jeudi 14 décembre 2006

Agents

A
LITERARY AGENT
provides a filtering service for
publishers. They select only the best writers and
attempt to sell the work of those writers to the
major publishing houses. Agents develop
working relationships with the publishers in
order to ensure they are able to supply the right
kind of book each time.
The largest publishers will only look at book
proposals submitted by agents, so if you want to
get published in a big way then you need an agent.
They’ll take a percentage of any earnings you
make, but they’ll probably be able to negotiate a
better deal for you in the first place so there’s no
doubt that they earn their money.
The trouble is that getting a deal with an agent
is just as hard as getting one with a publisher.
They won’t sign you up unless they are confident
that they can sell your writing. In order to
continue to provide a good service to all of their
existing client authors, an agent won’t sign up
too many new writers.
Realistically, then, the top agents present a
closed door to most new authors. You won’t have
so much difficulty getting signed up by a new
agency or one that is based in a small town, but
their clout with publishers won’t be much
stronger than your own.
Agents are listed in the same writing directories
as the publishers, and usually they want to see
the same kind of proposals. Bear in mind that
agents like to nurture long-term relationships
with writers, so if you can persuade them that
you will be a full-time author with a string of
exciting forthcoming books lined up then the
proposition becomes more attractive to them.

eBooks

COMPARED TO THE
printed version of a book, the
eBook offers several benefits:

The eBook can be downloaded instantly
from a website into a computer, mobile
phone, PDA or soon into an iPod.

The text is searchable.

The eBook can contain hyperlinks to
relevant websites for further information.
In the same way that people are ‘ripping’ their
CD collection into their iPods, boxing up the old
discs and putting them into the attic, we now have
the same option available to us for our book
collections.
It’s not a concept that appeals to everyone, but
the ability to carry an entire library in your pocket
will at least lighten a few holiday suitcases that
were previously stuffed with heavy novels.
Internet publishing
There are publishers who only produce eBooks.
Their investment in each title published is much
lower than in the traditional model because they
avoid print, storage and delivery costs for their
products. Therefore they can publish more books
than other firms and do not need to reject such
high percentages of the submissions they receive.
But most authors don’t want to let go of the
dream of seeing copies of their book on the
shelves of a bookshop and are reluctant to accept
publication only in eBook formats.
I’ve published books that have gone
straight into eBook editions for sale on the
Internet. No printed copies were ever
made. This was done because the market
for them seemed too risky to warrant any
investment in a physical print run. Internet
publishing eliminates 90% of the costs
associated with bringing out a book, and
therefore enables more authors to have
their work read by readers than would
otherwise be possible.

