frankfurt academy quarterly (spring edition): managing creativity in times of open change

7/29/2019 Frankfurt Academy Quarterly (Spring Edition): Managing creativity in times of open change

1/24

Three is a CrowdThree insiders talk about

what works and what

doesnt when managing

creativity.

Trending TopicsWhy social media make such

a difference for reading, and

how to organise a book club

of 36,000 members.

SerendipityA chance encounter with

an expert on management

theory and why taking

a break is a good idea.

Frankfurt Academy Quarterly

Managing creativity in

tiMes o open changeTop managers face a goldsh paradox: how can they devise strategies when there are noinstruments to predict the future? Or, in other words: they need to jump out of their bowlto get an overview, but they have to avoid coming down on dry land.

Spring Edition 2013

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2/24

I youe seen the lm t a, youll know what

h. M. W* means. In the era o silent moies it was

inconceiable that talking actors could be the least bit

interesting. This shows us that when people are in the

middle o a process o reolutionary change, its oten

impossible or them to recognise that process, or to

anticipate or inuence the trends. In the same way as

its impossible or a goldsh to leae its bowl in the

normal run o things.

Now publishing, too, is undergoing a process o up-

heaal that cant be explained or predicted based

on experiences gained in the past. For the top-leel

managers, this means getting accustomed to open

change and disruption, while at the same time trans-

mitting to their company and their employees the

stability they need. In other words, they must attempt

to jump out o their goldsh bowls in order to get an

oeriew. This issue o the Frankurt Academy Quarterly

(FAQ) is deoted to the topic o managing creatiity. Tothis end, wee talked to e senior international man-

agers and Frankurt Academyspeakers. In our t

wdcolumn, g ad gm D

club gies us insights into the global business o the

branding agencies, L sl Mk p

il (Usa)diulges the management qualities

that are currently most in demand, and au Wl (i

d) explains how the Indian publishing market works

best through chaos management.

td t looks at how the social media are

changing the way creatiity is managed. adw

Lwk, books editor with the Hungton Post(USA),

has decades o experience in carrying out spontane-

ous, global projects with creatie proessionals. adw

explains in FAQhow he manages the reading experi-

ences o 36,000 people in a social reading club.

Welcome!

Holger Volland

Vice Presicent, Media Industries

[email protected]

When theory and practice complement one another, its

a happy coincidence. In sd we ask the me-

dia academic Bz Mzjwk (USA) what practical

benets can be gained rom the publ M

m cu U s. gll (ch) andwhat things managers should pay attention to.

Conerences such as sD c (Beijing) and

glbll (Jaipur, India), workshops like M

uu (Ahmedabad, India), and the il

publ Mm cu (St. Gallen, Switzer-

land) are all attempts at extending our knowledge

about the uture o management and looking beyond

the rim o the goldsh bowl.

Enjoy your read!

P.S. In case you missed out last time, we hae prepared

our special FAQeditions or you. These e-books are

wide-ranging compendiums o knowledge on topics such

as innoation and business models. You can download

them or ree.

Holger Volland is VP Media Industries at the Frankfurt Book Fair,

and head of theFrankfurt Academy

Holger Volland, Ch. Schmidt

One more thing: this ree quarterly magazine is like

a aourite child to us at the Frankurt Academy. It

should be a global source o great publishing ideas,

which means it gets better with eery additional new

reader. So i you like it, please spread the word and

also the link to the (ree) subscription.

Who the hell wants to hear actors talk?H. M. Warner, Warner Brothers, 1927.*

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3/24

Three is a croWd

1: gregor ade, designer:creaTiviTy is a crafTThaT can be learnedin The end iTs all

abouT Telling a sTory.

Approaches to management are highly subjectie and they areoten debated especially when it comes to managing creatiity.The Frankurt Academy Quarterly(FAQ) asked three insiders or

their take on what works, and what doesnt: g ad rom theGerman Designers Club, D al Kum rom the Indian Institute oManagement, and L sl, co-ounder and principal othe consulting rm Market Partners International(USA).

By Nicole Stcker

Digitisation is changing the creatieworkow and all the actors will haeto redene their roles. More thaneer, one o the central challenges,especially or larger, internationallyactie companies, will be to organise

creatiity in a meaningul way. Howis this process taking shape in otherareas o the creatie industries thatace the same need to rethink theirstructures and business models inthe internet age? FAQdiscussed thisquestion with g ad, who isa board member o the gm

D club and who, as a ma-naging partner o the p smdgu, leads one o the largest brandand design agencies in Germany.

FAQ: Mr Ade, why does creativity need manage-

ment?

g ad: I dont see any contradiction between

creatiity and strict management; thats because crea-

tiity is largely a crat that can be learned, deeloped

and promoted. That a team works well together, knows

its market, has a good oeriew o the industry, and

has an international and inter-disciplinary make up

these are the tools o the trade that any good agency

has to manage. So, to create the space or innoatie

ideas, you rst need to hae the right technical know-

how. Going beyond that, we attempt to maintain a

conducie enironment or creatiity with appropri-

ate reedoms, and we make sure the creatie team is

spared some o the work processes, such as conducting

market analyses and assessing legal issues. We get that

done by experts, who know their way around those

complicated topics.

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4/24

Gregor Ade, board member of the German Designers Club; managing partner of thePeter Schmidt Group

Gregor Ade will appear as a speaker

at the conference StoryDrive China in

Beijing in May. He has been a managing

partner of the Peter Schmidt Group

since the beginning of 2011. Prior to that,

from 2008 he was head of the Corporate

Design Team in Frankfurt and Dssel-

dorf. After studying at the Offenbach Uni-

versity of Art and Design, he worked fortwo years with the branding agencyMeta-

Design and then, in 2000, co-founded the

rm ade hauser lacour kommunikations-

gestaltung in Frankfurt am Main. Today,

Gregor Ade is a member of the board

with the German Designers Club (DDC)

and a member of theArt Directors Club

(ADC). From 2006 to 2008 he taught

typography atMainz University of

Applied Sciences.

