supply chain workshops booksellers/book buyers publishers printers multi-channel publishing project
TRANSCRIPT
Supply Chain WorkshopsBooksellers/Book buyers
PublishersPrinters
Multi-channel Publishing project
MCP Project 2
Agenda
Welcome and introduction
1. Background
2. Project findings
3. Issues to address
4. Market segments
5. Conclusion
6. Other relevant research
7. Next steps?
Welcome and Introduction
MCP Project 4
Reflective questions
• In what ways can you take advantage of current trends?
• In what ways can the project make clearer ways in which you can take advantage of these trends?
• In what ways can you imagine engaging with the emerging industry supply chain(s) represented in this presentation?
Introduction
1. Background
MCP Project 6
Background
• Meeting between EPICS Client Manager, IPR Systems and Fuji Xerox at PacPrint
• 3 Page summary of project
• ITR’s involvement
• Project definition with Fuji Xerox
• ABA’s invitation to lead
1. Background
MCP Project 7
Project objectives:output format orientated• Investigate five publishing segments
• Articulate market segment end consumer desires in regards format outputs
Purpose:
• To design new production pathways
• To respond to customer requirements
• To facilitate new investment points within 12 and 36 months
1. Background
MCP Project 8
Selection of Segments
• The specific market segments chosen were selected because they were thought to be most open to POD opportunities:
• Tertiary• Primary/Secondary education• Professional/Reference• Specialist/Niche
• Out of print general books
1. Background
MCP Project 9
Caveat: Print 21 objectives
• The project’s outputs had to comply with Print 21’s objectives
• The various stakeholders were uncertain as to whether certain conflicting objectives could be achieved
• In the end, the project stakeholders agreed to an ambiguous project framework
1. Background
MCP Project 10
Caveat: Print 21 objectives
• The project enshrined this ambiguity
• Initially called a ‘POD’ project, this was later changed to the ‘multi-channel publishing’ project
• This name change was symptomatic of the challenges that lay ahead
1. Background
MCP Project 11
Project management
The rationale behind inviting the ABA to lead the project:
• The ABA was thought the best place to get close to the customer, whilst staying within the domain of the book industry
• EPICS needed an eligible applicant
1. Background
MCP Project 12
Framing the DiscussionsBook Industry Market Size Estimation – Total Printing $511.7 M
Printing outside Australia• $236.7 m
Printing for Australian Publishers• $255.4 m
4 Colour Printing• $129 M total• $101.7M OS• $27.2m AUST
Printing in Australia• $275 m
Printing for Other Australian Sources
• $256.3 m
Other/Mono Printing• $383 M total• $135.7 OS• $247.4m AUST
1. Background
MCP Project 13
Market segments
• The black and white market is the focus because of the segments chosen
• The project was conceived around format outputs based on POD … reflecting manufacturing perspective
1. Background
MCP Project 14
Accenture, JIS and this project
• Both these studies focused primarily on the mass production book market
• This project was intended to focus primarily on the mass customisation market
1. Background
MCP Project 15
Project hypothesis based on market pull• By understanding end users’ purchasing
patterns based on format outputs …
• … could the economics of production be re-configured to pull more product through the POD chain?
1. Background
MCP Project 16
Market pull
• Market pull is the concept behind lean manufacturing, mass customisation and inventory management …
• The unfilled demand for global content
• The unfilled demand for local/regional content
1. Background
MCP Project 17
Methodology
• Design of the questionnaire’s structure
• The primary focus was on format output preferences consistent with the project’s hypothesis
• Content questions were also posed
• 54 interviews have been carried out
1. Background
MCP Project 18
The sample
• Production supply chain: publishers (multinational and independent, large and small, specialist and general), authors (including self publishers), integrated POD/offset printers, university presses and printers etc
• Retail segment: University bookshops, trade bookshops, etc
• Consumer segment: Students, academics, teachers including curriculum coordinators, librarians, book buyers and project managers etc
• Industry representation: Professional associations representing consumers (e.g Teachers, Adult Education Councils etc)
1. Background
2. Project findings
MCP Project 20
Immediate findings
• Consumers appeared to be fully satisfied with the current output format choices
• The issues of content availability and management emerged as the primary issues
• The project’s hypothesis was immediately called into question!
