Think you need a large budget or a staff of designers to produce a great publication? No so, based on the recent entries from over 45 chambers competing in the publication’s category of
ACCE’s Awards for Communications Excellence. No matter what your budget, any publication can be highly effective, given a few set of rules.
Offer something of value.
Most chambers need to communicate regularly with their members, and one of the best ways to do this is through a monthly newsletter or magazine. But a publication loaded with too much internal information and not enough general interest articles will seriously impact readership.
Force-feeding committee reports, chamber press releases, and promotions for chamber programs or services through your primary member communications vehicle isn’t going to offer your reader much of interest. In fact, studies suggest that one of the least-read articles is the letter from the president (or chairman) and the most well read are exclusive news items and how-to articles. That’s because readers overwhelmingly want content that teaches them something or represents something they can use.
And with increasing demands on busy professionals, significantly less time is devoted per issue than twenty years ago. So how do you move your publication to the top of the “must-read” list?
Give them something they can use—whether it’s legislative updates, cutting-edge business news on economic development projects, tips for advancing small business, or the latest business community poll.
As part of the redesign for the Metropolitan Milwaukee (WI) Association of Commerce’s newsletter, monthly member surveys were incorporated to poll members on important legislative and community issues. Based on member feedback and an overwhelming response to online surveys, more people are reading Milwaukee Commerce Hotline at an increasing rate. The survey tool also serves the dual purpose of soliciting greater member input on the chamber’s public policy agenda and fostering member participation in chamber issues. As a result of the increased readership, advertising revenues have increased by nearly 30%.
Know your readers and what they want.
While most editors think they have a clear understanding of their publication’s editorial mission of their publication, they may be off base. Even the savviest editor needs thorough research to find out what their readers want. Formal surveys and focus groups are excellent ways to solicit this constructive feedback. The better you know your averag e reader, the stronger your editorial product will be and, ultimately, the greater your readership.
Responses to a baseline survey conducted by the Greater Oklahoma City (OK) Chamber for its publication, the POINT , indicated that the publication was too event-focused. It provided no real information on the role the chamber played in advancing the success of businesses within the metro area. After changing the editorial perspective to focus more on business news and issues, Oklahoma City has actually increased its event registration. The majority of registrants state that they first learned of an event through POINT . By focusing on topics members care about, readership has increased. This has allowed the chamber to promote its meetings more effectively than when the publication was editorially an “in-house”sales tool.
The Springfield (MO) Area Chamber used focus groups to evaluate its publication. One was composed of media professionals, and the second included a mixture of chamber members— large and small, active and non-active, long-term and new. They found that members wanted a

brief publication that could be scanned quickly, included an update of chamber news and future events, and had information that applied in their business setting. The chamber followed up with an online customer survey that asked members about their priorities and issues of concern.
As a consequence, the chamber realized that a more cost-effective electronic version of their newsletter would be more efficient in delivering the type of information its members wanted.
And so, with only one corporate sponsor to accommodate instead of many display advertisers,
News From the Corner Office became a monthly electronic publication.
Sometimes qualitative research is the best route, so the Mobile (AL) Area Chamber used a local university to conduct a telephone survey of its members. The research revealed that
Mobile’s members most frequently read The Business View’s
small business features, business briefs and tips, special sections, and articles based on community issues and economic statistics.
Now, the chamber staff reviews each issue to ensure it appeals to every audience segment and stays true to its editorial mission of providing a comprehensive view of current business events and useful management information.
Nothing draws in a reader like good design.
According to Arthur Catalanello, V.P. of Ad-Q readership studies, for New York based Harvey
Research Company, there’s no doubt that color attracts attention. Four-color advertisements are read twice as often as those in black and white. But if you can’t afford color, don’t despair.
There are other elements of design that can make your publication more readable, while still keeping within budget.
“If you can afford it,” recommends Mark Forester, Vice President of Editorial at Journal
Communications, “try to make creative use of spot color. If you are working with a two-color newsletter, using screen values of the color can add a subtle design element that compliments the layout, rather than drawing attention away from it.”
Dense pages tend to turn readers off. White space should be an active part of your design, and can make your layouts more inviting to the reader. “Make your design reader-friendly,” says
Forester. “Make good use of white space, and don’t feel like you have to cover every inch of the page with words.” Rhonda Metheny, National Account Manager for D.C.-based The Magazine
Group, agrees. “Well-placed white space can balance a type-heavy page and make it less work for the reader,” shares Metheny.
