# Wind down BusinessWeek’s print business “as profitably as possible”–the company would have to honor existing subscriptions and could still sell ads in the magazine. But the focus would be on building up BusinessWeek’s Web site, which has a decent-sized footprint, though not a huge one.　紙の事業は、できるだけ収益性を高める。購読契約を結んだ読者や、広告主との契約を守るために、紙の事業は維持するが、できるだけオンラインのサイト事業に力を入れる。

# Dump almost all of the company’s newsgathering staff and outsource most of that work to Thomson Reuters (TRI).ほとんどの記者を解雇し、編集業務を報道機関トムソン・ロイターにアウトソースする。

# Employ a small handful of editorial employees–perhaps 20, down from the 200-plus who are there now. Some of them would run a Huffington Post-style aggregation site that produces no original content, and some more expensive hires would produce a smattering of high-quality reporting and writing designed to burnish/sustain the BusinessWeek brand. “Just to give it uniqueness and sizzle,” my source tells me.編集局は現在の200人体制から20人体制に縮小。人気ブログメディアHuffington Postのように、できるだけ外部の記事を集めてくるという業務を中心にし、ほんの一部だけ調査報道専門の優秀な記者を雇用する。調査報道はブランド力維 持が目的。

# Dump most of the existing business side, as well, but overhaul and bulk up the sales force.編集局以外の人間はほとんど解雇。営業部隊は強化。