Press-Enterprise memo to staff

Enterprise Media is now the new official name of our Company, replacing the name ‘Press-Enterprise Company’. This is a name change only and our Company remains a wholly owned subsidiary of A. H. Belo Corporation and publisher of The Press-Enterprise, our daily newspaper.

Since that announcement Sales and Marketing have taken steps to begin using the ‘Enterprise Media’ name and logo on sales presentation materials and business cards for the sales staff. As a result some of you may have noticed and perhaps are wondering what it might mean for our Company and you; so I want to take this opportunity to share with you what I announced to our sales force at the September General Sales Meeting.

This change in our Company name has been planned for some time to ensure our business is seen by our clients as keeping pace with the significant, rapid and dynamic changes that are happening in the media industry. It also is aligned with the long-term vision for our business to reflect the innovation, new directions and forward-thinking multimedia strategy that our Company is actively pursuing. We have expanded from being a newspaper company to become a diversified media company. It’s now time for our customers to know us as more than a newspaper company as well.

The name Enterprise Media describes and defines who we are as a company. It effectively conveys our position as a future-focused media company; a leading and digitally savvy, multi-media news and information content provider. It is a name that will impress and influence our advertising and business-side clients to change their minds and attitudes about who we are.

This change is important because the name ‘Press-Enterprise Company’ does not align with our strategy. It is inextricably tied to our daily newspaper, ‘The Press-Enterprise,’ and it does not communicate to our customers the size, scale and capabilities of our multi-media product portfolio.

In the B2B environment with our advertising clients, particularly major regional and national advertising customers, the name ‘Press-Enterprise Company’ is tied to their past experiences with a newspaper company and it evokes attitudes and perceptions that are:

· One-dimensional. It causes our B2B clients to see us as a one-product company; in their minds, one that has limited, if any, value for their needs. Reality is we are so much more as a business partner.

· Geographically limited. In the minds of our B2B clients our Company’s market and audience reach is limited to the geography of our newspaper circulation area. Reality is that our sphere of influence and audience extends well beyond the geographic area our newspaper serves.

· Institutionally bound. It says “newspaper” which means “inflexible,” “high rates,” and “old media” to advertisers who are looking for new ways to reach their clients using social media, mobile, and more. We want our name to convey that we’re playing in that space too.

Importantly, we also want our new Company name to visibly reflect our heritage; so we deliberately retained the word ‘Enterprise’ in our new corporate name to symbolically confer the legacy of our Company’s heritage, credibility and reputation onto our new B2B brand name and logo. The word ‘Media’ is intended to encompass our entire portfolio of media products and the new and dynamic world of digital media.

Enterprise Media is a brand name that visibly makes the statement to our business clients that we are a very different business from ‘Press Enterprise Company’. Our new B2B brand is:

· Multi-dimensional. Our Company is a multi-media, multi-level news and information content provider reaching a dynamic, growing consumer audience via a wide range of media products.

· Customer-focused. Our Company provides 360° media solutions for our advertising clients through customized media and marketing programs that reach target audiences.

· Innovative. Our Company is a diversified, best practice media organization known for innovation, speed-to-market, audience growth, and ongoing investment in new multimedia products.

Enterprise Media is poised to become the Inland Region’s multimedia leader in the business-to-business environment when it comes to advertising and marketing in the new digital media age. Accordingly, the commercial/business-facing departments that serve and support our B2B client relationships and our corporate responsibilities – Advertising, Interactive, Finance, Marketing and HR – will adopt and use the Enterprise Media name on their business cards, presentation and promotional materials, etc.

Enterprise Media is not replacing our Company’s core newspaper product The Press-Enterprise or any of the other strong, credible media products/brands that we produce. Accordingly, those consumer/community-facing departments that serve and support our consumer/audience relationships – News, Circulation and Operations (production, press, I&P, transportation) – will continue to use The Press-Enterprise and PE.com names on their business cards, presentation materials, etc. And, of course, our colleagues at our ancillary products will continue to use La Prensa and The Business Press on their business cards, sales materials, etc.

