Elizabeth Osborne

There's a lot of reasons why they exist and they're in great shape.

And that's a great business.

But in general, publishing broader where my consulting practices lies.

There are some really tough questions right now.

Do you fold them?

Let's look at the media broadly.

You can look at a lot of companies now.

How do they offset the challenges?

There is no magic bullet to the problem of media sustainability.

You can just shut down or you can keep trying to go in a direction.

People either do that by developing new products or

Trying to find ways to engage their community in new ways, going to paid models, doing better content that people actually want to come to that's differentiated.

Or finally, a larger company, what you see in some other markets is they had invested 20 years ago.

The Tribune invested in AOL and that funded, you know, 20 years of innovation for the Tribune company until that money ran out and they caved.

So right now, where are the investments from the media companies in things that are actually going to differentiate the next generation?

Why doesn't media companies have a piece of it?

So what I, so I had a client last two years ago, uh, which I can't name who the client was, but I can't name the client.

I will not name the client, but it is a very well, well known brand.

It's the kind of brand that if I have a startup and I have a lot of mind share, I'm going to want to say, Hey, I work with so-and-so and saying that name is going to bring a lot of other people.

Well, first of all, I gave them a lesson on what they were doing and giving their brand equity away just because they wanted to have a press release or think that they were doing something that was cool and hot.