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  • Lessons from the 2019 Digital Innovators Summit: Diversify & Invest in Quality Content

    Lessons from the 2019 Digital Innovators Summit: Diversify & Invest in Quality Content

    William Ford Gibson is an American-Canadian writer who has been called the "noir prophet" of the cyberpunk subgenre of science fiction. It was Gibson who coined the term "cyberspace" in his short story Burning Chrome. He is also responsible for one of my favorite quotes, which I often used to open my lectures in the early 2000's, "The future is already here -- it's just not very evenly distributed."

    In our industry nowhere is that more evident than at the Digital Innovators Summit (DIS) held each year in Berlin. I have had the privilege to attend it for seven years. In doing so I have witnessed the digital transformation of publishing media firsthand and with a global perspective. It is partly this experience that enables me to speak with authority about our industry and its future.

    Publishers Are Finding Profits in Diversification

    I think the most obvious takeaway from almost every presentation is that the crisis of confidence is over, and we are now in a better state than we were five years ago.

    There is now overwhelming proof from multiple global sources that digital can supply revenue and profits. Subscriptions are real and readers, especially those that trend younger, are willing to pay. Parallel to that is the formula of: Quality + Specialization = Premium Pricing.

    It was Stephanie Caspar, president of technology and data at Axel Springer, Germany, who opened the first day at DIS. She offered the theme that, "It is not only necessary for media companies to change their work cultures to fight for the future of journalism, but also the media industry needs to work closer together to change the collective culture of the publishing industry as a whole."

    She suggested that we are finished with the cycle of uncertainty, and now there are three items to focus on: technology, the customers, and truly understanding the business model. She explained that Axel Springer has successfully turned itself in a media and tech company.

    Stephanie also brought up the interesting phrase "customer eccentricity," by which I believe she means that each customer is different, and therefore we need to test our data as much as we can and use that data to create a better unique experience. This use of data was a theme which many speakers reflected on.

    Stephanie said companies that have managed to build strong brands can diversify their revenue from paid content to e-commerce and events.

    AIM Creates an Ecosystem of Solutions for Its Readers

    The theme of diversified revenue was repeated many times over during the conference and none stated it better and showed more examples then Jonathan Dorn of Active Interest Media (AIM). (I have spoken many times of AIM as the perfect poster child of creative magazine media management.)

    AIM drills down, looking into every nook and cranny to sniff out unexplored revenue opportunities. They do this with all their titles and divisions. Jonathan said AIM's mission statement was to inspire and enable passion and participation by surrounding customers with accessible content experiences and services.

    Jonathan provided us with a few AIM mantras to demonstrate how this is accomplished:

    • Live the dream and hire people who share the vision
    • Be very niche and specific
    • Ignore convention
    • Embrace change; it's perhaps chaotic, so prove or disprove the case and move on. (This is very much like David Carey's "Fail Fast.")
    • Admit failure.

    One case study that demonstrates this approach is AIM's Equestrian Division. Jonathan discussed how they built an equine ecosystem within that group which includes:

    • Several horse magazines
    • A marketplace to buy and sell horses
    • An online, on demand instructional Equine University at $160 per course
    • A horse care academy -- sponsored by brands
    • Dressage Today online subscription service with the revenue shared with the trainers
    • Roping Contests -- these are high margin and represent one of the biggest grossing events in Las Vegas
    • U.S. rider equestrian motor plan, which is a roadside assistance for people with horse trailers. The plan has 60,000 tow trucks available and 2,800 veterinarians on call. AIM charges between $129 to $329 dollars per year and has 40,105 subscribers with an 84% renewal rate.
    • Next up is smart speaker home technology with valid and coherent answers for their clients. "Alexa - my horse has colic. What should I do?"

    This kind of creativity is what AIM is all about. My question to every publisher reading this is, are you doing the same? Are you inspiring and enabling your customers' passion? And are you surrounding your customers with accessible content, experiences, and services? This is a tough self-analysis. Other than AIM I have not yet met a publisher who couldn't do more with what they already have. I remember someone at the show saying, if you don't create alternative revenue streams, you have zombie momentum.