The business of bookshops

I
T

S USEFUL FOR
an author to understand the
workings of the high street bookshops in order
to have a realistic sense of what publishers have
to do to sell books and how you can help them
to develop the products they need.
Buying decisions
Bookshop staff need to make commercial
decisions regarding which new and old books
they want to stock in their shops. Some will meet
regularly with representatives of publishing
companies and wholesalers to be shown
information about forthcoming books; others
will buy from catalogues, customer requests or
the Internet. Choosing which books to keep in
stock is a tricky art. The bookseller needs to be
aware of the social class and ethnicity of its
customer base, who the ‘hot’ authors of the day
happen to be, and whether there are local reasons
why particular titles need to be stocked such as
those related to courses at local colleges. The track
record of an author, publisher, or series of books
is also taken into account together with the
limitations of a monthly purchasing budget.
I spent many years ‘repping’ new books
into bookshops, and it was often a struggle.
It could never be guaranteed that every
book I published would be stocked by
every bookshop. Frequently as many as
half the shops I visited would say ‘no
thanks’ to a forthcoming book. Some shops
would be sufficiently excited to order
enough copies to create a pile on a table
or a ‘pocket’ on the shelf (where the books
are face-out instead of spine-on), but
others would reluctantly take a single copy.
Buying decisions appeared arbitrary, so
each book’s coverage of the country would
be patchy at best. In some towns it would
be impossible to find our books. In others
we’d find everyone was buying them.
Some of the problems I had in persuading buyers
to stock the book in their shops were related to
personal opinions or prejudice. Understandably,
we all tend to make purchasing decisions based
on what we like, and booksellers are no different.
It’s their job to be objective and to select books
for their customers, not themselves, but
inevitably personal preferences get in the way.
Many bookshop workers I encountered were
poorly paid and not sufficiently motivated to care
too much about being objective. But this is
understandable because profit margins for
bookshops are very tight and, like publishing, it’s
a risky, investment-heavy business.
When a publisher attempts to sell their new
titles to a bookshop they face a similar challenge
to that of an author trying to sell their book
concept to a publisher. The publisher, like the
bookseller, should be objective and neutral in
their commissioning decisions. But that isn’t the
way the world works. Publishers have
preferences and prejudices too and they will reject
books they simply don’t like or don’t approve of,
even though other readers might like them. But
in the same way that a publisher simply visits
another bookshop after failing to make a sale, an
author must try another publisher as soon as the
book proposal is rejected.
Shelf space
Go into any bookshop and the chances are that
every shelf and table is full of books. It makes
sense: the shops are trying to offer the widest
range of books possible in order to attract the
most customers, so all the space in the shop is
used to its fullest extent.
Many authors and customers assume that what
you see on the shelves is just the tip of the iceberg
of a shop’s available stock, and that for every copy
at the front of the store there will be ten or twenty
hidden away in their stockroom out the back.
Bookshops do have stock rooms, but they are for
processing incoming
parcels and outgoing
unsold books. Only
exceptionally fast-selling
books will have spare stock
kept out of sight of the
public.
So if the shelves are full,
how can they order new
books?
Fortunately,
customers buy books each day. That creates just
enough slack in the system to be able to slot in
the new stock. It’s a difficult balancing act,
frequently requiring older books to be returned
to the publishers in order to make way for the
new ones. And that is why a newly published
author is often shocked and disappointed to
discover that their book is not in stock in all
bookshops and where it is stocked there is only a
single copy available.
Subject areas
Bookshops have to divide and label their shelf
space according to standard subject areas. This
enables the customer to find the right kind of
book easily. History is on one shelf, cookery is
on another. Easy.
Complications arise when a book is published
that is about the history of cooking. Which
section should it go in? The bookseller may make
a random decision between the available options,
which means a customer who reads a review and
comes in looking for that book only has a 50%
chance of finding it unless they visit both shelves
(which might be on different floors of the
building). For this reason it is vital to write a book
that will fit into a pre-existing genre. Don’t try
to invent a new genre: there won’t be a shelf for
it and it won’t sell.
Time given for a book to sell
Bookshops have agreements with the publishers
whose books they stock allowing them to return
unsold books after a certain minimum amount
of time. Books fail to sell for a number of reasons.
It could be that the shop arranges a particular
subject alphabetically by the author’s name,
resulting in books by a writer whose surname
begins with a Y being placed on the bottom shelf
where no one can see it without getting down
on their knees. It could be that the book is wrong
for the kind of population in the bookshop’s
catchment area. Maybe it received bad reviews
or didn’t get any publicity at all. Thin books
