising revenue
and a resulting decrease in reliance on student activity fees.“

Spielberger and Kopenhaver conducted a related survey in 1988. The
number of papers responding — 275 — was substantial. Their research explored the
hiring of advisers, general managers and publishers, finances and responsibilities.
These were among the findings:

O The percentage of papers with advertising increased.

O More newspapers — nearly three-fourths — reported that half of

their revenue came from advertising.
O About a fourth of the papers got most funds from student activity
fees.
O Nine percent labeled themselves as financially independent,
though the authors questioned that assessment.12
They wrote: “In order to achieve editorial and financial independence..., all ties with
the college or university must be conducted as a separate business, with the
publication assuming full responsibility for all expenses...”13 The researchers did not
state whether the median number of employees had changed and did not delve into the
number or experience of advertising-side employees. The authors also have
researched the advisers’ role, as have many others.14 When taken together, results
from their three surveys point to two trends at the heart of this thesis: a greater
reliance on advertising for revenue and a greater number of papers approaching self-
funding. “College and university print and broadcast operations are continuing to seek
greater self-sufficiency by securing more revenue through advertising,” wrote

Spielberger and Kopenhaver.15

'II‘end toward professionalism

Other evidence — albeit largely anecdotal — hints that many college
newspapers are looking more seriously at ad revenue. “The college newspaper is in
the midst of an evolution toward more professionalism,” began a story in Presstime.
“Nowadays, the offices of student newspapers commonly include a cubbyhole or two
or even more for paid non-student workers...”16 That movement, of course, pertains to
business affairs, not editorial affairs, which nearly always remain the territory of
students, both paid and volunteer. The movement is on the business side. In the 19803,
for one example, The Daily Nebraskan at The University of Nebraska hired Daniel

Shattil to oversee the advertising, production and circulation departments. He had

previously managed a group of free weeklies in Ohio. During a three-year period at
the paper, he saw revenues increase by 80 percent, largely because of advertising.
Profit doubled, allowing earnings to be pumped into equipment purchases.” At the
University of Texas, during Nancy Green’s reign, a professional advertising
supervisor was hired.18 “Everyone is becoming more and more professional,” said Jan
Childress, former president of College Newspaper Business and Advertising
Managers.19 The Daily Californian in Berkley employs a staff of full-time
salespersons, as well as one professional devoted to co-op advertising.20 (Co-op
advertising is viewed as an under-tapped revenue source in the industry. Many
manufacturers will pay a portion of the retailers’ costs for advertising their products.
For example, if a retailer places a $3,000 order for Hoover vacuums, he may be
entitled to $300 in advertising credits to promote the sale of the vacuums. However,
many retailers are unaware of such co—op funds or reluctant to use them because of the
paper work that suppliers require. “A newspaper should learn the precise details of
every co—op program available on every item sold at retail stores in its trade area,”
wrotte C. Randall Choate in The Newspaper. “To wait for the retailer to initiate action
is to contribute to the mountain of unspent co—op funds”)21

Advertising Age, in a story titled “Campus Newspapers Echo Reality,”
also noted that advertising was becoming a more serious enterprise on campus. In
1987, The Daily Collegian at Pennsylvania State University had a 22-person sales
staff, the members of which were paid only commission and incentives.22 Earnings
bought new computers and a phone system. Only one in ten of the Collegian’s ads
were from national accounts. In other words, ninety percent of the ads were from local
sources. This reveals a level of advertising sophistication. Less evolved college ad
departments rely more on national advertising. Among commercial newspapers,
national advertising accounts for a miniscule portion of income.23 But with college

newspapers, it is a different story. When college papers publish national advertising, it

usually comes from a national ad broker. The two primary brokers are Cass
Communications in Evanston, Illinois, and American Passage in Seattle, Washington.
These firms sell their services to large companies, such as beer and tobacco producers.
They place ads simultaneously in dozens of college papers throughout the country.
For example, Budweiser may want to launch a promotional campaign with ads in
papers at the 30 largest college campuses or at every campus in Michigan. The broker
allows Budweiser to do it with one order. The brokers then send ads and purchase
orders to the appropriate college papers.

The trend toward professionalism has escaped many smaller college
newspapers. Four years ago, I advised the often-weekly paper at Macomb Community
College in Warren, Michigan. Most of its advertising came from national agencies,
which paid slowly or not at all unless reminded. For local advertising, the paper relied
on phone calls from nearby merchants. It marked a major achievement when the paper
secured funds for a minimum-wage, part-time student to serve as business manager.
His duties were to oversee accounts receivable and field phone calls. My job as
adviser was to consult with writers and editors and, on the business side, to simply
make sure whatever ads came to the paper appeared on its pages. In our case, no one
was responsible for selling ads. The college subsidized the paper. It would be unwise
to generalize from this experience, because many college papers have more
sophisticated advertising operations. However, it does help illustrate this point:
College newspapers generally put much greater focus on editorial concerns.

Paul Pohlman directs the management program at the Poynter Institute for
Media Studies. The Poynter offers summer seminars for college newspaper advisers.
“Most of them don’t have a very good grasp” of advertising and finances, said
Pohlman of the advisers. The seminar results in the creation of a theoretical, “ideal
college newspaper.”24 The advisers look at advertising and financial issues. Pohlman

said some attendees are knowledgeable about the business side of the operation. They

tend to be at the larger newspapers. Again, the trend toward greater professionalism
has not touched all college papers. Nonetheless, evidence indicates that, at least,
awareness of the potential is growing. It should continue to, given the knowledge that
among student activities on campus many newspapers account for the second largest
source of income — behind the athletic department.25 “Many college papers,
especially small college papers, have ignored the business side of the paper,” wrote
Joseph Levy in Community College Journalist. “To succeed as a business, you need

people who can think in business terms.”26

Advertising affairs largely ignored despite benefits

Despite the apparent trend, most books on managing college newspapers
focus on editorial and legal issues and offer little or no advice on nurturing
advertising. Many refer to the appeal of ad revenues but stop there while praising the
benefits of independence. You need the former to achieve the latter. Freedom for the
College Student Press by Louis Ingelhart is typical of books on the college press. It
mentions advertising and management, but offers little how-to advice.27 In the late
19708, Ingelhart set the parameters for college newspaper independence. He listed 20
conditions college newspapers must meet to be considered truly independent. The first
two related to financing: “The publication cannot receive student fee funds. The
publication cannot receive college or university subsidy, directly or indirectly.”28 It is
one thing to talk philosophically about the need for independence and quite another to
achieve it. David Nelson, now a faculty member at Southwest Texas State University,
is recognized as an expert on college newspapers. He worked for The Purdue
Exponent as a non-student professional. The paper is self-supporting, owns a press
and employs 150 students and four professionals. In the spring 1989 issue of College

Media Review, he wrote:

9

A preponderance of the 85 college dailies in the country
claim they are independent despite the fact that only around
ten can demonstrate complete jurisdictional, editorial,
administrative and financial independence from their
institutions... Most of us would be on our ethical high horses
if we lived in a community in which the local newspaper
was partially funded by the city council... We would view
that as the ultimate evidence of collusion... Despite our
claims to the contrary, compromise, not independence, is

the dominant characteristic of most campus media. By many
normal standards, the college newspaper is inefficient,
disorganized and, in some cases, unprofitable. It is the product
of constant compromises... If independence is so great, why
are so many college papers dependent? Because indepen-
dence means control of content, control of personnel and
generation and control of finances. It is this last condition
that presents the Hobson’s Choice. To be independent, there
must be complete control over the sources and allocation

of money. This means the choice for many is to sacrifice
university funding and become totally self-supporting...29

Nelson played a role in the opening of a 21,000 square-foot student press center built
on land owned by The Exponent. The $1.9 million facility houses a press and all
newspaper offices and equipment — the first of its kind built with its own finances.
“The paper is editorially independent today because it planned its way to financial
independence 20 years ago,” said Nelson.30 Perhaps few papers will make it to that

point. But most can make strides toward weaning themselves from the college coffers.

Advertising appeal of college newspapers

Advertising revenues will be at the heart of such efforts. At commercial
newspapers, advertising accounts for 75 percent and more of revenues, depending on
whether the paper is paid or free circulation.31 There is no reason why those numbers
should not be reflected at campus enterprises. “Advertising is the lifeline of the print

medium,” said Katherine Graham, former publisher of the Washington Post. “\Vithout

10

it, the free press as we know it would fast disappear.”32 It’s a given in the commercial
industry. In a Scholastic Editor story titled “Newspapers go the independent route,”
author Kim J audon recognized the problem: “In many campus publications,
advertising is the neglected goldmine waiting” to be discovered.33 Certainly, the
potential exists.

