conference magazine - Magazines and Books at Retail, Inc

Transcription

THREE GREAT COMPANIES
Have Your Newspaper, Magazine &
Alternate Product Delivery Needs Covered!
For newspaper distribution, it’s
QDirect delivery in NY Metro, Long Island,
and NJ
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QA low cost alternative to USPS
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Contents
7 • Keys to a Successful Magazine Lauch by Will Michalopoulos
11 • Into the Gloss by Susie Rushton
17 • City Magazines Are Best Selling Titles by Alan Centofante
19 • Reporting from the Media Dealmakers Perspective by Samir “Mr. MagazineTM” Husni
23 • The Secret of Selling is Still Location, Location, Location by Dick Terlaak Poot
26 • Conference Agenda
29 • Speaker Biographies
33 • Understanding the Revolution in Retailer Models and Economics by Karlene Lukovitz
37 • Magazine Facts & Figures
38 • MPA – The Association of Magazine Media
40 • Front End Merchandising by William Romollino and Tom Holahan
42 • PBAA – Periodical & Book Association of America
45 • Acres of Diamonds by Ron Murray and Jim Smolen
50 • Antitrust Policy
51 • One on One Table Hosts
Conference Sponsors
Premium Brands + Passionate Readers
= Powerful Retail Profits
Home to many of the world’s most celebrated magazines, CONDE NAST is committed
to journalistic integrity, influential reporting and superior design. Month after month, we inspire,
engage and activate consumers who spend $150 million annually in your stores.
For more information contact Joseph Bertolino, V.P. Retail Sales, at 212.286.3849 or joe_bertolino@condenast.com
the next generation
T R AV E L E S S E N T I A L S STO R E
Hudson, in New York’s JFK International Airport, Terminal 4. Opened Spring 2013.
Ev e r y o n e i n t h e i n d u s t r y k n o w s t h a t H u d s o n N e w s h a s s e t t h e s t a n d a r d f o r a i r p o r t
newsstands for the past 25+ years. But evolving customer needs have spurred
d e v e l o p m e n t o f a n e w t r a v e l e s s e n t i a l s s t o r e m o d e l , w h i c h w e c a l l , s i m p l y, H u d s o n .
Hudson fits a changing array of merchandise categories and products into bright
new Sections, with bold signage: Media, Marketplace, Essentials and Destination.
The idea: to meet customer demand for more electronics, authentic souvenirs,
and healthy grab-and-go foods. The Media section features a comprehensive
selection of magazines and books, plus small mounted electronic tablets
that enable passengers to view information about merchandise
and publications, or learn about sales promotions and offers.
All of it works together to promote the more customer friendly
feel and attitude of the new Hudson.
DR.OZ
ìȻġȻoÈ,ȻɞʎǧƂ
THE GOOD LIFE
WALK
OFF THE
WEIGHT
plus THE EASY
DIET THAT
BURNS
FAT
FAST
ZAP
Innovation is just business as usual.
STRESS
IN JUST 10
SECONDS
$3.99
A NEW
MAGAZINE
from
DR. OZ
14
ENERGY
BOOSTERS
YOU NEED
BONUS
BOOKLET!
EAT
LIKE
DR.OZ
FAVORITE GREENS
SUPERFOOD SMOOTHIES
EVEN ICE CREAM!
The Hottest New &
Best-Selling Titles Are
Published By Hearst
HEARST publishes
5 of the top 10 selling
monthly magazines.
DR. OZ THE GOOD LIFE
successfully debuted in
February and 2nd issue
in April.
COSMOPOLITAN is the
# 1 selling monthly magazine.
FOOD NETWORK is the
#1 food magazine in just
three years of publication
and still growing!
HGTV is the #1 lifestyle
magazine in just two years!
GOOD HOUSKEEPING,
ROAD & TRACK,
REDBOOK, and
WOMAN’S DAY have
all been redesigned in
the past year.
For more information, contact Will Michalopoulos at 212-649-2883, or Allison Fleming at 609-524-1664
Keys to a Successful Magazine Launch
by Will Michalopoulos, Senior Director, Retail Sales, Hearst Magazines
M
ajor launches during these challenging
times are few and far between, but
Hearst Magazines has delivered three
major and more importantly successful launches
over the last six years. They are Food Network
Magazine (2008), HGTV Magazine (2011), and
now Dr. Oz THE GOOD LIFE (2014), which
premiered in April and is scheduled to deliver 5
issues in total by the end of the year. What is
most impressive about these launches is they all
came after the start of what has now been
termed “The Great Recession,” proving that if
you develop the right product and support it with
a well thought out launch strategy, magazines
are still a medium that can drive demand and
excitement at retail.
It is important to acknowledge that any
successful launch is most dependent on one
thing – a great product! A publication must fill an
editorial void and deliver something the
consumer wants or needs, delivering something
other publications within a category have not
been able to provide. Food Network, HGTV, and
now Dr. Oz THE GOOD LIFE have delivered just
that. These titles have created a new Lifestyle
category focused on Food, Shelter, and now
Health/Well Being. Hearst has been successful
by conducting extensive research to develop
these new products and partnering with
R E TA I L M A R K E T P L A C E C O N F E R E N C E
successful media companies and celebrities to
create fresh and dynamic publications.
Just like the strategic editorial formula for
each of the magazines, Hearst developed a
successful marketing launch strategy that has
been implemented similarly for each of these titles. They focus on three key strategic points:
1) Secure the Best Possible Display, 2) Manage
Draw Strategically, and 3) Monitor POS Closely.
All three have provided the optimal opportunity
for the consumer to purchase the product. What
we learn during the launch phase is then used to
further develop the go forward marketing plan as
frequency expands. Here is a closer look at how
these steps have been so effective for Hearst
Magazines to date.
Securing the Best Possible Display – For
the launch issues of Food Network, HGTV and
Dr. Oz THE GOOD LIFE, Hearst has been
committed to securing the most visible display in
the marketplace. Investing in point of sale
promotion across all classes of trade, allows the
product the optimal visibility with the best
positions at the point of sale. This included
purchasing traditional point of sale promotions
such as feature pockets, cashwraps, feature title
programs, and floor displays. The investment
Hearst made with the retailers created an
exciting partnership which helped get their
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M PA + P B A A • J U N E 9 – 1 1 , 2 0 1 4
““FROM
FROM IDEAS TO IN-STORE
IN-STORE””
A Jim Pattison Gr
Group/Hudson
oup/Hudson Media Group
Group Company
support for branding promotions, such as cover
displays, posters, in-store TV ads, and features
within the chain’s own marketing programs. All
of which created excitement at the store level by
drawing attention to the new titles.
Investing heavily in promotion allows the
magazine to gain distribution across all classes
of trade, secure the best possible display,
maximize the on-sale period and create awareness
for the product. In short, it gives the magazine
the best opportunity to sell.
Strategic Draw Management – Hearst has
been consistently diligent as it pertains to draw
management. This is an intentional strategy
which has not always been popular with
retailers and wholesalers but in the end has
been extremely effective in providing all channel
partners with very profitable revenue per copy
distributed.
By managing the draw, it has allowed Hearst
to keep costs down and determine where to focus
future print order growth. The old adage of “saturating” the market is costly and also a burden
to all in the distribution channel. Hearst has not
only created demand for future issues, but has
met our financial goals by driving a high efficiency and creating the best possible ROI on our
newsstand investment.
Monitor POS Sales Closely – Hearst utilizes
POS from as many retailers as possible to
monitor the sales closely and in turn strategically
manage draw adjustments for future issues.
Based on the launch results, we determine
where sales have been the most successful to
strategically grow draw on subsequent issues.
Copies are reallocated within the existing distribution and incremental copies are added only
where needed.
As demand grows for the title during the
launch period, Hearst evaluates checkout
positions to transition the magazine from launch
mode to a regular frequency. Checkout acquisition is strategically and economically targeted
and the promotion investment shifts to rack
investment which better supports the financial
investment of the 10 X frequency magazine.
These three strategic steps have proved
themselves successful for Hearst three times
over. In only two years Food Network quickly
became the # 1 selling magazine in the food
category, a position it has maintained ever since.
The same is true of HGTV as it created the
category of Shelter-Life Style. Both magazines
reached a top 15 title ranking for monthly
magazines in a very short period of time. Hearst
is pleased to report the early results on the first
two issues of Dr. Oz THE GOOD LIFE have
indicated the Hearst launch strategy will once
again be a “win-win” for all.
Great product and well thought out circulation
strategy demonstrates that successful magazine
launches are still possible and that print is alive.
New titles like Food Network, HGTV, and now Dr.
Oz THE GOOD LIFE created demand and excitement at retail. We hope to report similar success
stories on future launches.
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M PA + P B A A • J U N E 9 – 1 1 , 2 0 1 4
Introducing PORTER
More than a magazine –
the ultimate fashion experience
Grow your retail dollars with PORTER.
For more information please contact
your Time/ Warner Retail representative.
Into
the
Gloss
A digital megalith enters the
world of print magazines with
the global launch of women’s
fashion title, PORTER
by Susie Rushton, PORTER Deputy Editor
T
the core focus. With national distribution secured
from launch across over 12,000 retailers in the
major classes of trade, PORTER is taking the
American consumer very seriously indeed. The
focus on the US market follows on from that of
parent company NET-A-PORTER, and so there are
ambitious sales targets for the region. With North
America the largest region for digital sales, it is
logical for the print extension of the brand to follow
suit. This allows NET-A-PORTER via PORTER to
reach an expanding and highly engaged audience
of target market affluent women. The digital power
behind PORTER provides the perfect platform to
augment the editorial experience with the proven
first class shopping experience provided from NETA-PORTER. It is this mix of continued enthusiasm
for print and the ability to deliver a truly modern
print experience that has got consumers so excited
about the launch.
