From veteran publishing consultant Mike Shatzkin:
Since I started working with Peter McCarthy, he has been impressing me with the importance of publishers doing “research” in the digital age, by which he means“audience research” done with a variety of online tools. That audience research should inform what publishers do to market their books by identifying, segmenting, locating, and understanding the potential buyers for those books. That enables publishers to “aim” their marketing efforts where they are likely to do the most good.
. . . .
What we were already beginning to see then (and more since) is that many publishers, and by now most of the big ones, have created an executive position with the word “audience” in the title or job description. The responsibilities to address audiences required research as a prerequisite, but it has seldom been framed that way.
This week we were delighted to see that Sourcebooks, a legitimate contender for the title of “most innovative company in book publishing”, has created a “data and analysis” department. As reported by Shelf Awareness in its newsletter (and also reported by Publishers Marketplace and Publishers Weekly):
Sourcebooks has created a data and analysis department that brings together “experts from supply chain, editorial, and sales” to streamline data functions and offer a higher level of analytical support to departments, partners and customers.
The only part about this that is disappointing is that the word “research” is not in the department name or description. But the separate department to specialize in “data and analysis” is exactly what we were advocating when we called for creation of research departments.
It is important to keep the connection between “data and analysis” and “research” in mind because, historically, “data and analysis” in publishing have meant “post mortem analysis” of specific marketing efforts. Indeed, many publishers have “analytics” roles already, but they are not cross-functional and they tend to be focused on analysis of time-honored activities, not applying new techniques on audiences as is enabled in the digital age.
As an industry, we have usually used “data and analysis” to measure the effectiveness of prior activities rather than to understand what we’re aiming at in the future. Being explicit about the fact that “research” is the core function means you are also being explicit that the primary purpose of that function is to aim future efforts, not evaluate the successes or failures of prior ones. Research is seeking to be predictive as well as to inform rapid response to an ever-changing landscape. With most of their existing capabilities and activities, in Pete’s words, “publishers don’t look out; they don’t look forward; and they don’t look ‘big’”.
. . . .
We applaud the Sourcebooks approach to staffing their data and analysis group, which acknowledged that “editorial, sales, and supply chain” needed to participate.
Link to the rest at The Shatzkin Files
PG was going to “comment” about “research” but decided not to.