College papers are well positioned to attract advertising. Many factors
work in their favor — and these are not limited to papers at the largest colleges. Three
prime strengths surface: cohesive geographic market, attractive demographics, and
little competition. In his book The Practice of Newspaper Management, W. Parrnan

Rankin offers a solid outline of advertising basics:

A newspaper is a unique product... An advertising
salesperson literally does not sell the product he

or she represents... What the advertising repre-
sentative does sell is a concept: advertising in the
newspaper will reach an audience of a size, composi-
tion and demography that conforms to the advertiser’s
definition of the marketplace of people comprising
the best customers and prospects for the product or
service to be sold...34

In other words, successful advertising matches buyers with sellers. Traditionally,
newspapers have positioned themselves as the informers of the masses. However,
with the growth of network television, newspapers saw their franchise as the main
mass medium erode. Network television reaches much larger audiences than
individual newspapers and, thus, has much greater success attracting national
advertising. This partly explains the lack of a mass-marketed national newspaper. The
papers with national distribution — New York Times, USA Today, Wall Street Journal
— do not target the masses. They appeal to distinct demographic groups, based on

education, profession, lifestyle and income. It is different for most other newspapers,

11

which rely on mass markets, though within a specific area.35 Additionally, newspapers
are best for specific types of advertisements. While TV is generally regarded as the
most potent medium for image ads, newspapers offer a better opportunity for
providing details.36 For example, an automobile company may create a feeling about a
specific car through TV advertising. The music and photography help a reader to
experience the vehicle. The ad creates an image. In their own way, newspapers can
also create and enhance images. But they can also do something that TV does not do
well: They can explain details, list prices --- in general, provide a bulk of information

that stays before a reader’s eyes and can be consulted again and again.

Cohesive geographic market

Geographic markets play a significant role in newspaper advertising —
especially at college newspapers. As noted, national newspapers are rare. Local
newspapers are the norm, whether their regions of coverage be states, big cities,
suburbs or small hamlets. Newspapers depend on local advertising. According to
Mark Capaldini, a vice-president with the Claritas marketing firm, newspapers’
percentage of national advertising has been shrinking for many years. At most papers,
it falls below two percent.37 Credit the competition. National firms have many
advertising options. Thousands of magazines, cable stations, syndicated radio
programs and television shows, along with non-media advertising options (such as
direct mail, billboards, etc.), vie for pieces of the demographics pie. Detailed market
research can target specific potential buyers. These efforts are so technologically
advanced that advertisers in national magazines such as Newsweek and Time can make
an offer to specific customers, i.e., “Mr. Jones, buy a car from Tamaroff Buick on
Wednesday, May 15, and we’ll give you $400 cash.”38 The advertising opportunities
are also diverse in regional markets. While target marketing thrives, the mass market

continues to have appeal. Usually only newspapers and local network affiliates battle

12

for it. Regional radio, cable and magazines target niches. Ad purchases from those
sources depend on the market segment they reach. In Presstime, Albert Gollin,

research director for the Newspaper Advertising Bureau, offered this overview:

...the newspaper is a mass medium whose constituency

is the entire community. In another guise, however, the
newspaper’s turf and its audience are defined more
narrowly as a market comprised of demographic or
lifestyle segments that vary in their appeal to advertisers...
Note the contrast in the emotive power of phrases denoting
the two images: community vs. market, citizens or readers
vs. demographic segments or customers, mass vs. class.

In a less competitive era, these two images fused or
coexisted fairly comfortably. The community, defined

as the newspaper’s journalistic domain, was also its
advertisers’ market. The more the merrier: more readers,
more prospective customers. But as competition intensifies
— and as marketing strategies become more precisely
targeted -—— mid-size and larger newspapers, in particular,
are finding it increasingly difficult to serve both their
communities’ needs as a mass medium and the more
specialized needs of a growing number of advertisers.39

Newspapers’ efforts to attract those segments are evident in the sections of their
publications: fashion, entertainment, business, parenting, seniors. The effort is evident
in the choice of specific columns. The idea is to offer something for everybody —
especially those “everybodys” whom advertisers want to reach. But, as stated earlier,
in the local geographic market reaching the masses still has benefits. Businesses from
supermarkets and car dealerships to appliance warehouses and department stores still
want advertising that hits as many potential customers as possible — within a
geographic region. In Folio, management columnist Tom Ryder offered a perspective

on media trends:

13

We will fully enter the age of micromarketing

as advertisers insist on greater accountability

for their ad dollars. The emphasis will be on

tighter targets and getting buyers closer to the

cash register. This will be the most important
change in media in the next ten years. Beneficiaries
of this shift will be special interest media and

local media. Particularly hard hit will be national
mass market media.40

That’s one potential strength of many college newspapers. Their geographic market is
often specific: the campus. It’s ideal because, in many cases (though not all), the
college is the center of the town. Even when it is not, many businesses feed off the
patronage of students and college workers, the same market the newspaper serves.
Further, to a degree, college newspapers are immune to forces that change the
geographical focus of commercial newspapers. The campus is probably not going to
move. Students are always going to want and need to live close to it. College
newspapers have a cohesive, constant geographic market. Because the campus market
creates certain demands, specific businesses locate in the area. Similiarly, because the

college newspaper serves the same market, it is in a position to serve those merchants.

Attractive demographics

Aside from the favorable geography and mass-market potential, college
newspapers offer young readers. Marketeers yearn for them. It is no secret that the
newspaper industry is troubled by its household penetration, which has been dropping
since 1945, when most households received a morning and an evening newspaper.“1
The inability to attract substantial percentages of new, young readers feeds the
problem. “In absolute numbers, we have as many or more readers than ever, but they
are not reading as often as they used to,” said Martin Casey, vice-president of

circulation for the American Newspaper Publishers Association.42 Population growth

14

has out-paced circulation growth. Between 1970 and 1987, the number of US.
households increased by 41 percent, but daily newspaper circulation rose by less than
one percent.43 Kris McGrath of MORI Research noted, “In the past, as people got
older and started families, they became loyal newspaper readers. That is just not
happening anymore...”"4 Declining penetration has prompted newspapers to rethink
their mission. New Directions for News and the 25/43 Project represent the beginning
of a change, brought about considerably, experts agree, by television. (Magazines
have also seen strong growth: Magazines have gained advertising share relative to
television in each five-year period since 1975).45 The 25/43 Project remade The News
in Boca Raton, Florida, in hopes of capturing that readership. Paper officials are
reporting success. The challenge: Newspapers must contend with “television-era
readers” — young Baby Boomers and post-Boomers — who are not demonstrating
the same devotion to newspapers as their parents.“5 In The Next Newspapers,
published by the American Society of Newspaper Editors, USA Today senior editor

Karen Jurgensen reported:

Baby Boomers are the most courted readers and
consumers in the country. Advertisers are

scrambling to pitch to them... Boomers are mobile,
active, well paid and well educated. They are
one-third of all Americans... Following the

Boomers is the smaller Baby Bust generation...
Researchers say we won’t know much about how this
group will behave for another five to ten years.47

According to Ginny Fielder, a vice-president at Knight-Ridden post- and
early-boomers represent the greatest challenge. She said the 18- to 29-year-old group
is the toughest to attract.48 Yet those consumers are crucial because they are forming
shopping habits that could last a lifetime. They also have considerable discretionary

income, and — at the lower end of the range — they represent the natural audience

15

for college newspapers. Add to the equation the fact that the students are presumably
better educated than their peers and in the process of training for better-paying jobs.49
Their appeal to advertisers becomes clear. One need only look at television to see how
marketers and programmers have tried to draw young adults: The Arsenio Hall show,
The Simpsons, Spuds McKenzie selling beer, the MTV-like, fast-paced montages,
rock stars pitching pop. Whittle Communications has prospered by buying TV sets for
high schools that agree to air daily news segments and advertisements.50

For years, newspapers have attempted to nurture young, pre-college
readers through Newspaper in Education programs. Papers such as the Detroit Free
Press, Seattle Times and Newsday now run columns based on students’ questions. A
story in Mediaweek noted, “All agree that what’s good for kids is also good for
business. The future of newspapers depends on these readers.”51 In recent years, YM,
Sassy and Sports Illustrated for Kids have achieved success. Dow Jones launched The
Wall Street Junior.52 The Washington Post began a supplement titled “Under 21: Fresh
News and Your Views.” The New York Times Syndicate offers “Class Acts” and
Knight-Kidder is considering a national publication aimed at high school students.
The Detroit News and Detroit Free Press both have sections aimed at young adults.
However, Bud Shields, manager of newspaper buying for Lintas: Campbell-Ewald in
Michigan, said some publishers would be better off to focus on more mature, college-
level readers.53 Newspapers have gotten into the act. The St. Louis Post-Dispatch tried
to draw readers in their 208 through a $1 million TV campaign with MTV-style
spots.54 “In the jargon of the advertising business,” reported Community College
Journalist, college newspapers are “targeting an audience... Lucky schools, those with
large, elite and affluent student bodies, frequently need only to pop open envelopes to
harvest (national) advertising dollars.”55 That, of course, presents a rather glorious
view of the process. But the bottom line is that the nation’s 6.6 million full-time

college students, with more than $12 billion in annual discretionary income, make for

16

an attractive audiencef’6 A story in US. News & World Report noted, “For many
firms...the real bonanza (in marketing on campus) is down the road, when today’s
college students are destined to become tomorrow’s most affluent consumers.”57 The
advertising is available, the marketing demand exists and, according to a 1988 Roper

Organization survey, 64 percent of all college students read their campus newspaper.58

Ad competition less prevalent on campus

Competition abounds in Chesterfield Township, Michigan, where my
flagship newspaper, The Bay Voice, is located. We compete head-to-head with two
weeklies (one paid, one free), two suburban dailies, the zoned editions of two metro
dailies, a shopper, a local classified paper, and a host of other advertising vehicles,
ranging from billboards and park benches to cable TV and direct mail. And we
compete on a relatively level field, aside from the advantages of scale enjoyed by
larger competitors. (The level of competition is not unique to The Voice’s area.
American Demographics reported, “Newspapers once were the nation’s medium of
choice. Today, they compete with a wide range of media for audience share and
advertising dollars. Advertisers can now choose between newspapers, point-of-
purchase advertising, electronic media and direct mail.”59 When a business opens in
The Voice’s community, a media buyer (usually unfamiliar with the area) must wade
through the various options. Often, it’s a matter of trying many and whittling away the
ones that do not work. Price, penetration, placement and readership influence the
decision. At college campuses, it is somewhat different. Few colleges have two papers
aimed at the mass of the student body. West Virginia University is one exception.
There, The Cavalier Daily (five issues per week) competes with The University
Journal (three per week)"0 Most college papers own the imaginary campus franchise.
Competition may come from commercial ventures off campus, such as a nearby daily

or weeklies. Yet, the campus papers operate with advantages — a slanted playing

17

field.

