March is academia month for me.
Each year at this time I visit with college journalists and their teachers. And each year it is both a rewarding and frustrating experience.
This year was somewhat unusual in that I did less college-focused stuff than usual. I had too much work to do much travel. And some academic events were canceled. But I did get to spend a few days at the annual College Media Advisers convention in New York.
I saw many of the same disheartening things this year that I've written about before -- journalism departments that have not converged; students just weeks from graduating with nothing to show for it but a working knowledge of Quark; teachers and students with no understanding of how the media business operates; etc.
On the other hand, I saw less of some of the stuff that upsets me. This year, for example, I was pleased to find that only one person in a room full of journalism advisers didn't own a cell phone or PDA.
As you'd expect, much of the conversation at this year's convention focused on the troubles of the media industry. No one seems to be landing a job. The kids are frightened.
So I spent a lot of my time talking about where I see opportunities.
And the place where I see the most opportunity for the next few years is in content marketing.
Disappointingly, but not surprisingly, I didn't meet a single teacher, adviser or student who was familiar with content marketing.
And so, repeatedly, I found myself giving a brief overview: Content marketing is about removing the middleman. Companies that once spent their marketing budget on advertising are now spending it on creating content themselves. Content marketers are free of the greatest pressure that the rest of media faces, i.e., content marketers don't need to make a profit from their content. I talked about some of the content-marketing sites that I've written about earlier such as Security Focus as well as Kraft, WeightWatchers and the sites of Waterfront Media.
And, of course, I talked about Joe Pulizzi's Junta42, which is ground zero for the content-marketing movement.
But what I found was that the folks I talked to seemed to have tremendous difficulty with the word "marketing." No matter how much I talked about content marketing as a new form of journalism, they seemed to think it could be nothing more than a new form of marcom.
So it was with great pleasure and gratitude that I stumbled upon a recent post by David Meerman Scott.
In David's "Open letter to journalists," he talks about the opportunities for "open-minded" journalists in the new world of content marketing.
But most importantly, David introduces a new (or at least new to me) term to describe the content-marketing industry.
So you can expect that in March 2010 I'll be telling students and teachers about the opportunities in "brand journalism."
To read my four-part series on college journalism from last year, click here and follow the links.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media, journalism education, content marketing, brand journalism
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Monday, March 30, 2009
Sunday, March 25, 2007
InfoWorld blazes a print-free path
PaidContent is reporting that weekly magazine InfoWorld is about to shutter its print edition.
I haven't seen a confirmation yet from parent company IDG. But I have no reason to doubt the news. What started as a report in Sam Whitmore's newsletter (sorry, the story is available only to subscribers), then spread across the blogosphere, now appears to be true.
And I for one am thrilled.
I don't mean to belittle the pain that some on the InfoWorld staff will feel. It's likely that a small number of folks will be laid off. (Rafat at PaidContent says his source reports that "there won’t be too many layoffs as most of the team had been working on multiplatform already: print, online and events.")
But even one layoff is painful. Heck, I lost a gig last week after stepping into the middle of a nasty bit of office politics. And I had given up two other paying gigs to take on that assignment. So believe me when I say to anyone who is about to lose a job at InfoWorld: "I feel your pain."
Heck, even those who keep their jobs at InfoWorld will feel some pain. No matter how we look at the changes in media, it's clear that part of what is happening must be described as "loss." InfoWorld, the magazine, existed. Soon it will not. So something is lost.
But something is gained, too.
And it's more than the business opportunities offered to a magazine brand that transitions to the new era of connection, conversation and containerless content.
What is gained is a trail to follow, and vindication for the trailblazers.
Allow me to explain.
IDG is a client. And in the past few years I've had numerous opportunities to speak with the journalists and publishers of that company. Some of those conversations have been one-to-one. But most have been speaking gigs. I'd stand at the front of a room. They would sit. And we'd talk about the future.
And at IDG -- as is true of every single place I've spoken in the past five years -- most of the audience could be divided into two groups. One group consisted of those who were excited about the future. The second group consisted of those who saw the future solely as a possible threat to their present.
At IDG, the first group was larger than it was at some other companies. But even at IDG, a company that many folks would describe as visionary, there were always a few folks in the second group.
The Group Two folks always sat together (they always knew their compatriots, even those from other magazines). And they spent an enormous amount of energy rolling their eyes whenever anyone appeared excited about what the Web meant for journalism.
The Group One folks were most noticeable for how they reacted after I finished my speech. They had tons of questions. And many of those questions involved the people in Group Two. "How do we get them excited?" "How can we help them learn multimedia skills?" "How can we make them less afraid?"
And therein is the key -- while the folks in Group Two were interested only in protecting what they had; the folks in Group One were interested in helping Group Two to adapt.
The advice I gave to the kindly folks in Group One was to ignore the laggards and slow wits of Group Two. (Although on bad days I've advocated murder.) I told the people in Group One to move ahead on their own. Clear a path. Create a trail of your own. And in the end, when you have reached a clearing and the road behind you is free of obstructions, you'll find the folks in Group Two will follow -- still complaining, but at least moving forward.
In the past few days I've watched a handful of cowboy movies. That's not a typical activity of mine. And I'm not sure what it's about, but it's probably related to the recent anniversary of my father's death. He loved the cowboy movies.
And if you watch enough cowboy movies, you start to picture the world as a cowboy movie.
So today I see the staff at InfoWorld as scouts on horseback. They have moved further than many would have dreamed possible. They have reached a clearing. The clearing is not their final destination. But it's a place quite different from where they started.
And they have sent word back to the rest of settlers. And now everyone, even the folks riding mules and donkeys, are on the road.
Matt McAlister is an InfoWorld alumni. He says that somebody at IDG "had to step forward, and InfoWorld is as well positioned to make that transition as anybody."
Scott Karp also sees InfoWorld as leading the way for the rest of the publishing industry, but that "of course, there’s a big gap between a B2B magazine making the transition and a local newspaper making it across the chasm. But we’ve got to start somewhere."
Thanks to Rex for tipping me to the InfoWorld news first. Rex tracks the industry so I don't have to.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media
I haven't seen a confirmation yet from parent company IDG. But I have no reason to doubt the news. What started as a report in Sam Whitmore's newsletter (sorry, the story is available only to subscribers), then spread across the blogosphere, now appears to be true.
And I for one am thrilled.
I don't mean to belittle the pain that some on the InfoWorld staff will feel. It's likely that a small number of folks will be laid off. (Rafat at PaidContent says his source reports that "there won’t be too many layoffs as most of the team had been working on multiplatform already: print, online and events.")
But even one layoff is painful. Heck, I lost a gig last week after stepping into the middle of a nasty bit of office politics. And I had given up two other paying gigs to take on that assignment. So believe me when I say to anyone who is about to lose a job at InfoWorld: "I feel your pain."
Heck, even those who keep their jobs at InfoWorld will feel some pain. No matter how we look at the changes in media, it's clear that part of what is happening must be described as "loss." InfoWorld, the magazine, existed. Soon it will not. So something is lost.
But something is gained, too.
And it's more than the business opportunities offered to a magazine brand that transitions to the new era of connection, conversation and containerless content.
What is gained is a trail to follow, and vindication for the trailblazers.
Allow me to explain.
IDG is a client. And in the past few years I've had numerous opportunities to speak with the journalists and publishers of that company. Some of those conversations have been one-to-one. But most have been speaking gigs. I'd stand at the front of a room. They would sit. And we'd talk about the future.
And at IDG -- as is true of every single place I've spoken in the past five years -- most of the audience could be divided into two groups. One group consisted of those who were excited about the future. The second group consisted of those who saw the future solely as a possible threat to their present.
At IDG, the first group was larger than it was at some other companies. But even at IDG, a company that many folks would describe as visionary, there were always a few folks in the second group.
The Group Two folks always sat together (they always knew their compatriots, even those from other magazines). And they spent an enormous amount of energy rolling their eyes whenever anyone appeared excited about what the Web meant for journalism.
The Group One folks were most noticeable for how they reacted after I finished my speech. They had tons of questions. And many of those questions involved the people in Group Two. "How do we get them excited?" "How can we help them learn multimedia skills?" "How can we make them less afraid?"
And therein is the key -- while the folks in Group Two were interested only in protecting what they had; the folks in Group One were interested in helping Group Two to adapt.
The advice I gave to the kindly folks in Group One was to ignore the laggards and slow wits of Group Two. (Although on bad days I've advocated murder.) I told the people in Group One to move ahead on their own. Clear a path. Create a trail of your own. And in the end, when you have reached a clearing and the road behind you is free of obstructions, you'll find the folks in Group Two will follow -- still complaining, but at least moving forward.
In the past few days I've watched a handful of cowboy movies. That's not a typical activity of mine. And I'm not sure what it's about, but it's probably related to the recent anniversary of my father's death. He loved the cowboy movies.
And if you watch enough cowboy movies, you start to picture the world as a cowboy movie.
So today I see the staff at InfoWorld as scouts on horseback. They have moved further than many would have dreamed possible. They have reached a clearing. The clearing is not their final destination. But it's a place quite different from where they started.
And they have sent word back to the rest of settlers. And now everyone, even the folks riding mules and donkeys, are on the road.
Matt McAlister is an InfoWorld alumni. He says that somebody at IDG "had to step forward, and InfoWorld is as well positioned to make that transition as anybody."
Scott Karp also sees InfoWorld as leading the way for the rest of the publishing industry, but that "of course, there’s a big gap between a B2B magazine making the transition and a local newspaper making it across the chasm. But we’ve got to start somewhere."
Thanks to Rex for tipping me to the InfoWorld news first. Rex tracks the industry so I don't have to.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media
Wednesday, September 10, 2008
ASBPE and the next generation of journalists
Anyone who knows me knows how much time I put into working with college journalists. It's the part of my career that I enjoy the most.
And although it's true, as my wife likes to joke, that there's something fundamentally wrong with putting lots of effort into the part of my career that I don't get paid for, I don't care. I think the work is both important and fun. And there's just not enough of that in the rest of my working life.
But one of the troubling things I've noted is how little involvement the rest of the B2B world has with college journalism. When I attend conventions, visit campuses, etc., I'm often the only B2B professional for miles around.
So I'm thrilled by the news that the American Society of Business Publication Editors is deepening its involvement with the next generation of journalists.
ASBPE yesterday announced the details of a new, nonprofit organization called the ASBPE Foundation. (The Foundation was first announced at the ASBPE conference in July -- where I had the good fortune to be the keynote speaker.)
According to the foundation's Web site, the organization will "fund travel of ASBPE leaders to journalism schools" to give presentations on careers in B2B media. Even more exciting is that the Foundation plans to endow a universtity chair -- the ASBPE Professor of Business-to-Business Journalism.
I'm so happy about this -- and so proud of ASBPE for taking this step -- that I can't stop smiling.
If you'd like to help the next generation of journalists understand the opportunities in B2B, there are three things you can do.
First, consider a donation to the Foundation.
Second, make plans to visit the College Media Advisers Conference in Kansas City next month. I plan to be there. Stop on by my presentation and meet some of the bright young folks you'll be working with soon.
Three, follow developments in journalism education through the Innovation in College Media blog.
If you'd like to learn more about what I've learned in my recent visits with college journalists, check out my four-part series from earlier this year.
For a look at how journalism students look at journalism education in 2008, check out this post by a student at NYU or this related post by a student at Penn State. (Hat tip to Mindy McAdams for pointing me to those students.)
tags: journalism, b2b, media, trade press, magazines, newsletters, business media, journalism education
And although it's true, as my wife likes to joke, that there's something fundamentally wrong with putting lots of effort into the part of my career that I don't get paid for, I don't care. I think the work is both important and fun. And there's just not enough of that in the rest of my working life.
