Something new: Ask an Editor

Here's free advice, for what that's worth!

By Robin Sherman, ASBPE Executive Director

EDITOR'S NOTE: Looking for an answer to a problem? Want someone’s opinion about an editorial issue your company is grappling with? Need evidence to help you state your case to your publisher? We’ll help you. Just send your question to the editor at info@asbpe.org. We’ll provide you with an answer before we publish your question and our answer in the ASBPE newsletter. If you wish to remain anonymous, just tell us.

Production Schedules

When I took over as editor of In Business, a monthly business magazine here in Madison, Wisconsin, I did not find a book of procedures or any kind of production schedule. After 27 issues, we still haven’t put together a formal production manual.

I thought I would e-mail a few fellow members of ASBPE to see if I could take a look at an existing production schedule or manual. That way I could get an idea of what sort of deadlines other monthlies work with.

As it turns out, my first few inquiries revealed that many publications don’t have production details written down. Do we all work that informally?

Thanks in advance for any help you can give me.

— Paul Zukowski, Editor
In Business

Hi Paul,

Thanks for your e-mail. I find it absurd that anyone would not have a formal production schedule and keep a log, unless sales never closes advertising in time for editorial to meet its deadlines, which I know happens all the time. ;-)

Nevertheless, a formal schedule is important so that everyone knows what is normally expected of everyone, and it helps keep you organized.

Here are some items that should be tracked:

1. last day for making assignments to writers and artists,
2. deadline for writers and artists to hand in their work,
3. date articles and art actually in hand from writers and artists,
4. editing completed for each article,
5. proofreading completed for each article,
6. proofreading completed for each piece of art,
7. advertising closes,
8. imposition completed,
9. layout starts,
10. layout completed,
11. layout proofed,
12. layout corrections made,
13. layout corrections proofed,
14. files flight checked,
15. files sent to printer,
16. page proofs returned from printer,
17. page proofs ok, or ok with corrections,
18. corrected page proofs returned,
19. corrected page proofs ok,
20. binding, and
21. publication mailed.

Does that cover enough?

— Robin Sherman

Hi Robin,

Your list of the steps in production looked pretty good to me. I guess a lot of them are done "as soon as possible" at my magazine, rather than by a formal schedule. And it is absurd to not have it all written down.

I had to laugh when I read "unless sales never closes [advertising] in time for editorial to meet its deadlines," because that has been a convenient excuse for me many times.

The smaller the staff, perhaps the less a formal schedule is needed. Also, if your printer is not holding you to a date, then other dates can slip, and that’s how we have it arranged.

Nevertheless, I am turning some of my status reports into formal schedules now.

— Paul

Editorial Advisory Boards

I read your article ["What can an editorial board do for you?"]  in the Sept./Oct. 1999 issue of the ASBPE newsletter and if you don’t mind, I’d like to ask your advice.

Forming an editorial advisory board is something I have been considering for almost a year, and your article has prompted me to move forward.

The dilemma that has kept me from accomplishing this sooner is that I find it hard to choose the right candidate from each company. Would you suggest going "to the top" and getting a president or CEO, or would you go after the more active contact—a VP of marketing or similar? Or should I go after the product managers? Who would be most valuable?

Any advice you can offer would be greatly appreciated. Again, thanks for the article; it was just the motivation I needed.

— Keith Hevenor, Editor
Electronic Publishing

Keith,

Happy to be of service!

As for edit boards and who to choose, you’ve got to know who your audience/readers are. If most are technical people that’s who you put on the board. If 25% of your readers are CEOs, then have 25% of your board be CEOs. Bottom line is to have your board represent the composition of your readership.

Sometimes having vendors/advertisers on the board can be useful because it allows you to have your entire market represented and most of your readers are working closely with their vendors. In some industry magazines, e.g., real estate, advertisers are also qualified readers.

If someone is going to be on the board, make sure they know they have to work. It’s not just for "show."

— Robin

Robin,

Your advice has helped me. I’m forging ahead with trying to put a board together.

— Keith

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