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Linda Ruth

Goodbye to Source Interlink Distribution

Linda Ruth Audience Development - 06/03/2014-10:57 AM

 

We are stunned, we are blindsided, or we saw this coming all along. We are scrambling for distribution, we are crying for attention, we are vying for our places in the lifeboat. Messages in my inbox and voices on my phone reflect fear, concern, survivors’ guilt, schadenfreude.

But most of all, in the scramble to find our feet, to ride this out, to get our copies out of the printers and off the docks and into the retail outlets, we—or at least I—feel grief. Old-fashioned, honest-to-God grief, like the kind you might feel when you lose a human friend.

As one of Source’s executives wrote me: “This is such a sad day as you note for not only Source, but for the industry as a whole. We did our best to keep it afloat but, in the end, the model is just broken and it has to be fixed. One can just hope that in the midst of disruption that something positive can evolve. As you can imagine, my priority has been trying to work through the human aspect of this, as it affects so many good people who dedicated years and years of their lives to Source.”

Among the first people I ever met in this business were Bill Jech and Dave Buescher, founders of IPD, later sold to Source Interlink as the basis of their distribution business. I watched as the direct distribution model was scaled up to national, merged back into mainstream, broken out in tielines and pick and packs; I watched as warehouses were set up and taken down, and information evolved and was reworked, as people came and went and systems improved or were replaced.

And in the course of those years, I met smart, hard-working people doing their best to find a way to keep their business afloat. People who worked to improve merchandising, to improve customer service, to improve warehousing, to improve efficiency. People who helped me, and my clients, solve difficult problems.

Practically, there are lots of questions that are not yet answered. Who will pick up all that retail business, and what portion of it will go away? Which publications will survive this upheaval—and which will not? What will happen to our industry when only two large wholesale groups, both of which share ownership of one major national distributor, control virtually all the distribution? Is there still a role for a national distributor when what you have is essentially a national wholesaler? And if no one has been making money until now, how will this change enable them to start doing so?

Those questions won’t be answered today, or tomorrow, or this month. We will revisit those questions, again and again. But for today, I can only think about the 6,000 Source Interlink people who are out of their jobs, and the company executives I have known for years, and the magazine business without a Source Interlink to turn to.

Goodbye, Source Interlink. We will miss you.

 

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Roy Beagley

Imagine If You Could Clean Up Your Personal Data on the Internet

Roy Beagley Audience Development - 06/03/2014-10:48 AM

 

Usually I try and offer helpful ideas and hints on items relating to various aspects of publishing. Therefore, it may seem that I am going off on a tangent in this post, but please bear with me.

It is not very often Europe has better ideas than America but it happens occasionally—Champagne and cheddar cheese chief among them—but recently the European community sort of demanded that people be allowed to clean up, indeed remove, data from search engines and I think we should do that here.

I have never ever submitted any data about me to any search engine, yet if you Google me you will get over 5,000 returns—not as many compared to Googling “champagne” with 71,200,000 returned or “cheddar cheese” with 3,250,000.

A great deal of the information online about me is out of date. There is also information about me that I regard as personal, rather than business related, and there is information about me that is just untrue. At no point did I actively ask for my information to be added and I am not really aware of ever having been asked about it. Sometimes you are asked to agree to “conditions” and I expect this is how my data get added, but if search engines are making money out of my data, or websites, or telemarketing companies, why is it only Europeans that get to clean their data up? Why can’t I?

Supposedly, if you do not want telemarketing companies calling you, you can get on the “do not call” list. There is a “do not mail” list as well. The trouble with these two lists is that disreputable companies do not subscribe to them, so “Rachel from Card Member Services” feels free to call at any time. Much of this information is collected from the Internet, so why should we not all be allowed to clean up data about us, and remove it if we want?

Back in the 1980s the United Kingdom passed the Data Protection Act, which basically says you have to opt in to get information rather then opt out. The direct mail industry recognized this was a good idea because the people opting out would not buy anything anyway. List costs dropped because there was less to rent, postage costs dropped because you mailed less, and response measured as a percentage increased making promotions more cost effective. In other words, by making the data more accurate, we got better results.

The Internet has a few good uses—listening to any radio station online, downloading music, getting the news, and so on. Another good use of the Internet is obtaining information and it makes sense to ensure that information is as accurate and up-to-date as possible, so why can’t we delete information that is wrong, irrelevant or just plain embarrassing? Often it is said that once “it is on the Internet, it is there for good”… but why can’t it be got rid of? It does not take that long for information to appear on the Internet, intentional or otherwise, so getting rid of it should be just as easy.

 

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Tony Silber

Business Conversations That Make Me Lose Sleep

Tony Silber - 06/02/2014-08:48 AM

Which workplace exchanges do you find to be most difficult? For most people, they're centered on two things: personnel and performance. Both of these things straddle the worlds of internal communications and HR, and both are also general managerial challenges.

I recently read an interesting column in Business Insider about the toughest conversations you can have at work. They were:

1. The Emotional Dismissal Conversation
2. The Awkward Personality Conversation
3. The Underperformance Conversation

All these are tough, but they are typically part of the same progression, and the progression usually starts with number three above, and ends with number one. Here are the toughest workplace conversations, from my perspective, and how I proceed.

