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Conde Nast confirmed today what Keith Kelly had been hearing earlier this month -- that Conde Nast Digital is about to undergo a major re-organization. The digital sales team is being absorbed into Conde Nast Media Group and individual brands will now be responsible for their own digital sales and marketing efforts.

The restructuring is part of new president Bob Sauerberg's broader reorientation of Conde Nast's business model, which is moving away from a long standing reliance on print ad sales and becoming more focused on consumer revenue.

The news comes just one day after Conde Nast announced that its Style.com site was immediately being moved into the company's Fairchild Fashion Group, and that Adobe rather than Conde Nast Digital would develop all of its future tablet offerings.

Here's more about the re-org via press release:

New York, N.Y., October 26, 2010— Condé Nast will realign its sales and marketing organization across the company to focus on brand centricity and drive growth and innovation, it was announced today by Charles H. Townsend, C.E.O.  The Condé Nast Media Group continues its evolution as a leading provider of multi-platform, multi-brand comprehensive offerings as all sales and marketing at the corporate level come together under Lou Cona, Chief Marketing Officer.  Content for the vast majority of magazine web-sites is already managed at the brand level and now the brands will also become responsible for the digital sales and marketing. CN Digital will now focus on developing and implementing the corporate digital growth strategy as well as oversee content and operations for emerging digital businesses.  These structural changes represent a significant step towards realizing the strategic focus announced by the company in July. A transition schedule for the changes will begin immediately and continue throughout 2011.
 
“This is the next step towards capitalizing on what we see as unparalleled opportunity for Condé Nast to further extend its leadership position, create impactful media offerings for advertisers, and deliver cross platform products that will deepen consumer connectivity,” said Mr. Townsend.  
 
The organizational implications of this realignment are as follows:

In order to promote a more effective go-to-market approach and seamless access to brand assets, the Condé Nast Digital sales and marketing team will join CNMG to form one multi-platform, multi-brand unit.
 
“Condé Nast Digital brings tremendous power to the portfolio of assets we are able to offer the marketplace,” said Lou Cona, Chief Marketing Officer Condé Nast. “By integrating its sales and marketing expertise into the Media Group, we are positioned for maximum growth and are better aligned with the industry.”
 
Drew Schutte, currently SVP, Chief Revenue Officer of Condé Nast Digital, will become EVP, Chief Integration Officer for Condé Nast Media Group, serving as the primary liaison between the brand publishers and CNMG, reporting to Mr. Cona.  He will oversee all pricing, planning, and creative marketing in support of the integration of print and digital, single-site brands. Josh Stinchcomb, currently Publisher, Internet Sales Group, will become VP of Digital Sales for Condé Nast, reporting to Mr. Cona and working to integrate digital sales. 
 
Brands Become Responsible for Digital Sales & Marketing  
To optimize brand revenue growth, responsibility for single-site, digital sales and marketing-- currently handled by Condé Nast Digital—will migrate to the brand level.  Publishers will now fully leverage their offerings across all platforms.  

This post originally appeared on Forbes.com, where Mashable regularly contributes articles about social media, business and technology.

For a sector as forward-thinking as the fashion industry, the reluctance with which it has ventured into e-commerce and other digital platforms — particularly social media — is more than a little perplexing.

The affinity for traditional commerce and marketing channels is strong among many purveyors of luxury goods, both in the fashion sector and elsewhere. In an international survey of 178 premium and luxury firms in 2008, Forrester Research found that only one-third of them actively sold online, though eight out of every 10 affluent consumers uses the Internet to actively research and purchase luxury goods and services on a daily basis.

That number has risen significantly since 2008, but is still strikingly low. Yoox founder and CEO Federico Marchetti estimates that half of luxury brands now sell directly online, though several we spoke with suggested that the percentage is higher, due largely to recession pressures.

Yet many brands, particularly European manufacturers of high-end wristwatches and other luxury goods, refuse to set up shop online.

From Store to Web: The Challenges of E-Commerce

“We have an exclusive network of over 400 retailers but that cannot work online,” Jean-Claude Biver, chief executive of Hublot, said at Reuters Global Luxury Summit last summer. “When you are online, you are not exclusive anymore.”

Other firms say that e-commerce is not an option because the shopping experience their brands provide cannot be successfully translated for the web.

