How to write a publishing plan

Folio: The Magazine for Magazine Management, Feb 1, 1998 by Marshall D. Siegel

What revenue will your plan produce? Take the ad-page counts that you forecast in the second section of your plan (Where is your publication going?) and multiply them by your net revenue per page, if you have one. Or, work with your financial department to set up the revenue portion of the plan.

How profitable or unprofitable will your plan be? Obviously, this will be affected by the revenue and costs involved, and the timetable you have set up to achieve your goals. Use your financial officer to set up operating budgets for each new project. i These budgets will indicate revenue, expenses, break-even and profit/loss. A positive operating budget is a good rationale for going ahead with your plan.

A final word: Your publishing plan should not be carved in stone. A plan is just a roadmap, and should be followed until the next planning period arrives. However, if glaring faults show themselves as you proceed, don't make the plan an anchor: It could sink you. Implement the necessary changes and correct your course --and use the occurrences as lessons for the future.

Yes, creating a plan is difficult, but it will give you a clear view of your business and much more control over your future. It will make you proactive rather than reactive. With appropriate objectives and actions, your plan will force competitive publications into less favorable positions, while you improve your own. So don't get discouraged! The end result is definitely worth the effort.

Ten basic rules apply

Following some rules will make your job easier right out of the box. You'll probably think of more that apply to your situation as you go along, and if you do, add them. But to begin, here are the 10 basic rules of writing a strategic forecast:

1. Keep your plan specific.

2. Be concise, yet comprehensive.

3. Cover all the departments that make up your magazine.

4. Set realistic objectives the magazine can reach.

5. Set realistic goals for individuals.

6. Offer a way to measure performance toward attaining those goals and objectives.

7. Think about each category thoroughly.

8. Ask each department head and salesperson for a specific plan related to his or her responsibility.

9. Keep a running file of notes thereafter, regarding your next plan.

10. Keep track of the time it takes to write your plan.

Marshall D. Siegel is a consultant to Miller Freeman in Dallas. He had been vice president of sales for Gralla Publications.