Meet the Publishers

Even children who don’t read are addicted to this series of books about a mouse. Why?

The originals are in Italian. Young readers can’t have enough of the English translations.

The Geronimo Stilton series is an incredible phenomenon in children’s publishing in India. In the five years since this series – starring the eponymous mouse who is a bestselling writer and the editor of The Rodent News – was launched here by Scholastic India, one million copies have been sold already. The immense popularity of the books – which have been translated from Italian into English – has actually transcended the realm of regular book fairs and book stores, with the pull coming from even stationary and toy stores.

“Geronimo Stilton as a series is rich with everything that children love in their books. They are replete with humour, they have nail-biting adventures featuring action set pieces in an age-appropriate and non-violent way. There was (and still is) nothing like this in the Indian children’s books category,” Neeraj Jain, managing director at Scholastic India, told Scroll.in. The marketing campaign has been unique, he added.

“We waited for a while for the series to develop some word-of-mouth publicity,” Jain said. “Once the buzz grew, we went ahead with an on-air campaign on radio. There have been sustained visibility exercises through displays, character visits and special collaterals across schools that we reach out with to book fairs and book clubs. We carried out The Great Geronimo Tour of India in 2016 where there were character visits and activities at Tier II cities across India. The tour was also amplified on radio and social media.”

Children, many of them not big readers in general, have been lapping up these books and waiting eagerly for the next instalment. According to some retailers, schools are actually beginning to issue directives to book exhibitors not to sell Geronimo Stilton books as children are hooked and refuse to read anything else!

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In this talk delivered in 2012, Elizabetta Dami, creator of Geronimo Stilton, said that the idea to create these stories came from her storytelling sessions with patients in a children’s hospital ward. She was clear that while the stories had to grip the child’s imagination, they also had to work at multiple levels like inculcating values and giving the young readers hope. Her own publishing house began to create these stories, after which she joined hands with seasoned publisher Pietro Marietti.

In September 2006, Marietti established Atlantyca Entertainment to forge new business opportunities for the company’s library of entertainment book properties. Since then, as chairman of the firm, Marietti has published over 100 titles in the Geronimo Stilton series. It has generated business worth more than $1 billion.

This growth is also attributed to strategic licence sales, such as bi-monthly comic book magazines, toys, stationery products, as well as a Broadway show called Geronimo Stilton: Mouse in Space presented by Orlando Repertory Theatre (January 2017). Amazon Prime has also committed to two seasons (52 episodes) of an Italian-American-French animated series.

Claudia Mazzucco, CEO of Atlantyca SpA., talked to Scroll.in about the series, its origins, and what it takes to keep up the momentum of its phenomenal popularity over generations. Excerpts from the interview:

How did Geronimo Stilton come about? There is no guarantee that an anthropomorphised mouse will be a hit with kids.
The Geronimo Stilton editorial series was initially published in eight titles by the Italian publishing house Dami Editore. Then Elisabetta Dami joined the publishing company Edizioni Piemme as a shareholder and, jointly with the owner Pietro Marietti, they developed the Geronimo Stilton project both on the editorial and the marketing side.

Why did you choose to create the text for children in this manner – multicoloured and diverse fonts?
The “graphisms” in the actual format aim to add an emotional meaning in a funny and witty way to the literal meaning of the word. This helps children to catch the meaning in a blink with the valuable result, among other, to encourage even reluctant readers to read.

Are these texts based on some technical knowledge about creating reading material for younger children? Somewhat similar to Ladybird’s Read It Yourself, Harper Collins’s I Can Read and Dr Seuss books? I ask since these books are poised beautifully in that space between picture books and chapter books but with some characteristics of game books such as those created by Livingstone (1970s). The Geronimo Stilton series definitely helps a child read easily.
This result was achieved little by little at the very beginning of the development of the editorial series in Edizioni Piemme, thanks to the editorial team, the leadership of Mrs Dami and Mr Marietti, and the enthusiastic feedback of young readers.

The rapidity with which these titles are released every month matches the pace of a magazine subscription, but it is actually a book. How does your publishing firm manage it?
The editorial team is a very well-trained engine and they rely upon a big community of illustrators and graphics that have been collaborating for years.

