November 2009 Archives

The Gilbane Publishing Practice is diving deep into the transformation of publishing as more and more publishers realize that the digital domain can not be ignored.  Not that there aren’t plenty of publishers—especially in STM and other professional publishing efforts—already very active in digital publishing.  Still, trade publishing, for example, is seeing the very real opportunities in eBook markets, and we’re wrestling with what makes for best practices for them.

Not that anyone's strategy makes for a “one-size-fits-all” approach. There are some trade publishers that have started in on or already have well-established single repository XML-based content management systems, the benefits of which are tremendous not just for eBooks, but for content re-use, custom publishing, localization and translation, and even to varying extents, integration with other line of publishing business systems. In trade publishing, however, there are plenty of publishers that have diverse collections of editorial and production platforms—often the result of the long history of mergers and acquisitions in this industry—and the level of integration within these editorial and production systems is ad hoc, at best, never mind effective tie-ins with marketing or sales systems, or royalties, or rights, etc.  You know who you are.

So, what is the trade publisher supposed to do?  While the ideal solution might be to create content chunks rich with meta-data that feed workflows across not just departments like production, but in and out of all of the other business systems as needed, there is a lot of time and money that goes into such a set up. For trade publishers with publishing systems that work—and maybe it doesn’t really matter if it’s taken a lot of gum and baling wire—what really is needed to add eBooks to the mix?

Companies like Aptara and even newer comer Tizra, along with well-established composition and conversion services, will tell you that if you can output in PDF, they can make eBook for you. And depending on the vendor, the eBook production may be very inexpensive, or have very sophisticated features, or be ready to market and sell, or some combination. SaaS is becoming more common for such processes, so investment, too, is relatively painless. Let’s think of this class of eBook production as “tigers.”  This class of solutions offers impressively quick solutions and a good range of capabilities across a growing number of vendors, and represent a strong competitive argument.

XML-based repository digital asset and content management platforms, with their ability to embed rich metadata that may even enable actionable content to other publishing systems—including sales and distribution—stand as a class we can think of a “grizzly bears.”  There is no doubt that this class of digital publishing solutions is a competitive strategy choice itself. One example is Wave Corporation, another is Mark Logic.  Some solutions work better with publishing business-specific platforms (e.g., Klopotek, Firebrand, MEI).

Of course it may not be an either/or question.  Recent news from codeMantra, about partnering with Mark Logic, points to the combining of the tiger and the grizzly. A “tizzly,” anyone?

Keep an eye open for our efforts to answer such questions, and if you are a vendor in this space, please be sure to contact Bill Trippe or Ralph Marto about participating in our multi-client reports. To read more about our Gilbane Publishing Practice consulting services, click here.

We've been providing regular updates on Gilbane Boston over on our dedicated announcements and press release blog, as well as on Twitter, but since not everybody subscribes to either of those, here is a quick summary for both conference attendees and technology exhibit visitors, with links.

Open to all:

• Opening Keynote Panel – A Conversation About Content, Collaboration & Customers with Mass.gov, the Smithsonian, and Philips
• Industry Analyst Debate: What’s Real, What’s Hype, and What’s Coming with: 451 Group, Burton Group, Forrester, Gilbane, and IDC
• Special Microsoft SharePoint 2010 Experience classroom - Hands-on with SharePoint 2010 content management
• Technology showcase with 48 content management technology vendors
• Sponsor Reception, Wednesday December 2
• Access to Product Labs on Wednesday and Thursday

Conference options:

• Five different conference packages
• Four in-depth pre-conference workshops
• CM Pros (Content Management Professionals) Summit
• Two in-depth CM Pros workshops
• Thirty-three conference sessions with the industry's best speakers
• Register
  

Follow the conference Twitter stream. The main hashtag is #gilbaneboston, but others will emerge from the attendees as #futurewcm has. You can join (dm @gilbaneboston) or follow the list of twitterers at Gilbane Boston.

There is also a list of Google "Wavers" at the conference to follow.

Hope to see you there.

Look into almost any publisher’s history, and if it has a good number of decades behind it, chances are very good that you’ll see that the publisher was its own printer. Houghton Mifflin Harcourt is but one example: it’s origin stems from the merger of publisher Ticknor & Fields and Riverside Press, an old Cambridge-based printer founded by Henry Oscar Houghton.

Today, of course, a lot of publishers typically use big printers such as Quebecor, RR Donnelley, or others. With the digital content streams getting under control among publishers of many stripes, together with the growing capability of production printing hardware and software, print on demand (POD) is already mainstream option. Witness Lightening Source.

A recently received press releaseannounced the planned acquisition of Océ, which provides high volume production printing platforms, by Canon, known for its consumer items like cameras and ink jet printers, but also for office equipment such as copiers and printers.

It turns out the Océ’s production printers are behind a good portion of the big POD services, and these machines are able to provide cost-effect alternatives to regular printing in many cases. As publishers seek to extract value out of backlists and custom books by digitizing the content and managing workflow, POD can enable them to produce runs too small for regular printing. But right-sized and right-cost POD can offer attractive margins when the digital content has been managed right.

