December 2006 Issue
1. Consider branding in your selection of a solution. 2. Select a solution that enables you to tap digital’s full potential, such as interactivity, scrolling images, audio and video enhancement capabilities, etc. 3. Promote your digital edition throughout your Web site, in your e-newsletters, in your print publications, through blogs, and on other relevant sites to boost subscriptions and take advantage of subscription-mailing savings. 4. Encourage subscribers to pass the digital editions on to friends/colleagues. 5. Evaluate your long-term needs before deciding on a solution. 6. Compare costs of licensing software vs. paying a per-page fee. 7. Weigh the pros and cons of fixed fees vs.
Looking back, 2006 has been a relatively good year for many publishing companies. If you review the ongoing Publishers Information Bureau reports, it appears overall consumer-magazine ad revenue is up over previous years, and digital revenues continue to climb to help offset print losses of the last few years that for a number of business-to-business and consumer publications have yet to be recovered. Smart publishers, however, aren’t relying solely on revenue to drive profits. Rather, they’re continuing to focus on best practices in publishing processes and technological implementation to become more efficient and cut costs. Publishing Executive found leaders in the industry to share
CFO magazine is the leading publication for chief financial officers in the world. Launched in 1985, the magazine was acquired by The Economist Group in 1988 and today comprises The Economist Group's second-largest property. Ten years after its acquisition, CFO became a global player, when its first international edition—CFO Europe—launched in London. CFO Asia and CFO China followed shortly after. The man largely responsible for CFO’s expansion—Martin Giles, managing director, North America, The Economist Group—talked about what he called his company’s “10-year decision to strike out abroad,” the economic and cultural obstacles of expanding into a new country, and CFO’s potential in future markets.
Each day, the Web grows with another clever social network aimed at uniting the world of cat lovers, fly fishermen, cigar smokers or other niche groups. Although many of these sites utilize impressive technologies and fun designs, most lack the essential ingredients of a successful social network or online community. These ingredients include many of the core online strategies that many publishers have already implemented, such as: providing valuable and current content; drawing a large interested audience; and creating a regular dialog with the audience informing them of content updates and special features. When combined with social networking technologies, these strategies can help engage
Since purchasing the company in 1999 from Cadmus Communications Corp., where she had been president since 1996, Diana Pohly has led The Pohly Company to a prominent place among marketing consultants. In 2004, Fortune Small Business and Winning Workplaces (a nonprofit organization promoting positive workplaces for small- to mid-sized businesses) named her one of America’s “Best Bosses” in recognition of her leadership skills. She is also a founding member, past co-chair and current board member of the Custom Publishing Council, an association dedicated to the custom publishing industry. Among The Pohly Company’s specialities is custom publishing; her firm has completed projects for such companies
Printers can no longer sell ‘quality’ as the difference between them and their competitors. Today’s print buyers expect excellent quality, and now they are looking for printers who help reduce costs, increase schedule efficiencies, enhance marketing and even generate new revenue. ‘Ink on paper’ has become the least important criteria when hiring a printer. The line between the publishers’ and printers’ duties is increasingly graying, which can be both a benefit and a problem. The benefits are obvious: increased efficiencies and customer loyalty. The problems are less obvious. Now when hiring a printer, all of these value-added services need to be analyzed as to their
The 2006 American Magazine Conference (AMC), hosted by Magazine Publishers of America, packed three days of programming and hundreds of executives from top consumer mags into the Arizona Biltmore in Phoenix, Oct. 22–24. The conference’s theme—“Beyond the Page”—promised attendees a look at how to extend their content, business and brand into nontraditional forms of media; however, AMC speakers were careful to point out that not as much has changed as some might think. “We’re still in the same business,” agreed both Ann Moore, Time Inc. chairman and CEO, and Steve Murphy, president and CEO, Rodale Inc., in their Monday-morning session titled “Just What
The last thing anyone wants during this unique transition period in publishing is to be downsized and out of work. Yet, it is an ongoing trend for publishers to minimize the workforce and still publish on a regular periodic time table. So, I offer you some tips on how to not only stay employed, but to prosper and grow. I’m not going to lecture you on the niceties of corporate cubicle etiquette, ridiculous office romances, chronic corporate complaining or the needs of showering before you go to work. If you have any of those problems, put this magazine down now and start to clean
Despite economic concerns highlighted by a slowdown in the housing market, merger and acquisition activity in the media and information industry remained steady through the first three quarters of 2006. Magazine publishers in both the consumer and business-to-business sectors have been especially busy, according to M&A firm The Jordan Edmiston Group Inc. (JEGI), recording 37 and 28 transactions, respectively, through September of this year. Most recently, the blockbuster acquisition of Penton Media Inc. by Prism Business Media Inc. sent waves through the industry. Earlier this year, Commonwealth Business Media was sold to United Business Media ($152 million) and Wenner Media acquired Walt Disney’s
“We have dabbled in buying search words, testing where we rank, building lots of in-links and out-links that are relevant to our content, etc. I think a bigger challenge for traditional publishers is determining whose job it is to drive traffic. Traditionally, this has been the realm of circulation departments. But more and more content people and publishers need to focus on the important task of not only driving traffic, but driving the right kind of traffic. “At Access Intelligence, I have taken our most Web-savvy/Web-enthusiast managers from circulation, editorial, IT, marketing and product management, and formed a task force to come up
Managing the change from being print-centric to becoming a multiplatform deliverer of information can be difficult for a publishing company of any size. With no definitive road map to guide the way, publishers today are learning as they go when it comes to preparing their staffs for the conversion that continues to take place throughout the industry. Some larger media companies, with the resources to maintain separate departments for print and Web, opt for a division of the workload. However, many companies—no matter their size—have trained their staffs to be more diversified. Reps from some of the top b-to-b and consumer magazine publishers
Access Intelligence, a business-to-business information and marketing solutions provider, is wrestling with issues familiar to most b-to-b publishers. The Rockville, Md.-based company, home to 16 magazines, nearly three dozen newsletters, 10 events and 27 Web sites, got its start as a division of Phillips Publishing International in 1977 and has slowly evolved into the information powerhouse it is today. Don Pazour, the company’s president and CEO, talked with Publishing Executive about his focus on generating revenue from paid products and devising a savvy e-media strategy. What areas of your business are growing at the most rapid rate these days? Don Pazour: Our most rapid growth in
With the Internet becoming a greater part of our lives, it seems that the digital underground has quickly become mainstream for publishing companies. It’s only natural that we’d want our print publications to be available digitally. Just as naturally, we might even want a few of the bells and whistles that can come with a product containing audio and video capabilities. Here, Publishing Executive shares some tips from publishing executives on finding the right digital edition solution for your publications and how it can affect your bottom line. Tom Boyles, editor of PMQ (www.PizzaMagazine.com), a pizza industry publication based out of Oxford, Miss.,
Two years ago, Publishing Executive started a new tradition: the December issue would become our annual “tips issue.” While the magazine provides tips year-round in its regular departments, columns and features, this special issue, we decided, would pack in as many fast, hard-hitting bits of how-to business advice as we could fit on the pages. The winter holiday season is the busiest time of year for most people, so we wanted this issue to give you boatloads of information in a quick and easy-to-digest format, one that you can keep on your desk and refer to year-round. This particular December issue is by