Why Authors absolutely must build Direct Channels to Readers

Firstly, the reality is that if there were a Direct Channel between an Author and the Author’s readers, then Authors would have control. Authors could decide what to pay people who help them create books. Authors could decide what to pay people who help them with marketing. Authors could decide what to offer readers.

Secondly, things are in place for Authors to finally create direct channels to customers.

  1. Readers are more and more familiar with technology and devices.
  2. Authors are more and more aware of options they have.
  3. Authors and Readers are realizing they have all the control and power now.
  4. Mobile Devices are spreading and they are getting better for reading.
  5. Technology is cheap now. Lots of companies offering things like payment gateways and sites and blogs for very reasonable prices.

Thirdly, every non-direct channel is undependable.

  1. WalMart might decide to start using books as loss leaders. So the value perception of books goes to zero.
  2. Amazon might decide to start favoring Amazon published books. So either you sign a deal with Amazon or you are a second class citizen (invisible, just doesn’t exist).
  3. B&N might decide it wants to favor Publisher published books. All non-Publisher Authors will be in trouble.
  4. Facebook started this new stunt where you have to pay if you want all your Fans/Likers/Whatevers to see your posts. So, you spend a ton of time getting a following on Facebook and now you have to pay to talk to them?
  5. Instagram started this stunt where every photo you take is their property and they can advertise using it. So your book cover, your book signing photos, and all your photos belong to them the minute you upload them.

The only channel you can depend on is one you control completely. That’s just the truth – There is no Free Lunch.

Fourthly, readers are willing to, and happy to, pay authors for their work. Let them. Make it easy for them.

  1. Readers complain about things that make it difficult for them to get books.
  2. Readers aren’t happy to pay Publishers unfair prices.
  3. Readers aren’t happy with DRM and other things that make things inconvenient.
  4. Readers aren’t happy about international lack of availability.
  5. Readers aren’t happy about format issues.

However, readers are very happy to pay authors. The interesting thing is that despite the Gatekeepers making it hard for readers to easily pay for books, they still want to pay because they want to make sure Authors get paid.

Fifthly, you can TALK and COMMUNICATE with your readers directly. This is priceless because no amount of marketing can rival the power of a direct relationship.

Sixthly, you can get more sales from people who love your books and you can use stacking.

  1. If you have a direct channel then you can sell readers more than one book. Contrast that with a site that sells millions of books. A site will show ’50 other books bought’ and try to take readers away from your books in thousands of directions. You can direct readers to more of your books if its your own channel.
  2. If you have a direct channel you can stack sales. Want to get a good sales rank? Send an email newsletter and do a blog post on the same day as someone mentions your book or reviews your book. That will not only generate direct sales, it will boost your sales rank massively and get you exposure via the bestseller lists.

Seventhly, you don’t have to pay taxes or tolls.

  1. Publishers want a cut.
  2. Bookstores want a cut.
  3. Platforms want a cut.
  4. Your Agent wants a cut.
  5. Your cousin from Tempe wants a cut.

It’s your hard work and everyone wants a cut. Well, are they contributing enough to merit getting a share of your hard-earned profits?

Your readers will be happy to buy directly from you provided you make it a win-win situation. And you avoid paying cuts to every Tom, Dick, and Harry along the way.

Eighthly, your direct channels are going to be the only thing that is permanent (other than your readers).

  1. Publishers might find another flavor of the month.
  2. Stores might switch to selling movies.
  3. Stores might go out of business.
  4. Platforms might get corrupted by piracy and platform issues.
  5. Booksellers might create problems by trying for too much control i.e. readers get a license and don’t really own the book.

You can avoid all these risks by making sure that the core readership you have has a direct channel to you and to your books. Equally importantly, you can ensure that your readers can always find you. A store can kick you out or bury you.

Ninthly, the direct channel has power in itself.

If you build up a direct channel of 35,000 readers who love Historical Romance –

  1. You can ‘selectively’ introduce other authors. Take a cut from them.
  2. Niche sites and lists are valued at $25 to $100 per subscriber. That’s $875,000 to $3.5 million if you build up a list of 35,000 readers. Even if the economy tanks it’s still worth a few hundred thousand dollars.
  3. You can sell your other books.
  4. You can sell merchandise.
  5. You can do tie-ups with Publishers.

Tenthly, your chances of getting a deal go up if you have direct channels to your readers.

