Great post this! Like this piece:
This is why digital products are more akin to services. If you have a bad day in a restaurant, the staff talk, and they adjust what they offer for the next day. Mistakes can be more readily rectified, customer demands worked into the product at greater speed. If you apply an agile approach to the code underlying your digital product, you have the same opportunity – you just need a company structure that will support that sort of rapid decision-making and implementation.
via Face it: your digital product is a service | NEXT Berlin.
Interesting note from Mike Shatzkin this:
Many of the agents, but not Waxman with Diversion, are specifying that their services are only for existing agency clients. That’s a good way of putting a toe in the water and it’s a good way to minimize the concern of publishers. But it’s not likely to last as the policy for any of them that do this kind of work successfully. If their ebook publishing services actually work and the business is shifting in that direction, why would you turn down an opportunity that came from outside the client base. Why would you turn down the opportunity to offer the same suite of services to all the clients of some other agency that doesn’t want to build this themselves? (That’s an opportunity almost certain to arise for all of them.)
Publishers are also working on self-publishing services. Distributors have been noodling for some time about packaging these services for agents. Knight has promised to do a lot, including a substantial per-book investment, for 15% of the revenue. Are any of these other players now going back to the drawing board to reconsider their pricing? I would think so.
via Agents have to do it, but their new service offerings change the publishing ecosystem – The Shatzkin Files.
There’s a paragraph on Bloomsbury’s Strategy page on their website that always grabs me. It reads:
A key element to Bloomsbury’s strategy is to broaden the base on which it acquires and exploits intellectual property. This began in 1994 with retaining paperback rights and moving into children’s publishing. With the advent of the internet, the company identified a growing demand for quality on-line reference content which culminated in the development of our first major database, The Encarta World English Dictionary.
The reason it grabs me is that you can see the company put that paragraph into action very regularly. The latest is Reeds Nautical Almanac from their A&C Black division (the location of some of their most interesting properties).
I wrote before about Bloomsbury that:
It further occurs to me that nearly all the moves place them in a position to exploit the brand potential of all these properties and to do that through new digital avenues if and when they choose to
That still holds true and when you check the site out, you do begin to wonder why it wasn’t done before, but that’s not the point. This is strategy in action before our eyes. What’s more, it’s a sensible strategy that’s moving physical products and customers towards digital models in an un-hyped way.
It shows the value of intellectual property that has something that can be made available as an online service as well as a print product. Sure it brings its own worries and concerns, but it also offers opportunities and real hope for a future for publishing and publishers.
Maybe it should be more hyped! Or maybe more publishers should copy them!