Sixty-seven mushers began the race for Nome last Sunday, and the winner is expected early this week. Top five mushers as of 6 a.m., Monday.Nicolas PetitMitch SeaveyJoar Leifseth UlsomRay Redington JrPeter Kaiser Facebook0TwitterEmailPrintFriendly分享Sixty-seven teams are signed up for the 1,000-mile (1,600-kilometer) trek over mountain ranges, frozen rivers and other dangerous terrain. Defending champion Mitch Seavey is currently in second place and out of the Shaktoolik checkpoint at 3:43 a.m. Nicolas Petit of Girdwood was leading the Iditarod on Monday morning, and he was the first musher out of the checkpoint in Shaktoolik.
President Donald Trump issued the emergency declaration to divert $3.6 billion towards funding for a border wall. The funds would be diverted from military construction projects. Murkowski: “This is not about whether or not I support President Trump on border security. I absolutely agree we must address security along our southern border, which is why Congress just appropriated $22 billion for border security– from investments in physical barriers to technology, custody enhancements, and law enforcement personnel.” Facebook0TwitterEmailPrintFriendly分享U.S. Lisa Murkowski was among a group of Senators that introduced a bipartisan joint resolution to terminate the president’s national emergency declaration. U.S. Senator Dan Sullivan as of Friday, has not said how he’ll vote. Murkowski: “This resolution is about making sure that we respect the lanes of authorities that are laid out in the U.S. Constitution. This national emergency declaration creates greater precedent for expansion of executive authority by legislative acquiescence. The power to appropriate rests with the legislative branch and we are right to defend that. We have a solid system of checks and balances in this country, as long as we respect the powers and authorities of each branch of government.” The resolution is a companion resolution to H.J.Res 46, which passed the House with a vote of 245-182 earlier this week. Congressman Don Young voted against the resolution.
Wednesday 8/14Audio PlayerWednesday-0814.mp3VmWednesday-0814.mp300:00RPdNo Resolution At Recent Bargaining Session With District, Reseeding Begins On Swan Lake Fire Dozer Lines, With Moderate Fire Activity, DF&G Close Set Gillnetting In the Upper Subdistrict For The 2019 Season Monday 8/12Audio PlayerJennifer-0812.mp3VmJennifer-0812.mp300:00RPdKenai River Brewery Wins People’s Choice at Beer Festival, Parents Arrested After Missing Children Found, Legislators Call For Statutory PFD To Be Paid In Full Tuesday 8/13Audio PlayerTuesday-0813.mp3VmTuesday-0813.mp300:00RPdCity Of Soldotna Moving Forward With Petition To Annex, Borough Denies Country Singer Right To Privacy At Homer Residence, Rumors Swirl That BP Might Be Selling Off Its Alaska Assets Facebook0TwitterEmailPrintFriendly分享The KSRM News Department compiled some of the top stories from this past week. Thursday 8/15Audio PlayerFriday-0816.mp3VmFriday-0816.mp300:00RPdFire Activity Moderated On Swan Lake Fire, Some Areas In Refuge Closed, $2.54M In Capital Budget For Hiland Mountain Women’s Mental Health Unit, Homelessness: The Forgotten Problem On The Kenai Friday 8/16Audio PlayerFriday-0816.mp3VmFriday-0816.mp300:00RPdNWS Issues Fire Weather Watch For Kenai Peninsula, Recall Dunleavy Surpasses Necessary 28,000 Signatures, Candidate List Finalized For Local Municipal Election
As Reed Elsevier continues to search for a buyer for its b-to-b publishing arm Reed Business Information, the London-based publisher has begun a second search—for a new CEO.Sir Crispin Davis, who has held the post as Reed CEO for nearly a decade, is planning to step down next year, according to a report in the Times of London. The company has hired a recruiter to help consider internal and external replacement candidates.The change in command comes a little more than four months after Reed announced its plans to divest RBI, as part of the company’s preliminary financial results statement for 2007 which it released in February. Since then, groups like Apax Partners, Permira, Providence Equity Partners and Cinven have been floated as possible suitors. Early estimates put a sale at about $2 billion. To help assure that RBI sells in one piece, Reed put together a group of banks to lend nearly $1.5 billion to the eventual buyer. The sale, however, faces steep hurdles due mostly to the soft economy.RBI publishes a number of trade magazines including Variety and Publishers Weekly. Early last month, RBI eliminated 41 jobs as part of a company-wide restructuring effort.
