FIPP Asia Pacific Conference, Singapore. Sept 27 2016
MEDIUM. AUGUST 25, 2015 - As the media expert Peter Kreisky told me, the broader message here is that quality journalism will continue to have solid support from a committed group of readers who care about informed insight and are happy to pay to get it anywhere, anytime, (particularly on their phones and tablets). In the case of publications like The New York Times, The Wall Street Journal, The Financial Times and The Economist, the race is not for scale at all costs but for deep, paid engagement with their audience.
DIGIDAY, August 19, 2015 - The publishers’ investment in online learning and events comes amid publishers’ ongoing search for alternate revenue streams beyond advertising revenue. “This sounds right to me,” said Kreisky Media Consulting founder Peter Kreisky of Inc.’s online course. “It’s right in their wheelhouse and is very consistent with their value proposition and their audience.” Publishers, however, might face issues when it comes to scale, according to Kreisky. Pricing online courses to be affordable to most people means that publishers have to attract a lot of people so that the economics work. It’s hard enough getting people to pay for things online as it is.
DIGIDAY, August 13, 2015 - Long hours and free labor have driven the growth of the digital media economy, said Peter Kreisky, chairman of the Kreisky Media Consultancy. “They’re expected to work almost 24-7, and they do,” he said, pointing to recent reporting on The Huffington Post. “Arianna’s the best example of that.” While raising pay could open the door to more nimble competitors and constrain digital publisher’s growth, he said, “A lot of people question whether [the low-cost model] is sustainable.”
DIGIDAY, July 13, 2015 - “Moves to redefine themselves as a multiplatform, content-driven media company in sports, fashion, news, etc., are tangible signs of this progress,” said Kreisky Media Consultancy founder Peter Kreisky.
THE STREET, June 26, 2015 - Martha Stewart, for all her early firepower, was unable to make the transition to build on her early fame and more recently, make the transition to digital platforms. "Martha was incredibly innovative in creating the Omnimedia model of connecting television and magazines and books with retail merchandising," said Peter Kreisky, a media strategy consultant, in a phone interview. "But ultimately, Martha Stewart turned out to be the company's greatest asset and its greatest liability. The model needed to be reinvented, and it wasn't." "The Omnimedia model was created in the mid-1990s when the Internet was still a toy," Kreisky added. "She did a fantastic job but the company was more an extension of the print and TV product, and digital never became a separate and distinguished platform."