1. Supply Chain Workshops Booksellers/Book buyers Publishers Printers Multi-channel Publishing project

2. MCP Project 2 Agenda Welcome and introduction 1.Background 2.Project findings 3.Issues to address 4.Market segments 5.Conclusion 6.Other relevant research 7.Next steps?

3. Welcome and Introduction

4. MCP Project 4 Reflective questions In what ways can you take advantage of current trends? In what ways can the project make clearer ways in which you can take advantage of these trends? In what ways can you imagine engaging with the emerging industry supply chain(s) represented in this presentation? Introduction

5. 1.Background

6. MCP Project 6 Background Meeting between EPICS Client Manager, IPR Systems and Fuji Xerox at PacPrint 3 Page summary of project ITR’s involvement Project definition with Fuji Xerox ABA’s invitation to lead 1.Background

7. MCP Project 7 Project objectives: output format orientated Investigate five publishing segments Articulate market segment end consumer desires in regards format outputs Purpose: To design new production pathways To respond to customer requirements To facilitate new investment points within 12 and 36 months 1.Background

8. MCP Project 8 Selection of Segments The specific market segments chosen were selected because they were thought to be most open to POD opportunities: Tertiary Primary/Secondary education Professional/Reference Specialist/Niche Out of print general books 1.Background

9. MCP Project 9 Caveat: Print 21 objectives The project’s outputs had to comply with Print 21’s objectives The various stakeholders were uncertain as to whether certain conflicting objectives could be achieved In the end, the project stakeholders agreed to an ambiguous project framework 1.Background

10. MCP Project 10 Caveat: Print 21 objectives The project enshrined this ambiguity Initially called a ‘POD’ project, this was later changed to the ‘multi-channel publishing’ project This name change was symptomatic of the challenges that lay ahead 1.Background

11. MCP Project 11 Project management The rationale behind inviting the ABA to lead the project: The ABA was thought the best place to get close to the customer, whilst staying within the domain of the book industry EPICS needed an eligible applicant 1.Background

12. MCP Project 12 Framing the Discussions Book Industry Market Size Estimation – Total Printing $511.7 M Printing outside Australia $236.7 m Printing for Australian Publishers $255.4 m 4 Colour Printing $129 M total $101.7M OS $27.2m AUST Printing in Australia $275 m Printing for Other Australian Sources $256.3 m Other/Mono Printing $383 M total $135.7 OS $247.4m AUST 1.Background

13. MCP Project 13 Market segments The black and white market is the focus because of the segments chosen The project was conceived around format outputs based on POD … reflecting manufacturing perspective 1.Background

14. MCP Project 14 Accenture, JIS and this project Both these studies focused primarily on the mass production book market This project was intended to focus primarily on the mass customisation market 1.Background

15. MCP Project 15 Project hypothesis based on market pull By understanding end users’ purchasing patterns based on format outputs … … could the economics of production be re- configured to pull more product through the POD chain? 1.Background

16. MCP Project 16 Market pull Market pull is the concept behind lean manufacturing, mass customisation and inventory management … The unfilled demand for global content The unfilled demand for local/regional content 1.Background

17. MCP Project 17 Methodology Design of the questionnaire’s structure The primary focus was on format output preferences consistent with the project’s hypothesis Content questions were also posed 54 interviews have been carried out 1.Background

18. MCP Project 18 The sample Production supply chain: publishers (multinational and independent, large and small, specialist and general), authors (including self publishers), integrated POD/offset printers, university presses and printers etc Retail segment: University bookshops, trade bookshops, etc Consumer segment: Students, academics, teachers including curriculum coordinators, librarians, book buyers and project managers etc Industry representation: Professional associations representing consumers (e.g Teachers, Adult Education Councils etc) 1.Background

19. 2.Project findings

20. MCP Project 20 Immediate findings Consumers appeared to be fully satisfied with the current output format choices The issues of content availability and management emerged as the primary issues The project’s hypothesis was immediately called into question! 2.Project findings