“The key to this will be how much more financing Reed itself will carry,” a knowledgeable M&A source told FOLIO: during a recent interview. “After that, will Reed be willing to take a deal that’s below their expectations? One that’s, say, 8X not 10X [EBITDA]? That’s what it’ll come down to.”The three bidders remaining in the third round are said to be Bain Capital, TPG and a partnership formed by Strauss Zelnick, a former non-executive director of Reed Elsevier. RBI publishes a number of trade magazines including Variety and Publishers Weekly.When Reed posted its financial results for the first half, the company indicated that it expected the RBI auction to be complete by year’s end. Longtime Reed CEO Sir Crispin Davis is expected to step down from his post sometime early next year. In the face of the tumultuous global credit market, Reed Elsevier is ready to “significantly” increase the amount of the financing package it plans to offer the potential buyer for its b-to-b publisher arm Reed Business Information.The London-based publisher and events producer is willing to be “more flexible” and increase the amount of vendor financing from the company’s own balance sheet, according to a report in England’s Telegraph newspaper. Exactly how much the company is willing to “sweeten” the deal was not immediately clear. A company spokesperson could not be reached for comment.The sale has been on rocky ground ever since at least one of the banks in the consortium put together by Reed to lend the eventual buyer more than $1 billion in staple financing backed out. The situation was recently compounded when a ratings agency, Fitch Ratings, downgraded RBI’s outlook from stable to negative.
This year’s event features more than 30 sessions that have been broken into two groups: one for larger publishers and one for smaller publishers. Focusing on delivering actionable ideas, more than 50 speakers will lead sessions on topics ranging from revenue and cost control to the changing organizational structure. The conference will include end-of-day forums and the FOLIO: Editor’s Trendwatch, a series of presentations featuring exclusive research and roundtable discussions.For more information on the FOLIO: Growth Summit, click here. In this challenging economy, magazine publishers more than ever are looking growth opportunities across more than just the traditional media channels.With that in mind, FOLIO: has renamed its annual conference for C-suite executives the FOLIO: Growth Summit, slated for March 16-18, 2009, at the Westin Hotel in Chicago.Anchoring the program will be keynotes by Source Media CEO Jim Malkin, IDG CEO Bob Carrigan and Storm Mountain Publishing founder Brad Fayfield.
SocialMention (socialmention.com)SocialMention’s search platform tracks conversations across the Web in real time. It offers a free, adhoc search engine that provides tracking and metrics with support for more than 75 social media properties and is available in multiple formats. Monitoring your magazine brand’s Web reputation can be just as important as updating your magazine’s Web page. Amanda MacArthur, Mequoda Group editor and publisher, offers three online tools that are necessary to monitor and manage her brand.The rationale behind signing up for free alerts and networks? Constant conversation with your readership. “Sometimes people will link to the wrong page,” MacArthur says. “If we post a free special report, a blogger may link to our homepage instead of the report itself. We’ll be alerted through a social media tool and contact the blogger to remedy the situation.”By constantly monitoring what readers and competitors are saying about them—and what they’re linking to—Mequoda has increased site traffic and newsletter sign-ups (which now boast a 28 percent conversion rate). Mequoda’s traffic has more than doubled from 12,000 unique visitors per month in March 2008 to 31,000 today. From one post on Twitter, Mequoda sees between 50 and 60 visitors. “Twitter is now our second biggest traffic driver after Google,” she says.Tweet Later (www.tweetlater.com)A “Twitter Productivity Tool,” this free function tracks keywords and can be set up to automatically e-mail a daily digest of all of a brand’s daily mentions on Twitter. The service costs $29.97 per month. BackType (www.backtype.com) BackType tracks what’s being said about content across the Web using BackType Connect, which supports every major publishing platform for blogs, as well as Twitter, Digg, FriendFeed and Reddit. Publishers work with BackType to display related conversations online with existing comments on their properties to encourage more engagement.
