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Assignment 4

WSJ redesigned its e-commerce presence to improve the user experience across devices as readers increasingly used mobile phones and tablets. It wanted to be more consistent for those accessing content on any device, from newspapers to desktops to mobiles. To meet mobile users' needs, WSJ undertook a complete redesign of its website and apps, releasing new versions for iPad, Android, Apple Watch, and Windows 10. It also launched mobile-only products and location-specific apps to provide customized content. WSJ is leveraging analytics to focus on smartphone users, which are growing faster than tablet users, and to better understand user behavior.

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92 views

Assignment 4

WSJ redesigned its e-commerce presence to improve the user experience across devices as readers increasingly used mobile phones and tablets. It wanted to be more consistent for those accessing content on any device, from newspapers to desktops to mobiles. To meet mobile users' needs, WSJ undertook a complete redesign of its website and apps, releasing new versions for iPad, Android, Apple Watch, and Windows 10. It also launched mobile-only products and location-specific apps to provide customized content. WSJ is leveraging analytics to focus on smartphone users, which are growing faster than tablet users, and to better understand user behavior.

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Hà Nguyễn Thị Thu
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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1. What were WSJ’s objectives in redesigning its e-commerce presence?

With users moving more and more toward mobile devices, WSJ started to lose its position behind
other newspapers and websites as devices became smaller. WSJ had to redesign its presence on
the web to improve its status as an industry leader. WSJ objective was to make the user
experience more consistent across devices. Readers use whatever device is convenient at the
time, newspaper, desktop in the office and mobile devices when moving. WSJ had to improve its
e-commerce presence to keep up with the technology advancement, satisfy its reader and attract
more subscribers. This has helped WSJ keep up with other top newspapers.

2. What considerations, if any, unique to the newspaper business were involved?

Readers use whatever device is convenient at a time. Newspaper business should provide easy
access to content across all kinds of devices. There should be website for PC and mobile
browsers, applications for all other devices. Users should be able to switch between devices
easily, find articles they have read, where they have stopped reading, and articles about their area
of interest. They also should focus on providing an easy layout for the articles across all
platforms.

3. What did WSJ do to meet the needs of mobile device users?

WSJ undertook a complete redesign of its website and mobile apps across multiple platforms. It
released new iPad and Android apps with a variety of new features to improve user experience
and followed those up with the release of apps for the Apple Watch and for the Windows 10
operating system. It also added its first mobile-only product, an app that features a curated digest
of 10 stories that is refreshed during the day, patterned after the What’s News column that
appears on the front page of the print version. WSJ also launched a London-specific app called
WSJ City that provides frequent updates on the most significant business news in London. In
2016, WSJ announced plans to launch more apps with specific functions similar to What’s News
and WSJ City. The paper also launched the WSJ.D niche site, which focuses on technology
news, analysis, commentary, and product reviews. WSJ integrated the team that works on new
technology products and design elements into the news room, so that the editors themselves can
have direct input into shaping the technological future of WSJ. This move has helped WSJ keep
pace with other top newspapers.

4. How is WSJ leveraging information it gets regarding website usage?

WSJ is upgrading its analytics capabilities, with the goal of using them in the newsroom and in
its larger business strategy. One example of this approach already delivering results is the
breakdown of device usage by WSJ readers. Tablet usage of the WSJ app is growing at

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approximately 10% per year, but smartphone usage is growing by 30% to 40%, suggesting that
the smartphone app experience should be WSJ’s major focus going forward. Additionally, WSJ
has found that app users are more active and engaged than web browser users, spending more
time in the app and reading more articles than other types of users. App users also maintain their
subscriptions than any other type of user. WSJ also dropped its LinkedIn share button in 2016
because its analytics indicated that it siphoned off more traffic than it returned.

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