2. Project findings
MCP Project 21
Working group response
• This forced a re-evaluation of the over arching objective of the project
• The project is still evolving to adapt to this re-evaluation
• This workshop is a part of the journey
2. Project findings
MCP Project 22
Presentation format
• Framing presentation around:– The POD industry
• an analysis of lead and lag segments
– The emerging content management industry• an analysis of lead segments
2. Project findings
MCP Project 23
POD, market pull & technology push
Market Pull or push?
Digital workflowfriction
Printers publishers interests
Rightsmanagement
FrictionAuthors publishers
interests
Digital content aggregation
frictionConsumers publishers
interests
Project findings 5
•“findability”• accessibility• granulisation• validation
2. Project findings
MCP Project 24
Digital workflow friction
Author Editor
GraphicDesign
Production
MS WordApplicationSoftwareQuark, pagemaker, Adobe
Publisher’sdata asset
management
Printer
Printer’sdata asset
management
Formatoutputs
Electronicviewable PDF’s
Physicalbinding outputs
Multi-channel
distribution
2. Project findings
3. Issues to address
MCP Project 26
Related issues
• Uncertainty
• Defining of POD
• The right to copy
• Digital industry infrastructure
3. Issues to address
MCP Project 27
Nature of demand
Demand for Reading Material
Preferred Format
Preferred Content
Preferred Channel of Purchase
Increasing demand for reading material, available in mixed formats, with more niche content, available from multiple purchasing channels
Steady demand for reading material, mainly in paper-
based format, containing content with mass appeal,
available mainly via bookshops
What and how much will be demanded?
The context – demand uncertainty3. Issues to address
MCP Project 28
The Nature of demand uncertainty
Preferred Format
Demand for Reading Material
Preferred Content
Preferred Channel of Purchase
Preferred ContentContent with mass appeal More niche content
Preferred channel of purchase
Mainly via physical bookshops Via multiple channels
Steady Increasing
Type of marketingMass Marketing One-to-one Marketing
Electronic StandardsNo industry agreement on eBooks eBooks standard
Media complementarity Opportunity of other MediaThreat of other Media
Textbooks based eLearningPreferred media for learning
Credibility of content Reduced credibilityHighly credible
Target marketMainly older readers Mainly younger readers
Preferred Format Mixed formatsMainly paper-based
Increasing demand for reading material, available in mixed formats, with more niche content, available from multiple purchasing channels
Steady demand for reading material, mainly in paper-based format, containing content with
mass appeal, available mainly via physical bookshops
Demand for Reading Material
Demand uncertainty3. Issues to address
MCP Project 29
Natu
re o
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ly
Bu
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ess
Sco
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Bu
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ess
Inte
ract
ion
Ind
us
try
Pa
rtic
ipan
ts
(Wh
o?
)
Some new companies, diversified along the book industry value chain, emerge in
a transaction based marketplace
Existing businesses remain specialised and collaborate to maximise
industry performance
What will industry structure be like?
The context – supply uncertainty3. Issues to address
MCP Project 30
Bu
sin
ess
Sco
pe
Mainly specialised businesses
Self-publishing is not popular
among authors
Bu
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Sco
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Bu
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ess
Sco
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Se
lf-p
ub
lish
ing
Se
lf-p
ub
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Prin
ting
Le
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thP
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en
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Mainly long print runs
Bu
sin
ess
Inte
ract
ion
Bu
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ess
In
tera
ctio
nB
usi
ne
ss I
nte
ract
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Largely transactional
Highly collaborative
Tra
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nvi
ron
me
nt
Tra
din
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nvi
ron
me
nt
Ind
ust
ry p
arti
cip
ants
(W
ho
?)
Mainly existing players
More new entrants
Self-publishing is popular
Businesses diversify along the
Book Industry
value chain
Mainly short print runs
Some new companies, diversified along the book industry value chain, emerge in
a transaction based marketplace
Existing businesses remain specialised and collaborate to
maximise industry performance
What will industry structure be like?
