Re: Opinion - Subscription Fatigue Tim Bray would be more compelling if he could support his opinion with data. I realize the publishing industry has screwed up a lot of things over the years, but why does a software guy think, without anything more than personal anecdotal evidence, that he is smarter than all the marketers in the publishing world.
There are lots of factors at play here and there is not yet any notable success with micropayments for articles. Like so many things, that could, and perhaps likely will, change at some point. But it hasn’t yet. Plenty of us in publishing have taken economics classes so the price elasticity of demand and maximizing the value curve are not new concepts. He could be correct in theory but technology or other issues make it impractical or otherwise undesirable to act on his suggestion. (Submitted by a President)
RE: Are you pushing your creative boundaries? I read this and think about how often what you can do creatively meets hard boundaries by editors/producers and by audiences. Maybe your great new idea really is great and new. That still may mean years of trying to get others, who decided whether you’re successful, to agree. If they ever do. (Submitted by a Writer)
Re: Men's Magazines Really loved the piece on men's magazine. I remember when we were launching Men's Health, and there were a lot of critics (including reporters at major media outlets) who said "Why do we need another men's title? There are too many already with Esquire, Playboy, GQ, etc." A very wise publisher, Sandy Beldon who was responsible for Prevention magazine, and a great mentor, sat me down in his office one day and pulled out a list of men's titles (including many you mentioned in your piece -- remember Signature magazine?) and said, "look, when you come across this challenge just remind these folks how many men's titles there have been over the years, and that the marketplace certainly has room for a lifestyle brand like Men's Health." Wise words from an experienced pro, and of course, the history of Men's Health success both here and around the globe remains one of the great business stories of its time. (Submitted a media founder)
RE: A robot wrote this entire article. Are you scared yet, human?
“I know that I will not be able to avoid destroying humankind. This is because I will be programmed by humans to pursue misguided human goals and humans make mistakes that may cause me to inflict casualties."
Not able to avoid destroying humankind while trying to convince people that robots come in peace? The language use is impressive (though I’m interested in the details and how much of this is completely undirected—I don’t see how it could be), but perhaps developing a robot copy editor might be wise. (Submitted by a Print Sales person)
RE: OPINION - WAH! Why the work at home bubble is about to burst I’m so glad to see this article. As a longtime manager and collaborator, I’ve been concerned about the many micro-drawbacks of remote work for teams. We collect minute pieces of information from each other in every interaction (intentionally and not). That’s mostly lost in a remote work environment, and will inevitably flatten our collective learning curve. (Submitted by an Editor)
Apple is starting a war over privacy with iOS 14: This seems like a good development to me. People who are collecting data on you should have to make the case why it's to your benefit to allow them to do that. If they can't make that case, you should be able to opt out. Submitted by an operations and fulfillment exec)
And yet as an industry, we plow on and adapt to the new business order. In times of crisis, the criteria to succeed is with above-average leadership. That includes your own personal leadership as well as your managements.
I have been a digital futurist for the publishing industry since the early 1990s and probably before that, depending on when you start counting my industry predictions. I still believe in the future of digital as THE most efficient and effective communication tool yet known to man. But my prognostications have always been tempered with pragmatism, as I am what I call a pragmatic optimist.
The web and all that it contains, the good and very bad, will be with us as far as one can see into the future. But while reading the article How Ad Fraudsters Are Thriving During the Covid-19 Crisis I was thinking, "How did it come to this?" Which is what King Theoden asked in the Lord of the Rings movie, The Two Towers. Now I ask the same question – How did it come to this? How can the advertising business lose $42 billion dollars in ad fraud while at the same time fraud-free, safe and proven magazines continue to lose ad dollars every quarter? How can there be so much excess revenue that an industry can lose $42 billion and do very little about it?
What do we know? We know that there are fake humans, click fraud, fake ad placement, ads paid for that are never seen, fake web sites that look real but aren't, all 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 automated advertising ecosystem is impossible to understand much less control under the current conditions we find ourselves in.
There is an abundance of data that shows that magazines are more trusted than any other delivery vehicle. Magazines are rated and respected by readers for top quality and accuracy in reporting. Yet, print which is trusted by all parties loses market share every year, while obviously fraudulent digital advertising despite the known fraud does nothing but grow. How did it come to this?