21. MCP Project 21 Working group response This forced a re-evaluation of the over arching objective of the project The project is still evolving to adapt to this re- evaluation This workshop is a part of the journey 2.Project findings

22. MCP Project 22 Presentation format Framing presentation around: –The POD industry an analysis of lead and lag segments –The emerging content management industry an analysis of lead segments 2.Project findings

23. MCP Project 23 POD, market pull & technology push Market Pull or push? Digital workflow friction Printers publishers interests Rights management Friction Authors publishers interests Digital content aggregation friction Consumers publishers interests Project findings 5 “findability” accessibility granulisation validation 2.Project findings

24. MCP Project 24 Digital workflow friction AuthorEditor Graphic Design Production MS Word Application Software Quark, pagemaker, Adobe PDF Publisher’s data asset management Printer Printer’s data asset management Format outputs Electronic viewable PDF’s Physical binding outputs Multi- channel distribution 2.Project findings

25. 3.Issues to address

26. MCP Project 26 Related issues Uncertainty Defining of POD The right to copy Digital industry infrastructure 3. Issues to address

27. MCP Project 27 Nature of demand Demand for Reading Material Preferred Format Preferred Content Preferred Channel of Purchase Increasing demand for reading material, available in mixed formats, with more niche content, available from multiple purchasing channels Steady demand for reading material, mainly in paper- based format, containing content with mass appeal, available mainly via bookshops What and how much will be demanded? The context – demand uncertainty 3. Issues to address

28. MCP Project 28 The Nature of demand uncertainty Preferred Format Demand for Reading Material Preferred Content Preferred Channel of Purchase Preferred Content Content with mass appealMore niche content Preferred channel of purchase Mainly via physical bookshopsVia multiple channels SteadyIncreasing Type of marketing Mass MarketingOne-to-one Marketing Electronic Standards No industry agreement on eBookseBooks standard Media complementarity Opportunity of other MediaThreat of other Media Textbooks basedeLearning Preferred media for learning Credibility of content Reduced credibilityHighly credible Target market Mainly older readersMainly younger readers Preferred Format Mixed formatsMainly paper-based Increasing demand for reading material, available in mixed formats, with more niche content, available from multiple purchasing channels Steady demand for reading material, mainly in paper-based format, containing content with mass appeal, available mainly via physical bookshops Demand for Reading Material Demand uncertainty 3. Issues to address

29. MCP Project 29 Nature of supply Business Scope Business Interaction Industry Participants (Who?) Some new companies, diversified along the book industry value chain, emerge in a transaction based marketplace Existing businesses remain specialised and collaborate to maximise industry performance What will industry structure be like? The context – supply uncertainty 3. Issues to address

30. MCP Project 30 Business Scope Mainly specialised businesses Self-publishing is not popular among authors Business Scope Self-publishing Printing Length Mainly long print runs Business Interaction Largely transactional Highly collaborative Trading environment Industry participants (Who?) Mainly existing players More new entrants Self-publishing is popular Businesses diversify along the Book Industry value chain Mainly short print runs Some new companies, diversified along the book industry value chain, emerge in a transaction based marketplace Existing businesses remain specialised and collaborate to maximise industry performance What will industry structure be like? Supply uncertainty 3. Issues to address

31. MCP Project 31 Defining POD There is widespread confusion about the core definition of POD POD is a way of producing an authorised version of a work in small volume at short notice from a digital file Some forms of photocopying have been perceived as POD Photocopying is an authorised or unauthorised secondary reproduction of an existing printed work 3. Issues to address

32. MCP Project 32 The right to copy In Australia, ‘fair use’ copying through educational institutions and libraries is authorised under certain conditions The institutions and not the user tend to pay for the right to photocopy This feeds the culture that believes content should be free Widespread use of the internet and the free public library system feed this perception even further. There is a recognition that creators deserve return for the use of their content 3. Issues to address

