AI's Impact on Local Media: Strategic Pivot to Digital and Events

In this conversation with Ben Jacobs, Editor and Associate Publisher at BridgeTower Media, a nuanced picture emerges of the local news industry's struggle and adaptation. Beyond the immediate challenges of digital transformation and the existential threat of AI, Jacobs reveals the subtle, often overlooked, strategic decisions that create lasting advantage. The conversation underscores that survival and growth in this sector hinge not just on adopting new technologies, but on deeply understanding audience needs, cultivating diverse revenue streams, and making difficult choices about where to invest scarce resources. Those who can navigate the downstream consequences of these decisions, particularly by embracing digital and event-based models while strategically managing print, will be best positioned for the future. This analysis is crucial for media professionals seeking to build resilient and impactful organizations in an increasingly complex landscape.

The Unseen Currents: Navigating AI's Impact on Search and the Value of Deep Audience Connection

The immediate shadow cast by Artificial Intelligence over the media landscape is its disruption of traditional search traffic. As Ben Jacobs points out, Google's AI Overviews fundamentally alter how users consume information, often providing direct answers that bypass publisher websites. This shift has profound implications for digital traffic, forcing news organizations to re-evaluate their reliance on search engine optimization as a primary driver of readership. The conventional wisdom of maximizing search visibility is being challenged by a new reality where the very mechanism that drove traffic is now siphoning it away.

Jacobs highlights a critical strategic pivot: for organizations with a strong subscription model and a focus on local engagement, the fight for diminishing search traffic may become less of a priority. Instead, the focus must shift to deepening subscriber relationships and fostering direct engagement. This requires a more profound understanding of what keeps readers returning, a question that extends beyond mere content delivery to encompass community building and perceived value. The implication is that the future belongs to those who can cultivate loyalty through direct connection, rather than chasing elusive digital visibility.

"Google's AI overview, people are just taking that summary and not clicking on links as much as they used to. So it's really kind of fundamentally shifting the game in terms of digital traffic, how you get it, how you try to continue to keep your search results up."

-- Ben Jacobs

This strategic recalibration is not about abandoning digital but about redefining its purpose. While AI can offer efficiencies in content creation--like generating initial drafts for award profiles or suggesting headlines--its role is best understood as a tool for augmentation, not replacement, especially for core journalistic content. The true competitive advantage, as Jacobs implies, lies in the human element: the deep understanding of a specific region, the cultivation of unique B2B connections, and the delivery of high-value content that AI cannot replicate. This requires a commitment to understanding the audience so intimately that their needs and preferences become the guiding star, even as the digital landscape shifts beneath everyone's feet.

The Unpopular Choice: Why Events and Diversified Revenue Trump Print's Familiarity

The narrative often focuses on the decline of print, but the conversation with Ben Jacobs reveals a more complex truth: print's maintenance is a strategic decision, not necessarily a growth engine. While print still exists for many BridgeTower brands, the real future revenue lies in digital transformation and, crucially, in in-person and virtual events. This insight cuts against the grain of conventional media strategy, which often defaults to preserving existing print operations. The advantage here lies in embracing a less familiar, more demanding path--events--which, before the pandemic, was BridgeTower's fastest-growing area.

The success of events, whether in-person or webinars, hinges on a deep understanding of local market needs and a willingness to facilitate connections. Jacobs describes webinars on topics like elder care, where panelists share expertise and attendees gain valuable insights, often with a sponsored component. This model creates multiple layers of value: for the audience seeking information, for the panelists sharing their knowledge, and for sponsors looking to connect with a targeted demographic. The immediate discomfort of organizing and executing these events--the logistical planning, the sales effort for sponsorships--is precisely what creates the long-term payoff. Most media organizations, comfortable with the established rhythms of print and digital content, may shy away from this more labor-intensive but ultimately more lucrative path.

"We do a lot of events. That's a big focus for us. Before COVID, that was our fastest growing area of our company, and then obviously COVID upended that a little bit. It took some time to figure out when to go back in person and which events and how it would look after COVID."

