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The Myth of Self-Publishing

In today’s brave new world of book publishing, the news is full of stories about writers who jumped from anonymity to the bestseller lists via clever blog posts, assiduous social media networking, and the support of a celebrity tweet or two. We’re encouraged to believe that having a publisher is now optional for reaching broad popular attention. That any self respecting writer with a clear voice and a fresh idea can do it all herself, if she so chooses.

Some proponents of self-publishing (J.A. Konrath, Barry Eisler, John Locke et al) go even further — they think having a traditional publisher is not merely optional but foolish. Why should a gifted writer share the proceeds of her success with an intermediary if she can attract a flood of readers without one?

This line of reasoning makes no sense to me. Yes, self-publishing and ebook-only publishing are enticing new avenues for aspiring writers. But self-publishing is not an easy road. As a recent New York Times article attests, “there are often hidden fees.” It’s expensive to self-publish. Incredibly time consuming. And the results can be meager. The author who was the focus of the Times article had sold 700 copies of her novel after months of hard work.

Despite the hype, the fundamental rules of publishing have not really changed very much. Now, as before, the greatest challenge facing a new writer is to find readers, not to finish and print a book. If anything, self-publishing has made the shelves, both virtual and physical, even more crowded. The obstacles to being noticed are even more forbidding, not less. In a world where anyone can upload a Word doc and call it a book, it’s more valuable than ever to have experts curate the works that are really worthy of a reader’s attention.

But even more important, good publishers add immeasurable value precisely because they have hard-won experience in all those aspects of the process that writers are not experts in. These arts — editing, positioning, packaging, and marketing — are as essential as they ever were. Freelance editors, publicists, and other service providers are available to provide such services, but few writers know how to choose and manage those hired guns. Even fewer possess the mix of discipline, public credibility, and book marketing savvy it takes to devise their own titles, cover art and marketing plans.

And let’s not forget that the explosive rise of e-books and online retail hasn’t eliminated the crucial impact of distribution and merchandising of printed books in stores — an area in which traditional publishers have an overwhelming advantage.

Some gurus of self-publishing suggest that trying to start word-of-mouth by focusing on friends and acquaintances is a new tactic. Actually, writers have done that from time immemorial. The difference is that now we call a writer’s core audience his “platform” or “tribe” and the Web makes it easier than ever to build one. Which is great news for every author, from the famous to the unknown. But surely the vast majority of promising writers who aspire to reach the wider world are better off with the help, nurturance, advice and financial backing of a prominent publisher. Writers who fall for the myth of self-publishing are likely to end up relegated to the periphery of the book world.

My advice to aspiring writers is to pursue the traditional path of agents and publishers to the best of your ability. If you fail to get traction that way, you can certainly try self-publishing as a way to attract attention and build your platform. But a good mainstream publisher is still the best way to reach the biggest possible audience via professional editing and marketing support — and to get paid an advance for your work, which the self-publishing gurus tend to conveniently ignore or disparage.

Of course there are rare exceptions — like self-publishing superstar Amanda Hocking — and those anecdotal triumphs draw a ton of media attention. But someone always wins the lottery too. Why take that risk and sell yourself short if you don’t have to? Besides, Hocking herself has now signed with a traditional publisher for her future novels, as the best way to build on her early success.

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I LOVE YOU MORE THAN MY DOG One of Inc.’s Best Books of 2009

We are particularly excited to find one of our best books of 2009 selected for Inc. magazine’s year-end round up. 

I Love You More Than My Dog: Five Decisions That Drive Extreme Customer Loyalty in Good Times and Bad, by Jeanne Bliss, is one of the most original statements ever written on the subject of customer satisfaction.  It’s especially gratifying that the book was selected by a panel consisting of two great retailers—Jack Covert, founder of 800 CEO READ and Tony Hsieh, founder of Zappos.  Bravo, Jeanne, and thanks, Jack and Tony!

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Galassi on e-books

kindle Thank God for Jon Galassi! In his recent Times op-ed piece, one of America’s most distinguished publishers has said—clearly and persuasively—what many book professionals have been saying privately since the first iteration of the first e-book, decades ago.

The business of publishing is not about the loaning of money or the distribution of books to bookstores, although publishers  have historically been required to excel at these two tasks.  Our core responsibility is of selection and facilitation:  to choose which books to publish and to facilitate the connection between readers and writers—to assist our authors in the articulation of a message, and then to assist in the packaging of that message in order to reach the largest possible number of readers.  Without our help, the message is much more likely to be lost.

As Mr. Galassi says, more eloquently than I could, “An e-book distributor is not a publisher, but rather a purveyor of work that has already been created. In this way, e-books are no different from large-print or paperback or audio versions. They are simply the latest link in an unbroken editorial chain, the newest format for one of man’s greatest inventions: the constantly evolving, imperishable book—given its definitive form by a publisher.”

This op-ed piece is a welcome antidote to some very fuzzy logic. It explains why book publishing has never been more alive and well as we march into the digital unknown.

