How many cosmopolitan magazines are sold annually

It was launched in , a few months after media titan Kerry Packer pre-empted it with a new competitor, Cleo, after Hearst had snubbed him and granted the Cosmo licence to a rival. Ultimately, Hearst was forced to accept Packer after he bought Cosmo Australia, which he continued to publish alongside Cleo. The Aussie relationship was eased, though, by Cosmo copy sales that reached an amazing k — greater market penetration and also better profit margins than in either the US or UK.

Hearst was forced expensively to compensate the German publisher so it could switch the Aussie edition of Cosmo from a JV into a no-risk licence. In a world where there is more media than consumers have time to consume and more places to put advertising than there is advertising, the Cosmo disruption is far from self-inflicted. But print media everywhere is certainly paying the price for over-estimating its value to readers and simply not understanding the extent to which many have become mere aggregators of content that is either more freely available or not highly-valued anyway.

Digital services, starting from iTunes, have conditioned media consumers to pay only for what they actually want, rather than mixed-up bundles of content that most suit the provider. As with newspapers, magazine readers increasingly value only distinctive and exclusive content. This will drive advertiser polarisation towards the extremes of either mass market or specialist, targeted media. Many mid-size media brands will be squeezed. That — rather than technology — is why so much online content will never be profitable.

Traditional media must face up to the reality that their heritage may give them few in-built advantages in the digital era. The sheer level of digital competition will inevitably shrink the profits even of relatively durable magazine businesses.

Three years ago, Hearst Magazines re-located its digital developments to a separate New York building under its own disruptor Troy Young, who had become global president of Hearst Digital Media in Young, who was previously president of tech and advertising firm Say Media, created a new digital team for each magazine, with the site editors reporting to him, not to the magazine editors-in-chief.

You can imagine the gnashing of teeth. This facilitates content sharing and also the creation of new multi-source products and services. Recently, Hearst opened a 26, sq ft video and multimedia studio. The fact that Hearst Digital Media has reportedly been profitable for three years serves only to underline the systemic problems of the print-based Cosmopolitan magazine:.

But Cosmopolitan can be fixed. It is still a strong media brand. Its future must be in the provision of practical information, entertainment, e-commerce, and self-improvement through the whole range of digital services, events, and packaged digital and even print information. However, the list emphasises the need now to turn upside-down a magazines division that, like so many others, remains dominated by the shrinking world of print. Its rising success signals a determination now to turn its magazine brands into strong future-proofed businesses.

Now, there is an even better reason to bring them back together — under fresh-thinking digital management. The overall lifestyle and fashion market leader was once again John Brown publishing's free title John Lewis magazine edited by former Marie Claire editor Marie O'Riordan, which distributed , copies monthly on average, a 3. Grazia had a disappointing second half of , with circulation dropping 9. Sales of the Bauer weekly fell 1.

Good Housekeeping remained number two in the paid-for market, despite a 9. The monthly magazine reported a circulation of , in the six months to December, down 8. Vanity Fair slipped below , average monthly sales, reporting a circulation of 97, in the second half of This was a 4. To contact the MediaGuardian news desk email media theguardian.

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