How To Recover Promise RAID Arrays

Post dateMarch 25th, 2014 by admin in The Web | No Comments »

rgeoSure, the companies say you can recover promise RAID arrays but at what price does RAID recovery come in at? (The answer is here.)  Some people still call their customer service hotline saying it is not as effective as the advertisements say because they still lose their files. This is actually not true and the way they recover the files is incorrect. The files will be recovered when they are properly backed up. There are actually so many customers complaining about the RAID service but there is nothing they can do because their files were not backed up properly and it is not RAID’s fault.

There is no other reliable brands in the market for hard drives but the best one you can get is RAID. They are reliable and fast unlike other brands in the market. RAID is one of the most famous brands in the market but according to some users, they are not that perfect and reliable because of their own negligence. They have some recovery systems for their hard drives but most of the times, the files get infected because the user fails to install anti-virus so it gets infected and corrupted despite the separated folder for back up. There are many reasons why the RAID fails to recover the files and most of the time, the customer neglects saving backup—which cause file loss.

What Does The Recover Promise RAID Promise?

According to what the commercial advertises, recover promise RAID promises to recover your lost but backed up files. However, according to the users, some RAID recovery services do more than they promise! Most reports or calls to customer service centers have said that they lost their backed up files after their hard drive has been infested with virus or when the whole file has been corrupted because of incompatibility. When it comes to recovering files, it seems like their maintenance system is not worth downloading. Many have complained about the poor service of other brands but none for RAID.

The other brands, aside from it, easily get infected with virus, one corrupted file gets the others corrupted as well. When the hard drive is plugged in the wrong or incompatible side of the USB (universal serial bus) outlet, the first file or folder in the hard drive gets corrupted almost instantly after you remove the connection from the hard drive to the laptop or desktop. This is one thing that frustrates many users because the reason why they have hard drive is to hide or store their important files in the hard drive so they do not have to put it in their laptop or desktop where anyone can have access to it. That is why you need to trust RAID.


Do Wrinkle Creams Really Work?

Post dateFebruary 23rd, 2014 by admin in Your Health | 1 Comment »

dwcrwDo even the best wrinkle creams out there have good results? Yes, they do actually work. There are many anti wrinkle cream brands out there but you have to find out which one will actually work. Anti wrinkle creams are on the cheap side and can show very positive results. There are some that look like they don’t work but actually they do work just that the effects can’t be seen by the human eye.

What’s inside those creams? The best wrinkle creams contain ingredients such as antioxidants, avobenzone, alpha hydroxyl acids, l-ascorbic acid, hyaluronic acid, niacinamide, and finally retinol. Each of those ingredients play a part in repairing skin most especially the human face. Scientists pick which ingredients are most compatible with one another so that they can both work together to make the skin better.

Before buying any anti wrinkle cream, you should first research which are the best wrinkle creams over the counter. Everyone’s face reacts differently towards differently ingredients. People can have dry skin, oily skin, or very sensitive skin. It’s very important to research which one is better for your face to prevent bad things from happening. Also, it’s good to ask people online which anti wrinkle cream they’re using and if it actually gives positive results.

How Does Anti Wrinkle Cream Work?

Anti wrinkle creams work by boosting oxygen microcirculation. They aid in repairing the skin by making the digestive enzymes go after scars and wrinkles which in return will make your skin smooth and radiant. If you’re concerned about how you look but can’t afford to get a botox, you can buy anti wrinkle creams in most stores. Best wrinkle creams tend to be better than the very cheap creams since you pay for what you get. They tend to be a bit more expensive.

How do I know which one to buy? To be on the safe side, you should research online about the best wrinkle creams so you can see what results other people got. If more people buy a specific brand then it’s obvious that the brand works and has positive results. If you see that other people are having negative results from another brand, then you should know to stay away from that brand.

Is it true that the over-the-counter anti wrinkle creams aren’t scientific proven to work or last long? There have been situations where they claim that the OTC anti wrinkle creams don’t last as long as those that have been scientific proven by scientists. Even the best wrinkle creams might’ve been unproven to last long but most of them seems to have positive effects on many people who use anti wrinkle creams.

