Case Study I

Title: Book publishing in 2018

 What problem are we trying to solve:

Maintaining the revenue and margin from a diminishing legacy book program while introducing online only non-periodical products

 Description of the situation:

Our challenge is part of the big transformation (to digital) in our sector of publishing.  The challenge concerns managing a program that includes print and online books as readers are increasingly unwilling to read traditional textbooks but nonetheless value having them available. 

What are derivative problems:

  • What does a professional book in general look like these days?
  • How do new products get approved? Priced?
  • New editions of past best-sellers – financial goals, medium, online feature set?
  • What does the first edition of a “book” look like these days?
  • What are key differences between print-first and “born digital” products?

Read more…


Case Study II

Title: Journal publishing: Portfolio management and expansion

 What problem are we trying to solve:

How can we maintain adequate and predictable revenue growth from our journal publishing program?

Description of the problem:

Our journal(s) have been a chief revenue source of our publication program for years. How do we generate sustained growth in a mature product line that has just undergone a very significant change in the business model, going from annual selling subscriptions to print publication of 12 monthly issues to selling institutional licenses to an information platform?

What are derivative problems:

  • Should we consider abandoning self-publication and collaborating with a commercial publisher?
  • What are prospective new journals we can introduce?
  • Do we have an Open Access journal? If not, why not? If yes, what are our goals for the OA journal? Is it meeting the goals?
  • Is our submission rate where we want it? Is our article acceptance rate where we want it?
  • How do we increase the impact (not limited to the Impact Factor) of our journal(s)?
  • Are we interested in driving more advertising revenue? If so, what do we need to do to generate more advertising revenue?

Read more…


Case Study III

Title: Platform publishing

 What problem are we trying to solve:

Aggregating our highest-demand content and delivering it to our users through institutional site licenses via a new platform

Description of the problem:

Print and online product sales (books, ebooks, video-based and case-based programs) are waning.  Product development costs are rising (mainly due to staff time and SME volunteer reliance).  The Board of Directors and Education Committees are concerned that we are losing share to disruptors and competitors. 

What are derivative problems/opportunities:

  • How do we go about building a new sales/revenue model? Do we offer only an all-inclusive pricing model? Or do we offer both an all-inclusive price, plus ala carte pricing?
  • What is the approach for a sustainable content development strategy?
  • What are the immediate recommendations to revise workflow to improve efficiency and margin?
  • How does our platform publishing strategic plan relate to our book publishing strategic plan? Our journal publishing strategic plan? Our education plan? Our member communication plan?
  • Channel management: should the content we make available on our platform be available on any of our other proprietary platforms? On third-party hosted platforms?
  • Besides institutional site licensing opportunities, what licensing opportunities are there? How do we structure them?

Read more…


Case Study IV:

Title: Migrating from print to digital: managing Stage II of the migration

 What problem are we trying to solve:

How do we effect an integrated digital publishing program  (journals, books and clinical information) going forward, based on the patchwork-quilt of digital publishing initiatives we have launched over the last 5 – 12 years?

 Description of the problem:

 We are in the era of a digital member experience and need to meet our members and customers where they are, serving their needs in a sophisticated integrated experience that ties content, devices and action together. As an association, we need to look at how content aligns with the members’ needs through content personalization, relevancy and simplification. Additionally, we need to ensure that we’re delivering the best digital experience when our member is logged and not logged in to any platform.

What are derivative problems/ opportunities:

  • Establishing financial standards for performance
  • Examining all the technical options to determine the most viable technical option(s) for moving forward
  • Sunsetting digital publishing initiatives that have failed to meet financial goals or reside on outdated / outmoded / insufficient platforms

Read more…


Case Study V

Title: Revitalizing the Annual Meeting

What problem are we trying to solve:

Restoring the Annual Meeting to a top revenue generator for the society

Description of the problem:

The Annual Meeting has long been one of the society’s principal revenue drivers and the most efficient way to deliver the networking experience our members depend on us to provide. On member satisfaction surveys, the AM is no longer holding its commanding position as one of the top values of membership. Further, we have suffered declining attendance due to our members’ stronger affiliation with the relevant subspecialty societies, online alternatives, and employer-based travel restrictions, among other reasons. A complicating consequence: as attendance declines, satisfaction among exhibitors is threatened.

What are derivative problems:

  • Boosting attendance
  • Boosting engagement / satisfaction at the meeting
  • Appealing to all cohorts – age, subspecialization, regional – through programming
  • Maintain / increase corporate support – i.e., the number of exhibitors and their satisfaction
  • Emphasize professional advancement opportunities uniquely available at the Annual Meeting
  • What (If any) remote learning opportunities do we make available from the Annual Meeting for those unable to attend
  • Relationship of annual dues to annual meeting registration fees

Read more…


Case Study VI

Title: Creating engagement with online courses

What problem are we trying to solve:

How do we design distance learning courses for maximum engagement?

Description of the problem:

The challenge of creating engagement with both in-person and online learning efforts is a pressure point in our organization.  Societies spend huge amounts of money developing LMSs and online courses, but often suffer from “we built it, but nobody came.”  In addressing this challenge, we have the opportunity to explore marketing strategies, member engagement, and cross-collaboration with other parts of the organization, etc.  

 What are derivative problems/opportunities:

  • Designing online courses that correspond to member need and demand
  • Delivering the course to meet learner’s need to access the course when they want to and how they want to
  • Facilitating the transfer of continuing education credit and tracking the credit
  • Providing networking opportunities through social media outlets that are connected to the course

Read more…

Menu

Thriving with changing landscapes and demographics