November 15, 2024

David Mamet and Other Big Authors Choose to Self-Publish

This year, when Mr. Mamet set out to publish his next one, a novella and two short stories about war, he decided to take a very different path: he will self-publish.

Mr. Mamet is taking advantage of a new service being offered by his literary agency, ICM Partners, as a way to assume more control over the way his book is promoted.

“Basically I am doing this because I am a curmudgeon,” Mr. Mamet said in a telephone interview, “and because publishing is like Hollywood — nobody ever does the marketing they promise.”

As digital disruption continues to reshape the publishing market, self-publishing — including distribution digitally or as print on demand — has become more and more popular, and more feasible, with an increasing array of options for anyone with an idea and a keyboard. Most of the attention so far has focused on unknown and unsigned authors who storm onto the best-seller lists through their own ingenuity.

The announcement by ICM and Mr. Mamet suggests that self-publishing will begin to widen its net and become attractive also to more established authors. For one thing, as traditional publishers have cut back on marketing, this route allows well-known figures like Mr. Mamet to look after their own publicity.

Then there is the money. While self-published authors get no advance, they typically receive 70 percent of sales. A standard contract with a traditional house gives an author an advance, and only pays royalties — the standard is 25 percent of digital sales and 7 to 12 percent of the list price for bound books — after the advance is earned back in sales.

ICM, which will announce its new self-publishing service on Wednesday, is one of the biggest and most powerful agencies to offer the option. But others are doing the same as they seek to provide additional value to their writers while also extending their reach in the industry.

Since last fall, Trident Media Group, which represents 800 authors, has been offering its clients self-publishing possibilities through deals negotiated though online publishers like Amazon and Barnes Noble, in a system very similar to the one ICM is setting up. Robert Gottlieb, chairman of Trident, says that 200 authors have taken advantage of the service, though mostly for reissuing older titles, the backlist.

Another literary agency, InkWell Management, has helped the romance novelist Eloisa James reissue many of her backlist titles, as well as her newer books overseas, this way. She usually turns out her best sellers through HarperCollins, and in a telephone interview she said she would not leave Harper completely because she loves her editor. But she added that published authors talked about the “self-pubs” all the time and had learned a lot from those writers’ efforts.

“They treat it like a small business,” she said, “and they are geniuses at discoverability.”

Sloan Harris, co-director of ICM’s literary department, said his agency signed a deal with a company called Argo Navis Author Services, a self-publishing service created by the Perseus Book Group, because he decided it was time to give his clients more options than the standard big publishing houses.

For certain clients, Mr. Harris said, self-publishing “returns a degree of control to authors who have been frustrated about how their ideas for marketing and publicity fare at traditional publishers.” Both Mr. Harris and Mr. Mamet said that the big publishers focused mostly on blockbuster books and fell short on other titles — by publishing too few copies, for instance, or limiting advertising to only a short period after a book was released.

“Particularly for high-end literary fiction, their efforts too often have been very low-octane,” Mr. Harris said of the traditional publishers.

Although Mr. Mamet will be the best known of the agency’s clients to use the new service, he is not the only one: two older books by ICM clients that have gone to backlist, “Searching for Bobby Fischer,” by Fred Waitzkin, and “Ghosts of Mississippi,” by Maryanne Vollers, will also be reissued this way.

And Mr. Harris said more would come. “We will pay ever more attention project by project, author by author, as to what our options are,” he said.

Article source: http://www.nytimes.com/2013/04/17/business/media/david-mamet-and-other-big-authors-choose-to-self-publish.html?partner=rss&emc=rss

Advertising: Marketers Start Super Bowl Campaigns Early

Usually, marketers that decide to buy commercials during the coming Super Bowl wait until after New Year’s Day to start telling the public and press about their plans. The rationale has been that what they had to say would probably get lost during the holiday hoopla.

For Super Bowl XLVII, to be broadcast by CBS on Feb. 3, several sponsors are taking a different tack by confiding game strategies while shoppers still seek Christmas gifts. Last week alone, two brands, SodaStream and Lincoln, disclosed that they would, for the first time, become Super Bowl advertisers, and a third, Mercedes-Benz, offered details about what its commercial would be like.

The reason the information is coming out so soon is the same reason that led many advertisers buying commercials during Super Bowl XLVI to tease the contents in advance and even provide entire commercials before the game: the rapid rise of social media.

The increasing interest among consumers in discussing and sharing Super Bowl spots on Web sites like Facebook, Twitter and YouTube is encouraging sponsors to speak up sooner. Sponsors say they believe the additional publicity stimulates not only word of mouth, but also viewing of the commercials when they finally run in the game.

