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• Case | HBS Case Collection | 2013 (Revised from original 2012 version)

  The New York Times Paywall

  Vineet Kumar, Bharat Anand, Sunil Gupta and Felix Oberholzer-Gee

  On March 28, 2011, The New York Times website became a restricted site where most of the content was protected behind a "paywall." Users who exceeded the limit of 20 free articles per month were required to pay for either a digital or print subscription. The newspaper industry had been suffering from revenue declines over the past decade, and the transition to digital media was difficult to navigate. Revenues from online advertising were not sufficient to replace the loss of print revenue, and many publishers had explored charging readers for content, with mixed success, where specialized sources like The Wall Street Journal were successfully using the model, but several other general news sites had failed. Newspapers and content creators in general were very interested in understanding whether transitioning to the paywall at the most popular news website would succeed, and whether it could become a blueprint for future success as a sustainable business model. There were several difficult issues to examine in determining the digital strategy for The Times. Would consumers remain as engaged with a site protected by a paywall? Would advertisers react positively to such a move that walled off readers? Would readers value both the print and digital versions of the content, or would it become necessary to create new content? The Times had several choices in designing the paywall, including determining the digital content, pricing, as well as how to interface with readers of secondary news websites like blogs that posted links to news articles. Should they design a "leaky" paywall where determined users could easily slip through, or a "bulletproof" paywall like the Financial Times had done, where users had to pay before they could access any content? What choices would provide the foundation for a successful business model?

  Keywords: Newspapers; Strategy; Journalism and News Industry; Publishing Industry;

  Citation:

  Kumar, Vineet, Bharat Anand, Sunil Gupta, and Felix Oberholzer-Gee. "The New York Times Paywall." Harvard Business School Case 512-077, January 2013. (Revised from original February 2012 version.)

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• Teaching Note | HBS Case Collection | 2012 (Revised from original 2012 version)

  The New York Times Paywall (TN)

  Vineet Kumar and Sunil Gupta

  Citation:

  Kumar, Vineet, and Sunil Gupta. "The New York Times Paywall (TN)." Harvard Business School Teaching Note 512-099, November 2012. (Revised from original June 2012 version.)

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• Case | HBS Case Collection | 2012 (Revised from original 2011 version)

  Healthymagination at GE Healthcare Systems

  Vineet Kumar and V. Kasturi Rangan

  Jeff Immelt, the CEO of GE, introduced a new innovation strategy named "healthymagination" in 2009. With cost, quality, and access as its three pillars, healthymagination ensures a strong focus for new product introduction efforts all around GE. But will this focus enable GE to achieve and maintain market leadership across a healthcare market that is being buffeted by strong currents, including cost pressures, changes in chronic disease patterns, and rationalization of buyer behavior? Moreover, healthcare spending is also increasing in emerging economies, which could provide a strong growth engine for the future. Tom Gentile, the CEO of GE Healthcare Systems (GEHS), a key player in the Medical Imaging market, wonders how the innovation strategy might respond to these changes. GE has historically been a technology leader, selling the most advanced equipment to a variety of medical establishments. Will a complete shift to healthymagination allow GE to demonstrate strong organic growth through innovation, as Immelt had charged executives at GE?

  Keywords: Innovation and Invention; Product Marketing; Marketing Strategy; Medical Devices and Supplies Industry; Health Industry;

  Citation:

  Kumar, Vineet, and V. Kasturi Rangan. "Healthymagination at GE Healthcare Systems." Harvard Business School Case 512-039, August 2012. (Revised from original November 2011 version.)

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