Supply uncertainty3. Issues to address
MCP Project 31
Defining POD
• There is widespread confusion about the core definition of POD
• POD is a way of producing an authorised version of a work in small volume at short notice from a digital file
• Some forms of photocopying have been perceived as POD
• Photocopying is an authorised or unauthorised secondary reproduction of an existing printed work
3. Issues to address
MCP Project 32
The right to copy• In Australia, ‘fair use’ copying through educational
institutions and libraries is authorised under certain conditions
• The institutions and not the user tend to pay for the right to photocopy
• This feeds the culture that believes content should be free
• Widespread use of the internet and the free public library system feed this perception even further.
• There is a recognition that creators deserve return for the use of their content
3. Issues to address
MCP Project 33
Digital industry infrastructure• To optimise the opportunities provided by POD
the primacy of intellectual property needs to be recognised
• POD systems need to be engineered to provide– an efficient system for finding and accessing
content– a seamless and transparent permissions system– a seamless and transparent system for direct user
payments and for distributing the payments to rights holders
• The system must be built on the principles of interoperability across the supply chain
3. Issues to address
4. Market segments
MCP Project 35
POD in the tertiary segment
• Training
• EPICS EDF shows that the training/technical manual market is the segment driving the most innovation in POD
• Investment is printer-based in internet related activities, such as web sites, for quoting and production process integration
4. Market segments
MCP Project 36
The tertiary segment
Leading to:
• … printers taking over fulfillment functions?
• … provision of customer web site facilities?
• … even e-commerce fulfillment?
4. Market segments
MCP Project 37
The tertiary segment
• The publishers’ business models are highly reliant on their printers
• … printers are leading the charge
• … in turn, the printers are reliant on innovative IT service providers to secure innovation
4. Market segments
MCP Project 38
The tertiary segment
• There are (insignificant) examples of training manuals being sold via the retailing segment
• In principle, this is an opportunity, but limited by the size of the publishing businesses to build the market
4. Market segments
MCP Project 39
The tertiary segment
• The real opportunity is document and print management
• The mechanism is process automation between publishers and printers
• Publishers are only intermediaries in the mature business model
4. Market segments
MCP Project 40
The tertiary segment• Two main drivers of this market are:
– publishers preparing training manuals to service products of global manufacturers or software companies;
– RTO’s preparing customised training resource materials that support ANTA sponsored competency based training
• This will lead to new opportunities to service global vendors publishing technical manuals (this is the least developed market)
4. Market segments
MCP Project 41
The tertiary segment
• This is leading to global business opportunities
• Printers have the potential to develop deep global alliance strategies based on document and print management strategies
4. Market segments
MCP Project 42
Content supply opportunities in the tertiary segment
• Everywhere: language, literacy and numeracy materials
• Resource materials underpinning competency based training
• Across all ANTA segments
• Knowledge management to support decentralised training strategies
4. Market segments
MCP Project 43
ANTA segment underpinned by publishing service systems
• Building of a training resource materials market to customise competency based training
• Underpinned by centralised/decentralised digital asset management systems
• … customisation strategies
• … e-commerce infrastructure
• … export of service system
4. Market segments
MCP Project 44
Vendor manufacturer’s alliances
• Document and print management strategies to support training delivery
• … opens up direct relationships with global manufacturers / software vendor companies
• Leading to POD and print management of technical manuals
• Australia offering services to the region so as to service North American interests
4. Market segments
MCP Project 45
POD in the university segment
• Best practice POD within the university segment occurs where:– the bookshop– the university publishing house – IT resources– publishing / curriculum service providers– and the printer
• all work together to service the corporate objectives of the university
4. Market segments
MCP Project 46
The university segment
• This appears to enable a maximisation of:– effective IP publishing and management– service delivery for students– cost accountability across divisional lines of
responsibility
4. Market segments
MCP Project 47
The university segment• The research highlighted that this segment requires
major reform• Symptoms of the problems are everywhere:
– marginalisation of print rooms
– divides between print rooms, University presses, and IT divisions
– bookshops photocopying textbooks
– copyright laws and rights management
• Protocols regularly disregarded– cost of print is being passed onto students
– overall uncertainty of POD business models within University segment
4. Market segments
MCP Project 48
The university segment
• Content and format supply opportunities are everywhere:– Customised course pack manufacture– Digital content management to support JIT
delivery of ‘bits of content’– Lecturers notes, course notes, conference
and seminar proceedings– Electronic press, web purchase of physical
books
4. Market segments
MCP Project 49
The university segment• Reform requirements:
– Rights management protocols (DOIs)– Access to electronic files– Royalty payment business models– Greater emphasis on providing integrated system