FAQ: How has digitisation changed the creative work-

ow?

g ad: Our designers and copywriters hae to be

amiliar with both analogue and digital media. Ha-

ing a separate digital unit, as was common a ew years

ago, is simply old ashioned now. Apart rom that, thecreatie moment itsel hasnt changed with digitisa-

tion, because in the end its all about telling a story:

a brand needs a back story, an idea. This has always

been true, een i the word storytelling, which has

become so popular recently, is touted as something

new. Aboe all, its important to think in inter-disci-

plinary terms, and to put together teams that coer all

kinds o brand experience, both online and oine. Any

one project will thereore unite interactie designers,

traditional corporate design creators, copywriters, anddesigners rom the eld o brand spaces, who then

use the initial meetings to discuss and expand upon

their rst sketched ideas.

FAQ: How important is networking to get creative

inputs?

g ad: Dialogue and cross-boundary thinking

are our alpha and omega today. At the Peter Schmidt

Group theres a constant exchange, not only among

the teams in each location, but between our dierentofces. Moreoer, through our parent company, the

BBDO Group, were also part o a network that includes

all the releant marketing disciplines, and or many o

our clients we cooperate with another agency in this

network. We can thereore oer the client a complete

package, i they so wish; and we get a lot o support

and inputs or ourseles rom this network.

FAQ: What challenges and problems does it create,

working across national and cultural boundaries?

g ad: You need a lot o sensitiity to nd your

way in each market situation. Ultimately its a question

o understanding the respectie situation and culture,

and being able to deal with legal issues, such as inter-

national brand protection. And at the really practical

leel, to get the design and the concept right you hae

to get to grips with the language and symbols and the

way colours are interpreted.

The creative moment itself hasntchanged with digitisation, because inthe end its all about telling a story:a brand needs a back story, an idea.

This has always been true, even if theword storytelling, which has become

so popular recently, is touted assomething new.

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5/24

FAQ: Which assignments have you found particularly

exciting?

g ad: At the moment were working in Moscow

or a manuacturer o high-end kitchen appliances.

Wee quickly come to see that the idea o luxury thereis undergoing a dramatic change at the moment

moing away rom pure bling to a more international

understanding o luxury. In this context the Russian

consumers orientate themseles ery much accord-

ing to global codes, because they dont (yet) hae their

own tradition o premium brands. O course, well take

this into account with our own work. A lot o oreign

clients or instance the Kuwaiti airline Wataniya Air-

ways use us specically because o our German way

o understanding brands, and or the precision, theloe o detail and the need or structure; and that all

gets reected in their corporate design.

In 2007, two years before any of its planes left the ground,

Wataniya Airlines of Kuwait already began developing the pro-

le of its brand. According to the implementing agency, the cen-

tral elements are innovation and tradition, national pride and

the modern Arab world. The centrepiece of the brand is the dy-

namic logo, which one associates with wings, birds and sails.

The distinctive corporate colours have popular appeal, both in

the West and in the Arab region. For the typography, traditional

Arabic lettering is combined with a modern western typeface.

The look of Persil remained unchanged for years which made

it all the harder to try something new. In 2007, with the support

of the Peter Schmidt Group, Henkel started the biggest relaunch

in Persils history. Persil isnt called Persil everywhere in the

world and its new imagery was adapted with care, to engender

more emotion.

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6/24

Meetgregor aDe

You can meet Gregor at the Frankurt

Book Fair (913 October), or in Bei-

jing, where he will be speaking at the

Frankurt Academy eent sD

China (28 May1 June, Beijing).

Or contact him by email:

[email protected]

Join the conversation on the

Frankfurt Academy Blog:

://bl.bk.m/

/dm/

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StoryDrive China is the rst all-media

platform in Asia dedicated to exploring

new forms of collaboration and business

models across media boundaries. Leading

minds from all over the world will illumi-

nate the future of media and entertain-

ment. They will share their knowledge

and provide the tools you need to make

the most of your business and to discover

successful crossmedia and transmedia

approaches.

When: 28 May 1 June 2013

Where: Beijing

Contact:

For questions about programming and

proposal submissions forStoryDrive

China, please contactBritta Friedrich,

Director Conferences, at

[email protected]

For all other inquiries, please contact:

Yingxin GONG, Director German Book

Ofce (GBO) Beijing at

[email protected]

STORYDRIvE CHINA

FAQ: What are you hoping to achieve through your

participation in StoryDrive China?

g ad: Wee had a presence in Asia or many

years, with our Tokyo ofce. But the thing I nd excit-

ing about the Chinese market is that its particularly

ast-moing and agile at present. On the other hand,

the hectic rush to make money in this market which

wee seen in recent years has calmed down. Thats

why now is the right moment to take a coolheaded

look at the situation on the ground there. Id just like

to use StoryDriveas a way o presenting ourseles, to

show what were capable o, and or making lots o

new contacts.

Nils Holger Henning from Bigpoint,

speaking at last years StoryDrive China conference.

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7/24

2: WhaT recruiTers WanT:managemenT skills in The

age of digiTal publishing

Lorraine Shanley, Childrens Digital Media Pro-

gram Chair for Publishers Launch Conferences

(Frankfur t, New York)

A slew o new leadership positions has inaded the

job boards oer the last ew years as digital has become

a more prealent orce in the publishing industry. The

skills required o publishing managers 20 years ago

arent always going to make the cut in the digital age.

