Time for A Publisher ID?

 

In the 1870s R.R. Bowker began publishing The American Catalog which collected publisher titles into one compendium book. The first edition of this book was surprisingly large, but its most useful aspect was that it organized publisher books into a usable format. The concept was not sophisticated: The Bowker team gathered publisher catalogs, bound and reprinted them so that they were more or less uniform. In subsequent years Books In Print became three primary components: The Subject Guide, Author Guide and Publisher Index (or PID). Each was separated into distinct parts, but it was the PID which held everything together.

When a user found a title in the author or subject index they would also be referred to the PID index to find specific information about the publisher including (the obvious) how to order the book. At some point, Bowker began applying an alphanumeric “Bowker Id” to Publisher names so that the database could be organized around the publisher information.

In the late 1970s and early 1980s, the ISBN was introduced to the US retail market and Bowker was (and still is) the only agency able to assign ISBN numbers in the US. Included in the ISBN syntax was a “publisher” prefix such that a block of numbers could be assigned specifically to one publisher. The idea, while good in concept, did not work well in practice. For example, in an effort to encourage adoption of ISBNs the agencies assigned some large publishers a small two digit publisher prefix which resulted in a very large block of individual ISBNs (seven digits plus the check digit). Even after 50 years, many of these blocks are only partially used (and wasted) because the publisher output was far less than anticipated. A second problem was that publishers, imprints and lists were bought and sold which made a mess of the whole idea. (In the above image the prefix is 4 digits).

At Bowker, we recognized that our Publisher Information Database was a crown jewel and a key component of our Books In Print database. Despite many requests we never licensed this data separately and this was a significant reason retailers such as Barnes & Noble, Borders, Follett and others licensed Books In Print. Because the information was so important, we spent a lot of time maintaining the accuracy and the structure of the data.

Publishers who acquired ISBNs from the Bowker agency were a key input to this database – beginning in the 1980s but continuing to the present. Not all new ISBNs go to small independent publishers and there remains consistent demand from established publishers for new numbers even today. To be useful, this publisher information needs to be structured and organized accurately and is only possible with continued application of good practice. During my time at Bowker, the editorial team met regularly with publishers to both improve the timeliness and accuracy of their book metadata but also to confirm their corporate structure. We wanted to ensure that all individual ISBNs rolled up to the correct imprint, business unit and corporate owner. This effort was continuous and sometimes engaged the corporation’s office of general counsel and was frequently detailed and time consuming.

A few years after I left Bowker, one of my consulting clients presented me with a proof of concept to programmatically create a publisher id database. In concept it looked possible to do; however. I pointed out all the reasons why this would become difficult to complete and then to maintain. They went ahead anyway but after a year or so abandoned the work because they could not accurately disambiguate publisher information nor confirm corporate reporting structures.

Today there is no industry wide standard publisher id code but the idea comes up frequently as one the industry should pursue. As with many new standards efforts it will be the roll out and adoption of the standard which will prove difficult. Establishing an initial leap forward could represent a promising start by using data which might already be available or available for license.

Bowker (and all global ISBN agencies) are required to publish all new publisher prefixes each year and this information could also be a useful starting point. Bowker is not the only aggregator with publisher data (we were just the best by a significant margin) and another supply chain partner might be willing to contribute their publisher data as a starting point. This could establish a solid foundation to build on, but realistically any effort will fail if the maintenance aspect of the effort is not understood and recognized, and a strong market imperative isn’t widely agreed and supported.

When (I)SBN was launched in the UK in the late 1960s it succeeded because the largest retailer (W.H. Smith) enforced the strong business case for its adoption. Globally ISBN has gone on to become one of the most successful supply chain initiatives in (retail) history and the entire industry is dependent on this standard. (It has even survived Amazon’s cynical ASIN). If there is a business case for the publisher id this needs to be powerful, obvious and accord universal benefits: Mutual interest and money can be powerful motivators but having a policeman like W.H. Smith will help as well.

More:

The ISBN is Dead

ChapGPT "thoughts" on the history of identifiers.

Note: I ran R.R. Bowker for a while and was also Chairman of ISBN International.

OCLC's Vision for the Next Generation of Metadata

From the OCLC report summary: 

Transitioning to the Next Generation of Metadata synthesizes six years (2015-2020) of OCLC Research Library Partners Metadata Managers Focus Group discussions and what they may foretell for the “next generation of metadata.”

The firm belief that metadata underlies all discovery regardless of format, now and in the future, permeates all Focus Group discussions. Yet metadata is changing. Innovations in librarianship are exerting pressure on metadata management practices to evolve as librarians are required to provide metadata for far more resources of various types and to collaborate on institutional or multi-institutional projects with fewer staff.

This report considers: Why is metadata changing? How is the creation process changing? How is the metadata itself changing? What impact will these changes have on future staffing requirements, and how can libraries prepare? This report proposes that transitioning to the next generation of metadata is an evolving process, intertwined with changing standards, infrastructures, and tools. Together, Focus Group members came to a common understanding of the challenges, shared possible approaches to address them, and inoculated these ideas into other communities that they interact with. 

