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Marketing Choreography (Part Two of a Four-Part Series)

Posted by Brian Jud on September 24, 2014 at 11:30 AM Comments comments (0)

Creating your marketing strategy defines what you will do (as described in my recent blog “Marketing Strategy Rules”). The next step is to decide how you will do it, organizing your actions in a way to fulfill your strategies. That is the process of planning.


Do not think of the word plan as a noun – a weighty document valued by page count. Instead, think of it as a verb, a functional, dynamic series of actions that keep you moving ahead. It could simply be a checklist of actions you can implement to fulfill your strategies and reach your objectives.


Still, some publishers eschew planning for a variety of reasons. Here are the three questions I am most frequently asked about planning.


Why should I plan?

There are many benefits to planning, if you think of it as a process, regularly adjusting your checklist to exploit opportunities as they arise. Here are a few reasons to consider.


1. You maximize your efficiency and effectiveness as you implement your planned actions. Your checklist gives you an answer to the question, “What is the best use of my time right now?”

2. At the end of the day you can look back at all the tasks crossed off your “To-Do” list and experience a feeling of accomplishment. When tomorrow comes, each day will be gone forever, leaving in its place whatever you have traded for it.

3. As you implement your actions other ideas come to mind. This may help you complete a task in a way different from which you originally intended.

4. It makes budgeting more precise as you get a good feel for the cost of each action.

5. It helps you make the best use of your resources of time, money and attitude as you utilize each more effectively.

6. It forces you to consider the interaction among your prospects, products, place, pricing and promotion.


What form should a plan take?


What is the best form for your plan? It is that which makes it easy for you to use. It could simply be a brief description (reminder) of your four strategies with your action checklist following each. At the beginning of each month, make lists of things you will do during each of the forthcoming weeks. Then each week create an easy-to-use list of things to do.


Why plan if I don’t know what is going to happen in the future?

That is probably the best reason to create your action list. As you perform your tasks you come up with innovative ways to implement each, based on your evolving circumstances. You cannot accurately predict every nuance of change, but you can be prepared to better deal with whatever happens.


Do not be deterred by the fog of the future. As your plan for the near term, options become clearer. Your forecast of revenue and expenses for the upcoming year could be detailed monthly. Your plan for the next two-to-three years could list quarterly predictions. Then each year your current planning becomes easier as you fine-tune your existing action plans based upon your relative progress and business environment.


The marketing-planning process is similar to using a kaleidoscope. There are a finite number of pieces, but you can create an infinite number of combinations simply by rearranging them. Manipulate the data you have until you feel comfortable with a given plan and then take action. As you proceed, new information will be added to the mix and you will need to re-evaluate your direction and progress. But each turn will bring you closer to your ultimate, long-term objectives.


Discover strategic ways to plan for new opportunities at the APSS Book-Selling University sponsored by Bowker; Philadelphia, Oct 24-25 (




Brian Jud is the Executive Director of the Association of Publishers for Special Sales (APSS –– formerly SPAN). Contact Brian at or



Marketing Strategy Rules (Part One of a Four-Part Series)

Posted by Brian Jud on September 17, 2014 at 11:30 AM Comments comments (0)

Did you ever think about taking a long trip? If so, you probably thought about how you would get to your destination, perhaps traveling by car, plane, train or bus. Then you planned where to stay each night, what to pack and how much it would all cost. Finally you made a checklist so you didn’t forget to do anything and spend your money wisely.


That is the same process used to plan your book-marketing activities. First you think about what you are going to do, analyzing alternatives. Once you choose those that will maximize results, you write a plan as a reminder to perform each action in the proper sequence, at the right time and within your budget.


This process begins with creating all the possible ways you might fulfill your mission, evaluating each and then choosing the best combination that will optimize your sales, revenue and profits. That in a nutshell is your marketing strategy. It lays the foundation for your trip, and if done properly the rest of your journey is more enjoyable and profitable.


Here are a few rules for creating solid marketing strategy.


1. Generate quantity vs. quality of ideas initially. Develop many possible ways in which you could sell your content to your target readers and buyers. Consider the possible forms of your product (a printed book, ebook, app, booklet or audio book). How might you distribute it (through bookstores, discount stores, online or vending machines, or to corporations, schools and libraries)? Will you penetrate your markets with a low price, skim for profits with a high price or choose a different pricing strategy for each segment? What will you do to promote your content online and offline? Think only possibilities at this point, without wondering how you will do it. Then choose the combination of actions that is most likely to increase your revenue.


2. Keep you strategy statement simple. Write a sentence describing what you will sell, where, to whom and at what price. Then explain how you will implement the various promotional actions you have chosen.


3. Do not strive for perfection, but for direction. Strategy is thinking about what you could do given current and foreseeable circumstances. But things can change. Make a list of what you will do given your objectives, resources and current market conditions.


4. Create checkpoints. Your mission is cast in stone, but your strategy is dynamic. Do something, evaluate your results and then take any necessary corrective actions. Clarify your definition of results. Do not simply say you will increase sales, but by what amount? Do you want to expand into new markets? Which ones? Set a target for each title and segment. Erect quarterly milestones against which you can objectively evaluate your progress. Also define your exit strategy, the point at which you will abandon a particular title or your strategy for marketing it.


5. Have a top-line orientation. An over-simplified formula calculates profitability: top line – costs = bottom line. When designing strategy to increase profitability, do not focus on reducing costs (which you control), but on increasing revenue (which is controlled by your buyers). Concentrate your strategy on creating compelling value as defined by your target buyers, and how to communicate those benefits to them.


6. Allow your strategy time to unfold. Publishers with a short-term perspective may give a particular strategy six months or less to produce verifiable results. Give your strategies sufficient time to prove (or disprove) their validity. For example, large-quantity, non-returnable sales to corporate buyers can take years to consummate, but the reward can be significant.


Once your strategy is defined, write your checklist of all the actions you will take, when you will take them, the cost for each and your return on that investment. That is your marketing plan. Then implement your plan and evaluate your progress periodically and tweak it as you move forward. The foundation of this entire process is the thinking you do initially. Marketing strategy rules!


Discover strategic ways to plan for new opportunities at the APSS Book-Selling University sponsored by Bowker (




Brian Jud is the Executive Director of the Association of Publishers for Special Sales (APSS –– formerly SPAN). Contact Brian at or