A nice post from Zoe Faulder about how publishers are positioned for the “third generation” of ebooks:
There is a third generation of ebooks that exists but is far less prolific than the previous two generations – primarily due to cost. Unlike a straight text ebook, or even enhanced ebooks to a degree, this generation cannot be tacked on to the existing production cycles and requires completely new skill-sets. The third generation of ebooks has been called apps, but I would argue that there is more to it than what we have come to expect of applications available in the iTunes App and Google Play stores. The third generation of ebooks is about taking the content and spinning it into something grander than its original form. It encompasses all the tools made available in today’s networked world. Ebooks could become immersive digital experiences based on locative media, social interaction, interactive narrative and gamification.
via A New Kind of Publisher: On Merging Creative Industries.
Awesome, in so many way:
This purchase is an example of the Smashwords Library Direct program, which allows libraries and library consortia to purchase large numbers of self-published titles in a streamlined and automated fashion using whatever selection criteria they see fit; additional large library consortia, such as California’s Califa, are expected to follow DCL’s suit. Smashwords permits its authors and publishers to set their own library prices using a web-based pricing tool; the majority of its participating authors have opted for library prices at below-market levels, reflecting the premium value they place on library exposure and promotion.
via Digital Lending, In Agreement | PWxyz.
David Worlock is so damn smart! Don’t make the mistake of thinking this piece of analysis is in any way limited to the legal arena. It makes considerable sense in any profession or industry facing change and disruption (that’s all of them):
We have to recall that Messrs Dow and Millerchip left Slaughter and May where they had been working lawyers in search of efficiencies . In other words , they were not the editorial/academic lawyers normally employed by publishers . This says something about the sort of people Thomson Reuters and Lexis will need to employ to get this huge transition right .
via David Worlock | Developing digital strategies for the information marketplace | Supporting the migration of information providers and content players into the networked services world of the future..
Think of it like the horseless carriage! I think that line about the real innovation is where it’s at:
“The real innovation in e-readers has been giving consumers a convenient way to buy books, wirelessly, without even having to use their computers,” says Sarah Rotman Epps, a Forrester Research analyst. “Giving consumers a digital storefront right in their hands, that’s what really made e-readers a phenomenon.”
But tastes and technology have moved on. People haven’t stopped reading. They are just increasingly likely to read e-books on tablets rather than e-readers, according to a recent Pew Research Center report. The polling firm found that 23% of Americans said they had read e-books in 2012, compared with 16% in 2011
via The E-Reader Revolution: Over Just as It Has Begun? – WSJ.com.
All good this, and by my lights the first must read of 2013 for the publishing community:
One form this organizational blindness takes is the tracking of the wrong metrics. By “wrong” I mean measurements that tend to support current activity without providing a different and perhaps unflattering perspective. A university press director proudly told me about his system of peer review, the number of outside reviewers, how carefully these reviews were themselves assessed, and how the reviews were used by authors to improve their books. Nice job. But the same director failed to note that sales of the press’s books had declined by more than a third in the past decade, and that financial support from the parent institution was wavering. “Have you considered the possibility that you are publishing the wrong books, that you are working in fields that are not growing and may even be declining,” I asked. He was taken aback by my question. After all, the peer review results said the press was doing a great job.
Examples of tracking the wrong things, or at least of failing to track some important things, can be found everywhere. I encountered one management team that boasted of their profit margins. But the same team had failed to adjust their sales reports for inflation. Thus, over a period of about 15 years, this team had in fact been putting the company through a long-term liquidation.
via Dancing with Myself — The Principal Impediment to Change and Innovation « The Scholarly Kitchen.