A Sales Rep With No Regrets

From Publishers Weekly:

The year was 1978. I had just graduated from high school and was eager to begin the next chapter of my life. I was always interested in becoming a police officer, so I began the process. Law enforcement personnel came to my home to meet with me and my parents. It was a great meeting. Unfortunately, the meeting ended with them measuring my height. Apparently there was a height requirement. I failed because I was too short.

My mother suggested I further my education, so I registered for college to get a business degree. Since classes didn’t start until fall, my sister suggested that I apply for a job at the nearby wholesaler Gordon’s Books, which was then based in Denver. She had worked there briefly and loved the owners. Gordon and Blanche Saul were awesome! So, against my parents’ wishes, I decided to get a tuition refund and continue my career with Gordon’s. Within a short time, I was promoted to supervisor of order entry. It was great getting to know different booksellers and helping teachers and librarians with their book budgets.

Gordon’s was sold to Howard Bellowe, who, in 1991, would go on to sell it to Ingram Industries, which hired many Gordon’s employees. In joining Ingram, I became one of the first inside sales reps for the company, working for the famous Art Carson, our v-p of sales. I managed a small sales team in Denver and handled all new business. When Ingram decided it wanted its inside sales reps to be located in its LaVergne, Tenn., headquarters I was laid off. A year later, in 2001, the warehouse was closed. After 21 years working in wholesaling, I was looking for my next adventure.

Shortly after I left Ingram, Bill Preston, who had been my manager at Gordon’s, called me. He was the vice president of sales for Baker & Taylor, which had a sales office in Colorado. He wanted to know if I was interested in coming to work for him. I turned him down because I did not want to go through another layoff. After all, B&T was not based in Colorado. I was in my first week of training at the Rocky Mountain News when Bill called again: “I can’t believe you would give up all these years in the book industry,” he told me. And so began my career with B&T. I was its first inside sales rep.

During my time with B&T, I went on to manage sales teams in various offices. When (as I had feared) B&T closed its Denver office, Bill allowed me to work remotely. I went back to managing a territory, which was a blessing, because I missed working with my wonderful indie bookseller accounts. In 2019 B&T decided to close its retail division and, after more than 19 years with the company, I was once again looking for a new opportunity.

In early June of that year, on the Sunday after BookExpo, I was sitting at my computer working on my résumé when an email popped up from Cindy Raiton, president of sales for Bookazine. Many of my wonderful bookseller accounts had approached her at the show suggesting she talk to me. I flew to Bookazine’s headquarters in New Jersey to meet with Cindy and the owners. I was immediately impressed with their operation, kindness, and dedication to independent booksellers. I was soon hired, but less than a year into the job, Covid hit and I was laid off.

So here I sit today, too young to retire but with no idea of my next journey. I have not had to look for a job since 1978, so I am feeling a bit overwhelmed. Being laid off once is awful, but being laid off three times—well, there are no words.

Link to the rest at Publishers Weekly

PG has two thoughts:

  1. The treatment the author of the OP has received sounds quite a lot like the publishing industry as PG knows it. Author or employee, the big boss runs the show and a great many people are expendable.
  2. A good sales person is often capable of selling a variety of different things. Convincing a potential customer to choose the product or service you’re able to provide is a skill that requires some knowledge of the market, but is most dependent upon people skills, intelligence, the ability to build lasting relationships based upon trust and understanding the commercial needs of others, expressed or unexpressed.

Some people with excellent sales talents become an Independent Sales Representative, AKA a Manufacturer’s Rep. PG doesn’t know if the book business has any, but, if they don’t, it might be a good idea to consider.

For those unfamiliar with this term, an independent sales representative is almost universally paid on a commission-only basis and usually sells to customers in a specified geographical region. Basically, she/he is part of a company’s sales, marketing and customer service team, but may live anywhere and doesn’t usually have an office of her/his own at the company.

One of the nice things about working as an independent sales rep is that you don’t have to work exclusively for a single company. Skilled independent sales reps typically sell a variety of products that don’t compete with each other. Sometimes, they’ll sell several different products needed by a particular industry, so a sales call can involve taking orders from a single customer for more than one type of product provided by different manufacturers who the sales rep represents. In contrast, an inside sales employee can usually only sell what her/his employer manufactures.

If one company terminates an indie sales rep, he/she still has the other companies’ products to sell to generate an income, so the impact is different than what happens to a full-time inside sales person who is laid off.

One other benefit of taking this path is that, typically, there is no cap on the amount of money the rep can earn. If the commission is 7%, the rep receives 7% of $1,000 or 7% of $1million if that’s what theindie rep sells during a month, quarter, year, etc.

Inside sales jobs involve the situation described in the OP. You’re an employee of a company and have a boss. Typically, you’ll be assigned a sales quota and a territory (a “territory” can be a geographical area or a line of business, e.g. nuts, but not bolts. An inside sales person often receives a base salary and benefits plus a commission on sales she/he makes.

The inside sales person’s boss typically receives a salary plus what is sometimes called an “override commission” based on sales made by the people she/he supervises. If the inside salesperson makes a $1,000 sale, the salesperson may receive a commission of 5% of the sale and the boss may receive an override commission of 2% of the sale.

One of the unwritten rules of a great many inside sales departments is that an inside sales rep shouldn’t earn more than the boss does, a distinct possibility for a really good sales rep who has a lower salary than the boss, but a higher royalty percentage. One of the ways to keep an inside salesperson from earning too much money is to split his/her territory and hiring a new salesperson to sell in the new territory or adding the new territory to the territory of another sales rep who services a less-fertile geographical area.

Over his legal/business career, PG has known some very successful independent reps who have been able to earn a great deal of money from their skills and work. For some standardized products that can be purchased from a number of manufacturers, an independent sales rep can effectively “own” the customer and, should a manufacturer treat the rep badly, she/he can sign up with a competitor and take the customer elsewhere.

While laws in the United States vary from state to state, a manufacturer’s ability to legally limit the activities of an independent sales rep’s activities are almost always more limited than an employer’s ability to limit the activities of an employee or ex-employee, at least for a period of time.

PG knows very little about the details of how books are sold to bookstores and book wholesalers, but if working as an independent sales rep works in this field, the author of the OP might have an alternative means of finding a way of using her connections and sales abilities that might not be subject to periodic layoffs that cut her income to zero.

UPDATE: PG did a bit of online research and discovered the National Association of Publishers Representatives, so, at least for some categories of publishers, apparently an individual can act as an independent sales representative. Here’s a link to the advantages the NAPR says can accrue to a company using an Independent Publisher’s Representative.

Book Tours – Analyzed

The post that appeared immediately prior to this one included a video in which the author was performing a video substitute for a physical book tour. When PG posted the video from YouTube, it had received 2,594 views.

PG is of the gigantically, perennially and irrefutably humble opinion that traditional book tours where a publisher sends an author out to visit a number of bookstores for an event in the bookstore to which anyone who learns about the event can attend.

Typically, the bookstore staff sets up some chairs for the audience, has several stacks of the book being promoted spread around the store and provides the author a table and a chair.

