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The article focuses on the periodical "OK!," which presents news on celebrities. The periodical was launched in the U.S. in 2005 by the British publisher Northern & Shell. A failure of the periodical to meet its goals for circulation and revenue is examined, and partially attributed to the inability of the publisher to adjust to the differing tastes of the U.S. market.

The article reports on brisk sale of fashion magazines in New York City. It is reported that Fall issues are again proving golden for many magazines. The popularity of the September issue of the Vogue magazine can be gauged from the fact that it contains as many as 727 advertising pages. The same issue of the Elle magazine contains 398 advertising pages.

The article presents information on the launching of "Cocktail Weekly" by Bauer Publishing Co. The company plans to launch the journal with a mix of celebrity news, relationship tips, health and nutrition coverage, and fashion and beauty spreads to target age group of twenty. A buyer comments that it is a quality product, but some others did not find much difference from other journals.

The article examines marketing of magazine subscriptions by periodical publishers related to the electronic versions of those periodicals available on tablet computers. The decision of the periodical "Sports Illustrated" to abandon a price increase in which subscribers to its print edition also received a subscription to an electronic issue for iPad computers is discussed in terms of an overall industry debate on whether to issue such combined subscriptions or market the versions separately.

The article examines the editing of the periodical "Ladies' Home Journal." A plan by the publication in which beginning with its March, 2012 issue many of its articles will be user-generated content taken from a Web site owned by publisher Meredith Corp., its own Web site and its page on the social media Web site Facebook is discussed. The periodical's plan for editing this content is considered.

The article considers the effect on the publishers of weekly periodicals of a planned elimination of Saturday mail delivery by the U.S. Postal Service. It is noted that several of such periodicals are published on a schedule depending on Saturday home delivery to subscribers, with "The Economist" used as an example. The delivery system of the periodical "Bloomberg Businessweek," which is delivered by newspaper circulation personnel in large cities, is discussed.

The article considers HGTV Magazine, a periodical on housing and home improvement that is a joint venture of Hearst Corp. and Scripps Network to be launched in the fall of 2011, focusing on the many business failures of similar periodicals since the collapse of the real estate bubble.

The article examines magazine advertising marketing by the periodical publisher Meredith Corp. A pledge made by the company to several of its largest advertisers in which it guarantees advertising in Meredith periodicals will increase sales by a set amount is considered. Meredith promises it will compensate advertisers with free advertising space if its advertising fails to produce the set rate of return.

An interview is presented with periodical publisher Jann Wenner of the company Wenner Media. Wenner states that publishers are making a financial mistake to encourage the reading of magazines on tablet computers.He says that magazines are not as easily convertible into digital form as is music. Wenner defends the decision of U.S. President Barack Obama to not release photographs of the corpse of terrorist Osama bin Laden.

The article discusses periodical marketing, circulation and periodical publishing finance. A decline in the average price of a periodical subscription in 2010 is discussed as a contradiction of the statements by publishers that they wished to increase subscription prices to reduce their dependence on advertising revenue. Consumer resistance to price increases is considered. Periodicals which have raised prices by combining print and Internet access subscription charges are examined.

The article discusses the dismissal of Jack Griffin as Chief Executive Officer (CEO) of the periodical publishing firm TIme Inc. by that firm's parent company Time Warner Inc. An inability of Time Inc's corporate culture to adjust to Griffin's management style is examined. It is speculated Griffin wanted to make major changes in the company for which Time Warner was unprepared.

The article discusses U.S. periodical circulation in the second half of 2010. A decline in single-copy sales at newsstands for most periodicals in that period is considered. The importance of newsstand sales in periodical publishing finance due to the emphasis advertisers place on such sales as an indication of demand for the periodical is examined.

The article examines aspects of periodical publishing and magazine advertising marketing related to journalistic ethics. The periodical "Scholastic Parent & Child" has presented advertising created in collaboration with its editorial staff, creating concerns about objectivity. It is forecast that such collaborations will become more common due to the extended financial problems of periodicals.

The article discusses periodical publishing finance. Periodical published on a monthly basis recorded a 5.45 increase in magazine advertising pages in July, 2010 compared to the same month in 2009. Advertising page gains were also reported at a significant number of weekly periodicals. Michael Clinton, a marketing executive for Hearst Magazines, expresses optimism the increases will continue.

The article discusses the decision by periodical and newspaper publishers to sign marketing agreements with Amazon.com to have their publications distributed on that company's Kindle electronic book reader. Although the terms offered by Amazon are less favorable than those it gives book publishers and authors, many periodical publishers have signed the agreements.

The article examines periodicals which have closed their print editions to become exclusively electronic publishing operations. The periodical "PC Magazine" and the newspapers "The Christian Science Monitor" and "The Seattle Post-Intelligencer" are discussed. All three periodicals significantly cut costs by switching to electronic publishing, but all three also have far fewer employees and lower advertising revenue. INSETS: Publishing without paper;How print properties can live after death.