But one of the troubling things I've noted is how little involvement the rest of the B2B world has with college journalism. When I attend conventions, visit campuses, etc., I'm often the only B2B professional for miles around.
So I'm thrilled by the news that the American Society of Business Publication Editors is deepening its involvement with the next generation of journalists.
ASBPE yesterday announced the details of a new, nonprofit organization called the ASBPE Foundation. (The Foundation was first announced at the ASBPE conference in July -- where I had the good fortune to be the keynote speaker.)
According to the foundation's Web site, the organization will "fund travel of ASBPE leaders to journalism schools" to give presentations on careers in B2B media. Even more exciting is that the Foundation plans to endow a universtity chair -- the ASBPE Professor of Business-to-Business Journalism.
I'm so happy about this -- and so proud of ASBPE for taking this step -- that I can't stop smiling.
If you'd like to help the next generation of journalists understand the opportunities in B2B, there are three things you can do.
First, consider a donation to the Foundation.
Second, make plans to visit the College Media Advisers Conference in Kansas City next month. I plan to be there. Stop on by my presentation and meet some of the bright young folks you'll be working with soon.
Three, follow developments in journalism education through the Innovation in College Media blog.
If you'd like to learn more about what I've learned in my recent visits with college journalists, check out my four-part series from earlier this year.
For a look at how journalism students look at journalism education in 2008, check out this post by a student at NYU or this related post by a student at Penn State. (Hat tip to Mindy McAdams for pointing me to those students.)
tags: journalism, b2b, media, trade press, magazines, newsletters, business media, journalism education
Wednesday, June 13, 2007
CMP goes Web first; closes three magazines
There's some tough news today in the world of B2B journalism. CMP is restructuring and laying off some 200 people. The move is predictable, and even wise. But it's still sad to think that so many of our comrades are out of work.
The move is prompted by CMP's realization that last year its non-print revenue surpassed its print revenue for the first time, Chief Executive Officer Steve Weitzner told Folio. And according to Weitzner, "that trend is continuing and the gap is actually growing. We want to realign internal resources around these growth areas and look at opportunities in the marketplace and really go after them."
Or, in other words, CMP is putting its online business at the fore.
According to BtoB Magazine, CMP is closing three print magazines and reducing the frequency of two others.
CMP's restructuring comes less than three months after IDG's InfoWorld announced that it was going Web-only. I said then that "no matter how we look at the changes in media, it's clear that part of what is happening must be described as loss ... but something is gained, too ... a trail to follow, and vindication for the trailblazers."
I'm a glass-half-full kind of guy. So today, despite the losses at CMP, I also feel better about our industry as a whole.
Bit by bit, day by day, we are getting to where we need to be.
For more info, check out min's blog.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media
The move is prompted by CMP's realization that last year its non-print revenue surpassed its print revenue for the first time, Chief Executive Officer Steve Weitzner told Folio. And according to Weitzner, "that trend is continuing and the gap is actually growing. We want to realign internal resources around these growth areas and look at opportunities in the marketplace and really go after them."
Or, in other words, CMP is putting its online business at the fore.
According to BtoB Magazine, CMP is closing three print magazines and reducing the frequency of two others.
CMP's restructuring comes less than three months after IDG's InfoWorld announced that it was going Web-only. I said then that "no matter how we look at the changes in media, it's clear that part of what is happening must be described as loss ... but something is gained, too ... a trail to follow, and vindication for the trailblazers."
I'm a glass-half-full kind of guy. So today, despite the losses at CMP, I also feel better about our industry as a whole.
Bit by bit, day by day, we are getting to where we need to be.
For more info, check out min's blog.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media
Thursday, July 10, 2008
Bloomberg restructures. And I ask "why?"
Today is a day when all of us in B2B journalism should pause, look at the news in our industry, and ponder what it means for each of us.
Because it doesn't get any bigger than this: Bloomberg LP is restructuring.
Bloomberg is arguably the smartest and most profitable news operation in history. It is certainly the biggest money-making operation in the history of B2B. (Now that Reuters and Thomson have merged, Bloomberg may or may not be the biggest player in business journalism -- it depends on how you measure things.)
So what does it mean when the best of the best in our industry decides to restructure? Why would it do so? Can other companies extract a lesson?
First, let's look at what is happening.
In essence, Bloomberg News is separating its multimedia operation (which includes the Web, television and radio units) from its text operation (the news and data service that is delivered to Wall Street via dedicated terminals. This same unit will continue to rewrite terminal news for publication in client newspapers. The company's print magazine will also reside in the new text division.)
In addition, the parent company, Bloomberg LP, is splitting into three units -- news, data and financial products. (This part of the revamp is even more complicated than it would first appear. The financial products unit will include "data" products such as the trading systems and analytics tools. Whereas the data unit will house the company's databases and its law unit.)
It's also worth noting that the restructuring is not related to any financial difficulties at the company. No layoffs are planned. The company continues to be a cash-producing machine.
Second, let's look at the why.
My friend Rafat at PaidContent says the restructuring sounds like Bloomberg is planning a spinoff or sale of the multimedia unit.
I agree. Particularly since the restructuring comes amid rumors on Wall Street that Merrill Lynch, reeling from the credit crisis, is looking to sell its 20% stake in Bloomberg. (The most likely buyer is the trust of New York mayor and company founder Mike Bloomberg. Value of the stake is somewhere in the neighborhood of $5 billion.)
It's also worth noting that although Bloomberg continues to print money, the company's core audience of Wall Street bigwigs and traders is hurting. Sales are likely to have declined in recent months. And it would take a very optimistic person indeed to suggest sales will rise in the near term.
Third, let's look at other details.
Under the new structure, Matt Winkler, who has run Bloomberg's news operations since the beginning, will lose control of the multimedia operation. Winkler will maintain control of the text unit.
Bloomberg is also launching an incubator unit, dubbed Bloomberg Ventures, which will presumably look for new opportunities and acquisitions. It will be run by Lex Fenwick, the company's former CEO.
Portfolio suggests that the reorg may mean that Bloomberg's "famously bizarre corporate culture (is) being slowly dismantled." Certainly I hope that is true. Bloomberg is, by far, the least pleasant place I have ever worked. More importantly, it was a place where truly bizarre personalities tended to thrive. The Portfolio piece says that Bloomberg's new president, Dan Doctoroff, had come to realize that, in the words of a company insider, "Matt Winkler's reign of terror and crazy little rules" were hurting the organization.
But here's the part that intrigues me:
The restructuring will create two, distinct groups of journalists in the company.
One team will be dedicated to print and the terminals. It will report to Winkler.
The second team will be dedicated to multimedia and the Web. The company is searching for someone to run that team.
But I have to ask: why the split? and why now?
Bloomberg's move comes as the rest of the industry -- both B2B and B2C -- struggles to merge print, Web and television operations. Everyone from the Washington Post to Hanley-Wood is looking to create some form of Web-first publishing in which journalists are able to produce news for any medium.
But Bloomberg seems to be moving in a different direction.
Perhaps this is nothing more than a convoluted way to dilute Winkler's power without hurting the core product -- terminal sales.
Or perhaps it is nothing more than a way to create two, state-of-the-art news organizations in anticipation of selling one of them.
Or, perhaps, Bloomberg has a very different idea of what it will take to run a news company and make money in the future.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media, web-first publishing
Because it doesn't get any bigger than this: Bloomberg LP is restructuring.
Bloomberg is arguably the smartest and most profitable news operation in history. It is certainly the biggest money-making operation in the history of B2B. (Now that Reuters and Thomson have merged, Bloomberg may or may not be the biggest player in business journalism -- it depends on how you measure things.)
So what does it mean when the best of the best in our industry decides to restructure? Why would it do so? Can other companies extract a lesson?
First, let's look at what is happening.
In essence, Bloomberg News is separating its multimedia operation (which includes the Web, television and radio units) from its text operation (the news and data service that is delivered to Wall Street via dedicated terminals. This same unit will continue to rewrite terminal news for publication in client newspapers. The company's print magazine will also reside in the new text division.)
In addition, the parent company, Bloomberg LP, is splitting into three units -- news, data and financial products. (This part of the revamp is even more complicated than it would first appear. The financial products unit will include "data" products such as the trading systems and analytics tools. Whereas the data unit will house the company's databases and its law unit.)
It's also worth noting that the restructuring is not related to any financial difficulties at the company. No layoffs are planned. The company continues to be a cash-producing machine.
Second, let's look at the why.
My friend Rafat at PaidContent says the restructuring sounds like Bloomberg is planning a spinoff or sale of the multimedia unit.
I agree. Particularly since the restructuring comes amid rumors on Wall Street that Merrill Lynch, reeling from the credit crisis, is looking to sell its 20% stake in Bloomberg. (The most likely buyer is the trust of New York mayor and company founder Mike Bloomberg. Value of the stake is somewhere in the neighborhood of $5 billion.)
It's also worth noting that although Bloomberg continues to print money, the company's core audience of Wall Street bigwigs and traders is hurting. Sales are likely to have declined in recent months. And it would take a very optimistic person indeed to suggest sales will rise in the near term.
Third, let's look at other details.
Under the new structure, Matt Winkler, who has run Bloomberg's news operations since the beginning, will lose control of the multimedia operation. Winkler will maintain control of the text unit.
Bloomberg is also launching an incubator unit, dubbed Bloomberg Ventures, which will presumably look for new opportunities and acquisitions. It will be run by Lex Fenwick, the company's former CEO.
Portfolio suggests that the reorg may mean that Bloomberg's "famously bizarre corporate culture (is) being slowly dismantled." Certainly I hope that is true. Bloomberg is, by far, the least pleasant place I have ever worked. More importantly, it was a place where truly bizarre personalities tended to thrive. The Portfolio piece says that Bloomberg's new president, Dan Doctoroff, had come to realize that, in the words of a company insider, "Matt Winkler's reign of terror and crazy little rules" were hurting the organization.
But here's the part that intrigues me:
The restructuring will create two, distinct groups of journalists in the company.
One team will be dedicated to print and the terminals. It will report to Winkler.
The second team will be dedicated to multimedia and the Web. The company is searching for someone to run that team.
But I have to ask: why the split? and why now?
Bloomberg's move comes as the rest of the industry -- both B2B and B2C -- struggles to merge print, Web and television operations. Everyone from the Washington Post to Hanley-Wood is looking to create some form of Web-first publishing in which journalists are able to produce news for any medium.
But Bloomberg seems to be moving in a different direction.
Perhaps this is nothing more than a convoluted way to dilute Winkler's power without hurting the core product -- terminal sales.
Or perhaps it is nothing more than a way to create two, state-of-the-art news organizations in anticipation of selling one of them.
Or, perhaps, Bloomberg has a very different idea of what it will take to run a news company and make money in the future.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media, web-first publishing
Friday, July 11, 2008
PaidContent is sold to the Guardian!
Wow!
U.K.-based Guardian News & Media, publisher of the Guardian and the Observer newspapers, has purchased PaidContent.
In a nutshell that means that arguably the most Web-savvy newspaper company on earth has purchased what is arguably the most important Web-only B2B property on earth.
First, let me offer my congratulations to Rafat and his team.
They have built a truly remarkable series of products in less than six years -- largely by avoiding the cost and workflow problems of legacy print companies. As important, Rafat understood what so few people did understand six years ago -- the world of content was moving away from print. And there was need for news product that could cover use online and mobile media to cover developments in online and mobile media.