placed spine-on can get lost amongst larger
books. The bookseller may have placed the book
on the correct shelf only for a browsing customer
to pick it up and place it on a different shelf so
that no one finds it again.
These and dozens of other reasons explain why
at least a fifth of all books sold into bookshops
by publishers are returned some months later.
This can have interesting effects on royalty
statements, because the author is paid when a
bookshop makes a purchase but if the books ‘sold’
are subsequently returned and there are more
returns than sales in a subsequent royalty period
then there could be negative royalty due. This
will be carried forward to the next statement –
the author won’t normally have to hand the
money back.
If a bookshop was not able to return unsold stock
they would gradually clog up with books, forcing
them to cut back on purchases of new books until
their business ground to a halt.
Prime space
Certain areas of bookshops are regarded as prime
selling space: the till points, the entrance, the
windows and the tables on the ground floor.
Prime space represents less than 1% of the
available space for books. Most new authors
imagine that their book will automatically be
positioned in prime selling space and feel let
down by their publishers when this doesn’t happen.
Prime space in the large bookshop chains is
often allocated for in-store promotions, such as
‘3 for 2’ (buy two books, get one free). Publishers
are asked to pay a share of the cost of the
promotion and to give extra discount to
compensate the bookseller who is effectively
giving away some of their stock for free. But
however keen a publisher may be to promote a
particular title in this way, the bookshop’s head
office will make the final decision as to which
titles to include. That’s one reason why your book
may not appear in the promotion. Another reason
is that the costs to the publisher of including it
are simply uneconomical and the publisher
refuses to take part.
Seasons
Bookselling is a seasonal business. More books
are bought as gifts for others than are bought by
people who actually want to read them
themselves. So gift books and humour books sell
particularly well as Christmas stocking-fillers.
Little romantic books sell in early February just
before St Valentine’s Day. Travel guides sell in
huge numbers in early summer as people prepare
to go on holiday. Exam guides sell prior to any
exam dates.
To make the most of this seasonal effect,
booksellers sometimes have to clear out books
in order to make space for the big seasonal titles.
As an author, this means you might see your book
disappear from the shelves only to return a few
months later.
Very few books sell evenly
throughout the year, and
this is primarily due to the
huge market distortion
caused by Christmas.
The difficulties of being a bookseller
A typical bookshop stocks 70,000 titles (out of
almost a couple of million currently in print).
Many of them are steady backlist sellers that any
customer would expect to find, such as
Shakespeare plays, Jane Austen novels and
Wordsworth poems. In order to stock new titles
a bookseller has to drop old ones. Making
decisions like that whilst dealing with customer
questions and operating till points and unpacking
stock parcels is not easy. How many new titles
should the shop take on when there are over
100,000 new books published each year?
In order to be able to keep in stock the range
of backlist titles that customers expect the choice
of new titles is limited to as little as 5,000. So
95% of new books will not be stocked and the
bookseller has to reject new titles presented to
them every day.
However, it’s not quite the case that 95% of
new books are turned down: many books are not
intended for sale in high street shops in the first
place and the bookshops are never told about
them. Specialist text books, for instance, are sold
to libraries and through other channels. Some
publishers don’t have reps to show the books to
the shops. Some of the ‘new’ books are, in fact,
new editions of older books and don’t need to
be re-sold into the trade.
Wholesalers
A wholesaler stocks books from all publishers,
thus providing a useful service for any shops that
want to lower their administration costs by only
dealing with one supplier instead of hundreds of
publishers. The publisher sells books to the
wholesaler, and the wholesaler then sell the books
to the shops.
The Internet
Currently the dominant player in Internet
bookselling is Amazon, which has sites catering
for several countries. Its drawbacks include the
inability to hold a book and flick through its pages
before buying and the delay between purchasing
the book and its arrival by post. But the
advantages of this business model are
considerable. Firstly, every book in print (and
even those not in print) is listed on the website.
Armchair shopping is an obvious bonus, and the
listing of reviews by readers of each book adds a
dimension that high street shops could not
match.
Amazon buys some of its stock from wholesalers,
but many of its titles are kept in its warehouses
‘on consignment’. This means that publishers
deliver stock to them without an invoice: Amazon
only pays the publisher once the books have been
sold. This can create a distortion in royalty
accounts if the author knows the initial print run
and the current stock levels because significant
amounts of stock can disappear from the
publisher’s warehouse without the author
apparently receiving royalties from it. The royalties
from Amazon sales will appear in later statements
once Amazon has provided its own statements to
the publisher for books sold.

