Received: from nobody by stodi.digitalkingdom.org with local (Exim 4.92) (envelope-from ) id 1hyGut-00060b-Ag for lojban-newreal@lojban.org; Thu, 15 Aug 2019 07:39:51 -0700 Received: from mail-3-167.rch001.net ([52.124.3.167]:42459) by stodi.digitalkingdom.org with esmtps (TLSv1.2:ECDHE-RSA-AES256-GCM-SHA384:256) (Exim 4.92) (envelope-from ) id 1hyGum-0005zn-6S for Lojban@lojban.org; Thu, 15 Aug 2019 07:39:50 -0700 From: "Martin Foner" To: Reply-To: Subject: Is a Shadow CEO for You? You Would Be Surprised. X-BPS1: 7212642 Feedback-ID: 2340107:e3f358ff3e2f409298df36d6dac03a14:marketing:reachmail X-BPS2: 73291 Message-ID: <1a652ec6-6b62-4bd2-b02c-30cdfc1a6fd5@a.sc02.rmdlvry001.com> List-Unsubscribe: , List-Unsubscribe-Post: List-Unsubscribe=One-Click X-Mailer: RM Mailer (v5.4.1004.0) MIME-Version: 1.0 Content-Type: multipart/alternative; boundary="=-wCZo4KKC0OsBYLOmFO0wiQ==" Date: Thu, 15 Aug 2019 09:39:44 -0500 X-Spam-Score: -1.9 (-) X-Spam_score: -1.9 X-Spam_score_int: -18 X-Spam_bar: - This is a multi-part message in MIME format. --=-wCZo4KKC0OsBYLOmFO0wiQ== Content-Type: text/plain; charset=utf-8 Content-Transfer-Encoding: quoted-printable Having trouble viewing this mail? Click here to view it in your browse= r. http://link.rm0004.net/v/R0WNvlYbQswzJ1XfmSw9lQ2 Make sure that you always get our messages: Add martin@ppgcpublishers.= com to your contacts. Click here to unsubscribe or update your email address. http://link.rm0004.net/subscription/?t=3DR0WNvlYbQswzJ1XfmSw9lQ2 MARTIN FONER'S PUBLISHING NEWSLETTER WHAT'S A SHADOW CEO? HOW BAD IS ALL THIS BUSINESS RECESSION TALK? TARIFFS REIMPOSED ON ALL BUT BIBLES? WHY ARE TWO PROMINENT MID SIZED NAMES MAKING LOTS OF SMALLER ACQUISITI= ONS RIGHT NOW? Hello, Everyone... WHAT'S A SHADOW CEO? File this under... I didn't know you did that for publishers? I was speaking with a publisher this week and here is the synopsis. He= has goals... Revenue goals, Profitability goals, and of course, a pre= tty decent Exit goal, and fairly soon. It is a small company... maybe = 20 titles, maybe $200,000 revenues, and a 15% net in pocket. He asked me how to get to $500,000 revenues in two years. When I asked= why, he told me he wanted to be at 15% net and sell the company for $= 500,000 in a third year. This prompted more discussion about his goals= and what he was willing to do to achieve them. The bottom line was he had goals, and he had a general plan, but he wa= sn't sufficiently knowledgeable about implementing and executing more = than doubling revenues and profits in two years on a schedule. He need= ed help with strategizing them, then staying on course, week after mon= th, program after program, to be laser focused on achieving the goals = set out. When I did some quick math on the phone, we both discovered it would b= e three to four years based on HIS approach and the sale would be in y= ear five. No doubt, I could feel his frustration and almost depression= . I suggested that this project WAS doable. I had recently done a simila= r one for a larger company and we not only hit our target date but got= 10% over his target price. And then I explained... I would be his SHADOW CEO. What? What's a SHADOW CEO? Just like it sounds. I have been a CEO of a $7 Million publishing comp= any I started from scratch. I have seen his problems, and likely in tr= iplicate. I have sweated payroll, and staff. At one point it cost me $= 75,000 a week just to open the door. This left no room for error. Thir= ty employees... over 400 titles of our own and distributor for almost = 1,500 other titles. I would work with him as though his company was MY company. We would s= pend some serious time up front getting goals set, strategies set, mar= keting set, and understanding what it would take to get to the end on = time and successfully. This is a program for longer term goals or larg= er issues, not just for a 'fix', or a one day, here is the problem, he= re is the solution type of consult. It can be to set a revenue goal for the next two years... or for an ex= it goal up to about four years away, but firmly fixed on a specific se= lling price... or a longer term turnaround from a difficult situation = into profitability. You, the client, get a professional, successful publishing CEO, over 4= 0 years in the business, for a few hours (or more) per week, or month,= until the goals have been achieved. I have both a tax and financial h= istory as a CPA, PA, LPA, EA, and 40+ years in publishing... some of t= hem overlapped. I have built several small publishing companies, but t= he big one, was from scratch to almost $7 Million, and then I sold it. Meanwhile, I have consulted both as a SHADOW CEO and as a regular, pro= ject by project, consultant since selling that company. While the list= is long, here are a few very brief notes on some of my SHADOW CEO pro= jects since: =C2=B7=C2=A0=C2=A0=C2=A0=C2=A0=C2=A0=C2=A0 As I m= entioned above, I worked with a multi platform publisher for a little = over two years, pushed revenues and profits, trimmed inventory and ope= rating expenses, used alternate selling forms like Bulk & Custom, and = structured the company for sale. We