    Innovation Powers Diversification

    My friend Reed Phillips, president of Oaklins International and founder of Oaklins DeSilva+Phillips, was also in Berlin and discussed how mergers and acquisitions require and reward innovation. Reed stressed to the audience that, "Innovation is one of the most critical elements in a magazine exec's responsibilities." He went on to say, "Innovation is the introduction of something new."

    I enjoyed Reed's remembrance of New York restaurants 15 years ago, giving examples of businesses that needed to adapt or die. He spoke of expensive restaurants my suppliers used to take me to in the days of irrational selling exuberance. He mentioned high profile French restaurants in New York City, which all went out of business over a period of a couple of years. Reed explained that this was because consumers had shifted away from formal restaurant experiences and wanted informal ones.

    Reed also pointed to Pepsi as a smart innovator that diversified it's soda business into bottled water, ice tea, and more, providing the company double digit growth in cecent years.

    Bringing it back to publishing, Reed outlined the valuation of media properties. "Print properties are the lowest, with digital media and events and information and data the highest. If you diversify your business, you will get a much higher valuation as you transition into more lucrative areas." Reed then pointed out several case studies from the magazine industry including Vice Media, ForbesHigh Times, and a few unnamed companies.

    As former graduate of High Times I found it ironic that Reed picked the magazine as an innovator. He said that High Times transformed itself from being just a lifestyle magazine into a more valuable franchise. This was in part spurred by the growth of the cannabis market, but mainly because 71% of revenues come from cannabis events. The company has 20 million unique site visitors and is valued at $70 million, which is 5.5 times revenues.

    I would agree that High Times was indeed an innovator, but I prefer the innovation of actually starting the magazine and creating a new genre of magazine altogether with unique battles to fight and win over an industry that didn't know what to do with it. It is still a remarkable success story and still mostly untold.

    Another interesting idea from the conference was the idea of structure and how that can help or hinder innovation. Structure follows strategy. If you base your strategy on your existing structure, you limit your potential to what you've already done.

    Readers Will Pay for Quality Content

    Another speaker and another friend of mine is John Wilpers, author of Innovation in Magazines World Report, who summed up one of the main themes of the conference when he said, "There is so much crap content out there that people are willing to pay for excellence." He also pointed out that today's business environment is more of a Darwinian culling than an extinction. To that I agree.

    John pointed out another consistent theme that, "unless you get people to pay for your products and services, you have no future in media." A sobor, pointed, and accurate position to take.

    Another speaker was Katie Vanneck-Smith from Tortoise Media. She has a fascinating approach in today's highspeed media environment. She says everyone else is rushing to be the first. We want to slow down and try to understand the news. Not breaking the news, but rather what's driving it.

    Tortoise Media is a membership model with no advertising. Katie says she believes that they are not a media brand. That is not just semantics she says, because the world doesn't need another news brand. News has become noise, and too many players are chasing the news and missing the story. Katie told us that Tortoise Media started with five stories a day. Their members wanted one story per day, so Tortoise Media reduced its coverage to just one story per day. CLICK HERE FOR THE ENTIRE ARTICLE


    by Bob Sacks
    Posted April 07, 2019
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  • BoSacks Readers Speak Out: On Loyal Pressman, The Newsstand and Apple Mags

    BoSacks Readers Speak Out: On Loyal Pressman, The Newsstand and Apple Mags

    Re: The night artists: Nashville's loyal pressmen face their final deadline … have to say thanks…

    by BoSacks Readers
    Posted March 20, 2019
    (0) Comments

  • BoSacks Speaks Out: Print should be a shining beacon in a sea of criminality

    BoSacks Speaks Out: Print should be a shining beacon in a sea of criminality

    Last week I wrote a sober article about the state of digital fraud invading our lives, our families, our jobs and our psyche. I wasn't wrong, as each day new intrusive assaults are discovered.