Thereafter, the author makes a short speech about her/his book designed (almost always by the author) to induce members of the audience to buy a copy of the author’s book. After completing the pitch, the author sits at the table and autographs books that members of the audience have purchased, often with a trite phrase, “I hope you enjoy my book!” or something the purchaser requests, “For Lurlene from her loving granddaughter, MaryJoJean.”

After chatting with strangers and signing all the books that are purchased, the author packs up, thanks the bookstore staff (perhaps leaving them some candy) and exits the store to travel to the next bookstore on the tour schedule. On a large tour across the US, airplane travel and hotels are involved.

For a really, really, really bestselling author, the publisher might send a minder to help schlep the author around from place to place.

To PG, this sounds like a mid-Twentieth-Century marketing strategy. (“Housewives! Have we got something new to brighten your humdrum day! The latest scientific innovation in kitchen cleaners!”)

Let’s break the thinking behind what passes for the marketing strategy behind a book tour.

  1. The author’s time costs the publisher nothing.
  2. We will send one of our authors to a physical bookstore. We’ll have the bookstore create some sort of poster announcing a book signing by Arthur Author for his latest book.
  3. If the publisher is feeling really generous, it might pay to have some cheap promotional brochures printed and shipped to the bookstore so the store will have something for an employee to sprinkle around for most of its customers to ignore. If it’s colorful, children might pick up a brochure to leave in the back seat of the car when they get home.
  4. The bookstore will have its employees set up chairs and a signing table, unpack a couple of boxes of books, place a few books around the store and stack a bunch on the signing table.
  5. In advance of the designated time, the author will leave an inexpensive hotel room, drive a rental car to the store after cruising around a strange city for awhile, walk into the store and start meeting total strangers.
  6. The introverted author who hates speaking to groups of people will thereafter speak to a crowd of strangers which will always be smaller than the author expected to show up.
  7. After trying to be interesting and entertaining for 15-20 minutes, the introverted author will then have to talk to a stream of strangers for about 60 seconds each, try to appear to be enjoying the process of acting like a homecoming queen, and write something trite in each copy of the book.
  8. Emotionally exhausted, after the last customer has left, the author will then effusively thank the book store manager and staff for their efforts, glance at the large stack of unsold books, and stumble out to their means of transportation and try to remember where the next book-signing is scheduled and when she’s supposed to be there.
  9. If the author is sufficiently depressed, she may estimate how many copies of her book were sold at the book-signing, calculate the royalties she will receive from those sales and realize that each of the store employees earned more on a per-hour basis than the author did for the time she put into preparation, travel, getting dressed up, undergoing the introvert’s torture of talking to a bunch of strange people (including some who were stranger than others) in the store, then more travel.

Perhaps PG is missing some giant financial or psychological benefit that accrues to a typical author as a result of a traditional book-signing or series of book-signings, but he doesn’t think so.

Then, let’s consider that Amazon sells more books than any bookstore or chain of bookstores in the world.

And, the author earns a higher royalty when Amazon sells an ebook than when Joe’s Books and Bait Shop sells a paperback.

But, as always, PG could be wrong.

Authors Get Real About Going on a Book Tour…From Their Living Rooms

From The Oprah Magazine:

Novelist Laura Hankin found out that the launch event for her second book was cancelled through a Facebook notification from the bookstore. “I cried very hard. But then I also was like, how dare you cry over a canceled book event? That doesn’t matter,” Hankin tells OprahMag.com. “It was just another bit of uncertainty amidst a whole world of uncertainty.”

Hankin’s novel, Happy and You Know It, was released May 19, about two months after the coronavirus forced much of the United States to shelter in place and work from home—a time when bookstores were cancelling events left and right and authors were forced to call off their promotional tours.

Now, Hankin is one of many authors, publicists, and booksellers who are figuring out the publishing world’s “new normal,” which has meant participating in Instagram Live events, answering questions on moderated Zoom chats, or—like Hankin did—making music videos.

Hankin decided to process her own mixed feelings in a song called “Indoor Book Tour.” Using cheeky lyrics about being stuck on the couch and having the in-person audience of a single cat, “Indoor Book Tour” highlights the solitude of what had once been the active, social act of book publicity.

Link to the rest at The Oprah Magazine and thanks to DM for the tip.

The demise of the second-hand bookshop

From The Critic:

In 1973, Graham Greene wrote an introduction to a bookselling friend’s memoir. As Greene was one of the most respected writers of his day, this was no small gesture, but the author was also a committed bibliophile. The book dealer and biographer John Baxter’s memoir A Pound of Paper contains treasurable glimpses of Greene deliberately signing obscure copies of his works in far-off locations, in the certain knowledge that these items would become hugely sought-after rarities, and he remains one of the few serious literary figures who also understood the glamour and romance of the bookselling trade. In his introduction, he openly acknowledged this, writing ‘Secondhand booksellers are the most friendly and most eccentric of all the characters I have known. If I had not been a writer, theirs would have been the profession I would most happily have chosen.’

If Greene was alive today, he would look at his beloved second-hand and antiquarian bookshops with an air of sorrow, leavened with a touch of bewilderment. The recent news that one of Charing Cross’s most famous booksellers, Francis Edwards, was to close after 150 years, maintaining only a presence in Hay-on-Wye, was greeted without the anguish that it might have been otherwise. After all, covid closures are ten a penny these days, and in the era of Amazon and Abebooks, maintaining an expensive shop in central London without regular footfall might seem a folly. Yet the story of Francis Edwards, which had been allied to another shop, Quinto, since 2008, comes to epitomise the decline not only of a certain sort of retail, but sounds the death knell of an entire industry, which, despite or perhaps because of its unworldly and vaguely anachronistic nature, has remained a constant part of many people’s lives and affections for decades.

. . . .

The Oxfam bookshop on St Giles in Oxford is, for my money, the most likeable and successful of all the many Oxfam bookshops in the country. It is unique in that its stock is not just interesting and desirable, but replenished on a virtually daily basis; it is extremely rare that I walk past its front window and don’t see at least five books that I want to buy immediately. It is especially strong in history, literature and illustrated books, often selling rare and valuable items at surprisingly reasonable prices, even if the big-ticket books, lurking provocatively in a glass case, can sell for many hundreds of pounds. It was founded in 1987 as Oxfam’s first dedicated bookshop, and was opened by the author and barrister John Mortimer; he later returned two decades subsequently to celebrate the shop’s 21st birthday. It is a wonderful place, and I cannot even begin to calculate how much money I have spent there, as a student in the city, a visitor and now a resident. But it, and the other Oxfam bookshops in Britain, sounded the death knell for other, ‘normal’ bookshops.

The reasons why are simple. Every book that the Oxfam bookshop stocks has been donated, meaning firstly that there are no acquisition costs to be borne, and secondly, as the majority of the staff are volunteers, the only costs of employment are that of a manager, who can often be responsible for several different shops. Otherwise, given the charity’s abilities to claim tax relief from the government for rent and bills, it is making a considerably greater amount of profit than any competing bookshop could ever hope to do. Thus, the rest of the bookselling trade, faced with this cuckoo in the nest and the rise of internet availability, faced a simple choice: evolve, or perish. It is a shame that so many shops decided, as if it was pre-ordained, that they would shut their doors and that would be the end of that, thank you very much.