hit our sale date which amazed the= client, and we got him 10% over his desired price. =C2=B7=C2=A0=C2=A0=C2=A0=C2=A0=C2=A0=C2=A0 I work= ed for almost a year with a stalled start up. Revenues stalled, staff = stalled, owner deeply frustrated. We took it one step at a time, each = week, each month. Sales started to break out and hit targets... staff = was replaced with people understanding the goals and reason for their = using a chair in this company. After just about a year, we agreed that= the company was now what the owner had wanted and could handle. (For = another year we spoke monthly for an hour to ensure things continued.) =C2=B7=C2=A0=C2=A0=C2=A0=C2=A0=C2=A0=C2=A0 A non = profit publisher was too focused on the non profit part and could no l= onger support the operation AND do the non profit work at the same tim= e. The head of both was being pulled like taffy on the boardwalk in At= lantic City. (Do they still pull taffy on the boardwalk? IS there stil= l a boardwalk?). So, we took the time to divide his working life, divi= de his budget, set goals for the publishing part, and create a detaile= d plan for how this would take place. It was my job to ALSO make sure = each week, each month, he was keeping to his schedule and budget and g= oals. I may have become far more annoying than any possible nasty spou= se, but he couldn't divorce me if he wanted to make this work! Eightee= n months later the whole operation was working. I wouldn't say like a = Swiss watch...maybe more like the subway system. It got you from point= A to point B reasonably on time and very inexpensively. =C2=B7=C2=A0=C2=A0=C2=A0=C2=A0=C2=A0=C2=A0 I coul= d go on (as most of you know all too well reading my newsletters) but = I will just add a couple other situations by comment... one company wa= nted to triple revenues in two years and basically used my talents for= acquiring companies to get the job done. I handled the research, inve= stigations, negotiations, and decisions about whether company A or B w= ould fit better. This allowed the current owner to continue his regula= r work and still stay on an acquisition schedule. Another company need= ed a serious turnaround. It took six months. We avoided bankruptcy by = cutting deals, then cut expenses, then slammed the market with sales..= . once turned around... we shook hands and off they went. Last I heard= they were acquired by a name, small publisher. You get the point. A SHADOW CEO sits on the shoulder of the current ow= ner or management team and offers direction, strategy, marketing, or e= ven handles acquisitions, or some specific part of running the operati= on. In one case, during the serious illness of an owner, I was called = in to actually BE the CEO for two months while the owner recovered. Ok... so what does all this expertise and experience actually cost? Fo= r as little as $1,000/month, you can have this expertise as close as y= our email inbox or telephone on a weekly contact or as needed basis. Y= es, for a more expansive, all encompassing, assignment, it will cost m= ore, but you are NOT tied into a long term, part or full time employed= CEO, at $10,000 a month ... or much more! Now is the time to get resolved for 2020 and beyond; set your goals an= d achieve them on time, on budget, completely, and profitably. No need to enter into yet another year of slogging through, with no pr= esent or future real or achievable goals. There are no problems that c= annot be solved successfully and profitably. Contact me today for a brief confidential assessment of your situation= . mfoner@nplconsult.com mailto:mfoner@nplconsult.com HOW BAD IS ALL THIS BUSINESS RECESSION TALK? In a nutshell, the bond markets have done something this past and curr= ent week they haven't done in a long time. And EVERY time they do this= , it signals a recession. Yes, EVERY. Without getting into the technic= als, usually when you borrow money the longer you borrow it for, the m= ore you pay in interest and interest rate. Well, this past week the sh= ort term borrowing rates now EXCEED the long term rates. This inversio= n of the interest rate marketplace is one of the strongest signals the= market can provide that a recession is coming. In general, experts suggest a time range of 18 to 24 months, but can s= ee it as soon as 12 months (considering the current turmoil, tariffs, = trade war, lack of discipline in Congressional spending, deficits, etc= ). Let me just reiterate what happens to publishing companies who try to = get sold during recessions... and I think I have been through three of= them. The best candidates lose 15-20% of their value in the sale. The= pretty decent ones lose 25-40% of their value in a sale. The marginal= ones... simply don't get sold at all. This is just one more warning that if you plan or think about selling = your company... RIGHT NOW is the time to get started! If we begin NOW,= maybe we sell by the end of the year, and you avoid all of this tumul= t. If you aren't ready yet, or haven't reached your selling goals... read= the article above and consider engaging a SHADOW CEO to get you to an= d through the goal process! TARIFFS