1 / 46

Business Planning For Open Access Journals

Scholarly Publishing & Academic Resources Coalition an initiative of the Association of Research Libraries. Business Planning For Open Access Journals Open Access Scholarly Communication Workshop Vilnius, Lithuania • February 21-22, 2005 Raym Crow • SPARC Consulting Group. What We’ll Cover.

urban
Télécharger la présentation

Business Planning For Open Access Journals

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Scholarly Publishing & Academic Resources Coalitionan initiative of the Association of Research Libraries Business Planning For Open Access Journals Open Access ScholarlyCommunication WorkshopVilnius, Lithuania • February 21-22, 2005 Raym Crow • SPARC Consulting Group

  2. What We’ll Cover • Impetus for open access • Alternative digital publishing channels • Starting a new open access journal • Converting an existing journal • Business models • Resources

  3. What is Open Access? • Free availability on the public Internet • Research literature that scholars produce without expectation of payment • An access model, not a business model • Requires alternative business models to replace subscription-based models

  4. Impetus for Open Access Benefits to scientists & scholars Societal benefits User-driven pressure ScholarlyPublishing System Journals price crisis Market pressures on publishers Enabling Technologies

  5. Impetus for Open Access Benefits to scientists & scholars Societal benefits ScholarlyPublishing System Market pressure Regulatory & policy changes Market pressures on publishers Enabling digital technologies

  6. Integrated Publishing System REGISTRATION Establishing intellectual priority CERTIFICATION Certifying the quality/validity of the research AWARENESS Assuring accessibility of research ARCHIVING Preserving research for future use Scholarly publishing comprises four functions: Current model: • integrates these functions in journals J O U R N A L

  7. Disaggregated Publishing System REGISTRATION Establishing intellectual priority CERTIFICATION Certifying the quality/validity of the research AWARENESS Assuring accessibility of research ARCHIVING Preserving research for future use Scholarly publishing comprises four functions: Disaggregated models: • Allow functions to be fulfilled independently – by logically discrete, networked service providers • Reveal that academy contributes most of value • Lower costs by increasing market efficiency

  8. Academic Publishing Value Chain: Functions & Components

  9. Academic Publishing Value Chain—Agents by Function

  10. (One) Articulated Publishing Route

  11. Starting a New Journal • Market demand • Authors & readers • Barriers to market entry • Attracting authors • Establishing prestige • Regular publication schedule • Marketing & awareness

  12. Starting a New Journal • Market demand • Authors & readers • Barriers to market entry • Attracting authors • Establishing prestige • Regular publication schedule • Marketing & awareness

  13. Starting a New Journal • Market demand • Authors & readers • Barriers to market entry • Attracting authors • Establishing prestige • Regular publication schedule • Marketing & awareness

  14. Starting a New Journal • Market demand • Authors & readers • Barriers to market entry • Attracting authors • Establishing prestige • Regular publication schedule • Marketing & awareness

  15. New Journal Business Planning • Charter or articles of incorporation • Nonprofit legal entity • Articulates mission • Bylaws • Support continuity • Financial projection/P&L • Income • Costs • In-kind contributions

  16. New Journal Business Planning • Charter or articles of incorporation • Nonprofit legal entity • Articulates mission • Bylaws • Support continuity • Financial projection/P&L • Income • Costs • In-kind contributions

  17. New Journal Business Planning • Charter or articles of incorporation • Nonprofit legal entity • Articulates mission • Bylaws • Support continuity • Financial projection/P&L • Income • Costs • In-kind contributions

  18. Conversion Issues • Innate conservatism • Immutability of current structure • Organizational & financial goals • Increased emphasis on earned income • Need for active vs. passive model • Publishers don’t sell—libraries buy • Lack of resources for change • Insufficient staff & skills

  19. Conversion Issues • Innate conservatism • Immutability of current structure • Organizational & financial goals • Increased emphasis on earned income • Need for active vs. passive model • Publishers don’t sell—libraries buy • Lack of resources for change • Insufficient staff & skills

  20. Conversion Issues • Innate conservatism • Immutability of current structure • Organizational & financial goals • Increased emphasis on earned income • Need for active vs. passive model • Publishers don’t sell—libraries buy • Lack of resources for change • Insufficient staff & skills

  21. Conversion Issues • Innate conservatism • Immutability of current structure • Organizational & financial goals • Increased emphasis on earned income • Need for active vs. passive model • Publishers don’t sell—libraries buy • Lack of resources for change • Insufficient staff & skills

  22. Conversion Issues • Innate conservatism • Immutability of current structure • Organizational & financial goals • Increased emphasis on earned income • Need for active vs. passive model • Publishers don’t sell—libraries buy • Lack of resources for change • Insufficient staff & skills

  23. Converting Journal Planning • Financial requirements & status • Breakeven, surplus—or subsidy • Current performance & over time • Change in cost structure

  24. Converting Journal Planning • Financial requirements & status • Breakeven, surplus—or subsidy • Current performance & over time • Change in cost structure

  25. Converting Journal Planning • Financial requirements & status • Breakeven, surplus—or subsidy • Current performance & over time • Change in cost structure

