Since all the other large newspapers backed William McKinley, the Journal rapidly became the leading Democratic newspaper in the country. Perhaps the ultimate manufactured news event was the one that started the Spanish-American War. From the start, Hearst's paper had strongly supported Cuban independence from Spain.
When the American battleship Maine mysteriously blew up in Havana harbor in February , Hearst and his employees printed two weeks' worth of fraudulent material blaming Spain for the attack.
This coverage, which Hearst orchestrated but in which he was not alone, resulted in increased circulation for the paper--and in war. With the dawning of the new century, Hearst's fledgling network of newspapers continued to expand. Attempting to bolster support for Bryan's presidential bid, Hearst founded the Chicago American, whose first issue rolled off the presses on July 4, Bryan lost once again to McKinley. Hearst's overwhelming identification in the public's mind with opposition to the president became a grave liability after McKinley was assassinated in September Some groups boycotted and banned Hearst papers.
Nevertheless, his New York paper, the Journal, claimed the greatest number of paid subscribers in the world by the end of the year. When Hearst was elected to Congress the following year, his papers became his personal forum for conducting political activity. In the Boston American was added to the fold. Two years later, the San Francisco earthquake dealt a major blow to the flagship of the Hearst organization, reducing the physical plant of the Examiner to a ruin.
Despite the devastation, the three San Francisco papers produced a joint issue on the first day after the quake and, shortly thereafter, the Examiner was back on its feet. The Hearst organization branched out into magazines in , with the founding of Motor magazine, a venture inspired by The Car, a British publication Hearst had come across on his honeymoon. Two years later, he bought Cosmopolitan, a magazine of fiction and nonfiction.
Filled with the work of some of the best writers of the day, its circulation soon doubled. Hearst's most important magazine acquisition was Good Housekeeping in This purchase also included the laboratory facilities that would develop into the Good Housekeeping Institute and the Good Housekeeping Seal, heavily promoted under the new owners.
Hearst papers took a vigorous anti-British and isolationist stance in the era leading up to the United States's entry into World War I, bannering slogans like "America First" and "No Entangling Alliances" in fierce opposition to the policies of President Woodrow Wilson. Throughout this era, William Randolph Hearst continued his political activities in pursuit of the presidency, and Hearst papers were instruments in his crusade.
Nevertheless, throughout the second decade of the century, Hearst enterprises grew at a prodigious pace. By the print operations numbered 13 newspapers and seven magazines, including the profitable American Weekly newspaper insert and the British Nash's. As offshoots of the newspapers, the organization also owned a money-losing newswire, the International News Service, which had emerged from World War I with its credibility badly damaged, and the King Features Syndicate, which sold the work of Hearst writers and artists to other papers.
In addition, Hearst had entered the film industry in , when the first newsreel--footage of Woodrow Wilson's inauguration--was shown in movie theaters. This showing led to the establishment of the Hearst-Selig News Pictorial in , which pioneered film journalism throughout the s, evolving into Hearst Metrotone News with the arrival of sound in Intent both on promoting the career of his mistress, Marion Davies, and becoming a movie mogul himself, William Randolph Hearst formed Cosmopolitan Productions and in built a studio in Harlem where movies could be filmed.
Hearst papers duly praised the resulting products. In time, the studio moved to Hollywood where it joined with other studios, producing musical extravaganzas like Broadway Melody, and other films.
As William Randolph Hearst continued to seek political office in the s, Hearst operations continued to grow. Papers were acquired or founded at a brisk pace, including three in , six in , one in , and three in On the international front, Hearst expanded its magazine holdings in Britain to include Good Housekeeping, Connoisseur, and Harper's Bazaar.
By the early s the tally of Hearst papers was up to 28 and the magazines numbered Along with his other ventures, this necessarily gave Hearst great influence in public affairs. His influence was enhanced by the Hearst company's entry into the fledgling radio industry in with the purchase of WISN in Milwaukee, Wisconsin. By the mids it owned ten radio stations. In , the Hearst organization was restructured to give Hearst editorial control while trusted subordinates handled day-to-day business matters.
By the following year Hearst had become implacable in his opposition to the policies of Franklin Delano Roosevelt whom he had initially helped to win the Democratic nomination in In the campaign Hearst papers supported Roosevelt's opponent Alf Landon. Throughout the s, Hearst papers were unstinting in their opposition to socialism and communism.
This fact, combined with Hearst's love for Germany, where he traveled often, and his growing conservatism, often led his opponents to charge him with fascism. Throughout the years of financial turmoil and decline that began with the stock market crash in , Hearst, who was accustomed to wealth of unimaginable proportions, had not significantly altered his activities. He continued to spend lavishly on art and on the construction and upkeep of his several estates.
In under pressure from the shareholders, and various banks and newsprint companies to whom Hearst owed money, the company tried to float another set of debentures, but was prevented from doing so by the Securities and Exchange Commission. The crash had come. Due to the fact that the company founder once constituted that the company shall be led by eight non-family professionals, the clan keeps trying to gain an insight into the financial situation.
Hence, family outsiders hold the majority of the trust's thirteen seats. Ganzi had to deal with 61 direct descendants of the company founder. Furthermore, ten grand children of William Randolph Hearst receive pensions of unknown amounts by the company's unpublished profit pool.
Bennack managed to embody the company founder himself. Hearst relies heavily on his newspapers' online strategies and success is hardly ever measured by the number of sold copies. Instead, the company leadership deems it more important to hit the target audience mark, which has multiplied due to the Internet. This strategy applies to the magazine division too. In total, the magazines are read by 74 million US readers from the target audience of the over year olds. Sporting a circulation of 2,6 million copies, the women's magazine 'Cosmopolitan' has been the most successful magazine of all 18 Hearst titles in the USA for years.
