Wednesday, February 16, 2011

The 'Times' Unveils E-book Bestsellers, Combined Lists


Publishers Weekly Feb 03, 2011

At a breakfast Thursday morning The New York Times unveiled its new e-book bestsellers that will appear in print in its February 13 edition. The list is broken into fiction and nonfiction and the Times is adding a combined print and e-book bestsellers list as well. Topping fiction in the hardcover, e-book and combined lists is Tick Tock, while Unbroken rules in nonfiction on all three lists. Further down, however combining print and e-books has scrambled some of the rankings.

The Inner Circle, for example, number 3 on the print hardcover fiction list, tumbles to the 10th spot on the combined list as the e-book edition is only in the 15th spot. In nonfiction, The Next Decade, #3 on the hardcover list, dropped to 7th on the combined list with the e-book edition landing in the 17th position.


Benefitting from the inclusion of e-books on the combined list was __My Dad Says, which was #11 on the combined list, 14th on the print hardcover list and fifth on the e-book list. The combined list, which includes all print formats plus e-books, resulted in a couple of Harlequin mass market titles hitting the fiction list with Marrying Daisy Bellamy landing at #8 and Wild Man Creek at #12; Bellamy was 18th in e-books, while Wild Man was 24th. Water for Elephants, the #1 fiction trade paperback on the February 13 list, is #5 on the combined fiction list and on the fiction e-book list.

Unlike its print rankings which it says are statistically weighted to reflect nationwide sales, the Times said its e-book sales rankings are not weighted "until the industry is more settled."

http://www.nytimes.com/best-sellers-books/overview.html

Store Closing List Released by Borders, 2010 Losses at $168 Million


Publishers Weekly Feb. 16, 2011
The list of stores Borders hopes to close compiled by Hilco, the company hired to liquidate stores targeted for closure has been released as part of the bankruptcy filing. Click here to download the complete list. Of the 642 stores operated by Borders, three were in Puerto Rico (two will be closed) and the balance in the U.S. Most of the 200 stores to be closed are outlets with over 20,000 square feet.

California is losing some of the largest locations with stores set to shutter in Pasadena (40,000 square feet); Montclair (42,000 square feet); and San Francisco (41,841 square feet). Other large locations being closed include the Park Avenue store in New York City (42,600 square feet), the Chicago, Ill., location, on North Clark Street (42,770 square feet), and the Kensington, Md., store (40,352 square feet). Small stores were also not spared, with the 12,500-sqaure-foot space in Dillon, Co., being the tiniest store to be closed down. Other smaller stores being shut down include the Mayaguez, Puerto Rico, location (17,000 square feet).

As of February 11, Borders had 6,100 full-time employees, approximately 11,400 part-time employees, and approximately 600 contingent employees, who work one shift per month, usually at special events.


Prior to the filing, Borders did not release holiday sales or have a chance to publish its results for the year ended January 29. Through December 25, Borders had sales of approximately $2.3 billion and losses of approximately $168.2 million.