REIMPOSED ON ALL BUT BIBLES? Ok... go ahead and try to tell me the current administration has anyth= ing under control here, particularly when it comes to tariffs. And we = publishers are going to, once again, pay the price for the administrat= ion's concept of fighting a war. I don't need to remind all of you, but I will anyway, that this Presid= ent either doesn't know how tariffs work, or is deliberately lying to = the American public. TARIFFS ARE PAID BY AMERICAN COMPANIES AND IMPORT= ERS ON THE GOODS IMPORTED FROM CHINA. The country of China does not pa= y one thin, thick, or fake dime of these tariffs. Ok, now that we have that lie out of the way, we as publishers have a = problem. If we use Chinese printers, we are now back to being charged = a tariff of 10% on the value of books we bring into the US. At first b= ooks were exempt, then it was just Bibles that were exempt and all oth= er books would be 25%, then it was back to everything was exempt. Now,= we think and only think, it will be everything but Bibles (and maybe = children's books) will be tariffed at 10%. SIDEBAR ABOUT PRINTERS... I have found one very reputable and long sta= nding printer who is doing paperback standard sizes in less than a fou= r week turnaround. Good pricing also. Contact me directly at mfoner@np= lconsult.com mailto:mfoner@nplconsult.com Two pieces of advice here. 1. Assume a 10% tariff on everything you print in China. If your prici= ng is still much better there, and your printing there does not interf= ere with Fed, State, or Municipal, "made in US" rules, then keep print= ing. But if it is very close, reconsider for now printing in the US. 2. If you are half as pissed off at US printers as I am for lousy serv= ice masquerading as some, we are really busy routine, then consider Ca= nada... Vietnam... Thailand... or Taiwan. But you need to be very care= ful about Taiwan, since any moment China could gobble it up and you wo= uld be back in the same boat you are rowing. And one last one. Consider changing administrations so you have a stab= le policy about your own business you can count on from your governmen= t. WHY ARE TWO PROMINENT MID SIZED NAMES MAKING LOTS OF SMALLER ACQUISITI= ONS RIGHT NOW? Without getting into details to which I am not privy, Sourcebooks has = gotten an investment of 48+/-% ownership by a major five player. And i= n the process has made, to my uneducated and unscientific count, about= a half dozen acquisitions this year alone. Globe Pequot, rumor has it and that is all I can offer, has also gotte= n some substantial funding for acquisitions, and has made 3 or 4 this = year alone. Two mid size solid "names" going ape in the acquisitions field this ye= ar? Since I don't know why... I can only speculate and make recommendation= s for other publishers. 1. As I have been saying now for over 20 years... acquisition is the f= astest and safest form of growth a publisher can perform. While I grew= my house by leaps and bounds organically... it didn't hurt we acquire= d dozens and dozens of titles already doing solid business for us, fro= m other publishers. It IS just that simple. 2. Since 2020 is going to be a turmoil year (if we get there in one pi= ece), and thus 2021 ain't looking so healthy right now either... stabi= lity for the future is very important...making moves now ensures that = stability. 3. Money is very cheap right now and is expected to be for another yea= r or so... longer if this recession actually hits in 2020 during the e= lection. For that, count on the current administration to do anything = it can to hold the line on the economy to win the election. Choose one explanation. Or another. Or, chose the one that money burns= a hole in the pocket of the holder and the holder has to spend it. Want to consider growth by acquisition? I would be happy to assist you= in creating a Plan, implementing and executing that Plan, and within = a year, your revenues have doubled and the new acquisition is almost p= aid off. Contact me directly=C2=A0 mfoner@nplconsult.com mailto:mfoner= @nplconsult.com If you want to be removed from this mailing list, simply either click = on the link in the newsletter footer, or send me an email with the wor= d DELETE, and it will be done. Thanks. Copyright Martin Foner, NPL Publishing Consultants, a subsidiary of Pr= ofessional Publishers Group Corporation. 2019.=C2=A0=C2=A0 mailto:mfon= er@nplconsult.com http://link.rm0004.net/go/R0WNvoqVwRiauITNrgBMZQ2/ =C2=A0=C2=A0=C2=A0=C2= =A0=C2=A0 800-501-6431 x3 Post Office Box 1010, Ventura CA=C2=A0 93002 Warehouse: 5960 Valentine Road, Ventura=C2=A0 CA=C2=A0 93003 This email is being sent to Lojban@lojban.org. Use this link to be deleted or to update your email address http://link.rm0004.net/subscription/?t=3DR0WNvlYbQswzJ1XfmSw9lQ2 This message was sent by NPL PUBLISHING CONSULTANTS, a Division of Pro= fessional Publishers Group Corporation | POST OFFICE BOX 1010 | VENT= URA, CA 93002 --=-wCZo4KKC0OsBYLOmFO0wiQ== Content-Type: text/html; charset=utf-8 Content-Transfer-Encoding: quoted-printable
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= MARTIN FONER’S PUBLISHING NEWSLETTER

