When Thomson released its 2nd quarter earnings last week, revenue growth for Q2 2005 was at a healthy 10% over Q2 2004. Traditionally, Thomson has relied on acquisitions to bolster its top line. However, CEO Richard Harrington has placed greater emphasis on organic growth in recent presentations, and the result of this shift is apparent in the pace of acquisitions in the first half of 2005, which totaled $96 million versus $655 million in the first half of 2004.

Thomson's Scientific and Healthcare segment performed well in the 1st half of 2005 with 13% revenue growth in each quarter. In historical fashion for Thomson, the majority of the growth can be attributed to acquisitions from the previous year (primarily IHI). Factoring out acquisitions and positive gains from currency exchange, Thomson S&H realized 2% organic growth in revenue for Q2 2005.

To support organic growth, Thomson Scientific has placed a large bet on the future success of Thomson Pharma. Thomson Pharma was soft-launched in December 2004 when the product was far from complete. The premise of TPharma is solid: Thomson Scientific has assembled an impressive array of data sources for pharmaceutical research and is creating contextual links between related information in its repository. Thomson Pharma also pulls in content from sources from other Thomson groups, such as NewsEdge and company information databases from Legal & Regulatory and Financial.

However, in addition to delivering on the value-added features that an integrated platform can provide, Thomson faces the same pain point faced by all aggregators trying to make the leap to value-added aggregation in the age of Web search engines: that is, pricing tactics. From the evidence to date, Thomson is focused on selling subscriptions to TPharma to enterprises based on their past usage of constituent parts of TPharma, and Thomson is betting that companies will pay a premium for access to the entire collection and its value-added integrated features. This strategy has worked well with Thomson Financial's Thomson One platform. It is not as apparent that it will work with TPharma since not all companies will value the modules in TPharma a similar fashion.

To succeed in its shift toward greater dependence on organic growth, Thomson will need to prove that it can leverage its integrated information collection via multiple product packages and delivery of value-added services targeted to specific audiences. Acquisitions will continue to play a role in building out its collection. However, pricing for full access and for new product and service bundles is bound to be the biggest challenge.

The latest SIIA Brown Bag event in New York City focused on research from Outsell, Inc. into content user habits. The initial 2005 results for this series of ongoing studies were compared to a wider body of data from 2001 to build market trends. Some of the data from this study echoes findings on user habits found in Shore's study on Small to Medium Sized U.S. businesses, indicating the overall popularity of Web search engines and the continuing strength of paper media in spite of strong electronic services growth. While there are a few oddities in the data that may draw attention (have independent purchases of scientific and engineering content dropped 82.5 percent since 2001 while most other sectors show far more middling declines?), overall there's a good amount of useful data in this study. Some of the interpretation, though, seems a bit off.

The emphasis in the Outsell presentation seemed to be on corporate users turning away from the Web as a source of content, relying more on colleagues and corporate intranets, while an increase in the ratio of time spent gathering information versus analyzing it is supposed to represent research efforts heading in the "wrong direction." But this doesn't seem to jive with other data in the study. Users were indicating a strong desire to integrate external content sources, also reflected in Shore's research, and also indicating significant increases in intranet usage - yet also believing that the open Web delivers high-quality information that few avoid. There's an obvious connection to all of this data: more external content is being accessed via corporate intranets equipped with powerful search tools and analytical tools than ever before. At the same time desktop tools and Web search engines make it easier than ever before to find high-quality content in useful contexts, reducing the percentage of time spent analyzing content. These trends place enormous pressure on external suppliers to provide content value in the context of both intranet environments and in materials on user desktops and forwarded to colleagues. The New Aggregation, the process of individuals and institutions becoming the centers of defining the value of today's content, is in full bloom, placing more emphasis on extracting value from high-quality content available on the open Web and from other sources.

Although there was no overall budget data presented in this research - hard to gather in a user-level study - the anecdotal evidence collected in the study pointed to a high level of concern about restrained budgets for external content. Since this is a user level study it's a little difficult to interpret this as a trend: it could reflect frustration with overall freezing of content acquisition budgets in large corporations or it could reflect the trend towards more centralized content purchasing in large corporations peeving individual purchasers. It certainly points to the importance of paying attention to small to medium sized businesses, where our research shows strong current and projected increases in content spending, strong both in breadth and intensity. When you lack the enormous staff and technology assets of major corporations, content services can be a major source of intellectual capital that can give your company a market advantage. It may also point to the importance of tuning sales pitches: if individual users are losing budget to make purchases, it becomes more important to devise sales strategies that help these users make their case to those who hold more centralized purchasing strings, so that their needs receive appropriate attention in annual budget struggles. Just because economic buyers may be shifting doesn't mean that your user buyers are no longer important.