Matt Rhodes, who directs social media strategy for a number of high-end travel and fashion companies at FreshNetworks London, observed that when consumers walk into a luxury retailer, they’re paying for more than just the goods themselves.

“If you’re going to spend $1,000 on a pair of shoes, you want to have a glass of wine going around, the attention of staff; you want an experience as well as a purchase,” he said. From store design to employee training, luxury firms have invested heavily in building these kinds of experiences for customers, making retail locations feel “less like sales rooms and more like intimate venues,” Rhodes said.

It’s difficult to recreate that environment on the web. Some brands, like Burberry and Christian Louboutin, offer close-up video footage of their products, allowing shoppers to examine the texture and drape of a python trench coat or glitter of a jeweled strap as if they were holding the product in the store. Online retailer Net-a-Porter replicates the high-caliber service of a brick-and-mortar store by offering same-day shipping to customers in New York and London and handling returns for its premier customers. Oscar de la Renta extends its in-store services, such as styling advice and garment alterations, to online shoppers over phone and e-mail, CEO Alex Bolen said.

Bolen said he was “dead wrong” about how well the company’s staple product — close-fitting, $4,000 cocktail dresses — would sell online. “We have done a very good job of selling very expensive, very fit-intensive garments I thought only sold in a fitting room,” he said. Customers will often order two sizes of the same dress and return one. Currently, online transactions count for less than 10% of overall sales, but Bolen easily envisions that someday the web will be the biggest “door” for purchasing Oscar de la Renta merchandise.

Beyond Design: Brands Become Content Creators

The web has also become an important marketing channel for many high-end brands. Even those averse to e-commerce are producing brand-enriching media content to display on their websites and, for those willing to sacrifice a little design control for better distribution, platforms like Facebook, Twitter and YouTube. Chanel, which does not sell directly online, released a series of artistic short films directed by designer Karl Lagerfeld and Martin Scorsese this summer. Dozens of high-end fashion, jewelry and travel firms have released image and video-rich apps for Apple’s iPhone and iPad devices in the past three years as well.

During London Fashion Week, Burberry Chief Creative Officer Christopher Bailey wrote on Twitter that Burberry is “now as much a media-content company as [it is] a design company because it’s all part of the overall experience.” Like many other fashion houses, Burberry released a heavy amount of video and photographic footage of its catwalk show, giving fans the ability to peak backstage and watch the show live online.

Lost Opportunities in Social Media

“It’s like going to someone else’s party and talking to people there, versus throwing your own catwalk show where you control the invites,” Rhodes said. “On your own domain, you can curate an experience for people; on Facebook, you are opening the gates … to discussions you don’t want.”

While large consumer brands like Pepsi and Dunkin’ Donuts are launching major interactive campaigns across many social networks — engaging sometimes millions of fans in the process — few such campaigns are coming from luxury brands. Most use it as another channel to distribute news and imagery to enhance the brand; some use it as a direct attempt to drive sales on their websites by posting a link to purchase alongside an image of a new product, for instance.

There are, of course, exceptions among brands with an interest in marketing to aspirational shoppers. BMW and Marc Jacobs both publicized the launch of products aimed at a younger demographic — an SUV and a men’s fragrance, respectively — with social campaigns on Facebook this year. Jimmy Choo garnered considerable attention in mainstream and online press with its Catch-a-Choo campaign on location-based social gaming network Foursquare, which had women running around London in order to snag a pair of the company’s new line of sneakers at various venues the brand broadcasted over the network. Oscar de la Renta was even able to facilitate the purchase of a bridal gown after tweeting about a bridal trunk show taking place at Bergdorf Goodman.

Yet these instances are rare and forsake opportunities to engage affluent — rather than aspirational — shoppers. A recent Unity Marketing survey of 1,614 consumers with an average income of $239.3k found that nearly 80% of them have at least one social networking profile (usually on Facebook), and that roughly half have used social media to connect with a brand in some way, such as viewing products or commenting. Another recent survey of affluent consumers (from households earning more than $150,000 per year) by L.E.K. Consulting found that the influence of social media on purchase decisions is growing. Participants said they were likely to acquire 12% of the products recommended to them by friends on social networks.