-- Ben Jacobs

This strategic emphasis on events and diversified revenue streams is a form of consequence mapping. By investing in events, BridgeTower is not just creating a new product; it's building community, generating direct revenue, and gathering valuable data about audience interests. This data, in turn, informs their digital strategy and content creation, creating a virtuous cycle. The failure of conventional wisdom here is the assumption that digital alone can replace lost print revenue, or that simply maintaining a website is sufficient. The truth, as Jacobs illustrates, is that building a sustainable media future requires actively creating new avenues for connection and revenue, even if they demand more effort and a departure from established norms. The payoff--a stronger, more resilient business--is delayed but significant.

The Long Game: Cultivating Digital Strength and Navigating a Smaller Landscape

Looking ahead five years, Ben Jacobs offers a stark but realistic prediction: the local media landscape will likely be smaller, with fewer outlets. This observation is not a counsel of despair, but a call to strategic foresight. The trend of local media outlets disappearing is accelerating, exacerbated by the digital shift and the disruptive force of AI. This reality necessitates a long-term vision that prioritizes digital transformation and sustainable revenue models over clinging to outdated practices.

Jacobs' hope for BridgeTower is clear: continued digital growth and success with events, while print becomes a "nice supplement" rather than a core pillar. This vision acknowledges the inevitable decline of print revenue and champions the growth areas that offer more promise. The advantage here is gained by those who proactively invest in digital infrastructure and audience engagement, and who are willing to experiment and adapt their event strategies for a post-pandemic world. The immediate effort required to build robust digital platforms and execute compelling events will pay off in the long run by creating a more diversified and resilient business.

"My hope for BridgeTower is that we could continue to perform our digital transformation, grow digitally, continue to succeed with our events. We know print is not going to grow. We've been maintaining it as best we can."

-- Ben Jacobs

The implication for the broader local news industry is that survival will depend on strategic choices made today. Those who can successfully navigate the digital transition, leverage events as a significant revenue driver, and understand the evolving role of AI in information consumption will be the ones who endure. The conventional wisdom might suggest focusing on cost-cutting or incremental digital improvements, but Jacobs' perspective points towards a more ambitious strategy: actively building new revenue streams and deepening audience connections. This requires patience and a willingness to accept that immediate payoffs may be scarce, but the long-term advantage--a sustainable future for local journalism--is within reach.

Key Action Items:

• Immediate Actions (Next 1-3 Months):

  • Audit AI's Impact on Search Traffic: Analyze current website traffic sources to quantify the impact of AI overviews and other search changes.
  • Enhance Subscriber Engagement: Develop and implement at least two new initiatives to increase direct engagement with existing subscribers (e.g., exclusive content, Q&A sessions).
  • Experiment with AI for Internal Efficiencies: Identify one specific, low-risk internal process (e.g., drafting internal reports, summarizing research) where AI tools can be tested for time savings.
  • Review Event Calendar: Assess the performance of recent events (in-person and virtual) and identify key learnings for future planning.

• Medium-Term Investments (Next 6-12 Months):

  • Develop a Targeted Webinar Strategy: Plan and execute 2-3 sponsored webinars on topics relevant to your audience, focusing on clear value propositions for attendees and sponsors.
  • Strengthen Digital Subscription Models: Explore and pilot new digital subscription tiers or benefits designed to increase perceived value and reduce churn.
  • Invest in Audience Data Analysis: Implement or improve systems for collecting and analyzing audience data to better understand reader preferences and content performance.

• Longer-Term Investments (12-18+ Months):

  • Strategic Digital Transformation Roadmap: Develop a comprehensive 3-5 year plan for digital growth, prioritizing content delivery, audience engagement, and monetization strategies beyond traditional advertising.
  • Build a Robust Events Portfolio: Expand the events strategy to include a mix of in-person and virtual offerings that create community and generate significant revenue, becoming a core business pillar.
  • Evaluate Print's Role: Assess the ongoing viability and strategic contribution of print publications, making data-driven decisions about resource allocation and potential phasing out where it no longer serves a clear purpose.