=  

= WHAT’S A SHADOW CEO?

= HOW BAD IS ALL THIS BUSINESS RECESSION TALK?

= TARIFFS REIMPOSED ON ALL BUT BIBLES?

= WHY ARE TWO PROMINENT MID SIZED NAMES MAKING LOTS OF SMALLER ACQUI= SITIONS RIGHT NOW?

=  

Hello, Everyone…

= WHAT’S A SHADOW CEO?

=  

File this under… I didn’t know you did that for pu= blishers?

I was speaking with a publisher this week and here is the synop= sis. He has goals… Revenue goals, Profitability goals, and of c= ourse, a pretty decent Exit goal, and fairly soon. It is a small compa= ny… maybe 20 titles, maybe $200,000 revenues, and a 15% net in = pocket.

He asked me how to get to $500,000 revenues in two years. When = I asked why, he told me he wanted to be at 15% net and sell the compan= y for $500,000 in a third year. This prompted more discussion about hi= s goals and what he was willing to do to achieve them.

The bottom line was he had goals, and he had a general plan, bu= t he wasn’t sufficiently knowledgeable about implementing and ex= ecuting more than doubling revenues and profits in two years on a sche= dule. He needed help with strategizing them, then staying on course, w= eek after month, program after program, to be laser focused on achievi= ng the goals set out.

When I did some quick math on the phone, we both discovered it = would be three to four years based on HIS approach an= d the sale would be in year five. No doubt, I could feel his frustrati= on and almost depression.

I suggested that this project WAS doable. I had recently done a= similar one for a larger company and we not only hit our target date = but got 10% over his target price.

 

And then I explained… I would be his SHADOW CEO.=

What? What’s a SHADOW CEO?

 

Just like it sounds. I have been a CEO of a $7 Million publishi= ng company I started from scratch. I have seen his problems, and likel= y in triplicate. I have sweated payroll, and staff. At one point it co= st me $75,000 a week just to open the door. This left no room for erro= r. Thirty employees… over 400 titles of our own and distributor= for almost 1,500 other titles.

I would work with him as though his company was MY company. We = would spend some serious time up front getting goals set, strategies s= et, marketing set, and understanding what it would take to get to the = end on time and successfully. This is a program for longer term goals = or larger issues, not just for a ‘fix’, or a one day, here= is the problem, here is the solution type of consult.

It can be to set a revenue goal for the next two years… = or for an exit goal up to about four years away, but firmly fixed on a= specific selling price… or a longer term turnaround from a dif= ficult situation into profitability.

