The obstacles facing publishers today are the same that have been since the magazines was founded in the 1700s. When Richard Steele and Jonathan Swift were building their audience, they were taking advantage of new technologies (the postal service) and new gathering places (coffee houses) and promotion schemes (subscription revenue.) The Tatler's content strategy (not that the term existed then) was optimized for reduced shipping costs (large format newsprint folded twice) and they named different sections of the paper after the coffee houses where they were distributed-the original sponsored content
The phrase "legacy publishing" tends to be cast in a negative light in the magazine industry, used to allude to bygone ways of doing things. But it's all too easy to forget we stand on the shoulders of our predecessors. The many achievements of print-centric, twentieth century magazines paved the way for the dynamic, data-driven, multi-platform magazine media companies we see emerging today
Magazine publishers have focused on many "big" ideas in recent decades, which have manifested in such projects as News Corp.'s The Daily iPad app and the CueCat (my personal favorite). However, opportunity is often found not in grand explorations (and large investments), but in the little idea that provides clarity and purpose
As publishers, information overload presents us with tremendous new opportunities to leverage the power of a subscription. Instead of chasing the social stream, it's time we focused on being a consistent part of the information people want to consume. It's time we asked our audience to subscribe to one content brand at a time, instead of our entire brand. It's time we leveraged our talented content creators to make an appointment with their audience
The publishing industry is busting out of business models as quickly as we can devise new ones. I think in 2015 we will see more product differentiation and more product offerings. These products will provide publishers new ways to sell more content to customers they already have a trusting relationship with. For example, now in our fifteenth year, early Brain, Child readers have children who are in their teens now. In order to keep our base of extremely loyal readers, we launched a Brain, Child special issue for parents of teenagers, which has been our biggest success to date
Do you ever wonder if the publishing industry has learned enough in the last five years to be more effective and more profitable in the next five years? Of course, effective is a relative term and very much a moving target. And some publishing houses have prospered, while others decidedly have not. Nevertheless, it's reasonable to ponder where the publishing industry will be in five years. Or to look at that time frame somewhat differently, where will the publishing industry be 10 years after the introduction of the iPad
Native advertising is a buzzword wrapped in gray area wrapped in a sales pitch. What does it even really mean? I hate it. OK, hate is a strong word. And in truth, native ads done right can be a really pleasant (and effective) alternative to traditional forms of advertising. But the term itself has been so over-used as have been rendered useless
If you are trying to budget key price changes for 2015, forget recent history and put away the economics textbook. The monopolistic U.S. Postal Service will forego its usual January rate increase and may have to reduce rates during 2015. But publishers will pay higher prices for paper in spite of—and perhaps because of—federal antitrust regulators' efforts to maintain a competitive market
Publishers understand the need to diversify, and there are plenty of smart channels in which to extend editorial brands, including live and virtual events. Events have the potential to unlock new revenue, solidify audience engagement, and bolster advertisers' integrated marketing campaigns.
Publishing Executive has tapped five printing executives to share their insights on the continually evolving print industry. Leaders from The Sheridan Group, Lane Press, Publication Printers Corp., Quad/Graphics, and Freeport Press discuss the enduring importance of efficient workflows, custom printing options, and high-quality print content. These Q&As accompany the 2014 Publishing Executive Top 20 Magazine Printers, which ranks the largest printers in the U.S. and Canada
Publishers are working hard to build not just audiences, but engaged communities around their brands and content—then launching new revenue streams in the form of video products and events that meet the needs of those communities.
In late 2012, I purchased a small, local publishing company. The marquee property was a magazine called L.A. Parent that distributed approximately 70,000 free copies every month, along with other print and digital products. Pickup rate was okay for L.A. Parent, but the magazine had really fallen off in 2010 and 2011 due to poor distribution and high employee turnover
Two years ago we took a step back and looked outside the traditional channel revenue model and what we saw were hundreds of ways we can monetize relevant content and an engaged audience. We took this critical step back because our customers started changing how they were taking products to market. They were asking us to help execute on programs outside of our core competency, and rather than listen to them and change our philosophy, we were walking away from the business or arguing why traditional advertising was the best way to go
I believe that we are in the final stages of what will be seen as a transitional time for media. That is a period of 20 to 25 years that marked the beginning of the end of traditional print media and the new era of digitally driven information. What has happened to traditional media during this time has been well documented in a plethora of angst-ridden commentaries lamenting the devastation that digital media has wrought on the industry
Ranking of largest magazine printers in the U.S. and Canada is based on each company's revenue earned within the magazine sector. This data was compiled by our sister publication Printing Impressions. Some notable organizations, such as RR Donnelley, choose not to disclose financial information on a per-sector basis.
Digital disruption in the industry has spurred a healthy amount of soul searching, and what seems to have come from that self-analysis are some truths about what it means to be a publisher and where new business opportunities exist. When we tapped our network of publishers and technologists to see what wisdom they had to share, what they came up weren't outlandish pipe dreams. Rather, these industry thinkers are compelling us to revisit the core services publisher have always provided and reapply them to a new canvas