New York Times Case Synopsis Case Study

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A most relevant example in this sense has been constituted by the early on adaptation to technological changes. During the early 1990s decade, the company has created its own website and has commenced to reach its customers through the new online media tool.

Aside its quick and efficient adaptation to emergent market and industry features and requirements, the New York Times has also maintained and improved its competitive levels by emphasizing on quality media -- in other words on high reliability of the information presented; the company suffered tremendously when it was revealed that some articles it printed had been fabricated.

Finally, a third set of actions implemented to ensure survival in the industry has been that of following the initial plan with determination and consistency. Several small and large size organizations fail to retrieve successful outcomes as they continually change their business model and focus. The New York Times has maintained its business model and this has brought them success. "But he and new CEO Janet L. Robinson […] are sticking with the long-term plan set nearly a decade ago: enhancing the content of the Times and extending its reach into virgin territories west of the Hudson while also building its multimedia capacity" (Cravens and Piercy).

3. Times' Evolution since 2005

Throughout the years following Cravens and Piercy's case study, the New York Times has continued its evolution. It has followed its dedicated model of high quality journalism.

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"The Company's core purpose is to enhance society by creating, collecting and distributing high-quality news, information and entertainment" (the New York Times Website, 2010). New elements which characterize New York Times' existence throughout the past five years include:

The emphasis on internal restructuring to increase efficiency and employee on the job satisfaction

The registration of increasing revenues which transformed it into a leader of the media industry

They became the most popular source of online journalism (Reuters, 2009).

4. Prospects for the Future

It is yet unclear what the future holds for the New York Times. It is however probable for the organization to increase its presence in the digital media in order to better appeal to the changing customer demands, as well as to the changing technological supports for the media. Additionally, in a context in which by early 1990s, the firm had already identified the necessity to address its customers through the three available channels -- printed media, television and the internet -- it is most likely for them to foresee a need to reach customers through other channels as well. Given the advent of technology, it is estimated that the New York Times enhances its emphasis on promoting news via the internet. Additionally, it is expected that they further develop their online promotion of news through additions of audio applications, RSS feeds as well as other internet related tools......

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