33. MCP Project 33 Digital industry infrastructure To optimise the opportunities provided by POD the primacy of intellectual property needs to be recognised POD systems need to be engineered to provide –an efficient system for finding and accessing content –a seamless and transparent permissions system –a seamless and transparent system for direct user payments and for distributing the payments to rights holders The system must be built on the principles of interoperability across the supply chain 3. Issues to address

34. 4.Market segments

35. MCP Project 35 POD in the tertiary segment Training EPICS EDF shows that the training/technical manual market is the segment driving the most innovation in POD Investment is printer-based in internet related activities, such as web sites, for quoting and production process integration 4. Market segments

36. MCP Project 36 The tertiary segment Leading to: … printers taking over fulfillment functions? … provision of customer web site facilities? … even e-commerce fulfillment? 4. Market segments

37. MCP Project 37 The tertiary segment The publishers’ business models are highly reliant on their printers … printers are leading the charge … in turn, the printers are reliant on innovative IT service providers to secure innovation 4. Market segments

38. MCP Project 38 The tertiary segment There are (insignificant) examples of training manuals being sold via the retailing segment In principle, this is an opportunity, but limited by the size of the publishing businesses to build the market 4. Market segments

39. MCP Project 39 The tertiary segment The real opportunity is document and print management The mechanism is process automation between publishers and printers Publishers are only intermediaries in the mature business model 4. Market segments

40. MCP Project 40 The tertiary segment Two main drivers of this market are: –publishers preparing training manuals to service products of global manufacturers or software companies; –RTO’s preparing customised training resource materials that support ANTA sponsored competency based training This will lead to new opportunities to service global vendors publishing technical manuals (this is the least developed market) 4. Market segments

41. MCP Project 41 The tertiary segment This is leading to global business opportunities Printers have the potential to develop deep global alliance strategies based on document and print management strategies 4. Market segments

42. MCP Project 42 Content supply opportunities in the tertiary segment Everywhere: language, literacy and numeracy materials Resource materials underpinning competency based training Across all ANTA segments Knowledge management to support decentralised training strategies 4. Market segments

43. MCP Project 43 ANTA segment underpinned by publishing service systems Building of a training resource materials market to customise competency based training Underpinned by centralised/decentralised digital asset management systems … customisation strategies … e-commerce infrastructure … export of service system 4. Market segments

44. MCP Project 44 Vendor manufacturer’s alliances Document and print management strategies to support training delivery … opens up direct relationships with global manufacturers / software vendor companies Leading to POD and print management of technical manuals Australia offering services to the region so as to service North American interests 4. Market segments

45. MCP Project 45 POD in the university segment Best practice POD within the university segment occurs where: –the bookshop –the university publishing house –IT resources –publishing / curriculum service providers –and the printer all work together to service the corporate objectives of the university 4. Market segments

46. MCP Project 46 The university segment This appears to enable a maximisation of: –effective IP publishing and management –service delivery for students –cost accountability across divisional lines of responsibility 4. Market segments

47. MCP Project 47 The university segment The research highlighted that this segment requires major reform Symptoms of the problems are everywhere: –marginalisation of print rooms –divides between print rooms, University presses, and IT divisions –bookshops photocopying textbooks –copyright laws and rights management Protocols regularly disregarded –cost of print is being passed onto students –overall uncertainty of POD business models within University segment 4. Market segments

48. MCP Project 48 The university segment Content and format supply opportunities are everywhere: –Customised course pack manufacture –Digital content management to support JIT delivery of ‘bits of content’ –Lecturers notes, course notes, conference and seminar proceedings –Electronic press, web purchase of physical books 4. Market segments

49. MCP Project 49 The university segment Reform requirements: –Rights management protocols (DOIs) –Access to electronic files –Royalty payment business models –Greater emphasis on providing integrated system solutions, encompassing IT solutions –Greater cooperation between CAL and AVC –Staff training –Shift to learning objects and distance education 4. Market segments

