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Senior Editor

Pub Talk

By James Sturdivant

About James

 

Publishers' Dojo

Linda Ruth
Women Weave the Web
Apr 8, 2014

World Pulse sees Women Weave the Web as an opportunity to help women transform the world by giving them access...



Publisher's Paradox

Andrew Davis
Publisher's Paradox: Leveraging Email to Inspire Action
Apr 7, 2014

Instead of sending your audience passive content, send your audience something they can take action on. If you read last...



Media Vent

Bob Sacks
It's Not All Good News for Magazine Publishers
Apr 1, 2014

Sometimes I just have to put the tequila aside and deliver a sobering report to the industry to offset some...



Industry Insiders

The Insiders
Publishers: Take a Lesson from the Louvre
Mar 21, 2014

Today, few premium publishers can compete with the rest of the Internet. But being the most trusted source of news and...



B2B Beat

Andy Kowl
What Bloggers Can Teach B2B
Jan 23, 2014

Blogs were pronounced dead in Fast Company in December of 2012 and in New Republic in April of 2013. And just before the New...



The Digital Market

Thea Selby
A Critique Of Yahoo's Digital Magazine Strategy
Jan 14, 2014

Small Business Trends writer Shawn Hessinger and I have a completely different view of the news that Yahoo was starting...



Profit from Publishing!

Thaddeus B. Kubis
Media Conference Exhibitors Should Go Deeper to Engage
Oct 9, 2013

It has been a few weeks since I attended (as the guest of the event organizer) the Publishing Business Conference...



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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