James Dellinger

MECB1 - MSc in Electronic Commerce (Business)

MT530 Business Modelling & Process Innovation Option 1: Select a business that does not have, or has a limited eBusiness platform. Objective: Take a magazine from a publishing platform specific process, to a publishing platform neutral process. Goal: Assess current business operations and content creation processes within the publishing process. Use analysis tools (DMADV) and (DMAIC) respectively and to apply the lessons of this exercise and best practices of lean six sigma to craft a new publishing process that is platform neutral allowing magazine to reach new audiences via new digital channels.

Declaration

I the undersigned declare that the project material, which we now submit, is my own

work. Any assistance received by way of borrowing from the work of others has been

cited and acknowledged within the work. I make this declaration in the knowledge that a

breach of the rules pertaining to project submission may carry serious consequences.

I are aware that the project will not be accepted unless this form has been handed in along

with the project.

Due Date: 20th December 2011

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MT530 Business Modelling & Process Innovation Assignment #3 Lecturer: Dr. PJ Byrne

Student Name Student Number

James Dellinger

Signed:_________________________

Describe the Enterprise The business chosen for this project is a small Irish publisher of a modern living and

interiors magazine, Ur Dream Home. The small organization has very limited e-

commerce and e-business activities on urdreamhome.ie toward this end. It is a great time

to be in the publishing business, but not if your enterprise is tied to one mode of content

delivery.

Unfortunately, this one is platform specific (glossy magazine), but the challenge faced by

Ur Dream Home is not unique and is being faced by all publishing organizations adding

digital operations and attempting to become platform neutral. The staff count is relatively

small one editor, one advertising sales associate, three page designers, and five part time

contributing authors. One core assumption of this review is that Ur Dream Home is not in

a position to hire more full time staff and that any changes to the business to increase

efficiency and product quantity will need to be done via changes in the way work is

completed and some staff may be required to be trained to fulfill more roles and duties in

the organization and within their current job descriptions.

This is an understandable issue given the declining profit margins in the publishing

industry. Primarily, this change is due to the proliferation of content created with the

advent of amateur, semi-pro, and professional web only content sparked by first the blog

and then web 2.0 changes. Given that this content is on virtually every subject and

refreshed rate faster than the old daily, weekly, monthly, and bi-monthly, and quarterly

categories the magazine industry was comfortable with this is a real work problem.

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Ur Dream Home will not stay immune to the same market forces forever. The content

quality of this magazine is very high, premium in fact; however, the readership is

extremely limited by the availability and distribution of the physical glossy magazine.

This mode of delivery hampers growth or brand awareness about the product.

Our goal is to adapt this magazine to distribute its premium to the modern publishing era

and move from a publishing platform specific process, to a publishing platform neutral

process. This shift will require a review and likely changes to the organizations operating

processes.

Description of the process(es) being reviewed Option one was chosen for this assignment, because Ur Dream Home has a limited

eBusiness platform. Currently it’s website at urdreamhome.ie is a primarily signpost site.

Ur Dream Home is in need of a new digital approach that encompasses both, e-commerce

and e-business (Canadian Business Network, 2011). Why?

From the e-commerce perspective there is no wait to purchase a subscription to the

magazine online or the website. From an e-business perspective, in examining

urdreamhome.ie it is quickly quite clear there is currently no coherent strategy for digital

presentation of ‘UR Dream Home Magazine,’ content. Some content is available, but it

remains difficult to find the site or content via search engines, or when navigating the

website. Thirdly, the website is neither self-supporting with revenue or yielding seeable

marketing value, from either brand marketing or content marketing perspective. Basic

customer services via the website are missing.

The problems stem from the two sub-processes that make up the magazines publishing

process, business operations and secondly content creation and the positive synergies

working or failing. The two vital processes are interlocked and interlinked components of

the overall publishing process. In publishing you can’t sell advertising and subscriptions

against bad content and great content without advertising and subscriptions are just

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authors and writers without a paychecks. Some even argue to tear down this boundary

(Benkoil, 2011). In order to keep focus and boundaries these are the to defined sub-

processes that are in our scope of the publishing process.

There is a dance done everyday between those running both of these processes inside

every content publisher and journalistic endeavor across the planet in the form of

managing the page count. Sales and marketing needs to have an idea what content is

coming for the next volume/issue and content needs to know that their checks will not

bounce the next time the go to cash it and maintain their ethical credibility and trust with

readers. So despite mutual suppositions’ both processes must work together yielding a

mix in a publication of paid ads, content and unpaid house ads.