  26. Converting Journal Planning • Other model indicators & variables • Exchange program issues • Existing electronic version • Demand for print edition • Member subscription benefit • Self-published vs. contracted

  27. Converting Journal Planning • Other model indicators & variables • Exchange program issues • Existing electronic version • Demand for print edition • Member subscription benefit • Self-published vs. contracted

  28. Converting Journal Planning • Other model indicators & variables • Exchange program issues • Existing electronic version • Demand for print edition • Member subscription benefit • Self-published vs. contracted

  29. Converting Journal Planning • Other model indicators & variables • Exchange program issues • Existing electronic version • Demand for print edition • Member subscription benefit • Self-published vs. contracted

  30. Converting Journal Planning • Other model indicators & variables • Exchange program issues • Existing electronic version • Demand for print edition • Member subscription benefit • Self-published vs. contracted

  31. Self-generated income Input fees Publication charges or article processing fees Institutional memberships Digital off-print sales Affinity relationships Sponsorships Advertising Alternative distributors Convenience-format licenses or distributor format fee Related products & services Journal off-line media sales Differentiated offerings Electronic marketplace Contextual e-commerce Community marketplace Subsidies Internal subsidies Dues allocations Grants and contributions Foundation grants Institutional grants & subsidies Government grants Gifts & fundraising In-kind contributions Partnerships/Twinning Alternative Business Models

  32. Self-generated income Input fees Publication charges or article processing fees Institutional memberships Digital off-print sales Affinity relationships Sponsorships Advertising Alternative distributors Convenience-format licenses or distributor format fee Related products & services Journal off-line media sales Differentiated offerings Electronic marketplace Contextual e-commerce Community marketplace Subsidies Internal subsidies Dues allocations Grants and contributions Foundation grants Institutional grants & subsidies Government grants Gifts & fundraising In-kind contributions Partnerships/Twinning Alternative Business Models

  33. Business Model Caveats • Hybrid models often required • Discipline- and market-specific • Models depend on income hurdle • Partial inventory

  34. Input Fees Input Fees • Article publication fees— Author proxy pays to subsidize publication • Rationale—authors & institutions benefit • Discipline-specific—requires existing practice • Fee amount reflects cost basis • Examples: BioMed Central, PLoS

  35. Input Fees Input Fees • Discretionary Open Access— Fee secures Open Access—otherwise gated • Allows transition over time • Compliance increases as benefits demonstrated • Subscription price decreases with compliance • Positioned as offprint equivalent • Examples: ASLO, Company of Biologists, ESA, NAS, OUP, Springer

  36. Input Fees Input Fees • Institutional Memberships— Institution pre-pays publication fees for researchers • Examples: BioMed Central, PLoS, PNAS • Open Society Institute, Wellcome Trust, JISC, Max Planck, INSERM & CNRS

  37. Input Fees Affinity Relationships • Advertising— Extends broadcast media model • For journals providing channel to specialized audience • Impression & pay-for-performance • Seldom primary model • Examples: BMC has full ad program

  38. Input Fees Affinity Relationships • Sponsorship— Sponsor(s) subsidize Open Access in exchange for recognition • Sponsor benefits from halo effect • Combines marketing & strategic philanthropy • Greater potential than advertising • Less labor-intensive than advertising • Requires editorial guidelines • Examples: OUP’s ecam, J Clinical Investigation (Merck), Nature (selected articles), TRIZ Journal (Mitsubishi Research Institute)

  39. Input Fees Institutional Subsidies • Institutional Subsidies— Institution provides infrastructure support • Often entails in-kind contributions • Common model for new journals • May require re-making case for existing journals • Examples: Two-thirds of journals listed in DOAJ

  40. Input Fees Versioning • Fee-based Print Journal— Fee-based print with free online access • Archival print still attractive to some • Cumulative end-of-year print • Print edition may be differentiated • Adequate for low overhead journals • Examples: BMJ, J of Clinical Investigation, JMLR, Geometry & Topology, Science

  41. Input Fees Twinning • Society partnerships— Resource-rich societies share with other societies • Societies with sufficient resources would help support publishing programs of societies without adequate resources • Avoid dependency of one party on another • No surrender of editorial autonomy or control • Examples: Proposed that ICSU & UNESCO support the concept

  42. OSI Planning Guides New journals Converting journals http://soros.org/openaccess/resources.shtml OA Publishing Platforms Bioline International BioMed Central ICAAP (Athabasca) Igitur (Utrecht) Public Knowledge Project PubMed Central (NIH) Scholarly Publishing Office (University of Michigan) IR Software Platforms SPARC Planning Documents Sponsorship Guide Sample charter & bylaws Information on creating nonprofit organization SPARC “Create Change” http://www.arl.org/sparc/core/index.asp?page=h0 DOAJ Increases awareness of journal Article-level access Lots of examples http://www.doaj.org/ Resources

  43. For More Information SPARC Web Site— http://www.arl.org/sparc/

  44. Raym Crow Senior Consultant SPARC Consulting Group raym@arl.org +1.703.536.7447

More Related