Schlukbier and Daniels checked out Prodigy and America Online to see about getting on those networks and decided that the numbers stank. Yes, Prodigy-style services already had their networks in place, and the _Los Angeles Times_ and papers in George, New York and elsewhere would go on to sign up. But the _N & O_ concluded—rightly, in my opinion—that the online services would need the newspapers more than the newspapers would need the online services. Newspapers were the best source of steady, detailed news about local communities. Each year the _N & O_ spent $12 million covering mainly local and state news, an amount that even a giant like Prodigy could not replicate everywhere. “They’ve got their view of the world that’s defined by whatever technology they adopted at the time they started their service,” Daniels would later say. “We got uncomfortable with the fact we’d be living their rules, and the customers would be their customers.”[4.12] Some other newspapers felt happy with Prodigy. “No,” said Mike Gordon, an editor with Cox Newspapers in Atlanta, “Prodigy isn’t taking most of the money.” What’s more, his online edition could enjoy revenue from online ads. Still, more and more publishers were turning to the Internet rather than Prodigy-type alternatives, and the balance of power changed. When Microsoft started a new online service later, it offered newspapers as much as 80 percent of revenue—at least several times the amount that Prodigy had offered the _N & O_. (The Atlanta papers would themselves end up on the Internet eventually, not just on Prodigy.) Instead of relying on a Prodigy-style service, Schlukbier started a locally oriented BBS with an Internet connection and a strong emphasis on schoolchildren, not just the adult readers of today. This orientation may have baffled many. Some newspaper publishers were too myopic to see past the next quarter, especially if they worked for the big chains. Exceptions did exist, of course. Knight-Ridder, for example, regardless of its public ownership and its Videotext flop, was still pouring millions into the new technology. As a family-owned newspaper, however, without security analysts breathing down its corporate neck, the _N & O_ was especially free to experiment. Schlukbier believed that a decade would pass before 40 or 50 percent of the homes in Raleigh were online, and by then the children would be of customer age.