Two years in the making and using a highly collaborative design approach, the FT’s new website has swept all before it in terms of industry awards. Nick Turner talks to Mark Alderson about their priorities and strategy.
“User experience and design went through a lot of iterations.”
A two-year project to rethink and redesign the Financial Times online has paid off big style with the publisher winning two major award for the new website.
Just a few months after landing the best website at the Press Awards, it picked up the same accolade at the News Awards - a vindication of its investment and time spent on creating the new responsive website FT.com, which lays claim to be the fastest news site with a load time of just 1.5 seconds.
It’s a big turnaround for the business publisher which used to be considered something of an aberration among national news websites. While others set out on a path to stack up online readers by the million, the FT with its paywall, was seen as an exception to the rule.
But now it can rightly consider itself as the leader of the pack. Yes, its business model still runs counter to most publishers, but the industry can learn a lot from its strategy and emphasis on ensuring a first-class user experience.
Mark AldersonI met up with Mark Alderson, head of newsroom operations, at the FT’s Southwark Bridge offices in London to hear how they did it.
Mark was representing editorial in the two-year project to redesign the website along with colleagues from other departments, but this was not some A-team that emerged from a locked office to unveil their plans.
The site was put into open alpha and then beta testing which fuelled a productive dialogue with readers that influenced the direction of the project.
“The fruits of that collaboration across departments is what got us to where we are and it was important from the start that data and research underpinned the whole of the process,” Mark explained, adding: “We had to ensure that our readers are able to get the stories that they want and the all round user experience and design went through a lot of iterations.”
Feedback and research with split A/B and multivariate testing fed into the process and confirmed a “hunch” that speed was a crucial issue. A lot of technical work has been done such as lazy loading of images and font substitutions until the FT could claim to be the “fastest mainstream website out there”.
Now the pages load in an average of 1.5 seconds on desktop and 2.1 seconds on mobile.
The FT believes it has seen a direct correlation between the speediness of the site and increasing user engagement which in turn translates into more subscribers. Since moving to the new website in October, user engagement has been up 30 per cent and 20 per cent more stories are being viewed.
“The industry can learn a lot from the FT’s strategy and emphasis on
ensuring a first-class user experience.”
Mark explained that the website is served by a newsroom which has matured into a digitally focused operation.
“We have gone through a long transition in around seven years; we used to have ten print editions and four regional editions with the last edition at 1.30 in the morning.
“We’ve gradually pulled that back to a single print edition for London and a single print edition for international which has allowed us to concentrate journalistic resources on digital.
“Interestingly, the number of journalists at the FT is roughly steady over the years but the kind of jobs they do has changed. We used to have a lot of people employed in the evenings to produce print editions, but now have a much smaller newspaper production team, an audience engagement team, an interactive graphic team and a big video team in the newsroom.”
Stories are written in a platform neutral way and then edited for digital first and may be used in the paper, but there is no rewriting for print.
The FT utilises its global operation to meet the 24/7 demands of digital so that offices in New York and Hong Kong run the website during their working days.
“We changed from a London day-night operation to a globally distributed day operation with London handing over to New York which hands over to Hong Kong so that people are working in the right time zones to deal with it,” Mark explained.
“The FT utilises its global operation to meet the 24/7 demands of digital.”
New monetisation strategy
The move to the new website has coincided with a number of strategic changes too such as its ‘first click free’ approach which means that if you encounter an FT story via Google, Facebook, Twitter and WhatsApp, you can read it for free before being steered towards subscription.
It is an effective way of extending the FT’s reach and a £1 trial four-week subscription is serving the same purpose and in contrast to the metered paywall approach it pioneered.
It’s a strategy that seems to be working as subscriptions are at a record high, having recently passed the 850,000 mark for paying readers.
So, what’s next for the FT online?
Mark Alderson is working on a project to reassess the way stories are told online.
“We are thinking very hard now the new website is out there and have got an initiative which we have dubbed ‘rich journalism’ - an attempt to look at storytelling from a digital and particularly a mobile perspective,” he said.
That will mean moves to integrate data visualisation earlier at the conception stage of a story rather than adding graphs and graphics as an afterthought. Like most publishers, the FT is increasing its video output, but has a project team working out the best formats and delivery options for video content.
There will also be further development of the myFT personalisation facility on the website which allows readers to follow certain topics and build them into their home page as well as get email alerts on the stories.
And with the FT so focused on its digital offering, will there come a time when it ditches the famous pink paper? There’s no reason for that to be on the horizon, according to Mark.
“We still have around 200,000 print readers and that circulation has been fairly steady - print is still a valuable and profitable part of the business. There are still readers who want to consume content in print and advertisers who want to advertise in print and as long as that happens, it will be an important part of the business.”
“Rich journalism initiative: an attempt to look at storytelling from a
digital and particularly a mobile perspective.”