Enterprise Media provides innovative media solutions to our clients that cost-effectively target and reach their most desired customers and consumers through the advertising and promotional power of a multimedia product portfolio that delivers a vast, unmatched and growing audience in the Inland SoCal Region. No other media organization in the Inland Region has:

· A bigger or more talented content and local news staff. Enterprise Media has more knowledgeable and skilled reporters and editors than any content company serving the region.

· A more proven and committed team of successful sales professionals. Enterprise Media is ranked 23rd in the entire country for Yahoo sales.

· Superior local audience growth and reach. Enterprise Media reaches more than 1.4 million people in Inland Southern California and has been recognized two years in a row as one of the top 25 media companies in the country for audience growth.

· More prominent or more powerful local brands. Enterprise Media’s portfolio includes The Press-Enterprise, PE.com, La Prensa and laprensaenlinea.com, The Business Press and bizpress.com, i-GUIDE, HSGametime.com, InlandSoCal.com and e-mediawaves.

· Deeper or stronger connections with communities and clients. Enterprise Media serves thousands of local clients and residents, hundreds of communities, and vast numbers of civic groups and charitable organizations and who live, work, shop and play in the Inland Region.

I hope you’ll take as much pride in our new name and look as I do because it truly reflects the results of all the hard work, determination, dedication and numerous contributions that each of you has made to move us into this new age of digital media; and it retains and builds on the heritage and values that are exemplified in our core product, The Press-Enterprise.

MediaNews memo to staff

TO: MNG/MNGi Employees
FROM: Dean Singleton and Jody Lodovic
SUBJECT: 2009 is almost gone. Thanks for getting us through it!

First and foremost, let us thank you for your hard work and dedication during this difficult economic period, a time particularly hard for the newspaper industry. You have been asked to do more with less, and we truly appreciate your efforts and sacrifices.

While the past three years have been particularly challenging (especially 2009) for MediaNews Group and the newspaper industry, we are proud of your performance and many accomplishments, and we are confident that our strategies will lead us and the industry into a bright future. Let us highlight just a few of your/our accomplishments during this challenging period:

• Advertising - While advertising revenue has been severely challenged, your performance has been near the top of the industry throughout 2009. For the three-month period ended September, for example, your advertising revenue declined 24% as compared to the industry decline of 28.2%. This performance was consistent with the first two quarters. Furthermore, in markets such as St. Paul, the Bay Area, and Los Angeles, we significantly outperformed other newspapers in the regions.

We have made significant progress in transforming our sales organization and have invested in new tools, such as iShare, training and laptops, to position us to meet the ever changing needs of our advertisers. Your success has been noted and is appreciated.

• Circulation - Your circulation performance is second to none. In the September ABC 6-month report, MediaNews Group had circulation growth even as the industry lost 10.6%. That increase included The Denver Post growth which came after the demise of its primary competitor, The Rocky Mountain News. However, not including Denver, the company's loss was 4.8%, still the best performance in the industry by far. This performance moved the company from number 4 to number 2, as measured by circulation.
  
  
• News - Our circulation performance would be impossible if not for the excellent news products each of your newspapers produce. There is not enough space here to comment on all the awards your newsrooms have won this year. While we, like others, have had no choice but to trim news staffs, we have tried to consolidate infrastructure to preserve reporting staff when possible. And with hard work and creativity, your newsrooms have re-invented themselves and continue to do excellent journalism. We are so proud of our outstanding editors and their dedicated staffs. And speaking of creativity, we are awed by the outstanding work you are doing online. As our traffic continues to soar, our audiences between print and online have never been larger.

• Operations - The year has brought major plant consolidation for many of our newspapers. Added to creative circulation and route consolidation and new ways of doing production, you have achieved efficiencies we never would have dreamed possible while improving the service you provide.

• Denver - We completed a significant restructuring in Denver after the closing of the Rocky Mountain News. While we were sad to see the Rocky go, we are excited about our future in Denver. The performance of the Denver Post during this transition has been nothing short of remarkable as we held most of the Rocky unduplicated circulation and operating performance continues to improve each month.
  
  
• Internet Strategy - A group from your newspapers met offsite last April to chart our digital course for the future. Since that time, several task forces have been working to put more meat on the bones. We are now in position to start implementing the strategies we developed. Step one is to install a new content management system that will serve as the foundation for our strategies. Upon completion, we will begin building new local.com and news.com websites in each of our markets. Our largest markets should be up and running by mid-2010. In addition, we are working to implement strategies to protect and monetize our content. New pay models will begin testing in some markets early next year.

