In 2009, Time Inc. was struggling on several fronts: the impact of a severe recession and competitive advances made by online media. Though still the clear market leader in terms of ad revenues, both average revenue per page (ARP) and revenue from circulation were in a free fall. One proposed solution was for their magazine products to become "platform agnostic," able to live in print, online, and on mobile devices, thereby opening up additional revenue streams and appealing to new audiences. However, in 2009, Time Inc. had not yet determined how to implement such a strategy--which would differ dramatically from their long-standing business model. This case presents students with an historical overview of Time Inc. and the magazine publishing industry, asking them to consider what strategic direction would preserve Time's position as a profitable market leader.

Case id: 100512