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Professionals Take The Web By Storm

Post dateOctober 10th, 2013 by admin in The Web | No Comments »

pwbsIf you believe no one’s making money on the Internet, you haven’t talked to any lawyers or accountants lately.

Professional services firms are discovering that when it comes to reeling in new clients and servicing existing ones, the Internet is a profitable business address – and a relatively easy way for professional unknowns to make a name for themselves.

Just ask 29-year-old Gregory Siskind. Three years ago the Nashville attorney was a nobody with a big dream of practicing immigration law. Today, his immigration law firm, Siskind, Susser, Haas & Chang, has 11 lawyers with offices in six states. About two-thirds of the firm’s business comes through the Internet – either from its Web site or from its free monthly newsletter, distributed electronically to 10,000 subscribers.

A cheap way to market

Mr. Siskind has also written the American Bar Association’s definitive marketing book: “Lawyers’ Guide to Marketing on the Internet.”

Or ask 39-year-old Lewis Rose, whose Washington-based law firm Arent Fox added 30 new clients and about $300,000 in revenue over the past 16 months with little marketing expense.

How? By hanging out its Internet shingle ( Mr. Rose, who in 1994 launched his firm’s Internet site, says, “The internet has been the most cost-effective way of getting my name out there . . . I get phone calls and referrals all the time and give speeches all over the country.”

What Mr. Rose, Mr. Siskind and other professionals are realizing is that cyberculture and professional culture can be an ideal match. The biggest lure is that for the cost of an in-depth Web site (typically $10,000 to $50,000), professionals can quickly establish their name and reputation.

The Web site for Mr. Siskind’s firm, for instance, at 1,000 pages is a veritable bible of immigration law, including all government forms relevant to immigration – and it’s all free.

While it seems incongruous, lawyers, accountants and other professionals are touting the virtues of free information on their Web sites.

Content drives clients to call

Burgess Allison, technical editor of the American Bar Association’s Law Practice Management magazine and author of “Lawyer’s Guide to the Internet,” explains it this way: “If someone’s spent the last half-hour reading a huge tutorial at a Web site, who are they going to pick up the phone to call?”

Think of Web marketing of professional services as a never-ending, free seminar – chock full of information that gets your name and expertise in front of the public. “To do a good professional Web site, you don’t want to do advertising,” says Mr. Allison. “You want to market content and services.”

Content drives people to a professional service’s Web site, says Mr. Allison, and helps establish name recognition and reputation.

Interactivity is key

Besides content, another key to succeeding at marketing professional services online is interactivity. “You want to make it as easy as possible for people to reach you,” advises Stephen King, president of Virtual Growth Incorporation, ( a small-business accounting and consulting firm that has grown 300% in the past six months.

Virtual Growth’s Home Page includes two big buttons to click: One gets you a free consultation, the other’s an e-mail contact. To keep fingers itching throughout, every Virtual Growth page has an information request button and an e-mail box.

Frankfurt, Garbus, Klein & Selz, a New York entertainment and media law firm recently revamped its site (, making a lawyer just a click away. For example, site visitors that want to find out if their latest brilliant scheme will fly legally can just click on a particular practice area or attorney’s name on Frankfurt Garbus’ site to ask a question.

Make sure it’s simple

There’s another secret behind successful professional service Web sites. Keep them simple and professional-looking. “You don’t want things running on the bottom or hands waving at you,” warns Mr. Siskind.

His rule of thumb: “If it’s not something you would find acceptable for a firm brochure, chances are it won’t be acceptable for a Web site.”

Of course, marketing your law firm or accounting or consulting practice on the Internet is more than just putting up a World Wide Web site. Like any good marketing, Web marketing needs to be part of an overall campaign and integrated with non-Web marketing.

“You can’t just put up a Web site and expect people to come,” says Mr. Rose, who also runs a list serve for lawyers and moderates an advertising law forum on Counsel Connect, an online networking service for lawyers.