The article focuses on periodicals devoted to commercial journalism. There has been a significant decline in advertising revenue at the three leading U.S. business periodicals "Business Week," "Forbes" and "Fortune," resulting in layoffs and consideration of reduced publishing schedules. The publishers are considering raising subscription prices.

The article discusses the significant decline in magazine advertising sales in 2009. Periodical publishers maintain that the losses, which have been particularly acute in fashion and business periodicals, are primarily the result of the recession. Executives from several media buying services disagree, saying that changes in marketing management begun due to the recession could prove permanent even when economic conditions approve.

The article examines the business failure of the periodical "Portfolio," which was closed in April, 2009 by its publisher Conde Nast Publications. The publication, designed to present commercial journalism in the same tone as the company's glossy fashion periodicals, was launched in April, 2007. Its celebration of wealth did not find an audience during the financial crisis and recession, and advertising by the financial services industry almost disappeared.

The article reports that the cosmetics company Elizabeth Arden has had its advertising agency Goodby Silverstein & Partners place the company's $35 million annual magazine advertising budget up for competitive bidding among periodical publishers. A request for proposals drafted by the agency told publishers that Arden would place advertising in no new periodicals.

The article reports that newspaper and periodical publishers are considering using the iPhone smartphone and iPod touch device from Apple Inc. as a possible means of delivering fee-based content on the Internet. Many publishers have created application software for the two devices for marketing purposes, and believe the business model of music downloads by Apple's iTunes service could be employed to sell media content.

The article reports that periodical publishers are increasing their marketing effort to attract so-called "regional" advertising. Regional advertising is purchased by businesses wishing to appeal to a specific geographic area of the periodical's circulation, as the periodical is published in separate editions for that purpose. The competition for local advertising spending among mass media is already intense, and this could drive all forms of advertising rates lower.

The article reports that magazine sales dropped a great amount in the second half of 2008. The author states that the statistics show that magazines should cancel plans to ask consumers to pay for content on the Internet. Possible reasons for the drop in revenues, including high gas prices, are examined.

The article discusses the state of the newspaper publishing industry in 2009. Even though many people believe that the industry can't sustain itself, the author reveals that daily papers are still making a profit. The main problem is the fact that parent companies in charge of publishing are posting losses because of high debt.

The article examines changes made by Condé Nast Publications in the management of its electronic publishing and digital media operations. The company is shutting down CondéNet, its Internet advertising sales operation, distributing its functions to the individual Web sites of the company's publication's. Internet advertising revenue was only 3 percent of the company's overall 2008 revenues.

The article focuses on employment conditions at periodicals. At least 3500 periodical employees have been laid off in 2008, and publishers including Time Inc. and Conde Nast have announced they will make further layoffs. Employment counselors advise the unemployed workers to consider fields outside the periodicals industry when seeking new jobs.

The article reports on plans announced by the American Society of Magazine Editors to revise regulations designed to protect editorial content against undue influence from advertisers. The move engendered criticism within some parts of the magazine publishing industry, a sector which was experiencing significant economic difficulties in late 2008.

The article examines the economic future of periodical and newspaper publishing. Both industries suffered large revenue declines in 2008, and companies including Conde Nast and Gannett have either closed periodicals, laid off large numbers of employees, or both. Prospects for many newspapers appear particularly grim, as Internet advertising revenue from Web sites cannot come close to replacing lost print advertising.

The article reports that the U.S. economic downturn is having a significant financial effect on periodicals which publish on a monthly basis. Corporations are employing shorter lead times when making advertising purchases to control costs. This means the periodicals cannot sell advertising space in time to make their publication deadlines.

The article reports that the mass media company Macrovision has agreed to sell the periodical "TV Guide" to the private equity firm OpenGate Capital for the sum of $1. This is a humiliation for the periodical, which in the 1980s had a market value of approximately $3 billion and the second-highest circulation of any U.S. periodical. It was unable to compete with the program guides broadcast on cable television systems.

The article announces that the periodical "The Economist" has been awarded the publication's "Magazine of the Year" award for 2008. The periodical's success in a generally poor year for the magazine industry in general and for weekly news magazines in particular is analyzed. The quality of its reporting, writing, and editing is praised.

The article focuses on the periodical "Wired," which is devoted to high technology topics. Publisher Chris Mitchell is attempting to attract advertising from fashion and luxury goods marketers, a new direction for the magazine. Mitchell notes that "Wired" readers have a higher per capita income than the subscribers to many fashion magazines. "Wired" is owned by Conde Nast, which publishes many well-known fashion magazines.

