Commentary on various aspects of publishing and marketing, primarily focused on books, magazines, and social media.
I read (and listen to) a lot about what's happening in marketing and media these days, and while the desire for clicks and the illusion of engagement generates a lot of useless noise, there are still some good, actionable insights being put out there that can be easily missed. I share the good stuff on Twitter and LinkedIn when I find it, but "Marketing Memos" is a weekly selection of 3-5 of the most interesting and insightful articles and podcast episodes—curated after I've had a chance to process them and identify the best.
I read (and listen to) a lot about what's happening in marketing and media these days, and while the desire for clicks and the illusion of engagement generates a lot of useless noise, there are still some good, actionable insights being put out there that can be easily missed. I share the good stuff on Twitter and LinkedIn when I find it, but "Marketing Memos" is a weekly selection of 3-5 of the most interesting and insightful articles and podcast episodes—curated after I've had a chance to process them and identify the best.
In a letter sent to “Macmillan Authors, Macmillan Illustrators, and Agents“ on Thursday, July 25th, Macmillan CEO John Sargent announced new lending terms and pricing for library ebooks, claiming library lending was “cannibalizing sales“ and impacting royalties as revenue from library sales are “a small fraction of the revenue we share with you on a retail read.” While the embargo is disappointing news for libraries, authors, and, most importantly, readers—it reinforces the need for a cross-industry initiative to identify ways publishers and libraries can continue to support their intrinsically related missions while delivering mutually beneficial outcomes.
With few exceptions, publishers don't really know what drives most book sales, so the industry's focus on chasing bestsellers and trends lends itself to an unscientific combination of last-click attribution, confirmation bias, and way too often, scapegoats. Publishers have relied on booksellers and libraries to connect with readers for decades, but—despite the continued decline of physical bookstores, the intersectional challenge of "book deserts," and a lack of consistent and verifiable data on ebook sales—libraries seem to have become an easy scapegoat. Again.
In 2019, I remain astounded (but not totally surprised) by how many authors' platforms lack the basics—if they have one at all—but far more egregiously, too many publishers are way behind the curve with their own platforms, doing a disservice to the authors they've committed to support and help succeed. If you're querying a publisher—big or small, traditional or hybrid—you (or your agent) should be able to satisfactorily address these three planks of their own platform before they inquire about yours. Each one is potentially more important than the size of your advance, and definitely more important than the size of your own Twitter following or email list.
There are three types of people who survive in media: hard workers, sycophants, and the serial failures they both work for who somehow manage to continually find employment despite a reasonably public record of the wreckage they've left behind. Too harsh? Maybe, a bit—some sycophants are arguably hard workers too, and serial failure might not be as easy as the eternally mediocre make it look—but after my own 25+ years surviving in media (and currently in the final throes of a demoralizing corporate bankruptcy), I'm feeling a little cynical.
To be honest, my experience with consultants over the years has been mostly negative. Overpriced pundits promising more than they've ever actually delivered for anyone, who often knew less than the staff they were brought in to advise, offering templated solutions to complex problems, inevitably leaving behind incomplete work and unsatisfied clients. But I've also worked with a few amazing ones who not only delivered effective, customized solutions, they also left the staff they engaged with smarter and better equipped to implement and iterate on those solutions without them.
