When planning the redesign¹ we realized that our features are great for readers looking for “lean back” reading, but what about when they were on the subway killing time? Or just looking for a tiny five-minute break between tasks? Instead, we thought of each reader as multiple people all with difference needs and “reading states.” As more devices are created, the “reading states” of readers will multiply and savvy publishers will rush and meet them with different types of content.

Some of these content types, like events, result in revenue. Others, like email newsletters, result in reader retention which assure the reader visits your universe often. Each part of your universe should cater to the reader depending on their available reading time or attention span. Some common components of a publication universe, in order from least attention to most attention:

• Killing time: social media, Twitter curation
• Passive consumption: podcast
• The morning commute: blog content
• Lunch break reading: features
• Lean back reading: long form content, ebooks, “bespoke” content, Kindle singles, subcompact publishing
• Time shifted: email newsletters, long form content (w/ Pocket or Instapaper)
• Multi-day commitment: classes, lectures, educational materials, article packages
• In person: events

The goal of the modern editor is to pull a reader somewhere into the “universe” of options and then facilitate the frequent browsing between each format. As editors we need to make our readers comfortable, whether they are killing time in an elevator or sitting down for some Sunday evening reading on their iPad.

Think of how A List Apart recently added a blog to its long form features. Think of Daring Fireball’s podcast, link posts, and columns. Think of the Atlantic’s short form Atlantic Wire, feature stories, and events. Think of Fast Company’s Co.Create blog, magazine features, and conferences. Each of these meets a reader in several “reading states” and then shepherds them through the entire universe.

Writers and reporters don’t need to be experts in all parts of the universe but they need to be able to produce content for each component. They need to keep a watchful eye on analytics and adjust the editorial offerings according to the changing habits of readers.²

On the editorial side, it’s fun to flex writing muscles for each aspect of the universe. From a business perspective, sponsors love packages that include every aspect of the reader experience.

The most successful publications, both independent and corporate-owned, race to own several reader states with quality content. At 99U, our goal is to offer insights to creatives no matter the medium. We chose to focus on a given mission, and are building tools and platforms around that mission to give our readers quality experiences.³

Carve out a niche, then build a universe.

1. Some of which happened before I arrived at Behance in September 2012.
2. We noticed that our pageviews per visit was between 1-2, mobile adoption was at 25 percent and growing quickly, and time on site pushed four minutes. We had people on mobile devices willing to read our content with the time to poke around. Thus: Workbook.
3. Having the world’s most kick-ass design and development team at Behance, doesn’t hurt, either.

It’s a 41-page ebook titled “Hacking PR: A complete guide to PR for bootstrapped startups.” You can see the sales page here and buy it directly here (use the code “SBBLOG” for 33% off). As a bonus, the book comes with three audio interviews with Buffer’s Leo Widrich, Silicon Florist’s Rick Turoczy, and RJ Meterics’ Robert Moore.

“Hacking PR” isn’t meant for funded startups or grizzled vets with a handful of launches under their belts. It’s meant for the first-timers, those who have never interacted with the media before. It’s meant to level the playing field and help interesting startups get the coverage they deserve by building authentic relationships with the media.

Startups can waste hours and burn bridges with sub par (and often awkward) pitches, or they can read a 40-page book and be ahead of nearly all the startups I saw pitch me.

Things covered in the book:

• Exact language to use in your email pitch to ensure you get coverage.
• A two-step formula for nailing any interview with the press.
• More than just “tips” but long-term strategies for building relationships with the press.
• The 10-step checklist to ensure your credibility is established when the media sees your product.
• A journalist’s most common reservations when covering a startup, and how you can squash them.
• How to play the long-term game and outgrow the need for any media coverage.

You can buy the book now by visiting the sales page. Use the code “SBBLOG” to get 33% off. I hope you like it!

My favorite episode so far is Tempest (Episode 1), which was Mark’s first set, where he offers an insight about his anxieties over the creative process with a few mentions of cards that I had in my decks growing up.

Photo stolen from Jodi Gersh. From left: Mackenzie Warren, Jamie Spencer, myself, Christian Renaud, and Mark Katches.