Second, let me suggest that this news has implications for all of us in the B2B space here in the United States. Here's why: although PaidContent is a global company, with sites dedicated to media news in India and the U.K., it's probably best-known for its U.S.-based parent site. And the purchase seems to represent the first major incursion into the U.S. market by Guardian News & Media's B2B unit, called Guardian Professional.
I happen to know that executives from Guardian spent a lot of time in the U.S. a few months ago, meeting with some of the smartest folks in the online world. They asked a lot of questions. And they impressed a lot of people. And my guess is that they spotted a number of opportunities (such as PaidContent) and a number of vulnerabilities in the B2B space.
The news about PaidContent comes just a day after Bloomberg announced a major reorganization that will separate its Web and multimedia news operations from the "text" news unit that writes for the Bloomberg terminals.
Clearly something is happening here.
And years from now we may look back and realize that this was the week that the B2B industry in the U.S. entered an all-new era.
For more on the deal, check out coverage from ReadWriteWeb, which offers some good background on the Guardian's recent progress online.
For some background on PaidContent, as well as a link to a video in which Rafat explains the journalism theories behind the company, check out this earlier post of mine.
If you're not already familiar with the Guardian, here's a good a place as any to start -- an article from earlier this week about U.S.-based B2B publisher IDG. (Disclosure: IDG is a client of mine.)
tags: journalism, b2b, media, trade press, magazines, newsletters, business media, web-first publishing
U.K.-based Guardian News & Media, publisher of the Guardian and the Observer newspapers, has purchased PaidContent.
In a nutshell that means that arguably the most Web-savvy newspaper company on earth has purchased what is arguably the most important Web-only B2B property on earth.
First, let me offer my congratulations to Rafat and his team.
They have built a truly remarkable series of products in less than six years -- largely by avoiding the cost and workflow problems of legacy print companies. As important, Rafat understood what so few people did understand six years ago -- the world of content was moving away from print. And there was need for news product that could cover use online and mobile media to cover developments in online and mobile media.
Second, let me suggest that this news has implications for all of us in the B2B space here in the United States. Here's why: although PaidContent is a global company, with sites dedicated to media news in India and the U.K., it's probably best-known for its U.S.-based parent site. And the purchase seems to represent the first major incursion into the U.S. market by Guardian News & Media's B2B unit, called Guardian Professional.
I happen to know that executives from Guardian spent a lot of time in the U.S. a few months ago, meeting with some of the smartest folks in the online world. They asked a lot of questions. And they impressed a lot of people. And my guess is that they spotted a number of opportunities (such as PaidContent) and a number of vulnerabilities in the B2B space.
The news about PaidContent comes just a day after Bloomberg announced a major reorganization that will separate its Web and multimedia news operations from the "text" news unit that writes for the Bloomberg terminals.
Clearly something is happening here.
And years from now we may look back and realize that this was the week that the B2B industry in the U.S. entered an all-new era.
For more on the deal, check out coverage from ReadWriteWeb, which offers some good background on the Guardian's recent progress online.
For some background on PaidContent, as well as a link to a video in which Rafat explains the journalism theories behind the company, check out this earlier post of mine.
If you're not already familiar with the Guardian, here's a good a place as any to start -- an article from earlier this week about U.S.-based B2B publisher IDG. (Disclosure: IDG is a client of mine.)
tags: journalism, b2b, media, trade press, magazines, newsletters, business media, web-first publishing
Tuesday, March 20, 2007
End game for newspaper industry newsletter
As I spoke with journalism students last week, trying to convince them that there was no longer any such thing as a career in print alone, I wish I had known this:
The Morton-Groves Newspaper Newsletter, a B2B publication that covers the newspaper industry, issued a dire warning March 15 saying that time may have run out for publications that haven't adapted to new media. "For those who have not made the transition [by now], technology and market factors may be too strong to enable success," the newsletter said.
And then the newsletter said good-bye ... forever.
After 30 years of covering the newspaper business, Morton-Groves has published its final edition.
You can read the whole thing on this .pdf file, but suffice it to say that Morton-Groves doesn't see much light at the end of the tunnel. (You can also read more about the history of the newsletter on the "Reflections of a Newsosaur" blog, where I first learned that Morton-Groves was no more.)
At the College Media Advisers convention last week, I told students and teachers that it was clear to me that we were seeing the burst of a "content bubble." In an era when everyone can be a publisher, lots of people have become publishers. We're awash in content. Few of us -- even armed with RSS, widgets and content-aggregation services -- can keep up with what's out there.
For many publishers, it's become impossible to survive in a world with so many competitors.
And now, as the bubble bursts, things are getting tougher. The monetary value of content is falling. Companies that are tied to expensive production methods (paper, delivery trucks, outdated CMS systems, large staffs, etc.) are being squeezed into oblivion.
But this is the bubble that may never stop bursting.
The low cost of entry has kept the competitors coming.
And in a global economy, much of the U.S. publishing industry will offshore work in order to keep costs low.
And that is a very, very difficult environment for an entry-level journalist.
Back when I started out in this industry, the value proposition that landed me my first job was simple: volume. For the price of a mid-career journalist, a publisher could hire me and another kid straight out of school. We wouldn't produce work that was on par with that of the established professional, but we would produce more of it.
A student today faces a bleaker equation.
Why would a publisher hire an entry-level reporter at a price that could get him three writers and a designer in Asia? Why would a publisher hire a college kid when there are experts and professionals who will blog for free? Why would anyone pay money for more words in a world where there's already a surplus of words?
But as anyone who reads this blog knows, I see endless opportunities for ambitious journalists in this new environment.
Later this week I'll share my thoughts on what young journalists need to do to thrive in the content bubble.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media, journalism ethics, journalism education
The Morton-Groves Newspaper Newsletter, a B2B publication that covers the newspaper industry, issued a dire warning March 15 saying that time may have run out for publications that haven't adapted to new media. "For those who have not made the transition [by now], technology and market factors may be too strong to enable success," the newsletter said.
And then the newsletter said good-bye ... forever.
After 30 years of covering the newspaper business, Morton-Groves has published its final edition.
You can read the whole thing on this .pdf file, but suffice it to say that Morton-Groves doesn't see much light at the end of the tunnel. (You can also read more about the history of the newsletter on the "Reflections of a Newsosaur" blog, where I first learned that Morton-Groves was no more.)
At the College Media Advisers convention last week, I told students and teachers that it was clear to me that we were seeing the burst of a "content bubble." In an era when everyone can be a publisher, lots of people have become publishers. We're awash in content. Few of us -- even armed with RSS, widgets and content-aggregation services -- can keep up with what's out there.
For many publishers, it's become impossible to survive in a world with so many competitors.
And now, as the bubble bursts, things are getting tougher. The monetary value of content is falling. Companies that are tied to expensive production methods (paper, delivery trucks, outdated CMS systems, large staffs, etc.) are being squeezed into oblivion.
But this is the bubble that may never stop bursting.
The low cost of entry has kept the competitors coming.
And in a global economy, much of the U.S. publishing industry will offshore work in order to keep costs low.
And that is a very, very difficult environment for an entry-level journalist.
Back when I started out in this industry, the value proposition that landed me my first job was simple: volume. For the price of a mid-career journalist, a publisher could hire me and another kid straight out of school. We wouldn't produce work that was on par with that of the established professional, but we would produce more of it.
A student today faces a bleaker equation.
Why would a publisher hire an entry-level reporter at a price that could get him three writers and a designer in Asia? Why would a publisher hire a college kid when there are experts and professionals who will blog for free? Why would anyone pay money for more words in a world where there's already a surplus of words?
But as anyone who reads this blog knows, I see endless opportunities for ambitious journalists in this new environment.
Later this week I'll share my thoughts on what young journalists need to do to thrive in the content bubble.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media, journalism ethics, journalism education
Thursday, November 05, 2009
A tale of two audiences
I visited the campus of Northwestern University a few weeks ago to do some recruiting for a client. Things worked out OK. I met a few interesting students. And at least one of them may get a job out of it.
But the overall experience of my day on campus was a bit disconcerting, as has often been the case when I visit with academics and students.
And, with one notable exception, things were disconcerting in the same way they've been for years now.
The more things change ...
First, let me mention the exception.
For the first time in the five years or so that I've been visiting with students, every single person I met at Northwestern had at least basic multimedia skills and some Web experience. I cannot begin to tell you what a relief that was.
On the other hand, I saw too much of the same-old nonsense I've come to expect on campuses. One student handed me a cover letter with spelling and grammar errors. Most of the students who signed up for an interview had failed to do even cursory research on me or my client. One didn't even know my name. Not one student could correctly answer my all-purpose, do-you-know-anything-about-business questions (1. Approximately where did the Dow close yesterday? And 2. Roughly what would it cost to buy an ounce of gold today? I was willing to accept anything remotely close to 10,000 and $1,000 as answers.)
And, of course, none of the students seemed to have any idea at all about B2B publishing.
When my day ended I left the old, dusty journalism building and walked about 15 yards to a brand-spanking-new building where a colleague was to give a presentation about opportunities in marketing.
And that brief journey was like walking into an entirely new world.
Whereas only two people had attended a presentation earlier in the day with me and a recruiter from the Village Voice, this room was packed with students from Northwestern's new program in integrated marketing communications.
More importantly, the students in the marketing meeting were engaged -- typing notes on laptops, asking good questions. They seemed excited and eager to learn.
I fell in love with those students.
That was the exact opposite of how I felt about my time with the journalism students.
Most of the future journalists seemed, well, disinterested. Only one seemed truly enthusiastic about the profession. They were largely unprepared and disengaged. Most didn't take notes until I suggested they do so. Two of them needed to borrow a pen.
The nice kids
I shouldn't have been surprised.
Because what I saw in those two buildings was, in a nutshell, what's happening across the entire communications industry. Journalists (and journalism teachers and students) are making incremental adjustments to the new world, but marketers and public-relations professionals (as well as teachers and students in those fields) are morphing like crazy.
Most of the marketing people I know love the new world. They're excited. They can't seem to believe their good fortune to be working in a field where the rules are being rewritten.
But many journalism folks I know can generally be described as somewhat less than thrilled. Those differing sentiments among professionals (and academics) must have an effect on students.
There's also no doubt that the economy has had an impact.
Prospective journalists are being told time and again that jobs are disappearing.
Marketing/p.r. students, on the other hand, seem to understand that the skills they are acquiring have value.
If you're a long-time reader of this blog, you know I'm not saying anything new.
It was more than three years ago that I first wrote of my concern that B2B journalists were adopting the techniques of conversational editorial more slowly than were the public relations and marketing executives of the industries we cover.
And it's been more than two years since I started writing about content marketing, which I see as the the most exciting and fastest-growing area in B2B publishing. And content marketing is nothing more (or less) than marketers learning to perform the tasks of journalists.
But what I saw at Northwestern was new, at least to me: that in academia, as in business, the marketing space is attracting an extraordinary new type of communicator; while journalism programs are producing a more skilled, but not-so-very-different-from-the-old-days type of person.
If you're interested in spreading the word about B2B among journalism programs, there are some things you can do.
First, reach out to the j-schools in your area. Offer to do a guest lecture. Make yourself available for interviews.
Second, offer your support to the ASBPE Foundation. Funding for the foundation is in short supply. It could do with your help. Among other academic-related efforts, the group hopes to endow a university chair for an "ASBPE professor of business-to-business journalism."
If you'd like to learn more about what's happening in the world of B2B marketing, public relations and content marketing, the Web is full of great resources.
Three of my new favorites are Mengel Musings, owned by Amy Mengel; the B2BBloggers site, dedicated to "shaping the future of btob marketing;" and Social Media B2B, described as "exploring the impact of social media on B2B."
But the overall experience of my day on campus was a bit disconcerting, as has often been the case when I visit with academics and students.
