Brand Building the Scholarly Author – So what’s in it for the Publisher?

In this week’s guest post we hear from Jean Dawson, Product Manager at Charlesworth Author Services and member of ALPSP’s Professional Development Committee behind ALPSP programme of webinars.

It has never been more topical to develop academic authorship as a ‘brand’; this has been particularly emphasised by educational institutions that now often provide training sessions for their Early Career Researchers (ECRs, including PhD and Master’s students). These courses enable ECRs to understand how to build their online presence and the importance of starting to think of themselves as a ‘brand’ very early in their careers. Professor Stephen Hawking, for example, was not only an academic he was a ‘brand’, as are the TV personalities Dr Alice Roberts and Dr Brian Cox.  Although it is clear that not every academic can reach the same pinnacle of ‘brand’ as Professor Stephen Hawking, they can nevertheless be taught how best to present both themselves and their research to the online community effectively.  I have attended sessions at universities where ECRs have been tutored on how to write and present their LinkedIn profiles as a part of their extended curriculum vitae, create online social profiles, were reminded that prospective employers can search for you on Facebook, were given guidelines on how much of their research to reveal online (and where, as ‘online’ is a big place) and on which online communities to associate with. All vital life tools to assist in publicising your research at an early stage, job searches, promotions, and publishing contracts.

Advancements in technology platforms provide tools that directly assist academics to build their online profiles, understanding where their work is being read and cited, as well as how to build an ‘audience’ for their work. These platforms also encourage authors to be proactive in their research dissemination, rather than just passively waiting for citations. They shout ‘Get out there and sell yourself!’ As Charlie Rapple (co-founder of Kudos) will be pointing out in her presentation in ‘Brand Building the Scholarly Author’ ALPSP webinar, given an annual research investment of over £1 trillion by funders, and with over 2 million outputs published, it’s simply staggering to note that up to 50% of these outputs will never be discovered. No-one reads them, let along cites them.  Funding bodies have woken up to this huge issue and are looking to see activities that drive engagement with research. This puts the ball squarely back into the academics’ court.

So what is the knock-on effect for academic publishers? To paraphrase Cathy Holland (Business Development Manager, Digital Science), the second speaker on the ‘Brand Building the Scholarly Author’ webinar, “Social media has a huge impact on the way information is communicated today… No longer can the publisher or author passively just sit back and let content collect citations.” In the same way as authors now need to become active, publishers also need to be actively engaging online with scholarly research communities. Engaging is not enough and publishers must also now measure their social media efforts to successfully access their reach and effectiveness. As we have seen with the new social-media tool kits for authors to emerge, technology platforms provide Publishers with key measurement and online engagement tools.


Jean Dawson is the Product Manager at Charlesworth Author Services. Jean has over 25 years’ experience in senior management roles in publishing across the industry from academic publishing, start-ups, to publishing service providers. Commencing her career at Oxford University Press, she moved to form part of the Ingram UK Business start-up team. Prior to joining The Charlesworth Group, Jean worked as a consultant providing product development and marketing services to trade and academic publishers. Jean is also an active participant in cross industry membership groups.

The Brand Building the Scholarly Author seminar will take place on Thursday 18^th October 2018. To find our more or to book your place visit: https://www.alpsp.org/Webinars/Brand-Building-the-Scholarly-Author/56883

Not Your Teenager’s Social Network: What Academic Societies Can Learn from Facebook about Making Money—and Making Members Happy

We are delighted to share this blog by Roy Kaufman, Managing Director of New Ventures at the Copyright Clearance Center  which draws some interesting parallels between learned societies and social networks and highlights what we can learn from their example.

Social networking a la Facebook and Twitter may seem to be a product of the Internet age, but it is actually nothing new. If you think about it, learned societies - which aim to bring together people in a given field or area of professional interest - are actually built on the original idea of a social network, to wit: a network of social interactions and personal relationships, as Webster’s defines it.

Yet today’s academic societies, charged with connecting individuals who share professional interests and providing a forum for communication and collaboration, continuing education, and career opportunities, are facing declines in membership, particularly among people under age 30. Fewer than half (48%) of all millennials belong to a society compared with 83% of baby boomer researchers, according to Wiley’s recent survey of nearly 14,000 research professionals.

Facebook and Twitter (and more researcher-focused sites such as Mendeley) have something to do with that age discrepancy; they are favorites for early-career researchers who want to actively network in both their professional and personal life. With so many online opportunities for making contacts and interacting, societies are tasked with finding new ways to provide meaningful benefits that will attract and retain members, as well as keep their revenues growing.

Perhaps scholarly and professional societies can learn something from Facebook, too. Just as that online social network continues to expand (and gobble up money) by using member data in ever more ingenious ways (linking all those Likes, learning from them, and tailoring content to members accordingly), so societies can use technology to better serve their members and become more relevant and profitable in the process.

From disconnected data to smart data

Fully leveraging data they already have is an often-overlooked way for societies to grow their membership and keep current members engaged enough to renew year after year. Take the example of researchers who submit an article to a society journal. It is a good bet that the article will contain the names and contact information of multiple coauthors. Wouldn’t it make sense if, instead of isolating those names within the editorial system, societies could use them to their advantage, connecting them with other data points throughout the organization?

That process could start at article submission by determining the needs of corresponding authors and co-authors, simply by asking questions like the following:

• Are the authors already members of the society?
• If yes, are their memberships up for renewal?
• If no, will a special offering (such as an APC discount or free author reprints) entice them to join?
• If they have an .edu address, are they taking advantage of institutional arrangements for payment of open access fees?
• Are they registered to attend the next society conference?
• Do they need continuing education credits?
• Do they even know about these benefits?

