FOLIO: Shouldn’t it be “customer first,” and not “digital first?”PG: It’s always customer first. The wave of engagement in content consumption is happening in the most robust way in the form of digital platforms. It really comes down to this notion: You have to be constantly disrupting yourselves in order to serve your customers most effectively in every medium that they require. FOLIO: What is your current revenue structure and what do you want it to be?PG: We probably have 30 percent of overall revenue through digital platforms, which is pretty healthy. The goal is to get north of 50 percent over time in terms of digital revenue as a percent of the whole.FOLIO: Last year, Frank Anton said HW had shut down 14 magazines, and might have to shut down a lot more, leaving three core titles. Speak to that comment.PG: Every year we have to rationalize our portfolio, and place our bets on the brands that produce the most promise. Portfolio decisions are a day-by-day ongoing endeavor. FOLIO: What criteria do you use when you rationalize your portfolio?PG: It is incumbent on executives to be as close to the customer as possible, and listen and understand what the pain points are, and help them solve problems. And then you have to come back to the mothership and create the right products and services to solve their marketing needs. FOLIO: What do you see as your company’s big opportunities?PG: The opportunity is in creating a culture supporting and nurturing innovation and constant product development. You always have an opportunity to iterate and get things right as you go. You have to be willing to disrupt.FOLIO: One of the speakers here said b-to-b media companies today need to be two companies, one for today and one for tomorrow. Do you agree?PG: You don’t necessarily have be two companies, but you need to be one company always be prepared to reinvent itself. Frank always said, ‘If it’s good, make it better, if it’s better, make it the best, and if it’s the best, it’s time to reinvent it.’ At The Atlantic, they were always prepared to disrupt themselves. It’s really about running one company that has the commitment and is comfortable with innovation as a core cultural ethos.FOLIO: What are your immediate priorities?PG: To understand that the company’s been through a lot of challenges, but to get everyone to believe in a sense of optimism. These are premium brands that matter to the audience. That’s leveragable. Second is to push forward on this notion of digital-product development and digital innovation. It’s a golden age of media marketing. There are so many ways we can serve our markets and our marketing partners. We just have to make our bets in the right areas. And finally it comes down to talent. Do you have the right people in the right places to really push forward?And you’ve got to have fun. Everyone misses their numbers. You’re going to miss numbers. You’re not to going to succeed every time, but you have to get up and say, ‘Today is going to be fun, because we’re going to try X, Y, and Z. You do what’s right for the business and doing what’s right for the business can be really fun. FOLIO: The company’s performance has been, euphemistically, challenged. What’s the outlook?PG: There’s been solid growth in the last year. Trade shows are starting to recover. Some of the market sectors are starting to perform better than others. Commercial design is one. Two years ago, Frank and I were able to secure a deal to become the official magazine for the American Institute of Architects. We took over their show and re-launched the official magazine, Architect. That platform has been performing very well. The commercial sector wasn’t as battered as the residential sector, but our performance is attributable to the Architect launch and the relationship with the AIA. It was one of the biggest magazine launches of the last 10 years. FOLIO: What other sectors show promise?PG: The remodeling sector in residential is doing better than the new-construction sector. New construction is sort of bouncing along the bottom, although there are signs of recovery.Most importantly, we have a more advantageous capital structure. Restructuring of the company manifests itself in a more flexible debt structure, and the owners are supportive of making strategic investments in the company. These investments will be in the form of acquisitions and in technology and talent that we need to drive the digital-first strategy. It’s been a busy few months for Hanley Wood, the b-to-b media company that specializes in the residential housing market and has endured—because of the state of the housing market—one of the worst five-year runs of any media company ever. In January, the company recapitalized, reducing debt by $330 million to about $80 million, and receiving an influx of $35 million in new investment from three new private-equity owners, Oaktree Capital Management, Strategic Value Partners and Tennenbaum Capital Partners.While gaining some relief from crushing debt was good for the company (if not for the prior owners), the company still faces struggles, having lost about $100 million in revenue between 2007 and 2011, with projected revenue for 2012 of about $140 million. FOLIO: caught up with Goldstone at this week’s American Business Media Annual Conference in San Francisco. Following are excerpts from the conversation.FOLIO: First, congratulations on your new job. Tell us how you came to be back at Hanley Wood as CEO.Peter Goldstone [PG]: The company changed hands, and Frank Anton and the new owners had been discussing the transition of Frank to the chairman’s role. And the new owners decided to conduct a narrow search. They contacted me and asked me if I’d be interested in coming back. My answer was unequivocally yes. Then in April, the CEO, Frank Anton, long considered one of the industry’s best executives, transitioned to the role of chairman, and Peter Goldstone (pictured), who had been with the company for 11 years before moving to Atlantic Media in 2010, came back as CEO.
