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	<title>Comments on: Where Will Tad Smith End Up?</title>
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	<link>http://paidcontent.org/2009/07/31/419-could-tad-smith-end-up-at-forbes/</link>
	<description>The economics of digital content</description>
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		<title>By: George</title>
		<link>http://paidcontent.org/2009/07/31/419-could-tad-smith-end-up-at-forbes/#comment-72909</link>
		<dc:creator><![CDATA[George]]></dc:creator>
		<pubDate>Sun, 02 Aug 2009 17:12:06 +0000</pubDate>
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		<description><![CDATA[A great adjunct teacher, but,  it would be interesting to learn for the record what he accomplished as the CEO of RBI, arguably one of the world&#039;s largest B2B media companies.   Smith took over from a predecessor that had been widely criticized for uninspiring strategy, execution and lack of understanding of the importance of digital.   Attracting his level of talent was touted by commentators as a success for RE. 
Coming in, Smith could have managed that business for profitability and relentlessly taken the costs out to become the low cost producer, but based on the figures that contiue to be reported, the business still has an above industry average cost structure.  So, there was a different strategy in play.    
Did acquisitions of new businesses, assets and talent feature in that strategy?   Was he creating and driving a strategy based around monetizing the company&#039;s vast content-producing assets?    He appeared to have all the support and funding than necessary   to create and execute a successful online strategy.  How was that progressing?   
Any RBI insiders or commentators care to comment on where the successes have been?   Likley there are important lessons here for the rest of B2B.]]></description>
		<content:encoded><![CDATA[<p>A great adjunct teacher, but,  it would be interesting to learn for the record what he accomplished as the CEO of RBI, arguably one of the world&#39;s largest B2B media companies.   Smith took over from a predecessor that had been widely criticized for uninspiring strategy, execution and lack of understanding of the importance of digital.   Attracting his level of talent was touted by commentators as a success for RE.<br />
Coming in, Smith could have managed that business for profitability and relentlessly taken the costs out to become the low cost producer, but based on the figures that contiue to be reported, the business still has an above industry average cost structure.  So, there was a different strategy in play.<br />
Did acquisitions of new businesses, assets and talent feature in that strategy?   Was he creating and driving a strategy based around monetizing the company&#39;s vast content-producing assets?    He appeared to have all the support and funding than necessary   to create and execute a successful online strategy.  How was that progressing?<br />
Any RBI insiders or commentators care to comment on where the successes have been?   Likley there are important lessons here for the rest of B2B.</p>
]]></content:encoded>
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		<title>By: Christian</title>
		<link>http://paidcontent.org/2009/07/31/419-could-tad-smith-end-up-at-forbes/#comment-72908</link>
		<dc:creator><![CDATA[Christian]]></dc:creator>
		<pubDate>Fri, 31 Jul 2009 13:52:40 +0000</pubDate>
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		<description><![CDATA[Tad Smith was one of a hell of an adjunct teacher, one of the greatest input of all my school years. 
Hope he will get back on the fast track.]]></description>
		<content:encoded><![CDATA[<p>Tad Smith was one of a hell of an adjunct teacher, one of the greatest input of all my school years.<br />
Hope he will get back on the fast track.</p>
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