    Last Friday we received news of yet another of what seems like weekly Facebook abominations. Now it has been revealed that Facebook collects intensely personal information secretly from thousands of popular smartphone apps and just seconds after users enter their personal information. Facebook gets it, even if the user has no connection to Facebook. More surveillance for a profit. George Orwell in the book 1984wrote "If you want to keep a secret, you must also hide it from yourself." Good luck with that, there are no secrets any more. Pretty depressing, right? Well it is, and it should be. 

    According to The New York Times... Parliament denounced Facebook and its leadership as "digital gangsters."  The British are always so damn polite. 

    But wait, there is a bright side here, and that is print and the magazine industry. It's not that we can prevent what's going on digitally. We can't. But we can be fertile ground for profitability and safety. Print is and should be a shinning beacon standing tall among the fraudsters. There are successes in many places for the magazine print industry and billions still being made.

    I go to many magazine conferences all around the world each year. And guess what? There are profitable publishers in every conference. Here is a true example where size doesn't matter. Large or small, many publishers are doing well and creating centers of profitability. I had lunch last week with Alison Dickie, the publisher of a local magazine here in Virginia called Albemarle Magazine. It's a smallish, local publication that has to fight for every dollar. It's not easy, but they do it. And the results are impressive.

    In a week or two I'll be having lunch with my friend Bernie Mann, the publisher ofOur State magazine.(196 pages last issue) They are doing gangbusters and, as far as I can tell, they are among the most successful regional magazines in the country.

    Last month I spoke at the Canada Magazines Business Summit. Here again is a group of successful B2B publishers.

    In a few weeks I'm off to DIS (the Digital Innovators Summit) in Berlin. It is a collection of publishers from around the globe sharing success stories in publishing. Not one of those tales will be about digital abuses of power, but rather about gaining revenue and market share, and from my perspective, honorably.

    This year I'll also be attending IRMA International Regional Magazine Association. This is a terrific group of regional print publishers growing and making revenue positive strides.

    And dare I not mention Samir's Husni's Annual Magazine conference ACT at the University of Mississippi. As conferences go it is probably the smallest by population, yet the biggest in comradery and geniality. The auditorium is filled with 40 professional speakers and about the same number of journalism/media students. All the publishing professionals represent successful publishing operations.

    Let's not forget the printers and paper companies of our industry. They, too, represent on-going strength and successful revenue streams.

    I could go on and on, but my point is that print is viable and profitable.

    The irony should escape no one that the nature of our product of off-line media is safe and totally non-intrusive to sharing anyone's personal secrets.

    Let's use print and thoughtful, thorough journalism to stop, hinder and otherwise mute the digital surveillance network of privacy pirates and not let them distract us from our successes.

    by Bob Sacks
    Posted February 25, 2019
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  • BoSacks Speaks Out: On Understanding Advertising Today

    BoSacks Speaks Out: On Understanding Advertising Today

    BoSacks Speaks Out: On a day when we read that digital advertising is to surpass print and TV for the first time, it boggles the mind how much known fraud there is in anything digital. Why does the advertising community "trust" what is obviously a global confidence game?

    Fake humans, click fraud, fake ad placement, paying for ads never seen, fake web sites that look real but aren't grabbing an obvious overabundance of loot. Not to mention the theft of our very selves. Our whole lives and families' interests bundled for sale not to the highest bidder, but to any bidder.

    The online advertising ecosystem is impossible to understand much less control under the current conditions we find ourselves in. Despite what we hear from the lofty P&G, there is no competent leadership anywhere, and I'm compelled to add the Interactive Advertising Bureau (IAB) is nothing but a joke.

    Where is the industry leadership? I used to think the US government could be the answer to regulate this problem. Forget that pipe dream. Too many senators have demonstrated clear stupidity about the Internet. It's ridiculous, but the lawmakers who have the power to regulate technology have absolutely no idea how technology works.

    Do you remember when Sen. Orrin Hatch asked Mark Zuckerberg how Facebook is able to sustain a business model while running as a free service. I'm sure Zuck stifled an internal chuckle and was barely able to keep a straight face when he responded, "Senator, we run ads." "I see, that's great," Hatch replied. No, there will be no shining knight from the Capitol to save the day.