Link to the rest at The Critic

It’s Time to Radically Rethink Online Book Events

From Electric Lit:

Before the stay-at-home orders came down in Baltimore, the last thing I did in person was participate in a panel conversation about—ironically—“art and the apocalypse.” In retrospect, we should have cancelled, but the threat in Maryland still felt surreal; those were the days when it seemed like we could beat the pandemic by washing our hands.

I’ve been thinking about that panel a lot lately because my first novel is coming out in August, and I’ve been trying to envision a book launch without an in-person event. I’m embarrassed to be grieving for this tiny problem, which is less than negligible compared to all we have witnessed this year. But publishing a novel has been a lifelong dream for me, and book events have been an important part of that dream—because other authors’ events have been such meaningful parts of my own inspiration. I have vivid memories of electric readings by Victor LaValle, César Aira, and Tim O’Brien. I got teary-eyed watching a hundred public school kids crowd in to see D. Watkins at the Baltimore Book Festival. After hearing Valeria Luiselli speak about The Story of my Teeth, I was so inspired I wrote an entire short story in an afternoon. When my dreams have felt far away, when my fiction has seemed meager and hopeless, I have gone to a bookstore and sat on a folding chair and been reminded that books are my spirituality—they are my connection to my own humanity, and to my understanding of grace in others. The magic of a book event is in the revelation, fresh every time, that my very favorite thing to do, a thing I do mostly alone, is also the thing that connects me most closely to other people. 

As COVID has become our new normal, book events have started up again, in virtual formats. But like every other online substitute we’ve instituted—family Zoom calls, Instagram birthday wishes—these internet readings have lacked some of the magic of human connection. Is there a way to recapture that magic online?

. . . .

By the third week, I had swung from denial to despair at the never-ending stream of news of illness and death, health care system failures and government malfeasance. The experience of these months reminds me of when I fall asleep on the couch watching a movie and then refuse to get up to go to bed. I know that I will feel terrible sleeping on the couch, but all I want to do is keep sleeping on the couch. My friend Nicole calls this feeling “special features,” because back in the days of DVD, she would demand her partner play the special features after the movie so that she could continue to sleep. By my fifth week of staying at home, I felt like I was living in special features.

To alleviate the loneliness, I found solace in online book events. Bookstores and literary festivals, podcasts and grassroots publicity efforts, and publishers and authors had intrepidly brought their work and energy online, gathering readers together despite the pandemic with heroic success. I went to more book events online in April than I have ever been to in a physical month; there were nights I hopped between three different conversations, from Zoom to Crowdcast to Instagram Live; it was like wandering through a literary night market, the tents all patchwork-stitched together but the doorways tacked open to warm, inviting fires inside. In those first three lonely months, wandering through this nightly market has been a comfort.

But lately, I’ve started to wonder why these events have not yet evolved. Most events are still following the old-fashioned format of the in-person bookstore event, where two authors have a conversation, maybe with a short reading, maybe with an audience Q&A. Rather than developing new ideas for book events to suit the technology we’re using, the literary community is by and large continuing to do what we’ve always done. 

Don’t get me wrong—many of these events have been truly excellent. But the internet, which can be thrilling and inspiring and creative, rarely mimics the conventions of the physical world. So why are we still circumscribing book events according to the limits of what is possible in person? 

These restrictions are not ideal for digital space. In bookstores, the “in conversation” model works because it gives you the inspiration of being in the same room as the author, as well as the excitement of being part of an audience. Neither of those translates organically to Zoom or Instagram Live, where it doesn’t really feel like you’re in the same room. And while there is often a chat box, or little hearts floating up the screen when people “like” something, the sensation of being part of the crowd is abstract. Without this sense of community, some online book events have left me feeling lonelier than I was before. 

It’s time to start experimenting—and to try radically reinventing what a “book event” can be, in this radically different year. 

Link to the rest at Electric Lit

PG has six reactions to the OP.

  1. Don’t look to traditional publishing for technological innovation. Not in their DNA, not in their bloodstream, not in their frame of reference, not in their world.
  2. A great many authors are introverts and speaking to a large group of people, let alone pitching their books to a large group of strangers is akin to medieval torture. Some will put together a schtick-style personality to use in signings, but they still may not enjoy the experience, particularly if they have to repeat their schtick night after night. It’s even more depressing if they spend all prime writing time away from their keyboard and don’t sell very many books.
  3. What portion of readers will buy books in physical bookstores in the future? The historical origin of book signings is based upon the belief that if you can draw a lot of people to a physical bookstore and they hear an author talk about a book, they’ll pick up a copy before they leave. This assumes that they 1) prefer physical books to ebooks and 2) won’t pick up their cell phone and order the book from Amazon for a lower price, perhaps even while they’re listening to an author talk about the book.
  4. If Amazon is the preferred place for a lot of people to purchase books, why not focus energy and money online, where purchasing a book is a click away?
  5. If you catch a bookseller in a candid mood, they’ll admit that book signings are a pain to deal with. They have to keep at least one more person working in order to handle a crowd, which costs money. You have to order more copies of the book than you ordinarily would to make certain you have something to sell to people who attend, but you also probably have to pay someone to return a bunch of unsold books so you can use your limited budget to buy different books that people will buy. If someone outside the store wants to make a quick visit to buy a book and sees a mob of people in the front window, isn’t it possible that they may skip the purchase or go elsewhere because they don’t want to spend the time necessary to work through the throng to locate and purchase their book? Plus, maybe have to track down someone to take their payment.
  6. With regard to online gatherings, PG notes that human beings are marvelously adaptive creatures. Certainly, we like to physically gather with kindred spirits, but we can also become more accustomed to seeing someone’s face on an iPad. PG has already seen improvements in the quality of online presentations and meetings because a perceptive individual will try to improve her/his performance in a business/commercial setting, whether it’s a conference room, bookstore, coffee-shop interview or in a video conference. At the beginning of this pandemic, nobody seemed to think about their cat playing in the background during a video call. Now, only the terminally clueless fail to put pussy into another room and shut the door. And, if you’re dressed properly only from the waist on up, you should expect to show up on YouTube in your underpants, you idiot.

PG suggests that the book signing is an outmoded publicity technique whose time has past. If an author values his/her time, it is unlikely to be worth the time, effort and queasiness involved in talking to a bunch of strangers while worrying about flop sweat on your forehead and in your armpits.

What Happens to Powell’s Books When You Can’t Browse the Aisles?

From The New York Times:

Powell’s Books was selling books online before Amazon.com existed. Over the years, its flagship store grew to occupy a full city block in Portland, Ore. And the company, which until recently employed some 500 people, is still family owned.

But when the coronavirus hit, Powell’s — like many businesses around the world — suddenly faced an existential crisis. Its chief executive, Emily Powell, closed the company’s stores in mid March. Without customers browsing the aisles, revenues dried up immediately, and the company’s head count was slashed by some 90 percent in a matter of days.

As word of the layoffs spread, online orders spiked, allowing Powell’s to rehire many workers. Yet with its stores still closed and the virus still spreading, Ms. Powell — who took over the business from her father and grandfather — says it remains unclear how a sprawling used bookstore will be able to safely reopen to the public.

