Wired Magazine's Chris Anderson reveals his journey to discovering why the iPad and tablet computers will be the future of his company
I attended a talk today given by Chris Anderson, editor-in-chief of Wired. He was part of RIT’s Future of Reading conference and honestly, his presentation made my registration fee well worth the spend.
Chris talked about how Wired has been dealing with the changing options for publishing—print, web and tablet—as well as their economic impact on his publication. We’re all hearing of the terrible bloodbath in print media but here’s the thing: Wired is doing better now than it ever has!
It's clear to me the secret of their success is that Chris and his team are not afraid to think.
I say that because Wired has figured-out what business they are in. They’re not married to any sort of format, delivery mechanism or content type. In fact, Anderson said he’s thinking of trimming some portions of wired.com because it just does not lend itself to their business. He knows that because he knows what business he’s in.
Wired asked itself two questions.
1. What is a magazine?
2. Do people still want magazines?
The first question gets at the essence of what they offer. Chris believes a magazine is the following:
A magazine is a periodical
It’s an event. It’s heavily produced and then revealed at a specific time and on a regular basis.
A magazine creates suspense
Since it’s a periodical, it creates a sense of secrecy and suspense until it is revealed. What will the next issue be about? It could be about anything, so we have to wait and see.
A magazine is a curated collection
It’s a collection of content with a theme. It’s controlled by the creators. You can’t break it into it’s smaller parts and have the same value because it's really a collection.
So, the second question then begged to be answered. Do people still want an immersive, curated, periodic event?
The answer, of course, is yes.
Listening to Chris, I realized he’s not going to let romance or history or legacy dictate what he can and can not do with Wired. He has to think honestly about what business he is in and how to keep that business healthy.
Chris and his team evaluated their options. They have a print asset already in place and it works quite nicely as an immersive, curated, periodic event. At a time when everyone is crying that print is dead, Anderson knows his print will thrive.
They’ve developed a web version of Wired, but it’s not successful as a magazine. It’s hard to deliver an immersive, curated event on the web because it's too immediate and too atomized. Users want to get in quick and get out even quicker, the average time on their site being something like three minutes!
That leaves the new tablet-based options. Well, for now the only option worth mentioning is the iPad. Of course, when other tablets roll out with color, sound and interactivity that will change.
Since Chris knows his business he had to only figure-out three things.
1. Will the tablet become ubiquitous?
2. Will people want to engage it in a way that's immersive?
3. Will tablets allow Wired to create sustainable economic relationships with its subscribers?
Wired decided that all three were true and that the tablet is the future of their company. That’s a big commitment, which tells you what they think of the future of the tablet.
Anderson showed a demo of what Wired looks like on the iPad and it’s ridiculous! Seriously, these guys have figured it out. Watch the clip in full screen mode to get the full effect and then tell me if you want to run out and buy an iPad. I know I did when I saw it.
Of course, Anderson has an award-winning publication at his back while he figures this stuff out. Being part of Conde Nast, having access to deep financial resources and an army or bright minds does not hurt either. But, look, that never guarantees success, does it?
We can all learn a lesson from Chris and Wired. What business are we in? Telephony? Design? Law? High tech manufacturing? Anderson figured out that he's not in the paper magazine business, but that he sells immersive, curated periodic events. That freed him to create and deliver an amazing new experience that's quickly becoming the key to his company's future.
Don't be afraid to think, to ask tough questions. Figure out what business you're in, distilling it to its essence. We all have to do this because knowing what business we're in is the only way to make smart, bold decisions in the new world.
Editor's Note
The original post stated that Wired was considering cutting significant portions of it's online content. After communicating with Chris Anderson we realized that was incorrect. The post has been updated in the interest of accuracy. Chris' comments follow.
We did an audit of Wired Magazine content on wired.com (magazine content represents considerably less than 10% of the content on wired.com, and the site is run by a different team, not me). We found that about a quarter to a third of the those stories (but less than 10% of word count) were getting almost no traffic, mostly because they were shorter items designed for print with a heavy integration of words, pictures and design, and they didn't make much sense when stripped of the design. So we decided to make those stories print and tablet only for now. We'll put them back on the web when we have a way to do so with design intact, be that Adobe Air, HTML 5 or some other method.
So just to be clear, that's <10% of <10%, or less than 1% of the content on wired.com that we're temporarily making print and tablet only while we wait for a better web-friendly solution.
It's time for the Marketing Tip of the Week, a feature dedicated to helping marketers get that extra edge.
This week's tip: Realize You're A Publisher.
What business are you in? High tech manufacturing? Health care? IT? Marketing? It doesn't matter what industry we find ourselves in any more because we're all in publishing.
With the advent of web sites and their use to promote companies, we all became publishers without even knowing it. Every business that matters in America has a web site. Even my dry cleaner has one! If you're in business you have to be online. It's just that simple. And, if you have a web site then you are publishing content.
So, the question isn't if you're a publisher or not. We're all publishing. The question becomes are you a good publisher or a lousy publisher? Are you putting out great content that your customers and prospects want to consume? Or, are you careless about content?
Some marketers get this. They see their web site as a digital printing press and they use it to regularly put out great content that they know their audience will love to consume. They're building loyalty, credibility and sales by being great publishers.
But, some folks just don't get it at all. They throw a site up and leave it there to moulder. The content is poorly written and it's not relevant to the needs of the users.
There was a time in England when owning a printing press was illegal. The monarchy knew that a press was a powerful tool that could be used for subversion and so only very trusted people were approved to own a press. The king knew that the ability to mass communicate was power. Today, we marketers have that same power sitting right in front of us. Are we using it?
Buy an offset printing press today and you can easily spend a quarter of a million dollars just to get started. But, a printing press is only valuable when it's in use. You wouldn't spend $250,000 for a press and then just let it sit in your warehouse. But, that's what businesses are doing today when their web site just sits there, unused.
Realize you're a publisher and use the power of your web site to make your business more profitable, stable and healthy.
It's time for the Marketing Tip of the Week, a feature dedicated to helping marketers get that extra edge.
This week's tip: Think like an executive editor.
Executive editors are publishing's heavy-hitters. They have a lot of responsibility, but one of their main roles has to do with content. It's the executive editor who decides what's worthy of publishing and what's not.
This week's tip is based on their selection criteria; namely, editors only publish content that their audience is interested in. The really good ones are maniacal about this. They know their audience and will move heaven and earth to publish great content. Conversely, they don't worry about whose feelings get hurt when they have to kill weak stories or misguided pieces.
It sounds pretty obvious. But, think for a minute about your publishing platforms: your web site, sales literature and other marketing collateral. Ask yourself, are they full of content that your readers want to read? Be honest.
When a prospect lands on your web site they should feel like they've found a gold mine, like they've just found a rich resource that will help them do the things that matter to them. That's what an executive editor aims to do. She wants you to engage her publication and feel like you just found your soul mate. She wants you to think of her publication as the best resource and she wants you to keep coming back, day after day, year after year.
When creating your next communication piece, be it a pamphlet, video or case study, create it with the executive editor's mindset. Create something that gives your audience what they want and something that will keep them coming back for more.
Note: Post illustration created by Bob Wright Creative illustrator, Ken Townsend