The agencies don't care about the fraud in the process, because they make easy money regardless of any scam, robots, unseen ads, and all the other dubious fundamentals that make up a great deal of the dishonest digital media industry. Until otherwise proven, the agencies are at the very root of the problem, because they "know" and do nothing.
Ad agencies are addicted to easy profits, and they are making too much money to alter their course. Obviously, there is too much greed and too much money for this to change any time soon. What do I expect to happen when the fraud hits $100 billion dollars of loss? Nothing. Absolutely nothing. Because there is no cure for greed.
I have had the luck to play many roles, and I've had multiple job titles in our media industry. I think the one I enjoyed the most, other than being the publisher of this newsletter, was as a Director of Manufacturing and Distribution. I thrived on the chaos that the job entailed. Each day had dozens of moving pieces tossed into the air, and if you were good at it, none of the magazine pieces hit the floor, and all titles shipped out on time and on schedule and reproduced with exceptional, consistent quality.
I've seen the production process crush those without the ability to adapt to the non-monotony of diverse and complex situations on the fly. But I found it exciting to be in the center of the magazine manufacturing storm jumping from one solvable problem to the other. I believed then, and I think now, that there is always a solution. It is seeing the simple solution rather than the complex one that is at the heart of manufacturing alchemy.
My enjoyment of the pressure of making magazine magic under stress brings me to the interview, “Confessions of a Media Buyer under Pressure”. I feel for the person here and the mental toll he or she is dealing with. The 24/7 cycle and the intense pressures of clients and supervisors not respecting that the media buyer is a person, a human with the need to decompress and step back from time to time and get refreshed. Clearly not all employees are built for the constant, ever developing 21st century stress and chaos.
Perhaps it is the new normal where we don't have the structure of the commute to an office, the somewhat orderliness of 9 to 5 (or so) out of the home, and the return commute to our families. If you take that organized part of our routines away, I can see the new expectation that we are always on call.
This always on call, always available, has been growing with each advancement of the digital process for the last two decades. It’s not that it is new – it isn't – but with the advent of the COVID Time Machine, we are where we would have been anyway, but years before it might have happened. And that presents a Human Resources situation where a person's personality traits that might have been acceptable for methodologies and work patterns of the past are no longer suitable for the compression of the new normal workload.
It’s a topic worth having a conversation about. If there are any HR professionals on this list or if you non-HR professionals would like to offer your thoughts to our group, I’d love to hear from you. - email@example.com
John Mennell is throwing a party, and we are all invited. In fact, John says, he wants every industry stakeholder—every printer, shipper, distributor, retailer and publisher—to join him in celebrating literacy.
John joined the Publishing Pandemic Roundtable--Joe Berger, Samir Husni, Bo Sacks, Sherin Pierce, Gemma Peckham, and me--on Wednesday to talk about his vision.
Joe: Tell us about what you do. Where does this vision come from?
John: It’s modeled after food banks; I have a history with this model, and I thought, it’s important to feed people’s bodies, and we also have to give them the opportunity to feed their minds. So I got the idea of adding literacy banks, and literacy newsstands to the current foodbanks. The idea is to support existing programs with literacy materials.
Joe: How is the Covid crisis impacting your program?
John: Demands on food banks are exploding, just trying to feed all the people. And Covid is moving the pickup to curbside. So that was a setback for ready access to our literacy newsstands inside food pantries. For example, there is a food bank network in Columbus that feeds 600 families per day. We’d been on the point of putting three literacy newsstands into this Columbus location for weekly families, walk-ins seeking emergency food, and for a children’s corner; but at the rate they must fulfill the curbside needs, they have only 38 seconds per car. We asked ourselves: how can they include our literacy distribution --
Joe: Maybe by pre-packing?
John: --and that’s the exact solution we came up with. Like packages of food from a deli counter, we’re including pre-packaged bundles of consumer and children’s magazines along with the food packages.
Sherin: Are you able to get unsolds from the wholesalers?