  1. Publishers and ePublishers will be MORE likely to sign you to a deal if they know you have a readership of 5,000 to 50,000 that you can reach directly and sell your next book to.

This is one of the biggest fallacies. You don’t increase your chances of getting a deal by becoming less powerful and more at the mercy of Publishers. You increase your chances by becoming more powerful. The minute you don’t need Publishers they’ll come looking.

Good Aims to Have for Authors

To build a direct channel to your readers that you control 100% and that can generate enough revenue to sustain you provided you keep writing one or two books a year and keep marketing your backlist smartly.

To accept the reality that Marketing is just as important as your Book and that the Direct Channel is the lifeline for your Book’s sales.

To treat the direct channel as the absolutely critical part of your marketing efforts to sell in the big stores.

To build more than one channel. Again, channels you control 100% are much, much better. Use Facebook and Twitter if you must – but use them as funnels to channel readers to your email newsletter and your blog.

The truth is that we don’t know where Publishing is headed. However, it does seem quite likely that instead of bookstores, where thousands of books are given shelf space, we will have eBookstores. The only books that will get visibility in eBookstores will be the Top 100 Bestsellers and Books ‘curated’ by the eBookstores. We’ll shift from a world where gatekeepers decided what gets published to one where eGatekeepers decide what gets seen and how often.

Authors absolutely must build their own direct channels to readers and Authors absolutely must build strong relationships with their readers. If they don’t, they would have just exchanged one cruel fate (can’t get published) for another (can’t get seen by readers).

Kindle Fire, Kindle arriving at 16,000 retail locations including WalMart

Kindle Fire and Kindle will be arriving at a staggering 16,000 retail locations starting on November 15th.

Stores include – Best Buy, WalMart, Target, Staples, Sam’s Club, RadioShack, Office Depot.

It’s all very puzzling.

The Madness of the Retailers?

It’s absolutely inexplicable to me that stores like Best Buy and Target and WalMart would sell Kindles and accelerate their own demise. Do they not realize that Kindle Fire is a direct connection to Amazon.com? That Kindle and Special Offers will end up eroding the sales of the retail stores?

With B&N we can rationalize that perhaps all these retail stores can’t think that far ahead. However, with Amazon – it should be obvious what’s happening.

Here’s what BestBuy’s senior VP says –

“We are excited to work with Amazon to provide consumers the opportunity to touch, test, try to buy the Kindle Fire in all Best Buy and Best Buy Mobile stores nationwide,” said Wendy Fritz, senior vice president of Computing at Best Buy. “The Kindle Fire and other new products in the Kindle family will be some of the hottest gifts this holiday season and we are delighted to offer these devices as part of our ever-expanding tablet and e-reader selection at Best Buy.”

She might as well say –

We are getting tired of selling all these electronics. So we though we should let Amazon get a direct connection to our customers and shift them over to buying from Amazon.com.

The strangest store on the list is WalMart.

Isn’t WalMart supposed to be Amazon’s mortal enemy?

My understanding was that WalMart sees Amazon as a major threat and has started WalMart.com in part to address this threat.

Why then, is WalMart strengthening Amazon?

WalMart is literally selling its customers mini-Amazon stores. That its customers will carry everywhere with them. It’s incredibly shortsighted and hard to believe.

Target’s One-Stop-Shop Strategy

The irony –

“Target is offering the new family of Kindle devices, including the Kindle Fire, to ensure Target is a convenient one-stop-shop for all of the season’s must-have gifts,” said Nik Nayar, vice president merchandising, Target.

Target wants to ensure its the one-stop-shop. So, what does it do? It starts selling its customers mini-Amazon Stores that will, in future years, be the one-stop-shop for these customers.

How is all of this not painfully obvious?

Perhaps there’s something I’ve missed.

How does it help retail stores to build up Amazon? How does it help them to accelerate the trend to online and mobile shopping? Are they really not concerned that people will start doing their shopping through Kindle Fires and at Amazon.com?

It makes zero sense. To sell some extra devices this holiday season, all these retail stores are going to sell away their customers to their most dangerous competitor?

The metamorphosis of Kindle and of Amazon

In celebration of the Kindle Fire and the new Kindle, the CEO of Amazon wrote a very interesting letter (which can be found on the main page of Amazon).

A particular section has been stuck in my head and tonight (thanks to reading The Strain for half the night) it finally struck me why. First, let’s consider what Mr. Jeff Bezos wrote:

There are two types of companies: those that work hard to charge customers more, and those that work hard to charge customers less. Both approaches can work. We are firmly in the second camp.