Monday, February 14, 2011

Ethnic Marketing: McDonald's Is Lovin' It


The BBW50 chain taps Latino and black culture for mainstream ads
The music industry has long sold black culture to white Americans. Now McDonald's (MCD) is doing much the same. It's taking cues from African Americans, Hispanics, and Asians to develop menus and advertising in the hopes of encouraging middle-class Caucasians to buy smoothies and snack wraps as avidly as they consume hip-hop and rock 'n' roll.
"The ethnic consumer tends to set trends," says Neil Golden, McDonald's U.S. chief marketing officer. "So they help set the tone for how we enter the marketplace." Golden says preferences gleaned from minority consumers shape McDonald's menu and ad choices, which are then marketed to all customers.
The fast-food giant's strategy is a departure from the way companies typically market to American households. Usually, a company works with an agency to develop advertising aimed at the general market, then turns to boutique multicultural agencies to create versions tailored to blacks, Hispanics, or Asians. McDonald's still creates ads specially tailored to minority groups, as it has for over 30 years, but minorities exert an increasingly influential role in its mainstream advertising as well. The company thinks they provide early exposure to new trends.
"Most companies think they can box in Latinos, box in African-Americans, and then run the general market ad," says Steve Stoute, chief executive of Translation, which advises brands, including McDonald's, on how to reach young adults. "McDonald's will take an ad that could be primarily geared toward African-Americans and put a general market advertising dollar behind it."
The move reflects a demographic shift under way in the U.S. as a whole. As whites head toward minority status by mid-century, according to Census Bureau projections, Hispanics, Asians, and black populations are growing faster. California and Texas, the two largest states, are already "majority minority," meaning white non-Hispanics make up less than 50 percent of the population.
Its low prices have helped fuel McDonald's recent strong performance, even as the rest of the restaurant industry struggles to recover from the recession. But Golden says his minority-shapes-majority marketing strategy is paying off, too. U.S. sales rose 1.5 percent in the first three months of the year, thanks to the success of new menu items and, he says, an improved perception of the brand among all ethnic groups.
Golden says he first discovered how dramatically minority tastes can influence mainstream preferences when he oversaw McDonald's marketing in the U.S. West in the 1990s. His team had developed products aimed at Hispanics called the "Fiesta Menu," which included guacamole and spicy beef tortas. After the launch, the items sold well enough in Hispanic neighborhoods—but sales rose more than expected in Orange County and specifically Laguna Beach, an area that was more than 90 percent white. "The intended consumer said, 'We sure appreciate what you're trying to do, nice try.'" Golden recalls. "But [the Fiesta menu] overperformed in the general market."
Golden went on to create a strategy for the U.S. business that he calls "Leading with Ethnic Insights." Working with Jonah Kaufman, a McDonald's franchisee who has 13 restaurants on Long Island, N.Y., Golden doubled the spots designated for minority franchisees on the national advertising committee, which advises on and approves ads. McDonald's also uses a disproportionate number of blacks, Hispanics, and Asians in focus groups. Later, marketers are asked to imagine how they would sell a product if the U.S. population were only African American, Hispanic, or Asian. They look for differences to McDonald's general market plan.
That sensitivity has already influenced new products. The fruit combinations in McDonald's latest smoothies, for instance, reflect taste preferences in minority communities. And when the company started heavily advertising coffee drinks last year, the ads emphasized the indulgent aspects of sweeter drinks like mochas, a message that resonated with blacks, says Golden.
In fact, many of McDonald's ads now feature only African Americans. Of the 10 most-aired TV ads from the past 12 months, compiled by ad tracker Nielsen IAG, five had all-black casts. While the ads usually push specific products or deals, many use situations aimed directly at ethnic consumers. In a recent commercial called "Big Day," a young boy at a wedding looks bored while watching the bride and groom kiss and jump over a broom—an African American matrimonial tradition. His eyes light up, however, when he gets to his seat and finds a Happy Meal.
The bottom line: McDonald's is increasingly taking its marketing cues from minority groups, which it considers to be trendsetters for white America.

News Corporation Acquires Skiff, LLC; Makes Investment in Journalism Online, LLC


News Corporation Acquires Skiff, LLC; Makes Investment in Journalism Online, LLC
Jon Housman Appointed President of News Corporation’s Digital Journalism Initiatives

