S. Korea prepares for war with N. Korea; Greece first domino to weaken the Euro; China gov.’t slows its economic pace; BP’s oil slick damages US fishing industry. The world is accelerating faster than many of us can ascertain with so many lines cast we don’t know one from another. The Economist provides a much-needed roadmap to decipher how the world is interconnected and make sense of it. When the Euro suffers, what does that mean for the broader, global economy? The Economist tackles these questions with intelligence and develops unparalleled insights through cutting-edge research and think tanks.
Most major business publications tout thought leadership, but few – if any — are as successful as The Economist in today’s arid print environment. Almost across the board, print publications are either being gobbled-up by competitors and non-print companies or rapidly receding. Newsweek went up for sale, the NY Times posted $35.6 million in losses (considered better than expected) and Business Week sold to Bloomberg for an undisclosed amount (est. $2-5 million in cash). Considered thought-leaders, these publications are drowning. What makes The Economist stay afloat?
As the global economy becomes more interconnect, The Economist is increasing in value — with an unrivaled, mien of worldly sophistication. The Economist investigates international issues through the lens of a US and European investor to develop forward-thinking, differentiated, comprehensive business intelligence. To stay on top of their game, The Economist goes beyond traditional journalism (think the NY Times, Business Week, Newsweek) to offer comprehensive business intelligence packages.
Readers stay ahead-of-the-curve with The Economist‘s annual compliation of forecasts, The World In…; find sophisticated and unique commentary in special reports like “They Might Be Giants,” about the long-term ramifications of growing banks in emerging markets; and comprehensive analysis in book publications, such as China’s Stockmarket – A Guide to its Progress, Players & Prospects.
Most impressive is The Economist‘s Intelligence Unit. The EIU provides a constant flow of analysis and forecasts on more than 200 countries and six key industries. Not only can users access cutting-edge research and analysis online and in print, they can get information via webcast or face-to-face, through subscription services or custom research. The EIU symbolizes The Economist brand’s commitment to insight-driven content.
Developing unique business intelligence has paid off. Across the board, The Economist is in the black. Its 2009 revenue is up 17 percent to $455.2 million USD, operating profit up 26 percent $81.5 million. More astonishingly, $180.5 million is derived from subscriptions — second to advertising at $197.9 million up 29 percent.
In 2009, The Economist saw the most significant jump in pageviews to 300 million from 200 million. “Most markets in which we operate are in economic turmoil, and these results show the strengths of our brands and our business,” writes The Economist in its 2009 Annual Report.
“Many of the issues facing the world have an international if not global dimension,” writes the The Economist Group, “The Economist brand family is ideally positioned to be the commentator, interpreter and forecaster of the phenomenon of globalisation as it gathers in pace and impact.” For those traditional print brands struggling to keep above water in a world flooded with information, The Economist illustrates how providing unique, unrivaled business intelligence is a true life saver.
Related posts:
Comments
There is so much information available, that it is paramount to have a differentiated perspective that truly adds value. Luckily for the WSJ, financial information can help you make money… and the Economist has figured out how to make this work for them with their big picture intellectual think tank.