Thursday, August 14, 2008

Classic shows could find new life in digital TV

NEW YORK — Everyone knows that the national transition to digital broadcast television will promote sexy new technologies including high-definition TV (HDTV).

But few could have imagined that it might also revive some of the creakiest movies and series ever committed to celluloid, including The Lone Ranger, McHale's Navy and The Addams Family.

Vintage reruns and other inexpensive shows are in vogue, though, as stations and programmers rush into a potentially important new business: multicast networks.

Executives at services such as MGM's This TV, Retro Television Network (RTN), VTV: The Variety Channel, .2 Network, NBC's Universal Sports and the Local AccuWeather Channel say that they can change the TV habits of millions of viewers — especially after Feb. 17, the federal deadline for stations to stop broadcasting analog signals and just offer digital.

"We're betting that it's a huge opportunity," says Howard Bolter, president of LATV, a bilingual entertainment service that targets young Latino viewers.

Multicast services piggyback on digital signals from local stations, including those offering HDTV versions of ABC, CBS, Fox, NBC and PBS. Most stations also have room in the airwave spectrum the government has allocated to transmit two standard-definition channels. That could mean up to a dozen stations for a moderate-size market.

'We're hitting the mother lode'

That means someone in, say, Savannah, Ga., who receives over-the-air digital signals and wants to watch Bachelor Father on RTN would punch 3.2 into the remote: That indicates it's subchannel Multicast services piggyback on digital signals from local stations, including those offering HDTV versions of ABC, CBS, Fox, NBC and PBS. Most stations also have room in the airwave spectrum the government has allocated to transmit two standard-definition channels. That could mean up to a dozen stations for a moderate-size market.

'We're hitting the mother lode'

That means someone in, say, Savannah, Ga., who receives over-the-air digital signals and wants to watch Bachelor Father on RTN would punch 3.2 into the remote: That indicates it's subchannel 2 of channel 3. Cable and satellite services assign distinct channel numbers to multicast services.

Programmers say that their ventures will appeal to people who already feel overrun with TV options. "We're hitting the mother lode," says RTN Executive Vice President Mark Dvornik. "A lot of cable networks have drifted to first-run and reality shows. But there's an audience that wants classic shows."

Most should reach everyone in a community — not just cable and satellite subscribers. And local broadcasters have a strong incentive to promote them on their popular newscasts as well as syndicated and major network shows.

Stations typically get the multicast programming for free and sell five minutes an hour of ad time. The networks sell an additional five minutes to national advertisers.

Multicast network programmers say that they could have a big advantage over national cable channels if stations add their own shows to the mix.

"The future of digital multicast channels is to stay local," says Ken Reiner, vice president of programming for Newport Television, the backer of VTV, whose fare includes home and garden shows as well as chestnuts such as The Adventures of Ozzie and Harriet and I Married Joan.

"Many stations with major network agreements have limitations on their ability to present local programming," Reiner says. The multicast "channels can become a social network in a community."

Weather could be a big draw

NBC and AccuWeather are counting on local weather to be a big draw. "The challenge stations have is to find content that will attract viewers, and one of the most obvious places to look is at content that's worked on their flagship stations," says Lee Rainey, vice president of marketing at AccuWeather.

Because multicast channels use the public airwaves, they must comply with Federal Communications Commission rules for broadcasters, including the requirements to offer closed captioning, kid-friendly shows and community service.

And because the networks will have few viewers initially, it may take awhile before ad sales cover even their low programming costs. That may force stations to reach out to small businesses, such as waterbed stores or kung fu trainers.

"We've out-priced those people," says MGM's John Bryan, who's overseeing This TV — a service that will feature the studio's 4,100 films and 10,000 hours of TV shows. "If you think about the (ad) inventory that can get moved that way, stations could see an 8% to 10% bump to their bottom line."

That's a key argument for programmers: Station owners also are weighing opportunities to use their extra airwave capacity for business data or to broadcast TV shows to cellphones.

Multicast network executives say that they aren't worried. Stations could have room for several additional channels and services as engineers find new ways to compress digital bits.

"It's a long-range business," Bolter says. "These channels require a financial and an emotional commitment. And people need to get those (digital) TVs. When they do, they'll be surprised at how much is out there already."

Channel 2 of channel 3. Cable and satellite services assign distinct channel numbers to multicast services.

Programmers say that their ventures will appeal to people who already feel overrun with TV options. "We're hitting the mother lode," says RTN Executive Vice President Mark Dvornik. "A lot of cable networks have drifted to first-run and reality shows. But there's an audience that wants classic shows."

Most should reach everyone in a community — not just cable and satellite subscribers. And local broadcasters have a strong incentive to promote them on their popular newscasts as well as syndicated and major network shows.

Stations typically get the multicast programming for free and sell five minutes an hour of ad time. The networks sell an additional five minutes to national advertisers.

Multicast network programmers say that they could have a big advantage over national cable channels if stations add their own shows to the mix.

"The future of digital multicast channels is to stay local," says Ken Reiner, vice president of programming for Newport Television, the backer of VTV, whose fare includes home and garden shows as well as chestnuts such as The Adventures of Ozzie and Harriet and I Married Joan.

"Many stations with major network agreements have limitations on their ability to present local programming," Reiner says. The multicast "channels can become a social network in a community."

Weather could be a big draw

NBC and AccuWeather are counting on local weather to be a big draw. "The challenge stations have is to find content that will attract viewers, and one of the most obvious places to look is at content that's worked on their flagship stations," says Lee Rainey, vice president of marketing at AccuWeather.

Because multicast channels use the public airwaves, they must comply with Federal Communications Commission rules for broadcasters, including the requirements to offer closed captioning, kid-friendly shows and community service.

And because the networks will have few viewers initially, it may take awhile before ad sales cover even their low programming costs. That may force stations to reach out to small businesses, such as waterbed stores or kung fu trainers.

"We've out-priced those people," says MGM's John Bryan, who's overseeing This TV — a service that will feature the studio's 4,100 films and 10,000 hours of TV shows. "If you think about the (ad) inventory that can get moved that way, stations could see an 8% to 10% bump to their bottom line."

That's a key argument for programmers: Station owners also are weighing opportunities to use their extra airwave capacity for business data or to broadcast TV shows to cellphones.

Multicast network executives say that they aren't worried. Stations could have room for several additional channels and services as engineers find new ways to compress digital bits.

"It's a long-range business," Bolter says. "These channels require a financial and an emotional commitment. And people need to get those (digital) TVs. When they do, they'll be surprised at how much is out there already."

______________________

Excerpts from an article By Gregory M. Lamb | Staff writer of The Christian Science Monitor / August 13, 2008 edition

Increasingly, Americans are watching video when they want to, and on the screen that suits them at the time. And more programming is from new sources that threaten to unlock Hollywood’s domination of content. Video is now delivered on displays and devices of every shape and size, from gigantic theater screens and ever-larger home projector screens, to flat-screen HDTVs, to desktop and laptop computer monitors, to tiny personal screens such as those found on iPods and mobile phones.

This spring and summer, deals to make video more ubiquitous across screens have popped up with more and more frequency:

Netflix, the video rent-by-mail company, has struck several new agreements to deliver its content online. A new $100 box from Roku the size of a paperback book lets users stream any of about 10,000 movies from Netflix to their TVs (though the vast majority of Netflix’s library will still be available only through DVDs by mail). South Korea’s LG Electronics announced it will offer a high-definition (HD) disc player that also will be able to access HD-quality movies from Netflix via the Internet. And Microsoft will stream Netflix video to its Xbox 360 videogame consoles.

• Sony said it will offer a movie and TV show download option for its Playstation videogame console.

• Apple Corporation, which sells millions of videos online through its iTunes store, relaunched its Apple TV player, which can send that content to a TV set.

Amazon, the online retailer, is offering Amazon Video on Demand, which will give users immediate streaming access to 40,000 movies and TV shows. This video is now available only on a computer.

• At least a half-dozen TV manufacturers, including Sony, Hewlett-Packard, and Samsung, have announced they will sell sets that are continuously connected to a broadband Internet network, allowing Web content, including video, to move easily to the biggest screen in the house.

• TiVo, the digital video recorder, will supply video from YouTube, the online video site famous for short, often amateur videos.

• In March, hulu.com went public. The website streams online free, high-quality video including a growing selection of TV shows and movies.

While these new services get video moving to new screens, none is a complete solution on its own, says the Wharton School’s Mr. Whitehouse. “There are a lot of different companies supporting different file formats,” he says. What you don’t have is the one device that can “get content from all the major services like hulu and Netflix and iTunes.”

There’s a kind of convergence between TV and Internet that’s happening, “but not really a friendly one [for consumers], I think,” says Bobby Tulsiani, an analyst who tracks developments in internet video for JupiterResearch.

