This post, by Mike Shatzkin, originally appeared on his The Shatzkin Files on 9/24/12.
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“It’s become very, very clear to me that digital trumps print, and that pure digital, without any legacy costs, massively trumps print.” — David G. Bradley, owner of Atlantic Media, quoted in The New York Times on September 24, 2012.
The magazine business isn’t the book business, but…
For the better part of two decades, many people have seen the potential quandary the digital transition posed to big successful full-service publishing organizations. If distribution no longer requires scale, what does that mean to the companies that not only succeeded by creating distribution at scale, but which also are largely locked in to their high-cost, high-maintenence infrastructures?
This was one of my concerns when I delivered my “End of General Trade Publishing Houses” speech at BookExpo in 2007. When bookstores go away, I figured, it would become absolutely necessary but would be very hard for publishers working across audiences to adjust to being multi-niche. And it seemed to me that the big organizations built to deal with thousands of dispersed retail outlets at scale would be far too expensive to maintain when the outlets weren’t there. And stepping down the overhead level wouldn’t be easy.
There’s no shortage of understanding of this challenge. All big publishers are looking for new ways to apply scale to gathering names, analyzing data, improving discovery, social marketing, and creating partnerships with others that can provide audience reach.
Several companies have built business strategies around the expectation that traditional publishing organizations are going to have to get smaller and change the way they staff their print value chain. Among the biggest players, Donnelley, Ingram, Perseus, and even Random House fit that description: offering a variety of ways for publishers to offload everything except the functions that are absolutely core to publishing: editorial selection and development, rights management, and marketing.
The companies that offer the print value chain solutions also have digital services, of course, but they have competitors in that space that specialize in providing what demands scale for digital publishing. The competitors tend to start their service offerings further up the workflow than those that started by focusing on scalable distribution. Two new partnerships announced last week suggest the emergence of new commercial models for publishing.
The big eye-catching announcement was that Barry Diller and Scott Rudin, both with Hollywood roots, are putting substantial investment — announced as $10 million, but they could certainly add more when and if they want to — behind a new commercial trade house called Brightline to be led by publishing veteran Frances Coady. Brightline will partner and build its books with The Atavist.
Perhaps less noticed, but pointing in a similar direction, is that agent and entrepreneur Jason Allen Ashlock has set up a new niche publishing imprint to do crime and suspense books, working on the PressBooks platform created by Hugh McGuire.
The publishing ambitions here are quite different, but the point they make about the direction of publishing’s future are very much the same.