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Allianz makes Lemonade

Real digital transformation requires a customer-centric focus.  Allianz shows how they have reinvented the selling of insurance.

At Allianz insurance, Lemonade isn’t just a beverage on hand in the boardroom it’s the future of direct- to-consumer insurance sales.  Lemonade is an app that uses artificial intelligence (AI) and machine learning (ML) to enable insurance buyers to purchase insurance and file claims in minutes without human interaction.   At the Klopotek Publisher’s Forum conference in Berlin last week, Klaus Driever, Head of Strategic Digital Initiatives for Allianz AG, presented their version of digital transformation.  Allianz is not a publisher (in the traditional sense) but similarities between insurance and publishing exist: Long-evolved legacy processes, evolving B2C models and operating pressures including efficiency and profitability.

In guiding product development for their app solution, Allianz was guided buy two principals: First, they adopted the “amazon flywheel” which is best explained in a diagram but effectively requires that repeated technology improvements must lead to cost efficiencies, better customer satisfaction and growth.  Second, the company focused intently on understanding customer behavior and the customer journey.  Again, this is best shown in this image (left) which tracks the consumer through phases of interaction:  Awareness > consideration > preference > action > loyalty > advocacy.   As an important takeaway from this presentation, Allianz noted that implementation of this methodology also leads to deeper insight into behavior and further understanding about the nature of changing customer behavior.

Allianz is a legacy insurance company with a long history, but they are self-aware enough to understand that the way they operated in a digital world is ineffective in a customer-centric world.  The same is often said about the publishing industry, which suggests that the application of machine learning and artificial intelligence to publishing processes and procedures could have the same growth effect as Lemonade has had at Allianz. 

At most publishing houses, content acquisition, development and production are poorly run departments lacking efficiency and effectiveness.  In the process of managing reams of submissions for a limited number of publications or lists, most submissions are ignored or only cursorily reviewed over periods which can exceed months or years.   Once a submission is accepted for publication, the writing, editorial and production cycles are deemed efficient if measured in months, (and not necessarily excessive if measured in years).  Once published, the publication could fall flat due to poor or unintelligent marketing and promotion.   The process is frequently obscure to all participants and rejected authors receive little or no feedback on their submission.  Artificial intelligence applied to these processes could be revolutionary.

As I noted in a previous post (I Robot), many AI solutions are entering the marketplace, but I am not yet aware of any real data on the benefits being seen from these solutions.  But, generally speaking, the adoption of AI is having a material impact in other ‘non-technology’ environments.  For example, in hiring (typified by lots of resume submissions), AI applications have been able to significantly reduce the time spent on matching applications to job specifications.  And machine intelligence has been shown to predict the likelihood of job success of specific applicants.  Similarly, Hilton has shortened the average time it takes to hire a candidate from 42 days to five with the help of HireVue, an AI startup.   Shortening cycle times can have a material impact on revenues and Allianz spoke about this positive aspect of their Lemonade implementation: They also believe their B2C solutions will generate incremental sales based on ease of use for consumers.

Implemented initially for life insurance, Lemonade will soon be a full-service provider for all Allianz consumer insurance products.   Cycle time is important in publishing as well: Many years ago, Macmillan Computer Book publishing was able to produce a new computer reference title in two weeks versus their standard eight-week process.  Each week shaved off the standard production process was worth $100K in revenue.  AI and ML will achieve the same kinds of improvements but without the “brute force” brought to bear by Macmillan and, at the same time, apply continuous improvement to processes (producing even more gains). 

Imagine an AI-based app like Lemonade for publishing submissions which asks simple questions about authors and their work, asks them to describe the work and to detail their process and/or research approach.  Authors also submit their work via the app.  In the background, the AI technology can interpret each these inputs and place the results against a ‘success or fit’ graph.   Works can be rejected not only because they aren’t very good, but also because they are not a fit for the publisher.  Additionally, feedback can be communicated back to the author for their interpretation and use.   Initially, this process for a publisher could serve to funnel publishable materials to acquisition editors but, given the potential of AI and ML (and current examples from other industries), there is every reason to believe humans could eventually be excluded from most of the editorial and production process.

Once implemented within publishing workflows more improvement initiatives will emerge.  And frankly, they must because exerting any additional productivity or optimization out of current processes is simply impossible and will never support the breadth of transformation required for reinvention.   Having implemented Lemonade, Allianz has also seen opportunities for new products which may not have been available without the AI solution and attendant customer insights.  Other companies have expanded AI use from recruitment screening to staff diversity, hiring and staff retention.

The publishing process is a symphony of inefficient tasks, activities and procedures that is heavily reliant on people for execution.  While this may make publishing a quaint, friendly industry it also makes it prime for reinvention and rethinking.  Publishing has emerged from the digital book ‘revolution’ largely intact without huge dislocations, but that will not be the case once AI and ML are commonplace in the industry.   Publishing’s end product will be similar to those created today, but future publishing processes will be unrecognizable next to those in current practice.  There is a revolution coming and, unless we anticipate it, not everyone is going to be able to make Lemonade.


