Output Analysis of Columbia's Premier Alternative Newspaper

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Output Analysis of Columbia's Premier Alternative Newspaper

The Free Times is Columbia's number one alternative newspaper. From analyzing the paper's output, it is not hard to see why they have been so successful. Started in 1984, the paper now distributes 40,000 issues every week over the greater Columbia area. In particular, they cater to these territories: Five Points, The Vista, Downtown, Lake Murray, North East Columbia, Clemson Road and Lexington. Readers from these districts can be reached from 799 different locations. These locations utilize the Free Time's purple boxes and black metal racks as well as coffee-house and national chain displays to maximize the paper's accessibility. An electronic copy of the paper is sent to a printing press in Fayetteville North Carolina every Tuesday and is ready to be distributed by Wednesday morning. This printing press is one of the most advanced on the east coast and can meet all of the Free Time's needs efficiently and effectively. The papers are delivered to independently subcontracted distributors who are responsible for every location within their particular territory. Each location is left with a particular number of copies while left over issues from the previous week are counted and collected. This data is stored and used in conjunction with the results of the yearly Readership Media Audit to measure effectiveness and readership. Circulation is adjusted as needed based on analysis of this information. Currently they reach about 135,500 readers a year, which is about 30% of the market. Currently the Free Times is experiencing steady growth in relation to Columbia's increasing population. Their advertising revenues are at an all time high and have even broken several records this year.

As a relatively small organization, Free Times has a limited amount of expenses. The cost of printing 40,000 copies every week and paying employees are their biggest expenses. Employment includes twenty-two full-time employees, nine to twelve part-time subcontracted drivers and distributors, and close to thirty contributing freelancers and various nationally syndicated columnists. This is followed by the lease and other office related and operational expenses (electric and Internet bills, computer costs, etc). They have to take in consideration cost of the Readership Media Audit and also the up-keep and maintenance of their distribution locations. Because of the nature of this organization, these expenses are paid for by advertisements.

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