You are browsing the archive for Digital Publishing.

March 11, 2013 in Distribution, Resources

Social media campaigns have become a mainstay of ecommerce marketing. Even the smallest of online retailers are likely to have a Facebook page and a Twitter account, and there are indications that social engagement may improve shopper relations and, possibly, sales.

But the process of posting regular updates to social media sites is time consuming. It’s those regular updates that keep social-media audiences engaged. is a service that can automate and schedule Facebook, LinkedIn, Tumblr, and Twitter posts to better engage potential shoppers.

Using lets businesses publish an RSS feed to social media sites, including Tumblr, Twitter, LinkedIn, and Facebook.

Creating a account is as simple as entering an email address. Once the account is created, a marketer can add destinations like Facebook. Each destination requires authorization, using the social networks standard authentication process. Put simply, becomes an app that connects to a social network.” Source: Armando Roggio, Practical Ecommerce

Tools of Change Conference

February 1, 2013 in Resources, Revenue

The options outside [the ebook publishing] ecosystems or closed networks have been few. But now we are beginning to see the emergence of a third network that imposes fewer constraints on its participants. It is difficult to put a name to this ecosystem because its leadership is distributed, but it has now begun to draw into its orbit such organizations as O’Reilly Media, Pearson, Barnes & Noble, and Microsoft. It is the nature of this network that it can bring in more and more participants because the ecosystem itself is designed not to be controlled by a single authority but to permit, even to evangelize for, as broad a participation as possible. …

“Several years ago O’Reilly Media came up with the idea for a subscription-based e-book service for computer books. The O’Reilly organization approached the market leader in technical books, Pearson, and the two companies created a joint venture called Safari. Safari now includes the technical publications of most computer-book publishers in the U.S. The CEO of Safari is Andrew Savikas, a former O’Reilly executive.” Source: Joseph Esposito, The Scholarly Kitchen


January 25, 2013 in Distribution, Resources

Atavist is a media and software company at the forefront of digital, mobile publishing. Our mission is to enable the next generation of multimedia storytelling, reaching readers across mobile devices and the Web.

Our flagship publishing arm, The Atavist—built on Atavist Create—features original pieces of longform, nonfiction journalism. Sold individually on mobile devices and e-readers as “e-singles,” The Atavist is digital-first, pushing the boundaries of multimedia publishing while always emphasizing the story above all. …

Our storytelling platform, first developed to power The Atavist, now lets anyone seamlessly integrate text, audio, video, and interactive elements into ebooks, digital magazines, and other publications, and then effortlessly publish into an iPad or iPhone app, for Kindle and Nook e-readers, and for Web browsers (in HTML5). We designed it to be the ultimate creation platform for the digital, mobile age.

The Atavist for Enterprise program helps create apps and ebooks for clients as diverse as the TED Conferences, Pearson, and The Paris Review.” Source: The Atavist

The Atavist’s founders — Evan Ratliff, Jefferson Rabb and Nicholas Thompson — are hardly the first three guys to pound away on keyboards and come up with something that attracted the attention of Silicon Valley luminaries. But most of the time the start-ups manufacture code, not journalism.

The Atavist’s brain trust may have meager credentials as entrepreneurs, but they have deep bona fides in publishing: Mr. Ratliff, the chief executive of The Atavist, is a longtime contributor to Wired magazine; Mr. Thompson is the editor of; and Mr. Rabb, the chief technology officer, spent much of his professional life designing Web sites for books. …

The small digital publishing company received good notices early on for coming up with a template for articles that seamlessly integrated video, easily toggled between print and audio versions, and let the reader control text size, scrolling rate and other features. …

Part of the reason The Atavist works is that it meets a need that its founders had in their own lives, much the way Facebook did for its founders, and was not conceived in a bald effort to exploit a market. They wanted a tool and a platform that would be fungible enough to allow articles to be sold for the iPad, the Kindle and other e-readers. Because they and others used the software, the technology has been tweaked in very practical ways.” Source: David Carr, The New York Times

The Center for Digital Information

May 22, 2012 in Craft, Distribution, Resources, Technology

The Center for Digital Information’s mission is to lead the policy research community — think tanks, foundations, government agencies, NGOs and educational institutions — in a fundamental rethinking of how it communicates its findings in a digital society.

While researchers currently rely upon an old model of publishing static documents online, CDI seeks to advance the field toward developing entirely new interactive modes of presentation that utilize the unique capabilities of digital media.

Through interactive production, collaboration, and leadership, CDI’s goal is to ensure that high-quality research remains relevant, engaging and informative to both the public and policymakers as they consume information in new ways brought on by rapid technological change.

The Center’s approach is based on an important distinction between “digital distribution” and “digital information.” Digital distribution is characterized by transmitting material via new media in forms borrowed from a pre-digital era: reports, white papers, articles, issue briefs, fact sheets, and press releases; distributed as static text and PDFs. Digital information is distinguished by communicating natively in new media, using the unique interactive capabilities of the technology.” Source: The Center for Digital Information

Monetizing the Digital Revolution: Consumer Publishing and Media Industry Study & Special Report

May 3, 2012 in Distribution, Resources, Revenue, Technology

Just when publishers thought their organizations had mastered their web site operations, now there are digital editions, apps, e-content, and social media to incorporate into traditional media mixes. As one publishing executive responded in the survey, “stay flexible because just when you think you have it figured out, it changes.”