• Mobile - Mobile (and other portable reading devices) represents a significant opportunity for us. Accordingly, we have engaged outside mobile expertise to help us develop our mobile strategies. We have completed phase 1 of the process and hope to have a fully mapped out mobile strategy early in 2010.

MediaNews Group is committed to making the necessary investments to implement its strategies. However, these investments must be made prudently and cautiously given the challenges we face to improve our balance sheet. As always, we must balance the need to move quickly with resources and capital available.

MediaNews, like many other newspaper companies, entered the current downturn with a reasonable level of debt based on historical measures. However, the current newspaper industry environment bears no resemblance to any previous newspaper downturn, and the magnitude of the structural and cyclical decline was simply unimaginable just a few years ago. Consequently, we, along with much of the industry, have more debt than is comfortable.

We have been working closely with our banks to restructure our debt and position MediaNews Group to execute its strategies and lead our newspapers into a positive future. Yes, we believe newspapers have a bright future! We are near agreement on the terms of a restructuring plan which we expect will be completed toward the end of the first quarter of 2010. Upon completion, MediaNews expects to have a manageable level of debt, and we look forward to working with each of you to take your newspapers into a changing but exciting future.

As we near the end of 2009, you may have questions regarding annual reviews, 401(k) contributions, health care benefits, and future furloughs, etc. While it is our hope and desire to reinstate Company-wide salary reviews and 401(k) contributions as soon as possible and avoid future furloughs, it is premature to make those decisions. The Company must see clear evidence of improving economic conditions before such decisions are made. We will keep all options open, including reinstatement on a phased approach. As you can imagine, these are not easy decisions. Our highest priority is positioning MediaNews Group for a bright future and preserving/protecting its most valuable asset ­— its employees. We will let you know as soon as those decisions are made.

Let us say again how much we appreciate your efforts. Your contributions are vital to the future success of MediaNews Group and the newspapers it publishes. We're probably biased, but we believe you all comprise the best newspaper team in the business. We're proud to work with you. Let us wish you and your family happy and healthy holidays and a happy new year!

Ruth Seymour's letter to KCRW members

November 2009

Dear KCRW Supporter,

After 32 years of leading KCRW, I am writing to let you know that I will be retiring as KCRW’s General Manager at the end of February.

What a long and exciting journey it’s been. I’ve had the opportunity to head a station that was once considered one of the most underdeveloped in the country. When you’re that poor and weak, there’s no place to go but up or out.

KCRW went up.

It became a leader and a trendsetter. Today the audience for the unique programs the station originates has spread to listeners across the country, and indeed, across the world.

I am grateful for the opportunity to have overseen the transformation of KCRW from a worn-out facility in a middle school playground into the internet powerhouse that it has become.

No one builds a KCRW alone. When you’re so taken up with the here and now, you don’t really spend a great deal of time reflecting on the past. Therefore, I’ve asked my longtime colleague Will Lewis, who has been an invaluable companion on this radio adventure, to document the years we’ve spent shaping and growing the station. His overview is included with my letter.

I want to thank our licensee, Santa Monica College, which allowed us the freedom to experiment and cheered us on. I have served under four Presidents and countless College Boards, and throughout they have been steadfast in their support and encouragement. That is no small thing and I wish every public station as exemplary a licensee as KCRW enjoys.

The KCRW Foundation was created in 1980 to safeguard the station in a precarious time. Over the years it has allowed us to undertake some of our most ambitious programs, to expand our facilities and to enter the internet age. The KCRW you know would not exist without the support of the KCRW Foundation.

Many public stations of our size and importance have long since given up using volunteers. We cherish ours. They bring the world into our basement studios. They come from all walks of life; they range from young students to seniors. They’re excited by coming down to the station and answering phones, taking pledges, working in the music library, assisting the deejays. Each year they save the station hundreds of thousands of dollars.

Over the years we discovered and attracted an impressive number of gifted individuals who poured their passion for music, the arts and political drama into dynamic and original radio. They made our reputation.

They were supported by a loyal and devoted staff, committed and inspired by the ideas and the ideals that characterize KCRW.

