The document discusses key aspects of establishing a solid foundation for a successful magazine publishing business. It emphasizes the importance of understanding the target readership, developing a reliable business model with diversified funding sources, building an effective team, and fostering strong relationships with readers and partners. Additionally, it addresses challenges modern publishers face with information overload and the need to facilitate community discussions rather than just provide content. Overall the document provides strategic advice focused on mission, service orientation, and reader-centered approaches for magazine publishers.
Pure Gravy is an insights-based brand strategy consulting firm. We help clients solve strategic business and brand issues by leveraging a range of proven tools and frameworks. Learn more about what we do and how we do it.
The document outlines the typical phases in the life cycle of a magazine:
1. Concept, test, and funding phases take 1-3 years to develop the concept, test it with audiences, and raise money for launch.
2. The launch phase lasts 1 year to produce the first issue and marketing campaign.
3. The growth phase lasts 1-10 years as circulation gradually increases through marketing efforts.
4. The optimum phase is when circulation stabilizes at the maximum for the target audience.
5. The decline phase begins as circulation decreases over time and interest wanes, eventually leading to the magazine ending or being relaunched with major changes.
1) The document discusses aligning a company's brand through strategic communications by uncovering the authentic brand narrative and helping all employees deliver on it.
2) It emphasizes the importance of vision, leadership involvement, an eclectic team, internal alignment, brand evangelists, fluidity, compelling stories, optimal forms of communication, experience design, external communication, and attracting storytellers.
3) The key is sharing an inspiring vision that motivates employees and connects with customers through consistent yet flexible branding across all touchpoints.
This “brand 101″ session is designed to help nonprofit leadership and board members understand the basic concepts around developing and maintaining a strong brand:
- What it means to brand an organization
- How to identify what’s at the core of your organization’s brand
- How to build simple messaging frameworks that allow consistent communications of that brand
- How to help your organization “walk the walk” and deliver on the promise of your brand
This document provides information about Salum International Resources, a management consulting firm focused on peak performance. Some key points:
- The company uses a process called Performance Architecture to help clients improve organizational performance through executive education.
- Courses and workshops focus on topics like leadership, sales, innovation, and achieving peak performance by defining focus, managing energy, and designing breakthroughs.
- The founder, Carlos Salum, has experience in peak performance training for athletes and applying those principles to business. He delivers keynotes and facilitates various learning experiences.
- Services include awareness strategies, learning and implementation to help clients achieve their goals through Performance Architecture and other creative thinking tools.
Bringing a Client-Centric approach to your customers and your organization. Bridging the divide between "High Design" and "High Delivery".
Create Compelling Marketing Messaging and PositioningIntelligent_ly
The document provides guidance on developing a brand essence and product messaging brief, which are two core branding tools. It explains that a brand essence articulates a company's vision, promise, attributes, personality, and style. An example brand essence for Nike is also given. The document also outlines what a product messaging brief should include: the product name, category, key benefits, differentiators, positioning statement, and a concise 25-word description. An example brief is also provided for the social HR software TribeHR.
Pure Gravy is an insights-based brand strategy consulting firm. We help clients solve strategic business and brand issues by leveraging a range of proven tools and frameworks. Learn more about what we do and how we do it.
The document outlines the typical phases in the life cycle of a magazine:
1. Concept, test, and funding phases take 1-3 years to develop the concept, test it with audiences, and raise money for launch.
2. The launch phase lasts 1 year to produce the first issue and marketing campaign.
3. The growth phase lasts 1-10 years as circulation gradually increases through marketing efforts.
4. The optimum phase is when circulation stabilizes at the maximum for the target audience.
5. The decline phase begins as circulation decreases over time and interest wanes, eventually leading to the magazine ending or being relaunched with major changes.
1) The document discusses aligning a company's brand through strategic communications by uncovering the authentic brand narrative and helping all employees deliver on it.
