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Senior Editor

Pub Talk

By James Sturdivant

About James

 

Media Vent

Bob Sacks
A Look at the Bygone Days of Newspaper Publishing
Mar 30, 2015

There is a story in today's paper that is a recap of a very local discussion about our paper of record here...



Industry Insiders

The Insiders
3 Ways Publishers Can Use Email Marketing to Drive Traffic
Mar 27, 2015

It is no surprise that email has become a favorite marketing tool among publishers. A strategic email marketing program is...



The Digital Market

Thea Selby
Top 5 Trends Affecting App Publishing
Mar 9, 2015

This is a great time of the year to look at the top trends of 2014 and gain insights for...



B2B Beat

Andy Kowl
Earned Media vs. Native Advertising: Smart Publishers Find a Path for Advertiser Content
Mar 3, 2015

An insidious term has started to be widely used these past couple of years. As publishers, we must stamp out...



Publishers' Dojo

Linda Ruth
How to Look at Your 2014 Sales
Feb 23, 2015

So far I have spent 2015 deep in analyses of publishers' sales in 2014 and before. That probably puts me...



Publisher's Paradox

Andrew Davis
Publisher’s Paradox: Your Newsletter Subscribers Are Being Overfed
Apr 28, 2014

Charlie Magazine, based in Charleston, South Carolina, isn't asking its readers to subscribe to everything. Instead, Charlie is inviting readers...



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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