PORTER, in 284 pages of stunning design,
photography and journalism, has blurred traditional
boundaries by offering both an editorial and a
shopping experience in one compelling package.
It’s a proposal that seems to have won over
advertisers: the roll call of brands sounds like a
stroll down Madison Avenue, from Chanel, Dior and
Gucci to Estée Lauder and Bobbi Brown.
Edited by Lucy Yeomans, formerly of Harper’s
he world of print magazines will never be
the same again.
As the publishers of fashion’s glossiest
print titles continue to search for relevancy in the
digital age, this February a major digital player
staked its claim for the printed page.
Into the fray comes NET-A-PORTER, the
designer fashion retailer that transformed the way
women shop in 2000 when it took a host of
designer brands online.
PORTER, its first print magazine for women,
was launched in February during New York Fashion
Week, to international acclaim, reaching readerships
in over 60 countries.
Priced at $9.99 for a copy at newsstands, it is
published every two months and its editorial ambitions are obvious. Written in American English and
featuring stories about stylish, glamorous women
from around the world, the magazine is produced
from NET-A-PORTER’s global headquarters in
London. The brand already produces a weekly
online magazine, The Edit, but PORTER is the
long-awaited launch that aims to challenge
preconceptions.
Available as a single global edition, PORTER
works to an international schedule with copies on
sale simultaneously worldwide. Of the 60 markets
PORTER is on sale in, it is the US market which is
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M PA + P B A A • J U N E 9 – 1 1 , 2 0 1 4
Beyond distribution Liberty News is a creative marketing and merchandising
partner that is in business to build relationships with the publishers we
represent and the retail agents we service.
Making the time to selctively offer custom displays and programs that meet the needs of our clients,
and the demands of the neighborhoods they serve.
Serving key metro areas and select independent retail agents Nationwide with International Press and
Key chain store retailers in the Northeast Region with over 125,000 newspapers delivered per day.
Key contacts:
Main office: King of Prussia, PA
Magazine Inquiries
Michael Castellano
ccastellano@libertynewsinc.org
Newspaper Inquiries
Myra Ward
mward@libertynewsinc.org
International Magazine Specialist
Justine Kawas
justine@libertynewsinc.org
Learn more about Liberty News Distributors at libertynewsdistributors.shutterfly.com/
Bazaar UK, PORTER more than happily competes
for newsstand space alongside Vogue, Vanity Fair
and W.
But it is PORTER’s digital “power” – only subtly
seen by the casual reader – that has allowed
Yeomans to rethink what readers want from a fashion magazine. “I’ve tried to take the best and leave
out what I think doesn’t work,” says Yeomans.
Not that the caliber of celebrity is any less than
one would expect from a former helmer of Harper’s
Bazaar. For the launch issue, cover star Gisele
Bündchen led an impressive cast list of women
who are portrayed as “women of now” – a clarion
call for PORTER’s editorial intention to be a
positive force in the world of fashion magazines.
Features on the actress Uma Thurman, Russian art
impresario Dasha Zhukova and eternal supermodel
Cindy Crawford help to cement the sense that
PORTER is ambitious in its editorial plans.
But what makes PORTER truly revolutionary is
the power underneath that beautiful exterior: every
page of the magazine is shoppable via a bespoke
smartphone app created by an in-house team at
NET-A-PORTER HQ.
Although there are none of the bold “scan this
page” symbols that now dominate many other
consumer titles, everything that is featured in the
magazine will be instantly “shoppable” straight
from the page, either from NET-A-PORTER, brands’
own websites, or via a call to a concierge service.
And it is the world-class service behind PORTER
that is its secret weapon: a customer care team,
available 24/7, and speaking 22 languages, whose
job it is to help a demanding readership find that
dress, lipstick or holiday - wherever she is in the
world.
The launch of a fashion magazine is the
apotheosis of the fashionable ambitions of Natalie
Massenet, the American founder of NET-A-PORTER.
And she believes a print magazine is exactly what
her clued-up, luxury-minded consumers want to
buy. “Until we had a print title, we weren’t truly
multimedia,” says Massenet, “Print is tactile and
permanent – online we can change anything, but in
print you have to have the courage of your
convictions.”
And courage and conviction are two qualities
that PORTER and its ambitious team obviously
possess. This is what the future of luxury
magazines looks like, then: the indulgence of the
printed page, empowered by the possibilities of
digital commerce.
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M PA + P B A A • J U N E 9 – 1 1 , 2 0 1 4
Unprecedented marketing support to drive
the magazine category in YOUR stores!
Partner yourself with PEOPLE
Contact your local Time Warner Retail Executive
City Magazines Are Best Selling Titles
Growing Single Copy Sales in a Challenging Environment
by Alan Centofante, The Centofante Group
T
hese days, our sales environment is challenging. That’s not news to anyone in the
periodicals industry. However, there is one
category that continues to shine: city magazines.
Check out these success stories:
• Everything is bigger in Texas, including city
magazine sales. In 2013, Austin Monthly’s sales
numbers were up 30%; D Magazine (Dallas) was
also up 30%; San Antonio was up 109% and
Houstonia had a hugely successful newsstand
launch.
• Portland Monthly ranks #3 in dollar sales in
its metro area. In fact, it ranks #1 in 20% of its
grocery stores.
• 5280 Magazine also ranks #3 in sales dollars
in Denver grocery stores and sells more copies
per month in their market than Cosmopolitan,
Food Network, Real Simple and InStyle combined!
• Washingtonian and Baltimore Magazine rank
#1 in their leading affluent grocery chain and #3
in dollar sales in their markets’ two leading
grocery store chains.
• Mpls.St.Paul is a top three title in four of the
largest grocery store chains in that market and in
the leading national drugstore chain.
Local is one of the hottest retail sales trends
right now. The Centofante Group and its regional
magazine clients have launched a newsstand sales
initiative called City Magazines Are Number One!
The goal is to increase sales opportunities even
further at key retailers...go with your winners and
maximize what’s already working.
Safeway has been a leader by aggressively merchandising city magazines into prime checkout
positions and the sales have followed. In Safeway’s
Dallas and Houston stores, D Magazine and
Houstonia are placed top row every checkout. In
Vons, Safeway recently upgraded the “City
Magazine” pocket in its affluent stores to an eye
level position at every checkout.
We need to create new checkout pocket
practices to take advantage of this opportunity and
drill deeper for new sales opportunities. One size
fits all checkout schematics do not maximize or
optimize sales. In addition to upscale, traditional,
and ethnic schematics, leading retailers need a
metropolitan-upscale and a metropolitan-traditional
schematic for key metro areas. City magazines
should be placed in top row pocket at every checkout. A metropolitan schematic in national retailers
will add a Top 3 selling title in key metro areas and
will help increase our retailers’ newsstand sales.
We are asking our supply chain partners to join
our local magazines in the “City and Regional
Magazines are Number One!” sales effort. We all
have a great story to share with our retailers. The
Centofante Group is ready to work with its partners
to meet with our retailers and share this exciting
city magazine opportunity. We can build sales and
profits together in 2014!
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M PA + P B A A • J U N E 9 – 1 1 , 2 0 1 4
Reporting from the Media Dealmakers Perspective...
and Why It’s Time to Reinvent a Magazine Creation:
The Second Screen
by Samir “Mr. Magazine ” Husni, Magazine Innovation Center, The University of Mississippi
TM
E
arlier this year I was the guest of Reed
Phillips, CEO and Managing Partner of
Desilva+ Phillips at the Dealmakers Summit
in NYC. The one-day summit covered all aspects
of media, old and new. The following article is both
a reporter’s notebook from that event leading to
some direct applications magazine media folks can
easily apply to their publishing model.
Whether you are in marketing, advertising,
journalism, print or digital the buzzword heard
around media circles lately is awesomeness. In the
midst of all the fragmentation that is going on in
today’s media world, people are looking for
awesomeness and greatness when it comes to
both how they consume their content and in the
actual information itself.
There is no question that we all live in an age of
disruption, technological and otherwise. Between
pop-up ads, a notification on our
mobile devices or simply from the
space technology occupies in our
lives; we all know what it means to
get interrupted. It’s the norm today
when it comes to the way media
interacts with us, its consumers.
But there is something to be said
for relaxation and time well spent,
even in today’s busy world. But how
can we monetize relevance and creativity into the
equation of time well spent? Do we have to continue shoving something old into a new platform or
worse yet shoving something new into our consumer’s faces while simultaneously shrinking, underfunding, or eliminating a product they’ve trusted
and grown accustomed to over the years? How can
we avoid the problem of making a marketing story
into a news story, when that isn’t the case at all?
Real people have real lives and real wants and
needs. Thus until lately the phrase “Real Time”
became the buzzword of this digital era. However,
now the same folks who brought us the “Real
Time” have discovered that “Real Time” is not
always the “Right Time.” Rest in peace “Real Time,”
long live “Right Time.” Others who preached this
platform or that platform are now preaching the
brand and not the platform. The brands are what
are important, not how they’re delivered. Some will
insist that there is a difference between tech brands
and platform brands. But which brand should you
be after? Or does it even matter?
There is no way out. The same answer was
heard loud and clear at the summit: “Deal with it!”
There’s really only one road-map to all those questions: Audience and content first…pure and simple.
Of course these days, brands themselves are now
content creators; they generate their own content
about their own products. Some call that “content
marketing,” others call it “native advertising,” and yet
some others call it “journalism.” This is a big WORRY
for those of us who still believe in the profession of
journalism and the creation of good quality content
that can easily be based on my
simple formula for today’s journalist:
Content Curators, Solution Creators,
and Experience Makers.
But we have to do more than
just create and curate content; we
must create content that starts a
conversation. Both content and the
conversation must be quality-driven
in order to engage the consumer.