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Michael Cairns is a business strategy consultant and executive.  He can be reached at michael.cairns@infomediapartners.com for project work or executive roles.

Initiative for Open Citation Data

A new group backed by PLOS, Wikimedia Foundation, eLife and others has come together to establish a framework for sharing article & journal citation data in an open manner.   In a short period of time this initiative appears to have gained significant support from publishers such as American Geophysical Union, Association for Computing Machinery, BMJ, Cambridge University Press, Cold Spring Harbor Laboratory Press, EMBO Press, Royal Society of Chemistry, SAGE Publishing, Springer Nature, Taylor & Francis, and Wiley.  Each of these publishers have agreed to supply citation metadata publically and this support will also significantly increase the amount of citation reference data available in Crossref.

The organization establishing this effort is named I4OC and they list (on their site) what key benefits should result for release of the citation databases: 

• The establishment of a global public web of linked scholarly citation data to enhance the discoverability of published content, both subscription access and open access. This will particularly benefit individuals who are not members of academic institutions with subscriptions to commercial citation databases.
• The ability to build new services over the open citation data, for the benefit of publishers, researchers, funding agencies, academic institutions and the general public, as well as enhancing existing services.
• The creation of a public citation graph to explore connections between knowledge fields, and to follow the evolution of ideas and scholarly disciplines.

Press release here

NISO Report: Understanding MetaData

From their press release:

The National Information Standards Organization (NISO) continues its Primer Series with the publication of Understanding Metadata. This comprehensive overview of information about an item's creation, name, topic, features, and more updates NISO's 2004 advice on the subject and follows on the Research Data Management Primer published in 2015. An additional such work, Linked Data for Cultural Institutions, is forthcoming, and more guides will be published periodically.

"It's crucial for NISO to build understanding of technical issues at various levels and for various audiences," says NISO Executive Director Todd Carpenter. "Our Primers are therefore written to provide guidance for expert information managers who are already working with metadata as well as for professionals who are less familiar with information exchange issues. NISO values the opportunity to offer this guidance," Carpenter continues, "because in a digital world, information about content can often be more important than the content itself. Without good metadata, information effectively disappears."

The Primer, authored by Jenn Riley, Associate Dean, Digital Initiatives, McGill University Library, demystifies a type of information that is ubiquitous in our lives but that can be challenging to produce, store, and understand. Coverage includes topics such as metadata types, standardization, and use in the cultural heritage sector and in the broader world. The Primer is accompanied by plentiful examples of metadata at work.

Url:  http://http://www.niso.org/apps/group_public/download.php/17446/understanding%20metadata

An Interview with Tim O'Reilly on Open Data

Tim O'Reilly discusses open data with the McKinsey & Company Insight:

A platform for innovation It seems to me that almost every great advance is a platform advance. When we have common standards, so much more happens. And you think about the standardization of railroad gauges, the standardization of communications, protocols. Think about the standardization of roads, how fundamental those are to our society. And that’s actually kind of a bridge for my work on open government, because I’ve been thinking a lot about the notion of government as a platform. So much thinking in government is around, “Well, we’re going to build a program to solve this particular problem.” But the most successful government programs to me seem to be platform kinds of programs. And I’m not talking about, “Oh, well, the government funded the Internet originally.” I’m talking about things like GPS. The fact is that this is a military program that, through a crucial policy decision, was opened up for civilian use. If this was still just for fighter pilots, we wouldn’t have that Google self-driving car. We wouldn’t have maps on our smartphones. And that’s why I think this idea of a platform and the idea of a market go hand in hand so well. Because when you build a really powerful, effective platform, you do enable a market. 

CHORUS Update from AAP

From the AAP website, an update on the CHORUS initiative. The link to the proof of concept is to a 47 page pdf deck describing the status of the project.

Latest CHORUS Updates (posted 9/10/13)

Read the complete CHORUS Proof of Concept as presented to signatories, agencies and other stakeholders beginning August 30. This conceptual design report, presented by CHORUS Director of Development Howard Ratner, was the first milestone met in the rollout plan. Any questions, email info@publishers.org

Want to know How CHORUS Works? Check out this infographic.

Frankfurt: Selections from the Show Dailies

Highlights from the show Dailies:

PW Show Daily October 10th:

Interview with James Daunt of Waterstones (Page 12)

So is Daunt’s new boss happy with the way things are going? The Managing Director in whose steady hands so much rests points out that Alexander Mamut, a long-time customer of Daunt Books, lives in Moscow and isn’t here that much, but yes, he’s pleased. Was it a big decision to step back from the chain he founded and had so lovingly created to take on the nightmare that was Waterstones? He turns slightly mischievous. “Waterstones was about to disappear and I don’t think that was going to be great for the British book trade. I’m not sure how Daunt Books was going to survive in that environment. Random House doesn’t run a warehouse to supply the likes of Daunts; it’s to supply Waterstones. Where would we have been a year on from there being no Waterstones? I don’t know.” A thought bubble seems to hang over Daunt’s head. “Waterstones not being there was going to be extremely damaging to our ecosystem. A world of supermarkets and online would have been a pretty bleak one. Independents would have found it very hard to carry on. The writing was on the wall for a very long time. Somebody had to do something.”

