ABSTRACT
Kansas Publishing Ventures, serving as this book's test case, embarked on a year-long experiment to challenge the century-old business model of newspapers. Demonstrating audacity in an industry often characterized by timidity, the news organization leaders incorporated memberships, events, and e-newsletters into their operations. In this chapter, we dissect the experiment, present the leaders’ reflection on their experiences, and offer their advice to peers. While the immediate financial success of the year's experiment is noteworthy, the strengthened connections with community members hold the potential to yield even greater long-term value.