And, with one notable exception, things were disconcerting in the same way they've been for years now.
The more things change ...
First, let me mention the exception.
For the first time in the five years or so that I've been visiting with students, every single person I met at Northwestern had at least basic multimedia skills and some Web experience. I cannot begin to tell you what a relief that was.
On the other hand, I saw too much of the same-old nonsense I've come to expect on campuses. One student handed me a cover letter with spelling and grammar errors. Most of the students who signed up for an interview had failed to do even cursory research on me or my client. One didn't even know my name. Not one student could correctly answer my all-purpose, do-you-know-anything-about-business questions (1. Approximately where did the Dow close yesterday? And 2. Roughly what would it cost to buy an ounce of gold today? I was willing to accept anything remotely close to 10,000 and $1,000 as answers.)
And, of course, none of the students seemed to have any idea at all about B2B publishing.
When my day ended I left the old, dusty journalism building and walked about 15 yards to a brand-spanking-new building where a colleague was to give a presentation about opportunities in marketing.
And that brief journey was like walking into an entirely new world.
Whereas only two people had attended a presentation earlier in the day with me and a recruiter from the Village Voice, this room was packed with students from Northwestern's new program in integrated marketing communications.
More importantly, the students in the marketing meeting were engaged -- typing notes on laptops, asking good questions. They seemed excited and eager to learn.
I fell in love with those students.
That was the exact opposite of how I felt about my time with the journalism students.
Most of the future journalists seemed, well, disinterested. Only one seemed truly enthusiastic about the profession. They were largely unprepared and disengaged. Most didn't take notes until I suggested they do so. Two of them needed to borrow a pen.
The nice kids
I shouldn't have been surprised.
Because what I saw in those two buildings was, in a nutshell, what's happening across the entire communications industry. Journalists (and journalism teachers and students) are making incremental adjustments to the new world, but marketers and public-relations professionals (as well as teachers and students in those fields) are morphing like crazy.
Most of the marketing people I know love the new world. They're excited. They can't seem to believe their good fortune to be working in a field where the rules are being rewritten.
But many journalism folks I know can generally be described as somewhat less than thrilled. Those differing sentiments among professionals (and academics) must have an effect on students.
There's also no doubt that the economy has had an impact.
Prospective journalists are being told time and again that jobs are disappearing.
Marketing/p.r. students, on the other hand, seem to understand that the skills they are acquiring have value.
If you're a long-time reader of this blog, you know I'm not saying anything new.
It was more than three years ago that I first wrote of my concern that B2B journalists were adopting the techniques of conversational editorial more slowly than were the public relations and marketing executives of the industries we cover.
And it's been more than two years since I started writing about content marketing, which I see as the the most exciting and fastest-growing area in B2B publishing. And content marketing is nothing more (or less) than marketers learning to perform the tasks of journalists.
But what I saw at Northwestern was new, at least to me: that in academia, as in business, the marketing space is attracting an extraordinary new type of communicator; while journalism programs are producing a more skilled, but not-so-very-different-from-the-old-days type of person.
If you're interested in spreading the word about B2B among journalism programs, there are some things you can do.
First, reach out to the j-schools in your area. Offer to do a guest lecture. Make yourself available for interviews.
Second, offer your support to the ASBPE Foundation. Funding for the foundation is in short supply. It could do with your help. Among other academic-related efforts, the group hopes to endow a university chair for an "ASBPE professor of business-to-business journalism."
If you'd like to learn more about what's happening in the world of B2B marketing, public relations and content marketing, the Web is full of great resources.
Three of my new favorites are Mengel Musings, owned by Amy Mengel; the B2BBloggers site, dedicated to "shaping the future of btob marketing;" and Social Media B2B, described as "exploring the impact of social media on B2B."
Monday, April 27, 2009
Penton goes to four-day workweek to cut costs
Penton is moving to a four-day workweek through the summer in an effort to cut costs.
According to a memo sent to employees this afternoon by Penton CEO Sharon Rowlands, the move effectively translates into a 20 percent pay cut. However, the memo also says the company "we will spread the pay reduction in smaller increments throughout the end of the year to reduce the immediate financial stress on you and your families." (Clarification: a comment on this post correctly points out that it's misleading for me to call this a 20 percent cut. If Penton does, in fact, return to a five-day week after the summer, the effective pay cut will be considerably smaller when averaged out across the rest of the year. )
Furthermore, the move to a four-day week "will not impact" benefits, the memo said.
I've pasted a copy of the memo below. I'll be looking forward to coverage from Folio and BtoB magazines in the near future.
Hello Everyone,
I wanted to provide a brief update on how we did in quarter one and share with you some important steps we are taking to further control our expenses going forward.
The first quarter was the toughest in my business career. Not only did many of our properties report results that were significantly below a year ago and well below budget, but while we were reorganizing along the lines of markets, we were forced to eliminate a number of positions across the company. This isn’t uncommon in the world today especially for companies in the media industry and ones that have a heavy debt burden. We squeaked through the first quarter thanks to all of your efforts - but the next couple of quarters aren’t looking easy.
So we have to balance short and long term decisions in times like these. Some of these are really the right decisions for the businesses - like resizing audiences and identifying more efficient ways of doing things. Others may seem counter to what we want to accomplish long-term - like dramatically reducing the sizes of magazines or the amount of content. After all, if our content is so valuable, wouldn’t our readers need MORE of it right now? Sure, but remember that one of our Achilles heels is that we are mostly supported by advertising which has collapsed.
Speaking of advertising, it has not only collapsed in print, but as a company, we haven’t shown the growth we should on the web. Penton is really tracking a long way behind the industry in terms of percent of revenue that is digital, and we are not showing growth. The good news is we have great focus on changing this picture and longer term I am bullish on what we can do here, but it won’t change overnight.
We have some tremendous exhibition franchises that on the whole pulled us through 2008 and contributed a lot of our growth last year. There will be pressure on these businesses as customers are forced to cut back all their marketing spends. Even some of our strongest shows will show negative growth this year.
Despite incredible pressure on our businesses, we achieved a great deal throughout the first few months of the year - we reorganized our business into a market-facing structure; we delivered our audit significantly ahead of prior year; a number of our businesses delivered great financial results given the economy; and in response to my request, Penton employees provided over 150 ideas to help reduce our expense base.
While we are proud of these achievements in quarter one, the stark reality is that our overall revenue picture continues to rapidly decline. This is not a reflection of our efforts but the result of the widespread financial erosion impacting almost every business and importantly the industries we serve. I wish I could wave a magic wand and change the momentum to a positive one quicker, but it’s not possible, and whilst I continue to believe we have tremendous opportunities ahead and we will see this business flourishing in the future, today we still have a tough road ahead for a few quarters.
As you well know, over the past several months, we have attempted to offset our revenue challenges with proactive cost saving measures – as I listed above. These actions, coupled with your contributions in scrutinizing every expense, have lessened the impact. However, with no clear indication that the economy will turn in the short-term and with our revenues continuing to decline, further action is required to ensure Penton remains fundamentally sound.
Please know that the senior management team and I have carefully weighed the need for the measures I am about to announce. We consider our employees our company’s greatest asset. We are committed to doing everything possible to keep our company on track and to provide you with stable and rewarding employment. With that said, in light of the current circumstances, I have made the very difficult decision to implement temporary measures that will impact each employee’s pay.
We are instituting a reduced work schedule during the summer months. From the week before Memorial Day through the week before Labor Day, the Company will reduce its operations from a 5-day work week to a 4-day work week. For many of our businesses this will involve closing our offices on Friday. Other businesses may need to take the reduction in blocks of days. The end result will be the same for every employee at every level however - it will equate to a four day work week and a corresponding reduction in pay to reflect this reduced work schedule.
Whilst the reduction in work week will be contained only to the summer months outlined above, we will spread the pay reduction in smaller increments throughout the end of the year to reduce the immediate financial stress on you and your families. Special rules may apply to employees in California and to non-exempt employees, and we will be reaching out to these employees and their managers with information and specific instructions.
This revised work schedule will not impact your benefits. In some states, you may be eligible for unemployment for the unpaid leave. If you are interested, please contact your local unemployment office. We have prepared a set of Frequently Asked Questions<http://thepulse.penton.com/News/Pages/FrequentlyAskedQuestionsRegardingTemporarilyReducedWorkSchedules.aspx > regarding this revised work schedule, which you can find posted on the Pulse. In the next few days, your local leadership will organize group meetings, and there will be follow-up communications from your HR reps giving you more detail.
I understand this is difficult news. Thank you for your understanding and continued dedication. I am confident that if we continue to keep our focus on our customers and commit fully to delivering solutions that drive results, we will not only overcome these short term challenges, we will be better positioned to achieve new levels of success in the years to come. I urge you to try and find some upside in this temporary change and use the extra time for yourself, your family, and your friends – time can be a gift. I don’t say this to belittle the financial impact – I know that this is a big deal. I also want to reinforce that I am determined we will come out of this recession strongly and will go on to do great things. We have some tremendous initiatives across the company that this note isn’t the right vehicle to discuss and plan to share my thoughts with you through a video communication that you will see in the next 10 days. If you have any questions, please do not hesitate to contact your manager, any member of our Human Resources Team, or me directly. And thank you again.
Regards,
Sharon
According to a memo sent to employees this afternoon by Penton CEO Sharon Rowlands, the move effectively translates into a 20 percent pay cut. However, the memo also says the company "we will spread the pay reduction in smaller increments throughout the end of the year to reduce the immediate financial stress on you and your families." (Clarification: a comment on this post correctly points out that it's misleading for me to call this a 20 percent cut. If Penton does, in fact, return to a five-day week after the summer, the effective pay cut will be considerably smaller when averaged out across the rest of the year. )
Furthermore, the move to a four-day week "will not impact" benefits, the memo said.
I've pasted a copy of the memo below. I'll be looking forward to coverage from Folio and BtoB magazines in the near future.
Hello Everyone,
I wanted to provide a brief update on how we did in quarter one and share with you some important steps we are taking to further control our expenses going forward.
The first quarter was the toughest in my business career. Not only did many of our properties report results that were significantly below a year ago and well below budget, but while we were reorganizing along the lines of markets, we were forced to eliminate a number of positions across the company. This isn’t uncommon in the world today especially for companies in the media industry and ones that have a heavy debt burden. We squeaked through the first quarter thanks to all of your efforts - but the next couple of quarters aren’t looking easy.
So we have to balance short and long term decisions in times like these. Some of these are really the right decisions for the businesses - like resizing audiences and identifying more efficient ways of doing things. Others may seem counter to what we want to accomplish long-term - like dramatically reducing the sizes of magazines or the amount of content. After all, if our content is so valuable, wouldn’t our readers need MORE of it right now? Sure, but remember that one of our Achilles heels is that we are mostly supported by advertising which has collapsed.
Speaking of advertising, it has not only collapsed in print, but as a company, we haven’t shown the growth we should on the web. Penton is really tracking a long way behind the industry in terms of percent of revenue that is digital, and we are not showing growth. The good news is we have great focus on changing this picture and longer term I am bullish on what we can do here, but it won’t change overnight.
We have some tremendous exhibition franchises that on the whole pulled us through 2008 and contributed a lot of our growth last year. There will be pressure on these businesses as customers are forced to cut back all their marketing spends. Even some of our strongest shows will show negative growth this year.
Despite incredible pressure on our businesses, we achieved a great deal throughout the first few months of the year - we reorganized our business into a market-facing structure; we delivered our audit significantly ahead of prior year; a number of our businesses delivered great financial results given the economy; and in response to my request, Penton employees provided over 150 ideas to help reduce our expense base.