Doug Wright on the Future of Content Delivery (Page 34):

Professional networks are increasingly being used to provide services that give real value to the community and improve engagement, alongside content delivery. Examples of this credentialed, peer-to-peer approach include the Researcher Exchange from GSE Research. It has the facility for members to comment on journal content via the open peer-review model or to ask questions of their peers ;and it enables corporations to find expert consultants, and authors to find collaborators, via a sophisticated author search whereby a user can pinpoint experts within a particular field within a particular organisation

Cory Doctorow urges publishers to support ideas such as the Humble eBook Bundle (Page 38)

Yet, one of the biggest surprises to me in curating the HumbleEbook Bundle has been some publishers’ unwillingness to experiment with just one or two DRM-free titles in a new kind of promotion that carries a proven track record of success in a related field.I understand the industry is concerned that the perceived value of an ebook is a matter of credit and psychology, and that no one among the Big Six American houses wants the “fair price” for an ebook to drop. But I also don’t think they can do much about this: there are, by orders of magnitude, more amateur and independent ebooks entering the marketplace than the Big Six produce, and many of them are at low price points. At the same time, the Humble Indie Bundles have a record of enticing people to pay more, on average, than they would pay for the unbundled items. Sure, some people pay nothing. But why not experiment? Isn’t the idea of a successful business to make as much profit as possible; not as much profit as possible from each separate customer

PW Show Daily October 11th:

Michael Bhaskar: Working Together - Digitally (Page 8)

Here’s the rub. Digital is difficult and expensive. Simply to compete with all the other digital media producers out there means constantly raising the bar. We are in a kind of functionality and design arms race, where coming out with what wowed people last week bores them the next. You have to constantly push the envelope and you have to do this in a blizzard of competition in an environment of colossal risk, where abject failure is worryingly common. You are dealing with high upfront costs, at best uncertain demand, unstable, usually low pricing necessitating a high volume of sales and much control ceded to giant technology corporations. Yes, it’s like books–only more so.

Nikko Pfund - A Billion Dollar Process (Page 10):

PW:
Speaking of OSO, you’ve now expanded it into University PressScholarship Online (UPSO), and inked deals with publishers, including major presses such as California and Chicago. What is it like to be sharing your platform with publishers who are technically competitors?
NP:
It has been far more natural and uncomplicated than we’d dared hope. It helps that t he university press world is one of mutual support and commonality of purpose. Ultimately, I think the benefits to the scholarly and the university press community–in terms of access, learning, collaborating with other mission-driven not-for-profits, and tackling some challenges together as a community–far outweigh any competitive advantages that may be derived from our platform. So I don’t fret about the competitive aspect of UPSO at all. Technology is important, but university presses have strong personalities

Making Copyright Work in a Digital Age (Page 22)

The aim of the LCC is that through interoperability, the use of existing open standards (such as the International Standard Text Identifier and the International Standard Name Identifier , and commonality in the area of rights management, to produce a cross-media framework for a standards-based communications infra-structure that will enable businesses and individuals to man-age and communicate their rights more effectively online. The idea is for an automated rights clearance system in which content from all sectors is tagged and can be identified with a single click. The system would then allow users to request permission for specific uses and access the appropriate licences.

Open Access or Open Season (Page 46)

The burning question for publishers is how this greater open access might be achieved without causing the collapse of the publishing industry. One of the options considered by the Finch committee was the mandatory across-the-board introduction of the Green Delayed Access model after a six-month embargo, regardless of the discipline served by the journal or its estimated half-life. The Publishers Association and the Association of Learned, Professional and Society Publishers together commissioned a piece of work to try to ascertain what the likely effect of this would be on academic journals subscriptions (available at www.publishingresearch.net); its headline findings are displayed in the graphs.

PW Show Daily October 12:

Prepare for the Subscription Economy (Page 28)

We talk about data a lot in publishing: “Data is the New Oil” was the mantra of the BICNew Trends Summer Seminar in London. But when print publishers talk about data, theyare talking about product data: metadata. And metadata is crucial to the supply chain. But what we have missed is that when t he rest of the world talks about data, they are talking about “big data”: personal data, customer data, usage data, transactional data etc. They are talking about using data to reach and be relevant to individuals. We need to wake up to this; and when we do we are going to wake up to an unholy mess in our back offices. We already find it difficult enough to use data well at re-seller level (not customer or use level) let alone monetizing on a use basis (unless it is via an aggregator saving us the pain of ever getting to grips with new transactional business models). And it is this that makes Zuora (used by Pearson, by the way) so fascinating to me. They have understood that the internet has changed the whole context and therefore the fundamental basis of commercial transactions.