2) It emphasizes the importance of vision, leadership involvement, an eclectic team, internal alignment, brand evangelists, fluidity, compelling stories, optimal forms of communication, experience design, external communication, and attracting storytellers.
3) The key is sharing an inspiring vision that motivates employees and connects with customers through consistent yet flexible branding across all touchpoints.
This “brand 101″ session is designed to help nonprofit leadership and board members understand the basic concepts around developing and maintaining a strong brand:
- What it means to brand an organization
- How to identify what’s at the core of your organization’s brand
- How to build simple messaging frameworks that allow consistent communications of that brand
- How to help your organization “walk the walk” and deliver on the promise of your brand
This document provides information about Salum International Resources, a management consulting firm focused on peak performance. Some key points:
- The company uses a process called Performance Architecture to help clients improve organizational performance through executive education.
- Courses and workshops focus on topics like leadership, sales, innovation, and achieving peak performance by defining focus, managing energy, and designing breakthroughs.
- The founder, Carlos Salum, has experience in peak performance training for athletes and applying those principles to business. He delivers keynotes and facilitates various learning experiences.
- Services include awareness strategies, learning and implementation to help clients achieve their goals through Performance Architecture and other creative thinking tools.
Bringing a Client-Centric approach to your customers and your organization. Bridging the divide between "High Design" and "High Delivery".
Create Compelling Marketing Messaging and PositioningIntelligent_ly
The document provides guidance on developing a brand essence and product messaging brief, which are two core branding tools. It explains that a brand essence articulates a company's vision, promise, attributes, personality, and style. An example brand essence for Nike is also given. The document also outlines what a product messaging brief should include: the product name, category, key benefits, differentiators, positioning statement, and a concise 25-word description. An example brief is also provided for the social HR software TribeHR.
This week we attended the CharityComms Communications on a Shoestring conference, giving some practical advice on how charities can best tackle their communications challenges on a tight budget.
Our workshop centred on the branding process – guiding people from the development of a strong brand proposition to the creation of a ‘big idea’ that brings it all to life. And we also explored brand personality, taking a look at some key brand role models to uncover the importance of a distinct identity that engages with the world in an interesting way.
The CharityComms event resonated really well with our core values at Neo – to help some of the world’s smallest, but best voices become some of its most powerful ones. As Nick, our Managing Director explains, “Neo is all about amplifying the voices of those organisations who are doing something good and interesting in the world. That’s why we believe workshops like these are so important – helping charities who might not have the budget to clearly articulate their offer, and breathe some life into their brand.”
We really enjoyed the running the workshop, and would like to thank all those who joined us.
Successful habits of visionary companies jim collins, jerry i. porrasBagas Adi
This summary provides the key insights from the book "Built to Last: Successful Habits of Visionary Companies" by Jerry Porras and Jim Collins. The authors studied 18 visionary companies to understand what separates truly exceptional companies from others. They found that visionary companies preserve their core ideology while allowing other aspects to change over time. These companies also set ambitious long-term goals, have cult-like cultures where everyone buys into the core values, try many new ideas and keep what works, promote from within, and continually strive for improvement rather than being satisfied with the status quo. The book aims to understand the timeless principles rather than trends that make some companies able to thrive for decades.
The document provides biographical information about Darryl F. Vance, including his educational background, work experience, skills, passions, and goals. It outlines his purpose of helping organizations drive revenue growth through brand image using his skills in financial communication and quality. It also lists his current community support system and contact information.
The document outlines an entrepreneurial mindset training program. It discusses the importance of mindset for success and introduces concepts like the six ways to make money, the five parts of every business, developing a strong "why", and conducting a self-inventory to assess strengths and opportunities. The goal is to help participants develop the right mindset, skills, and strategies to start a successful business by understanding fundamental entrepreneurship principles.