Often subsidized by the colleges, they may receive preferential treatment
in distribution.“ Subscriptions may be part of student activity fees.62 They have
access to cheap labor, in the form of eager journalism students who may even get
credit for their participation.‘53 They may be able to tap into the resources of their
colleges and journalism departments. They may use the university mail system.64
They may have free office space.65 Of course, a dilemma arises here. Such advantages
would disappear on the road to true independence. Louis Ingelhart, in the dictum that
remains quoted today, said independent papers must have absolutely no ties to and
receive no favorable treatment from their colleges.66 Regardless, the campus setting
limits the breadth of competition in other ways. The constant turnover in resident halls
puts subscription publications at a distinct disadvantage. Further, direct-mailers are
troubled by semester and seasonal breaks that leave dorm halls empty. Those same
factors may explain why most college papers are free."7 In addition, campus radio
stations are often non-profit, public stations. Billboards are strictly regulated — if
allowed at all on campus.68 “Competitors can be, and usually are, much more than
other...newspapers,” according to Readers: How to Gain and Retain Them.
“Magazines, television, radio, cable TV guides, shoppers, direct mail, door-hangers
are a few other direct competitors for the attention of potential readers.”69
Competition affects revenue and profit. In the philosophical, capitalistic sense,
competition is always good. But when it is your business, less competition is almost
always better for the immediate bottom line. Richard Briggs, a newspaper broker,

explained the impact of competition:

Competition affects the profitability of all
advertising media in the market. How your compe-
tition affects your business depends on how much
money it takes out of your market, how long it

18

has been doing so, and whether its business is
expanding. Newspapers located in markets with no
direct competition...can be extremely profitable.70

Viewing the campus as a market — and we should — many college papers hold
theoretically enviable positions. They face minimal competition, and the combination
of a strong geographic market (with mass readership demand), the attractive
demographics of college-age students, and a lack of competition gives these
newspapers three strengths with which to successfully sell advertising and build a
self-sufficient enterprise. But are they capitalizing? Can they do a better job? What
can they learn from other papers that are already prospering? Those questions will be

explored in this thesis.

l9

THESIS QUESTIONS

This thesis focuses on the untested notion that financially successful
college newspapers share traits with similar professional media. Specifically, these
hypotheses are offered:

O The most successful college newspapers are more likely to

have non-student, non-faculty professionals in key roles, either
managing the newspaper or supervising the advertising staff.

O The most successful newspapers offer the most extensive training

to members of their advertising staffs.

O Newspapers that invest more in production equipment are the most

successful newspapers.
(Key terms used in the hypotheses will be operationalized in the methodology
section.) Underlying all three hypotheses is the belief that financial success is neither
an accident nor stroke of luck. It is the result, among other factors, of capable
leadership, steady management, trained staff and vision. This section explores the
assumptions upon which these hypotheses rest.

At many colleges, newspapers are often used as journalism workshops,
with business concerns given little thought. Advertising is the Rodney Dangerfield of
collegiate journalism. It gets no respect, though it contributes significantly to
enrollment at journalism schools. The AEJMC admits that its advertising division is
among its weakest, and some journalism schools debate whether the program should
even be part of their schools.71 College newspapers often reflect this mind-set. At the
least sophisticated papers, reporters are asked to sell ads and volunteers are sought for
the detested position of business manager.72 The result, despite the inexperienced
student’s best efforts, can be unsatisfactory. Experience and continuity in key

positions are common at successful commercial newspapers. That is the thrust of the

20

first hypothesis, which relies on the assumption that non-student managers in general
will be more experienced and more mature than students. But equally important is the
issue of continuity. The lack of such “is the biggest problem a lot of student
newspapers have,” said Al Swartzell, manager of the college paper at Michigan State
University. Each year, “most student newspapers start from square one trying to
build...”73 Without continuity in key positions, long-term planning becomes more
difficult. If the same were true for professional media, it would prove chaotic and
inefficient. The first several weeks or months would be spent just learning the basics,
as required of any new job. For regular advertisers, the process could be frustrating
— starting anew, again. At most, a student manager could conceivably hold the job for
four years. That would be unlikely, though. In addition, a non-student might show
greater concern for the position, especially if it contributes to a family income or
livelihood. “Many college papers, especially small college papers, have ignored the
business side of the paper,” said Ed Boito, who has worked for the paper at the
University of Cincinnati. “To succeed as a business, you need people who can think in
business terms.”74 W. Parkman Rankin, an associate professor at the Walter Cronkite
School of Communications at Arizona State University, would like the next breed of
industry managers to come from journalism schools, which he thinks need to place

more emphasis on business issues:

Most journalism schools today still concern them-
selves with preparing students to be editorial
journalists. They are not preparing them as bus-
iness managers... (Research) sharply confirms the
importance of sound business management in every
phase of journalistic endeavor to the success of a
newspaper.... Future journalists who understand and
appreciate the principles of newspaper economics,
as well as those of editorial concepts and execu-
tion, would be in better positions to understand

and further the importance of newspapers...”75

21

In recent years, many universities have bolstered journalism management course
offerings.76 There is, of course, no guarantee that the employment of a non-student as
manager means the person is qualified, experienced or knowledgeable. However, we
have attempted to measure level of experience in our survey.

The second hypothesis states that the most successful newspapers employ
the best-trained advertising staffs. This appears obvious. Yet, many small, commercial
papers fail to recognize the importance. Ad sales account for 75-80 percent of
revenues at most paid-circulation newspapers.77 Regardless, many offer little formal
training and believe that explaining the rate card and sharing a few selling points are
sufficient education with which to send out a new ad representative.78 Proper training
is crucial, according to Ron Current, whose career as an advertising manager has
taken him to the Detroit Free Press and several suburban papers.79 It also should be
multi-faceted, ranging from formal (as with seminars) to informal (tip-sharing
meetings with Successful coworkers).80 In Leaders, authors Warren Bennis and Burt
Nanus noted, “Many organizations place a considerable emphasis on formal training...
It has been estimated that US. employers now (1985) spend between $30 and $40
billion on education and training each year, almost half the amount spent by all
colleges and universities on more traditional higher education?“ Obviously, industry
leaders see bottom-line benefits. Each year, the Michigan Press Association hosts
several seminars for advertising representatives. They are generally well attended.

Similarly, newspapers, like other businesses, must invest in equipment or
become obsolete. Color technology, laser printers, personal computers, phone
systems, FAX machines — in the past several years, all have dramatically changed
how American newspapers do business.82 Two prime reasons come to mind for
investing in and updating equipment: competition and costs. In a competitive market,
one cannot afford to let the opposition make marked advances and improve their

products.83 Investing in equipment takes foresight. In the case of The Tennessean in

22

Nashville, it meant recently putting out $40 million for color presses.84 Certainly, that
money will not be recouped immediately. Such action requires vision. “Vision is the
commodity of leaders,” stated authors Bennis and Nanus.85 Equipment purchases can
often result in immediate savings. Computers and laser printers save time by
consolidating jobs and lowering supply costs. If, for example, student journalists type
stories directly into computers and editors send them to laser printers, the cost of
production decreases because typesetters become expendable. Laser printers are
cheaper to operate than typesetters (such as Compugraphic), which require more
costly chemicals and photo paper. They also save considerable time with alterations
on art, ads and‘copy.86 Further, electronic photography promises to revolutionize — if
not eliminate — the darkroom.87 A survey in NewsInc. showed that most production
directors rated it important to keep up on “cutting-edge developments.”88 “You can’t
be complacent with what you have,” said Raymond Stoiber, production manager of
the Milwaukee Sentinel .89 Likewise, successful college newspapers have been
aggressive in investing in computers, darkroom equipment and improved phone

systems.90

23

METHODOLOGY

Because this research focuses on business and advertising affairs, it was
decided that a true sample of all college newspapers would not offer the desired
information. If looking only to paint a picture of the industry, such a random sample
would be appropriate. However, that was not the goal. More than two-thirds of college
papers are published once weekly or less, according to researchers Spielberger and
Kopenhaver.91 Their research offered evidence that less frequent newspapers generally
are not as sophisticated in a business sense as larger papers.92 For this research, a true
random sample of college newspapers would provide too few large newspapers,
preventing the acquisition of sufficient data that is relevant to the topic. This research
required a large response from larger college newspapers. As noted in Research
Methods in Mass Communication, it is sometimes necessary to deviate from a true
probability sample: “Its principal weakness is that it often will include too few
members of groups of particular interest, simply because of their relative scarcity in
the larger population.”93

Surveys were sent to 225 college newspapers in America. Potential
participants were drawn from the 1989 newspaper directory published by Editor &
Publisher. All dailies (76) and all two-, three- and four-time weekly newspapers (107)
were asked to participate. In addition, 42 weeklies were randomly selected from the
list, which included papers at two- and four-year colleges and universities. This
allowed the survey to intentionally under-represent newspapers that are published
weekly or less frequently. The rationale is based on earlier research showing that
weekly papers in general produce smaller revenue than more frequently published
college newspapers.94 Thus, a logical assumption would be that the smaller papers
would be less likely to be able to afford professional managers, advanced training for

advertising representatives and large capital investments --- areas of focus in this

24

research. The survey was conducted in the fall of 1990, with 123 newspapers (or 55
percent) responding. The response rate compared favorably to those in the Spielberger
and Kopenhaver surveys. Specifically, the rate of response to this survey was greater
for daily newspapers than papers published less frequently. That aside, there were no
noticeable patterns to the response rate.

