Mr. Magazine

“If you look at travel media; travel media has had a growth of 37% in the last three years and the research team says that because of two reasons. One: because travel is luxury, and two: because we’re all so attached to our desktops, tablets and phones; at some point in time, people actually want to put those devices away and have a lean-back experience and dream a little bit and plan a trip; do something for themselves.” Jay Meyer

“What we’re seeing from the business community is that obviously, from a brand awareness and storytelling perspective, print is still a really important tool for us and that’s also partially because we’re living in the luxury space. And luxury advertisers have really seen that print still works for them from that perspective.” Nathan Lump

Travel and magazines are two luxuries that go hand-in-hand, or so the powers-that-be over at Travel+Leisure believe whole-heartedly, and I would have to agree with them. While no one necessarily needs to read a magazine or travel to Europe just to see the Eiffel Tower; more often than not, it’s called for, if for no other reason than simply to disconnect from the real world and all of its devices that seem compelled to proclaim yet another notification of information. Something else travel and magazines have in common is their ability to transport you to idyllic locations totally different from the norm, another much-deserved, take-a-breath experience in our world of fast-paced existence.

Jay Meyer is vice president and publisher of Travel+Leisure magazine and Nathan Lump is editor-in-chief. The two are the highly-proud parents of the reinvented, more immersive and transporting travel magazine. With a redesign aimed at the current ravenous appetite affluent consumers have for travel, the magazine reaches out and touches that audience with an experience that shares their own memories through the art of travel. And for some, travel is art. And the new Travel+Leisure magazine showcases that trait beautifully.

I spoke with Jay and Nathan recently about the positive changes the magazine has made and about some of the numbers that support the idea that travel is a hot commodity right now in the world of magazine media. According to Jay, T+L is enjoying its largest audience ever in print, with 6.7 MM and in digital, 3.3 MM. The magazine is twice as large as its nearest competitor and has more millionaires in its audience than any measured publication.

Also, according to Time Inc.’s 10th Annual Time Inc./YouGov Survey of Affluence and Wealth which was recently released; leisure travel is expected to grow the most among all categories studied, with an increase of 15.9% from 2014 to $115.2 billion. When asked about passions, travel was the top response (67%), followed by “spending quality time with my family” (65%).

The findings certainly bode well for the future of Travel+Leisure and the two men whose passion for travel is exceeded only by their ardor for their brand.

So, I hope you enjoy this “trek” into the minds of two avid travelers as they talk about the magazine that always goes with them on their travels – the Mr. Magazine™ interview with Jay Meyer, Publisher, and Nathan Lump, Editor-in-Chief, Travel+Leisure.

But first the sound-bites:

On why Jay believes travel is so hot right now on the publishing scene: If you look at travel media; travel media has had a growth of 37% in the last three years and the research team says that because of two reasons. One: because travel is luxury, and two: because we’re all so attached to our desktops, tablets and phones; at some point in time, people actually want to put those devices away and have a lean-back experience and dream a little bit and plan a trip; do something for themselves.

On Nathan’s opinion of the lean-back experience: I think for me, it’s really true in the sense that when you think about it, we have so much information at our fingertips; no one necessarily needs to read a magazine in order to learn things, so those that do are obviously making a very conscious choice that they want to give a certain amount of their leisure time to that experience.

On whether Nathan can ever imagine Travel+Leisure not having a print component: Sure. We’ve seen the growth in digital and all of us can imagine that world. I don’t think that world is upon us yet. Our readership in print is actually larger than it’s ever been in its history.

On Jay’s opinion of why Travel+Leisure’s audience numbers have increased within its print media, rather than its digital: I think there are a lot of reasons, but the simplest is that we needed to re-platform, which is now done. And in the past we have been producing about 10 pieces of content per week, and Nathan and his team are moving into a place where they’re going to produce 20 pieces of content per day, high velocity publishing, and we expect those numbers to increase exponentially.

On whether as a publisher, digital makes Jay’s life harder or easier when it comes to selling the brand to advertisers: I think digital absolutely makes our lives easier. Nathan was talking about consumer behaviors earlier; if you actually think about the process and mindset of looking at travel as being inspired and then planning and considering and then buying and sharing; we need to be on all of those channels; we’re not there yet, but obviously, digital is a huge part of that process.

On how Jay sees the magazine’s attempt to attract luxury advertisers, but stay grounded and keep the magazine at mass appeal at the same time: The answer is if you look at syndicated research, to your point, we have a really great audience and marketers see that audience as exactly what I said previously, in terms of, they have a healthy income, they take action, they travel, and outside of Travel+Leisure, if you look at it from the advertiser’s brand perspective, these are people that they want as customers.

On the humanization of the magazine and who would appear if Nathan struck the magazine with a magic wand: Everything that we’ve done with the changes to the brand really begins with who we see this reader as, and fundamentally for me, it is that person who Jay mentioned earlier who takes 23 trips per year. So, when you think about that person, that person has been a lot of places, done a lot of things; they’ve crossed a lot of things off of their bucket list and they are fundamentally worldly people. They bring a sophisticated and cosmopolitan point of view to their lives and to their travels.

On why the magazine’s logo wasn’t changed during the redesign according to Nathan: Partially, because I think that the brand is in such a healthy place and it has such great awareness and recognition. I felt why tinker with something that is working for us.

On the biggest stumbling block Jay had to face as publisher of the magazine: In terms of Nathan’s arrival and from that point to where we are now, I think the biggest challenge has been time.

On how he overcame it: Honestly? Relentless hard work and a ton of travel. (Laughs)

On anything either would like to add – Jay first: One thing that I would add is that we kind of summed up that the travel space is doing quite well and Nathan talked about the travel industry as a whole, the GDP and the number of jobs; I would just say that I want to applaud Time Inc. for giving us the resources to make this happen in print and digital, which as you know, doesn’t always happen together.

On what Nathan would like to add: The one thing that I would add, Samir, is that we focused quite a bit on the print magazine, but I think the other thing that is really important here too is the digital piece because obviously we see tremendous opportunity for us to grow and also to evolve our business, particularly leveraging our digital platforms.

On Nathan’s opinion of why it took five to six years for the media industry to realize when it comes to print and digital, it’s not either/or, it’s both: I think for a lot of people there was just some basic fear and lack of understanding of how people were really using the product.

On what keeps Jay up at night: As we move forward, it’s an interesting time in the media world; it’s all about ideas. So, ideas keep me up at night, my own and others.

On what keeps Nathan up at night: What does keep me up at night is the fact that I have so many things that I want to do, that we want to do, and there is always that thinking like, oh no, are we going to be able to do it all and do it all as quickly as I would like.

And now the lightly edited transcript of the Mr. Magazine™ conversation with Jay Meyer, Publisher, and Nathan Lump, Editor-in-Chief, Travel+Leisure.

Samir Husni: First, congratulations on the magazine; I love the new design; actually, I love the whole reinvention of the magazine.

Jay Meyer: Thank you.

Samir Husni: Jay, what’s the status of the travel magazine market today? You’ve reinvented Travel+Leisure; Condè Nast Traveler is upscaling their magazine and changing the size; National Geographic Traveler has a new editor; Smithsonian came out with a new travel magazine and so did Airbnb; suddenly, it looks as though travel is hot. Why do you think this is happening now?