TV networks, he says, have a time-tested model for making money through advertising and the fees cable TV companies pay to carry their programming. Online distribution presents potential new revenue sources, but also the danger that viewers will slide online, where profits are more uncertain.

YouTube has popularized video viewing online. But the conventional wisdom has been that people won’t watch anything longer than two or three minutes on a computer screen. That as­­sumption has been proved wrong with the huge popularity of TV series online. “We’ve moved from TV on this biggest screen to TV on this middle screen,” the computer, says Mr. Tulsiani, which he calls “a critical change.” “That’s the fastest-growing segment of who’s watching TV content,” he says.

Nearly 80 million Americans (43 percent of those who go online) have watched a TV show on the Internet, according to a February survey by Solutions Research Group in Toronto. Just a year ago, the figure was 25 percent. Total video viewing will rise from about six hours a day today to a projected eight hours daily by 2013, Solutions forecasts, and fewer than four hours of that will be spent watching conventional TV.

The Internet is producing more and more polished original content. This summer Joss Whedon, creator of the critically acclaimed TV shows “Buffy the Vampire Slayer,” “Angel,” and “Firefly,” produced “Doctor Horrible’s Sing-Along Blog” (drhorrible.com), an Internet-only “TV series” that’s become an online viewing phenomenon. It’s also the kind of Internet video that viewers may wish they could easily shift to their TVs so they could watch it on their sofas.

But not everyone is convinced that Internet video and TV are about to converge. “It’s the most overrated, overhyped story in the tech world today,” says Phillip Swann, president and publisher of TVpredictions.com. “It’s simply not convenient yet.”

Mr. Swann also disputes the idea that network TV schedules are going out the window as people call up online video whenever they want it. “People like routine, they like to able to know what is going to be on at 8 o’clock,” he says.

Also standing in the way is the need for true HD-quality video to be available over the Web. “They’re a long ways from that,” Swann says.

But Forrester Research analyst James McQuivey, who declared “TV is dead” in a June white paper, says the new “video everywhere” era is just beginning to emerge. He foresees a “cocoon of video experiences that follow [people] from morning until night.” Video shipped to small devices we carry will be displayed on bigger screens that surround us, such on the table at a cafe. Portable devices will “talk with” nearby screens, such as one on the back of the airline seat in front of you, that will display your video.

By 2020, Mr. McQuivey says, video will become a kind of customized “white noise” behind users’ lives, as well as a companion “that will combine personal video, slide shows from your digital camera, music videos, and clips from favorite movies, sitcoms, and sporting events.”

While that may sound far out, just a couple of years ago users were marveling at being able to view tiny, grainy YouTube videos on their computers. Today’s online video quality already rivals that of old-fashioned analog TV. In a very short period of time, “the progress has been pretty striking,” Whitehouse says.

Although computers are rapidly becoming a mainstay of video viewing, the picture for mobile devices is less clear. According to The Nielsen Company, more than one-third of all mobile phone subscribers – some 91 million Americans – own a video-capable phone. And 6 percent of US cellphone subscribers (about 14 million) pay for a video plan.

“The jury is out on mobile, but it seems likely that some experience will emerge there,” Tulsiani says. People said consumers would never watch video on computers, but they do, he says. Now they’re saying they’ll never watch on a mobile phone. “We’ll find out if that’s true or not.”

WPIX RENEWS MULTI-YEAR CONTRACT FOR NEW YORK METS BROADCASTS

25 HD GAMES TO AIR EACH YEAR THROUGH 2011

NEW YORK, August 11, 2008– WPIX-TV (CW11) today announced a multi-year contract renewal for the rights to broadcast the New York Mets through 2011. As part of the terms, WPIX will continue to air 25 regular season Mets games each season for three years.

All games will be produced by SNY, with both home and away games available in HD. In addition, all New York Mets games broadcast on WPIX will include SAP and Closed-Captioning.

WPIX, the place for Mets baseball since 1999, has won three Emmy Awards for its live sports coverage of the Mets. For additional Mets coverage, photos and highlights, visit www.cw11.com

Broadcasting Division only bright light as Tribune posts $ 3.8 Billion 2nd Quarter loss.

Tribune's Broadcasting and Entertainment Division's second quarter operating revenues increased 4 percent to $409 million, up from $393 million in 2007. Cash operating expenses increased 8 percent, or $21 million, to $293 million. Operating cash flow was $116 million, down 4 percent from $120 million in 2007.

Television's second quarter operating revenues increased 2 percent to $292 million in 2008. Television cash operating expenses were up 7 percent, or $13 million, from last year. Television operating cash flow was $92 million, down 8 percent from $100 million in 2007.

The increase in television revenues in the second quarter of 2008 was driven by an increase in market share at most stations.

Television cash operating expenses were up $13 million primarily due to increases in broadcast rights expense, promotion, news expansion, and other cash expenses.

Radio/entertainment revenues were up $11 million and operating cash flow increased $4 million primarily as a result of gains at the Chicago Cubs. The improvement was partially due to two more home games compared to last year's second quarter.

While the Tribune Company reported a second quarter 2008 loss from continuing operations of $3.8 billion compared with income from continuing operations of $35 million in the second quarter of 2007, they were able to repay $807 million in debt principal in the quarter. Mr. Zell took over Tribune in December in a leveraged buyout that boosted the company’s debt to about $12.5 billion. Interest expense in the quarter was $211 million.

Tribune reduced expenses 6% in the quarter, in part by trimming payroll. Company wide, there were 930 fewer full-time positions in the second quarter compared with the prior quarter. The company is expected to cut at least 500 more positions this quarter.

The 2008 loss from continuing operations was due to after-tax non-cash charges of $3.8 billion to write down the Company's publishing goodwill and newspaper masthead intangible assets, nearly all of which resulted from the Company's Times Mirror acquisition in 2000.

Tribune also reported a loss from discontinued operations of $705 million in the second quarter of 2008 compared with income from discontinued operations of $1 million in the second quarter of 2007. The 2008 loss from discontinued operations was primarily related to the disposition of a controlling interest in the Company's Newsday operations.

Operating cash flow from continuing operations decreased 2 percent to $221 million in the second quarter of 2008 from $226 million in the second quarter of 2007 and included the following items:

-- A charge of $15 million for severance and special termination benefits in the 2008 quarter, compared with a charge for severance of $27 million in the 2007 quarter.

-- A charge of $5 million for stock-based compensation related to the Company's new management equity incentive plan in the 2008 quarter, compared to a charge of $8 million for stock-based compensation expense in the 2007 quarter.

-- A gain of $23 million in the 2008 quarter related to the sale of real estate.

-- A charge of $24 million in the 2007 quarter for the write-off of Los Angeles Times plant equipment related to the previously closed San Fernando Valley facility.


"Our publishing results are, for the most part, in line with industry trends, which remain consistent with what we reported in the first quarter," commented Sam Zell, chairman and CEO of Tribune Company. "Most importantly we have repaid an additional $807 million of borrowings under the Tranche X Facility from the net proceeds of our asset-backed commercial paper program and from the Newsday transaction. These payments satisfy the December 2008 portion of the Tranche X Facility, and leave us with a remaining principal balance of $593 million due in June 2009."

"Since the beginning of the year, we have launched dozens of programs and products that have the potential to make a meaningful impact on our future, and we have made significant progress in aligning our expenses with the realities of an industry in recession. We remain optimistic and are confident in the strength of our brands and the talent within our company."


CONSOLIDATED

Tribune's 2008 second quarter operating revenues decreased 6 percent, or $67 million, to $1.1 billion. Consolidated cash operating expenses were down 6 percent, or $61 million. In the second quarter of 2008, cash operating expenses included a gain of $23 million related to the sale of real estate, a charge of $15 million for severance and special termination benefits, a charge of $5 million for stock-based compensation related to the Company's new management equity incentive plan and a charge of $11 million for expense related to the Tribune Employee Stock Ownership Plan.

Cash operating expenses in the second quarter of 2007 included a charge of $24 million for the write-off of Los Angeles Times plant equipment, a charge for severance of $27 million and a charge of $8 million for stock-based compensation expense. Operating cash flow in the second quarter of 2008 decreased 2 percent to $221 million, down from $226 million in the same quarter a year ago. Operating profit before the 2008 write-downs of intangible assets was $168 million in 2008, down 4 percent from $175 million in 2007.


PUBLISHING

Publishing's second quarter operating revenues were $701 million, down 11 percent, or $83 million, from 2007. Publishing cash operating expenses were $586 million, down 12 percent, or $78 million, from 2007. Cash operating expenses in 2008 included the $23 million real estate gain and the $15 million charge for severance and special termination benefits, while cash operating expenses in 2007 included the $24 million plant equipment write-off and severance charges of $25 million. Publishing operating cash flow was $114 million, a 4 percent decline from $119 million in 2007.