Personnel
These kinds of issues run the gamut-from people who are squabbling, to turf wars, to folks who simply don't work well together. Sometimes goals don't sync up. Other times, actual performance doesn't fit the needs of the job, and that's typically when the three-conversation pattern that Business Insider described kicks in. To my mind, all of these things are a huge challenge and all of them divert from the common business goal.

I've learned over the years that a sustained, tight focus on performance is the way to go. There should be no politics, no gossiping, just set a tone for the group that all you care about is results. Results require collaboration. Keeping everyone focused on that creates a sense of confidence that relaxes a group and empowers them to experiment and achieve.

Business Relationships
This is another difficult area, but it's critical. Everyone from entry-level account managers to CEOs deals with either external clients, or with the public. Think of how frequent it is that a lower-level employee embarrasses a brand on social media, either when representing the company, or through some personal post that goes viral.

Of course, we're talking about conversations-whether with a subordinate or a colleague, or with an external customer. I've learned you can't wing it when it comes to customer conversations. Too much is at stake. Policies that everyone knows about and understands are critical, and these have to come from the top. I've had many conversations with customers in my career, and when business is on the line, they can be really tense. For me, the way to ensure that you preserve the business-if that's the goal, sometimes it isn't-the relationship has to come first. (This is a bit counter-intuitive, because I just stressed the importance of policies.) If your customers trust that you have their interests at heart, and you have thought through their challenges and understand their objectives-you'll keep the business. If they feel like you're officious, and policy-bound, you won't. Never use the word "unfortunately." That conveys a focus on your internal policy, not on customer-service. It is also condescending. Never use the phrase, "We're not set up to do that" for the same reasons. Always be ready with a solution or two.

Business Performance
For a lot of professionals, this is always a stress-inducing conversation, especially if you've fallen short of your goals. But it doesn't have to be. Putting aside the possibility of the fundamental lack of skills to do a job, most business-performance shortfalls relate to external factors in the market, not to your execution. So it really is an opportunity to shape a conversation about missing goals into the cool ways you're going to pivot to adjust to changes in the market.

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Robert Newman

Face Up Online: High Times

Robert Newman Design and Production - 05/20/2014-13:04 PM

"What were they smoking?" is a common joking criticism used by editors and art directors when referring to badly executed magazine covers. Well, in the case of the June 2014 cover of High Times, we know exactly what they were smoking. But the herb definitely helped with some wonderful creativity, because this is one of my favorite magazine covers of the year. I think a few more magazines could use what High Times is smoking; this cover is powerful, engaging, memorable and just plain fun (and funny).

The "Mount Kushmore" cover of High Times features a photo illustration of four top hip-hop artists, Snoop (Lion these days?), B-Real, Redman, and Method Man, all of whom are well-known weed enthusiasts. For FOLIO: readers who don't fully get the reference of the headline, the Urban Dictionary describes "kush" as "a high-grade strain of marijuana."

This is a gonzo cover that reminds me of some of the best altweekly newspaper covers, with an image that is very high conceptually, and somewhat funky (in a good way) in execution. But the idea and the passion behind it are what gives this cover such a great buzz and makes it a standout. Editor Chris Simunek explains that the idea originated with Snoop, who has been a regular cover subject–most notably as 2007's "Stoner of the Year." The original idea was to have the four heads carved out of hash. When that didn't work out (for obvious reasons), photographer Mark Mann was called in, along with creative director Bianca Barnhill, who organized the entire session. Additional tweaks to the cover came from art directors Roxanna Allen and Frank Max.

Speaking of Snoop, back in the 1990s I worked as the design director of Vibe. We were all hard at work one afternoon when a buzz went through the office because Snoop had arrived for an interview and was in the upstairs conference room. Within five minutes of his arrival, the sweet sticky smell of the most potent weed imaginable came drifting through the walls and floors. Needles to say, there wasn't any more work done that day (although the interview turned out great!).

This cover of High Times feels like it was crafted by people who love making magazines and who have an intimate connection with their readers . As editor Simunek says, "We definitely enjoyed doing this cover!" It's bright and refreshing, and the image mixes perfectly with the bold cover lines. The cover headlines are all winners: "40 Best Stoner Movies," "Pot in the NFL," and "Growing for Maximum Flavor." It's also a change from the regular High Times covers, which tend to feature beautifully photographed exotic strains of pot or a still life of a bong.

High Times has a rich history of cover design, stretching back to its launch in the early 1970s. Over the years they've had a series of talented art directors, and while the magazine has had its ups and downs, it's overall design has never been stronger than it is under the guidance of art director Frank Max, who has given it a structured, lively format with strong, engaging imagery and, of course, lots of beautiful weed pictorials.

When I was in college in the 70s, my friends and I would get High Times from the local head shop every month and rush home to read the heady (to us) mix of dope, rock ‘n' roll, politics and counterculture news. We would scour the Trans High Market drug price quotations every month, hoping to find our little town in the list (it never was) and marveling at what was available for purchase in other locations.

