Basis for the collaborative learning model of Bluebottlebiz

www.bluebottlebiz.com

Publication of management content:

Trends and new author-publisher relationships


Tablets Hand-made books

Printed book Modern book with QR code Electronic book

LOCAL USE

Digital library

SUBSCRIPTION SERVICEºº

Search

TRADING

Written communication


People reached 50 50,000

Consumption Local National

Marginal unit cost Very high Moderate

Distribution One year One month

50,000,000

Global

Zero

One day

Hand-made Pbooks

Reproduction Manual Printed

Ebooks

Digital

DRIVERS

Key drivers


FACTORS TRADITIONAL BOOKSTORES VIRTUAL BOOKSTORES

Product Paper books Paper and digital books

Titles available 30,000 3,000,000

Maximum depth of assortment per title 3 3,000

Location Fixed Global

Logistic complexity Warehouse to store Store to reader

Customer loyalty based in Proximity and personal service Proprietary readers, logistic voucher

Exposure of each title Highly variable More fixed

Future Complicated due to lower sales Complicated due to concentration and

change of business model

Scarce factor Space Visibility

Impact on bookstores


FACTORS BEFORE DIGITAL NOW

Competitive advantage Distribution capacity Digital marketing

Size Large Niche/s

Specialization Low High

Capital needs High Low

Key to publishing Low production costs Knowledge of the editor

Geographic coverage Country/countries Global

Translation rights Important Much lower

Original authors Very convenient Essential

Competitive editor type General Specialized

Impact on publishers


Digital is audiovisual…


Digital is audiovisual and interactive …


…and will be read in the specialized digital libraries

Audiovisual

‒ Weights more, better to read in the cloud

‒ Is read on the go (mobiles, several readers)

‒ Updated very often

Move to digital libraries Interactive

‒ Within similar interest groups

‒ Special services for those readers (i.e. sign-off in compliance procedures)

Move to specialized digital libraries


Readers will prefer subscription to purchasing

• It's less expensive for the reader; no need to pay full price:

‒ Universities and companies can monitor use and expense

‒ Lower trading cost (no need to know and consider each title)

‒ More choice and freedom for the reader

• The value in legal and business libraries is in:

‒ The search system within a complete database

‒ Constant updating

• Specialized digital libraries offer:

‒ Related content other than books (reports, newsletters, statistics)

‒ Flexibility depending on user type (download or cloud-reading)

‒ Easy interaction with similar users

‒ Offers of related products for each subject and reader level

‒ Specific value-added features


Subscription model is also better for the publisher

• Reduces piracy, especially if no downloading is involved

• It helps discoverability

‒ Discovery paths, similar readers’ choices and others

‒ Publicists to focuse on making the book more useful, closer to readers needs

• Allows the publisher to better know the readers:

‒ What they like, what they don't understand…

‒ If available, products with further value added can be offered

• Provides more stable and higher net income:

‒ Depending on readership and not sales, the front / back-list relationship fluctuates less

‒ Reduces the dependence from proprietary readers and oligopolists

‒ Reducing publishers’ sales costs and obtaining additional income entails greater benefits for the publisher, while still less expensive to readers


2005 2015 2025 0

20

40

60

80

100

Market share

Years

Source: Informe Omniprom, Marcelino Elosua, 2013

Paper book

Digital library

Other means will appear

Digital library leader at 40%

Downloaded digital books disappear before printed

Paper book remains at 10%

Others

Electronic book

Market share by reading platform


Turmoil in the publishing industry

Nothing compared to what is coming! “Everything changes except the exponential rate of change”

Marcelino Elosua

Up to now:

‒ Print books in digital formats

‒ Virtual bookstores

Essentially we still produce and sell books

In the next five years:

1. Audiovisual content, not just words, a big change in editing

2. All-you-can-eat libraries, more than just buying or current hybrid models of paying when you read 10% of a book

3. The “book” is an invitation to navigate through many resources in a given order

We have seen a change in the distribution side of publishing, now we’ll enjoy a change in publishing itself. Get ready!


Online courses and digital libraries

COURSES

DESIRED TRAINING

PREVIOUS TRAINING

LID

LEARN (*) On-line courses

DISCOVER

Discovery paths

TEACH

Face-to-face courses GROW

Learning paths

General

Specific

Weak Low level

Strong Top level

- +

-

+

DIGITAL LIBRARIES

CORPORATE UNIVERSITIES

ATTITUDE (*) Most frequent format


Impact on authors:

Layout

Cover, support, others

Printing

Distribution

Proof correction

NEED FOR A PUBLISHER

Provisional conclusion

Goals and focus

Variety of formats

Audiovisual elements

Public Relations

Final conclusion

Complicated

Complicated

Complicated

Essential

Possible

BEFORE

Necessary

Independent

Hardly any

Unnecessary

Easy (local)

Integral publisher unavalaible

Very easy

Highly desirable

Very easy

Unnecessary

Very easy

NOW

Dispensable

Highly desirable

Necessary

Essential

Highly desirable

New publishers welcome


Professional goals

Brand attributes

Communication strategy

Book concepts

Competitors’ benchmark

Strategic alliances (content, PR)

Co-authors

Business Strategy

√

√

√

√

√

√

√

Writing support (style)

Cover

Proof-reading and layout

Foreword, blurbs

Printing

Commercial distribution

Media Public Relations

Translation rights

Digital book, metadata

Social networks, blog

Publishing itself

√ (adviser)

√

√

√

√

√

√ (publicist)

√ (agent)

√

√

√

√

√

√

√

√

√

√

√

√

Speakers bureau

International distribution

Strategic Public Relations

Professional sales to companies

Support in other countries / activities

Building on the success

√

√

√

√

√

The role of the new publisher Tasks Classic publisher New publisher


New author - publisher relationships

• The forward thinking publishers should offer a consolidated approach to communications, incorporating books, digital, journals, online learning and speaker slots, with a targeted PR strategy individually tailored to author requirements and therefore achieving production synergies

• Achieve services with greater added value for both

• International projection, export of local talent and support in each country

• Author and publisher choose each other, not on a book-by-book basis, but for a global and long-term relationship


Marcelino Elosua Founder and CEO

[email protected]

T. +346 1747 1848

© by Marcelino Elosua De Juan, Madrid, Spain Original September 2012, reviewed October 2015