    Part and parcel with the fraud, how is it that we all ignore the privacy rights of hundreds of millions of people? Not their rights, our rights. Facebook's lies, duplicity and personal intrusion by hidden surveillance systems all go unchecked. Do you know that Facebook tracks you through third parties whether or not you are logged into Facebook? As Bob Hoffman pointed out a few weeks ago "And the pièce de résistance -- Facebook's new data policy asserts that they track you even if you don't have a Facebook account."

    This is not a rant about Facebook. They are just a single example of the on-going digital depravity.

    It's an old stat, but did you know that for every $3 spent on digital ads, fraud takes $1 (, 2015)

    Did you know that US brands would lose $6.5 billion to ad fraud in 2017. (Marketing Week, 2017)

    Here is a 2018 stat - How much have you spent on fraudulent ads today? How much have your fellow advertisers? Try $51 million. Research estimated that digital advertisers wasted $51 million on ad fraud every single day in 2018. That's a massive $19 billion over the year.
    There is an abundance of data that shows that magazines are more trusted than any other delivery vehicle. It is rated and respected by readers for top quality and accuracy in reporting.

    Yet, in review, print which is trusted by all parties loses market share every year, while obviously fraudulent digital advertising is to surpass print and TV for the first time.

    Advertising is the Big Brother we were warned about. Its mission is nothing short of surveillance for a profit. The information on us is stored, sorted and turned against us as an algorithm. And if the algorithm is good, we will march to it.

    Now is the time where I should make some sort of demand or plea for us band together and transform the system. Nope, that isn't going to happen. There is too much greed and too much money for this to change any time soon. How does this rectify? Is there hope in this digital morass?

    I have hope, but no ideas.

    by Bob Sacks
    Posted February 22, 2019
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  • BoSacks Speaks Out: On Bezos, AMI and the American Newsstand

    BoSacks Speaks Out: On Bezos, AMI and the American Newsstand

    BoSacks Speaks Out: Why is our industry always seeming to be at a crossroads of crisis when it comes to the newsstand part of our industry? 

    When I got into the magazine game in the 1970s the newsstand was in some parts corrupt and yet reliable and profitable. Once you figured out the "system" you could do very well and never worry about its brittleness because it was a strong delivery business with a functioning national infrastructure. These days many knowledgeable professionals constantly talk about its fragility.

    The newsstand is often misunderstood and is more complex than most realize. There are an unusually large set of varied businesses focused on the selling of magazines on the newsstand. There are thousands of people and hundreds of businesses dedicated to the shipping, driving, selling, stocking, coordinating, consulting and returning of magazines in the retail supply chain. Their salaries depend on the success of the newsstand. It is a complex process that thousands have devoted their careers to. In this mix not only are the newsstand organizations, the supply chain subgroups, but also actual magazines that live and die on the newsstand alone as their main source of revenue.

    Last year a friend/publisher e-mailed me the following, "The newsstand system is becoming increasingly irrelevant to most magazine publishers. Big publishers now create covers more with the goal of getting clicks and social-media buzz than selling copies. I can't say that I disagree with them. The newsstand system is a shit show of incompetence and inefficiency."
    This esteemed friend is wrong about most publishers and not so wrong about efficiency. The newsstand is not irrelevant to most publishers, in fact just the opposite. It is only the large publishers to which "The newsstand system is becoming increasingly irrelevant." In 2017 there were 7,176 titles and many, perhaps most, gain their revenue from retail sales.
    Which brings us to Linda Ruth's article about AMI and the newsstand. Does AMI, now exposed to possible legal issues or at least an in-depth examination, put more stress on the now admittedly fragile newsstand?
    What if? That is what I keep thinking. What If an implosion happens? What would be the real time effects on our printers, publishers and, as I said before, thousands of employees in the distribution side of the business? 
    We need the newsstand to survive and thrive. Over the years there have been forecasts of its death and proposed plans to save it. Neither have happened. No modernization, little-to-no overhaul and, of course, no death.