. . . .

How was Powell’s able to succeed in the era of Amazon?

Most of the credit goes to my father and grandfather. My grandfather never limited his vision of what the bookstore could be. He was one of the first to put used books and new books together on the shelf, so you could afford to take a chance on a book you might not feel like splurging on a hardcover copy of. That synergy has been everything for our business. And my father brought to the table a willingness to say, “If customers are buying this many books and there are more books out there, why not make it bigger? Could we take over the next part of this block?” Those two pieces I think were really the foundation of what has made us what we are.

Amazon came along relatively late into our story. We went online ourselves in 1994, which was just slightly before Amazon, but we were already very well established as a very large independent bookseller with very large inventory and selection.

When did the virus first start to disrupt the business?

I remember a Friday, the 13th of March, coming around and feeling a very clear sense at that point we were going to have to close. We are just too big of a space and we did not feel like we could stay open and potentially participate in a spread of a virus. And our employees were feeling increasingly uncomfortable about coming to work. We are a big public space, lots of people in and out, lots of travelers visiting. It was feeling increasingly uncomfortable to them and we could not stay open and potentially risk infecting them as well. So on Sunday the 15th, we just decided we have to shut right now.

After you closed and had to lay off so many staff, how did the community respond?

We suddenly had this huge outpouring of support in the form of online orders. So we pivoted as quickly as we could to hire folks back to be able to fulfill those orders. That was honestly the most challenging time in many ways because there were just so many unknowns and, rightly, a lot of folks did not want to come back to work. It’s a scary time. They didn’t feel safe or comfortable getting on a bus. They didn’t have child care. They have folks with health issues at home. And so it was a very difficult time for employees to make a choice about what is the right thing for me and for my family. And I respect all of those choices that they were wrestling with. But at the same time it meant our orders were sitting for quite some time.

. . . .

What is the outlook for the next few months?

The real honest answer is, I don’t know. I think of ourselves right now as having been very fortunate. If you use a surfing metaphor, we were on our board and a huge wave was coming for us and we paddled as hard as we could. We didn’t know if it was going to crash on our head or not. We caught the wave and now we’re on it. And the problem is we don’t know if it’s going to crash us on a rocky beach without any food, if there’s a shark hiding in the wave or if we’re going to ride this thing out and land on a nice soft beach down the road. A lot depends on what happens in the next six to 18 months. It depends on both our ability to rise to the current challenge and find ways to be creative, but also on the support of our customers being willing to keep coming back and stay with us through the duration. So it’s really an unknown at the moment.

It doesn’t sound like the stores are opening anytime soon. You recently wrote that “like so many other Portland businesses, we struggle to see a business model where we can enact the social distancing and safety measures we feel are necessary while sustaining the work of our operations.” That’s a pretty grim assessment.

In many ways the book business hasn’t changed in a very long time and that’s certainly no different for Powell’s. When we opened, all we needed were wooden bookshelves, a rotary phone, a cash register and cash. Now we, like many other retailers, need social media. We need dev ops engineers to build an automated website. We need a database that lives in the cloud that’s searchable in a very nuanced way. There are far more costs to doing business. So we have these expenses that have been going up for a very long time, and now we have very few of the sales, and we anticipate when we open the sales will be quite low even as folks come back.

So how do you make that work? Especially as we add the additional expense of creating a very safe environment for our employees and for our customers. You have to be comfortable touching a book, pulling it off a shelf and putting it back and lingering in an aisle. And that’s going to take quite a bit of work on our part, which we’re happy to do, but we have to be able to pay our bills at the same time. So that’s the essential struggle: How do you exist in this modern business retail environment at a time when your sales have returned to a level you maybe haven’t seen in 20 or 30 years? We will figure it out, but it will be a very different business and it’s going to take us some time.

. . . .

Do you have any advice you for someone considering opening an independent bookstore of their own right now?

Don’t do it. Um, that’s not good advice. I don’t mean that. It is really a lovely line of work. My only advice is that it will always be challenging. You know, don’t get into the business thinking that if you sort of get a few things right in the beginning that then it will just work and I don’t have to think about it again. The work of book selling is always challenging. There’s always something new, whether it was the big box stores in the ’90s, and then Amazon and now this. There’s always something.

Link to the rest at The New York Times

Confessions of a Bookseller

From The Wall Street Journal:

In the coastal Scotland community of Wigtown, tourists can pay to operate a bookstore called The Open Book for a week or two and live in an upstairs apartment, fulfilling their dream to run their own bookshop. The rental attraction is typically booked years ahead, proving that running a bookstore is a popular dream for bibliophiles.

Wigtown, known for its many bookstores, is also home to Shaun Bythell, who’s owned the prosaically named The Book Shop—“Largest in Scotland”—since 2001. Mr. Bythell has a more cautionary view of the business, as he made clear in “The Diary of a Bookseller,” published in an American edition in 2018, and “Confessions of a Bookseller,” just out in a U.S. edition, too. “Confessions,” which like its predecessor unfolds in the form of a daily journal, excels at the same kind of acid comedy that made “Diary” such a guilty treat. Those who can’t peruse the shelves of their local second-hand bookstore during this lockdown season will find Mr. Bythell’s diaries a sharp reminder of what they’re missing. But it’s probably better to shop at a bookstore than to own one, or so readers gather from Mr. Bythell’s wryly observed accounts of his tribulations in the trade.

In “Diary,” the 40-something author takes as his muse a 1936 George Orwell essay, “Bookshop Memories,” in which Orwell pointed to his time as a bookstore clerk as a personal purgatory. For outsiders, Orwell noted, old bookshops can easily seem “a kind of paradise where charming old gentlemen browse eternally among calf-bound folios.” In reality, Orwell countered, bookstores draw a lot of hapless souls “because a bookshop is one of the few places where you can hang about for a long time without spending any money.” Dealing with this clientele, Mr. Bythell writes, has turned quite a few bookshop owners into “a stereotype of the impatient, intolerant, antisocial proprietor.” He counts himself among them. “The constant barrage of dull questions, the parlous finances of the business, the incessant arguments with staff and the unending, exhausting, haggling customers have reduced me to this,” Mr. Bythell tells readers.

In his diary, though, Mr. Bythell gets the last word. His wicked pen and keen eye for the absurd recall what comic Ricky Gervais might say if he ran a bookshop. A “short man with a wispy beard” buys a copy of “The Hobbit,” which suggests a theory: “I am putting a mental jigsaw together,” Mr. Bythell writes, “of what a hobbit looks like, based on a composite of every customer I have ever sold a copy to.” 

Link to the rest at The Wall Street Journal (PG apologizes for the paywall, but hasn’t figured out a way around it.)

Causeway Bay Books Owner Attacked

From Shelf Awareness:

Lam Wing-kee, one of the five Hong Kong publishers and booksellers kidnapped by China in 2015, was attacked yesterday by a man who threw red paint at him, days before he was to open a bookstore in Taiwan.

. . . .

