Pod takim tytułem ukazała się na stronie TISP rozmowa Luisa Gonzáles z Fundacji Germán Sánchez Ruipérez i Niny Klein z Frankfurckich Targów Książki

Rozmowa jest częścią e-booka “Startup of the book“, którego można pobrać tutaj.

LUIS GONZÁLEZ: When we talk about the consequences of the digital world in the book chain and, more specifically, in the case of publishing, I find that many of the ideas have no more real basis than the opinions and desires of everyone. That is why I was so excited when reading your paper, ‘New business models in book publishing: An analysis of startups and their strategies’. This was one of the rare occasions when one could learn from serious research and examine the ideas to address, agree on or just be inspired by. You published this work a year and a half ago, categorising startups and their business models. This realm is so influenced by market or consumer behaviour shifts, and the impact of new technological tools is very powerful; so much so that I can see how some of the studies we undertook need to be updated and revised. Do you think that the categories of publishing start-ups and business models have undergone any change so far?

NINA KLEIN: I agree with you: we need to update and revise our research constantly, and we definitely need more research devoted to book publishing and the adjacent creative industries like press publishing, games, film, design, illustration and music. The speed with which the publishing universe is changing was very much on my mind when I wrote the paper at the end of 2013. That’s why I chose not to use existing categories from the incumbent world of publishing (like ‘trade’, ‘children’s books’ and ‘STM’), nor revenue models like ‘subscription’, ‘flat-rate’ etc., but rather to use categories aligned with the core functions of publishing (‘What is the job they do for the customer? What is the revenue/cost structure? What is the value network? What are the key resources and key partners? What is the driver of innovation?’). I figured that the core functions of publishing would also be the functions that start-ups would take over, thus unbundling the competencies that are now bound together in individual companies, and adding new competencies. By taking this approach I wanted to avoid the trap of fleeting time.

Of course I haven’t succeeded in that. Over the past year and a half, an abundance of new start-ups has emerged – and lots of those which existed before have vanished already. …

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