While we are proud of these achievements in quarter one, the stark reality is that our overall revenue picture continues to rapidly decline. This is not a reflection of our efforts but the result of the widespread financial erosion impacting almost every business and importantly the industries we serve. I wish I could wave a magic wand and change the momentum to a positive one quicker, but it’s not possible, and whilst I continue to believe we have tremendous opportunities ahead and we will see this business flourishing in the future, today we still have a tough road ahead for a few quarters.
As you well know, over the past several months, we have attempted to offset our revenue challenges with proactive cost saving measures – as I listed above. These actions, coupled with your contributions in scrutinizing every expense, have lessened the impact. However, with no clear indication that the economy will turn in the short-term and with our revenues continuing to decline, further action is required to ensure Penton remains fundamentally sound.
Please know that the senior management team and I have carefully weighed the need for the measures I am about to announce. We consider our employees our company’s greatest asset. We are committed to doing everything possible to keep our company on track and to provide you with stable and rewarding employment. With that said, in light of the current circumstances, I have made the very difficult decision to implement temporary measures that will impact each employee’s pay.
We are instituting a reduced work schedule during the summer months. From the week before Memorial Day through the week before Labor Day, the Company will reduce its operations from a 5-day work week to a 4-day work week. For many of our businesses this will involve closing our offices on Friday. Other businesses may need to take the reduction in blocks of days. The end result will be the same for every employee at every level however - it will equate to a four day work week and a corresponding reduction in pay to reflect this reduced work schedule.
Whilst the reduction in work week will be contained only to the summer months outlined above, we will spread the pay reduction in smaller increments throughout the end of the year to reduce the immediate financial stress on you and your families. Special rules may apply to employees in California and to non-exempt employees, and we will be reaching out to these employees and their managers with information and specific instructions.
This revised work schedule will not impact your benefits. In some states, you may be eligible for unemployment for the unpaid leave. If you are interested, please contact your local unemployment office. We have prepared a set of Frequently Asked Questions<http://thepulse.
I understand this is difficult news. Thank you for your understanding and continued dedication. I am confident that if we continue to keep our focus on our customers and commit fully to delivering solutions that drive results, we will not only overcome these short term challenges, we will be better positioned to achieve new levels of success in the years to come. I urge you to try and find some upside in this temporary change and use the extra time for yourself, your family, and your friends – time can be a gift. I don’t say this to belittle the financial impact – I know that this is a big deal. I also want to reinforce that I am determined we will come out of this recession strongly and will go on to do great things. We have some tremendous initiatives across the company that this note isn’t the right vehicle to discuss and plan to share my thoughts with you through a video communication that you will see in the next 10 days. If you have any questions, please do not hesitate to contact your manager, any member of our Human Resources Team, or me directly. And thank you again.
Regards,
Sharon
Thursday, January 10, 2008
Fighting Hole Tactics: Part Two -- Finding Allies
(Editor's note: This is the third in a series on building a "B2B fighting hole." I'm expecting difficult financial times in trade journalism in 2008. In this series I offer some suggestions on building a defensive position where editors and publishers can ride out the coming onslaught. You can read the post that started the series here. You can read Tactic One here.)
In the history of warfare, there are two groups that have fallen from favor: mercenaries and privateers. But if, as I believe, B2B journalism is about to begin a tough financial period, I think we need our own versions of both.
In simplest terms, a mercenary fights for a paycheck and a privateer fights for a share of booty. But both share some significant traits. First, they fight by choice. It's even possible to argue that they like to fight. There's no need to worry about morale or motivation. Second, they are best used as a supplement to an existing fighting force. No one wants to be entirely dependent on for-hire fighters. But many nations have found advantage in employing them to take on some military tasks.
Magazine Mercenaries and Publishing Privateers
When revenue declines, publishers have few ways to keep their products afloat (and their staff employed.) The first choice is nearly always to freeze hiring. But not only does that tend to stretch the existing staff too thin, it also always makes it nearly impossible to launch new products that can generate revenue.
When the hiring freeze fails to help, many publishers turn to layoffs. But layoffs have the exact same negative results: the staff burns out and product development comes to a halt.
I suggest that the way for publishers to escape this downward spiral is by giving up some control and having mercenaries and privateers launch new products.
In particular, I think it's time for B2B companies to do two things:
1. hire offshore companies to do print layout and design work -- especially for new products and custom publications.
2. let freelancers and outside contractors run online products for a cut of the revenue -- particularly Web-only products and newsletters.
In the first scenario (call it the mercenary method), publishers can launch new print products at lower costs. And at least one department -- design -- doesn't have to take on additional duties. It is, of course, also possible to offshore other parts of the magazine process. Heck, at least in theory, even reporting and copy editing can be done by outside contractors in Asia. But I suspect that most B2B editors, publishers and executives aren't comfortable with that idea...at least to start. And I can't imagine a time when I'd ever feel comfortable offshoring reporting functions.
So I think it's a wiser move to begin by offshoring layout and design for new products and custom pubs. If things work out well, layout and design of other print products can also be offshored.
In the second scenario (call it the privateer play), publishers can launch new online products at no cost. By offering a revenue split to outside contractors, publishers can create limitless numbers of small, hyper-niche products. This is the business model of New York Times Digital's About.com (Disclosure: About is a client of mine.) About's network of sites are run by independent contractors who work for a share of revenue (with a base payment as a site ramps up.) The privateer play is also similar to the system used by Associated Content and some of the blogging networks.
I suspect that many editors are already working with freelancers who would consider such a deal. The key, of course, is to sell the privateer on the upside potential -- the more you work, the more inventory we have to sell, and the more both of us make.
(Disclosure: I feel so strongly that there are opportunities for both mercenaries and privateers in B2B that I've taken steps to position myself appropriately.
One of my newest clients is Mindworks Global Media, the India-based outsourcing company run by Tony Joseph, the former editor of India's largest business magazine. Tony's company does work for publishers around the world and recently won a contract with McClatchy's Miami Herald newspaper.
Furthermore, Paul Conley Consulting is now available to run editorial for Web sites, online newsletters and other electronic products on a contract or revenue-share basis. I'll be announcing some new deals here soon.
If you'd like to talk about how your company can benefit from mercenaries and privateers, drop me an email at inquire (at) paulconley (dot) com)
(Addendum: 1/15/08. Editor and Publisher is reporting that the Miami Herald has backed out of part of its deal with Mindworks. The Herald will continue to outsource "the production of some advertising sections and monitoring of website comments," according to E&P. )
tags: journalism, b2b, media, trade press, magazines, newsletters, business media
In the history of warfare, there are two groups that have fallen from favor: mercenaries and privateers. But if, as I believe, B2B journalism is about to begin a tough financial period, I think we need our own versions of both.
In simplest terms, a mercenary fights for a paycheck and a privateer fights for a share of booty. But both share some significant traits. First, they fight by choice. It's even possible to argue that they like to fight. There's no need to worry about morale or motivation. Second, they are best used as a supplement to an existing fighting force. No one wants to be entirely dependent on for-hire fighters. But many nations have found advantage in employing them to take on some military tasks.
Magazine Mercenaries and Publishing Privateers
When revenue declines, publishers have few ways to keep their products afloat (and their staff employed.) The first choice is nearly always to freeze hiring. But not only does that tend to stretch the existing staff too thin, it also always makes it nearly impossible to launch new products that can generate revenue.
When the hiring freeze fails to help, many publishers turn to layoffs. But layoffs have the exact same negative results: the staff burns out and product development comes to a halt.
I suggest that the way for publishers to escape this downward spiral is by giving up some control and having mercenaries and privateers launch new products.
In particular, I think it's time for B2B companies to do two things:
1. hire offshore companies to do print layout and design work -- especially for new products and custom publications.
2. let freelancers and outside contractors run online products for a cut of the revenue -- particularly Web-only products and newsletters.
In the first scenario (call it the mercenary method), publishers can launch new print products at lower costs. And at least one department -- design -- doesn't have to take on additional duties. It is, of course, also possible to offshore other parts of the magazine process. Heck, at least in theory, even reporting and copy editing can be done by outside contractors in Asia. But I suspect that most B2B editors, publishers and executives aren't comfortable with that idea...at least to start. And I can't imagine a time when I'd ever feel comfortable offshoring reporting functions.
So I think it's a wiser move to begin by offshoring layout and design for new products and custom pubs. If things work out well, layout and design of other print products can also be offshored.
In the second scenario (call it the privateer play), publishers can launch new online products at no cost. By offering a revenue split to outside contractors, publishers can create limitless numbers of small, hyper-niche products. This is the business model of New York Times Digital's About.com (Disclosure: About is a client of mine.) About's network of sites are run by independent contractors who work for a share of revenue (with a base payment as a site ramps up.) The privateer play is also similar to the system used by Associated Content and some of the blogging networks.
I suspect that many editors are already working with freelancers who would consider such a deal. The key, of course, is to sell the privateer on the upside potential -- the more you work, the more inventory we have to sell, and the more both of us make.
(Disclosure: I feel so strongly that there are opportunities for both mercenaries and privateers in B2B that I've taken steps to position myself appropriately.
One of my newest clients is Mindworks Global Media, the India-based outsourcing company run by Tony Joseph, the former editor of India's largest business magazine. Tony's company does work for publishers around the world and recently won a contract with McClatchy's Miami Herald newspaper.
Furthermore, Paul Conley Consulting is now available to run editorial for Web sites, online newsletters and other electronic products on a contract or revenue-share basis. I'll be announcing some new deals here soon.
If you'd like to talk about how your company can benefit from mercenaries and privateers, drop me an email at inquire (at) paulconley (dot) com)
(Addendum: 1/15/08. Editor and Publisher is reporting that the Miami Herald has backed out of part of its deal with Mindworks. The Herald will continue to outsource "the production of some advertising sections and monitoring of website comments," according to E&P. )
tags: journalism, b2b, media, trade press, magazines, newsletters, business media
Friday, August 31, 2007
Reading for a long weekend
I, like a good portion of the country, am trying to finish off a few projects today so I can begin the long holiday weekend.
I won't be posting to this blog until sometime next week, unless something truly remarkable happens in the world of B2B.
But if you're the type who will spend this weekend reading on the computer rather than reading by the beach, allow me to share some of the blogs that I've recently added to my newsreader.
Longtime readers of this blog know I'm still in mourning over the closure of CMO Magazine. If you shared my love of that publication, you may want to follow the work of Rob O'Regan, founding Editor in Chief of CMO. Check out his blog, called Magnosticism.
I spent a good portion of this summer waging a battle against the use of annoying and unethical ads in the world of B2B publishing. Now Ryan Block, editor in chief of Engadget, one of my favorite online-only publications, has taken up the fight. You can read his open letter to the industry here, and check out the rest of his blog here.
Just last week I wrote at length about the rise of content marketing. And I get the feeling I'll be writing more about this subject soon. There are opportunities here for B2B. But there are challenges too. If you want to follow this trend, check out the Junta42 Blog.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media, content marketing
I won't be posting to this blog until sometime next week, unless something truly remarkable happens in the world of B2B.
But if you're the type who will spend this weekend reading on the computer rather than reading by the beach, allow me to share some of the blogs that I've recently added to my newsreader.
Longtime readers of this blog know I'm still in mourning over the closure of CMO Magazine. If you shared my love of that publication, you may want to follow the work of Rob O'Regan, founding Editor in Chief of CMO. Check out his blog, called Magnosticism.
I spent a good portion of this summer waging a battle against the use of annoying and unethical ads in the world of B2B publishing. Now Ryan Block, editor in chief of Engadget, one of my favorite online-only publications, has taken up the fight. You can read his open letter to the industry here, and check out the rest of his blog here.