In a market where brands are constantly making products more innovative to stay ahead of the competition, it’s odd that so few resources are invested in reinventing how that product is marketed and delivered on the web. Leaders are beginning to emerge in the luxury sector; it will remain to the rest to decide whether to innovate and thrive, or be left behind.

More Business Resources from Mashable:

- HOW TO: Avoid Being a Disaster Client/> - Should Your Company Have a Chief Marketing Technologist?/> - Inside Group Buying: 7 Small Business Success Stories/> - The Future of the Hotel Industry and Social Media/> - The Business Behind the Internet TV Revolution

Image courtesy of Flickr, miss shades

For more Business coverage:

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[From Mauricio Tanzi, Costa Rica] Hi Sammy! Just wanted to let you know that I'm stuck in traffic and in need for enerteinment.... What can I so? Just pop out my Palm Pre Plus and enjoy the rush hour with...

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Nevada Voters Complain Of Problems At Polls - Las Vegas <b>News</b> Story <b>...</b>

LAS VEGAS -- Some voters in Boulder City complained on Monday that their ballot had been cast before they went to the polls, raising questions about Clark County's electronic voting machines. Wednesday, October 27, 2010.

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Conde Nast confirmed today what Keith Kelly had been hearing earlier this month -- that Conde Nast Digital is about to undergo a major re-organization. The digital sales team is being absorbed into Conde Nast Media Group and individual brands will now be responsible for their own digital sales and marketing efforts.

The restructuring is part of new president Bob Sauerberg's broader reorientation of Conde Nast's business model, which is moving away from a long standing reliance on print ad sales and becoming more focused on consumer revenue.

The news comes just one day after Conde Nast announced that its Style.com site was immediately being moved into the company's Fairchild Fashion Group, and that Adobe rather than Conde Nast Digital would develop all of its future tablet offerings.

Here's more about the re-org via press release:

New York, N.Y., October 26, 2010— Condé Nast will realign its sales and marketing organization across the company to focus on brand centricity and drive growth and innovation, it was announced today by Charles H. Townsend, C.E.O.  The Condé Nast Media Group continues its evolution as a leading provider of multi-platform, multi-brand comprehensive offerings as all sales and marketing at the corporate level come together under Lou Cona, Chief Marketing Officer.  Content for the vast majority of magazine web-sites is already managed at the brand level and now the brands will also become responsible for the digital sales and marketing. CN Digital will now focus on developing and implementing the corporate digital growth strategy as well as oversee content and operations for emerging digital businesses.  These structural changes represent a significant step towards realizing the strategic focus announced by the company in July. A transition schedule for the changes will begin immediately and continue throughout 2011.
 
“This is the next step towards capitalizing on what we see as unparalleled opportunity for Condé Nast to further extend its leadership position, create impactful media offerings for advertisers, and deliver cross platform products that will deepen consumer connectivity,” said Mr. Townsend.  
 
The organizational implications of this realignment are as follows:

In order to promote a more effective go-to-market approach and seamless access to brand assets, the Condé Nast Digital sales and marketing team will join CNMG to form one multi-platform, multi-brand unit.
 
“Condé Nast Digital brings tremendous power to the portfolio of assets we are able to offer the marketplace,” said Lou Cona, Chief Marketing Officer Condé Nast. “By integrating its sales and marketing expertise into the Media Group, we are positioned for maximum growth and are better aligned with the industry.”
 
Drew Schutte, currently SVP, Chief Revenue Officer of Condé Nast Digital, will become EVP, Chief Integration Officer for Condé Nast Media Group, serving as the primary liaison between the brand publishers and CNMG, reporting to Mr. Cona.  He will oversee all pricing, planning, and creative marketing in support of the integration of print and digital, single-site brands. Josh Stinchcomb, currently Publisher, Internet Sales Group, will become VP of Digital Sales for Condé Nast, reporting to Mr. Cona and working to integrate digital sales. 
 
Brands Become Responsible for Digital Sales & Marketing  
To optimize brand revenue growth, responsibility for single-site, digital sales and marketing-- currently handled by Condé Nast Digital—will migrate to the brand level.  Publishers will now fully leverage their offerings across all platforms.  

This post originally appeared on Forbes.com, where Mashable regularly contributes articles about social media, business and technology.