Site depends on clients

For some professionals having a Web site can be overkill. One of the question you should ask: Are your clients or potential clients online?

A good way you can test the online waters is to put your e-mail address on all your communication.

“If you’re inundated with e-mail, you may want to make your presence more well-known,” suggests New York attorney Ernest R. Ferraro, of Frankfurt, Garbus, Klein & Selz.

Lawyers venturing online, says Mr. Siskind, should also check with their board of professional responsibility, which regulates legal advertising, to ensure their Web sites don’t violate state regulations.

A few states, for example, require prior approval of any advertising portions of a site.

Don’t stop at the Net

Still, online marketing doesn’t end with the Internet. At the end of the day you need to turn a contact into a relationship the old-fashioned way.

“People still need to look you in the eye to know they trust you,” says Mr. King.

“To be honest, you need phone calls or meetings to get the warm and fuzzies.”

What works for professional sites

* Show, don’t tell. Demonstrate your expertise, rather than brag about it, with free products, services and information.

* Quick response. Respect the immediacy of the Web and respond to questions within 24 hours.

* Easy does it. Prominently display e-mail boxes and other interactive buttons so your site’s only a click away from new business opportunities.

* Spam’s a no-no. If you send electronic direct mail, distribute it only to people who have indicated they want to be contacted.

* Target. First figure out who your target market is, then develop content around your audience.

* Keep it simple. Let the consumer sites use all the latest bells and whistles. Make your site easy to use for a busy professional.

* Get off the reservation. Frequent appropriate newsgroups and let other professionals know you’re about so they can refer business to you. Do all the traditional off-Web marketing.

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Technology Changes Research Markedly

Post dateOctober 10th, 2013 by admin in Marketing | No Comments »

tcrmRichard Hare’s new briefcase epitomizes changes hitting the average business research company.

The senior VP-general manager-North East of Elrick & Lavidge, Paramus, N.J., used to carry his cellular phone, laptop and other modern business accoutrements with him, but as work began infringing more into his personal life, he soon found his conservative leather briefcase impractical.

“We are all stuck in business 24 hours a day, seven days a week,” Mr. Hare says. “I got so tired of transferring all of my electronics from a briefcase to a ditty bag, I decided that if I’m going to live my life as much as my job, I’m going to get one bag that will be good for everything.”

Thanks to the ongoing communications revolution, many in business research, like Mr. Hare, are finding that technological advances have replaced overtime with a new work/life paradigm called all-the-time.

The “stuff” that’s altering the business research landscape – wireless phones, laptop computers, voicemail, faxes, the Internet – is forging a communications revolution that is changing the size, location and structure of businesses.

These technological advances, in turn, are altering the collection and analysis of business research data.

“The communications revolution is hitting business research from several dimensions at once,” says Mr. Hare.

Sample size

Because executives no longer are tied to central locations, it is increasingly difficult to reach them by phone and mail.

At the same time, corporate downsizing, in many ways a byproduct of the communications revolution, has eliminated many layers of management. That’s had a drastic effect on business research sampling.

Simply put: There aren’t as many business executives with decisionmaking responsibility with whom to talk; it’s hard to figure out who they are; and when researchers do, it’s hard to reach them.

One way to find the right person is to rely on a method that Sol Dutka, CEO of Audits & Survey Worldwide, New York, calls “the snowball approach.”

“You need to get to somebody who is likely to be involved and find out who else is involved in the decisionmaking,” he says. “Just putting together the list is significant in terms of cost.”

That’s a problem clients often are not prepared to face. Many of the business researchers interviewed for this story – all of them hail from researchers with average revenue as ranked by Advertising Age – agreed it’s becoming more important to reach a larger sample.

“It used to be 10% of your customers bought 90% of your product, so it was most important to talk to that 10%,” says Mr. Hare. “Now, it’s more like 30/70 – 30% of your customers are buying 90% of your product, because customers are smaller. Those 30% are the ones you need to reach now.”

Response rate

Another problem is calling the same people repeatedly.