Dan Cohen AUTHOR Harford County, Md., has hired Daniel Whipp, a Marine Corps veteran, to lead the Chesapeake Science & Security Corridor (CSSC), a regional consortium dedicated to sustaining Aberdeen Proving Ground.CSSC has led growth planning efforts in northeastern Maryland since the 2005 BRAC round and has received more than $10 million in funding from DOD’s Office of Economic Adjustment. The consortium is an arm of the Harford County Office of Economic Development; its 52 government, industry and academia members strive to improve the region’s economic vitality.The group has conducted more than 25 studies, covering topics such as curriculum needs, research park feasibility and commuter services. A joint land use study is currently under way with Harford, Cecil and Kent counties, the cities of Aberdeen and Havre de Grace, and Aberdeen Proving Ground.“CSSC is a critical entity in terms of communication and collaboration across our region for our defense community,” County Executive Barry Glassman said in a press release. “Although we strive for a diversified economy, we recognize the vital role DOD and the related contracting community contributes as an economic engine.”While serving in the Marine Corps, Whipp completed Marine officer leadership and artillery officers’ courses, and completed an operational deployment in support of Operation Enduring Freedom in Helmand Province, Afghanistan. He is a 2014 Loyola University MBA graduate and worked as a problem solver area manager at Amazon.
READING, MA — Reading Cooperative Bank (RCB) is proud to announce that Julieann Thurlow, RCB President & CEO, has been elected as chair of The Co-operative Central Bank, which is a Share Insurance Fund (SIF) made up of many co-operative banks across Massachusetts and is responsible for insuring all deposits of cooperative bank customers above FDIC limits.The Co-operative Central Bank is a private special act corporation. It was established in 1932 to provide a source of cash reserves for all co-operative banks in Massachusetts. The Share Insurance Fund was established by the Legislature in 1934 to provide protection for deposits in Massachusetts chartered co-operative banks. The SIF is a private fund owned by the member co-operative banks, which insures all deposits at co-operative banks in Massachusetts above Federal Deposit Insurance Corporation (FDIC) limits. Not one dollar has been lost in a cooperative bank in Massachusetts since its inception.The unique, combined insurance coverage afforded by the FDIC and the SIF provides the best deposit insurance available, whether deposit balances are held in passbook, statement or certificate type accounts, or in any combination of these accounts. Since its inception, the SIF has preserved the enviable claim of member co-operative banks that “no depositor has ever lost a dollar in any Massachusetts co-operative bank.”“It’s truly an honor and a privilege to serve as Chairman of an organization that’s looking out for community banks in our State,” Thurlow said. “I look forward to doing my part in upholding the promise that the fund has made to its member institutions for generations.”To contact The Co-operative Central Bank, please visit: http://www.coopcentralbank.com/contact.html.About Reading Cooperative BankReading Cooperative Bank is a depositor owned co-operative founded in 1886. This community-centric North Shore financial service provider has branches in Reading, Wilmington, North Reading, Andover, and Burlington. They also operate teaching branches at Northeast Metro Tech in Wakefield (open to the public) and at Reading Memorial High School (students and staff only), as well as an online branch at http://www.readingcoop.com.(NOTE: The above press release is from the Reading Cooperative Bank.)Like Wilmington Apple on Facebook. Follow Wilmington Apple on Twitter. Follow Wilmington Apple on Instagram. Subscribe to Wilmington Apple’s daily email newsletter HERE. Got a comment, question, photo, press release, or news tip? Email email@example.com.Share this:TwitterFacebookLike this:Like Loading… RelatedBUSINESS BRIEF: Reading Cooperative Bank Supports Mystic Valley Elder Services’ Elder Independence FundIn “Business”BUSINESS BRIEF: Reading Cooperative Bank Is A Founding Member Of Alloy LabsIn “Business”Reading Cooperative Bank’s Julieann Thurlow Ranks in the Top 100 Women-Led Businesses, AgainIn “Business”
