I finally came up with the solution to the main problem facing magazines and newspaper publishers today. Currently, most publications are two-faced, in a good way of course. One face is the print version while the other is the digital or online version. The print face was once smiling J and is now sad L, with the digital face now smiling J, but for how long?
Could it be that all media, legacy or emerging, or even media that are not yet on the table or still on the horizon, will, as many predict, become one single media source that we have yet to recognize-a media source that will be fully transcendental, convergence of method, message, relevance, desire, delivery, and result?
As I have stated in this space, there are many faces to convergence — Media, Vertical, Practices, and, yes, People. You cannot expect anyone to support your business if you do not focus on the customer and, in our fast-moving world, keep your customer close and informed.
Here are two different events that support the concept of customer convergence with a singular focus on the customer — now and in the future.
I have always asked why draw a line in the sand when within seconds of completion the line will be gone? I look at publishing in the same vein. Why limit publishing to “publishing”? Why draw a line as to what is and what is not publishing?
I thought you all might be interested in this brief interview, conducted online by Jenna Batchelor, a student at Nottingham Trent University, UK.
Have you wondered when the decline of newspaper and magazines really began? Have you considered the decline began the day after Johannes Guttenberg “invented” the process of printing?
Over the past month I have conducted a series of separate private interviews with senior C-level and above marketing, advertising and media buying executives. The verticals that are considered home to these executives are national in scope but limited in size of the market, across both B2B and B2C segments.
As with most things in life, you need to admit that you need to make a course change to institute a course change. The key is to make the course change prior to hitting the rocks. From my viewpoint I think most of the publishing industry made that broad-based and needed course change a long time ago and that most are benefiting from that change.
A magazine can store information but most storehouses are dusty, dark and non-innovative locations, located on the outskirts of town, not my view of a cutting edge tool.
Forgive me if this question comes across as a bit uninformed, but I have been trying to find the answer to a strategic and cultural question. I have searched Yahoo, Bing, Google, specific publishing industry sites, loads of publishing related blogs and still can’t find a definitive source! So before I ask the question I am asking you for help.
A few years back a professor running a class in which I was enrolled said the single biggest mistake he saw in media sales was that the a typical media salesperson sold space, not the benefits of that space. Yet in a more detailed discussion he could or would not expand on what he saw as the benefits; that Intellectual Capital, I learned later, was what he used to generate consulting assignments, his special sauce!
I think it is the responsibility of every publishing executive to develop an ongoing and active learning strategy. The goal is to keep your “edge” as sharp as you can and provide a greater level of service and support to both your employer and your clients, which can be the difference between a sale or an empty shopping cart!
A recent article in Forbes indicates that consumers want simplicity: “Forget Engagement,” as the headline stated. The report from the IBM Institute for Business Value determined that only 25-30% of consumers say engagement via social networking was important.
How can you differentiate your publication from your competition if you don’t know who and what your publication is and how your reader views it? That understanding is not to be viewed from your point of view but from your readers. I recently was assigned a project that asked the question, “How do we (the publication/publisher) define the process of engaging the customer?” The question had a second part as well; that “B” question asked, “What does my staff (multiple departments) not know about the engagement process and is that lack of knowledge a problem?”
My last two articles have discussed the broad view of what makes you different and also how well a publisher understands their customer. While writing my blog for a sister NAPCO publication, piworld.com, I realized that I needed to present my viewpoint on what truly makes your “title” different.