The publishing process in a nutshell

T
HE PRECISE DETAILS
vary according to the size of
publishing company involved, but the following
twenty stages are fairly typical of most companies.
1.
Manuscripts are submitted by authors and
agents to the editorial department for
consideration for publication.
2.
Some are rejected instantly, others are
discussed at editorial meetings.
3.
In-house or external readers will read and
report on the merits of the manuscript.
4.
If the reader’s report is positive, the sales
department will be consulted regarding
the book’s selling potential.
5.
Many factors are taken into account when
comparing manuscripts shortlisted for
publication.
6.
An offer to publish may then be made,
usually with a view to printing the book a
year or two from that date.
7.
This gives enough time for the editor to
work on the manuscript, suggesting
rewrites, re-structuring and correcting
errors.
8.
Meanwhile a designer will work on a cover
image.
9.
The publicist will request a photo and
biographical information from the author
to help create the press release.
10.
Other editors will write a blurb for the
book’s jacket and will register an ISBN
from which a bar code can be generated
for the back cover.
11.
The sales department will create an
Advance Information (AI) sheet consisting
of the cover design, the ISBN, the title
and author details, the blurb, and the
book’s price, dimensions, binding, release
date and selling points.
12.
This AI sheet will be duplicated for the
sales reps to take into bookshops in order
to achieve advance orders.
13.
The company website will be updated to
include details of the forthcoming book,
and an entry will be included in its next
printed catalogue.
14.
All of the book information will be
submitted to the publisher’s warehousing
company and to the industry databases
from which Amazon and high street shops
obtain their computer book data.
15.
A small number of uncorrected ‘proof’
copies of the book may be quickly typeset
and printed some months ahead of the
publication date and sent to key reviewers
and book trade buyers.
16.
The book will be typeset.
17.
A final proofread is done.
18.
The book is sent to the printing presses.
19.
A month or so later it arrives in the
warehouse with a few weeks to spare
before it is delivered to the shops.
20.
In the couple of weeks following the
publication date the publicist will attempt
to get the author interviewed as widely
as possible.
After that, there is little the publisher can do. The
book has to make its own way in the harsh world
of retail bookselling. The publisher has given it a
strong push, but doesn’t have the resources to
keep pushing it forever. After all, there are other
books coming along which need its attention.
If a publisher releases fifty titles a year, that’s about
one per week going through its system. Every
person working on that book must get their job
done in less than forty hours, otherwise they’ll fall
behind schedule. That’s why as an author it’s
important to be realistic about what a publisher
will be able to do for you after the book is printed.
You will only be the number one priority for forty
working hours!
Editorial
The most senior editor is usually the
commissioning editor. The choice of which
books a company should publish is crucial to its
success, so that role tends to be reserved for
experienced individuals. Editors nurture
relationships with authors and agents, sometimes
working with the same authors for many years.
Editors work on manuscripts through various
stages. Initially there may be structural editing,
involving the rearrangement of the order of
chapters or the elimination or addition of an
entire theme. Usually suggestions are made and
the author carries out the actual restructuring,
but sometimes the editor will do the work.
Following the structural edit comes the copy edit,
in which the text is examined at a closer level.
An editor may recommend rephrasing of
paragraphs with repetitive vocabulary, for
instance, or they may identify inconsistencies of
style. Zooming in still closer the editor finally
comes to the proofreading stage. This often
happens after the typesetting of the book has been
completed, enabling them to spot layout errors
as well as spelling and grammatical errors that
have slipped through the net.
Sales
The sales department consists of a sales manager
and teams of national and international sales
representatives. The sales manager will ensure
the reps on the road are kept supplied with up-
to-date sales literature and samples, and may also
visit the head offices of key accounts such as
wholesalers and major bookshop chains. The
reps themselves visit individual shops and other
head offices to show the buyers what is coming
out in the next few months and to take orders.
The orders are then sent to the warehouse to be
entered into a computerised invoicing system.
Long before the publisher sends the book to be
printed they know the number of orders already
achieved and can adjust their print run
accordingly.
Normally the number of advance orders
will be multiplied by at least three to take
account of late arriving orders and
reorders from shops where the initial
stocks of the book sell through quickly.
Publishers aim to print about six to twelve
months’ worth of stock at a time.
Warehousing and distribution
Publishers normally employ third party
distributors to handle their book storage,
invoicing and despatch. This tends to be more
cost effective than doing it themselves because
distributors can take advantage of lower postage
costs by bundling orders from various publishers
into the same box to be delivered to a bookshop.
So when books are printed only a small quantity
of them is actually seen by the publishers: the
rest are delivered into a warehouse many miles
away from their offices.
Publicity
Selling a new title into the bookshops is only
halfway to making a genuine sale because unsold
stock will be returned for credit. The best way to
avoid returns is to make sure the public hears
about the book and makes the effort to visit the
bookshop specifically to buy that title. Publishers
employ in-house or freelance publicists to liase
with press, radio and television media in order
to get coverage for the book or the author in the
form of reviews, competitions, interviews, news
stories, extracts or features. The process begins
with a press release that is posted or e-mailed to
suitable recipients, and may be followed by a
launch party and schmoozing lunches. Don’t
assume all new books are celebrated by launch
parties, though. It usually doesn’t benefit sales
very much, so unless you’re prepared to fund and
organise it yourself the chances of your first
published book having the honour of a launch
party are only slightly better than the odds of
getting published in the first place.
Design
The design department has the crucial task of
typesetting attractive pages, creating irresistible
covers, designing trade catalogues, adverts,
leaflets, posters and press releases. This work is
sometimes outsourced to freelancers or design
companies. The success of a book product hangs
almost entirely on its design. Over-eager authors
have been known to put pressure on their
publishers to use their own artwork despite its
inappropriateness for the market. Publishers, too,
make mistakes in the design of their book covers.
It’s an art, not a science, and it’s very easy to get
the look of a book so wrong that it doesn’t sell.
Publishers appreciate ideas for cover designs from
authors, and it’s useful when the writer provides
quality photos or artwork that can be used on
the front cover, but ultimately the publisher must
decide whether it is in everyone’s best interests
to use those materials or not.
Accounting
Authors who receive royalties for their books will
be sent statements of sales either annually or
every six months. In larger publishing houses