The survey contained 28 questions, and was sent with a cover letter and
self-addressed, stamped envelope for easy return. (A copy of the survey is included in
the appendix.) Questions were primarily close ended. They aimed to describe the
sample (size of college, circulation, frequency of publication, format of newspaper),
to provide data for comparisons with commercial ventures, and to measure financial
and business success. Further, the questionnaire focused on the training, experience
and pay of personnel working on the business side of the papers. Our hypotheses
included terminology that must be operationalized. For the purpose of this research,
the following terms are defined:

O “Professionals” refer to non-student, non-faculty employees who either
manage the newspaper or supervise the advertising staff. The survey does not
differentiate between full- and part-time professionals.

O “Most extensive training” refers to the level and type of training
received by members of the advertising staff. The most common form of training
comes from supervisors and peers. Attendance at seminars and/or in-house workshops
generally reflects a more extensive form of training, and will be considered so in
operationalizing the terminology. Level of training will also be measured based on the
number of training options to which workers are exposed. For example, an employee
who receives training from a superviser and a peer, through an in-service and at a
workshop will have likely received more training than an individual who is introduced
to only one form of training. Further, experience in itself is a form of training. On the

editorial side, beginning reporters know the importance of garnering clips before

25

seeking a job. Experience brings a level of knowledge.

O The “most successful” college newspapers will be designated as a
result of size of annual revenue, percentage of revenue increase, and size of surplus
fund (in comparison to annual revenue). This research concerns itself with business
aspects of the college press. So, it is emphasized, success is defined here solely in
financial terms. Profit was not measured for two reasons. First, many of the papers are
non-profit enterprises, making comparisons troublesome. Second, to make such an
inquiry useful would require a burdensome explanation of “profit” in the survey,

which might have impacted the response rate.

26

RESULTS

A brief overview is necessary to lay the groundwork for what follows.
While each question will not be explored (the results in their entirety can be found in

the appendix), general descriptive results will be considered here:

Descriptive results

Enrollment: Most of the responding schools (75) fell into one of two
enrollment divisions, 10,000-19,999 or 20,000-29,999. Twenty reported enrollment of
30,000 and over; 28 reported enrollment under 10,000.

Circulation: Though one could argue the need to differentiate between
free and paid circulation, doing so could have skewed the results because the
classifications are not as clear cut for colleges as for commercial enterprises. For
example, in some cases, college circulation is part of student fees. But would that
qualify as paid circulation or merely a circulation subsidy? This research did not
segregate paid and free papers. Newspapers were fairly evenly divided among the
three top divisions: 44 papers reported 5,000-9,999 circulation; 31 papers, 10,000-
14,999; and 25 papers, 15,000 and over. About eight percent (10 papers) reported
circulation under 5,000.

Frequency of publication: The response rate was about the same among
all groups of papers, though slightly higher as frequency of publication increased. No
six- or seven-day a week papers turned up in the survey. Forty-five of the responding
papers publish five times a week, 17 at four days weekly, 12 at three days weekly, 30
at two days weekly and 19 weekly.

Annual revenue: Fitting with earlier research, 13 papers reported revenue
over $1 million a year and another 20 over $500,000. Here is how the others ranked:
19, less than $50,000; 17, $50,000—99,999; 11, $100,000-149,999; 10,

27

TABLE 1: Annual revenue

Size of annual Number of Percentage of
gross revenue papers papers surveyed
Less than $50,000 19 15%
$50,000-99,999 17 14%

$100,000- 149,999 1 1 09%
$150,000-199,999 10 08%
$200,000-499,000 3 1 25%
$500,000-999,999 20 16%

Over $1 million 13 11%

Two papers did not answer the question, accounting for lack of 100%

 

$150,000-199,999; 31, $200,000-499,000. See Table 1.

Revenue trends: More than six in ten newspapers increased revenue over
the previous year. Their rates of increase, however, varied considerably: 23 at less
than 3%; 28 at 3-6%; 27 at 7-10%; 10 at 11-19%; and 7 at over 20%.

Breakdown of revenues: Respondents were asked to break down revenue
by source. This allowed for the testing of a few assumptions, primarily related to
classifieds and national advertising revenue.

National advertising: Thanks to ad agencies like Cass and to the
demographic appeal of college students to specific industries (such as the beer
industry), this source accounts for more income than at professional papers. Reliance
on national advertising, however, could also be a sign that the paper simply does not
focus on local advertising sales. At college newspapers, national advertisements arrive
usually unsolicited by the papers. Consequently, local advertisements require more
dedication to salesmanship. Though the comparison is not ideal, few private-industry
newspapers attribute more than five percent of revenues to national advertising.95
Local newspapers depend on local advertising for survival.96 Among college papers,
six in ten papers reported that national advertising accounted for over seven percent of

income.

28

Local advertising: Eighty percent (99) of the newspapers
reported that local ads made up over 30% of revenues, the highest category available
to respondents. This large response may be a sign that respondents needed higher
categories from which to choose, such as 30-49%, 50-74%, 75% and over.

Classified advertising: At successful commercial newspapers,
this source is significant, often in the 30-50% range. At college papers, it accounts for
less than 14% at over three-fourths of the newspapers. Perhaps this is a sign that
classified revenue has not been properly mined by college publications. Some
classified headings, such as rentals and employment opportunities, would seem to
have potential.

Circulation: This appears not to be a major factor. Sixty-eight
percent (79 papers) reported that it comprised less than 1% percent of revenues.
Sixteen percent (20) counted on it for l-7%, while 14 percent (17) did not respond to
the question. The high non-response to this question may validate the concern
expressed earlier about the gray area in distinguishing between paid and free college
papers.

Student activity fees: This was either feast or famine for most
papers. A third (43) got less than 1%, while over a fourth (34) reported that more than
15% of revenues came from this source.

College supplement: More than half the papers (66) traced little
or no revenue (0—1%) to a supplement. Twenty-nine percent (36) did not respond to
the question.

Donations: Only one newspaper reported that donations
amounted to over 1% of revenuesThis option was included only on the chance that a
few papers might have received an endowment for operating an independent
publication.

Other sources: Typesetting, camera work, campus advertising

29

and interest on savings were noted by a handful of respondents as sources of income.
In a few cases, this amounted to a substantial source, 30% or more of revenue.

Surplus funds: About half of the papers (63) reported surpluses: 11 at
less than $10,000, 22 at $10,000-49,000, 19 at $50,000-249,000, 6 at $250,000-
499,000 and 4 at $500,000 and over. This question was included as another tool for
measuring financial success.

Renting office space: About one in four publications (28) pay market-
value rent or own office space.

Production equipment: Ninety-six percent of the newspapers (118)
surveyed own or lease equipment like type-setting machines and laser printers. More
than three-fourths (97) of the papers have purchased or leased equipment in the last
two years. Of them, 66 have invested over $10,000.

Printing presses: Less than ten percent (8) of the newspapers own their
own presses. Two of them receive outside revenue from printing other publications
and advertising flyers.

The structure of the newspaper: In one capacity or another, 46% of
the newspapers (56) reported that non-student, non-faculty professionals managed the
newspaper. About the same number of papers (57) were managed by paid students. To
help paint a portrait of the structure of the papers, respondents were asked to check
one or more of a series of sentences that appropriately described their papers’
structure. There was overlap in answers, as expected. The respondents’ interpretation
of the word “manage” may have influenced answers. For example, one respondent
noted that a student “manages” the newspaper’s editorial product, while a non-faculty
professional “manages” the business enterprise. It should be noted that in a follow-up
question, 60 papers --- not 56 --- noted the length of service for their non-student,
non-faculty managersAmong the other results of this query: Thirty newspapers are

incorporated, 29 are managed by faculty members, 18 by a governing body and 15 by

30

unpaid students. Additionally, at 33% percent (40) of the papers, students earn college
credit for working at the publication.