50. MCP Project 50 POD in the primary/secondary segment We encountered different production models … in–house printing (global publishers with content management experience) … in–house printing (local small scale publishing with traditional work flows) … outsourced printing 4. Market segments

51. MCP Project 51 The primary/secondary segment Model: In-house printing – large multinational publisher … these business are investing in POD to reduce cost of offering POD services … rights management is the biggest issue … high volumes are required to maintain viability 4. Market segments

52. MCP Project 52 The primary/secondary segment Model: In-house printing – small local publisher … these businesses are investing downstream in POD related productivity improvements … print protects the value of their content … they are uncertain of content management business models 4. Market segments

53. MCP Project 53 The primary/secondary segment Model: Small scale publishers outsource POD … evidence these are beginning to invest up stream in e-learning technology, but it is so small scale it is insignificant 4. Market segments

54. MCP Project 54 The primary/secondary segment POD is not well developed in this market (majority of market serviced through offshore offset printing) Being close to the coal face with regard to curriculum development is crucial Rights infrastructure required to strip out process costs is imperative to success 4. Market segments

55. MCP Project 55 The primary/secondary segment Content supply opportunities: –Being close to the coal face to foresee curriculum reform / changes is crucial –Resource materials to support Australian content –Web based content aggregation to support new e-commerce models 4. Market segments

56. MCP Project 56 The primary/secondary segment Reform opportunities: –Strategic allocation of resources (ICT/print/publishing service systems) to support new forms of innovation at coal face i.e. are the key drivers of innovation occurring via other supply chains? –Colour POD if costs can be reduced 4. Market segments

57. MCP Project 57 The primary/secondary segment Reform requirements: –Rights infrastructure and new business models for content purchasing –Broadband infrastructure –Skills base to migrate to e-learning models –Achievement of marketing economies of scale for SMEs 4. Market segments

58. MCP Project 58 POD in the professional/reference segment The lead segment in the emerging content management industry The driver of change … the need to publish simultaneously via the web and print IT systems need to support multi purposing of data (multi-channel publishing) 4. Market segments

59. MCP Project 59 Professional/reference segment Investigation of this market segment has highlighted the need for a radical change in work flow POD can only be driven by more effective content management 4. Market segments

60. MCP Project 60 Professional/reference segment Multinational journal and information publishers are moving from SGML to XML This is the sign of the future, where content is not held in application files, but in databases 4. Market segments

61. MCP Project 61 POD in specialist/niche segment What happens in this segment is most likely to influence the speed of uptake of POD in the traditional book mass market and out of print markets Publishing service system models are being pioneered in this segment These service models provide systems to deliver more diverse and shorter run product to market 4. Market segments

62. MCP Project 62 The specialist/niche segment This gives rise to efficient production and on- line marketing systems Publishing and manufacturing service system providers mediate market forces for small scale publishers... or for large scale publishers not interested in resourcing “non-mass market product” 4. Market segments

63. MCP Project 63 The specialist/niche segment These markets give rise to a wider range of opportunities for authors to be formally published Effectively shed the full risk onto the author 4. Market segments

64. MCP Project 64 The specialist/niche segment There is only one company known that is manufacturing one perfect bound book by POD …. manufacturing for an internet publisher/ book retailer, not a physical bookshop …. the publisher and the printer are driving innovation at this point 4. Market segments

65. MCP Project 65 POD in the general book segment Burch’s research hypthosises: The establishment of a viable POD is being diminished by activities of the large offset printers in the mass black and white market Publishers continue to focus on unit cost of production rather than life cycle costs 4. Market segments

66. MCP Project 66 The general book segment Publishers are expressing an interest in using POD to keep books in print at the back end of their lifecycle This model precludes titles not currently in digital format 4. Market segments

