For Wired, a Revival Lacks AdsChris Anderson, the editor in chief of Wired, rarely approves a story idea unless the writer backs up the thesis with data. The basis of his best-selling book “The Long Tail” was a statistical phenomenon called the Pareto distribution; in his coming book, “Free,” he expresses arguments in profit-loss charts. The walls in his San Francisco office are whiteboards, covered with scrawled formulas. “Everything I do is expressed in equations,” he said, looking at his work.
But Mr. Anderson has yet to solve the equation for Wired. Under his editorship, the magazine is an editorial success, winning three National Magazine Awards last month, which tied it for the most honored magazine. And Mr. Anderson’s own profile is higher than ever, thanks to his books, which roll messy business trends into neat canapés that executives pass around. He gives 50 speeches a year for an estimated $35,000 to $50,000 apiece.
But that has not equaled success for Wired in the downturn. The magazine has lost 50% of its ad pages so far this year, ranking among the worst off of the more than 150 monthly magazines measured by Media Industry Newsletter. Only Portfolio, which Condé Nast shut down last month, and Power and Motoryacht fared worse. That leaves Mr. Anderson, who makes his living promoting big ideas, trying to come up with one big enough to reinvigorate Wired’s business.
The magazine was started in 1993. Today, Wired remains a booster for the future, with an unusual mix of articles: recent pieces reported on a Wall Street risk-modeling formula that helped create the current crisis, why the modern data overload makes scientific theorizing pointless, and how the Netherlands is trying to prevent floods.
It has been popular with readers. Wired’s circulation has gone steadily up, rising 32% since Mr. Anderson’s first full year there. But it is still one of the least popular magazines at
Condé Nast, with a circulation of only 704,000. Its Web site, meanwhile, is the most popular of Condé Nast’s magazine sites, with about 11 million unique visitors a month, according to the company’s internal figures. That suggests that technology-forward readers prefer to read articles in a technology-forward way.
Mr. Anderson focuses just on the magazine, and does not oversee Wired’s Web site. “It’s still a little weird, if you think about Chris Anderson’s prestige in the tech community and so on, he doesn’t run the Web site, that’s a little strange,” said Evan Hansen, editor in chief of
Wired.com.
The arrangement also means that the institution’s primary loyalty is to the print magazine. When the publication had to eliminate staff late last year, it dismissed about a quarter of its Web employees and only four print employees.
“This is the annoying question I get all the time, which is, ‘Is print dead?’ ” he said. “We need to do something that doesn’t exist online, and do it in a superior way. Otherwise we should just do it online.”
(texto completo em http://www.nytimes.com/2009/05/18/busin ... .html?_r=1)