Consortium

Ever since the Book Industry Study Group (BISG) hit upon the theme of “Making Information Pay” for its annual spring event several years ago, it has been filling the room with industry analysts and marketing and business development executives eager for new insights into the mysteries of our industry’s operation, well-being and future. The attendees are generally more interested, I think, in road signs pointing to where we’re going than in measures of where we are—more acutely aware that, in some ways, the information camera may not focus as well on today’s industry snapshots. Useful and reliable industry information always has been hard to

By Jim Calder Michael Weinstein’s 31-year work history reads like a list of top publishing companies: Macmillan, Pitman Publishing, Addison Wesley, Random House, McGraw-Hill, HarperCollins and Pearson Education, among others. Currently, Weinstein is vice president, EDP (editing, design and production) and manufacturing, at Oxford University Press. After decades working at some of the most notable companies in the industry and after many professional accomplishments, Weinstein’s career achievements now are being recognized. Weinstein is being inducted into the Publishing Executive Hall of Fame, an honor bestowed on the leading publishing executives in book, magazine and advertising production. And, he is only the second executive

“We are leading the pack by building a digital warehouse, which is the digital equivalent of our print warehouse,” commented Jane Friedman, president and CEO of HarperCollins Publishers, in the May issue of Book Business. This is the ultimate sign-off on the industry’s embrace of the future, and its take-back of content control from trailblazers such as Google, Amazon and Yahoo. For some years now, various technology vendors have enabled publishers to deliver electronically formatted versions of their titles for special purposes. These have included applications such as conversions to XML formats (e.g., Publishing Dimensions), proprietary e-book reader formats (Mobipocket), sight-impaired applications (National

If distribution means getting books into the hands of sellers, circulators or readers, then a true profile of the distribution business would cast a wide net, beginning at the binding line and continuing through to the ‘long tail’ of online portals, used bookstores and curbside pushcarts. However, if distribution, from the publisher’s view, means getting books to generate sales revenue, we can overlook all of the aftermarket, recirculation and reselling channels and focus solely on reaching stores, libraries, online and catalog warehouses and—increasingly, thanks to the Internet—direct marketing from the publisher to the consumer. In the article “Deconstructing Distribution,” in Book Business’

The recent collapse of San Diego-based wholesaler Advanced Marketing Services (AMS), and its distribution subsidiary that it took down with it—the much esteemed Publishers Group West (PGW) that it acquired only five years ago—reminded me of the remarkable way in which our industry sorts through 180,000 new titles a year and the millions more in print. Somehow, in a timely manner, the industry moves books into stores, superstores, specialty stores and gift shops, big-box discounters, grocery and drug store chains, and libraries of all kinds—aggregating more than 100,000 accounts that someone has to bill and collect on. Dramatic though the PGW collapse is, drilling

Many independent U.S. book publishers breathed a sigh of relief after a Delaware bankruptcy court ruled in favor of the Perseus Books Group taking control of the distribution contracts for more than 120 clients of the now-defunct Publishers Group West (PGW). The New York-based Perseus Books offered to pay 70 cents for every dollar of pre-bankruptcy claims owed to publishers who were distributed under PGW, a Berkeley, Calif.-based division of Advanced Marketing Services (AMS). The bid to help bail out AMS from a pile of debt claims was approved by Judge Christopher Sontchi Feb. 19. Perseus President David Steinberger says the company began

As I was preparing for this column, I came across the following statement in a brochure prepared by Strategos, strategic planning consultants, that I picked up at an event a few years ago: “What’s amazing is how often top management is surprised when dramatic external change happens. Why the surprise? Is it that the world is violently turbulent, changing in ways that simply cannot be anticipated? Perhaps. But we call them ‘inevitable surprises.’ Think about it. In retrospect, you could have anticipated most of the disruptions in your industry. You can build this capability into your organization. You can be prepared—before your competition.”

Publishing executives and warehouse managers in companies large and small, with highly diverse and targeted products and marketing channels, can benefit for the first time from a new Warehouse Benchmarking System. The program was tested last year by the Book Industry Study Group (BISG) and is now being rolled out to the industry. Participants can measure their productivity and improve the effectiveness of their warehousing practices. It is an easy-to-use, and highly powerful program that relies on comparative peer-group data. “Participants use their [Web] browser to enter the appropriate data in a convenient, tabular format,” says Professor Leon McGinnis at the School of Industrial

While digital toner and inkjet based color has been available for years, Lightning Source’s announcement at Book Expo America of its four-color one-off production line exponentially expands the base for untapped publishing business opportunities for mid-range, independent and high-end publishers. It also shines the light on the transformation of manufacturing business models in the past 10 years, providing a price-list-based, sophisticated manufacturing service that simplifies the supply chain process without sacrificing quality controls. Buying color in Asia or Europe in sufficient quantities to bring the unit cost down and allowing for the weeks of turnaround time need no longer be a barrier to the