I'm hearing word that there have been a number of layoffs today at IDG.
I don't have an exact number. Nor do I have any official confirmation from the company.
But what I'm hearing is that number of folks being cut is substantial.
And I'm hearing that many of the folks being let go are multimedia journalists, not just old-time print folks.
Even more disconcerting is that some of the bigger names in B2B journalism are said to be among those let go. Although I have not confirmed this yet, I'm told that one of discharged journalists is Don Tennant, a winner of the Timothy White award for editorial integrity.
Although I remain convinced that the worst is over in B2B, there can be no doubt that it will be a long time before things have stabilized.
(Update: Folio confirms the layoffs, saying 8 percent of IDG staff was let go.)
Friday, May 01, 2009
Wednesday, April 29, 2009
The Nanny Diary
I've been running an ad in recent weeks for a live-in nanny for my toddler. It's a part-time gig in exchange for room, board and a small stipend. And it seemed to me it was a nice job for someone enrolled in college.
I've posted the ad in a number of places ... particularly on college campuses near our home in lower Manhattan.
As the resumes have come in, I've been saddened to see that the most common applicant is someone who is about to graduate with a media degree of one kind of another.
I've been saddened. But I have not been surprised.
Long time coming
A year ago this month I wrote what is the most-read post in the history of this blog -- a lengthy piece in which I said that "much of B2B publishing -- weighed down by the twin albatrosses of junk bonds and rising print costs -- has sunk into a death spiral."
In that piece I told the "editors, salespeople and designers of B2B" it was well past the time for them to "walk away from print."
Since writing that piece, I've found myself listening time and time and time again to B2B executives complain that I've overstated the problems in the industry and/or that by writing about how bad things are, I'm actually making things worse.
So look: I think it's beyond silly to suggest that reporting the news actually causes the news. And it would be beyond presumptuous of me to suggest this blog has sufficient influence to make things worse (or better.)
But regardless, I think we can probably all agree at this point that I did not overstate the case -- things were, as I wrote at that time, "awful and getting worse."
Does anyone doubt still doubt this? Is it not clear that B2B has sunk into nearly as much trouble as the newspaper industry?
If so, please consider the news of just the past few hours:
Penton is going to a four-day workweek and cutting pay.
BNP is cutting salaries by 25 percent.
McGraw-Hill's media unit said its revenue and profit have plunged.
Hate to say I told you so, but ...
Another of the most-read posts in the history of this blog was published on Dec. 11, 2007. In it I wrote that I had a sense that "something is about to go wrong" and that 2008 would be "an awful year for B2B publishing."
I said then that "everywhere I go I meet people with revenue targets that seem delusional." And I said that the "lust of investors, the demands for growth, the need to justify ourselves to the people who control the purse strings are pushing us into a new era of preposterousness."
Nearly a year to the day after that, I published what is now the second-most-read post in the history of this blog: a lengthy piece in which I argued that "the B2B industry as we know it is about to collapse."
In that piece, I wrote that not only had most traditional publishers dug themselves into a hole from which it was unlikely they could emerge, but that the new Web-only publishers were also proving to be a major disappointment. Those "Web-native companies are finding themselves unable to assume the core journalistic functions needed by the B2B world," I said. And I repeated a concern I first wrote about two years ago this month that as the Web was growing more competitive, the Web-only publishers were demonstrating "the exact same attitudes, beliefs, work rules, chains of command and silos that I saw in the print-only companies that failed to respond to the Web."
And so, as Web-advertising revenue shrinks, I'm no more surprised to learn, as I did today, that T3i has shut down editorial operations at TelecomWeb, than I am to see that the Baltimore Sun is laying off editors. (Note: T3i's consulting and research units will continue to operate, according to a senior executive at the company.)
Just as I am not surprised that graduating seniors, just days away from receiving their journalism degrees, would be applying by the dozens for a nanny job.
Reasons to be cheerful
Today I'm making another prediction. And many readers of this blog may be surprised by this one:
In B2B, the worst is over. From today forward, the industry begins to recover.
(Please don't misunderstand. I'm not predicting that debt-laden B2B publishers like Penton will survive. I wouldn't say than any more than I would predict that debt-laden radio companies like Clear Channel can survive or that debt-laden newspaper companies like Tribune can survive.
Nope. Those companies are doomed. They'll cut costs as much as possible. They'll sell brands when possible. But their primary purpose now is to come as close as possible to making the investors and the creditors whole. For companies that borrowed heavily, we've reached the end game.)
Let me tell a little story:
On a single day last week I ran into three different journalists I know. Each had been laid off in recent months. And each was sort of killing time in Manhattan. I ran into one outside a diner where I had breakfast. I met another coming out of the place I had lunch. And I met the third on a subway platform.
Normally, seeing three unemployed journalists on a single day would be sort of depressing.
But on that same day I also met with a guy who is launching a new company (and needed some recommendations for journalists he could hire on a contract basis), had a phone conversation with another guy who has launched an agency aimed at increasing online ad revenue, and I deposited a check from a consulting gig I'd finished the week before in which I helped launch a data-driven news product.
And so, for the first time in a long time, there was a balance between the good and the bad news that I experience first hand.
Since then, I've seen a continuing -- albeit a very small -- shift in which good news outweighs the bad.
I'm still getting emails from recently laid off journalists. But I'm also hearing from slightly more folks who are finding contract work to pay the bills.
I still hear a panic in some voices. But I hear confidence in others.
The good news is coming from the places where I expected it would.
In that same post late last year when I said the B2B industry as we know it is about to collapse, I also said B2B would soon be dominated by five types of companies, "all of which exist today, but as much smaller players in the industry."
If you're out of work or worried that you soon will be, I'd urge you to look to those five areas for your future:
Perhaps I'm being overly optimistic.
Certainly I'm aware that the state of my business and my life are not particularly reliable indicators of the economy or the B2B industry. I've been blessed. I know that. And I am grateful to God, my family and my clients for the support they have offered me. Even as the media industry and the economy have suffered, I have prospered (although my close friends know there were a few very difficult months last year.)
I am aware, in other words, that a guy who is looking to hire a nanny may not be representative of people in the media industry in 2009.
So make of my prediction what you will.
But I believe the worst is over.
I believe the B2B publishing industry as we have known it has already collapsed. It's not coming back. But new B2B publishing models are emerging quickly (and new B2C models will follow soon.)
And, as a result, I believe that should I be looking to hire a nanny again next year, the application pile won't be filled with resumes from student journalists.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media, journalism education, content marketing, brand journalism
I've posted the ad in a number of places ... particularly on college campuses near our home in lower Manhattan.
As the resumes have come in, I've been saddened to see that the most common applicant is someone who is about to graduate with a media degree of one kind of another.
I've been saddened. But I have not been surprised.
Long time coming
A year ago this month I wrote what is the most-read post in the history of this blog -- a lengthy piece in which I said that "much of B2B publishing -- weighed down by the twin albatrosses of junk bonds and rising print costs -- has sunk into a death spiral."
In that piece I told the "editors, salespeople and designers of B2B" it was well past the time for them to "walk away from print."
Since writing that piece, I've found myself listening time and time and time again to B2B executives complain that I've overstated the problems in the industry and/or that by writing about how bad things are, I'm actually making things worse.
So look: I think it's beyond silly to suggest that reporting the news actually causes the news. And it would be beyond presumptuous of me to suggest this blog has sufficient influence to make things worse (or better.)
But regardless, I think we can probably all agree at this point that I did not overstate the case -- things were, as I wrote at that time, "awful and getting worse."
Does anyone doubt still doubt this? Is it not clear that B2B has sunk into nearly as much trouble as the newspaper industry?
If so, please consider the news of just the past few hours:
Penton is going to a four-day workweek and cutting pay.
BNP is cutting salaries by 25 percent.
McGraw-Hill's media unit said its revenue and profit have plunged.
Hate to say I told you so, but ...
Another of the most-read posts in the history of this blog was published on Dec. 11, 2007. In it I wrote that I had a sense that "something is about to go wrong" and that 2008 would be "an awful year for B2B publishing."
I said then that "everywhere I go I meet people with revenue targets that seem delusional." And I said that the "lust of investors, the demands for growth, the need to justify ourselves to the people who control the purse strings are pushing us into a new era of preposterousness."
Nearly a year to the day after that, I published what is now the second-most-read post in the history of this blog: a lengthy piece in which I argued that "the B2B industry as we know it is about to collapse."
In that piece, I wrote that not only had most traditional publishers dug themselves into a hole from which it was unlikely they could emerge, but that the new Web-only publishers were also proving to be a major disappointment. Those "Web-native companies are finding themselves unable to assume the core journalistic functions needed by the B2B world," I said. And I repeated a concern I first wrote about two years ago this month that as the Web was growing more competitive, the Web-only publishers were demonstrating "the exact same attitudes, beliefs, work rules, chains of command and silos that I saw in the print-only companies that failed to respond to the Web."