Todays publishing leaders are oten expected to hae

a working knowledge o the principles o SEO, healthy

pre-existing networks in new media industries, strong

knowledge o marketing on social-media platorms,

and a passion or digital products and merchandising.

L sl, principal and co-ounder oMk

p il (MPI), a consulting rm launched

in 1990 that caters to the rapidly changing needs o

traditional and online book publishing, has witnessed

a lot o these changes rst hand. In addition to her ex-

perience in strategic planning, market research, content

deelopment, and more, she and the MPI team hae

requently been retained to conduct executie searches

by companies inoled in both traditional and digital

media. So what are recruiters looking or in top execu-

ties today and how has that changed oer the years?

Lorraine Shanleybegan her career atBook-of-the-Month

Club and QPB (nowDirect Brands. After rising to the positi-

on of Executive Vice President in charge of editorial, marketing,

and merchandise, she left to launch her own consulting compa-

ny. She returned to publishing to become Editorial Director of

HarperCollins Trade Books, and then co- foundedMarket

Partners Internationalin 1990. Shanley, a member (and past

president) ofWomens Media Group, is on the Advisory Board

of New York Universitys Publishing Program and the board of

Fourth Story Media, a New York-based web development com-pany. She is the Childrens Digital Media Program Chair for

Publishers Launch Conferences (Frankfurt, New York).

By Siobhan OLeary

Director Digital Publishing

Publishing and New MediaBusiness Deelopment Director

Digital Marketing Manager

New Account Deelopment

ManagerDigital Marketing & ChannelDeelopment

Digital Content Director

Director o Digital PublishingDeelopment

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8/24

The most important quality is a willingness to em-

brace digital, and to anticipate change. Een those

without hands-on experience in digital hae to show a

amiliarity with the players, business models, aailable

social media, etc. In areas like ld ubl,

that is quite a lot to keep on top o, says sl. As

transmedia content and enhanced e-books gain moretraction, it is also not uncommon or companies to seek

out managers who hae experience with and networks

in other creatie and content industries. According to

sl, this was always a helpul quality to hae. Ie

always thought that indiiduals with a broader back-

ground magazines, music, international, or instance

are better able to contextualise their experience,

she notes. And they can draw on a greater number

o business models, which is especially true in digital.

For instance, someone with a direct marketing back-ground has a real adantage when considering possible

subscription models, or understanding the power o

community.

In addition to shiting once-distinct industries closer to

each other, the digital wae has also led to headline-

grabbing consolidations that present challenges or

management. With Penguin and Random Houseset to

join orces, and other potential mergers on the horizon,

how can these dierent corporate cultures be inte-grated as well? Or should they be? Whats the best way

to manage a global giant like Penguin Random House?

slplans to take a wait and see approach to

this. But remember, she added, that, relatie to a

lot o companies Microsomade oer $20 billion in

prot last year these two combined companies are

not so huge.

At the end o the day, digitisation can also be iewed

as a great equaliser not only between managers and

employees, but also between consumers and publish-ers. Its important or eeryone to think as a manager

and to ll the role o intrapreneur to highlight

ones own skills while inesting energy and creati-

ity in the uture success o the company as a whole. As

sldescribes it, With little job security and end-

less change, employees need to be thinking about their

career arc, and how they project their skills and ability

to potential employers. They should make themseles

known in their proessional networks. But its impor-

tant that they ocus on how their company can moeorward as well what are best practices, where is in-

noation happening, how can processes be streamlined

and rationalised? Employees need to look out, not just

or themseles, but or the business. Disengagement is

no longer an option.

But does this mean that hierarchies are becoming a

thing o the past as crowdsourcing and collaboratie

creatiity gain momentum? Theoretically, but try tell-

ing that to your boss, quipped sl.

Source: Library of Congress Prints and Photographs Division Washington,

D.C. 20540 USA

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9/24

MeetLorraine shanLey

Meet L or one o her colleagues

rom Market Partners International

(MPI) at the ku Bk

(913 October 2013).



://bl.bk.m/

/dm/

BLog

Three Tips from lorraine abouTWhaT really maTTers if you WanTTo geT ahead:

1.Curiosity always ranks high, and it is amazing

how oten a candidate stumbles by ocusing on

his or her experience, but showing no interest in

the interiewer. That lack can extend to a lack o

preparedness; recently, we had a ery engaging

candidate who went to the interiew without

haing researched the publishers list, and with-

out haing thought through the kinds o ques-

tions he might be asked or might want to ask.

The meeting was a short one.

2.

Breadth o experience is increasingly important

and sometimes this means an indiidual will

hae to take courses to ll in some gaps. Local

uniersities oer courses, as do online compa-

nies like orlland Ld.m. Een i these

courses simply help amiliarise someone with

the concepts and ocabulary, that can be helpul

in an age when eeryone is expected to under-

stand digital media and managers are expected

to be comortable with nancial basics. A can-

didate with a traditional (non-digital) market-

ing background was able to put hersel orward

or seeral positions that required a ull suite o

marketing skills because she had (literally) done

her homework. Another candidate was able to

ll a larger position than his business deelop-

ment title would hae suggested because he had

mastered the intricacies o budgeting.

3.Honesty seems like an obious one, but small

lies catch a candidate up, whether its claiming a

higher salary in the last position held, or playing

ast and loose with the years spent at a particu-

lar job or the reasons or leaing the job. A recent

candidate was candid when asked by a prospec-

tie employer about the reasons or leaing a po-

sition, and ater colleagues at the prior company

explained the context, the employer decided to

extend the oer. Particularly in a small industry

like publishing, the truth will (eentually) come

out, so its better to deal with it head on.

WhaT To read:Gallups sBd Ld and

sd 2.0 along with its online as-

sessment are two useul books or those want-

ing to nd out how their strengths can be put to

use in managing others.

