About Peter Kreisky

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So far Peter Kreisky has created 54 blog entries.

Radhika Jones: Vanity Fair’s bright, bookish new editor with big shoes to fill

November 17th, 2017|

THE GUARDIAN, November 17, 2017 Peter Kreisky, a media consultant who advises publishers on digital conversion, said that Condé Nast as a whole and Vanity Fair within it had been slow off the block in making the transition. He was surprised that the company had opted in its choice of next editor for somebody with no overt digital experience, though he added: “It is my hypothesis that sheer brain power – which Radhika Jones clearly has in abundance – can figure out the digital conundrum.” For Kreisky, she will need to act quickly and with determination. “It is critical that she connects to the digital natives who see everything and do everything through their screens. She needs to build the Vanity Fair community among digitally savvy celebrity-obsessed fashionistas without destroying the dream – how to be inclusive while still being exclusive.”

In the hunt for consumer revenue, publishers are hiring e-commerce marketing veteran

November 2nd, 2017|

DIGIDAY, November 2, 2017. The shift by publishing companies echoes that made by banks in the ’90s, when they hired people from packaged goods companies, said Peter Kreisky, a publishing consultant. “Consumer marketing in the digital era is a whole new ballgame, and traditional publishers are ill-equipped to compete with those who have been in a direct marketing mode,” he said. “I think there’s a major catch-up that’s underway....” The competition for talent is stiffer... “They’re competing for talent with not other magazines, but Netflix and Amazon and Google,” Kreisky said.

New Day for Rodale Brands

October 20th, 2017|

THE MORNING CALL, October 20, 2017 Hearst is buying Rodale not just for the name recognition of its brands, but also its employees’ expertise in the health and wellness field, said Peter Kreisky, a New York media consultant. “That expertise can be applied to create new products Rodale might not have been able to afford to create or launch,” he said. “Rodale ran out of funds to invest in the future of the business, but Hearst is a very different animal.”

Rolling Stone Stake Could Fetch as Much as $80 Million

September 18th, 2017|

THESTREET.COM. September 18, 2017. "Rolling Stone has great value as a brand, and there should be buyers beyond the regular magazine publishing business," said Kreisky... "Any media company that would like to exploit Rolling Stone's brand in television, in reaching a very loyal and very attractive digital audience, is sure to be interested."...Wenner Media, Kreisky said, hasn't made the kind of investments in digital and video distribution to offset the entrance of Facebook ,. Google, YouTube and Spotify into the topics of music and touring. "The opportunity is right before our eyes, but it will require an owner with the vision and the cash to invest in digital if it's to be successful," Kreisky said. "Jann Wenner is one of the last holdouts. Never believed in digital and never invested in it. And at this point, the level of investment required is really significant."

Time Inc. Explores Sale of U.K. Magazine Division

July 25th, 2017|

WALL STREET JOURNAL, July 25, 2017 “Time Inc. is disposing nonstrategic assets that aren’t likely to play a critical role in the company’s future,” said media consultant Peter Kreisky. “The three U.S. magazines could prosper better under different ownership with greater incentive to invest to realize their potential.”

Rodale using Emmaus real estate to keep lenders at bay

July 21st, 2017|

THE MORNING CALL, July 21, 2017. …Rodale is tapping its equity in real estate to maintain cash flow while it tries to right a ship that media consultant Peter Kreisky says hasn’t been able to smoothly sail into the digital era. “The entire industry has been under similar pressures, but some are in a better position than others to respond,” said Kreisky, of New York-based Kreisky Media Consultancy. “When like Rodale you’re neither a specialized publisher nor a massive player, then it’s all the more difficult.” Kreisky said Rodale has struggled to adapt from its position as a medium-sized player in the legacy media industry. Bigger competitors have the firepower to attract talent and make the necessary investments to thrive in a digital-first world, while smaller niche publishers have more leeway to focus on serving an extremely loyal audience, he said. While unfamiliar with the specifics of Rodale’s finances, Kreisky said the growing pressure to move aggressively in one direction or the other is likely related to pressure from Rodale’s lenders. When a company can’t clearly demonstrate its ability to produce the cash needed to cover both operating costs and interest payments, he said, lenders usually put enormous pressure on the company to renegotiate the terms of a loan. “Someone like Rodale has to consider either merging with a larger media company so it can shed operating costs, or it has to become more specialized, which probably means shedding some of its titles and focusing on enthusiast segments of the market,” he said.

A BuzzFeed IPO could threaten the innovation that helped it grow

June 22nd, 2017|

DIGIDAY, June 22, 2017. Often, founders’ talents aren’t well-suited to a company when it goes from being a rapidly growing startup to a steadier and more mature business, said longtime media adviser Peter Kreisky of the Kreisky Media Consultancy. “A lot hang on too long,” he said. “That’s where a lot get into trouble because they’re still trying to run the company as if it were a go-go startup.” At its worst, frenetic early-stage growth pace can lead to cultural problems that may be tolerated in a private company but not a public one, as evidenced by Uber’s recent meltdown.

Rodale considering sale of the company

June 21st, 2017|

THE MORNING CALL, June 21, 2017 The company today claims to engage more than 100 million customers worldwide through targeted products and services across all channels, including magazines, books, online, mobile, e-commerce, direct-to-consumer, social, video and events. But the company's transition to digital amid declines in print advertising revenue has been tumultuous. The company was struggling to discover the "holy grail" of getting readers to pay for digital content, especially with more media competing for their attention, Rodale said in October. Peter Kreisky, of Kreisky Media Consultancy in New York, said Rodale and other media giants have been competing in an arena that has also included "unfamiliar competitors" from the digital era. "Unless Rodale can find access to capital, they're going to have a difficult time staying afloat," Kreisky said.

How Time Inc. can survive as an independent company

April 28th, 2017|

DIGIDAY. April 28, 2017. “The future belongs to brands that are indispensable to the audiences who will pay for, and advertisers will pony up to be a part of,” said Peter Kreisky, a media consultant and onetime advisor to former Time Inc. CEO Jack Griffin. “The New Yorker is indispensable. Is Time magazine indispensable? Time Inc. was a leader because of its scale. In this multimedia universe it is no longer the scale leader, so it has to figure out how to be the leader by virtue of other factors.” Kreisky said Time Inc. would do well to look at Axel Springer as a model...“Axel Springer is still focused on its journalistic mission but with a very different portfolio than it had in the past,” Kreisky said. “It was a very courageous move to make, and it seems to be paying off.”

Inside Time Inc.’s bumpy yearlong sales overhaul

March 20th, 2017|

DIGIDAY, MARCH 20, 2017. Broadly, the advantage for a traditional publisher like Time Inc. of selling by category is that it moves away from being defined by its print legacy, said Peter Kreisky, a publishing consultant who years ago served as an adviser at Time Inc. to its former CEO Jack Griffin. “The disadvantage is that when the people on the front lines have a different set of competitors and unfamiliar value proposition, that moves away from the distinctiveness of the brand to a more amorphous value proposition based on metrics, which isn’t necessarily where they have an overwhelming advantage,” he said.