That and only that will provide you with an audience
of awesome disturbers. Some of the time they
would enjoy a laid back glass of wine in hand, and
a willingness to take it on. However they do not
want to be taken advantage of in their down time.
They still want to be engaged, disturbed, called for
action…you name it. So do not take advantage of
them and do not, most of all, waste their time.
When digital came onto the scene in full force,
naysayers were shouting at the top of their lungs
that print was dead and digital would be the reigning
queen of communication. Now while that might be
true to a certain extent, as far as instantaneous
information goes anyway, the print model is far
from six feet under. It remains the driving force
Audience and
content first...
pure and
simple.
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M PA + P B A A • J U N E 9 – 1 1 , 2 0 1 4
behind revenue for most publications.
The question in my mind is this: why in magazine media is the parent euthanized because the
child is growing up? Is that normal or rational? It
doesn’t seem so in other forms of media such as
television. Integrating the two has become the
sane thing to do. Diversification by adding more
screens and inter-action to the picture is the future
for many in media.
Therefore, having something unique, i.e. different
and better, interactive and experiential, regardless
of the platform and the number of the screens,
which people will be willing to pay for, that’s what
it’s all about.
Think about television for a moment, television
and the second screen (any digital device we
watch or engage TV on besides the actual television). From a free distribution model (just buying
the television set) to a hefty monthly bill, operators
have not killed the set, they just kept
adding to it.
ESPN, for example, has a second
screen (and third, fourth, etc.) for all
its sports programs and those of
other networks’ sports programs. In
fact, 19 out of 20 sporting events not
carried by ESPN, find folks watching
said events using and interacting with
ESPN on their second or third screen.
In television the buzz word is addition
and not elimination. Everything is an
addition to TV, not a replacement for it, growing the
market and the channels and not vice versa. Television is becoming personalized by the second screen.
Why can’t magazine media learn from television
and create a second, third, even fourth screen in
addition to the printed one, without digging print’s
grave from which the new platforms are born?
Better yet, when will magazine media offer the
same level of interactivity linking the first real
screen to the many virtual screens out there? I was
amazed that the television people at the summit
never mentioned the rise and increase of revenue
and audience from the second screen based on
the demise of the first screen.
It always saddens me when I hear magazine
media executives talking about the demise of their
printed product and touting how their digital and
mobile platforms are going to thrive, while television and digital people talk about the success and
future of the second, third and fourth screen in
addition to their original legacy first screen.
Nowhere is there a headstone in the cemetery
of supposedly ‘dead’ media with the name Television etched on it, nor should there be. (My friend
Jim Elliott reminded me of that fact on our way
from the Dealmakers Summit.) It was an awesomely
amazing moment. Eureka! Magazines are not using
their second screens the same way television is.
When magazine publishers hook up the IV and
send their ink on paper platforms to that print
heaven in the sky, only to breathe life into digital
and mobile counterparts that depended on the
foundations of that print product in the first place,
they’re opening themselves up to defeat before
they even design their apps and sites.
The word legacy can translate into its synonymbirthright. Magazines (and you know my definition
of the word magazine: ink on paper), old and new,
hold the birthright to everything magazine media is
today. They have the privilege of
being the eldest– the parent, if you
will, of every platform of media today
that isn’t ink on paper. And until
magazine media learns that eliminating the foundation of their second,
third or fourth screen will only destabilize the entire edifice, publishing
will remain an iffy proposition in the
21st century and only continue to
survive on shaky ground.
So, in short, the future is in those
awesome additions to the original magazine
screen: the page, the spread. Historically magazine
publishers were the creators of the second screen
for television. Millions of Americans had a copy of
TV Guide on their coffee tables or on their laps in
order to find out what to watch on TV; you were
lost without a TV Guide. Now it is the magazine
and magazine media time to create their second,
third and fourth screens without breaking or killing
their first one. Awesome audiences deserve and
demand awesome content in an age of awesome
disturbance.
We must stop surrendering our best to some
other entity. Magazines were, are and will continue
to be essential in any media mix and they can be
even more essential when you start linking them to
those second and third screens.
Having read that, it is now time for you to check
the www.mrmagazine.me where my second screen
resides. Enjoy.
We must stop
surrendering
our best to
some other
entity.
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M PA + P B A A • J U N E 9 – 1 1 , 2 0 1 4
Category Leader
in Women’s
Lifestyle
s Named one of the Top GM
Companies of the year!
s Was selected to
receive the 2013
GM Trailblazer
Award
#1 Mainline Magazine
s7ON4WO*AMES"EARD"OOK
"ROADCAST*OURNALISM
Awards
sEDITIONSINPRINT
Earned Silver Certification from
THE#OUNCILFOR2ESPONSIBLE3PORT
for Half Marathon & Festival
Health & Fitness Reader’s Poll
Winner on AdWeek’s Hot List
A FAMILY OF HEALTH…
FOR YOUR CUSTOMER’S TOP CONCERNS.
New York Times Best Seller List
Community
Men’s Health & Women’s Health Named Fame Award Winner
HEALTH AND WELLNESS SOLUTIONS FOR YOUR STORES AND CUSTOMERS
For more information contact: Dick Terlaak Poot, Senior National Marketing Director at 610-967-8416
The Secret of Selling is Still
Location, Location, Location
by Dick Terlaak Poot, Senior National Marketing Director, Rodale, Inc.
T
he secret to sales in retail, just like in real estate, continues to be location, location, location.
But adding innovation in showcasing titles through unique displays in unusual ways and
unexpected places can result in big magazine sales gains.
Rodale Inc., in partnership with Time/Warner Retail, Wholesaler Marketers, and Retailers is always
testing new ideas at new locations to maximize available space with one goal: increase sales and
profits for retailers. These choice locations engage customers where healthy living is at peak interest
while creating new touch points in high dwell areas of the store.
Cross-merchandising pharmacy display: The pharmacy continues to be a
high-volume, high-traffic and dwell area for many retailers. Rodale’s Pharmacy
Power Wing display is designed to add value and visibility to an existing endcap, giving customers a wealth of health and fitness titles when health-seeking
is top of mind. Holding three digests and eight B size titles, test results in a major
regional grocery chain showed impressive average sales increases in stores
with the Power Wing compared to stores without the unit: Prevention up 63%;
Men’s Health up 73%; and Women’s Health up 111%.
Cross-merchandising deli spinner: No matter how you slice it, the deli area is
one of the highest dwell areas in store. And it’s not just for lunchmeat anymore.
According to NPD, lunch-daypart customer traffic at retail stores has increased
29% since 2008. NPD attributes this to—surprise—more healthy options, along
with variety, light meals, one-stop convenience, and affordability. To capitalize on a
captive market, Rodale is testing the Deli Spinner: Now “take a number” also
means “take a look at our titles.” Maximizing the empty space below the ticket
dispenser has driven incremental sales at three grocery chains, with Men’s Health
averaging a 55% sales lift.
New mainline digest merchandising unit: Digest titles placed randomly on the
rack or the flat can often be overlooked by even the most ardent magazine
lovers. So, potential sales and profits can get lost as well. Rodale’s solution is an
attention-getting Digest Display designed to fit on the mainline, holding four
digest-sized titles in less space than two B sized mags. Initial tests across
grocery, drug, and discount stores show big increases from this compact unit,
with an average sales increase of 25%.
Rodale and Time/Warner Retail are excited to develop new cross-merchandising opportunities that
deliver the power in print—on your sales and on your bottom line. For more information, contact your
Time Warner Retail Representative or Dick.TerlaakPoot@Rodale.com.
23
M PA + P B A A • J U N E 9 – 1 1 , 2 0 1 4
The journey starts here.
For LS travel retail, the journey started over 150 years ago, when opening
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Conference Agenda
Monday
June 9
11:00 am - 5:00 pm
Conference Registration
Salon II Foyer
12:00 pm - 1:30 pm
Buffet Lunch
Old Dominion
1:00 pm - 4:00 pm
One On Ones
Salon II and III
4:00 pm - 5:00 pm
Workshops
International Forum
Lisa Scott, PBAA
6:00 pm - 8:00 pm
Colonnade
Beyond a Copy: Unlocking Hidden Potential at
Newsstand Through New Data and Analytics
Joshua Gary, MagNet
Luke Magerko, MagNet
Welcome Reception
Tuesday
Plaza
Ballroom Foyer
June 10
7:00 am - 5:00 pm
Conference Registration
7:00 am - 8:30 am
Breakfast
8:30 am - 11:30 am
General Sessions
Salon II Foyer
Old Dominion / Entyse Lounge
Salon I
Conference Welcome
William Michalopoulos, Hearst Magazines, PBAA Board Chair
The Good Launch
Ellen Levine, Hearst Magazines
Kristine Welker, Hearst Magazines
Navigating the Retail Landscape
Keith Anderson, RetailNet Group
Inroduction to Leadership Panel
Mary G. Berner, MPA
The Leaders and Their Readers
Jim Bilton, Wessenden Marketing and Brandlab Research • Moderator
David Carey, Hearst Magazines
Joe Ripp, Time Inc.
Efrem “Skip” Zimbalist III, Active Interest Media, Inc.
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M PA + P B A A • J U N E 9 – 1 1 , 2 0 1 4
Tuesday (continued)
Mobile Moves Magazines
John Puterbaugh, Nellymoser • Moderator
Eric Hunter, Men’s Health
Michelle Lamison, Cooking Light & MyRecipes.com
Workshops
11:45 am - 12:30 pm
1:30 pm - 5:30 pm
Drill Down: ‘Mobile Moves Magazines’ and
Plaza
‘The Retail Landscape’
John Puterbaugh, Nellymoser
Keith Anderson, RetailNet Group
Colonnade
City Magazines: Growing Single Copy Sales in a
Challenging Environment
Alan Centofante, The Centofante Group • Moderator
David Durbin, Safeway
Gregg Mason, OneSource Magazine Distribution
Old Dominion / Entyse Lounge
Lunch
Salon II and III
One On Ones
6:30 pm - 9:30 pm
Industry Dinner Sponsored by IPDA
12:30 pm - 1:30 pm
Sequoia Restaurant
Wednesday
June 11
8:00 am - 9:00 am
Breakfast
9:00 am - 10:45 am
General Sessions
Ballroom Foyer
Salon I
Welcome
Jerry Lynch, IPDA
How Consumer Trends Are Creating Opportunities:
Challenges at Retail
Steve French, NMI (Natural Marketing Institute)
The Passionate World of New Magazines:
What Inspires Entrepreneurs to Take the Plunge Into Print?