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10/24

3: india: profiTing bymanaging a propensiTy

for chaos

By Arun Wolf

Innoatie management techniques and entrepreneurialbusiness models are essential i you want to thrie in Indianpublishing. Industry leaders and participants oGlobalocal the rst conerence to bring together oreign and Indianpublishers gie their insights into the biggest challengesand how they can be oercome.

India is both exciting and conounding. Its a coun-

try o glorious opportunity and crippling inefciency,

o rapid economic growth and terrible inequality. A

place where contradictions sit, sometimes rustratingly

and oten happily, side by side. Any publisher who has

worked in India oer a period o time knows that this

holds as true or publishing as it does or other indus-tries and aspects o lie. Uniersal solutions that hae

emerged rom elsewhere can hardly eer be success-

ully applied here. Unique context-drien management

approaches and innoatie business models are essen-

tial in order to succeed in India. In this ancient, enor-

mous, and dierse country, the only real constant today

is the switness o change.

It would be nearly impossible, or at least seerely

daunting, to attempt to quantiy book publishing, alarge and disorganised sector that is composed mostly

o priately owned amily-run enterprises. But the

icci (d id cmb cmm)has

tried, and their estimates peg the annual turnoer o

the Indian publishing industry in 2012 at 1,000 billion

Indian rupees and the growth rate at 30 per cent. This

makes India the third largest English-language publish-

er in the world and seenth largest worldwide, when

all languages are counted.

Arun Wolfworks as a documentary lmmaker in India

(lonewolf media) and is also an editor atTara Books, aninnovative independent publishing house. His background lies in

journalism and he has a keen interest in the intersections

between culture and politics.

Arun Wolf

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11/24

indias publishing boom

One thing is clear Indian publishing is on the as-

cendancy. Its an industry that is eoling at blinding

speeds, as a result o a growing population o young

people who are increasingly educated and literate, as

well as the rising income o an auent urban market.

In India a lot o the sequential eolutions that hae

happened in America oer the last 60 to 70 years hae

been telescoped into the last 10 or 12 years. Today,

all media, including book publishing, are deeloping

in parallel. Book publishing has expanded dramati-

cally, both in the English language and in the regional

languages, said Ragha Bahl, ounder o Tv18, one o

the largest Indian broadcasting companies, in a

w w publ p.

So its a market o huge opportunity, but its also com-

plex and in no way homogenous. O the 90,000 or so

titles that are brought out eery year by approximately

19,000 publishers in India, only 50 per cent are in Hindi

and English. The remaining hal are distributed across

about 120 major languages (22 o which are ofcially

recognised). This means that seeral markets actually

coexist, structured and dierentiated not only by genre

but also by language. Trade publishing is estimated by

the icci to account or 20 per cent o the industry. The

largest sector is by ar education, which is dominatedby state-owned publishers, although the abundant

number o titles that priate publishers put out makes

them important players in the sector as well. But the

lack o access to books and knowledge among a large

underpriileged section o society in urban and rural

India remains a key issue.

In short, it is an unsaturated market with immense

possibility. But it is also riddled with its own peculiar

challenges. A lack o proessionalism (and aailabilityo properly trained talent), inadequate or undeeloped

distribution channels, patchy inrastructure and logis-

tical gaps (the sheer size o the country is a problem),

as well as rampant piracy (especially in educational

publishing), are some o the difculties that publish-

ers in India are routinely orced to conront. No mat-

ter whether you are a large multinational or a small

independent publisher, local know-how is crucial.

Indian conditions and consumers are quite unlike those

in other parts o the world. They arent een the sameacross India.

globalocal 2013

Globalocal 2013, which took place just ater the

Jaipur Literature Festival(2829 January), is an

annual orum or content, where international

and Indian participants rom publishing and

ancillary industries come together to explore

possibilities. This year, it was all about moing

on rom contemplation to action, rom discuss-

ing trends to orecasting them. We were ocusing

on increasing interactions between the regional

companies/proessionals and their international

counterparts, says organiser p r,

the new director o the gm Bk of (gBo)

nw Dl. The statements in this article stem

mainly rom participants o Globalocal. In ad-

dition to Globalocal, theres an opportunity to

learn more aboutmanagement and publishing

in India at the upcoming management training

course or publishers, M uu

(25 February 1 March 2013), which will be or-

ganised jointly by the Frankurt Academyand the

Institute or Management Training, Ahmedabad.

Universal solutions that haveemerged from elsewhere can

hardly ever be successfully appliedhere. Unique context-drivenmanagement approaches and

innovative business models areessential in order to

succeed in India.

The Indian publishing industry is gigantic, and takes on different forms

depending on where one is in touch with it just like in the story of the

blind men and the elephant

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12/24

The one-weekManagement Development

Programme held atIIM Ahmedabads

campus is specially designed for CEOs

and senior managers within the publi-

shing sector and afliated industries (kee-

ping in mind their busy schedule). The

publishing course also caters to internati -

onal publishing professionals who want to

develop a better understanding of the In-

dian publishing industry. The course was

initiated by theFrankfurt Academyto-

gether with its German Book Ofce

New Delhi. Designed and taught by the

IIM Ahmedabad faculty and global in-

dustry exper ts, the publishing courselooks to combine classroom learning with

real-world experience while all along fo-

cusing on the publishing industry through

specially prepared case studies on the pu-

blishing industry.

