Deckster said:
So I guess my question is, do you see these as the two business models in this field or am I missing something key here?? Any input would be greatly appreciated.
Hey Deckster,
I don't see these as separate models, but rather points along a spectrum. Some people who are published by "large" Tarot publishers do an enormous amount of personal promotion work, and some folks who publish on their own produce items that are connected by no more than the umbrella of their own "house style" or personal interests. In fact, I can't think of anyone who's built a single deck and then riffed on that single deck/idea endlessly.
The ironic thing in all this is that Llewellyn and U.S. Games in the Tarot market are big guns, but in global publishing terms are guppies amongst barracuda. Ditto Scarabeo with its office of (correct me if I'm wrong here, Ric) 6 employees doing an army's worth of production work.
As far as sequentially releasing themed spinoffs tangential to an oracle deck goes... It sounds more like you've got something specific in mind. Wanless and a (very) few others may do targeted merchandising like that, but I haven't noticed it being a particularly successful production model. I'd say it's completely product specific. Ciro's Gilded Tarot touched a deep, untapped reservoir of consumer desire and became a sensation, but not because Llewellyn released Tshirts or paperweights. Before I'd print the Tshirts, I'd build and identify the zealous fanbase that would buy them. In general, I'd say that sidelines like you're describing are personality dependent: personality of the creator and of the product itself. Recognition/fame is also a huge factor. If Dan Brown released an oracle the marketing could probably support a series of spin off products. But splitting focus can also work against you, segmenting and killing your audience.
I have a friend who was chief of marketing for Levi's for many many years who told me a fascinating marketing story form the mid 90s: The Gap had cornered its market so thoroughly that they branched into higher end sportswear with a reimagined Banana Republic, and then simultaneously went after the cheap'n'cheerful market with Old Navy. The logic was sound: if people will buy midrange products, why not get the cushier clients AND the people squeezing value out of every dollar. One corporate parent can own the sportswear market, right? But the plan backfired in a big way. For several years, The Gap's worst competition was Old Navy and Banana Republic. It almost put itself out of business because by putting its muscle behind the other demographics, they leached adventurous customers upwards and cautious shoppers downwards. The midrange flagship store suffered terribly and a radical reshuffling had to occur to save it from implosion.
The analogy is not as strained as it might seem. There is a market for mass produced, beginner friendly RWS clones that a casual shopper can toss in a basket on the way to checkout. There is also a market for handmade, gilt-edged decks that come with custom bags and limited numbers. If you want to produce an oracle deck with a wealth of supporting literature and related merchandise, you ought to look at who would be willing to buy it, at what cost, and with what amount of encouragement. Really targeting your ideal market can be an educational first step to a business plan.
From what I've seen, Tarot publishing is a little more like the music industry on the indie end. Each Studio has a house style and a release schedule with which fans have grown familiar. Folks budget themselves to acquire a certain amount of product over a calendar year, and they track what's coming. The audience is very artist loyal, although with exceptional creative studios, there is studio loyalty as well (Baba, anyone?
) Quality and standards can vary widely and are basically subjective. Because it's a small community, each new work impacts everything that follows. The playing filed is occasionally leveled by innovation: a beautiful composition by a kid in a basement can demolish the most glossy, corporate product if it's fresh, funky, and fashion-forward enough. Like music, people tend to resist anything that strays too widely form what is popularly recognized as tradition, but they get impatient with mindless repetition. As I tell all my producers, audiences want each new piece of art to be "uniquely familiar."
I have a feeling I'm teaching my granny to suck eggs, but this thread continues to stir up interesting thoughts... Deckster, I look forward to seeing your Oracle when it's released, and I'm curious about Alejandro'sc concrete areas of interest.
Scion