Showing posts with label Content Strategies. Show all posts
Showing posts with label Content Strategies. Show all posts

Thursday, 5 October 2017

Breaking Down Barriers in Scholarly Publishing

In this ALPSP guest blog, Craig Griffin, Solutions Engineer at Silverchair Information Systems discusses a two-prong strategy to help scholarly publishers optimize the use and functionality of their content.


We in scholarly publishing have visions of a future powered by Artificial Intelligence. Self-learning applications. Powerful discovery techniques. Machine-based learning tools. Change is a constant in any industry, but the rate of change within scholarly publishing is increasing rapidly on all fronts.  Journals and books, long the bread and butter of publishers, have now been joined by an explosion of additional content types such as video, data sets, grey literature, and learning formats.  Optimizing the use and functionality of this content in light of researchers’ needs to author, publish, and discover highly varied content sets alone presents a challenge.

A second challenge is found in the sheer volume of content being pushed through ever greater numbers of channels.  Discovery of content, regardless of channel, occurs off-platform on the servers of Google, PubMed, Crossref, or any number of social media platforms that no publisher, society, or author controls. With content in myriad formats and fractured delivery channels, it’s challenging for even the most capable power-user to be sure that their research is exhaustive or to stay on top of the latest developments.

A solution to this problem involves a two-prong strategy.

First, publishers need to Standardize the entire content set. Of course, content formats have evolved over the years, sometimes in a prescribed, documented evolution, and other times completely organically.  Since the software to display this content needs to handle all these variations, the content itself then becomes monolithic—it works in this one specific way, with this software layer above it, but does not function correctly outside of the content structure/software pair. It’s completely locked in its database.

Standardized formats allow content to reside in a more efficient database.  With a clearly defined data and database structure, the software layer above can extract and display information across content eras and handle associations easily.  Standardization also allows content types to be related in a far more efficient and flexible manner.  A video and a journal article, for example, with separate but standard structures can be related via metadata, content elements, or any other association desired by the publisher.  Additionally, Standardized content becomes much more accessible to machines, which as of now are the primary consumer of content. This can be via discovery bots, search engine crawlers, or Text and Data Mining apparatuses.  The rate and volume of these automated tools is the only true match to the explosion of content.

Once Standardized, publishers can then deploy the second strategy:  Breaking Down Silos.  This is achieved by bringing all the Standardized content—of any type—into a single platform. Once the unification of content has occurred, with discovery, display, relational associations, and third-party linkages all coming from one technology stack, content can then become substantially more functional for the end-user.  Content can then be organized by editorial concepts rather than simply by types or titles.  By improving the organizational options of standardized content, publishers can then tailor (and sell) collections targeted at infinitely narrower user groups.  This achieves the direct benefit of presenting specific content to a user at the exact moment of need.

It’s important for publishers to think of the user’s journey to their content (via any number of discovery methods): think of the user’s purpose in accessing the content. Although AI tools have begun the work of meeting the user at the right moment on their path, publishers can accelerate this process to the benefit of both their audience and their bottom line. By following the strategies of Standardization and Breaking Down Silos, users will be rewarded with an experience that works for them, rather than solely for the content.

About Silverchair: Silverchair integrates and delivers scholarly and professional content from a single platform – journals, books, video, custom formats, and more. The Silverchair Platform delivers advanced semantic technologies and publishing platforms to STM and humanities publishers, professional societies, and the federal government. We collaborate with publishers to propel their content to greater reach and impact.



Silverchair is a proud Silver Sponsor of the ALPSP 2017 Annual Conference. Hear from Chief Product Officer, Jake Zarnegar on his takeaways from the ALPSP conference in this insightful video blog.




Monday, 24 February 2014

The Evolution of Subscription Industry 1970-2014: Subscription Agents and Consortia-New Roles and Opportunities

Dan Tonkery: a short history of subscription agents
Dan Tonkery, President and CEO of Content Strategies, an international information services consulting company working with STM publishers, kicked off the afternoon session at the ASA conference. In a previous life he has been a subscription agent and librarian and has an encyclopaedic memory of the history of subscription agents.

The agent years of milk and honey 1970-1985
The market was filled with multiple agents (such as Faxon, ESBSCO, Readmore, Blackwell, Majors, Swets, Harassowitz, Turner, Boley, McGregor, SMS and others). There was a low average selling price. Main frame computers were introduced to support processing. Agents dominated in the sense that you couldn't find a library around the world that wasn't using an agent.

Agents were essential to both libraries and publishers with 99% of libraries using agents. They become experts at processing individual orders and supporting each other. They built comprehensive title databases (c. 400k titles) and developed new reporting and analysis tools for librarians. They also developed interfaces with ILS vendors (so you could automatically load invoices and reports).

Years of mergers and rapid growth 1986-1996
This was the era when many of the smaller agents were acquired by larger agents. Faxon and EBSCO dominated the US market and Swets in Europe. Agents were building related services such as SC-10, ROSS, Microlinx, REMO, EBSCOnet. Gross margins continued to drop from 12.4% to 8.1% in 1999. Agents attempted to build new business systems, but Faxon collapsed on business system failure in 1994 and Dawson Plc bought Faxon in October of that year. In summary, subscription agents were growing and they were important to libraries and publishers. Bear in mind that hardly any of the publishers had a sales team at this time.

The golden age of library consortia 1996-2006
There were over 200 active consortia that were usually regionally (sometimes nationally) based. Publishers moved from print to electronic formats. A number of major consortia formed as resource-sharing agents serving their member libraries. Publishers turned to consortia as a new sales channel and direct deals were negotiated. Publishers began selling Big Deals or Custom Deals and began thinking of database deals instead of individual titles. You could argue that agents were caught flatfooted. Consortia examples from the US include:

  • NERL: 1996 28 core members and 80 affiliates. Bought $102 million in 2013, most of it handled direct.
  • GWLA: 1996 33 research libraries in Central and Westtern US, bought $37 million in 2012.
  • SCELC: 111 members and 120 affiliates. Bought $38 million in 2013.

This is close to $500 million business of subscription agents that now goes direct: a major problem for many companies.

Agents respond with new tools and services
In response, agents developed tools to help libraries manage publisher packages, expanded services and built knowledge and license databases to support A to Z services. However, consortia managed to capture market share from subscription agents: the market shrank from 98% in 1996 to less than 60% now.

Subscription Agent rebirth
Agents continue to evolve into new or expanded products and services. There is an opportunity for rebirth and growth through databases and distribution services amongst other areas. The most important factor to look for is having someone come from outside our industry and invent a new product service. Tonkery closed with a call to constantly look outside the box.