When: 25 February 1 March 2013

Where: Indian Institute of Management,

Ahmedabad (IIMA) India

Contact: Shabnam Srivastava,

Manager: Sales and Marketing

German Book Ofce (GBO) New Delhi

Email: [email protected]

FIND OUT MORE ABOUT

the pUBLishingManageMenttraining coUrseMANAGING FORTHE FUTURE

Dr H. Anil Kumaris an expert in business information needs,

bibliometrics, knowledge management, and emerging technolo-

gies and trends. He works as head of the National Information

Centre on Management (NICMAN) at the Indian Institute of

Management (IIMA) in Ahmedabad, and is the president ofMa-

nagement Libraries Network.Dr Kumaris also one of the initi-

ators of the upcoming management training course Managing

for the future, aimed at CEOs and publishing professionals

from India and abroad organised by the Frankfurt Academy /the German Book Ofce New Delhi andIIMA

Dr H. Anil Kumar,

Head of the National Information Centre on Management (NICMAN)

As D al Kum a knowledge management and

business inormation needs expert rom the id

iu Mm amdbd (IIMA) says,

The specic needs o the Indian market arise mainly

rom the diersity o languages, the digital diide,

the huge potential due to the youthul demographic

prole o India, and the acute need to scale up access

to education or the eligible population. There is need

or a new kind o management in publishing one that

is not only open to change, but embraces it. Accord-

ingly, D Kum identies our key management needs

in Indian publishing:

1. Proessional management practices or this largelyamily-run industry.

2. Improed understanding o technology and its rolein the deelopment, organisation, and dissemination o

content.

3. Promotion o technology to the oreront o productmarketing.

4. Engagement with the education sector in innoa-tie ways.

How hae some critically acclaimed and commercially

successul Indian publishers put these principles into

practice? What are some o the management approach-

es and business models that hae acilitated innoation

and nourished an entrepreneurial spirit? How hae they

come to grips with the agaries o the market and the

challenging work enironments? Read on or examples

o how some Indian publishers hae negotiated obsta-

cles to realise their goals.

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13/24

Gita Wolf, Founder of Tara BooksTara Books specialises in handcrafted books and also publishes in regional languages like Tamil. Art

prints, like this one from the book Waterlife, are a recent addition to their catalogue.

Gita WolfstartedTara Books in 1994,

an independent publishing house. Overthe past 18 years, she has been joined by

other writers and creative professionals

who were drawn by her vision of bringing

a variety of marginalised voices and per-

spectives to the reader, while continually

playing with the form of the book. She

has written over 20 award-winning books

for children and adults.disTribuTion: sTraTegic mergers

Sensing the possibilities aorded by the market, all the

major multinational publishing houses hae already

established operations in India, with arying degrees

o success. They hae looked to make their mark in a

market with a growing number o retail chains and a

prolieration o e-commerce start-ups. The last ew

years hae also seen an explosion in literary estials,

none better known than the Ju Lu l,

which sees the big names in international publishing

rub shoulders with their Indian counterparts. This has

meant less room to manoeure or Indian publishers

in a highly competitie English-language market, but

has had little inuence on a ibrant and multiaceted

Indian-language publishing scene or on educational

publishing. The bulk o the annual sales or regional-

language publishers comes rom less glamorous lo-

cal consumer airs. g Wl, director ot Bk,

a highly regarded childrens and art publisher, says

Distribution in the Tamil-language market is ll

u ml m. Retail space is limited, and

there are many indiidual booksellers who trael

to display their wares at political meetings, cultural

eents, academic conerences, and increasingly through

regional book airs. The state is also a major buyer

through the library system.

The merger oPenguin and Random House, which will

bring together an unprecedented 250 imprints in the

worlds biggest publishing house, represents an unpar-

alleled trend towards concentration and internationali-

sation. Its a strategic response by their holding com-

panies, Britains Pearson and Germanys Bertelsmann,

to gain negotiating leerage with their largest sales

platorms Amazon, Appleand Google. The real nan-

cial clout lies in distribution and retail both in the

physical and digital realms. Penguin Random House,

which will be responsible or publishing around one in

eery our books, is an attempt to address the chal-

lenges posed by the new booksellers. But een outside

o global big-player mergers, similar trends towards

conergence and symbiotic partnerships hae suraced

in India. Industry consolidation and the increasing

importance o e-books hae orced Indian publishers to

rethink their business models, and mergers hae been

one o the key responses.

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14/24

David Davidar, founding editor/publisher ofPenguin India

and co-founder ofAleph Book Company

David Davidaris an Indian novelist and publisher. He was the

founding editor/publisher ofPenguin India, where he edited or

published a distinguished line-up of authors. In 2011 he co- foun-

dedAleph Book Company, a literary publishing rm, based in

New Delhi, in partnership with Rupa Publications India.

converging experTise

At the moment digital downloads only orm a small

percentage o sales. O course, this will grow as more

and more people acquire tablets and begin to get used

to reading on a ariety o screens. We already use socialmedia extensiely to market our books and will con-

tinue to deise innoatie online marketing strategies,

says Dd Dd, ounder oPenguin India and or-

mer CEO opu il. The we he reers

to is the al Bk cm. Born out o a coming

together oDd and his team with ru d c, it

is one o the best examples o enhanced distribution

and marketing capabilities joining orces with edito-

rial acumen. Rupa is one o Indian publishings oldest

names and its traditional edge has been low-priced

mass-market books. This is epitomised by the suc-

cess oChetan Bhagatsrecent non-ction book W

yu id W, which was priced at under 100

rupees and sold hal a million copies on the rst day.

I chose Rupa as my business partner because they

know the Indian book market like nobody else does

and own the most extensie book distribution set-

up in the country, says Dd Dd. We are also

a good t because, while they are market leaders in

commercial ction, Aleph Book Companyocuses ex-

clusiely on literary ction and quality non-ction.

