Lessons from Jean Paul Gaultier and Mango in the press

The death of print generates a morbid curiosity. I remember that fifteen years ago, when we decided to launch a newspaper in the midst of the economic crisis, the second question that inevitably befell us was, "Why print?" (the first, I swear, was, "Are you crazy?"). Now that the The New Yorker Having turned 100, it's inevitable to wonder if a publication so closely tied to the physical format is prepared to withstand another 100 years. And the same question can be posed about The Economist (founded in 1843). Both century-old publications have recently shifted their focus to acquiring digital subscriptions, but they maintain the print edition as their flagship and, probably, a status symbol. In reality, other businesses have already invented the solution. A brand like Jean Paul Gaultier makes 95% of its money selling fragrances and cosmetics to the general public. But it can do so because it maintains a name in the world of haute couture, even if it only represents 5% of its revenue. The same is true for so many boutiques on luxury streets belonging to major brands: they aren't necessarily profitable, but they are essential for maintaining brand presence and value. Mango already sells 31% online, but has grown in physical stores over the last decade.

I think the same will happen with print. Perhaps it will only appeal to a minority, but this group will be aware that it is a product deli and therefore will incur a higher cost than at present. But even if it is only symbolic (and I dare say deficit-ridden), it will hardly The New Yorker either The Economist They will relinquish their century, or almost two centuries, of history. Because maintaining a beautiful facade, in the end, is a relatively small expense compared to the enormous investment required these days to maintain powerful, rigorous, and relevant content.