For a sector as forward-thinking as the fashion industry, the reluctance with which it has ventured into e-commerce and other digital platforms — particularly social media — is more than a little perplexing.

The affinity for traditional commerce and marketing channels is strong among many purveyors of luxury goods, both in the fashion sector and elsewhere. In an international survey of 178 premium and luxury firms in 2008, Forrester Research found that only one-third of them actively sold online, though eight out of every 10 affluent consumers uses the Internet to actively research and purchase luxury goods and services on a daily basis.

That number has risen significantly since 2008, but is still strikingly low. Yoox founder and CEO Federico Marchetti estimates that half of luxury brands now sell directly online, though several we spoke with suggested that the percentage is higher, due largely to recession pressures.

Yet many brands, particularly European manufacturers of high-end wristwatches and other luxury goods, refuse to set up shop online.

From Store to Web: The Challenges of E-Commerce

“We have an exclusive network of over 400 retailers but that cannot work online,” Jean-Claude Biver, chief executive of Hublot, said at Reuters Global Luxury Summit last summer. “When you are online, you are not exclusive anymore.”

Other firms say that e-commerce is not an option because the shopping experience their brands provide cannot be successfully translated for the web.

Matt Rhodes, who directs social media strategy for a number of high-end travel and fashion companies at FreshNetworks London, observed that when consumers walk into a luxury retailer, they’re paying for more than just the goods themselves.

“If you’re going to spend $1,000 on a pair of shoes, you want to have a glass of wine going around, the attention of staff; you want an experience as well as a purchase,” he said. From store design to employee training, luxury firms have invested heavily in building these kinds of experiences for customers, making retail locations feel “less like sales rooms and more like intimate venues,” Rhodes said.

It’s difficult to recreate that environment on the web. Some brands, like Burberry and Christian Louboutin, offer close-up video footage of their products, allowing shoppers to examine the texture and drape of a python trench coat or glitter of a jeweled strap as if they were holding the product in the store. Online retailer Net-a-Porter replicates the high-caliber service of a brick-and-mortar store by offering same-day shipping to customers in New York and London and handling returns for its premier customers. Oscar de la Renta extends its in-store services, such as styling advice and garment alterations, to online shoppers over phone and e-mail, CEO Alex Bolen said.

Bolen said he was “dead wrong” about how well the company’s staple product — close-fitting, $4,000 cocktail dresses — would sell online. “We have done a very good job of selling very expensive, very fit-intensive garments I thought only sold in a fitting room,” he said. Customers will often order two sizes of the same dress and return one. Currently, online transactions count for less than 10% of overall sales, but Bolen easily envisions that someday the web will be the biggest “door” for purchasing Oscar de la Renta merchandise.

Beyond Design: Brands Become Content Creators

The web has also become an important marketing channel for many high-end brands. Even those averse to e-commerce are producing brand-enriching media content to display on their websites and, for those willing to sacrifice a little design control for better distribution, platforms like Facebook, Twitter and YouTube. Chanel, which does not sell directly online, released a series of artistic short films directed by designer Karl Lagerfeld and Martin Scorsese this summer. Dozens of high-end fashion, jewelry and travel firms have released image and video-rich apps for Apple’s iPhone and iPad devices in the past three years as well.

During London Fashion Week, Burberry Chief Creative Officer Christopher Bailey wrote on Twitter that Burberry is “now as much a media-content company as [it is] a design company because it’s all part of the overall experience.” Like many other fashion houses, Burberry released a heavy amount of video and photographic footage of its catwalk show, giving fans the ability to peak backstage and watch the show live online.

Lost Opportunities in Social Media

“It’s like going to someone else’s party and talking to people there, versus throwing your own catwalk show where you control the invites,” Rhodes said. “On your own domain, you can curate an experience for people; on Facebook, you are opening the gates … to discussions you don’t want.”

While large consumer brands like Pepsi and Dunkin’ Donuts are launching major interactive campaigns across many social networks — engaging sometimes millions of fans in the process — few such campaigns are coming from luxury brands. Most use it as another channel to distribute news and imagery to enhance the brand; some use it as a direct attempt to drive sales on their websites by posting a link to purchase alongside an image of a new product, for instance.