The document discusses branding and building a strong brand image. It defines a strong brand as having a special relationship with customers based on shared values and vision. The brand must communicate consistently across all touchpoints. It also states that the brand is the most important intangible asset an organization has. It then discusses what a brand represents, the need for brands to evolve, and how brands benefit both customers and businesses by increasing loyalty, productivity, and competitive advantage.
Change Play Business™ is a new and synergistic way of working. Designed as a game, it is a new process of knowledge exchange rooted in intersectional innovation principles.
This format combines techniques of structured play with strategic thinking and radical collaboration.
The goal is to ignite and energize a transformational journey of co-creation and collaborative leadership.
This presentation shares insights of the process and it's impact after 8 months of the event in Lisbon.
The document provides tips on personal branding and marketing. It advises defining your personal brand by identifying your strengths, passions, attributes, and legacy. It also recommends developing a brand action plan that includes communicating your brand authentically through your actions and online presence, with a focus on social media. The goal is to show up as an expert in your brand daily in order to grow your business and career opportunities.
Here are the key points from the chapter:
1. A converged strategy utilizes both online and offline marketing tactics.
2. Traditional networking involves face-to-face interactions while social networking leverages online connections.
3. The most effective converged strategies merge traditional and social networking by using online connections to enhance offline relationships and vice versa. This provides more touchpoints for customers.
4. A converged strategy should get customers to the know, like, trust, buy stages through both online and offline interactions. Technology can facilitate these connections but personal touches are also important.
5. The goal is to make the customer experience seamless whether they interact with the business online or offline. This consistency and convenience promotes referrals.
This document discusses how direct marketing can strengthen brands by building relationships with customers. It argues that direct marketing and branding strategies should be integrated, with a focus on understanding customers and targeting them with relevant messages. Successful direct marketing depends on list quality, strong offers, and compelling copy and design. Electronic communications like email require permission and a personal approach to avoid spamming customers.
1) A strong corporate brand encapsulates an organization's purpose and core promise in a way that answers why customers should choose them and how they are different.
2) Strong brands inspire employees, protect against competitors, help organizations change through consistent values, and unify internal and external stakeholders.
3) Differentiated brands increase market share and brand equity, attract better employees and customers, and build loyalty through a clear value proposition.
Mentorwell.com, EMC2 and London's TechCity hosted researchers from around Europe for a startup mentoring day. Dr Kevin Byron provided some foundation. How does innovation happen and what does it have to do with the history of high jump techniques? How can researchers turn their work into business? What are the IP issues for researchers in University? Brainstorming with impact. Kevin Byron considers all these issues in the talk he gave at the MentorWell EMC2 Research to Entrepreneurship event.
The document provides tips for raising funds for a magazine, including establishing a solid business model, diversifying income sources, and effective fundraising. It discusses sources of funding like foundations, businesses, donors, and investors. Various fundraising methods are outlined, such as mail fundraising letters, grant proposals, newsletters, and meetings with business people to discuss donations. Developing a long-term fundraising plan with a variety of activities is also recommended.
There are 7 phases in the life of a magazine:
1. Concept phase where the idea is developed through research over 6 months to 3 years.
2. Test phase where the concept is tested with the target audience over 6 months to 1 year.
3. Funding phase where money is raised for launch over 1 to 2 years.
4. Launch phase where the magazine is published for the first time over 1 year.
5. Growth phase where circulation gradually increases over 1 to 10 years.
6. Optimum phase where circulation is stable.
7. Decline phase where circulation decreases and the magazine may eventually cease publication.
2013 Self-directed Learning Project In Brand GrowthMarc Binkley
Marc Binkley designed a self-directed learning project over 12 months to develop a new sales and marketing model. The project involved reading 2 books per month on topics like consumer behavior, strategy, branding, marketing, sales and innovation. Marc would apply the concepts by blogging, creating videos, participating in online discussions and testing $100 in digital marketing. The goal was to identify patterns and develop a proprietary and effective business model through this experiential learning process.
