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Currently published four times per year, Canadian Health & Lifestyle is a consumer magazine that launched in 2004 and was previously published by Joe Viecili.
Its circulation is roughly 400,000 and its readership is approximately two million per issue.
The magazine’s current five-person Toronto-based team is set to report to Angela Jones, who was just promoted to be the brand’s publisher. Dale Hooper, senior vice-president of sales and marketing at Rogers Media, spoke at last week’s annual CMDC conference about which consumer groups Rogers aims to connect with in the coming years: news followers, sports fans, entertainment lovers and – as the new acquisition reflects – women.
According to the PMB 2011 Spring two-year readership database, 64% of Canadian Health & Lifestyle’s readers are female (English women 18+, to be more specific). Youa€™ll be joining the 130,000 Smart Insights members from 80 countries who trust our advice to Plan, Manage and Optimize their marketing. Sharing advice on selecting and using these tools to get better results from digital marketing was one of the drivers behind setting up Smart Insights and we'll soon be launching a marketplace to feature these tools - get in touch if you'd like to be featured in our new directory.
However, the range of tools to gain insight is daunting and this has been highlighted again by the new Gartner Digital Marketing Transit MapA - newly updated for Spring 2015. It's a great complement for Scott Brinker's Digital Marketing Landscape mapA which you may know - I personally prefer since it has clearer groupings of technology categories and specific tools shown by popularity. To the south are the a€?business districtsa€? that connect with other parts of the organization: IT, sales and service, general marketing, business intelligence and general advertising, which is often outsourced to agencies.
The stop in the center, labeled a€?digital marketing hub,a€? is the central station where all of the functions converge. In the northeast are services concerned with engagement quality: creative and user experience.
Maps like this can help in reviewing tools available against what you currently have in place as part of reviewing your use of insight, so I hope some may find this useful - let us know what you think? Dave … glad you made sense of those because I was going crossed eyed with the joining up of all the different dots, inc. The EU’s trademark office has ruled against scrapbooking platform Pinterest in its battle with a London-based startup for the rights to the company name in Europe.
Pinterest’s claim to the name, which was trademarked in January 2012 by the current owner, Premium Interest, was ‘rejected in its entirety’ by the European Commission’s Office for Harmonization in the Internal Market, Trade Marks and Designs.
But, while the Pinterest iOS app is already in use in more than 150 countries, Premium Interest is yet to launch its social news site, or even publically make mention of the trademarked word. At Mobile Marketing we're proud to help tech companies showcase their cutting-edge solutions, whether it's on our website, in our magazine or at our Mobile Marketing Summits. As far as unique, contemporary-sounding titles go, ‘digital news evangelist’ has got to be near the top of the list. It was announced today that Newman, former Global Television news anchor, will start his dual roles on Aug. As digital news evangelist, Newman will work on strengthening CTV News’ digital brand and future. Gary Anderson, head of Bell Media Digital, said in a release that Newman is a social media enthusiast and brings both news and digital knowledge to the new role. Newman’s other position will see him co-host Question Period with current host Craig Oliver, chief political correspondent for CTV News.

During his 30 years in news, Newman spent a decade as national news anchor at Global Television, a position he left last year to shift more into digital content. The role of product management spans many activities from strategic to tactical, some very technical, others less so. Many CEOs realize that product management brings process and business savvy to the creation and delivery of products.
Traditional consumer companies have always considered product management to be a marketing role, which is why it seems to make sense to put product management there. For technology companies, particularly those with enterprise or B2B products, the product management job is very technical. Very few product managers find themselves in a Sales (or Sales & Marketing) department. In effect, subordinating product management relegates it to a support role for the primary goal of the department. The VP of Marketing owns collateral, sales tools, lead generation, and awareness programs.
As our companies grow larger and become more mature, the company president needs someone thinking about the products we ought to be offering and new markets we could serve. Increasingly we see companies creating a VP of Product Management, a department at the same level in the company as the other major departments.
As we grow ever larger, the product marketing role expands further: we still need a group defining our go-to-market strategy and providing content to Marketing Communications, but now we also need more marketing assistance in the field. As companies grow, the product management role entails three or four functions: product strategy, technical product management, product marketing, and field marketing. Product Management’s reporting structure corresponds to the results the company can expect from Product Management. If you want better products in the future, if you want a messenger for the market, Product Management should have a seat at the senior executive table; you need a VP of Product Management.
Get the opportunity to grow your influence by giving your products or services prime exposure with Performance Magazine. Oftentimes, maybe due to the fact that increasing pressure is put on marketers to show in numbers the results of their actions and the budget they consume, companies strive too much to measure their marketing performance and forget or find it hard to actually manage it.
Some of the most common barriers in the measurement and management process are the poor ability to create alignment with other functional areas (especially sales and finance), the low commitment from top-management and resistance to change. In such a context, a solution would be that of putting a greater emphasis on the process of actually managing performance, in the sense of properly planning, implementing and coordinating and only afterwards measuring and evaluating results. It can be seen that measuring results is only one of the stages in the process, and that aspects such as planning (with contributions from other departments, such as the above mentioned sales and finance) or decision-making are at least as important as measuring and that all these stages are related. Strategic control, in the shape of marketing audits, marketing excellence or marketing ethics and social responsibility assessments. PERFORMANCE MAGAZINE’s editorial team is open to receiving submissions of original editorials or articles. Jones has been with Rogers Publishing for nearly 15 years in various sales and management roles.
If you are an existing print subscriber and you have not yet created an account and password for your digital access, please select “Create an Account”.

When I'm talking at conferences I often see mostA pens to paper when I'm recommending the many freemium tools to gain insight to improve results from marketing. Gartnera€™s digital marketing transit map presents a comprehensive landscape of marketing technologies that will enable organizations to see every kind of service and technology that is available and how they relate to each othera€?.
Premium Interest’s trademark was even filed two months before Pinterest claimed the name in its home US market. It has also been touted as an upcoming social news site itself and was credited with driving conversions for brands during the festive season.
The show, which covers news from across Canada and the globe, will celebrate its 41st season in September.
Perhaps that's why we've seen a shift over the years of where product managers report in the organization.
It seems clear product managers in Sales will spend all of their time supporting sales people with demos and presentations. Vice Presidents and department heads have a natural inclination to support their primary department’s role. These companies often add a product marketing component to the marketing communications effort, supporting them with market information and product content. So field marketing is born: product marketing people in the sales regions who create specific programs for all of the sales people in a given geographic area.
She was most recently associate publisher at fellow female-focused Rogers’ magazines Chatelaine and Chatelaine.
I've kept this map for reference - here's the new Digital Marketing Landscape mapA from Scott for 2015 - checkout the difference. I’m a big fan of infographics, but could have done with some some simple tables for the technology landscape ones. That is why it is not surprising that a good number of product managers report directly to the CEO, acting as his or her representative at the product level.
Alas, many technology companies consider the term "marketing" to be synonymous with "marketing communications." So if the Marketing department is only about delivering products but not defining them, product managers should be elsewhere. The VP of Development has a primary responsibility of delivering products, so tends to use product managers as project managers and Development gofers. The product management group interviews existing and potential customers, articulates and quantifies market problems in the business case and market requirements documents, defines standard procedures for product delivery and launch, supports the creation of collateral and sales tools by Marketing Communications, and trains the sales teams on the market and product.
The problem appears to be technical product managers spend so much time writing requirements, they don't have time to visit the market to better understand the problems their products are designed to solve.
They spend so much time building products that they're not equipped to help deliver them to the market.

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