“I was attacked with red paint in the cafe,” Lam told Reuters. “Some people don’t want me to open the bookshop in Taiwan.” He described the attack as a threat by supporters of Beijing.

Last week, Lam said he plans to open Causeway Bay Books, named after the original store in Hong Kong, this coming Saturday, April 25, in Taipei.

Lam moved to Taiwan last year, when a law that would have allowed people to be sent to China for trial came close to passage in Hong Kong. Mass protests led to the withdrawal of the law. But in recent days, Hong Kong authorities have arrested many pro-democracy activists.

The five owners and staff members of publisher Mighty Current and its bookstore, Causeway Bay Books, were kidnapped and detained in 2015 by China, which was unhappy that they published and sold books critical of the Chinese leadership. In 2016, Lam was released on bail and allowed to return to Hong Kong to retrieve a hard drive listing the bookstore’s customers, but he went public, telling about being blindfolded by police and being interrogated for months.

Link to the rest at Shelf Awareness

PG thinks it’s good to be reminded that, as difficult as the book business can be for authors, publishers and booksellers in Western nations, our challenges are minuscule compared to those doing the same things elsewhere in the world.

Here’s a 2016 article about this same subject, from The Bookseller:

Author publishes missing Hong Kong booksellers’ title online

The author of a controversial book on China’s president has released the title online.

The provocative book, believed to be the reason five booksellers from the Mighty Current publishing house in Hong Kong went missing between October and December 2015, is a tell-all about the love life of China’s president, Xi Jinping, entitled Xi Jinping and His Lover.

Its US-based Chinese author, who writes under the pseudonym Xi Nuo, told the BBC he published it online to challenge the Chinese authorities and that the publishers should not be held responsible. His co-author has not been named in the interests of safety.

The book was completed in 2014, but publisher Gui Minhai decided against releasing it, according to Xi Nuo, following a visit from a Chinese government agent.

Described by the BBC as “written in simple and almost vulgur language”, the title is presented as a work of fiction but includes real life figures, with details of purported affairs of China’s leader as well as “alleged incidents” within his marriages.

Xi Nuo told the BBC: “I decided to publish this book. I want to tell the Chinese authorities and Xi Jinping, the president of China, that you are wrong. Completely wrong. You better release the five guys. Let them go back home.”

The author of a controversial book on China’s president has released the title online.

The provocative book, believed to be the reason five booksellers from the Mighty Current publishing house in Hong Kong went missing between October and December 2015, is a tell-all about the love life of China’s president, Xi Jinping, entitled Xi Jinping and His Lover.

Its US-based Chinese author, who writes under the pseudonym Xi Nuo, told the BBC he published it online to challenge the Chinese authorities and that the publishers should not be held responsible. His co-author has not been named in the interests of safety.

The book was completed in 2014, but publisher Gui Minhai decided against releasing it, according to Xi Nuo, following a visit from a Chinese government agent.

Described by the BBC as “written in simple and almost vulgur language”, the title is presented as a work of fiction but includes real life figures, with details of purported affairs of China’s leader as well as “alleged incidents” within his marriages.

Xi Nuo told the BBC: “I decided to publish this book. I want to tell the Chinese authorities and Xi Jinping, the president of China, that you are wrong. Completely wrong. You better release the five guys. Let them go back home.”

Link to the rest at The Bookseller

Love, hope and business

From The Bookseller:

Contrary to what you might read elsewhere, there are three stages to a pandemic. The up curve, the downwards one and the bit in between. I don’t wish to get ahead of myself, but with Italy allowing bookshops to re-open and other first-wave countries slowly and carefully relaxing their restrictions, the United Kingdom will also shortly be in transition too.

There is some way to go, of course, and with Covid-19-related deaths continuing to escalate, this will remain for many a scary and discombobulating time. A generation-defining moment of fear, change and renewal. Not unique to the book trade, but deeply felt by this most social and empathic of businesses.

. . . .

“Love is keeping our distance.”

. . . .

A few weeks ago, I alluded to the sentiments of France’s President Macron in arguing that no bookshop should go down as a result of the economic fallout created by the coronavirus. But there remains other areas of the trade also severely impacted. Small presses have seen their revenue drop by as much as 90%, and now face increased costs from storing books that were meant to be in bookshops. Freelances’ commissions have dried up, and they must wait for invoices to be paid—never on time, of course. As we note in the magazine this week, many suppliers, such as printers and distributors, have kept on, albeit at reduced levels. Libraries’ doors have been shut at a time when their services have never been more in demand. Event organisers’ businesses have vanished. And many authors’ books may not now have the lives their creators would have wished.

Link to the rest at The Bookseller

Penguin Random House India opens an exclusive ebook store – on Amazon

From The New Publishing Standard:

When India’s Prime Minister extended one of the world’s harshest national lockdowns to May 3, as the country tries to ensure the coronavirus tragedy in West Europe and the USA is not replicated, it became clear publishers needed to adapt, and fast.

Penguin Random House India did so in style, launching a 400-title ebook store within the Kindle India store on Amazon, to make sure eager readers could still access the books they want to read.

. . . .

In a press release, PRH India’s senior vice president marketing, digital and communications Niti Kumar said:

India is an up and coming market in ebook consumption and we are confident that with over 500 million internet users, there is definite potential that more people can take to reading ebooks.

Initiatives built on ebooks can bring the spotlight on a mode of reading, which in addition to being safe and easily accessible, is also more affordable and comes with additional features that make reading more pleasurable and informational.

The press release adds in broader terms:

In a time when so many people find themselves housebound, reading has come up as one the top activities they are engaging in. Getting hold of new books can pose a challenge since many e-commerce websites are prioritizing deliveries to essential products and delivery of physical books has been affected. So, in these strange and difficult times, ebooks are gaining popularity as a convenient, accessible and safe ways to keep one occupied, entertained and fulfilled.

. . . .

As the country’s largest English language trade publisher Penguin Random House India pushes out 250 new titles each year and has an active backlist of over 3000 titles.

It’s not clear from the press release why the PRH India ebook store features only 400 titles, given a 3,000 title catalogue. Possibly this reflects the level of digitisation PRH India has achieved thus far and the other books have yet to be made available in digital format.

Link to the rest at The New Publishing Standard

PG suspects that Penguin Random House India would not have taken this step without prior approval from the PRH Mothership.

Assuming that PRH operates in a reasonable way on Amazon (or its contract with Amazon for the PRH store requires it to do so), this potentially implies that it will release books to the PRH Amazon bookstore at the same time it releases them to bricks & mortar stores.

As PG has suggested before, after a long Coronavirus shutdown of traditional bookstores in many parts of the world, an unfortunately large number of these stores may be unable to open again or will open in a manner that carries a scent of going out of business.

If several B&M bookstores (or one large bookstore) in a geographic area are pricing in a manner that expresses or implies they’re going out of business, that’s going to be a drag on the sales and profitability of other bookstores who are reopening with traditional product pricing.

Then there’s the new ownership of Barnes & Noble, hedge fund Elliott Management.

From CNBC:

Billionaire Paul Singer’s Elliott Management said global stocks could tumble more — ultimately losing half of their value from February’s high— as the world braces for the deepest recession since the 1930s-era Great Depression, according to a letter sent to clients on Wednesday and reviewed by Reuters.

