Digital disruption in information industries
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Every consumer is a digital customer with unique user experience preferences
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Digital disruption in information industries
- 2. Disruption Disruptive innovation, a term coined by Clayton Christensen, a Harvard Business School Professor, describes a process by which a product or service takes root initially in simple applications at the bottom of a market and then relentlessly moves up market, eventually displacing established competitors. Some examples of disruptive innovation include: Disruptor Disruptee Personal computers Mainframe and mini computers Digital Photograph Film Photography Cellular phones Fixed line telephony Disruptive products don’t have to be cheaper Low-end disruptions are usually inferior A better product isn’t necessarily disruptive Business models, not products, are disruptive 2 2
- 3. Disruption in context to the Information Industry New Technologies will both expand and limit who has access to information TREND 1 TREND 2 Online education will democratize and disrupt global learning TREND 3 TREND 4TREND 5 The boundaries of privacy and data protection will be redefined Hyper-connected societies will listen to and empower new voices and groups The Global Information economy will be transformed by new technologies • “Perception matters more than reality” - The Crisis in Research Librarianship, Rick Anderson • If we live in a sea of turbulence, without any hope of choice, let me offer a recipe with five actions to survive in that environment, says Steve O’Connor in his article titled ‘Caught in the tide of change: how libraries can adapt to turbulent times’. Last suggestion of his recipe is MARKET, MARKET, MARKET Source: Riding the Waves or Caught in the Tide? Insights from the IFLA Trend Report, 2013 3
- 4. The new code for Disruption – “Every consumer is a digital customer with unique user experience preferences” • In his book, Forrester’s James McQuivey explains that digital/tech advances are creating opportunities for more people than ever before to meet more customer needs at lower costs –and that creates digital disruption. • He writes: “If people plus infrastructure equal disruption, then digital innovation plus digital infrastructure equals digital disruption. • Brian Solis, in this book “X:The Experience when Business meets Design”, says - Customers aren’t looking for individual products anymore, they want to have a full-service experience that will not only solve their problem, but excite and delight them at the same time • Experiences are more important than products now. In fact, experiences are the products 4 4
- 5. The new Marketing Model Instead of PRODUCT Instead of PLACE Instead of PRICE Instead of PROMOTION Focus on SOLUTION Focus on ACCESS Focus on VALUE Focus on EDUCATION Engage with your audience Provide information relevant to specific needs at each touch point Explain your audience effectiveness and efficiency of the solution Define offerings by the needs of the audience Source: Harvard Business Review Jan-Feb 2013 https://hbr.org/2013/01/rethinking-the-4-ps weighed in on the issue with an article entitled Rethinking the 4 P’s to which Eduardo Conrado, SVP of Marketing and CMO at Motorola Solutions, contributed -. (4P's -- HBR -- SAVE). Conrado believes that for solutions marketers the fundamentals of marketing have shifted to a SAVE model The usual 4P’s of Marketing SAVE Model of User Experience – is the new model of Marketing 5 5
- 6. “Enabling Research” “Doing Research” “Sharing Research” Search, discover, read, review Synthesize/ AnalyzeExperiment Recruit/evaluate researchers Secure Funding Manage facilities Publish and disseminate Manage Data Promote Commer -cialize Collaborate & network Establish partnerships ? Develop Strategy Have impact ! $ Instead of PRODUCT Focus on SOLUTION 1 6
- 7. Govern- ment Funding bodies University and research institution management Researchers Information Officers and Librarians ~200 ~400 ~2,700 ~10,000 ~7-10 million Elsevier global reach: Key Questions: • How can I measure excellence? • What is the impact of research we fund? • How are we doing relative to peers? • With whom should I collaborate? Instead of PLACE Focus on ACCESS 2 • How can I discover? • How can I evaluate, read article and methods • How can I showcase my work? • How can we meet needs of our stakeholders? 7
- 8. What do I need to know? • Discover what others do not • Stay on top of my field • Evaluate, read articles and methods Productivity tools • Store, manage and publish data and receive credits How can I manage my career? • Showcase my work A B C Data platform and signals: Content, Citation Graph, User Behaviour, User Profiles, Social Network “Enabling Research” “Doing Research” “Sharing Research” Search, discover, read, review Synthesize/ AnalyzeExperiment Recruit/evaluate researchers Secure Funding Manage facilities Publish and disseminate Manage Data Promote Commer -cialize Collaborate & network Establish partnerships ? Develop Strategy Have impact ! $ Instead of PRICE Focus on VALUE 3 8
- 9. 825,057 915,563 984,736 1,072,204 1,189,424 1,300,790 522,395 590,168 655,678 719,848 821,556 861,373 297,213 319,314 330,880 363,467 374,798 389,801 2010 2011 2012 2013 2014 2015 Submissions, Rejections and Publications Articles submitted Articles Rejected Articles published Quality connection in delivering Value 5 Year CAGR: 2011-2015 Articles Submitted 8.27% Articles Rejected 10.03% Articles Published 4.23% 9