    Regardless of what happens to AMI I don't foresee the death of the newsstand as we know it. I don't believe the newsstand will ever evaporate, because there are still billions to be made in it. No businessman likes a vacuum, and someone will eventually reconstitute a distribution system. But the intervening space between implosion and reconstruction would obviously be devastating. 

    Since the demise is unimaginable, I prefer to think the newsstand will continue along its way with a stumble or two every now and again.  
    by Bob Sacks
    Posted February 22, 2019
    (0) Comments

  • BoSacks Speaks Out; No,There Isn't a Media Malaise

    BoSacks Speaks Out; No,There Isn't a Media Malaise

    BoSacks Speaks Out: There isn't a week that goes by when I'm not asked about my substrate preferences. A long-time reader and publisher from England yesterday asked me for an electronic subscription to Magazine Media Quarterly "or is digital against your principles?" A pretty funny question to ask the guy who publishes the world's
    oldest e-newsletter. 

    For the record, I am neither rabidly pro-print nor a digital zealot. I am a businessman who likes profit, and I'm willing to use any substrate that achieves a sustainable goal of revenue. I like to think of my approach as that of a pragmatic publishing prophet, and my advice, like a good prosecuting attorney's advice, is to "follow the money".

    Publishing Pragmatism brings me to the point where we understand the publisher/reader relationship as a service with a client. Determining what suits the clients' needs best is the solution to the substrate question.

    Different publishing products work better on one substrate than another, and no two media niches are alike. Enthusiast titles are preforming well in both print and web-based properties. State and regional titles are also performing well. There are a few I can name that are outperforming their own expectations, such as Our State Magazine of North Carolina or feisty W42ST, a New York City magazine that just hit its stride with its 50th Issue. The publisher of W42ST wrote to me yesterday describing his print magazine as "A bootstrapped business, built out of love, hard graft, and a little heartbreak, it's an incredible story of how, in the digital age, print has the power to bring a community together ... we have ambitious plans to grow in 2019 and beyond."

    As I sit here in the industry analyst's seat, I see the following - a hopeful expectation that the chaos will finally settle into a period of stasis, not quite a period of inactivity but more of equilibrium. I must report to you that isn't going to happen any time soon for the magazine media industry. Expect continued disruption at every quarter for the foreseeable future.  CLICK HERE FOR THE FULL ARTICLE
    by Bob Sacks
    Posted February 22, 2019
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  • How creepy can marketing get?

    How creepy can marketing get?

    BoSacks Speaks Out: How creepy can marketing get? 
    Bob Hoffman once wrote that "Advertising used to be concerned with imparting information. Today it is concerned with collecting information."
    Facebook, Google, Amazon damn near every digital giant is exploring every part of your life. That is not a generic anonymous part your life, but a specific personal intrusion on every individual in the modern day ecosystem.
    There is no way I can overstate that this is one of perils of our times. Among other things I am overwhelmed by the lack of integrity and propensity for pure greed at any cost. The robber barons of yesteryear have been replaced by eRobber Princelings of digital creeps.
    What we need is clarity of the situation and a path to safety, because as individuals we are horrifically exposed to predators. And there doesn't seem to be a central source of protection anywhere on the horizon. Our government, a mostly geriatric group of legislators, haven't a clue about how the system works.
    by Bob Sacks
    Posted February 22, 2019
    (0) Comments

  • Saying Goodbye to Glamour

    Saying Goodbye to Glamour

    BoSacks Speaks Out: Here is a question. Who is surviving and thriving in the magazine business of the 21st century? Is it the old school corporate shirts or the feisty, nimble entrepreneurs? The answer is complicated, because both new and old are facing a new set of business rule-breaking never before seen, and, therefore, there is no road map. 

    In addition the obscene quantity of digital advertising fraud makes the answer to the question complex and murky. I think a case could be made that, under the stain of digital fraud, print should be shining as an example of needed and trusted media. It isn't; at least not yet. It seems day after day large corporations are condensing and reinventing themselves and their bloated methodologies to compensate for factors they still don't quite understand, while new publishing adventurers explore the limitless possibilities of publishing to ever widening niche audiences.