Given how costly a Super Bowl spot is, “it makes a lot of sense” to begin publicizing it early, said Ellis Verdi, president of DeVito/Verdi in New York, which is creating a commercial, scheduled for the third quarter of Super Bowl XLVII, for the Gildan line of apparel sold by Gildan Activewear. The average price that CBS is charging for each 30-second commercial in the game is in the range of $3.8 million.

“It’s only smart to extend the conversation,” Mr. Verdi said. “You want to get as much benefit as you can.”

Among the ways DeVito/Verdi and Gildan will try that are a pair of initiatives on Facebook, including one that will let people insert photos of themselves or their friends in a scene of the commercial, paid search ads, banner ads and preroll ads that appear before online videos.

The Gildan spot is to be formally announced on Wednesday. Like the spots for SodaStream and Lincoln, it is the first time the brand has advertised in a Super Bowl. Oreo, another brand making its initial Super Bowl appearance, first talked about its plans in early October.

For such first-timers, looking for attention before the Super Bowl mainstays like Anheuser-Busch InBev, Cars.com, Coca-Cola, GoDaddy.com and PepsiCo start their own considerable promotional efforts seems to make sense.

“There is no bigger stage than the Super Bowl,” said Rob Packard, vice president for marketing and merchandising at the Gildan Retail unit of Gildan Activewear, “and no bigger, better stage to announce the brand’s arrival.”

The Super Bowl commercial is part of the first campaign for clothing like T-shirts, underwear and hoodies bearing the Gildan brand and being stocked by chains that include Kmart, Kohl’s, Shopko, Target and Walmart. The company has until now been known as a supplier of the kinds of printed T-shirts and sweatshirts that are sold in stores frequented by tourists or given to runners who finish a road race — apparel rarely chosen on the basis of brand name.

“We’re stepping up every facet of our marketing,” said Mr. Packard, who is based at the company’s United States headquarters, in Charleston, S.C., “to develop a national brand presence for Gildan in the consumer arena.”

The Super Bowl also appeals to Gildan, he added, because the campaign is being aimed primarily at younger consumers in the so-called millennial generation, roughly ages 17 to 30, “and where else can we get so many of our target audience watching at the same time?”

Gildan and DeVito/Verdi also hope to whet appetites for the Super Bowl commercial with two spots, “Fire” and “Rollercoaster,” that strike a similar chord to “Getaway.” It is “likely we will place one” of the two, Mr. Packard said, during the coverage on ESPN on Saturday of the Gildan New Mexico Bowl college football game.

All three commercials recount what Mr. Packard described as “edgy moments in a millennial’s life,” with plots imbued with exaggerated humor. “We’re not quite the X Games, but it’s a little extreme,” he added, declining to give away details.

Although such content can be risky, Mr. Packard said, “there’s a risk to every marketing move.”

Besides, he added, the Super Bowl is known for “edgy” commercials. “We obviously think the creative is good enough to be talked about the next day.”

The Gildan commercial also represents the first spot that DeVito/Verdi has created for a Super Bowl.

Although “these are not easy decisions,” Mr. Verdi said, “I think we made the right call.”

“It’s the right moment, the right time for” Gildan, he added, and “we know viewers are engaged in the watching of the commercials. There is no other place where you get so many purposeful eyeballs.”

Mr. Packard estimated that Gildan Activewear intended to spend more than $25 million on the campaign for the Gildan brand and a campaign, also by DeVito/Verdi, for Gold Toe socks, which the company acquired last year.

The Gold Toe campaign, in print and on mall signs, carries the theme “The best socks on two feet.” Headlines include “Don’t be surprised if your socks outlast your shoes,” “They say the knees are the first to go, but actually it’s the toe” and “Pick a design he’ll like. He’ll be looking down at it for a long time.”

Article source: http://www.nytimes.com/2012/12/12/business/media/marketers-start-super-bowl-campaigns-early.html?partner=rss&emc=rss

Sustainable Profits: TerraCycle’s Quest to Create ‘Negative-Cost’ Marketing

Sustainable Profits

The challenges of a waste-recycling business.

TerraCycle has always had an unusual relationship with marketing. We have essentially never spent money on advertising, and we have a big aversion to doing so in the future. Instead, we have tried to leverage the publicity we are able to generate about our unusual business model, and we have taken that one step further to develop what we call negative-cost marketing.

Back when there were just a few folks at TerraCycle, we generated awareness by going to the media and attempting to drum up publicity. On average, in 2003, there was one article written about TerraCycle in a publication somewhere every week. Today, we average 17 articles a day, including weekends. This publicity does have a cost: our media department has an annual budget of around $500,000 per year. But we believe this is by far the most cost-effective way to generate awareness, highly credible awareness. It is the cheapest paid marketing that I know of. But negative-cost marketing is even cheaper. The goal of  this idea is to to create marketing content that promotes the company brand while also generating a direct payment that more than covers its cost.