Years later I visited a friend who was working at the High Times office in New York City. After getting through an elaborate multi-lock security system (it was the 80s), I was ushered into a dark, heavily smoke-filled room. This was the office of the legendary High Times typesetter, who banged out endless galleys of type surrounded by piles of the most potent herb I had ever "seen." Perhaps it goes without saying, but I don't remember much else about my visit.

Those days are long gone, though, and High Times today is a much more professional operation. The magazine's ads are booming thanks to medical marijuana and the movement to legalize or decriminalize pot smoking. Celebrities like Oliver Stone have been on the cover, celebrating their sticky love. And the editorial content is a potent and polished blend of service, news and strong opinion.

I was worried that I was being too uncritical about this cover, so I reached out for a second opinion from Dan Zedek, a former High Times art director (in the mid-80s), and now the design director of the Boston Globe. He confirmed my opinion of it: "Two words for this cover: not shy," he said. "It has attitude to spare! It helps that the illustration is a little crude, the type colors a little loud. It's a perfect match for the subject matter: fun, noisy, and a bit bratty. For a magazine about not working hard, this cover works hard in the right ways."

So, I guess the obvious question here is: What was I smoking when I wrote this review? This answer is: nothing, or it wouldn't have been finished! Still, I hope High Times invites me to their next cover shoot.

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Linda Ruth

Inside the Wholesaler Distribution Dynamic

Linda Ruth Audience Development - 05/15/2014-15:36 PM

 

While readers of my blog often contact me with intriguing and sometimes unexpected information or ideas, it isn’t often that anyone brings up topics that I don’t think I already know something about.

Larry Scheur succeeded in doing that in a recent series of communications.

Larry is a real old-time independent wholesaler from Buffalo New York. He created “The Buffalo System,” which pioneered the use of title- and retailer-specific formulas into order regulation. And he asserts that NO ONE truly understands the economics of magazine distribution from the wholesaler standpoint.

Based on what he’s been telling me, that is certainly an assertion that applies to me.

What the wholesalers are saying about being unable to make money under existing conditions, Larry told me, is absolutely true. In fact, he says, wholesalers rarely—if ever—made money from sales. Profits, he says, came from “service charges, retailer under claims, retailer bankruptcies, return over claims, shortages, unreported overages, and special deals with national distributors.”

Naturally I—like anyone who’s been in newsstand distribution for enough years—had heard rumors of some irregularities in the old days of our business; but the concept that these irregularities might be so institutionalized as to provide the very basis of the survival of our business was (and is) astonishing to me. Larry, however, was willing to provide many examples.

“A highly respected EVP of a major national distributor once took to me to lunch,” he offered. “He said he would approve all my affidavits, no matter what the claim, for a 10 percent fee. I was shocked and upset. He called after me as I ran from the restaurant, ‘It's all right, I already have three wholesalers on board.’”

The Buffalo System was, Larry tells me, the first single-entry returns system. The purpose of the single-entry system is to ensure that the total (bulk) sales on the wholesaler system reconcile with the sales tracked by individual retail outlet.

As an example, Larry told me about a wholesaler whose system showed two programs. One was designated “OverReturn” and the other was named “ShortReturn.” OverReturn added the totaled retailer returns for a title and issue and compared it to the wholesaler bulk record file for the same title/issue. If the retailer returns were higher, the program added a compensating amount to the bulk record for processing to the ND. The ShortReturn program functioned similarly. If the O&R returns totaled less than the bulk return, the program determined the missing amount and either created a stock account or multiplied returns over a determined number by the factorial difference.

Improvements in auditing and tracking must have cleaned up these irregularities to a fair degree, though Larry maintains there is still an element going on today. Although, he admits, there were some wholesalers—Bob Cohen of Hudson News was one—who kept everything strictly above-board. “He wanted everything legit,” Larry said. “A very clean system.”

Regardless of what may have happened in the wild-west days of magazine distribution, the situation is considerably more precarious today. I told Larry about a consultant who contacted me with to talk about “Plan B”—code for, “how are we all going to keep our jobs?” This consultant asked, “Even with all of the recent technology, how are returns going to be handled if, as some people have suggested, we bypass the wholesaler? What happens to the affidavit? Can the retailers scan returns the way the wholesalers can? And doesn’t setting up direct relationships give the retailer a license to steal?”

Larry thinks there are possible direct-distribution-based solutions to our current predicament; and to put them in place he suggests, as another former independent wholesaler did not long ago, going “back to the future.”

His suggestions:

1) Re-implement the once highly successful Family Circle/Woman's Day direct model, devoid of national distributor involvement, utilizing cross-docking. (Cross-docking is a term used in shipping logistics that involves moving product from truck-to-truck without the intermediate warehousing; WalMart has used it to move retail product since the 1980s).

2) Similarly, Larry suggested, the industry should take a look at the once highly controversial Kresge/TV Guide system. This system, Larry explained, was similar to the Family Circle/Woman’s Day model, with the addition of expedited delivery. “TV Guide printed on Saturday and shipped 20 million copies with over 170 editions to wholesalers expecting Monday on sale,” Larry explained. “TV Guide made deals with national chains—Kresge, Neisners, F.W. Woolworths, W.T Grants, etc.—that were not typically wholesaler serviced. They required the wholesaler to deliver the predetermined allotment as well as collect the unsolds (if any) for a small fee paid by TV Guide. A store stamp verified delivery. As some of these stores were in rural areas, wholesalers sometimes used busses and trains, hiring a delivery agent in these areas. A reship allowance was paid by Triangle Publications to wholesalers providing this service. 