Just last week I wrote at length about the rise of content marketing. And I get the feeling I'll be writing more about this subject soon. There are opportunities here for B2B. But there are challenges too. If you want to follow this trend, check out the Junta42 Blog.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media, content marketing
Wednesday, March 26, 2008
College Tour, Part 3: The war within
I recently had the opportunity to visit a number of universities and to attend two conventions for college journalists. This is the third in a four-part series on my experiences. You can see part one here. You can read part two here.
One of the best things about my annual college tour is that I get to be a little bit of a celebrity. Folks who know me well know that my ego is enormous. And I greatly enjoy doing things that feed my sense of grandiosity. So I like visiting campuses where students line up to meet me. I like standing on a stage and knowing that people are listening. I like to be an expert, an honored guest, a keynote speaker. And I really, really like applause.
At the same time, when I'm speaking about things that are important to me, I don't mind being controversial. I like to be direct and a little harsh. In other words, I'm a New Yorker. And I accept that one side effect of being a wee bit off-putting is that some people are put off.
That's fine. I'm OK with that.
I'm not bothered on a personal level when I learn that some journalism teachers just don't like me.
But I wonder if the way they display their dislike of what I have to say is symptomatic of what's wrong with journalism education.
First, let me give three examples of what I'm talking about:
Journalism education has divided into two factions. There are those who see digital media and convergence as positive. And there are those who see recent developments in the press as a catastrophe. The first group wants to use the universities to spread the new forms of storytelling. The second group believes universities are the place to draw the line against change.
The gap between the two is broad and deep. Most upsetting, disagreements between the two sides are uncivil. And since most journalism programs have members of both camps on the faculty, the atmosphere in many schools is toxic.
This isn't a reasoned disagreement among people who like and respect each other. (Certainly the students I met don't think so. The students use terms like "nasty," "ridiculous," "stupid" and "embarrassing' when describing the debates on their campuses.) This isn't an academic debate. Rather, this is a fight between people who have genuine animosity for the opposition.
Certainly I understand where such strong feelings originate. I, too, am passionate about journalism. And I tend to be dismissive of journalism educators I believe are either unwilling or unable to prepare their students for today's media. I suppose if I had been in a university these past few years I'd have grown positively vicious about any peer who failed to adapt.
I suppose too there are teachers who resist the changes in media because they believe these changes are detrimental to the profession. And it's to be expected that these last few years have left such teachers bitter and vicious too. I may believe they are wrong. Hell, I know they're wrong. But I understand how they can "hate" someone like me and refuse to attend a dinner in my honor.
I just wish it wasn't like this.
Because I'm convinced that amid the defensiveness, bitterness and contempt, educators are failing to teach students the single most important lesson that a journalist can learn -- keep an open mind.
If you'd like to get a sense of what it is I tell journalism students, you should read how journalism students react to me. Take a look at students' blog posts here and here.
If you'd like to see some of the more interesting work being done by journalism students, check out the converged model of Connect Mason (created by Whitney Rhodes, a student who was frustrated by the silos at her school) and all the winners of the first online journalism contest of the Center for Innovation in College Media.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media, journalism education
One of the best things about my annual college tour is that I get to be a little bit of a celebrity. Folks who know me well know that my ego is enormous. And I greatly enjoy doing things that feed my sense of grandiosity. So I like visiting campuses where students line up to meet me. I like standing on a stage and knowing that people are listening. I like to be an expert, an honored guest, a keynote speaker. And I really, really like applause.
At the same time, when I'm speaking about things that are important to me, I don't mind being controversial. I like to be direct and a little harsh. In other words, I'm a New Yorker. And I accept that one side effect of being a wee bit off-putting is that some people are put off.
That's fine. I'm OK with that.
I'm not bothered on a personal level when I learn that some journalism teachers just don't like me.
But I wonder if the way they display their dislike of what I have to say is symptomatic of what's wrong with journalism education.
First, let me give three examples of what I'm talking about:
- After my keynote speech at the Southeast Journalism Conference, several students complained to me that they had difficulty following my remarks because teachers at their table grumbled and complained throughout my presentation.
- Twice during my college tour I received embarrassed apologies from students who were upset that their teachers had declined opportunities to attend social functions with me, because, as one student said, "they hate people like you."
- I met at least a dozen journalism teachers or advisers who said something like "I wish my dean/president/adviser/department head/peers had come to hear you. But they weren't interested."
Journalism education has divided into two factions. There are those who see digital media and convergence as positive. And there are those who see recent developments in the press as a catastrophe. The first group wants to use the universities to spread the new forms of storytelling. The second group believes universities are the place to draw the line against change.
The gap between the two is broad and deep. Most upsetting, disagreements between the two sides are uncivil. And since most journalism programs have members of both camps on the faculty, the atmosphere in many schools is toxic.
This isn't a reasoned disagreement among people who like and respect each other. (Certainly the students I met don't think so. The students use terms like "nasty," "ridiculous," "stupid" and "embarrassing' when describing the debates on their campuses.) This isn't an academic debate. Rather, this is a fight between people who have genuine animosity for the opposition.
Certainly I understand where such strong feelings originate. I, too, am passionate about journalism. And I tend to be dismissive of journalism educators I believe are either unwilling or unable to prepare their students for today's media. I suppose if I had been in a university these past few years I'd have grown positively vicious about any peer who failed to adapt.
I suppose too there are teachers who resist the changes in media because they believe these changes are detrimental to the profession. And it's to be expected that these last few years have left such teachers bitter and vicious too. I may believe they are wrong. Hell, I know they're wrong. But I understand how they can "hate" someone like me and refuse to attend a dinner in my honor.
I just wish it wasn't like this.
Because I'm convinced that amid the defensiveness, bitterness and contempt, educators are failing to teach students the single most important lesson that a journalist can learn -- keep an open mind.
If you'd like to get a sense of what it is I tell journalism students, you should read how journalism students react to me. Take a look at students' blog posts here and here.
If you'd like to see some of the more interesting work being done by journalism students, check out the converged model of Connect Mason (created by Whitney Rhodes, a student who was frustrated by the silos at her school) and all the winners of the first online journalism contest of the Center for Innovation in College Media.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media, journalism education
Wednesday, January 24, 2007
Paying journalists for results
I tend to have a pretty optimistic outlook on the changes in journalism. Sure, this can be a confusing time. And of course, we're all facing pressures that we couldn't have imagined a few years ago.
But for me, the world of new media is one of endless opportunities rather than countless threats.
So it shouldn't surprise anyone that I'm not upset by the news that CNET has introduced a pay-for-performance system for some online writers. But I'm not so insensitive to suggest that no one should be upset. Because this could, once again, represent a fundamental shift in our careers.
First, let me take a moment to note the significance that this change is coming from CNET. The San Francisco-based company has been at the fore of a number of significant changes in the journalism model, including comparison-shopping tools and the use of editors in video reviews. And although CNET wasn't the first news operation in Second Life, it was certainly the first to have one of its reporters attacked by flying penises.
More importantly, CNET's article pages have become a model for Web writing and design. Take a look at this piece for example, and pay particular attention to the "High Impact" graphic. CNET uses that box to make the "nut" graf of print-style feature writing more Web friendly. And close observers of online journalism will have noted that the Wall Street Journal -- king of the "nut" graf -- has adopted the "nut" graphic for its online edition.
Now CNET may be taking the lead again by creating a new compensation system for writers at its ZDNet unit. (You can hear ZDNet writer Mary Jo Foley talk about the system in this podcast.)
In brief, ZDNet is paying its bloggers based on the number of clicks they receive -- rewarding writers who generate traffic.
That's likely to cause worry among some journalists, who fear that publishers will begin rewarding writers who "cater" to an audience by creating content that is popular but has little journalistic value.
But I agree with Steve Rubel that since the ZDNet blogs are written by "veteran journalists," it's unlikely "that the performance based compensation changes their ethics one iota." And I agree too with Scott Karp that for professionals in search of hits, "quality will increase your odds a lot more over the long term than pandering and sensationalism."
And that, in a nutshell, is why I'm not worried about pay-for-performance journalism. I don't expect it will lead to a race to the bottom. I don't expect it will cause publishers to replace high-end prose with low-brow content. Rather I expect pay-for-performance to become a way to reward the best among us -- those exceptional few writers that bring readers. And I see pay-for-performance as a way for forward-thinking publishers to keep their most valuable employees from striking out on their own in search of readers and rewards.
tags: journalism, b2b, media, trade press, magazines, entrepreneurial journalism, standalone journalism, newsletters, business media
But for me, the world of new media is one of endless opportunities rather than countless threats.
So it shouldn't surprise anyone that I'm not upset by the news that CNET has introduced a pay-for-performance system for some online writers. But I'm not so insensitive to suggest that no one should be upset. Because this could, once again, represent a fundamental shift in our careers.
First, let me take a moment to note the significance that this change is coming from CNET. The San Francisco-based company has been at the fore of a number of significant changes in the journalism model, including comparison-shopping tools and the use of editors in video reviews. And although CNET wasn't the first news operation in Second Life, it was certainly the first to have one of its reporters attacked by flying penises.
More importantly, CNET's article pages have become a model for Web writing and design. Take a look at this piece for example, and pay particular attention to the "High Impact" graphic. CNET uses that box to make the "nut" graf of print-style feature writing more Web friendly. And close observers of online journalism will have noted that the Wall Street Journal -- king of the "nut" graf -- has adopted the "nut" graphic for its online edition.
Now CNET may be taking the lead again by creating a new compensation system for writers at its ZDNet unit. (You can hear ZDNet writer Mary Jo Foley talk about the system in this podcast.)
In brief, ZDNet is paying its bloggers based on the number of clicks they receive -- rewarding writers who generate traffic.
That's likely to cause worry among some journalists, who fear that publishers will begin rewarding writers who "cater" to an audience by creating content that is popular but has little journalistic value.
But I agree with Steve Rubel that since the ZDNet blogs are written by "veteran journalists," it's unlikely "that the performance based compensation changes their ethics one iota." And I agree too with Scott Karp that for professionals in search of hits, "quality will increase your odds a lot more over the long term than pandering and sensationalism."
And that, in a nutshell, is why I'm not worried about pay-for-performance journalism. I don't expect it will lead to a race to the bottom. I don't expect it will cause publishers to replace high-end prose with low-brow content. Rather I expect pay-for-performance to become a way to reward the best among us -- those exceptional few writers that bring readers. And I see pay-for-performance as a way for forward-thinking publishers to keep their most valuable employees from striking out on their own in search of readers and rewards.
tags: journalism, b2b, media, trade press, magazines, entrepreneurial journalism, standalone journalism, newsletters, business media
Tuesday, January 16, 2007
A second wind for Second Life
I was on the road last week visiting clients and friends in several cities. And nearly everyone I spoke with asked me about Second Life.
Now when a media phenomenon that I love becomes so pervasive that everyone I know wants to know my opinion about it, I get a little nervous. Sure, perhaps the subject at hand has reached the tipping point and has become less of a trend and more a permanent part of our lives. Certainly that's the experience I've had as an advocate for blogging, external links and a few other things. And as a general rule, that's a wonderful thing.
But it's also possible that when a phenomenon becomes mainstream it loses something. Perhaps it's exclusivity. Perhaps it's the sense of being cool and ahead of the curve. But something important can get pushed out the door as the crowds rush in.
The first time I spoke to journalists about Second Life was a little more than a year ago. I showed some screen shots. I said I saw enormous growth opportunities for journalists in Second Life. And I talked about one of the newspapers that had appeared there -- a real publication that covered a virtual world.
But I got the feeling that the audience thought I was nuts. Or at least a little silly.