And so, as Web-advertising revenue shrinks, I'm no more surprised to learn, as I did today, that T3i has shut down editorial operations at TelecomWeb, than I am to see that the Baltimore Sun is laying off editors. (Note: T3i's consulting and research units will continue to operate, according to a senior executive at the company.)
Just as I am not surprised that graduating seniors, just days away from receiving their journalism degrees, would be applying by the dozens for a nanny job.
Reasons to be cheerful
Today I'm making another prediction. And many readers of this blog may be surprised by this one:
In B2B, the worst is over. From today forward, the industry begins to recover.
(Please don't misunderstand. I'm not predicting that debt-laden B2B publishers like Penton will survive. I wouldn't say than any more than I would predict that debt-laden radio companies like Clear Channel can survive or that debt-laden newspaper companies like Tribune can survive.
Nope. Those companies are doomed. They'll cut costs as much as possible. They'll sell brands when possible. But their primary purpose now is to come as close as possible to making the investors and the creditors whole. For companies that borrowed heavily, we've reached the end game.)
Let me tell a little story:
On a single day last week I ran into three different journalists I know. Each had been laid off in recent months. And each was sort of killing time in Manhattan. I ran into one outside a diner where I had breakfast. I met another coming out of the place I had lunch. And I met the third on a subway platform.
Normally, seeing three unemployed journalists on a single day would be sort of depressing.
But on that same day I also met with a guy who is launching a new company (and needed some recommendations for journalists he could hire on a contract basis), had a phone conversation with another guy who has launched an agency aimed at increasing online ad revenue, and I deposited a check from a consulting gig I'd finished the week before in which I helped launch a data-driven news product.
And so, for the first time in a long time, there was a balance between the good and the bad news that I experience first hand.
Since then, I've seen a continuing -- albeit a very small -- shift in which good news outweighs the bad.
I'm still getting emails from recently laid off journalists. But I'm also hearing from slightly more folks who are finding contract work to pay the bills.
I still hear a panic in some voices. But I hear confidence in others.
The good news is coming from the places where I expected it would.
In that same post late last year when I said the B2B industry as we know it is about to collapse, I also said B2B would soon be dominated by five types of companies, "all of which exist today, but as much smaller players in the industry."
If you're out of work or worried that you soon will be, I'd urge you to look to those five areas for your future:
- Content marketing
- Data and tech companies
- Small, privately held, debt-free publishers
- Price benchmark publishers
- Entrepreneur networks
Perhaps I'm being overly optimistic.
Certainly I'm aware that the state of my business and my life are not particularly reliable indicators of the economy or the B2B industry. I've been blessed. I know that. And I am grateful to God, my family and my clients for the support they have offered me. Even as the media industry and the economy have suffered, I have prospered (although my close friends know there were a few very difficult months last year.)
I am aware, in other words, that a guy who is looking to hire a nanny may not be representative of people in the media industry in 2009.
So make of my prediction what you will.
But I believe the worst is over.
I believe the B2B publishing industry as we have known it has already collapsed. It's not coming back. But new B2B publishing models are emerging quickly (and new B2C models will follow soon.)
And, as a result, I believe that should I be looking to hire a nanny again next year, the application pile won't be filled with resumes from student journalists.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media, journalism education, content marketing, brand journalism
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
Monday, March 30, 2009
Journalism by any other word would smell as sweet
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
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
Thursday, March 19, 2009
Awards for the dead
Congratulations to the folks at "Heavy Duty Trucking" for winning the Grand Neal Award from American Business Media.
HDT, a monthly magazine owned by Newport Communications Group, picked up the prize for a special report called "Fuel Crisis Survival."
It's a pretty good piece of reporting and writing. And the people involved should be proud of their work.
But seriously, wouldn't it make more sense in 2009 to give the top editorial award in B2B to something that at least had a Web component?
You can read "Fuel Crisis Survival" on the HDT site ... but it's hardly a top-notch Web experience. This is shovelware, pure and simple. Take a look. See if you can spot anything that indicates anyone at the company has even looked at this thing online.
There was one other bit of news from this year's Neal ceremony that I found a little disconcerting.
Crain's FinancialWeek and FinancialWeek.com picked up a number of awards -- including Best Web Site.
And as close followers of the B2B world know, the FinancialWeek brand is no more. The print product shut down in December. The website closed earlier this month.
HDT, a monthly magazine owned by Newport Communications Group, picked up the prize for a special report called "Fuel Crisis Survival."
It's a pretty good piece of reporting and writing. And the people involved should be proud of their work.
But seriously, wouldn't it make more sense in 2009 to give the top editorial award in B2B to something that at least had a Web component?
You can read "Fuel Crisis Survival" on the HDT site ... but it's hardly a top-notch Web experience. This is shovelware, pure and simple. Take a look. See if you can spot anything that indicates anyone at the company has even looked at this thing online.
There was one other bit of news from this year's Neal ceremony that I found a little disconcerting.
Crain's FinancialWeek and FinancialWeek.com picked up a number of awards -- including Best Web Site.
And as close followers of the B2B world know, the FinancialWeek brand is no more. The print product shut down in December. The website closed earlier this month.
Tuesday, March 17, 2009
Layoffs and shortcomings
The layoffs are coming so frequently in B2B media these days that the announcements have become little more than background noise. It's getting harder to remember who has lost their jobs, which publications have folded, what companies have had their debt downgraded, etc.
But sometimes a piece of the bad news catches my attention and I feel obliged to say something.
So it is today as I hear that Crain is laying off 150 of its staffers.
I'm terribly sorry to hear this. I offer my sympathy to the folks who have lost their jobs. I've been laid off in the past. And it's a painful experience.
But there's also a part of me that is somewhat less than sympathetic.
Here's why:
Way, way back in the days before the Web, Crain was my idea of just how good a B2B publisher could be. I was a fan of the company and many of its brands. I thought of Crain as a guide to what all of us in B2B were supposed to do.
But since the arrival of the Web, Crain has become a company I tend to use as an example of what not to do.
And it was nearly two and a half years ago, as I wrote a piece criticizing the company, that I decided Crain would never "get" the Web.
I have no doubt that the folks who have made bad decisions at Crain in recent years will survive the layoffs. That, as unfair as it may be, seems to be the way the world works. Many of the newly jobless are likely innocent of any sin against journalism or the Web. A quick read of the comments in that post I linked to above shows that at least one journalist at the company was struggling even then with the limits placed upon her. And I assure you, I've met several other Crain journalists who have voiced similar thoughts.
I would like to think that things can change at Crain. I'd like to think that somehow the difficulties of the economy and the shock of the layoffs will prompt the survivors to take more risks and practice a more serious form of Web-based journalism. There are reasons to be hopeful -- the Web sites at Crain have in fact improved -- albeit slightly -- since November of 2006.
But tonight I don't see the one thing that would convince me the company is still serious about journalism.
That's because as I write this piece tonight, I can't find a story about the Crain layoffs at either of the Crain sites dedicated to covering this industry: Media Business and B2B Magazine.
UPDATE (3/19) As a comment to this post points out, Crain did eventually publish an article about the layoffs. It appeared on Wednesday. March 18, at 1:25 in the afternoon EDT -- nearly 24 hours after the layoffs were announced.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media
But sometimes a piece of the bad news catches my attention and I feel obliged to say something.
So it is today as I hear that Crain is laying off 150 of its staffers.
I'm terribly sorry to hear this. I offer my sympathy to the folks who have lost their jobs. I've been laid off in the past. And it's a painful experience.
But there's also a part of me that is somewhat less than sympathetic.
Here's why:
Way, way back in the days before the Web, Crain was my idea of just how good a B2B publisher could be. I was a fan of the company and many of its brands. I thought of Crain as a guide to what all of us in B2B were supposed to do.
But since the arrival of the Web, Crain has become a company I tend to use as an example of what not to do.
And it was nearly two and a half years ago, as I wrote a piece criticizing the company, that I decided Crain would never "get" the Web.
I have no doubt that the folks who have made bad decisions at Crain in recent years will survive the layoffs. That, as unfair as it may be, seems to be the way the world works. Many of the newly jobless are likely innocent of any sin against journalism or the Web. A quick read of the comments in that post I linked to above shows that at least one journalist at the company was struggling even then with the limits placed upon her. And I assure you, I've met several other Crain journalists who have voiced similar thoughts.
I would like to think that things can change at Crain. I'd like to think that somehow the difficulties of the economy and the shock of the layoffs will prompt the survivors to take more risks and practice a more serious form of Web-based journalism. There are reasons to be hopeful -- the Web sites at Crain have in fact improved -- albeit slightly -- since November of 2006.
But tonight I don't see the one thing that would convince me the company is still serious about journalism.
That's because as I write this piece tonight, I can't find a story about the Crain layoffs at either of the Crain sites dedicated to covering this industry: Media Business and B2B Magazine.
UPDATE (3/19) As a comment to this post points out, Crain did eventually publish an article about the layoffs. It appeared on Wednesday. March 18, at 1:25 in the afternoon EDT -- nearly 24 hours after the layoffs were announced.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media
Tuesday, February 24, 2009
What would you do?