It's fun to look at interesting data but more fun to crunch it into a picture that translates into actionable advice and forward-looking insight. We hope that you find value in the latter part as much as we do.

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The recent Marketing Accountability Forum sponsored by the Association of National Advertisers kicked off by releasing results of a new survey of senior-level marketers. While some 60 percent of senior-level marketers surveyed said that defining, measuring, and taking action on ROI is important, only about 20 percent reported being satisfied with their ability to do so. Yup, here we go again, a new salvo in the advertising ROI war.

Can anyone object to measuring the return on investment of business expenditures wherever possible? I certainly don't. The rub, however, is that little qualifier, "wherever possible."

The rush to prove advertising ROI is a direct outgrowth of the recent "pay for performance" advertising phenomenon induced by the search engines, which in some cases, does allow advertisers to measure ROI with some degree of precision. And for those who can't measure the ROI of their pay for performance advertising, there's at least the comfort that the advertiser is still only paying for performance, right? Right, but let's not forget that the definition of "performance" has been crafted by the same organizations you are paying for that performance. Just try to buy something with all those clickthroughs you just spent so much money to obtain, and you'll see just how abstract that definition really is.

For advertisers, asking a publisher for proof of ROI has no downside. ROI is a "motherhood and apple pie" concept: nobody will ever laugh at you for bringing it up. At the same time, while it is a serious business concept, it's also in many cases nothing more than a trendy new sales objection Can publishers prove value? Yes, but only if they define what value means, just as the search engines have defined what performance means.

Consider an air travel analogy. You have a hot new sales prospect in a distant city. You need to make your sales presentation in person. You call an airline and arrange the flight. Do you then require the airline to prove ROI before you purchase your ticket? After all, if you don't make the sale, the price of the ticket is wasted, and you'll have zero return on that investment. In this context, what is ROI? The airline can't guarantee you'll make the sale. The airline can't be reasonably asked to show statistics and case studies to prove that a high percentage of salespeople who fly to sales presentations close deals. The airline's job is to get you from point to point safely and on time. It can't and won't make any promises beyond that. If you can get to that sales presentation without flying, more power to you. But if you need to fly, you do it on the airline's terms, in the context of their clear mission and value proposition. The airline is a means to an end, a business tool.

When missions and value propositions get fuzzy, so do business roles, promises and measurements. And lest you think advertisers have more of a handle on this than publishers, consider the big new initiative rolled out during this ANA conference, called MI4 (Measurement Initiative: Advertisers, Agencies, Media and Researchers). Core to this new initiative is a proposal that the entire industry adopt "consumer engagement" as a key to "Return on Media Investment" analysis. What is "consumer engagement?" Well, even though it's fundamental to this new initiative, it still hasn't been defined, nor has it been tested. They're going off to do that now. The takeaway for database publishers? With all this uncertainty among people who are clamoring for certainty, it is incumbent on us to not only define our value, but also to define how that value is measured.

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eGOware Announces AlertsUSA Homeland Security Information and Alerts Initiative

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Thomson misses analysts' forecast
Enterprise Search: Seek And Ye Shall (Hopefully) Find
Google slips an RSS aggregator onto its home page
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Editorial layoffs hit Wired News
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Access Innovations Awarded Patent for Technology
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Plaxo Tests Contact Manager for Mozilla Thunderbird E-Mail

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Kudos to Fortune magazine for an insightful article (requires subscription for revisiting) on Yahoo!'s strategy to be the first to master the art and science of satisfying corporate advertisers looking for highly effective brand advertising on the Web. With major corporate advertisers beginning to shift ad dollars out of television, print and other traditional outlets (according to the article, 18 percent of Chrysler Group's ad spend will be online this year, with 20 percent or more expected next year), Yahoo! CEO Terry Semel is engineering Yahoo!'s ad services to please these big strategic spenders first and foremost. Wenda Millard, Yahoo!'s head of ad sales, has lots of online experience but is steeped in magazine ad sales and knows how to woo corporate spenders with campaign statistics, solutions and seasoned assurance. No wonder content licensors dealing with Yahoo! are pretty miffed. While Yahoo!'s audience is only now catching up in its overall size with major papers such as the new York Times and USA Today, it's a neck-and-neck race, with the growth rates strongly favoring Yahoo! Clearly corporate advertisers have a strong partner with which to develop their plans.

