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Showing posts with label digital magazine publishing. Show all posts
Showing posts with label digital magazine publishing. Show all posts

Monday, March 18, 2013

The Publishing Industry Shrinking + New Technology + New York 'Get-It-Doneness' = 29th Street Publishing

The app made by 29th Street Publishing for the
magazine Little Star, seen on iPhone and iPad
29th Street Publishing? Who the hell are they? What's their deal? Why are they in the WSJ news today? Why are they being mentioned on my blog today?

I'll tell you why --- they are birthing a new publishing model that will revolutionize magazine publishing 'one app at a time' as they say.

The goal is to help writers and editors communicate directly with their audience --- also, to pay writers fairly without compromising quality of the experience.

So, we will be talking about apps (one of my weaknesses - I can't visualize how they work all the time), specifically making apps more simple for non-tech freelance writer and indie editor types, serial content and monetizing said serial content more easily.

Damn, you got all that? I'm not sure I do - but its interesting stuff. For instance, this excerpt: 

"Finding a way to earn subscription revenue from digital platforms is a matter of survival for writers," said 29th Street’s Mr. Eskin.

Jackie Bischof writes this in The Wall Street Journal, Metropolis blog:


Pushing Editors Into World of Apps

The small startup 29th Street Publishing is quietly trying to revolutionize magazine publishing, one app at a time.

The Midtown-based company promises to take the technical wizardry out of app making, easing the pathway to subscription revenue for those with eager — if nonpaying — online audiences. 29th Street helps its clients, drawn largely from New York City’s deep ranks of freelance writers and independent editors, develop and maintain simple apps for serialized content. The staff also provides gentle nudges to get new editions out on time.

“It’s the combination of the publishing industry shrinking, the technology and the New York, ‘get-it-doneness’ right now that’s making [this model] possible,” said David Jacobs, a company co-founder. The goal, he explained, is to help writers and editors “own and communicate directly with their audience. Also to pay writers fairly without compromising the quality of the experience.”

Kevin Nguyen, editor of the website Bygone Bureau, has an app among the two dozen in development at 29th Street. He sees a tantalizing promise: generating revenue to pay his writers by mining material already available on his website, which offers essays on technology and the arts.

“I used to have a skepticism about repackaging things that have already been published,” he said. But part of it is a chance for readers to “support a publication [they] care about.” If the subscription base grows, Mr. Nguyen said he would consider offering articles available exclusively on the Bygone Bureau app.


Asking digital readers to pony up for essays, journalism and even poems — the Poetry Foundation’s monthly magazine will soon be sold through a 29th Street app — is no longer a fringe proposition. Major newspapers, including the New York Times, have recently embraced digital-subscription models.

Even among bloggers, who have typically published their work for free since the rise of the medium, there has been a new push into paid content typified by Andrew Sullivan’s new self-published website supported by $20 annual subscriptions. Maro Arment, creator of bookmarking software Instapaper, launched his own monthly digital magazine last year through Apple Inc.'s AAPL +2.78%Newsstand service with a $1.99 price tag per issue.

For the five apps released so far by 29th Street, Apple’s Newstand is the sole conduit to readers’ iPhones and iPads. That means the technology giant takes a cut of each sale, along with a per-subscriber fee paid to 29th Street that is negotiated with each publisher.

Mr. Jacobs met Natalie Podrazik at the blogging-software company Apperceptive, and the duo launched the 29th Street in 2011. Blake Eskin, former web editor of the New Yorker, joined the startup last year as editorial director.

“The idea was really for us to just start a company with a blank slate and solve a problem from scratch,” said Mr. Jacobs.

Mr. Eskin’s job is to guide writers and editors through the process of planning and filling a regularly released app, helping assess if there might be market to produce digital magazines that readers will actually want to pay for.

“This is [for] people who have to find a way to have the discipline and vision to publish something on a regular basis,” Mr. Eskin said. The ideal publisher isn’t “writing one very big thing but writing something serial.”

Read and learn more


  



 



Tuesday, September 25, 2012

Digital Publishing: New York Magazine Grabs Digital Ad Revenue - Scores Online Success

In the newly arrived digital age (really NOT so new, anymore) one of the great mysteries that has confronted magazines' digitization has been how to make money online --- A MUST for survival and transition from the sagging print editions.