Aleph aims to publish about 40 books a year. The right

size to ocus time and attention on each one. Large

Indian companies like Rupa hold exclusie distribution

rights to international titles, and most multination-

als surie on the strength o the Indian editions o

globally amous titles. India is the only signicant

English-language market in the world demonstrating

substantial growth. In addition, I beliee there are ast

subject areas, especially where quality non-ction is

concerned, in which there arent enough good books,

so there are plenty o opportunities or book publish-

ers, Dd Dd explains.

rise of independenTs

Een in an extremely competitie English-language

market, there has actually been an increase in the

number o successul independent publishers. By and

large, smaller independent publishers hae been better

at identiying subject areas, themes, and constituen-

cies. Perhaps because oreign publishers see Indian

publishing more as a market o consumers than pro-

ducers, much o the cutting-edge content has come

rom independents. Some o these smaller houses are

well established in the domestic market and are in-

creasingly looking to make their presence elt globally,

either through distribution arrangements or oreign

rights sales.

The biggest challenge that stares small and innoa-

tie publishers in the ace is distribution. Aordability

and pricing are a problem, particularly or the working

classes or in rural areas, but een stocking the big retail

chains in the Indian mega-cities is oten a nightmare.

Childrens book publishing, in particular, has or long

suered rom a lack o isibility. Een while ction

and non-ction titles are gien pride o place in Indian

bookstores, its a dierent story when it comes to

childrens books, s Bu, director o the newly

launched Dukbll Bk, w m bl.

I isited our retail outlets today. Two were chain

shops, two were independent bookshops. But in all o

them the situation was the same. In one tiny corner,

either at the ar rear o the shop or somewhere else

equally inconspicuous, is a tiny shel or two, labelled

Indian childrens books. Oten nearby is a gleaming

wall o shiny international childrens books.

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15/24

MeetDr aniL KUMar

You can meet Anil and international

publishers at the publ M

m t cu amdbd,

India, 25 Febuary 1 March 2013.

or Contact Anil at

[email protected].



://bl.bk.m/

/dm/

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Sayoni Basu, founder ofDuckbillDuckbill Website

Sayoni Basu currently runs Duckbill, a

publishing house for children and young

adults. She has worked for way too many

years in publishing. She has also been a

tea lady, librarian, college teacher, and

security guard.

You can read more on the Indian publi-

shing market in ourFrankfurt Academy

Special Edition Markets and Trends.

Order now for free:

http://www.buchmesse.de/en/

academy/knowledge

seeking disTribuTive clouT

Dukbll was started by auk rk and

s Bu, in partnership with Wld, which is

owned by the t gu. Westlandincludes EastWest

Booksand Tranquebar Pressand possesses one o the

best distribution networks. Moing into a new market

with Duckbill, by partnering with two o the best-

known names in childrens publishing, was an enticing

proposition or them. It is another example o a coming

together o commercial reach with creatie content.

s Bu sums up the adantages o the partnershipsuccinctly: We checked out bookshops when we were

looking or a partner, and we noticed Westlandseemed

to be rather well represented. So we gured they were

good partners because they seemed to be getting

books into shops.

For publishers looking to be creatie and dierent with

their childrens list, another major deterrent is the

Indian markets emphasis on narraties with explicit

morals and academic content. A lot o parents wantbooks with only educational alue. Some schools are

extremely censorial about content. But we are ostrich-

like in ignoring these things. We beliee that good

stories will eentually win readers, says s Bu.

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16/24

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DEAL

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17/24

communiTy in The digiTal

age: managing The huffpossocial book club

Andrew Losowsky,

books editor at The Hufngton Post

In his essay rd u Dm, Hung-

ton Postbooks editor adw Lwk l how

eeryday people now hae the ability to publish eery

day, with the click o a button. They dont always think

o it as publishing in the conentional sense, but i the

objectie o publishing is to create something that is out

there or the public to see, then all those tweets and

blog posts count. But what does this mean or tradition-

al publishers? Will they surie as content curators or be

reincarnated as community managers?

As manager o the international huf p Bk

club, a role he took on in 2011, Lwkhas a unique

perspectie on the changes that are taking place. More

Andrew Losowskyhas been a journalist in London, an edito-

rial director in Madrid, an English teacher in Hong Kong, a gui-

debook writer in Barcelona, a curator in Luxembourg, and the

creator of a spontaneous global magazine in Dublin. He wrote a

book about Italian doorbells forChronicle Books, which led

him circuitously to become the books editor atThe Hufngton

Post, where he currently writes about old media while testing the

boundaries of new.

Trending TopicsWhat used to be a solitary experience is becoming social now: rea-ding is being transormed into social reading. In Trending Topics,adw Lwk, books editor at the Hungton Post, tells us

how easy or complicated it is to manage a reading community with36,000 members, how to tap the creatiity o the crowd and stillhae time to spare or your own creatie projects.

By Siobhan OLeary

than 36,000 people on the Book Clubsmailing list can

decide whether to participate, depending on book

selections and their own commitments. They read,

photograph, discuss and share their thoughts ia tw

, bk, Instagr.am, YouTubeand Flickr, as they

work their way through the latest book club selection.

HufPo book editors post a reading schedule and sug-

gest thought-prooking questions. Googlehangouts

allow readers to meet each other irtually. Sometimes

the u is brought into the equation using YouTube

ideos. Members o the Hungton Post Book Club een

had the opportunity to choose the nal book selec-

tion o 2012 rom a list o titles suggested by the HufPo

editorial team.

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18/24

Publishers and journalistshave to shift their competencies

from content alone to an equal mix ofcontent, business development

and technology.

Passion seems to carry moreweight now than the general

management skills that used toll the management guides at the

turn of the century.

I think there is no single model or publishing proes-

sionals, says Lwk, but increasingly were ex-

pected to hae a uency and exibility with regards

to eer-expanding digital platorms. Community is a

huge part o what we do, as is social media and con-

tent creation. Where beore it was easier to ocus on

an isolated niche, were in a much broader and more

connected ecosystem now.