These solutions, I thought, appear tailored to the large general-interest publications whose day has come and gone. What about the special interest publications and the independent publishers?

Systems today, Larry pointed out, are also tailored around those mass-market publishers. “Look at the Order & Regulation systems,” he said. “Prior to UPCs, only 10 percent of titles were tracked issue by issue. Comparatives worked. They built the crosswords category. Wholesalers maintained O&R on the top two or three crosswords and used those sales to determine retail store allocations for the rest of the line.”

What does that mean for the special-interest publisher? I asked. Was he expressing the idea that a more targeted publisher can be hurt by over-regulation?

But Larry was talking about more than a publisher or a publication. His point was that a whole category—a whole industry—can be hurt by over-regulation. “O&R destroyed comics,” he said. “You start a downward trend which then negatively affect allocations. Thirty percent sell through—what you get with the niche publications—needs no O&R. Look at history, and you will see how it works.”

 

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Caysey Welton

Wired’s BizCon: An Intersection of Technology, Design and Enterprise

Caysey Welton Event Strategies - 05/14/2014-16:14 PM

New York–On Tuesday, a capacity crowd gathered at The Museum of Jewish Heritage to listen in as disruptive business leaders from various industries discussed how they are confronting an ever-changing landscape. Wired's BizCon was a daylong event that tied together a common theme–how technology and design intersect with business.

The day's speakers were a mixed bag, including brand leaders like Tumblr's founder David Karp, Twitter Amplify's founder Glenn Brown, UNRULY CEO Sarah Wood and several others. Few stones were left unturned, meaning that everything from social media to gaming, robotics and even experiential theater was covered. Catherine Mohr, senior director of medical research at Intuitive Surgical put it best when she stressed the importance of "looking into adjacent fields to find solutions in your own."

Technology Connects

This was a Wired event, so naturally the solutions were often steeped in technology–and with good reason, given the rapid evolution happening all around us. In essence, technology is presenting both challenges and opportunities for every business leader, which is why merging thought leadership in various disciplines is a chance to rethink strategies and best practices.

For media brands, some of the new challenges discussed were not brand new, however the paradigms are shifting. Take for example social media, which both Brown and Wood discussed. The sizes of your followings and vapid engagements are no longer in focus. Now it's more about staying in and in front of the bigger conversation.

Brown admits that Twitter Amplify tapped into more than they expected when they launched the product to tweet instant replays. That is, the company discovered they could use objects to tweet messages in real time as conversations develop, enabling Twitter to keep up real-time and offer a valuable second-screen experience. He also tipped his hat to magazines for being out in front of this trend. "Magazines knew early on that it's a lot to ask readers to always go to the newsstand or wait for their hard copies," he said while reviewing the importance getting out in front of trending topics.


Wood concentrated on the importance of sharable content–specifically video. She dispelled a couple of myths that have surfaced about video, 1) it's done easily and, 2) it's unpredictable. UNRULY has the data to show that viral content can be predicted, but there is something brands must keep in mind: "It's hard to compete with friends and family," she said. And added, "for bands that are serious about video, paid media is the solution; don't post and pray."

Karp's Tumblr platform purportedly is a hub for brands that wish to share their content through the viral Web. Remarkably, sponsored posts average around 10,000 reposts versus an average of 14 reposts from a common user. But Karp confesses that it is the smaller number he takes the most pride in because "brands are some of the most capable content creators," and his platform complements that attribute. But for the common user, that multiplyer offers the potential to tap into a new audience, which is paramount to what Tumblr is all about. 


Design Communicates

Wired has been at the forefront of the design movement. In fact, even at its Data|Life conference, design surfaced as an essential element for progressing the healthcare space. BizCon further supported that thesis, and extended it outward to all industries.

What was once considered an aesthetic element is now becoming the basis for brand identity and user experience. So whether it's the architecture of a building, an immersive theatrical production or the user interface for a mobile game, design determines the experience.

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Roy Beagley

If You Don’t Know, Then Test

Roy Beagley Audience Development - 05/12/2014-16:53 PM

 

Recently I was sending out a series of email re-qualifications. The process is mercifully simple. I design them, send the html to the email dispatcher who loads it into the email equivalent of an electric toaster, and presto, out pops my email effort.

In addition to the html, I also have to provide a promotion code, the subject line copy and who the email is from—and hereby hangs the tale.

I changed the name of the email sender from the last time the email was sent in the belief that familiarity breeds contempt. It could be the very fact the email is coming from “Subscription Department” that is putting off the recipients from opening the email. I don’t know, so I tested it.

But when I got the test, the sender name wasn’t “Roy Beagley,” it was still “Subscription Department.” I was intrigued by this and called the person in charge of the email toaster, who said that it was not “considered good practice” to change the sender name. Always wanting to learn things, I asked how this conclusion was reached, was there a report, had someone done a test, who had discovered this and how? The answer was there is no report, no test and no discovery, someone once again decided not to let the facts get in the way of a good story and just decided this was the new protocol.