Add on Yahoo!'s savvy moves beyond PC browsers - new desktop widget tools that will make it easier to out-maneuver Microsoft for desktop media and Web services such as search, instant messaging, e-mail and news for Motorola's hot mobile phones - and you have the outlines of a 21st century media giant that will straddle decaying media companies reinventing old business models. I don't doubt the picture painted for a moment: the question is, will this play out the way that Yahoo! expects or will their supply of pliant and expensive content sources begin to dry up? Like a dominant cable TV franchise Yahoo! creates its own entropy in many ways, but with the center of aggregation moving ever closer to users it's far from clear that Yahoo! is going to be able to grab the right end of this evolving media beast in the long run any better than other traditional aggregators. There's every reason to believe that Yahoo! is going to be a 21st century "media colossus," but far less likely in a world of user-driven aggregation that they will be any more dominant than they are today. Good copy for the general press in the meantime.

The announcement from Reuters of its latest earnings strikes a positive note with positive net sales every month of 1H05 and in 2Q05 its first quarter of positive underlying recurring revenue growth since 2001. Then again, you could take the Wall Street Journal's spin on the numbers and point that net profit fell 56 percent in 1H05 compared to the same period last year. The Reuters announcement is thick with strategies for the future, including focusing on more specific opportunities such as algorthmic trading support and content for markets such as India and China. Even with these, though, the forecast is for low-single-digit revenue growth for some time to come. To help compensate for this Reuters plans to return to shareholders USD 1 billion from its sale of Instinet shares. In other words, the Fast Forward program has indeed managed to make its core operations cost-effective, but they remain tethered to financial investment markets that are hardly budging while competitors remain strong and profitable.

The promised investments in news and data are positive movements towards both their core markets and support of the broader Reuters brand in media channels, but these are incremental initiatives, not all-new revenue streams. Tom Glocer has brought Reuters through some challenging times, but the challenge now is to allocate enough investment into new markets that can leverage their core capabilities more profitably. Without this diversity, it will be hard to make the best use of shareholders' funds that can find more reasonable rates of return from other content ventures. There's cash to keep shareholders happy in the meantime via the Instinet sale, but that's not going to keep the wolves away forever. Hopefully Reuters can spin the glass as being half full long enough to come up with some more profitable lines of business. Short of that, in a year's or less it may be time to pour the remainders into a bigger glass.

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BBC lets public ‘borrow’ its web content
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S&P Names Vlad Stadnyk to Head Data and Information Unit

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O, to be a content company without content ownership and licensing issues. Then our financial reports would boast the operating margins of companies like Google, which has perfected ad revenue generation from just about everybody's content quite effectively while owning or licensing hardly a stitch of the stuff. Owning content can be great but when you're competing for revenues and margins with monetizers that can take or leave the ownership game rather casually it can make you feel like you've been left holding the bag. There's lots of hope yet for publishers and aggregators working to sort out this equation to their satisfaction but it will require traveling far lighter than many in the content industry are used to.

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No Summer Break for Media M&A
Bush creates new post to fight global piracy
Online News Consumers Become Own Editors
Pearson Posts Narrower Loss, Gives Upbeat Full-Year Outlook
Associated Press votes not to charge for Internet republishing after all, increases overall fee 2.2 percent
Turning the concept of search on its head
RSS for the Average Computer User
LA TImes' John Carroll on Winning Pulitzers While Losing Circulation and the Future of Corporate News
Yahoo buys maker of 'widget' applications
Thomson Scientific Opens XML Gateway
Viyya Technologies Teams With iConcepts and SES on Delivery of New Compliance Vault
Qpass Mark More Than a Quarter-Billion Mobile Transactions Processed Since 2001
Content Beamer Mobile Printing Application Now Available for BlackBerry

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I've noted an extended outage on Yahoo! Subscriptions today (http://search.yahoo.com/subscriptions), at least from our location: all other Web services are fine, so the assumption on our end is that the service is down. All queries are returning the "Oops!" error message.

Log a comment if you're having similar issues...

*POOF*...

[Update: the service was back up the next day]

The announced acquisition of Global Securities Information, Inc. by Thomson is yet another strong acquisition by Thomson of a solid content company that will fit well into its legal portfolio. GSI's core product is LiveEDGAR, a powerful interface into filings data from the Securities Exchange Commission and additional information on legal firms involved in mergers and acquisitions. LiveEDGAR allows M&A specialists to understand both companies and the deals and dollars floating around those deals - a great financial analysis tool, yes, but also a great marketing tool and performance measurement tool. GSI had been trying to broaden its appeal via promotion of its XML interfaces into its data, but at the end of the day its value was in specialization for the legal market, not generalization. At the same time, though, Thomson still maintains SEC filing data through its Thomson Research subsidiary. One can assume that some basic SEC feed interface and QA functions will be consolidated fairly quickly, but the LiveEDGAR data structures are fairly specialized and are likely to remain intact for some time. Traditional aggregation tends to do well when it keeps a tight focus on a vertical with highly specialized functionality and data integration - a lesson that Thomson has learned quite well in many different market sectors.