“Successful design,” continues Metheny, “presents your message in an engaging, useful way.
For a business audience, we recommend as many entry points as possible. Add subheads and pull quotes in longer pieces, and screens or boxes to break up a series of shorter articles.” Mark
Forester also suggests including short sidebar stories as a means of engaging the reader.
Freshening up the typography can also give your publication new life. Stick to a set of ‘base fonts’ for copy, captions, and subheads, and add variety by using a range of fonts for headlines and pull quotes. But too many typefaces can be very distracting, without anything being dominant. “Be careful with typography,” warns Forester. “Limit the number of base fonts you use to two or three, and look for a serif font for your body copy. It’s more legible.”
Don’t feel compelled to run every “grip-and-grin” photograph submitted by your members or to continue using icons developed years ago to identify your publication’s departments. Excellent stock photos and artwork are available at very reasonable prices. You don’t need a large budget to afford a well-designed cover and good visuals. If you do use member-submitted photos, keep
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your standards high. If you must run an inferior photo, keep it small to lessen the negative impact.
If your chamber publication is fortunate enough to possess a large, dedicated advertising base, you might consider modeling your publication on the format your readers prefer in other magazines they read. Is USA Today a publication you’d like to mirror, or is Business Week more appropriate?
Advertising is the engine that makes it run.
Most magazines and newsletters contain both editorial and advertising content. The editorial content keeps readers interested; the advertising revenue pays for it. If the content and design don’t hold the reader, you’ll loose your valuable advertising base.
Ask any commercial publishing group, and they’ll tell you that advertising dollars go where the readers are. When you provide quality editorial and easy to navigate design, readers will assign a high value to the publication. And that translates into increased advertising dollars.
Commercial publishers always strive for a healthy balance, and chamber publishers should, too.
While the exact ratio varies from year to year, the rule of thumb is 50:50. According to the
Magazine Publishers of America, the ratio for consumer magazines in 2002 was 46.6% advertising to 53.4% editorial.
Depending on the audience and total distribution figures, chamber publications can be an excellent venue for business-to-business or business-to-consumer advertising. Being affiliated with the local chamber provides an enhanced benefit of being a trusted resource. And while you’ll certainly want to use this position to sell advertising, publishers should avoid selling editorial coverage. Professional publications keep advertising and editorial separate. If you sell or trade ad space for editorial coverage to satisfy an advertiser, your credibility will suffer.
Be creative in more ways than one.
Design and editorial aren’t the only areas for good creative thinking. Chambers need to constantly look for ways to improve their publication and their publication operations. After all, it is a business, so you need to ask yourself basic business questions. How can we make our publication more profitable? What product improvements will enhance appeal and salability?
What cost saving measures could be initiated? What can we do creatively that will gives us a better publication without increasing costs?
Even the smallest chambers can create dramatic changes with a minimal investment. The
Wyoming-Kentwood (MI) Area Chamber published a 12-page letter, which was stapled in the left-hand column. When they needed to lease a new copier, the chamber selected a model that offered saddle stitching. Now they print on quality 11x14 paper that is stapled in the middle and folded to 8 ½ x 11. For nearly the same cost, the chamber produces a monthly newsletter that looks more professional.
Contracting with your local newspaper or magazine publisher can also be an affordable way to enhance the professionalism of your publication. Companies that specialize in magazine and newsletter publishing can provide consulting services or a wide range of services, including design, editorial, advertising sales, circulation management, and sometimes even web development.
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Perhaps most important of all, you should assess the publication regularly and objectively. An annual financial audit is essential to ensure that costs aren’t escalating. Larger chamber publishing operations should consider formal advertising and readership studies every three to four years. These studies help determine what parts of the publication are most important to the readers. Thus, the magazine can be enhanced to reinforce the editorial content found in those key departments.
You probably won’t need a complete re-vamping every year, but the information you gain will be invaluable. The Greater Oklahoma City Chamber of Commerce transformed its newsletter, the POINT , from a money-losing publication to a money generating publication in 16 months by decreasing the quantity mailed and increasing the advertising rate.
Publications are a work in progress and need to continually be improved and adapted to stay current. If you don’t believe this, just look at magazines that were produced in previous decades.
Design and production processes change but the business processes stay the same. The bottom line is just that. Take care of your readers with current, relevant news in a well-designed format, and you’ll always have a bottom line that seems to take care of itself.
—Marcie Granahan
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