Jay Meyer: Travel is hot. If you look at travel media; travel media has had a growth of 37% in the last three years and the research team says that because of two reasons. One: because travel is luxury, and two: because we’re all so attached to our desktops, tablets and phones; at some point in time, people actually want to put those devices away and have a lean-back experience and dream a little bit and plan a trip; do something for themselves.

We believe, and these products were built for, the reader and viewer of Travel+Leisure who wants to be inspired and we call those people: experience-collectors. They travel 23 times per year; they all have passports, and they have a really healthy income. And that 23 times per year breaks down to 13 business trips and 10 leisure.

Samir Husni: Nathan, you wrote in your letter from the editor that reading a magazine is a luxury. Can you expand on that a little bit more and on what Jay just said, in terms of the lean-back experience?

Nathan Lump: Sure. I think for me, it’s really true in the sense that when you think about it, we have so much information at our fingertips; no one necessarily needs to read a magazine in order to learn things, so those that do are obviously making a very conscious choice that they want to give a certain amount of their leisure time to that experience.

I’ve spent a lot of time looking at what behaviors look like across the platforms. One of the things, and it sounds very intuitive and I think it’s important to keep it in mind, because we live in a digital age, if I’m looking for information about something in particular, I’m going to engage in digital behaviors around finding that information. If I’m a traveler and I’ve decided to go to Spain; I’m not sitting around waiting for my Travel+Leisure to come and hoping there’s going to be an article about Spain in it for me. I’m going to go online and find out more information about the place that I’m going to go to.

From the magazine reading experience, I think what that means is we have this audience whether they purchased the magazine on the newsstand or they’re a subscriber, they’re interested in travel; they’ve decided to give us some of their leisure time, and they’re basically coming to us in an open mindset. They’re saying, I am open to the idea of discovering new places, new experiences and new things, so they’re issuing an invitation to us to get them excited.

For me, editorially, the bar that we set for ourselves, particularly in print, is to try and create an experience that is immersive and rich enough that we are, in fact, actually getting people excited about things that they didn’t know they should get excited about. And that’s a lot of what I mean when I talk about the luxury of magazine reading.

I would also add, just building on what Jay has said too about the travel category in general, and you probably know some of this, so forgive me if I’m telling you something that you already know; travel is over a $7 trillion industry globally. One in every 11 jobs is generated by the travel industry, so this is a huge category. It’s bigger than a lot of other categories or industries that we think about when we think about media and verticals.

When you look at spending; over the years travel has become much more essential to people. Twenty years ago when you used to ask people if times got tough, what would you cut out of your lives in terms of spending, travel would be right up there at the top. This has actually changed in the years since and it’s become much more of a thing that people say they wouldn’t cut out. They’ll say they won’t buy that new sofa, but they’re still going to take that trip. And that’s been a really important shift.

Recently, Time Inc. released the results of an annual survey that we do, a survey of affluence and wealth, and among the findings, one that I found compelling was of all the discretionary spending categories that these folks said they were going to spend money on this coming year; their desire for travel was the second biggest category in that survey for spending after automobiles. So, it’s obviously a real priority for people, which I think contributes to the durability of the category.

Samir Husni: As an editor-in-chief, Nathan, can you ever imagine Travel+Leisure not having a print component after what you told me about the strength and power of print?

Nathan Lump: Sure. We’ve seen the growth in digital and all of us can imagine that world. I don’t think that world is upon us yet. Our readership in print is actually larger than it’s ever been in its history.

Jay Meyer: Yes, it’s at 6.7 million.

Nathan Lump: I would say that for the moment we see print still as a healthy piece. Obviously, digital is a really important growth opportunity, but we still see that there is a desire for this kind of luxurious, more lean-back experience, at least, in our category.

Samir Husni: Jay, it has been your print audience that has almost doubled in number, rather than your digital audience. Yet, when I look at statistics and numbers from other magazines and hear about their 3 million in print circulation and their 25 million in digital audience, why do you think Travel+Leisure’s audience is still attached to the print media?

Jay Meyer: I think there are a lot of reasons, but the simplest is that we needed to re-platform, which is now done. And in the past we have been producing about 10 pieces of content per week, and Nathan and his team are moving into a place where they’re going to produce 20 pieces of content per day, high velocity publishing, and we expect those numbers to increase exponentially.

Now, having said that, I think the key was to re-platform and redesign, so that we were able to move this forward.

Samir Husni: Did digital make your life easier or harder, Jay, in terms of selling the brand Travel+Leisure? Is digital making your job as a publisher harder or can you just walk into any ad agency and not hear the word crazy when talking about the reinvention of a print magazine in this digital age?

Jay Meyer: I think digital absolutely makes our lives easier. Nathan was talking about consumer behaviors earlier; if you actually think about the process and mindset of looking at travel as being inspired and then planning and considering and then buying and sharing; we need to be on all of those channels; we’re not there yet, but obviously, digital is a huge part of that process.

Nathan Lump: I would add that what we’re seeing, and Jay correct me if I’m wrong, what we’re seeing from the business community is that obviously, from a brand awareness and storytelling perspective, print is still a really important tool for us and that’s also partially because we’re living in the luxury space. And luxury advertisers have really seen that print still works for them from that perspective.

And then digital gives us an additional tool in our toolkit to do that, but also to help those partners who are interested in really driving bookings or consideration via their own website. It satisfies those kinds of needs, so in fact, I think it gives us, from a strategic perspective; it gives us more to sell as opposed to selling against. It allows us, depending on what the partner is looking for, to provide them with the product that makes sense for them, or in many cases, both products because many of our advertisers advertise across platforms with us.

Jay Meyer: And that’s really the point. I think what we’re seeing and what we’ve seen in the last couple of years is that most core partners of Travel+Leisure are using both. They’re not choosing one over the other; they’re actually using both for different reasons.

Samir Husni: Jay, as I look at the May issue and the variety of ads; we go from Cartier to GEICO; can you briefly tell me how you’re trying to capture that luxury market and at the same time stay grounded and be as mass as the magazine can be since you are the largest travel magazine?

Jay Meyer: That’s a good question and a tough question. And the answer is if you look at syndicated research, to your point, we have a really great audience and marketers see that audience as exactly what I said previously, in terms of, they have a healthy income, they take action, they travel, and outside of Travel+Leisure, if you look at it from the advertiser’s brand perspective, these are people that they want as customers.

On the luxury side, if you break down the 6.7 million, we actually have 1.1 million who are millionaires. So, there is a super healthy top end of that audience and certainly the luxury marketers understand that and want to reach those people.

Samir Husni: Nathan, let me shift gears a little bit and talk about the content. If you could humanize the magazine, strike it with a magic wand and have a person appear; would I see Nathan materialize, and if so, what type of conversation would he and I have about Travel+Leisure?