The New York-based hedge fund firm, which controls $40.4 billion in assets and whose views on markets and economics are closely watched by investors, wrote that the sharp market decline seen between late February and late March “provided a heavy bookend to a dozen years of basically nonstop positive returns in global stocks, bonds and real estate.“
And the rout is likely not yet over.

“Our gut tells us that a 50% or deeper decline from the February top might be the ultimate path of global stock markets,” the letter said.

Link to the rest at CNBC

Will Elliott be in the mood to drop a bunch of additional money into helping Barnes & Noble to stagger to its feet?

PG was not able to find any reliable online sources that opined one way or the other. Given the scope of the worldwide financial disaster, Barnes & Noble is a very small fish indeed.

How an Indie Bookstore Keeps Fighting On

From Publishers Weekly:

Driving to my empty store on a Saturday in mid-March, physically hurting from two weeks of manic bookselling, I made the usual 30-minute trip in 20, cruising through an empty college town that should be full of life. As I drove, I tried to prioritize what to worry about. I imagined a flow chart. Health is at the top. Then there is emotional well-being—and don’t forget about money.

How can I satisfy my personal and company debts with no or greatly reduced income? Moving forward, how will I provide for my family and my staff? How does the bookstore stay relevant and connected to our community while our doors are closed?

All the love from our customers, our reps, and publishers has allowed me to think about a positive outcome, and the encouraging, productive posts from other booksellers on social media—many going through an even harder time than I am—give me great hope for our industry. I am not a social media regular, but late one night I peeked at the store’s accounts. Despite the long hours, our marketing manager was still posting, and the love and support were pouring in. This sustains me.

I’m so very grateful for my staff, smart people with can-do attitudes. Today, there are a lot fewer. A staff of 15 became a staff of six two weeks ago. Some folks were not comfortable working with the public, some had a cold (or was it just a cold?) and had to stay away, and some did not have the skills we needed as we pivoted to a phone-and-online-only business overnight. The six of us, using Slack like it was oxygen, worked together for 14 hours a day, seven days a week for two weeks straight.

Behind locked doors we were placing orders, washing our hands, fulfilling online and phone orders, receiving, cleaning, shelving, packing shipments, placing curbside orders outside on the “pickup bench,” and washing our hands again. Every morning we gathered and identified tasks and made assignments for the day. Every day at the “close of phones” the frantic ringing stopped, and we met again and assessed our emotional and physical states as well as our ideas about how to better the systems we had devised less than 24 hours earlier. We agreed it was good to be busy and not at home.

I’ve been dreaming of showering in hand sanitizer.

Link to the rest at Publishers Weekly

Coronavirus Has Shut Stores, and Retailers Are Running Out of Time

From The Wall Street Journal:

First, the store doors shut. Now, the walls are closing in.

Retailers have furloughed hundreds of thousands of workers, cut executive pay and stopped paying rent, all to conserve cash. For the most indebted retailers, particularly those already struggling before the crisis began, those measures may not be enough.

Neiman Marcus Group Inc. and J.C. Penney Co., both of which have looming debt payments, have been reaching out to creditors in the hopes of buying more time, according to people familiar with the situation. Representatives for Neiman Marcus and Penney declined to comment.

. . . .

The retail industry was going through a shakeout before the coronavirus pandemic hit. As shoppers migrated away from malls and bought more online, specialty-apparel retailers and department stores were among the hardest hit. A record number of chains have filed for bankruptcy protection in recent years, and others have closed hundreds of stores. As the virus keeps American businesses temporarily closed, the weak will only get weaker, analysts said.

“Companies we weren’t that concerned about a month ago, we are now concerned about,” said Mickey Chadha, a senior analyst with Moody’s Investors Service. Mr. Chadha estimated that operating income for department stores, which have been losing market share to fast-fashion retailers and discounters, will fall 20% this year. He predicted operating profit for the retail sector overall will fall by 2% to 5%, a drop not seen since the 2008 financial crisis.

. . . .

The National Retail Federation has been lobbying the government to ensure that companies with credit ratings that fall below investment grade have access to loans. “We want them to design these programs to be broad enough to tackle the significant problems of distressed industries such as retailing, which employs a large chunk of the population,” said David French, the trade group’s senior vice president of government relations.

. . . .

Retailers are cutting every cost they can, including delaying payments to suppliers and canceling orders. “In this environment in which 90% of our stores are closed to the public, we are forced to make difficult decisions,” wrote an executive of Harmon Stores Inc., a health and beauty-products chain that is owned by Bed Bath & Beyond Inc., in a letter viewed by The Wall Street Journal. The letter notified suppliers that payments would be delayed by an additional 60 days.

“Retailers have cut variable costs, but there are a lot of fixed costs that they can’t reduce,” said James Gellert, CEO of RapidRatings, which analyzes the financial health of companies.

. . . .

“Retail bankruptcies are coming, but not necessarily immediately,” said Deborah Newman, a lawyer in the bankruptcy and restructuring practice of Quinn Emanuel Urquhart & Sullivan LLP. She said there are public-relations and economic ramifications when companies are forced into bankruptcy during the pandemic. “Now is not a good time to find buyers for assets,” she added. “It’s also hard to get a true sense of a company’s value.”

. . . .

Chains that survive will have to grapple with consumer demand that may not snap back quickly. Consumer spending had buoyed chains before the crisis, but now many shoppers are facing reduced income and they may be skittish about rushing back to public spaces.

Link to the rest at The Wall Street Journal (PG apologizes for the paywall, but hasn’t figured out a way around it.)

PG reluctantly suggests that a great many independent bookstores, often thinly capitalized, relying on the effective equivalent to no-interest loans from publishers in the form of books shipped to stores at no charge with payments for those books happening later as the books are sold.

If there are bookstore bankruptcies on a widespread basis, not only will traditional publishers lose a significant portion of their distribution systems, but their financials will be hit with a lot of debts that will never be paid.

For publishers which are public companies with publicly-traded stock, PG suggests that those stock prices will drop like a rock. If some Wall Street financial engineers leveraged the assets of the publishers to the hilt in some complex financing scheme, the survival of such publishers, even with radical downsizing of their staffs, will be in doubt.

Advertising and publicity budgets that support new releases by these publishers will see a very sharp knife.

For traditionally-published authors, PG is afraid that advances will be hit hard. Those who live from advance to advance will be particularly stressed. When five-figure advances become four-figure advances, maximal mental stress may not have a positive impact on artistic output.

New authors striving to get into traditional publishing will find rejection slips arriving in repeating waves may force those who would have managed to snag a first contract in earlier times into alternate employment.

PG suggests that a substantial portion of traditionally-published authors who desperately want to continue their careers will be sheepishly contacting the handful of indie authors that are casual acquaintances for tips on how to make money on Amazon.

Very few major companies will exit from the current world-wide panic without picking up some bruises. Amazon has become such a complex skein of businesses that what sort of company will come out the other side of the current maelstrom is difficult for experts (and impossible for PG) to predict.

