Time Inc.: Company Overview Of Real Simple Magazine

Real Simple magazine was started in 2000 and quickly became a powerhouse in the lifestyle category. The magazine managing editor stated, the magazine industry, as a whole needs to find a way to keep up with the demands of the consumer thirst for content. Time Inc., needs to do it quicker, better and provide engagement in order to stay relevant. Time Inc., technology VP and CEO stated, the company is able to publish content as quickly as the editor can proof read using a content management system. “Time Inc. underinvested in technology over the years. We had antiquated CMS systems, we had antiquated marketing systems, we didn’t have advertising tools we should have had. We’re about to roll out a new CMS. We have content all over this organization,

“Six workers at People, who were in charge of setting up the tablet and smartphone apps for mobile readers, were recently told that their jobs were being exported — to Malaysia. Many see it as the endgame for the failed promise of the tablet, which only a few short years ago was viewed as the salvation of magazine publishing” (Kelly, 2015). The organization has to take advantage of labor rates and talent from across the globe. The organization has built up offices in India and Malaysia due to cheaper labor rates, knowledge employees; they are leveraging peoples’ expertise not only in technology but also in marketing and finance around the world. In order to leverage people, technology has to be in place to do so and the organization has to embrace working with virtual teams throughout the organization. This is a culture and tactical shift in the organization use of virtual employees. “The virtual employee is a way to extend the companies reach with attracting highly skilled individuals from around the world” Zimmerman, Aguilar & Cullum (2013). The organization wants to utilize these types of employees because they save money and have talent across the

The stronger U.S. dollar relative to the British pound adversely impacted Print and other advertising revenues by $3 million. The quarter ended March 31, 2014 included $5 million of Print and other advertising revenues from GEX. Excluding the impacts of U.S. dollar/British pound exchange rate changes and the GEX disposition, Print and other advertising revenues would have decreased 10%. The decrease was driven primarily by fewer advertising pages sold due to lower demand, and by lower average price per page of advertising sold due to the category mix of advertisers. Our domestic titles experienced advertising declines in the food and beauty categories, partially offset by strong sales in the pharmaceutical