Goodheart-Willcox raises standards with IBS publishing softwareCustomer Story When changes to the ISBN numbering system were introduced at the start of 2007, publishers needed to have systems in place to fully exploit the benefits the new system would bring. For the Goodheart-Willcox Company, the implementation of IBS Bookmaster meant the transition was handled smoothly and efficiently. Goodheart-Willcox adopted IBS Bookmaster, a publishing ERP system, to address the unique challenges that publishers face. “G-W saw IBS Bookmaster as a solution that would position our company to grow in the future,” says Shannon DeProfio, vice-president of publishing. First up was that ISBN challenge. At the start of 2007, the International Standard Book Numbers used by commercial publishers to identify their books went to 13 digits from 10. G-W went live with the IBS publishing ERP software a month earlier in what company officials are still praising as an extremely smooth transition. Without an investment in IBS Bookmaster, the company could have just modified its former software to move to ISBN-13, according to DeProfio. But that solution would have been limited. “While this was a viable solution, the benefits of moving to a vertically integrated publishing software far outweighed the results we would have gotten from modifying the current solution.” The IBS publishing software allowed G-W to “speak” in both ISBN number systems, DeProfio says. “The transition to ISBN-13 with IBS Bookmaster went very smoothly. More importantly, it gave G-W the ability to communicate with our customers in both ISBN-10 and ISBN-13 as the industry underwent the transition.” For some customers, that transition took months. The IBS Bookmaster software meant no one at G-W was bogged down in manual processes to serve them. It also means G-W can quickly adapt to future industry-wide changes if another ISBN-13 type of change happens, DeProfio says. Tangible benefitsThe IBS publishing software, of course, has more far-reaching applications at G-W going forward. Its flexibility was a big selling point for the publisher, DeProfio says. Some of those benefits have already been realized, including increased efficiency of returns, leading to increased customer satisfaction because credits are processed so quickly. Other benefits are coming in the near future. “The software gives us better analytical tools to drive our business,” DeProfio says. “The royalty module allows us the flexibility to package and sell our content in new ways as we continue to address market-driven changes. The book production module, which we are currently implementing (early in 2008), will help us estimate, budget, forecast and make better strategic decisions by product line.” G-W officials remain impressed with how smooth the transition has been in the first year, right from the first day. “On day one of our go-live,” says DeProfio, “G-W shipped 108 packages. On day two, we shipped 435.” A compatible teamThe IBS team meshed well with the G-W staff, the vice-president says. “We were pleased with the quality of the team that worked on our implementation. I do think it makes a difference when they walk in the door already understanding publishing and returns and ISBNs. We did not have to spend a lot of time explaining our industry. Of course, we have our own unique challenges, but they were able to hit the ground running, more so than perhaps other companies would have been able to.” The implementation was a team effort at Goodheart-Willcox, which is 30 percent employee-owned. “IBS worked directly with a number of employees throughout the company during the implementation,” DeProfio says. “The IBS consultants fit in well with the culture of our organization.” “The other impressive thing was that the implementation process was so smooth. They set targets for us and helped us to meet certain dates. We were very pleased. “You hear horror stories of what people go through in switching over to new software solutions. But our transition went relatively smoothly.” | 