Management Discussion

-- Advertising revenues decreased 15 percent, or $91 million, for the quarter.

-- Retail advertising revenues were down 8 percent, or $20 million, for the quarter, primarily due to declines in the furniture/home furnishings, department stores, hardware/home improvement stores, specialty merchandise, and electronics categories. Preprint revenues, which are primarily included in retail advertising, decreased 9 percent, or $13 million.

-- National advertising revenues were down 12 percent, or $16 million for the quarter, primarily due to decreases in the telecom/wireless and movies categories.

-- Classified advertising revenues declined 26 percent, or $55 million, for the quarter. Real estate revenues fell by 38 percent, help wanted revenues declined 33 percent and auto revenues were down 9 percent.

-- Interactive revenues, which are included in the above categories, were down 4 percent, or $2 million, due to a decrease in classified advertising.

-- Circulation revenues were down 2 percent, or $3 million, due to a decline in total net paid circulation copies for both daily and Sunday, partially offset by selective price increases. The largest revenue declines were at Chicago and Los Angeles. Circulation revenues increased at South Florida, Orlando, and Baltimore. Total net paid circulation averaged 2.2 million copies daily (Mon-Fri), off 5 percent from the prior year's second quarter, and 3.3 million copies Sunday, representing a decline of 5 percent from the prior year.

-- Cash operating expenses declined 12 percent, or $78 million, largely because 2008 included the $23 million real estate gain and 2007 included the $24 million plant equipment write-off. In addition, compensation expense declined 7 percent, or $20 million, due to 930 fewer full-time equivalent positions in the second quarter of 2008 and lower severance and special termination charges. All other cash expenses were down $11 million, or 3 percent, primarily due to lower newsprint and ink expense, outside services, and promotion expense, partially offset by higher circulation distribution expense due to the delivery of additional publications.


WRITE-DOWNS OF INTANGIBLE ASSETS

Due to the continuing decline in newspaper advertising revenues in 2008, the Company performed an impairment review of goodwill attributable to its newspaper reporting unit and newspaper masthead intangible assets in the second quarter of 2008. As a result of the impairment review, the Company recorded non-cash pretax impairment charges totaling $3,843 million ($3,832 million after taxes) to write down its newspaper reporting unit goodwill by $3,007 million ($3,006 million after taxes) and four newspaper mastheads by a total of $836 million ($826 million after taxes). These non-cash impairment charges do not affect the Company's operating cash flow or its compliance with its financial debt covenants.


EQUITY RESULTS

Net equity income was $18 million in the second quarter of 2008, compared with $29 million in the second quarter of 2007. The decrease was primarily due to a $13 million impairment write-down at one of the Company's interactive investments, partially offset by improvements at TV Food Network and Comcast SportsNet Chicago.


NON-OPERATING ITEMS

In the second quarter of 2008, Tribune recorded a pretax non-operating gain of $36 million from marking-to-market the Company's PHONES debt and the related Time Warner investment. This gain was partially offset by a $10 million write-down of the Company's investment in ShopLocal, LLC, which was sold on June 30, 2008. The write-down reduced the carrying value of the investment to the amount of net proceeds received from the sale. In the aggregate, non-operating items in the 2008 second quarter resulted in a pretax and after-tax gain of $26 million.

In the 2007 second quarter, Tribune recorded a pretax non-operating loss of $30 million, which included a $27 million loss from marking-to-market the Company's PHONES and the related Time Warner investment. In the aggregate, non-operating items in the 2007 second quarter resulted in an after-tax loss of $21 million.


ADDITIONAL FINANCIAL DETAILS

Corporate cash operating expenses for the 2008 second quarter decreased to $10 million from $14 million in the second quarter of 2007 primarily due to a $3 million decrease in severance and equity compensation expense.

Interest expense related to continuing operations increased to $211 million in the 2008 second quarter from $112 million in the second quarter of 2007 primarily due to higher debt levels, partially offset by lower interest rates. The Company allocated interest expense of $8.4 million and $3.4 million in the second quarters of 2008 and 2007, respectively, to discontinued operations.

Debt was $12.5 billion at the end of the 2008 second quarter and $9.3 billion at the end of the 2007 second quarter. The increase was primarily due to financing the going-private transaction completed in the fourth quarter of 2007.

Cash and cash equivalents was $161 million at the end of the 2008 second quarter and $262 million at the end of the 2007 second quarter. Capital expenditures, excluding the TMCT real estate purchase discussed below, were $21 million in the second quarter of 2008.

On July 1, 2008, the Company and Tribune Receivables LLC, a wholly-owned subsidiary of the Company, entered into a $300 million trade receivables securitization facility. The Company borrowed $225 million under this facility and incurred transaction costs totaling $7 million.

On July 3, 2008, the Company used the net proceeds of $218 million from the trade receivables securitization facility to repay borrowings under its Tranche X Facility and on August 1, 2008, the Company used net cash proceeds of $589 million from the Newsday transaction to repay borrowings under its Tranche X Facility.


DISCONTINUED OPERATIONS

In May 2008, the Company announced an agreement with a subsidiary of Cablevision Systems Corporation to form a new limited liability company ("Newsday LLC") to own and operate the Company's Newsday Media Group business ("NMG"). The Company closed on this transaction on July 29, 2008, and recorded a pretax loss of $692 million ($693 million after taxes) in the second quarter of 2008 to write down the net assets of NMG to estimated fair value. At the closing, the Company received a special distribution from the limited liability company of $612 million in cash and $18 million in prepaid rent under leases for certain NMG facilities retained by the Company. Tribune owns approximately 3 percent of the equity in Newsday LLC. The results of operations for NMG are reported as discontinued operations.

In February 2007, the Company announced an agreement to sell the New York edition of Hoy, the Company's Spanish-language daily newspaper ("Hoy, New York"). The sale of Hoy, New York closed in May 2007.

In March 2007, the Company announced an agreement to sell its Southern Connecticut Newspapers -- The Advocate (Stamford) and Greenwich Time (collectively "SCNI"). The sale of SCNI closed in November 2007, and excluded the SCNI real estate in Stamford and Greenwich, Connecticut, which was sold in a separate transaction on April 22, 2008.

During the third quarter of 2007, the Company entered into negotiations to sell the stock of one of its subsidiaries, EZ Buy and EZ Sell Recycler Corporation ("Recycler"). The sale of Recycler closed in October 2007. The results of operations for all of these business units are reported as discontinued operations.


REAL ESTATE TRANSACTIONS

On January 30, 2008, the Company sold the real estate and related assets of its studio production lot located in Hollywood, California for $125 million.

On April 22, 2008, the Company sold the SCNI real estate in Stamford and Greenwich, Connecticut, for $30 million. The net proceeds from these transactions, along with available cash, were used to purchase the real estate formerly leased from TMCT, LLC for $175 million on April 28, 2008.

These transactions were structured as a like-kind exchange, which allowed the Company to defer income taxes on essentially all of the gains from these dispositions.


Forward-Looking Statements

This press release contains certain comments or forward-looking statements that are based largely on the Company's current expectations and are subject to certain risks, trends and uncertainties.

You can identify these and other forward-looking statements by the use of such words as "will," "expect," "plans," "believes," "estimates," "intend," "continue," or the negative of such terms, or other comparable terminology.

Forward-looking statements also include the assumptions underlying or relating to any of the foregoing statements. Actual results could differ materially from the expectations expressed in these statements.

Factors that could cause actual results to differ include risks and other factors described in Tribune's publicly available reports filed with the Securities and Exchange Commission ("SEC"), which contain a discussion of various factors that may affect Tribune's business or financial results.

Such risks, trends and uncertainties, which in some instances are beyond the Company's control, include:

our ability to generate sufficient cash to service the significant debt levels and other financial obligations that resulted from the Company's going-private transaction;

our ability to comply with or obtain modifications or waivers of the financial covenants contained in our senior credit facilities, and the potential impact to operations and liquidity as a result of restrictive covenants in such senior credit facilities;

our dependency on dividends and distributions from our subsidiaries to make payments on our indebtedness; increased interest rate risk due to our higher level of variable rate indebtedness;

the ability to maintain our subchapter S corporation status;

changes in advertising demand, circulation levels and audience shares;

consumer, advertiser and general market acceptance of various new marketing and product initiatives that the Company has introduced or may pursue in the future and the Company's ability to implement such initiatives without disruption or other adverse impact on the Company's business and operations;

regulatory and judicial rulings, including changes in tax laws or policies; availability and cost of broadcast rights; competition and other economic conditions; changes in newsprint prices;

changes in the Company's credit ratings and interest rates;

changes in accounting standards;

adverse results from litigation, governmental investigations or tax related proceedings or audits;

the effect of labor strikes, lock-outs and negotiations; the effect of acquisitions, joint ventures, investments and divestitures;

the effect of derivative transactions; the Company's reliance on third-party vendors for various services; and other events beyond the Company's control that may result in unexpected adverse operating results.