As 2009 mercifully marches toward its long-awaited end, the magazine field is littered with battered, bruised, bleeding and sometimes even deceased bodies of America’s business magazines. In a turnaround of almost Biblical proportions, the business category, which enjoyed seven or so of the fattest years in magazine history in the 1990s now is suffering through seven or more of the leanest.Some of this pain and suffering is purely cyclical, of course, on several dimensions. What goes up must come down, and business magazines in the 1990s were so far up that it was almost inevitable that they’d fall to earth with a thud in the 2000s. You can chalk some of it up to category fatigue and even more to the bad behavior, malfeasance and criminal undertakings of many of the poster children whose faces graced America’s business magazines as heroes, shortly before they graced the cells of America’s prisons as inmates.And then, of course, in a recession with the depth and breadth of our current economic meltdown, business magazines—which traditionally depend on business-to-business advertising more than business-to-consumer magazines—find themselves hit harder than other categories. Business which themselves aren’t buying anything are hardly likely to spend money advertising to other businesses which also aren’t buying anything. It’s a perfect non-revenue producing feedback loop. Rules of Engagement Have ShiftedBut there’s also a structural problem that business magazines have been slow to respond to: business and the world of work have been changing at a rapid and dramatic pace. The rules of engagement seem to have shifted; how to play the game, how to win, what winning even means—all are undergoing massive and uncharted changes.Now, you’d think that this new and dramatic narrative would provide business magazines with exactly the kind of once-in-a-lifetime opportunity to explain the new world of business to baffled, scared, and fear-frozen readers. The problem is, of course, that the magazines are themselves so baffled, scared and fear-frozen, they are as more a part of the scene than they are seasoned observers helping make sense of it. Add to that the burden of reinventing old and tired brands that no longer seem relevant to a world of transforming technology, global competition, economic recalibration and career recalculation, and it’s not hard to see why most business magazines are concentrating on surviving rather than self-reinvention.Staying in Business vs. Having a Purpose for Being in BusinessStill, as 2009 drags to a weary and welcome close, there’s reason for hope that 2010 will promise new life. There’s the acquisition by Bloomberg of BusinessWeek for a song—a huge upside opportunity if it means leveraging Bloombergs multi-platform approach to business journalism and financial analysis to BusinessWeek’s historic capacity for smart essays and clever idea packaging. But that’s only one title. Every business magazine has the same opportunity—a chance to grab on to the fascinating and dramatic “story line” that is shaping up in the new, emerging world of business. If the surviving business magazines each finds its own distinctive voice to educate readers to the huge changes under way in the economy and in the world of work, and they commit to a publishing world where the job of the magazine is to start a useful, colorful, dynamic conversation with a community of readers who need help making new and valuable connections, then 2010 can be a great year of re-invention and re-commitment to the real purpose of business magazines. (On the other hand, if they keep doing what they’ve been doing, they may survive, but it won’t really matter; they’ll gradually become less and less relevant.)This isn’t just idle speculation on my part; for the last year I’ve been traveling and speaking extensively on the changing face and shape of business, and everywhere I go, both in the United States and abroad, I find eager, hungry, actively involved audiences—people who care deeply about what happens next in the world of business. These are business executives, but also political and non-profit leaders. They are dissatisfied with the current explanation of the role of the corporation in society and they are disgusted with a public conversation that seems stuck on matters of superficiality and celebrity. They want authenticity, integrity, and real dialog—and instead they feel they’ve been getting a steady diet of status-quo thinking, round-up-the-usual-suspects journalism, and convenient excuses for why things can’t change.The exciting truth is we are at the threshold of a new era in business. All over the world we’re witnessing massive discontinuities in how work gets done, who does it, how value is created, where it gets created—one epoch is ending, another is just being born. What business magazines need to do is to embrace the changes and challenges that are rocking the world of business—get in front of the evolving story line; engage readers in a conversation; challenge the status quo instead of offering bland reassurances that the status quo will prevail; generate useful, provocative debate; discover new voices who champion new ideas and unconventional practices.It’s not just a matter of finding a way to stay in business; it’s a matter of having a purpose for being in business in the first place. Entrepreneurship is the answer to the companies business magazines cover; it’s also the answer to the future of the magazines themselves. It’s not even a question of returning to profitability. It’s a question of returning to relevancy.