In an email promotion there are several things that could account for a bad response: bad copy or bad design being chief among them. There is also the spam filter that has decided certain words demand automatic banishment to the trash can—even though those words help sell subscriptions. The text-to-picture ratio has an effect on whether an email will eventually end up in the recipients’ inbox or trash; can you imagine postal carriers deciding if they are going to deliver mail to you or not depending on whether they think there are too many, or too few words on an envelope?

I would also have thought who the email is coming from would matter too. A letter informing me I may have won $50,000 excites me; a letter with the letters “I”, “R” and “S” causes my heart to go in to arrhythmia. An email from the “subscription department” may not excite me, but an email from “The Publisher” or “Xmag Subscriptions” or simply a name like, well, “Roy Beagley” may induce me to open the email. I don’t know, that is why we test, and, based on those results, decide what is “considered good practice” rather than letting a good tale debase the facts.

 

 

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Carolyn Kylstra

20 Social Media Tips All Brands Should Know

Carolyn Kylstra Consumer - 05/07/2014-16:01 PM

 

As publishers,  your ultimate goal is to create compelling, lively, and interesting content that your readers will love and share with their friends. You know that social media can be a great way to engage with those readers—but are you sure that your social sharing strategy is as effective as you need it to be?
 
Women’s Health, which publishes 28 editions in 51 countries,  is a part of Rodale’s International Conference every April, hosting Women's Health and Men’s Health editors-in-chief and CEOs across the globe. To help these leaders take their social media practices to the next level, we put together a guide of the essential tips and tools all brands should know. The American  Women's Health has used this guide to build an audience of over 6.1 million fans and followers across all the major social networks, and today reaches 15+ million unique visitors on a monthly basis.
 
Whether you’re hoping to grow brand engagement and interest, or want to drive more traffic back to your site, here are 20 must-know social media tips and techniques to help you along the way.

1. Each social media platform plays a different role in your overall brand strategy.
For instance, Facebook is a great traffic-driver; Instagram is enormous for brand building; and Google+ is essential for SEO.
 
Facebook
 
2. Different types of Facebook posts benefit your brand in different ways.
Not all “engagement” metrics are necessarily the ones that matter to you. The old rule you hear again and again is that Facebook posts with pictures in them perform the best and have the highest engagement. But what if your goal is to drive traffic?
 
After doing a deeper dive into our analytics, we realized that while reach and engagement (likes, shares, comments) were better for image posts than any other type of post, the actual click-through rate (the number of people who clicked on the link back to the site) was miniscule in comparison. On the other hand, when we posted link posts, we found that the engagement wasn’t as high, but that the clicks back to the site were much more significant. Since traffic-driving has been a major goal for us over the past six months, we’ve prioritized our link posts over image posts.
 
Here’s our basic understanding of what each post type is best for:
 
Image posts are great for engagement, terrible for traffic.
Link posts are great for traffic, not (always) as great for engagement.
Status Update posts can be used to solicit feedback from your readers.
 
3. When posting a story to Facebook, you can change the image, headline, and subtitle to be more compelling to readers.
Certain types of headlines solicit a good number of comments, but not many clicks back to the site. One example: Headlines posed as questions. Instead of clicking through to see the answer, our readers will try to answer the question in the comments of the post itself. We now change the question headlines to more straightforward language when we post on Facebook, in order to better encourage the behavior we’re looking for.
 
4. If you’re promoting a story about a famous person, tag her in the post—her followers may see it in their newsfeeds.
Certainly can’t hurt, right?
 
5. People love infographics.
Since we know that posting images won’t drive traffic back, we optimize our image posts to reach as many people as possible. Infographics are great for that. In our experience, successful infographics are useful, interesting, and/or relatable:

 

6. When it comes to viral content, Feelings + Excitement = More Likely to Share.
Positive emotions are better than negative, and worked up is better than bummed or mellowed out. Ask yourself:  Would I share this?

Twitter
 
7. Keep it short. Tweets with 81 characters or less get the most clicks, on average.
This is based on an analysis of our own tweets from August 2013. We counted the characters in the tweets (including the URL), and charted them against link clicks. Shorter, more straightforward tweets got the most clicks. Longer, wordier, more conversational tweets got the fewest.
 
8. The best tweets are intriguing, yet unsatisfying. They compel the reader to click.
Don’t give it all away in the tweet. Give the readers a reason to click through. This post gave it all away in the headline—and only 136 people clicked on the link:

 

Seriously, be a tease. Leave them hungry for more information… that they can only find by clicking through. This post made people wonder “What’s the snack?!”, and 3074 people clicked through:

 



9. If a tweet performs well once, tweet it again!
We learned this one from the New York Times, via Neiman Labs. Thanks, guys!
 
10. Retweet people who are linking to your content.
They'll appreciate the attention, and your followers will notice the new faces in their timelines more than the old—meaning they’ll be less likely to tune out your headlines, and more likely to click through. When we started retweeting the readers who were sharing our content, our traffic from Twitter increased 31% month over month.
                                                                                       
Pinterest

11. Add the Pin It button to all images on your site, to make your content as easy to share as possible.
Women’s Health has over 283,000 followers on Pinterest, but the majority of our Pinterest traffic comes from content that our readers shared organically from our web site, not from our own Pinterest boards.  Kind of amazing.
 