The document discusses building a foundation for a high performance culture through establishing a shared vision and values. It outlines the vision to be known worldwide for academic excellence and making a real difference. Core values discussed include honesty, integrity, professionalism, customer focus, confidence and excellence. The document also describes tools used to embed the values through consultation, workshops, performance reviews and leader role modeling. It emphasizes adjusting to change, developing oneself and others, and achieving results.
4 steps to reuse and recycle your content so you save time and moneyNandy H
Learn how the old fashioned editorial calendar (now also known as content calendar) can help you improve your content. Plan how to re-use or recycle your knowledge across media platforms. You'll reach your stakeholders more effectively while saving time and money
The document provides tips for developing a personal brand, including determining your value proposition, defining your audience, managing your online presence on platforms like LinkedIn, networking, and preparing an elevator pitch. It emphasizes that personal branding is important because 85% of hiring managers consider a candidate's brand in decisions. Developing a clear, authentic personal brand can help one secure more interviews and promotions by communicating their unique strengths and values. The document also briefly discusses the "small world phenomenon" experiment which found that messages could travel through just six acquaintances on average.
The document discusses the key components of building a vision for a company, including core ideology, envisioned future, and big hairy audacious goals (BHAGs). It states that the core ideology provides guidance and consistency, while the envisioned future outlines ambitious 10-30 year goals. Developing a compelling vision involves discovering the core ideology by looking inside the organization, and creating a vivid description of achieving a BHAG to stimulate progress. While the envisioned future may not be perfectly realized, setting audacious goals builds organizational strength to create the future. Maintaining a vision requires 1% new vision and 99% ongoing alignment through recasting the vision over time.
The briefing document to our two week Create Meaning program in cooperation with the Miami Ad School.
All results will be published on createmeaning.com
Feel free to follow-up Q&A on twitter @createmeaning.com or our blog.
This week we attended the CharityComms Communications on a Shoestring conference, giving some practical advice on how charities can best tackle their communications challenges on a tight budget.
Our workshop centred on the branding process – guiding people from the development of a strong brand proposition to the creation of a ‘big idea’ that brings it all to life. And we also explored brand personality, taking a look at some key brand role models to uncover the importance of a distinct identity that engages with the world in an interesting way.
The CharityComms event resonated really well with our core values at Neo – to help some of the world’s smallest, but best voices become some of its most powerful ones. As Nick, our Managing Director explains, “Neo is all about amplifying the voices of those organisations who are doing something good and interesting in the world. That’s why we believe workshops like these are so important – helping charities who might not have the budget to clearly articulate their offer, and breathe some life into their brand.”
We really enjoyed the running the workshop, and would like to thank all those who joined us.
Successful habits of visionary companies jim collins, jerry i. porrasBagas Adi
This summary provides the key insights from the book "Built to Last: Successful Habits of Visionary Companies" by Jerry Porras and Jim Collins. The authors studied 18 visionary companies to understand what separates truly exceptional companies from others. They found that visionary companies preserve their core ideology while allowing other aspects to change over time. These companies also set ambitious long-term goals, have cult-like cultures where everyone buys into the core values, try many new ideas and keep what works, promote from within, and continually strive for improvement rather than being satisfied with the status quo. The book aims to understand the timeless principles rather than trends that make some companies able to thrive for decades.
The document provides biographical information about Darryl F. Vance, including his educational background, work experience, skills, passions, and goals. It outlines his purpose of helping organizations drive revenue growth through brand image using his skills in financial communication and quality. It also lists his current community support system and contact information.
The document outlines an entrepreneurial mindset training program. It discusses the importance of mindset for success and introduces concepts like the six ways to make money, the five parts of every business, developing a strong "why", and conducting a self-inventory to assess strengths and opportunities. The goal is to help participants develop the right mindset, skills, and strategies to start a successful business by understanding fundamental entrepreneurship principles.