Ml M o the Knight Foundation said l

that publishers and journalists hae to

shit their competencies rom content alone to an equal

mix o content, business deelopment and technol-

ogy. Lwk work has always inoled a combina-

tion o these three. But when I started out, he says,

this seemed weird to most people. Publishing is nally

catching up.

At the same time, almost all o his projects hae in-

oled global cooperation, encouraging artists and

authors rom all oer the world to collaborate. (His

L cl Mz, or example, coers 11 cities around

the globe.) Lwkhas lied in both Europe and the

US, and has seen the dierent approaches to dealing

with content, stories and experiences. Broadly speak-

ing, he says, Europe is more curious about ideas rom

other countries, while the USA tends to be more insu-

lar. Howeer, there are always exceptions. Ie ound

greater dierences between dierent audiences than

between dierent geographical regions.

A typical day or Lwkinoles monitoring multi-

ple media sources, oerseeing and commenting on the

work o others, writing, editing, dealing with publicists,

haing meetings and chats with arious editors, look-

ing at the new books that arrie, discussing and agree-

ing upon coerage with the associate books editor, Z

tk. The balance o each day depends on what the

news cycle brings us, he explains. One o the upsides

o building and nurturing a community o readers and

content creators is the leel o passion and creatiity

it can inspire. Passion seems to carry more weight now

than the general management skills that used to ll the

management guides at the turn o the century. But the

passion o the community rests upon the passion o the

sta. How can this passion be channelled to achiee a

common goal? I beliee strongly, rst o all that crea-

tiity and passion thrie on being ocused at the start,

and secondly that the creatiity comes when managers

empower, then get out o the way, says Lwk.

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19/24

here are 3 of andreW losoWskysTips for handling groupcreaTiviTy

1.Begin by agreeing, as a group, on a clear, con-

sistent oerarching mission or your work. Eery-

one needs to understand the ision, agree on the

metrics that will be used to measure success, and

eel they hae an inestment in its success. This

process can take weeks or months to establish,

alongside the usual daily output, but its always

worth taking the time to do it properly, as it will

guide all uture decisions.

2.Once this is done, empower those you manage to

ull that mission in any way they choose, using

their own skills and creatiity; help them to get

whateer tools they need to do so, and make it

clear that you can always brainstorm new ideas

or issues that arise or any member o the team.

3.Monitor goals and make eeryone eel appreci-

ated or their eorts, through constant, eedback

with a positie ocus. Reward innoatie solu-

tions and ambitious ailures. Look or inspira-

tion eerywhere. Preent monotony. And keep

learning.

In his spare time, Lwkstill manages to pursue

some o his own passions and entures. For one thing,

he has co-edited a new book on how bk d has

responded to the digital age, which is published by

gl in March, and he contributes to mculu.

com. And he adds, I also hae other projects bubbling

away quietly, to be returned to wheneer possible at

weekends and during acations.

The Hufngton Post Book Club Website

MeetanDreW LosoWsKy

You can meet Andrew at the

ku Bk (913 October).

or Contact him by e-mail:

[email protected]

or on Twitter

@wl



://bl.bk.m/

/dm/

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20/24

Take a break!or: hoW Theory can helpmanagemenT pracTice

St. Gallen University, one o theworlds top management institu-

tions, and the Frankurt Academyhae teamed up to oer a week-long il publMm u. p. BzMzjwk, oFordham Univer-sity, explains why it might bea good idea to attend.

A search or management and leadership books on

Amazon.com returns a list o oer hal a million titles.

Theres also no shortage o these books on national and

international bestseller lists in any gien week. Pub-

lishing courses and degrees hae long been a draw or

prospectie publishing proessionals. For eery indi-

idual with aspirations o one day becoming the boss,

there are just as many theories and gurus out there toturn to or tips. But can leadership qualities be learned?

How can classes in theory help a person become a bet-

ter, more inormed manager?

Bozena I. Mierzejewska is an assistant professor of comm-

unication and media management at theFordham Schools

of Business (USA). She holds an MA in economics from

Warsaw School of Economics in Poland and a PhD in

management from the University of St. Gallen in Switzer-

land.Dr. Mierzejewskas research and teaching focus on

media management and digitisation, and its impact on media

organisations and media workers.

Bozena Mierzejewska, Professor at the Fordham Schools of Business By Siobhan OLeary

serendipiTyChance encounters are oten the most the most productie. Thatswhy we try to simulate a chance encounter in eery issue oFAQ.This time, we shine a spotlight on the rst eer publishing manage-

ment course being oered by the University o St. Gallen, Switzer-land, in cooperation with the Frankurt Academy. We asked proes-sor Bz Mzjwk how indeed i management can bestudied in theory.

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21/24

WhaT Theory can bring To pracTice

Theory does not proide us with exact answers. How-

eer, there are many undeniable adantages o theory

it can help us to make predictions with a certain de-

gree o condence, says Bz Mzjwk, assis-

tant proessor o media and communications at Ford-

ham University(USA). Her research and teaching ocus

on media management and digitisation. Shes also part

o the aculty or the rst eer il publ

Mm cu oered by the Frankurt Academy

and the University o St. Gallen, which will take place in

September and October 2013.

Bz knows the beautiul surroundings oSt. Gallen

Universitylike the back o her hand, as she studied or

her PhD there. Despite being one o the smallest uni-

ersities in Switzerland, St. Gallen boasts the countrys

largest aculty o business administration. The Financial

Timesrecently placed the Uniersity seenth oerall

on its list o leading European business schools. In

w 2012 ranking or specic programmes, St.

Gallens M s d il M

m (SIM) achieed rst place worldwide.

bozenas 3 managemenT Tipsfor publishers

1.Instill a culture o change and innoation within

your organisation - especially at a time when ex-

ternal actors are aecting companies long-term

surial (as might be the case or traditional book

publishers). Create the right atmosphere in which

to try out new solutions and make the most o

eeryones potential. The right kind o culture

will also attract the best candidates to join your

team. Obiously the process o establishing the

right culture can take time, but the rewards

should make it worthwhile.