Are some of the titles created specifically for some countries and not for the rest of the world, such as Bollywood Burglary?
The titles are created for a worldwide market. Some themes are suggested by foreign publishers but the books are developed in order to be licensed and distributed all over the world.

What is the turnaround time of a story from conception to publishing?
About five months.

The themes of the stories selected are very modern and at times, topical. How does this come about? Apart from an editorial team does the firm also rely on the feedback from young readers? Are there any special moments or letters that have been memorable?
All over the world, children’s publishers have to be open to changes because their consumers are children – the more flexible, demanding, unpredictable community of the publishing market. The editorial team is even more careful because of the strong ethical commitment of this particular intellectual property. Moreover, a website for children and the related community gives immediate feedback with their comments to books and the marketing initiative.

In contemporary fiction for children, three characters come immediately to mind who have had such huge success – Gruffalo, Peppa Pig and Geronimo Stilton. Do you have any thoughts or insights on why this may have happened? Why now? Of these three only Geronimo is in translation.
We have to make a distinction between properties based on an animated series or movie and those which are based on an editorial series. The first ones derive their popularity from the large-scale awareness that broadcasters can grant. The latter have a different, slower and more resilient evolution. A book-based character and the related brand, once they have reached a level of popularity, can last for years, and can influence generations. In Italy, the first readers of Geronimo Stilton, girls and boys who were eight years old in 2000 when the series was first published, are now grown up. They are parents now and their children are Geronimo Stilton readers.

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What hospitals can do to drive entrepreneurship and enhance patient experience

Hospitals can perform better by partnering with entrepreneurs and encouraging a culture of intrapreneurship focused on customer centricity.

At the Emory University Hospital in Atlanta, visitors don’t have to worry about navigating their way across the complex hospital premises. All they need to do is download wayfinding tools from the installed digital signage onto their smartphone and get step by step directions. Other hospitals have digital signage in surgical waiting rooms that share surgery updates with the anxious families waiting outside, or offer general information to visitors in waiting rooms. Many others use digital registration tools to reduce check-in time or have Smart TVs in patient rooms that serve educational and anxiety alleviating content.

Most of these tech enabled solutions have emerged as hospitals look for better ways to enhance patient experience – one of the top criteria in evaluating hospital performance. Patient experience accounts for 25% of a hospital’s Value-Based Purchasing (VBP) score as per the US government’s Centres for Medicare and Mediaid Services (CMS) programme. As a Mckinsey report says, hospitals need to break down a patient’s journey into various aspects, clinical and non-clinical, and seek ways of improving every touch point in the journey. As hospitals also need to focus on delivering quality healthcare, they are increasingly collaborating with entrepreneurs who offer such patient centric solutions or encouraging innovative intrapreneurship within the organization.

At the Hospital Leadership Summit hosted by Abbott, some of the speakers from diverse industry backgrounds brought up the role of entrepreneurship in order to deliver on patient experience.

Getting the best from collaborations

Speakers such as Dr Naresh Trehan, Chairman and Managing Director - Medanta Hospitals, and Meena Ganesh, CEO and MD - Portea Medical, who spoke at the panel discussion on “Are we fit for the world of new consumers?”, highlighted the importance of collaborating with entrepreneurs to fill the gaps in the patient experience eco system. As Dr Trehan says, “As healthcare service providers we are too steeped in our own work. So even though we may realize there are gaps in customer experience delivery, we don’t want to get distracted from our core job, which is healthcare delivery. We would rather leave the job of filling those gaps to an outsider who can do it well.”

Meena Ganesh shares a similar view when she says that entrepreneurs offer an outsider’s fresh perspective on the existing gaps in healthcare. They are therefore better equipped to offer disruptive technology solutions that put the customer right at the center. Her own venture, Portea Medical, was born out of a need in the hitherto unaddressed area of patient experience – quality home care.