But things change. Time passes. And eventually real-world journalists discovered the virtual world. Late last year both Reuters and CNET opened bureaus in Second Life. An entrepreneur opened a virtual porn magazine. Corporate America found the place too. And even a Congressman took up residence. And soon flying through Second Life began to feel quite a bit like walking through the real world.
And somewhere in there, I lost interest.
But things change. Time passes. And last week Second Life decided to open up its source code.
(You can read more about the decision here and here.) And although I am not a developer, and I have no intention of trying to do anything with the code, I was absolutely thrilled by this news.
Here's why: As wondrous as Second Life is, it has never been what it promised to be -- a virtual world. It was, instead, a virtual room. Albeit a very, very big room.
I don't know what a new and open Second Life will look like. Perhaps the change will be monumental. Perhaps not.
But I do know this -- I'm more excited about Second Life than I have been in a long time.
Because now, just like in the early days, it feels like anything can happen there.
For a look at an earlier post of mine about Second Life and online communities, click here.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media
Now when a media phenomenon that I love becomes so pervasive that everyone I know wants to know my opinion about it, I get a little nervous. Sure, perhaps the subject at hand has reached the tipping point and has become less of a trend and more a permanent part of our lives. Certainly that's the experience I've had as an advocate for blogging, external links and a few other things. And as a general rule, that's a wonderful thing.
But it's also possible that when a phenomenon becomes mainstream it loses something. Perhaps it's exclusivity. Perhaps it's the sense of being cool and ahead of the curve. But something important can get pushed out the door as the crowds rush in.
The first time I spoke to journalists about Second Life was a little more than a year ago. I showed some screen shots. I said I saw enormous growth opportunities for journalists in Second Life. And I talked about one of the newspapers that had appeared there -- a real publication that covered a virtual world.
But I got the feeling that the audience thought I was nuts. Or at least a little silly.
But things change. Time passes. And eventually real-world journalists discovered the virtual world. Late last year both Reuters and CNET opened bureaus in Second Life. An entrepreneur opened a virtual porn magazine. Corporate America found the place too. And even a Congressman took up residence. And soon flying through Second Life began to feel quite a bit like walking through the real world.
And somewhere in there, I lost interest.
But things change. Time passes. And last week Second Life decided to open up its source code.
(You can read more about the decision here and here.) And although I am not a developer, and I have no intention of trying to do anything with the code, I was absolutely thrilled by this news.
Here's why: As wondrous as Second Life is, it has never been what it promised to be -- a virtual world. It was, instead, a virtual room. Albeit a very, very big room.
I don't know what a new and open Second Life will look like. Perhaps the change will be monumental. Perhaps not.
But I do know this -- I'm more excited about Second Life than I have been in a long time.
Because now, just like in the early days, it feels like anything can happen there.
For a look at an earlier post of mine about Second Life and online communities, click here.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media
Friday, December 08, 2006
Jon Udell leaves journalism ... sort of
Jon Udell, arguably the most talented guy working in B2B journalism, is leaving B2B journalism.
Sort of.
Jon is departing InfoWorld for a new gig at Microsoft. But according to Jon, little will change in what he does each day. "The details aren't nailed down, but in broad terms I've proposed to Microsoft that I continue to function pretty much as I do now. That means blogging, podcasting, and screencasting on topics that I think are interesting and important; it means doing the kinds of lightweight and agile R&D that I've always done; and it means brokering connections among people, software, information, and ideas -- again, as I've always done."
It's too early to tell just what Jon's work will look like when it's published by Microsoft. But I'm not worried. First, it's a pretty good bet that Microsoft hired him because it respects him, not because it thinks it can control him. More importantly, Microsoft has already demonstrated with Scoble that it has the wisdom to let its workers share their thoughts with the blogosphere. (In fact, with nothing more to back this up than my hunch, I'm going to say that Microsoft is hiring Jon partly because it misses the credibility that Scoble lent it before he jumped ship.)
Certainly Jon's decision is a blow to IDG. And since IDG is a client of mine, and one of my favorite B2B publishers, his departure saddens me. Besides, there is something a little sad for all of us in B2B publishing when one of our own decides the opportunities are greater elsewhere.
For an earlier post of mine about Jon, click here.
For Rex's take on Jon's new job, click here.
Click here to see how marketing sites are becoming more like media sites.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media
Sort of.
Jon is departing InfoWorld for a new gig at Microsoft. But according to Jon, little will change in what he does each day. "The details aren't nailed down, but in broad terms I've proposed to Microsoft that I continue to function pretty much as I do now. That means blogging, podcasting, and screencasting on topics that I think are interesting and important; it means doing the kinds of lightweight and agile R&D that I've always done; and it means brokering connections among people, software, information, and ideas -- again, as I've always done."
It's too early to tell just what Jon's work will look like when it's published by Microsoft. But I'm not worried. First, it's a pretty good bet that Microsoft hired him because it respects him, not because it thinks it can control him. More importantly, Microsoft has already demonstrated with Scoble that it has the wisdom to let its workers share their thoughts with the blogosphere. (In fact, with nothing more to back this up than my hunch, I'm going to say that Microsoft is hiring Jon partly because it misses the credibility that Scoble lent it before he jumped ship.)
Certainly Jon's decision is a blow to IDG. And since IDG is a client of mine, and one of my favorite B2B publishers, his departure saddens me. Besides, there is something a little sad for all of us in B2B publishing when one of our own decides the opportunities are greater elsewhere.
For an earlier post of mine about Jon, click here.
For Rex's take on Jon's new job, click here.
Click here to see how marketing sites are becoming more like media sites.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media
Friday, September 08, 2006
The return of new media's power couple
It's as if Martin and Lewis were appearing again in Vegas.
It's like Mantle and Maris had taken the field again.
It's as if Fred and Ginger have stepped onto the dance floor once more.
The two most interesting guys in the world of online journalism are reuniting.
Rob Curley has taken a new job with Washingtonpost.Newsweek Interactive, the same company where Adrian Holovaty works.
That's particularly interesting news for those of us in B2B journalism. Because the parent of WPNI, the Washington Post Co., owns a slew of trade magazines, including Government Computer News and Defense Systems.
Curley and Holovaty were the top guys at the Lawrence Journal-World when that tiny paper morphed into a multimedia showcase, becoming one of the most influential publications in America.
But eventually the pair moved in different directions.
Curley headed to the Naples Daily News in Florida, where he became director of new media and convergence. And he became a superstar in the world of college media, speaking to young journalists about the opportunities and challenges of new media.
Holovaty went on to win a series of awards, create the best-known news mash-up (chicagocrime.org) and then join the Washington Post to help oversee its rebirth as a converged publication.
I won't say much more about these guys. I know I sound as if I'm swooning, and Lord knows I've said enough about Rob and Adrian in posts such as this and this.
But I will urge you to read two things ... and think about what it may mean for journalism in general and your publication in particular.
First, check out this piece by Steve Klein at the Poynter Institute, where he interviews Rob about the new gig.
Then check out the latest post on Adrian's blog, in which he writes about a "fundamental" way in which newspapers must change. Read through his post and substitute the word "magazine" or "newsletter" or "any news product" where appropriate.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media, journalism education
It's like Mantle and Maris had taken the field again.
It's as if Fred and Ginger have stepped onto the dance floor once more.
The two most interesting guys in the world of online journalism are reuniting.
Rob Curley has taken a new job with Washingtonpost.Newsweek Interactive, the same company where Adrian Holovaty works.
That's particularly interesting news for those of us in B2B journalism. Because the parent of WPNI, the Washington Post Co., owns a slew of trade magazines, including Government Computer News and Defense Systems.
Curley and Holovaty were the top guys at the Lawrence Journal-World when that tiny paper morphed into a multimedia showcase, becoming one of the most influential publications in America.
But eventually the pair moved in different directions.
Curley headed to the Naples Daily News in Florida, where he became director of new media and convergence. And he became a superstar in the world of college media, speaking to young journalists about the opportunities and challenges of new media.
Holovaty went on to win a series of awards, create the best-known news mash-up (chicagocrime.org) and then join the Washington Post to help oversee its rebirth as a converged publication.
I won't say much more about these guys. I know I sound as if I'm swooning, and Lord knows I've said enough about Rob and Adrian in posts such as this and this.
But I will urge you to read two things ... and think about what it may mean for journalism in general and your publication in particular.
First, check out this piece by Steve Klein at the Poynter Institute, where he interviews Rob about the new gig.
Then check out the latest post on Adrian's blog, in which he writes about a "fundamental" way in which newspapers must change. Read through his post and substitute the word "magazine" or "newsletter" or "any news product" where appropriate.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media, journalism education
Monday, December 19, 2005
More on virtual communities
Last week I posted something on my how my newfound fascination with virtual communities related to my longstanding fascination with communities in B2B media.
Today I've come across a review in "The Economist" of a new book on the business opportunities and cultural ramifications of virtual worlds (thanks to Fine Young Journalist, one of my new favorites in the blogosphere, for pointing me to the review.)
Take a look at the review. See if it does to you what it did to me ... trigger a purchase through Amazon.
tags: journalism, b2b, media, trade press, magazines, newsletters
Today I've come across a review in "The Economist" of a new book on the business opportunities and cultural ramifications of virtual worlds (thanks to Fine Young Journalist, one of my new favorites in the blogosphere, for pointing me to the review.)
Take a look at the review. See if it does to you what it did to me ... trigger a purchase through Amazon.
tags: journalism, b2b, media, trade press, magazines, newsletters
Wednesday, December 14, 2005
Communities build themselves
In the past few weeks I've spent a lot of time.... a lot of time ....in the virtual world known as Second Life. It is strange, lovely and addictive. And I'll have to make an effort not to get consumed by the place.
I heard about this online world months ago, but it didn't catch my interest then. I knew it was some sort of online gaming environment where people created "avatars" that "lived" in the virtual world. And it just seemed silly to me.
Then I read about Anshe Chung, a woman who was amassing real-world riches for her work in the virtual world (a second article that mentions her can be found here.) I'm an entrepreneur, and I'm always looking for opportunities. And I found myself wondering if there was a business opportunity for me in the virtual world. I wanted to know if a newspaper or magazine existed in Second Life, or if I should launch one.
So I logged on for a free trial.
As it turns out, there is a newspaper in Second Life. And it's a pretty good paper -- full of actual news, albeit about a fictional world.
But far more interesting to me was that the world itself -- this pretend community where people can fly, this imaginary place where people talk through written messages -- was so much fun. And after a half-dozen visits, I felt somehow that I belonged in this community of possibility and conversation.
I've been thinking a lot about community of late...and how B2B media companies can foster it. Community is, in a very real sense, the goal of publishing. Or at least it should be. We create content, share it with others, and together we consider that content's meaning. To an old-media guy, community is the trade show that his B2B magazine sponsors. To a new-media guy, it's the feedback function on his blog. But put those differences aside and note the similarity -- both of those guys are in the business of fostering connections.
And that's a tough business to be in.
On a fairly regular basis, B2B media executives ask me how they can build community.
What I tell them is that doing so is nearly impossible. What I tell them is that communities build themselves.
And I tell them to read Giant Robot.
Giant Robot is the most interesting -- and most unusual -- magazine in my mailbox every month. It's a consumer magazine about "Asian Pop Culture and Beyond." But it doesn't look, feel or read like any other magazine I know.
The young guys who started GR sensed there was a group of people that needed a place to be. In other words, they believed a community would exist as soon as it had a "place" to gather.
And the founders of the magazine were right. There was a community of young, hip people, most of them Asian and Asian American, who related to the wider culture in a way specific to them. It wasn't that this group of people had shared interests. That's commonplace. Lots of people share interests with lots of other people. What was important was that this particular group had a shared sensibility. People don't join a community in order to belong. They join because they belong.