Publishing Perspectives:

E-Books Offer Silver Lining for Australians:

And all this despite the Fifty Shades of Grey dividend: the three books in the trilogy have sold 2 million copies this year, or over 5% of all sales. Without E. L. James’ enlivening of Australian marital life, volume sales would have been down by over 15%.
Two tough years back-to-back has created casualties. Last month, one of Australia’s hitherto most dynamic trade publishers, Murdoch Books, finally gave up the fight and has been bought by the largest local publisher, Allen & Unwin, with a large number of jobs lost. Specialist R&R Publications has gone into liquidation, and Melbourne University Publishing posted a $2.1 million loss. Sales forces and lists are being trimmed, while one of Australia’s two remaining book printers, OPUS Group (which missed out on printing Fifty Shades), is also downsizing after posting large losses. Adding to the gloom, major educational bookseller Education Works has gone into liquidation following an unsuccessful brush with venture capitalism.

IPA’s Global Ranking of Publishing Markets—US, China on Top

B&N in Frankfurt: We Come in Peace

Why no B&N branding? Because their team was there representing an entirely new company, Nook Media, armed with $300 million from Microsoft and another $305 million committed over the next several years.
“Microsoft?” you say, “I thought they were dead, doomed to second-tier status by Apple.” Yes, well, as we noted last week, users of Microsoft devices are the most active buyers of book content on mobile devices, so it would make sense that they would invest in the book business (after, it must be noted, killing off their own book digitization project several years ago).

Not for Nothing - PW and Publishing Perspectives make it purposefully difficult to collect, cite and link to this content. Well done!

MediaWeek (Vol 5, No 43): McGraw Hill, Springer, Hilary Mantel, Amazon, Metadata +More

The tires are being kicked at McGraw Hill Education by a predictable group of private equity players (Cengage is backed by Apax) but the asking price looks steep (Reuters):

McGraw-Hill Companies Inc's (MHP.N) education unit is expected to draw final bids from private equity firms Bain Capital and Apollo Global Management (APO.N) as well as rival Cengage Learning Inc, in a deal that could fetch around $3 billion, several people familiar with the matter said.

Cengage, the No. 2 U.S. college textbook publisher, and the two private equity firms are working on final offers for McGraw-Hill Education, the world's second-largest education company by sales, with the bids due later in October, the people said.

McGraw-Hill, which is running the auction as an alternative to its planned spin-off of the business, wants to get more than $3 billion and could still decide against a sale if the bids fail to meet its price expectations, the people said this week.

Note - If you read my post this week about Pearson the Apollo Group owns for profit University of Phoenix making me some kind of fortune teller.

Journals publisher Springer is up for a recapitalization based on reports from Reuters:

The company has performed well and earnings before interest, tax, depreciation and amortisation (EBITDA) have risen to around 330 million euros, bankers said, from 310 million in 2011, which was quoted on EQT's website.
Although there is no urgency for the company to do anything as its debt does not mature until between 2015 and 2017, conditions in Europe's leveraged loan market are such that it could be good time to do an opportunistic deal.
There have been a number of such deals recently as banks and private equity firms seek to make money and take advantage of stronger market conditions, after a lack of deal activity over the summer, including dividend recapitalisations by the RAC and Formula One.

Hilary Mantel interviewed in The New Statesman:

Mantel wondered if she was being too demanding. But then she thought that to adjust her style in any way would be not only a loss, but patronising (“You simply cannot run remedial classes for people on the page”). Some will be lost along the way, but she doesn’t mind. “It makes me think that some readers read a book as if it were an instruction manual, expecting to understand everything first time, but of course when you write, you put into every sentence an overflow of meaning, and you create in every sentence as many resonances and double meanings and ambiguities as you can possibly pack in there, so that people can read it again and get something new each time.”

She can sound arrogant, Mantel, assured of her abilities and candid about them in a way that seems peculiarly un-English. But even the arrogance is purposeful. It is one of her pieces of advice to young authors: cultivate confidence, have no shame in being bullish about your ideas and your abilities. She was patronised for years by male critics who deemed her work domestic and provincial (one, writing about A Place of Greater Safety – the French 800-pager – dwelt on a brief mention of wallpaper). So she makes no apologies for her self-belief.
...

After all the research, the reading, the note-taking, the indexing, the filing and refiling, it is a question of tuning in. Alison, she says, is how she would have turned out if she hadn’t had an education – not necessarily a medium, but not far off, someone whose brain hadn’t been trained, and so whose only (but consi­derable) powers were those of instinct, of sensing, of awareness. Mantel describes herself as “skinless”. She feels everything: presences, ghosts, memories. Cromwell is researched, constructed and written, but he is also channelled. Occupying his mind is pleasurable. He is cool, all-seeing, almost super-heroic in his powers to anticipate and manipulate. (Craig thinks Mantel made the mistake of falling in love with her leading man and that her version of Cromwell is psychologically implausible for a man we know tortured people.) Mantel relishes his low heart rate, the nerveless approach to life, a mental state unbogged by rumination. She says that when she began writing Wolf Hall, first entering this mind, she felt physically robust in a way she hadn’t for years.

Amazon chief Jeff Bezos was on a promo tour in the UK this week and was interviewed in The Telegraph:

He says the business quickly realised that if they wanted to make ebooks work, they needed to make hardware. Eight years later, the Kindle is into its fifth generation. The latest, film and music playing, multimedia tablet takes on Apple’s iPad and is, on pre-orders alone, the site's number one best seller.