Tenure of non-faculty professionals: Twenty-seven papers said the
same non-student, non-faculty professional had been in charge for over three years. At
23 papers, the person had served over one but less than three years and at 10 papers,
one year or less.

Advertising supervisors: Student employees (53) were more likely to
supervise the advertising department, though 37% percent (46) reported a non-
student, non-faculty professional in the position. Student volunteers (12) and faculty
members (11) supervise the department at some newspapers. Regarding length of
service of advertising supervisors, the responses were fairly well spread out between
those with less than a semester/quarter in the position (27), those with up to one year
(34), those with one to three years (32) and those with over three years (30).

Experience and pay: Of the advertising supervisors, over one-third
(44) earn less than $10,000 a year. Seventeen earn $10,000-19,999; 28, $20,000-
29,999; 13, $30,000-39,999; 4, $40,000-49,999; and 1, over $50,000. Sixteen did not
respond. Further, over one third (44) reported having related experience with a
commercial newspaper.

Advertising sales: Student employees (108) are most common as
advertising sales persons, though 19 papers employ non-student, non-faculty
professionals to sell advertising. Most newspapers (106) pay sales representatives a
form of commission. In addition to or in place of commission, 31 newspapers pay
salary and 19 hourly wages. Eleven offer college credit. On average, there is greater
turnover among advertising sales persons than among their supervisors. Few
representatives (5) stay for three or more years. Half (62) serve for over one and less
than three years. Fifty-four work for less than a year.

Mining and sales: As for training of advertising sales persons, the

31

duties often fall to supervisors (108) and/or fellow staff members (91). Over a third of
the newspapers (46) hold in-service workshops and a fourth (31) send sales persons to
professional seminars. Six papers offer no formal training. The great majority of
newspapers attribute sales (103) to contacts made by sales persons. Forty-six credit
sales to businesses calling the newspaper and 12 to advertising agencies.

(Respondents could check more than one answer.)

Results related to the hypotheses

Because this survey was not a true random sample of all college
newspapers, it would be precarious to draw any conclusions about trends by
comparing these results to those in the surveys of Kopenhaver and Spielberger. Their
work relied heavily on smaller, weekly newspapers. For example, their 1984 survey
revealed that most papers had annual revenues less than $25,000. This survey reported
15% with less than $50,000 — a significantly different sample even when factoring in
inflation. Further, Atkins’ 1982 survey focused only on daily newspapers.

The three hypotheses that are the focus of this research center on
attributes of the “most successful” college newspapers. Thus, it is necessary to
determine which of the responding newspapers qualify as most successful financially.
There is no perfect model for determining this. It is questionable, for example,
whether most of the papers have undergone an official audit or use standard
accounting procedures, which would facilitate a purer comparison. As noted earlier,
this survey measured annual revenue, increases in revenue and size of surpluses. This
information was approached in a variety of ways. In the end, 31 newspapers were
chosen from the 123 as being the most successful. The group includes those papers
that grossed over $1 million a year, those that recorded a 20% increase in revenues
over the previous year and those that reported surplus funds equal to at least half of

one year’s revenue. Achieving any one of those three criteria qualified a newspaper as

32

TABLE 2: Supervision of advertising department

Number with Percentage with
pros in charge pros in charge
31 “successful newspapers” 19 61%
All 123 newspapers surveyed 46 37%

 

most successful. Also, the list includes newspapers that accomplished all three of
these criteria: grossing over $500,000, recording growth of at least 7% and reporting a
surplus of at least $50,000. As a result, size was not the sole determinant in success.
Using this group of “most successful” newspapers --- along with other measurements

--- it is possible to test the hypotheses.

Results related to first hypothesis

The first hypothesis states that the most successful college newspapers
are more likely to have non-student, non-faculty professionals in key roles, either
managing the newspaper or supervising the advertising staff. The survey results offer
evidence to support the hypothesis. Of the 31 most successful newspapers, 19 had
advertising departments that were supervised by non-student, non-faculty
professionals. Twelve of the most successful newspapers had advertising departments
supervised by students, faculty or volunteers. This is another way of looking at it:
Among the 31 most successful newspapers, 61% had non-student, non-faculty
professionals leading the department, 39% did not. Among all respondents, the
breakdown was nearly the opposite. Of 123 newspapers surveyed, 37% (46 papers)
were led by professional advertising supervisors, compared to 63% (77) that featured
students, faculty or volunteers in that role. (See Table 2.) There is an association
between the most successful newspapers and the employment of professional
advertising supervisors. To measure the significance of the correlation, the Chi-Square

Test was used. It is used to test statistical significance, according to Research Methods

33

TABLE 3: Revenue of 43 papers published five times weekly

Number of papers Percentage
grossing over $500,000 over $500,000
22 papers with ad departments 18 82%

supervised by non-
faculty professionals
21 papers with ad departments 12 57%
supervised by others,
usually students

 

 

 

in Mass Communication.97 “It is, in fact, one of the most widely used tests in social
sciences,” stated author Derek Rowntree in Statistics Without Tears.98 The test
indicated that the relationship between professional advertising supervisors and the
most successful newspapers is significant at the 1% level, lending support to the
hypothesis. In other words, the relationship is 99% percent certain not to be a fluke.
Further, this research considered the 13 newspapers grossing more than $1
million annually. Of them, ten were managed by non-student, non-faculty
professionals. In the survey population at large, less than half of the papers have non-
student, non-faculty managers. Thus, the result appeared to indicate a relationship.
Indeed, the Chi-Square Test showed it to be significant at the 1% level. Related to the
13 top-grossing newspapers, another relationship also was found to be statistically
significant: Most of 13 advertising supervisors had experience at non-student
publications; not true among the smaller-grossing papers. As another way of testing
this hypothesis --- and also to show that this relationship is not an attribute solely of
size --- this research looked at the 43 college newspapers that publish five times
weekly and that responded to questions about annual revenue. (See Table 3.) Of those
43 newspapers, 22 had advertising departments that were supervised by non-student,
non-faculty professionals. The other 21 were supervised by students, faculty or
volunteers. Next, the level of revenue was considered. Among the 22 five-day dailies

with professional supervisors, 18 reported revenue over $500,000. In contrast, among

34

the 21 papers with student, faculty or volunteer supervisors, only 12 grossed over
$500,000. Thus, the advertising departments with professional supervision out-
grossed the other similarly sized newspapers. This relationship was measured with the
Chi-Square Test to be significant at the 5% level. Thus, in 95 out of 100 cases, such a
relationship likely exists. To summarize, the survey showed support in several ways
for the hypothesis that the most successful college newspapers have non-student, non-
faculty professionals in key roles, either managing the newspaper or supervising the

advertising staff. No evidence from the survey conflicted with this hypothesis.

Results of second hypothesis

The second hypothesis states that the most successful newspapers offer
the most extensive training to members of the advertising staff. As stated earlier, the
survey showed that advertising representatives were most commonly trained by their
supervisors (108 papers) and fellow staff members (91). Less frequently, advertising
representatives attended in-service workshops (46 papers) and professional seminars
(31). The survey findings offered mixed results related to this hypothesis.

This research explored the training issue from several angles, again
focusing on the 31 newspapers designated as “most successful.” However, there was
no significant statistical relationship between the most successful papers and the types
of training or the volume of training their advertising representatives received.
Whether the representatives were trained by a supervisor, by fellow staff members,
through in-service workshops or professional seminars, there was no pattern
differentiating the types of training offered by the 31 most successful newspapers
from that offered by the 92 other newspapers. Further, newspapers that offered the
most types of training --- for example, all four types of training that were listed ---
were no more likely to be among the 31 most successful newspapers. Concerning this

group of newspapers, there was one area where a correlation was noted. Earlier, this

35

thesis offered the notion that experience is in itself a form of training. A person who
has, for example, held a job for one year would be expected to have a greater
understanding of the position than a person just hired. Sixty-seven newspapers
reported that advertising representatives on average work at the their papers for over
one year. At fifty-four newspapers, representatives stay less than a year. Seventy
percent (22) of the 31 most successful newspapers reported that ad representatives
stay at their papers for over one year. Among the survey population at large, the figure
dropped to 55%. A Chi-Square Test showed the relationship to be significant at the
5% level. Thus, the most successful newspapers have a more experienced sales staff.
One might question the reason behind this relationship, however. Are the newspapers
more successful because their representatives are more experienced or do the
representatives stay longer because the newspapers are more successful (and, thus,
probably pay better)? This research does not answer those questions.

Interestingly, the 13 newspapers that gross $1 million and beyond were
more likely to invest in training than other surveyed newspapers. Of the 13 top-
grossing newspapers, nine sent advertising representatives to professional seminars.
They were nearly three times more likely to do so than other newspapers, a
relationship significant at 1%. A variety of other relationships were also found to be
statistically significant among the 13 top-grossing newspapers, at least at the 5%
level:

O These papers were twice as likely to employ non-student, non-

faculty persons to sell advertising space.

O All 13 papers paid commission to sales persons. In addition, they

were more likely to also pay a base salary.

O All 13 top-grossing newspapers reported getting most advertising

through advertising contacts made by local sales persons.

