Mixed fortunes for the old and new in the GMG group.

The Scott Trust’s resources are far from limitless. The last published accounts reveal that, together with the Observer, the Guardian loses £14m each year. That means the profitable (£22.7m, pre-tax) regional division suffers budget cuts.

With ad revenues under pressure, there doesn’t appear to be much room for manoeuvre.

a) people who use Guardian content for free having to sign up to Guardian’s ad network, although I’m not sure that’s confirmed

b) a plethora of Guardian branded content all round the web strengthens their core offering and makes it more valuable - I guess they’re hoping to hook in more readers for their site through this long tail

It’s all experimentation and I guess the fact they’re owned by a charitable trust and not a FTSE conglomerate makes experimentation easier:)

There’s been a lot of chatter around moving towards paid content as relying on advertising alone simply isn’t working.

The diagram you show here looks pretty enough and has lots of important key words on it, but doesn’t actually show how anything relates to, or interacts with, anything else.