Members of Texas Authors, Inc., are welcome to post on our blog for other fellow members, or for the general public.
Each blog post will be approved by the website administrator and must not contain promotion of ones book. This is meant as an educational posting program.
Getting a review for your book is a daunting task. More and more companies that were free, like Kirkus, now want to charge for their review. At the same time, newspapers, magazines and even Amazon are refusing to display or print a paid review. The ever changing world of publishing.
I recently received a magazine entitled Forward Reviews which is distributed to Librarians across the country. Along with the library uploads we are doing, this too is a great way for libraries to learn about a new book release. I contacted the company to get their specs on how to submit a review request and have listed their response below.
I hope this helps many of you who don’t want to pay, or cannot afford to pay, for a review. If you use them, please keep me posted on the response you get. Thanks.
Thanks for your interest in Foreword Reviews. Here are details on the two book review options available through Foreword Magazine, Inc:
Foreword Reviews print magazine: Our quarterly review journal—which we print and send to subscribers at libraries, bookstores, and avid readers—mostly reviews books before they are published or very near to their date of publication. To be considered, submit your galleys or review copies to the Review Editor as soon as they are available:
Foreword Reviews Review Editor 425 Boardman Ave Traverse City, MI 49684
If you are unable to send a physical review copy, you are welcome to send an electronic version. Email a PDF, MOBI, or EPUB file to email@example.com.
Clarion Review: For authors and publishers who have struggled to get a professional, objective review of their book, with a book three months or more past its pub date, or simply want to be guaranteed a review of their book, we offer the fee-for-review Clarion service. Finished books, galleys, and pdfs are all accepted and will receive a review within 4-6 weeks. We guarantee the same quality review provided in Foreword Reviews magazine.
This professional 400+ word review/critique is useful for marketing and promotion. Authors have also used Clarion to obtain objective feedback on a manuscript, so that they might make improvements to the book before publication The fee is $499 and is open to all books and all publishers. Orders for the Clarion Review Service can be placed online or by phone 231-933-3699. You can find more information here: https://publishers.forewordreviews.com/reviews/#service-clarion-review
With the author’s permission, both Foreword Reviews and Clarion reviews will also be archived with the top three title information databases used by booksellers and librarians: Bowker’s Books-In-Print online, Baker & Taylor’s Titlesource 3, and Ingram’s iPage, in addition to the Foreword Reviews website.
Check-out our website to determine which service best suits your book: https://publishers.forewordreviews.com/reviews/
By Ellen Harvey
Originally Posted on Book Business March 11, 2016
The Digital Book World Conference & Expo (DBW) notably shifted its attitude towards major technology platforms this year. The platform giants Amazon, Apple, Facebook, and Google were ominously dubbed “The Four Horsemen.” They were referred to as such throughout the conference, and the language used to depict these companies matched the apocalyptic theme. Described as more powerful than most nations in the world and largely free from the confines of the law, these four technology platforms were blamed for the decline of all other forms of media and, it was implied, the decline of society itself.
In the opening keynote of DBW, Jon Taplin director of the USC Annenberg Innovation Lab, explained the damage the Four Horsemen had already done. He said that over the course of the digital revolution, “$50 billion moved from content creators to platform creators. . . The digital revolution isn’t just coming after artists’ incomes, it’s coming after everyone’s jobs.” In a Wednesday keynote on antitrust and technology, Jonathan Kanter, an antitrust partner at the law firm Cadwalader, Wickersham & Taft, explained that these platforms have captured this market share by becoming massive intermediaries that control the moneymaking side of content, including advertising, search, and adtech. “As these intermediaries get bigger, more money will be stuck in the middle and less money goes to the individual,” explained Kanter.
So how can publishers combat these massive entities? Antitrust enforcement is key. Taplin said that there are legal precedents in the U.S. that support a more equal distribution of technologists’ power, like the antitrust action taken against Bell Laboratories several decades ago. The government demanded that all of its licenses be provided for free for other companies to use. That technology included the microchip, the transistor, the microwave, and a slew of other inventions that consumers and companies have come to rely on. “Think of the possibility if Google had to do the same today,” said Taplin.
Kanter explained that antitrust efforts should focus on areas where the Four Horsemen sacrifice the well-being of their platform to protect their power. “Antitrust laws don’t penalize big,” he said. “They penalize exclusionary conduct.” He gave the example of Google promoting its own products in search listings over those of its competitors. Currently an antitrust case in Europe is investigating this practice. Kanter encouraged that similar action be taken in the U.S.
