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The first section of the questionnaire was designed to relate directly to each of the print newspaper production functions beginning at editorial, prepress, printing press through to distribution.

The section had eight open ended questions and 16 closed sub-questions broadly framed to allow for maximum sharing of information about post production technological innovation and activities impacting thereupon in the production value chain.

6.2.1.1 First Question

In section 1 of the questionnaire the first question asked respondents whether they „would agree that speed to news market is the single most serious and pressing challenge posed by rapid information communication technology, specifically the internet; on traditional print media.‟ If they did not agree with the statement, they were asked to state what in their opinion was the single most serious and pressing challenge.

The majority of respondents (4 out of 5) responded to the affirmative, stating that yes; speed to market is the single most serious and pressing challenge posed by rapid information communication technology development, specifically the internet.

6.2.1.2 Second Question

Respondents were then asked how this challenge shaped the Avusa Media (Port Elizabeth) operation over the last 10 years in terms of specifically staff numbers, training, newspaper content, newspaper size, print editions, print volumes per edition, newspaper and printing deadlines, printing technology, production levels, newspaper distribution, ownership of distribution resources, capacity for distribution and newspaper volumes for distribution.

The respondents stated that in response to the challenge Avusa Media (Port Elizabeth) reacted by:

1. Increasing the number of newspaper staff;

2. Increasing training for newspaper staff including editorial, prepress and printing press;

3. Reduced newspaper size;

4. Broadened newspaper content;

5. Reduced print editions;

6. Increased newspaper deadlines;

7. Reduced prepress production;

8. Changed prepress technology;

9. Reduced printing deadlines;

10. Changed printing technology;

11. Retained paper size and type;

12. Retained print ownership;

13. Retained self distribution;

14. Altered the mode of distribution;

15. Altered the time of distribution; and 16. Altered volumes for distribution

6.2.1.3 Third Question

The next question was whether the actions taken impacted on the manner in which Avusa Media (Port Elizabeth) operated with regards to speed to market.

The respondents reacted differently to the question. Two respondents did not give an answer. However, three others responded as follows:

Respondent 3: “Decisions taken were not about speed to market. They were about cost-cutting. This led to less late breaking news and less area specific news, for example; the Garden Route. Costs on online [were] not justified as they had no revenue attached and gave for free what was sold in print edition.”

Respondent 4: “With Computer-To-Plate technology we could give later deadlines for various products. Printing press times [have] now reduced downtime and allow for faster printing.”

Respondent 5: “We still delivered subs (subscription) copies before 6am but the big knock came in Retail > shops didn’t open earlier, the product is there when the shops open but the product was available on the web before that.”

6.2.1.4 Fourth Question

The next question asked respondents about whether they felt that the extra costs incurred or savings made, if any were justified. Three respondents said yes, one said no, and another did not answer, as follows:

Respondent 1: (did not answer)

Respondent 2: “Major savings has been with resources as a result of technology and therefore justified.”

Respondent 3: “Had the investment been used properly there would have been definite benefits. Head Office confusion has, however, nullified many of the advantages and savings that could have been achieved.”

Respondent 4: “Yes, Less downtime, reduced overtime, decrease in waste, better quality. More competitive.”

Respondent 5: “Yes it was – we are giving more and more people access to more than the print product and we are moving to service the younger generation. BUT a firewall or paid web should’ve been part of the plan from day ONE.”

6.2.1.5 Fifth Question

The next question was whether the respondents considered currently available printing press technology as adequate to enable print newspapers to survive competition from digital platforms. Four of the five respondents said „no‟ as follows:

Respondent 1: “Printing presses are state of the art. However they have no impact on the demise of print newspapers. Rather this will come about due to the second different news platforms competing in the market.

Respondent 2: “No, certainly not as far as our own organisation is concerned!”

Respondent 3: “Yes, if converted to e-readers on a PDF online. The challenge is to grow readership and circulation – print technology may ultimately be obsolete as the middle class expands and leads them to e-readers, internet and cellphone for their newspapers.”

Respondent 4: “Printing press technology is no longer viewed as a distribution vehicle for news. With the print demand from advertisers for magazine quality print on newspapers drives technology. The comparison to digital is skewed due to habits of the users. New generation; cell phones. Old generation;

newspapers.”

Respondent 5: “Yes, I think so. We have printers that do what we require from it, but digital speaks to a different market.”

6.2.1.6 Sixth Question:

The next question asked respondents whether in their opinion, printing press technology in particular, is developing at adequate speed to match their newspaper needs. The majority of respondents said „no,‟ another was unsure while one gave and unqualified „yes‟.

Respondent 1: „yes‟

Respondent 2: “Probably but we do not have access to it.”

Respondent 3: “No. There are too many limitations on the size of the paper which are inflexible.”

Respondent 4: “Yes. Quality (is) not comparable to digital. Not being able to carry breaking news immediately.

Respondent 5: “Yes it is, but it is difficult for print to compete with digital > digital is instant and cheap.”

6.2.1.7 Seventh Question

The next question was if there was a new technology that could deliver print newspapers to readers on demand (such as an electronic newspaper vending machine) would the respondents opt for it.

The majority of respondents (three out of five) said they would opt for it, one was unsure while another said it might be easier for people to actually subscribe to a newspaper.

Respondent 1: “Yes, I would support any vehicle for disseminating a newspaper be it deckwhere, e-reader or cellphone, as long as people pay for it”

Respondent 2: “No, easier to subscribe if you are interested”

Respondent 3: “Yes, if affordable and carry latest up to date news.”

Respondent 4: “It would certainly be an option. It is important to recognize that readers may wish to access news in different ways and we should be adaptable to enough to provide alternative distribution models.”

6.2.1.8 Eighth Question:

The respondents were then asked finally whether they would invest or encourage the company to invest in the new technology infrastructure or would prefer that it be owned by someone else.

The majority of respondents said they felt it would be useful if the company invested in new printing press technology infrastructure. Two of the respondents however, said it would be best if Avusa Media (Port Elizabeth) concentrated more on its core business of publishing rather than diversify.