Today’s technology allows newspapers to follow their readers wherever they may be.

For UK newspapers, for example, there are 13.2 million British nationals living abroad, and 65 million tourists, representing a significant market for news from home.

Associated’s Daily Mail has gone after them in a big way -- it is distributed in 51 countries and printed in eight, adding an average 108,000 circulation to the paper’s 2.4 million daily sales.

"No matter what part of the UK you live in, when you go abroad you expect top find your national newspaper," says Mr Newman.

The newspaper’s partnership with Newspaper Direct, which provides out-of-market digital newspaper distribution for more than 400 publications, reduces costs and makes distribution easier.

"Newspaper Direct made me a global publisher," he says. "I can afford to print locally, and on time. It’s had a psychological effect on my readers -- they expect to see the newspaper everywhere."

Newspaper Direct offers both print-on-demand and digital products. Newspapers are made available on end-users computers automatically for printing or reading online. And Newspaper Direct recently added a news aggregator in which 350 of its partner newspapers and contributing. The newspapers receive a royalty of each click through of their content.

Media Overview from a Mobile Perspective

Three trends are having a major impact on the media market: technology is widely available, consumers demand more control, and new business opportunities are arising but you have to open your eyes to them, says Mr Siversten.

In a short but wide-ranging presentation, he presented an overview of the media market from a mobile perspective. Some of his insights:

 "The best luxury you can give me is control and overview to look and find the things I want."

 "Children are used to television at 2 or 3, then the PC, then they get a mobile phone, far earlier than they’re exposed to the newspaper. So you have to get them early."

 "Be more like a football team -- people never change their favorite team."

Circulation Success: The Answer is Right in Your Neighborhood

If one sentence could sum up the philosophy of the Mediehuset Romerike, a media company in the suburbs of Oslo, it would be this: "The most important things in life happen right where you live!"

Ms Hage, whose company is part of the A-Pressen Group, described a two-fold strategy: one that changed the company from a publishing house to a media house with newspapers, TV, radio and internet, and one whose goal was to become the best provider of local news across all media channels.

The results have been spectacular: from a deficit in 2002 to a 14 percent profit margin the last four years; 30 percent growth in readers; number of hits on websites multiplied by ten; 40 percent growth in TV views per week.

"We realized that our technology is excellent but not unique," says Ms Hage. "We needed to be more efficient than the big national media houses. The solution is not in the technology itself, but how we use it."

Ms Hage’s presentation focused on how the company exploited its market knowledge to increase reach and sales, and how it re-organised to bring all media channels closer together.

Avoiding the Pitfalls of Newspaper Marketing

A panel of newspaper marketing experts -- on the stage and in the audience -- responded to some of the most frequent mistakes in newspaper marketing in a wide-ranging give-and-take discussion.

The panel included: Paula Murphy, Marketing Director, Independent Newspapers, Ireland; John Hay, CRM Consultant, The Globe & Mail, Canada; Helge Holbaek-Hanssen, Newspaper Marketing Director, Media Business Association, Norway; and Simon Bell, Sales & Marketing Director, Times of London.

The pitfalls discussed were:

 Failure to be strategic -- planning for sales tomorrow rather than long term.

 Failure to engage the editorial team.

 Failure to engage the advertising team -- advertising is valuable content too.

 Failure to integrate marketing across all channels.

 Failure to assess/measure the long-term value of promotions.

 Failure to focus on the core "unique selling points" -- trying to be all things to all people rather than focus on core audience.

 Editorial not utilising research to formulate content.

 Engaging in price wars without an exit strategy.

 Failure to assess the full and potential business objectives/potential of promotion.