Recent months have seen a flurry of executive appointments by big publishers tapping top talent to lead their video production and distribution efforts. The list of publishers appointing high-level video execs includes The New York Times, Time Inc. and BuzzFeed, all of which are preparing major digital video initiatives for the coming year.
NEW YORK--(BUSINESS WIRE)--Time Inc.’s People announces the launch of its new e-commerce destination today, People Shop (Shop.People.com), which offers stylish, affordable home and lifestyle products and accessories inspired by celebrity and curated by the editors of People, one of the most popular entertainment media brands in the nation. People Shop features exclusive collaborations and curated…
Time Inc. is pushing forward in its strategy to add e-commerce to its style and celebrity-centric titles. The New York-based publisher has integrated new shoppable strategies into its People and Travel + Leisure brands. Magazine and newspaper publishers alike are revisiting the strategy of adding e-commerce to their businesses this year, despite prior lackluster attempts.
Although Newsweek’s foray into higher quality paper didn’t save the magazine, Entertainment Weekly may have better luck. Here’s why.
Without wishing to denigrate the complex and fabulous analysis undertaken by the market research experts in our industry, in my short time as a market research manager when working on new projects I discovered that whatever the question, the consumer's answer was consistently the same: "We'd like more of what we have already please, only can it be a bit better and a bit cheaper."
The conventional wisdom is that Internet users have the attention span of a goldfish -- the shorter, the better. That's what makes the runaway success of Bloomberg Businessweek's "What Is Code?" -- a 38,000-word opus on software engineering that took up an entire double issue of the magazine -- all the more surprising.
"People seem both excited and surprised by it," Josh Tyrangiel, the editor of Bloomberg Businessweek, told The Huffington Post. "The risk going in was that it was very long and technical. The big question mark was, 'Would anyone read it?'"
Harvard Business Review is trying to walk a fine line: The magazine thinks it can raise the price for a subscription and still attract close to 100,000 new subscribers.
"Basic economics says you lower prices and get more customers; you raise prices you get fewer," Harvard Business Review Group publisher Joshua Macht told me. "And our board members point this out to me. But there's this defying gravity idea, and the reason why I think it's possible...is for the last five years, at least, we've been in this conversation with subscribers."
In January, Snapchat rolled out its new Discover feature to some serious fanfare. In case you just woke up from a content coma, Discover allows major publishers like ESPN, CNN, and People to push out a bundle of native content optimized for the platform that only lives on Snapchat for a day. At the time, the move was hailed as a great opportunity for publishers to reach a younger audience-not to mention Snapchat's biggest push yet to be a true player in the content wars.
It turns out the magazine hadn't done all it could. In the ethereal world of digital media, printed magazines continue to offer something concrete, a tangible representation of a collaboration between editors, artists, designers and writers. And nothing embodies this collaboration like the magazine cover, which remains one of the modern age's most widely consumed pieces of public art.
As Time magazine's design director, D.W. Pine, put it, "I still feel like the power of the Time cover is because we print it. The power is that we take the time and energy to craft
The National Labor Relations Board is about to rap Time Inc. on the knuckles for declaring an “impasse” with the NewsGuild.