I was interviewed on the IPG Podcast talking about how we’re building a publishing business in collaboration with Newgen Publishing in the UK and how to make partnerships like this work. I got the chance to talk about some of the big issues in academic publishing at the moment, especially around library delivery and access.
David is an inspirational executive and publisher, purpose driven and committed to supporting authors to maximize the impact of their work on students, researchers and society more broadly. I would not hesitate to recommend David as a publishing partner, and I look forward to seeing Lived Places Publishing make a lasting contribution at the intersection of social identity and location.
– Tony Roche | CEO of Emerald Publishing
My writing in 2021 was focused on new product development, publishing, and licensing strategy with an occasional thought piece on the intersection of platforms, business models, and negotiating strategy. This piece is a departure from form in that I would like to share my four most significant observations from 2021 in regard to the higher education publishing, educational technology, and library product and services world.
My perspective on new product development is based on constant interaction with customers on an iterative basis, with the goal of introducing and testing new product solutions with those same customers. This is an iterative new product development process based on bringing the minimal, salable product to market with the understanding enhancements are coming. When an organization commits to iterative product releases following the validation of a minimally viable product (MVP), and after releasing for sale a product market fit PMF), (You can find definitions in Part 6 of this series for: Product Market Fit and Minimum Viable Product), it has committed to cementing into its organisational structure and strategy a new product development practice that will not yield big failures.
The very best product managers are the chief executives of their products, and this means working as closely with the marketing and sales team as with the finance, user design and engineering teams. At launch, a successful go-to-market effort, guided by the product manager and product marketing manager, will have detailed the follow through with the development partners and the many reviewers who offered feedback along the way. The go-to-market plan will include clear sales messaging based on the solutions designed into the product and the role of product management in training and supporting sales. And the go-to-market plan should include a content marketing communication plan designed to leverage industry publications, conferences, blogs and other forums to amplify the new product messaging.