The document discusses branding and building a strong brand image. It defines a strong brand as having a special relationship with customers based on shared values and vision. The brand must communicate consistently across all touchpoints. It also states that the brand is the most important intangible asset an organization has. It then discusses what a brand represents, the need for brands to evolve, and how brands benefit both customers and businesses by increasing loyalty, productivity, and competitive advantage.
Change Play Business™ is a new and synergistic way of working. Designed as a game, it is a new process of knowledge exchange rooted in intersectional innovation principles.
This format combines techniques of structured play with strategic thinking and radical collaboration.
The goal is to ignite and energize a transformational journey of co-creation and collaborative leadership.
This presentation shares insights of the process and it's impact after 8 months of the event in Lisbon.
The document provides tips on personal branding and marketing. It advises defining your personal brand by identifying your strengths, passions, attributes, and legacy. It also recommends developing a brand action plan that includes communicating your brand authentically through your actions and online presence, with a focus on social media. The goal is to show up as an expert in your brand daily in order to grow your business and career opportunities.
Here are the key points from the chapter:
1. A converged strategy utilizes both online and offline marketing tactics.
2. Traditional networking involves face-to-face interactions while social networking leverages online connections.
3. The most effective converged strategies merge traditional and social networking by using online connections to enhance offline relationships and vice versa. This provides more touchpoints for customers.
4. A converged strategy should get customers to the know, like, trust, buy stages through both online and offline interactions. Technology can facilitate these connections but personal touches are also important.
5. The goal is to make the customer experience seamless whether they interact with the business online or offline. This consistency and convenience promotes referrals.
This document discusses how direct marketing can strengthen brands by building relationships with customers. It argues that direct marketing and branding strategies should be integrated, with a focus on understanding customers and targeting them with relevant messages. Successful direct marketing depends on list quality, strong offers, and compelling copy and design. Electronic communications like email require permission and a personal approach to avoid spamming customers.
1) A strong corporate brand encapsulates an organization's purpose and core promise in a way that answers why customers should choose them and how they are different.
2) Strong brands inspire employees, protect against competitors, help organizations change through consistent values, and unify internal and external stakeholders.
3) Differentiated brands increase market share and brand equity, attract better employees and customers, and build loyalty through a clear value proposition.
Mentorwell.com, EMC2 and London's TechCity hosted researchers from around Europe for a startup mentoring day. Dr Kevin Byron provided some foundation. How does innovation happen and what does it have to do with the history of high jump techniques? How can researchers turn their work into business? What are the IP issues for researchers in University? Brainstorming with impact. Kevin Byron considers all these issues in the talk he gave at the MentorWell EMC2 Research to Entrepreneurship event.
The document provides tips for raising funds for a magazine, including establishing a solid business model, diversifying income sources, and effective fundraising. It discusses sources of funding like foundations, businesses, donors, and investors. Various fundraising methods are outlined, such as mail fundraising letters, grant proposals, newsletters, and meetings with business people to discuss donations. Developing a long-term fundraising plan with a variety of activities is also recommended.
There are 7 phases in the life of a magazine:
1. Concept phase where the idea is developed through research over 6 months to 3 years.
2. Test phase where the concept is tested with the target audience over 6 months to 1 year.
3. Funding phase where money is raised for launch over 1 to 2 years.
4. Launch phase where the magazine is published for the first time over 1 year.
5. Growth phase where circulation gradually increases over 1 to 10 years.
6. Optimum phase where circulation is stable.
7. Decline phase where circulation decreases and the magazine may eventually cease publication.
2013 Self-directed Learning Project In Brand GrowthMarc Binkley
Marc Binkley designed a self-directed learning project over 12 months to develop a new sales and marketing model. The project involved reading 2 books per month on topics like consumer behavior, strategy, branding, marketing, sales and innovation. Marc would apply the concepts by blogging, creating videos, participating in online discussions and testing $100 in digital marketing. The goal was to identify patterns and develop a proprietary and effective business model through this experiential learning process.
