SINGAPORE (Jan 23): The traditional print media industry faces ongoing structural challenges, but The Edge Singapore and EdgeProp Singapore are constantly adapting so that readers are better served and business partners can enjoy better ROI.

This year, as part of a broader set of changes, The Edge Singapore and EdgeProp Singapore will further expand the coverage of corporate news, delivering sharper actionable investment advice, detailed analysis and insights for the financial and property markets, as well as interesting lifestyle issues and features.

“Changing does not mean we give up on pursuing the truth, exposing corporate scandals, writing kick-ass stories or empowering consumers with the right information to make the best decisions,” says Bernard Tong, group CEO of The Edge Singapore and EdgeProp Singapore.

“These will always stand the test of time and what The Edge will always stand for,” he said on Jan 15, at an early Lunar New Year lunch to welcome the Year of the Rat. The event was attended by more than 100 friends and partners.

This is the first time a combined Lunar New Year celebration was held by The Edge Singapore and EdgeProp Singapore, signifying the synergistic way readers, advertisers, newsmakers and the ecosystem can be better served.

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According to a study by The Straits Times and Statista, with an absolute revenue growth rate of 659%, EdgeProp Singapore has been ranked the 18th fastest-growing Singapore company between 2015 and 2018.

The “changes” mentioned by Tong fall under a few broad types. For one, The Edge Singapore and EdgeProp Singapore will be making better use of technology to parse and present useful data.

Next, the way the articles are written will be refined such as they will be more accessible to a wider group of readers – without alienating the core group of savvy investors.

Last but not least, there will be a stronger, sharper focus on delivering a better digital experience – even as the weekly print magazine remains the bread and butter.

Changes, as all organisations are aware, are never painless. However, especially for the print media industry, changes are not just good to have, but necessary.

If Netflix had stuck to its DVD rental business, it would have joined Blockbuster in the way of the dodo.

Netflix, after adapting its new business model, is now a global household name, with a value of some US$150 billion ($202 billion), winning both subscribers and Oscar nominations alike.

Yet, the company’s vision stayed true: helping users consume videos in the comfort of their homes – except they’ve found a much better way to do it. “It is our time to do the same,” says Tong.