Samir “Mr. MagazineTM” Husni, University of Mississippi • Moderator
Steven Gdula, DINOSAUR Magazine INTL
Megan Smith, CAKE&WHISKEY
Conference Wrap-Up
Jerry Lynch, IPDA • Moderator
Jay Annis, The Taunton Press
Joe Bertolino, Condé Nast
Jim Bilton, Wessenden Marketing and Brandlab Research
10:45 am - 1:30 pm
One On Ones
12:00 pm - 1:30 pm
Fly-Away Lunch
Salon II & III
Ballroom Foyer
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M PA + P B A A • J U N E 9 – 1 1 , 2 0 1 4
Speaker Biographies
Keith Anderson is vice president and senior analyst of RNG’s advisory practice, specializing in retail strategy and strategic planning, ecommerce,
integrated online-offline retailing, data and analytics, shopper insights and marketing, social media, and mobile commerce. An industry analyst
and strategist for leading retailers and manufacturers including Walmart, Target, Safeway, Kroger, Best Buy, P&G, Colgate-Palmolive, Unilever,
and Coca Cola, Keith’s insights on retail and technology have been featured in Financial Times, Forbes Magazine, Shopper Marketing Magazine,
Strategy, and others. Anderson has been a featured keynote at the National Frozen and Refrigerated Foods Association (NFRA) Conference,
Shopper Marketing Expo, Brand Activation Association (BAA), Food Marketing Institute (FMI), Global Market Development Center (GMDC), and
other retail, technology, and media events. Outside of his speaking schedule, Anderson hosts RetailNet Group’s Mid-Year and Year-End
Forum conference series. Prior to his current role, Anderson was an analyst for Management Ventures International, now Kantar Retail. Additionally, he has served as an advisor to InPlace Mobile, a venture-backed mobile technology company. He holds a B.A. from Boston College.
A 36-year veteran of the magazine industry, Jay Annis is vice president of Trade Sales - Magazines and Books for The Taunton Press.
He has guided Taunton to an increase in newsstand sales of over 55% in the past eight years. Annis is a member of the internal team
responsible for book publishing within Taunton. Prior to joining Taunton, Annis was president of Jannis Publishing and Associates, a
magazine consulting firm. He has assisted publishers with cover design, complete magazine redesigns, negotiated distributor
contracts, and managed their single copy sales. He has also assisted with the planning and eventual launch of over 25 magazines
including the following for Taunton: Fine Cooking, Inspired House, and their now extensive SIP program. Annis is the President of PBAA.
Mary G. Berner was named president and chief executive officer of MPA in September 2012. She has led, built and transformed
some of the most storied media brands in the world including Glamour, TV Guide, W, Women’s Wear Daily, Details, Brides,
Allrecipes.com, The Family Handyman and Every Day with Rachael Ray. Most recently, she was president and chief executive officer
of the Reader’s Digest Association, where she led the successful restructuring of the company’s acquisition-related debt, after which
she and her team presided over the doubling of the stock price. As publisher and senior vice president of Condé Nast’s Glamour,
which she joined in 1995, she delivered double-digit advertising revenue increases each year including the biggest year-over-year
gain in 20 years. During her tenure as chief executive officer of Fairchild Publications, Advertising Age named her “Publishing
Executive of the Year” and inducted her into the “Sales Executive Hall of Fame.”
Joe Bertolino, vice president, retail sales for Condé Nast, leads a team responsible for developing consumer engagement
strategies for all Condé Nast brands as well as providing solutions for optimizing product display and allocation in all retail channels.
Prior to joining Condé Nast, Bertolino – a 35-year industry veteran – held similar responsibilities at Comag Marketing Group (CMG) as
vice president, Condé Nast client services. During his 19-year tenure at CMG and the Hearst Distribution Group, Bertolino was part of
the executive team responsible for the transformation and growth of CMG.
Jim Bilton is managing director of Wessenden Marketing and Brandlab Research. He has worked in a variety of roles in the publishing,
research and distribution industries, covering sales, marketing, business planning, retail distribution and logistics, direct marketing,
consumer research and general management. Bilton was the managing director of both a newstrade distribution company and a
subscription bureau. Bilton has worked for the Periodical Publishers Association, International Thomson, Comag, United Newspapers,
Magnum Distribution and AGB Research. Bilton sat on the Circulation Committee of the Periodical Publishers Association and has
written for a number of publications including the Financial Times, The Guardian, Campaign, Media Week, Admap, Retail Newsagent,
In Circulation, Marketing Week and World Press Journal.
As president of Hearst Magazines since 2010, David Carey oversees 20 U.S. magazines and their websites, electronic editions and
digital apps, as well as nearly 300 titles around the world and the leading digital marketing services company, iCrossing. Carey is also
a director of Hearst Corporation and has been instrumental in many important Hearst initiatives, including the acquisition of more
than 100 magazines in 14 countries from Lagardère SCA, the development of HGTV Magazine, the creation of the state-of-the-art
Hearst App Lab and, most recently, the new print and online partnership with Dr. Mehmet Oz.
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M PA + P B A A • J U N E 9 – 1 1 , 2 0 1 4
Alan Centofante, president of The Centofante Group, is the nation’s leading newsstand consultant for city and regional magazines –
currently representing over 50 titles all across the country. Alan has created and nurtured relationships with wholesalers and retailers,
allowing him to advocate for his clients at the highest levels. He has more than 28 years of successful experience in newsstand sales
and marketing consulting, teaching clients how to survive and thrive in the ever-challenging newsstand environment.
Dave Durbin, Safeway category manager for magazines and books, served with the United States Air Force for 20 years. He is a
former officer with top secret clearance who became an expert in logistics, supply chain management and aircraft maintenance by
leading great teams to achieve tremendous success around the Pacific Rim, Europe and the Middle East. Dave joined Safeway in
2011 as a store manager and quickly learned there was a great deal of complexity to the retail enterprise. His intense work ethic paid
off in 2013 when he was recognized for a promotion to Safeway’s corporate team. He has led the books and magazines desk since
July 2013.
Steve French is managing partner of NMI, a leading international strategic marketing consulting and market research firm. French
has over 30 years of strategic marketing, business development, market research, and management experience. He has accumulated
extensive insight and knowledge into today’s consumer and market trends. French has pioneered a range of consumer databases
based on interviews from over a million global consumer interviews to help clients navigate, identify and validate market opportunities.
He is a frequent speaker at many industry events, is regularly sourced by media and has authored numerous published articles and
research reports.
Joshua Gary is vice president of systems & operations for MagNet, the newsstand's premier data and analytics organization. He has
held various positions within technology and circulation departments over the past 15 years. He has spent the past eight years at
MagNet building out technology solutions to bring transparency and credibility to newsstand data, and to help all members of the
newsstand supply chain increase their productivity and profitability. He holds a bachelor’s degree and an M.B.A. from the University
of Florida.
Steven Gdula is the publisher and editor-in-chief of DINOSAUR Magazine INTL, a quarterly publication devoted to defying cultural
extinction and celebrating the tactile arts. Steven is the author of three books : “The Warmest Room in the House,” “Gobba Gobba
Hey: A Gob Cookbook.” and “Wearing History: T Shirts from the Gay Rights Movement.” He’s also written more ‘zine, magazine,
newspaper and web articles than he can remember.
Eric Hunter is the associate publisher of integrated marketing for Men’s Health,the world’s largest men’s lifestyle brand with 41
international editions in 64 countries. In his role, Hunter leads all aspects of cross-platform marketing for the brand, including a variety
of unique licensing and brand-extending initiatives. Since joining Men’s Health in 2004, Hunter has successfully driven the ongoing
expansion of the brand’s custom and integrated marketing solutions. This includes the FAME Award-winning Men’s Health
URBANATHLON®, which laid the groundwork for the obstacle racing movement that is exploding around the world. In addition to
contributing his marketing talents to sister brand Women’s Health for more than two years, Eric has worked for a variety of other
leading media brands including GQ, Men’s Journal, Town & Country and Town & Country Travel. Hunter is a graduate of Washington
and Lee University.
Samir “Mr. MagazineTM” Husni, PH.D., is professor, Hederman lecturer and director of the Magazine Innovation Center at the
University of Mississippi’s School of Journalism. Dr. Husni is the author of the annual Samir Husni’s Guide to New Magazines, which
is now in its 25th year. He is also the author of “Magazine Publishing in the 21st Century,” published by Kendall Hunt, “Launch Your
Own Magazine: A Guide for Succeeding in Today’s Marketplace,” published by Hamblett House, Inc. and “Selling Content: The
Step-by-Step Art of Packaging Your Own Magazine,” published by Kendall Hunt. He is the editor of The Future of Magazines. Dr.
Husni is also the president and chief executive officer of Magazine Consulting & Research, a firm specializing in new magazine
launches, repositioning of established magazines, and packaging publications for better sales and presentations.