Advertisers continue to throttle back their spending as they appear to grope for answers to what strategy works best in a changing, challenging media environment. Based on a breakdown of the numbers for different channels, Kantar theorizes that two things are happening: more advertisers are shifting dollars to less traditional channels, such as digital types that are unmeasured, and others are simply cutting back on spending for whatever reason. But advertising on digital platforms gained 2.4 percent for the quarter. Paid search surged almost 8 percent, but that was tempered by an almost 5 percent decline in online display (desktop PC) advertising. In other main categories, television advertising was down 4.5 percent; radio was up 5 percent; and out-of-home spending grew 4 percent. Kantar’s data shows that 15 of the 22 distinct media types it follows logged ad spending declines in this year’s second quarter. The biggest declines were felt in the print sector. Newspaper ad spending dove almost 13 percent. Magazine spending fell nearly 8 percent, paced by Sunday magazines’ whopping 42 percent decline, Spanish language titles’ 14 percent dropoff, B2B magazines’ 6 percent drop and consumer magazines’ 5.5 percent retreat. That performance marks a continuation of a stubborn and perplexing spending retreat that began around 2010. Kantar says the new numbers confirm that measured ad growth is on track to lag nominal GDP for the fifth consecutive year. It’s “a streak that might once have seemed unimaginable but now would seem to be par for the course,” stated Jon Swallen, chief research officer at Kantar Media North America, in a press release. Media trends watcher Kantar Media says U.S. ad expenditures totaled $38 billion in the second quarter of 2015, 3.9 percent less than was spent in the same period in 2014. Preceded by a drop-off in this year’s first quarter, the second-quarter decline means comparative first-half spending is also down this year, by the same amount, 3.9 percent. Digging into the digital platform’s numbers, Kantar found paid search advertising’s best categories were retail, auto dealers and travel. Online display ad expenditures were hit hard by lower CPMs and reduced page traffic, it says. Magazine spending’s decline was contained due to “vigorous” gains in food, pharmaceutical and travel & tourism spending.
