The fact that you aren't aware that both Bon App and Gourmet have their own websites, and are not affiliated with epicurious.com, is part of Conde's problem...
@OrfeoBullfinch: Right at the top of Epicurious, Gourmet and Bon App have logos and are called "our partners." The trouble is that the sites for the individual books were afterthoughts.
@PlacesLikeSuchAs: If they keep gutting and demoralizing the staff, who knows? I suspect that when the market recovers they will sell off the trade titles. Too plebeian for the 4TS crowd.
Three bridal mags? Really? Do those publish monthly? And I have to say I have never met anyone who reads Self, I'm not even sure why it exists. Isn't Cookie Lucky for moms? Is that doing well? Didn't Domino (interior decorating Lucky) and Cargo (men's Lucky) already fold a while ago? So many questions.
@Jezebabe: As I recall, Brides and Modern Bride alternate months. Elegant Bride, which is meant to be more upscale, is less than monthly but more than bi-monthly, if I remember correctly. Cookie is not Lucky; Cookie is meant to be way more upscale than Lucky. Think like Baby Vogue. And Cookie is doing well but it's one of the minor CN titles. Self exists to be on the table in your hair salon.
The thing to remember here is that Conde has been glacial about changing with the times. The web strategy has been moronic at best, damaging at worst, with the basic idea being to preserve the print product at all costs. Can anyone tell me why style.com wasn't vogue.com, or why epicurious.com wasn't gourmet.com right from the start? Or why they haven't figured out a way to monetize the web beyond selling ads? (Whio has, but Conde had no interest in even trying.) And the mere continued presence of Teen Vogue says that Conde still hasn't realized that teens aren't reading ink on paper. Of course, the bloat is there, too: the million dollar editors won't be making much of a sacrifice: if Graydon took a 10% salary cut, how many jobs could be saved? To be fair, on the business side, Chuck T. could take a 10% cut and whole departments wouldn't have to go. Cut out some town cars, some first class airfares, some undeserved performance bonuses, and the livelihoods and lives of the little people won't be harmed. But McKinsey wouldn't be rehired if they told the bigwigs to cut their own salaries and perks. The upper level incompetents won't be hurt by this at all. I speak as a former CN guy.
They can stop publishing ALLURE if and only if Linda Wells becomes Editor-In-Chief at VOGUE. I'm all Anna Wintour-ed out. Otherwise do not stop Allure. Somebody can crumble that COOKIE mag.
To say that Vogue and Vanity Fair are profitable isn't exactly true. VF isn't a huge money-maker (not since the Suri Cruise cover), and Vogue depends on ad dollars - which were WAY down for the September issue. Anna and Graydon carry vanity salaries - Janice Min was the only other editor in the in the million dollar pool, and she worked her ASS off at US -- and it showed in newsstand sales.
If you want to build employee morale, you should see your executives as being just as invested as you are in the brand. That means you don't get to leave every day right at the end of the 9-5 workday with your private town car waiting downstairs.
@SuprabhaErato: I was under the mistaken impression that "profit" was the difference between the money spent on a venture and the money made from it, provided the money made is more than the money spent. In these terms—which I think are pretty universally accepted—to say they are profitable is exactly true. Just because you know some numbers—ad and newsstand—are down, doesn't mean the profit dried up. It's just smaller.
I have friends that work for Allure.com and Gourmet. The friend at Gourmet is worried and the one at Allure.com I'm sure will still have a job regardless.
conde nast is still a private company, and can subsidize and allocate its money as it wishes, without being slaves to wall street's demands for more money every second
If Gourmet and Bon App do go under, it will be a tragedy. They have a very loyal subscription base and their shared website, epicurious.com, does a bang-on job of building on the print content with interactive features and web exclusives.
But no, let's kill a title that's been around since 1941 and keep that rag for (allegedly) straight hairdressers.
@snugbug: I'm one of those loyal subcribers to Gourmet (I've even got a few issues datng back to the late '70's to mid '80's) and I would hate to see it fold but I guess the alternative would be to put their resources into the Epicurious website exclusively.
OK I normally wouldn't do this but I feel I have to. As a proud member of the Firm, I have to defend the fact that what they offer is solid good sense.
The source article on both stem pieces revealed the following in terms of the Firm's findings in general:
"Keeping poor performers means that development opportunities for promising employees get blocked, so those subordinates don't get developed, productivity and morale fall, good performers leave the company, the company attracts fewer A players, and the whole miserable cycle keeps turning. McKinsey asked people who had worked for subpar managers what it was like, and they agreed strongly that the experience "prevented me from learning," "hurt my career development," "prevented me from making a larger contribution to the bottom line," and, ultimately, "made me want to leave the company."
It gets worse. Employees know who the underperformers are. They know that the top executives know who they are. So every day the top team fails to address the problem, it's sending a message: We're not up to managing this outfit. Refusing to deal with underperformers not only makes your best employees unhappy, but it also makes them think the company is run by bozos."
Seriously, does anyone really need McKinsey to tell you this? It may be a bitter pill to swallow, but it's common sense nonetheless.
@Mohamed Ndiaye-Kingué: You're kidding, right? Regardless of what you think of their respective personalities, they both run (quite) profitable magazines. That's not generally what's considered a poor performer, in American Capitalism.
@Mohamed Ndiaye-Kingué: Not sure where you get your info from friend. By every metric used to measure the profitability of a media product, those are outrageously successful publications. They still sell very respectably at both the sub and newsstand levels.
@Mohamed Ndiaye-Kingué: I can't believe how many dead people have been on the cover of VF lately. I was really interested in learning about Health Leger's last days. The article became a story about his last film w/Terry Gilliam. Yeah, I think Graydon needs a kick in the ass too (along w/Wintour).
09/18/09
09/19/09
09/18/09
09/18/09
09/18/09
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09/18/09
If you want to build employee morale, you should see your executives as being just as invested as you are in the brand. That means you don't get to leave every day right at the end of the 9-5 workday with your private town car waiting downstairs.
09/18/09
09/18/09
09/18/09
they can do what they want
09/18/09
09/18/09
But no, let's kill a title that's been around since 1941 and keep that rag for (allegedly) straight hairdressers.
09/18/09
09/18/09
09/18/09
09/18/09
09/18/09
The source article on both stem pieces revealed the following in terms of the Firm's findings in general:
"Keeping poor performers means that development opportunities for promising employees get blocked, so those subordinates don't get developed, productivity and morale fall, good performers leave the company, the company attracts fewer A players, and the whole miserable cycle keeps turning. McKinsey asked people who had worked for subpar managers what it was like, and they agreed strongly that the experience "prevented me from learning," "hurt my career development," "prevented me from making a larger contribution to the bottom line," and, ultimately, "made me want to leave the company."
It gets worse. Employees know who the underperformers are. They know that the top executives know who they are. So every day the top team fails to address the problem, it's sending a message: We're not up to managing this outfit. Refusing to deal with underperformers not only makes your best employees unhappy, but it also makes them think the company is run by bozos."
Seriously, does anyone really need McKinsey to tell you this? It may be a bitter pill to swallow, but it's common sense nonetheless.
09/18/09
1) Anna Wintour
2) Graydon Carter .
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09/18/09
Does it publish monthly?
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