Bob Relihan, senior VP at Creative & Response Research, Chicago, said: “We’re going to the well an awful lot. Unlike the consumer population, the population of business professionals is limited.”

One solution is offering incentives in exchange for respondent participation. “To gain respondent cooperation, it becomes incumbent on the research company to differentiate itself from the clutter,” says Greg Ellis, CEO-Princeton Group at Opinion Research Corp., Princeton, N.J.

The Internet

The Internet has the potential to drastically change b-to-b research.

“The Internet in our business is revolutionizing everything from the way we communicate with clients to the kind of information and intelligence we can gather,” says Andrew Garvin, president of FIND/SVP, New York.

The Internet has multiplied the sources of information available to business researchers and widened the scope of their work.

Executives who are difficult to reach by phone or so-called snail-mail can instead be contacted by e-mail and asked to reply at their leisure. Or visitors to a Web site can be corralled into completing a survey. Data collection over the Internet eliminates the need for researchers to make expensive follow-up calls.

When to evaluate a Web site

The simplest answer to ‘How often should you evaluate [Web site] measures?’ is ‘As often as necessary to understand the success, operation and audience acceptance of your site.’ But how do you decide what is necessary? . . .

It is clear that there are two basic triggers that cause an evaluation of one or more site measures: Events and calendars. The most common trigger by far is events. Events that make a Web site manager pay attention to the numbers may include:

* Business events (acquisition, sale, budget cycle, quarterly earnings, annual report, downsizing).

* Sales or promotional events (major new business, new hires, product announcement, award).

* Site events (launch, new feature, new ad campaign, personality, visit to chat room, award). . . .

Most people seem to lack either the time or the discipline to use a calendar-triggered approach.

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HP’s Services Define The Company

Post dateAugust 8th, 2013 by admin in Business Models | No Comments »

hpsFor Hewlett-Packard Co., the problem isn’t selling its line of printers, PCs, servers and other high-tech products; the problem is figuring out who it is selling to.

The problem – compounded in business-to-business direct marketing by the high degree of job mobility and the fact that the end users and the buyers are often not the same people – is Judith Kincaid’s to overcome.

Ms. Kincaid is worldwide customer information manager for HP, the Palo Alto, Calif.based computer company that had $38.4 billion in sales last year and that last month announced its goal of jumping from the No. 3 PC maker to No. 1 by the year 2001.

Ms. Kincaid, a 19-year company veteran who oversaw the construction of the company’s U.S. marketing database when she was U.S. database marketing manager from 1990 to 1995, is now charged with building the company’s global database marketing capabilities and managing the quality of the information.

Getting to the end-user

In developing the company’s b-to-b database marketing programs, a constant challenge – and one faced by just about every high-tech direct marketer – is identifying who at a business is the end user of an HP product.

In consumer marketing, it is much easier to identify the individual who is using the products, says Ms. Kincaid, a member of the Direct Marketing Association’s Business-to-Business Council Operating Committee.

But in b-to-b marketing, the person who buys the product is often not the end user. And HP products are often sold through an indirect sales channel, further separating the company from its end users.

“We want to build a relationship with customers to upsell and cross-sell, but it is so hard to determine the actual customer. Trying to identify the name of the user is the biggest problem,” she says.

Some work, others don’t

Warranty cards are one traditional way to get customer names, but they work better for the consumer market. In a corporate environment, warranty cards often don’t get into the hands of end users, she says.

Other ways to get end-user names is to offer training programs and to offer newsletters with information and tips about using the products.

“A lot of b-to-b executives are very productivity-focused, so the best incentives are [tips about] how to do the job better, rather than giving away mouse pads,” Ms. Kincaid says.

Customers can also be identified through other points of contact – if they contact the call center or post-sale support personnel. For key corporate clients, HP conducts telemarketing to obtain customer names and other customer information, she says.

B-to-b executives often change jobs frequently, another threat to the quality of the information on the customer database.

In consumer marketing, “If a household moves you can go through [National Change of Address] and that information will be updated. In b-to-b, there is a minimal amount of NCOA,” she says.