Could you handle a 13% pay cut?
Could you pay your bills? Support the folks who depend upon you?
American Business Media's Business Information Network released figures today showing that B2B publishers saw their advertising revenue fall 13.1 percent in the fourth quarter, essentially giving B2B magazines a 13 percent "pay" cut.
Certainly those publishers with subscription, data or exhibition revenue didn't see such a dramatic decline. But for the sake of argument, let's just use that 13 percent figure as a benchmark.
So what would you do if your pay was cut 13 percent?
Do you have debt? Would you try to renegotiate? Default?Most B2B publishers have quite a bit of debt. And they're finding their bankers are less than patient these days.
Do you have anything to sell? A second car that you don't really need? Perhaps an investment? Some old LPs? Many B2B publishers are finding that the market doesn't assign much value to what they own. Buyers are hard to find and financing for purchases is hard to come by.
Are there things you love to do, but you know you can do without them? Would you still go to the movies and the ballgame? Would you keep that membership to your local chapter of the International Order of Friendly Sons of the Raccoons? Publishers are cutting back on memberships, meetings and business "fun."
Do you have anyone working for you? A housekeeper? Babysitter? Someone who trims the grass? Would you keep them on? Would you let them go? B2B publishers know that their biggest expense is labor. So they're cutting staff. And they're hoping that, in the end, they will have cut the "right" people and saved the ones they truly need.
Would you hope that your pay would rise soon? Would you borrow in anticipation of that future pay hike? B2B publishers, like much of America, have found that the banks and the credit markets aren't as friendly as they once were.
So what would you do?
What would you do if it were your paycheck? Or your company?
tags: journalism, b2b, media, trade press, magazines, newsletters, business media
Could you pay your bills? Support the folks who depend upon you?
American Business Media's Business Information Network released figures today showing that B2B publishers saw their advertising revenue fall 13.1 percent in the fourth quarter, essentially giving B2B magazines a 13 percent "pay" cut.
Certainly those publishers with subscription, data or exhibition revenue didn't see such a dramatic decline. But for the sake of argument, let's just use that 13 percent figure as a benchmark.
So what would you do if your pay was cut 13 percent?
Do you have debt? Would you try to renegotiate? Default?Most B2B publishers have quite a bit of debt. And they're finding their bankers are less than patient these days.
Do you have anything to sell? A second car that you don't really need? Perhaps an investment? Some old LPs? Many B2B publishers are finding that the market doesn't assign much value to what they own. Buyers are hard to find and financing for purchases is hard to come by.
Are there things you love to do, but you know you can do without them? Would you still go to the movies and the ballgame? Would you keep that membership to your local chapter of the International Order of Friendly Sons of the Raccoons? Publishers are cutting back on memberships, meetings and business "fun."
Do you have anyone working for you? A housekeeper? Babysitter? Someone who trims the grass? Would you keep them on? Would you let them go? B2B publishers know that their biggest expense is labor. So they're cutting staff. And they're hoping that, in the end, they will have cut the "right" people and saved the ones they truly need.
Would you hope that your pay would rise soon? Would you borrow in anticipation of that future pay hike? B2B publishers, like much of America, have found that the banks and the credit markets aren't as friendly as they once were.
So what would you do?
What would you do if it were your paycheck? Or your company?
tags: journalism, b2b, media, trade press, magazines, newsletters, business media
Monday, February 23, 2009
Penton confirms layoffs
Just a quick update to yesterday's post about Penton ... the company has confirmed to Folio magazine that it has laid off people at three of its magazines.
A spokesperson for Penton declined to say how many people lost their jobs.
You can read the details here.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media
A spokesperson for Penton declined to say how many people lost their jobs.
You can read the details here.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media
Sunday, February 22, 2009
Quiet please! People being laid off
An anonymous reader of this blog added a comment to a recent post last night that said there had been layoffs at Penton. I started to respond via comment, but opted instead to write a new post.
Anonymous,
I don't know if more layoffs are planned at Penton ... but I would be surprised to find otherwise.
There have apparently been a number of layoffs at Penton in recent weeks. But I do not have a good sense of the numbers involved. I also know that in at least one location the company is revamping its processes and workflows to make a long overdue shift to a Web-first publishing model.
I'm not involved in these changes at Penton. Penton has been a client of mine in the past. But I'm not working with them at present.
Nonetheless, I understand the need for the changes at Penton and would, in all likelihood, support a plan to cut costs by reducing the size of the workforce. At the same time, it would be disingenuous for me to suggest that I thought the cuts and changes would actually save Penton. I have no faith that a company that has a debt load the size of Penton's and is dependent on a troubled business model for cash flow, can ride out the economic downturn.
In other words, if there were buyers available, I'm sure the company would be sold. But with nary a suitor in site, Penton has little recourse other than to hang on for dear life -- by cutting costs, selling brands on the rare occasion when a buyer surfaces, renegotiating debt payments over and over and over again, all while trying to convert the company into a collection of brands that can survive (or be sold) when the economy turns around.
No announcements
The company, however, has opted not to make formal announcements about the layoffs, etc. I don't think that's the wisest move. You probably don't either. As you know, the morale situation at the company is really quite awful. I get an email, comment or tweet every day now in which someone complains about the situation at Penton.
On the other hand, awful morale is the norm across all of publishing right now. Penton isn't alone in that.
The real problem for Penton is that the lack of transparency about the layoffs and changes is making it impossible for folks to feel committed to implementing change.
The company is losing some of the key people it needs to orchestrate the changes. On Friday I had a very interesting email exchange with someone I think of as among the most talented people at the company. But Friday was her last day. She'd grown disheartened and had taken another job.
I offer my sympathy to everyone at Penton and elsewhere in the media world. These are very difficult times. I understand the anxiety. Many of us have lost jobs. Many more of us will.
But for those of us who are interested, there is a tremendous future for B2B publishing. It won't look like the industry we're familiar with. Many of the companies we work for today won't survive long enough to see that future.
But if B2B journalism is your calling, then I would urge you to hang on.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media
Anonymous,
I don't know if more layoffs are planned at Penton ... but I would be surprised to find otherwise.
There have apparently been a number of layoffs at Penton in recent weeks. But I do not have a good sense of the numbers involved. I also know that in at least one location the company is revamping its processes and workflows to make a long overdue shift to a Web-first publishing model.
I'm not involved in these changes at Penton. Penton has been a client of mine in the past. But I'm not working with them at present.
Nonetheless, I understand the need for the changes at Penton and would, in all likelihood, support a plan to cut costs by reducing the size of the workforce. At the same time, it would be disingenuous for me to suggest that I thought the cuts and changes would actually save Penton. I have no faith that a company that has a debt load the size of Penton's and is dependent on a troubled business model for cash flow, can ride out the economic downturn.
In other words, if there were buyers available, I'm sure the company would be sold. But with nary a suitor in site, Penton has little recourse other than to hang on for dear life -- by cutting costs, selling brands on the rare occasion when a buyer surfaces, renegotiating debt payments over and over and over again, all while trying to convert the company into a collection of brands that can survive (or be sold) when the economy turns around.
No announcements
The company, however, has opted not to make formal announcements about the layoffs, etc. I don't think that's the wisest move. You probably don't either. As you know, the morale situation at the company is really quite awful. I get an email, comment or tweet every day now in which someone complains about the situation at Penton.
On the other hand, awful morale is the norm across all of publishing right now. Penton isn't alone in that.
The real problem for Penton is that the lack of transparency about the layoffs and changes is making it impossible for folks to feel committed to implementing change.
The company is losing some of the key people it needs to orchestrate the changes. On Friday I had a very interesting email exchange with someone I think of as among the most talented people at the company. But Friday was her last day. She'd grown disheartened and had taken another job.
I offer my sympathy to everyone at Penton and elsewhere in the media world. These are very difficult times. I understand the anxiety. Many of us have lost jobs. Many more of us will.
But for those of us who are interested, there is a tremendous future for B2B publishing. It won't look like the industry we're familiar with. Many of the companies we work for today won't survive long enough to see that future.
But if B2B journalism is your calling, then I would urge you to hang on.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media
Thursday, February 19, 2009
The most meaningful award in B2B
Congratulations to Jim Prevor, the founder and editor-in-chief of Produce Business magazine. Jim is this year's winner of the "Timothy White Award for Editorial Integrity" from American Business Media.
Longtime readers of this blog know I've said the Timothy White contest represents "the most important award in B2B journalism." And in a brief email exchange yesterday, Jim said it is "the award I consider most meaningful in the whole industry."
For more about Jim, check out his blog, PerishablePundit, or read an earlier post of mine in which I share some of Jim's thoughts on ethics.
ABM's announcement of the award can be found near the bottom of this email newsletter.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media, journalism ethics
Longtime readers of this blog know I've said the Timothy White contest represents "the most important award in B2B journalism." And in a brief email exchange yesterday, Jim said it is "the award I consider most meaningful in the whole industry."