In review, the evidence showed some support for the hypothesis that the 31 most

36

TABLE 4: Level of investing in production equipment

Papers investing Percentage of
over $10,000 papers at level
31 “successful newspapers” 22 70%
All 123 newspapers surveyed 66 54%

 

successful newspapers employ the best-trained advertising representatives, when
“best-trained” is defined by level of experience of employees. The hypothesis also

appeared to hold weight, where the 13 top-grossing newspapers are concerned.

Results ralted to third hypothesis

The third hypothesis states that newspapers that invest more in production
equipment are the most successful newspapers. The survey results support this
hypothesis.

Fifty-four percent of the surveyed newspapers reported investing over
$10,000 in production or printing equipment during the past two years. But among the
31 newspapers designated earlier as “most successful,” the percentage of those
investing was greater. Seventy percent (22) of these papers had invested over $10,000.
That relationship was measured as significant at the 1% level. (See Table 4.)
Apparently, the investments were made in production and photographic equipment,
rather than printing presses. Only eight of 123 newspapers surveyed own their own
presses. Further, owning a press offers no assurance of financial success. The survey
revealed that only one of the 31 most successful newspapers owns a press. Likewise,
none of the 13 top-grossing publications prints its own newspaper. The impact of
equipment purchases on the bottom line does not reveal itself in size of revenue or
rate of revenue increase. The benefit comes in increased efficiency and lower

production costs. Because this survey did not measure costs or profit, it is difficult to

37

determine for certain whether the investments in equipment helped the most
successful newspapers flourish or whether their success created the funds that
permitted the equipment investments. Also, this research found no significant
correlation between the level of investment in equipment and the size of a surplus.
Interestingly, newspapers that were managed by non-student, non-faculty
professionals were more likely to have invested over $10,000 in production
equipment. This relationship was significant at the 1% level. Concluding this look at
the hypothesis, as noted first, one crucial area showed a significant relationship
between an investment in equipment and the success of a college newspaper. In that

respect, the hypothesis found support.

DISCUSSION

The survey results offer support for all three hypotheses. By far, the first
hypothesis, relating to professional managers, showed the strongest support. The
results were studied in a variety of ways, and each exploration lent credibility to the
first hypothesis. Non-academic literature, such as stories in Presstime and Advertising
Age, and interviews conducted for this thesis pointed to a trend in the hiring of non-
faculty, non-student professionals for key roles at college newspapers. Paul Atkin’s
1982 research related to college daily newspapers showed that nearly all employed
non-students in at least one capacity, usually production. Also, his research indicated
that most dailies employed non-students in newspaper management positions, such as,
for example, general and business managers. More recently, this thesis and survey
showed that newspapers at all levels, including some weeklies, have turned to
professionals for help, especially with advertising. This research showed that non-
student, non-faculty professionals managed the papers or their advertising
departments at the 13 top-grossing newspapers and at the 31 “most successful”
college newspapers, a designation that considered revenue, revenue increase and ratio
of surplus funds to revenue. Further, a close look at the 43 papers that publish five
days weekly supported the hypothesis and showed that the correlation between
professional management and success could not merely be written off as the product
of the papers’ size. The finding is clear: When the business side is run by a non-
student, non-faculty professional, the prospects for financial success are better.

The research of Kopenhaver and Spielberger revealed that most college
newspapers are small enterprises, with annual revenue in the tens of thousands. This

leads to a crucial question: While recognizing the benefits, how does a small

39

newspaper grossing $50,000 --- or even $25,000 --- justify hiring a professional
manager? Is this option too expensive? It does present a dilemma: The professional
manager is needed, but the newspaper lacks the money to hire one. The survey for this
thesis showed that eight newspapers, with annual revenue from anywhere between
$50,000 and $500,000, employ non-student, non—faculty advertising supervisors for
between $10,000 and $20,000 a year. Still, that step may appear steep for some
newspapers. Other options are available. As researcher Dave Nelson noted, long-term
planning is crucial. A newspaper must plan its evolution. Ideally, the newspaper
would make a commitment to hiring a non-student, non-faculty person to oversee the
business enterprise. Regardless, it must at some point take a first step, even if it be as
small as hiring a part-time advertising supervisor paid solely on commission, with no
financial risk to the newspaper. Continuity is a key issue here. The survey pointed out
that non-student, non-faculty advertising supervisors were twice as likely as other
advertising supervisors to stay in the position for over three years.

The second hypothesis, focusing on training of advertising
representatives, found support, though it was not universal. It showed that the biggest-
grossing newspapers offered more sophisticated forms of training, such as in-service
workshops and professional seminars. Perhaps more importantly, it confirmed the
importance of continuity in such positions. The most successful newspapers had the
advertising representatives who had stayed on the job longest. Further, at the 13
biggest newspapers, the persons supervising the ad department were more likely to
have professional experience. Since in 88% of the cases the advertising supervisor
conducted training, this experience likely trickled down to the advertising
representatives. The value of training is unquestionable. The fact that it represents a
large industry says something about its benefits. In addition, many corporations pay
for their employees’ education, another confirmation that training makes sense. Why

did it not show up as a stronger factor at the most successful newspapers? Perhaps it

40

was a product of the structure of the question. It might have been more informative to
ask how much newspapers spent on training or how much time they devoted to it.
What a survey cannot measure is the quality of the training. The quality is arguably
more important than the quantity. This survey measured quantity based on the feeling
that a newspaper willing to approach training from a variety of angles was likely to be
concerned with the matter and, therefore, likely to devote more time and energy to it.
As the survey indicated, it also matters who is doing the training. A talented
supervisor can go a long way toward properly training an advertising staff.
Importantly, the training need not be expensive. It does, however, require a
commitment of time.

The third hypothesis, focusing on investment in equipment, also was
supported by the survey. Newspapers that invested more in production equipment had
greater representation among the most successful newspapers than those that invested
less. The benefits are obvious, and they help the bottom line by reducing costs. A
1979 survey by Frank Ragulsky of Oklahoma State University confirmed the
advantages of purchasing type-setting equipment. His research found that college
newspapers that owned their own typesetting equipment had lower production costs.99
When that survey was conducted, laser printers and desktop publishers were not
available. As noted earlier, technological advances, especially the arrival of the
personal computer, have revoluntionized the production end of the newspaper
industry in recent years. The differences Ragulsky found in terms of costs between
papers with and without their own typesetting equipment would probably exist now
between papers with laser printers and papers with photographic type-setting (as was
prevalent in 1979).

College newspapers offer potential that is worth exploring. They can be
enormous and profitable enterprises. The newspapers at the University of Maryland

and the University of Texas at Austin are evidence of that. Each paper has a surplus

41

that exceeds $750,000. Other examples abound. The papers at Pennsylvania State
University and the University of Arizona each invested over $200,000 in new
equipment aimed at making them more efficient. The paper at Purdue University built
and furnished its own headquarters. It is not only large papers that are succeeding.
Several papers with annual revenue under $150,000 have ad staffs supervised by
professional managers, who have experience at commercial newspapers. Southern
Illinois University is one. The paper is printed two times weekly and has circulation
under 10,000. Director Terri Abernathy reported revenue increases, a surplus of over
$10,000 and large investments in production equipment. Both the paper’s manager
and ad supervisor are non-student, non-faculty professionals with commercial
experience. Another case in point: At Eastern Michigan University, the weekly paper
generates over $200,000 annually and reports a surplus, equipment investments and
annual growth exceeding 11%. These examples may prove inspiring to college
newspaper managers, many of whom attached notes to their surveys expressing
interest in seeing the results of this survey. One manager said she had little contact
with other college newspapers and felt as if she was operating in a vacuum.

This thesis offers opportunities for other research. Here are a few

possibilities:

O Smaller newspapers would benefit from a look at the evolution of a
college newspaper. In other words, what steps have specific newspapers
taken to grow themselves from an entirely student run operation into
one with professional involvement? How have they structured
themselves to ensure that the editorial efforts remain separate from the
business manager’s duties. This would also answer more definitively
the chicken-egg question, whether the pro manager precedes the
financial success or vice-versa.

O A cost survey of similarly sized newspapers would provide insights for

42

newspaper managers. An organization of about two dozen college
papers already shares information of this type with its members. But it’s
not available for smaller newspapers. A cost survey could also provide
further evidence of the cost benefits of investing in current technology
and equipment.

O Though this survey demonstrated the involvement of non-student, non-
faculty professionals in college papers and though it offered anecdotal
evidence of a trend toward professionalism, this area is still ripe for
greater research. It would be beneficial to know specifically what other
jobs non-students hold and how the presence of professionals has
changed over time.

With non-student professionals involved in the operation, perhaps more college
newspapers will focus on other ways to improve profitably. The possibilities are
numerous and some have already been adopted by college papers All publications,
for example, should have a marketing packet that offers their strong selling points as
well as rates and other advertising information. Personal ads have proven to be a
profitable enterprise for many commercial papers, especially alternative papers that
cater to a younger crowd. Special sections for big events offer possibilities, as does
tele-marketing for classified advertising.

