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Top Publishing House achieves Double Digit Growth by embracing Change

We helped a top regional publishing house implement a complete change of management culture and practices which led to a boom in initiatives and competitiveness.

Sectors : MediaMedia and Advertising
Services : ,

Top Publishing House achieves Double Digit Growth by embracing Change 1
Goals

Goals

We were commissioned by the client to conduct two feasibility studies for expansion plans, as well as an audit of their current business to identify the roots of soaring costs.
The first feasibility study needed to address the construction of a huge new complex that would house all of the client’s departments and parent company’s trading divisions under one roof. The second feasibility study was to evaluate the cost of buying a new cutting-edge printing press.

Situation

Situation

The client is a top publishing house in the Middle East and North Africa. They publish five leading magazines, and they run their own pre-press department, an advertising agency, a printing press, a circulation company, in addition to five multilingual editorial teams (Arabic, English, and French).
The client needed to make critical decisions that had significant financial impacts and wanted to make sure they were on the right track.

Analysis

Analysis

The company had a well-developed corporate structure but authority was heavily-centralized in the hands of the CEO who involved himself in the minutiae of day-to-day management. This centralization of powers meant that mid- and top-level managers had little influence over staff performances and were always undercut.
Operations management suffered greatly, inefficiencies were rampant and costs soared (overheads, purchasing costs, and manufacturing expenses).
Deadlines in a very time-sensitive industry were rarely, if ever, being met.

Actions

Actions

  • Carried out feasibility studies for the new building complex and the purchase of a new Heidelberg printing press from Germany.
  • Set new business processes that dictated the workflow between the advertising arm, the pre-press, the printing press and the circulation divisions. The value chain set strict schedules for the editorial and sales departments to meet.
  • Improved quality control over design, layout, printing, binding and circulation. This helped reduce the volume of compensations to the clients for poor quality printing, negligence or lateness in publication.
  • Cooperated with the client’s editorial and ad teams to set a seasonal calendar and to publish special editions in order to avoid seasonal fluctuations in sales and readerships.
  • Assisted to launch two new magazines from scratch (planning, design, production, printing and circulation).
  • Cooperated successfully with the editorial, photography and ad departments to raise circulation figures by 28% on average by improving the covers.
  • Coordinated with 5 creative directors and 5 editors-in-chief to improve internal layout and contents of the magazines to appeal to targeted readerships.