Well, New York Magazine, once on the brink of failure itself, has solved this perplexing puzzle and should be a beacon of hope for other brethren of their competitive industry.

How did NYMag accomplish this? With intelligent foresight from a new, pioneering editor-in-chief AND a nimble business team that's equally adept at selling print and digital advertising.

Matthew Flamm, Crain's New York Business, takes us inside the minds and business decisions of the owners, managing staff and other players that not only rescued NYMag, but pushed it to the front of the pack:

Mags to riches

New York's Adam Moss is having his 'Approval Matrix' moment. The company's cashing in online. A publishing puzzle solved

To its groaning shelf of National Magazine Awards and bulging portfolio of stories extolling its business success, New York magazine can add one more credit: It's having its best year in a decade.

Both profits and revenue are the highest they've been since financier Bruce Wasserstein bought the barely profitable publication in late 2003 for $55 million and lured Adam Moss from The New York Times to become editor in chief. That move was among several that would make New York what it is now: a growth property at a time when much of the rest of the industry is struggling to hold its ground.

Observers also praise New York's owners for their willingness to invest for the long term and a nimble business team that's equally adept at selling print and digital advertising.

In addition, the magazine and website have racked up more National Magazine Awards since Mr. Moss' 2004 arrival than any other title during the same period.

The finishing touch has been an opportunistic approach to publishing, whether it's in print or online.

"We saw that we weren't just publishing a magazine, that we had a certain voice and way of looking at the world that could find expression in different products," Mr. Moss said. "Some would be distributed in print form and some digitally."

The editor in chief has gotten plenty of support from an A-list staff, including online Editorial Director Ben Williams, but veterans of the magazine cite Mr. Moss' vision as key to the company's success.
"He's got a really good balance between his own intense curiosities and a feel for what can resonate with a larger audience," said New York Times Magazine Editor in Chief Hugo Lindgren, who was Mr. Moss' longtime deputy at both the Times Magazine and New York.

Solving the mystery

Just as important, the company has solved the most pressing conundrum: how to make money online. Consumer magazines draw only about 5% to 15% of their ad sales from their digital operations, analysts and insiders say. New York's digital properties, by contrast, account for 40% of the company's total ad sales.

Read and learn more

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Thursday, March 29, 2012

For Magazine Publishing: The First Unified Platform Leveraging Digital, Web and Mobile Media

This sounds exciting as it provides publishers with a one stop shop solution/platform containing all the new tech requirements for multi-media/multi-device digital publishing :)

Hoorah!

With the rapid growth of digital (and especially mobile digital) publishing, publishers have been struggling with connecting all the dots to materialize their content over all platforms with one single format.

Two digital content, publishing industry leaders: Godengo, the largest provider of content management systems for magazine publishers and Texterity, a leading provider of digital magazines and mobile applications have merged to provide just such a streamlined, device-agnostic format solution --- plus other visionary stuff :)

Details from The Wall Street Journal, Market Watch

Godengo and Texterity Join to Offer First Comprehensive Digital, Web and Mobile Publishing Solution for Magazines

BERKELEY, Calif. & SOUTHBOROUGH, Mass., Mar 29, 2012 (BUSINESS WIRE) -- To meet growing demand from the magazine industry for a comprehensive technology solution for digital content publishing, industry leaders Godengo, Inc. ( www.godengo.com ) and Texterity, Inc. ( www.texterity.com ) today announced that they have joined forces to create the first unified platform that’s focused on helping publishers leverage digital, web, and mobile media. Under terms of the completed transaction, Godengo, the largest provider of content management systems for magazine publishers, has acquired Texterity, a leading provider of digital magazines and mobile applications. Terms of the private deal were not disclosed.

The combined company provides services to more than 1,200 magazine titles owned by more than 500 publishers throughout the United States, Canada, and Australia. It is also the only technology-service provider in the space that helps publishers seamlessly transition, integrate, and enhance their content across multiple digital and mobile platforms, the companies said.