Bezos, though, doesn’t want to take on Apple at their own game. “Proud as I am of the hardware we don’t want to build gadgets, we want to build services,” he says. “I think of it as a service and one of the key elements of the service is the quality of the hardware. But we’re not trying to make money on the hardware – the hardware is basically sold at breakeven and then we have a continuing relationship with the customer. We hope to make money on the services they buy afterwards.”

And make money they do, but Amazon is still not Apple’s size. Would Bezos like it to be? “Even though this device is only £159, in some ways it's better than a £329 iPad – way better wifi, the iPad only has mono sound and the Kindle bookstore is by far the best electronic bookstore in the world.”

Colin Robinson writing in the Guardian suggests ten ways publishing can help itself. Extra points if you can find anything either new in this list (Guardian):

This year, on the face of things, it's been business as usual at the Frankfurt book fair, with some 7,500 exhibitors setting up shop in the gleaming white Messe. But scratch beneath the surface and a tangible unease about the future of the industry is evident: book sales are stagnating, profit margins are being squeezed by higher discounts and falling prices, and the distribution of book buyers is ever more polarised between record-shattering bestsellers and an ocean of titles with tiny readerships. The mid-list, where the unknown writer or new idea can spring to prominence, is progressively being hollowed out. This is bad news not just for publishing but for the culture at large.

Three magazine publisher's experience with Apple's Newsstand (Journalism UK)

When Goldsmith delivered presentations on Newsstand at publishing conferences a year ago, he said he would be asked a common question.  "The first question from the audience would be 'aren't you cannibalising your own sales?' And that question would come from our editors as well."  "But 80 per cent of sales are overseas, 90 per cent of customers are new to the brand." And 40 per cent of all of sales are for subscriptions. "That's brilliant, because it is offsetting that sad decline in print.
It is a similar story for Conde Nast. "We are reaching a new audience, we are able to target them in new ways, we are able to market to them in new ways, it's a pretty exciting new development for us," Read said. "It means that the overall circulations of our magazines in these particular instances are growing very healthily so that we are seeing very big increases in circulation with titles such as Wired and GQ." Overseas sales vary from title to title, Read added, "A magazine like Vanity Fair will see quite a big proportion of its iPad sales coming from overseas, something like 60 to 70 per cent will be international, but that applies to print as well.

Metadata on Stage at Frankfurt reported by Publisher's Weekly:

Indeed this is the thrust of their exchange—the ever-increasing numbers of books and the faulty metadata being circulated about them—over the next half hour. The transition from print to digital has made metadata—which can mean anything from an ISBN to customer ranking on Amazon—not just simply useful, both Dawson and O’Leary emphasized, it is now critical to the ability to find and sell a book. The rise of digital publishing, and the lowering of barriers to entry for just about anyone—from professional publisher to newest self-publisher—has resulted in an explosion of metadata of all kinds. And apparently a sizeable chunk of it is either inaccurate or missing outright, compounding the problem of book discoverability. 

“When it was only the print bookstore, BISAC was a luxury,” O’Leary said, “but with all the digital products, we need accurate and granular metadata. It’s what we need to make book discovery possible.” The explosion in the amount of digital book content, “puts pressure on the metadata,” said Dawson, who pointed out that once inaccurate metadata is published online, “it’s there forever. If you’ve ever tried to correct a mistake in the metadata you know it’s a game of Whack-A-Mole.”
In fact in the olden days of print, O’Leary said, “It used to be that once you shipped the book, that was the end, the metadata was done. But with digital it never stops, there are constant updates and changes.” And as more consumers around the world go online they encounter information on all kinds of books, many of which they will want—but will be unable to buy. “Today, every book you publish is visible everywhere, even if you can’t buy it [because of territorial rights],” O’Leary said, “This encourages piracy, because if people do try to buy it, they find out they can’t.”

From Twitter this week:

From the fashion and style section of the NYTimes (??) The Education of Tony Marx head of NYPL.  (NYTimes)

ALA: Info Report on eBooks for Libraries

A short information report on eBooks in libraries has been produced by the Digital Content & Libraries Working Group of the American Library Association (ALA).  Working in close collaboration with ALA’s president and executive director, the group has focused on influencing the largest (“Big 6”) trade publishers to sell ebooks to libraries on reasonable terms. Here is a sample from the report (pdf):

Three basic attributes are beneficial to libraries under any business model for ebooks. While it may not be feasible to realize all of these immediately, and a library may elect to do without one or more in return for more favorable terms in other areas, at least temporarily, these features are ultimately essential to the library’s public role:
Essential Features All ebook titles available for sale to the public should also be available to libraries for lending. Libraries should have an option to effectively own the ebooks they purchase, including the right to transfer them to another delivery platform and to continue to lend them indefinitely. Publishers or distributors should provide metadata and management tools to enhance the discovery of ebooks.

