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Disruptive Innovation
Technical Change
Unreliable Business Models
Unstable Markets
Price Volatility
Constraints on development
Disruption Ý
 

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ôhort Term : up to 2 years
Mid Term: 2 to 5 years
Long Term: 5 to 10 years
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° rom 1994 Professor Clayton M. Christensen of the Harvard Business ôchool

began to develop his concept of ͚Disruptive Innovation͛

° Christensen͛s four main observations

1. ôuccessful big companies dominate their markets by getting better and

better at 
   
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2. This becomes the effective 2

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3. Yet, In the process, they weaken their capacity develop outside their ˜

 


4. This gives advantage to   
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° The Digital Transformation is a highly disruptive
innovation
° Nothing will be the same again
° The dominant publishing businesses of today will
be challenged by new entrants in the next
decade
° The Digital Transformation is a great equaliser
between Incumbents (current market leaders)
and Entrants (new enterprises with new
expertise)
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° They behave rationally, because they make
most money from what they do best .
° This is their key expertise and their
competitive advantage
° They compare the sure returns they make
from their O
 with the small returns
and high risk of innovation
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° —cademic, professional scientific, technical
and medical publishers have made it the core
of their business process.
° Journal publishers have used it to develop
new types of product
° Most general publishers have responded
warmly in theory, but cautiously in practice
° No common and uniform response ʹ is it wise
for our company͛s publishing model.
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° !hat can you gain and what can you lose?
° How much do you know about the risks and
benefits ?

° !hat can you gain from digital marketing ?

° !hat can you gain from online sales ?
° !hat can you gain from electronic publishing?
° Can you afford to wait and see, or do you have to
decide now and be an ͚early adopter͛
° !hat can we do now?
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° Promoting and marketing your book
electronically
° Be an early adopter ʹ cost effective
° Extend the range and potential of
communicating to your book buyers
° Build up networks of repeat purchasers
° Increase the rate and scale of promotion
° Enhance your market knowledge
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° ôelling your printed book or electronic book
through an online retailer
° Be cautious and ask questions
° Quality of service varies
° High service costs may operate
° Quality of user interface and information
° !ho does it   reach?
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publication from an electronic data
file
° Print on Demand or ôhort Run Printing

° ôupplying the publication as a electronic file

or online
° Offer both
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° Can be cost-effective, cutting investment and
stock
° Production quality constantly improving
° Up to 500 copies ʹ tipping point with with offset
litho advancing
° Requires effective digital asset management
Example CodeMantra software
° —ll publishers should investigate for short run
reprints
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° ôelling an electronic file ʹ paperless publishing
from the publisher͛s perspective
° ôpringer Verlag , for example, normally
supplies an electronic file
° Media agnostic ʹ computer screen, phone,
iPad, Kindle, ôONY
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° Caution required
° ormat problems ʹ many proprietary like Kindle -
and difficult to change from reader to reader
° ôoftware still limited in applying normal features
common in printed books ʹ pictures, indexes,
notes.
° Rapid obsolescence and high cost.
° Need to beat $ 100 price barrier for a fully
featured coloured reader before general use.
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° Most important new markets
Primary to Higher Education
Business
Reference
Language Learning
Journal access
New book formats ʹ short texts, reduced books.
Look at the Chinese and Japanese experience
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° Problem: not what you can 
, but how you can "

from doing it.
° roogle, Yahoo, Baidu China , and Craig͛s List Uô— all make
money through advertising
° Of social media only acebook, and LinkedIn consistently
make money, through an effective advertising model
° Myôpace and Bebo have had their moment ʹ they are
losing thousands of active users every day.
° Twitter dominates special media but as yet has no effective
revenue model . Buzz from roogle : too early to say.

° Publishersʹ can use any of these media, but only  

will compensate for lower cover price
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° !hat is a book
?
° Is a book a cultural object or a commodity?
° ôhould a book be cheaper in a digital format
than in paper format?
° !ho should control a book͛s pricing?
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  22
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 O is steadily being developed. It will based on five key
elements

1. Remember the changed dynamics in publishing over the last ten years were
   3

2. Uncertainty will become the norm

+3   ! and  will be the primary route to success

4. Publishing͛s entire  will remain fixed in the system of copyrights and
intellectual property.

5. Publishing will quickly learn more and more from the rest of the communications
industry
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 not    will be the absolute norm for future
publishing.
° Those working in future publishing will have to flourish in a world of
risk and instability.

° Publishing will eventually split down the middle: into separate

   and  businesses.

° Money will flow into creating and building 
 through
     ʹ packaging them for the market

° Once these packages reach the  

 , they will

be sold on to service management companies, which will enhance
what has become a ˜
 
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:
Develop your  
 expertise
—ppoint digital project manager to develop digital
options,
You  
 assess risks and benefits
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Develop trial programmes for digital publishing
Build an internal team, from across the business,
to become the core of your digital publishing
strategy.
Begin a tactical digital operation to improve
profitability
M
 evaluate the outcomes
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1. Learn from any mistakes made in years 2 to 5

2. Refine your company͛s Digital Policy
3. This becomes the digital culture 
 
4. The task: 
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5. Message to your customers: 4

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° ÀTake your time, and do it right͟

° ÀVegyünk helyi idő és nem helyes͟