For more about Jim, check out his blog, PerishablePundit, or read an earlier post of mine in which I share some of Jim's thoughts on ethics.
ABM's announcement of the award can be found near the bottom of this email newsletter.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media, journalism ethics
Wednesday, January 21, 2009
The best among us
It's not too late...but it's close to too late.
Friday (Jan. 23) is the deadline for nominations for the most important award in B2B publishing: The Timothy White Award for Editorial Integrity.
If you know of someone who demonstrates the sort of ethical behavior in business journalism that can make us all proud, take a few minutes now to nominate them.
Information can be found at the American Business Media site.
For more on the award, check out this post of mine about last year's winner Harry McCracken.
And speaking of awards, you've got just one more week to submit your nominations for the annual Azbee awards from the American Society of Business Publication Editors.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media, journalism ethics, advertising
Friday (Jan. 23) is the deadline for nominations for the most important award in B2B publishing: The Timothy White Award for Editorial Integrity.
If you know of someone who demonstrates the sort of ethical behavior in business journalism that can make us all proud, take a few minutes now to nominate them.
Information can be found at the American Business Media site.
For more on the award, check out this post of mine about last year's winner Harry McCracken.
And speaking of awards, you've got just one more week to submit your nominations for the annual Azbee awards from the American Society of Business Publication Editors.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media, journalism ethics, advertising
Thursday, December 18, 2008
Through a glass darkly
(Correction: An earlier version of this post incorrectly named the magazine that Ziff Davis Media said it would close. The correct name is PC Magazine.)
It's the end of the year, and time for Folio magazine to publish predictions about the industry.
Once again Folio has been kind enough to ask me for my predictions for the coming year. And as anyone who has read this blog in recent weeks could guess, I'm predicting that 2009 will mark the end of an era in B2B media.
Or, as I said a few days ago, "the B2B industry as we know it is about to collapse."
But before you check out what industry folks see for 2009, I think it's kind of instructive to read what we predicted for 2008.
Last year I told Folio that "print advertising will continue to shrink, and I think it’s going to be a tough year for online advertising too." I also predicted a continuation of the "ethical disasters" we'd seen the prior year in B2B. I also said "I don’t expect an increase in hiring" but did expect a rise in deals where freelancers work for a revenue share.
And as much as I wish I had not been right about much of what I predicted, I have to give myself a pretty good grade for that list.
Some of Folio's other prognosticators last year also saw correctly that things were taking a turn for the worse.
In particular, it's worth noting that Larry Grimes said private equity firms would look to sell their holdings, but they'd find few buyers and lower valuations. He also predicted that publishers looking to buy online properties would "find the pickings are very slim." And that "deal flow will be slow until the banks start lending again. "
On the other hand, some of last year's predictions look pretty far off the mark as we look back at 2008.
Reed Phillips predicted that by the end of the year, "valuations for newspapers, specifically, and print media, in general, will start to rebound." There were also two people who predicted a surprising rise in magazine advertising in 2008.
But the most poignantly incorrect prediction came from Lance Ulanoff, editor-in-chief of PC Magazine, who said that after another year of the Web vs. print war we'd see a situation in which "magazines recoup just enough advertising to find new life and live to fight another day." But by November, Ziff Davis Media had announced it was shutting down PC Magazine's print publication.
This year's collection of predictions is different. This year there's something like consensus. Most everyone, it seems, expects a tumultuous and difficult year.
Check out Folio's full list of predictions for 2009 here.
You should also check out coverage of a recent industry conference in which Folio's Tony Silber predicts that the bankruptcies will start any day.
For a look at some of my other predictions of year's past, click here or here.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media
It's the end of the year, and time for Folio magazine to publish predictions about the industry.
Once again Folio has been kind enough to ask me for my predictions for the coming year. And as anyone who has read this blog in recent weeks could guess, I'm predicting that 2009 will mark the end of an era in B2B media.
Or, as I said a few days ago, "the B2B industry as we know it is about to collapse."
But before you check out what industry folks see for 2009, I think it's kind of instructive to read what we predicted for 2008.
Last year I told Folio that "print advertising will continue to shrink, and I think it’s going to be a tough year for online advertising too." I also predicted a continuation of the "ethical disasters" we'd seen the prior year in B2B. I also said "I don’t expect an increase in hiring" but did expect a rise in deals where freelancers work for a revenue share.
And as much as I wish I had not been right about much of what I predicted, I have to give myself a pretty good grade for that list.
Some of Folio's other prognosticators last year also saw correctly that things were taking a turn for the worse.
In particular, it's worth noting that Larry Grimes said private equity firms would look to sell their holdings, but they'd find few buyers and lower valuations. He also predicted that publishers looking to buy online properties would "find the pickings are very slim." And that "deal flow will be slow until the banks start lending again. "
On the other hand, some of last year's predictions look pretty far off the mark as we look back at 2008.
Reed Phillips predicted that by the end of the year, "valuations for newspapers, specifically, and print media, in general, will start to rebound." There were also two people who predicted a surprising rise in magazine advertising in 2008.
But the most poignantly incorrect prediction came from Lance Ulanoff, editor-in-chief of PC Magazine, who said that after another year of the Web vs. print war we'd see a situation in which "magazines recoup just enough advertising to find new life and live to fight another day." But by November, Ziff Davis Media had announced it was shutting down PC Magazine's print publication.
This year's collection of predictions is different. This year there's something like consensus. Most everyone, it seems, expects a tumultuous and difficult year.
Check out Folio's full list of predictions for 2009 here.
You should also check out coverage of a recent industry conference in which Folio's Tony Silber predicts that the bankruptcies will start any day.
For a look at some of my other predictions of year's past, click here or here.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media
Friday, December 12, 2008
Slipping into darkness
Just three days ago I published a post outlining why I thought the "B2B industry as we know it is about to collapse." Included in that post was a reference to predictions by Outsell that the industry would experience further layoffs, a reference by me to the impossibility of selling a B2B company in this market, and an outline of my growing concern that Web-only companies were in as much trouble as print-based companies.
Well, I hate to say I told you so, but here's what I've seen in the few days since that post ...
Crain Communications is shutting one magazine and firing 50 editorial workers.
UBM is reorganizing its New Jersey-based Commonwealth Business Media unit and laying off 350 workers across the globe.
The RBI sale, and perhaps the entire market for big M&A deals in B2B, has fallen apart.
And one of the best-known blogging networks in the world is cutting pay.
In other troubling news, I recently learned that two of the most promising young journalists I know -- both experts in multimedia reporting -- are leaving the business. I understand why they're heading for the exits. I even applaud the move. And I have tremendous faith that these two women will continue to do fantastic work. But I have great concerns when the world of journalism can't find a home for two of its most promising young people. Read about it here and here.
Please don't misread what I'm saying here. I believe in the future of journalism, particularly B2B journalism. But it's become increasingly apparent that before the next era begins, we're going to continue to experience a very difficult present.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media
Well, I hate to say I told you so, but here's what I've seen in the few days since that post ...
Crain Communications is shutting one magazine and firing 50 editorial workers.
UBM is reorganizing its New Jersey-based Commonwealth Business Media unit and laying off 350 workers across the globe.
The RBI sale, and perhaps the entire market for big M&A deals in B2B, has fallen apart.
And one of the best-known blogging networks in the world is cutting pay.
In other troubling news, I recently learned that two of the most promising young journalists I know -- both experts in multimedia reporting -- are leaving the business. I understand why they're heading for the exits. I even applaud the move. And I have tremendous faith that these two women will continue to do fantastic work. But I have great concerns when the world of journalism can't find a home for two of its most promising young people. Read about it here and here.
Please don't misread what I'm saying here. I believe in the future of journalism, particularly B2B journalism. But it's become increasingly apparent that before the next era begins, we're going to continue to experience a very difficult present.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media
Tuesday, December 09, 2008
Doom and gloom and rebirth
Last week I heard about a research report filled with the sort of bad news I've come to expect about B2B media.
As I read about the report, something inside me seemed to give way. I realized it was time for me to say something I have hesitated to say:
The B2B industry as we know it is about to collapse.
Allow me to explain:
In the research, Outsell, a firm that markets itself with the slogan "must-have intelligence and advice for publishers and information providers," predicts B2B publishers may soon slash another 1,250 jobs. That would come on top of the 925 jobs already cut in the second half of 2008, according to Outsell's estimates. (The full report, which is available here for $295, was a few weeks old by the time I came across it, so we can assume that some of those predicted cuts have already been accounted for in the most recent layoffs in the industry.)
Outsell also predicts "additional print ad revenue losses of 4.5% in 2009 and 3.2% in 2010, adding further pressure for reducing print-only staff for the next two years."
More troubling is that Outsell says B2B publishers are having little luck in converting successful print-sales staffers into successful online-sales staffers: "Unfortunately, the success rates of converting print ad salespeople to online ad sales, for example, have been low, with sources directly involved in this citing 25% conversions."
My experiences meeting with B2B journalists in recent years are even less encouraging. I'd put the number of successful "conversions" at around 20%.
