Tag Archives: Digital Media

The End of the Digital Native

22 Apr

The End of the Digital Native

Spring 2013 marks a new moment in time; a time where even the most digitally savvy leaders recognize that technology alone can’t drive business strategy. To compete you need customer-centric product development; brand strategy; differentiated marketing and leadership capable of attracting, engaging and motivating the best and the brightest employees.


2013 – Engaging Consumers with Content & Technology

11 Jan


The News at Newsweek – Its Name Said it All

19 Oct

Yesterday’s announcement that Newsweek would cease publishing its print edition as of 2013 came as no surprise. (http://newsweek.tumblr.com/post/33830925419/memo-from-tina-brown-to-all-staff-re-newsweeks). Certainly the once influential brand faced the same print to digital  pressure that all traditional publishers are facing, but on an even more fundamental level Newsweek was felled by the fact that news long ago ceased to be a daily business – let alone a weekly one. 

Many traditional brands will succeed digitally. In fact, Reader’s Digest now sells more copies digitally than it does on print newsstands. (Disclosure: I was North American President of Reader’s Digest Parent Company until August 2012). The key is to ensure that your brand’s reason for being remains relevant regardless of distribution platform. That was something that Newsweek simply could not do – based on its name alone.

Digital Media Advertising – Art vs. Science

1 Oct

With increasing complexity comes the need for simplicity. Wonderful look at technology improvements and the “Art vs. Science” battle looming in digital media advertising




NY Times Profile on Leadership

2 Apr

NY Times Profife on Leadership

Dan Lagani Interview – “The Boss”

Fast Company Feature – Early Birds and Success

8 Feb

Fun Piece. Happy to be a included with the rest of the group!


That Used to Be Us, Too…

30 Dec

Back in the spring of 2009, I wrote a column for minonline.com on why paid digital content had a bright future.

At the time, the general sentiment in media circles was that free or freemium, ad-supported models were the most sensible. I suggested that media brands that offered unique, differentiated experiences online coupled with frictionless, one-click payment systems could see meaningful growth. Amazon’s Kindle was already in the market, but the iPad was still a year away. Some 50 million tablets later, it’s hard to imagine just how much things have changed in such a relatively short period of time.

So it was with great irony that one night last week, I downloaded New York Times columnist Thomas Friedman’s latest book, That Used to Be Us: How America Fell Behind in the World It Invented and How We Can Come Back (Farrar, Straus and Giroux). If you haven’t read it, it is worth every cent of the $12.99 download price. In classic Friedman fashion, he and his co-author, Michael Mandelbaum, make the big, game-changing ideas simple and compelling. While he is mostly speaking about the challenges facing America today, I was repeatedly struck by how comments like this—on how our country responded to the end of the Cold War—were entirely relevant to all businesses including media:

“We didn’t fully grasp what was happening, so we relaxed, underinvested, and lived in the moment just when we needed to study harder, save more, rebuild our infrastructure, and make our country more open and attractive to foreign talent.

It is very possible that in the year ahead, our country may go through another national election cycle with politics-as-usual. But in the media industry, business-as-usual is a thing of the past. Our “constituents” vote every day, often multiple times a day. Already, eBooks represent more than 50% of Amazon’s book sales and nearly 20% of major publisher sales come from e-formats.

Despite the early-on hand wringing change often brings—including the recent concern whether offering subscriptions via Apple would make sense for publishers—early evidence suggests that digital sales via Apple, Amazon and Barnes & Noble represent growth opportunities more than cannibalization. Perhaps equally as encouraging is the fact that the same well-established brands that seemed to be most vulnerable are actually positioned to do quite well because of their trusted connection with consumers. In fact, not only is my flagship brand Reader’s Digest currently the top-selling magazine on the Kindle, but total digital edition sales now exceed 25% of its monthly magazine newsstand sales.

Even as I write this, my first column on paid digital content seems so much farther in the past than just two years ago. The difference today is that the future is now. While there are still many changes to navigate in the months and years ahead, it’s clear that after some early blows, the media business continues to adapt, evolve and represent one of the great innovation engines in America today.

Dan Lagani is president, Reader’s Digest North America.

The X-Factor

19 Mar

Earlier this year I had the chance to spend some time with Jeff Fisher, who had just recently left his job as head coach of the NFL’s Tennessee Titans. We were speaking about a wide range of things but what struck me most was how he answered a question about the difference between winners and losers in the NFL. He was adamant that the skill levels of most starters in the league from team 1 to 32 were pretty close and that the real difference were the intangibles like attitude, outlook and resiliency.