The article reports that a study conducted by the research firm Mediaedge found that the overall reading audience for U.S. magazines grew both larger and younger in 2007. Although paid circulation and advertising revenue for the industry continued to decline, the survey found that total readers were swelled by an influx of young people. Analysts cited promotional tie-ins between some periodicals and popular television programs.

The article reports that the weekly news periodical "U.S. News & World Report" will switch to a biweekly publishing schedule in 2009. The magazine has long trailed its larger rivals "Time" and "Newsweek" in circulation and advertising revenues. All three publications have suffered dramatic losses in advertising revenues since 2000.

The article examines an ethical conundrum facing periodicals and their publishers. Periodicals will be heavily involved in promoting environmental concerns and in green marketing in advance of Earth Day on April 22, 2008. Yet because they are published on expensive paper and physically distributed over wide geographic areas, periodicals have one of the largest carbon footprints among all businesses.

The article focuses on the periodical "The Atlantic." The intellectually-oriented magazine will have Britney Spears on the cover of its April, 2008 issue, angering some longtime subscribers. Editor James Bennet states that popular culture is not outside the magazine's sphere of interest. The periodical has been losing both circulation and advertising revenue, and owner David Bradley has vowed to reverse the decline.

The article focuses on the magazine industry's attempts to make their Web sites a source of increased advertising revenues. Magazines have vastly expanded their Web sites, but most magazines still draw fewer online visitors than paid purchasers of their print editions. Even the most successful magazine Web sites struggle to generate revenue since they are dwarfed by the number of users of Web giants such as Google, Yahoo, and YouTube.

An interview is presented with Chris Anderson, editor of "Wired" magazine. Anderson believes that the main economic change created by the Internet is the creation of a platform for the distribution of goods and services essentially free of charge. He cites the music trade and open source software as examples. Anderson notes that his own periodical is sold for much less than it costs to produce, with advertising as its real source of revenue.

The article reports that the periodical "People" will pay the celebrity couple Marc Anthony and Jennifer Lopez between $4-6 million for the exclusive rights to the first photographs of the twins Lopez is expecting. The periodical's June 19, 2006 issue, which featured pictures of Shiloh, the infant daughter of Angelina Jolie and Brad Pitt, generated an estimated extra $3 million in revenue. INSET: Not all deliver.

The article focuses on a magazine publishing trend. Periodicals which are aimed at an affluent audience, such as "W" and "Martha Stewart's Living" are printing larger-sized editions in order to attract advertisers of luxuries and project an image of wealth. By contrast, periodicals aimed at a mass audience are shrinking in area, including another Stewart periodical "Everyday Food."

The article discusses a recycling campaign by magazine publishers called "Recycling Magazines Is Excellent" (ReMix). The author states that ReMix is an attempt to meet rising expectations bearing down on the magazine industry by environmentalists who are targeting the waste produced by industry-standard practices. Bookseller Barnes & Noble has begun specifically promoting magazines that use recycled paper.

The article discusses Adam Moss, editor of "New York" magazine, who was recognized by "Advertising Age" as editor of the year for 2007. Moss, formerly editor the "New York Times Magazine," has received praise from many media critics, and "New York" won five awards from the 2007 National Magazine Awards. However, Moss was criticized by the media criticism web site Gawker.

The article focuses on efforts by magazine publishers to use the Internet for research and marketing purposes. Major publishers including Wenner Media and Conde Nast Publications have agreed to participate in the Audit Bureau of Circulations' Rapid Report System, which will provide circulation figures on an issue by issue basis, something long desired by advertisers. Time Inc. announced the 2008 debut of Maghounds, a flexible pay-as-you-go online subscription service modeled on Netflix.

The article discusses "Details" magazine's decision to release the "Details Men's Style Manual" book for free on the Internet. The move will allow the company to link most of the book's content to advertisers, and echoes moves by periodicals like "New York" magazine and "Vogue" to offer free content on the web.

The article focuses on a business guarantee employed by the publishing company Time Inc. for its clients who advertise in its magazines. The circulation guarantee will be used for all issues of a magazine in which a marketer has placed an advertisement. The deal was prompted by the advertising company MediaVest, the article says, and could encourage the magazine industry to be more precise about its circulation tactics.

The article reports that magazine publishing firms such as Hearst and Time Warner are increasingly buying Web sites to supplement the product offered by their publications' own Web sites. Hearst has purchased UGO Networks, a collection of sites devoted to men's interests, to compensate for the relatively poor performance of the Web site of Esquire magazine.

The article focuses on Mary G. Berner, who became President of the Reader's Digest Association (RDA) on March 2, 2007. Berner's first decision was to remove the bells that have played easy-listening music at the publisher's offices, a symbol of the company's image she wants to change. Berner was installed after the company was bought by the private equity firm the Ripplewood Group. RDA lost money in 2006 on flat revenues. The company's namesake magazine will present a re-design in January 2008.