“Godengo and Texterity have complementary expertise, specializations, and cultures, and together we’ll offer a level of functionality and flexibility to clients that is well beyond anything currently in the marketplace,” said Peter Stilson, Godengo’s President and CEO, who will lead the combined company as CEO. “The publishing industry has been looking for a true partner that can meet the full scope of needs in cross-platform digital and mobile integration, and now it has one.”

Before joining Godengo, Stilson served as chief operating officer of Internet Broadcasting (IB) from 2000 to 2008. Prior to IB, he was executive vice president of Norstan Inc., a Minneapolis-based telecommunications company.

Stilson added that a key objective of the combined company, which will be re-branded in the months ahead, is to continue to grow its capabilities. “We’ve just completed raising a Series C round of growth capital and will use those resources to expand and enhance our services and products.” Capital for expansion and facilitating the purchase of Texterity was provided by investors including New Science Ventures.

Carl Scholz, who is currently President of Texterity and previously served as the company’s chief operating officer, will become President of the combined company. Previously, Scholz worked at Houghton Mifflin Company, and also held management and software engineering positions at the Open Software Foundation, Interactive Systems Corporation, and NCR Corporation.

Martin Hensel, who founded Texterity in 1991 and has been at the forefront of the digital publishing industry for more than two decades, will advise the new company as part of his new consulting practice for publishers and media technology firms.

Two Leaders Become One Source for Publishers

Godengo’s clients use the company’s industry-leading content management systems and browser-based software solutions to publish digital and online content for print magazines and weekly newspapers. The company works with media including city and regional, parenting, enthusiast, business, and association publications.

Read and learn more

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Tuesday, July 12, 2011

Will Cheap Android Tablets Give iPad a Race for the Future of Publishing?

In the recent past, the slumping newspaper and magazine industries were drawn to Apple's iPad as the possible publishing savior for their products.

Of course, Apple had the only game in town in the recent past ... and with some bad management caveats at that; like not allowing the publishers access to the subscribers' demographic data.

All that is about to change; and I never thought for one moment that it wouldn't! I have posted on this issue previously.

BetaNews has the latest developments on this ever evolving issue in a report by Tim Conneally:

Still think iPad is the future of publishing? Philly papers offer cheap Android tablets to subscribers

The withering newspaper and magazine industries began to gravitate toward Apple's iPad as a possible anchor publishing outlet last year, but a pair of Philadelphia newspapers are taking a different approach and bundling cheap Android tablets with a subscription.

Last year, Conde Nast's Wired showed off an impressive iPad-optimized version of its magazine, and News Corp released The Daily, a subscription magazine designed from scratch for consumption on the iPad. These major ventures didn't simply re-format existent content for the iPad, but rather designed their content around the tablet itself.

The major hindrance here is that readers have to already own an iPad to get a subscription, so the audience will always be measured as a subset of iPad owners.

So the Philadelphia Inquirer and Philadelphia Daily News are taking an approach to distribution more similar to mobile phone companies. When a customer subscribes to a digital edition of one of these papers, they will get an Android tablet at as much as 50% off of its retail price.

This way, they are subscribers first and tablet owners second.

Read and learn more

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Friday, December 3, 2010

Mag Publishers Branching Out


In order to save money, and also seek new revenue in non-traditional functions, magazine publishers are taking on related tasks usually contracted out to vendors. Actually they are strengthening their own vertical (business model) in-house capability.

These tasks include such things as launching all kinds of media products, from Web sites to custom publishing, virtual events, databases, books, supplements and spinoffs...Afterall, if you're going to branch out you might as well stick to your core business and who knows what a publisher needs more than a publisher?

This magazine publishing branch-out (or in-house vertical strengthening, as I like to call it) kind of reminds me of what writers (novel writers as well as others) have had to do to break loose from traditional publishing "slush piles" and non-action by learning and taking on more of the tasks performed by publishing houses in the past...This all was made more possible and easier through the new digital technology. Let's all drink a scotch on the rocks to that!

Tony Silber and Matt Kinsman, reporting for FOLIO magazine, analyze it this way:

When Publishers Become Vendors

Dave Schankweiler, CEO and publisher of Journal Publications Inc., a Harrisburg, Pennsylvania regional publisher, remembers the day he became not just a publisher, but a vendor to publishers too.

