ASA Documents

THE WORK OF SUBSCRIPTION AGENTS
A critical look at Publishers, Agents and Libraries

If the common aim is to get the right journal to the right reader as quickly as possible, what are the factors working against this?

a) In the publisher's office:

The problems are only compounded when they introduce a new computer system, which is badly designed and poorly implemented. Even now, extraordinary things still happen, like the company who had their new system designed by a software house who forgot to consult the manager of the subscription department!

It is not surprising to find in these circumstances a system which is accessed by a unique number rather than the name of the subscriber. It is not unknown for the unique numbers to contain up to twenty digits. The absence of a link between the payment and the subscription records, means that claims can only be satisfied if the agent or subscriber produces proof of payment in the form of a copy of a cancelled cheque.

Increasingly in the USA publishers are using so called fulfilment agencies. All too often this is a misnomer. Although keeping control of the editorial and production processes, the publisher appoints an agency to maintain the mailing list and distribute the journal. The more popular mass market magazine publishers have used this method for some years. Recently it has spread to the more academic and technical type of journal. This is regrettable. The publisher loses control of this vital part of the business. All the evidence seems to be that there is a degradation in the service and an increase in the number of claims and queries. Other problems can be caused by the appointment of a sole distributor, who does not hold stock and merely acts as a forwarding agent. The prices charged may also be inflated.

It is most important for new subscription rates to be fixed by the end of August in time for the Autumn renewal run. Very often the publishers' systems for dealing with incorrect payments are slow and cumbersome.

Librarians are particularly irritated by the following:

1. Only printing enough copies for the current mailing list, then being unable to satisfy claims and back date new subscriptions and late renewals.
2. Slowness in starting up a new subscription.
3. Producing extra volumes during the year for which additional payment is required. Varying the number of issues in a volume.
4. Automatically supplying expensive supplements or CD-ROM versions without first seeking confirmation that they are required.
5. Variable policy for issuing title page, contents list and index.
6. Unsympathetic, rigid cancellation policies. There are often genuine reasons for late cancellation, particularly in a time of sudden budget cuts.
7. Price increases greatly in excess of the average.
8. Unrealistic claims policy which does not take account of distance.
9. Accepting payment in advance, and then falling severely behind with the publishing schedule. Sometimes trying to catch up by publishing double numbers.
10. Failure to check mailing list for garbled addresses, and duplicate entries.
11. Sending first, second, third reminders to subscribers who order through agents.
12. Using cheap wrappers which tear, fall off and do not offer any protection from possible damage.
13. Making title changes at the whim of an editor, and being blissfully unaware of the extra work this causes serial cataloguers and subscription agents.

b) In the agent's office:

Just as publishers vary in size and sophistication, so do agents. Almost certainly the 80-20 rule applies, and most of a publisher's business will be with members of the Association of Subscription Agents, but most of the trouble will be with other small agents and libraries who deal direct.

In particular a bookshop without a proper subscription department is unlikely to be efficient. There will almost certainly be delays in payment, particularly if foreign currencies are involved. Too many orders will be referred back as "unable to trace, please let us know the address of the publisher". The work is, as everyone knows, very seasonal and if the agent still uses a manual system very substantial backlogs will be inevitable in the Autumn. Failure to keep accurate journal records will lead to incorrect payments and inability to record vital information correctly. If periodicals are only a sideline for the bookseller, it will almost certainly be a Cinderella department, run on a shoestring. At the other end of the scale, very large agents can neglect personal service and fail to communicate satisfactorily with their customers.

c) In the librarian's office:

Problems are caused by:

• Frequent change of agent
• Annual tendering/bidding. Subscriptions to periodicals are different from other goods. If the librarian is not in control, great problems can arise.
• Obtain multiple subscriptions from different sources.
• Paying an invoice direct, when the standing order is with an agent.
• Poor checking-in, leading to unnecessary claims. This job is not suitable for temporary, inexperienced staff.
• Poorly designed and implemented automated serial control systems.
• The status of the periodicals department varies from library to library, generally much of the routine work is done by inexperienced part-time, or very junior staff and the error rate is high.
• Mis-shelving.
• Late cancellations.
• Allowing the "query" pile to get out of hand.
• Failure to claim promptly.
• Failure to renew on time.
• Failure to monitor the periodicals regularly.
• Failure to notice title changes

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