Harvard Case - Schibsted (A): Should We Launch "20 Minutes"?
"Schibsted (A): Should We Launch "20 Minutes"?" Harvard business case study is written by Jean-Louis Schaan, Jordan Mitchell. It deals with the challenges in the field of General Management. The case study is 20 page(s) long and it was first published on : Nov 21, 2007
At Fern Fort University, we recommend that Schibsted proceed with caution in launching "20 Minutes" in Norway. While the concept holds potential, a thorough evaluation of the Norwegian market, competitor landscape, and potential risks is crucial before committing to a full launch. Schibsted should prioritize a phased approach, starting with a pilot program in a specific region to test the viability of the concept and gather valuable data before making a definitive decision on a nationwide rollout.
2. Background
Schibsted, a leading European media and classifieds company, is considering launching '20 Minutes,' a free, tabloid-style newspaper, in Norway. The company seeks to capitalize on the success of similar models in other European countries, particularly France, where '20 Minutes' has achieved significant readership and advertising revenue. However, the Norwegian market presents unique challenges, including a well-established media landscape, a high penetration of online news consumption, and a potential for cannibalization of existing Schibsted properties.
The main protagonists in this case are:
- Rune Ottosen: CEO of Schibsted Norway, who is tasked with evaluating the potential of '20 Minutes' and making a decision on its launch.
- The Schibsted Norway Management Team: Responsible for providing input and expertise on the feasibility of the project, considering its impact on existing operations and resources.
- The '20 Minutes' Team: A dedicated team within Schibsted responsible for developing the concept and strategy for the Norwegian launch.
3. Analysis of the Case Study
To evaluate the viability of '20 Minutes' in Norway, we employ a framework that considers both internal and external factors:
Internal Analysis:
- Strengths: Schibsted's strong brand recognition, established distribution network, and existing advertising relationships could be leveraged for '20 Minutes.' The company has a proven track record in media and digital products, providing valuable experience in content creation, marketing, and technology.
- Weaknesses: The potential for cannibalization of existing Schibsted properties, such as Aftenposten, is a significant concern. The company's current focus on digital platforms may create a conflict with the traditional print format of '20 Minutes.'
- Opportunities: '20 Minutes' could attract a younger demographic and expand Schibsted's reach into new markets. The free distribution model could potentially increase readership and advertising revenue.
- Threats: Competition from established free newspapers, online news sources, and social media platforms could limit '20 Minutes' market share. The declining readership of print media poses a long-term threat to the viability of the concept.
External Analysis:
- Porter's Five Forces:
- Threat of New Entrants: The barrier to entry for free newspapers is relatively low, increasing the threat of new competitors.
- Bargaining Power of Buyers: Readers have numerous free alternatives, giving them significant bargaining power.
- Bargaining Power of Suppliers: The power of suppliers, such as paper manufacturers and printing companies, is moderate.
- Threat of Substitute Products: Online news sources and social media platforms provide strong substitutes for print media.
- Competitive Rivalry: The Norwegian media market is highly competitive, with established players and emerging online platforms vying for market share.
Market Analysis:
- Market Size & Growth: The Norwegian media market is relatively small, with limited potential for significant growth in print media.
- Target Audience: '20 Minutes' is targeted at a younger, urban demographic, which may not be as receptive to traditional print media.
- Advertising Potential: The potential for advertising revenue is dependent on the ability to attract advertisers and offer competitive pricing.
Financial Analysis:
- Cost Structure: The free distribution model requires significant upfront investment in printing and distribution, potentially impacting profitability.
- Revenue Generation: Advertising revenue is the primary source of income, making '20 Minutes' highly reliant on advertiser demand.
- Return on Investment: The projected return on investment needs to be carefully evaluated, considering the potential risks and uncertainties.
4. Recommendations
- Pilot Program: Launch '20 Minutes' as a pilot program in a specific region of Norway, such as Oslo. This will allow Schibsted to test the concept, gather data on readership, advertising response, and potential cannibalization of existing properties.
