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Photo Caption: Amanda Rottier, Senior Vice President & Head of Growth, CNN
The way people choose how and when to get their news continues to change—rapidly and often unpredictably—with the introduction and adoption of new technology. Audiences are consuming more information than ever before and are accessing news in unexpected ways and places. Gone are the days when people exclusively got their news by sitting down for the nightly broadcast or reading the morning paper. Today’s audiences seek diverse news, opinion, information, and storytelling that align with their interests, passions, and daily habits.
There is near-universal acceptance within the industry that, in an era marked by news avoidance, misinformation, and intense competition for attention, news organizations must work even harder to earn and retain the trust and loyalty of their audiences. Upholding core journalistic principles, delivering high-quality content, and producing distinctive, impactful journalism are all essential to building and sustaining an audience. Increasingly, however, the adoption of direct-to-consumer (DTC) strategies is becoming a critical component in fostering that loyalty, trust, and engagement.
Too often, DTC is viewed narrowly through a financial lens, with streaming platforms and paywalls seen primarily as ways to offset declines in traditional revenue streams. But the shifting economics of news is only part of the story. Direct-to-consumer strategies offer far more than an alternative business model—they enable news organizations to thrive in a fragmented media environment by deepening their relationships with audiences who opt in to a more personalized and meaningful news experience.
In my experience, implementing a direct-to-consumer strategy means embracing a symbiotic relationship between publisher and consumer. Media organizations rely on engaged audiences to support DTC models, and those models, in turn, incentivize the creation of better experiences—experiences that foster greater loyalty and deeper engagement. I saw this firsthand in my previous roles, most recently at The New York Times. Now, at CNN, we’re focused on building direct, paying relationships with our audience by offering products and content they love—content that drives regular engagement, taps into daily interests, and is worth paying for.
We already offer newsletters and podcasts that attract dedicated subscribers. Last October, we introduced a subscription offering on CNN.com, giving U.S. users unlimited access to all of our journalism plus exclusive features. Building on this momentum, we recently announced the launch of a new CNN streaming product, coming this fall. It will include live channels, catch-up features, and video on demand—available first in the U.S., with plans to expand internationally across our mobile app, connected TV apps, and CNN.com. We’ve also unveiled plans for CNN Weather, our first standalone digital lifestyle product.
This strategy is rooted in a deep understanding of our audience and their needs. With a focus on testing and learning, we use first-party data and real-time insights to tailor our offerings to audience behavior and preferences. Crucial to launching more standalone products is our ability—and willingness—to apply lessons learned across our full suite of products and services. For example, our CNN.com subscription offering revealed that users expect premium, differentiated content that serves a specific need. This insight is now central to our planning for future digital experiences.
In addition to recognizing the symbiotic relationship between publisher and audience, news organizations must also consider another key stakeholder when implementing DTC strategies: commercial partners. Direct relationships with engaged audiences provide greater opportunities for advertisers through enhanced targeting and increased relevance. Done thoughtfully, DTC strategies can complement rather than compromise advertising models—provided products are built with smart, user-centric advertising that adds to the overall experience.
The greatest challenge, in my view, is cultural. Transitioning from a primarily ad-supported model to a direct-to-consumer business requires new skill sets across the organization. While news organizations have been innovative in areas like technology and content formats, they can be inherently risk-averse in other respects—rightly so, given the diligence required in journalistic output. But terms like “test and learn” and “safe to fail,” while rare in the newsroom, are vital when developing new products and services. Embracing this mindset is essential to building and sustaining audience engagement in the years ahead.
