How much of the book usage in a research library collection involves books from university presses? Findings from this case study suggests that the answers are complex and, to some degree, suprising.
Drawing on a presentation from the recent AAUP annual conference, this post argues that the business of publishing scholarly books requires reciprocal arrangements among many publishers. This system is undermined by free riders.
A study of sales data for 2012 imprints from the University of Chicago Press offers tantalizing hints about the importance (or lack thereof) of library sales to university presses — particularly with regard to scholarly monographs.
Are university presses really “under fire,” or are they simply experiencing the natural consequences of doing the wrong things at the wrong time in a marketplace that has evolved away from them?
A response to Joe Esposito’s post last week about partnerships between libraries and university presses.
Libraries and university presses are often asked to collaborate with one another; in some instances presses are put into library organizations. It is not clear why. The functions of publishers and libraries are very different, making true partnerships difficult to achieve.
Libraries generate a great deal of information about their own processes, including circulation records. Making that information available to others could be the basis for a consortium to share and market such library data.
Patron-driven acquisitions (PDA) has reached a market of approximately $20 million and is growing rapidly; it is likely to more than double over the next 18 months. University presses make up perhaps 25% of the total.
Announcing a Mellon Foundation-funded study of patron-driven acquisition (PDA) and its implications for academic book publishers.
A boycott is being organized in California against Amazon to oppose Amazon’s resistance to collecting state sales tax. But Amazon may be too interwoven in the world today to be effectively opposed.
As publications move to digital form, libraries are taking on a greater share of the total volume of publishers’ income. This inevitably leads to conflicts.
The strategies of established university presses can be enhanced by studying start-ups and slyly coopting some of their new and best ideas.
In order to ensure the financial viability of their organizations, not-for-profit publishers have to adopt a portfolio-management strategy or they run the risk of compromising their core editorial values.
A new initiative for a unifying online catalog of resources is underway. Can it provide a substrate for future innovation?