Nathan Lump: That’s a good question and I may end up answering it in a slightly roundabout way. Everything that we’ve done with the changes to the brand really begins with who we see this reader as, and fundamentally for me, it is that person who Jay mentioned earlier who takes 23 trips per year. So, when you think about that person, that person has been a lot of places, done a lot of things; they’ve crossed a lot of things off of their bucket list and they are fundamentally worldly people. They bring a sophisticated and cosmopolitan point of view to their lives and to their travels. So, from my perspective what that means is, editorially, we need to be where they are. We need to be as sophisticated as they are or more so, because they’re looking at us to surprise them and to give them novelty.

We’re really trying to push the boundaries in terms of what we give them, making sure that we are not only super current and in the know, but that we’re also really insightful. These folks are also, I think, really engaged with the world and understand what’s going on around them, they comprehend that travel is a tool for understanding the world.

You’re going to see in upcoming issues, such as in our June edition, our cover story is about Cuba; we have another big story in that issue looking at New Orleans 10 years after Katrina. These are two of the big stories of our time and we’re looking at them particularly through the lens of travel because we know that our audience use travel as a means of understanding. It’s pleasurable, of course; we want to capture the pleasure and the joy and fun of travel, but we also understand that we need to engage with some of the big issues, so, you can tell me if I’m answering your question, but I’m trying to conjure that reader.

And if we’re personifying ourselves; I want to be them. I want the product to feel, in that way, very intelligent and sophisticated, very worldly and with a very strong global perspective; that we’re paying attention to the entire world, we’re engaged with that; we’re as interested in what’s happening on the other side of the planet as we are with what’s in our backyard.

Samir Husni: So, when the June issue arrives at my home and I peer through the peephole in my door; do I see Nathan standing there?

Nathan Lump: Well, sure; I am definitely this person myself, I would say. I’m a serious traveler and have been my whole life. I probably travel a bit more than 23 times per year; that may or may not be recommended. (Laughs)

Samir Husni: (Laughs too)

Nathan Lump: But I love it. For me, travel is the great passion in my life; it is the thing that has changed me. It’s opened my eyes to so many things. I grew up in a small town in Wisconsin and I’ve had this travel bug ever since I was a child. Who knows why – I do try to bring to the product my own passion for this subject.

In the very first issue that I touched, which was the December issue of last year, and was largely completed when I arrived, but I did make a couple of small changes to it; we changed the cover, but I also wrote my first editor’s note for Travel+Leisure. And one of the things that I said in there was that I believe the fundamental hallmark of a traveler is curiosity. A true traveler is genuinely curious. And they don’t lose that. The more that they see and travel; the more curious they become. And that is absolutely true of myself in my own life and I definitely bring that to the page.

So, yes, I hope that the magazine is a reflection of me in that way.

Samir Husni: You’re also sounding like a journalist because I tell my students that a true journalist is a curious journalist. I tell them they don’t need a degree in journalism; they need a degree in curiosity.

Nathan Lump: I completely agree with that and that’s the thing about our subject matter. A lot of people say that this is fluffy stuff, but I really charge my team with bringing a journalist’s point of view to the work that we do. And that doesn’t mean that it’s all serious, a lot of travel is about joy, and the traveler’s experience is having fun, but I think there is a lot about learning and exploring and seeing the world and that is journalism.

Samir Husni: So, my next curious question is why did you leave the design of the logo the same? You changed everything except the nameplate.

Nathan Lump: That’s true. Partially, because I think that the brand is in such a healthy place and it has such great awareness and recognition. I felt why tinker with something that is working for us. Sometimes an editor will come in and feel that they have to change absolutely everything, including that, but because our brand has such great awareness and such great affection from our readers, I didn’t want to confuse them in that way. I just thought it was better to keep that piece stable.

Samir Husni: Jay, what has been the biggest stumbling block that you’ve had to face with Travel+Leisure and how did you overcome it?

Jay Meyer: In terms of Nathan’s arrival and from that point to where we are now, I think the biggest challenge has been time.

Samir Husni: As in the company, the magazine, or real time? (Laughs)

Jay Meyer: No, real time. In terms of setting the course of what we wanted to do with the product and who we were talking to and actually making that happen in a very short amount of time, which was certainly tough on both sides of the house.

Samir Husni: How did you overcome it?

Jay Meyer: Honestly? Relentless hard work and a ton of travel. (Laughs)

Samir Husni: (Laughs too)

Jay Meyer: I think Nathan and I would have the same answer, which is just relentless determination to make sure it happened.

Samir Husni: Is there anything else either of you would like to add?

Jay Meyer: One thing that I would add is that we kind of summed up that the travel space is doing quite well and Nathan talked about the travel industry as a whole, the GDP and the number of jobs; I would just say that I want to applaud Time Inc. for giving us the resources to make this happen in print and digital, which as you know, doesn’t always happen together.

Travel as a category is not a core category for Time Inc. and not one that they have played in before Travel+Leisure arrived here. So, we applaud them for seeing the opportunity and giving us the resources to make it happen.

Nathan Lump: The one thing that I would add, Samir, is that we focused quite a bit on the print magazine, but I think the other thing that is really important here too is the digital piece because obviously we see tremendous opportunity for us to grow and also to evolve our business, particularly leveraging our digital platforms.

As Jay said, and as you know, we re-launched the print magazine and the website at the same time, and like Jay said that almost never happens. I can’t think of the last time someone did it. And we did it because I was really committed and the company was committed and supportive of the idea to reimagine the platforms holistically, understanding the ways in which they’re related to each other and the existing dialogue they have with each other and they allow us to do slightly different things to serve our audience.

From my perspective, what we’re going to be doing digitally; you’re going to see a lot more from us and the dispersion of the website is really just the beginning. There is a lot more to come in terms of features and functionality, but also in terms of how we use that to engage and serve the audience.

So, the digital piece of it is, I think; we don’t really look at it as a threat; we look at it as an opportunity. I’ve actually been more focused on digital, although I have a long background in print, I’ve been more focused on digital in recent years. And that’s also a little bit unusual for a magazine brand editor. The last five or six years, I’ve been almost exclusively focused on digital products, and so I really see the ways in which we can leverage that.

Samir Husni: Nathan or Jay, why do you think it took us almost five or six years to except the fact that it’s not either/or, it’s both?

Nathan Lump: I think for a lot of people there was just some basic fear and lack of understanding of how people were really using the product.

I also think too that some categories have been more challenged by digital than we have in the travel verticals; for instance, news media have had a harder time adjusting to the balance between print and digital. And those are obviously some of the biggest and best-known brands out there. So, I think that’s also driven the narrative a little bit. Publicly, because the news organizations have such large audiences, such a big pulpit, they’ve also been the ones that have in some ways seen digital be more of a challenge to print than we have in the travel verticals.

Samir Husni: My typical last question, and I’ll start with Jay; what keeps you up at night?

Jay Meyer: I’m not a strong sleeper, so a lot of things keep me up at night. (Laughs) I would say, and I won’t speak for Nathan, but I’m ambitious and curious. As we move forward, it’s an interesting time in the media world; it’s all about ideas. So, ideas keep me up at night, my own and others.

Samir Husni: And Nathan?

