Interview To Dow Jones :: essays research papers

Interview to Dow JonesQ. What is the biggest challenge facing Dow Jones in the next few years?A. To continue investing in new products and services that exitstrengthen our franchises, increase our competitiveness and produce new revenueflows in the future, while at the same m being careful in backcloth priorities,prudent in controlling costs, and committed to producing strong annual profits.Q. Who are the major competitors of Dow Jones?A. In the broadest sense, any quality products or services that competefor the time and attention of busy coursepeople compete with Dow Jones. Morespecifically, we have some franchises such as The environ Street daybook that aredominant in their fields. In other cases, we face particular competitors DowJones Telerate, for example, competes with Reuters in offering real-timefinancial information around the world.We believe, however, that Dow Jones is a unique company in a number of importantrespects. Our businesses are balanced roughly 50-50 betw een print and electronicinformation. More than 40% of our operating profit is now earned extraneous the U.S.We are a focused company. We are not a media conglomerate, nor an entertainmentcompany. We stick to our business of business, providing information essentialto an ever expanding and increasingly interconnected ecumenical businesscommunity.Q. What is the strategy behind your television operations?A. Dow Jones aims to provide business news in any form customers want it.When we looked at our operations a few years ago, television was the missingmeans of delivery for our business news. We began by pioneering with Asiasfirst business channel, Asia Business News, in late 1993 and followed withEuropes first business channel, European Business News, in early 1995. Bothhave achieved significant distribution success and viewer acceptance. Both alsotake advantage of Dow Jones existing news flows and news talent in thoseregions. When we launch WBIS+ in New York later this year, we will begin dailybusiness programming in the U.S., thence adding the third component of a globalbusiness network. The ITT sports programming will help to draw even largeraudiences.Q. What is the profile of a typical Wall Street Journal reader?A. The typical reader of the Journal spends 49 minutes every businessday with the newspaper. He or she might be a senior executive of a largecorporation or the entrepreneur-owner of a smaller company. The reader is morelikely to live in atomic number 20 than New York, has a median age of 46 and a medianhousehold income of $117,900. Interestingly, most of the customers registeringfor the Journals Internet service are not current Journal readers.