Back in 2004, the company, which publishes the Central Penn Business Journal, Central Penn Parent, and NJ Biz, launched a new survey, called Best Companies in Pennsylvania. It used an outside survey firm to do the first report. The night the winners were presented was a huge success. "That night," Schankweiler remembers, "it was loud, and there was a countdown and a lot of excitement. And that's exactly when we decided to change the company, because we were coming down from the high of the event. We said, ‘Why don't we take this out into the market and do it as a service to other publishing companies?' "

Magazine publishers are by nature entrepreneurial types. They like to tinker with their businesses. They're incessantly launching all kinds of media products, from Web sites to custom publishing, events, databases, books, supplements, spinoffs. But there aren't a lot like Dave Schankweiler. Most media companies tend to stick to their knitting and limit their creative impulses to media products.

Some companies, though, are transforming themselves into a different kind of hybrid, media companies that have branched out into businesses traditionally occupied by publishing-industry vendors. Gulfstream Media, the Fort Lauderdale, Florida-based regional publisher is one. Gulfstream is the parent company of Magazine Manager, a popular ad-sales management software. UBM's TechWeb is another. TechWeb created UBM Studios, which develops in-house virtual events for tech publisher UBM as well as for external clients.

Read and learn more

Wednesday, August 4, 2010

Condé Nast is Going Tech for Sure


Condé Nast has hired a big gun in digital publishing, marketing and management away from cable TV's Viacom...namely Joe Simon. His newly created and first-time-ever position at Condé is that of Chief Technology Officer.

The re-structured Condé Nast is diving into the digital survival waters following other magazine that are enjoying a revival of ad pages and profit margins.

For those that do not realize the extent of the Condé Nast high end, fashion, nutrition and luxury magazine empire, I will list all the magazines published by them here:

Vogue
W
WWD
Style
Glamour
Allure
Self
Nutrition Data
Teen Vogue
GQ
Details
Architectural Digest
Brides
Lucky
FN
Golf Digest
Golf World
Vanity Fair
Bon Appétit
Epicurious
Condé Nast Traveler
Concierge
Jaunted
Hotel Chatter
Vegas Chatter
Wired
Reddit
Ars Technica
Parade
The New Yorker

Matthew Flamm, of Craine's New York Business, gives more details of the Condé Nast restructuring, the hiring of Joe Simon and what it means for the future of Condé Nast here http://alturl.com/qwpzh

Thursday, January 7, 2010

Help (understood or not) is on the Way for Print Media

Publishers need to become more committed to understanding the three-dimensional debth of multi-media products and the concepts of light, sound and motion to enhance "printed word" content.

Jim Gaines, editor-in-chief of multimedia magazine FLYPmedia, former managing editor at: People, Time and Life magazines AND corporate editor of Time Inc., discusses this impact topic in the December, 2009 edition of FOLIO magazine:

So far, publishers have demonstrated more fervor than conviction in their attempts to embrace digital innovation. With a few important exceptions—notably The Atlantic—general-interest magazine sites have given themselves over to opinion and aggregation, chasing the headless eyeball and revenue from desolate banner ads while leaving behind all trace of the narrative and design richness of the parent publications.

There is a desperate, shotgun quality to print-digital marriages, as well—like Entertainment Weekly’s “video in print” ad for CBS in September, GQ’s iPhone app in October and Esquire’s experiment with “augmented reality” on the December cover. Popular Science got there first in July, by, as they say, holding up the magazine cover to a computer’s webcam so readers can see “a 3-D landscape dotted with wind turbines popping off the page; by blowing into your computer’s microphone, you can even make the turbines spin faster.”

And as the song goes, you would cry too if it happened to you.

Help is On the Way

Happily, help is on the way, though at first glance, it has a decidedly menacing aspect. Like a hologram, it takes a little squinting to see it for what it is.