These factors could cause actual future performance to differ materially from current expectations. Tribune is not responsible for updating the information contained in this press release beyond the published date, or for changes made to this document by wire services or Internet service providers.

This press release is being furnished to the SEC through a Form 8-K. Financial tables to this press release are included in the exhibit to the Form 8-K and are also available on the Company's website. The Company's next 10-Q report to be filed with the SEC may contain updates to the information included in this release.

TRIBUNE is America's largest employee-owned media company, operating businesses in publishing, interactive and broadcasting.

In publishing, Tribune's leading daily newspapers include the Los Angeles Times, Chicago Tribune, The Sun (Baltimore), South Florida Sun-Sentinel, Orlando Sentinel, Hartford Courant, Morning Call and Daily Press.

The Company's broadcasting group operates 23 television stations, WGN America on national cable, Chicago's WGN-AM and the Chicago Cubs baseball team.

Popular news and information websites complement Tribune's print and broadcast properties and extend the Company's nationwide audience. At Tribune we take what we do seriously and with a great deal of pride. We also value the creative spirit and are nurturing a corporate culture that doesn't take itself too seriously.
    (1) "Operating profit" excludes interest and dividend income, interest
expense, equity income and losses, non-operating items and income
taxes. "Operating cash flow" is defined as operating profit before
depreciation and amortization and write-downs of intangible assets.
"Cash operating expenses" are defined as operating expenses before
depreciation and amortization and write-downs of intangible assets.
References to individual daily newspapers include their related
businesses.

SOURCE Tribune Company
http://www.tribune.com






Friday, August 8, 2008

TheWB.com Set to Launch on Aug. 27

They've signed up Johnson & Johnson as a charter sponsor, Comcast, will offer classic WB series via its video-on-demand service

Aug 7, 2008

-By John Consoli
MEDIA WEEK


TheWB.com, now in Beta testing, will launch on August 27, offering classic series that aired on the now defunct WB TV network along with new web series.

Warner Bros. Television Group is promoting the new site as “the next great network that won’t be televised.” But cable operator Comcast, will offer classic WB series via its video-on-demand service.

The WB.com has signed up Johnson & Johnson as a charter sponsor.

The online video network will offer classic WB series Buffy, the Vampire Slayer, Veronica Mars, Smallville, Gilmore Girls, Everwood, Roswell, The Wayans Bros., Friends and The OC, along with new series from show creators McG and Josh Schwartz. The McG series Sorority Fever will premiere on the site on Sept. 8. Schwartz is producer of the current CW show Gossip Girl.

As part of the rollout, The WB.com will feature an original application that will launch on Facebook Platform that will allow integration of Facebook’s social network onto The WB.com, and offer TheWB.com’s content on Facebook.

TheWB.com’s shows will also be distributed free across the Internet on Comcast’s Filmcast.com and Comcast will make available more than 1,000 TV episodes from Warner Bros. library that will be available on the cable operator’s video-on-demand service. AOL will also feature a WB.com branded channel that will stream full episodes of classic WB series.

In a statement, WBTVG said TheWB.com "affirms its new media business strategy to build new brands and programming destinations, create compelling original online content and to distribute that content on all platforms in ways that best serve consumers and advertisers.”

There have been undercurrents that WBTVG is starting The WB.com because executives at the company are not pleased that when The WB Network and UPN ceased to operate two years ago and merged, the WB brand, which was built up over more than a decade while the network was on the air, disappeared from site.

WBTVG president Bruce Rosenblum has denied it, but there are also rumors that the company is starting the Web site as a trial balloon, and if successful in drawing in its targeted 18-34 female audience in significant numbers, that the company might start a WB cable TV network.

Warner Bros. parent company, Time Warner, also owns Time Warner Cable, and the new WBTVG partnership with Comcast could mean an amicable relationship with that cable operator also, giving a WB network launch on cable a good base with two major cable operators.

Other original programming planned for TheWB.com includes Chadam, a 3D animation project from artist Alex Pardee and producer Jason Lee; a reality series from Gary Auerbach (Laguna Beach and Newport Harbor) about a girl from Orange County, Calif., who swaps lives with a low-income Los Angeles teen; and High Drama Against All Odds, an unscripted series from James Percelay which documents the production of a big-budget high school musical.

Original series include Blue Water High, an Australian surf drama; Dangerous, about a female government official who infiltrates a car-theft ring; and jPod, a soap opera set in the world of a video game design company.

Monday, August 4, 2008

A parting of the programming ways for networks, cable

While broadcasters stick with reality this summer, and have some hits, cable puts in a strong showing with scripted shows.
By Scott Collins, Channel Island
THE LOS ANGELES TIMES

August 4, 2008
AND THEN, the audience parted.

Here's what has happened to TV viewing this summer: People who want reality shows have stuck with the broadcast networks. Viewers who prefer scripted series have migrated to the cable channels. And in terms of ratings, the once-vast gap between the two worlds is shrinking like never before.


That's an oversimplification, but not by much. Consider this statistic: Four of the top five shows on network TV so far this summer are reality programs, including the No. 1 series, NBC's "America's Got Talent," according to Nielsen Media Research. Meanwhile, eight out of the 10 most-watched programs on ad-supported cable are scripted dramas.


The top-rated series on cable, TNT's crime procedural "The Closer," has drawn an average of 7.4 million total viewers since its Season 4 premiere on July 14. That number, although a bit low to be called a major hit by broadcast standards, is higher than any big network's average prime-time audience this summer, despite the fact that TNT is available in fewer U.S. homes than its broadcast competitors.


"There's more good television this summer than there has been in years past," Michael Wright, senior vice president at Turner Entertainment Networks, said in a telephone interview. Wright oversees programming for TNT, TBS and other channels.


The aggressive foray into scripted programming has led to a renaissance for basic-cable networks such as NBC Universal's USA, the top-rated prime-time cable network with five current original series including "Burn Notice" and the new "In Plain Sight." The benefits have even filtered down, on a much smaller scale, to AMC, which logged record ratings last month for the Season 2 return of the Emmy-nominated ad-industry drama " Mad Men." ABC Family is having its best results ever for an original series with the teen-pregnancy drama "The Secret Life of the American Teenager."


"I think network is going to take a page from the cablers and start developing scripted for summer as well," Bonnie Hammer, who runs USA and Sci-Fi for NBC Universal, told me. "I don't think they will be able to get along over the next several years without going toe to toe with us in the summer."


In fact, broadcast executives, seeing the strong ratings that cable posted last summer with series like "The Closer" and premieres such as FX's thriller " Damages," probably would have mounted a stronger challenge this year on the scripted front. But the three-month writers strike got in the way. By the time the walkout ended in February, networks were so busy scrambling to finish their regular seasons and prepare for fall that there wasn't time to worry about a summer strategy.


Sticking with unscripted series has had its advantages. ABC, Fox and NBC each have at least one reality hit, and each has more viewers this summer than last. ABC found a modest breakthrough with the obstacle-course game "Wipeout," the summer's No. 1 new show, averaging 13 million viewers. Returning reality shows, especially Fox's "Hell's Kitchen" and " So You Think You Can Dance," remain popular among young adults, the audience segment most-sought by advertisers.


Broadcast executives point out that cable still benefits from a double standard. Preston Beckman, Fox's scheduling guru, cites the example of CBS' racy '70s drama " Swingtown," which won critical acclaim but has drawn disappointing ratings.


" 'Swingtown' would be considered a massive hit on cable, whereas most cable hits would be counted as failures" on network TV, Beckman said. "I don't know how to compare the two."


But the networks also ordered a number of reality series that viewers simply didn't want to see, including ABC's "High School Musical: Get in the Picture," NBC's " Nashville Star" and CBS' "Greatest American Dog."


"They'll throw anything but their bar mitzvah videos on," Beckman joked of unscripted premieres. "There's so much of it on."


The somewhat surprising failure of "Get in the Picture," a reality contest based on Disney Channel's runaway hit "High School Musical," taught ABC a few lessons.


"We thought ['Get in the Picture'] would do better than it did," said ABC Entertainment Executive Vice President Jeff Bader. "The issue there is, we haven't been able to translate the Disney Channel show audience to the ABC platform."


Of course, once the broadcasters return with new fall lineups, all bets will be off for the cable networks. Last year, "Mad Men" saw its already-modest ratings sink further in September. The timing could be especially critical this time around, because series such as "The Closer" ended up premiering a month or so later than originally planned -- again, due to the writers strike. That could put certain cable series in the cross hairs of broadcast programmers.