12. Create designed title cards for all of your content, so that readers know exactly what they’re getting when browsing Pinterest.
Images with words = better user experience = more re-pins. For your brand Pinterest profile, create designed title cards for each board.

 

13. Tall pins get more repins than short ones.
The most optimized pin is a tall rectangle, with large words on it.
 
Instagram
 
14. Instagram users love beautiful, professionally photographed pictures.
Yes, Instagram is the platform where the amateur photographer can shine. But users still respond well to gorgeous, professional photographs, as well (just look at the National Geographic Instagram account). We occasionally use pictures from the magazine to promote the issue when it comes out.
 
15. Use Instagram to solicit and find user generated content.
Encourage users to share their creations—and then use what they’ve shared as content on the site later. One of our weekly columns is called Share Your Smoothies, and we get the content for it by soliciting smoothie recipes and images on Instagram each week.

 


 

 

16. Take advantage of Instagram video. You can do a lot in 15 seconds.
For us, we’ve used it for: 15-second exercise move demos; beauty how-tos; slideshow teasers on the site; super quick Q&As with celebrities. Using the app Flipagram helps with a lot of these.
 
Google+
 
17. Post frequently to Google+. It might not drive much traffic, but it’s essential for SEO.
 
18. Use a social media management tool to post to Facebook and Google+ simultaneously. Or auto-share all new content as it’s published.
This might not be true for all brands, but we’ve had more success when we cross-post Facebook posts than when we cross-posted Tweets. The images definitely help.
 
19. You can create GIFs on Google+ by uploading 5 or more images.
Fun little party trick, right?

 

Ad Sales and PR 

20. The best sponsored social "campaigns" are:

• Editorially conceived and driven
• Beneficial to the reader
• Simple, w/low barrier to entry
 
(Read that again—that’s a lot of info in 140 characters!)
 
One of the benefits of our massive social audience is that we’re able to do fun and interesting social activations as part of larger sponsorship campaigns—and we do, often. We also have very strict guidelines for what’s an acceptable sponsored social campaign experience, and what we’re not able to do. The rules above get at the main point: In order for a social campaign to be successful, it has to be something that the editors have come up with (so that it’s organic to your brand and makes editorial sense); it has to benefit the reader in a clear way (otherwise… why would they be participating?!); and it can’t be too complicated.

Feel like you could use a deep-dive into next-generation social tactics? Learn more at the Folio: Growth Summit, June 16-17 in Chicago, which includes a 3-hour workshop featuring instructors such as Women's Health's Carolyn Kylstra, National Geographic Travel's Carolyn Fox and GrindMedia's Aaron Carrera. Find out more here.

 

 

 

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Robert Newman

Face Up Online: Politico

Robert Newman Design and Production - 05/06/2014-12:54 PM

I first saw this Politico cover the way it was meant to be seen: in a tweet that teased one of the inside features, "How to Lose $100 Million: The Undoing of Tina Brown." You can bet that I read that story, but it was the very cool, all-type cover that initially hooked me.

All-type covers are a tricky business. They work best with a provocative message like "Is God Dead?" or "You Idiots!" But as Politico creative director Janet Michaud explains, the magazine covers politics and Washington "in a non-partisan, non-ideological way." That means that they don't have a mandate to craft a headline that is going to antagonize or provoke readers.

Politico did the next best thing, which was to craft a solid, label-like headline into an engaging, stylish image--a perfect fusion of text and graphics. With its stop sign-like white logo on red, and a headline made up of letters taken from major newspapers and media outlets, this is a seamless graphic delight that works on multiple levels. It's the perfect cover image to propel the extensive hype that Politico has received for the stories in this issue.

I like the simple, unadorned design of this cover a lot. It's stripped down the basics: red, black, and white color (why does this seem to be the color scheme of choice for all-type covers?), with understated secondary cover lines under the main heading. The headline type, by Post Typography, is bold and refined and is obsessively engaging. Once you realize that the letters are taken from actual newspaper, magazine, and TV logos, it becomes a puzzle to figure out where they came from (you can play along; we've included the source logos for all the letters below).

I was actually disappointed with the first two Politico covers (The Media Issue is the third; it's published on a bi-monthly schedule). They were nice enough, but somewhat generic, without a sense of immediacy and failing to fully reflect the dynamic content inside. That disconnect is even more apparent when you view the interior page designs, which are powerful, elegant and very distinctive. However, this new cover changes all that. Part newsweekly, part opinion journal, part poster, the type channels covers of New York magazine, The New York Times Magazine and Time, with a nod to the 1950s Blue Note LP cover design of Reid Miles that Michaud cites as an influence.

There's a hip, stark, modern feel to this cover that I think eludes many other political magazines and journals. A lot of publications would have taken a more involved, illustrative approach to the topic (and according to Michaud, Politico tried a number of those approaches but weren't satisfied with any of them); the spare, graphic treatment here is what makes it so unique and effective. I feel like this is the issue (and cover) of Politico where the magazine has been fully realized for the first time and we truly get a sense of the potential of this publishing project.