2019 movies to geek out over Now playing: Watch this: TV and Movies Us tells the story of Adelaide Wilson, a wife and mother whose traumatic childhood experience casts a shadow over a summer beach trip with her family. Trauma haunts survivors for years to come like a shadow they can’t shake, and Us puts the members of the Wilson family face-to-face with their own shadows: doppelgangers in red jumpsuits wielding glinting gold scissors. They’re called The Tethered, and they’ve got a score to settle with their better look-alikes.You could say Us has been hotly anticipated. It follows 2017’s Get Out, a tightly-made, critically acclaimed thriller with a social message that earned Peele an Oscar for Best Original Screenplay. It helped set him up as a bright light in the realm of thrills and suspense. In fact, he’s pretty busy these days with projects like the reboot of the Twilight Zone, for which he’s the executive producer and host, and Weird City, a YouTube Original dystopian anthology series. Lupita Nyong’o takes a good long look at herself in Us. Claudette Barius So it’s hard not to make comparisons to Get Out. But where Get Out was a tidy concept, executed in a way that deliberately and carefully guided you through the story toward the big ideas, Us is bigger, broader and perhaps less neat. One of the inevitable questions people will ask about Us is whether it’s scarier than Get Out. Peele gets the dread machine going in the first scene at a beach-side amusement park, and the tensest moments include the Wilson family trying to figure out why people outside are trying to get in. And that old horror staple, the ominous Bible verse, will never not be creepy — in this case, Jeremiah 11:11. You can see the uncomprehending terror on Lupita Nyong’o’s face as she stares at her Tethered counterpart, tears streaming down her cheeks. SXSW 2019 Jordan Peele’s Us gets a new trailer and it’s terrifying 77 Photos 2 Mar 15 • LG ‘Snow White’ makes ice cream from capsules Mar 19 • AOC, Bill Nye and the apocalypse: The insanity of SXSW 2019 1:00 SXSW 2019 Mar 15 • Men can now breastfeed reading • Us review: Jordan Peele’s horror flick holds up a dark mirror to Get Out See All Share your voice But while Us shoots for a next level of frightening, it runs into a few weak spots along the way.For one, we learn the Tethered aren’t just knocking on the Wilsons’ door. But that larger plot is pretty vague.The effectiveness of the movie’s humor is also tough to gauge. The audience at SXSW was extremely game, laughing uproariously, even in places where it wasn’t entirely clear whether there was a joke to be had — like when the Tethered first show up in the Wilsons’ driveway, and Gabe Wilson (Winston Duke), who’d been dadding it up hard (in the best way) since the start of the movie, goes outside with a bat and some adopted bravado to try and get these mysterious figures to leave. The audience howled.In a horror film a well-placed quip can cut the tension to not only temporarily relieve the audience but also enable the tension to build back up again. Stick it in the wrong place and the laughs just undercut everything around it.Throughout the film, we’re shown lots of mirrors and reflections, visually reflecting the theme. After all, the Wilsons are seeing themselves like they never have before, though warped.Similarly, Us mirrors Get Out. It’s more scary fare with social commentary. But the copy’s never quite the same as the original.Want another take on Us? See GameSpot’s review here. Comments Tags • It shouldn’t come as a shock that a horror film titled Us plays with the idea that perhaps we are the villains.The film’s writer, director and producer, Jordan Peele, addresses how we fear and hate those we consider to be other without examining ourselves. “Maybe the monster we need to look at has our face,” Peele told the audience at the film’s world premiere during SXSW 2019. “Maybe the evil is us.” Us opens March 22 in the US and UK. Looking in a mirror is one of the recurring motifs of Peele’s new horror flick, and the biggest metaphorical theme too. Movie reviews
Tags More Comic-Con 2019 The very best cosplay we saw at Comic-Con 2019 In a room surrounded by bars, with what looks like an electric chair in the middle, a constable asks me if I know anything about the Raven Society. I don’t. Secret societies aren’t really my thing. But I’m told if you download the Epix app, you earn admission to this mysterious organization. He says if I’m lying there will be consequences. Another one says, “Either way there will be consequences.”Ain’t that the truth. “As a side note, it’s also a photo opportunity,” the first one adds. I watch as groups of people pretend like they’ve just been torturing each other and having a ball doing it. Having flown through Chicago Midway Airport last week, I’ve had my fill of torture. As one group exits and another takes its place, I zip out to the exit, past a red phone booth and back into 2019 San Diego. Comic-Con Pennyworth’s world is posh but dangerous. Erin Carson/CNET The tray of utensils — the kind that would come in handy if you were