According to Real Simple, Time Inc. made the magazine’s Web site a top priority for 2008. The site will continue to run its existing blogs, including “Adventures in Chaos,” written by the magazine’s managing editor Kristin van Ogtrop, and a wedding blog called “Nearly Wed.” Last year, RealSimple.com saw a 50 percent increase in page views over the 2007, with total visits increasing by 68 percent. According to Singer, the refresh will “no doubt” increase the site’s current traffic. RealSimple.com has launched a new blog called “Simply Stated,” featuring the work of “top tier bloggers” across categories like food, home and organizing, beauty and style, and life and home. According to RealSimple.com executive director Tanya Singer, the bloggers—including a 20-year-old journalist and mother of five whose tech blog includes advice on balancing work and home—were “handpicked as the best names in their respective categories.” Blog content will be unique to Real Simple but will drive traffic to the bloggers’ sites as well, she said. The launch is part of what the magazine calls a “multi-phase online makeover,” leading to a full relaunch in August.
When the company does invest in print, adds Reilly, it tends to be on associated units such as social media or research. “Our primary investments this year have been in our data center and our interactive division, with a smaller level in events, audience development and custom marketing solutions.”As a result of the new centers of excellence structure, the executive team has realigned its roles. Along with Brent Reilly’s promotion to president, Shane Elmore, formerly chief financial officer, will become chief process officer—a position on a similar level with Brent that will focus on further integration among the centers of excellence. Chief operating officer David Wright is now chief operations officer. Mike Reilly will retain his chairman and CEO. Randall-Reilly, the Tuscaloosa, Alabama-based b-to-b media company targeting the trucking and construction markets, has recently undergone a corporate restructuring around six “centers of excellence”: Content, interactive, events, business intelligence, custom marketing solutions and audience development. As a result, the executive team, which remains intact, has also shuffled its roles. The organizational structure mirrors what most b-to-b media companies are prioritizing these days—diversifying print with digital, data and custom marketing services. However, the challenge has often been to free these elements from their own silos so they scale across a company’s market verticals and brands. “In the prior setup, some of these centers of excellence were encompassed in certain business units,” explains Brent Reilly, now the company’s president. “Our data company, for example, operated as its own business unit. Now it drives data solutions for all of our customers in the industries we serve, as well as the audiences we reach.” The new structure has also helped the company better target its investments, which these days tend to focus on units other than print. “We don’t see print going away in the near future even though we’re seeing the same declines everyone else in b-to-b is seeing,” says Reilly, “so, obviously our investment level in print is nowhere near the investment we’re making in data and other centers of excellence.”