Nathan Lump: You kind of stole it from me, Jay. (Laughs) What does keep me up at night is the fact that I have so many things that I want to do, that we want to do, and there is always that thinking like, oh no, are we going to be able to do it all and do it all as quickly as I would like. Like Jay said, the world is evolving so quickly and so is the industry, that there’s always that concern if you’re moving along with it quickly enough. I think that’s why we’ve been so aggressive in the last six or seven months and why we’re going to keep that pace up. That is really the biggest thing, honestly, for me.

Samir Husni: Thank you.

“Print is not dead for us; it’s thrilling. Of course, I hear it in other magazines and it scares me to death because I’m such an old print horse that I never want it to go away. And so it’s really exciting for me to be at a magazine where there’s never talk of not doing print anymore. Yes, it’s doing well.” Diane Anderson-Minshall

Although we live in the 21st century and in an era of natural enlightenment overall; unfortunately, there is still a stigma attached to the three letters HIV virus and the implications and stereotypes that may follow.

That’s why the powers-that-be at HIV Plus magazine decided that their message of care and concern for people who suffer from HIV and all chronic, medically-managed illnesses would be better served to rebrand without those three letters. Hence, Plus magazine was born with the intent of opening up a whole new conversation with people who felt uncomfortable picking up the magazine when it was known as HIV Plus.

Diane Anderson-Minshall is editor-in-chief of the magazine and is a staunch advocate for the magazine’s mission. I spoke with Diane recently and we talked about the rebranding and how the hope of reaching more people with the magazine’s message was the driving force behind the change in title and design.

I hope you enjoy the Mr. Magazine™ interview with Diane Anderson-Minshall, Editor-in-Chief, Plus magazine, and a woman whose passion for the HIV/AIDS community and all who endure the pain of chronic illnesses, is genuine and far-reaching.

But first the sound-bites:

On changing the name from HIV Plus to simply Plus: We did have people who told us if you don’t have HIV in the title, even though we’re still a magazine for people with HIV, but if we don’t have it in the title, it looks like a health magazine about several things, including HIV. You don’t have to be HIV positive to read it.

On the new tagline; you’re more than your status: The bottom line is we’re recognizing that our readers have HIV, which is a chronic manageable condition and it’s not a definer of their lives, so we have to recognize that they need more out of a magazine than just treatment information. They’re looking for a whole magazine for the whole totality of their lives.

On keeping the website and social media with the original name: We didn’t rebrand the website or the social media sites and part of that is because a magazine is something that is very visible versus a website where anyone can sneak onto it; we all know that because we sneak onto certain websites all the time.

On the new celebrity-oriented covers and whether they convolute the message the magazine is trying to render: I don’t actually. I think that our mission is the same. We started doing celebrity covers when I came onboard as editor-in-chief and part of that is because celebrity covers are aspirational. I think that we’d be foolish to not recognize that people like to see aspirational profiles of other people who are doing something related to their lives.

On whether any celebrity has ever rejected the magazine’s offer to be on its cover: Yes, absolutely. I’m not sure I can name who those people are, but that absolutely happens all of the time. And those are oftentimes celebrities who are doing something with an AIDS charity already, but who don’t want to be associated with a magazine. Sadly, it has happened a number of times.

On the biggest stumbling block she’s had to face: The biggest stumbling block was getting our people who write for the magazine to recognize that our readership is a high school educated level readership, because I think people find that’s sometimes harder to write to.

On her most pleasant moment at the magazine: There have been so many. But at the U.S. Conference on AIDS last year in San Diego, for example, we made a life size cover of the magazine, with just the logo and a little bit of text, and then basically people came up and posed in front of the magazine like they were the cover star of the magazine. And then they Tweeted out the photos or we did and that was a great moment.

On whether she considers herself a journalist first or an advocate for the magazine’s mission: I consider myself a journalist first, but there’s no denying that this is advocacy journalism. There’s just no denying that in order to do this magazine, you have to consider yourself an advocacy journalist.

On anything else she’d like to add: One thing that people do keep asking me is whether we’ve made this change because we’re losing money? And this is the very first time I can say this, because a lot of times I’ve been at publications where what I’m about to say was not the case; where we did make a change and it was because we needed to deal with dropping revenue. In this case, we’ve been doing phenomenally well and we’ve been consistently doing well over the last few years that I’ve been here.

On why she believes print is not dead: Print is not dead for us; it’s thrilling. Of course, I hear it in other magazines and it scares me to death because I’m such an old print horse that I never want it to go away. And so it’s really exciting for me to be at a magazine where there’s never talk of not doing print anymore.

On what keeps her up at night: In terms of publishing, just production can keep me up at night. Just knowing production is two weeks away and that I have to file 80,000 words by then. That can keep me up at night. And that’s just the very beginning of what keeps me up at night.

And now the lightly edited transcript of the Mr. Magazine™ conversation with Diane Anderson-Minshall, Editor-in-Chief, Plus magazine.

Samir Husni: Why did you change the name of the magazine from HIV Plus to just Plus?

Diane Anderson-Minshall: My publisher, Joe Valentino, and I had been talking for a couple of years about whether the name of the magazine was kind and modern and really reflected all that we were doing with it for readers. We started doing some informal questioning of those readers and of people who distribute the magazine; because we’re a bit like WebMD in that we reached our quarter of a million reader’s right at the point of care, for the magazine in particular, of course, the mobile app and the web as well.

We started talking about how the name was; what we were doing with it; if it was reaching readers, that kind of thing, because when we started the magazine in the late 1990s it was a very different landscape in terms of who was reading the magazine and the kind of information that we were providing.

In the last couple of years, we’ve definitely become much more service-oriented than we were before. The magazine before had been very newsy, of course in part because it was also run by that staff of The Advocate, which is an LGBT news magazine, so it had been very newsy, but maybe wasn’t as useful when it came to what readers were looking for at that point.

This sort of informal questioning and surveying people kind of coalesced at the U.S. conference on AIDS last fall, where we did informal focus groups and we talked with a lot of people who were reading the magazine and also people who provided the magazine, like social workers, clinicians and people who ran LGBT centers or health centers or AIDS service organizations.

And when we started questioning them, we found a couple of things at that point and one of them was that we had a number of people who came up to the booth, picked up the magazine and said, oh my, I love Plus magazine and I read it all the time. And that made us realize that there was a chunk of our readership that was already calling us Plus magazine, sort of like the little HIV in our masthead or our logo at that point wasn’t resonating for them that it was part of the name of the magazine the way we had designed it.

And then at the same time we spoke with a number of people who said, I have a lot of people who read your magazine when they’re at my office or at the center, or getting their monthly healthcare or shots, but they won’t take it home, in part because it’s called HIV Plus. It’s really clear that it’s a magazine only for people with HIV.

So, I asked those people by just dropping the word HIV from the title, would it allow them to take the magazine home and feel comfortable about it? And the consensus was from all these people, yes, just removing the word; those three little letters from the title kind of eliminated the stigmatizing language that led with the virus. And this helped us think, well, OK, maybe this is a time for us to rebrand ourselves as Plus and eliminate the stigmatizing language that leads with the virus and tell our readers that at this point we understand that they more than their HIV status; you’re you, plus a little something more and for a lot of our readers that can be HIV or Hepatitis C or another condition.