trying to extract information from someone — was the first clue I wasn’t just hanging around a yet another dimly lit, posh-looking bar. The tray were sitting by a cot, in a dark little room hidden behind a bookcase housing books, pictures and an assortment of decorative knick-knacks, all meant to evoke 1960s London. Erin Carson/CNET Or at least, a certain part of 1960s London. This isn’t exactly Carnaby Street. I’m out at San Diego Comic-Con and this interactive experience mixing booze and intrigue is a promotion for Pennyworth, a show from DC Comics, airing son on Epix. Pennyworth tells the backstory of Alfred Pennyworth. Alfred, best known as Bruce Wayne’s childhood caretaker, butler and confidant, is portrayed in the show as a young man and former British SAS soldier, who creates a security company with Bruce’s dad, Thomas. Pennyworth, which premieres on July 28, isn’t the first show to dig into the pre-Batman world. Fox’s Gotham, which ended in April after five seasons, followed Jim Gordon, who goes on to become Gotham’s police commissioner, as well as Bruce Wayne as a boy and a middle-aged Alfred. At SDCC, Batman is an even more distant figure. There’s talk of secret societies called the Raven Society and the No Name Society. Constables are looking for information on them, and attendees are poking around the plush furniture, black jack table, post card station and, you know, torture dungeon. Post a comment 0 Stan Lee sang to me: 10 crazy Comic-Con moments I’ll never forget Comic-Con at 50: From hotel basement to massive cultural blowout First-time SDCC cosplay is terrifying, complicated and exhilarating 62 Photos Share your voice TV and Movies
As controversy surrounding its flagship brand Maggi intensified, Nestle India has witnessed a 15 percent fall in its share prices in the past six trading sessions.The share price of Nestle India plunged to ₹6,010.80 on 4 June from ₹7,064.85 on 27 May, with volume of shares traded on the exchanges increasing by 8 times.Several states across the nation have started taking stern action against Maggi after they found higher than the permissible levels of lead and MSG in the samples of instant noodles.The controversy over Nestle India’s failure to follow the food safety standards grew more intense, when the Central government on Wednesday filed a complaint against the food manufacturer with the National Consumer Disputes Redressal Commission (NCDRC), IANS reported.A drop in Maggi sales is expected to impact Nestle India’s performance as they account for 15 to 20 percent of the company’s overall revenues. Nestle occupies 60 percent of share in the instant noodle market in the country.Reacting to the development, a foreign brokerage firm Barclays has downgraded its target price for shares of Nestle India to ₹5,149 from ₹5,593 previously estimated.Barclays expects sales of Nestle India to be weighed down by a ban of Maggi in several states. It also expects actions by various state governments to negatively impact profit margins of the company.”Sales of Maggi brand have increased by 21 per cent CAGR over the past 10 years (sales contribution rising by 1,100 basis points) but have remained weak over the past two years – a trend that is likely to persist near-term (impacted by rising competition and muted consumer environment),” Barclays told Business Today.India’s major retailers Future Retail and Kendriya Bhandar have already declared that they would not be selling Maggi noodles for the time being.After Delhi’s food safety watchdog detected high levels of lead and monosodium glutamate (MSG), a flavour enhancer, in the samples collected from across the national capital, the AAP government imposed a 15-day ban on its sale in the capital city.The Gujarat government on Thursday banned the sale of Maggi for one month.Bihar, Punjab, West Bengal, Himachal Pradesh, Odisha, Maharashtra, Haryana, Karnataka and Uttar Pradesh are currently testing the samples of Maggi noodles to detect chemicals that are harmful to health.”At 35 times, 2016E EPS, Nestle India shares are trading at a 20 per cent premium to peers and above its historical average of around 30 times. We lower our earnings forecasts by around 6 per cent and our target multiple to 28 times, cutting our price target to ₹5,149,” the report said.According to the some analysts, as Nestle is a global brand, a current fall in its prices will not deter the investors from buying the company’s stock from a long-term perspective.”Indians they have a lot of tolerance, they do not really bother about lead etc in food, given the pollution that we have. So, definitely a time to buy into Nestle because it is not going out off business yet,” Ashwani Gujral, Fund Manager at Ashwanigujral.com, told The Economic Times.
