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Publishing in the Knowledge Economy - DTI Home Page

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<strong>Publish<strong>in</strong>g</strong> <strong>in</strong> <strong>the</strong> knowledge economy<br />

The <strong>in</strong>dustry today<br />

13.4 Journals<br />

Strengths<br />

• Subscription bus<strong>in</strong>ess model<br />

• At forefront of technological developments<br />

• No taxation of <strong>in</strong>formation and knowledge <strong>in</strong><br />

pr<strong>in</strong>t<br />

• English language – for content sourc<strong>in</strong>g and<br />

sales<br />

• Science and research base<br />

• Brand resides <strong>in</strong> journal (strength if owned)<br />

• Ability to cross-promote from one journal to<br />

ano<strong>the</strong>r<br />

• Direct relationships with subscribers <strong>in</strong><br />

many cases<br />

Constra<strong>in</strong>ts and weaknesses<br />

• Inadequate fund<strong>in</strong>g of higher education and<br />

research<br />

• Inadequate fund<strong>in</strong>g of academic libraries<br />

• Brand resides <strong>in</strong> journal (weakness if owned<br />

by <strong>in</strong>stitution or society)<br />

• Hard to launch new titles – need to persuade<br />

customers to drop one to make room<br />

Threats<br />

• Copyright <strong>in</strong>fr<strong>in</strong>gement<br />

• Dis<strong>in</strong>termediation by academics publish<strong>in</strong>g<br />

direct <strong>in</strong> electronic journals<br />

• New <strong>in</strong>termediaries may <strong>in</strong>terpose between<br />

publishers and customers and command <strong>the</strong><br />

customer relationship and customer data<br />

• Inequitable taxation of electronic content and<br />

migration of activity to US<br />

• Cost of ma<strong>in</strong>ta<strong>in</strong><strong>in</strong>g and manag<strong>in</strong>g digital<br />

archive<br />

• Power of library customers<br />

• Electronic Inter-Library Loan<br />

• Dissolution of <strong>the</strong> journal as a package of<br />

articles – pay per item becomes prevalent<br />

(could also be an opportunity)<br />

• Concentration of ownership allows big players<br />

to squeeze out smaller ones through bundl<strong>in</strong>g<br />

and o<strong>the</strong>r practices<br />

• Big players cause resentment among authors<br />

and customers<br />

• More aggressive use of patents limits content<br />

availability<br />

Opportunities<br />

• Electronic distribution br<strong>in</strong>gs down costs<br />

• New service offer<strong>in</strong>gs possible based on<br />

closer relationship with customer and new<br />

technologies<br />

• Dissolution of <strong>the</strong> journal as a package of<br />

articles – pay per item becomes prevalent<br />

• New fields of study open up and high degree<br />

of academic specialisation creates new journal<br />

possibilities (but difficult to sell without<br />

knock<strong>in</strong>g out ano<strong>the</strong>r title – budget constra<strong>in</strong>ts,<br />

power of library <strong>in</strong>termediaries)<br />

• Alliances between publishers and universities<br />

to create e-learn<strong>in</strong>g platforms<br />

76

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