Stagnation in readership.
Among all industries disrupted by new technologies and changing consumer behaviors, press is particularly affected, and L’Opinion is no exception. The advent of the web, Google, the 2008 financial crisis, the decline in advertising revenue, decreasing newsstand sales, the rise of mobile devices, social media feeds, and content aggregators have all reshaped the media landscape. Looking ahead, the removal of barriers to self-publication, artificial intelligence, and the likely proliferation of available content will make it even more challenging to establish a strong position in an increasingly competitive market, while securing sustainable and diverse revenue streams. This necessitates a fundamental rethink of the newspaper's offering.
Much like the music industry in the era of streaming and playlists, the press must transition from publishing a printed newspaper—a cohesive and comprehensive editorial product released at a fixed time—to a continuous stream of content. In this new paradigm, speed of production becomes a key success factor, each article is consumed in isolation from its original context, and the choice of the first six words can determine its reach and impact. Furthermore, to ensure visibility on search engines and aggregation platforms, journalists are often required to tailor their writing to meet algorithmic criteria—an adjustment many find frustrating.
Client : L'Opinion
L'Opinion is a French national daily newspaper founded in 2013 by Nicolas Beytout, former President of Groupe Les Echos and Editor-in-Chief of Le Figaro. It represents an influential and engaged media outlet, advocating liberal, pro-business, and pro-European values. Known for the sharp insights of its experienced editorial team, it covers political, economic, and international news with a distinctive and informed perspective.
4 improvements to bring growth back.
The only way to acheive the goals, was to automate the relationship between the guests and the kitchen, mobile ordering, payment, automated order, stock and kitchen management, have managers oversee the process, and waiters moving orders from and to the kitchen. The result was an outstanding success, where a staff of 8 is able to cater for over 600 clients a day.
Showcasing the difference.
Highlighting what makes L'Opinion unique and indispensable to its readership.
Adapting to routine.
Developing a reading experience that seamlessly fits readers' habits and constraints.
Projecting L'Opinion.
Expanding the reach and visibility of L'Opinion's content.
Acquiring new subscribers.
Launching guerrilla marketing initiatives to attract and recruit target audiences.
Studying the readership.
We conducted in-depth user research on 50 diverse reader profiles, exploring their reading behaviors and expectations through interviews and observational studies. By analyzing qualitative and quantitative data, we identified key patterns in content consumption, engagement triggers, and pain points. This research allowed us to build detailed user journeys and personas, helping us tailor L'Opinion's editorial and digital reader experience.
L'Opinion 2025 - A new reader experience.
We have rebranded L'Opinion as a premium and aspirational media brand, effectively showcasing its unique value proposition and distinct perspective. By designing a high-quality, simple, and clear reading experience, we have enhanced user engagement while optimizing subscription and nurturing pathways to drive growth. Additionally, we have expanded L'Opinion's reach, ensuring greater visibility and accessibility to a broader audience.
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