Recently, there has been a period with somewhat of a slow-down in international brand activity as companies focused on shoring up their bases. However, this year we have seen an increasing number of reports surfacing about media companies adopting a more global outlook again. Does this mean a renewed focus on brand licensing, and in what form? And what is the outlook as we head into 2018?
One of the biggest drives for publishers in the past decade or two have been transitioning their print content to digital. For some it is all about maintaining the magazine's brand essence online, yet others have enjoyed success in amalgamating print publications to create new web first brands.
This week, director of the Membership Puzzle Project Jay Rosen takes us through why membership could be the future of funding journalism, and what needs to be done to make it valuable to readers and publishers alike.
Subscriptions have become The Economist’s biggest income stream in the past seven years. Michael Brunt, chief marketing officer and managing director, circulation at The Economist explains how they managed to transform the 174-year old title’s circulation business into the biggest driver of profits.
CDS Global and Zeddit announced a strategic technology partnership in the UK and Australia to provide advanced subscriber conversion capabilities for print magazine publishers. The partnership will focus on improving the conversion of visitors to magazine websites into subscribers for CDS Global clients.
With change occurring at such a rapid pace in digital media, adaptability can increasingly be one of the keys to publisher success. We caught up with Tushar Marwaha, partner relations associate for eZ Systems, on the sidelines of the recent FIPP World Congress in London about the steps that their publisher and industry clients are taking to futureproof themselves against further technological change.
Over the last year, Meredith's Better Homes and Gardens, a lifestyle, home and food brand has grown its audience, engagement and share of market through a successful formula of editorial initiatives that deliver solutions to its audience needs.
Managing a well recognised brand such as Vogue with siloed editions unique to each country worked wonders in the past but «drivers of change» forced Vogue International to not only rethink their digital content distribution but also their international organisation models.