The monthly total of Hearst titles is 20 million copies. Furthermore, more than licensed issues and in-house foreign issues are marketed worldwide. The 'Cosmopolitan' is published in 53 countries and 19 Hearst magazines are published in England alone.
The Hearst Corp. Apart from regional content, it's first and foremost the special interest offers that contribut the major share towards the company's revenue. Many print and online services provide for specific regions, interests or personal preferences. Hearst also emphasis diversification and has an eye on ethnic groups.
The company attempts to win over these groups with Spanish titles and Spanish supplements in English newspapers. The magazine turned out to be the company's most successful start-up and even hit a higher mark than 'Vogue' with 2,7 million sold copies.
However, this success cannot be repeated indiscriminately: In , the 'Lifetime Magazine' was first released. A magazine for the viewers of the Lifetime-cable channel created according to the same principle as 'O'. However, the magazine did not meet expectations and was cancelled only a year later. This might have been due to the fact that the 'Lifetime Magazine' had not been on television for some time as the result of a quarrel with the satellite provider EchoStar Dish Network in the Mediadata bse.
The company identifies the development potential of its magazines in newspapers first and foremost on the Internet. The cooperation with Internet pioneer Brightcove ensures the possibility to increase the quality of online version of newspapers with video productions.
Television and Radio Hearst Television in Baltimore, Milwaukee and Pittsburgh encompass a combined total of 26 TV stations as well as seven radio stations. From to , the division operated under the name of Hearst-Argyle Television Inc. In , the company bought all the remaining shares, took the company off the stock market and renamed it to Hearst Television.
In total, the Hearst Corp. Over the course of the last few years, the company attempted to extend the reach of its Internet TV through several acquisitions with success: While the advertising revenue in traditional television decreased by three percent, the Internet's takings swelled by 48 percent.
Using the SlingBox, each and every program that arrives in the living room can be redirected to any screen in the world. Contracts with cable and satellite clients can therefore be extended into the mobile segment without further ado.
As far as cable television is concerned, Hearst Corp. The company made good use multichannel marketing of content and the success of strong labels, when the Spanish-language 'Cosmopolitan Television' launched in The target audience are the 5 million viewers in Latin America. Online Services Hearst made early investments in online activities and unlike many other companies, held on to its strategies even after the stock market crash early in the new millennium. The core philosophy had been and still is that TV stations, book and records stores are physical obstacles on the way to the consumer, which are nullified by the Internet.
According to the company, newspapers are first and foremost gateways to regional markets and an integral part of a more or less hermetic society. Just like the WAZ group in Germany, the company gradually combined its regional papers to a large online community, which even includes newspapers by other companies.
Other strategic partnerships exist with the likes of Microsoft too. Confidence levels are steady due to the fact that cities like Houston, which used to be home to By now, the loose ends of all online activities are tied up at Hearst Digital Media, In February , Hearst and the mobile phone provider Nokia agreed on a cooperation. Hearst joined the Nokia Media Network, which has a reach of more than million mobile service end-users.
For the same reason, Hearst got involved in Kaango. Not unlike eBay's Kijiji, website operators can include adverts on their website by using Kangoo and benefit from the clicks.
Furthermore, Hearst entered into strategic online partnerships with 11 publishing houses, including the New York Times. Hearst has high hopes in the Skiff project, which is financed by Hearst and other publishers. Skiff is scheduled to release an e-Reader this year. The pages of the local radio stations register 1,2 billion visitors each year. Once again, the regional focus of the business models turned out to be a golden goose. Refugees relied on the news from the regional station, which in turn inspired other stations to take on the news items.
Ever since, the company's weather channel has enjoyed a rise to fame, operated by Hearst and NBC. Production and distribution Several production companies cater for in-house and other stations. Hearst's production companies provide for the Discovery Channel with documentary films among others. As a producer of animated content, reality shows and TV films, the Hearst Corp. Hearst disposes of two distribution companies, which take care of getting the productions out into the world and onto the television screens.
Lakeshore Entertainment takes care of the international market while Tribune Entertainment is responsible for the USA. Others The company sourced its experiences in all things IT and created a core business model based on IT. Hearst Communications. Locked out of the Castle? Under William Randolph Hearst's will, a board of 13 trustees, composed of 5 family and 8 non-family members, administers the Hearst Foundation, the William Randolph Hearst Foundation, and the trust that owns and selects the member board of the Hearst Corporation, immediate parent of Hearst Communications which shares the same officers.
The foundations shared ownership between them until the tax law changed to prevent this. The Hearst Health Network , a group of medical information and services businesses, was formed to encompass Hearst's healthcare information businesses, providing a consolidated presence across the clinical, pharmacy, home and hospice care, and health insurance markets.
Healthcare information has become a chief revenue source for Hearst. A group of subscription-based, digital trade publications providing business and medical information, and software.
Customers include hospitals, drug companies, health plans, money managers, pension funds, jet plane owners, and automotive companies. Hearst Ventures makes strategic investments in online properties such as [BuzzFeed] and [Pandora], and has a minority stake in entertainment network IGN Entertainment. HearstLab ; [HearstHealth Ventures]: the corporate venture arm that invests in startup companies offering health information technology solutions and technology-enabled healthcare services; ref.
Sources: Hearst Properties Hearst Communications Inc. Original archived. Additional Sources: William Randolph Hearst Hearst Castle. Original archived on Apr. Hearst Corporation. Original archived on Oct. What's New in Publishing, Feb.
Bradford Pearson , D Magazine, Dec. Among the various financial players that are now pulling levers in the newspaper space, Alden Global Capital LLC holds the distinction of being the most repugnant. Phil Hall , Westfair Communications, Jun. Nat Ives , AdAge, Jan. Original archived on Sept.
0コメント