Let me put out a radical thought: all the wonderful new tech innovations that we read about everyday and love playing with are actually creating the same scenario in business. Sure, it seems counter intuitive that technology brings parity, not advantage. But now that everyone has easy access to the same “cool new stuff,” it’s just the price of entry. So if the latest new gadget won’t drive business winners and losers, then what will?

Larry Kramer, the founder and former Chairman and CEO of Marketwatch, looks at the issue in his new book, C-Scape. He makes a compelling case that technology on its own isn’t what matters, but rather how businesses adapt technology to meet evolving needs of their consumers. He also observes that as technology continues to shift power to consumers, smart businesses will need to continue shifting how they market to their consumers including putting more resources against content and curation.

If you’re still skeptical, check out David Pogue’s recent New York Times column, which speaks to the same challenges unfolding in the cable TV space. Pogue applauds Comcast and its new Xfinity app for iPad for all its smart, user-friendly features. He also underscores that as smart as it is, it will give them about a one-second head start over Time Warner, Cablevision, AT&T, Verizon and DirecTV. Then it’s back to old-fashioned things like customer service and the overall quality of the product offering.

My prediction for the media and marketing business in general: we’re entering a new phase, a time where the great technology race becomes a great moment for established brands. It’s a moment where technology is critical—but like a great quarterback in a league where every team has one, it’s not enough to guarantee a win on its own. The real winners going forward: brands using technology in an authentic way, to meet genuine consumer needs while leveraging the trust and community they’ve developed over time.

Recent campaigns that smartly leverage technology and big brand equity include McDonald’s McCafé Shake “Social Fundraiser” on FourSquare; Dunkin’ Donuts giveaway promo for its Big ‘N Toasty Breakfast Sandwich on Twitter; and the Pepsi Refresh Project, arguably the breakout social media campaign of 2010. The same forces are driving the Reader’s DigestWe Hear You America” campaign, which since its start in November has inspired the participation of nearly 50% of every single town in America.

Whether in sports or business, what it takes to win is constantly changing—and no doubt, technology will remain a critical ingredient going forward. But the X-Factor to making consumers care and connect on a large-scale will increasingly be the combination of great brands and great technology.

When Brands Become Media – Dan Lagani

6 Apr

The other day I had the chance to speak to a group of students taking a Media Strategy course at Michigan State about the convergence of traditional and new media. Connected via Skype, it was the fastest two-hour conversation that I’ve ever had. The students were engaged, asked good questions and taught me as much about what’s coming as I did them. And before we knew it we were out of time.

One of the more interesting moments was when the conversation moved to social media – and, more specifically, about brands becoming a larger part of platforms like Facebook. I expected resistance over the growing number of commercial fan-pages, but in fact the students were fine with the trend. (Not surprisingly, they were concerned about how future employers would be viewing their postings come hiring time!). A quick look at how large a following some well-known brands now have on Facebook makes it quite clear that a lot of folks share the students’ point of view:

  • Starbuck’s : 5,975,000 fans
  • Coca-Cola: 5,095,000 fans
  • Skittles: 3,868,000 fans
  • Adidas: 2,164,000 fans
  • Zara: 2,017,000 fans
  • Burberry: 898,000 fans

Numbers like this do raise the question of what happens to ad-driven media when brands have the ability to speak directly to very large numbers of their best and future customers – without the need for middlemen? My sense is that while Media Brands won’t all disappear – the battle for ad dollars will continue to get tougher as brands shift resources to support these new, direct efforts – which, unlike traditional “direct-marketing,” also provide for a two-way conversation.

For the moment, however, we’re still early in the corporate social media game and most brands haven’t started focusing on a critical piece of the equation – content. Most of us would never think of inviting friends to our homes without offering them a drink or something to eat – yet ironically that’s the equivalent of what many brands are doing by not making content strategy a central part of their marketing plans. Joe Pulizzi of Junta42.com and a longtime content strategy evangelist notes in a recent post from Online Marketing Summit 2010 that just four marketers in a room of 300 had a formal content plan.

Despite this current content gap – if recent history has shown us anything about how digital continues to redefine the traditional media model – it’s only a matter of time before Brand Marketer’s get this piece of the puzzle in place. While this will cause more pain for ad-dependent businesses, it’s just as likely to create opportunities for a new generation of “Custom Publishers” to manage content and fan engagement on behalf of marketers; a service that the Michigan students – and a whole range of smart business people – will be quite happy to provide.

Dan Lagani is the founder of Tre Cani Advisors, a N.Y.-based media consultancy focused on digital media, fashion, beauty and retail.