The much-rumored whatchamacallit from Apple (iTablet, iPad, whatever) will be just the ancestor of a new world of digital devices whose capabilities are going to lift the greatest burden of publishing (the cost of paper, ink and distribution) bringing HD video, animation, eloquent info graphics and the engaging arts of video gaming to the task of journalism and most other purposes of non-fiction story-telling, including education.

Just as transformative, the iWhatever and its descendants will liberate users from the lean-forward nature of the desktop experience by putting the screen in our hands. The Internet will still be the best way to find what you’re looking for fast, but it will be a great deal more than that, as well. Thanks to broadband penetration, print has lost its monopoly on ubiquity.

When I was the editor of People, I used to say magazines were safe until fiber optics made it to the bathroom. That was a long time ago. What I could not imagine then was how much more robust story-telling could be when liberated from paper and ink, or how you could ever feel like curling up with a computer.

Perhaps most importantly, multimedia story-telling will endow “print” journalism with the brand-enhancing asset that has kept advertisers investing in broadcast and cable: the engaging energy of light, sound and motion. Industry analysts have yet to make the leap from Web as a distribution channel to revolutionary medium.

“The strategies that make media companies successful will require new capabilities,” according to one recent study, which enumerated them: “tracking and research to gain deeper insights into audience interests, informatics to manage and direct Web traffic, database management, custom content and applications development, and the ability to manage a network of partnerships.”

Well, yes. But the way to enhance those relationships is not through database management, but by building trust and engagement—by telling great stories in a way that makes people want to read and experience them.

The Next “Magazine”

This will not be easy. ASME will need to get over itself and stop treating advertisers like enemy occupiers. ABC rules and circulation practices will need to change so that print brands can re-imagine themselves without losing credit for the loyal adherents who follow them there. Publishing giants will have to act like startups, inviting story-tellers from the worlds of film and gaming to join writers and designers with a serious claim on resources and the mandate to fail until they succeed in perfecting the crafts and arts of multimedia story-telling.

When that happens, some enlightened American company—publisher, ASME, maybe even an advertiser!—knowing that its brand equity is intimately tied to the values it promotes, will put its name (and money) behind the next great American “magazine.”

That could very well be a broadband multimedia experience whose mission is the same one that has always informed America’s publishing at its best—to share experience, in a spirit of generosity, to bear faithful witness, to bring coherence and light to the gravest problems and greatest purposes of American life.

Or, as Henry Luce once put it: “To see life. To see the world. To eyewitness great events ….”

Now that’s an app.

Tuesday, December 29, 2009

Hearst's Digital Reach Grows

Advertising revenue for digital publications is taking off. And, subscription rates for online pubs is also climbing if Hearst's online magazine empire is any indication. The way they are able to tailor ads to specific targeted groups in different regions in the same issue is golden...

Amy Wicks, World Wide Digital, reports it this way:

GROWING REACH: With 26 sites and counting, Hearst Magazines Digital Media will launch a new vertical late next year that “is not one you’d expect from us,” noted Chuck Cordray, senior vice president and general manager. He added the URL already has been purchased but declined to provide more information. Next summer, the digital unit also will relaunch its teen network, which includes seventeen.com and teenmag.com.

And the digital space continues to attract new advertisers for Hearst, with ad revenue up more than 20 percent year-over-year. Cordray said the focus for next year will be on the retail category, which rose more than 50 percent this year. Cordray contended advertisers are coming to the Hearst digital network because, among other things, the package of sites on which the ads will appear can be customized depending on the audience a given brand wants to reach. “Ad networks usually can’t guarantee quality like we can, and they will alter placements across their sites,” Cordray said. “The nature of our content means the audience is very tailored.”

Meanwhile, the Web continues to be a greater source of subscriptions, with 3.3 million garnered this year versus 2.5 million in 2008. House Beautiful is one of the leaders, with more than 75 percent of subscriptions sold online.

Hearst magazine sites represent more than 40 percent of the total traffic in the digital network and 50 percent of its ad revenue. According to comScore for March through October, traffic across the total network was up 33 percent, including food site Delish.com. Traffic at Cosmopolitan was up 1 percent, Marie Claire was up 19 percent and Harper’s Bazaar was up 151 percent. Kaboodle, a nonmagazine site that focuses on fashion, was up 66 percent.