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M PA + P B A A • J U N E 9 – 1 1 , 2 0 1 4
Michelle Lamison is vice president, marketing for Cooking Light and MyRecipes.com. As an integral member of the senior management team, Lamison leads the branding, positioning and marketing for Cooking Light and MyRecipes across all platforms. She develops
strategic partnerships, brand platform initiatives, large-scale consumer events, promotional opportunities and multimedia solutions to
drive revenues for both brands. Prior to joining Cooking Light, Lamison spent nearly four years at Real Simple. Most recently, she was
executive director of integrated marketing and business insights. Earlier in her career, Lamison worked on the PEOPLE brand for
seven years. During her tenure there, she developed print and digital marketing strategies and helped to create and manage
PEOPLE’s long-standing relationship with the Television Academy.
Ellen Levine became the first-ever editorial director for Hearst Magazines in July 2006. She is involved in strengthening current titles
and developing new editorial products, and was instrumental in several of the most successful launches in recent history: O, The
Oprah Magazine, Food Network Magazine, HGTV Magazine, and in 2014, Dr. Oz THE GOOD LIFE. Levine made publishing history in
October 1994 when she became the first woman to be named editor-in-chief of Good Housekeeping since the magazine’s inception
in 1885. Before that, Ms. Levine was editor-in-chief of two other major women’s magazines: Redbook (1990-1994) and Woman’s Day
(1982-1990), and was a senior editor of Cosmopolitan (1976-1982). She began her journalism career at The Record in Hackensack,
NJ, following her graduation from Wellesley College. Levine served two terms as president of the American Society of Magazine Editors (ASME), from 1994-1996. In 1999, Good Housekeeping won the National Magazine Award for “Personal Service,” and in January
2004, she was inducted into the Magazine Editors’ Hall of Fame by ASME and the MPA – The Association of Magazine Media.
Jerry Lynch is president of the International Periodical Distributors Association (IPDA). He joined the association in 2006 and works
to advance the book and magazine categories’ position in the retail marketplace. Prior to joining IPDA, Lynch worked for 35 years
with Wegmans Food Markets, where he held a variety of store and office positions, most recently as business group manager, general
merchandise. Today, through IPDA, he is engaged in a wide range of industry support and education activities both within the supply
chain and the retail community.
A twenty-year veteran of the newsstand industry, Luke Magerko is managing director of Market Analytics Project, LLP, and a
Masters Candidate from Northwestern University, studying Big Data Predictive Analytics. Luke worked for a small wholesaler –
Independent Direct Distributors – in the 1990s and for the Meredith Corporation in the 2000s. His newsstand successes include the
Dollar Tree Program and Family Circle’s 75th Anniversary multi-platform promotion/$0.75 edition.
Gregg Mason, the vendor relations director for OneSource Distribution, the premiere distributor to specialty grocers in the United
States, is a 24-year veteran of Single Copy Sales. Mason has primarily focused on the retail sales and distribution of specialty
magazines. After Ziff-Davis, he managed the newsstand distribution of Miller Freeman’s music titles and then the launch of ESPN
Magazine. From there Gregg moved to Primedia, where he first worked at RetailVision, the specialty distributor, and eventually became
the director of wholesaler sales, overseeing the wholesale distribution of over 120 specialty titles.
Will Michalopoulos is senior director, retail sales at Hearst Magazines. He is responsible for sales and marketing for all 20 consumer
magazines and related special publications. He serves as the primary contact with the top retail chains developing checkout strategy,
point of sale promotion, branding and shopper marketing programs. Prior to Hearst, he was vice president, retail sales and marketing
at Hachette Filipacchi Media U.S. Inc., where he was responsible for all single copy marketing, distribution and financial activities.
Prior to HFM, he held positions at Ziff Davis Media, Businessweek magazine, and Consumer Reports. Will began his single copy
career as a Marketing Representative for ARA Services – Magazine & Book Division, in Washington DC. Michalopoulos is currently the
chairman of the board for PBAA (HFM U.S.) and previously served as the organization’s longest serving president (1998 – 2004).
John Puterbaugh, Ph.D. is executive vice president and chief digital officer at Nellyoser. He has more than 20 years of experience in
creating and developing interactive rich media solutions for mobile phones and networked consumer products. He is the founder of
Nellymoser, a mobile marketing and technology services provider specializing in activating brands via mobile. Nellymoser has
deployed over 1,500 print-to-digital cross-media campaigns. Customers include 50 of the top 100 magazines in addition to leading
brands and agencies. As an early proponent of mobile media, Puterbaugh spearheaded Nellymoser’s entry into apps and content
delivery. Nellymoser has provided mobile services for companies such as Amazon, Target, Warner Music Group, Sony Music, Disney/
ABC and Viacom/MTV. Before founding Nellymoser, he was part of the early team at Voxware, Inc., one of the first companies to
provide internet voice chat and real-time streaming solutions for companies such as Disney, Microsoft, Nokia and Netscape.
Educated at Oberlin, Dartmouth and Princeton, Puterbaugh is an entrepreneur, educator and inventor.
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Joe Ripp is chairman and chief executive officer of Time Inc. A former top Time Inc. and Time Warner executive, he spent many years
immersed in the intersection of digital, advertising and publishing. Prior to returning to Time Inc. in September 2013, Ripp was the chief executive
officer of OneSource Information Services, Inc. Ripp began his media career at Time Inc. in 1985 and held several executive-level positions
there and at Time Warner over the course of nearly 20 years. After leaving Time Warner in 2004, Ripp was president and chief operating
officer of Dendrite International, Inc., a leading provider of sales, marketing, clinical and compliance solutions for the global pharmaceutical
industry. From 2008 until 2010, he served as chairman of Journal Register Company, owner of more than 50 newspapers and over 350 multiplatform products. In 2010, Ripp entered into a partnership with GTCR, a leading private equity firm, to form Cannondale Investments. In
2012, GTCR and Cannondale Investments acquired OneSource Information Services, Inc., and Ripp became its chief executive officer. Ripp
holds an M.B.A. from the Bernard M. Baruch College of the City University of New York and a bachelor of arts from Manhattan College.
Lisa Scott has been executive director of the PBAA (Periodical & Book Association of America) since 2001. At PBAA, Scott is responsible
for developing, organizing, and executing materials, conferences, member meetings, and communications amongst professionals in the
single-copy supply chain. Prior to PBAA, she spent her 24-year distribution career at Hearst, where she was president of Eastern News
Distributors, a national distributor/direct specialty wholesaler absorbed into the COMAG Marketing Group. Scott’s experience and expertise
encompass all facets of the single copy experience: sales through specialty and mass market retailers, relationships with niche and
multinational publishers, and operations from warehousing and traffic through strategic planning. Her expertise in moderating and running
group meetings and discussions, and widespread contacts, have led to expanded industry involvement in and support for PBAA in the
U.S., Canada and worldwide.
Megan Smith is founder, publisher and editor of CAKE&WHISKEY, the Sweet & Spirited World of Business magazine. Prior to
CAKE&WHISKEY, Smith was a freelance writer, a blogger with over 50,000 readers monthly and a magazine columnist. She has
owned three successful companies and still occasionally writes for other national publications; her latest piece for the Huffington Post
garnered over 19,000 “likes” in two days. Smith’s love of business and her disappointment with the currently available business
publications in the marketplace led her to launch CAKE&WHISKEY magazine without any initial investment money, contacts or leads.
She has grown the magazine and the brand to an international level in a little over a year on loads of ingenuity, creativity and massive
gumption.
Kristine Welker is vice president, publisher and chief revenue officer of Hearst’s new magazine collaboration with Dr. Mehmet Oz,
Emmy-Award winning host of The Dr. Oz show, which debuted in January 2014 with sellout success. Welker is responsible for building
the brand strategy including magazine, website and partnerships with Dr. Oz’s various branded assets. Previously, Welker was chief
revenue officer with responsibility for the company’s magazines sites, social extensions and pure-digital destinations. Under Welker’s
leadership, Hearst established a reputation as one of the most innovative publishers in digital media, creating strategic alliances with
marketplace leaders, product innovations with startup technologies and emerging media companies. Previously, Welker spent more
than eight years at Hearst’s CosmoGIRL! magazine, where she was the founding publisher in 1999.
Efrem “Skip” Zimbalist III is chairman and chief executive officer of Active Interest Media, Inc. (AIM), a media company he formed in
2003 to serve niche enthusiast markets. AIM currently is the leading U.S. enthusiast publisher, with 50 magazines in such markets as
healthy living, equine, marine, historic homes and outdoors. AIM also produces major consumer events, including the Fort Lauderdale
International Boat Show, the largest in the world. AIM publishes books and videos and produces leading websites in its vertical markets.
Zimbalist received a bachelor of arts degree in economics from Harvard College and a master's degree in business administration
with distinction from the Harvard Graduate School of Business Administration.
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Understanding the Revolution
in Retailer Models and Economics
by Karlene Lukovitz, IPDA Daily Publishing & Retail News
Over the past year, IPDA has been proud to sponsor several presentations to the publishing
industry by RetailNet Group (RNG). RNG began the series with a presentation at Retail Marketplace
last June (the most recent one, by RNG President and CEO Dan O'Connor in May, is summarized
below) and will begin a new series at 2014's Retail Marketplace. The mission is simple: to increase
our industry's understanding of the rapidly evolving retail environment in which we operate, to help
us uncover and leverage new, collaborative opportunities to satisfy more customers and sell more
magazines. RNG presenters have impressed the audiences with their grasp of where retailers’
strategic thinking is moving the industry. We hope you will take advantage of the new round of
presentations that IPDA and PBAA will be announcing over the coming year.
In addition, IPDA invites you to visit www.ipdahome.org to find summaries of previous RNG
presentations and other original industry coverage throughout the year, and read our daily summary
of the key news developments in magazine publishing and the retail industry, IPDA Daily Publishing
& Retail News (free daily news email sign-up is also on the site).