- 10. The work of a publisher: Consistently high quality 1.42 1.43 1.44 1.45 1.46 1.47 1.48 1.49 1.5 1.51 Average Author FWCI 1.506 1.489 1.453 Elsevier Publisher A Publisher B 11.5 12 12.5 13 13.5 14 14.5 15 15.5 16 Average Author H-Index 15.609 13.078 13.228 Elsevier Publisher A Publisher B Publisher Authors Average Author FWCI Elsevier 2,719,232 1.506 Publisher A 1,716,325 1.489 Publisher B 1,034,646 1.453 Publisher Authors Average Author H-Index Elsevier 2,719,232 15.609 Publisher A 1,716,325 13.078 Publisher A 1,034,646 13.228 10
- 11. Elsevier journals that rank No.1 in subject categories (2014) No.1 in 62 categories (out of 232 categories) Source: Thomson Reuters Journal Citation Reports 2014 11 11
- 12. Get cited Publish Cite Disseminate Global Elsevier Citations Global References to Elsevier Investigate Global Elsevier Publications CertifyCertifyCertify Total STM reference, publication & citations share Coverage: Approximately 5,000 publishers Publisher B Publisher A Elsevier Other Publisher B Publisher A Elsevier Other Publisher B Publisher A Elsevier Other 2010-2014 Publisher References Publications Citations Elsevier 56,304,346 1,888,115 45,990,748 Publisher A 15,738,334 1,221,036 22,374,220 Publisher B 23,064,330 747,976 18,298,048 Other 116,371,011 5,261,600 95,192,376 Totals 211,478,021 9,118,727 181,855,392 Globally recognised high impact content 24 Citations Per Paper: 27% of all references 12
- 13. Elsevier is evolving its Open Access journal program • Elsevier has over 100 Open Access Journals & Growing • 1,625 Elsevier titles offer sponsored access Article available to all non-subscribers Allows authors to publish open access in high quality, indexed journals Agreements with Welcome Trust and the UK Medical Research Council to reimburse fees • Launch of Heliyon Elsevier’s Open Access megajournal • Cell Press Unrestricted access after 12-months Launch of Open Access Cell Reports in 2011 • 96 Journals offer “delayed open access” After a period of time specific to each journal Elsevier Authors can post the peer-reviewed AAMs on their institutional repositories and on their own website immediately and voluntarily 13
- 14. Freedom Collection Volume Growth 2004 208,75 2003 193,56 2013 333,82 20142012 303,96 2011 293,75 2010 269,84 2009 272,66 2008 261,94 337,90 2007 249,08 2006 231,33 2005 214,09 351.79 2015 Leaver Organic Joiner Sources & Notes: * Data includes Lancet * Published KPI article volume data source: EW * Published sponsored KPI article volume data source: PTS Quantity Connection in delivering Value 14
- 15. Value is the key to deliver Experience Elsevier technology organisation • Over 1,000 technologists in Elsevier • Research development hubs in London and Dayton • Expertise in front-end development, scalable big data solutions, content enrichment • Big data analytics platform HPCC Elsevier Research Platforms • ScienceDirect ─ Over 13m documents ─ Over 10m monthly unique visitors ─ More than 750m downloads, growing at 10% per year -> 25 downloads per second • Scopus ─ Over 50m items ─ Over 20,000 titles from 5,000 publishers worldwide 15
- 17. Govern- ment Funding bodies University and research institution management Researchers Information Officers and Librarians Summarize SAVE vs 4P’s SOLUTION EDUCATION ACCESS VALUE A. Digital innovation plus digital infrastructure equals digital disruption B. Every consumer is a digital customer with unique user experience preferences C. Experiences are the products D. Together with Libraries, Elsevier is working on User Experience 17
- 18. Libraries & Elsevier collaborate for User Experience….example “Though automation can seem like magic, it’s actually the result of librarians, publishers and other vendors working together to improve the user experience.” Carlen Ruschoff Director, Technical Services and Strategic Initiatives, University of Maryland 18
- 19. Collaboration for future disruptions + User Experience + User Experience 19
- 20. Never underestimate the Importance of a Librarian 20
- 21. | 21| 21| 21 Thank you
Editor's Notes
- Disruptive products don’t have to be cheaper A disruption doesn’t need to be lower priced than existing products. However it could be simpler, more convenient or better experience. Example, Apple & Uber Low-end disruptions are usually inferior It is also possible to offer a low-end disruption through an inferior product. In fact, almost all disruptions start out with products that are inferior to those of the incumbents. This is possible when current customers are “over served” by existing products. Example Professional cameras vs Smart Phone cameras A better product isn’t necessarily disruptive Tesla has built new cars that I think are tremendous, but the company is not disruptive. It doesn’t address consumers who can’t solve their current problems with existing cars, and its cars are not far less expensive than the incumbents’ cars. Business models, not products, are disruptive The business model, not the technology, usually determines whether it is uneconomic for the incumbent to pursue the disruptor. As we have seen in case of IBM mainframe or Kodak still photography, that were eventually replaced by Personal Computer and Digital Photography, it was inflexible business models were reasons for disruption.