Michaud came to Politico after a stint as design director at the Washington Post, and an earlier stretch as an art director at Time. She describes the overall look of the magazine as "visually confident, bold and surprising, simple and classic." She goes on to say, "We're not on the newsstand, but we're competing for the reader's attention. With the cover, we want to grab as much of that attention (and time) as possible." The Media Issue cover of Politico accomplishes that task brilliantly. I hope we see more creative covers like this in the future from the Politico team!

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Katelyn Belyus

News Media, Do I Have News for You!

Katelyn Belyus Consumer - 05/05/2014-11:59 AM

 

I've touched on this before, but I'll say it again: American attention spans, as tiny as they were before, are getting tinier. We are device-agnostic. We text, Twitter and Flipboard our lives away. We don't mind switching brands to get at the meat of a matter. We're like a nation of channel surfers with eight different TV sets and remotes in every corner of our lives: on our desks, nightstands, kitchen counters. Even as I wrote this, I checked my email four times, my texts three; I searched three different websites for mains, brunches, breakfasts and sides; I opened five different articles referencing five different industry studies; and I'm watching (don't judge) “Castle” on mute.

So it was no surprise to learn that according to a new study by the Media Insight Project, when it comes to news, our attention spans jump from story to story. The project was an examination of people's behavior as it relates to news consumption, and it specifically focused on whether people distinguish between the news organization (“who gathered the news”) from the discovery (i.e., social media or search engine) and via what device (smartphones, print, television). Not surprisingly, people cared less about device and more about the source of news and how they get it. Technology is a tool of convenience, a vehicle for the stories that people want to read. Of smartphone owners, 78 percent used their phone—a tool of convenience—to get news.

Almost half of US adults have zero preference in specific device or technology for following the news. That same number of adults, approximately forty-five percent, have signed up for news alerts, including text, email or app notifications.

Which perfectly exemplifies the way we should approach our business. The point is to be a media company—not a print media company, not a website, not an app library, but an actual media company encompassing change.

I can't say it any more clearly than Peter Houston, of The Drum: "People born to the Internet age don't describe things as digital—cameras are just cameras, not digital cameras.”

Houston is spot-on. We're in a world looking for more distraction, not less. At the Digital Innovators' Summit in Berlin, Buzzfeed VP Scott Lamb chalked up his company's success to monetizing people who are bored: at work, at home, in restaurants.

Gone are the yesteryears when we relied on one man (Murrow, Cronkite, Brokaw, and in my case, Jennings) to deliver our news. And fading quickly to yesteryear is our reliance on even one news network—or brand. According to the Media Insight Project, the news dictates how we learn about it. For breaking news, television still dominates, with half of survey participants saying that they first learned of a breaking story on TV. But after hearing of the story, people broke with the medium, and fifty-nine percent turned to the Internet to follow up. Of those people, 37 percent went to TV websites, while only 9 percent went to sites of print outlets and 10 percent went to online-only sites.

So how does a news brand remain relevant and, well, branded?

Start by considering your own habits. Do you wait to hear about breaking news from the TV or radio? Of course not. Most people get (and prefer to get) news throughout the day, which means you always have to be on with your brand.

Test the timing of your emails, test subject lines, test your social media ins. Set your tweets to at all hours of the day and night. Gauge what works and what doesn’t.

Encourage participation throughout the entire day about a story. Keep pushing for actual engagement with your readers. Give them surveys, quizzes, and polls. Don’t ask open-ended questions; offer them A or B and then follow up on their choice. People like to think they have a lot of freedom in what they're deciding, but offering a banana or an orange is not really like giving them a choice of fruit.

Always remember to control your message; tailor the offer based on what's going on in the news cycle and on what your internal data show, but be in control of your own message.

You know what the most interesting point in the study was for me? Generational gaps are fading away. People young and old are exhibiting similar behaviors in that they go to multiple sources for news.

Social media use continues to be a major outlet for American news consumption, and maybe your 15-year-old (or press-hungry nerds) told you that Facebook is dead, but it's still growing among older people. This means that when it comes to news sources, it doesn't matter that your readers skew old or young. At publications where audiences skew older, it's easy to “blame” revenue loss on older people not wanting to engage with social media outlets. Guess what? This study debunks that. What matters is that you hit your readers—old, young, and in-between—across a spectrum of outlets, discovery and devices, because they're reading on everything.

 

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Linda Ruth

Industry Ideas for a Newsstand 'Plan B'

Linda Ruth Audience Development - 05/05/2014-11:30 AM

 

Every now and then a blog post I do gets people talking. That’s always fun, and the ideas that bubble up are often fresh and useful.

Irwin Krimke, whose work with Backwoodsman magazine has been very successful, contacted me to say that I neglected, in my reporting of a recent conversation with him, to give appropriate credit to the wholesalers with whom he’s been partnering, and especially to Kable News Company, which has worked to grow his client publication over 600 percent since they took it over. Hats off to everyone involved in this great success story!

See Also: The Newsstand Is Not All "Doom and Gloom"

From a reader responding to the notion that the conversation has become too negative: Does anyone seriously believe that retailers do not notice how their sales are down? Please. What would be really strange is if we as an industry didn’t address these issues.

