Every month, I review a set of market share reports prepared by one of our internal analysts. While the data behind these reports are not perfect, I do believe they represent the best view of the book publishing market currently available. As a result, even though it’s been almost two years since I posted a high-level summary of the data, I thought it would provide you with some insight into our industry.

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A little over a year ago, we announced the Thomas Nelson Book Review Bloggers program. The purpose of the program was to provide free books to bloggers in exchange for a 200-word review of the book. We don’t require positive reviews. We want bloggers to be honest in their assessment of the books they read.

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At Thomas Nelson, we often refer to ourselves as “a Christian content company.” However, we understand our identity as a Christian content provider in a very different way than most of our competitors.

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Once a quarter, we pull all our Nashville-based employes together (about 400) for an all-company team meeting. Our goal is three-fold: to report on the previous quarter’s results, recognize outstanding performance, and preview our “coming attractions.”

We held this quarter’s meeting yesterday at The Donelson Fellowship, a church near our corporate headquarters. Rob Morgan, the pastor, and his gracious staff, have served as our hosts now for more than five years. Their facility is perfect for our size, with state-of-the-art audio-visual equipment.

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Last month, we published Notes From The Tilt-A-Whirl: Wide-Eyed Wonder in God’s Spoken World by N.D. Wilson. In a few minutes I’ll tell you how to get a copy free.

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Three years ago, we consolidated our twenty-one publishing imprints under one umbrella brand: “Thomas Nelson.” We believed then (as we believe now) so many imprints only served to dilute our brand, creating needless complexity and infrastructure for everyone.

At the time, we decided that we would go with our singular house logo on the spine. Believing that “less is more,” we took a page out of Apple and Nike’s playbook. No text. Not even a ® symbol to indicate a registered trademark. Just the house. Nothing more.

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The International Christian Retail Show (ICRS) is going on this week in Denver. As long as I have been involved in the book industry, trade shows have been fertile ground for rumors. Usually, each trade show sports one BIG rumor and a lot of little ones. Despite the fact that most turn out to be false, they keep everyone entertained and make long days on the floor bearable.

Though we are not attending ICRS this year, evidently this year’s rumor is about Thomas Nelson. Supposedly, we are being sold or have already been sold. I hate to spoil anyone’s fun, but this is patently false. We are not being shopped or in discussions with potential buyers. As the company’s CEO, I should know.

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In the last two weeks, several people have asked to meet with me at the International Christian Retail Show (ICRS) being held in Denver, July 12–15, 2009. I have had to tell them that Thomas Nelson is not exhibiting this year. We also didn’t exhibit last year. Some have asked why.

Historically, trade shows have played an important role in publishing and bookselling. I have attended scores of them and have very fond memories of connecting with customers, authors, and the media. But the market has changed. Dramatically. We simply cannot justify the enormous costs associated with these trade shows—especially in this tough economy.

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Several years ago, I wanted to encourage our employees to blog. As a traditional book publishing company, I felt that we needed to experience new media if we were going to transition successfully to it. I still feel this way.

Initially, some people expressed interest. Others were reluctant. So, in order to encourage blogging, we created a simple set of guidelines to help our bloggers know what we expected. However, I noticed this week that these never made the transition to my new blog, which I launched a few months ago. So I thought I wold re-post them here.

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In August of 2000, I received a big break in my career. However, as is so often the case, it came disguised as a seemingly insurmountable obstacle.

I had just become the publisher of Nelson Books, one of the two trade book imprints at Thomas Nelson at that time. I had inherited a division with a lot of financial problems. Based on almost every metric available, we were dead last compared to the company’s thirteen other publishing groups.

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