When I started writing my book, I had a clear picture of who would read it. They helped guide my content and formatting decisions, and knowing they are time-starved business people, anything that didn’t provide quick access to practical advice was deleted. At least 30 percent of my first draft was edited out because it was not adding value. As I wrote my publisher’s proposal, I realized there are other audiences that could gain from my book and that I would need to market to them when it becomes available. Here are my three audiences:
1. Leaders of Change (primary)
2. Teachers and Students of Change (secondary)
3. Cadbury and Kraft Enthusiasts (secondary)
Leaders of Change
Leaders and their teams working on big change projects, including executive sponsors (who fund and have overall accountability for projects), project managers (who run the day-to-day operations), and team members (who have project-specific roles).
Teachers and Students
Universities that offer change management/organizational development degrees and MBA programs (most include change management courses). My book includes 100 mini-case studies (fifty good practices and fifty poor practices), accommodates all four learning styles, has recommended actions that promote lecture discussion and assignments, and all content is based on practical experience.
Cadbury and Kraft Enthusiasts
Current and former Cadbury/Kraft employees. My book includes forty-four mini-case studies on Cadbury and Kraft, almost all of which have never been published.
It excites me that these audiences will look at my book through different lenses and focus on what they find useful. Regardless of your intended destination, the reader is in the driver’s seat.