At the same time, the change would open the magazine up for those people who would not pick it up or take it home because of having that HIV in the title. The change would make those people feel comfortable and safe to carry the magazine on a subway or read it in their cubicle or leave it on their coffee table if their friends come over.

A part of it was we recognized that there were different types of people reading our magazine and several of those people were very happy and proud to use HIV as a way to describe themselves and those are the people that we feel we were reaching at that point, and those people aren’t often living in the areas hardest hit by the virus. And we knew that there were a lot of people living in areas where they weren’t getting the right kind of treatment or getting connected to care; they’re weren’t getting the right kind of information because they were afraid for people to recognize that they had HIV.

So, we did have people who told us if you don’t have HIV in the title, even though we’re still a magazine for people with HIV, but if we don’t have it in the title, it looks like a health magazine about several things, including HIV. You don’t have to be HIV positive to read it. That’s kind of our angle; we’re trying to work to get those people who are afraid to pick up the magazine and we’re asking those people who lead with HIV in their lives to understand that we’re not going in the closet about being a magazine for people with HIV, we’re just asking them to make some considerations for those people who are afraid to pick up the magazine. By losing those three little letters in the title, we sort of open ourselves up for those people to join the conversation and have access to the information that they desperately need and aren’t getting yet.

Samir Husni: And that led to the new tagline under the name: because you’re more than your status?

Diane Anderson-Minshall: Yes, I mean, we’re really just sort of playing around with different things and for me; I kept thinking with Plus, we wanted to tell our readers that we get you, you’re you, plus something extra, in this case, HIV, but it could be other things too.

But the bottom line is we’re recognizing that our readers have HIV, which is a chronic manageable condition and it’s not a definer of their lives, so we have to recognize that they need more out of a magazine than just treatment information. They’re looking for a whole magazine for the whole totality of their lives.

Samir Husni: You’re website is still HIV Plusmag.com…

Diane Anderson-Minshall: It is and that’s actually going to stay that way for now. We didn’t rebrand the website or the social media sites and part of that is because a magazine is something that is very visible versus a website where anyone can sneak onto it; we all know that because we sneak onto certain websites all the time. People generally don’t see a browser history; they don’t look into what we’re searching for, so you can actually go onto HIV Plusmag.com without feeling the stigma. And I’m assuming a lot of people will still do that, so you don’t feel any stigma when you do it because no one knows what you’re doing online, versus a magazine which is very visible; it’s something that you take home or have on your coffee table or next to your bed.

It’s something very different for people when they’re carrying the magazine versus reading the website. And we recognize that sometimes those are two different audiences with two different needs. So, we went ahead and left the social media and the web and our mobile app with the brand HIV Plus for a variety of reasons, but that’s one.

And then another reason is that making a change to those things right now; we just don’t want to scare off the readers that are accessing us through those channels at this point and we don’t need to lose traffic or any of those kinds of things. And we felt like again, with the website and the social media accounts, it just wasn’t as pressing to change those because people aren’t monitoring you when you’re looking at those sites versus when you have a magazine and it’s everywhere around you. Does that make sense?

Samir Husni: Oh yes, that makes perfect sense. In fact, you give more ammunition to my fight that digital and print each has its own role in today’s world.

Diane Anderson-Minshall: Yes, absolutely.

Samir Husni: We all know that we live in a digital age and as you mentioned, it’s much easier for somebody with HIV to sneak onto the web and look for answers or help; yet with the magazine, it’s like announcing it to the world. As you move into Plus, even into the design of the cover with its celebrity-oriented nature; do you see any conflict between the message the magazine is providing and the look of the magazine?

Diane Anderson-Minshall: I don’t actually. I think that at this point, we’re the leading provider of HIV health information through the magazine and our online portals and mobile platforms and we still have the same mission, which is bringing accurate and trustworthy information about HIV and other related mental and physical health conditions, but in a way that’s empowering and entertaining and up-to-the-minute.

And so I think that our mission is the same. We started doing celebrity covers when I came onboard as editor-in-chief and part of that is because celebrity covers are aspirational. I think that we’d be foolish to not recognize that people like to see aspirational profiles of other people who are doing something related to their lives. Everybody picks up a magazine with a celebrity on it; it’s much harder to get people to pick up a magazine without a celebrity, so there’s no reason for us not to run those as well.

What we do is interview celebrities who are either people who do have HIV or have some relationship to HIV or AIDS, maybe through a family member or they work in a social cause related to it as a charity or they’re playing a role of an HIV-positive person on television or in film. And those are some of our most popular pieces.

What I think of these celebrity pieces is a little bit like the cherry in the cough syrup, you know; we need to make this sweet for people to pick up and then they get the information they need inside. The celebrity covers bring people in.

You’re at the doctor’s office and you’re looking at the array of magazines on the table and you’re next to us and you’ve got Sofía Vergara on the cover of WebMD and we’ve got somebody to compete with that so you’ll pick us up. And then you’ll find the information that you need; the treatment and medication information, but also the fitness, mental health, nutrition, sex and dating advice and the real, but aspirational profiles of other people living healthy lives with chronic conditions.

Samir Husni: Have you ever been rejected by a celebrity or a celebrity’s agent who said, no, we don’t want to be on the cover?

Diane Anderson-Minshall: Yes, absolutely. I’m not sure I can name who those people are, but that absolutely happens all of the time. And those are oftentimes celebrities who are doing something with an AIDS charity already, but who don’t want to be associated with a magazine. Sadly, it has happened a number of times.

And then we’ve also reached out to some celebrities we know who are HIV-positive themselves and tried to see if they were ready to have their coming-out interview and they were not. We don’t hold any ill will in those cases because we understand how difficult it is to come out about being HIV-positive, but again if you’re a celebrity with all the resources of the world at your fingertips and you’re not able to come out about being positive, imagine how difficult it is for the 18-year-old kid in the southeast who’s just found out he’s positive and has no resources.

Samir Husni: What has been the biggest stumbling block that you’ve had to face since becoming editor-in-chief of the magazine and how did you overcome it?

Diane Anderson-Minshall: The biggest stumbling block was getting our people who write for the magazine to recognize that our readership is a high school educated level readership, because I think people find that’s sometimes harder to write to. We’ve had to refocus the magazine a little bit and recognize that there are a couple of things happening here with this readership and one is that the readership isn’t college educated. And that changes how you’re writing things. I have a policy where I send back any story if I have to go to the writer and say, do you understand this sentence, and they say no, and I respond, then neither will our readers. I’ll send back anything where I can’t understand it and I think it’s really hard for people to like medical stuff without getting very science-oriented and boring. So, I believe we have a responsibility to our readers to make this stuff more interesting and understandable; to make it information that they’re going to want to read, rather than information that feels like it’s a package insert.

I feel like in a lot of ways one of our responsibilities is to take what pharmaceutical companies are saying about their medication for example, or about clinical trials or studies or new research and development, take that information and then translate for actual readers. And that’s a really heated task because there’s just such a big disconnect between science, academia and the way that they speak and the way an average real person does and the way that we understand things.

That’s actually been a challenge, making the magazine more service-oriented and more understandable to a group of readers who basically don’t know that kind of language and information that I think we sometimes fall back on.

