
Contents
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The IPC Behemoth The IPC Behemoth
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Social Change and the Sunday Supplements Social Change and the Sunday Supplements
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Changing Leadership at IPC Changing Leadership at IPC
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The McKinsey Reorganization The McKinsey Reorganization
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Reed International Reed International
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A Challenge from Lithography A Challenge from Lithography
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The IPL Printing Crisis The IPL Printing Crisis
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Innovation Problems at the Ministry Innovation Problems at the Ministry
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Increasing Competition from Monthlies Increasing Competition from Monthlies
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EMAP and Other New Competitors EMAP and Other New Competitors
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Cite
Abstract
This chapter focuses on the corporate development of IPC as Britain’s dominant producer of consumer magazines from its formation in 1963 up until the end of the 1970s. The chapter considers the difficulties the company experienced in trying to exploit the competitive advantages that were expected to accrue from its ownership of practically all the leading mass-circulation weekly consumer magazines in the UK, utilizing the benefits of vertical integration and large-scale production. It examines the structural reorganization that was implemented at IPC following a report by McKinsey management consultants and the later corporate restructuring that created the Reed International holding company. Intransient issues of industrial relations in printing are discussed in detail, in particular the attempts to move from the dominant letterpress technology towards the more versatile system of offset-litho printing.
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