Intuition can be of great help when making decisions, and as a writer, you may find that intuition plays a huge role in where you want to take your story and what you want to write. However, when you self-publish, you will find that you are part writer and part small business person who now has to think of your book as a product to be marketed and sold. Since the decisions you will make as a publisher will impact how well you are able to generate sales for your book, you now need to identify how productive intuition is and how much you can afford to make decisions based on this abstract concept.
Trusting your gut feeling is allowed when making business decisions but it should be backed up by solid business steps. Here are some things to consider:
Prove your intuition
One way to prove whether or not your intuition is helping you on a marketing front is to test it. You can test your business sense by going against your inner voice and seeing how well those instances work for you from a purely analytical business standpoint. However, many business people who allow themselves to be guided by intuition might say that they do so after they have thoroughly examined the facts and figures before allowing themselves to feel what the next move should be. Either way, proving your intuitive voice could be very helpful in putting your work on the market.
One of the issues with intuition is that it can rely on patterns obtained from previous experiences and this can be a misplaced guide in publishing when you may not have encountered a particular pattern before. This can be especially true if you are a first-time publisher.
Have a plan
One problem that might hinder you from becoming a successful self-published author is the mistake of only having a plan that serves you as a writer. After all, in essence that is what you are -- a writer, and the business bit might not come naturally. However, even when relying on intuition to get you through, you need to have a long-term plan guided by strategic objectives that are flexible enough to be achievable through multiple options.
Planning ahead should be a 5-year forecast of how to achieve your best revenues from the projects you have either completed, have in the works, or that you foresee yourself achieving and then, with solid business facts, put your gut to work.
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