Book Distribution

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.”

The hot-button issues in the book industry today surround an increased focus on content and alternative forms of distribution. Publishers are still keeping a watchful eye on the Internet and the fear that it may replace the print-based distribution business in the future. But there appears to be a greater acceptance and realization that “content” is a publisher’s real asset, and that the delivery method means nothing if the content isn’t outstanding. An increased focus on content, book search tools, digital distribution, a declining print readership, increased used-book sales, rising fuel and paper costs, and decreasing bookshelf space in retail superstores are all

With the launch of Bowker’s Pubnet Instant Response this week, book retailers can reorder books more quickly from several of the industry’s largest publishers. General Manager Charles Halpin chats with Book Business EXTRA! about the benefits of this new ordering program. Book Business EXTRA: How is Instant Response different from what was available before for ordering? Halpin: Pubnet Instant Response is a new service for book retailers that is offered with participating publishers—today, Random House, HarperCollins, Penguin, Hachette, Simon & Schuster and Holtzbrinck. Instant Response is different because it is lightning-fast. Instant Response is available to any publisher that utilizes both Pubnet and PubEasy, Bowker’s supply

For many publishers, managing inventory is a method of trial and error. While computers can analyze sales data, deciding how many books to print at the outset and when to reprint is often based on instinct and knowledge gained from having been around the block in the industry. Some executives, however, rely on both computers and know-how to keep more precise tabs on their inventory. As one expert told Book Business, inventory management is not an art or a science, but a mix of both. Here are 10 tips that offer the best of both worlds. 1. Capture your sales data and analyze

Offshore sourcing is becoming increasingly popular among publishers who are looking to get cost-effective, quality printing and other publishing services. Forty percent of book publishers said they had worked with an overseas printer in the past year, according to a July 2006 study by the market-trend research company TrendWatch Graphic Arts. Yet, as they say, buyer beware. Global sourcing has its advantages as well as its pitfalls. To successfully navigate an offshore partnership, experienced publishers and printers offer these 15 tips. 1. Research a reputable partner. Do your research to find the largest and most reputable printers available. Tad Crawford, president and publisher,

If there’s ever a good time to talk about the state of book distribution, this would be it. Right now, everyone is abuzz about changes occurring within the system thanks in part to the July release of Chris Anderson’s “The Long Tail: Why the Future of Business is Selling Less of More.” Anderson, editor of Wired magazine, declares the demise of common culture and cites occurrences called “long-tailed distributions,” or distributions to a greater number of smaller markets, rather than one, big mass market. According to Anderson, this helps distributors since they are no longer cut off by bottlenecks of distribution, such as limited

In its June issue, Book Business covered the newly created Book Industry Treatise on Responsible Paper Use, a formal effort to change the book industry’s environmental impact. The treatise reflects the input of 25 industry stakeholders—publishers, printers, paper companies and merchants—and sets industry-wide goals for change. The primary goal: to increase the average use of recycled fiber from the industry’s current 5 percent to 30 percent within five years. So far, the treatise has been signed by 118 publishers, two paper mills and four printers, and supporters are making a significant push to enlist many others. Book Business asked those involved in the

A year ago, Ideals Publications (www.IdealsPublications.com)—a Nashville, Tenn.-based division of Guideposts that publishes 100+ titles annually for children and adults—was operating, as many publishers do, under a paper-based inventory management and distribution system that involved order-faxing and a returns-handling system that could sometimes take weeks. Last July, however, Ideals began working with a new distribution company that had a new warehouse management system in place, called IRMS, to automate inventory management and returns processing. Today, Ideals’ order- and returns-management process is paperless, and its inventory levels are more accurate and visible to them in real-time. Returns are in the door and back in active

“It’s quite a different world for Christian publishers than it was even just a few years ago,” Barbour Publishing President and CEO Tim Martins says. Uhrichsville, Ohio-based Barbour began in 1981 as a small remainder-seller of other publishers’ excess stock, known as Book Bargains, and evolved into a publisher that has shipped more than 100 million books in its 25 years in business. Now, it’s developing supplemental methods of getting its inspirational books to an ever-growing readership by leading the faithful online. One of the biggest challenges Barbour and other Christian publishers are facing is the consolidation of the sales channels—the big-box mentality

Chuck Nason admits he wasn’t fully prepared for the effects of global competition as it accelerated in 2001. The president and CEO of Worzalla Publishing, a Stevens Point, Wis.-based book manufacturer, watched as a significant portion of the company’s four-color children’s book work went to China. “Global competition has affected us in a major way,” Nason contends. “It caused us to suffer a five-year slide in annual sales from just over $62 million to $44.4 million a year ago. This has meant little or no wage increases for our employees and a freeze on capital equipment purchases for four years.” Nason points out what