From: Norma Jean <nsawicki>
Date: Sat, 27 Mar 2004 14:22:41 -0500

In my opinion, Ginny's suggestion that earlier procedures be put into place is terrific. Especially finding someone to compare the original to the translation, and also calling editors for the background of a translation before it is discussed by the committee. I have no doubt editors would be forthcoming, and honor bound.

Unfortunately, the climate that allowed Margaret ( whom many refer to as "a national treasure") to publish many terrific translations, as well as books from Great Britain, no longer exists. Many of the large conglomerates that now own publishers are public companies that face pressure from shareholders for a healthy, if not substantial, return on their investment. It is common and simplistic for the CEO running the publishing house to be blamed, or even the CEO or Chairman of the conglomerate itself... when it originates with the expectations/demands of the shareholders.

Having said that, there are only so many risks editors can now take and depending on the publishing,, the definition of risk varies. In some cases it could be defined as publishing a new writer or illustrator, or a work that because of its theme, structure/style, etc. Certainly books deemed for the "special reader" which in publishing means "smart kids," are viewed as risky but risky means the sales will be marginal. If risky books sold 7,500,000 copies in a single year ( rather than 2,000 or so) many houses would not consider them "risky" although a few publishers would not be satisfied with those numbers. Much can depend on the performance of other divisions. For instance, if the adult trade department is not, or does not do well, but the children's book division is healthy, there will be more pressure on those folk to do better still in order to accommodate the fall out in other divisions. One might say it is not fair but unlike the publisher of children's books, the CEO is responsible for the entire companies' performance, and will do what needs doing in order to meet the expectations of shareholders. This is not the place to take this a step further and wonder why there is not concern/heat from shareholders to pay their CEO, CFO and other senior executives in the parent company ( not in the publishing house) reasonable salaries instead of millions. If they did, the shareholders would get a handsome return on their investment and publishers would not feel the pressure to deliver results that are sometimes out of line with the organic nature of publishing itself since this is not a book buying country. This climate, and the downright obscene salaries surfaced full force in the 80s and until the climate changes, certain pressures will continue to exist.

When many librarians/teachers hear publishers talk about" the market" they sometimes do not understand that they are a large segment of " the market" for children's books and the books they buy, or do not buy, tell publishers
"something." Just as librarians can be under pressure about circulation, publishers are under pressure for profit...different but similar.

What I have tried to do here is give reader's a bird's eye view of the context in which a publisher or editor makes publishing decisions. While publishers are not without their faults, given the climate/pressures, the number of superb books that are published every year is no less than remarkable. Norma Jean
Received on Sat 27 Mar 2004 01:22:41 PM CST