    Which brings me to a limited twitter conversation between @DeadTreeEdition, @AndyKowl, @newsstandpromos and @bosacks at the news of the demise of the print version of Glamour
    by Bob Sacks
    Posted February 22, 2019
    (0) Comments

  • BoSacks: The Profit Prophet: 7 Tips for Advancing Your Career

    BoSacks: The Profit Prophet: 7 Tips for Advancing Your Career

    BoSacks Speaks Out: I stumbled upon this article today while rummaging through some older files. On November1, 2010 I penned this for Publishing Executive Magazine.

    It is simple but important generic advice for staging a successful career. It seems to me that it holds up pretty well eight years later and is worth re-sending. The more seasoned professional subscribers of this publication will already be practicing these skill-sets. But the readership of this newsletter is broad. Not only do we have most of the senior management in our industry, which means most likely your immediate supervisors are readers too, but also new hires as well.

    The most important thing to remember is that knowledge is power and industry knowledge is employment power. If you can speak knowledgeably of the entire media process, you are a more desirable candidate for the job you have or, perhaps even more importantly, the job you want to have. Understanding what the other departments actually do is of vital importance. Inter-departmental communication and knowledge facilitates the teamwork of successful and efficient organizations.

    You must network and join professional organizations and, if possible, go to trade shows as if your job depends upon it, because it does. If your company won't pay for it, pay for it yourself. Your current job is only a part of your career.

    A good professional group has the collective intelligence of the entire industry. They are a tremendous resource. If you have a question or stumble upon an unfamiliar situation, someone in that group knows the answer. If you ever get that pink slip, they know where the new jobs are. Professional organizations are important on many levels, not the least of which is exposure with your contemporaries and possibly your next great boss.

    Essentially, you have either a job or a career. Career people stay employed. You must always be working on your career. Stay alert and continue to educate yourself about our industry and good things will happen, because you will be ready to adapt and react with grace and style. 


    BoSacks: The Profit Prophet: 7 Tips for Advancing Your Career

    November1, 2010

    by Bob Sacks
    Posted September 15, 2018
    (0) Comments

  • BoSacks Speaks Out: AD SMACKDOWN: CATS VS DATA

    BoSacks Speaks Out: AD SMACKDOWN: CATS VS DATA

    There is something I have wanted to discuss for a very long time, although for once I don't have the answer. In fact, I am seeking the answer from this august group of media professionals. The question is pretty simple. Why are so many ads annoying? There is no question that they are intentionally made that way, but it escapes me why so. I understand the idea that annoying is memorable. But for me these ads not only bring displeasure in the experience, but also turn me off the product itself.
    I'm not sure if you have heard the ZYPPAH anti-snoring commercials on radio. Here we have an announcer/narrator who has intentionally the rudest, most annoying voice I can ever remember hearing. It is a sort of warped Bronx/Brooklyn accent with an obnoxious personality taken to the extreme. He says, "If you think my voice is annoying, think about your snoring." His voice is like horribly vibrating, squeaky chalk on a blackboard. I don't know about you, but I find the ad so annoying, I immediately change the station. I may or may not get back to that station any time soon. So, not only did the advertiser lose me, so did the radio station. I change the station every time I hear that commercial.
    So back to my original question - Why? Is it as simple as I will remember this terrible ad and the now associated terrible product? Why not spend the same energy and talent making the ad and the product appealing?
    While I'm on the subject, I have another question about advertising that annoys me, I don't have the answer here either. It's about the idiot consumer. Let me start by saying that I don't think there are idiot consumers, and then let me drill down on that thought a bit. Of course, there are idiots in this world. But if I had a retail/product business, I wouldn't think that my customers could possibly be idiots. At least I would hope I wouldn't think that of my customers. But so may ads portray dumb-as-rocks consumers that it boggles my mind. Am I supposed to identify with the know nothing jerk in the ad? Am I supposed to think, hey I'm like that guy and therefore I should buy the Acme whatsit to make my life perfect? It baffles me that so many ads have a dumb man or dumb woman. Does smart not sell? 
    Now let me get back to the why question. I don't dispute that these ads containing offensive narrators or less then smart consumers work - they obviously do, as billions of advertising dollars have been spent this way for generations. Can anyone out there explain to this idiot why and how they work?
    Print used to have its fair share of bad and disrespectful-to-the-reader ads, but to the best of my knowledge most of that was in our past. It seems to me printed magazines and their advertisers respect our customers more than radio and TV. Is that correct? 
    I do not regard advertising as entertainment or an art form, but as a medium of information. When I write an advertisement, I don't want you to tell me that you find it 'creative.' I want you to find it so interesting that you buy the product.
    David Ogilvy





