Marketing for broadcast and publishing businesses
Audience is the inventory, so growth work has to move the same numbers your sales team quotes to a media buyer.
Where the money moves.
A head of audience is judged against numbers published by somebody else. Ipsos iris sets the digital currency, the survey books decide what a radio breakfast slot is worth, VOZ carries television and the podcast ranker settles the argument in audio on demand. That changes how growth is planned. A traffic spike landing outside a survey period, or arriving from a source the currency does not credit, only matters commercially if it also builds the habit that shows up in the next book. So campaigns get built around measured periods and repeat listening or reading rather than around a single peak.
The first-party asset is the registered user, and it is worth more every year. Logged-in reading, a newsletter someone opens on a Tuesday, an app with push permission granted, these survive platform changes, feed the propensity models and let the commercial team sell a defined segment instead of a demographic guess. Registration walls, value exchanges and progressive profiling are conversion problems with the same mechanics as any signup flow, and they respond to the same testing discipline. Consent and preference handling gets built at the same time, because a database you cannot lawfully mail is not an asset.
Referral traffic has stopped being dependable. Discover swings without warning, search results increasingly answer the question on the page itself, and the social platforms have pulled back from news distribution. The response is not to abandon search, it is to become the source that gets cited: structured data done properly, author and publication credibility signals, depth across a defined set of topics rather than scattered coverage, and formats that answer directly. Alongside that, the channels you own outright, the newsletter, the app, the podcast feed, get the investment that was easy to defer while referral held up.
Subscription work is a churn problem before it is an acquisition problem. Stop rate at month one, engaged time across the first fortnight and the article that reliably precedes a cancellation tell you more about next quarter's revenue than the top of the funnel does. Onboarding sequences, habit prompts, save offers placed at the right moment and winback timed to the story that would genuinely bring someone back are unglamorous and they compound. Acquisition spend poured into a leaking base is the most expensive habit in the category.
What we run.
Registration and consent growth
Value exchanges tested properly: which content earns a registration, where the wall sits, what the form asks and when it asks. Consent capture and a preference centre built alongside, so the database can be used commercially without a compliance argument later.
Newsletters as owned inventory
Each newsletter treated as a product with a growth target, an editorial owner and its own sponsorship inventory. Acquisition, welcome sequence, send-time testing, re-engagement and sunset rules, reported on active openers rather than list size.
Editorial search and AI citation
Schema, entity and author markup, topic architecture and internal linking built so the newsroom's work is findable and quotable by search and answer engines. Applied across evergreen and archive, not only to what published this morning.
Survey period planning
Campaign calendars aligned to the measurement books your rates are set against, with promotion, sampling and cross-promotion loaded before and through the survey window instead of arriving after the result has already been published.
Subscriber retention and winback
Onboarding, habit-forming prompts, save flows at the cancel step, and winback sequences triggered by the topics a lapsed subscriber used to read. Reported on stop rate and lifetime value rather than gross additions.
Questions we get asked.
The line is that audience teams supply demand evidence and editorial decides coverage. We bring search demand, unanswered questions inside a topic, and how existing pieces are performing, then the desk makes the call. The structural work of markup, digital furniture testing and archive maintenance sits outside that editorial decision entirely.
It changes where effort goes. A meter makes the funnel a frequency problem: build the habit before the wall does its work, then place the offer at the moment of highest intent rather than at an arbitrary article count. Dynamic meters and segment-level rules are worth testing well before the price is.
Both. App growth means store listing optimisation, install campaigns targeting the behaviour worth having rather than the cheapest install, push permission earned in the right session, and a notification strategy that does not train people to swipe away. Reported on day-seven and day-thirty retention, since install counts flatter every app.
Your organisation. Analytics, tag management, ad accounts, the customer data platform or email platform and the domains stay in your name with our team added as users. Audience data is the balance sheet in this business, so it stays under your control, and the models built on it are documented well enough to hand over.
Also in media and entertainment
Talk to us.
9 services under one team, run against the numbers your business already reports on.
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