Publishers who continue to operate without working with competitors need a reality check. Reed has it right. With the loads of free information available on the Internet, especially in the b-to-b space, itâ€™s all about getting the information to readers in the most efficient way possible, and the way to do that, is through a solid search function online.
Staffing your technology department can be pricey. Computer guys donâ€™t get paid peanuts. For example, an XML coder can charge $45 to $65 an hour to code content for various digital uses. But itâ€™s important for publishing company owners to face the reality that they are going to have to spend the money on hiring the right people to run their Web sites and e-media properties. That means building a department that is devoted entirely to creating digital products, that works directly with editorial, sales, marketing and circ.
Donâ€™t misconstrue the concept, either: IT and e-media are not one in the same. You donâ€™t want the guy that sets up your voicemail to design your Web site, itâ€™s just not a smart business move. At the bare minimum, publishers should invest in at least one strong e-media manager. That person may cost a pretty penny, but they will be well worth it. From there he or she can train college grads and give them the skills they need to drive your Web properties to their maximum capacity.
Using successful (though sometimes cheesy) reality TV as a branding outlet to reach consumers is genius. These cable networks allow the marketers at these publications to reach their demographic from an entirely different angle and there is no better way to build buzz and credibility around a brand. Bravo!
Although Rubenstein received a lot of flack during her three years as editor for her Today Show-MTV-talking head-My Space enthusiast-Spice Girl image, I think Shoket should strive to be like her predecessor. As the editor of Seventeen magazine, it is Shoketâ€™s job to be a role model for her readers, and get herself out there as much as possible to build the brand. Rubenstein became the face of the publication, putting herself on every media outlet to reach her target audience. Isnâ€™t that what consumer magazine editorâ€™s strive to do every day?
Digital magazines are a hybrid mediaâ€”taking the best aspects of print and the Web and joining them together to create an online magazine experience. For established brands, going digital is another investment in the brand, but for a new magazine like this, I wonder if finding an interested audience and equally as interested advertisers might become an issue.
There is no doubt that custom publishing has become a huge money maker in the publishing industry. Brands are looking to make personal connections with their customer through the power of printed materials, as well as e-publications. Custom publishing budgets allocated for e-publications has risen 35.5 percent since first measured in 2001, according to the study.
Why is it that the marketers at these companies look to custom publishing so much? Custom publishers are experts in design, sales, writing and production. Itâ€™s a no-brainer for these corporations to outsource to publishing industry experts, spending less than they would on an in-house staff while keeping all the hassles of publication production out of their hair. As long as new companies and organizations develop, and new products, services and programs are introduced, custom publishing will continue to grow.
After working on the 16-page, ad-free newsletter, I too have a better understanding of the impact of live events. Kerry is passionate about the topic for a reason: Readers want more than just a page to read and a Web site to search. Face-to-face contact is what they yearn for and, beyond the pages of FOLIO:, there are no fully dedicated resources available to magazine event marketers looking for strategies on how to run their events better. Beyond that, magazine events can be huge revenue streams for publishers if they are executed correctly and tactfully.
While some associations work with custom publishers to produce their magazines, the publications they create are not marketing-based vehicles for a particular brand. To use a custom publishing study to explain habits of association magazine readers seems like a stretch. Itâ€™s comparable to a keynote at an ABM meeting presenting a research study done on the habits Conde Nast readers. I was surprised SNAP did not choose a more relevant topic for a session that sets the tone for the entire conference.
Perhaps we should applaud the magazineâ€™s buoyancy, or perhaps they should just give it up. I fear the magazine will struggle as it returns to a market that is over-tapped, especially considering competition from other Web sites and gossip blogs, where everyone and their uncle is writing and commenting on what is happening in pop culture. On top of that, the brand has to reestablish itself and offer something new because obviously whatever they were doing before wasnâ€™t quite working.
I wonder, does it deserve to come back? How many times is too many? And, most importantly, has it lost its credibility?
Editors: Be nice to PR people, and be honest with them. If you're not interested in what they are trying to sell you, take a minute to explain to them what you are looking for, instead of ignoring them or hanging up the phone (you know who you are). Plus, you never know when you're going to need a PR person to turn something around for you when you've got 20 minutes until deadline, and a strong relationship will help get the job done.