– Jerry Lynch, President, International Periodical Distributors Association (IPDA)
O
Strategic Transformations Driven
by External Factors
In the end, retail growth—and therefore retail
economics and decisions about models and specific
strategies—are driven by the number of shoppers,
the mix of shoppers, and their available spending
money, pointed out O'Connor. Some key shifts,
from the perspective of U.S. store-based retailers
(SBRs), including grocery retailers:
• Retailers’ new-customer prospect pool will be
limited due to stagnant U.S. population growth.
Between 2014 and 2020, the addressable population is projected to grow by just 5%. Only 39%
of the $8.3 billion in added retail sales will come
from new shoppers; the rest will come from
greater spending by existing shoppers. Retail
growth of just 3% to 4% is the best-case scenario through 2017.
• Retailers will be focused on strategies and programs for retaining customers and increasing
basket sizes and lifetime value. Share of individual shopper dollars and household dollars, as
well as ROI per store and a retailer's overall return on net assets (RONA), will be among the key
performance metrics.
ver the past decade, large retailers
have been focused on channel
aggregation and consolidation, and
honing distribution and route-to-market
strategies.
That kind of linear thinking is now over,
according to Dan O'Connor, President and CEO
of RetailNet Group (RNG). Major shifts in macroeconomics, societal trends, technology and
other factors are changing traditional, storebased retailers' core assumptions about how
they can gain competitive advantage in the years
ahead. This, in turn, is driving a transformation of
retail economics and business models,
characterized by disaggregation of channels and
logistics networks, integration of digital and
physical retailing, and restructured store formats
and strategies.
Like other suppliers, magazines and books
need to understand the new economics and
models in order to identify opportunities to add
value and drive category growth. Here are some
highlights from O'Connor's detailed presentation
on the new retail environment at a recent seminar hosted by IPDA and PBAA.
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M PA + P B A A • J U N E 9 – 1 1 , 2 0 1 4
Boomers will remain the dominant population cohort for the next
decade. The challenge: Consumer
spending peaks at age 48. Also,
five generations of consumers,
with different tastes and preferences, will be in the marketplace
simultaneously. Among other
points, younger generations tend
to have broader palates and favor
ready-to-eat meals, while older
generations have narrower palates
and favor from-scratch meals.
Hispanics and Asians will repreSource: RetailNet Group
sent 68% of the population growth
• Positioning, pricing and mix will be more
(53% and 15%, respectively) between 2010 and
important than unit growth in achieving the critical
2020. First- and second-generation immigrants
objective of maintaining margins in the new retail
tend to retain their home-country language and
environment.
shopping preferences (ethnic grocers are booming),
• Higher employment dependency ratios (only
while subsequent, more acculturated generations
about 43% of Americans are actively employed)
tend to prefer mainstream retailers.
and taxes are absorbing more available resources
• Two retail growth strategies will dominate: A
and wealth, and limiting discretionary spending
low-cost position based on operational and
dollars (although the economics vary significantly
merchandising simplicity, scale-leveraging and
by state). The number of households with incomes
little human interaction; or differentiated,
around the median will continue to decline, while
premium positioning characterized by intentional
households toward the upper end of the income
complexity (trend-forward merchandise and a
range will increase somewhat.
focus on the total customer experience and
• Multiculturalism and inter-generational distinchuman interaction, combined with demandtions will drive demand for customization,
based pricing and a focus on maintaining
fragmentation and localism. Retailers will be
margins).
challenged to market across generations, cultures
In other words, outside of commodities, “preand the whole income spectrum. This is signifimiumization” will dominate. Affluents, who can
cantly more complex and costly than marketing
pay for the higher prices that tend to come with
to an “average” consumer.
the convenience of digital retail models, will need
compelling, experiential reasons to visit physical
retail stores. Lower-income consumers will
continue to shop in physical stores where they
can get the cheapest prices (the discounting
that's made possible by no-frills-format, volumedriven retail store economics).
• The retail channels that will win in compound
annual growth rate (CAGR) terms are discount,
premium, digital/direct, click-and-collect (order
online; pick up at a store or depot), and express
(new C-store formats and quick-serve
restaurants).
Retail growth—and so
retail models and
strategies—are driven by
the number and mix of
shoppers, and their
available spending money.
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• Fragmentation, the dual
premiumization/discounting
dynamic, population shifts
toward cities (urbanization),
downsizing (an “asset light”
lifestyle), the demand for convenience and other factors are
driving retailers to develop
smaller formats. Big-box formats will continue to see the
largest sales gains in dollar
terms for the next several
years, but they will grow in
place, rather than through unit
Source: RetailNet Group
expansion. Small boxes positioned for proximity trips (versus destination
stores) will see greater sales percentage growth
and new-store growth. (In the U.S., big boxes
had a 76% share of total retail sales in 2012, and
are projected to see 3.3% sales CAGR between
2013 and 2016. Small boxes had a 12% share in
2012, with 5.3% projected CAGR.)
• Smaller physical store formats generate lower
sales and return on invested capital (ROIC) than
big boxes, which frequently realize a 25% annual
return (a new big box may achieve ROI within
four years).
• Large retailers’ strategy calls for maximizing
their overall share of trips and household consumption by operating blended networks that
span a portfolio of store types, while at the same
time optimizing and rationalizing the offerings
and operations of smaller formats, in particular.
• Consumers will spend growing portions of their
income on services as opposed to products.
SBRs will battle for share by expanding their own
services, especially in the health care, financial
and digital segments. Services will grow to
account for about 30% of total SBR revenues.
Integrating Digital and Physical Channels
Digital technology is impacting SBRs in four
ways: the ability to offer digital products; digital
marketing; digital retail in the store; and digital
retail out of the store.
In terms of digital retail in the store, the gamechangers include growing abilities to interact with
shoppers on a personalized basis (customized
offers and marketing) in real time. Technologies
include branded or dedicated retailer apps and
even retailer-provided/sold
mobile devices (dedicated
apps/devices act as “gateways” into households, increasing the cost of switching
to another retailer); as well as
GPS-based wireless beacons
located throughout stores.
Increasingly, retailers will seek
to integrate such capabilities
with enabling shoppers not
only to digitally tally purchases
as they shop, but to pay for
their transactions digitally,
bypassing any checkout
35
M PA + P B A A • J U N E 9 – 1 1 , 2 0 1 4
process. Eliminating the checkout reduces
“friction” for the shopper (enhancing loyalty), and
also reduces retailer operating costs.
SBRs’ rapidly evolving out-of-store (OOS)
digital retail scenario reflects increasingly intense
competition from digital competitors including
Amazon, Fresh Direct, Instacart, Google Shopping
Express and eBay Now.
The economics and returns of digital retail
may never approach those of big-box stores,
said O’Connor. The reasons include digital's
greater pricing transparency and competition;
significantly reduced impulse purchasing and
generally smaller basket sizes; and higher
logistics costs. In fact, digital sales are generally
unprofitable on about 40% to 60% of the items
in a typical big-box retailer’s mix.
However, SBRs have no choice: They must
integrate digital channels because digital has
changed consumers' expectations and behaviors,
O’Connor stressed. The more affluent, in particular,
now expect commerce anywhere, automated or
streamlined shopping/replenishment options and
unlimited assortments, combined with personalization and price confidence—and they are
increasingly source-agnostic, he pointed out.
RNG projects that digital sales will account for
21% of the total growth in retail dollars realized
by global retail chains between 2014 and 2020
(new stores will account for 35% of total growth).
Mix, pricing, cost of goods sold, logistics and
Maintaining margins
will be more challenging.
Positioning, pricing
and mix will be
more critical than
unit growth.
marketing are all profoundly different for digital
retail than traditional retail. One of many implications: Direct distribution and use of independent
contractors will become increasingly dominant,
as retailers seek to minimize infrastructure and
related costs.
This diagram illustrates the types of digital
retail logistics models that are evolving:
RNG believes that large SBRs will rapidly
adopt the “drive” model – a variation of clickand-collect – in the U.S. as well as other regions,
because it eliminates the logistical and cost
barriers of models that offer at-home delivery.
This format is already proliferating in France and
other European markets.
Drives are 20,000-30,000-square-foot units,
housing relatively small inventories (about 20,000
SKUs, refreshed with daily deliveries), usually
created by taking over an existing, “dark” store
or facility (minimal zoning/regulations complications enable
quick implementation). Shoppers order online, check in
through a kiosk as they drive
into the facility, and park in a
designated spot. Staff deliver
customers’ full orders (which
have been picked and packed
by other on-site staff) to the
cars. The process takes
about 5 minutes for the
shopper. Volumes are high
and inventory turns more
than weekly, producing
roughly 5% EBITDA for the
36
M PA + P B A A • J U N E 9 – 1 1 , 2 0 1 4
retailer, reported O’Connor.
He pointed out that Walmart is in the process
of building its first U.S. click-and-collect – a
15,000-square-foot facility near its Bentonville,
Ark. HQ, with about 10,000 fresh and dry grocery
products in storage, that is scheduled to open by
the end of 2014.
Large Retailers’ 10 Big Areas of Focus
In short, the chain retail industry is “jumping S
curves”– innovating and transforming at unprecedented rates. To manage this process, large
retailers are focusing on one or more of about 10
major initiatives (each of which requires billions in
investments), O’Connor said.
RNG summarizes these as: “Redefining
differentiation” for 2020; capital discipline
(shifting investment to small stores, “informatics
companies and capabilities, digital infrastructure
and devices, distribution for "eaches" as
opposed to mass distribution, and purchasing
Integrating physical
and digital channels
calls for new
formats, networks
and logistics.
audiences/access to households); store and
network renewal; big data; digital and physical
integration; logistics/supply chain transformation; new pricing models; developing “own
brands”; expanding services; and internal
reorganization (more specialized functions,
including digitally-oriented jobs, with buyers
acting as aggregators of input from numerous
decision-makers).