The document discusses building a foundation for a high performance culture through establishing a shared vision and values. It outlines the vision to be known worldwide for academic excellence and making a real difference. Core values discussed include honesty, integrity, professionalism, customer focus, confidence and excellence. The document also describes tools used to embed the values through consultation, workshops, performance reviews and leader role modeling. It emphasizes adjusting to change, developing oneself and others, and achieving results.
4 steps to reuse and recycle your content so you save time and moneyNandy H
Learn how the old fashioned editorial calendar (now also known as content calendar) can help you improve your content. Plan how to re-use or recycle your knowledge across media platforms. You'll reach your stakeholders more effectively while saving time and money
The document provides tips for developing a personal brand, including determining your value proposition, defining your audience, managing your online presence on platforms like LinkedIn, networking, and preparing an elevator pitch. It emphasizes that personal branding is important because 85% of hiring managers consider a candidate's brand in decisions. Developing a clear, authentic personal brand can help one secure more interviews and promotions by communicating their unique strengths and values. The document also briefly discusses the "small world phenomenon" experiment which found that messages could travel through just six acquaintances on average.
The document discusses the key components of building a vision for a company, including core ideology, envisioned future, and big hairy audacious goals (BHAGs). It states that the core ideology provides guidance and consistency, while the envisioned future outlines ambitious 10-30 year goals. Developing a compelling vision involves discovering the core ideology by looking inside the organization, and creating a vivid description of achieving a BHAG to stimulate progress. While the envisioned future may not be perfectly realized, setting audacious goals builds organizational strength to create the future. Maintaining a vision requires 1% new vision and 99% ongoing alignment through recasting the vision over time.
The briefing document to our two week Create Meaning program in cooperation with the Miami Ad School.
All results will be published on createmeaning.com
Feel free to follow-up Q&A on twitter @createmeaning.com or our blog.
The document summarizes Kaizen Research and Marketing's philosophy, team, services, differentiators, and offices. It also provides details on two case studies: an FMCG marketing model testing project and a healthcare new product launch and sales project. For the FMCG project, Kaizen tested a new marketing concept involving door-to-door promotion and in-store demos. For the healthcare project, Kaizen launched a new product line through housing society events to position the brand as health-oriented.
The document provides an overview of a webinar on content marketing and creative briefs. It discusses what content marketing is, including listening to customers, delivering compelling information, and testing campaigns. It then focuses on the creative brief, explaining that it is a framework that informs writers about a project. The brief answers questions about the project goals, target audience, and provides parameters. Developing an effective brief requires understanding the audience and providing inspiration for creative work.
This document discusses how to leverage your personal brand through positioning. It defines personal branding as representing your values, mission and positioning statement. Developing a personal brand gives you a competitive advantage and helps align your goals. You should identify your strengths, values and passions to craft a positioning statement describing what you offer. Then project an authentic representation of your personal brand through all professional interactions.
Get an overview on how social marketing differs from traditional marketing methods. Also, how using social networks and third-party applications can make managing your time online easier.
This "brand 101" session is designed to help nonprofit leadership and board members understand the basic concepts around developing and maintaining a strong brand.
This “brand 101″ session is designed to help nonprofit leadership and board members understand the basic concepts around developing and maintaining a strong brand
The document discusses strategies for diversifying revenue sources away from traditional dominant streams. It suggests that magazines consider revenue from areas like events, innovations, and digital presence in addition to advertising, sales, and subscriptions. While these new sources may help sustain magazines, rising costs may require industry consolidation. The document then provides tools to develop new revenue sources, including using reader data to guide product development, creating plans to manage expectations and scale offerings, and leveraging technology to segment audiences and deliver content efficiently. It offers several potential new revenue ideas and principles for sustainable development, such as starting small with low-risk pilots.