We’re a niche magazine and I’ve always managed niche magazines, but I think in this case, we’re a niche magazine that’s finding out consistently that we have a wider audience than we once thought and so we’re trying to understand how to reach and speak to that audience cross range; 90% of our readers are men and among those, over half are people of color, and a larger majority are gay or bisexual, so that means we have 10% of women who are almost entirely straight, some are transgender, and of our readership, only about 88% have HIV, so I feel like we speak to the health needs of these readers more than any other magazine does. And I can say that even though we belong to the company that has the two largest gay publications on their roster; that we can speak to the health needs of gay and bisexual men in a way that other publications just can’t because we have the know-how and the experience.

But I do think we speak to both gay men and straight women and across different ethnic groupings; it’s a pretty broad range.

Samir Husni: And what has been your most pleasant moment at the magazine?

Diane Anderson-Minshall: There have been so many. I went to the ‘HIV is not a Crime,’ which is an anti-criminalization conference that was held last summer and was the very first, and is basically aimed around reforming HIV criminalization laws in the country, many of which were put together in the 1980s when AIDS was a terrifying thing and a lot of the lawmakers who originally worked on those initial laws are now arguing for those laws to be updated, reformed or ditched completely. I went to the conference, both to cover it and lend any advice and to really just support it to show that our organization supports that movement.

And I met so many people there who just treated me like a rock star, being the editor of Plus magazine, and it was amazing seeing these people who are frontline activists, working directly with politicians and people who had gone to the White House to speak to President Obama about HIV; people who are really major players in what we would call the HIV activist movement. And they were just very excited to have Plus represented there and excited to meet the people behind the magazine. I wouldn’t say it was like being One Direction or something, but it was really amazing.

Certainly, when we go to these events, it’s for us; it’s partly about a new opportunity for audience development, because that’s a part of what events are for publishers and their publications. And we love it. When we go these events we see people moving between our platforms with the brand, and once they get one platform, they explore the other and we’re a part of that when we’re doing these events.

But at the U.S. Conference on AIDS last year in San Diego, for example, we made a life size cover of the magazine, with just the logo and a little bit of text, and then basically people came up and posed in front of the magazine like they were the cover star of the magazine. And then they Tweeted out the photos or we did and that was a great moment because, again, when we’re trying so desperately to reach people who are afraid to pick up the magazine, at the same time, we have all of these other people who are so proud of the work that they’re doing or so proud of the life they’re living.

And some of them aren’t activists; they’re ordinary people living with HIV. But they were so proud to be on the cover of the magazine, to be like cover stars. Just the excitement and the energy around something like that; it wasn’t even about our social media numbers shooting up, which they did, but it was really about that wonderful feedback that people were getting what we were doing, that they like what we’re doing and that we’re giving them something that’s really adding to their lives.

Samir Husni: What do you consider yourself? I know you’re the editor-in-chief, but what do you consider yourself to be first, a journalist, an advocate, or a rock star?

Diane Anderson-Minshall: (Laughs) I consider myself a journalist first, but there’s no denying that this is advocacy journalism. There’s just no denying that in order to do this magazine, you have to consider yourself an advocacy journalist. I think those two things are first and the rock star is very, very far down on the line. I have moments of feeling like a rock star, but I know I’m not.

Samir Husni: (Laughs) Is there anything else that you’d like to add?

Diane Anderson-Minshall: I feel like we reflect the best the country has to offer in coverage of HIV and Aids and we’re trying to take a magazine that’s largely a service publication and work in hard-hitting news and health investigations and have the latest treatment information, and these interviews that are always inspirational, for our readers.

We’ve won a number of awards for our coverage of HIV and AIDS, including the National Lesbian and Gay Journalists Association; they have an excellence in HIV/AIDS coverage award which we’ve won a few times. We’ve won some other awards as well and I was given the Western Publishing Association; the Maggie Award last year. They have an inaugural leadership award and I was given that for the work on HIV Plus mobile app. So, we get pretty good validation from other journalists in other areas media.

One thing that people do keep asking me is whether we’ve made this change because we’re losing money? And this is the very first time I can say this, because a lot of times I’ve been at publications where what I’m about to say was not the case; where we did make a change and it was because we needed to deal with dropping revenue.

In this case, we’ve been doing phenomenally well and we’ve been consistently doing well over the last few years that I’ve been here. In fact, we’ve often been the top print magazine in the company and that includes both Out and The Advocate magazines, because our ad sales are consistent and we don’t face the same economic setbacks that other advertising arenas do, like fashion or travel and advertising industries, for example. Pharmaceutical industries have specific things they need to advertise and they have requirements for that advertising, so as long as the medication market is robust, then we continue to have consistent ad sales, which is our primary driver of funds.

So, it’s important for me to make it clear that this was not a decision we made because we weren’t selling, it was quite the opposite and I’m really proud of that.

Samir Husni: So, you’re telling me that print is not dead?

Diane Anderson-Minshall: Print is not dead for us; it’s thrilling. Of course, I hear it in other magazines and it scares me to death because I’m such an old print horse that I never want it to go away. And so it’s really exciting for me to be at a magazine where there’s never talk of not doing print anymore. Yes, it’s doing well.

Samir Husni: My typical last question; what keeps you up at night?

Diane Anderson-Minshall: Everything. Even though we’re doing well, we still have limited resources allocated to editorial, so we still have everyone doing the job of four different people.

In terms of publishing, just production can keep me up at night. Just knowing production is two weeks away and that I have to file 80,000 words by then. That can keep me up at night. And that’s just the very beginning of what keeps me up at night.

Samir Husni: Thank you.

“When I’ve worked at legacy publications, we’d create this content that was basically designed to be an adjacency to advertising. Whatever, fine. Then the advertising disappears. Advertising definitely comes and goes; you have to make sure that you have a product at the end of the day that your readers actually care about, because the advertising dollar today will disappear tomorrow.” Adi Ignatius

Focusing on areas such as leadership, finance, marketing and the art of managing people, among many other business-related topics, Harvard Business Review (HBR) is a magazine dedicated to improving all facets of management in today’s fast-paced world.

Adi Ignatius is editor-in-chief, or as he likes to refer to himself, the balancer-in-chief of HBR. He came to the magazine in 2009 from TIME, where he was deputy managing editor, helping to oversee the week-to-week editing of the magazine and was also responsible for many of TIME’s special editions, including the Person of the Year and TIME 100 franchises.

After coming onboard at Harvard Business Review, Adi set about reinventing the academic read into more of a consumer-type magazine, one that has seen circulation growth and subscription prices increase since his joining the team.

I spoke with Adi recently and the discussion was both fun and informative. He has definite opinions on where HBR is heading and the future of magazine media in general.

So, I hope you enjoy this conversation with a man who believes in the timelessness of his brand and the collectability factor he thinks all magazines need today, the Mr. Magazine™ interview with Adi Ignatius, Editor-in-Chief, Harvard Business Review.