Even so, the scripted/unscripted divide between cable and broadcast will likely grow. The cable networks are looking to expand original programming aggressively beyond the summertime.


"In order to grow and keep growing, you kind of have no choice," said Turner's Wright.


On Labor Day, TNT will premiere "Raising the Bar," the latest courtroom drama from producer Steven Bochco. The show will have to scrape for viewers alongside a raft of new episodes from network crime shows and procedurals.


"The competition is much more fierce in the fall," Wright acknowledged. But TNT is still forging ahead with a long-term plan to devote the vast majority of its midweek prime-time lineup to original fare.


USA this fall is bringing back Debra Messing in "The Starter Wife," which first appeared as a miniseries last year.


"We decided it is a show that's big enough that it could also live outside the protective summer" environment, Hammer said.


"We're now looking at all four quarters and what makes sense, because I think we've truly come of age where we can place original product almost anywhere during the year with a good chance, if it's quality work, that it could succeed."


Such an approach is hastening the day -- which has already arrived for many young viewers brought up in multi-channel households with DVRs -- when broadcast and cable distinctions melt away completely, and TV becomes just TV.


"Three or four years ago, a guy like me had to really convince people to do cable," Wright said, referring to the hesitation of many top actors and writer-producers. Now, "more and more people I know don't make the distinction. They just have the 10 to 15 channels [they watch] programmed into their set-top box, or their mind."

scott.collins@latimes.com

Thursday, July 31, 2008

Sam Zell's Deal from Hell

The turnaround maven should have seen the problems ahead in the newspaper industry. His blind side may cost Tribune Co. its very life


by Emily Thornton, Michael Arndt and Ronald Grover
Business Week

"It's the deal from hell," says Sam Zell, never one to mince words. "And it will continue to be the deal from hell until we turn it around." Zell is talking, of course, about his $8.5 billion purchase of Tribune Co. in December 2007, a transaction that's shaping up to be one of the most disastrous the media world has ever seen. Zell is a real estate tycoon, and his plush office reflects his decades of success: Giant even by CEO standards, it brims with paintings and statues and looks out on a private garden above the Chicago River. One item that stands out among the clutter is an upside-down map of the world, a prop presumably intended to convince visitors that they're in the presence of an iconoclast. Zell, 66 and fiercely devoted to blue jeans, has burnished that image carefully over the years.


Were it not for the Tribune debacle, there would be no reason to question Zell's brilliance as a businessman. He describes himself, immodestly, as a "grave dancer" who buys properties at fire-sale prices and resells them for a profit. His biggest coup came in late 2006, when he orchestrated a bidding war for his real estate trust, Equity Office Properties. EOP eventually went to Blackstone Group (BX) for $39 billion, in what was then the biggest leveraged buyout in history. Weeks later he thumbed his nose at the dealmaking world with a satirical song, posted on the Web, that predicted the credit crunch soon to sweep the globe. It seemed he could do no wrong.


Then Zell bought Tribune and stumbled into a calamity of plunging sales and rising costs. He had expected only single-digit declines in newspaper ad revenue. Turns out he was off by a factor of two or three. "If current trends in advertising are permanent," he says, "we have a really serious problem."


He should have seen it coming. Tribune comprises eight newspapers, including the Chicago Tribune, Los Angeles Times, and Baltimore Sun, which together generate 76% of the company's revenues; more than 50 Web sites; 25 television stations, including superstation WGN America; a 31% share of the Food Network; the Chicago Cubs baseball team; and real estate and other holdings. Tribune had been slumping for years, courting buyers for more than 18 months before Zell ambled onto the scene in early 2007. Against that bleak backdrop, he loaded the already strapped company with more than $8 billion in fresh debt to pay for the deal, leveraging Tribune to within an inch of its life.


The payments, $1.4 billion by June 2009 alone, have proven crippling. Tribune's junk-level credit rating has fallen since Zell took over, and some of its bonds are fetching 35¢ on the dollar. Zell has been forced to cut costs far more than he anticipated. It may not be enough to avoid a default. "The colossal debt Zell piled on is forcing Tribune to take more and more desperate actions," says media consultant Alan D. Mutter.


On paper, Zell's plan looked great. He would quickly sell the Chicago Cubs, Wrigley Field, and a 25% stake in Comcast SportsNet Chicago to pay off debt, and focus on making Tribune's newspapers zippier and more ad-friendly. The strategy was based on an innovative financing scheme that used Tribune's tax-exempt employee stock ownership plan as the vehicle through which to fund the transaction. That would allow Tribune to save big on taxes: It paid $245 million annually on average over the past three years. Zell's financing arrangement required the billionaire to pony up just $315 million of his own cash to wrest control of the company, with a warrant to buy 40% more for as little as $500 million. What's more, Zell turned Tribune into a so-called S corporation, a designation usually reserved for small businesses. That could allow Tribune to sell assets in 10 years without having to pay capital-gains taxes.


Zell doesn't need Tribune to thrive; merely keeping it alive could earn him an astronomical return when it comes time to sell. That has always been the goal. "When we first undertook this project, we viewed Tribune as 60 ways to get lucky," Zell says. But amid the credit crunch, the quick asset sales haven't panned out. With the newspaper business deteriorating, his seemingly clever strategy has thrown the whole Tribune enterprise into jeopardy.


The question for the company's 18,500 employees is whether Sam Zell is the guy to save it. Although he owned a radio company called Jacor Communications that was acquired by Clear Channel Communications (CCU) in 1999 and spends his weekends in Malibu, Zell is no media mogul and hasn't mixed well in that world thus far. Early on, he told Tribune executives he would "cut off their ties" if he caught them looking so formal at future meetings. Prone to off-color jokes and profanity, he's more like "that guy you see on the Mexican beer commercial," says Jeff Peterson, owner of Geoffrey's Malibu, a restaurant frequented by Zell and his wife, Helen. "He just seems like a down-to-earth guy's guy."


Many staffers are alarmed by Zell's open disdain for the newspaper business. "The industry has lost its credibility" because of biased, boring, and self-indulgent articles, says Zell. For that matter, he doesn't much care for baseball, either, says Chicago White Sox majority owner and longtime friend Jerry Reinsdorf: "He actually dislikes it." Most dealmakers, by contrast, lionize the companies they own to pump up sale prices. "If you have a lemonade stand, you don't try to sell the lemonade by saying it's terrible," says Myron Levin, a reporter for 23 years at the Los Angeles Times who took a buyout in March.


Adding to the uncertainty, Zell has tapped some quirky characters with no newspaper experience to run key elements of the Tribune empire. Randy Michaels, the chief operating officer, is a former Clear Channel executive and onetime "shock jock" who worked for Zell at Jacor. Michaels has installed jukeboxes, pinball machines, and a sculpture of a six-legged man running in circles called "The Bureaucratic Shuffle" in the Tribune Tower in Chicago. Marc Chase, president of Tribune Interactive, is another Clear Channel alum and former DJ. Robert J. Gremillion, Tribune's executive vice-president and interim publisher of the Chicago Tribune, hails from the broadcasting division. Gerald Spector, the chief administrative officer who's overseeing the Los Angeles Times, is a Zell acolyte from the real estate business with a penchant for sweaters emblazoned with cartoon characters.


Tribune's new chief innovation officer, Lee Abrams, a former XM Satellite Radio Holdings (XMSR) programmer, has raised eyebrows, too. In March he began firing off 5,000-word e-mails suggesting employees peruse his 108 blog posts on what's wrong with the media. "While my background is steeped in rock 'n' roll," he wrote in his first e-mail, "I strongly believe that News and Information is the NEW rock 'n' roll…The NEW rock 'n' roll isn't about Elvis or James Dean, but it IS about re-inventing media with the exact same moxie that the fathers of rock 'n' roll had. The Tribune has the choice of doing to News/Information/Entertainment what rock 'n' roll did to music."

Empty Promises

With the newspaper industry in free fall, Zell's new survival plan is to build out Tribune's broadcasting and Internet groups, which represent 24% of revenues, and slash costs in the newspaper group. "It's a smart move," says Hale Holden, a debt analyst at Barclays Capital (BCS) who follows Tribune. Broadcast companies are commanding valuations double what newspaper companies enjoy. "We think it's one of the few options he has available," Holden says.


That grim assessment stands in stark contrast to the jubilation that greeted Zell last Dec. 20, his first day as CEO, as he strode triumphantly into the Chicago Tribune offices, smiled broadly at his new comrades, and announced: "You own this company now!" He promised no cuts.


Even then, most observers knew the industry was being buffeted by falling revenues. "We started out saying, 'big Christmas, slow January,'" Zell says of the typically booming fourth quarter and anemic first quarter for ad sales. "Then we started seeing trends we didn't expect." Companies were abandoning newspaper ads at an accelerating pace because of a souring economy and cheaper alternatives online. "It's going to get worse, and it's going to go on a lot longer," says New York Daily News owner Mortimer Zuckerman, who has known Zell for 15 years and considers him a "business genius."