67. MCP Project 67 The general book segment This is because of: –cost of digitisation –market infrastructure costs to support an “old” title In principle, there appears to be an opportunity for an intermediate party to offer a marketing and digitisation, POD and logistics infrastructure to support a push into the out of print market 4. Market segments

68. MCP Project 68 Summary - tertiary segment Lead POD sector driven by printers innovation Reform opportunities Process automation between printers and publishers to reduce supply chain costs Printers becoming logistics and internet – web service providers Printers providing e-commerce infrastructure Decentralised / centralised digital asset management strategies Longer term – printer offering publishing service solutions including seamless rights management 4. Market segments

69. MCP Project 69 Summary - university segment Supply side less vibrant that training Relies primarily on in-house printing model Reform opportunities –Dependent on digital and wider university infrastructure i.e. seamless and electronic rights clearance systems, access to electronic files, royalty payment business models, cooperation between CAL and AVC, staff training and shift to distance education –Dependent on management reform within Universities i.e. integrated approach to management within University to service corporate objectives encompassing the bookshop, University publisher, IT resources, library, IT resources, publishing / curriculum service providers and printer 4. Market segments

70. MCP Project 70 Summary - primary/secondary segment POD not well developed Models are in-house and outsource printing Reform opportunities –Rights clearance mechanisms –Digital workflow process automation (in-house) –Content aggregation business models –Investigation of ICT / e-learning models and strategies –Skills base to facilitate integration of ICT competencies –POD colour –SME marketing economies of scale –Business growth strategies 4. Market segments

71. MCP Project 71 Summary - professional/reference segment Lead sector is science journal market The driver – simultaneous web / print distribution of content Investigation points to a future radical change in workflow to content management This is a global opportunity for Australia The skills base in this sector are considerable, but small in scale This is a highly desirable point of intervention for industry development 4. Market segments

72. MCP Project 72 Summary - specialist/niche segment Beginning to take up POD for new publishing markets Reform opportunities –Integration of publishing and manufacturing service system models for small scale runs –Efficient distribution of rights management systems –Process integration between publisher and printers –Uptake of more effective knowledge management frameworks within enterprises 4. Market segments

73. MCP Project 73 Summary - general book segment Reform opportunities –Limited at the moment by wait and see approach of mainstream publishers Competition in mass market offset printing (B/W) Publishers lack of focus on whole of life cycle costs (as compared to unit costs) –But project confirmed interest in the prospect of keeping books in print –Prospect of an intermediate party 4. Market segments

74. MCP Project 74 Opportunities/Threats - tertiary segment -training Opportunities New domestic training markets (by better mechanisms to link training with industry policy) Export of training services Publishing of training IP Linkages with global vendors (manufacture, software etc) Threats Lack of entrepreneurial business skills Lack of investment capital to innovate Lack of scale to service international opportunities Bureaucracy of the ANTA based training infrastructure Lack of interoperability between RTO’s and printers Insufficient uptake of ecommerce and digital asset management systems infrastructure 4. Market segments

75. MCP Project 75 Opportunities/Threats - tertiary segment -education Opportunities Content brokering Publication of customised books and course backs Academic publishing of Australian IP Linkages of publishing with global education services Threats Lack of corporate management skills within Universities Lack of investment in publishers systems Fragmentation of resources across university based bookseller, publishers, libraries, IT departments, curriculum developers and printers Insufficient uptake of ecommerce and digital systems infrastructure 4. Market segments

76. MCP Project 76 Opportunities/Threats - primary/ secondary segment Opportunities Resource materials content aggregation, web delivery and ecommerce Integration of ICT resources at coal face to transform learning processes Colour POD (if cost can be addressed) More Australian content Export of content Threats Lack of entrepreneurial business skills Unknown business models for content management Lack of capital to innovate and develop markets Changes to learning strategies at coal face Innovation occurring via other industries such as innovative ICT companies Lack of capital to fund export growth 4. Market segments