The three hypotheses that inspired this research are bonded in important
ways: They require vision by the newspaper’s leaders, a commitment to make that
vision a reality and a willingness to spend now for benefits later. By purchasing and
leasing equipment and training sales reprepsenatives, successful college papers are
adopting proven business methods. They are investing in their future by choosing
long-term benefits over short-term profits. The purchase of computers and a laser
printer would require thousands of dollars. But by investing that money now, they will

be earning it back in savings over many months. The idea, as stated early in this

43

thesis, is to help college newspapers become more financially independent. For some
newspapers, greater revenue will help pay the way to true editorial freedom, erasing
the threat of would-be administrative censors who can tamper with funding levels. For
other papers, more money will bring improvements, allowing for a better paper and a
more valuable learning experience for the aspiring journalists who work on the

editorial side. That, really, is the crux of the issue.

END NOTES

END NOTES

1Interview with Nancy Green, Paladium Item, Richmond, Indiana, 13 July 1989.
2Ibid.

3Lillian Lodge Kopenhaver and Ronald E. Spielberger, “Student Media Profile,” College
Media Review, Spring-Summer 1987, p. 13.

4Interview with Jo Cates, Poynter Institute for Media Studies, St. Petersburg, Florida. 29
Sept. 1989.

5Louis Ingelhart, Freedom for the College Student Press, (Westport: Greenwood Press,
1979). P. 194.

‘’Joseph R. Levy, “Advertising Basics for College Newspapers,” Community College
Journalist, Winter 1989, p. 9.

7Margaret Genovese, “Campus Press,” Presstime, December 1984, p. 6.
8Ibid.

9Lillian Lodge Kopenhaver and Ronald E. Spielberger, “Student Media,” College Media
Review, Fall 1984, p. 5.

IOIbid., p.8.
l'Kopenhaver, “Student Media Profile,” p. 17.

12Lillian Lodge Kopenhaver and Ron Spielberger, “Are Independent College Papers
Really Independent?” College Media Review, Spring 1989, p. 6.

13Ibid., p. 7.

14Ibid., p. 6.

4s
lsKopenhaver, “Student Media Profile,” p. 17.
”Genovese, p. 6.
17Ibid.
18Ibid., p. 7.
19Ibid.

20Maureen McFadden, “Campus Newspapers Echo Reality,” Advertising Age, Feb. 2,
1987, p. 3.2.

2'D. Earl Newsom, The Newspaper, (Englewood Cliffs: Prentice-Hall, 1981), p. 122.
22McFadden, p. S-2.

23Interview with Mark Capaldini, Poynter Institute for Media Studies, St. Petersburg,
Florida, 18 Sept. 1989.

24Interview with Paul Pohlman, Poynter Institute for Media Studies, St. Petersburg,
Florida, 13 May 1991.

25Levy, p. 9.

26Ibid.

27Ingelhart, pp. 189-194.

28Kopenhaver, “Are Independent College Papers Really Independent?” p. 6.

29David Nelson, “Give Me Liberty and Give Me Debts,” College Media Review, Spring
1989, p. 8.

30Ibid.

31Interview with Conrad Fink, Poynter Institute for Media Studies, St. Petersburg,
Florida, 22 Sept. 1989.

32W. Parkman Rankin, The Practice of Newspaper Management (New York: Praeger
Publishers, 1986), p. 33.

46

33Kim Jaudon, “Newspapers Go the Independent Route,” Scholastic Editor, September
1981, p. 14.

34Rankin, p. 37.
35Capaldini.
36Ibid.

37Ibid.

38Ibid.

39Albert Collin, “Reduce That Traditional Tension Between the Business and News
Side,” Presstime, March 1991, p. 37.

“Tom Ryder, “Micro Marketing,” Folio, April 1990, p. 47.

“Michael McDermott, “Full Court Press,” Mediaweek, May 6, 1991, p. N-4.
42Ibid.

43Ibid.

44Ibid.

45Ibid.

46American Society of Newspaper Editors, The Next Newspapers (Washington: American
Society of Newspaper Editors, 1989), p. 9

47Ibid.

48Interview with Ginny Fielder, Poynter Institute for Media Studies, St. Petersburg,
Florida, 28 Sept. 1989.

49Susan Kraft, “College Newspapers Score High-Grade Readers,” American
Demographics, June 1991, p. 53.

50Capaldini.

5'Robyn Griggs, “Wall St. Junior,” Mediaweek, Feb. 25, 1991, p. 2.

47
”Griggs, p. 1.
53Ibid., p. 2.
54.loshua Hammer, et al., “Pages and Pages of Pain,” Newsweek, May 27, 1991, p. 41.
55Levy, p. 9.
56“Marketing on the Campus,” US News & World Report, May 5, 1986, p. 44
57Ibid.
”Kraft, p. 53.

59Joe Schwartz and Thomas Exter, “The News From Here,” American
Demographics, June 1991, p. 50.

(”Genovese, p. 6.

6'Nelson, p. 9.

62Ibid.

63Ibid.

“Ibid., p. 10.

65Ibid., p. 9.

“Kopenhaver, “Are Independent College Papers Really Independent?” p. 5.
67Kopenhaver, “Student Media,” p. 5.

68Capaldini.

69Newspaper Advertising Bureau, Readers How to Gain and Retain Them (New York:
Newspaper Advertising Bureau, 1989), p. 21.

70Richard Briggs, “Figuring Your Paper’s Worth,” Free Paper Publisher, May 1991,
p. 10.

7|“Division Evaluations,” AEJMC News, May 1989’ P- 8-

72McFadden, p. S-2.
73Interview with Al Swartzell, Michigan State University, East Lansing, 17 Aug. 1988.
74Levy, p. 9

75Rankin, p. 153.

76Pohlman.

77Fink.

78Interview with Ron Current, The Chesterfield Review, Michigan, 25 June 1991.
79Ibid.

80Ibid.

8|Warren Bennis and Burt Nanus, Leaders (New York: Harper & Row, 1985), p. 146.
82Capaldini.

83Schwartz, p. 50.

84Hammer, p. 41.

85Bennis, p. 157.

86“Fighting Deadlines and Old Equipment,” NewsInc., May 1991, p. 15.

87Ibid.

88Ibid.

89Ibid.

90McFadden, p. S-2.

9‘Kopenhaver, “Student Media Profile,” p. 13.

92Ibid., p. 14.

49

93Guido H. Stempel, III and Bruce H. Westley, eds, Research Methods in Mass
Communication (Englewood Cliffs: Prentice-Hall, 1981), p. 159.

94Kopenhaver, “Student Media Profile,” p. 14.
95Fink.

96Ibid.

97Stempel, p. 65.

98Derek Rowntree, Statistics Without Tears (New York: Charles Scribner’s Sons, 1981),
p. 150.

99Frank Ragulsky, “A Comparison of Product Costs of College Newspapers” (Ph.D.
dissertation, Oklahoma State University, 1979).

BIBLIOGRAPHY

BIBLIOGRAPHY

American Society of Newspaper Editors, The Next Newspapers. Washington:
American Society of Newspaper Editors, 1988.

Bennis, Warren, and Nanos, Burt. Leaders. New York: Harper & Row, 1985.

Briggs, Richard. “Figuring Your Paper’s Worth.” Free Paper Publisher, May
1991,p.10.

Capaldini, Mark. Poynter Institute for Media Studies, St. Petersburg, Florida.
Interview. 18 Sept. 1989.

Cates, Jo. Poynter Institute for Media Studies, St. Petersburg, Florida.
Interview. 29 Sept. 1989.

Collin, Albert. “Reduce That Traditional Tension Between the Business and
News Side.” Presstime, March 1991, p. 55.

Current, Ron. The Chesterfield Review, Michigan. 25 June 1991.
“Division Evaluations.” AEJMC News, May 1989. p. 8.

Fielder, Ginny. Poynter Institute for Media Studies, St. Petersburg, Florida.
Interview. 28 Sept. 1989

“Fighting Deadlines and Old Equipment.” NewsInc., May 1991, pp. 14-15.

Fink, Conrad. Poynter Institute for Media Studies, St. Petersburg, Florida.
Interview. 22 Sept. 1989.

Furchgott, Roy. “Community Action.” Mediaweek, May 6, 1991, p. N2.

Genovese, Margaret. “Campus Press.” Presstime, December 1984, pp. 6-7.

Green, Nancy. Paladium Item, Richmond, Indiana. Interview.49 13 July 1989.

51

Griggs, Robyn. “Wall St. Junior.” Mediaweek, Feb. 25, 1991, pp. 1-2.

Hammer, Joshua et al. “Pages and Pages of Pain.” Newsweek, May 27, 1991,
pp. 39-41.

Ingelhart, Louis E. Freedom for the College Student Press. Westport:
Greenwood Press, 1979.

Jaudon, Kim. “Newspapers Go the Independent Route.” Scholastic Editor,
September 1981, pp. 14-17.

Kopenhaver, Lillian Lodge, and Spielberger, Ron. “Are Independent College
Papers Really Independent?” College Media Review, Spring 1989, p. 5-7.

Kopenhaver, Lillian Lodge, and Spielberger, Ronald E. “Student Media.”
College Media Review, Fall 1984, pp. 4-8.

Kopenhaver, Lillian Lodge, and Spielberger, Ronald E. “Student Media
Profile.” College Media Review, Spring-Summer 1987, pp. 13-17.

Kraft, Susan. “College Newspapers Score High-Grade Readers.” American
Demographics, June 1991, p. 53.

Levy, Joseph R. “Advertising Basics for College Newspapers.” Community
College Journalist, Winter 1989, p. 9.