Disruption from technology and the sheer number of options and models is resulting in this survey finding: only 4% of publishers feel their organization has its digital strategy fully-developed.
There are many strategic and tactical options. This study has quantified over 65 different digital and e-media priorities, services or initiatives provided to readers and advertisers. But there is uncertainty. Adding to the complexity is that, as one survey respondent wrote, “before you launch a new e-media product you need to start thinking about the next evolution of that product.”

…Any discussion or analysis of digital publishing eventually concerns revenues and costs. “Who’s making money online and how are they doing it?” have been key industry questions for many years. A key goal of this study has been to quantify the share of revenues from digital and how fast digital revenues are growing with an industry forecast.” Source: Report (pdf)

Rebooting Media: The Digital Publishing Revolution for a Fully Social Web

February 24, 2012 in Distribution, Resources, Technology

Rebooting Media: The Digital Publishing Revolution for a Fully Social Web brings together eight of the most thoughtful influencers and offers their most cogent assessment of the new online relationship-building that is helping to connect people in absolutely unprecedented ways.
Together, these eight contributors reinforce three dominant themes:

Building a media brand on the new social Web means that publishers have to meet consumers where, when and how they want. It’s all about user-driven pull, and publishers need to offer experiences and establish relationships that may not be on their own terms.

Facebook is a transformative platform driving new personalization and connectivity across the upstart social Web. We are still waiting to see all of what Facebook ultimately becomes, but we know it represents a once-in-a-generation paradigm shift.

Any way you look at it, search (as we know it) is declining. The open sharing of social networks, and the power of social endorsement, are seriously altering what consumers look for on the Web, and how we’re engaging with content. The search algorithm has lost out – big time – to the will of the audience.” Source: Rebooting Media


January 12, 2012 in Distribution, Resources, Revenue, Technology

ContentNext Media is a media and information company owned by Guardian News and Media Limited. Based in New York City, the company covers the business of digital media, serving decision makers within the media, entertainment, publishing, advertising, marketing, and technology sectors.

Founded by journalist Rafat Ali in 2002, the company’s news sites chronicle the economic evolution of digital content that is shaping the future of the media, information and entertainment industries. Our belief is that in the near future, all media will be digital media, and we are helping define sustainable business models and innovation within this sector.” Source: paidContent

The Economist Future of News Series

September 26, 2011 in Community, Resources, Revenue, Technology

Clearly something dramatic has happened to the news business. That something is, of course, the internet, which has disrupted this industry just as it has disrupted so many others. By undermining advertising revenue, making news reports a commodity and blurring the boundaries between previously distinct news organisations, the internet has upended newspapers’ traditional business model. But as well as demolishing old ways of doing things, it has also made new ones possible. As patterns of news consumption shift, much experimentation is under way. The internet may have hurt some newspapers financially, but it has stimulated innovation in journalism…

As well as making Twitter, Facebook and Google part of the news ecosystem, the internet has also made possible entirely new kinds of specialist news organisations. It has allowed WikiLeaks, for example, to accept documents anonymously and publish them to a global audience, while floating in cyberspace above national jurisdictions, operated by a small, nomadic team. Other newcomers include a host of not-for-profit news organisations that rely on philanthropic funding and specialise in particular kinds of journalism. Many of these new outfits collaborate with traditional news organisations, taking advantage of their broad reach and trusted, established brands.

All these new inhabitants of the news ecosystem have brought an unprecedented breadth and diversity of news and opinion to the business. This has cast new light on a long-running debate about the politics of journalism: when there are so many sources, does political objectivity become less important?

This special report will consider all these trends in turn, starting with a look at the state of the industry and the new business models that are emerging. It will argue that as news becomes more social, participatory, diverse and partisan, it is in many ways returning to the more chaotic, freewheeling and politically charged environment of the era before the emergence of mass media in the 19th century. And although the internet has proved hugely disruptive to journalists, for consumers—who now have a wider choice than ever of news sources and ways of accessing them—it has proved an almost unqualified blessing.” Source: Bulletins from the future, The Economist

April 14, 2011 in Distribution, Experiments, Resources, Revenue

[In 2011], the Seattle Post-Intelligencer published its last print edition and became an online-only publication. As news organizations experiment with new business models, Hearst’s experience in Seattle may offer lessons.

In a piece last year about the change, Executive Producer Michelle Nicolosi asked, “Is it possible to run an online-only local news site that serves a city’s readers well while turning a profit?”

Linda Thomas of KIRO-FM spoke with Hearst Seattle Media General Manager Pat Balles and reported that the site is not yet profitable:

“[Balles] says they’re on track to make a profit, though he won’t say when. Hearst Corporation is a privately-held company, and [Balles] says stock holders will be the first to know when they’ve turned the corner…

“We are optimistic with the progress made,” Balles told me, “and encouraged by the feedback we are getting from clients on how we are meeting/exceeding expectations with their online campaigns on the SeattlePI, Yahoo, Facebook, Zillow and Search Engine Marketing.”