he role of the publisher is changing relentlessly in the face of ever- changing technology. However, while our readers still wish to consume our
content, through whichever touch-point is in vogue or suits their lifestyle, the one constant in the role of the publisher is the responsibility to publish the best content possible today and in the future. Future-proofing our publishing
organisations requires commercial acumen as some revenue streams become commoditised and our cost base increases. In the mire of numbers, it can be too easy for the publisher to lose sight of the wood for the trees, focusing on the P/L to the detriment of the health and wealth of the brands they manage. The responsibility of the publisher must, therefore, be to raise their head above the parapet and focus on managing a series of quality acts, while delivering the requisite results and numbers.
The four faces of the publisher At its most glamorous, the publisher is the
What does it take to be a publisher today? Arnaud de Puyfontaine, who conducts a module on this complex role at the FIPP MBMC programme, examines a very special job description.
visionary of the brand or portfolio of brands in their custody. The visionary will create a fabulous future for their portfolio, being rewarded both through commercial success and fame for their brands. While you may not spend as much of your time doing this as perhaps you would like, it is a very important part of the role. What of the vision once it is defined? In
practical terms, a publisher will likely have people management responsibility of varying degrees, with a team to lead. No man, or for that matter woman, is an island and even the clearest of visions cannot be implemented by one individual. Every publisher needs to be a leader, a skill they must hone from the early days of their career. In the 21st
century of multi-platform
publishing, the publisher must also be a change agent. Precious few brands, if any, now exist only in magazine format. Even those whose multimedia presence is embryonic will have touch-points online, within social networks or newsfeeds for smartphones. However, in consumer terms,
“Future-proofing our publishing organisations requires commercial acumen as some revenue streams become commodotised and our cost base increases...”
these things have been around less than 20 years. The vast majority of the companies we work for as publishers have been around significantly longer. For every hour spent in the alluring
environs of vision and strategy setting, many more are spent as a referee. The main difference between a magazine and a book at its basest is the presence of advertising. Hence in the publisher’s team sit editorial and advertising teams with fierce opinions and ideas. In the new multi-platform world, that team may also comprise eCommerce merchandisers, web editors, brand licensing managers, tablet experts, again with many, many ideas. Who is right? Who is more important? When do you need to agree to disagree and move on?
The visionary The visionary makes choices, dares to be different and sets challenging top-line goals for the teams to follow. When looking at the role of the publisher on the MBMC course, devising strategy is looked at in more detail in a later module. However, at its core the visionary distinguishes him or herself with confident goal-setting while establishing and conforming to durable, long-term brand values. The visionary uses Big Hairy Audacious Goals, a term coined by Collins and Porras in