You, the client, get a professional, successful publishing CEO,= over 40 years in the business, for a few hours (or more) per week, or= month, until the goals have been achieved. I have both a tax and fina= ncial history as a CPA, PA, LPA, EA, and 40+ years in publishing&helli= p; some of them overlapped. I have built several small publishing comp= anies, but the big one, was from scratch to almost $7 Million, and the= n I sold it.

Meanwhile, I have consulted both as a SHADOW CEO and as a regular, project by project, consultant since selling that= company. While the list is long, here are a few very brief notes on s= ome of my SHADOW CEO projects since:

<![if !supportLists]>·=        As I mentioned abo= ve, I worked with a multi platform publisher for a little over two yea= rs, pushed revenues and profits, trimmed inventory and operating expen= ses, used alternate selling forms like Bulk & Custom, and structur= ed the company for sale. We hit our sale date which amazed the client,= and we got him 10% over his desired price.

<![if !supportLists]>·       <= span style=3D"font-size: 16.0pt; line-height: 107%;">I worked for almo= st a year with a stalled start up. Revenues stalled, staff stalled, ow= ner deeply frustrated. We took it one step at a time, each week, each = month. Sales started to break out and hit targets… staff was re= placed with people understanding the goals and reason for their using = a chair in this company. After just about a year, we agreed that the c= ompany was now what the owner had wanted and could handle. (For anothe= r year we spoke monthly for an hour to ensure things continued.)

<![if !supportLists]>·       <= span style=3D"font-size: 16.0pt; line-height: 107%;">A non profit publ= isher was too focused on the non profit part and could no longer suppo= rt the operation AND do the non profit work at the same time. The head= of both was being pulled like taffy on the boardwalk in Atlantic City= . (Do they still pull taffy on the boardwalk? IS there still a boardwa= lk?). So, we took the time to divide his working life, divide his budg= et, set goals for the publishing part, and create a detailed plan for = how this would take place. It was my job to ALSO make sure each week, = each month, he was keeping to=20 his schedule and budget and goals. I may have become far more annoying= than any possible nasty spouse, but he couldn’t divorce me if h= e wanted to make this work! Eighteen months later the whole operation = was working. I wouldn’t say like a Swiss watch…maybe more= like the subway system. It got you from point A to point B reasonably= on time and very inexpensively.

<![if !supportLists]>·&= nbsp;      I could go on (as m= ost of you know all too well reading my newsletters) but I will just a= dd a couple other situations by comment… one company wanted to = triple revenues in two years and basically used my talents for acquiri= ng companies to get the job done. I handled the research, investigatio= ns, negotiations, and decisions about whether company A or B would fit= better. This allowed the current owner to continue his regular work a= nd still stay on an acquisition schedule. Another company needed a ser= ious turnaround. It took six=20 months. We avoided bankruptcy by cutting deals, then cut expenses, the= n slammed the market with sales… once turned around… we = shook hands and off they went. Last I heard they were acquired by a na= me, small publisher.

You get the point. A= SHADOW CEO sits on the shoulder of the curren= t owner or management team and offers direction, strategy, marketing, = or even handles acquisitions, or some specific part of running the ope= ration. In one case, during the serious illness of an owner, I was cal= led in to actually BE the CEO for two months while the owner recovered= .     

Ok… so what does all this expertise and experience actua= lly cost? For as little as $1,000/month, you can have this expertise a= s close as your email inbox or telephone on a weekly contact or as nee= ded basis. Yes, for a more expansive, all encompassing, assignment, it= will cost more, but you are NOT tied into a long term, part or full t= ime employed CEO, at $10,000 a month … or much more!

Now is the time to get resolved for 2020 and beyond; set your g= oals and achieve them on time, on budget, completely, and profitably.<= /span>

No need to enter into yet another year of slogging through, wit= h no present or future real or achievable goals. There are no problems= that cannot be solved successfully and profitably.

Contact me today for a brief confidential assessment of your si= tuation. mfoner@nplconsult.co= m

 

= HOW BAD IS ALL THIS BUSINESS RECESSION TALK?

=  

In a nutshell, the bond markets have done something this past a= nd current week they haven’t done in a long time. And EV= ERY time they do this, it signals a recession. Yes, E= VERY. Without getting into the technicals, usually when you b= orrow money the longer you borrow it for, the more you pay in interest= and interest rate. Well, this past week the short term borrowing rate= s now EXCEED the long term rates. This inversion of t= he interest rate marketplace is one of the strongest signals the marke= t can provide that a recession is coming.

