The Business of Publishing
The Inshiqaq Brief #2 | Meeting the Moment
Publishing is a business unlike any other.
Success isn't determined solely by great authors or compelling manuscripts. It's driven by a series of strategic decisions about timing, positioning, distribution, marketing, and anticipating market demand. Those decisions often determine whether a book simply reaches the marketplace—or truly reaches its audience. That's why I started Inshiqaq Global—to help independent publishers navigate the business side of publishing with greater confidence.
A recent example perfectly illustrates what I mean...
A recent Publishers Weekly article described how a publisher accelerated two politically relevant titles to capitalize on a rapidly evolving news cycle. What caught my attention wasn't the subject matter—it was the business decision behind it.
Recognizing an opportunity and acting quickly is one of publishing's most valuable competitive advantages: the ability to recognize market demand and respond before the moment passes.
When does it make business sense to accelerate a book?
Publishers should continually evaluate whether they already have authors whose expertise aligns with emerging conversations. Existing assets—including backlist titles, essays, newsletters, Substack posts, and articles—can sometimes be developed into timely books far more quickly than starting from scratch. If these key elements work together, they can result in a book that’s ready to reach the market while reader interest is at its peak.
This isn't simply printing books faster. It’s about preparation.
A publisher needs:
Authors with relevant expertise
Content that can be developed quickly
Editorial flexibility
Production capacity
Distribution partners who can move fast
Sales teams ready to position the book
This can be most beneficial to independent publishers. They often assume only the largest publishers can capitalize on current events. In reality, smaller publishers frequently have advantages: fewer approval layers, niche expertise, closer relationships with authors, and the ability to pivot quickly.
Retailers don't just buy books-they buy confidence
If a publisher consistently recognizes emerging trends and delivers quality books while public interest is high, retailers begin to see that publisher as a trusted source of timely content. That strengthens the relationship over time and builds confidence in the publisher’s ability to recognize and respond to market demand. The challenge is having the strategy in place before an opportunity appears. Publishing has always been part art and part business. Great content matters, but timing, positioning, and execution often determine whether that content reaches the audience that needs it most.
The Strategic Payoff
For independent publishers, successfully bringing a timely title to market can do far more than generate sales for a single book. It can strengthen retailer relationships, increase media visibility, introduce new readers to the publisher's catalog, and create momentum for future releases. In many cases, the long-term value extends well beyond the initial sales of the title itself. This long-term value can generate an unexpected revenue stream, strengthen the current year's financial performance, and improve forecasting for future publishing decisions.
Throughout my career, I've seen that publishers who consistently recognize opportunities early are rarely reacting to the market—they're paying close attention to it. These are the publishers who succeed over the long term and balance editorial vision with commercial awareness.
A Personal Note
One of the reasons I launched Inshiqaq Global was to help demystify the business of
publishing. Throughout my career, I saw how many business decisions—from sales and distribution to forecasting and market timing—happen behind the scenes. These decisions often determine whether a great book simply gets published or truly reaches its audience.
I recently joined David Shriner-Cahn on Smashing the Plateau for a powerful conversation about building a career through relationships, taking risks on new opportunities, and finally stepping out on my own.
We covered:
How my path in publishing began — and why it looked nothing like I planned
Why reputation and trust moved my career further than any application ever did
What changed when I stopped working for companies and started working for clients
Why I believe the most valuable thing I can offer is the knowledge the industry keeps to itself
How I'm helping independent publishers and authors understand the business of publishing before it costs them
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If you found this perspective useful, feel free to share The Inshiqaq Brief with a colleague interested in publishing strategy.
The Inshiqaq Brief
Welcome to the first issue of The Inshiqaq Brief — a monthly note exploring publishing strategy and the role of books in shaping ideas.
What Kind of Publisher Do You Want to Be?
In recent years the number of independent publishers has grown dramatically. As traditional publishing models evolve, many entrepreneurs, editors, and industry professionals are building their own publishing companies to fill gaps in the marketplace.
This raises an important strategic question for anyone entering the industry:
What kind of publisher do you want to be?
Independent publishing has emerged in part because traditional publishing cannot meet every need in a rapidly changing literary landscape. Innovative entrepreneurs are identifying opportunities, assembling talent, and designing publishing programs that serve specific audiences.
Having worked in traditional publishing for more than twenty-five years—primarily in international sales, marketing, and distribution—I’ve seen firsthand how small and mid-sized publishers operate within larger publishing ecosystems. The playing field is not always level. Many publishers rely on distribution partnerships, shared sales teams, or external marketing support in order to compete effectively.
The growth of independent publishing signals something important: many publishers are choosing greater ownership and autonomy over their publishing programs. While the path may not always be smooth, the ability to shape a clear editorial mission and strategic direction is increasingly valuable.
Independent publishing now accounts for roughly 40% of commercially available books, making it a powerful force within the industry.
For those building or growing a publishing company, it is worth pausing to ask a few strategic questions:
• Why did I start this company?
• Who is my target audience?
• Does my publishing program align with the company’s mission?
• How is my publishing strategy different from others in the field?
Publishing is not simply about producing books. It is about positioning ideas in the world. Before implementing a strategy, it is important to gain clarity about your mission, purpose, and long-term goals.
In my advisory work I collaborate with publishers at many stages—from those launching new ventures to those restructuring and redefining their publishing programs. Each situation is different, but the process of clarifying direction often provides the foundation for more effective growth.
In future issues of The Inshiqaq Brief, I’ll continue exploring perspectives on publishing strategy for authors, publishers, and institutions thinking seriously about the role of books and ideas.
Currently advising on …
Strategic positioning for a newly launched independent publishing companies.
Distribution and market expansion strategy for mid-sized publishers.
1:1 Author Coaching
If you found this perspective useful, feel free to share The Inshiqaq Brief with a colleague interested in publishing strategy.
You're receiving this because you subscribed to The Inshiqaq Brief.
If someone shared this with you and you'd like to receive future issues, you can subscribe here: inshiqaqglobal.com/the-inshiqaq-brief
Shanta Inshiqaq
Inshiqaq Global
Strategic Publishing & Global Advisory
Issue #1 - Founding Edition