While this sounds like an industry-insider podcast, only 11 percent of its audience actually works in alcohol. By creating such unique and specialized content, the podcast has become the “voice in everyone’s head when they’re buying whiskey,” said Philburn.At larger organizations, it’s possible to take advantage of the level of intimacy that podcasts provide, since it’s still a nascent market. Law.com is going through that journey now, unrolling podcasts that cater to its audience of lawyers, judges, and academics.“When we initially started doing this, our approach was everybody just do a podcast and we will figure out,” said Leigh Jones, editor-in-chief of Law.com. “We weren’t getting what we wanted.”Instead, Jones formalized the editorial process and decided she would co-host the podcast with director of newsroom innovation Vanessa Blum. By deciding to own it between the two hosts, they were better able to convince editors to buy in without having to rely on every editor fully becoming comfortable with the platform. And they also endear themselves to listeners who hear their voices every week.→ Read our Day One recap here.This same leap of faith happens almost everyday on social, where the strategies to attract eyeballs constantly change.At Brides magazine, they’ve built one of the largest social followings in the wedding space, which is quite the achievement considering the competition in the vertical. And Lisa Gooder, executive director of the brand, says they take risks, particularly with events, like social media takeovers or expanded coverage of readers’ weddings. But by always keeping the brand’s purpose in mind, they have a guide in the creative process.“Our brand is about authenticity, modern, inclusive [and] celebratory,” said Gooder. “Social is dedicated to these ideas.”This feeling of constant vulnerability has long played out in the journalism space. The dynamic of an industry that is constantly looking for new revenue streams as traditional efforts slide, along with the attacks the press has received from President Trump, it could create an environment of fear. Instead, as the panel “The State and Business of Journalism” highlighted, this environment encourages stronger coverage and more dedicated storytelling.“Everyone trusts some form of media,” said Brian Stelter, senior media correspondent at CNN. “If you don’t trust CNN, you probably trust Fox News.”The challenge, he continued, is whether the information provided by the media source is reliable, trustworthy, and providing of a service that benefits the community. This concern is heightened by the fact readers have grown more insular in what they read.But it’s impossible to ignore the business side of the organization, since it plays into what’s covered. As Time writer Eliana Dockterman explained, if you want to cover a story in the middle of the country, you have to convince an editor that it’s worth the cost of travel and reporting. But with tight budgets, the ability to actually pursue such a story becomes, “inherently a business challenge,” Dockterman added.The panel was moderated by Erik Wemple, media critic at The Washington Post, and also included Matt Heimer, features editor at Fortune, Slate’s outgoing editor-in-chief, Julia Turner.Wemple didn’t hold back his concerns about some of the current threats to the state and business of journalism, from political to technological. But some of these business concerns aren’t self-inflicted, which transitioned into the challenge that publishers have with Facebook.To try and provide some clarity, Christine Trodella, head of North America publisher sales at Facebook, offered advice on what works on the platform. Develop content that’s “interactive and engaging with people,” advises Trodella. “Give people a voice, and they will potentially interact.”This is where video rears its head, as Trodella showcased Facebook Watch, the platform’s newest video venture, by highlighting how CNN launched Anderson Cooper Full Circle on the social site. It’s unique content is only provided to followers on the platform and users can partake in choosing which stories Cooper tells.All of these efforts are meant to ignite brand loyalty—which will hopefully lead to profits—but that loyalty isn’t something that can be faked. As explained in the last panel, “Attracting and Nurturing Brand Loyalists,” finding these loyalists can leave your brand exposed to negative press, social media backlash, or angry fans. To prevent such a turn, again it requires dedication to your brand identity and purpose.“How successful are we in giving a great experience,” said Carola Jain, head of brand at Spartan Race, describing the question she asks about her own company. If Spartan puts on a great race, helps people get into shape, and live healthier lives, then “brand loyalists will spread the word,” she added.Without that internal understanding of the brand’s mission, influencers won’t follow since they can smell something that isn’t authentic. “Spend a lot of time on who you are and who you’re trying to impact,” says Brittany Hennessy, an author and co-founder of Carbon, an influencer platform.With a good product, the influencers will embrace it. Then the vulnerability will become a value add. Trying something new isn’t always within the fabric of publishers, especially if they’re unsure of the results. In the final day of the 2018 Folio: Show, speakers highlighted how fighting through these moments of discomfort with a new brand, platform, or strategy can lead to more loyal readers and customers.Back in 2005, podcasts were barely on most people’s radar. That’s when many leaders within the space took their initial steps in dominating the platform.CaskStrength Media managing director Christina Philburn detailed her and her husband’s journey in taking such a leap, launching a podcast about whiskey. Thirteen years later, WhiskeyCast pulls in mid-six figures a year, publishing twice a week.