New York Times: There’s More to Publishing Than Meets the Screen

(Photo courtesy of jonathansin.)

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What to do when reviewers disagree?

cover of CURSE OF THE MOGULWe’ve been bracing ourselves for controversy to break out with the publication of The Curse of the Mogul: What’s Wrong with the World’s Leading Media Companies, in which an investment banker and a business school professor provide a searching and authoritative deconstruction of how and why media companies tend to underperform the market.

While the book is populated with the marquee names of the media business, it’s a serious work of analysis, and eschews gossip for its own sake. So we were hardly surprised when the Publishers Weekly review of the book found fault with “a complete lack of human interest detail” in the book. As an antidote, Booklist applauded the books “thoughtful analysis” and recommended it as “required reading for business students.”

For those of us who work in the media business, and have been wondering what’s wrong with our industry, this book offers a very helpful and thoughtful answer. But truthfully, the book is more enlightening about bad management, and how to fix it, than about bad behavior.

The Curse of the Mogul: What’s Wrong with the World’s Leading Media Companies by Jonathan A. Knee, Bruce C. Greenwald, and Ava Seave

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Competitiveness

As a business publisher, I’m usually busy celebrating the factors that enhance America’s competitiveness on the world stage, and the evidence that our ability to compete is second to none.  So this week hasn’t been a very good one for me.  First, I read about the rather bleak conclusion of the Cash for Clunkers program [New York Times, August 27, 2009] that has spurred hundreds of thousands of desperately needed sales for US auto dealers this summer.  The sales have been great for the dealers, but not really for our beleaguered auto makers.  Quite the opposite.  Who was the winner of the competition?

Japan’s largest automakers — Toyota, Honda and Nissan — sold 41 percent of the new vehicles in the program, compared with the 34 percent combined share they had through July of this year. The Toyota Corolla was the top seller, followed by the Honda Civic, Toyota Camry, Ford Focus and Hyundai Elantra.

And where did the clunkers come from?

…Not a single model from G.M. or Chrysler made the top 10 list, although G.M. came in second in overall clunker sales.

Grim tidings. But there’s hope! I was almost immediately buoyed up by an inspiring New Yorkerarticle by Tad Friend about Tesla Motors, the innovative electric car start-up in Silicon Valley, which seems to be reinventing the auto business from the ground up. Maybe they can turn around the trend? Not so fast, says GM’s Robert Lutz, one of the nation’s most innovative auto execs:

Everyone who tried to reinvent this business believes that auto companies are populated by dummies who don’t understand Moore’s Law. But, unlike a silicon chip, the modern automobile has to be a certain size, and carry a certain number of people, at a certain speed. Over thirty five hundred parts sourced from around the world have to come together at the right place and the right time to produce sixty to seventy of these things an hour. These things are called cars. And to make them you need a large engineering staff, a workforce that demands retirement benefits, a tax staff, a fleet of accountants, and an unbelievable amount of reliability testing that Tesla can’t afford to do right now–and we can’t afford not to do. Inevitably, Tesla will discover that the only way to succeed on the scale we have is to be exactly like us.” [emphasis added]

So there’s no chance for innovation in the auto business. Only by imitating the big three can a U.S. auto company hope to survive. My mind reeling in denial, I turned to the most disturbing article of all, this one also in The New Yorker. Once again, the theme is competitiveness. The only way to stay competitive in the global market is through education. American students, relative to those in the other developing nations, are falling through the cracks. Our public schools are a mess, especially in the big cities. Yet, according to Dan Weisberg of the New Teacher Project,  it’s becoming pretty clear how to solve the problem:

A study of the Los Angeles public schools published in 2006 by the Brookings Institution concluded that “having a top-quartile teacher rather than a bottom-quartile teacher four years in a row would be enough to close the black-white test score gap.”

Good news. That should be a simple problem to fix. Then I read on:

But, in New York and elsewhere, holding teachers accountable for how well they teach has provided to be a frontier that cannot be crossed. [Stephen Brill, The New Yorker, August 31]

What’s needed is action, courage, and out-of-the-box thinking. Relieved, I returned to my work.

The New York Times: Toyota Tops List of Cash-for-Clunkers Winners

The New Yorker: The Rubber Room–The battle over New York City’s worst teachers

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A Return to Newspaper Paywalls?

What to make of Rupert Murdoch’s latest change of heart?

I was relieved to read David Carr’s article in the New York Times about Rupert Murdoch’s reversal on free web content. Mr. Carr wonders if Murdoch has the heart to lead yet another media revolution.

In reality, Murdoch probably can’t afford not to, and neither can any of us. Whether you’re a fan of Chris Anderson’s Free or not, there’s no question that a major news organization—or any source of truly original, high-quality content—must fund the activities of living, breathing journalists.

Free content equals compromised journalism. Let’s breathe a sigh that Murdoch has seen the light. Now, if only he can find a way to make it work!

New York Times: For Murdoch, It’s Try, Try Again

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