New York, NY, June 14, 2010 — News Corporation today announced that it has acquired Skiff, LLC, Hearst Corporation’s e-reading platform designed to deliver premium journalism to tablets, smartphones, e- readers and netbooks. The Company also announced an investment in Journalism Online LLC, the venture dedicated to enabling newspapers, magazines and online-only publishers of quality content to collect revenue from their online readers. The financial terms of both agreements were not disclosed.
“Today’s developments underscore News Corporation’s ongoing commitment to create strong business models that support journalism at a time of great change in our industry,” said Jon Miller, Chief Digital Officer, News Corporation. “Both Skiff and Journalism Online serve as key building blocks in our strategy to transform the publishing industry and ensure consumers will have continued access to the highest quality journalism.”
“We’re delighted by this investment and this vote of confidence,” said Journalism Online co-founder Steven Brill. “Journalism co-founder Gordon Crovitz added, “We’re especially pleased with this investment because News Corp. is the industry leader in making the case that there is value in journalism online for which readers will be willing to pay.”
In addition, Mr. Miller named Jon Housman President of News Corporation’s digital journalism initiatives. In this newly created role, Mr. Housman, who has worked closely with these initiatives over the past year, will be responsible for driving and managing new business efforts in premium digital journalism. He will report to Mr. Miller.
Miller added, “Jon Housman is the ideal executive to shape these new businesses as we enter this important phase of digital journalism. I have full confidence in his capabilities and look forward to working closely with him and his team to drive these efforts forward.”
The Skiff platform specializes in delivering visually appealing layouts for newspaper and magazine content. With the capability to deliver high-resolution graphics, rich typography and dynamic updates, this unique platform has the ability to retain engaging design elements that consumers enjoy while allowing publications to maintain brand identity and differentiation.
Journalism Online’s Press+™ e-commerce platform allows publishers to choose and continually adjust multiple options for paid access, with each publisher selecting its own business model, offerings, and pricing. This includes the “metered model” under which many readers will continue to access sites for free, while the most engaged readers will pay for full access. Press+ will give consumers the convenience of one account and password to access their favorite websites.
Mr. Housman has worked closely with News Corporation for the past several years as a strategic advisor, primarily directing projects at Fox Entertainment Group, Fox Interactive Media and NDM.
Earlier, he served as managing director and board member of The Wall Street Journal Europe SPRL, leading the Dow Jones European subsidiary which distributes in 35 countries across Europe, the Middle East and Africa. He also led a division formed by Dow Jones to build and grow the company’s global online and classifieds business. He has led several acquisitions / investments and served on several boards on behalf of News Corporation. Previously, he was co-founder and chief executive of Jungle Media Group, a New York-based media company targeting the “young professional” marketplace with properties in digital, print, conferences and books. He also worked as a consultant with McKinsey & Co, specializing in strategy and technology for companies and private equity firms in the media and entertainment space.

Thursday, February 10, 2011

Cuento de Luz Launches Picture Book List in the U.S. Marke


La Gallina Cocorina

Cuento de Luz Launches Picture Book List in the U.S. Market

When the picture book list of publisher Cuento de Luz debuted in Spain in April 2010, it found an immediate audience.   Cuento de Luz has over 50,000 fans on their Spanish Facebook page.  Illustrator Monica Carretero was a winner of the 2010 Illustrators Competition at the London Book Fair and Carretero has also been interviewed twice on Spanish television: Television Espanola and CyL TV. The United States editions launch in April 2011.

Ana A. de Eulate, Founder and Editor of Cuento de Luz, commented on their entry into the U.S.:

The U.S. is the world's largest market for children books, and it is natural for us with global reach to be present there. We believe that the important messages that are conveyed to children in our books will find a receptive audience in the U.S. as they are universal messages that work for all cultures independent of religion, race and background.  Moreover, the U.S. has an important and growing Hispanic population.  We therefore want to treat the U.S. as an essential home market, not as an ad-hoc export destination. For this purpose we not only sell original Spanish titles, but will also translate successful American titles into Spanish.

The following titles will be available in both Spanish and English:

            Manual de hadas($14.95, Ages 5-7) by Monica Carretero
            Circo de pulgas($14.95, Ages 5-7) by Monica Carretero
            Manual de piratas($14.95, Ages 5-7) by Monica Carretero
            La familia Bola($14.95, Ages 5-7) by Monica Carretero
            Cuerpo de nube($14.95, Ages 7-9) by Ana A. de Eulate, illus. by Monica Carretero
            Los latidos de Yago($15.95, Ages 7-9) by Conchita Miranda, illus. by Monica Carretero

Plus, the following titles available in Spanish:

            La Gallina Cocorina ($14.95, Ages 5-7) by Mar Pavon, illus. by Monica Carretero
            Mi nombre es HOY ($14.95, Ages 5-7) by Zo Ho-Sang, illus. by Kim Dong-Sung

Cuento de Luz (Tale of Light) publishes stories that enlighten our lives to bring out our inner child. Stories that make time stand still for us to live the present. Stories that take the imagination on a journey and help care for our planet, to respect differences, break down barriers and promote peace. Stories that do not leave you indifferent; stories that lift you up.  

