There are three parts to our strategy:
1) First and foremost, we aim to be the best news destination in the world.
The foundation of both our mission and business is providing the most authoritative coverage of the most important and interesting stories. This coverage is general interest, meaning it’s crafted for a broad audience. It is also multimedia, thoughtfully employing every major storytelling format — articles, newsletters, photography, interactive graphics, data visualization, audio, video and events — to best serve our audience. Ours is a report of unmatched breadth, authority, creativity and excellence, produced with unwavering commitment to independence and integrity. In an increasingly untrustworthy information environment, we expect that all these qualities will become increasingly valuable to readers.
News isn’t monolithic for us. Rather, we cover the world in a variety of ways that help readers.
- Expert beat reporting that allows readers to stay abreast of important subjects and storylines: The Times offers reporters the time and space to go deep on a single topic, from public health to religion to architecture and from the Pentagon to Hollywood to Wall Street. Beat reporting also includes our dozens of national and international bureaus, where correspondents are steeped in the communities they cover. This is perhaps the most important thing we do. Grounded in the expertise and deep reporting of our journalists, our beat coverage provides authority that enriches the whole report.
- Breaking news that doesn’t sacrifice quality for speed: We provide fast, trustworthy and useful information and context as stories unfold. This has always been important, but we’ve been expanding and modernizing our breaking news operation with Live. That’s because we believe we can add real value as an alternative to cable news and social media, where speculation and punditry often overwhelm facts. Breaking news reporting is a vital service in moments when large numbers of people are searching for answers.
- Signature enterprise that reveals important truths: We produce resource- and time-intensive journalism. This journalism exposes problems, holds power to account and demands the public’s attention. We’ve significantly increased our investment in these types of projects, with signature journalism now produced in every major format and across a wide range of desks, including a record amount of investigative reporting. In addition to its important societal role, enterprise journalism adds distinctiveness to our report by offering readers journalism they can’t find anywhere else.
- Commentary and criticism that help readers interpret the world: We provide ideas-based commentary and criticism to help readers develop and challenge their own views on important subjects. This work of exploring and analyzing the ideas and forces shaping the world is anchored to Opinion, but it’s also central to the mission of our magazines, Book Review and cultural coverage. This type of interpretive journalism helps readers make sense of the moment by providing voices they trust and voices that challenge.
Our goal is for all this news journalism to cohere into an experience that is far more than the sum of its parts — more trusted, efficient and revealing for people trying to make sense of issues and events than that of any other publisher or platform.
2) We intend to become even more valuable to people by helping them make the most of their lives and engage with their passions.
We do much more than cover the news. We provide cultural and lifestyle coverage that helps readers explore the worlds of art, fashion, food and literature. We help them decide what to read or watch, what music to listen to, what restaurant to try. And we provide trusted guidance to help people make everyday decisions, whether it’s how to stay healthy, what to cook or how to be a better parent.
Long before the internet, The Times bundled news with a wide range of other valuable information. This included cultural criticism and lifestyle guidance as well as a stream of useful features such as weather forecasts, weekly recipes, daily TV listings, sports scores and stock tables. We are confident that The Times can continue to play a similarly broad and helpful role in readers’ lives in this era as well.
Our culture and lifestyle coverage is designed to serve our general interest audience and live within our core news experience. It helps people keep their finger on the pulse of society, from movie reviews, to profiles of tastemakers, to features like Modern Love and Diary of a Song, to explorations of the changing worlds of art, fashion, food, and literature.
We also provide trusted guidance to help people make everyday decisions, from longstanding service journalism efforts such as Well, to our Watching newsletter, to Opinion’s “Where Should You Live” project.
In recent years, we’ve expanded how we serve specific interests with dedicated passion products. Through Cooking, Games, Wirecutter and now The Athletic, we offer destinations designed to help people make dinner, exercise their brains, make the most of their shopping dollars and keep up with their favorite sports teams.
The key to our success in these passion products is that the editorial must be best in class — whether it’s a recipe, puzzle, product recommendation or N.F.L. draft analysis — and we must also provide the best experience for finding and using it. Readers of these products expect the same thing they expect of all Times journalism: it must be original, authoritative and trustworthy. But unlike general interest coverage, those who use our passion projects also expect more content with a higher level of detail and nuance.
3) We aim to create a more expansive and connected product experience that helps people engage with everything The New York Times offers.
We don’t want to just produce the best journalism — we want to offer such a useful and compelling experience that we become a daily destination for curious people seeking to understand and engage with the world.
We know that those who turn to us for more of their needs are more likely to subscribe, use our products regularly and develop lifelong relationships. So, even as we continue to invest in our journalism and content across our products, much of our growth will come from better guiding readers through all that we offer, showcasing our enormous value.
Accomplishing that will require us to unlock more of the value we already produce through better editorial programming, packaging, product navigation and more. Our core product, The New York Times app, will be the best place in the world to experience news, and it will also be the gateway to everything else we offer. But we’ll use all our products and entry points to introduce people to the whole of what we do. Some readers may come for news, but they’ll stay for The Athletic or Wordle. Others may come for Cooking, but stay for news. The strength of our offerings — and how they’re connected — means that we can be essential in a different way to each person.
To do this, we need a connected family of products that seamlessly operate together. We will design our products to make it easier for readers and subscribers to move fluidly across them, and so that the more someone uses them, the better the experience becomes. To help us achieve that, we will continue to advance our underlying technology and capabilities, including platforms such as publishing, commerce and identity, which power all our products.
And we will more broadly promote a single, high-value New York Times digital bundle, one that includes full access to multiple products in one subscription. We’ll continue to offer stand-alone product subscriptions to attract the widest audience. But by focusing on the bundle, we believe we can provide the most value to our readers and, in turn, retain them and give people multiple reasons to engage with us every day. In short, we see the bundle as the best opportunity to develop lifelong relationships.
As we refine our product experience and increase the number of subscribers, we will focus on deepening our relationships with them. That means creating a superior experience for subscribers — especially in the app — and offering expanded benefits that only come with paying, such as subscriber-only newsletters. We want to make a subscription to The Times so engaging and useful that it’s too valuable to give up.
We also aim to continue to grow our nonpaying audience to extend the impact of our journalism and introduce new readers to our work. Today, we reach an overall audience that’s nearly as large as those of the biggest free news outlets. We’ll continue to invest in products such as “The Daily,” The Morning and our homepage, nytimes.com, which reach millions of people every day. These help new audiences begin to develop a relationship with The Times and learn how our journalism is different from what they’ll find elsewhere.
Even as we increase our nonpaying audience, we believe strongly that our journalism is something of value and worth paying for. The public would not have the information it needs without news organizations, including The Times, undertaking expensive, time-consuming, subscriber-funded work.
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Our Strategy - The New York Times Company
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