This is really, really interesting. Particularly when you take a look at the diagram in this article on why the iPad and Kindle Fire are Mirror Opposites.

  1. iTunes feeds the funnel for iPad. Apple makes most of its money from the iPad.
  2. Kindle Fire feeds the funnel for Amazon.com.

So, and we are taking major liberties here, we could translate Mr. Jeff Bezos’ statement into –

There are two types of companies: Those that work hard to create a very attractive ecosystem where the price of entry is a premium device, and those that work hard to create a very attractive and low-priced device that brings you into their ecosystem.

Both approaches work. We are firmly in the second camp because we think we can sell people everything.

Both approaches do indeed work. Amazon is certainly in the second camp.

Why else would it sell the Kindle Fire (whose bill of materials alone is around $191) for $199? Why else would it sell the new Kindle for $79 (an insane price no matter how you look at it)?

This strategy is a very dangerous strategy and my gut feeling is that it’s not going to work the way Amazon intends and it is going to cause a metamorphosis of Amazon.

The Coming Metamorphosis of Amazon

Going back to the excellent Apple/Amazon/Funnel article, we get this gem –

  • Apple can happily ‘just about break even’ on music downloads because of the way it helps sales of their high margin i-devices
  • Amazon can happily price the Kindle Fire so aggressively that it is priced more like an MP3 player (and expect to lose money for the near term at least) because of the volume of sales of content it expects / hopes it will drive

Notice the rather critical part –

… expect to lose money … because of the volume of sales of content it expects/hopes it will drive.

Hopes and Expectations don’t make a good bedrock for future profit. Especially when the Internet and the common people are busy driving the value of content to zero.

Amazon can’t let that happen (except perhaps in certain loss-leaders like music).

To Guarantee Profits, Amazon has to Build a Very Closed Ecosystem

If people start buying Kindle Fires and Kindles and buying/getting content elsewhere, Amazon will never make a profit.

This forces Amazon to do some interesting things –

  1. Amazon has to lock users into its ecosystem. That’s why we have no ePub support. That’s why there is unlimited Cloud Storage for Amazon content but just 8 GB storage on the Kindle Fire. That’s why Kindle Fire doesn’t have an SD Card slot. That’s why Amazon has to build a custom version of Android and its own Android App Store.
  2. Amazon has to figure out how to make money from content. Amazon has to ensure it makes money from content because it’s selling Kindles and Kindle Fires at a loss. It’s a painfully amusing situation – content owners themselves can’t make profits from their content and yet Amazon is expected to make a profit from its 30% cut.
  3. Amazon has to figure out how to sell more and more things to users. Since there is no guarantee that selling content will make up for subsidized Kindles, Amazon has to sell people everything it can (including kitchen sinks and designer shoes).

Amazon wants to become ‘The One Shopping Destination’. However, it is taking such big risks to achieve this that it is putting itself into a position where it MUST become The One Shopping Destination.

A closed ecosystem is one way to try to guarantee things don’t go to Hell. Amazon is, perhaps to a larger degree than it realizes, trapping itself into this ‘Closed Ecosystem’ requirement. It’s already at a stage where it needs the Closed Ecosystem just to make a profit.

What if the Profits from Content don’t materialize?

Amazon has been delaying gratification and growing bigger and reinvesting into growth. There are a few possibilities:

  1. It doesn’t want gratification. It’s OK with forever delaying gratification. In that case all bets are off.
  2. It expects that all this delaying will lead to amazing gratification at a future point of time.
  3. It expects gratification at a slow but steady pace for many, many decades.

If Amazon is trading instant gratification for constant gratification over a long period of time, or even if it is trading instant gratification for huge gratification at a future point of time, it needs to find a way to profit from existing customers.

Every customer getting a subsidized Kindle or Kindle Fire has a ‘Delayed Gratification Tax’ attached to her. What happens if the Content Strategy fails? What if all these customers turn around and say – We never signed up for the ‘Delayed Gratification Tax’.

The funny thing about us (as humans and as customers) is that you can almost guarantee that all of us will forget we got a subsidized $199 Kindle Fire  as soon as we get it. As soon as Kindle Fire is in our hands we will simply want content for free or for ridiculously cheap prices (perhaps not all of us, but enough of us to make profiting from content sales rather difficult).