First we will examine, “business operations” including ad sales, subscriptions sales,

marketing, printing, and delivery. Second we will examine the “content cycle,” an article

from idea to writer, to editor, to page designer, to readership then using process

improvement tools to get our magazine with a new publishing process that is platform

neutral and cash flow positive. Lean / SixSigma analysis tools have been chosen to

evaluate the processes of this company as time management and maintain a low mistake

ratio are very important elements in publishing given the high levels of human capital

given in the ability to create a product. Despite critiques by (Davenport, 2008) Lean

SixSigma remained the strongest most relevant evaluation tool for this environment.

Use of (DMADV) for analysis of Business Operations

The process tool to be review business operations side within the framework of Ur Dream

Home’s business operations we will use is Define, Measure, Analyze, Design, Verify,

(DMADV) (isixsigma.com, 2010) to think deeply and analyze and brainstorm about Ur

Dream Home’s business operations from start to finish. The new products being sold and

new operations being managed require the use of DMADV and not another analysis tool

since the deliverables coming from the change are new and elements of the process are

new.

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• Define: the project goals and customer (internal and external) deliverables

(isixsigma.com, 2010)

Our goals for Ur Dream Home is to make the publishing process platform neutral (not

just selling advertisements and subscriptions to a glossy magazine) and create a new

monetization means via digital streams, for current and additional content products and

that are revenue positive and are engaging to new readers are engaged with the content.

• Measure and determine customer needs and specifications (isixsigma.com, 2010)

The production process capabilities will need to be altered, in order to make Ur Dream

Home platform neutral without hiring more staff. The risks are great and come from the

potential for employees possible backsliding into old habits, job tasks, and methods of

operation. Readerships desire a publisher to engage them where they are during their

changing busy reading schedules, online: at work early morning; before lunch; before the

rush to the door; and on the new devices they own, mobiles and tablets. However, this

must be cash flow positive. The business operations side the customers are its advertisers

as well as and current subscribers. How long does it take to complete the key tasks? If the

times were shorter would advertisers purchase more ads?

• Analyze the current business operations process and options needed for Ur Dream

Homes to meet customer needs (isixsigma.com, 2010)

Ad sales, subscriptions sales, marketing, printing, and delivery are core business

operation functions of the magazine. Ur Dream Home currently has one employee

covering many of these, which makes it difficult to do all of them well, but they do sell

advertisements and sell magazine subscriptions or current expenses could not be paid.

Marketing seems quite a bit weaker as it is not anyone persons core responsibility, nor

does a good marketing campaign pay next month’s rent and a company’s payroll. Finally,

we have printing and delivery in larger organizations this is called circulation, which are

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contracted out due to the magazines size. However, here is how the current operations

can be summed up in big yellow blocks.

Notice the intentionally disconnected feel above and no marketing. Even if the same

person is conducting the business operations, he/she is not meeting the changing

customers changing needs.

• Design (detailed) the process to meet the customer needs (isixsigma.com, 2010)

Technology can help this process along the way immensely.

Here are some of the areas where business operations can be improved by focusing on e-

business and e-commerces solutions to improve processes and complete tasks with more

self-service (Canadian Business Network, 2011).

- Cut transaction times

- Trade in digitized goods and services

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The virtuous circle is allowed to flow

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- Electronic banking and payment systems

- Commercial transactions conducted by Internet

- Customer service

- Compete globally with your website against businesses of all sizes without setting up

offices in other countries

If the business side of this operation is going to stay small many new features will need

rely on self-service e-commerce payment platforms for ordering and fulfilling

advertisements and subscriptions, paying for both, and the availability to read the content

on a digital platform or website based on the readers preference via subscription model of

the readers choice (paywall thresholded website and blog, iBooks, Android market,

Kindle market). We will get her by developing each delivery method with a contractor

based first on the monthly pdfs created for the magazine converted into paid apps an then

with the launch of a new website featuring a paywall and built in customer support

features for both readers and advertisers. The ability to scaleably deliver more

advertisements on new content channels without incurring the costs associated with

tradition printing is the value proposition to our new process model.

This will free up the business operations to be able to focus on brand and content

marketing and developing longer-term relationships with strategic advertisers and

partners and allow the virtuous circle to drive positive feedbacks into the business

operations (Gupta, 2011).

• Verify the design performance and ability to meet customer needs

(isixsigma.com, 2010) Reevaluate digital business operations in a year after launch in order to make sure scope

creep has not taken it beyond its intended e-business goals.

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Use of (DMAIC) for analysis of the Content Cycle

For the content cycle of the publishing process we will assess it with Define, Measure,

Analyze, Improve, Control (DMAIC) (isixsigma.com, 2010) as the content process is not

new or radically different than what is currently being done by the content creators and

editors. This is a useful tool to discover how the content cycle currently operates and

what constraints may present if improve strategies are undertaken.