Ideas and suggestions have also been pouring in about Plan B. Many have to do with eliminating one layer from the distribution process—either the national distributor or the national wholesaler network. Suggestions center around setting up direct-style distribution, drop-shipping from distribution hubs, and eliminating merchandising or doing it on a fee-for-service basis. Here is a sampling:

• From a former direct distributor: "Based on the free market system, if this system collapses another will arise to take its place. Currently I am working with India-based businesses on outsourcing solutions for data analysis that might prove useful to publishers and distributors."

• From a newsstand consultant: "Wholesalers are clear they cannot stay in business without more money; publishers are clear they cannot provide more money. If we don’t listen we are perpetuating a vicious cycle. What if the printers were to develop tie lines for the pick and pack and drop ship direct to retailers? Wholesalers could reduce their business to merchandising on a fee-for-service basis; national distributors can bill and collect the retailers on behalf of the publishers. It takes a step and several costs out of the process."

• From a group publisher: "Set up the tie lines/distribution hubs at the Clark (or other trucker) warehouses and ship direct from there. Retailers take back merchandising responsibility."

• From an independent publisher: "Work with the major retailers to truck to their distribution centers and ship from there."

• From a national distributor executive: "Use a system already in place to swing to direct distribution." 

Are any of these plans strong candidates for Plan B? What do you think?

 

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Roy Beagley

Branding Success Should Be Measured by Orders, Not Click-Throughs

Roy Beagley Audience Development - 05/05/2014-11:03 AM

 

Recently, an article on medialifemagazine.com noted that "the Interactive Advertising Bureau found that more than a third of web traffic is fraudulent," suggesting the fix is in as results are being inflated by "viruses and bots designed to artificially inflate traffic numbers." This all sounds underhanded, but is it really a problem?

BPA in a recent study learned "that only 40 percent of the ads measured were actually viewable," which means that 60 percent are not, but again is this actually a problem?

We used to ascertain whether a marketing or advertising campaign was successful by the amount of money, or orders, the campaign gained. For some, the important factor was money in the bank, for others it was orders. Nobody ever judged the success, or otherwise, by how many people actually saw the promotion. I don’t think anybody presumed that everyone receiving the promotion would actually look at it, so why are we making this an issue now?

Regardless of whether you are trying to achieve more traffic to a website, or are sending out an email campaign, it does not make sense to determine whether a campaign has been successful or not by the number of “clicks” or “views” that are achieved. Direct mail campaigns can, and have been measured accurately for years based on total orders as a percentage of total quantity mailed. No one ever suggested that the 97 percent who DIDN’T respond doomed every direct mail campaign to failure.

In these days of instant results we lose track of the fact that different email programs do different things. For example, of the email I received this morning 87 percent of it was spam, but because of the type of email program I have, all of my email will have been considered opened and read, even though all I did was click on the email and delete it. I know, because I asked a company fully proficient in deploying and analyzing email promotions. In other words, I look like a good prospect, but I’m not.

Until recently it was the total dollars or orders that counted, not the number of people that opened the direct mail package or read the advertisements. Shouldn’t that still be the standard?

No advertiser ever assumed that every reader of a magazine looked at his or her advertisement; the measure of success was cost verses income. I don’t think they would even expect 40 percent of the readers to view the ad—just as long as the expenditure/income ratio was acceptable.

Advertisers and advertising sales personnel can determine their market; many of them have been doing it with great success for years. They know that a 100 percent paid publication in their market is probably a good bet to get orders. For controlled publications advertisers were able to look at one-year direct request subscriptions, in conjunction with adds and kills to get a picture as to a magazine’s circulation health. By comparing a recent statement with an older statement it was easy to determine a controlled publication’s value to its readers and make a decision based on that data. Since BPA made some reporting optional, making a fair and accurate comparison is no longer possible.

The world has changed, many people run promotions to get people to look at websites, and the website owner sells advertising based on the number of people looking. The fact there are “bots” and “viruses” inflating figures is disturbing, not to mention dishonest, and one could argue illegal. It should be stopped, but if advertisers returned to judging a promotion’s effectiveness by the orders or money gained, surely they would be better off. Viruses and bots can inflate click-throughs, page views and a whole host of other nasty things, but as far as I am aware, viruses and bots have not actually placed any orders.

It is natural to desire the most effective response to a campaign, regardless of what it is for. Direct marketers have been doing it for years, and yes we all want to promote the most positive figures we can—but those figures actually have to mean something, and in many cases, they don’t

Some have argued that as a result of the Interactive Advertising Bureau findings, rates for advertising should be reduced. The argument being if you are not reaching a certain percentage of the file, your rates are inflated, but this really is not the case. Nobody ever claims to reach a certain percentage of the file, because if they did, they would have to prove it—and that is a claim that is unsupportable.

You can have 20 million page views a day, and blast out millions of emails with links galore, but unless someone places an order, the bubble you operate in will burst.

We should get rid of the bots and viruses if for no other reason than as an industry we need to correctly analyze data many of us have spent quite a bit of money investing in, as with most viruses we need to develop a vaccine so our industry remains healthy.

However, if you get rid of all the harassments people can devise to inflate figures, and we manage to achieve a world where page views and such are 100 percent correct and accurate—unless you actually gets orders etc.—we will be no further forward than we are now.

 

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