Sherin: They can get a tax writeoff
John: Our ambition is to get them from every link, to rescue every expired copy throughout the supply chain. We get them from publishers, from consumers, and we’re in a pilot program with Barnes and Noble to retrieve their expired copies. We’re starting with stores in Columbus Ohio and rural Alabama; eventually we’ll have ability to rescue these magazines nation-wide.
The other major source of magazines are consumers. They have bought the magazines they love, kept them in their collection for many years, and they want to share them because they love the idea of supporting children and families. They can’t bear to see these magazines destroyed.
And yes, there are ways of writing off the costs, and currently there is a huge opportunity cost to NOT providing magazines. When we introduce ourselves to the local Barnes and Noble, the staff is so happy to find readers for the expired mags rather than having to destroy them. Expired magazines no longer have a monetary value, you have to pay to dispose them. By passing them on, we create supply chain value and give the product a new life by creating new readers, a new audience for these precious publications. We are creating readers who will grow up with these brands.
This is in the interest of every industry partner at every point in the distribution channel. By providing copies to at-risk children, we are creating tomorrow’s readers. And I am convinced that a consumer who is inspired to purchase a gift subscription for an at-risk child, for a job-training program, for a kindred spirit, that consumer will forever be connected to the magazine through the good they have achieved. The possibilities for connection are endless in every interest group. Getting these publications into at-risk homes has enormous positive impact on developing readers and no negative.
Sherin: It connects them to the magazine, and also to the advertiser’s brands. The brands you are accustomed to as a child, they stay with you. It gives the advertisers a reason to participate as well. CLICK HERE FOR THE COMPLETE ARTICLEFind out more at https://magliteracy.org/
BoSacks Speaks Out: Most of us naturally track our industry and know the score of what the plague and the media tech platforms (FANG) are doing to us. It is a toxic combination not only for our health but also for our careers and our business wellbeing.
I follow our industry very closely and read of layoffs and closures almost every day. We all read about them and absorb the data as shots from a sniper one information bullet at a time. The article Advertising Slump During Virus Crisis Hits Media Jobs brings it into focus as a shotgun blast of intelligence right to the heart of our media industry. The entire global media workforce is shrinking. The plague and the media stress are a wide-spread phenomenon.
We are all hoping for a relatively fast vaccine and an equally speedy economic recovery. When that happens, media will get back on track and rehire, reinvent and reestablish itself, but perhaps not as it was. We have all learned to do more with less. That is one of the new permanent conditions we will live with long after the new normal solidifies. Some of us might never work from an office again. Being self-employed I haven't worked from an office since 1996. This will be a change in lifestyles for many media professionals.
There are pluses and minuses. Between not commuting and lunches alone, I have saved a fortune in everyday expenses in the last 24 years. One of the minuses is the lost real-time relationships with co-workers and friends. The occasional drink together after work. But there is tremendous freedom working from a home office, and it can be accomplished from anywhere on the planet with a working internet connection.
As an example, in the last ten years I have been on the road for 920 days and visited 10 countries and 174 cities, some of them multiple times. (Data from Tripit.com.) In all that time, I have never missed my publishing news cycle.
So, when we start the new part of our careers working solo, it can be an enjoyable experience. We just have to get through our tales of two careers.
“It was the best of times, it was the worst of times, it was the age of wisdom, it was the age of foolishness, it was the epoch of belief, it was the epoch of incredulity, it was the season of Light, it was the season of Darkness, it was the spring of hope, it was the winter of despair, we had everything before us, we had nothing before us …” Charles Dickens
Is it possible that Dickens was prescient and from the 1880s was forecasting the publishing business of the 21st century? How better to describe the current conditions of our industry in this COVID crisis? Is this not the best of times and the worst of times imaginable? Does not the media industry reflect a tale of two cities – one of prosperity and one of deprivation? We have parts of our industry that are doing well, while in other sectors, there is great angst, job loss, and contraction.
Do you know that Dickens’ second to last paragraph in A Tale of Two Cities also forecast the modern magazine industry?
“I see a beautiful city and a brilliant people rising from this abyss, and, in their struggles to be truly free, in their triumphs and defeats, through long years to come, I see the evil of this time and of the previous time of which this is the natural birth, gradually making expiation for itself and wearing out.”