The new Wipro logoSpecial arrangementWipro Limited, the Bengaluru-based IT software services company, on Tuesday unveiled its new brand identity and logo, discarding the rainbow-hued sunflower it has identified itself with since April 1998.In a media statement, Wipro, which is India’s third-largest software services exporter, said the new brand identity “signifies a higher level of engagement and brand permission that helps clients leverage Wipro’s expertise to address their business requirements and drive future opportunities in this digital era.”Explaining the new logo, the company said it “connects the dots” for its clients, besides highlighting the company’s technology heritage and reflecting its capabilities for the future.”The styling of the brand mark gives it a sense of fluidity, resourcefulness, optimism and a connected world,” the statement added.”Our rearticulated values connect and resonate deeply with the new, vibrant, brand identity,” chairman Azim Premji said in the statement. The company’s CEO and ED Abidali Z. Neemuchwala said Wipro is embarking on a transformational journey with the new logo.Azim Premji, chairman, Wipro.Special arrangement”The new brand identity marks our journey of transformation in the digital world. Our brand refresh signals an even closer engagement with clients, greater innovation, and a deeper impact on their business. It is contemporary, reflecting the diversity and aspirations of our employees,” he said.In a separate communication to employees on Tuesday, Neemuchwala said the new logo and identity also reflected the need to embrace change, among other things.”A little over a year ago, we embarked on a journey of transformation, with courage and conviction, to shape our future.When we began this journey, I had mentioned that there is nothing that cannot be changed at Wipro. This journey called for a new visual identity. We then mulled over our unique promise, the underlying purpose and central idea of our brand, and experiences that will resonate deeper with our clients, which in turn will serve as a reminder of our commitment,” he wrote.The Wipro promiseExplaining the exercise behind the logo and identity change to employees, Neemuchwala said the company spoke to many stakeholders ranging from employees and clients to industry analysts and advisors, to know the positive aspects of the Wipro brand as perceived by them and how to improve upon it. “The insights were heartening. We discovered that our clients count on us to help them run and transform their businesses. They appreciate our ability to help them connect the dots by bringing together broad and deep technology, and domain expertise.”This is the promise that the Wipro brand makes to its clients – to bring a pioneering, entrepreneurial spirit to solve our clients’ complex business problems,” he said in his communication sent at around 8.40 pm.Wipro shares closed 0.18 percent higher at Rs 495 on Tuesday on the BSE. The company declared its Q4 and FY2017 results on April 25, 2017.The rainbow-hued sunflower logoUnveiling it in April 1998, Azim Premji had said the company that started business in 1947, needed to seen as a futuristic one by all. “We started the company in 1947 and have so far built a strong corporation. But people and organisations live for the future. We realise it is the customer who really has the choice to grant us the future.”
Democrat Doug Jones’ historic victory over Republican Roy Moore was declared official Thursday as Alabama election officials certified him the winner of the special Senate election earlier this month, despite claims of voter irregularities from his opponent.Jones defeated Moore on Dec. 12 by about 22,000 votes in a stunning victory in a deeply red state. It was the first Democratic Senate victory in a quarter-century in Alabama. Moore was dogged by accusations of sexual misconduct involving teenage girls that occurred decades ago.The state’s former chief justice refused to concede and even filed a last-ditch lawsuit hours before the certification, but a judge rejected his claims. Alabama election officials also found no evidence of voting irregularities.Photo via Twitter @EduSamaniA spokesman for Jones earlier called Moore’s lawsuit a “desperate attempt … to subvert the will of the people.”“The election is over. It’s time to move on,” Sam Coleman wrote in an email.Jones will be sworn in on Jan. 3, narrowing the GOP’s advantage in the U.S. Senate to 51-49. He takes over the seat previously held by Attorney General Jeff Sessions. The term expires in January 2021.Jones is a former U.S. attorney best known for prosecuting two Ku Klux Klansmen responsible for Birmingham’s infamous 1963 church bombing.Moore’s campaign was deeply wounded by the sexual misconduct accusations. Moore denied the accusations and said in the lawsuit that he had passed a polygraph test to prove they are false.Moore’s attorney wrote in the wide-ranging complaint that he believed there were irregularities during the election, including that voters may have been brought in from other states. He attached a statement from a poll worker that she had noticed licenses from Georgia and North Carolina as people signed in to vote.The complaint also noted the higher-than-expected turnout in the race, particularly in Jefferson County, and said Moore’s numbers were suspiciously lower than straight-ticket Republican voting in about 20 Jefferson County precincts. The complaint asked for a fraud investigation and eventually a new election.“This is not a Republican or Democrat issue as election integrity should matter to everyone,” Moore said in a statement Wednesday.Alabama Secretary of State John Merrill said he had not found any evidence of voter fraud, but that his office will investigate any complaint Moore submits.Rick Hasen, an election law expert and professor at the University of California, Irvine, said Moore’s complaint did not raise the sort of issues that lead courts to overturn an election. He said Moore’s complaint might just be a way for him to fundraise and throw “red meat to his loyal supporters.”Moore has sent several fundraising emails to supporters asking for donations to investigate claims of voter fraud. Share