Jameson Publishing CEO Jim Roddy: On the Recession, the Value of Beer and the Power of Print
The amount of training and support we offer to both incoming employees and our longtime employees is abnormal. And we're thrilled to be abnormal in that regard.
Skodzinski: Has the way you serve marketers/potential advertisers changed in the past year or two, or is it changing now? If so, how?
Roddy: For sure. The product offering is more complex. For about 100 years, you sold space in a magazine and had some unique print offerings. Now every publisher offers at least a dozen different products, plus potential advertisers can conduct their own marketing activities (e.g., social media, e-mail marketing) without your assistance. We kind of marvel when we look back just a few years-things used to be so simple.
Skodzinski: Where do you see Jameson's print publications fitting in to the company's long-term strategy?
Roddy: Jameson's print publications will continue to play an important role. We'd like to launch more magazines in the appropriate markets. Our magazines continue to help our customers achieve their marketing goals, so there's no reason for us to slow down that activity at all. We plan to accelerate our involvement in print where appropriate.
Skodzinski: What are the company's biggest challenges?
Roddy: Trying to establish best practices throughout the entire company with the landscape changing so quickly. Publishing employees could spend their entire day reading up on the new activities and products other publishers are delving into.
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Skodzinski: What is something your company did right to survive through difficult economic times?
Roddy: Because our team is so important, we communicated with each other frequently. There was no guessing where we stood financially and what our challenges were.
Because our team communicated so well with each other, we fought the battles together and overcame a lot of daunting challenges. We kept working instead of worrying.