- TREND 1 – is essential “Digital Have’s and Digital Have not’s.
- Every consumer is a digital customer with unique customer experience preferences
- Elsevier collaborates with Libraries in enhancing experience of Researchers We focus on total solution for the researchers A traditional research publishing business would serve the researcher in the search and discovery area, but we serve across the whole research workflow from enabling research to doing research and in the end sharing research.
- Elsevier collaborates with Libraries in engaging with all stakeholders of the Library – Governments, Funding Bodies, University Management & Researchers. Together with our library partners, we answer some of they key questions that concerns the Library’s stakeholders
- We deliver data platform and signals in form of content, citations, user profiles, social networks that helps our users to Discover, stay ahead of others and evaluate Store, manage and publish data and receive credits Help our users to manage their career by showcasing their work
- We know that Elsevier is a large publisher, however I want you to stop and consider one other fact: when it comes to output, we could be bigger. Elsevier actively works to manage it size, and the reason is: quality. The increase in global research has seen the number of submissions we receive increase rapidly – and in order to maintain quality, we have had to work harder to maintain quality. There is a saying amongst those in the publishing department that the value of ScienceDirect is in what is not published on the platform. Most of the work that a publisher does is unseen – however, this slide makes that work visible: publishers need to attract submissions; inevitably, we can’t accept all submissions for various reasons, and rejections are issued; and the end result, which is seen, is the articles that are published in a given year. Over the course of the past 5 years, Elsevier’s rejection rate has grown faster than submission or publication rates. An increase in rejection rates is indicative of Elsevier’s processes: working harder to attract and filter best in class research for our users in order to ensure the best quality publications. We do this work to ensure that we produce a high quality product, so that our customers can produce high quality research.
- Elsevier plays a crucial role in Quality Control within the global research landscape – and Elsevier uses its 130 years of experience in publishing to find and work with the best quality authors. Elsevier’s quality can be measured against its peers, using metrics such as average author Field Weighted Citation Impact (FWCI) and H-Index. The average FWCI and H-Index analysis shown above was done using publication data from between 2010 and 2014: we filtered for authors that have published at least 4 papers over this time period, and counted any author’s papers published with a publisher (so long as the author had at least 25% of their publications with that publisher between 2010 and 2014). When measuring the H-Index and FWCI of those authors, for those papers, against Elsevier’s two most similar publishers in this field: Elsevier scored better in both Average Author FWCI and Average Author H-Index. It is also worth noting that this high level of quality applies against a larger volume of authors. This is a testament to the work that Elsevier does as a publisher: curating and selecting the best authors, so that we can provide our customers with the best research, in order to assist them in producing the best quality graduates and research. Our competency as a publisher is to manage quality across a diversity of disciplines and a high volume of content.
- How Impact Factors are calculated: The journal Impact Factor (IF) is an index that measures how often a journal’s articles are cited in other research. This is done by counting the number of citations made during a single year to the articles published in a journal in the previous two years. That figure is then divided by the number of articles published in that particular journal in the same two years. As such, the IF is an indicator of the average rate of citation of the journal’s recent articles. The results are a part of the Journal Citation Reports (JCR) provided by Thomson Reuters and are frequently used to a gauge a journal’s influence relative to other journals in the same field. The new reports measured citations made during 2014 to articles published in 2012 and 2013.
- When we take a global view and review all publications from all publishers between 2010 and 2014: certain figures are worth calling out. While Elsevier only accounts for 21% of all global scientific publications, we have a higher percentage of both references and citations. With an average of 24 citations per paper (25% of all global citations); and with Elsevier accounting for 27% of all cited references between 2010-2014, this provides a valuable testimony to the relevance and impact of our content.
- The conditions of receiving funding, require a partner that complies with the rapidly evolving conditions and diverse demands of funding bodies – Elsevier has evolved multiple business models to be the best partner in this regard
- Problem The University of Maryland Libraries subscribes to more than 350 databases, 17,000 ejournals and 900,000 ebooks. Each item is tracked by metadata and meticulously entered into the Libraries’ knowledge base (OCLC WorldCat®) when it acquires new resources. However, throughout the year as publishers add and remove resources from their lists, the Libraries may discover a new title outside the direct order process only through user feedback “The databases are just the tip of the iceberg,” says Carlen M. Ruschoff, the University of Maryland Libraries’ Director of Technical Services. “We are trying to provide metadata for every single title in them. We can’t possibly keep those links up to date manually in a link resolver. We really need the help of the publisher.” Elsevier has answered this call with a ScienceDirect API that library automation vendors can integrate with their products. OCLC and Ex Libris (SFX® and Alma) have taken advantage of this opportunity to provide libraries with efficient tools for managing their local holdings. The ScienceDirect API includes information about an institution’s entitlements, so librarians do not have to spend time activating individual titles or manually updating after the link has been activated. It’s as simple as flipping a switch!
- Disruptive innovation, a term coined by Clayton Christensen, a Harvard Business School Professor, describes a process by which a product or service takes root initially in simple applications at the bottom of a market and then relentlessly moves up market, eventually displacing established competitors.