As ad sales nosedived, Zell rushed to enact a turnaround plan originally scheduled for 2010. It called for cost cuts and an immediate redesign of Tribune's six smallest dailies to make them leaner and more attractive to advertisers. Zell told employees, whom he addressed as "fellow investors," that they had to start acting like owners. The new mantra was "AFDI," an abbreviation for a crude slogan that was later sanitized to mean "Actually Frigging Doing It."


The first round of cuts came in the form of buyouts intended to slice 2% of Tribune's workforce. Zell suggested in a Feb. 13 memo that the moves reflected "the reality of our significant debt levels" and other problems. Tribune publishers sent memos hinting that future packages wouldn't be as lucrative. Profits were falling so fast that Tribune looked likely to violate loan agreements requiring it to keep new debt no higher than nine times operating earnings. (The ratio now stands at 8.1.) In March, Standard & Poor's (which, like BusinessWeek, is a unit of The McGraw-Hill Companies (MHP)) cut Tribune's credit rating to B-, from B. Says analyst Emile Courtney, who wrote the report: "That reflects the concern that Tribune might violate [loan agreements] in the near term…as early as December."


Operating chief Michaels conferred with publishers to find out how many pages Tribune could afford to print without breaking its debt provisions. In June he ordered that the ratio of ads to news shift to 50-50 instead of the usual 60% reserved for articles—meaning the so-called news hole had to shrink by 17%. The Baltimore Sun killed its stand-alone daily business section. The Orlando Sentinel ditched its stock tables. The Los Angeles Times announced it was merging sections devoted to books, opinion, real estate, autos, and a weekend calendar.


To Michaels, the moves are a matter of survival. "An animal with his leg caught in a trap will chew it off," he explains. "At the moment, we're doing some leg-chewing." Zell, meanwhile, has no patience for what he views as the pomposity of journalists casting their profession as some kind of sacred trust. "If you want to tell people what they should want, become a professor," he says. "But if you're in the newspaper business—and I emphasize the word business—then you have to respond to what your customer wants."


Zell and Michaels also shook up the sales side. They started placing calls to big advertisers, paying sales reps on commission only, and arming them with new types of ads, including ones in the middle of stories. "We want to incent them like hell to be greedy," says EVP Gremillion. Even if advertisers didn't want to be in the paper, Zell suggested, they could buy space on delivery trucks and printing plants.


As newspaper bosses were cutting jobs and pages, Zell's lieutenants sought to crank up broadcast profits, which had fallen 10% in 2007 because 13 Tribune stations were affiliated with the struggling CW Network. Michaels pressured CW to lower the estimated $72 million a year Tribune pays for its programs. He also complained about its core audience of young women, saying they tend not to watch local news. Local newscasts are the most lucrative programs because 100% of the ad revenue flows to the station, without network or syndicator middlemen.


The More Urgent Problem


Internally, Michaels unleashed radical changes designed to double the number of hours of local news on Tribune's stations. In Fort Lauderdale, Tribune is building a local TV news station inside the newsroom of the South Florida Sun-Sentinel to feed hours of content to Miami's WSFL-TV station. It also plans to launch a four-hour local morning show in January. In Chicago the company is planning a 24-hour breaking news center in the Tribune's newsroom to provide content for television, radio, cell phones, and newspapers. "What we're doing could really change the business not only for television but also for print," says Ed Wilson, Tribune's head of broadcasting. One top executive at a major network has doubts: "Michaels doesn't know this business and hasn't taken the time to learn it. He's still a radio guy playing a TV executive."


None of the moves address the more urgent problem: Tribune's need for cash. It raised $630 million on July 29 by selling New York's Newsday, one of its most profitable newspapers, to Cablevision Systems (CVC) (Zell smartly kept a 3% stake to avoid taxes.) The price was less than what analysts estimate Zell paid for it last year, but it covered a big chunk of debt. In June, Zell put Tribune's headquarters and the Los Angeles Times' property on the market. On July 3, Tribune signed a $300 million asset-backed commercial paper deal with Barclays, in essence borrowing against money it expects to collect in the future.


And so the layoffs will keep coming. Tribune has axed 1,100 people thus far, with newspapers bearing the brunt. On July 2 the Los Angeles Times scrambled to cut 150 people, or 17% of its staff. It happened so fast that one editor said he didn't know whether to nod sadly or smile to his own staff members in the hallway because he couldn't recall who was on the list.


One wonders what might have happened had someone else bought Tribune. Zell and his team have limited flexibility, but a different buyer might not have taken on so much debt. Zell says the casualties will be "significantly greater" by year end, and he's unapologetic about that. "I knew that I needed to act as both the grenade thrower and the bomb deflector if we were going to get from here to there," he says. Getting "there," of course, would mean a big payday for Sam Zell.


With Susan Zegel in New York

Friday, July 18, 2008

Talking bylines with new Chicago Tribune editor

Posted by: Robert MacMillan Reuters Blogs
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Tribune Co is keeping media reporters and headline writers busy these days with news of how the company is trying to turn around its newspaper business and stay afloat under billions of dollars in debt - all while creating a culture that, as Chicago real estate tycoon and newly minted press baron Sam Zell says, does not take itself too seriously.

That is growing more difficult as the company embarks on another round of job cuts at its papers, sparking fear and loathing among employees, and launches an ambitious plan to redo the papers’ sizes and looks. Tribune also set journalism types’ tongues a-wagging with its plan to review reporter productivity as a possible condition for staying on board. That might not sound so controversial, except that many people have interpreted that as saying it’s not about the quality of your stories, it’s about the quantity.


Gerould Kern, Tribune’s vice president of editorial and the successor to departing Chicago Tribune editor Ann Marie Lipinski, addressed some of these topics in a phone interview with Reuters.


Q: What is your immediate task as the new editor of the Chicago Tribune?


A: As we report almost daily, the newspaper business is in a crisis. And I want to do everything I can in my power to save it. And you know, the Chicago Tribune has played a huge role in the history of the nation and the city, and I know it and I’m proud of it and I want that history to stretch far into the future. So I’m optimistic that we can solve these economic problems, the economic dislocation that faces us and that we’re not only going to survive but thrive in the future.


Q: How do you make the business thrive with fewer people?


A: I think it becomes a lot harder and that’s going to force us to be a lot more innovative and entrepreneurial and resourceful than we’ve ever been before. There’s been a lot of misinformation and confusion about productivity as a topic. I think the idea’s fairly simple. Let’s turn over every stone, let’s do every smart thing we can to stretch the resources, to use them to serve people and build our audiences and bring in revenue to support journalism.


It means our full-time professional staff is going to get smaller. And that’s been happening to newspapers all over the country. And yet we’re having to support more local media channels than ever before. … At the end of the day we still will have the largest newsgathering organization in this city by far. And if we are really smart and resourceful about using them we will be able to a fabulous job for consumers in whatever channel they choose.


Q: What do you say to the reporters who say they’re scandalized by the idea of being judged on how many stories they produce, rather than the quality of individual stories?


A: I think it is unfortunate that this has been focused on in this way. I understand it based on some comments that [Tribune Chief Operating Officer] Randy [Michaels] made on the middle of that call. Let me just say this: I talked in a broader sense about productivity, which frankly is the way I’m looking at it. What can the whole organization do that’s smart, that‘s strategic, that’s resourceful.


But on bylines: All of our newspapers are looking at all kinds of information to see what is valuable in making some of these tough choices… Some of our newspapers in some departments have been doing byline counts over the years. It’s not the first time that anybody’s ever done that. From the beginning, we made it clear that this should be viewed as just one data point and, frankly, probably not the most valuable and that it had to be combined with other information. … Everybody knows for instance that you have to evaluate investigative reporters differently than other kinds of reporters. Because reporting takes a long time… And everyone was aware of that.


In the end, the information and the judgment calls [were] left strictly up to editors in the newsroom and that’s where it will remain. So, I think much more is being made of it than really is there.



Randy Michaels built a radio empire, but does he have a plan for newspapers?

By Carol Eisenberg


The latest wave of departures among Tribune top brass - Los Angeles Times Publisher David Hiller and longtime Chicago Tribune Editor Ann Marie Lipinski resigned this week - cast a pall over already-demoralized newsrooms, in part because they were not about anyone falling on their swords.


Hiller had just signed off on 250 layoffs at the Los Angeles Times, but appears to have been tossed under the bus despite his willingness to do the dirty work. Lipinski, who has been handing out dozens of pink slips herself at the Chicago Tribune, reportedly made her own choice to leave. “This position is not the fit it once was,” she told staff.