solutions, encompassing IT solutions– Greater cooperation between CAL and AVC– Staff training– Shift to learning objects and distance education
4. Market segments
MCP Project 50
POD in the primary/secondary segment
• We encountered different production models
• … in–house printing (global publishers with content management experience)
• … in–house printing (local small scale publishing with traditional work flows)
• … outsourced printing
4. Market segments
MCP Project 51
The primary/secondary segment
Model:
In-house printing – large multinational publisher
• … these business are investing in POD to reduce cost of offering POD services
• … rights management is the biggest issue
• … high volumes are required to maintain viability
4. Market segments
MCP Project 52
The primary/secondary segment
Model:
In-house printing – small local publisher
• … these businesses are investing downstream in POD related productivity improvements
• … print protects the value of their content
• … they are uncertain of content management business models
4. Market segments
MCP Project 53
The primary/secondary segment
Model:
Small scale publishers outsource POD
• … evidence these are beginning to invest up stream in e-learning technology, but it is so small scale it is insignificant
4. Market segments
MCP Project 54
The primary/secondary segment
• POD is not well developed in this market (majority of market serviced through offshore offset printing)
• Being close to the coal face with regard to curriculum development is crucial
• Rights infrastructure required to strip out process costs is imperative to success
4. Market segments
MCP Project 55
The primary/secondary segment
• Content supply opportunities:– Being close to the coal face to foresee
curriculum reform / changes is crucial– Resource materials to support Australian
content– Web based content aggregation to support
new e-commerce models
4. Market segments
MCP Project 56
The primary/secondary segment
• Reform opportunities:– Strategic allocation of resources
(ICT/print/publishing service systems) to support new forms of innovation at coal face i.e. are the key drivers of innovation occurring via other supply chains?
– Colour POD if costs can be reduced
4. Market segments
MCP Project 57
The primary/secondary segment
• Reform requirements:– Rights infrastructure and new business
models for content purchasing– Broadband infrastructure– Skills base to migrate to e-learning models– Achievement of marketing economies of scale
for SMEs
4. Market segments
MCP Project 58
POD in the professional/reference segment• The lead segment in the emerging content
management industry
• The driver of change … the need to publish simultaneously via the web and print
• IT systems need to support multi purposing of data (multi-channel publishing)
4. Market segments
MCP Project 59
Professional/reference segment
• Investigation of this market segment has highlighted the need for a radical change in work flow
• POD can only be driven by more effective content management
4. Market segments
MCP Project 60
Professional/reference segment
• Multinational journal and information publishers are moving from SGML to XML
• This is the sign of the future, where content is not held in application files, but in databases
4. Market segments
MCP Project 61
POD in specialist/niche segment
• What happens in this segment is most likely to influence the speed of uptake of POD in the traditional book mass market and out of print markets
• Publishing service system models are being pioneered in this segment
• These service models provide systems to deliver more diverse and shorter run product to market
4. Market segments
MCP Project 62
The specialist/niche segment
• This gives rise to efficient production and on-line marketing systems
• Publishing and manufacturing service system providers mediate market forces for small scale publishers
• ... or for large scale publishers not interested in resourcing “non-mass market product”
4. Market segments
MCP Project 63
The specialist/niche segment
• These markets give rise to a wider range of opportunities for authors to be formally published
• Effectively shed the full risk onto the author
4. Market segments
MCP Project 64
The specialist/niche segment
• There is only one company known that is manufacturing one perfect bound book by POD
• …. manufacturing for an internet publisher/ book retailer, not a physical bookshop
• …. the publisher and the printer are driving innovation at this point
4. Market segments
MCP Project 65
POD in the general book segment
Burch’s research hypthosises:
• The establishment of a viable POD is being diminished by activities of the large offset printers in the mass black and white market
• Publishers continue to focus on unit cost of production rather than life cycle costs
4. Market segments
MCP Project 66
The general book segment
• Publishers are expressing an interest in using POD to keep books in print at the back end of their lifecycle
• This model precludes titles not currently in digital format
4. Market segments
MCP Project 67
The general book segment
• This is because of:– cost of digitisation– market infrastructure costs to support an “old”
title
• In principle, there appears to be an opportunity for an intermediate party to offer a marketing and digitisation, POD and logistics infrastructure to support a push into the out of print market
4. Market segments
MCP Project 68
Summary - tertiary segment• Lead POD sector driven by printers innovation• Reform opportunities
• Process automation between printers and publishers to reduce supply chain costs
• Printers becoming logistics and internet – web service providers
• Printers providing e-commerce infrastructure• Decentralised / centralised digital asset
management strategies• Longer term – printer offering publishing service
solutions including seamless rights management
4. Market segments
MCP Project 69
Summary - university segment
• Supply side less vibrant that training
• Relies primarily on in-house printing model
• Reform opportunities– Dependent on digital and wider university infrastructure i.e.