HP has separate consumer and business databases, each with more than 7 million names. The business category makes up a larger portion of HP business, with five of HP’s seven product lines catering to it.

A database marketing veteran

Under Ms. Kincaid, HP began building its database in 1990.

With a bachelor’s degree in psychology and a master’s in industrial engineering from Stanford University, she says, her strength is in the statistical side of marketing.

Ms. Kincaid has been instrumental in HP’s database marketing for 10 years and has specialized in identifying the architecture and data standards needed to build a marketing database.

As U.S. database marketing manager for HP’s direct marketing organization, Ms. Kincaid supervised efforts to pull customer information from existing internal systems – sales, support, customer feedback, inquiries – into one knowledge base and link it to the company’s external sources of data.

Keeping track

When a business becomes an HP customer, it is assigned an identification number and every transaction and interaction is tracked.

The primary information now linked to the customer database is registration data (sometimes filed electronically via HP products equipped with modems), data that indicates how the customers use the products, their titles and departments, shipment data, some support data and some leasing data, Ms. Kincaid says.

As soon as a business receives its order, HP begins its welcoming program.

“We do telemarketing first to identify the person, send welcoming information, and begin an ongoing relationship-building program to describe what we offer as well as information on upgrades and accessories,” Ms. Kincaid says.

“It’s a way to begin a dialogue and have customers recognize that we are happy they are part of the HP family and give them the opportunity to ask questions and get response.”

Updates critical

That, she says, is an effective way to get initial customer information, but it is also to keep that data up to date. To do that, HP developed a program to validate the information in its databases.

“We created a personalized mailing of every name in the database for each product line and asked specific questions and gave customers an opportunity to say, ‘Here is my title and here is what I do,'” she says.

The program achieved a response rate in the high 30s, which is strong for a validation program that offered no incentives, Ms. Kincaid says.

Marketing efforts include upsell and cross-sell opportunities. HP calculates the support costs for a product; as a product ages, the cost is higher, and HP communicates that to the customer.

“We do upsells and cross-sells in that way. We do a program for a total replacement product and also an upgrade for an existing product,” she says.

B-to-b customers are likely to replace lower-end products, such as printers. For big computers, customers are more likely to buy upgrades for the existing product, Ms. Kincaid says.

Onto the Web

The Internet has been a source of information for getting to know customers, and has been a strong source of leads. HP is planning to offer online ordering at in the near future.

“Electronic commerce will have a big impact on the Web and on what information we collect and how we collect it,” Ms. Kincaid says. “Privacy is a big deal on the Internet. We manage customer information country-by-country. There are different privacy laws in different countries. The Web means customers surf from all over in the world and as our database becomes more global there are major implications for privacy.”

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Changing Direction In The Best Way Possible

Post dateJuly 22nd, 2013 by admin in Business Models, Marketing | No Comments »

ptpibFor years, Thermwood Corp. produced custom routers for the woodworking and plastics industries. But while customization made customers happy, it wreaked havoc at Thermwood.

Its engineers couldn’t keep pace with the design requirements of its customers and, as a job shop, it couldn’t exploit any process or cost efficiencies. In fact, customization was putting the Dale, Ind.-based manufacturer out of business.

To turn itself around, Thermwood cloned the advertising techniques of leading PC makers and adopted a radical – for it – marketing approach that flies in the face of what many gurus are preaching today: Thermwood shifted to a standardized product line.

Thermwood’s top-to-bottom marketing overhaul has pulled the company back from the brink after fundamental changes in its business had pushed the company close to extinction.

Custom product, low profit

“Business was slow. It was highly competitive and price discounting was running rampant,” says Ken Susnjara, Thermwood’s chairman-CEO. “We’d lost over $2 million in the previous 18 months.”

Things were so bad in 1994, Mr. Susnjara says, that Thermwood, a public company, couldn’t afford to hire consultants to help it find a way out of its situation.

Instead, the company adopted what Mr. Susnjara calls a lifeboat mentality.

All of the company’s 140 workers were invited to attend daily meetings to hammer out a solution.