Both Kanter and Taplin said during their respective keynotes that disintermediation is an effective way to lessen the monopolistic power of the top technology platforms. Kanter identified disintermediation as the next revolution of the digital era, and the biggest fear of the Four Horsemen. “They’re worried about people being able to go direct to a user or buyer,” said Kanter. Taplin added that today’s low-cost distribution systems makes direct sales more attainable for content creators than ever before. He cited the creation of Sunkist, a cooperative of citrus growers that decided to bypass distributors to sell their products directly to retailers, as an example of disintermediation’s success. Taplin added that the Sunkist model is one that book publishers could emulate.
It’s interesting to note the rapid change in rhetoric at DBW, and perhaps a bit sobering too. I remember at last year’s conference representatives from both Apple and Amazon were present to share their plans for the future of the ebook. Although attendees questioned whether these technologists had publishers’ best interests in mind, the sentiment seemed to be that ultimately these tech giants were a necessary evil. Publishers had to play nice in order to succeed. If this year’s conference is any indication, it seems that book publishing leaders are prepared to get much feistier in order to protect their businesses.
Bernard Marr posted on 04/22/2015
I've written several times in the past about the qualities and elements that successful people share, but I think perhaps the most important is their ability to get past excuses.
So many people in life get hung up on excuses -- feeling they can't go out for the better job, start their own business, or take whatever risk because of... whatever it might be.
Excuses are like noses, we all have one. But when you can train yourself to see these flimsy ideas for what they are, and stop treating them as a brick wall in your path, you can move past them towards your own success.
Here are just a few of the excuses I hear most often -- whether from individuals about their own dreams or executives about their company's direction.
1. I don't have the money.
I've heard this at every level, from the bloke who has an idea to start his own business all the way up to the mega-corporations I've consulted with. The point is, you can make this excuse whether you've got one dollar or one million.
The people who get past it, however, are the ones who succeed. They find a way around it. They barter or trade for the services they need. They start a side hustle and save up. They cut their expenses. They find an investor, take out a loan, apply for a grant.
Successful people don't let the lack of any resource (money being just a resource, after all) keep them stuck for long.
2. I don't have the time.
All the most successful people in the world -- Richard Branson, Bill Gates, Oprah -- have the same 24 hours in a day that you do.
Examine closely how you spend your time, and you'll see where your priorities truly lie. There are very few commitments in this life that are truly non-negotiable. Allowing yourself to fall into the trap of the idea that you don't have time to do what you want just shows that you don't want it badly enough.
3. I've never done this before.
There are loads of things you've succeeded at that you'd never done before you tried. You'd never walked before you did, never driven a car before you first got behind the wheel, never had a job before your first one.
Every journey starts with the first step, but you have to take it.
4. I don't have the skills.
I have one word of advice for you: Google.
You can find instructions, how-tos and even books and courses on how to do practically anything on the Internet -- for free. If you still can't find what you need, buy a book. Still struggling? Hire a coach.
You can get a college-level education just from reading the books found in your local library, so throw away the idea that a fancy degree is standing between you and what you want, because it's almost never true.
5. The conditions aren't right.
Waiting for things to be perfect is maybe the worst possible excuse, because things will never be perfect. No one is going to come along with a stopwatch and say, "If you start... NOW! You'll succeed!"
Loads of things were launched at the "wrong" time or before the world was ready. Some of them failed, and some succeeded beyond anybody's wildest dreams. Waiting for the "right conditions" is like the fisherman sitting on the banks, waiting for the fish, but never putting his hook in the water -- that is to say, kind of pointless.
6. _________ says I can't/shouldn't/am not good enough to do this.
Here's the thing: nothing amazing, innovative, revolutionary ever came out of a group consensus. In fact, many of the most truly revolutionary ideas were met with a great deal of hostility and skepticism. That TV thing is just a fad. The Internet will never catch on. Who wants to be on Facebook all day long?
The truth is, people are going to disagree with you. They won't get your vision. They won't believe in you.
Doesn't matter. Only one person needs to believe in what you're doing when you start, and that's you.
7. I don't have anything new.
Some of the most successful businesses out there didn't invent something totally new. Which came first, LivingSocial or Groupon? MySpace came before Facebook. The point is, you don't have to do something completely new to be successful. Take something that already exists and improve on it, change it, tweak it, turn it around and give it your own spin.
There are millions of books out there, but each one is different. There are thousands of stand-up comics, each with his or her own show. Loads of accountants, software developers, designers, manufacturers.
It's not about how you will be totally new, but how you will be different. These are just a few of the top excuses I have heard, but they're certainly not the only ones. I'd love to hear from you: What excuses have you heard?