seamless and electronic rights clearance systems, access to electronic files, royalty payment business models, cooperation between CAL and AVC, staff training and shift to distance education
– Dependent on management reform within Universities i.e. integrated approach to management within University to service corporate objectives encompassing the bookshop, University publisher, IT resources, library, IT resources, publishing / curriculum service providers and printer
4. Market segments
MCP Project 70
Summary - primary/secondary segment• POD not well developed
• Models are in-house and outsource printing
• Reform opportunities– Rights clearance mechanisms – Digital workflow process automation (in-house)– Content aggregation business models– Investigation of ICT / e-learning models and strategies – Skills base to facilitate integration of ICT competencies– POD colour – SME marketing economies of scale– Business growth strategies
4. Market segments
MCP Project 71
Summary - professional/reference segment• Lead sector is science journal market
• The driver – simultaneous web / print distribution of content
• Investigation points to a future radical change in workflow to content management
• This is a global opportunity for Australia
• The skills base in this sector are considerable, but small in scale
• This is a highly desirable point of intervention for industry development
4. Market segments
MCP Project 72
Summary - specialist/niche segment• Beginning to take up POD for new publishing
markets
• Reform opportunities– Integration of publishing and manufacturing service
system models for small scale runs– Efficient distribution of rights management systems– Process integration between publisher and printers– Uptake of more effective knowledge management
frameworks within enterprises
4. Market segments
MCP Project 73
Summary - general book segment
• Reform opportunities– Limited at the moment by
• wait and see approach of mainstream publishers• Competition in mass market offset printing (B/W)• Publishers lack of focus on whole of life cycle costs
(as compared to unit costs)
– But project confirmed interest in the prospect of keeping books in print
– Prospect of an intermediate party
4. Market segments
MCP Project 74
Opportunities/Threats - tertiary segment -training
Opportunities
• New domestic training markets (by better mechanisms to link training with industry policy)
• Export of training services
• Publishing of training IP
• Linkages with global vendors (manufacture, software etc)
Threats• Lack of entrepreneurial business
skills• Lack of investment capital to
innovate• Lack of scale to service
international opportunities• Bureaucracy of the ANTA based
training infrastructure• Lack of interoperability between
RTO’s and printers• Insufficient uptake of ecommerce
and digital asset management systems infrastructure
4. Market segments
MCP Project 75
Opportunities/Threats - tertiary segment -education
Opportunities
• Content brokering
• Publication of customised books and course backs
• Academic publishing of Australian IP
• Linkages of publishing with global education services
Threats
• Lack of corporate management skills within Universities
• Lack of investment in publishers systems
• Fragmentation of resources across university based bookseller, publishers, libraries, IT departments, curriculum developers and printers
• Insufficient uptake of ecommerce and digital systems infrastructure
4. Market segments
MCP Project 76
Opportunities/Threats - primary/ secondary segmentOpportunities
• Resource materials content aggregation, web delivery and ecommerce
• Integration of ICT resources at coal face to transform learning processes
• Colour POD (if cost can be addressed)
• More Australian content
• Export of content
Threats• Lack of entrepreneurial
business skills• Unknown business models
for content management• Lack of capital to innovate
and develop markets• Changes to learning
strategies at coal face• Innovation occurring via
other industries such as innovative ICT companies
• Lack of capital to fund export growth
4. Market segments
MCP Project 77
Opportunities/Threats - professional/reference segmentOpportunities
• Content management services for Australian and European publishing houses
• Regionally based content management activities
• Servicing of Asia Pacific
• New publishing markets and commercialisation of Australian IP
Threats
• Lack of entrepreneurial business and change management skills
• Lack of effective IP management within Australian universities
• Overseas competitors offering enhanced content management services