But first the sound-bites:

On the transition he had to make in 2009 when he came to HBR right after the Market crash: When I came on in 2009, Harvard Business Review hadn’t written a word about the recession and that seemed odd. I understood that the magazine always wanted to be timeless in everything it did, but it seemed that this was a different period; readers were desperate for information about the worst economic situation that we’ll all hopefully face in our lifetimes. Luckily, the people who run this place wanted somebody who had that kind of metabolism, someone who could bring a sort of timely sensibility to the timeless tradition and deal head-on with some of the topics people were worried about.

On the advice he would give media leaders about the future of print today: I think getting past the sense of a lot of things that we thought were traditionally important like print, front pages, home pages, viewing yourself as only a destination site; I think you have to let go of these assumptions and really follow where the market is going and where readers are going. And make sure your content is unique and valuable and make sure you are maximizing every possible connection and platform that you could be on.

On some of the stumbling blocks that would prevent magazine media from implementing his common sense advice: We all know where this plot line is heading; we all know that we are moving rapidly toward a more digital, or even fully digital, future. The problem is we’re in the present. And the present is still in some ways attaching more value to the print part of our operations than is likely to happen in the future. So, it’s very difficult to handle that transition when we’re still relying on print for the bulk of our revenue and ad revenue, in some cases. It’s very hard to forego the short-term revenue that we all depend on to make the sort of long-term future digital.

On whether he thinks publishers are placing too much dependence on social media these days: We used to depend on LinkedIn for a huge amount of traffic, but when LinkedIn realized they weren’t simply a place for people to search for jobs, they decided to have content and stickiness, and a lot of that content was HBR. Then they sort of realized that they could be developing their own content and didn’t really need partners. So, that was a moment of panic, but I think as long as you’re creating content that’s valuable to your audience, whether it’s a big or a niche audience, you can adapt to these things.

On whether he can ever see a day when HBR will not have a print component: In theory, yes; it’s not a part of any of our plans at this point. I can imagine a reduction in print, in the number of print copies, and I would say that’s probably likely for us. And that would be driven by two main things: the decline in print advertising, which is real and profound and we see no sign of that being reversed, and more interestingly, a kind of shift in consumption habits.

On the cover price of HBR: Yes, we are higher-priced, but this magazine is for people who love ideas and you’ll find ideas in this publication that can improve your company and your career, well beyond what we’re charging. That’s essentially our value proposition.

On whether the collectability factor is important in magazine media today: I think we’ve all realized the value of the archives. We have an archive that goes back 25-30 years and subscribers get full access to anything that we’ve published during that time. And we tested that a couple of years ago and found out that subscribers were willing to pay significantly more when they realized they had access to that archive.

On anything else he’d like to add: That was a reinvention in 2010 and by any measurement that you could use, it worked. Our circulation has risen and is now at a record level, about 300,000. We have to do this again. We have to reinvent the business model again for all the reasons that our colleagues in the industry are doing it.

On what keeps him up at night: Our situation is a little more complicated because we also need contributors to feel like we’re the best place for them to publish their ideas. We’re this hybrid; we’re somewhere in between a normal magazine and an academic journal. And that sometimes keeps me up at night; whether I can keep that balance intact, while still driving the business forward. That’s what I do; I’m balancer-in-chief.

And now the lightly edited transcript of the Mr. Magazine™ conversation with Adi Ignatious, Editor-in-Chief, Harvard Business Review.

Samir Husni: You’ve been at Harvard Business Review since 2009, so you had just come onboard when the Market crashed. Can you describe how the transition for you was during that precarious time?

Adi Ignatius: I interviewed for the job in 2008, so when I came on in 2009, Harvard Business Review hadn’t written a word about the recession and that seemed odd. I understood that the magazine always wanted to be timeless in everything it did, but it seemed that this was a different period; readers were desperate for information about the worst economic situation that we’ll all hopefully face in our lifetimes. And a publication like Harvard Business Review could provide insight.

Luckily, the people who run this place wanted somebody who had that kind of metabolism, someone who could bring a sort of timely sensibility to the timeless tradition and deal head-on with some of the topics people were worried about.

We took that opportunity to kind of reinvent the magazine, the website and set out a path for growth from that.

Samir Husni: If you were going to apply the same formula that you did for the Harvard Business Review on its business side to magazine media today, in 2015; what type of magazine would you create to help magazine publishers and editors adapt to all the changes that are taking place and what advice would you give those media leaders about the future of print today?

Adi Ignatius: I wouldn’t necessarily get hung up on print. I don’t think the answer for all of us is finding out a way to maximize print; some of us will be print; some of us will be digital, and then some of us will be a hybrid.

I think getting past the sense of a lot of things that we thought were traditionally important like print, front pages, home pages, viewing yourself as only a destination site; I think you have to let go of these assumptions and really follow where the market is going and where readers are going. And make sure your content is unique and valuable and make sure you are maximizing every possible connection and platform that you could be on. That’s obvious maybe, and the hard part might be actually implementing that. I guess that would be my first bit of advice.

Samir Husni: What do you think are some of the stumbling blocks that are stopping people from implementing that common sense solution?

Adi Ignatius: I guess some of them you’re probably very familiar with. We all know where this plot line is heading; we all know that we are moving rapidly toward a more digital, or even fully digital, future. The problem is we’re in the present. And the present is still in some ways attaching more value to the print part of our operations than is likely to happen in the future. So, it’s very difficult to handle that transition when we’re still relying on print for the bulk of our revenue and ad revenue, in some cases. It’s very hard to forego the short-term revenue that we all depend on to make the sort of long-term future digital. And we all think that we can manage that transition and jump from one to the other and do it at the perfect time versus our knowledge of a company like Kodak, which knew very well the digital future was coming, didn’t handle the transition well at all. And that’s what happens if you don’t.

But I think one big problem is simply the fact that print remains hugely important for most of our business models and, as I said, it’s very difficult to forego the short-term revenue.

The second thing is just the landscape is moving so quickly. If you look at social media, the Harvard Business Review is very successful in social media. We have a huge number of shares and a huge number of followers; we generate a lot of traffic through social media. What will our relationships be with Facebook, Twitter, LinkedIn and others in a few years; it’s impossible to know. Probably very different from what they are now.

There’s a fundamental uncertainty that means we’re all experimenting a lot, but it’s somewhat difficult to have as much confidence in precise, future digitally-focused plans because it’s such a moving target.

Samir Husni: Do you think we’re making the same mistake as we did when we put all of our dependence upon advertising, because now we’re trying to depend so much on social media? What if Facebook decides to listen to the rumors I’ve been hearing and becomes an enclosed website, where it won’t take you to your website?

Adi Ignatius: I think we have to be open to that possibility. I think the most important thing is not to panic. There will be surprises like that. We used to depend on LinkedIn for a huge amount of traffic, but when LinkedIn realized they weren’t simply a place for people to search for jobs, they decided to have content and stickiness, and a lot of that content was HBR (Harvard Business Review) and I think HBR was some of the best performing content on that site.

And then they sort of realized that they could be developing their own content and didn’t really need partners. So, that was a moment of panic, but I think as long as you’re creating content that’s valuable to your audience, whether it’s a big or a niche audience, you can adapt to these things. So, we don’t have the same kind of relationship with LinkedIn now, but we’re working on developing other relationships with LinkedIn. Facebook and Twitter are great referrals to our site. If they’re cut off, we’ll figure something else out. A good brand with good content just has to be nimble. And if some of these things happen, we’ll figure something else out; I really do believe that.