Update: Thanks to gous for a wonderful comment. First, this gem –

What strikes me is how vulnerable to disruption the digital content side of Amazon looks. The Google that created Android would scent blood and attack by attempting to drive the selling price of that content to zero so as to sell ads. Whether that Google still exists is another story.

And then this great link: Musings by Michael Mace on Amazon and Apple.

Gous’ comment above really is what I meant to point out and didn’t do a good job of.

Amazon must either make the Content Strategy work or a Metamorphosis will happen

We don’t know what the metamorphosis will be.

We do know that if all this ‘Delaying Gratification’ and ‘Taking a Hit on Kindle and Kindle Fire’ doesn’t get rewarded down the line, Amazon will be in some amount of trouble. Companies in Trouble do very interesting things.

If its Content Strategy works, Amazon will rule the retail world – to an extent that makes Wal-Mart seem trivial. If its Content Strategy doesn’t work, Amazon will be in a rather interesting conundrum.

We don’t know what the metamorphosis of Amazon will be (in case its Content Strategy doesn’t work) but we do know what might be the facilitator.

The Metamorphosis of Kindle and the Metamorphosis it will facilitate

Kindle and Kindle Fire play a very critical part in Amazon’s Content Strategy, and they will play an even more critical part if the Content Strategy fails.

Consider another section from Mr. Jeff Bezos’ letter:

 We are building premium products and offering them at non-premium prices.

Again, we’ll take some liberties (we aren’t good at denying gratification), and restate it as –

We are building premium mini-Amazon stores and making them very compelling by offering them at non-premium prices.

The Kindle and the Kindle Fire are not exactly devices –

  1. They are mini Amazon.com tributaries. It’s the perfect analogy – tens of millions of little tributaries joining into the great Amazon.com river and turning it into something vast beyond comprehension. What happens when there are 27 million Kindle device owners and they all are gifted Amazon Prime and do 80% of their purchasing from Amazon.com? What happens when the number grows to $100 million?
  2. They are a direct channel from customers to Amazon. A channel where Amazon doesn’t have to pay Google for traffic or CBS for advertising slots.
  3. They are an emotional and physical connection between Amazon and Customers. We only have to look at devotees of the various tech religions (Android, Apple, etc.) to see how powerful this could be.
  4. They are behaviour capturing devices. We don’t mean ‘in an evil way’ – just in a ‘what does she buy, what does he wish for, what do they covet’ sort of way.
  5. They are a defence against competitors.

We are way beyond the stage where Kindles were eReaders. The Kindle has metamorphosed into an Amazon.com tributary.

Ask any shopkeeper what he would give to have mini-stores in customers’ hands. Ask grocery stores why they hand out those points cards and membership cards. Ask any marketer what she would give to get a full history of customers’ purchases and customers’ explicit and implicit wish lists.

All of that is dwarfed by what the Kindle and the Kindle Fire promise to deliver to Amazon.

In the end it will come down to Kindles and Kindle Fires

Pick whichever path you like – Each ends with there being a hundred million Amazon.com tributaries in people’s hands.

If Amazon’s Content Strategy works then each is a steady source of profit for Amazon. And that’s just from the content.

If Amazon’s Content Strategy fails it might still be able to profit by ramping up the mini Amazon store aspect.

If everything else fails, Amazon still has a hundred million direct channels to customers. Companies are willing to pay for Search Ads and even for Ads on sites where people have zero intent to buy anything. What would companies be willing to pay for a channel where customers’ main intent is to buy?

We haven’t considered all the aspects and all the possibilities. Once you have Kindles in enough users’ hands there are a lot of different things that can be tried.

Amazon, if it is forced to metamorphose, will almost certainly base the transformation on the hundred million Kindles and Kindle Fires it will have in circulation. At its core, Kindle is a hedge of a spectacular kind – it plays an absolutely vital role no matter what happens. It’s gold and stocks at the same time. It’s emerging markets and developed markets in parallel. It’s the Schroedinger’s Cat of retail.

If Amazon’s gambles pay off, Kindle and Kindle Fire will be the channels delivering consistent and comforting gratification to Amazon. If Amazon’s gambles fail, they will morph into devices of resurrection.

That letter from Mr. CEO is genius. Perhaps explaining exactly why Amazon is in the second camp would be overkill. However, it would certainly be interesting to hear more on exactly why Amazon is working hard to charge customers less and why/how it is able to sell premium products at non-premium prices.