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Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
Lean Back 2.0 - updated February 2012
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Lean Back 2.0 - updated February 2012

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Andrew Rashbass, chief executive of The Economist Group, on the impact that e-readers and tablets have had on reader behaviour, creating a ’lean-back’ approach which demands an entirely new way of …

Andrew Rashbass, chief executive of The Economist Group, on the impact that e-readers and tablets have had on reader behaviour, creating a ’lean-back’ approach which demands an entirely new way of thinking from media companies. Digital is not a zero-sum game, he suggests, it is a huge growth opportunity.
To share your thoughts direct with Andrew, please email leanback at economist dot com

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  • This growth in circulation contribution and marketing efficiency has been achieved so far in a world where our processes and systems have served a predominantly print business This however is set to change. Whilst subscriber preference today is mostly for a print edition of TE, in two years these preferences reverse And if our business moves as this way, our digital-only subscriber business could go from being worth £x this year to X plus £60m in a few years time It will be important that we are able to carry across to this new world the flexibility, speed and creativity that as driven our success in print
  • Transcript

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    • 10. WHAT A DIFFERENCE TWO YEARS MAKES Source: BrandAsset® Valuator USA, 2011 The Economist Custom Study (All Economist Subscribers)
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