Samir Husni: Can you foresee a day when HBR will not be in print?

Adi Ignatius: In theory, yes; it’s not a part of any of our plans at this point. I can imagine a reduction in print, in the number of print copies, and I would say that’s probably likely for us. And that would be driven by two main things: the decline in print advertising, which is real and profound and we see no sign of that being reversed, and more interestingly, a kind of shift in consumption habits. The challenge for us is to truly make digital a long-form reading experience that is as effective as print is now. And that involves new personalization, new utility, kind of a reinvention of what a long-form article is online, which is what we’re doing.

You talked about advertising before; the trap that many legacy publications have fallen into over the years is the pursuit of advertising at the expense of the relationship with the reader and the creation of quality content.

Nowadays, native advertising is viewed as a panacea for a lot of publications and a lot of native advertising solutions are great. We at HBR haven’t plunged into that yet, but we will and that’s fine. But I worry when I see some legacy publications, when they talk about what they’re doing; all they seem to be able to discuss is native. And my only feeling on that is advertising comes and goes, that is fact.

When I’ve worked at legacy publications, we’d create this content that was basically designed to be an adjacency to advertising. Whatever, fine. Then the advertising disappears. Advertising definitely comes and goes; you have to make sure that you have a product at the end of the day that your readers actually care about, because the advertising dollar today will disappear tomorrow. And there will be a new model, fine, you just have to make sure that you’re creating content that people actually care about and that isn’t just being created or advertising dollars.

Samir Husni: Somebody recently told me that the magazine industry doesn’t have an ink on paper problem; it has an advertising problem. Do you agree?

Adi Ignatius: Meaning what, exactly?

Samir Husni: That advertising is disappearing from print.

Adi Ignatius: Well, yes, that’s true. There are other models; some of the magazines that you and I love most are essentially subsidized by, I don’t know, a wealthy benefactor, maybe, something like that.

Samir Husni: (Laughs)

Adi Ignatius: And that’s also a good model. At HBR, just so you know; we’re not subsidized by the school, quite to the contrary. I’ve worked at Dow Jones and I’ve worked at Time Inc. And at HBR, we’re as commercially focused as any other publication that I’ve ever worked at. And we have to be successful on the bottom line and we have to be significantly profitable and the money that we make goes back to Harvard Business School to fund its case studies and research.

So, we’re very much in the real world and we’re very aware that advertising dollars have disappeared, but we’re a premium-priced subscription. Advertising is an important revenue source for us, but subscription is a more important source. What we’ve been able to accomplish in recent years is to increase circulation and increase the average price of a subscription and we want to keep doing that. So, I think there are ways if you have the right model and a target audience.

Samir Husni: With the price of the newsstand edition for just one copy, you can buy a year’s subscription to other magazines.

Adi Ignatius: Yes, that’s true. But I think if you get a subscription offer from Time magazine for $20 for a year and a half, it feels a little like the magazine is saying this publication has no value, please subscribe. And that’s not our approach. Yes, we are higher-priced, but this magazine is for people who love ideas and you’ll find ideas in this publication that can improve your company and your career, well beyond what we’re charging. That’s essentially our value proposition.

Samir Husni: One of the things that you mentioned earlier in our conversation was the need to create this timely, yet timeless, content. Do you think this is the future of print, that the printed word has to have a collectability factor and that it can’t be something described as disposable?

Adi Ignatius: I think we’ve all realized the value of the archives. We have an archive that goes back 25-30 years and subscribers get full access to anything that we’ve published during that time. And we tested that a couple of years ago and found out that subscribers were willing to pay significantly more when they realized they had access to that archive. And I think other publications are doing the same thing and unearthing archival ways that are proving valuable, informative and fun. I think in that sense, a smart curation of archives is a way to prove the timelessness of some of the ideas that we publish. And we want to do more of that.

The Harvard Business Review in the past was only about timelessness and I think the brand has proven adaptable enough that now, particularly on the web, we do things that are really timely.

Samir Husni: On a personal level with the magazine; what has been the biggest stumbling block that you’ve faced and how did you overcome it?

Adi Ignatius: When I came in 2009, we decided that we were going to reinvent the magazine. The company had just hired a consultant who had done focus groups and research and who had talked to people and concluded that the way we used to produce our covers, I don’t know of you remember it, but HBR used to be like an academic journal or like National Geographic in the old days, where the table of contents was fully listed on the cover.

And the consultant concluded that the table of contents on the cover was as iconic for Harvard Business Review as the red border is for Time magazine. And that you mess with that at your own peril. And I wasn’t sure that I bought that. (Laughs) And I saw the focus groups and heard what they were saying, things like, yes, I’m a marketing guy and I can see the table of contents, check out if there’s anything for me and if I’d really like to read it.

But to me that meant they were looking at the table of contents and if there wasn’t anything that appealed to them, they weren’t even going to open the magazine or even tear the plastic covering off, so all that work that one does to produce a magazine, the photos, the layout, the headlines and callouts; they weren’t even going to see any of that.

And our readership was pretty much going to decide that they should just go online and research what they wanted and buy articles there and they weren’t even going to subscribe.

So, we decided to do nothing that was revolutionary, but basically remake HBR more like a magazine. Maybe it was late in the era of print magazines, but it was still very important to us to create more of a personalization. HBR articles are hard going, so we wanted to make them somewhat more accessible, in terms of the art, headlines and presentation, because that’s it, right? You want people to read the articles they didn’t think they wanted to read from the table of contents, but they’re drawn into it for some reason and realize how interesting it really is.

Samir Husni: Anything else you’d like to add?

Adi Ignatius: That was a reinvention in 2010 and by any measurement that you could use, it worked. Our circulation has risen and is now at a record level, about 300,000; our newsstand sales, even in this climate, basically have risen every year from 2010 onward, we average about 40,000 on the newsstand at $17.95, so by any measure, that’ s been successful.

We have to do this again. We have to reinvent the business model again for all the reasons that our colleagues in the industry are doing it. We’re kind of in the process of a strategic rethink to redefine what it means to be a subscriber, a member who belongs to Harvard Business Review. And I believe we’ll have some pretty interesting things to talk about in a few months.

Samir Husni: My typical last question; what keeps you up at night?

Adi Ignatius: (Laughs) Business thinkers often say that you need to focus on one audience primarily and that would be readers, focus on your readers and keep your eye on them. But our situation is a little more complicated because we also need contributors to feel like we’re the best place for them to publish their ideas. We’re this hybrid; we’re somewhere in between a normal magazine and an academic journal.

And maintaining that sweet spot requires us to play this game of wanting HBR to be more accessible, but it also needs to sustain its level of rigor so that we remain true to who we are, but we also remain the place for the kind of authors that we want, who come up with the great ideas and that we remain the place they want to publish them. And that sometimes keeps me up at night; whether I can keep that balance intact, while still driving the business forward. That’s what I do; I’m balancer-in-chief.

Samir Husni: Thank you.