A New Year's Letter from Hearst Magazines President David Carey
Welcome to 2014.
I always look forward to the new year and the enormous promise it holds. As 2014 begins, it's an opportunity to reflect on what we've accomplished and outline our priorities for the next 12 months.
I'm very proud of all we achieved in 2013, and it is our exceptional people and unique culture that make it all possible. Thanks to you, today Hearst Magazines is by far the strongest global magazine publishing company, and we're well positioned for 2014.
The role our culture plays in our overall success cannot be overstated. Backed by the enormous strength of our parent company, Hearst Magazines is forward-looking and optimistic. Our culture makes us a world-class partner and gives us confidence to take risks and invest in new products. We're encouraged to seek diversification across audiences, business lines and geographies. Simply put, our culture helps us grow, regardless of the day's headlines.
And grow we have: Hearst Magazines has dramatically expanded over the last three years to more than 11,000 professionals, and we now incorporate businesses from New York to Nizhny Novgorod, Russia, and beyond. It's been two years since the successful acquisition of Lagardère titles and what is remarkable is that the same energy, creativity and entrepreneurial spirit exists at all levels, in every market. At the top of my New Year's resolution list: improving communication and best-practice sharing throughout the Hearst global network. You'll be hearing more about "One Hearst" in the weeks ahead, as we share how teams around the world are seizing opportunities and overcoming challenges.
In 2013, our editors took exciting risks with their content strategies and pushed hard to surprise readers on all platforms. Our advertising sales teams brought ever more complex offerings to clients who prize breakthrough ideas. Our consumer marketers, facing a choppy newsstand environment, focused on extensive e-edition promotions to build our total paid tablet circulation to well over 1 million per month in the U.S. Hearst general managers continually sought out new business models and were not afraid to abandon old orthodoxies and structures to improve performance. And our digital leaders, especially in the U.S. and the U.K., made important strides in growing audience, revenue and engagement.