The trick to being a big-box bookseller is to not be a big-box bookseller. - So says Barnes & Noble CEO James Daunt, who's been credited with engineering a turnaround for the bookstore chain.
Why it matters: When Daunt took over in 2019 after B&N's sale to Elliott Management, the company was at risk of meeting the same fate as its erstwhile rival, Borders, which liquidated in 2011. - The company was "not quite there but pretty darn close," Daunt tells Nathan in an interview.
State of play: Today, B&N is profitable, Daunt says. - With about 600 locations, it plans to open 30 net new stores in its new fiscal year, marking the first time in recent memory that the company has gotten bigger, not smaller.
The intrigue: "It's ironic for somebody who runs chains, but I don't think chain bookselling works," Daunt says. "All I've done is bring the principles of independent bookselling to a chain and exploded the very notion of what a chain retailer really is." Zoom in: The company took steps before and during the pandemic to remake its business. - It empowered leaders in local stores to make more decisions, including the books they carry and the way their stores are laid out.
- It stopped accepting payments from publishers in exchange for displaying and promoting certain books — a major driver of returned unsold books.
What to watch for: How Daunt addresses the company's cafe business and newsstand sales. Both "are still suffering," he says. The bottom line: "Shops succeed when people running them understand their customers," GlobalData retail analyst Neil Saunders tells Axios in an email. Go deeper. |
No comments:
Post a Comment
Keep a civil tongue.