Cuento de Luz respects the environment and contributes to the protection of nature, incorporating sustainability principles through eco-friendly publishing. Visit the Cuento de Luz website at www.cuentodeluz.com.

Outsourced Marketing: Does It Make Sense for You?

Outsourced Marketing: Does It Make Sense for You?
by Mike Etzinger

This article will explore the benefits of outsourcing marketing tasks such as graphic design, Web design, and Web development. Written specifically for B2B organizations of roughly 100 employees and a relatively small marketing footprint, this article will summarize some areas that need to be considered when determining whether to outsource graphic design, branding, or multimedia work to an agency.

The question of whether to outsource varies depending on the specific factors at play in an organization. Though outsourcing may bring significant cost savings to some, for others the workload just might not be sufficient enough to justify going with an agency.

Regardless, there are significant benefits—including the following—that should be considered when contemplating the outsourcing of creative marketing functions.

1. Higher-Quality Output

Because of the highly competitive nature of the graphic design/Web industry, outsourced firms must perform at a very high level to keep clients satisfied. That means going the extra mile, working "over budget," and meeting the high demands of the client. The relative ease with which clients can move from one firm to another makes high-quality output an imperative.

2. Cost Efficiency

Although outsourcing might not necessarily provide cost savings (at least in the short term), significant savings are a reality, as you pay only for time used. In an outsourced environment, there is no downtime that eats away at budget. In addition, if there are no projects, there are no costs; whereas with in-house staff, overhead costs remain constant regardless of how much work is available.

3. Economies of Scale

More often than not, in-house teams are backlogged on projects due to numerous initiatives happening at once or a simple lack of resources to get things done. Outsourced firms, on the other hand, must complete projects on time—and, therefore, ensure that they have the resources to start and finish projects efficiently.

4. More Collaboration

By nature, outsourced firms are much more conducive to collaboration and problem-solving. An in-house team is often limited to the opinions of an immediate group or manager, whereas outsourced firms tend to call on a vast array of experts, professionals, and colleagues to assist in developing new materials or designing Web materials.

5. Faster Work

Outsourced firms can simply work faster. They have the ability to collaborate, pull in additional resources as needed, and delegate work to subject-matter experts. In-house staff, on the other hand, often must find solutions on their own, self-teach to fill any gaps in expertise, and sacrifice initiatives when resources get tight.

6. A Bigger Pool of Talented Professionals

Outsourced firms have specialists on hand in important niches such as usability, information architecture, accessibility, etc., and can use those skills to produce higher quality, on-target materials.

7. More Flexibility

Outsourcing provides the ability to upscale and downscale resources based on the projects at hand. That flexibility allows for additional cost savings in the long term.

8. Helps Companies Focus on Core Competencies

Graphic design and Web design may not be a core competency at your organization. Similar to where I work, some companies are not set up to foster creative outreach or collaborative design; hence, their options are limited. But outsourcing to an organization with a core competency in graphic and Web design removes the burden of managing styles and expectations that we are not necessarily equipped to handle.

9. Better Technical Expertise

From a Web design perspective, even with the most robust, feature-packed Web development software (e.g., Joomla), a tremendous learning curve is involved in developing a technically sound Web experience. Expecting that a small in-house team remain aware and current of all emerging technologies is unrealistic. For an outsourced firm, however, that expectation is valid.

Why Proceed In-House?

There are also advantages that need to be considered when deciding to keep Web and graphic development in-house:

1. Closer to the Organization

Because in-house teams work within the business, they might be able to grasp some concepts quicker than an agency. For example, briefing an in-house group could take less time than briefing an outside group.

2. Small Changes Faster

An internal team (or resource) is better aligned to make small changes, such as to a website or to an email template. The very nature of small projects sometimes renders them incompatible with outsourcing them to an agency (e.g., briefing an agency on a website change could take longer than the change itself).