The media world is now in the process of dynamic change. KCRW is at the forefront, experimenting with the technical advances that are changing the ways in which we communicate.

I am confident that the station will welcome new opportunities as they arise, ever mindful that it’s still all about the programming.

I will leave a station that is strong in its identity, a station that is like no other in the country. The words I like to use to describe KCRW (you’ve seen them in my countless fundraising letters over the years) are singular, idiosyncratic, daring, independent, smart and compelling.

I believe that’s why you value the station, why we’ve been able to forge a remarkable bond with you, one of trust and affection. You have made it possible for us to become the station we are today.

You will make it possible for KCRW to continue to flourish.

It’s been an extraordinary privilege to serve as KCRW’s General Manager -- a joy and a source of great pride. That’s a pretty good note on which to say goodbye.

Sincerely,


Ruth Seymour

Memo from Randy Michaels and Gerry Spector

This afternoon, we filed two motions with the court overseeing our Chapter 11 bankruptcy; these motions give us a good opportunity to update you on the restructuring process.

One motion asks the court to extend the period of exclusivity for filing our restructuring plan to March 31, 2010. In plain English, this motion seeks to extend the time during which only we can file a plan. The current period of exclusivity expires at the end of this month.

As the motion states, we have made “substantial progress toward filing a plan of reorganization… ”. Our goal is to deliver a plan that our creditors can support and to do so as quickly as possible. We continue active discussions with our creditors in this regard. The other motion filed asks the court to hold a status conference on certain matters related to accomplishing this goal.

The exclusivity motion makes it clear that we’ve accomplished a lot as a company. With your help, we have stabilized and repositioned our businesses, exceeding the financial results of most of our newspaper and broadcasting peers. This year we project operating cash flow of approximately $400 million—nearly double our original operating plan.

Last week here in Chicago, we met with the leaders of all of our business units and their top sales executives to share ideas and best practices as we head into the last two months of 2009. It was a very productive meeting. There is some incredibly innovative work being done on the sales side, but we can’t let up—we have to keep pushing, keep working together across all of our properties and markets, and keep looking for new solutions for our advertisers.

Today’s motions will generate some media attention. Try to tune out the noise and focus on your job. The fourth quarter is traditionally the strongest one of the year and, with your continued hard work, we're sure this year will be no different.

Randy and Gerry

Memo from Bill Keller

Colleagues:

I had planned to invite you to the newsroom and break this news in person Monday, but I've been hit by something that seems to be the flu. Though I strongly believe in delivering bad news in person, I don't want to add insult to injury by spreading infection.

Let me cut to the chase: We have been told to cut 100 newsroom positions between now and the end of the year.

We hope to accomplish this by offering voluntary buyouts. On Thursday the company will be sending buyout offers to everyone in the newsroom. Getting a buyout package does NOT mean we want you to leave. It is simply easier to send the envelopes to everyone. If you think a buyout may be right for you, you have 45 days to respond, and then we have ten days to accept or decline.

As before, if we do not reach 100 positions through buyouts, we will be forced to go to layoffs. I hope that won't happen, but it might.

Our colleagues in editorial and op-ed, and on the business side, also face another round of budget cuts.

In recent years, we've managed to avoid the disabling cutbacks that have hit other newsrooms. The company has chosen to protect the journalism by cutting production and other business-side costs, and the newsroom itself has managed its resources frugally. These latest cuts will still leave us with the largest, strongest and most ambitious editorial staff of any newsroom in the country, if not the world.

I won't pretend that these staff cuts will not in some ways diminish our journalism, or that they will not add to the burdens of journalists whose responsibilities have grown faster than their compensation. But we've been looking hard at ways to minimize the impact -- in part, by re-engineering some of our copy flow. I won't promise this will be easy or painless, but I believe we can weather these cuts without seriously compromising our commitment to coverage of the region, the country and the world. We will remain the single best news organization on earth.

I doubt that anyone is shocked by the fact of this, but it is happening sooner than anyone anticipated. When we took our 5 percent pay cuts, it was in the hope that this would fend off the need for more staff cuts this year. But I accept that if it's going to happen, it should be done quickly. We will get through this and move on.