For example, imagine if you made an usual fabric, like Gortex. What if you developed a do-it-yourself book explaining how to use the fabric to make a rain jacket and 99 other cool things at home? The content would be useful, which is why a publishing house might publish it and consumers might buy it. And it would deliver negative-cost marketing because you would be making money off the book while promoting your fabric.

At TerraCycle, we’ve done similar things. My book, Revolution in a Bottle, about the company’s early days, generated almost six figures in income for the company, while also getting out the word about our products. I’m in the process of writing a second book, and our design team is working on one, too. We’re also producing a magazine that will discuss the science of garbage and suggest crafts projects that make use of garbage (and when readers are done, they will have instructions on how to turn the magazine into a fruit bowl). We are partnering on the magazine project with a publishing house. We oversee production of the content, and the publisher finds the advertisers. Of course, we get a cut of the advertising revenue.

We also recently introduced a Facebook game called Trash Tycoon. The idea is that a game player lands in a city covered in garbage and wins points for cleaning it up. The player can then build recycling facilities, trash cans, and other things that help clean up the city faster. After just one month, Trash Tycoon already has 360,000 active users. The game, which promotes the TerraCycle brand, was developed by Guerilla Apps at no cost to us. We are partners on all of the advertising revenue.

Of course, the ultimate in negative-cost marketing would be to get someone to produce a television show about TerraCycle. We’ve had some experience with this, and we’re trying to do it again. As you might guess, the economics are encouraging. A major network might spend from $250,000 to $1 million per one-hour episode, and if the show is about your company, you, as the “talent,” get to keep somewhere around 5 percent to 10 percent of that. Best of all, the show that is produced is effectively a commercial for your business. Consider what Discovery Channel has done for the boys of Orange County Choppers.

Our own efforts on this front started five years ago. Because we have long thought that TerraCycle’s mission to turn the world’s waste into useful products would make for a great reality show, we went to Los Angeles where we met with agents and ended up signing with a major agency that isn’t around anymore. The agency connected us with a number of production companies, and we chose one that proceeded to create a demo that highlighted the characters and the arc of the show. Our concept was basically a docudrama about life at TerraCycle with each episode focusing on our efforts to find a productive use for a particular waste stream. We subsequently met with 15 networks and were quickly rejected by all of them.

A few years later, a production company came to our offices to film a piece for a Discovery Channel show (the result of our efforts to generate publicity). After we wrapped up, I started chatting with the producer. I asked him to be our production company partner, and he said he was interested. So we shot another demo — the same concept as before, but since several years had passed, we were much better this time around.

The demo got picked up by The National Geographic Channel, which bought a one-hour pilot. It took a full year to go from that initial “yes” to the airing of the first episode of “Garbage Moguls.” And another year passed before the next three episodes were aired. The pilot was about finding a use for  cookie wrappers (we turned them into kites that sold at Wal-Mart). The second episode was about finding a use for pet-food bags (the show’s highlight came when we actually suspended a car on the strength of one bag). The third episode focused on how we turned chip bags into trash cans sold at Home Depot. And the final episode showed us opening our own retail store in Princeton, N.J., as well as helping Target find a way to re-use plastic bags.

Of course, the world of TV can get strange. The episodes on the National Geographic Channel had their premiere back-to-back on a slow night in August last yea,  between marathons of big-game fishing shows. And that is where it ended. For our efforts, we had succeeded in producing a “mini-series,” which is a nice term for four one-hour episodes of a canceled TV show. Still, they have been aired many times, they have popped up in international markets, and they generated more than $60,000 in direct income for TerraCycle.

Now you’ll probably ask: how do you know these negative-cost marketing initiatives actually work. Have you done Neilson studies to prove their efficacy versus traditional advertising? The honest answer is that I have not. What I do know is that we got paid to make them, and they generated major awareness. I’ve been stopped many times in random countries by people who have said they saw our show or read my book. We also find that our Web site traffic increases a lot every time we introduce a new initiative. By contrast, traditional advertising is extremely expensive.

To me, it comes down to a simple question:  Would you rather be the commercial that airs during a TV show, or would you rather be the TV show itself? That is why we recently signed new agents, William Morris Endeavour, and we are back in the hunt again. Stay tuned.

Tom Szaky is the chief executive of TerraCycle, which is based in Trenton.

Article source: http://feeds.nytimes.com/click.phdo?i=b61135abc44d1001ee59f877a84f2beb