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Senior Editor

Pub Talk

By James Sturdivant

About James

 

Media Vent

Bob Sacks
Stats on Magazine Launches Are Irrelevant & Misleading
Jul 2, 2015

My friend Samir Husni has penned a short essay and complaint about "numbers" used in our industry for purposes of...



Marketing Services Lab

The Marketing Services Lab
3 Ways To Tell The Content Marketing Boom Spells Revenue Growth for Publishers
Jun 30, 2015

Last week Publishing Executive announced the launch of the Publishing & Media Labthat we will host at the 2015 Content Marketing World conference this...



Publishers' Dojo

Linda Ruth
Miniaturize & Simplify, Solutions to Publishers' Mobile Problem
Jun 15, 2015

As many publishers have found, providing a magazine experience on a mobile app and getting people to engage with it...



B2B Beat

Andy Kowl
Content is Money
Jun 12, 2015

Most of the publishing world says Content is King. The publishers at SIPA say Content is Money. The annual conference...



Industry Insiders

The Insiders
Apple Throws Publishers Another Curve Ball
Jun 9, 2015

The relationship between Apple and the magazine publishing industry has been acrimonious since the launch of the iPad in 2010...



The Digital Market

Thea Selby
4 Takeaways from the New Apple App Analytics
May 26, 2015

One of the lesser-known facts about magazine apps is that publishers can glean very little information about them and how...



Sayonara, Newsweek: Moving Beyond an Outmoded Brand

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As we've all heard by now, Newsweek will cease to exist as a print product at the end of 2012, a move which I don't believe goes far enough. It's time for Tina Brown's publishing concern to retire the Newsweek brand altogether, folding everything into the Daily Beast. Newsweek, like Oldsmobile, is a brand that has lost all cache and need not be retained for any reasons nostalgic or otherwise.

That still leaves the question of what The Daily Beast should do to distinguish itself and grow as a business. I think all the talk over the past year about whether Newsweek could remain viable in print has been a distraction for strategists at the company. The Daily Beast needs to figure out its unique brand proposition, rather than worry about which side of an imagined Great Divide it ought to reside on. It could decide to reenter the print space—why not? What matters is it has a clear idea of what it wants to accomplish.

Take a look at what its closest analogue in the publishing world has managed to do. U.S. News & World Report, the other major weekly news magazine that wasn't Time, has reinvented itself as a multichannel purveyor of rankings, guides and how-tos for the popular market. The publisher has successfully capitalized on its perceived areas of core expertise in education, health care and business, which also adds weight to its news coverage, special editions, book releases and other content.

“Based on our experience, a digital publishing business focused only on news is not sustainable," William Holiber, U.S. News' President and Chief Executive Officer, tells Publishing Executive. "You have to diversify your content in a way that’s consistent with your brand and build new products that diversify your revenue sources. That’s how we became profitable.”

George Janson, managing partner and director at media investment firm Group M, told Ad Age that Newsweek's future success hinges on whether there is an "all-digital business model that will make the brand healthy." I agree, except I would drop the limiting "all-digital" (as well as, of course, "Newsweek"). Come up with a coherent vision and build it out in whatever way makes sense.

Janson asks, "Are consumers going to pay for Newsweek.com when there are thousands of other websites and sources of information?"

We'll see.
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