77. MCP Project 77 Opportunities/Threats - professional/reference segment Opportunities Content management services for Australian and European publishing houses Regionally based content management activities Servicing of Asia Pacific New publishing markets and commercialisation of Australian IP Threats Lack of entrepreneurial business and change management skills Lack of effective IP management within Australian universities Overseas competitors offering enhanced content management services Insufficient nos of trained workforce (at regional and metropolitan levels) 4. Market segments

78. MCP Project 78 Opportunities/Threats - specialist/niche segment Opportunities New publishing markets for small scale print runs Publishing and manufacturing service system models Regionally based content Specialist bookshops going global via internet Bookshops brokering local content Publishers embracing this new market via different channels Threats Lack of entrepreneurial business skills Lack of investment capital to support growth Fragmentation of industry via problems of inter sector interoperability mechanisms Explosive growth underpinned by product and service exports 4. Market segments

79. MCP Project 79 Opportunities/Threats - general books segment Opportunities Keeping books always “in print” from now on New business models to support growth of out of print markets New content opportunities available via adoption of more service / user orientation Threats Prevailing of a “global publishing” perspective Defensive organisational cultures resulting in lack of innovation via digital technology Primary focus on mass publishing Lack of interest in non current titles Lack of understanding of the need to take a “users perspective” 4. Market segments

80. 5.Conclusions

81. MCP Project 81 Industry dynamics are changing Profit margins are dropping New workflows are replacing traditional workflows All segments are experiencing friction related to: –digital workflow –content aggregation –rights management 5. Conclusions

82. MCP Project 82 New relationships are needed The industry is in transition from a product to a service orientation Old relationships are changing as the skills base shifts At the heart of this lies the necessity of alliance formation through the chain Core skills and innovation must relate to integrating IT competencies into print / publishing supply chains 5. Conclusions

83. MCP Project 83 Technology push is likely to prevail Innovation will emerge from adopting new technologies, not from consumers making choices about existing products The industry is incredibly vibrant and innovation is occurring along the entire value chain There are frictions but they can be managed 5. Conclusions

84. MCP Project 84 More digital infrastructure investment is required To address friction, several layers of action are required At the digital infrastructure level, CAL and the National Library are examples of deepening cooperative activity, Simply, POD can meet its full potential when rights management systems ensure simplicity and transparancy 5. Conclusions

85. MCP Project 85 POD is already thriving in some segments Demand for POD is driven in situations where book products are part of a wider service system: –Training segment –Information publishing market (legal, travel) –Education text books –Service systems that make small production run lengths possible Increasingly, publishers are actively experimenting with POD 5. Conclusions

86. MCP Project 86 POD and booksellers Retailers want to be able to provide better fulfillment services for their customers While quality is paramount for some purchasers,book buyers generally do not differentiate between POD and offset book products While in-store POD is a possibility, do general booksellers want to become printers 5. Conclusions

87. MCP Project 87 POD and booksellers University bookshops are further advanced with POD than most and already provide content mediation services However, at the moment, in most cases this appears to be a chaotic market Opportunities exist for university booksellers to cement their position as content brokers and deliverers 5. Conclusions

88. MCP Project 88 POD and booksellers Retailers are primarily pre-occupied with other business realities Strategic partnerships in geographical areas may be an option to allow general booksellers to meet new demand 5. Conclusions

89. MCP Project 89 POD and publishers Traditional Australian publishing is taking a ‘toe in the water’ experimental approach to POD There is a growing acceptance that consumers in certain segments are insisting on ‘bits’ rather than the ‘whole’ and will access the bits however possible This is likely to spread to all parts of the market as technology and rights management issues are resolved 5. Conclusions

90. MCP Project 90 POD and publishers The most likely cause for adopting POD will be to keep low demand titles in print and to retain title integrity Publishers currently see POD as a service that should be offered by printers. Should they? 5. Conclusions

