Publishing Research Quarterly

Look, Hugh

doi: 10.1007/s12109-999-0008-0pmid: N/A

The rise of the “star” author and the cult of celebrity overwhelms publishing in the same way that it has movies and professional sports. Television creates the star system, agents nurture it. Publishers must find ways of surviving it. The Internet provides a means for star authors to reach their public without the intermediation of their publisher, but it is not yet a medium in which stars are born.

Balkwill, Richard

doi: 10.1007/s12109-999-0009-zpmid: N/A

The publishing industry has changed out of all recognition in the last quarter of the twentieth century, but the book has not disappeared as many predicted it would. Technology created an environment in which self-publishing looks easy. The role of the publisher in bringing authors to market is undiminished. Publishers should see their part more in terms of the conductor of the orchestra rather than the ring master at the circus as the creative process becomes increasingly collaborative.

Lichtenberg, James

doi: 10.1007/s12109-999-0010-6pmid: N/A

Publishers have long outsourced many parts of their operations. Should they go the whole way and outsource the whole of the process, becoming more like a Hollywood studio: “a bank with a sales force?” A number of senior publishers surveyed responded to this proposition. Positive and negative aspects of outsourcing can be tested, suggesting considerable benefits possible from increased outsourcing of creative talent.

Shatzkin, Mike

doi: 10.1007/s12109-999-0011-5pmid: N/A

The most critical decisions—whether or not to invest in a publishing project—are made with inadequate analytical infrastructure. Much time is consumed in obtaining the view of generalists within the company in second-guessing the decisions of those who really know the market—the editor and the author. Decisions are made on the basis of “title P&Ls” when individual titles do not make a profit or a loss—only businesses do. Little attempt is made to assess relative risk and the most crucial element for most businesses, cash, is hardly considered. Editors and publishers need new tools to support their decision making process.

Paul, Sandra

doi: 10.1007/s12109-999-0012-4pmid: N/A

Production and manufacturing departments have overseen an extraordinary development in the technologies used to put books together. Until recently they have had little information technology (IT) support in their day-to-day functions. Increasing use of technology, particularly in communication with suppliers, will be essential in the future management of these key external relationships.

Bide, Mark

doi: 10.1007/s12109-999-0013-3pmid: N/A

A surprisingly large proportion of publishers believe that their businesses will move over the next five years from the creation, marketing and distribution of physical products toward the management of rights and royalties. Neither the industry nor individual publishers are ready for such a transition. Although publishing is and has been a rights business, few publishers methodically manage the rights that they own or control in ways that fully reflect this. If the future lies in rights management, publishers’ systems will need to develop rapidly to accommodate new demands that this will place on them.

Wright, James

doi: 10.1007/s12109-999-0014-2pmid: N/A

Is total content management anything more than a passing fashion? Publishers, who have typically outsourced any “management” of their content need to begin to take content management more seriously. Properly managed content will be needed to deliver many of the promised financial benefits of future technology. One of the most important side effects of effective content management is the delivery of much higher quality descriptive metadata. It is too easy to see content management as a purely technical challenge. Many of the most crucial issues relate to changing deeply engrained practices in the publication process.

Shatzkin, Mike

doi: 10.1007/s12109-999-0015-1pmid: N/A

The rhythm of publishers’ marketing efforts is dictated by an entirely outmoded historic model of publication of seasonal lists. Publishers should recognize that market conditions that drove this cycle are long gone and adjust to the realities of the 1990s. Properly used, many of today’s technology tools can assist publishers in building and exploiting the “communities of interest” that are the stock-in-trade of every book marketer.