- Targeted Marketing: Develop a targeted marketing campaign focused on the desired audience, emphasizing the unique features and benefits of '20 Minutes.' Utilize digital channels and social media to reach younger demographics.
- Content Strategy: Create engaging and relevant content that resonates with the target audience. Consider incorporating local news, entertainment, and lifestyle features to differentiate '20 Minutes' from existing media options.
- Partnerships: Explore partnerships with local businesses and organizations to offer advertising opportunities and increase visibility.
- Continuous Monitoring: Monitor key performance indicators (KPIs) such as readership, advertising revenue, and website traffic to assess the success of the pilot program.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The pilot program allows Schibsted to leverage its existing core competencies in media and digital products while minimizing the risk of cannibalizing existing properties.
- External Customers and Internal Clients: The targeted marketing strategy aims to attract the desired audience, while the content strategy seeks to meet their needs and preferences. The pilot program provides valuable feedback from both external customers and internal clients.
- Competitors: The pilot program allows Schibsted to assess the competitive landscape and adjust its strategy accordingly. The targeted marketing and content strategy aim to differentiate '20 Minutes' from existing competitors.
- Attractiveness: The pilot program allows for a cost-effective approach to testing the viability of '20 Minutes.' The projected return on investment will be carefully evaluated based on the results of the pilot program.
6. Conclusion
While the potential benefits of '20 Minutes' are evident, the risks and uncertainties associated with the Norwegian market require a cautious approach. A phased approach, starting with a pilot program, allows Schibsted to gather valuable data and make a more informed decision on the future of '20 Minutes' in Norway.
7. Discussion
Alternatives:
- Full Launch: A full launch of '20 Minutes' in Norway carries a higher risk of failure and potential cannibalization of existing properties.
- Abandoning the Concept: Abandoning the concept altogether would miss out on potential opportunities but would also avoid significant financial investment.
Risks and Key Assumptions:
- Cannibalization of Existing Properties: The pilot program will provide valuable data on the extent of cannibalization of existing Schibsted properties.
- Advertising Revenue: The ability to attract advertisers and generate sufficient advertising revenue is crucial to the success of '20 Minutes.'
- Market Acceptance: The Norwegian market may not be receptive to a free tabloid-style newspaper, potentially limiting readership and advertising revenue.
8. Next Steps
- Develop a Pilot Program Plan: Define the scope, budget, and timeline for the pilot program.
- Select a Pilot Region: Identify a suitable region in Norway for the pilot program, considering demographics, media consumption patterns, and competitive landscape.
- Develop Marketing and Content Strategies: Create specific marketing and content strategies tailored to the pilot region and target audience.
- Establish Key Performance Indicators (KPIs): Define the KPIs to monitor the success of the pilot program, including readership, advertising revenue, and website traffic.
- Implement the Pilot Program: Launch the pilot program and gather data on its performance.
- Analyze Results and Make a Decision: Evaluate the results of the pilot program and make a decision on the future of '20 Minutes' in Norway.
This phased approach allows Schibsted to mitigate risks, gather valuable data, and make a more informed decision on the future of '20 Minutes' in Norway.
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Case Description
The executive vice-president of newspapers for Schibsted was about to meet with his colleagues to discuss the company's plan to release an internally developed free daily newspaper concept called 20 Minutes. Over the past couple of years, Schibsted's executive team had kept a watchful eye on the free newspaper industry, which was enjoying tremendous popularity. Earlier in the year, Schibsted had launched Avis 1, a free paper with direct delivery to homes in Oslo, Norway. Looking to expand beyond their home country of Norway, Schibsted's executives had developed a proposal to simultaneously launch 20 Minutes in Zurich, Switzerland, and Cologne, Germany. The executive vice-president of newspapers and his colleagues were scheduled to present this recommendation to Schibsted's board of directors within a month. They were in the midst of preparing a financial and strategic analysis, since they were certain the board of directors would ask some tough questions. The supplemental case Schibsted (B): Should We Start Up "20 Minutes Cologne" Again?, describes the events folllowing.
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