Which Is Better: Outsourcing or Staying In-House?
As noted, one of the main benefits of outsourcing is that you gain access to subject-matter experts, additional resources when required, and people who help foster collaboration and new ideas.

Though outsourcing certainly holds the potential to take your creative marketing to the next level, if not managed properly it can very quickly drain your budget. A poorly managed agency can lead to increased stress, projects that run way over budget, and frustration on both sides of the table.

Nor are agencies necessarily set up for small-scale projects, the costs of which can add up very quickly if they are outsourced. Having a junior resource on-staff to assist with basic graphic design, brochure-copy layout, HTML email creation, etc., could be an effective way to contain costs as you move forward with an agency.

Although outsourcing holds the potential to take your brand to the next level, the high propensity for sticker shock on the cost of projects could quickly throw a wet blanket on your initiatives.

Therefore, tread carefully.

General Management - Outsourced Marketing: Does It Make Sense for You? : MarketingProfs Article

General Management - Outsourced Marketing: Does It Make Sense for You? : MarketingProfs Article

Seth Godin Value of Failing Small

Self-Publishing Successes



Josie Leavitt
Publishers Weekly ShelfTalker
This past holiday season two of our bestsellers were self-published books. This was a HUGE surprise to me when I ran the numbers at the end of the year. I have had time now to ponder the reason for this and have several reasons that this happened.
- The books were actually good. I don’t mean to sound snide or elitist, but so often self-published books are lacking editorial control and consequently, can be tough to read. Both books were edited well and professionally produced. There was no hint of a Kinko’s copy job with a spiral binding. These looked like real books. One was a hardcover, The Quest for 29 by Remo Pizzagalli, about hunting, which is not a subject we even stock, but it looked gorgeous. Full color photos throughout made it all the more enticing as a gift book. The other book, Vermont Wild by Megan Price, was a handsome paperback.
- Both authors were relentless at getting excellent press about their books. They didn’t just get press once, they got it repeatedly. They were on radio shows, local public access TV and they were reviewed and mentioned in articles in seemingly every paper in the state. And with every mention in the press, our store was listed as one of the main purveyors of the book.  This drove business to the store in an amazing way. Literally, streams of customers, most new to the store, came in looking for these two books at the holidays.
- The authors were good about checking in about stock levels. Normally, self-published authors can get a little overly aggressive about checking stock, but with these two books at the holidays, it was enormously helpful. Also, they both seemed to have endless supplies of books in their cars, so I could say I needed 20 more, and by the end day I got 20.
- Both authors were very meticulous about record-keeping. This just makes my job easier. We try to keep up with receiving self-published books when they come, but so often the consignment issue precludes entering books into the inventory, so having another set of good records was vital. I know how many I’ve sold by the negative numbers listed for that book at the end of the day. Basically, I receive backwards and the authors do it the right way, so it works out.
- We started paying up front for Vermont Wild because Megan is great, very local, and she got a loan to rush a second printing of the book for the balance of the holiday season. Her responsiveness to our needs was like magic. Usually within an hour or two we’d be restocked, and that deserves to be rewarded.
- It’s interesting because these two authors couldn’t be more different. Remo is a retired businessman who is very well regarded in town. He wrote the book knowing little about the book business; Megan is more savvy about the book business and more concerned about how to help us sell her book more profitably. Remo’s book is too expensive and we all know that, but it fills a void and he’s donating a portion of the proceeds to a hunting charity. To his credit, Remo has learned on the fly and has worked very hard to get us a better discount and terms for his book. This has been very helpful, as 10 copies (our standing order, it seems) gets expensive to pay out every time.
- We have sacrificed a bit of a discount to carry both of these books. We only do this because both authors are as local you can get, they are driving a ton of business into the store, and really, good business boils down to being a good neighbor.
- Lastly, the books continue to sell after the holidays. Both authors say that they can personalize books at our store, so we see a seemingly endless line of book sales. And, after 15 years in business, it’s very nice to have some self-published books holding their own with New York Times bestsellers.

