A handful of companies are talking about helping publishers implement next-generation paid-content platforms for their digital properties. One startup is actually doing something about it.
Zuora, a Redwood City, Calif., developer of subscription-based billing and payments software for the technology industry, recently launched Z-Commerce for Media, a platform to help publishing companies implement and manage online subscription models. It says it’s working with two big media customers: GigaOM, the tech publisher that launched its GigaOM Pro subscription service back in May, and Reed Business Information, the large trade publisher, which plans to implement a partial pay wall for Variety early next year.
Test and learn
As publishers struggle to determine the best way to monetize their content online, products such as Z-Commerce for Media are designed to help them find the best fit for their audience without locking them into one method. In this regard, Zuora's software utilizes common test-and-learn principles that brand marketers have used for years.
“Strong marketing organizations are constantly testing messages and products and pricing plans with their customers,” says Zuora CEO Tien Tzuo. “It’s about understanding what your customers are trying to do and what your price sensitivity is. There’s a path of exploration and learning that media companies will have to go through to figure this out.”
Publishers can test various pricing methods for digital content and use the software to make rapid changes in response to various customer metrics, such as conversion rates or churn.
“The tech industry has gotten really good at the ability to iterate quickly with things like agile development,” says Tzuo. “That’s what the media industry needs to do.”
Content-mapping options
The Z-Commerce for Media platform includes content-mapping tools (still in beta) that will enable publishers to segment different types of content behind a pay wall. Through tagging or URL mapping, a publisher can earmark specific content to be gated, such as by publish date (e.g., older than 7 days) or topic (e.g., Op/Ed, Sports & Entertainment).
The Z-Commerce software is based on an open set of APIs (application programming interfaces) that developers can use to integrate with legacy print subscription-management systems, making it easier for media companies to manage subscribers across both channels.
Pricing for the software is based either on the number of invoices processed or the dollar amount put through the system (Zuora takes a 2% cut to start; as volumes go up, the percentage goes down).
Start small
Tzuo’s advice to media companies considering a paid content strategy: Start small. “Try something simple, such as a low monthly fee, and see what happens,” he says.
Publishers also need to understand the broad spectrum of subscription options available to them. Paid content “is not an all-or-nothing decision,” says Tzuo. “You can have 80 percent of your content unpaid, to drive eyeballs, and you can monetize the rest.”
One model that Tzuo does not have a lot of confidence in is micropayments. “The media industry is obsessed with micropayments, but I think it’s a red herring,” he says. “Trying to make money off of a 10-cent transaction doesn’t make a lot of sense.” A better alternative for these one-off transactions, he believes, is a prepaid option where the user purchases a $5 or $10 plan for viewing a certain number of articles or other assets.
Saving journalism?
Tzuo says his company wants to “save journalism.” While that’s probably overstating Zuora’s impact, the fact that they’re helping media companies address a fundamental business problem – an overreliance on advertising revenues – is certainly a step in the right direction.
“Media companies are obsessed with advertisers,” says Tzuo. “Certainly there are advertising models, but you should also get your customers to pay you. Every other industry approaches business that way – there’s no reason why media companies shouldn’t be thinking that way as well.”


Comments
Magazines, Subscriptions, Publishing and Content Value
Absent a "disruptive" business model, there aren't, nor will there be, very many examples of Content Value Publishing Models that work. The WSJ, a few others have such distinctive Content Values, that are recognized by subscribers, that it's hard to imagine "run of the mill" publishers and products able to gain any real traction in selling Content Value.
Therefore, a new model is needed.
There is one, but it requires a "bet the farm" attitude, deep enough pockets to see it through with no guarantee of success, and a understanding that success will bring tons of competitors for the same Customers in the same space.
Having said that, why would anyone take the risk?
Answer (maybe): If you are successful, and stay ahead of the curve that competitors have to follow, make the right partner and business development deals, why, you could own a large(r) share of the $500-700 Billion (that's Billions with a Big "B" folks!) segment that this marketplace will generate.
Q. Why is every major player in Cable, Telco and Wireless flooding Washington with money to ensure their "save the farm" point of view is the one that survives?
Q. Why are the CTIA, Cables and Telcos fighting as though their monopoly survival depended on not allowing competitive access to the Broadband Pipelines they control? (It does!)
Some (me included) see competitive access at reasonable rates as necessary to overcome the monopolistic structures and practices that have allowed Cable, and now Telco, to gain over $250,000,000,000 Billion (that's Billions with a Big "B" folks!) in excess profits in the last generation, while at the same time allowing U.S. competitiveness in Broadband reach and Access to fall to 15-16 in word rankings, behind countries even like Korea, a third world country outside of it's major urban areas.
And, almost all of these countries that are ahead of the U.S. charge less to Consumers and Business, and get faster speeds by far!
Forced separation of Content from the Broadband Pipeline delivery infrastructure is the ONLY answer to restoring U.S. competitiveness in the Internet marketplace, which will soon represent a even more significant portion of the World economy.
Plus separation will allow development of amazing services like Cloud Health- a $250 Billion-minimum- marketplace, Cloud Education-a $350 Billion-minimum- marketplace, and Cloud Commuting, a $500-800 Billion dollar (That's Billions with a Big "B" folks!) market all by itself!
So, if Publishers of all types of products from Magazines to Newspapers to Online Specialty products want to get ahead of the Google, Yahoo, and MSN dragons that are prepared to eat them up, it's time to Disrupt.
How?
We are at the point in our discussions where I have to start charging.