“When you’re sitting in a lifeboat in the middle of the ocean, it doesn’t matter who’s the captain and who’s the crew,” Mr. Susnjara says. “What matters is how fast and how well you can bail.”

After only five days, the company set a new course with a radical shift in philosophy: No more customized product.

“We looked at 95% of what we built and made the decision not to build it anymore,” Mr. Susnjara says.

“The standardized approach allowed us to automate and simplify the production processes, which resulted in lower costs,” Mr. Susnjara says.

Customization is the rage in marketing circles these days, the theory being that companies can cement relationships – and get higher margins – by working with customers to give them the exact product they want.

Standardization works better

But, as Thermwood discovered, that’s not always the right strategy.

“Companies take one of two approaches,” says George Stalk, senior VP with the Boston Consulting Group, Toronto.

“Either they emphasize low cost or they emphasize high value. High value typically leads to high profit margins, while low cost usually leads to lower margins. Most companies that pursue high margins customize because it allows them to charge a higher price.”

But because of competitors offering standard product at lower prices, Thermwood wasn’t getting the big margins.

“Instead, they were seeing higher costs,” Mr. Stalk says.

“Standardizing the product line allows these companies to get better prices from suppliers for two reasons: One, they now begin to buy in volume. And two, they’re not buying different items every time out.”

Thermwood’s resolve was tested early on.

Within a week of establishing the new strategy, it won a $2.5 million contract from the U.S. Navy for custom routers – computer-con-trolled ma-chines that cut wood and plastic into predefined shapes. Thermwood had been trying to win the business for months. But it refused the order.

“One of the key skills today’s managers must acquire is the ability to say no,” says James Narus, an associate professor of management at Wake Forest University, Winston-Salem, N.C. “Not all business is good business.”

Sales strategy

Thermwood’s sales force had the most trouble adapting to the new strategy.

As a hedge against the sales force’s ingrained thinking, management suspended the sales operation’s ability to make independent decisions.

Daily meetings were held in which the activity of each account was reviewed.

The sales force was instructed to offer a machine that could perform the majority of the customer’s required job at considerable savings, sometimes as high as 30%.

They discovered a majority of customers were willing to work with them, but it took almost four months before the new strategy took hold.

PC-like advertising

A large part of Thermwood’s effort to educate customers about its switch came from its advertising, which changed dramatically after the company moved to standardization.

In the router business, companies run ads touting why their products are better than the competition, Mr. Susnjara says.

When Thermwood moved to the standardized product line, it spent time determining what minimum technical requirements a router must have to meet the needs of a majority of its potential customer base.

It then built those requirements into its products at the lowest possible cost.

Thermwood ran ads, created inhouse, listing the technical requirements of its new routers as well as its new, lower prices.

Because the company’s ads looked different from its competition, Mr. Susnjara says, Therm-wood achieved a high level of recognition and differentiation within the market.

The advertising strategy was a direct result of the company’s analysis of the PC market.

“We began to look at other markets featuring products with those same characteristics: Minimum technical requirements and price as the deciding factor,” says Mr. Susnjara.

“We realized the personal computing market was identical to ours in that respect. From there, we looked at who had succeeded. We copied the look and feel of their advertising to suit our products and market.”

Dell, Gateway are models

Mr. Susnjara says advertising from Dell Computer Corp., Round Rock, Texas, and Gateway 2000, Sioux Falls, S.D., provided Therm wood with its model.

The company advertises in trade magazines and exhibits at trade shows.

So far, the change has worked. Thermwood had sales of $14.3 million in 1996 with net income of $2.3 million. That’s up from sales of $11 million in 1994 with net income of $208,161.

It has recently opened an office in the UK and plans another European office in Germany.

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Pressing The Press Is Best

Post dateJuly 6th, 2013 by admin in Marketing | No Comments »


Under Chairman Jack Welch, GE has shunned owning businesses that aren’t No. 1 or 2 in their markets. That’s a tack Reed wants to follow.