It's worse than it appears
Nothing about any of that should be surprising. The seeming inability of most print-based companies to make the transition to the Web is well-documented.
But equally troubling, and far less obvious, is that most Web-only publishers have a similar "conversion" problem.
These Web-native companies are finding themselves unable to assume the core journalistic functions needed by the B2B world. They have mastered content aggregation, commentary and search-engine optimization But only a small percentage of them seem able to move beyond those areas. Original reporting, in-depth analysis, price discovery, data creation, etc. all remain beyond their capabilities.
What the future holds
If you're a regular reader of this blog, you know of my love affair with the world of B2B journalism.
And regular readers also know I've grown quite distressed about the state of the industry.
It was a year ago this month that I said B2B was being pushed into a "a new era of preposterousness" with "revenue targets that seem delusional." I predicted that 2008 would be an"awful"year.
It seems I was correct.
A few months later I said "things were awful and getting worse."
I was right then too.
But even as things have gotten bad and the economy has deteriorated, I've been confident that the future of B2B media was in the right hands.
I'd believed that a new group of journalists -- most of them much younger than I -- was emerging to lead the industry forward. More importantly, I'd been hopeful that a new type of company was emerging -- native to the Web, free of the debt burdens of Wall Street and the cost burdens of print, privately held and without a single angry, that's-not-my-job type of editor anywhere in the enterprise.
But I've come to believe that my faith in these next-generation companies has been misplaced.
As far back as April 2007 I was expressing my concern that "even the newest, Web-based content companies are structured" in such a way that they cannot adjust to disruptive events (new technologies, economic crisis, declines in advertising, etc.) I said then that everywhere I looked, including Web-only start-ups, I was running into the "exact same attitudes, beliefs, work rules, chains of command and silos that I saw in the print-only companies that failed to respond to the Web."
Or, to put it another way, the problem I see at Web-only B2B journalism companies is the same problem I saw at print-based B2B companies in the early days of the Web: a fundamental misunderstanding of one's power in the market. There seems to be something about all of B2B that makes it impossible for people to see what should be obvious -- the formula that brought you success when things were easy will not necessarily work when times are tough.
The other guy is stupid
Here are some of the things I saw at the start of the Web era and their counterparts in today's era.
Both sides of the print vs. Web debate in B2B are wrong. But neither side can see that. And because of this, the B2B journalism world as we know it is about to collapse.
I don't mean that print is going away.
I don't mean the Web is going away.
I don't meant that the print brands that went Web-only are going back to print or vice versa.
I mean this:
1. The B2B publishing industry -- which is now dominated by giant print companies and smaller Web-only companies -- is about to collapse.
2. When the dust settles, B2B journalism will still be here -- but many of the companies that make up the industry will be gone.
3. The dominant business models of both the past and present will fail.
Some of this should be painfully obvious.
Print-based B2B is dominated by companies that are choking on debt. Most of those companies won't make it into 2010. It seems that every company in B2B publishing is for sale, but there are few buyers. There's no credit available for troubled holdings. I expect the bankruptcies to begin any day.
The Web-only companies won't fare much better. Online advertising is in trouble. And I don't see Web companies handling that revenue decline any better than the print companies have handled the fall in print revenue.
The valuations of Web-only companies have fallen, just as the valuations of their print counterparts have. The Wall Street folks I know have grown decidedly uninterested in Web-only publishers ... particularly content aggregators and blog networks. The two most compelling B2B brands of the Web-only world -- FierceMarkets and ContentNext -- were sold earlier this year. But an expected surge in Web deals never materialized. Other Web-only properties are gathering dust on the merger and acquisitions shelf.
Another new era
When the economy recovers we'll see a new landscape in which many of the established players of the print and early Web eras are gone.
B2B journalism will be dominated by the following five types of companies, all of which exist today, but as much smaller players in the industry:
1. Content marketers -- corporations and others with no history in publishing and with no need to monetize content. This has to be the most exciting part of the B2B world today. And I expect much more from it. Content marketers won't just create journalism products, they'll start buying them. Look for sophisticated corporations to purchase established B2B journalism brands and use them as the basis of their content-marketing efforts. (For more on content marketers, see this earlier post.)
2. Data and technology companies -- companies that revolve around a tech tool, database or application. They'll offer journalism products as a value-add to the core product and/or as a brand builder. This is the Bloomberg model. And Bloomberg, which emerged prior to the Web, remains the most successful electronic journalism venture on earth. (For more on Bloomberg, see this earlier post. To follow developments in this field, follow Russell Perkin's work at InfoCommerce.)
3. Small, privately held print publishers -- that handful of traditional B2B players who avoided the lure of Wall Street's leverage. Without the debt burdens of their larger rivals, these smaller companies will be able to acquire troubled brands, hire key people and operate profitably on smaller margins. They may also be able to leap past the Web era and seize market share in some post-Web/mobile/AI/whatever era. It's also likely that they can offer content-creation services to the other types of players.
4. Price-benchmark publishers -- those companies that determine commodity prices in a market. Without these companies, entire industries would need to reconstruct their core pricing and distribution functions. That won't happen. So the benchmark publishers will continue on. (Among the better players in this space is Platts. You can read about the president of that company, who will be honored by ABM next month, here.)
5. Networks for entrepreneurs -- alternatives to publishing companies. We've already seen the rise of ad networks for bloggers that have allowed journalists to strike out on their own with something more than Google text ads to support them. I expect that industry to morph and grow. Eventually I expect to see "matching services" that unite standalone journalists with standalone publishers, as well as a surge in B2B-only, revenue-share publishing networks for entrepreneurial journalists (the biggest of these so far is BNET Industries. Look for more in the next few months.)
That's what I see on the other side of 2009.
What do you see?
tags: journalism, b2b, media, trade press, magazines, newsletters, business media
As I read about the report, something inside me seemed to give way. I realized it was time for me to say something I have hesitated to say:
The B2B industry as we know it is about to collapse.
Allow me to explain:
In the research, Outsell, a firm that markets itself with the slogan "must-have intelligence and advice for publishers and information providers," predicts B2B publishers may soon slash another 1,250 jobs. That would come on top of the 925 jobs already cut in the second half of 2008, according to Outsell's estimates. (The full report, which is available here for $295, was a few weeks old by the time I came across it, so we can assume that some of those predicted cuts have already been accounted for in the most recent layoffs in the industry.)
Outsell also predicts "additional print ad revenue losses of 4.5% in 2009 and 3.2% in 2010, adding further pressure for reducing print-only staff for the next two years."
More troubling is that Outsell says B2B publishers are having little luck in converting successful print-sales staffers into successful online-sales staffers: "Unfortunately, the success rates of converting print ad salespeople to online ad sales, for example, have been low, with sources directly involved in this citing 25% conversions."
My experiences meeting with B2B journalists in recent years are even less encouraging. I'd put the number of successful "conversions" at around 20%.
It's worse than it appears
Nothing about any of that should be surprising. The seeming inability of most print-based companies to make the transition to the Web is well-documented.
But equally troubling, and far less obvious, is that most Web-only publishers have a similar "conversion" problem.
These Web-native companies are finding themselves unable to assume the core journalistic functions needed by the B2B world. They have mastered content aggregation, commentary and search-engine optimization But only a small percentage of them seem able to move beyond those areas. Original reporting, in-depth analysis, price discovery, data creation, etc. all remain beyond their capabilities.
What the future holds
If you're a regular reader of this blog, you know of my love affair with the world of B2B journalism.
And regular readers also know I've grown quite distressed about the state of the industry.
It was a year ago this month that I said B2B was being pushed into a "a new era of preposterousness" with "revenue targets that seem delusional." I predicted that 2008 would be an"awful"year.
It seems I was correct.
A few months later I said "things were awful and getting worse."
I was right then too.
But even as things have gotten bad and the economy has deteriorated, I've been confident that the future of B2B media was in the right hands.
I'd believed that a new group of journalists -- most of them much younger than I -- was emerging to lead the industry forward. More importantly, I'd been hopeful that a new type of company was emerging -- native to the Web, free of the debt burdens of Wall Street and the cost burdens of print, privately held and without a single angry, that's-not-my-job type of editor anywhere in the enterprise.
But I've come to believe that my faith in these next-generation companies has been misplaced.
As far back as April 2007 I was expressing my concern that "even the newest, Web-based content companies are structured" in such a way that they cannot adjust to disruptive events (new technologies, economic crisis, declines in advertising, etc.) I said then that everywhere I looked, including Web-only start-ups, I was running into the "exact same attitudes, beliefs, work rules, chains of command and silos that I saw in the print-only companies that failed to respond to the Web."
Or, to put it another way, the problem I see at Web-only B2B journalism companies is the same problem I saw at print-based B2B companies in the early days of the Web: a fundamental misunderstanding of one's power in the market. There seems to be something about all of B2B that makes it impossible for people to see what should be obvious -- the formula that brought you success when things were easy will not necessarily work when times are tough.