This document provides an overview of research methods and best practices for conducting reader research. It discusses that research involves formal curiosity and asking questions with a purpose. There are two main types of research: primary research involving new data collection, and secondary research using existing data. When writing questions, it is important to have clear goals and ask effective, easy to understand questions. Both quantitative and qualitative methods are covered, noting their different focuses and analysis approaches. The document also offers tips for increasing survey response rates, analyzing results, and conducting a class exercise to design a research plan with questions.
Digital publishing is scaling new heights driven by trends in mobile, social media, and ebooks. Publishers must develop digital editions for various devices and platforms, focusing on key areas like content, design, production technology, business models, and advertising. Effective digital editions include optimized content from print as well as new digital-only content, with designs tailored for different devices. Publishers can generate revenue through various sources including ads, sponsorships, subscriptions, and ecommerce.
Human: Thank you, that is a concise 3 sentence summary that captures the key points of the document.
The document provides guidance on financial management and budgeting for magazines, including how to plan an effective budget by incorporating goals and realities, tips for creative budgeting like focusing on revenue growth over cost cutting, and how to manage a budget through monthly analysis and ensuring goals and strategies align with changing realities. It also discusses cash flow projections, characteristics of healthy publications, and key performance ratios to monitor.
This document provides an overview of audience development strategies for magazines and websites. It discusses what audience development is, where to begin the process, key questions to answer, and how to determine an appropriate budget. Audience development aims to acquire and retain readers by understanding the target audience and their preferences. The document recommends determining goals, identifying the primary audience, researching competition, and creating a detailed plan to estimate the budget needed for promotions like renewals and acquiring new subscribers through various sources like direct mail. Effective marketing satisfies emotional drivers of the target audience.
The document provides guidance on sales planning, presentations, proposals, and overcoming objections using a "power of YES" approach. It emphasizes setting goals, developing client history, and using competitive information for planning. For presentations, it recommends determining objectives, keeping messages concise, and engaging the audience. Proposals should document customer needs and value propositions. When facing objections, the approach is to find shared interests, focus on mutual gains, and use "YES" statements to clarify and agree on positions rather than taking an adversarial stance.
This document discusses how to build and manage an industry-leading brand. It defines a brand as a consumer's gut feeling about a company based on their experiences, not just marketing claims. Strong brands keep customers loyal, attract investors and employees, and separate a business from competitors. Brands are created by appealing to emotions over logic and satisfying deeper needs. Effective brand management ensures all communications consistently convey the intended brand personality. The document provides tips for developing brand strategies that focus on the customer experience rather than just products or services.
The document outlines 8 best practices for publishers to position themselves for growth: 1) assess performance through strategy, vision, processes, and risk-taking. 2) Innovate through risks, failures, and finding patterns. 3) Protect profits by aligning priorities and leveraging pricing. 4) Diversify revenue by understanding reader needs. 5) Partner with complementary organizations. 6) Train and compensate staff appropriately. 7) Ensure accountability to readers through research. 8) Maintain a passionate mission while staying objective. The document provides strategies under each best practice for publishers to consider.
How to "make a face" of your team in media. The modern technologies allow to leverage tremendously the process of personal brand building. See how it happens in today's media
This document lists several organizations and foundations that have funded magazine and book publishing projects, including Langham Literature International, Feed the Minds, the Society for Promoting Christian Knowledge, and Tyndale House Foundation. It also provides references for books and websites that can be used to research additional foundations and their grant-making activities related to international programs and publishing.
1. Lay a Solid
Foundation
Business Of Magazine Publishing
for Growth
Making A Good Magazine
Advanced Magazine Publishing Institute | India 2012
Bangalore, October 8, 2012
2. What is a good
magazine?
• Nice look?
Business Of Magazine Publishing
• Thick varnish &
glossy paper?
• Quality pictures?
• Good journalism?
• Lots of ads?
How do you know your
magazine is good?
