Lögberg-Heimskringla - 10.09.1999, Blaðsíða 2

2 • Lögberg-Heimskringla • Friday 10 September 1999
m Editorials
L-H Business Plan Highlights
Harley Jonasson
The Lögberg-Heimskringla
Board has embarked on an
aggressive new strategy to
ensure the future of the paper is one of
financial stability and readership
growth. Development of a Business
Plan to guide us is the first important
step towards achieving this goal. The
following is a condensed summary of
our comprehensive plan.
Historical Overview
The Icelandic weekly newspapers have
served an important function in main-
taining community and cultural bonds
among the Icelandic people in North
America for over 120 years. Two of
these papers, the Lögberg and the
Heimskringla, published independently
of one another for more than 70 years,
until their amalgamation in 1959.
Heimskringla—The name Heims-
kringla is derived from the writings of
Snorri Sturluson that were completed
on his return to Iceland from Norway.
The book Heimskringla (heimur—the
world; kringla—a globe) was written
between the years 1220 A.D. and 1235
A.D. and while it refers to the various
countries of the world, it was essential-
ly a history of the kings of Norway
between 400 A.D. and 1177 A.D.
Heimskringla published its first
issue on September 9, 1886. The chief
founder was Frímann B. Anderson.
Anderson’s associates were Eggert
Jóhannesson and Einar Hjörleifsson.
Lögberg—The name Lögberg is
derived from a rock (berg) on the Plains
of Parliament at Thingvellir in Iceland.
The rock served as a píatform from
which the speaker of the National
Assembly (Althing 930 A.D.) recited
the law (lög), and issued proclamations
and pronouncements from the courts.
Lögberg commenced publication
on January 14, 1888, sixteen months
after the founding of Heimskringla. The
founders of Lögberg were Sigtryggur
Jónasson, Bergvín Jónsson, Arni
Frederickson, Einar Hjörleifsson,
Ólafur Thorgeirsson, and Sigurður J.
Jóhannesson, with the chief financial
support coming from Sigtryggur
Jónasson. Einar Hjörleifsson was
appointed the Lögberg’s first editor.
Amalgamation—It became in-
creasingly evident as time passed that if
an Icelandic-language paper was to sur-
vive, the two existing publications must
amalgamate. Thus it came about in
1959 that the two papers united under
the name of Lögberg-Heimskringla.
Ingibjörg Jónsson had the distinction of
becoming the first editor of the new
paper, and on August 20, 1959 the first
issue of Lögberg-Heimskringla -rolled
ofif the press.
Vision
The Lögberg-Heimskringla envisions
its future as one filled with exciting
opportunities for outreach to every
Icelandic household in North America
and Iceland to promote the long history,
proud culture, and remarkable accom-
plishments of past and present genera-
tions of Icelandic people. It is hoped
that our successes will encourage future
generations to share our vision. Our
Vision Statement:
“To become the primary North
American media for preseijt and future
generations through the publishing of
news and articles of interest to all peo-
ple of Icelandic ancestry.”
Guiding Principles
The Board and staff at Lögberg-
Heimskringla have selected seven oper-
ating principles which they believe are
representative of the values held by the
founders of the two papers, and which
have served to sustain the papers
throughout their long histories. These
principles serve to guide the L-H team
in the operations and management of
the paper.
• Maintain high standards of quality and
ethics in editorial content.
• Support and promote Icelandic peo-
ple, businesses, communities, and
organizations.
• Support and promote Icelandic lan-
guage, culture, and heritage.
• Respect the opinions of our readers
and each other.
• Work as a team towards a common
goal—the success of our paper.
• Commitment to producing a newspa-
per that appeals to all age groups.
• Promote and facilitate communication
between Icelandic communities in
North America and Iceland.
Goals and Objectives
The Board has set four goals to be the
focus of its efforts during 1999-2000.
Each Board member has his or her
extensive list of specific objectives and
action plans by which they expect to
achieve these goals.
All activities and programs carried
out at L-/7 are evaluated to ensure they
support the established objectives.
Objectives must align to the goals
which in turn must support our vision.
