because Harvard business review is a bit general. For example, if you're in the medical and analytical instrumentation market you buy similar publications from SRI for $1800± per year, and they have lots of subscribers drinking in the market segment $ data.
I generally agree with Richard in principal, but disagree with some specifics.
Today, if you generate information, the only way to sustainably raise interest and revenue is give it away and advertise you're giving it away and get others to trumpet and defend that you're giving it away.
The model of holding information private, for ransom, to investigate, is the old model held onto by dusty old grey hairs. The world at large will just pass you by, forget you, as they look into and reference the free stuff.
Now then, there is the case to sell information in specific examples. The fact is large corporations buy information including common sense. Take any Big Inc.: 3M, Apple, IBM, GE, Siemens, Hyundai, they are not going to go after free technical and market information, exceptions for contributory industry specific consortia, when they have billions dependant on decisions based on it. These Big Inc. will buy studies, publications and the private consultants who come in and explain, adapt and implement. The auctioneers hyperbole applies "The more you spend the more you like it".
I would see a perfectly acceptable application of IDSA and similar developing specific business case studies, making them available at nominal cost to members and friends, and premium selling to Big Inc., perhaps with some addendum such as private accounting numbers. However today even this is anachronistic business model.
As said, new ideas require new techniques.