There are enough examples of hospitals that have gained significantly by partnering with or investing in such ventures. For example, the Children’s Medical Centre in Dallas actively invests in tech startups to offer better care to its patients. One such startup produces sensors smaller than a grain of sand, that can be embedded in pills to alert caregivers if a medication has been taken or not. Another app delivers care givers at customers’ door step for check-ups. Providence St Joseph’s Health, that has medical centres across the U.S., has invested in a range of startups that address different patient needs – from patient feedback and wearable monitoring devices to remote video interpretation and surgical blood loss monitoring. UNC Hospital in North Carolina uses a change management platform developed by a startup in order to improve patient experience at its Emergency and Dermatology departments. The platform essentially comes with a friendly and non-intrusive way to gather patient feedback.

When intrapreneurship can lead to patient centric innovation

Hospitals can also encourage a culture of intrapreneurship within the organization. According to Meena Ganesh, this would mean building a ‘listening organization’ because as she says, listening and being open to new ideas leads to innovation. Santosh Desai, MD& CEO - Future Brands Ltd, who was also part of the panel discussion, feels that most innovations are a result of looking at “large cultural shifts, outside the frame of narrow business”. So hospitals will need to encourage enterprising professionals in the organization to observe behavior trends as part of the ideation process. Also, as Dr Ram Narain, Executive Director, Kokilaben Dhirubhai Ambani Hospital, points out, they will need to tell the employees who have the potential to drive innovative initiatives, “Do not fail, but if you fail, we still back you.” Innovative companies such as Google actively follow this practice, allowing employees to pick projects they are passionate about and work on them to deliver fresh solutions.

Realizing the need to encourage new ideas among employees to enhance patient experience, many healthcare enterprises are instituting innovative strategies. Henry Ford System, for example, began a system of rewarding great employee ideas. One internal contest was around clinical applications for wearable technology. The incentive was particularly attractive – a cash prize of $ 10,000 to the winners. Not surprisingly, the employees came up with some very innovative ideas that included: a system to record mobility of acute care patients through wearable trackers, health reminder system for elderly patients and mobile game interface with activity trackers to encourage children towards exercising. The employees admitted later that the exercise was so interesting that they would have participated in it even without a cash prize incentive.

Another example is Penn Medicine in Philadelphia which launched an ‘innovation tournament’ across the organization as part of its efforts to improve patient care. Participants worked with professors from Wharton Business School to prepare for the ideas challenge. More than 1,750 ideas were submitted by 1,400 participants, out of which 10 were selected. The focus was on getting ideas around the front end and some of the submitted ideas included:

  • Check-out management: Exclusive waiting rooms with TV, Internet and other facilities for patients waiting to be discharged so as to reduce space congestion and make their waiting time more comfortable.
  • Space for emotional privacy: An exclusive and friendly space for individuals and families to mourn the loss of dear ones in private.
  • Online patient organizer: A web based app that helps first time patients prepare better for their appointment by providing check lists for documents, medicines, etc to be carried and giving information regarding the hospital navigation, the consulting doctor etc.
  • Help for non-English speakers: Iconography cards to help non-English speaking patients express themselves and seek help in case of emergencies or other situations.

As Arlen Meyers, MD, President and CEO of the Society of Physician Entrepreneurs, says in a report, although many good ideas come from the front line, physicians must also be encouraged to think innovatively about patient experience. An academic study also builds a strong case to encourage intrapreneurship among nurses. Given they comprise a large part of the front-line staff for healthcare delivery, nurses should also be given the freedom to create and design innovative systems for improving patient experience.

According to a Harvard Business Review article quoted in a university study, employees who have the potential to be intrapreneurs, show some marked characteristics. These include a sense of ownership, perseverance, emotional intelligence and the ability to look at the big picture along with the desire, and ideas, to improve it. But trust and support of the management is essential to bringing out and taking the ideas forward.

Creating an environment conducive to innovation is the first step to bringing about innovation-driven outcomes. These were just some of the insights on healthcare management gleaned from the Hospital Leadership Summit hosted by Abbott. In over 150 countries, Abbott, which is among the top 100 global innovator companies, is working with hospitals and healthcare professionals to improve the quality of health services.

To read more content on best practices for hospital leaders, visit Abbott’s Bringing Health to Life portal here.

This article was produced on behalf of Abbott by the Scroll.in marketing team and not by the Scroll.in editorial staff.