• Inclusion of all titles — All ebook titles available for sale to the public should also be available to libraries for lending. Libraries may choose not to purchase some titles if restrictions or prices are deemed unacceptable, but withholding titles under any terms removes the library’s ability to provide the services its patrons need and expect.
• Enduring rights — Libraries should have an option to effectively own the ebooks they purchase, including the right to transfer them to another delivery platform and to continue to lend them indefinitely. Libraries may choose more limited options for some titles or copies, or in return for lower pricing, but they should have some option that allows for permanent, enduring access.
• Integration — Libraries try to provide coherent access across all of the services they offer. To do this effectively, they need access to metadata and management tools provided by publishers or distributors to enhance the discovery of ebooks. Separate, stand-alone offerings of ebooks are likely to be marginalized, or to diminish awareness of other library offerings. Mechanisms that allow ebooks to be discovered within the library’s catalog and checked out or reserved without undue complexity are basic needs.

BISG Metadata Summit July 24th.

From their announcement

Product metadata is the connective tissue of the book industry, binding publishers and authors to data aggregators, retailers, and others. But information about the products we sell is only valuable when it's accurate, timely, complete, and updated – and too often, that's not the case.

BISG’s Metadata Summit presents a unique opportunity for executives representing all points in the book supply chain to discuss the benefits and challenges of maintaining quality metadata.

In this intimate, exclusive setting – limited to 25 attendees, director-level and above – Brian O'Leary (Magellan Media Consulting) will present the results of BISG’s new report on Development, Use, and Modification of Book Product Metadata. Publisher and retailer representatives will then engage in a conversation about how industry partners can work together to ensure quality product metadata. A room-wide discussion will follow.

Presenters:

· Brian O’Leary, Founder and Principal, Magellan Media Consulting

· Phil Madans, Director of Publishing Standards and Practices, Hachette Book Group

· Ashleigh Gardner, Director, Content Management, Kobo

· Matt Supko, Technology Director, American Booksellers Association

Making Your Metadata Better: AAUP Panel Presentation - M is the New P

(Video of this presentation here)

The last time I was asked to speak at an AAUP meeting was in Denver in 1999 and naturally the topic was metadata. As I told the audience last week in Chicago, I don’t know what I said at that meeting but I was never asked back!  I am fairly confident most of what I did say in Denver still has relevance today, and as I thought about what I was going to say this time, it was the length of time since my last presentation that prompted me to introduce the topic from an historical perspective.

When ISBN was established in the early 1970s, the disconnect between book metadata and the ISBN was embedded into business practice.  As a result, several businesses like Books In Print were successful because they aggregated the collection of publisher information, added to this some of their own expertise and married all this information with the ISBN identifier.   These businesses were never particularly efficient but, things only became problematic when three big interrelated market changes occurred.  Firstly, the launch of Amazon.com caused book metadata to be viewed as a commodity, Second, Amazon (and the internet generally) enabled a none too flattering view of our industry’s metadata and lastly, the shear explosion of data supporting the publishing business required many companies (including the company I was running at the time, RR Bowker) to radically change how they managed product metadata.

The ONIX standard initiative was the single most important program implemented to improve metadata and provided a metadata framework for publishing companies.  As a standard implementation, ONIX has been very successful but the advent of ONIX has not changed the fact that metadata problems continue to reside with the data owners.

More recently, when Google launched their book project a number of years ago it quickly became apparent that the metadata they aggregated and used was often atrocious proving that little had changed since Amazon.com had launched ten years earlier.  When I listened to Brian O’Leary provide a preview of his BISG report on the Uses of Metadata at the Making Information Pay conference in May, I recognized that little progress had been made in the way publishers are managing metadata today.  When I pulled my presentation together for AAUP, I chose some slides from my 2010 BISG report on eBook metadata as well as some of Brian’s slides.  Despite the 2-3 year interval, the similarities are glaring.

Regrettably, the similarities are an old story yet our market environment continues to evolve in ever more complex ways.  If simple meta-data management is a challenge now it will become more so as ‘metadata’ replaces ‘place’ in the four ‘p’s marketing framework.   In traditional marketing ‘place’ is associated with something physical: a shelf, distribution center, or store.  But ‘place’ is increasingly less a physical place and, even when a good is only available ‘physically’ - such as a car, a buyer may never actually see the item until it is delivered to their driveway.  The entire transaction from marketing, to research, to comparison shopping, to purchase is done online and thus dependent on accurate and deep metadata.  “Metadata” is the new “Place” (M is the new P): And place is no longer physical.

This has profound implications for the managers of metadata.  As I wrote last year, having a corporate data strategy is increasingly vital to ensuring the viability of any company.  In a ‘non-physical’ world, the components of your metadata are also likely to change and without a coherent strategy to accommodate this complexity your top line will underperform.   And if that’s not all, we are moving towards a unit of one retail environment where the product I buy is created just for me. 

As I noted in the presentation last week, I work for a company where our entire focus is on creating a unique product specific to a professors’ requirements.  Today, I can go on the Nike shoe site and build my own running shoes and each week there are many more similar examples.   All applications require good clean metadata.  How is yours?