37
M PA + P B A A • J U N E 9 – 1 1 , 2 0 1 4
THE VOTE IS IN:
Editors and Consumers Choose the
Magazine Media Covers of the Year
A SELECTION OF FINALISTS FROM THE ASME BEST COVER CONTEST 2014
INFLUENCE,
INSPIRE
AND ENDURE
POWERFUL
RELATIONSHIPS
EXTRAORDINARY
ENGAGEMENT
Front End Merchandising:
Insights for Optimizing Checkout Sales Performance
by William Romollino, Vice President, Shopper Insights and Tom Holahan, Shopper Insights Manager
Time Warner Retail Sales + Marketing
I
n 2014, the Front End Focus Research
initiative launched a new grocery
study that includes a wide variety of
research techniques including in-store
audits, cross category POS analysis,
consumer interviews, consumer eyetracking and in-store video tracking. This new
research conducted by Time Warner
Retail Sales & Marketing which examines
checkstand merchandising confirms that
the “Power Categories” (i.e. Magazines,
Beverages, and Confection) remain the
same as previous research studies
conducted in 1996, 2002, 2006 and 2008.
They key elements of a “Power Category”
are defined as:
1) Highly Impulsive
2) High Household Penetration
3) Are Purchased Frequently
4) Generate High Sales and Profits
The new study includes an additional
metric to consider: checkout contribution
vs. in-line/gondola contribution across
category. For Magazines and Gum,
approximately 70% of total category
sales are from the checkout area in-store.
40
M PA + P B A A • J U N E 9 – 1 1 , 2 0 1 4
Seven Key Insights for Checkout Optimization
Best Practices for Magazine Category
Optimization at Checkout
1. The power categories of Beverages, Magazines
& Confectionery generate over 90% of front-end
checkout sales.
1. Focus on power categories to drive front-end
sales (Confectionery, Beverages & Magazines).
2. Improving C/O Shopper Conversion by 1%
nationwide could add over $560M in Revenue
Annually ($15,350 per store).
2. Magazines generate 16.5% of front-end
checkstand sales.
3. Merchandising the Power Categories on every
lane is critical.
3. 93% of shoppers rated Magazines as one of
the most important products to have available at
checkout counters.
4. Shoppers spend more time looking at the
Customer Left Arm & ROS top tiers when
approaching checkout. Power Categories must
be available in these areas.
4. 65% of shoppers like to read Magazines while
waiting in the checkout line.
5. Secondary displays detract significantly from
primary end-cap displays.
5. End-cap tiers 1-3 and in-line customer left
fixtures receive the most visual attention.
6. Most C/O categories are not growing in step
with historical growth rates; ensure that quality
and share of space is allocated for those categories/items with the highest sales potential.
6. 70.1% of Magazine Category Sales are
derived from C/O; assortment and display quality
are critical for maximizing performance.
7. Focus on those categories that get a higher
percentage of their total store sales from the
front-end checkouts. Those categories are
primarily Magazines & Gum.
7. Secondary displays in front of the end-caps
have a negative impact on the primary display.
59th Distripress Congress in Cannes
September 29th - October 2nd, 2014
Come join us for the annual
gathering of Press distribution
which takes place this year in
Cannes. Our Forum Day on Monday
September 29th will focus on how
print stays relevant in a multi
channel landscape.
The Welcome Reception later that
evening will take place at the
famous Palm Beach Casino.
www.distripress.net
41
M PA + P B A A • J U N E 9 – 1 1 , 2 0 1 4
The Voice of
the Newsstand
Industry
Periodical & Book Association of America, Inc.
481 Eighth Avenue, Suite 526, New York, NY 10001
212-563-6502 • 212-563-4098 FAX • www.pbaa.net
Board of Directors
Officers
Chair
President
Jay Annis
The Taunton Press
jannis@taunton.com
Executive Vice President
Bob Bedor
Time Inc. Retail
bob_bedor@timeinc.com
Vice President
Dick Terlaak Poot
Rodale, Inc.
dick.terlaakpoot@rodale.com
From the PBAA Chair
Will Michalopoulos
Hearst Magazines
wmichalopoulos@hearst.com
I remain convinced that there are still many
opportunities to drive sales and create excitement and
demand for magazines and the category. Publishers
need to look at their portfolio of titles and determine how
they can better leverage their brand(s) at retail, creating
value propositions that can drive incremental sale. More
retailers need to create opportunities within their stores
that will support sales by leveraging their assets to
promote directly with their consumers, and insure
successful execution within their stores. And wholesalers &
distributors must continue to impact sale with in-store
merchandising and insuring product is delivered and
merchandised on time. In essence everyone in the
distribution channel needs to have “skin in the game” to
make this work.
As Chairman of the Periodical and Book Association
of America, I remain the eternal optimist and urge you to
make the most of your time here at Retail Marketplace
2014. This conference is the perfect forum to develop
and strategize new ideas with all the channel partners.
It is the only conference where everyone is brought
together and has a common mission…to grow sales!
So stay optimistic and make it happen!
Board Members
Richard Alleger
Rodale, Inc.
Richard.Alleger@rodale.com
David Alleger
Clark Distribution Systems, Inc.
dalleger@clarkdistribution.com
Jay Annis
The Taunton Press
jannis@taunton.com
Bob Bedor
Time Inc. Retail
bob_bedor@timeinc.com
Irwin Billman
Billman Media/MCC
ieb@magazinesales.com
Bruce Sherbow
Penny Publications
bsherbow@pennypublications.net
Will Michalopoulos | Chair, PBAA
Staff
Executive Director
Lisa Scott
lscott@pbaa.net
Associate Director
Jose Cancio
jcancio@pbaa.net
General Counsel
Yee Wah Chin
ywchin@ywc-antitrust.com
Certified Public Accountant
Peter B. Morse
pmorsecpa@morsecpa.com
Directory Listings Manager
John Morthanos
jmorth@optonline.net
Art Director
Robert Romagnoli
robertrcreative@nyc.rr.com
Just Released
PBAA’s 2014 Directory is
available to Directory advertisers
and PBAA member companies,
and for purchase by others.
There is an Excel version,
regularly updated, on the
members only pages of the
PBAA website www.pbaa.net.
Wednesday, August 13
The Old Mill, Toronto
Visit www.pbaa.net for more details
Retail Marketplace Conference 2013
42
M PA + P B A A • J U N E 9 – 1 1 , 2 0 1 4
PBAA Canada
President’s Message
Welcome to Washington DC and the 2014 Retail
Conference. I thank you for your continued support. As we
gather once again, our industry continues to face challenges
which I would call unprecedented, but only in the sense of
scope not uniqueness. Looking back on the year since our
the last Retail Conference, as I had promised, PBAA has
again taken the lead along in conjunction with other industry
organizations to bring to our various distribution channel
partners new ideas to generate increased sales. Our events
have included PBAA Canada in August, our first Retail Net
Group Seminar in October (sponsored jointly
with IPDA), and a follow up presentation by
RNG in May. PBAA also played host to a
contingent of 35 retailers and executives
from the Norwegian Narvesen Group in early
September. Additionally, Lisa moderated a
retail panel at Distripress in Toronto in
September and both Lisa and I attended
Samir Husni’s ACT 4 Conference at the
University of Mississippi in November. Each
of these shared a similar goal; to increase
sales of magazines through retailers. Some
of the ideas put forth in these sessions have
been embraced by publishers but certainly
not as many as we would have hoped. Some
retailers continue to support the category
with new technologies and thought processes
designed to increase sales. In many cases
these efforts are paying dividends. Yet we
cannot ignore the fact that there continue to
be wholesaler shutdowns, magazine closings
by publishers, reduction of magazine space
by retailers, and staff reductions by our national distributors.
The nay–sayers will dwell on the fact that our sales have
dropped from $5 billion to just over $3 billion in a matter of a
few years. They will say that digital editions are stealing sales
from print, both in books and magazines. They will say that
the younger generation does not read print. But all of these
ignore the some key facts. Magazines at retail are classified
as General Merchandise. The fact is that most GM categories
reliant on discrtionary income are down, some significantly.
In the last 2 years, digital sales of books and magazines
have slowed dramatically despite continuing strong sales of
tablet and e-readers. In fact some major book publishers report
a decline in e-book sales in the first quarter of this year. And
various studies indicate that while social media and texting
are the most popular and time consuming pastimes of our
youth, over 89% indicate that they continue to enjoy reading
both magazines and books in printed format. So what is at
the heart of our decline? I continue to preach that the
main culprit is economic. Whether the price of gas, increased
taxes, high unemployment, retail closures, the cost of health
care, etc. there is no doubt that consumers across North
America are financially strapped and the resulting sales
declines have put pressure on every channel of
the distribution system. Further evidence? In
reviewing industry sales data, the classes of
trade with the lowest sales declines are those
which discount magazines, such as the warehouse clubs and mass merchants. But we also
can’t ignore the changing landscape of our
traditional retailers and how it will affect our
industry in the near future.
But simply reviewing the facts will not
reverse the trends. And we cannot change the
economy. However we can react and adjust to
it and its ramifications. That is why we gather
here in DC. Our agenda is designed to bring
together the top executives and talent in our
industry to learn, discuss, and debate positive actions we can take moving forward. How
do the presidents of some of our largest
magazines companies view the future, both
for their companies and the newsstand?
What is driving retailers today and how can
the magazine industry help? What are some
new inexpensive, digital technologies that magazines can
use to help drive sales? And of course there will be discussion regarding the distribution system itself. All of these
will be adressed over the next few days.
I trust you will find your decision to attend the
Conference to have been a wise one and I thank you for
your participation. The magazine business at newsstand
is still over a $3 billion business. Together we can work
towards reversing the recent declines and create a solid
foundation for the future.
The magazine
business at
newsstand is
still over a $3
billion business.
Together we can
work towards
reversing the
recent declines
and create a
solid foundation
for the future.