“If we can’t be a leader in a field, then it probably won’t be a strategic priority,” says Brian Kardon, senior VP-marketing and chief marketing officer at Reed Elsevier Business Information.

Being a leader got a lot easier for the company last month, when Reed Elsevier PLC’s Cahners Publishing Co. completed its $447 million purchase of the Chilton Business Group, Radnor, Pa. After the merger, both companies were combined to form Reed Elsevier Business Information.

“The Chilton publications helped us get stronger where we already had strength,” Mr. Kardon says.

Reed Elsevier Business Information currently has 131 publications, 4,000 employees and more than 7 million subscribers, making it by far the largest trade press publisher in North America.

Playing to its strengths

Reed’s strengths lie in manufacturing (where it has 29 magazines), entertainment (15), food (15), electronics (14), building and construction (11) and retail (8).

Mr. Kardon says Reed’s size will also help it pioneer conferences, database marketing and corporate advertising buys across industry segments for large clients such as 3M Co., IBM Corp. and GE.

“With this scale, we feel we can rewrite the rules and do things never done before,” Mr. Kardon says.

Reed may start by rewriting the rules concerning advertising rates.

Mr. Kardon says it’s too soon after the purchase to say whether prices for some of its titles will go up, but he says his company believes higher rates are justified.

Premium prices

“We want to be premium priced,” Mr. Kardon says. “We are the leader and we want to be priced like a leader.”

Advertising executives, however, didn’t express much concern about higher rates at Reed titles.

“I don’t think they’ll make moves that will alienate customers,” says Chris Moseley, VP-advertising and promotion at cable programmer Discovery Networks U.S., Bethesda, Md., a customer of some of Reed’s entertainment tides. “It hasn’t been my experience that they do business that way.”

To concentrate on its strongest categories, Reed plans to thin out the weak.

Mr. Kardon says his company plans to eliminate tides in segments where the company does not have dominance, but he wouldn’t specify which titles those may be.

He says Reed will announce that information to upper management and employees early this month, along with other organizational logistics concerning the integration of Cahners and Chilton.

Included in that will be a list of which staff positions Reed plans to eliminate. Mr. Kardon says he doesn’t anticipate extensive layoffs.

To build new revenue to pay for its purchase of Chilton, Reed plans to offer a package of advertising opportunities in each vertical category.

Such a package will include network advertising buys within each industry, and a host of ancillary advertising mediums.

First among those is electronic media. Mr. Kardon said his company plans to develop electronic information sources, primarily Web sites, that draw from the breadth and depth of information generated by its magazines.

“The merger gives us great scale now,” Mr. Kardon says. “We can more efficiently invest in electronic media than smaller publishers.”

Mr. Kardon said the company also is considering such information offerings as pushed e-mail, newsletters, faxes and other customized news delivery methods.

Role expands

As part of Reed’s new leadership in trade magazines, Mr. Kardon says his company will emphasize its broader role as an information provider rather than as just a magazine publisher.

“We want to be the information hub for our readers’ workplace,” he says. Mr. Kardon hopes to create an image of his company something akin to the one its sister company, Lexis/Nexis, a legal and business database information provider, now has.

To promote this image, Reed Elsevier Business Information is launching a branding campaign in the fourth quarter that will run indefinitely.

The company has hired Lapham/Miller, Andover, Mass., to develop an identity and an integrated marketing strategy.

The campaign will run advertising in Reed magazines, and will also likely target publications in the advertising, general business, financial and publishing communities. Reed will also use direct mail and event sponsorships to heighten awareness of the new name.

Advertisers are mostly enthusiastic about the new entity. They said Reed Elsevier Business Information is likely to bring new opportunities to business-to-business marketing.

Richard A. Segal Jr., managing director of marketing company Hensley Segal Rentschler, Cincinnati, said Cahners and Chilton were great brands and together they could bring more firepower to the industry. “It’s possible they can build a great and mighty enterprise in the business marketing space,” Mr. Segal says.

But like any publisher these days, in order to succeed Reed will need to offer advertisers new value-added ways of reaching customers, Mr. Segal says.

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