91. MCP Project 91 POD or customisation? In all markets, the real driver is not not necessarily print on demand, but customisation to support other services The core competency is not print, but content management 5. Conclusions

92. MCP Project 92 POD or customisation? The project has highlighted the important role of publishing and manufacturing service system solutions For example, university bookshops and libraries appear to have a crucial role to play in content brokering. They are trialing solutions 5. Conclusions

93. MCP Project 93 Is it POD or service delivery? Specialist bookshops, in principle, would like to find and access out of print material This might be crucial for their survival in an emerging era of electronic ink 5. Conclusions

94. MCP Project 94 Is it POD or enhanced IP management? Print rooms could facilitate greater volumes of publishing within Australian universities There is a need to creatively address the challenge of peer review within this context Many libraries are already addressing this issue 5. Conclusions

95. MCP Project 95 More POD -> more infrastructure Content brokering requires profound transformation of the traditional book production workflow patterns Rights management and digital content management infrastructure become imperative 5. Conclusions

96. MCP Project 96 Project horizon These challenges are not insignificant! It was not expected that the horizon of this project would expand so significantly 5. Conclusions

97. MCP Project 97 Contexts where content management is thriving Science journal publishing in particular From a manufacturing perspective, only the typesetters and pre-press houses have the expertise to respond to the challenge to deliver integrated web and print based publishing 5. Conclusions

98. MCP Project 98 Content management opportunities There is need to integrate new digital workflow models into other segments of the publishing industry This is becoming more and more urgent A large slab of the industry is waiting to migrate to content management, but is uncertain of the business case 5. Conclusions

99. MCP Project 99 Content management complexities This is because content management raises as many questions as it answers For example, mark up languages, rights management, business models, interoperability between standards, etc 5. Conclusions

100. MCP Project 100 Industry vision and structural impediments The content management industry is a major opportunity for Australia … if we can grasp the magnitude of the challenge But, at the large enterprise end of the industry, industry consolidation is limiting the speed of innovation in this space 5. Conclusions

101. MCP Project 101 Technology push Innovation will emerge from adopting new technologies, not from consumers making choices about existing products This has a profound impact on the direction of the strategies to be adopted by the industry 5. Conclusions

102. MCP Project 102 Sources of innovation The real drivers of innovation will not come from current POD / book industry supply chains We must look elsewhere for inspiration as to the future 5. Conclusions

103. MCP Project 103 Sources of innovation C-2-C research has highlighted that the source of innovation is likely to be found at grass roots levels –How does learning happen? –Can ICT technologies be better applied to these basic processes? 5. Conclusions

104. 6.Other relevant research

105. MCP Project 105 PIRA research Four emerging business models: The virtual warehouse model The in-store production model The direct to consumer model The in-home/office model 6. Other relevant research

106. MCP Project 106 Considerations for the retail segment Retailing and production are combined, making wider choices available, though viability is still in question: –Sprout Inc (US) –BoD/Libri (Wholesaler - Germany) 6. Other relevant research

107. MCP Project 107 Considerations for the traditional publishing segment Reorganization to leave production issues aside and focus on publishing, content management and marketing, and internet retailing via publisher web sites - particularly suited to new publishers lacking investment in warehouses and stock –Penguin (US) –Booktech.com (US) –Wiley (UK) –Gopher (The Netherlands) 6. Other relevant research

108. MCP Project 108 Considerations for the traditional manufacturing segment Print operations sited at point of distribution (warehousing, distribution and production are being combined) –Lightning Source Inc (US) –Bertelsmann (Germany) –TJ International (UK) –Gardner’s and Antony Rowe 6. Other relevant research

109. 7.Next steps

110. MCP Project 110 Next steps In what ways can you take advantage of current trends? In what ways can the project make clearer ways in which you can take advantage of these trends? In what ways can you imagine engaging with the emerging industry supply chain(s) represented in this presentation? 7. Next steps