Narvesen Group Forum
Driving Sales at Retail
Jay Annis | President, PBAA
Annual Kick Off Party
43
Lisa Scott honored at Frank Herrera Dinner
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Acres of Diamonds
by Ron Murray & Jim Smolen, National Publisher Services, LLC
T
here is an old story told
many times called “Acres
of Diamonds”.
This story was made famous
here in the US by Dr. Russell
Herman Cronwell who traveled
the world telling this story. Dr.
Cronwell raised over $6 million
dollars telling this story. He used
this money to fulfill his dream of
opening a school for poor but
deserving young men. That school is Temple
University in Philadelphia.
The story is about a farmer who lived in
Africa at a time when diamonds were discovered in this country. One day a visitor came to
his farm and told him of the fortunes men were
making mining diamonds throughout the country.
So the farmer sold his farm and traveled the
lands in search of his fortune.
He wandered the country looking for diamonds
but as luck would have he found no fortune. He
became broke and penniless.
Now, the man who had bought the farm
worked the land every day. One day he found a
large unusual looking stone in a creek on his
farm. He polished the rock and placed it on his
mantel to admire.
The same visitor who had told the original
farmer about diamonds stopped by to visit the
new farmer. Upon seeing the rock on the
mantel he was astonished. He told the farmer
that this was one of the largest diamonds
found in the country and was worth millions.
The farmer told him that he had dozens of
rocks like this in his creek.
So as it turns out the farm which the original
farmer sold to search for diamonds turned out to
be one of the largest diamond mines in the world.
So how does this relate to selling magazines? Well there are “acres of diamonds”
lurking in our daily work. We just have to tune in
to look for them.
Our purpose here is to share
some case studies where
working in concert with all
channel partners is proving very
successful in finding opportunities. And using consumer data
trends plus looking at industry
data proves a useful process for
assessing a “best foot forward
for success.”
First case in point, Spirituality & Health. The
soft economy coupled with high unemployment
has created stress among consumers. When
stress increases, people look for solace. The
publishers noticed an increase in traffic on their
web site, and coincidently sales for the magazine
started to increase in selected retailers such as
Whole Foods and Barnes & Noble.
We then analyzed sales by zip code to determine the highest volume and largest increases in
sale by zip code. Distribution and sales patterns
were then overlaid to other retailers in these
areas. As a result
distribution and
promotions were set
up in selected
retailers to increase
exposure. As a result
sale for this bimonthly title have
increased by double
digits in each of the
past three years.
Additionally, the
publisher isolated
editorial trends which were most in demand to
create special issues. Two SIPs per year are now
distributed at a higher price than the base title
with unit sales higher than the bimonthly issues!
Overall annual retail dollars generated by this title
have increased three fold!
Working in concert
with all channel
partners is proving
very successful
in finding
opportunities.
45
M PA + P B A A • J U N E 9 – 1 1 , 2 0 1 4
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Case in point number two, Cuisine at home.
Since 2009, the amount of meals eaten at home
compared to food eaten at restaurants has
steadily risen. In November 2013 the percent of
people eating at
home reached 80%.
Additionally,
approximately 65%
of women and 39%
of men, prepare at
least one meal per
day at home (USA
Today).
These trends led
to an increase in
newsstand sales for
the bimonthly
Cuisine at home. While this occurred the
publisher also saw an increase in interest on its
web site for recipes and food related preparation.
As a result, August Home Publishing stepped up
its delivery of recipe content by releasing
upwards of 8 SIPs per year in this area. Cover
prices range from $9.95 to as high as $15.95.
Annual retail dollar sales have quadrupled! A
targeted channel of sale plan for retailers best
suited to accommodate higher priced items was
established. Bookstores, club stores, home centers and selected supermarkets were targeted
with strong results.
Case in point number three. In the Fall of
2013, Fox Chapel
Publishing
Company published a book on
one of the Hottest
Crazes for the
Holiday Season
2013, the Rubber
Band Loom.
Following discussions with Curtis
and with Fox
Chapel, it was
decided that creating a magazine with similar
content would provide all channel partners –
retailer, wholesaler, national distributor and
publisher – with a tremendous sales opportunity
in time for the holiday shopping rush. Design
Originals Presents: Totally Awesome Rubber
Band Loom Jewelry was conceived on September
26, 2013 and went on sale November 12, less
than 50 days later. The combined efforts of all
channel partners led to all key chain approvals
being secured followed by targeted distribution
and total print order in excess of 140,000 copies,
with a final sell-through well above the industry
norm. Great content met a consumer need in a
very short time frame. The end result was a
win-win-win for all parties in the newsstand
supply chain.
Sometimes consumer marketing analysis is
like watching shifts in glacier movement. Trends
and opportunities to predict happen slowly as
the page turns to a new calendar year. Many
people knew that as
2013 came about it
would usher in the
150th Anniversary of
Gettysburg. Our last
case study involves
i-5 Publishing and
their commemorative,
Gettysburg. It was
easy to decide to
promote in national
chains like Barnes &
Noble and Wal-Mart,
but sometimes the local marketing push is
overlooked. In this case we worked closely
with Harrisburg News and Media Solutions to
make sure that the area around Gettysburg was
properly covered. Floorstands and other off
shelf displays were set up in stores in
proximity to Gettysburg. Retailers which
currently sell magazines plus some that were
not were offered the opportunity to display the
title. As a result the i-5 Gettysburg issue
enjoyed one of the best sell-throughs of the
many titles in the market.
None of these case studies break any new
ground for our industry. Each are examples
though of working the business on a daily basis
to uncover a “diamond in the rough.”
47
M PA + P B A A • J U N E 9 – 1 1 , 2 0 1 4
Reach Your Audience Wherever They Are
Print and Digital Access for Customers on the Go
By supplying hotels and airlines with national and international publications in both digital
and print we broaden your geographic coverage and provide access to an influential, affluent
audience: business and frequent travelers.
Let us increase your publication’s circulation and brand awareness, and ensure that your
audience always has access to your magazine, wherever they are.
Contact:
Gabrielle Sarmiento
VP Sales & Marketing
1440 Broadway, 23rd Floor
New York, NY 10018
Phone: 646-512-5133
Email: gabi@news-inflight.com
Web: www.news-inflight.com
And: www.media-carrier.de
A Reminder for Challenging Times
We recognize that recent industry events are fresh in everyone’s mind, and that people may be
tempted to discuss them. A crucial part of MPA’s and PBAA’s mission is to build awareness and
educate regarding the issues of the industry. In order to achieve that goal, we provide an open
style forum and encourage members to voice opinions and concerns regarding our industry.
Retail Marketplace is one such forum.
However, as with any gathering that includes competitors, the concerns of the antitrust laws
must be kept in mind and addressed. PBAA and MPA remind everyone that 1) conversations
around those events must remain between appropriate business partners and 2) these topics will
not be discussed from this stage. Our discussions will be about only what is on the Retail
Marketplace program. The Retail Marketplace has a stated Antitrust Policy. You will find it below,
as well as on the back of the table maps. We would like all participants to review these guidelines
and abide by them. If you have any questions please feel free to contact PBAA’s Executive
Director, Lisa Scott.
2014 Retail Marketplace Conference
Antitrust Policy
We will follow these guidelines in all of our discussions in Virginia:
• We may exchange best practices, trends and aggregated historical data. We may
discuss methods and concepts that have worked and that haven’t worked, and why.
We may exchange analytic tools that have been useful in our businesses.
• We will NOT discuss what the industry should be collectively doing in the future,
because each of us must make our market decisions independently, based on knowledge
of market facts and trends, and our individual circumstances.
• We will NOT try to reach any type of consensus on what the industry, or any individual
business, should do in the future, especially as to rates or prices, or areas of business to
be active in.
• We will NOT have any discussions related to allocating certain markets to one market
participant or another, or to excluding one market participant or another from a market.
• We will NOT exchange current data or future plans relating to any specific market
participant in the areas of pricing, capacity levels, or costs, because doing so could be
construed or interpreted as a collusive signal or activity.
Those are the guidelines. Each of us must abide by them. We look forward to stimulating discussions.
50
M PA + P B A A • J U N E 9 – 1 1 , 2 0 1 4
One On One Table Hosts
ACB Services, Inc. • Barnes & Noble, Inc.
Books-A-Million (BAM) • Circ One Promotions
City Newsstand, Inc. • Clark Group, Inc.
CMMI (Canadian Mass Media Inc.)
Coast to Coast Newsstand Services Partnership
Comag Marketing Group (CMG) • Costco Wholesale
Curtis Circulation Company LLC
Disticor Magazine Distribution Services
Dollar General • Faber • Gateway Newstands
Hastings Entertainment, Inc.
Hudson Group (HG) Retail, LLC
Hudson News Distributors
Indigo Books & Music Inc.
Ingram Periodicals, Inc.
Kable Distibution Services, Inc.
Liberty News Distributors Inc.
LMPI • LS Travel Retail North America
MagNet • Media Solutions
Metro News • Micro Center
News Inflight • NewsLink Group, LLC
Newsstands of America
OneSource Magazine Distribution • OTG
Paradies • Presse Commerce Chain
RetailVision • Royal Group / TNG
Ry’Leco Displays • Safeway
Small Changes
Speedimpex USA Inc.
TNG USA • TNG Canada
Time/Warner Retail Sales & Marketing
Trofie & ViaTrofie Networks
Wakefern Food Corporation
World Duty Free Group (WDFG NA)
51
M PA + P B A A • J U N E 9 – 1 1 , 2 0 1 4
®
See you next year!
757 Third Avenue, 11th Floor
New York, NY 10017
www.magazine.org
481 Eighth Avenue, Suite 526
New York, NY 10001
www.pbaa.net

conference magazine - Magazines and Books at Retail, Inc

Transcription

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