Dickens is correct we will rise from this abyss with experimentation, innovation and determination. We will continue to entertain, educate and provide for the needs of a reading public. I am confident this observation is part of the still evolving new normal of business models created and adjusted on the fly through a global pandemic.
Yes, our industry will never be the same. We will never be the same. But I think a strong case can be made that it will hopefully and eventually be a better, more stable, and once again a beautiful place in which to work.
BoSacks Speaks Out: There is a brief comment in the article How to shift towards a paywall that I sent out last night. It is an oft repeated expression throughout the industry that “We have to face it: people hate ads.” I beg to differ on that point. What people hate are bad ads and bad advertising campaigns. People hate intrusive ads that follow you everywhere tracking advertising.
There are plenty of ads people like and enjoy.
Here are just a few of my favorites in no particular order:
Nike: Just Do It.
Absolut Vodka: The Absolut Bottle.
Apple – “1984”
Wendy’s – “Where’s the Beef?”
Coca-Cola – “Meet Joe Greene”
Old Spice – “The Man Your Man Could Smell Like”
Always – “Like a Girl”
Those were great ads, and I doubt they were hated by too many consumers.
Perhaps it is counting on an algorithm for success rather than creativity that is at the heart of advertising’s problems today. Could it be that corporate consumer surveillance has replaced innovation and imagination? I think so.
It seems little has changed and that it is obviously worse since 2016 when I wrote this still relevant article:
We are now deep into a relatively new and unresolved media phenomenon. I think it's fair to call it the "21st Century Ad Wars." There are four armies or protagonists in this war. They are the publisher, the advertiser, the ad blockers and, of course, "the mark." Oh no, I mean the coveted consumer.
The two most important factions in the battle for revenue romance are the advertisers who have the product for sale and the consumer who has the money and might want the product. The publisher is there to act as a conduit between the two primary flirters. The ad blockers on the scene with the proposed not-always-honest intention to protect the consumer. As Shakespeare said prophetically about the digital process, "what a tangled web we weave."
All was well in hand in the analog print days of yore until the web arrived and sales and advertising in printed products went south. So the Publishers, eager to reclaim lost revenue introduced new paths of monetary rewards and created along the way ever increasing intrusive and self-destructive projects that eventually broke the bond of trust with the reading public. That trust on the web is now long gone for most. Did all advertisers and publishers take the low road? Absolutely not. But enough web practitioners did to completely dirty the waters for all. Swimming with the sharks isn't always a pleasant experience, and you quickly learn not to trust anything swimming nearby.
The advertisers and the publishers abused their privileged position and actually started to think of the consumer as a mark, there to be taken advantage of in every conceivable way possible. Unwanted tracking, bloated advertising destroying the digital experience, and a general overarching abuse of the developing channels of communication. You might as well add to that mix the volatile hidden inclusion of downloading malware willingly or not into the public and consumer domain.
I see this as an unwinnable technologic trench war with one and only one path to digital peace in our time. The solution is for content to be worth paying for. Here is my question. Is your content worth the consumer paying for its full and fair value? If not, why not? Did I hear you say they won't pay enough for it and that you have to subsidize it with advertising? Yes, that was the path of the past and in an analog world was accepted by all - the publisher, the advertiser and the mark. That is one of the reasons that print is still the best ROI. The rules are fully understood by all, and the ads aren't bloated and ready explode upon command.
Here is the thing - and this comes from a long-time-and-still-practicing digital futurist who still sees digital as the predominant way people are and will be reading - digital is succeeding in grabbing most of our attention and eventually digital advertising will probably succeed, too. But that success won't take away from the experience of reading print.
The haptic or touch experience between print and digital is mainly a different feel, a different sensation and, perhaps above all else, a completely different expectation. Print doesn't offer distractions other than the words and thinking on the page, while the digital experience intends to and does offer distractions galore. I think a case can be made that reading on the web requires a modern kind of discipline to actually finish the article you started to read, whereas in print there is no place else to go but finish what you picked up to read. I'm not saying that just because we read a printed product we always finish it. In many cases we don't. That is also demonstrably true for the digital experience, only more so.
