|BERGENS TIDENDE (NOK million)||2010||2009
|Operating profit (EBITA)
|Operating margin (EBITA) (%)
After a challenging year in 2009, Bergens Tidende has experienced a very positive trend in 2010. The profitability programs that were implemented have had significant effect in the form of reduced costs. The advertising market has also improved.
The Bergens Tidende media house is now Western Norway’s leading media enterprise. Its principal business activity is the publication of the Bergens Tidende newspaper, which has a daily readership of a quarter of a million.
Advertising revenues on print were NOK 508 million (3%). The greatest growth comes from the recruitment market. The car and bank markets have also shown very positive trends in 2010. The general trend in the property market has been that fewer properties have been put on the market in Bergen, a fact which in turn has resulted in high turnover rates and less need for repeat insertions.
The revenues for online activities ended up at NOK 42 million.The trend for bt.no has been very positive in 2010, and the online newspaper showed a positive result for the first time. Good trend in traffic, a more focused sales strategy and stronger selling power are the main drivers for this positive trend.
Circulation revenues were NOK 260 million (2%). Average circulation (weekdays) was 82,432 copies (-1%).
- Launch of own iPhone application for BergenPuls offering a broad overview of what is going on in the Bergen area.
- Fitness pages launched in the newspapers and on bt.no/sprek online. The slogan is “BT makes Bergen fitter”.
- Local sales drive on recruitment in Bergen, with a sales team working with newspaper and online sales of recruitment advertisements.
FIRST QUARTER 2011
- Introduction of Newspilot, a new editorial production system.
- Launch of own iPad application.
- Initiated a comprehensive advertising collaboration with our local newspapers.
- Improve editorial quality and reader satisfaction.
- Improve customer satisfaction, growth in revenues and new channels.
- Increase the pace of innovation to generate new revenues and expand the product portfolio.
- Strengthen our position within defined target groups: the “under 40s" and populations in surrounding municipalities.
- Develop a future-oriented organization with committed employees, and continuous performance and process improvements.