Newspapers are searching for a digital solution to compensate for heavy losses in print subscriptions. Are “metered” paywalls the answer? Auckland University of Technology lecturer Merja Myllylahti compares the varying degrees of success met by companies that have implemented paywalls – a difficult task given the lack of transparency in online revenue reporting. getAbstract recommends this study to digital content providers, newspaper shareholders and all those who want to know what it may cost them to get their daily news fix in the future.
In this summary, you will learn
- What circumstances make consumers more willing to pay subscription fees,
- What typical paywall schemes look like, and
- What practices limit digital subscription revenue and their possible implications for the paywall system.
About the Author
Merja Myllylahti is a lecturer at the Auckland University of Technology.
Comment on this summary
1 year agoHello Harry, thank you for your comment regarding access to the report you are interested in. I have tested the link and when I click „get the report”, I can actually read it online immediately (by scrolling down). However, if I want to download the PDF, I am asked to create an account. This can be done either by registering my name and e-mail address through G+ or Facebook. If you choose G+ or Facebook, it will indeed ask for permission to see your contacts, but you can circumvent this by choosing the email option. The register by email option doesn't requiring giving away your contact list. Unfortunately this is something that is on the publisher’s end, and is not in our control. If we can assist you further, you can contact us at email@example.com
1 year agoAcademia.edu, the site on which this document is located, asked me to share with it my gmail contacts prior to granting me access to the report. You're kidding, right?
Customers who read this summary also read
The Media Insight Project
American Press Institute, 2015
The Huffington Post, 2015
Julia Angwin and Surya Mattu
Shweta Bajpai et al.
The Boston Consulting Group © 2015, 2015