Chances are, members and would-be members don’t know all the benefits of membership. In the Wiley survey, 15% of respondents said they’d never been invited to join an academic society; 12% said they didn’t know what offerings were available, and another 12% said that joining had never occurred to them. As the folks at Wiley put it, “This means that 37% of non-members are either waiting to be asked to join, or might be persuaded to join…With so many non-members just waiting to be asked, societies may find they are often pushing at an open door.”

But societies are not yet pushing on that door. One reason is that in many learned societies, different departments, and the data they house, are “siloed,” cut off from one another and not communicating effectively. “When a member interacts with an organization, they’re interacting with education, or a group that does grants,” says Ann Michael, DeltaThink CEO and former president of the Society for Scholarly Publishing, who moderated a recent webinar on society membership by the Copyright Clearance Center. Silos, says Michael, make it difficult for members to see the organization as a whole, which makes it hard for organizations to serve members’ needs effectively.

In the same webinar, Alex Taylor, head of communities and events at the Institution for Engineering and Technology, admitted that for a long time, the IET was “lost in a labyrinth of our own making .…We offer so many different things, [there are] so many different teams and departments…that there’s most definitely a [silo] culture, a lack of joined-up collaborative thinking.”

The key, then, is for members and societies to come together, to increase satisfaction and engagement on one side and revenues on the other. That starts with knowing what members and potential members want and need.  For example, in Wiley’s survey findings, 26% of respondents said their strongest reason for joining a society was to take advantage of opportunities for continuing education. But the continuing education platforms seldom, if ever, talk with the editorial ones.

The bottom line: If the membership, continuing education, and conference departments are not connected with each other or linked up with the editorial department, opportunities for generating new members and retaining existing ones will be missed. Think about the benefits to all involved if these systems talked to one another. In that scenario, it would be easy to notify an individual who recently submitted an article on a particular topic about an upcoming workshop on the same subject. Or, having just published that article, to let the author know that his society membership renewal comes with the benefit of 25 free article reprints.

What all of this requires is a smart network of links among databases that enables societies to target their marketing to specific individuals with personalized messages and offerings, at opportune times (when you already have their attention, for example, at article acceptance or other key points in the editorial workflow). That is the difference between blasting members with renewal notices three days after they’ve renewed and instead telling them something they truly want to know (i.e. that they are due for CME credits). Rather than putting off members and would-be members with more junk mail, suddenly, you are providing them with a higher level of service.

One way to make the data connection easy is with an enterprise content management system that does the sorting and linking of member information automatically. An investment in an ECM system is worth it, because it allows societies to provide a higher level of service.  Knowing what members need and offering it to them when they need it will bring in higher revenues in the form of new and renewing members, who can now avail themselves of services they were previously unaware of. Or, to put it another way, societies will be able to maximize revenue sources already at their disposal, and members will understand the value proposition that comes from joining and engaging with a learned society. Talk about pushing an open door.

Adopt some standards

Besides enterprise content management systems, another crucial step toward connecting data and better serving members is to adopt standards such as ORCID IDs, Ringgold names, IP addresses from Publisher Solutions International, and identifiers from FundRef. Once employed, societies can identify institutional affiliations, funding agencies, geographical locations, and membership status, and then launch relevant messaging.  You might, by ORCID ID, identify an author member as hailing from a particular institution and take it from there, reaching out to let a Harvard-based author know that she’s eligible for an institutional discount on open access charges. Combine these standards with the member data derived from your enterprise content management system, and suddenly, you get to the nirvana of data connection, without having to reinvent the wheel, and without having to bother the author.

Create new businesses to keep members happy

To keep growing, societies also need to consider new sources of revenue. It makes sense that the first thing a membership-driven society should consider when it thinks about growing its bottom line is the needs of its members. For example, the Wiley survey asks members what they value.  Some key services mentioned in the Wiley survey are continuing education (64%), keeping up to date with the latest research (50%) and job openings (32%). Once societies have this information in hand, they should ask: Do I have a business around this? If the answer is no, the next question might be: Should I have a business around this? If learning is a key reason members renew, a society may want to look at whether they have adequate continuing education offerings. If career networking is a top priority, a society might send out alerts when jobs open up in members’ areas of interest. That’s known as data driven messaging, whether a society tells a researcher who has just submitted an article on kidney cancer about an opening in the nephrology department of a major research hospital, or reminds her to register for the upcoming American Society of Nephrology Conference.

Attracting and retaining members - even millennials - is not rocket science, and we can learn from the companies who do it well. It is about figuring out why people join, and asking: Have I done enough here? Because sometimes, by asking relatively simple questions, offering opportunities vis-à-vis the needs of members, and doing some obvious things like adopting standards, it is possible to create the building blocks that raise a society to the next level - and make it go viral. 

Roy Kaufman is Copyright Clearance Center's Managing Director of New Ventures. Prior to CCC, Roy served as Legal Director, Wiley-Blackwell, John Wiley and Sons, Inc. He is a member of, among other things, the Bar of the State of New York, the Copyright and Legal Affairs Committee of the International Association of Scientific Technical and Medical Publishers. He was the founding corporate Secretary of Crossref, and formerly chaired its legal working group. He has lectured extensively on the subjects of copyright, licensing, open access, text/data mining, new media, artists’ rights, and art law. Roy is Editor-in-Chief of Art Law Handbook: From Antiquities to the Internet, and author of two books on publishing contract law. He is a graduate of Brandeis University and Columbia Law School.

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