So where is all this heading? Does the brash Michaels have any vision of where he is taking the company - beyond bailing as fast as he can to stave off potential bankruptcy in the face of a $13-billion debt incurred by Sam Zell’s purchase last year?


Considered a genius by his admirers and a madman by critics, Michaels is a former radio executive and shock jock (who reportedly resorted to farting on air and fake-pureeing a frog to boost ratings), who was handpicked to run the Tribune by its new owner Sam Zell.


Like his boss, Michaels affects a profane, tough-guy style. He announced the arrival of the new regime to Newsday staff last January by saying, “The difference between then and now is we’re not having another meeting. . . . We’re Actually Fucking Doing It.”


Zell, nicknamed the “grave dancer” for his knack for pulling value from dying businesses, has been a true believer in Michaels since buying a string of radio stations called Jacor Communications in 1993, then headed by Michaels.


Michaels impressed Zell as an empire builder, riding the wave of government deregulation to make tons of money for Jacor and then, San Antonio-based Clear Channel Communications Inc. He took Jacor from 13 stations to 230 in five years, and helped engineer a merger with Clear Channel in 1999, according to a profile in Chicago Business. At Clear Channel, he led a strategy that made the company the biggest radio operator in history.


But despite his financial success, Michaels “became the poster child for what people didn’t like about corporate radio,” Sean Ross of Edison Media Research told TVNewsday.


Among his innovations was “voice tracking” in which ‘local’ radio shows were produced hundreds of miles away, eliminating the need for many jobs and homogenizing play lists across the nation.


And then there were stories about his pranks, like the day he roamed the halls at Jacor wearing a rubber penis around his neck, accosting female employees, according to allegations aired on ABC’s “20/20,” by former Florida disc jockey Liz Richards who sued the company, including Michaels, for sex discrimination. Richards’ suit was settled out of court in 1995, and the terms were never disclosed.


“Looking for classy radio programming?” wrote Eric Boehlert in a withering 2001 Salon profile. “Don’t look here. The company is known for allowing animals to be killed live on the air, severing longstanding ties with community and charity events, laying off thousands of workers, homogenizing play lists and a corporate culture in which dirty tricks are a way of life.”


Michaels has always insisted such criticisms were unfair, attributing them to resistance to change in a rapidly consolidating industry.


Regardless, the reception he got from Tribune employees earlier this year was hopeful in many quarters, especially when he seemed so emphatic that the solution to the industry’s woes was not further cost-cutting, but creating entirely new streams of revenue. “You think Amazon is worrying about selling ads? You think eBay is worried about selling ads?” he said in his remarks at Newsday. “In the interactive world, that’s the icing on the cake. Media companies have their head where it doesn’t smell good.”


Except that it hasn’t worked out that way. However paltry those advertising revenues may have seemed then, they have nose-dived since. And with new income streams yet to materialize, the company’s steep debt payments began to seem more and more onerous.


Despite Zell’s insistence that he planned to keep intact the company’s 11 newspapers and nearly two dozen television stations, the company sold off Newsday, one of its most profitable papers, borrowed $300 million against future earnings and began exploring the sale or lease of the landmark properties owned by the Chicago and Los Angeles papers.


By June, Michaels was assuring worried investors: “We are actively pursuing a program to right-size our newspapers.”


The definition of ‘right-sizing - was not spelled out.


“Sounds better than ‘panicking,’” suggested media consultant Ken Doctor on his blog. “To describe the current round of staff cuts, though, there’s a better word: Frightsizing.”


Another tip-off to the future was suggested earlier this week by Lipinski’s successor at the Chicago Tribune, Gerould W. Kern, who was the one who introduced metrics to measure reporters’ productivity. In an interview with his own paper, Kern said he planned to work closely with Los Angeles Times Editor Russ Stanton to see where resources could be shared.


The scope of that sharing was not spelled out, but that too might signal a page out of Michael’s playbook at Clear Channel.


“If Randy repeats what he’s done in radio, we’ll see a lot of newsrooms eliminated,” media consultant John Gorman told Chicago Business. Gorman, who remembered hearing a Clear channel DJ mispronounce the name of the Cleveland suburb from which he was purporting to broadcast, predicted a scenario in which local TV newscasts would be ‘video-tracked’ from a central studio to save money.


To be fair, no one else has hit on the solution to print media’s declining fortunes either. Nor has anyone else beat their chest in quite the same way as Michaels or Zell.


“The dearth of decent ideas designed to save newspapers - or reinvent them for the digital age in ways that preserve their crucial democratic functions - is curious and depressing,” wrote Eric Alterman in The Nation. “It’s curious because some of the smartest, most ambitious and most civic-minded people in America are deeply engaged with the problem. It is depressing because the only ones with the self-confidence to undertake radical measures appear to be completely off their respective rockers.”


As Michaels himself promised Tribune employees in January: It’s going to be a wild ride.

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Tribune Company - SWOT Analysis



www.companiesandmarkets.com adds new report



www.companiesandmarkets.com/Summary-Company-Profile/Tribune-Comp ..


Tribune Company - SWOT Analysis company profile is the essential source for top-level company data and information. The report examines the company’s key business structure and operations, history and products, and provides summary analysis of its key revenue lines and strategy.


Tribune Company (Tribune) is engaged in newspaper publishing, television, and radio broadcasting and entertainment. Tribune became a private employee owned company in December 2007 and Sam Zell, a real estate player, holds 40% common equity of the company on fully diluted basis.

The company primarily operates in the US. It is headquartered in Chicago, Illinois and employs about 19,600 people.

The company recorded revenues of $5,063 million during the fiscal year ended December 2007, a decrease of 7% over 2006.

The operating profit of the company was $633.9 million during fiscal year 2007, a decrease of 41.6% over 2006.

The net profit was $86.9 million in fiscal year 2007, a decrease of 85.4% over 2006.


Scope of the Report

- Provides all the crucial company information required for business and competitor intelligence needs

- Contains a study of the major internal and external factors affecting the company in the form of a SWOT analysis as well as a breakdown and examination of leading product revenue streams

- Data is supplemented with details on the company’s history, key executives, business description, locations and subsidiaries as well as a list of products and services and the latest available company statement

Tuesday, July 15, 2008

BREAKING NEWS: LAT to Begin Laying Off 150 People Today


From Russ Stanton:

Colleagues:

Earlier this month, I promised to give you details of the job cuts when I had them. Here they are:

Today, editors will begin notifying most of the 150 people who will be leaving us, and we hope to complete that process within a matter of days. Some of our co-workers will be leaving today, many at the end of this week, others in the weeks to come.

Those leaving will be given detailed information about the severance package they will receive, which includes one week of pay for every six months of service, up to one year. All of those directly affected by this cutback will have departed by Friday, Aug. 29.

The days and weeks ahead will be difficult ones, filled with pain, anger and sadness. All of us need to respect the feelings of those who are leaving us, and the editors who are being asked to handle duties they did not seek.

As I've said before, I deeply regret that these cost-saving moves will result in the loss of work for the many people who have served this company well. The best way we can honor them, and to show our readers and our peers that the Los Angeles Times will continue to produce first-rate journalism, is to stay focused on our work.


Russ Stanton
Editor

Wednesday, July 9, 2008

Chicago Tribune to cut 80 newsroom positions

|Tribune media columnist


The Chicago Tribune began informing staff Tuesday it will eliminate around 80 of its current 578 newsroom positions by the end of August and reduce the number of pages it publishes by 13 percent to 14 percent each week.


There also will be a reduction of jobs in other Chicago Tribune departments, but that number was not immediately available. A paper spokesman declined comment.


Because some newsroom jobs have been left unfilled in recent months, the actual number of staffers to exit the paper is expected to be between 55 and 58.


"Like many newspapers, we're feeling financial pressures," Hanke Gratteau, the Chicago Tribune's managing editor for news, said.


These reductions are the paper's fourth since late 2005, when its newsroom had around 670 positions. They have been expected since Randy Michaels, chief operating officer of Chicago Tribune parent Tribune Co., said last month in a conference call with lenders that all the company's papers would be cutting staff and the number of pages by mid-September in response to steep declines in publishing revenue so far this year.


These industrywide trends, the result of online advertising revenue growth unable to offset print advertising declines, are resonating in similar fashion at nearly every U.S. newspaper company, including the New York Times and Washington Post.


The Los Angeles Times, Tribune Co.'s largest newspaper, announced last week it planned to reduce the number of pages it publishes each week by 15 percent and eliminate roughly 150 jobs--or about 17 percent--from its newsroom by Labor Day, and had already made progress toward reduction of another 100 positions from its other departments. Coupled with other cuts over the years, the Times' newsroom now is a little more than half the size it was at its peak in the 1990s.


At Tribune Co., industry troubles are compounded by the debt load the company took on late last year in going private, an $8.2 billion transaction engineered by real estate billionaire Sam Zell, who became the company's chairman and chief executive.