The other guy is stupid
Here are some of the things I saw at the start of the Web era and their counterparts in today's era.
- Print publishers greatly overestimated the weight of their brands. They looked down their noses at upstarts without a history or a "recognized" brand. Print publishers assumed that their previous success would translate easily to the Web.
- Web-only publishers are overestimating the implications of their recent success. They look down their noses at the dinosaurs who failed to adjust to the Web. Web-only publishers assume that their early successes can be scaled.
- Print publishers put their faith in volume and expertise. They produced great amounts of "must-have" content at high costs, hired large editorial staffs, emphasized reporting over writing and dismissed the potential of one-man operations and bloggers. They assumed that "quality" was what the market wanted.
- Web publishers put their faith in brevity and insight. They aggregated content rather than produced it, using part-timers and contractors to keep costs low. They emphasized writing over reporting and dismissed the ability of large operations to keep up. They assumed that the market wanted "speed."
- Print folks underestimated the difficulty of working on the Web. They assumed that, if the time came, they could create blogs, aggregate content and run online communities as well as any Web native. But when the time came, they found they could not.
- Web-only folks underestimate the difficulty of creating content. They assumed that, if the time came, they could do original reporting, create data and run trade shows as well as any old-time B2B executive. Now the time is here, and they are finding they cannot.
- Print guys think Web guys are lazy (aggregating content rather than creating it), unprofessional (prone to snarky writing) and stupid. Print guys are breathtakingly arrogant -- and they are most arrogant about their superiority to Web guys.
- Web guys think print guys are lazy (unwilling to work in the 24/7 world of the Web), unprofessional (prone to hiding bias behind "objectivity") and stupid. Web guys are breathtakingly arrogant -- and they are most arrogant about their superiority to print guys.
Both sides of the print vs. Web debate in B2B are wrong. But neither side can see that. And because of this, the B2B journalism world as we know it is about to collapse.
I don't mean that print is going away.
I don't mean the Web is going away.
I don't meant that the print brands that went Web-only are going back to print or vice versa.
I mean this:
1. The B2B publishing industry -- which is now dominated by giant print companies and smaller Web-only companies -- is about to collapse.
2. When the dust settles, B2B journalism will still be here -- but many of the companies that make up the industry will be gone.
3. The dominant business models of both the past and present will fail.
Some of this should be painfully obvious.
Print-based B2B is dominated by companies that are choking on debt. Most of those companies won't make it into 2010. It seems that every company in B2B publishing is for sale, but there are few buyers. There's no credit available for troubled holdings. I expect the bankruptcies to begin any day.
The Web-only companies won't fare much better. Online advertising is in trouble. And I don't see Web companies handling that revenue decline any better than the print companies have handled the fall in print revenue.
The valuations of Web-only companies have fallen, just as the valuations of their print counterparts have. The Wall Street folks I know have grown decidedly uninterested in Web-only publishers ... particularly content aggregators and blog networks. The two most compelling B2B brands of the Web-only world -- FierceMarkets and ContentNext -- were sold earlier this year. But an expected surge in Web deals never materialized. Other Web-only properties are gathering dust on the merger and acquisitions shelf.
Another new era
When the economy recovers we'll see a new landscape in which many of the established players of the print and early Web eras are gone.
B2B journalism will be dominated by the following five types of companies, all of which exist today, but as much smaller players in the industry:
1. Content marketers -- corporations and others with no history in publishing and with no need to monetize content. This has to be the most exciting part of the B2B world today. And I expect much more from it. Content marketers won't just create journalism products, they'll start buying them. Look for sophisticated corporations to purchase established B2B journalism brands and use them as the basis of their content-marketing efforts. (For more on content marketers, see this earlier post.)
2. Data and technology companies -- companies that revolve around a tech tool, database or application. They'll offer journalism products as a value-add to the core product and/or as a brand builder. This is the Bloomberg model. And Bloomberg, which emerged prior to the Web, remains the most successful electronic journalism venture on earth. (For more on Bloomberg, see this earlier post. To follow developments in this field, follow Russell Perkin's work at InfoCommerce.)
3. Small, privately held print publishers -- that handful of traditional B2B players who avoided the lure of Wall Street's leverage. Without the debt burdens of their larger rivals, these smaller companies will be able to acquire troubled brands, hire key people and operate profitably on smaller margins. They may also be able to leap past the Web era and seize market share in some post-Web/mobile/AI/whatever era. It's also likely that they can offer content-creation services to the other types of players.
4. Price-benchmark publishers -- those companies that determine commodity prices in a market. Without these companies, entire industries would need to reconstruct their core pricing and distribution functions. That won't happen. So the benchmark publishers will continue on. (Among the better players in this space is Platts. You can read about the president of that company, who will be honored by ABM next month, here.)
5. Networks for entrepreneurs -- alternatives to publishing companies. We've already seen the rise of ad networks for bloggers that have allowed journalists to strike out on their own with something more than Google text ads to support them. I expect that industry to morph and grow. Eventually I expect to see "matching services" that unite standalone journalists with standalone publishers, as well as a surge in B2B-only, revenue-share publishing networks for entrepreneurial journalists (the biggest of these so far is BNET Industries. Look for more in the next few months.)
That's what I see on the other side of 2009.
What do you see?
tags: journalism, b2b, media, trade press, magazines, newsletters, business media
Wednesday, December 03, 2008
Self-knowledge
Longtime readers of this blog, and many of the folks who have heard me speak at industry conferences, know of my interest in psychology, personality types and the insight that the Myers-Briggs Type Indicator can provide newsroom managers.
And anyone who knows me knows that on the MBTI test I'm an ENFJ -- the "teacher" type personality that is overrepresented in the fields of media, nonprofits and religion.
(You can find three earlier posts in which I talk about being an ENFJ here. Or if you want to learn more about this personality type, you can check out profiles here and here.
So imagine my surprise when, just moments ago, I played with a new online tool that is supposed to determine the MBTI personality type of a blog and found that my blog appears to be written by an ISTJ -- the "duty fulfiller" type personality common among cops and soldiers.
Now putting aside my brief military career, I'd be hard-pressed to think of a personality type that seemed less like me than the ISTJ.
Yet the Typealyzer tool says that this blog is written by an ISTJ, a "responsible and hardworking type" who is "conservative by nature."
Even stranger -- the ENFJ and ISTJ personalities are wildly different at the most basic of levels. ENFJs are "people people." Whereas ISTJs are "not naturally in-tune with other people's feelings."
So what gives?
One possible explanation, of course, is that the Typealyzer tool doesn't work.
Another possibility is that I actually am an ISTJ. But I reject that. I've taken the MBTI and related tests a few dozen times in my life and I always come out as ENFJ. (Also, other MBTI geeks always correctly guess that I'm an ENFJ after just a few minutes of interaction.)
But what fascinates me is the possibility that although I am an ENFJ, I adopt the voice of an ISTJ when blogging. Or, to put it another way, perhaps when I started blogging some four years ago, I used a writing style that was marked by the "serious, dutiful and reserved" voice of an ISTJ as a way to not sound like the stereotypical, "snarky" blogger.
Whatever the answer, I do know this for sure: if I actually were an ISTJ personality, then I wouldn't have let a month pass without updating this blog!
tags: journalism, b2b, media, trade press, magazines, newsletters, business media
And anyone who knows me knows that on the MBTI test I'm an ENFJ -- the "teacher" type personality that is overrepresented in the fields of media, nonprofits and religion.
(You can find three earlier posts in which I talk about being an ENFJ here. Or if you want to learn more about this personality type, you can check out profiles here and here.
So imagine my surprise when, just moments ago, I played with a new online tool that is supposed to determine the MBTI personality type of a blog and found that my blog appears to be written by an ISTJ -- the "duty fulfiller" type personality common among cops and soldiers.
Now putting aside my brief military career, I'd be hard-pressed to think of a personality type that seemed less like me than the ISTJ.
Yet the Typealyzer tool says that this blog is written by an ISTJ, a "responsible and hardworking type" who is "conservative by nature."
Even stranger -- the ENFJ and ISTJ personalities are wildly different at the most basic of levels. ENFJs are "people people." Whereas ISTJs are "not naturally in-tune with other people's feelings."
So what gives?
One possible explanation, of course, is that the Typealyzer tool doesn't work.
Another possibility is that I actually am an ISTJ. But I reject that. I've taken the MBTI and related tests a few dozen times in my life and I always come out as ENFJ. (Also, other MBTI geeks always correctly guess that I'm an ENFJ after just a few minutes of interaction.)
But what fascinates me is the possibility that although I am an ENFJ, I adopt the voice of an ISTJ when blogging. Or, to put it another way, perhaps when I started blogging some four years ago, I used a writing style that was marked by the "serious, dutiful and reserved" voice of an ISTJ as a way to not sound like the stereotypical, "snarky" blogger.