McDermott, Michael. “Full Court Press.” Mediaweek, May 6, 1991,
pp. N4-N5.

McFadden, Maureen. “Campus Newspapers Echo Reality.” Advertising Age,
Feb. 2, 1987, p. S-2.

“Marketing on the Campus.” US News & World Report, May 5, 1986, p. 44.

Martinson, David L., and Ryan, Michael. “The Adviser’s Role.” College
Media Review, Summer 1986, pp. 8-12.

Nelson, David. “Give Me Liberty and Give Me Debts.” College Media Review,
Spring 1989, PP. 8-10.

Newsom, D. Earl. The Newspaper. Englewood Cliffs: Prentice-Hall, 1981.

52

Newspaper Advertising Bureau. Readers: How To Gain and Retain Them. New York:
Newspaper Advertising Bureau, 1989.

Pohlman, Paul. Poynter Institute for Media Studies, St. Petersburg, Florida.
Interview. 13 May 1991.

Rankin, W. Parkman. The Practice of Newspaper Management. New York:
Praeger Publishers, 1986.

Ragulsky, Frank. “A Comparison of Product Costs of College Newspapers.”
Ph.D. dissertation, Oklahoma State University, 1979.

Rowntree, Derek. Statistics Without Tears. New York: Charles Scribner’s Sons,
1981.

Ryder, Tom. “Micro Marketing.” Folio, April 1990, p. 47.

Schwartz, Joe, and Exter, Thomas. “The News From Here.” Newsweek, May
27,1991,p.41.

Stempel, Guido H. 111, and Westley, Bruce H., eds. Research Methods in Mass
Communication. Englewood Cliffs: Prentice-Hall, 1981.

Swartzell, Al. Michigan State University, East Lansing, Michigan. Interview.
17 Aug. 1988.

General references

American Society of Newspaper Editors. Constructing the Future.
Washington: American Society of Newspaper Editors, 1989.

Brachter, Marge. Poynter Institute for Media Studies, St. Petersburg, Florida.
Interview. 15 Aug. 1989.

Campbell, Sue. “Yo, Kids! Read This.” WJR, June 1991. pp. 27-29.

Click, J. William. Governing College Student Publications. Ohio: National
Council of College Publications Advisers, 1980.

53

DeLuca, Arnold A. Advertising Salesmanship. Wheaten: Dynamo
International, 1991.

Gersh, Debra. “More Students Studying Advertising Than Ever Before.”
Editor & Publisher, Jan. 23, 1988, p. 45.

Kopenhaver, Lillian. Florida International University, North Miami, Florida.
Interview. 13 July 1988.

Manly, Lorne. “The Teen Dream.” Mediaweek, July 22, 1991, pp. 26-27.

Nelson, David. “Making the Most of Your College Paper.” Educator, Spring
1988, pp. 39—41.

Nelson, David. Purdue University, West Lafayette, Indiana. Interview. 12 July
1988.

Rolnicki, Tom. Associated Collegiate Press, Minneapolis, Minnesota.

Interview.sr 12 July 1988.

Spielberger, Ronald. Memphis State University, Memphis, Tennessee.
Interview. 13 July 1988.

Stein, M.L. “Journalism School Debate.” Editor & Publisher, Jan. 23, 1988,
pp. 16 and 45.

Student Press Law Center. Law of the Student Press. Student Press Law
Center, 1985.

APPENDIX

Survey/College Newspapers

By Tom Stanton

Graduate Student at Michigan State University
do The Voice Newspapers

P0 80:760, New Baltimore, MI 48047

1. Your Name

 

. 2. Title 3. School

 

tHwnnnystudentsareenrolledattheoollege?

L2. less than 5,000 1i 5.000-9,999 4,8, 10.000199” 2]. 20.000-29.999

1.: 30,000-39.999 £40,000 and over

5. What is the circulation (paid and free oomliined) of the newspaper?

1_Q_ Less than 5.000 335,000-9999 1&10,000-14.999 £15,000 and over
6. How many days weekly is the newspaper published?

1 Seven 1 Six 4; Five 1_'L Four 1_2_ Three 3_o_ Two 1.9. One
7. What is the format of the newspaper?

7_3_ Tabloid 4.7. Broadsheet _2_ Other ( )

8.Whatwerethenewspaper'sannualgrossrevenuesforthemostreoentfiscalorcalendaryenr?

tiles: than $50,000 1155000099999 1_1_ 3100000149999
‘2, 3150000199999 3‘_smo.000-499.000 2135000009999»
13. Over $1 million

9.110whavegrossrevenuachangedovertheprevionsyear?

213-69: 217-109: 1111-199: 7_Overm%

Revemiesincreesedby zilessthanyb
OR

Revenuetdecreasedby ilessthan3‘b 3,34% 17-10% 111-199: °__Over20%

55

10. Whatpaommgeofgrossmenu-doaenehdthetoflowingmnnibutemthenewspaper?

National Advertia'ng 4_,Iaess than 1% 311.7% 338.14% Lars-29% {930% and up
Local Advertising °_Ltnt than 1% 3_1-7% Lit-14% Bis-29% 230% and up
OassifiedAdvei-tising 11mm 1% 411.7% 218-14% 1315-299: L30% andup
Circulation 7111:: than 1% Zip-1% 4_3.i4% 2_15-29% ‘_30% and up

4 3 .
Student Activity Fees _1.tnt than 1% 111.7% 1lit-14% 1firs-2991. 330% and up

6 6 9 .
College Supplement _Lcss than 1% _i-7% 2_s.14% 4_15-29% 6_30% and up
(Flat fee notn administration)
Donations 83.1.5: than 1% 1_1-7% 0_8-14% 0_15-29% 0_30% and up
otnotr ) 211.“: than 1% 111.7% 2_s-14% 3_15-29% 5__30% and up

 

11. D06 the newspaper have surplus funds -- money or investments not earmarked?

6 3_ Yes 58_No
12. 11" YES, how much?
ILLess than510,(XX) 22_310.00049.000 11350000249000
23250000499999 35500300749900 3750.000 andover

13. Does the newspaper pay market-value rent or own its ofl'ioe space?

21m 95 No

14.Doeathe newspaperownorlenseproductionequipment (suchastypesetting machines andlasel'print-
«shutududlngwordprmsnhatalhwsitmpmduoeamua-radypagehyouts?

1_1_8Yes S No

15.1sthenewspaperprintedonitsownpress?

8_Yes ‘ limo

16. In the past two years, has the newspaper purchased or leased production or printing equipment?

9 7Yes 2_5No

17.ni’YES,hownmchhuitoost?

Leonor $3.000 1153,0005999 23600069999 £§0votsronoo

18. Checkallofthestatemartsthatdesan’bethestr'uchireofthenewspaper.
fiSnidents receive college credit for working on the newspaper.
33A faculty member manages the newspaper.
5_§A non-student. non-faculty professional manages the newspaper.
51A paid student manages the newspaper.
13M unpaid student manages the newspaper.
13A governing body manages -- not just sets policy for -— the newspaper.
Lol'he newspaper is incorporated.

19. IF A NON-STUDENT, NON-FACULTY PROFESSIONAL manages the newspaper, how long has that
person been in the podtion?

LIwMasemester/quarter lOmsemesu/quartertooneyear

2§Overonebutle33thanthreeyears gZOvertlueeyears

20. Who supervises the advertising department?
LZA student volunteer 2A student employee EA faculty member

15A non-student, non-faculty professional _1_Other L )

 

ZLHowlonghasthatpersonsuperviaedtheadveI-tisingdeparnnent?
zllesmanasunesmrlquarter 3L0nesemestedquartermoneyear

0
3iOveronebutleesthantln'eeyears :Ovu'threeyears

57

22. IF THAT PERSON IS PAID, what is the range of pay (including salary and commission),
alculated annually?

“Jess than $10,000 11,510.000—19999 2852030049999
11 330,000-39999 4_S4O.000-49,999 __3 Over $50,000
Zlflastheadvertisingsupervisorhadrelatedexperience with anyothereommereialnewspaper?
_4_Z’Yes 71 No
24. Who sells advertising for the newspaper (check all that apply)?
ifljmdcnt Volunteer 1 03.3mm Employee LFaculty
1iNott-sttttiont, non-faculty professional iotnotr i

25. How are ad sales persons compensated (check all that apply)?

1 1_ With college credit 1 iHourly pay 3_1_Salary 1 Mon

26. On the average, ad sales persons work for the newspaper . . .

2_Leesthanasemester/quarter 5.10m semester/qumbutlessthanoneyear
6,2_otrtttottoiitttiotstrinntrttntyeant internment-mote

2‘7. Howareads sales person trained (check all that apply)?
9_1_Byotherstaffmembers
1Biytheadvertisingsupervisor
3Laymdanonatptoiotsionaimm
4iThtoughin-servicewa'kshops
6_No formal training offered
9.06:“ 1

2&Most displayadvertisingthatappearsinthenewspapercomesasaresnltofwhichofthefollowing:
1.2,Adagericysabs10lConmcnmdebyadsalespex-sonsumenewspaper

46_Businesses calling the newspaper 3_Other( 1

N T

nICHtcA s are UNIV. LIBRARIES
llllllllllllllll llllllllllllllllllllllllllll
312 019269839

   

$33