    by Bob Sacks
    Posted September 15, 2018
    (0) Comments

Publishing Executive E-Media


  • Advance Publications Forms New Sports and Esports Group | Industry Notes

    Condé Nast Parent Bets on Esports American City Business Journals and its parent company, Advance Publications, revealed Tuesday the formation of Leaders Group, a new subsidiary combining the company's sports business brands with a pair of esports-related assets it acquired late last year. Within the newly formed group, ACBJ properties Sports Business Journal and Sports Business Daily will be...

    April 18, 2019 Read More

  • The New Republic Continues Its Editorial Expansion | People on the Move

    [caption id="attachment_156371" align="alignright" width="150"] Gregg Levine[/caption] [caption id="attachment_156373" align="alignright" width="150"] Alex Pareene[/caption] Following the appointment of Chris Lehmann to full-time editor of The New Republic last week, the brand is continuing its editorial expansion with the hires of Gregg Levine and Alex Pareene as senior editor and staff writer,...

    April 18, 2019 Read More

  • Content-as-a-Service: How to Avoid One-Offs and Retain Clients

    Too many media companies are falling into the one-off trap in content marketing. Learning of a client's desire to own a certain topic and demonstrate thought leadership, the resulting proposal is usually a restatement of these desires—why the media brand is the best platform in that particular thought-leadership niche—and then the deliverables: a special section in an upcoming issue, content...

    April 16, 2019 Read More

Adage Digital

  • Amp Spotlight: Agency A-List & Creativity Awards 2019

    This past Monday, Ad Age feted the finalists for our Agency A-List & Creativity Awards in New York. On a night when Wieden & Kennedy won Agency of the Year for the second year in a row, members of the Ad Age Amp community also had plenty to celebrate, including spots on the Agency A-List, Production Company A-List, Agency Standouts, Production Company Standouts and Agencies to Watch....

    April 20, 2019 Read More

  • Zeta acquires DSP from Sizmek, takes aim at The Trade Desk

    Zeta Global on Friday said it reached a definitive agreement to acquire the technology and assets from ad tech company Sizmek, in a deal estimated to be in the neighborhood of $36 million. Sizmek, which filed for bankruptcy on March 29, is a demand side and data management platform used by marketers to make programmatic ad buys. Zeta, meanwhile, operates in the CRM arena, offering brands...

    April 19, 2019 Read More

  • WarnerMedia pulls out of OpenAP

    WarnerMedia is pulling out of OpenAP, the consortium it helped to found in an effort to standardize audience buying on TV. “As our company has transformed, our advanced advertising strategy has evolved. As a result, we are withdrawing from OpenAP,” WarnerMedia said in a statement. “We appreciate what OpenAP has supported to this point in widening the adoption of audience-based buying on...

    April 19, 2019 Read More

  • Agency Brief: Easter Burgers, bathwater and Ad Age news

    We're starting this week's brief with some exciting news of our own. Ad Age has hired Lindsay Rittenhouse (below) to be our new agency reporter. Many of you already know Lindsay from Adweek, where she was a staff writer covering agencies and their clients. Along the way, she has worked at The Times of Trenton (a fellow New Jerseyan), TheStreet and its sister paper the Deal Pipeline. She brings a...

    April 19, 2019 Read More

Unbound Media

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    April 21, 2019 Read More

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