There are, of course, exceptions among brands with an interest in marketing to aspirational shoppers. BMW and Marc Jacobs both publicized the launch of products aimed at a younger demographic — an SUV and a men’s fragrance, respectively — with social campaigns on Facebook this year. Jimmy Choo garnered considerable attention in mainstream and online press with its Catch-a-Choo campaign on location-based social gaming network Foursquare, which had women running around London in order to snag a pair of the company’s new line of sneakers at various venues the brand broadcasted over the network. Oscar de la Renta was even able to facilitate the purchase of a bridal gown after tweeting about a bridal trunk show taking place at Bergdorf Goodman.

Yet these instances are rare and forsake opportunities to engage affluent — rather than aspirational — shoppers. A recent Unity Marketing survey of 1,614 consumers with an average income of $239.3k found that nearly 80% of them have at least one social networking profile (usually on Facebook), and that roughly half have used social media to connect with a brand in some way, such as viewing products or commenting. Another recent survey of affluent consumers (from households earning more than $150,000 per year) by L.E.K. Consulting found that the influence of social media on purchase decisions is growing. Participants said they were likely to acquire 12% of the products recommended to them by friends on social networks.

In a market where brands are constantly making products more innovative to stay ahead of the competition, it’s odd that so few resources are invested in reinventing how that product is marketed and delivered on the web. Leaders are beginning to emerge in the luxury sector; it will remain to the rest to decide whether to innovate and thrive, or be left behind.

More Business Resources from Mashable:

- HOW TO: Avoid Being a Disaster Client/> - Should Your Company Have a Chief Marketing Technologist?/> - Inside Group Buying: 7 Small Business Success Stories/> - The Future of the Hotel Industry and Social Media/> - The Business Behind the Internet TV Revolution

Image courtesy of Flickr, miss shades

For more Business coverage:

class="f-el">class="cov-twit">Follow Mashable Businessclass="s-el">class="cov-rss">Subscribe to the Business channelclass="f-el">class="cov-fb">Become a Fan on Facebookclass="s-el">class="cov-apple">Download our free apps for iPhone and iPad

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PalmAddicts: Traffic jam <b>news</b>

[From Mauricio Tanzi, Costa Rica] Hi Sammy! Just wanted to let you know that I'm stuck in traffic and in need for enerteinment.... What can I so? Just pop out my Palm Pre Plus and enjoy the rush hour with...

Greenpeace dumps on Nintendo Wii <b>News</b> - Page 1 | Eurogamer.net

Read our Wii news of Greenpeace dumps on Nintendo.

Nevada Voters Complain Of Problems At Polls - Las Vegas <b>News</b> Story <b>...</b>

LAS VEGAS -- Some voters in Boulder City complained on Monday that their ballot had been cast before they went to the polls, raising questions about Clark County's electronic voting machines. Wednesday, October 27, 2010.

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PalmAddicts: Traffic jam <b>news</b>

[From Mauricio Tanzi, Costa Rica] Hi Sammy! Just wanted to let you know that I'm stuck in traffic and in need for enerteinment.... What can I so? Just pop out my Palm Pre Plus and enjoy the rush hour with...

Greenpeace dumps on Nintendo Wii <b>News</b> - Page 1 | Eurogamer.net

Read our Wii news of Greenpeace dumps on Nintendo.

Nevada Voters Complain Of Problems At Polls - Las Vegas <b>News</b> Story <b>...</b>

LAS VEGAS -- Some voters in Boulder City complained on Monday that their ballot had been cast before they went to the polls, raising questions about Clark County's electronic voting machines. Wednesday, October 27, 2010.

bench craft company complaints bench craft company complaints

PalmAddicts: Traffic jam <b>news</b>

[From Mauricio Tanzi, Costa Rica] Hi Sammy! Just wanted to let you know that I'm stuck in traffic and in need for enerteinment.... What can I so? Just pop out my Palm Pre Plus and enjoy the rush hour with...

Greenpeace dumps on Nintendo Wii <b>News</b> - Page 1 | Eurogamer.net

Read our Wii news of Greenpeace dumps on Nintendo.

Nevada Voters Complain Of Problems At Polls - Las Vegas <b>News</b> Story <b>...</b>

LAS VEGAS -- Some voters in Boulder City complained on Monday that their ballot had been cast before they went to the polls, raising questions about Clark County's electronic voting machines. Wednesday, October 27, 2010.

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