Latinos and Digital Technology, 2010


Latinos and Digital Technology, 2010
by Gretchen Livingston, Senior Researcher, Pew Hispanic Center
Latinos are less likely than whites to access the internet, have a home broadband connection or own a cell phone, according to survey findings from the Pew Hispanic Center, a project of the Pew Research Center. Latinos lag behind blacks in home broadband access but have similar rates of internet and cell phone use.
While about two-thirds of Latino (65%) and black (66%) adults went online in 2010, more than three-fourths (77%) of white adults did so. In terms of broadband use at home, there is a large gap between Latinos (45%) and whites (65%), and the rate among blacks (52%) is somewhat higher than that of Latinos. Fully 85% of whites owned a cell phone in 2010, compared with 76% of Latinos and 79% of blacks.
Hispanics, on average, have lower levels of education and earn less than whites. Controlling for these factors, the differences in internet use, home broadband access and cell phone use between Hispanics and whites disappear. In other words, Hispanics and whites who have similar socioeconomic characteristics have similar usage patterns for these technologies.
Survey questions also probed for the use of non-voice applications on cell phones. Respondents were asked specifically about whether they access the internet and whether they use email, texting or instant messaging from a cell phone. The findings reveal a mixed pattern of non-voice cell phone application use across ethnic and racial groups. Hispanics are less likely than whites to use any non-voice applications on a cell phone (58% vs. 64%), and they are also less likely than whites to send or receive text messages (55% vs. 61%). However, Hispanics and whites are equally likely to access the internet and send or receive email from a cell phone. And Hispanics are more likely than whites to engage in instant messaging (34% vs. 20%). Compared with blacks, Hispanics are less likely to access the internet (31% vs. 41%) or send or receive email (27% vs. 33%) from a cell phone, but rates of texting and instant messaging are similar for the two groups.
Though they are no more likely than whites to access the internet from a cell phone, Hispanics are more likely to do so in lieu of a home internet connection. Some 6% of Latinos report that they access the internet from a cell phone but have no internet access at home. This rate is the same for blacks, but notably higher than the rate for whites (1%). This ethnic difference in dependency upon a cell phone for internet use is partially, but not entirely, related to ethnic differences in educational attainment and income.
These results are based on two national surveys. The first, the Pew Hispanic Center’s 2010 National Survey of Latinos is a nationally representative bilingual telephone survey of 1,375 adults ages 18 and older. Interviews were conducted from August 17 through September 19, 2010. The margin of error for the full sample is plus or minus 3.3 percentage points at the 95% confidence level. The second, Pew Internet and American Life Project’s August 2010 Health Tracking Survey is a national representative telephone survey of 3,001 adults, conducted from August 9 through September 13, 2010. The margin of error for the full sample is plus or minus 2.5 percentage points at the 95% confidence level.
Other Resources
Blumberg, Stephen J. and Luke, Julian V. "Wireless Substitution: Early Release of Estimates from the National Health Interview Survey, January-June 2010." National Center for Health Statistics. (December 2010).
Fox, Susannah and Gretchen Livingston. "Latinos Online." Pew Internet & American Life Project and Pew Hispanic Center, Washington, D.C. (March 14, 2007).
Horrigan, John. "Wireless Internet Use." Pew Internet & American Life Project, Washington, D.C. (July 22, 2009).
Livingston, Gretchen. "The Latino Digital Divide: The Native Born versus the Foreign Born." Pew Hispanic Center, Washington, D.C. (July 28, 2010).
Livingston, Gretchen, Kim Parker and Susannah Fox. "Latinos Online, 2006-2008: Narrowing the Gap." Pew Hispanic Center, Washington, D.C. (December 22, 2009).
Lopez, Mark Hugo and Gretchen Livingston. "How Young Latinos Communicate with Friends in the Digital Age." Pew Hispanic Center, Washington, D.C. (July 28, 2010).
Smith, Aaron. "Mobile Access 2010." Pew Internet & American Life Project, Washington, D.C. (July 7, 2010).
Smith, Aaron. "Home Broadband 2010." Pew Internet & American Life Project, Washington, D.C. (August 11, 2010).

Monday, February 7, 2011