When communities have blossomed in the B2B world, they have followed a similar pattern. The community exists -- united by emotions more than by interests --but has no central location at which to interact. Then a B2B publication creates a "space" in which conversation can occur. Web sites seem to work best for this. Trade shows are still good at this too. Print magazines seem to be very poor choices (one of the many miracles of GR is that a community made up almost entirely of kids from the Internet generation formed around a print magazine. The key to that success seems to be that the community is also linked through GR's retail outlets and the products of the magazine's advertisers. When I walk around in lower Manhattan, I can spot a Giant Robot reader. They wear their sensibility -- a hip, anime-flavored, pan-Asian and all-American, anti-Orientalism sensibility -- on their shirt sleeves. )
I've come to believe that community is most likely to occur in B2B media that serve industries where strongly held emotions are the norm. People who work in such industries do more than share interests, they share a belief system. And when people work at something that is more than a job, then they tend to think of the B2B publication they read as something more than a magazine.
Thus it's not in the least bit surprising that a vibrant online community has grown around Cygnus' Firehouse.com.
Community also seems more likely to form among people trying to enter an industry than among those already working in it. Job seekers are united by a single common sensibility -- the belief that they are in the wrong place in life.
Thus I'm not surprised that MediaBistro attracts dozens of people nearly every weeknight to its classes, seminars and social gatherings. Whereas I can't imagine that Folio or Editor and Publisher would have similar luck attracting working journalists.
So is there anything a B2B journalist can do to help foster community?
Yes.
The great lesson of the blogging phenomenon is that there is someone who feels passionately about any subject you can think of. And if that person starts a blog, there are always a few people who feel strongly enough to post comments.
Any B2B journalist can tap into that power. You don't need to start a blog, but you do need to become more bloglike. If you allow readers to speak to you and each other, then you have created a place where community might arise. If you let people speak, you may find that they will listen. And together you may find the sense of emotional connection that is the basis of community.
And let me be clear, I'm not suggesting that anyone start another talk-among-yourselves service on their Web site. I don't think a discussion group, live chat or online forum is the best way to connect your readers.
Rather, what I am urging is that you allow your readers to talk to you and each other in public about your work. I'm talking about feedback functions. I'm suggesting that allowing comments on your stories will do more to foster community than any other thing you can do.
Feedback functions are the single best way to find out if there are any readers who share your sensibility -- the strongly held emotional belief that your product is important.
tags: journalism, b2b, media, trade press, magazines, newsletters, conversational media, entrepreneurial journalism, standalone journalism
I heard about this online world months ago, but it didn't catch my interest then. I knew it was some sort of online gaming environment where people created "avatars" that "lived" in the virtual world. And it just seemed silly to me.
Then I read about Anshe Chung, a woman who was amassing real-world riches for her work in the virtual world (a second article that mentions her can be found here.) I'm an entrepreneur, and I'm always looking for opportunities. And I found myself wondering if there was a business opportunity for me in the virtual world. I wanted to know if a newspaper or magazine existed in Second Life, or if I should launch one.
So I logged on for a free trial.
As it turns out, there is a newspaper in Second Life. And it's a pretty good paper -- full of actual news, albeit about a fictional world.
But far more interesting to me was that the world itself -- this pretend community where people can fly, this imaginary place where people talk through written messages -- was so much fun. And after a half-dozen visits, I felt somehow that I belonged in this community of possibility and conversation.
I've been thinking a lot about community of late...and how B2B media companies can foster it. Community is, in a very real sense, the goal of publishing. Or at least it should be. We create content, share it with others, and together we consider that content's meaning. To an old-media guy, community is the trade show that his B2B magazine sponsors. To a new-media guy, it's the feedback function on his blog. But put those differences aside and note the similarity -- both of those guys are in the business of fostering connections.
And that's a tough business to be in.
On a fairly regular basis, B2B media executives ask me how they can build community.
What I tell them is that doing so is nearly impossible. What I tell them is that communities build themselves.
And I tell them to read Giant Robot.
Giant Robot is the most interesting -- and most unusual -- magazine in my mailbox every month. It's a consumer magazine about "Asian Pop Culture and Beyond." But it doesn't look, feel or read like any other magazine I know.
The young guys who started GR sensed there was a group of people that needed a place to be. In other words, they believed a community would exist as soon as it had a "place" to gather.
And the founders of the magazine were right. There was a community of young, hip people, most of them Asian and Asian American, who related to the wider culture in a way specific to them. It wasn't that this group of people had shared interests. That's commonplace. Lots of people share interests with lots of other people. What was important was that this particular group had a shared sensibility. People don't join a community in order to belong. They join because they belong.
When communities have blossomed in the B2B world, they have followed a similar pattern. The community exists -- united by emotions more than by interests --but has no central location at which to interact. Then a B2B publication creates a "space" in which conversation can occur. Web sites seem to work best for this. Trade shows are still good at this too. Print magazines seem to be very poor choices (one of the many miracles of GR is that a community made up almost entirely of kids from the Internet generation formed around a print magazine. The key to that success seems to be that the community is also linked through GR's retail outlets and the products of the magazine's advertisers. When I walk around in lower Manhattan, I can spot a Giant Robot reader. They wear their sensibility -- a hip, anime-flavored, pan-Asian and all-American, anti-Orientalism sensibility -- on their shirt sleeves. )
I've come to believe that community is most likely to occur in B2B media that serve industries where strongly held emotions are the norm. People who work in such industries do more than share interests, they share a belief system. And when people work at something that is more than a job, then they tend to think of the B2B publication they read as something more than a magazine.
Thus it's not in the least bit surprising that a vibrant online community has grown around Cygnus' Firehouse.com.
Community also seems more likely to form among people trying to enter an industry than among those already working in it. Job seekers are united by a single common sensibility -- the belief that they are in the wrong place in life.
Thus I'm not surprised that MediaBistro attracts dozens of people nearly every weeknight to its classes, seminars and social gatherings. Whereas I can't imagine that Folio or Editor and Publisher would have similar luck attracting working journalists.
So is there anything a B2B journalist can do to help foster community?
Yes.
The great lesson of the blogging phenomenon is that there is someone who feels passionately about any subject you can think of. And if that person starts a blog, there are always a few people who feel strongly enough to post comments.
Any B2B journalist can tap into that power. You don't need to start a blog, but you do need to become more bloglike. If you allow readers to speak to you and each other, then you have created a place where community might arise. If you let people speak, you may find that they will listen. And together you may find the sense of emotional connection that is the basis of community.
And let me be clear, I'm not suggesting that anyone start another talk-among-yourselves service on their Web site. I don't think a discussion group, live chat or online forum is the best way to connect your readers.
Rather, what I am urging is that you allow your readers to talk to you and each other in public about your work. I'm talking about feedback functions. I'm suggesting that allowing comments on your stories will do more to foster community than any other thing you can do.
Feedback functions are the single best way to find out if there are any readers who share your sensibility -- the strongly held emotional belief that your product is important.
tags: journalism, b2b, media, trade press, magazines, newsletters, conversational media, entrepreneurial journalism, standalone journalism
Thursday, October 13, 2005
Go East, young man
If I were young again and just starting out in journalism, I'd learn an Asian language. Heck, I'm not young anymore, and I've been in this business for a long time, but I recently decided to learn some Vietnamese. (PERSONAL DISCLOSURE: The love of my life was born in Vietnam, and although she's been a Brooklyn girl since she was a baby, she still speaks Vietnamese with her family. So my decision to learn that language has more to do with my heart than with my career.)
But regardless of who you love, you could do a lot worse than to learn a new language from the developing world -- for that's where the opportunity is in B2B journalism.
Check out the latest news from Reed Business, which is launching a new publication about the pharmaceutical industry in Asia.
Reed has made similar moves before, and it isn't the only publisher to sense that there is growth in the East. Look at what I've written about before here and here.
If you want to hear more about international opportunities in the trade press, try to attend this upcoming session at ASBPE's New England chapter. And follow developments at the blogs of my friends Paul and Hugo.
tags: journalism, b2b, media, trade press, magazines, advertising
But regardless of who you love, you could do a lot worse than to learn a new language from the developing world -- for that's where the opportunity is in B2B journalism.
Check out the latest news from Reed Business, which is launching a new publication about the pharmaceutical industry in Asia.
Reed has made similar moves before, and it isn't the only publisher to sense that there is growth in the East. Look at what I've written about before here and here.
If you want to hear more about international opportunities in the trade press, try to attend this upcoming session at ASBPE's New England chapter. And follow developments at the blogs of my friends Paul and Hugo.
tags: journalism, b2b, media, trade press, magazines, advertising
Tuesday, October 11, 2005
Brace for change; protect yourself by changing
I've been laid off a few times in my career. It's an unpleasant feeling.
At its core, a layoff tells you two things.
First, your bosses have screwed up. What was once a successful business (or at least an optimistic business plan) has turned sour. Profit has turned to loss. Opportunities have been missed. Investments have been squandered. And the people at the top are the ones who are responsible.
But second, and far more important, getting laid off means that you have screwed up too.
If your boss was a fool, you should have seen it a long time ago and began looking for another job. If the company was being mismanaged into the ground, you should have quit and gone with a smarter bunch of people.
Or, as I see time and time again, if the industry itself was changing, than you needed to change even faster.
The Los Angeles Times has a piece today about the growing number of layoffs in the newspaper industry. And I read it with what I found to be a surprising lack of sympathy. The article is filled with phrases such as "collective funk," "dispirited" and "falling morale." But the article doesn't even mention what has caused the "problems" in the print industry -- a remarkable and fascinating shift in which new forms of storytelling have emerged and where the audience has become part of the news-gathering process. The news business has become a conversation -- and that may be the most exciting thing that has ever happened to us. But the L.A. Times piece has nothing to contribute to this conversation other than whining and self pity.
If you want to work in editorial, then you're going to have to accept that change is here. Learn to be one of those journalists that your publisher needs to help navigate the new world. If you haven't mastered multimedia skills, do so. If you're not participating in the conversation about conversational media, do so.
If you're not interested in changing, then get ready for that pink slip.
tags: journalism, b2b, media, trade press, magazines, newsletters, conversational media
At its core, a layoff tells you two things.
First, your bosses have screwed up. What was once a successful business (or at least an optimistic business plan) has turned sour. Profit has turned to loss. Opportunities have been missed. Investments have been squandered. And the people at the top are the ones who are responsible.
But second, and far more important, getting laid off means that you have screwed up too.
If your boss was a fool, you should have seen it a long time ago and began looking for another job. If the company was being mismanaged into the ground, you should have quit and gone with a smarter bunch of people.
Or, as I see time and time again, if the industry itself was changing, than you needed to change even faster.
The Los Angeles Times has a piece today about the growing number of layoffs in the newspaper industry. And I read it with what I found to be a surprising lack of sympathy. The article is filled with phrases such as "collective funk," "dispirited" and "falling morale." But the article doesn't even mention what has caused the "problems" in the print industry -- a remarkable and fascinating shift in which new forms of storytelling have emerged and where the audience has become part of the news-gathering process. The news business has become a conversation -- and that may be the most exciting thing that has ever happened to us. But the L.A. Times piece has nothing to contribute to this conversation other than whining and self pity.
If you want to work in editorial, then you're going to have to accept that change is here. Learn to be one of those journalists that your publisher needs to help navigate the new world. If you haven't mastered multimedia skills, do so. If you're not participating in the conversation about conversational media, do so.
If you're not interested in changing, then get ready for that pink slip.
tags: journalism, b2b, media, trade press, magazines, newsletters, conversational media
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