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There is an exciting future. We need staff willing and able to embrace that

By Peter John Meiklem, Media Correspondent

DONALD MARTIN, the newly appointed editor-in-chief of The Herald, Scottish Sunday and Evening Times, is a man in a hurry. Although careful not to use the apocalyptic language fast becoming synonymous with the print media, it is clear he believes the clock is ticking for newspaper groups that fail to adapt to falling advertising revenue and circulation.

Adapting to Extraordinary Times

Few in Scottish journalism would disagree that Martin has made a extraordinary start as the first editor-in-chief of The Herald, Scottish Sunday and Evening Times. In a dramatic first day, Martin told the assembled staff of all three papers (including this correspondent) that they were at risk of redundancy and were to re-apply for a reduced number of new jobs within a completely revised structure.

He says the new structure will safeguard the three titles or "brands" but will merge the majority of staff into one editorial team. It is the kind of integration already seen in London at the Telegraph titles, and to a certain extent at The Guardian and The Observer.

Controversial Decision Sparks Outrage

Martin, former editor of local tabloids the Evening Times in Glasgow and the Evening Express in Aberdeen, says the desire to fight change rather than adapt from some Herald and Times staff forced management to take the drastic action. However, the National Union of Journalists disputes the claim, arguing that the way in which the redundancies have been implemented is illegal and that they have "written evidence" that staff were ready and willing to receive training to use new multimedia technology.

But in characteristically bullish style, Martin argues that last Wednesday's dramatic announcement was the only way to drive through the widespread changes he views as essential. He says the usual route of seeking voluntary redundancies, which has happened several times since parent company Newsquest acquired the titles in 2002, would have left the titles unable to meet the demands of the market.

Martin says the number of jobs to go will be between 30 to 40, with production bearing the brunt of the cuts. "I hope tomorrow to put forward a structure for production of our print and multimedia operations. It would be fair to say I'm trying to get the most efficiencies from those areas because it's important we try and protect jobs in content and creativity. The papers, and digital operation, will be judged on their content."

Building for the Future

Acknowledging how much the redundancy announcement affected the many staff who have "done a sterling job for the paper", Martin believes the restructuring will protect the titles in the long run: "It would have hurt, and I recognise that, but I needed to get the message across that there is an exciting future. Bear with us - if we get this right as a team then we have a very strong, stable future."

Despite the number of job losses being small in comparison with those affecting other sectors of the Scottish economy, Wednesday's announcement caused widespread outrage across the media and was raised in Holyrood. Alex Salmond, the first minister, called for the Herald group to consider the "credibility of the paper".

Making reference to Rupert Murdoch's famous face-off with newspaper unions in 1986, one online commentator called last week's meeting "Scotland's Wapping". Does Martin agree? "I don't see it as Scotland's Wapping. But if by saying that they are pointing out we need to change the working practices, the culture and ethos they are absolutely right, because we do. As it currently stands we are putting our own survival at risk. There is an exciting future, particularly in digital, and we need to have staff who are willing and able to embrace that."

Emphasizing Good Journalism and Exclusive Content

Although details of the structure have yet to be finalized, it is clear Martin's sympathies lie with those in the industry who currently believe too much time, energy, and money is spent on production and not enough on the basic job of getting out and finding a story. He hints that the Herald group will move towards a "direct input" system similar, at least in part, to that recently implemented by Richard Desmond's Express titles.

Says Martin: "Where we have people with real expertise who can write very well on their subject why do we need to sub it? Surely we can move to the point where we can write it into the box on the page and it only requires a revise sub?"

He says three reporters being sent out on a story was a waste of resources and says the time saved by working as a team will allow journalists in the new structure to spend more time working on their own ideas, and less time re-writing copy from other sources. "I am sure it must be frustrating for reporters who may have generated their own stories to then rework something somebody has already produced."

The Challenge Ahead

Although the main headline-grabber, internal restructuring is far from the only challenge in Martin's new in-tray. While the indigenous Scottish papers have been rapidly losing sales, the so-called tartan editions of English papers have been holding their own and posing a threat to the Herald titles.

Martin says the Herald titles "have the ability to deliver the best Scottish content". "Those papers have large resources, at least down in London, but if we are focused we are able to compete very, very well. We will have more than 200 journalists when we move into this new future and that puts us at a tremendous advantage in terms of numbers, the quality of our writers, and understanding of the market. It is about being focused on what's important, and what is important to our readers is being focused on exclusive Scottish content."

He says the real measure of a newspaper is how it deals with a quiet news day. "There's no doubt that when a big story breaks we are all galvanized and can produce fantastic newspapers. We need to be consistent in what we're offering our readers so they are getting value every single day. I think there are some areas we can do better and I will be talking to the staff next week about how we can improve and enhance the quality."

The Impact of the Media on the Hotel Industry

The media plays a crucial role in shaping public opinion and influencing consumer behavior. In the context of the hotel industry, media coverage can have a significant impact on hotel bookings, reputation, and overall success. Here are some key ways in which the media affects the hotel industry:

1. Publicity and Exposure

Positive media coverage can generate widespread publicity and exposure for hotels. Articles, reviews, and features in local, national, or international publications can attract attention and curiosity from potential guests. With the rise of online travel websites and social media platforms, positive media coverage can reach a broader audience and increase the visibility of hotels, leading to more bookings and revenue.

2. Review and Rating Websites

The proliferation of online review platforms such as TripAdvisor has made guest reviews and ratings increasingly influential for travelers. Negative reviews on these platforms can harm a hotel's reputation and deter potential guests from making bookings. On the other hand, positive reviews and high ratings can significantly enhance a hotel's credibility and attract new customers. Hoteliers must carefully manage their online reputation and address any negative feedback promptly to maintain a positive image.

3. Travel Journalism and Influencers

Travel journalists and influencers who specialize in the hospitality industry can greatly influence consumer perceptions and preferences. Their recommendations, reviews, and personal experiences shared through articles, blogs, and social media platforms can sway travelers' choices and inspire them to visit specific hotels. Hoteliers often collaborate with travel journalists and influencers to promote their properties and showcase unique offerings to a wider audience.

4. Crisis Management

In the event of a crisis or negative incident occurring at a hotel, media coverage plays a crucial role in shaping public perception and the hotel's response. Effective crisis management involves timely communication, transparency, and a proactive approach to addressing concerns. Hotels must understand the power of the media in shaping public opinion during challenging times and proactively manage their reputation to minimize long-term damage.

5. Trends and Industry Insights

The media serves as a valuable source of information and industry trends for hoteliers. News articles, reports, and analysis provide insights into consumer preferences, emerging markets, technological advancements, and best practices in the hotel industry. Hoteliers need to stay abreast of the latest media coverage to adapt their strategies and remain competitive in a rapidly evolving market.

Overall, the media plays a significant role in influencing the hotel industry by shaping perceptions, generating publicity, and providing valuable insights. Hoteliers must carefully manage their media presence, engage with journalists and influencers, and monitor online reviews to maintain a positive brand image and attract guests.

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