Whatever the answer, I do know this for sure: if I actually were an ISTJ personality, then I wouldn't have let a month pass without updating this blog!
tags: journalism, b2b, media, trade press, magazines, newsletters, business media
Monday, November 03, 2008
The best among college journalists
I spent much of last week feeling sorry for myself because I had to miss the College Media Advisers Convention.
And today I find one more reason to wish I had been there. The American Collegiate Press announced the winners of its annual Pacer awards at the show. And the list of winners for the best Web-based journalism was filled with folks I know and admire.
I would have liked to have offered my congratulations in person to those winners who attended the show. But I'll have to be satisfied with offering a virtual pat on the back to Bryan Murley, Kelly Wolff, Sean Blanda, Whitney Rhodes and the other winners of the Online Pacer.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media, journalism education
And today I find one more reason to wish I had been there. The American Collegiate Press announced the winners of its annual Pacer awards at the show. And the list of winners for the best Web-based journalism was filled with folks I know and admire.
I would have liked to have offered my congratulations in person to those winners who attended the show. But I'll have to be satisfied with offering a virtual pat on the back to Bryan Murley, Kelly Wolff, Sean Blanda, Whitney Rhodes and the other winners of the Online Pacer.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media, journalism education
Wednesday, October 29, 2008
My sky isn't falling
I'm in New York this week, as I am most days. But I'm finding this a particularly annoying place to be this morning.
Because I'd really like to be in Kansas City as several hundred young journalists converge at the College Media Advisers convention. But I had too much work to do, so I decided to cancel my appearance at this year' show.
Now I'm sitting here in Manhattan thinking that was a really bad move.
Here's why:
Those kids are arriving at the convention in the midst of a print death spiral. And that's likely to cause an unnecessary panic.
Consider the news of just the past few days!
Time is cutting 600 jobs. Gannett, which has been a big supporter of CMA, is cutting 3,000 jobs. The L.A. Times is cutting another 10% of its editorial staff. McGraw-Hill is cutting 270 jobs. The RBI sale is faltering. The Washington Post had its credit outlook lowered to "negative." Radar and 02138 both folded. Even more disconcerting -- Masthead, the magazine about Canada's magazine industry, also shut down.
Now that is all awful news. It's sad. It's depressing. But it is not a sign of the apocalypse.
But if past is prologue, the students at CMA will be briefed on all that bad news and then hear:
a) a lot of doom and gloom from professionals longing for the past; and
b) a lot of terrible advice about competing in the tough new world by building skills that are valuable only at print publications.
And what they won't hear is anyone like me, a guy who:
a) is actually recruiting to fill some great jobs, and
b) feels fantastic about the future of journalism.
Late last year I predicted that 2008 was going to be an "awful year" for B2B publishing.
As it turns out, I was right.
Several months later, I said things were "awful and getting worse."
I was right then too.
And as bad as things have become in B2B, things are worse in some other parts of the journalism world, particularly newspapers.
But I'm not panicking. I'm not telling journalism students to change majors. I'm not telling people to head for the exits.
Rather, what I'm telling people are these three things:
1) Expect things to get worse at most publishers. This is a bloodbath. And it has just started.
2) Brace yourself for the end game. Sometime very soon we'll some of the giants of publishing collapse under the weight of outrageous debt levels, falling ad revenue and rising print costs.
3) Print is under siege. Overleveraged corporations are under siege. But journalism is not under siege. Because of the Web, journalism is in one of the most exciting periods in its history. If you see that, you see clearly. If not, you shouldn't be in this industry any longer.
I just wish I was telling people those things in Kansas City.
(Note: Coincidentally, while those college kids were heading to the Kansas City, their future bosses were gathering here in New York at the Future of Business Media conference.
I didn't attend that show either.
But I don't regret that decision.
I think I learned all I needed to learn from one of Rex's live posts from the conference. )
tags: journalism, b2b, media, trade press, magazines, newsletters, business media, journalism education
Because I'd really like to be in Kansas City as several hundred young journalists converge at the College Media Advisers convention. But I had too much work to do, so I decided to cancel my appearance at this year' show.
Now I'm sitting here in Manhattan thinking that was a really bad move.
Here's why:
Those kids are arriving at the convention in the midst of a print death spiral. And that's likely to cause an unnecessary panic.
Consider the news of just the past few days!
Time is cutting 600 jobs. Gannett, which has been a big supporter of CMA, is cutting 3,000 jobs. The L.A. Times is cutting another 10% of its editorial staff. McGraw-Hill is cutting 270 jobs. The RBI sale is faltering. The Washington Post had its credit outlook lowered to "negative." Radar and 02138 both folded. Even more disconcerting -- Masthead, the magazine about Canada's magazine industry, also shut down.
Now that is all awful news. It's sad. It's depressing. But it is not a sign of the apocalypse.
But if past is prologue, the students at CMA will be briefed on all that bad news and then hear:
a) a lot of doom and gloom from professionals longing for the past; and
b) a lot of terrible advice about competing in the tough new world by building skills that are valuable only at print publications.
And what they won't hear is anyone like me, a guy who:
a) is actually recruiting to fill some great jobs, and
b) feels fantastic about the future of journalism.
Late last year I predicted that 2008 was going to be an "awful year" for B2B publishing.
As it turns out, I was right.
Several months later, I said things were "awful and getting worse."
I was right then too.
And as bad as things have become in B2B, things are worse in some other parts of the journalism world, particularly newspapers.
But I'm not panicking. I'm not telling journalism students to change majors. I'm not telling people to head for the exits.
Rather, what I'm telling people are these three things:
1) Expect things to get worse at most publishers. This is a bloodbath. And it has just started.
2) Brace yourself for the end game. Sometime very soon we'll some of the giants of publishing collapse under the weight of outrageous debt levels, falling ad revenue and rising print costs.
3) Print is under siege. Overleveraged corporations are under siege. But journalism is not under siege. Because of the Web, journalism is in one of the most exciting periods in its history. If you see that, you see clearly. If not, you shouldn't be in this industry any longer.
I just wish I was telling people those things in Kansas City.
(Note: Coincidentally, while those college kids were heading to the Kansas City, their future bosses were gathering here in New York at the Future of Business Media conference.
I didn't attend that show either.
But I don't regret that decision.
I think I learned all I needed to learn from one of Rex's live posts from the conference. )
tags: journalism, b2b, media, trade press, magazines, newsletters, business media, journalism education
Monday, October 27, 2008
Why would you use that thing? It's stupid
I spent much of the past few weeks on the road -- meeting with journalists, executives and others to talk about the changing nature of media.
I do a lot of that stuff. And I've found that meetings with publishing companies, with few exceptions, take a predictable path.
The folks at Web-only firms are enthusiastic, delightful, smart and engaged. They're thinking several steps ahead of the competition. They're focused on life in 2010 and beyond.
People at these companies are most interested in hearing my opinions on their ideas for the future.
The folks at the trendsetting companies in B2B -- home to those print-based brands that have made the transition to Web-first publishing -- are equally bright. But there's a slight undercurrent of resentment about the ways in which we work today. People are behaving well and talking positively. Yet it's clear that much of the staff longs for the past. People at these companies are most interested in asking me questions about the future.
The folks at other B2B companies are, to be honest, just depressing to be around. Workers at B2B brands that haven't figured out how to adapt are just miserable. Their anger is palatable. Their nervousness is pervasive. No one seems to have a single good idea about anything. Senior management is focused on the next quarter; older workers are wondering if they can hang on until retirement; everyone else seems to think no further than the next paycheck.
People at these companies are most getting interested in trying to get me to reduce my rates.
There is, however, one thing that unites all these companies:
Everywhere I go, there's always someone who hates Twitter.
Now like my friend Rex, I'd like to give up on trying to explain Twitter. But it seems that I cannot. Everywhere I go someone wants to make a snide remark or to engage in a lengthy conversation about how ill-suited a 140-character tweet is for many forms of journalism (My response to those people, by the way, is "Yes. It is.")
And things have only gotten worse since I became a big fan of Yammer -- the Twitter-like application that can be used for internal communications. Obsessive followers of all things new media know that Yammer won the top prize at this year's TechCrunch50. And I'll admit that my first reaction to that win was similar to that of lots of other folks -- a sort of weirded-out disbelief that a Twitter knockoff could win TechCrunch50.
But when one of those Web-only companies I mentioned above launched Yammer for its workforce, I gave it a try.
And quickly became an addict/fan.
And as word got out that I liked both Twitter and Yammer, it seemed no one wanted to talk about anything else. I found myself spending far too much of my time trying to explain to journalists why I think both Twitter and Yammer are cool.
And then, this morning, I heard about something that may change everything.
Take a look at IvyLees, a social networking site that aims to connect journalists with public-relations folks. IvyLees is also a Twitter knockoff -- limiting P.R. pitches to 140 characters and a link.
I have no idea if this thing will catch on. And I don't much care. I'm just thrilled by the concept behind IvyLees.
Because I doubt that there's a single journalist anywhere in the world who doesn't believe that a press release can, and should, be reduced to 140 characters.