there will be a department that deals with these
reports and their subsequent payments. Editors
and owners of smaller publishers tend to work
out the royalties themselves. Most contracts will
state that the publisher is obliged to pay any
royalties within three months of the statement
date. My publishing company always tries to pay
royalties with the statement, which usually means
the author receives their money more than two
months early. But I’m aware of other companies
(which I won’t name) where the unofficial policy
has been to prepare a royalty statement only when
the author chases it.
Keep a note in your diary as to when the
statement is due and don’t be afraid to chase late
payments. It’s also vital to keep the publisher
informed when you change your address because
royalties often get sent to the wrong place.
Rights
Publishers have two ways of earning money from
books. One way is to sell copies of the book,
either printed or electronic, and the other way is
to sell rights. The kinds of rights that are
commonly sold are translation, large print,
extract, serial, film options, and overseas English
language. No physical product has to be
produced by the publisher when these rights are
sold, so their profit margin per transaction is high
and that is why the author usually receives a
higher percentage of the income than they do
for the sales of the printed book.
What happens to the books?
It’s not quite as simple as saying that all the copies
printed will be sold and the author will receive
some money for every one. Let’s say an author is
told by their publisher that 3,000 copies of their
book will be printed. How many copies are likely
to be available for sale?
The following numbers are typical of what could
happen:
• For technical reasons the printer is not obliged to
deliver the correct amount – it can vary by about 5%
up or down, and in this instance only 2,900 books are
delivered.
• The publicist will send 50 copies to reviewers.
• The sales manager will send 30 copies to key bookshop
managers.
• The author will receive 10 free copies.
• The sales reps (let’s say 8 of them) will each have 3
copies to show off to the bookshops.
• The rights manager will send 30 copies to publishers
in other countries who may be interested in buying
translation or territorial rights and will keep 20 copies
available to take to book fairs.
• The publisher will also keep a small stack of 20 copies
of the book in their office just in case they receive
enquiries from other reviewers or potential customers
in the months after publication.
• 10 copies will be damaged in transit or in storage.
• 6 copies will be bound incorrectly by the printer.
That amounts to 200 copies that are not available
for sale, plus the 100 copies that the printer
delivered short, which comes to 300 copies in
total.
So in this example, 10% of the stated print run
never makes it onto the author’s royalty statement.
The percentage can be much higher if books are
lost, the warehouse is flooded, half of the print
run arrives with the covers bound upside-down,
or the publisher decides to spray free copies of
the book at every reviewer in the land. They, not
the author, own the books after all. The publisher
pays for the books and can give away as many as
they like. But they have the same interest as the
author in selling as many as possible, so however
many they give away it’s probably in the
expectation that the freebies will lead to extra sales.
What happens when a book stops selling?
Most publishing contracts permit the publisher
to remainder unsold books if they deem it
necessary, usually not less than two years after
the date of publication.
They will only do this if they consider your
book to be no longer commercially viable. Sales
will have dropped to about zero (or may even be
negative due to returns) and the cost of storing
the books will outweigh the income from them.
Remainder dealers buy this kind of ‘dead’ stock
at knock-down prices, often just token amounts
of money, and sell the books in discount book
stores. When this happens, authors are normally
entitled to purchase as many copies as they want
at the discounted remainder price.
If no buyer can be found for the stock then
the publisher will offer it to the author for free.
If the author is not excited at the prospect of
clogging up their house with dusty boxes of
unsaleable books then the publisher will arrange
for them to be pulped.
In the past, the sale of stock to a remainder
dealer or the pulping of every last copy meant
the end of the life of the book. But new
technology has created other options for books
at this stage of their life.
Print-on-demand means that a book is
officially available as far as Amazon and high
street bookshops are concerned, but the publisher
holds no stock at all. When an order arrives it is
automatically diverted to a specialist printer who
holds digital files for that book, from which they
can print and despatch one copy direct to the
bookshop.
This sounds so simple that you’d expect
publishers to do that automatically so that they
can do away with their warehousing expenses,
but unfortunately the cost of printing a single
copy of a book is many times more than the unit
cost of a print run of several thousand.
The other ways in which a book can continue to
live beyond its physical print run are as an eBook,
an audio book, or as an edition published in
another country.
Book fairs
Publishers get together at trade fairs to meet with
each other and agents to buy and sell book rights.
The London Book Fair, the Frankfurt Book Fair
and Book Expo America attract the highest
attendance, but there are also many others around
the world.
A publisher based in one country may choose
to sell the right to translate (if necessary) and sell
one of their books in another country. It’s possible
for a book published in one country to be sold to
a dozen or more publishers in other countries,
each of which will arrange their own translations.
Authors do well from foreign rights sales, usually
earning at least half of the net income received.
Book fairs are ideal opportunities to chat with
the smaller publishers and if you’re lucky you’ll
be able to pitch your book to them. But
publishers aren’t there to sign up new books –
they’re there to sell rights to their existing list
and they hate being cornered by an author who
talks for so long that a potential rights customer
walks away. So publishers are often wary of
catching the eye of any passing writer.
You may feel anonymous walking around a
busy book fair but actually it’s very easy
for a publisher to spot an author amongst
the suits. Apart from the fact that authors
have to wear a badge with their name and
the word ‘AUTHOR’ on it, they tend to
wear hats, carry small rucksacks and dress
in a way that is uniquely authorian.
Publishers have been known to pretend to
be in a meeting simply to avoid having to
talk to them.
At a recent London Book Fair one of my own
authors came up to me wearing a suit and a badge
with his company name on it, rather than his own
name. He told me it was easier to get to talk to
publishers when hiding behind a company name
(albeit the company consists solely of him)
because they prefer talking to perceived
professional business people rather than writers.
He wrote humorous books – I don’t think this
approach could be applied to weightier books like
novels. If you want to take advantage of trade fairs
to get useful networking time with publishers,
just remember three things: editors of larger
companies don’t always attend the fairs, so you
might not meet the right people; dress like a
publisher (smart, but not too smart); leave your
hat at home.
Creating a (fake) company to hide behind is
simple. Just call it something like YOUR NAME
LITERARY SERVICES and explain that you
write books to order. I know it’s silly, but for some
reason it can open more doors for you than
simply calling yourself an author.

