Waterstones; The Future of Bookstores

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I’m currently sat here in Café W Brighton drinking my flat white and debating the inevitable future bookstores may soon face. It’s hard to believe that thess brick and mortars may one day be extinct. The data all points towards the digital upheaval taking away from physical bookstores ability to remain financially sustainable. I however am not convinced of such a future; I am currently sat next to a French couple enjoying a cup of coffee and browsing the cookery section. On the floor below colouring, sparkles and the sound of little kids ravaging through books. I am surrounded by linguists, fashion entrepreneurs, mothers to be, teenagers who want to be anywhere but here and content elderlies indulging a great book and eating cake.

So why must it all come to end lets have a look at what the academics and bloggers have to say.

5 Reasons to Contemplate the use of Electronic Books:

1.) The ever-increasing problems associated with publication rates of both paper and electronic documents.

2.) Limitations imposed by rates at which humans can read text-based material.

3.) Implications of media competition.

4.) Speed and accuracy with which electronic material can be accessed.

5.) The ways electronic material can be re-organised in dynamic ways to achieve more flexible presentation and access.

 

– (Barker, P. (1998)

The Future of Books in 7 Easy Steps:

 

1.) Amazon will continue to grow forcing booksellers to downsize.

2.) Companies with weak financial capabilities will face difficulties.

3.) The decline of retail space in bookstores will make it harder for publishers books to be noticed.

4.) The shift from print to digital (e-books and other electronic sales) will become publishers significant source of revenue.

5.) More sales shift to digital sales and physical books will start to decline.

6.) Infrastructure supporting the traditional book supply chain – warehouses will come under increasing pressure.

7.)Small publishing operations and innovative start-ups will proliferate.

  • (Thompson, J. (2012)

 

This blog post in Huffington was written in 2012 from what we can deduce after the closing of Borders Bookstore the future of other book retailers seemed doomed. Waterstones followed suit with almost every prediction that was made, facing financial devastation and almost bankruptcy. However Book sales actually picked up and the sales of e-readers such as kindles began to decline pushing them out from Waterstones shelves.

 

The matter of the fact is, that although everyone has predicted the digital shift would have a significant effect on physical books stores (and it has) the effects weren’t as detrimental predicted. There is a large population of people who will always love the idea of going into physical bookstores. If anything what we have learnt from operating in this volatile period is that book retailers have an extremely loyal consumer basis.

A blog post written by Sarah Convissar expresses my exact same feelings towards digital technologies replacing books.

 

The most likely outcome is this situation is that yes we will continue to see a decrease in physical bookstores as online giants such as Amazon continue to gain market share. However I don’t believe this means all is lost there will still be a strong consumer portfolio supporting the want and need for book retailers as proven by Waterstones come back despite the financial recession and digital shift. There is one thing that Amazon will never be able to create through there online books sales and that is customer experience.

 

References

 

Barker, P. 1998, “The future of books in an electronic era”, The Electronic Library, vol. 16, no. 3, pp. 191.

 

Thompson, J. (2012). Where Is Publishing Headed?: The Future Of Books In 7 Easy Steps. Available: http://www.huffingtonpost.com/john-b-thompson/future-of-books_b_1501182.html. Last accessed 26th March 2016.

Waterstones What Went Wrong: Operating in a volatile period

Waterstones is a British book retailer founded in London with 275 stores and 3,500 employees in United Kingdom and Europe. Russian billionaire Alexander Mamut brought in the current CEO James Daunt after he purchased the organization for £53 million (Eyre, H. (2014).recession0

Despite huge losses in the past Daunt has managed to reduce operating loss by £13.2 million, substantially decreasing the rate of financial decline within the company (Eyre, H. (2014). The company sells books, kindles, stationary, and board games and has its own Waterstones café within most of the bookstores. The company see’s a lot of its revenue from non-book items. Waterstones has struggled greatly with discount wars especially with consumers increasing use of 24-hour online bookstores.

 

So after 4 years at the brink of financial turbulence the questions remains what went wrong?

 

1.) The recession did one of many things to retailers; planted doubt within consumers minds, reduce disposable income, shifted consumer preferences. Not only did consumers loose the relationship they once shared with retailers they were forced to re-evaluate there spending habits.

Coyle, C. (2010) describes perfectly the transformation of consumer behaviour after the recession in a simple but precise acronym, MRSALDI.

Masstige

Recession’s Secret Shopper

See-Saw Consumer

Austerity Chic

Lipstick Effect

Domestic God(ess)

Individually

 

Masstige: despite being in financial hardship the consumer craves elegance and luxury

Recession’s Secret Shopper: the shift to digital put 1.6 billions consumers online making them more savvy about reviewing brands, products and services. The new channel of communication enhanced one-to-one interaction between retailers and consumers

See-Saw Consumer: consumers are not only aware but seeking value more than ever (bargains and investments)

Austerity Chic: Cheap is the new expensive, consumers actively seek bargains, shop in charity shops and aren’t afraid to boast about what their saving

Lipstick Effect: Consumers are seeking immediate rewards for what they buy, buying luxury products scarcely

Domestic God(ess): Instead of relocating consumers are redecorating and their doing it themselves (DIY)

Individually: although consumers are on a budget they are willing to pay premium prices for a personalised experience

– Coyle, C. (2010)

 

2.) Emerging technology, our global economy went from 0 to 6 in a matter of a year and for those retail companies who didn’t predict or stress the importance of digital within their company strategy got left behind. Waterstones was slow to adapt to the technological progression and in turn was overtaken by digital behemoths like amazon.

Once consumers were confined to their catchment areas and had no other way than entering the physical store if they wanted to purchase a book, clothing, toiletries etc.

Information and technology forcibly changed the way retailers once operated hindering their value proposition to consumers and creating “catchment areas that knows no bounds”. Consumers have more access to an array of products and services at a variation of prices than ever before.

Grewal, D. et al. (2012) provides a basic 3 step recommendation to how retailers can stay on top of the ever-changing environment they operate within:

  • Remain more in touch with consumer preferences
  • Take advantage of opportunities created by new consumer preference
  • Enhance the value they offer to consumers

For more tips on retailers operating after the recession read this discussion with John Quelch

and for more tips here is an article from the Harvard Business Review.

References

Burnett, J. & Hutton, R.B. 2007, “New consumers need new brands”, Journal of Product & Brand Management, vol. 16, no. 5, pp. 342-347.

Coyle, C. (2010), ‘Reacting to Consumer Trends, Reaching New Markets, and Mitigating Risks in a Tough Economic Environment’, Licensing Journal, 30, 1, pp. 1-7, Business Source Premier, EBSCOhost, viewed 17 March 2016.

Eyre, H. (2014). James Daunt: the man who saved Waterstones. Available: http://www.standard.co.uk/lifestyle/esmagazine/james-daunt-the-man-who-saved-waterstones-9913047.html. Last accessed 20th November 2015.

Grewal, D., Roggeveen, A. L., Compeau, L. D., & Levy, M. (2012). Retail value-based pricing strategies: New times, new technologies, new consumers. Journal of Retailing, 88(1), 1-6. doi:http://dx.doi.org.ezproxy.brighton.ac.uk/10.1016/j.jretai.2011.12.001

 

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