2.Unlock your employees potential by enabling

them to learn continuously and to reresh skills

such as problem soling, team creatiity or

sector-specic knowledge. Encourage your key

employees to deote time regularly to reection

and conceptual thinking. Managers spend most

o their working hours at dierent meetings, and

they oten lack quiet, reectie moments or

dealing with the big question o the long-term

ision.

3.Stay on top o what is going on in your sector

by obsering not only what your competitors

are doing, but also the strategies they are using

to cope with uncertainty. The most dramatic

change in the publishing industry is the change

in consumer preerences and behaiour. Oten,

the dierences between younger, technology-

say readers and older, more traditional book

consumers are orcing publishers to concentrate

on just one o these groups, while under-sering

the other. The key to nding a good balance and

long-term sustainability lies in adequate market

research which means applying the newest

methods or deconstructing consumer needs,

and being able to detect upcoming trends early.

Equipped with this knowledge o market signals,

you will be able to deepen your relationship

with existing customers, while opening up new

prospects.

Website of the University o St. Gallen

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22/24

The need To Take a break

Bz points out,managers should take time o or

reection rom time to time, to learn or reresh their

knowledge o problem-soling tools and rameworks.

Studying theories wont immediately make you and

your company more productie, or indicate what your

next step should be in a maze o problems, but it will

undeniably show you paths to solutions that t your

companys mission and objecties.

From crossmedia strategies and the management ocommunities, to strategies or innoation, there is no

shortage o issues that decision makers in the publish-

ing industry hae to consider. This is amplied by the

trend to consolidation and the resulting importance o

the global perspectie in book publishing. Dramatic

changes in the book publishing sector are well docu-

mented and widely discussed in proessional circles,

says Bz. But until now, she obseres, none o the

proiders o executie education in the leading busi-

ness schools has oered any kind o short, intensietraining courses specically geared to this sector, with

the latest knowledge o management being supple-

mented with insights rom recent cases studies and

research.

Throughout the programme, she explains, partici-

pants will be exposed to innoatie problem soling

methods, analytical techniques and a set o perspec-

ties that should enhance their understanding o the

long term challenges acing the publishing and mediasectors. By reaching out to other sectors we not only

examine the conersion to digital, but also learn about

the industries conergence.

Aerial photograph of St. Gallen, Switzerland;

Source: St.Gallen-Bodensee Tourismus

has been specially designed for future

publishing executives and senior profes-

sionals. Learn from international pub-

lishing leaders and eminent professorsfrom the universit ies ofSt. Gallen (CH),

Fordham (US), Oxford (GB) andJn-

kping (SE), as well as the EDHEC Busi-

ness School (F). The course is organised

by the Frankfurt Academy and the

Institute for Media and Communi-

cations Management, University of

St. Gallen, one of the worlds leading

teaching and research facilities in its

eld.

When:

2 6 September 2013

(on-campus programme),

7 30 September (self-study period),

9 10 October (recap, certicates)

Where: St. Gallen University, Institute for

Media and Communications Manage-

ment, Switzerland (2 6 September),

Frankfurt Book Fair (9 10 October)

Included in the course is a free ticket

for access to all the conferences of

the Frankfurt Academyduring the

Frankfurt Book Fair(9 13 October).

THE INTERNATIONALPUBLISHINGMANAGEMENTCOURSE IN ST. GALLEN

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23/24

MeetBoZena MierZeJeWsKa

You can meet Bozena at the publ

Mm cu s. gll

or contact her at

Lkd



://bl.bk.m/

/dm/

BLog

programme schedulein sT. gallen

chaLLenges acing the pUBLishing inDUstry

Pro. B. Mierzejewska, Fordham Uniersity,

USA; Pro. v. Kaumann, Uniersity o

St. Gallen, Switzerland

the secret to sUccess in the DigitaL age:

crossMeDia anD cross-pLatorM strategies

Pro. R. Picard, Oxord Uniersity,

United Kingdom

expLoring neW possiBiLities:

entrepreneUrship in the MeDia inDUstry

Pro. L. Achtenhagen, Jnkping Uniersity,

Sweden

creative MethoDs o ManageriaL proBLeM

soLving: visUaL teaM ManageMent tooLs

Pro. M. Eppler, Uniersity o St. Gallen,

Switzerland

innovation, creativity anD neW BUsiness

MoDeLs in the MeDia WorLD

t l ld d ld kll

dl bk

Pro. L. Kng, Jnkping Uniersity, Sweden

cULtUraL change: Managing innovation &

organisationaL cULtUre

Pro. C. Fieseler, Uniersity o St. Gallen,

Switzerland

sociaL MeDia: croWD ManageMent anD

coMMUnity BUiLDing

Pro. M. Meckel, Uniersity o St. Gallen,Switzerland

the roLe o consUMer research in

pUBLishing innovation

Horst Stipp, The Adertising Research

Foundation, New York, USA

Prof. Martin Eppler, a colleague

ofBozenas at the University o

St. Gallen, talks in this video

about how to visualise know-

ledge.

Miriam Meckel, professor of

corporate communication and

also a colleague ofBozenas at

the University o St. Gallen, talks

in this video about the major

changes the digital economy

faces, especially in journalism.

vIDEO TIP:

Copyright: Claude Stahel

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ImprintFrankfurt Academy Quarterly /

Frankfurt Book Fair

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Holger Volland,

Frankfurt Book Fair

Chief editorNina Klein

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Siobhan OLeary,

Nicole Stcker,

Arun Wolf,

Nina Klein

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