The perils of publishing

E
VERY BOOK PUBLISHED
is a new product, so
publishers have to keep on finding, developing,
perfecting and releasing new products. New
products are inherently risky. No one knows in
advance how many copies will be sold or whether
the readers will like it. It costs money to get the
new product known to the public. So publishers
are gambling large sums of money with every
book they bring out.
Compare this to other industries, such as
producers of food or drink. They can rely on sales
of the same product for decades. Customers will
buy the same beer, orange juice, bread or
chocolate all of their lives. But no one (in their
right mind) buys the same book more than once,
and certainly not every week for sixty years.
Publishing is a tough business, but it does have
its rewards. After years of struggling, a publisher
can release a surprise bestseller and its profits
can go through the roof. But this success
brings its own problems. Firstly, there is the
disappointment that comes the following year
when there is no bestseller and the company’s
income drops back down again. Secondly, if extra
staff and financial commitments are taken on
during a period of success, this can act like a lead
lifebelt when that run of success is over. No
books remain in the bestseller charts forever, and
no one can guarantee to publish books that will
duplicate the success of previous winners.
The cashflow of a publishing business is
challenging at the best of times. Almost three
quarters of all book sales occur in the run-up to
Christmas. Therefore during most of the year a
publisher’s income is limited. When an author
is paid an advance on royalties, that money comes
out of the publisher’s pocket up to two years
before any income is received from sales of that
book. If too many expensive authors are signed
up in quick succession, the negative effect on the
publisher’s cashflow can be devastating.

