Lately, I've been reminded just how incredible the magazine network really is!

Lately, I've been interested in magazines. I give lectures and workshops on strategic PR to various companies, and sometimes I get seminar requests from newspapers or publishers. Of course, the issue is always, "Magazines aren't selling well these days..." (But if there were a straightforward answer to that, they wouldn't be struggling). While I haven't found a definitive answer, I do have personal observations. Reflecting on myself, during the boom when new magazines launched constantly and sales soared, I bought over ten magazines a month. Now, I only read business magazines and industry publications. My reasons for reading are half interest, half work. Perhaps I find more enjoyment in what I see online. What exactly has changed?

What advantages do magazines hold over the web?

I'm part of what's often called the bubble generation. Back in my college days, how-to books were at their peak (I bet quite a few of you reading this nostalgically remember that era too). After that, I encountered various magazines. For me, who wanted to cram in information and appear knowledgeable, "catalog-style magazines" were a perfect fit, and I would read them cover to cover repeatedly. However, this "catalog-like" aspect became a headwind in the internet age. With its speed of reporting, information gathering power, and curation capabilities, magazines as a whole have fallen behind. And so, I too have ended up spending my days surfing the net.

So what advantage can magazines hold over the web? Talking with editors from various publishers lately, I keep thinking: "Their networks are insane!" Of course, the skills of reporters who seek out and gather diverse information are key, but the depth of information accessible through the editors' personal networks is truly "unbelievable!" From a PR perspective, this makes me wonder: "Can't we leverage this network for PR?" While selling magazines is the core business for publishers, I don't think they can leap over the physical constraints of the publishing process and costs as long as they remain tied to print. But separate from that, if there's some deeper core value existing within the publisher, couldn't that be turned into a business?

I want to explore how editors' accumulated know-how could be applied from a PR perspective.

Of course, initiatives are already underway, like inviting editors-in-chief of popular magazines to brainstorm sessions for advice on product or service positioning, or even involving them further upstream in product development. However, rather than relying on the charisma of individuals, I believe a more dynamic network centered around them could drive significant transformation. And the crucial thing to remember here is to abandon the old standards. Rather than simply assembling paid placements led by the publisher's advertising department, as we've done before, I want to explore ways to leverage editors' accumulated expertise from a PR perspective.

For instance, what if we invited them to help structure the content for press conferences? If editors from magazines whose readership aligns with a product or service's main target audience were involved in crafting titles and staging in ways that would catch their readers' attention, it could create a very different atmosphere from conventional press conferences. Furthermore, by leveraging their networks, infusing their essence into the staging and production itself, we might be able to delve deeper into and present that worldview. Talents who might not be available through standard contracts could also readily agree to participate within the magazine's worldview. This isn't to dismiss conventional press conferences; rather, by embracing a different perspective and the unique atmosphere it creates, we can add a sense of breadth to the traditional method of logical information delivery through factual presentation. I strongly feel there are still many such collaborative approaches yet to be explored.

Starbucks Press Conference Produced by GINZA Magazine

 

While straightforward support to boost magazine sales is one approach, I find it incredibly interesting to explore whether we can connect a company's other potential to business opportunities. Within Dentsu Inc., various departments are focusing on developing and pioneering next-generation business, and I'm often invited to join such teams. I believe "extracting and presenting new value to society" is also an area where PR excels. If any of you have ideas with that kind of potential, feel free to reach out anytime. I'm sure we'll have endless fun discussions.