• Insufficient nos of trained workforce (at regional and metropolitan levels)
4. Market segments
MCP Project 78
Opportunities/Threats - specialist/niche segmentOpportunities• New publishing markets for
small scale print runs• Publishing and
manufacturing service system models
• Regionally based content • Specialist bookshops going
global via internet• Bookshops brokering local
content• Publishers embracing this
new market via different channels
Threats
• Lack of entrepreneurial business skills
• Lack of investment capital to support growth
• Fragmentation of industry via problems of inter sector interoperability mechanisms
• Explosive growth underpinned by product and service exports
4. Market segments
MCP Project 79
Opportunities/Threats - general books segmentOpportunities
• Keeping books always “in print” from now on
• New business models to support growth of out of print markets
• New content opportunities available via adoption of more service / user orientation
Threats
• Prevailing of a “global publishing” perspective
• Defensive organisational cultures resulting in lack of innovation via digital technology
• Primary focus on mass publishing
• Lack of interest in non current titles
• Lack of understanding of the need to take a “users perspective”
4. Market segments
5. Conclusions
MCP Project 81
Industry dynamics are changing
• Profit margins are dropping
• New workflows are replacing traditional workflows
• All segments are experiencing friction related to:– digital workflow– content aggregation– rights management
5. Conclusions
MCP Project 82
New relationships are needed
• The industry is in transition from a product to a service orientation
• Old relationships are changing as the skills base shifts
• At the heart of this lies the necessity of alliance formation through the chain
• Core skills and innovation must relate to integrating IT competencies into print / publishing supply chains
5. Conclusions
MCP Project 83
Technology push is likely to prevail
• Innovation will emerge from adopting new technologies, not from consumers making choices about existing products
• The industry is incredibly vibrant and innovation is occurring along the entire value chain
• There are frictions but they can be managed
5. Conclusions
MCP Project 84
More digital infrastructure investment is required • To address friction, several layers of action
are required
• At the digital infrastructure level, CAL and the National Library are examples of deepening cooperative activity,
• Simply, POD can meet its full potential when rights management systems ensure simplicity and transparancy
5. Conclusions
MCP Project 85
POD is already thriving in some segments• Demand for POD is driven in situations where
book products are part of a wider service system:– Training segment– Information publishing market (legal, travel)– Education text books– Service systems that make small production run
lengths possible
• Increasingly, publishers are actively experimenting with POD
5. Conclusions
MCP Project 86
POD and booksellers
• Retailers want to be able to provide better fulfillment services for their customers
• While quality is paramount for some purchasers,book buyers generally do not differentiate between POD and offset book products
• While in-store POD is a possibility, do general booksellers want to become printers
5. Conclusions
MCP Project 87
POD and booksellers• University bookshops are further advanced
with POD than most and already provide content mediation services
• However, at the moment, in most cases this appears to be a chaotic market
• Opportunities exist for university booksellers to cement their position as content brokers and deliverers
5. Conclusions
MCP Project 88
POD and booksellers
• Retailers are primarily pre-occupied with other business realities
• Strategic partnerships in geographical areas may be an option to allow general booksellers to meet new demand
5. Conclusions
MCP Project 89
POD and publishers• Traditional Australian publishing is taking a
‘toe in the water’ experimental approach to POD
• There is a growing acceptance that consumers in certain segments are insisting on ‘bits’ rather than the ‘whole’ and will access the bits however possible
• This is likely to spread to all parts of the market as technology and rights management issues are resolved
5. Conclusions
MCP Project 90
POD and publishers
• The most likely cause for adopting POD will be to keep low demand titles in print and to retain title integrity
• Publishers currently see POD as a service that should be offered by printers. Should they?