Update: A full video of the session is available here.

In 2006, I was a lowly intern at the Wilmington News Journal, one of Gannett’s larger newspapers. I remember being impressed with leadership at the newspaper but frustrated hearing about the policies from “corporate,” especially when it came to the digital side. Six years later, attending Gannett’s annual editors meeting, I barely recognized the company. I was impressed.

Which is why I was honored to speak on a panel at the meeting with three “media disrupters” to offer the company an outside perspective along with my fellow panelists Christian Renaud, Jaime Spencer, Mark Katches, and moderator Mackenzie Warren. Below is a recap of my suggestions to the room full of editors (and for those interested in the rap version of what I said, old head Ryan Sholin took care of that):

Protect and grow the “passion topics” - Gannett encourages each of its news orgs to carve out a handful of “passion topics” in its communities. The local farming community may be a “passion topic” in the Midwest, but an editor in Detroit might opt for a focus on the auto industry. If a publication can create compelling and useful content that assembles a like-minded audience, they can do all kinds of things to add value to readers’ lives while keeping the news product sustainable. At Technically Philly, we primarily used events.¹ Some publications sell swag, premium content, or membership. However you make money, the first step is always building a community.

A renewed focus on design – I didn’t mention this on stage, but the most apparent way traditional local pubs are falling behind upstarts is design. I learned that Gannett has centralized their design operations across a handful of off-site locations so newsrooms can focus on content. It’s a smart move to gather the design talent in cities that creatives want to live so they can work with and be inspired by their peers. I’d empower these folks to experiment, especially online.

Take resources away from print ad sales and dedicate them to content marketing / sponsored content – We’ve started to see it at Buzzfeed, Gawker, Quartz, and Mashable: traditional journalists leveraging their talent to create content for brands that helps fund the news. Magid VP (and fellow panelist) Jamie Spencer made the point earlier in the conference: brands are throwing all kinds of money at trying to become publishers but are still playing catch-up to the capabilities of traditionally trained and battle-tested writers and journalists. Were I editor, I’d create a portion of my business dedicated to selling and fulfilling this revenue model. I’ve written about this phenomenon before.

Hire curious people – I wouldn’t hire anyone who hasn’t shown digital curiosity. I’d measure this by asking each applicant about their side projects. If a new hire doesn’t have the urge to explore on their own time (when the barriers and stakes are nonexistent) how can I expect them be able to generate new ideas on company time, when the stakes are higher? Another observation from Spencer: If the news business is focused on innovation, why are we still requiring job applicants have previous newsroom experience?

Analysis and context over hard news – I’d mercilessly cut “Dog Bites Man” hard news that wasn’t unique to my local area. It’s notoriously difficult for an upstart local blog to compete with the depth of knowledge that a long-time local reporter has about their beat. As an editor, I’d want to tap into that wherever possible by encouraging my reporters to share their thoughts and analysis.

You have 82 labs – Gannett has 82 news organizations and, according to recent earnings statements, $250 million of cash on hand. That’s 82 markets to experiment, and 82 markets to scale ideas.

Mobile – I was asked where can Gannett get ahead of the curve. My answer: subcompact publishing. In other words, leveraging stripped down mobile publications, push notifications, and a stable of quality writers to dominate the mobile newsstand.

Take complete advantage of “full access model” data- I kept calling it a “paywall.” Gannett likes to call it a “full access model.” Whatever you call it, it has the added benefit of collecting tons of info about subscribers including the reader’s credit card number. Treat news like iTunes: when you have the reader’s payment info saved you can encourage frictionless purchasing of larger “memberships,” meet ups, conferences, and other value-adds that drive revenue.

Ruthlessly encourage idea generation – Require that each newsroom conduct one experiment a month by collecting ideas on a Google Doc. Once a month review the document with staff and decide on a limited experiment to test the idea. Don’t be afraid to pull staff members off of normal roles. Make it a requirement that each idea have some sort of defendable business component, no matter how tenuous.

1. We do the same at 99U, but it’s not locally focused, so not as apt a comparison

On its blog, Unreasonable tells us why we should give a damn, a good model for other socially minded content.