Pubishers of books are in transition to market and customerdriven portfolio development with marketing as an effective means to help them. Amazon is both a threat and an opportunity to learn what matters most. Proven tools and new ones are briefly introduced to get a better picture of the steps to be taken to get to a new publishing portfolio.
12. 1219 september 2013
Amazon is a giant...
Started in 1994
in Seattle, USA
91.300 employees
(april 2013)
Turnover $ 91miljard
growth 29% p.j.
range of products (in
ca. 16 categories)
Worlwide logistics
network
Marketleader online
sales
!
25. 2519 september 2013
...WITH A PURPOSE
98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 13
datamining
online
boekretailer
online
boekretailer
reminder
service
used
boeken
online financial.
transactions
online
webanalyses
rare
boeken
social community
boeken
gebruikte
boeken
Little A
26. 2619 september 2013
...WITH A PURPOSE
98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 13
social community
boeken
Little A
Online Reach &
Technology
27. 2719 september 2013
...WITH A PURPOSE
98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 13
Online Reach &
Technology
selfpublishing
platform
e-books
mobile
print on
on demand
social community
books
Audio books
social community
books
used books
search environment
author
fansite
social community
books
Little A
Audio books
28. 2819 september 2013
...WITH A PURPOSE
98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 13
Online Reach &
Technology
social community
boeken
Little A
Self Publishing
29. 2919 september 2013
...WITH A PURPOSE
98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 13
Online Reach &
Technology
Self Publishing
succesful out of print &
selfpublishers
translations
in Englishs
Romance
thrillers, mysteries
scifi, horro, fantasy
romance,
Mysteries
Distribution
Agreement
liteary fiction,
memoires
comics
Children’s books and
Young adults
34. 3419 september 2013
- FOCUS on a number of markets and genres and
realise therein the biggest and deepest offer
(catching up Amazon in all its breadth is out of
your reach anayway)
- LEARN to know all your customers in these
markets an realiase relevant Reach with them.
- MAKE as much as possible interesting products
for them (do it together in cooperation with
others or via takeovers)
36. 3619 september 2013
- One click away design
- Ease of ordering
- Ease of searching
- Ease of marketing
- A low price, not necessarily the lowest
- Serve customers with products the customer
perceives as helpful
37. 3719 september 2013
- plan nieuwe dingen
- maak ze af en test ze snel
- stop er mee als het niets blijkt te zijn
- investeer iets minder en ga partnerships aan met partijen die
andere competenties hebben dan jij.
3. Innovate and Invest
38. 3819 september 2013
- Plan new things
- Finish them and test them fast
- Stop if it doesn’t work, kill our babies
- Invest in partnerships with parties that have
competencies you don’t have.
39. 3919 september 2013
What’s happening between Publishers
and New Entrants
high
low
low highCRITICAL MASS/REACH
RELEVANCE
needed
position
!
route via content:
publishers in transition from print
to digital/online/hybrid
route via media-equipment,
network or distribution channel:
e.g. Apple, Google, Amazon
40. 4019 september 2013
Wie neemt welke rol en positie tegen welke prijs?
high
low
low highCRITICAL MASS/REACH
RELEVANCE
Added Value
from
content
Added Value from
media and channel
needed
position
!
What’s happening between Publishers
and New Entrants
41. 4119 september 2013
Get big, get niche or get out!
high
low
low highCRITICAL MASS/REACH
RELEVANCE
needed
position
!
nr. 1 and 2
players
small niche
players
selfpublishers
specialist publishers,
science publishers
new entrants
nr. 3, 4 and 5
players
45. 4519 september 2013
Make a distinction between products for
Endusers and other Actors
An Actor doesn’t use
the publishing product
but is part of your
businessmodel e.g.
Authors, advertisers,
distributors etc.
An Enduser actually
USES your
publishing product
60. 6019 september 2013
Used Criteria
- market volume
- yearly growth of the market
- average profit margin
- added value to primary process
- possibility to innovate and differentiate
- market cyclicity
- intensity and diversity of competition
- impact on customer environment
- influence of political environment.
-marketshare
-growth marketshare
-image/reputation
-market knowledge
-commercial power
-product costprice
-efficiency production
-logistical performance
-product quality
-technological knowhow.
.
MARKET ATTRACTIVENESS RELATIVE COMPETITIVE POSITION
62. 6219 september 2013
Resulting Basic Strategies
GE-matrix
FTE Middelen
5% 15% Voorschotten,
royalties etc.
50% 35% product
ontwikkeling
20% 25% promotie
20% 20% sales
5% 5% klantrelatie
high
low
high lowRELATIVE COMPETITIVE POISTION
MARKETATTRACTIVENESS
Selectief / managen op inkomsten
- bescherm bestaande programma
- concentreer investeringen in
segmenten waar winstgevendheid
goed is en de risico’s relatief beperkt
zijn
Manage op inkomsten
- bescherm positie in meest
aantrekkelijke segmenten
- waardeer productenlijn op
- minimaliseer investeringen
Terugtrekken
- verkoop op tijdstip waarop de
waarde maximaal is
- snij in vaste kosten
- niet meer investeren
Vasthouden positie
- investeer in maximaal haalbare groei
- concentreer inspanning op handhaven
sterkten
Selectief uitbouwen
- specialiseer rondom de (beperkte)
sterkten
- zoek naar wegen op zwakten te
compenseren en om te buigen
- terugtrekken als er geen indicaties
zijn voor aanzienlijke groei
Selectief uitbouwen
- investeer zwaar in meest
aantrekkelijke segmenten
- bouw vaardigheden op om de
concurrentie aan te kunnen
- benadruk rentabiliteit door
kostenreductie en productiviteit
Beperkte expansie of oogsten
- zoek naar mogelijkheden (met
beperkte middelen) voor expansie
- of: minimaliseer investeringen en
rationaliseer operatie
Bescherm en heroriënteer
- manage gericht op huidige inkomsten
- concentreer op meest aantrekkelijke
segmenten
- verdedig sterkten
Investeer om uit te bouwen
- ga voor marktleiderschap
- bouw selectief op sterkten
- verstevig kwetsbare gebieden
aantrekkelijkheid
new initiatives
80. 8019 september 2013
MAAR MET EEN VISIE
1Look at Developments
2
3
4
Look at Those
that Use Your Products
Look at the Portfolio
You Offer Them
Make the Unthinkable Thinkable
81. 8119 september 2013
Thank You!
Sources
- Rosales et al.,Amazon business
models, Heriot Watt University, Oct 2010
- Guy Kawasaki, APE, Author Publisher
Entrepreneur, Nov. 2012
- Stéphane Distinguin, Amazon.com: the
Hidden Empire, faberNovel, May 2011.
- McKinsey&Co, Amazon’s secret
sauce, CMSOForum, Oct 2012
- Bill Slawski, Amazon Acquisitions and
Investments, SEObythesea.com, Jul 2009
- Wikipedia.org
- Illustrations: Microsoft Office Online;
Slideshare
h.buss@gea.nl
M: +31(0)6 53 841 935
This is a translated presentation held in Dutch for the NUV (Dutch Publishers Association 19/9/2013)
Inspiration
-Andre Knol, GEA
-Guy Kawasaki
-Alexander Osterwalder