No matter how small their tech-based business might be, new tech companies must find a way to adapt. Because of the media's access to successful stories like Google and Facebook, many people assume that any company can easily incorporate technology into their business model. Disappearing ads for traditional printed media like magazines and newspapers cause a huge decrease in revenue. Instead, many people choose to advertise on websites like digital electronic devices do because of its convenience and widespread appeal. In the last 15 years, over 70% of all paper publication advertising money went to one project: The New York Times's transition to digital publishing. This was a huge success for the newspaper, which was experiencing declining circulation prior to this change. In the past six months, the company's shares rose to their highest point in nine years. This was thanks to their smart digitization strategy, which has dramatically changed the way they operate. Their success was reflected in their May earnings report, which showed how their efforts had impacted them. As of 2018, The New York Times had earned over $709 million dollars in digital revenue. We expect the paper to make $800 million by the end of 2020 given their current growth rate. The New York Times’ 2018 Earnings Report shows a 40% yearly increase in subscription revenue. Despite a slight 18% drop in print advertising revenue each year, the increase in subscriptions makes up for it. Additionally, the report shows an almost 40% growth in electronic advertising revenue each year. The New York Times shows the power and potential of digital strategies thanks to increased profits from year to year. Mark Thompson, the company’s CEO, suggested this when he claimed that digital strategies have future revenue potential for the Times.

The New York Times took advantage of the viral nature of social media platforms by choosing to use Facebook, Snapchat and Facebook Live for their stories. Many of their stories incorporate 360-degree video and virtual reality effects. This was completely new to the readers of the newspaper. The Times launched a new podcast on Snapchat called The Daily and received a lot of success with the product. They reported over four million downloads and about 40 million online viewers in the first three months. With The New York Times in audio form, the Daily is an innovative way to provide its readers with the latest news and content. Because of this unique concept, many people consider it a daily necessity. To promote the Daily, The Times News Team launched a marketing campaign on outdoor billboards in three major cities. The Daily was also broadcast on over 30 radio stations nationwide, inspiring a new title by The New York Times called The Weekly. The Daily’s excellent digital media content effectively spreads their image on digital platforms. This makes for a successful campaign, since the team only consisted of 12 members. The Daily received positive results from its campaign thanks to 20 minutes of airtime per day and many experts watching the show.

The New York Times rose to prominence by monetizing subscriptions as their best business model. Consequently, they focused on increasing the value of subscriptions through data collection. Specifically, they used this approach with their apps. The New York Times looks at its audience data to find specific aspects of the data they have gathered. This allows them to improve the overall experience of their audience and increase likelihood of follow-ups. By focusing on data analytics, they can develop more effective methods for reaching subscribers and improving the overall user experience.

Companies currently face a similar situation to The Times, which is focused on traditional methods of revenue and distribution. Despite this, many companies still focus on implementing digital transformation to their current business model. The New York Times has recently taken a new and unwavering approach to answering this question. This approach has shown many positive signs thus far. The New York Times’ primary development strategy is digital transformation. The company makes two-thirds of its revenue through printed materials, but they’ve opted to use this money to fund their new digital plans. The company’s 14-person leadership infrastructure is focused on implementing these new ideas. This allows only one employee to work on the printing press and oversee progress. The other 13 members of the leadership team come up with new ideas for digital plans each week.

In addition to creating hundreds of systems for marketing tools, payment systems and advertising funnels, the company's context makes them capable of creating almost any type of system. Refresh their entire database with Google BigQuery, moving from a single system approach to a more holistic system change. As part of this change, implement six different coding platforms with six independent codes. This will provide a cross-platform experience for customers, allowing them to be delighted by the new experience.

The Wall Street Journal offers the best reading app combining both paper and digital features. Its app allows users to access news, expert opinions, money market graphs and investment data all in one place. Additionally, it provides videos and columns from the weekend edition of the Wall Street Journal and a separate watchlist. In addition to morning updates, you can access The Wall Street Journal iPad app via a news archive and recent releases seven days ago.