5. Conclusions
MCP Project 91
POD or customisation?
• In all markets, the real driver is not not necessarily print on demand, but customisation to support other services
• The core competency is not print, but content management
5. Conclusions
MCP Project 92
POD or customisation?
• The project has highlighted the important role of publishing and manufacturing service system solutions
• For example, university bookshops and libraries appear to have a crucial role to play in content brokering. They are trialing solutions
5. Conclusions
MCP Project 93
Is it POD or service delivery?
• Specialist bookshops, in principle, would like to find and access out of print material
• This might be crucial for their survival in an emerging era of electronic ink
5. Conclusions
MCP Project 94
Is it POD or enhanced IP management?• Print rooms could facilitate greater volumes
of publishing within Australian universities
• There is a need to creatively address the challenge of peer review within this context
• Many libraries are already addressing this issue
5. Conclusions
MCP Project 95
More POD -> more infrastructure
• Content brokering requires profound transformation of the traditional book production workflow patterns
• Rights management and digital content management infrastructure become imperative
5. Conclusions
MCP Project 96
Project horizon
• These challenges are not insignificant!
• It was not expected that the horizon of this project would expand so significantly
5. Conclusions
MCP Project 97
Contexts where content management is thriving• Science journal publishing in particular
• From a manufacturing perspective, only the typesetters and pre-press houses have the expertise to respond to the challenge to deliver integrated web and print based publishing
5. Conclusions
MCP Project 98
Content management opportunities
• There is need to integrate new digital workflow models into other segments of the publishing industry
• This is becoming more and more urgent
• A large slab of the industry is waiting to migrate to content management, but is uncertain of the business case
5. Conclusions
MCP Project 99
Content management complexities
• This is because content management raises as many questions as it answers
• For example, mark up languages, rights management, business models, interoperability between standards, etc
5. Conclusions
MCP Project 100
Industry vision and structural impediments• The content management industry is a major
opportunity for Australia … if we can grasp the magnitude of the challenge
• But, at the large enterprise end of the industry, industry consolidation is limiting the speed of innovation in this space
5. Conclusions
MCP Project 101
Technology push
• Innovation will emerge from adopting new technologies, not from consumers making choices about existing products
• This has a profound impact on the direction of the strategies to be adopted by the industry
5. Conclusions
MCP Project 102
Sources of innovation
• The real drivers of innovation will not come from current POD / book industry supply chains
• We must look elsewhere for inspiration as to the future
5. Conclusions
MCP Project 103
Sources of innovation
• C-2-C research has highlighted that the source of innovation is likely to be found at grass roots levels– How does learning happen?– Can ICT technologies be better applied to
these basic processes?
5. Conclusions
6. Other relevant research
MCP Project 105
PIRA research
Four emerging business models:
• The virtual warehouse model
• The in-store production model
• The direct to consumer model
• The in-home/office model
6. Other relevant research
MCP Project 106
Considerations for the retail segment
• Retailing and production are combined, making wider choices available, though viability is still in question:
– Sprout Inc (US)– BoD/Libri (Wholesaler - Germany)
6. Other relevant research
MCP Project 107
Considerations for the traditional publishing segment• Reorganization to leave production issues aside and
focus on publishing, content management and marketing, and internet retailing via publisher web sites - particularly suited to new publishers lacking investment in warehouses and stock
– Penguin (US)– Booktech.com (US)– Wiley (UK)– Gopher (The Netherlands)
6. Other relevant research
MCP Project 108
Considerations for the traditional manufacturing segment• Print operations sited at point of distribution
(warehousing, distribution and production are being combined)– Lightning Source Inc (US)– Bertelsmann (Germany)– TJ International (UK)– Gardner’s and Antony Rowe
6. Other relevant research
7. Next steps
MCP Project 110
Next steps
• In what ways can you take advantage of current trends?
• In what ways can the project make clearer ways in which you can take advantage of these trends?
• In what ways can you imagine engaging with the emerging industry supply chain(s) represented in this presentation?
7. Next steps