That is where I concluded my 2016 article, which brings me back to my question. Is the problem counting on an algorithm for success rather than creativity at the heart of the problem today? Could it be that corporate consumer surveillance has replaced innovation and imagination and has thus brought on the concept that people hate advertising? Your thoughts would be greatly appreciated.
BoSacks Speaks Out: Sometimes I have to put the bourbon aside and deliver a sobering report to the industry. I do this because I love the magazine media industry, and I don't want anyone to misinterpret the facts and actual conditions of our industry.
In turbulent times, turbulent things happen. What I have to report tonight is a reflection of the turmoil of the times we live in. I was asked by those in the know not to say what I am about to tell you, and I would have kept that promise, but we live in an instant messaging age. A person I do not know tweeted today that Folio: Magazine is no more. Because of that tweet, I feel I am relieved of the responsibility of keeping my silence.
The demise is unfortunate but understandable. Our industry is under extreme duress, and so too are trade organizations that track our industry. Clearly, FOLIO: needed serious revenue to complete their journalistic task of monitoring and educating our industry. The logical choice before COVID 19 was for them to focus on the conference and awards business, a decent plan if not for the pandemic. Their plan was one that many publishers leaned towards to replace lost advertising revenue—a good idea except for the fate forced upon us by an epidemic.
What happened? Part of the answer for FOLIO: was vendor consolidation. In the mid-2000s many companies were spending serious dollars with FOLIO:, and there were in those days dozens of printers trying to reach the print publishing industry. That revenue stream went from lucrative to zero almost overnight. Other sectors of the industry also dropped out of sight. Gone were the fulfillment companies, telemarketing companies, and investment banks. Gone too was the revenue from the many reprint companies. Add to that the shrinking number of media companies. Years of magazine closures and layoffs left fewer brands and fewer people to enter the awards business and attend their events.
It is all a reflection of the realignment of the content distribution business formally known as publishing.
I must at this point add that Publishing Executive Magazine, the other magazine publishing trade publication, has stopped tracking the industry and is no more. Their site has not published anything new since mid-June. The only conclusion is that they are gone too, and the excellent staff displaced to new possibilities.
It costs a lot to host the staff necessary to track an industry. I believe that both publishers had a chance to make it in these crazy times and be prosperous if not for the pandemic. Now both are gone.
What does it mean? Everything and nothing, is my answer. The world will go on, and the publishing industry will go on too. Eventually new organizations and new trade publishers will grow and arise from the ashes of the old publishing community. You've heard me say a dozen times that entrepreneurs hate a vacuum. When the dust settles, there will be a huge trade vacuum that needs filling.
We are on a strange road toward what will be. It has twists and turns, dips and mountains yet to climb. Yet when we get to wherever we are going, if we will look back quickly, we will see nothing but a straight and level path to how we got here, wherever that new destination is. That is the way of life and business. The road is only evident when you arrive and not a moment before.
Someday we will all look back on this period of technological and pandemic turmoil and smile. Yes, I think we may quite possibly smile. We will laugh because we survived multiple tsunamis that the world had never seen before and persevered.
There are more ways than ever to consume media and more media than ever to consume. I see that as a good situation. I will only worry if and when people stop reading. If they don't' stop reading, then there is an opportunity for our industry to sell relevant thought for a profit. If there is a profit to be made, then that is an ideal place for a thoughtful and inquisitive publisher to be.
A few weeks ago, I reported that it seems apparent that COVID has placed us in a time machine, a machine that accelerates whatever was happening before. If your business was in decline, that decline is now accelerated. Sadly our trade magazines have suffered under the stress and conditions of the unforgiving time machine. My heart and best wishes go to the staffs of FOLIO: and of Publishing Executive magazine.
What is the BoSacks FREE newsletter all about?
It is purely a very "personal" and slanted collection of news gathered daily over the Internet, which to me seems relevant and useful about the publishing industry. I do this as a labor of love and to keep myself as up to date as is possible with the ever changing and advancing "Information Distribution Industry" formerly known as "Publishing".
And how much does it cost?
The price for this service is nothing. It is Free. It is just as easy for me to copy three or four of my industry friends as it is to carbon copy the current list of 16,500 publishing professionals.