One speaker was the head of Bloomberg’s “speed desk,” who was especially proud, according to people at the meeting, when the desk published a headline seconds ahead of Reuters, and a young trader had made enough money from that lead alone to buy a Hummer.


A Businessweek employee raised her hand. Why, she asked, would a journalist be proud of that?


At Bloomberg News, where writers’ salaries are tied, among other factors, to how many “market-moving” articles they have produced, Businessweek is fitting in like — well, like an 80-year-old print magazine in a company that is all about terminals.


As well known as Businessweek is — it has an 80-year history and a circulation of about 918,000 — within Bloomberg, it is just a money-losing print product in a company where profitable terminals are the primary focus. Bloomberg bought the magazine from McGraw-Hill for $5 million cash, or 0.079 percent of Bloomberg’s estimated $6.3 billion in revenue. It is a low-risk bet that Bloomberg hopes will help make its brand more well known and put influential coverage on the all-important terminal.


“Our audience is somewhat narrow — basically, all people who participate in the securities industry, which to some extent limits our access to some of the people who actually make market-moving news, like people in the C-suite or people in high government office,” president Daniel L. Doctoroff said when the deal was announced. “We need greater access to them.”


The redesigned magazine, introduced last week, is meant for busy, fact-seeking readers: the sections are color-coded, and many articles carry summaries and “bottom line” takeaways.


There are quick hits on subjects like the Greek economy and Tang, and features on Meg Whitman and Apple. The magazine has doubled the number of articles from the old magazine while increasing editorial pages by 20 percent, translating to a rapid-fire pace.


Advertising buyers said they were impressed.


“Now that Bloomberg owns it, it hopefully is going to open up a lot of avenues to take advantage of not only Businessweek’s assets, but Bloomberg’s assets as well,” said Roberta Garfinkle, director of print strategy for TargetCast tcm.


Norman Pearlstine, Bloomberg’s chief content officer and chairman of Bloomberg Businessweek, said the magazine could not be a stand-alone publication within the company.


“The only way it made sense for Bloomberg was that it be completely integrated,” he said, using Bloomberg’s more than 2,300 journalists in places like Estonia and Nigeria.


It is still early days, but the integration, like many corporate mergers, is proving challenging.


After Bloomberg bought the magazine and dismissed about 100 staff members, Mr. Pearlstine, the former executive editor of The Wall Street Journal and editor in chief of Time Inc., hired Josh Tyrangiel, a deputy managing editor at Time, to be Businessweek’s editor.


Mr. Tyrangiel and Mr. Pearlstine hired a group of magazine professionals, including former Fortune managing editor Eric Pooley as deputy editor. Hugo Lindgren of New York magazine was made executive editor.


Mr. Tyrangiel is 37, and, with his rosy cheeks and bright brown eyes, seems like he should be playing stickball in 1940s Brooklyn instead of editing a business magazine. Though he was not a business expert — Mr. Pearlstine said that he and Mr. Pooley would “backstop” him on some of the more complicated coverage — editors said he was decisive and hard-working, if a bit aloof.


In March, Mr. Tyrangiel dismissed about 20 more staff members, including almost the entire art department. He transferred an additional seven or so to the Bloomberg News newswire operation. Businessweek, which once had about 80 writers, lists fewer than a dozen dedicated writers.


When the remaining Businessweek employees move to Bloomberg headquarters this week, they might prepare for culture shock. Every writer and editor gets a copy of “The Bloomberg Way,” a 361-page style guide written by Matthew Winkler, the powerful editor who started and runs Bloomberg News.


In the guide, words like “allow to,” “however,” “although,” “but” and “despite” are discouraged. The first four paragraphs of each article go in this order: theme, details, quotation, nut paragraph (“What’s at stake?” according to the guide). In one exercise, employees are asked to edit 107 sentences into Bloomberg style.


Mr. Winkler said in an interview that “The Bloomberg Way” was simply good journalism. “There are dozens of stories that have been published in The New Yorker that I would have been proud to run at Bloomberg because they were beautifully reported and consistent with ‘The Bloomberg Way’ — that’s not to say everything,” he said.