Bangalore, October 8, 2012
3. Business Of Magazine Publishing
What is a good magazine?
“Good” vs
“Nice To
Read” trap
Bangalore, October 8, 2012
4. What is a good magazine?
Away from metaphysics…
Three whales of Success
in Publishing
Business Of Magazine Publishing
• Understanding your
mission
• Service orientation – don’t think
product, think services
• Being a reader-centered
Remember: Publishing is one
of the exact sciences!
Bangalore, October 8, 2012
5. A Solid Foundation
Target group: Know your reader
• Who is my reader? • What do I want to tell
him and how can I do
• How does he perceive the that?
Business Of Magazine Publishing
information?
Example from one
magazine’s portfolio
Purpose: To refill, revive,
and renew the body of
Christ, especially
pastors, evangelists,
and lay leaders. To
reach, preach, and
teach the word of God
to perishing souls.
Audience: Pastors, leaders,
believers, youth
Bangalore, October 8, 2012
6. A Solid Foundation
Build A Reliable Business Model
• strong concept: how to make money
or to spend money?
Business Of Magazine Publishing
• effective strategic planning
• diversified income sources
• timely and effective fundraising
• well planned budgeting and cash
flow projection
• developed marketing concept and
strategy
• ongoing audience and market
research
Bangalore, October 8, 2012
7. A Solid Foundation
Team building
Make your team working at its maximum capacity
Business Of Magazine Publishing
• unity of goals
• splitting and
differentiation of
responsibilities
• personal brands
development
Bangalore, October 8, 2012
8. A Solid Foundation
Relation building
• Relations with audience =
success with readers
Business Of Magazine Publishing
• Relations with partners =
market success
Get ready for a paradigm shift!
Magazine is not a glossy bound periodical with articles, photography and
illustrations
Magazine is an authoritative niche content from vetted sources in any
format
Bangalore, October 8, 2012
9. Media in the III Millennium
Business Of Magazine Publishing
Challenges for modern publishers
Bangalore, October 8, 2012
10. Media in the III Millennium
Content is a king!
Transition in reader’s demands:
•from the bunch of glossy paper
Business Of Magazine Publishing
sheets bound on one side
•to the content they like
delivered in the
most suitable
format.
Bangalore, October 8, 2012
11. Media in the III Millennium
Challenges to the modern publishers
The last century has seen three important changes for the
media industry. It has moved…
• from a world of information scarcity to information
Business Of Magazine Publishing
overload,
• from a world where commercial and government bodies
needed the media to disseminate information, to one where
they can disseminate information themselves.
• from a world where people needed the media for
information, to one where they can access – and produce –
it themselves
The modern journalist can no longer justify
a role simply processing content from
source to consumer.
He needs to move above the content.
Bangalore, October 8, 2012
12. Media in the III Millennium
Challenges to the modern publishers
How can traditional
Business Of Magazine Publishing
• offer keywords media successfully
and ideas for compete with
further search
• offer competent ?
views and opinions
• offer people rather
than events
(“rumors effect”)
• offer interactivity
Bangalore, October 8, 2012
13. Media in the III Millennium
The New Role Of Media
From content providers to community discussion facilitators
Business Of Magazine Publishing
• remain their
effectiveness if rapidly
changing needs of the
audience
• interact and co-operate
with their audience
• effectively use the
modern communication
technologies
Bangalore, October 8, 2012
14. Scared by the task ahead of you?..
Business Of Magazine Publishing
Bangalore, October 8, 2012
15. A Word Of Encouragement…
Remember that Titanic was
constructed by tough
professionals…
Business Of Magazine Publishing
Bangalore, October 8, 2012
16. Business Of Magazine Publishing
A Word Of Encouragement…
…while Noah’s Arch
was built by the
God-lead amateurs.
Moral: if you are led by the Lord, no matter how difficult the task
might look like, the outcome will be good and long-lasting
Bangalore, October 8, 2012