Which means the next time I run into a journalist who is cynical about the whole microblogging phenomenon, I can point to something that will make sense to even the angriest journalist -- a really, really short press release.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media, internal communications, employee communications
I do a lot of that stuff. And I've found that meetings with publishing companies, with few exceptions, take a predictable path.
The folks at Web-only firms are enthusiastic, delightful, smart and engaged. They're thinking several steps ahead of the competition. They're focused on life in 2010 and beyond.
People at these companies are most interested in hearing my opinions on their ideas for the future.
The folks at the trendsetting companies in B2B -- home to those print-based brands that have made the transition to Web-first publishing -- are equally bright. But there's a slight undercurrent of resentment about the ways in which we work today. People are behaving well and talking positively. Yet it's clear that much of the staff longs for the past. People at these companies are most interested in asking me questions about the future.
The folks at other B2B companies are, to be honest, just depressing to be around. Workers at B2B brands that haven't figured out how to adapt are just miserable. Their anger is palatable. Their nervousness is pervasive. No one seems to have a single good idea about anything. Senior management is focused on the next quarter; older workers are wondering if they can hang on until retirement; everyone else seems to think no further than the next paycheck.
People at these companies are most getting interested in trying to get me to reduce my rates.
There is, however, one thing that unites all these companies:
Everywhere I go, there's always someone who hates Twitter.
Now like my friend Rex, I'd like to give up on trying to explain Twitter. But it seems that I cannot. Everywhere I go someone wants to make a snide remark or to engage in a lengthy conversation about how ill-suited a 140-character tweet is for many forms of journalism (My response to those people, by the way, is "Yes. It is.")
And things have only gotten worse since I became a big fan of Yammer -- the Twitter-like application that can be used for internal communications. Obsessive followers of all things new media know that Yammer won the top prize at this year's TechCrunch50. And I'll admit that my first reaction to that win was similar to that of lots of other folks -- a sort of weirded-out disbelief that a Twitter knockoff could win TechCrunch50.
But when one of those Web-only companies I mentioned above launched Yammer for its workforce, I gave it a try.
And quickly became an addict/fan.
And as word got out that I liked both Twitter and Yammer, it seemed no one wanted to talk about anything else. I found myself spending far too much of my time trying to explain to journalists why I think both Twitter and Yammer are cool.
And then, this morning, I heard about something that may change everything.
Take a look at IvyLees, a social networking site that aims to connect journalists with public-relations folks. IvyLees is also a Twitter knockoff -- limiting P.R. pitches to 140 characters and a link.
I have no idea if this thing will catch on. And I don't much care. I'm just thrilled by the concept behind IvyLees.
Because I doubt that there's a single journalist anywhere in the world who doesn't believe that a press release can, and should, be reduced to 140 characters.
Which means the next time I run into a journalist who is cynical about the whole microblogging phenomenon, I can point to something that will make sense to even the angriest journalist -- a really, really short press release.
tags: journalism, b2b, media, trade press, magazines, newsletters, business media, internal communications, employee communications
Monday, October 06, 2008
The tipping point's tipping point
The B2B industry has spent much of the past year or so obsessing over the "tipping point" -- that point in time when a brand's absolute growth in online dollars surpasses the decline in print revenue.
Predictably, it happened first in the world of tech publishing. And it shouldn't have been a surprise to anyone that the first company to get there was IDG, which is clearly the leader in Web-based journalism among traditional companies. (Note: just for laughs, take a look at the work done on any IDG site and then compare it to what's done on rivals' sites. Or, if you're rushed for time, take a quick look at this post blasting Ziff Davis Media for its offensive practices. For more on Ziff Davis and the company's inability to behave responsibly, read this earlier post of mine.)
But today may mark a new point in the tipping-point conversation. A recent survey by Ad Age suggests that the gain in online revenue at consumer magazines may be surpassing the gains made at the average B2B brand.
You can read Ad Age's piece here. Or, even better, go straight to David Kaplan's piece on PaidContent. Pay particular attention to the section about Time Warner, which says that Money, Fortune and Fortune Small Business generated 24.5% of their 2007 revenue from CNNMoney.com. That's nearly double the 12.5% of a year earlier.
I find numbers like that a bit disconcerting. And here's why:
I think it's safe to say that the number of traditional B2B brands that generate a quarter of their revenue online is pretty small. In fact, it's probably safe to say that much of the B2B world has yet to reach even 10%, and there are still brands out there where online is less than 5% of overall revenue.
Second, We can talk all day about the differences between the specialized world of B2B and the broader consumer-focused world of business and personal-finance publishing. But there are some crucial similarities -- particularly that both are seeing a steady rise in print costs, a shift of readers to online, and the growing dominance of the Web by online-only competitors.
Or, to put it another way, both B2B and consumer-finance magazines have to get to the tipping point quickly if the brands are to survive.
So when I see what's happening not just at cutting-edge, technology focused brands like Network World but at old, wounded, print-based brands like Fortune, I can't help but wonder:
why does so much of B2B continue to lag?
Note: It's been almost a year to the day since I suggested that the time had come for B2B journalists to begin planning for the individual tipping points in their own careers. I think that is even more important in October 2008 than it was in October 2007. More importantly, it may be too late now for many print-based journalists and advertising-sales staff.
(Disclosures: 1. IDG is a client of mine. And my next assignment there will involve meeting with the staff of Network World later this month. 2. I was once a producer at CNNfn.com, the predecessor of CNNMoney.com.)
tags: journalism, b2b, media, trade press, magazines, newsletters, business media, journalism ethics, advertising
Predictably, it happened first in the world of tech publishing. And it shouldn't have been a surprise to anyone that the first company to get there was IDG, which is clearly the leader in Web-based journalism among traditional companies. (Note: just for laughs, take a look at the work done on any IDG site and then compare it to what's done on rivals' sites. Or, if you're rushed for time, take a quick look at this post blasting Ziff Davis Media for its offensive practices. For more on Ziff Davis and the company's inability to behave responsibly, read this earlier post of mine.)
But today may mark a new point in the tipping-point conversation. A recent survey by Ad Age suggests that the gain in online revenue at consumer magazines may be surpassing the gains made at the average B2B brand.
You can read Ad Age's piece here. Or, even better, go straight to David Kaplan's piece on PaidContent. Pay particular attention to the section about Time Warner, which says that Money, Fortune and Fortune Small Business generated 24.5% of their 2007 revenue from CNNMoney.com. That's nearly double the 12.5% of a year earlier.
I find numbers like that a bit disconcerting. And here's why:
I think it's safe to say that the number of traditional B2B brands that generate a quarter of their revenue online is pretty small. In fact, it's probably safe to say that much of the B2B world has yet to reach even 10%, and there are still brands out there where online is less than 5% of overall revenue.
Second, We can talk all day about the differences between the specialized world of B2B and the broader consumer-focused world of business and personal-finance publishing. But there are some crucial similarities -- particularly that both are seeing a steady rise in print costs, a shift of readers to online, and the growing dominance of the Web by online-only competitors.
Or, to put it another way, both B2B and consumer-finance magazines have to get to the tipping point quickly if the brands are to survive.
So when I see what's happening not just at cutting-edge, technology focused brands like Network World but at old, wounded, print-based brands like Fortune, I can't help but wonder:
why does so much of B2B continue to lag?
Note: It's been almost a year to the day since I suggested that the time had come for B2B journalists to begin planning for the individual tipping points in their own careers. I think that is even more important in October 2008 than it was in October 2007. More importantly, it may be too late now for many print-based journalists and advertising-sales staff.
(Disclosures: 1. IDG is a client of mine. And my next assignment there will involve meeting with the staff of Network World later this month. 2. I was once a producer at CNNfn.com, the predecessor of CNNMoney.com.)
tags: journalism, b2b, media, trade press, magazines, newsletters, business media, journalism ethics, advertising
Wednesday, October 01, 2008
What's in a name? Circulation Management rebrands
Circulation Management, the magazine and Web site that has covered the circulation end of the magazine-publishing business, is changing its name to reflect changes in the industry.
Starting in November, the product will be rebranded as Audience Development.
I applaud the move. There can be no doubt that the jobs and tasks of what we once called the circulation department have morphed into something more complex, more challenging and more exciting in today's multi-platform world.
But the change at Circulation Management raises a question.
Circulation Management is owned by Red 7 Media, which is also the parent company of Folio magazine.
And I cannot think of a word that is more closely tied to the print past than "folio."
So can we expect a rebranding of that title as well?
tags: journalism, b2b, media, trade press, magazines, newsletters, business media
Starting in November, the product will be rebranded as Audience Development.
I applaud the move. There can be no doubt that the jobs and tasks of what we once called the circulation department have morphed into something more complex, more challenging and more exciting in today's multi-platform world.
But the change at Circulation Management raises a question.
Circulation Management is owned by Red 7 Media, which is also the parent company of Folio magazine.
And I cannot think of a word that is more closely tied to the print past than "folio."
So can we expect a rebranding of that title as well?
tags: journalism, b2b, media, trade press, magazines, newsletters, business media
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