In general, experts suggest a time range of 18 to 24 months, bu= t can see it as soon as 12 months (considering the current turmoil, ta= riffs, trade war, lack of discipline in Congressional spending, defici= ts, etc).

Let me just reiterate what happens to publishing companies who = try to get sold during recessions… and I think I have been thro= ugh three of them. The best candidates lose 15-20% of their value in t= he sale. The pretty decent ones lose 25-40% of their value in a sale. = The marginal ones… simply don’t get sold at all.

This is just one more warning that if you plan or think about s= elling your company… RIGHT NOW is the time to = get started! If we begin NOW, maybe we sell by the end of the year, an= d you avoid all of this tumult.

If you aren’t ready yet, or haven’t reached your se= lling goals… read the article above and consider engaging a SHADOW CEO to get you to and through the goal process!

 

= TARIFFS REIMPOSED ON ALL BUT BIBLES?

=  

Ok… go ahead and try to tell me the current administrati= on has anything under control here, particularly when it comes to tari= ffs. And we publishers are going to, once again, pay the price for the= administration’s concept of fighting a war.

I don’t need to remind all of you, but I will anyway, tha= t this President either doesn’t know how tariffs work, or is del= iberately lying to the American public. TARIFFS ARE PAID BY AM= ERICAN COMPANIES AND IMPORTERS ON THE GOODS IMPORTED FROM CHINA. The country of China does not pay one thin, thick, or fake dime of= these tariffs.

Ok, now that we have that lie out of the way, we as publishers = have a problem. If we use Chinese printers, we are now back to being c= harged a tariff of 10% on the value of books we bring into the US. At = first books were exempt, then it was just Bibles that were exempt and = all other books would be 25%, then it was back to everything was exemp= t. Now, we think and only think, it will be everything but Bibles (and= maybe children’s books) will be tariffed at 10%.

SIDEBAR ABOUT PRINTERS… I have found one very re= putable and long standing printer who is doing paperback standard size= s in less than a four week turnaround. Good pricing also. Contact me d= irectly at mfoner@nplconsult.= com 

Two pieces of advice here.

1. Assume a 10% tariff on everything you print in China. If you= r pricing is still much better there, and your printing there does not= interfere with Fed, State, or Municipal, “made in US” rul= es, then keep printing. But if it is very close, reconsider for now pr= inting in the US.

2. If you are half as pissed off at US printers as I am for lou= sy service masquerading as some, we are really busy routine, then cons= ider Canada… Vietnam… Thailand… or Taiwan. But yo= u need to be very careful about Taiwan, since any moment China could g= obble it up and you would be back in the same boat you are rowing.

And one last one. Consider changing administrations so you have= a stable policy about your own business you can count on from your go= vernment.

 

= WHY ARE TWO PROMINENT MID SIZED NAMES MAKING LOTS OF SMALLER ACQUI= SITIONS RIGHT NOW?

=  

Without getting into details to which I am not privy, Sourceboo= ks has gotten an investment of 48+/-% ownership by a major five player= . And in the process has made, to my uneducated and unscientific count= , about a half dozen acquisitions this year alone.

Globe Pequot, rumor has it and that is all I can offer, has als= o gotten some substantial funding for acquisitions, and has made 3 or = 4 this year alone.

Two mid size solid “names” going ape in the acquisi= tions field this year?

Since I don’t know why… I can only speculate and m= ake recommendations for other publishers.

1. As I have been saying now for over 20 years… acquisit= ion is the fastest and safest form of growth a publisher can perform. = While I grew my house by leaps and bounds organically… it didn&= rsquo;t hurt we acquired dozens and dozens of titles already doing sol= id business for us, from other publishers. It IS just= that simple.

2. Since 2020 is going to be a turmoil year (if we get there in= one piece), and thus 2021 ain’t looking so healthy right now ei= ther… stability for the future is very important…making = moves now ensures that stability.

3. Money is very cheap right now and is expected to be for anot= her year or so… longer if this recession actually hits in 2020 = during the election. For that, count on the current administration to = do anything it can to hold the line on the economy to win the election= .

Choose one explanation. Or another. Or, chose the one that mone= y burns a hole in the pocket of the holder and the holder has to spend= it.

Want to consider growth by acquisition? I would be happy to ass= ist you in creating a Plan, implementing and executing that Plan, and = within a year, your revenues have doubled and the new acquisition is a= lmost paid off. Contact me directly=   mfoner@nplconsu= lt.com

 

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