The publisher

T
HE EMPLOYEES OF
the publishing company make
the decisions that will determine whether your
book is to be printed or not, and these people
consider not only the book, the author and the
market but also internal factors such as the size
and direction of the company, its state of financial
health and issues of internal politics.
1. Size of a publishing company
The size of a publishing company will affect how
many people are in each department and whether
it even has any departments. One person can run
a small publishing company, either doing
everything themselves or using freelance workers
as needed. Large publishing houses employ
hundreds of staff.
The larger the company, the greater the
number of people who need to be convinced of
the viability of your book in order for it to be
accepted. The Assistant Editor has to convince
one or two more senior editors, who in turn have
to convince an Editorial Director that your book
will be right for their list, will increase the
company’s reputation and will earn it money.
Offer it to a one-man band and there’s only
one obstacle in the way of publication: the owner
of the company. The trouble is that the amount
of money on offer from a large company will
usually be much
higher, as will the
chances of the book
being a success.
So how does the
size of a publishing
house fit into the
decision-making
process? On one
level, the size
affects the number
of titles they are
able to release in a year. Budget and human
resource restrictions will mean that some small
publishers would be spreading themselves too
thinly if they signed up more than ten books a
year. Of those ten books, typically two of them
might be by authors who have already been
published by that firm and one will be a new
edition of an older book. Two more might come
from publishers in another country (rights
purchases). That leaves just five books to be
selected from the slush pile each year.
Small firms receive fewer submissions than the
big boys, perhaps ten per week instead of a
hundred, but that still means they have to reject
about 98% of everything they receive, regardless
of its quality or suitability. Do the odds get any
more favourable for the author when looking at
the statistics of large publishers? Actually, no they
don’t. Very roughly, 98% of submissions will, in
fact, be rejected from all publishers.
2. Direction of a publishing company
Managers at the helm of a publishing company
normally want to take the firm in a particular
direction. That’s because publishing isn’t just
about the money; it’s also about the branding.
Publishers won’t take on any old book that they
think will make money, regardless of genre. They
are constantly thinking about the ‘direction’ in
which their company is going. That is to say they
are conscious of the kind of book they publish,
the kind of readership they attract, and the profile
of their brand in the trade. OK, so branding is
also about money, but in the wider sense than
the profitability of individual titles. Strong
branding helps to increase the value of the
company, which keeps the shareholders happy.
The idea of a publisher worrying about their
brand perception seems a little odd to the average
book reader who would be hard pressed to name
any publisher other than Penguin Books. But to
overseas publishers who regularly buy translation
rights, to freelance sales reps who have learned
how to sell that company’s products into the
shops, and to the bookshop workers who know
which companies have made a reputation for a
certain kind of book, the branding is essential.
Gaining a reputation in a particular subject area
enables a publisher to attract better-known
authors. It makes it easier for them to sell their
books into the shops and it makes direct
marketing more cost-effective. This book, for
instance, is part of a series of books on various
aspects of writing. This is more cost-effective
than having just a single title of interest to authors
because it costs the same to promote ten books
as it does to advertise one.
The direction in which a company is led means
that certain kinds of books will be off-limits to
its editors. The directors may decree that a genre
of books is to be dropped. Perhaps fiction is to
be their speciality and all non-fiction titles are to
be phased out. Equally they may actively
encourage their editors to sign up authors in a
particular genre. On a whim or for carefully
researched commercial reasons a publishing
director may decide to add a science list, a range
of gift books or a children’s list. Editors will know
in what direction their company is headed and
will consider this factor when commissioning
new books.
3. The publisher’s financial health
It’s possible for a company to shrink as well as to
grow. Publishers can suffer cashflow problems,
especially in their early years, and the financial
state of the firm can influence publishing
decisions. When times are hard there has to be a
reduction in the number of new books signed
up. Lower royalty advances will be offered. It’s
even possible for books already contracted to be
postponed or cancelled.
A publishing house riding on the back of recent
bestsellers will have enough cash in the bank to
be able to take risks with new books. Risky books
can bring greater than average rewards if
successful, but can also flop disastrously.
Publishers can afford a few failures every year so
long as they have enough hits to cover the losses.
But when a publisher is suffering from too many
misses and not enough hits, they analyse potential
risk very carefully before signing up a new title.
The following list contains the most important
factors they take into account when deciding on
the relative risk of a title.
How a publisher perceives risk
High risk
• New author
• Author has no agent
• Author has no reputation in the subject
• Author is paid an advance on royalties
• Book is expensive to print
• Book comes with only single country rights
• Book has no chance of sub-rights sales
• Book requires higher than average editorial input
• Book needs marketing campaign
• Book subject is outside of the publisher’s experience
• Potential readership is disparate
Low risk
• Established author
• Author has an agent
• Author is an acknowledged expert in the subject
• Author works for flat fee (or for free!)
• Book is cheap to print
• Book comes with world rights
• Book has potential for many rights sales
• Book requires little editing
• Book sells on the back of pre-existing publicity or demand
• Book is similar to previous titles successfully published
• Potential readership is easy to target
4. Internal politics
Editors are trying to build a reputation and a
career in publishing. They want to get noticed
by their boss for being the first to spot a potential
bestseller. The last thing they want is to make
the mistake of overlooking your proposal if you
subsequently send it to a rival publisher who
turns you into a celebrity author. Internal
publishing company politics is on your side from
this perspective. At the same time, editors want
to protect their positions by not signing up too
many books that don’t sell. To safeguard their
jobs they try not to take too many risks with new
kinds of writing. Sticking to a writing formula
that works or to subject areas or authors that they
know will work for them is a safe option that
many editors will take.
Also, individuals have agendas. They know the
prejudices and foibles of their boss and may try
to sign up books that they know will earn that
boss’s respect and appreciation. Or an editor may
disagree with an author’s world viewpoint
sufficiently to reject a book before anyone in the
company has a chance to see it.