Google profit up, shares down
Agreement to Buy Primedia Business?
AP Board Approves Online Licensing Policy
AP board OKs online video service
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New York Times profit declines; About.com deal bolsters revenue
AAP & Google Meet to Talk Copyright
CBS Recruits Citizen Journalists
The Future Of Search: Finding Your Place In The Hive
The Podcast as a New Podium
The Thomson Corporation Acquires Global Securities Information, Inc.
The avatar versus the journalist: Making meaning, finding truth
Pheedo Issues First Look at RSS Readership Patterns
IBM to Acquire PureEdge Solutions

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There's been a flurry of activity lately around the obscure but important practice of Web page caching -- taking and preserving copies of someone else's Web pages.

One of the more remarkable Web sites I have ever run across is www.archive.org, also known as "The Wayback Machine," a non-profit venture co-founded by Brewster Kahle to essentially take snapshots of the Web at different points in time. Using The Wayback Machine, you can easily take a look at how any individual Web site has evolved over time. Perhaps not surprisingly, not everyone wants their history to be so readily accessible.

In a recent court case, a law firm used The Wayback Machine to uncover some evidence to support its case. The other party in the lawsuit turned around and sued the Internet Archive, operators of The Wayback Machine, for inappropriately making and holding copies of their Web pages. The case is complicated, and actually revolves more around something called a "robots.txt" file than the cached pages itself, but an adverse decision could have a chilling effect on archiving and making available historical content gathered on the Web.

At the same time, Canadian legislators are considering an amendment to the Canadian Copyright Act that will actually prohibit anyone from making and holding a cached copy of someone else's Web site without permission. While this could be a speedbump for search engines that cache content, it's not likely to disrupt them too much as they don't need to cache content to index Web sites, and indexing itself will not be prohibited.

But this is all part of a larger trend towards history disappearing from the Web, and therein may reside a real opportunity for data publishers.

I regularly see examples of companies removing all traces of unsucessful products, ousted executives and failed ventures from their Web sites, leaving no clue they ever existed. A large percentage of companies, mostly for benign reasons, "age off" old press releases and announcements from their Web sites, leaving only a narrow window of corporate history. Most companies seem to feel that the primary value of their Web sites is to provide current if not real-time information, with only a small nod to what has happened in the past. That means that those who capture and retain this type of business information will ultimately end up with a vast repository of business intelligence, much of it unavailable elsewhere.

Even in the pre-Internet days, historical data had real value. I published one directory that ran a small index of corporate name changes that was one of the most popular and heavily used sections of the publication. I know another healthcare directory that didn't simply delete companies that went out of business, merged or were acquired. Instead, it ran it as an index called "Mutations" which proved incredibly popular. I know one financial publisher that actually retains all the previous positions held by the executives in its database, valuable information that could be the basis for a number of specialized, high-value products. In many industries, there are successful databases that cross-reference old and new part numbers, or suggest equivalent parts to replace discontinued parts. And knowing what products a company used to make, what ventures it has exited, and what executives it used to employ will become increasingly valuable as the information becomes harder to access. When it comes to data, the past can be a prelude to lucrative opportunities.

Simply put, VNU is hot these days. They're taking no prisoners as they position business content more aggressively than ever for online consumption using the latest channels and tools along with its IMS Health merger to service corporate clients more effectively. The announced new relationship with FeedBurner to expand the use of FeedBurner's ad placement capabilities for RSS feeds of weblog content into VNU Business Media Europe publications is therefore only the most recent of significant moves by VNU. With just a sliver of the Web world using RSS feeds - and by less than 5 percent of business content purchasers in Shore's recent study of small to medium U.S. businesses - why should RSS advertising matter to business publications? Because it's the easiest way to bring business content from magazines into corporate Web portals without resorting to aggregation services. RSS feeds are easily managed and controlled by corporate I.T. teams, allowing the content to reach corporate users in a variety of venues and formats with little hassle. Services like FeedBurner provide the ability to insert ads for reach into those business users that gets lost in sanitized aggregation databases. It's the beginning of defining self-monetizing XML objects, first with ads and eventually with more sophisticated capabilities. So while it's a sliver of an audience now, better to start tooling up on your sophistication in deploying monetizable RSS services while it's still a growing audience to reach as many corporate users as possible profitably and flexibly. Small and hot can grow into quite a fire, they say.