However, in the face of closed stores, Amazon has gained a great many new customers. PG suggests a meaningful number of those who didn’t use Amazon in their past lives or used it on rare occasions will be more enthusiastic Amazon customers in the future, particularly if physical retail stores continue to be hit hard.

Lots of people who are self-isolating in their homes are doing a lot of reading these days. Care to guess where they’re buying their books of access to physical book outlets is prohibited by executive orders from various public officials?

And when you’re stuck in your home and need a good book quickly, where do you point your iPad? Kindle ebooks are always ready to serve.

I miss the smell of the books mixed with coffee

From The Bookseller:

For 32 years my shop has been my home from home! Bookselling has been my passion for so long, everything I do and think involves books in one way or another. Every book I read I think “I know exactly which one of our customers will love this” or “I think I will go big on this one” .

I nose at people’s bookcases on TV and in photos, try my utmost to see what people read on public transport. The thought of my lovely shop empty and unloved with no energy and laughter from our customers is making me sad beyond words. I worry about our lovely customers quite a few are over 70. To a lot of them we really are so important.

I will miss my colleagues who are like second family to me, and yes of course I worry about how long this will last and what impact it will have on us in the long term.

But above all I miss my shop and I miss the smell of the books mixed with coffee. I miss the deliveries which after all these years in the business hold the same excitement for me when I open a tote and wonder what’s in it.

Link to the rest at The Bookseller

As Brits treat social distancing as a game, UK’s Waterstones opts to close stores nationwide just days after Daunt asked for books to be given special status

From The New Publishing Standard:

Sometimes it can be embarrassing to be British. First we had Brexit. Then the coronavirus arrived and our government looked the other way. Now the coronavirus is firmly established in the UK, spiralling out of control, and the Prime Minister is sending out mixed messages about social distancing, one second telling everyone it’s fine to go out to the park, the next telling them he will impose stricter controls if people go out to the park.

Against such a background businesses like Waterstones are forced to juggle the well-being of staff and business against the sad reality that, absent legal enforcement, social distancing and other virus containment measures are next to meaningless.

While the governments of Italy, Spain and France among many have acted swiftly to reduce the social mobility that spreads disease, Boris Johnson has chosen a more populist path, like a weak teacher appealing to a class to behave, knowing full well a handful of selfish pupils will do no such thing so long as they have the option.

As the week ended James Daunt, CEO of Waterstones, the UK’s biggest national bookstore chain, spoke of unprecedented demand for books as the majority of the British public tried to stay at home more, and picked up more books during their occasional forays out.

Daunt went so far as to call on the government to exempt books from the inevitable retail closures that Boris Johnson must, at some stage, when things get so bad it’s too late, impose upon the nation.

. . . .

But just this weekend, as it became apparent a substantial minority of the British public were treating Johnson’s government guidelines as a joke, James Daunt has taken a bold decision to not even bother waiting for Johnson to do the right thing, but to close all the Waterstones stores nationwide.

To help prevent spread of the Coronavirus, and to protect the wellbeing of our customers and staff, sadly Waterstones will temporarily close its doors by the close of trade Monday 23 March until further notice.

It gives consumers one full shopping day to make their final book purchases before Waterstones shuts shop for the foreseeable future, because neither the Prime Minister nor certain of the British public can be relied upon to do the right thing.

Link to the rest at The New Publishing Standard

New Tools are Leveling the Playing Field for Booksellers

From Publishers Weekly:

As far as I’m concerned, 2020 is the dawn of a new era in independent bookselling thanks to Bookshop and Edelweiss360 from Above the Treeline. I believe that with their healthy adoption, the most common observation from consumers will not be “bookstores are dying because of Amazon” but “I can’t imagine shopping anywhere but my local indie.”

When my business partner and I opened our bookstore, I was constantly frustrated about our lack of access to e-commerce functionality and the ability to act on sales insights. We both came from publishing, and I had worked for a marketing analytics firm, so we came with an understanding of the depth of data available from the books themselves and the potential of organized transaction data. But there wasn’t a single service made with booksellers (or our budgets) in mind. We couldn’t gamble on a platform and wait months to see ROI; the margin just doesn’t allow for that (a conversation for a different day).

Now, with the launch of Bookshop and the beta testing of E360, all of a sudden there are solutions and options. The functions differ, but the goal is the same: increase revenue, reach, and profitability quickly and measurably.

Let’s start with E360. The premise is simple: a customer has bought something, and you, the bookseller, want to be able to regularly show (and sell) them similar somethings in a user-friendly way, via any e-commerce of your choosing. E360 does this with a POS-integrated email marketing platform that provides intelligent subscriber segmentation based on your own sales. Though still in beta, it promises to be a way to leverage and amplify those proprietary bookselling qualities that create loyal customers: experience, curation, and handselling.

. . . .

What about Bookshop? When I first heard about it, it sounded like a much prettier, more user-friendly version of Baker & Taylor’s My Books and More. Fine, but not great—though admittedly with better terms: ABA member stores can create their own Bookshop page that earns 25% on direct transactions, with all fulfillment handled by Ingram and all processing by Bookshop. It’s free, so we decided to sign up and see what might happen.

As I heard more, I got downright giddy. The driving force of this entire model is affiliate linking: the “I’ll scratch your back if you scratch mine” of e-commerce. Whenever the New York Times or other sources link to a retailer, it’s usually because that retailer has an affiliate program. Why wouldn’t they? It’s basically free money. And that free money can amount to millions of dollars a year.

How it works: a retailer sets up a trackable product link for a partner business. The partner business displays the link and gets a percent of revenue from every transaction resulting from it. It’s kind of like a co-op but far less complicated.

The coup is that Bookshop’s affiliate program pays more than Amazon’s, and for every affiliate transaction, 10% goes to the source and 10% goes to a pool of member ABA bookstores. 

. . . .

We still have to educate readers about the impact of buying directly from us and provide viable options for when that’s not possible, and we must be adamant that publishers are doing the same and not simply defaulting to Amazon. It’s in publishers’ best interests to expand our market share as much as possible. Diversified revenue is key to economic health; any industry where a single retailer owns over 70% of the market is not just sickly but is turning into an oligarchy with an ever-dwindling number of stakeholders. Who do they think will be left standing if the current model persists?

Link to the rest at Publishers Weekly

Perhaps PG has not been focusing properly, but he can’t remember any news story structured around the plucky traditional book stores vs. evil Amazon trope that has included any indication that authors and their wellbeing, financial or otherwise crosses anyone’s mind.

Other than the occasional mention of author signings (which PG has been told often don’t result in very many book sales unless the author is one of a handful of superstars), the bookstore owners appear to be acting on the premise that there will always be plenty of authors writing books to put on bookstore shelves.

On occasion, PG also smells a whiff of entitlement that’s framed around an unspoken assumption that readers don’t really understand that they are much better off buying physical books from physical booksellers.

If readers would just start thinking straight, they would stop buying books from Amazon because everyone agrees that hopping into a car or onto a bus or light-rail system, then burning carbon-derived energy to transport oneself to buy a book at the price the publisher sets for it in a local bookstore that pays the hired help sub-market salaries with zero benefits is, as (again) everyone knows, much better for community well-being, social stability and local tax revenues than using a few cents worth of electricity to download a much lower-priced ebook from Amazon (and that doesn’t even count the ongoing employment at union wage rates for those who operate the landfills where most printed books will almost certainly end their lives even if you donate them to the library).