In my absence, Bill Schmidt and John and Jill have volunteered to take your questions this afternoon. Feel free to bring additional questions to me as soon as I'm back, or check with Bill Schmidt or John or Jill privately, or save them for the next Throw Stuff at Bill session, which is in a couple of weeks.

We often -- and rightly -- voice our gratitude that we work for a company and a family that prize quality journalism above all. I hope you know that the company and the family, and I, feel an equal debt of gratitude to all of you whose sacrifice and loyalty have kept us strong.

Like you, I yearn for the day when we can do our jobs without looking over our shoulders for economic thunderstorms.

Bill

Los Angeles Times press release

Following the well-received launch of its redesigned site, the Los Angeles Times today announced Sean Gallagher as Managing Editor, Online. In his new role Gallagher will be responsible for the overall reader experience on latimes.com and on the Los Angeles Times Media Group’s growing portfolio of digital properties.

“Sean’s talent, integrity and command of virtually every facet of online publishing have been crucial to latimes.com’s success,” said Times Editor Russ Stanton. “He will provide valuable leadership as we continue to evolve and has already played a key role in helping shape our round-the-clock, fully-integrated newsroom."

Gallagher is charged with working across The Times newsroom and masthead, and in tandem with Managing Editor, Print Jon Thurber, to ensure a consistent and complementary multimedia experience and continued integration of print and Web efforts. In addition, he will continue to manage and implement the daily news and features online that have made latimes.com one of the fastest-growing newspaper sites.

Gallagher joined latimes.com in 2006 as an associate editor, coordinating the news report and overseeing the expansion of the Health and Business sections’ online offerings. He was appointed the site’s managing editor in 2007, was a key contributor to important innovation initiatives and oversaw the recent redesign that has won much acclaim from readers and industry analysts. Gallagher was previously web director of the San Diego Daily Transcript and spent more than five years at nytimes.com. He also has worked at the Village Voice as a researcher and at Scholastic Books as a production editor and is a graduate of Fordham University.

Memo from Eddy Hartenstein

From: Hartenstein, Eddy
Sent: Thursday, September 17, 2009 11:06 AM
Subject: Editorial Pages Announcement

I am pleased to announce the following changes in management responsibilities of our editorial pages.

Jim Newton, who has served as editor of the editorial pages for more than two years, is stepping down in order to finish up his biography of Dwight Eisenhower. Nick Goldberg, who has ably served as the section’s deputy editor, will now become editor, overseeing the editorial board, as well as Op-Ed, Sunday Opinion, letters and our opinion coverage online. He will assume his new responsibilities on Monday, Sept. 28 and report to me.

Starting next week, Jim will scale back his duties. He will relinquish his management of Opinion but remain part of it, becoming editor-at-large, a new masthead position. In that capacity, he will advise on editorial matters, remain a member of the editorial board and will keep writing and editing for the editorial pages, both as an editorial writer and an Op-Ed contributor.

You all know Nick and Jim, so I'll be brief in recapping their credentials. Nick came to The Times in 2003 as Op-Ed editor and later expanded his duties to include Sunday Opinion as well. Last year, he was named deputy editor helping Jim to oversee the department. Before coming to The Times, Nick, a graduate of Harvard, spent many years at Newsday, where he covered the New York statehouse and the 1992 presidential campaign of Bill Clinton, among other assignments. He served as Middle East correspondent from 1995 to 1998. His work has been widely published in America's leading magazines.

Jim next week marks his 20th year at The Times, and over those decades has served as a reporter, bureau chief and editor, writing and shaping coverage from the Mission Viejo City Council to the LAPD to the administration of Mayor Riordan to the statehouse in Sacramento (and writing more than 900 A1 stories along the way). A Dartmouth alumnus, Jim began his career as clerk to James Reston, senior columnist for the New York Times. He also is the author of "Justice for All: Earl Warren and the Nation He Made."

Since 2007, Jim has set high standards, and has achieved them with the daily and vital assistance of Nick. Our Opinion section reflects their collaboration, which continues now in this new alignment. This transition is a model, as is their work.

Our editorial pages present Los Angeles and California with provocative, thoughtful, literate and conscientious journalism. We publish a bracing range of views in Op-Ed - thanks there to Sue Horton and her colleagues - and supply leadership through our editorials. The result: We are an indispensible voice in the life of California.