There are also major obligations due this year and next. Zell has said this year should be covered through Cablevision Systems Corp.'s $650 million deal to acquire control of Newsday, Tribune Co.'s paper in Long Island, N.Y., as well as through new credit arrangements finalized last week.


Additionally, Tribune Co. reached agreement today to sell its 42.5 percent share of online shopping Web site ShopLocal.com to partner Gannett Co. for around $22 million.


The anticipated sale of the Chicago Cubs and Wrigley Field is expected to help cover next year's obligation.


Scott C. Smith, the Chicago Tribune's publisher, retired last week, leaving Tribune Co. after more than 30 years. Bob Gremillion, Tribune Co.'s executive vice president for publishing, has assumed oversight of the paper temporarily until Smith's successor is named.


Besides the cutbacks, Tribune Co. papers are all redesigning their formats. The Orlando Sentinel already has introduced its new look and the others, including the Chicago Tribune, will unveil their overhauls by the end of September.

philrosenthal@tribune.com

Tribune to cut 80 newsroom jobs

BY DAVID ROEDER droeder@suntimes.com

Sam Zell took his first bite out of the Chicago Tribune newsroom Tuesday, disclosing plans to lay off about 15 percent of its staff.


And the bite may be followed by more. Tribune employees said they have heard the reductions in the paper’s 570-person editorial department could total from 150 to 200.


Employees said department heads told them 80 positions will be cut by the end of August. They said the total includes 20 positions that are unfilled.


The timing of the announcement is unusual because an internal Tribune review was not expected to produce recommendations on job cuts until mid-August. Staffers speculate more cuts will come as Tribune editors complete plans for eliminating sections and reducing the space devoted to news and features.


The paper is acting on a mandate from Zell and Randy Michaels, chief operating officer of Tribune Co., to slash expenses in response to declines in advertising and circulation revenue. The industrywide recession is hitting Zell especially hard because he swallowed $13 billion in debt last December when he took control of Tribune Co., converting it from stockholder to employee ownership.


A Tribune spokesman was not immediately available for comment.


Sources said the laid-off workers will receive two weeks’ severance for each year of service. They said managers did not explain whether the layoffs will be decided based on salary levels, productivity, job category or other factors.


The cuts are in line with the job losses announced for other Tribune-owned newspapers. The Los Angeles Times, for example, is losing 17 percent of its news staff, or 150 people.


Others include the Hartford Courant, which has outlined news layoffs involving 25 percent of its staff, and the Baltimore Sun, which is eliminating about 7 percent of jobs across all departments.


Related Blog Posts
More Tribune layoffs coming? Not yet.


Andy Martin launches a campaign to 'Save the Chicago Tribune'

ANDY MARTIN Executive Editor ContrarianCommentary.com


Martin says that asset stripper Sam Zell is systematically destroying the Chicago Tribune and may be looting the company's assets. Andy suggests Tribune employees have a legal right to protect their savings in the company's ESOP.


Andy Martin asks: can the Chicago Tribune be saved? Can the Tribune Company newspapers in Los Angeles, Hartford (where he used to be a carrier boy), Baltimore, Orlando and Fort Lauderdale be rescued? Can American journalism survive? Martin believes a tragedy is unfolding in Chicago: an ignorant, arrogant, incompetent swindler has gained control of the Tribune Company and is systematically destroying the company's assets, particularly its newspapers.

'The barbarians are not at the gate, they are inside the gate,' says Martin. 'The Chicago Tribune is a great asset; the Los Angeles Times, Hartford Courant, Baltimore Sun and other Tribune newspapers have always been highly professional.


Now an ignoramus has taken over with a 2% down payment and claims he knows more about journalism than the entire newspaper industry. He has decided that what people want is less news, lower quality news, more pretty pictures and less substance. So Zell is cutting news coverage, dumbing down the product and adding more advertising.


Who is going to be left holding the bag? Why Tribune Company employees, of course; they are the majority owners of the post-public company. Zell only has a few hundred million dollars invested in a $13 billion enterprise. He can walk away at any time, leaving the employees with the results of his destructive policies.


'This week I am going to focus on the future of American journalism. Can it be saved? From itself? Through a series of news conferences and performance art we are going to try to get the public to focus on Zell's acts of urban vandalism. Proud, profitable institutions across America are being destroyed by Zell's larceny and infamy.


'There is no surprise that Zell is seeking to ‘strip' the Tribune Company's assets, no doubt with a healthy percentage being placed in his own family's hands. I predicted this over a year ago. Zell has leased his daughter space in the Tribune Tower. Is she paying a market rent? Doubtful. Zell may be stealing from his own employees.


'Zell acts as though he owns the Tribune outright. But he doesn't. The company is now owned by an employee ESOP, or employ stock ownership plan. Zell has an option to purchase a significant share of the company but employees are still the majority owners. Employees are being raped and robbed by Zell and his crew of pirates.


'Newspapers are undeniably facing a challenge. Marginal companies such as Knight-Ridder have been absorbed. But newspaper managements are largely the architects of their own demise. If you check what the Tribune charges for a classified ad, they want hundreds of dollars for something that others are giving away.


The choice is no longer between a reasonably priced Tribune ad and a competitor, but between an outrageously overpriced Tribune classified ad and competitors offering similar products at lower prices. Right across the newspaper industry classified advertising rates have become a delusional operation in which papers are forfeiting revenue because they still charge monopoly prices for a competitive product.


'Long after their monopolies have dissolved, newspaper managers continue to believe they are entitled to a monopoly rate of return. That is no longer the case. Newspaper media dominance is dissolving.


'What solution do newspaper managements and asset strippers such as Zell propose? They constantly cut staff, cut the quality of the news they are providing, and cry about poor results when papers are still stuffed with ads. At a time when they should be rebuilding they are destroying. How long before Zell ‘discovers' readers don't want foreign news, and fires the Tribune's foreign correspondents? Not long I suspect. Zell makes all kinds of ‘discoveries,' and all of them are designed to cheapen his product and chase readers away.


'Today we launch a campaign to alert the good citizens of Chicago to the threat facing their media. I may not like the odd Trib employee but I have no hesitation in declaring that the company's newspapers are outstanding products. Now that Gerald Spector, the quality-cutter-in-chief, has demanded that Tribune employees cut back on paper and paper clips, the time is right to sound the alarm. Spector's actions are ridiculous, a parody of a Gilbert & Sullivan operetta. His save-the-clips memo is cut straight from Dilbert.


'I am launching ‘Save the Chicago Tribune, Stop Sam Zell' week. We kick off the campaign with Tuesday's news conference, and Wednesday and Thursday's performance art.


'What's the bottom line? If Zell is not stopped, the Tribune Company's newspapers are gong to be destroyed. The destruction will not be long in coming. The public will abandon the deracinated remnants of Tribune products. Ironically, by virtue of his destruction Zell will claim a new mandate to keep cutting until the Tribune suspends publication or goes bankrupt.


'Reports that Zell is now using receivables financing are a warning sign of impending bankruptcy. Zell's ‘asset-backed commercial paper' borrowing confirms in my mind that he is driving the company into the grave. His receivables ‘factoring' is recourse to a desperate form of borrowing that is usually a refuge for endangered enterprises.


'There is a world of difference between redirecting a strong institution facing temporary challenges and stripping a moribund enterprise. Zell is treating the Tribune Company as dead meat. His actions will ensure its demise. But that's what the old buzzard has done his whole life, eat what he kills. He obviously knows nothing about journalism. Journ students take notice: journalism schools are an endangered species if Zell succeeds. Northwestern University's decision to rename its journ school may be a harbinger.


'Mr. Zell and his confederates may yet get their comeuppance. He is still a fiduciary. He owes the shareholders-his own employees-a fiduciary duty. He owes his employees, whose own lifetime savings are the bulk of the company's capital, a fiduciary duty not to slash away at a successful company. The fiduciary duty he owes his employees is a legal duty, one that is enforceable by his employees in a court of law. He can be prevented from stripping away the company's assets and transferring them to his own wolf pack of real estate speculators.


'Right now I am fighting this campaign alone. But Tribune employees need to wake up. The stench emanating for Zell's abattoir is overwhelming. He has brought with him a bunch of small bore asset strippers to dismember the Tribune company. The Trib is a complex communications conglomerate that needed more focused management. But the company will surely perish from the depredations of Zell and his predators.


'In my characteristic way, composed partly of legal arguments and plenty of tongue-in-cheek activity, maybe more cheek and less tongue, I am focusing attention on Zell's vandalism of the Chicago Tribune and, by implication, on the endangered future of American journalism. If Zell is not stopped, and if incompetent newspaper management is not replaced, the bell will toll for the First Amendment; newspapers and journalism as we know them will cease to exist' Martin says.