The market

A
QUARTER OF
the publishing decision is based
on what is happening in the book market and in
the economy as a whole. Publishers consider the
success of competing books and authors. They
examine shopping and literary trends, and they
pay attention to events in the outside world.
Finally, they consider whether your book fits an
identifiable niche.
1. Competition
When a publisher looks at your proposal they will
do a little research to find out how many
competing books are currently in print. Editors
will usually be familiar with the competition if
your proposal is in a subject area that they publish
all the time, but sometimes they will have a steep
learning curve to climb.
It doesn’t hurt to do your own market research
into competing books and to present that to an
editor with your proposal. Giving the dates of
publication of rival books will help: generally
speaking the older the title, the less significant
will be its market share.
Explain in your analysis of the market any
shortcomings of rival books and tell the editor
specifically why you are better qualified to write
on the subject than the other authors, and why
your book will tackle the subject in a more
authoritative and interesting way.
2. Trends
Fashions, crazes and trends all manage to twist
the buying patterns of the book-buying public.
Remember those ‘magic eye’ books that
swamped the market, sold millions then
disappeared? That’s a classic craze. Anyone able
to push a new magic eye book in front of a
publisher in those heady days would have walked
home that evening with a fat contract in their
pocket.
OK, so that’s not really about writing, but I’ve
published many successful books about people
buying houses in hot countries and their
experiences living there. In doing so I was
reacting to the market trend which indicated that
people had an insatiable appetite for this kind of
book and as long as they continue to sell I’ll be
following that trend and looking to publish more
of them.
3. Related events
If you propose a book about a historical event
and its publication date could coincide with a
significant anniversary of that event, then the
publisher has an extra angle upon which to get
publicity and more sales.
I recently published a book called Arthur: King
of the Britons. It was a fascinating exploration of
the King Arthur character and attempted to find
out what historical truth existed behind the
legend. But the quality of the writing was not
the only factor in deciding to publish this book:
the author wisely pointed out in his initial
proposal that a major Hollywood film about
Arthur was currently in production. The film
would be getting publicity for itself and raising
the profile of Arthur in the media, and we knew
we could benefit from that ‘free ride’ of publicity
to sell more books.
The paperback
edition of The Age
of Scurvy was
brought out to
coincide with the
double centenary
of the battle of
Trafalgar. The
media hype gave the book a free publicity ride
and increased sales because people saw
documentaries about the battle on television or
read about the anniversary in the press and then
went into bookshops looking for books on the
subject.
Whenever I mention that I published a book
for this kind of reason, don’t think that the book
was accepted just for those external reasons.
Every book was also well written and researched.
They fitted our publishing programme, they had
fresh ideas with an original angle. But they also
had that extra magic ingredient of being tied to
events that were about to happen. Hundreds of
other books that were also well written and
researched would have been under consideration
by my editors at the same time, but it was those
external factors that in some cases made the
difference and helped us to choose one book over
another when combined with the other factors
listed in this chapter.
Publishers who jump onto passing
bandwagons in this way can achieve impressive
book sales very quickly, but they can also lose
money if they jump on too late and find
themselves left with thousands of books that
won’t sell. Print runs to satisfy the demands of
market hype have to be huge. When the fourth
and long-awaited Star Wars film was released the
publisher of the official tie-in books
overestimated the demand and was nearly
crippled by hundreds of thousands of books that
were returned unsold from the shops.
Despite occasional bad experiences publishers
in general will be keen to sign up a book that
they think can hitch a ride on a bandwagon
because they want to be in with a chance of a hit
publication. If you’re aware of any forthcoming
dates, films, television series, sporting events or
anything else that is relevant to your book
proposal, let the publisher know about it,
preferably a year or two in advance.
4. Niche
My publishing career started in 1990 with a self
published book called The Busker’s Guide to Europe
which revealed the best spots throughout the
continent for earning money from street
entertainment.
I knew at the time that the market for such a
book would be limited, but I was reassured by a
book I’d read about self publishing which stated
that a book would succeed provided it fitted a
niche, no matter how small. I would now qualify
that advice by pointing out that the smaller the
niche the more important it is to be able to
contact potential readers within that niche easily.
Buskers are not the easiest group to contact by
mailshot: I found myself visiting town centres
and dropping order forms for my book into
buskers’ guitar cases and hats (I still remember
the hundreds of disappointed faces when they
realised it wasn’t cash I was giving them). The
thousand copies I printed took about six years to
sell, which is not a rate of sale that could be
considered a success in the publishing business.
Be aware of the best way to contact your
potential readers and
list those ways in
your cover letter to
publishers.
Examples of ways
to contact niche
readers could be through:
1. Specialist magazines
2. Clubs
3. Unions
4. Societies
5. Charities
6. Colleges
7. Websites
8. Extended families
9. Local communities
How many guaranteed or highly likely
potential sales to niche customers would
persuade a publisher to keep your
manuscript out of the rejection pile?
Number
of sales
Effect on the editor
10 copies
won’t make a difference.
100 copies
would be nice but won’t swing
things your way.
500 copies
will make an editor think twice.
1,000 copies
would put a smile on their
bespectacled faces.
When you present a book submission with clear
evidence of a quantifiable market you know that
the niche aspect of the decision making process
will go in your favour.