Andrew Sullivan Taking The Daily Dish Independent

Andrew Sullivan Leaving Daily Beast to Start Subscription Web Site - " . .  . on Feb. 1, he plans to charge readers $19.99 a year or whatever they might want to pay to subscribe to his site. He said that he spent the last dozen years blogging and trying to figure out how to make his venture profitable. He tried pledge drives for six years and then shifted to partnering with larger institutions like the Atlantic and the Daily Beast. He said he decided to make this change now since his contract with the Daily Beast was finished at the end of 2012. “. . . Sullivan is starting his new company, Dish Publishing LLC, with his two colleagues and executive editors, Patrick Appel and Chris Bodenner. . . site will shift to his old address, . . . the Dish is going to stay in New York City, where he and his two business partners are based, “for the foreseeable future.” He added, “We need to be together as a group.” In his announcement, he wrote that the new venture had decided not to depend on advertising for revenue . . . advertisers also require too much effort for a small company. “We’re increasingly struck how advertising is dominated online by huge entities, and how compromising and time-consuming it could be for so few of us to try and lure big corporations to support us,” he wrote."

What It Means That Andrew Sullivan Is Taking The Daily Dish Independent | ThinkProgress: " . . . Some products that have been prestige for the entire run of their existence, like The New Yorker, will be able to flourish in their walled gardens without ever venturing out into a more open marketplace. Others, that have both passionate and casual readers, and perform the services both of delivering basic news information and offering up longer, more proprietary analysis, like the New York Times and the Dish will do well with metered models. Projects like ThinkProgress and Pro Publica, . . . will successfully justify their necessity to a variety of non-profit funders. . . . publications and content distributors would do better to know the fundamental nature of their business, and to choose a revenue support model based on that. The success or failure of the Daily Dish’s meter model will tell us something about what kind of support a site with that sort of brand, longevity, and audience can expect to muster. . . ."

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