It makes me wonder if publishers will take the POD in-house, given the relatively modest POD platform expenses, so that the publisher can capture a greater part of the margin on small press runs. Who knows? Maybe the separation of publishing and printing will turn out to have been a temporary anomaly.

With Kindle et al., it can be easy to get stuck on eBooks as the output, but with the right technologies addressed by the digital stream, what shouldn’t be overlooked is POD. PDQ, QED.

As we have mentioned before, we have been very interested in leveraging the knowledge base we developed from our successful digital publishing study, Digital Platforms and Technologies for Publishers: Implementations Beyond "eBook."

With that in mind, we have moved forward and developed a strategic consulting offering, "Implementing Digital Publishing." 

Consultation Description

Publishers face a wide range of strategic and tactical decisions when looking to start or build their digital publishing programs, and while publishers have taken many paths to success with digital product development, marketing, sales, and distribution, the organizational underpinnings of the most successful efforts have the common characteristics of technology spending consistent with business needs and opportunities. 

The Gilbane Group’s Content Strategies service is offering a three phase consultation that is aimed at both management and operations personnel in educational, professional, trade, association, STM, and specialty publishing. The goal of the consulting is to assess the publisher’s current systems involved in digital publishing—planning, editorial and production, rights and royalties, manufacturing, promotion and marketing, sales and licensing, and distribution and fulfillment—and to provide decision-making support and guidance. The consulting targets and sets the course for achieving effective and efficient digital publishing business models.

Stakeholders

Depending on the size and scope of the publishing company, as well as the particular consultation phases sought, the stakeholders addressed in these consultations may include Publisher, VP and Editorial Director, VP of Production Services, VP of Digital Publishing, VP of Marketing, VP of Royalties, VP of Manufacturing, VP of Rights, VP of Business Development., VP of Digital Licensing, VP of Sales, VP of IT and CIO or CTO.

The Educational and Directional phase of the consultation (Phase One), which may be purchased as a standalone service or in conjunction with Phase Two and Phase Three, provides the publisher with a high-level assessment of the publisher’s current state of digital publishing capability across the multiple publishing systems. This phase concludes with a report and briefing that defines the publisher’s current state of digital publishing and provides recommendations for improving digital publishing capabilities.

The Analysis, Planning, and Recommendations phase of the consultation (Phase Two) moves the publisher from a general assessment of the conditions and challenges it faces in moving toward a more effective digital publishing business by providing an in-depth plan that a publisher can use to undertake its transformation into a more effective and efficient publisher for digital success. This phase concludes with 18-month action plans and on-site presentations and discussions of findings and recommendations with appropriate stakeholders.

The Implementation Support phase of the consultation (Phase Three) is designed to provide structured support as the publisher follows through on recommendations from Phase Two. Services within the Phase Three purview can include implementation progress reports, regular client visits, retainer and query programs, RFP assistance, prospective vendor research, and bid and implementation document review.

For a full data sheet describing the offering or for other information, you can email me or contact Ralph Marto via email or phone, 617.497.9443 ext 117.

I spent a couple of days at the SharePoint conference two weeks ago with about 8000 others. Many attendees were customers, but the majority seemed to be Microsoft partners. It would be difficult to overstate the enthusiasm of the attendees. The partners especially, since they make their living off SharePoint. There has been a lot of useful reporting and commentary on the conference and what was announced as part of SharePoint 2010, which you can find on the web, #spc09 is also still active on Twitter, and videos of the keynotes are still available at: http://www.mssharepointconference.com.

As the conference program and commentary illustrate, SharePoint 2010 is a major release in terms of functionality. But the messaging surrounding the release provides some important insights into Microsoft's strategy. Those of you who were at Gilbane San Francisco last June got an early taste of Microsoft's plans to push beyond the firewall with SharePoint - and that is the big story. It is big because it is a way for Microsoft to accelerate an already rapidly growing SharePoint business. It is big for a large number of enterprises (as well as the SharePoint developer/partner ecosystem) because it is a way for them to leverage some of their existing investment in SharePoint for building competitively critical internet applications - leverage in expertise, financial investment, and data.

The numbers are telling. According to an IDC report Microsoft Office and SharePoint Traction: An Updated Look at Customer Adoption and Future Plans, IDC # 220237, October 2009, of "262 American corporate IT users, just 8% of respondents said they were using SharePoint for their Web sites, compared to 36% using it for internal portals and 51% using it for collaborative team sites." (the report isn't free, but ComputerWorld published some of the numbers).

Can Microsoft increase the use of SharePoint for Web sites from 8% to 36% or 51% or more? Whether they can or not, it is too big an opportunity for them to ignore, and you can expect the market for web applications like content management to look a little different as a result. Of course SharePoint won't be the right solution for every web application, but Microsoft needs scale, not feature or market niche dominance.

There are more pieces to this, especially integration with Office 2010, which will have a major impact on the scale of penetration. We'll look at that issue in another post.

You can see why SharePoint is a major topic at Gilbane Boston this year. Join us next month to continue the discussion and learn more.