• Define the project goals and customer (internal and external) deliverables

(isixsigma.com, 2010)

Our goals for Ur Dream Home is to make the publishing process platform neutral (not

just content produced for a glossy magazine) and create a new delivery means digital, for

current and new content products and that added revenue areas are engaged with these

additional products and new readers are engaged with and enjoy reading our content.

Externally, readership desires a publisher to engage them where they are during their

changing busy reading schedules, online: at work early morning; before lunch; before the

rush to the door; and on the new devices they own, mobiles and tablets. Internally, the

magazine risks are great and come from the potential for contributors and editors to

backsliding into old habits, job tasks, and methods of operation if their daily tasks are

changed.

• Measure the process to determine current performance (isixsigma.com, 2010)

Question must be asked about how articles make it through Ur Dream Home’s current

content cycle from start to finish and brainstorm a bit. Who is chosen to write the article?

When is it due? Who edit it? What is the turn around time from editor to layout? How

long does it take for the content to be laid out of on a specific by a page designer? Where

or when does this article get published in the magazine? Where is the article read and by

whom? These question all must be measured regularly and timed as the digital publishing

cycle requires much faster turnarounds than tradition magazine publishing and is more

lean by nature up front before it gets bogged down in new forms of, “techno-slows.” The

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point is to create a reasonable benchmark for times it takes to conduct elements of each

steps task.

• Analyze and determine the root cause(s) of the defects (isixsigma.com, 2010)

The root cause is the current content cycles one-way communication and task-oriented

structure. For example: An Editor assigns a story to a contributor. The contributors

researches and writes this new article. The editor edits the new article. A page designer

lays out the article on a page with art photos and advertisements. The magazine gets read

by it’s paying subscribers.

However, this leaves little room for the positive creative feedback loops of an open

publishing environment where communication goes in every direction and the needs as

desires of staff and readers are in better sync with more conversation. This lack of

conversation is the primary defect of this sub-process of this organizations publishing

process.

• Improve the process by eliminating defects (isixsigma.com, 2010)

The publishing process for Ur Dream Home must be improved; however, the changes are

not radically different from the old ways. The primary process difference is the greater

level of feedback and communication heading in the direction of story creation, so that

every member of the editorial group as well as readers are playing a role in finding the

most interesting stories for the next bi-monthly magazine and the new digital products.

The other changes that have been made add the steps layout for web and publish for

digital and to allow a new blog to be a place for quick interesting notes to be allowed to

return to step of assigned article if further details may be considered interesting additions

to a future magazine or online edition.

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This will open the content cycle up to become platform neutral and still be focused on the

highest level of product for the content. However, the volume of work each team member

on the content cycle will increase, but the stature and value propositions of the magazine

will increase. The basic ratio to understand here is much more lean in time per content

item, more content creation expectations per person per month, but at the same pay, until

the new digital channels are revenue positive. This will remain a huge point of strain

between the editorial and the business side until a new equilibrium is reached. However,

the authors will become more influential and known as the churn a higher volume of

work.

• Control future process performance (isixsigma.com, 2010)

The future is difficult to tell. However, the newer ways to consider future process

improvements will be based on the greater performance metrics available in the online

content production space. The future process will have much more data for performance

evaluation. However, the trick is to realize that quality is actually more important than

quantity. The new digital streams will allow Ur Digital Home to continue to (Canadian

Business Network, 2011).

- Cut transaction times

- Compete globally with your website against businesses of all sizes without setting up

offices in other countries

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New open editorial communication

structure with Platform Neutral Publishing

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This will occur via web-based content. These new delivery models will cut costs

associate with adding addition readers, raise revenue, and reduce transaction times and

allow Ur Dream Home to compete with modern interior and living magazines through

out the world in the English language not only Ireland and be Ireland’s voice on this

subject world wide.

The evaluating and improving the publishing process was the scope for analyzing Ur

Dream Home’s two sub-processes of “business operations” and its “content cycle.” The

magazine can use a digital business strategy that works within a flexible process

improvement framework like Lean / SixSigma. A Lean / SixSigma framework for

developing a platform neutral operation was the objective and grow its business with

growing its staff substantially. Training however would be key given that this is a human

capital-intensive enterprise.

Is Lean /SixSigma the next big thing for publishers? I am doubtful of this due to its more

rigid edges in-person implementation; however, its relentless focus on time management

and quality control are could be helpful. This would be especially so in the case of very

large publishers where the two sub-processes discussed above are much less cut and dry

as many smaller person-by-person efficiencies would need to be wrung out of both sub-

processes.

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