As with Product and Place (metadata), the other two components of marketing’s four Ps are equally dependent on accurate metadata.  Promotion needs to direct a customer to the right product, and give them relevant options when they get there.  Similarly, with Price, we now rely more on a presumption of change rather than an environment where price changes infrequently.  Obviously, in this environment metadata must be unquestioned yet rarely is.  As Brian O’Leary found in his study this year, things continue to be inconsistent, incorrect and incomplete in the world of metadata.  The opposite of these adjectives are, of course, the descriptors of good data management.

Regrettably, the metadata story is consistently the same year after year yet there are companies that do consistently well with respect to metadata.  These companies assign specific staff and resources to the metadata effort, build strong internal processes to ensure that data is managed consistently across their organization and proactively engage the users of their data in frequent reviews and discussions about how the data is being used and where the provider (publisher) can improve what they do.

The slides incorporated in this deck from both studies fit nicely together and I have included some of Brian’s recommendations of which I expect you will hear more over the coming months.  Thanks to Brian for providing these to me and note that the full BISG report is available from their web site (here).

Making Your Metadata Better: AAUP 2012 Panel 

Corporate Data Strategy and The Chief Data Officer

There were several discussion points around data at today's BISG Making Information Pay session and I was reminded of a series of posts I published last September about the importance of having a data strategy. Here are is the first of those posts with links at the bottom for the other three articles in the series.

Corporate Data Strategy and The Chief Data Officer

Are you managing your data as a corporate asset? Is data – customer, product, user/transaction – even acknowledged by senior management? Responsibility for data within an organization reflects its importance; so, who manages your data?

Few companies recognize the tangible value of the data their organizations produce and generate. Some data, such as product meta-data, are seen as problematic necessities that generally support the sale of the company’s products; but management of much of the other data (such as information generated as a customer passes through the operations of the business) is often ad-hoc and creates only operational headaches rather than usable business intelligence. Yet, a few data aware companies are starting to understand the value of the data generated by their companies and are creating specific business strategies to manage their internal data.

Establishing an environment in which a corporate data strategy can flourish is not an inconsequential task. It requires strong, active senior-level sponsorship, a financial commitment and adoption of change-management principles to rethink how business operations manage and control internal data. Without CEO-level support, a uniform data-strategy program will never take off because inertia, internal politics and/or self-interest will conspire to undermine any effort. Which raises a question: “Why adopt a corporate data strategy program?”

In simple terms, more effectively managing proprietary data can help a company grow revenue, reduce expenses and improve operational activities (such as customer support.) In years past, company data may have been meaningless in so far that businesses did not or could not collect business information in an organized or coordinated manner. Corporate data warehouses, data stores and similar infrastructure improvements are now commonplace and, coupled with access to much more transaction information (from web traffic to consumer purchase data), these technological improvements have created environments where data benefits become tangible. In data-aware businesses, employees know where to look for the right data, are able to source and search it effectively and are often compensated for effectively managing it.  

Recognizing the potential value in data represents a critical first-step in establishing a data strategy and an increasing number of companies are building on this to create a corporate data strategy function.

Businesses embarking on a data-asset program will only do so successfully if the CEO assigns responsibility and accountability to a Corporate Data Officer. This position is a new management role and not additive to an existing manager’s responsibilities (such as the head of marketing or information technology). In order to be successful, this position carries with it the responsibility for organizing, aggregating and managing the organization’s corporate data to better effect communications with supply chain partners, customers and internal data users.

Impediments to implementing a corporate data strategy might include internal politics, inertia and a lack of commitment, all of which must be overcome by unequivocal support from the CEO. Business fundamentals should drive the initiative so that its expected benefits are captured explicitly. Those metrics might include revenue goals, expense savings, return on investment and other, narrower measures. In addition, operating procedures that define data policies and responsibilities should be established early in the project so that corporate ‘behavior’ can be articulated without the chance for mis- and/or self-interpretation.

Formulating a three-year strategic plan in support of this initiative should be considered a basic requirement that will establish clear objectives and goals. In addition, managing expectations for what is likely to be a complex initiative will be vital. Planning and then delivering will enable the program to build on iterative successes. Included in this plan will be a cohesive communication program to ensure the organization is routinely made aware of objectives, timing and achievements.

In general terms, there are likely to be four significant elements to this plan: (1) the identification and description of the existing data sources within an organization; (2) the development of data models supporting both individual businesses and the corporate entity; (3) the sourcing of technology and tools needed to enact the program to best effect; and then, finally, (4) a progressive plan to consolidate data and responsibility into a single entity. Around this effort would also be the implementation of policies and procedures to govern how each stakeholder in the process interacts with others.

While this effort may appear to have more relevance for very large companies, all companies should be able to generate value from the data their businesses produce. At larger companies the problems will be more complex and challenging but, in smaller companies, the opportunities may be more immediate and the implementation challenges more manageable. Importantly, as more of our business relationships assume a data component, data becomes integral to the way business itself is conducted. Big or small, establishing a data strategy with CEO-level sponsorship should become an important element of corporate strategy.

The following are the other articles in the series:

2: Setting the Data Strategy Agenda

3: Corporate Data Program: Where to Start?

4: Strategically Managing Data for Long Term Benefit