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I address today's post to those who work in nonprofits, but most especially museums. Still, I think many cultural institutions and businesses would benefit from taking a closer look at the decline of the American newspaper.
Those of you who know me well know that my husband is an all-around, old-time, self-described "newspaperman." He's done writing, editing, photography, graphic design, web design, telepimping (coordinating a newspaper's classified-ad and voicemail-based dating service), and anything having to do with "putting the paper to bed"—that is, getting it to the printer. And in fact, we met ten years ago when I was (briefly) a reporter and he was production manager of a thriving community newspaper. So there's a special place in my heart for the American newspaper, and especially the small, independent, scrappy community newspaper.
But there's also a place in my heart for—and a good deal of my brain dedicated to—museums of all stripes. And since both museums and newspapers are community institutions that aim to inform, advise, and entertain, there are some lessons—cautionary tales, really—museums can learn from the death spiral of newspapers. Much of what I say here is basic business common sense, but the decline of the newspaper industry gives us an opportunity to check in with our institutions and brainstorm new opportunities. Here, then, is my advice:
1. Even in a new media age, don't water down your original product. For newspapers, the crumbling of their product began several years ago with newspapers trimming the width of their pages, and then the decline snowballed with fewer comic strips and stock listings, consolidation of sections (e.g. business with regional or metropolitan sections), then the removal of certain sections on some days of the week (e.g. no more features sections—bye-bye, Home & Garden—on Tuesdays). It's been a death spiral: advertising declined; printing and paper costs rose; newspapers decreased in breadth and depth (literally and metaphorically); people unsubscribed; advertisers saw smaller circulation numbers and pulled their ads; repeat cycle. Now, whether this product needs to be delivered on paper is debatable, but newspapers needed to find a way to get their content—in whatever form—in front of people without decreasing its quantity or quality. Don't let the apparent value of your product decline, even if that product morphs into a new medium. Remember, "rich media" doesn't guarantee an enriching experience.
For museums, this means thinking not just about mission, but about what products exactly your primary audience enjoys. Hands-on exhibits? Outreach programs? Tours of a garden or arboretum? Classes? Historical reenactment? In an economic downturn, museum visitorship frequently increases. Which of these programs will you expand, and how will you know which to increase? What opportunities will people have to continue their experience and learning after their visit? As you ask yourself what to build upon, consider this reflection on newspapers from the American Journalism Review:
One of the rules of thumb for coping with substitute technology is to narrow your focus to the area that is the least vulnerable to substitution. Michael Porter included it in his list of six strategies in his book "Competitive Advantage: Creating and Sustaining Superior Performance." The railroads survived the threat from trucks on Interstate highways and airlines by focusing on the one thing they could still do better: moving bulk cargo across long distances.
What service supplied by newspapers is the least vulnerable?
I still believe that a newspaper's most important product, the product least vulnerable to substitution, is community influence. It gains this influence by being the trusted source for locally produced news, analysis and investigative reporting about public affairs. This influence makes it more attractive to advertisers.
By news, I don't mean stenographic coverage of public meetings, channeling press releases or listing unanalyzed collections of facts. The old hunter-gatherer model of journalism is no longer sufficient. Now that information is so plentiful, we don't need new information so much as help in processing what's already available. Just as the development of modern agriculture led to a demand for varieties of processed food, the information age has created a demand for processed information. We need someone to put it into context, give it theoretical framing and suggest ways to act on it.
Replace "newspapers" and "journalism" with "museums" and "exhibition development," and you have some new food for thought.
2. Keep your product in front of your customers. Make "getting together" with your customers at regular intervals a habit. (For newspapers, this meant











