Nick Gibbs":ly9qrvvc said:
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My/our vision is sometimes in the heart, other times in the head, and often written down. It's a constantly evolving vision, driven by a desire to entertain and inform as many woodworkers as possible, enabling them to enjoy woodworking even more through what they read and through the shared experience of a magazine. And I want to learn and have fun too.
The aim is to have woodworkers craving the day the magazine goes on sale, yearning for another dose of Good Wood.
That is my vision.
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Nick Gibbs
Hi Nick,
The parable of sailing was great as applies to sailing. Not sure it is effective regards an effective business plan, though.
I would suggest a clear and concise vision statement, used to write a clear business plan, which business plan is then carefully outlined by clearly written objectives to which everything, and I mean everything, is then checked against for adherence to those objectives as regards:
Content itself. Does this article submission fall within our business plan (who is the target audience?) This includes how many of each type of article for this issue compared to the past publishing schedule or two (article repeat issues, content mix--beginner, intermediate and more accomplished articles. What is the target mix)
Direction of content--does this article take us toward our vision? Does it fit our criteria for content? If not, what will it take to make it adhere to it? Should it?
Writing style
in this regard, this includes not only a general "voice" for the writing, but also things such as general format of article composition (are all the "parts" of an article present?), consistent photo journalism, consistent article drawings as needed, etc.
Stylistic issues. Are there stylistic rules in place for the layout personnel to follow?
Oh gosh, I was up until 2 am last night again and I haven't had enough coffee yet. There are many more issues regarding publishing a magazine. Been there on the working end (graphic design and layout).
Clear vision, clear business plan, clear objectives to accomplish the plan--for each and every article. Else there are too many hands on the tiller and you'll never even arrive on the proper cost--if at all.