Whereas our vision is long-term and
will serve as the direction for our paper*
far into the future, goals are shorter
term (three years). New objectives are
set at the start of each year.
Goal 1—Increase efificiency, per-
formance, and profitability capabilities
in the administration and management
of the paper through development of
standard operating procedures, cost
analysis initiatives, and enhanced man-
agement information systems.
Objectives:
Set up databases to facilitate more
effective and efificient management in
the areas of editorial, advertising sales,
marketing and promotion, circulation,
and finance and administration.
Prepare cost analyses, and scenar-
ios based on circulation numbers, price
schedules, size of paper, grade of
newsprint, advertising revenue, etc.
Revise and/or establish policies and
standard operating procedures.
Goal 2—Enhance reader interest
and appreciation through innovative
editorial initiatives.
Objectives:
Create a more attractive and inter-
esting looking paper through addition
of colour and enhancements to fprmat,
design, pictures, and masthead.
Increase variety and volume of con-
tent to appeul to a wider range of ages
and interests.
Ensure comprehensive and repre-
sentative geographical coverage.
Set up network of regional corre-
spondents/editors.
Enlist help from communities,
businesses, schools, and all Icelandic
organizations to provide coverage in
these areas.
Goal 3—Increase circulation by
3000 subscribers through dynamic mar-
keting and promotional techniques.
Objectives:
Develop web site.
Schedule promotions for all
Icelandic festivals and special events.
Implement customer service plan.
Recruit volunteers through newspa-
per appeals, personal contact and out-
reach programs, and the development
of volunteer appreciation programs.
Goal 4—Increase advertising rev-
enue by 300% through proactive and
innovative advertising sales programs.
Objective:
Compare advertising rates with
other papers and develop competitive
rate schedules.
Develop promotional or incentive
programs for special occasion ads, eg.
Please see Business Plan on page 6
Minnist
BETEL
í ERFÐASKRÁM YÐAR
Lögberg-
Heimskrin gla
Published every Friday by:
Lögberg-Heimskringia Incorporated
102-11 Evergreen Place
Winnipeg, MB R3L 2T9
Ph: (204) 284-5686 Fax: (204) 284-3870
E-maii: logberg@escape.ca
OFFICE HOURS: Monday to Friday,
8:30 am to 12:30 pm
MANAGING EDITOR: Gunnur Isfeld
ADVERTISING DIRECTOR: Sandra Duma
LAYOUT, COPY EDITING: David Jón Fuller
PRINTING: The Daily Graphic
SUBSCRIPTION: 44 issues/year:
Canada: $35 Canadian
-Manitoba, add GST & PST: $39.90
-other provinces, addGST: $37.50
U.S.: $44 US
lceland: $44 US
-PAYABLE IN ADVANCE-
Must be .remitted in Canadian or US Dollars.
All donations to Lögberg-
Heimskringla Inc. are tax-
deductible under Canadian laws
ADVERTISING
For information on commercial ad space,
contact SandraDuma at 254-5477,
FAX 256-9891
Classified Ads: $15.00 minimum, $3 per line
based on five words per line. After three
inserts, your fourth is free.
SUBMISSIONS
L-H is aiways open to new writers. News,
fiction, poetry, photography, and humorous
articles are welcome. Send by mail, fax, or
e-mail to the attention of Gunnur Isfeld,
Managing Editor, at the L-H office.
BOARD OF DIRECTORS
PRESIDENT: Kevin Johnson
VICE PRESIDENT: Harley Jonasson
SECRETARY: Julianna Bjornson
TREASURER: Bill Perlmutter
BOARD MEMBERS: Neil Bardal, Elva
Jonasson, Shirley McCreedy, Paul Westdal,
Kirsten Wolf, Metissa Kjartanson, Leslie
Bardal, Andrea Mclntosh, Marno Olafson,
Catherine Filmon, Dan Johnsön
MEMBER-AT-LARGE: Jon Sig Gudmundson,
Kentucky
MESSUBOÐ
Fyrsta Lúterska
Kirkja
Pastor Ingthor I. Isfeld
10:30 a.m. The Serviec
First Luthcran Church
580 Victor St., Winnipeg
R3G 1R2 Ph. 772-7444
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