An excellent example of how the Web can help to reprovision magazine content very effectively can be seen in the recently announced debut of ALM's In-House Counsel Web site, a sub-site within ALM's Law.com Web site that provides a specific focus for editorial content from ALM's family of legal publications and databases. As with the Law.com site articles appear on the home page with the source publication name, along with tools specific to in-house counsels such as forms, papers and press releases on topics within this focus. The site draws heavily from ALM's Corporate Counsel magazine's content but there's also regional content from Texas Lawyer and case analysis from The Recorder in addition to content from other titles. There are also links to ALM's "blawgs" and other unique online content. This willingness to take content from any and all print titles as well as from online resources is the key to the future of serving focused audiences on the Web while bolstering the value of print titles. It avoids the "Well, I can get the whole thing on the Web anyway" syndrome, allowing titles to stand for advertising access to unique audiences in print format while building new slices of audiences online that pull from print content without forcing the print value issue head-on. Of course over time the online titles may generate print corollaries, but hopefully with some careful thinking about how print can be positioned in a much more customized manner for audiences captured on the Web. ALM has many great paradigms for publishers wrestling for models of online publishing excellence: toss this one on the pile.

Search Engine Watch broke the story of Factiva and LexisNexis content being available on the new Yahoo! Subscriptions Beta service before the press release was even out, an interesting irony that highlights some of the difficulties of positioning the value of subscription content in an open Web environment. Using the service itself highlights even larger issues. Okay, let's try to take this from an objective standpoint. Let's wave the magic wand and...

*POOF*...

Here I am, a person who is not subscribing to either Factiva or LexisNexis and I encounter the SEW story. Hmm, wonder if this is going to be useful? Let's try it out for General Motors and see what Factiva and LexisNexis have. The search results for this query look promising...kind of. I see the names of the aggregators but not of the publishers. Hard to even figure out what the article is about without clicking on the link. How do I know if this is a useful source? Is this recent content? Don't know, there's no publishing dates. Gee, maybe I shouldn't use this for news, maybe it's meant more as a general research tool. If that's the case, then why does an article on a GMAC financial announcement from LexisNexis come first? Could be a good reason, but I don't know. There's not even a categorization scheme to give me a hint. Let's click on the link to find out. Hmm. I see a headline, a date of publication - gee, this was from three weeks ago, why was it the first item? That's it. If I want to know anything else it will cost the three dollars. I wonder if I can find this story on Google News? Hey, that first article looks like the thing that I found on LexisNexis, but from a different publisher on the same date. Well, that's interesting.

All right, let's give this Yahoo! Subscriptions thing a try for Factiva on the same search as before - just LexisNexis and Factiva. Gee, where is the Factiva stuff? Oh, here we are - the third page of search results at the bottom - number thirty. Hmm. I guess Factiva must not be as strong as LexisNexis on corporate stuff. The link says that it's about an ethanol fuel vehicle being delivered in Colorado. OK, let's click on the link just for kicks. Wow, this is from May 26th, almost a month ago. US Fed News is the source - no, wait, it's originally from the Hindustan Times. $1.50 for this article, or ten for $9.95, kind of a mini-subscription. I get about half a sentence, can't really figure out if this is worth buying. Sounds like a press release sort of thing, maybe this is on the Web also. Let's search for the title on Google first, it's kind of old for news. Sure enough - bingo. The first item on Google's Web search results is a press release from the State of Colorado, dated May 26th. Well, so much for this subscription stuff, didn't give me much I couldn't already get.

*POOF*...

Well that was interesting, wasn't it? Obviously there are a lot of things that our friend didn't know or understand, but did the Yahoo! subscriptions service help him to understand the value of these services - or the aggregators serving up the content? Did the aggregators provide any value-add service that would compel me to buy this content or their services? Was this content in fact the "deep web" that has been hyped up as now coming to light? Oh dear aggregators, you've got a lot of thinking to do - as does your partner. There is a brighter future than this for subscription content on the Web, but not from this kind of service that does more to frustrate and confuse potential users than to solve any single comprehensible user need.

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A little hidden treat on Google is their mapping software's rendition of the Apollo moon mission landing sites. Zoom in to the most close-up view to see the inside story of lunar soil composition (I think that the colors are off, though...). Just a simple and fun indication of how visualization can be used for many different kinds of content displays - even history and science.