(PG wondered if he was still capable of diagramming the preceding sentence and decided he was not. No fault for such shortcomings should be attributed to Mrs. Edna Lascelles. She did an excellent job of teaching PG English grammar and he remembered and applied her lessons for many years. PG blames Grammarly for his decline.)

Ultimately, in a capitalist society, the reader votes with her/his money and that vote decides who prospers and who does not (although most readers are not inclined to macroeconomic analysis, they just want the next book in the How to Lose Weight by Changing Your Own Sparkplugs in Space series for a good price right now).

Barnes & Noble Cancels Black History Month Covers After Backlash

From The Huffington Post:

Major bookseller Barnes & Noble canceled a Black History Month initiative at its flagship Fifth Avenue store in New York City after public backlash. 

The store planned to host an event Wednesday evening launching its new “Diverse Editions” project, which would showcase ”classic” books ― like “The Wonderful Wizard of Oz” and “Moby-Dick” ― with new covers illustrating the main characters as people of color. The store planned to feature the newly jacketed books in its window display all month.

But after significant outrage online, the company canceled the initiative midday Wednesday.

People on Twitter suggested Barnes & Noble promote diversity by featuring works by actual writers of color. Most of the books the bookseller created new covers for, including “Emma” by Jane Austen and “Alice’s Adventures in Wonderland” by Lewis Carroll, were written by white authors and feature white protagonists.

Link to the rest at The Huffington Post

PG wondered if B&N’s brilliant marketing/virtue-signaling strategy included a black Moby Dick.

Margin call

From The Bookseller:

Seven years ago, The Bookseller published an open letter from Sam Husain, then chief executive of Foyles, exhorting publishers to support bookshops with better terms. He wanted an average discount closer to 60%, an improvement of 20 percentage points on what he saw was prevalent at the time. He argued that despite lower volumes on some titles, bookshops needed to be rewarded for the value they put into the market, including visibility, knowledge and author events.

Last week Blackwell’s made a similar intervention in a private letter to suppliers, requesting a 7% promotional rebate, to be applied on all invoices after 7th February—equivalent, it seems, to increasing the discount it receives on the published r.r.p. by a modest amount.

. . . .

In terms of strategies, it’s hard not to think Foyles did it better: an open discussion about the future of high street bookselling made sense, a blanket demand for a back-hander looks more gauche. It was no surprise that by the time The Bookseller saw the letter, its contents were already part of a lively discussion on Twitter. 

There was also confusion over the demands: publishers have long been prepared to give a bit extra in return for additional visibility, but Blackwell’s offers no such assurances, stating that the extra discount would support its drive towards profit and growing the market. The letter, too, stipulates that the rebate is for 2020, but does not say what will be different in 2021—either Blackwell’s needs the money now for a particular reason, or it will need it forever. Publishers expect the latter.None of this means Blackwell’s is wrong to make the demand, or amiss in setting out the costs and virtues of running bookshops staffed with savvy booksellers. Missteps are forgivable when the argument is sound. And it is. Blackwell’s has grown sales by £15m in three years, but its overheads continue to rise too. The same is not true for all publishers: although they screw their faces up at the accusation, many are more profitable than once they were, and it is not unimaginable that they could use some of what is the digital bounty to invest in bookshops. Academic publishers may feel less secure, but their discounts—far lower than those offered by trade publishers—were established in a bygone era when textbook prices were high, and student need was reliable. Wherever you sit, Blackwell’s is right to argue for an adjustment. 

There is a wider discussion to be had, too. Long forgotten in Husain’s missive was a call to use consignment—whereby booksellers only pay for the stock once it is sold—a suggestion perhaps too radical at the time. But the “returns” bit of the current model is wasteful, bad for profit and bad for the environment. Any discussion on terms must include a review of this model. 

Link to the rest at The Bookseller

Raven Book Store Owner Publishes “How to Resist Amazon and Why”

From The American Booksellers Association:

Danny Caine of Raven Book Store in Lawrence, Kansas, has published a zine titled How to Resist Amazon and Why. The 16-page zine features Caine’s October 2019 letter to Amazon CEO Jeff Bezos, a review of the case against Amazon, a compilation of Raven’s Twitter advocacy, and additional material.

How to Resist Amazon and Why was quick to receive widespread attention. Caine told Bookselling This Week that “Between in-store sales, online sales, and wholesale orders we’ve shipped out, we’ve moved about 1,400 zines in the first 10 days. All of those were hand stapled by me, my wife, and my friends.” Caine added, “we’ve sent them to around 60 stores in the U.S., Canada, and England.”

Due to the zine’s popularity, Raven partnered with Microcosm Publishing to assist with distribution. Microcosm has a record of resisting Amazon — even going as far as altering its business model to no longer have a direct distribution relationship with the company. Microcosm has positioned itself in such a way that Amazon sales comprise only one percent of its sales each month.

According to Caine, Microcosm expects How to Resist Amazon and Why to be its best-selling zine of the season with already a few thousand pre-orders. Microcosm confirmed that Caine’s zine was impressively its #2 title for the last week of October.

Joe Biel of Microcosm told Bookselling This Week, “I think the zine has been so successful because people feel very frustrated by Amazon.” Biel added that no one “realized how big of a title this would be. Nor did anyone realize that [the zine] would resonate so deeply with bookstore employees.”

In Raven’s letter to Bezos last month, Caine articulated some of the many ways Amazon has hurt booksellers. “We like business competition, we think it’s healthy. But the way you’ve set things up makes it impossible to compete with you,” said Caine.

He challenged the idea of tech companies “disrupting” old ways of doing business to further innovation, saying “…we are not ripe for disruption. We’re not relics. We’re community engines…If your retail experiment disrupts us into extinction, you’re not threatening quaint old ways of doing things. You’re threatening communities.”

Link to the rest at The American Booksellers Association

PG doesn’t like to see any small business fail because, almost always, there is a lot of work that someone or several someones have put into building it up and keeping it running.

However, any business, large or small, relies on customers to purchase its goods/services.

PG suspects that blaming Amazon for a sales downturn really amounts to blaming the former customers of the business who have, for one reason or another, chosen to purchase from Amazon because doing so benefits those customers in some way that’s important to them.

If lower cost is a reason those customers prefer purchasing from Amazon, criticizing Amazon is effectively blaming those customers who may not have enough money to pay for the extra overhead involved in supporting a physical bookstore. At least some of those customers are avid readers who appreciate the ability to obtain more books to read and enjoy.

PG also suggests that, if Amazon had never existed, someone else would have run the same play that Jeff Bezos did. Physical books are a great product for mail order because they don’t spoil on the shelf, don’t get broken during shipping and even benefit from lower postal costs.

Ebooks are an even more ideal product because they’re cheap to store and, effectively, cost nothing to deliver. If Amazon had not executed its ebook strategy, some other cost-cutter or combination of cost cutters would have done the same thing.

Again, blaming Amazon because a lot of people prefer reading ebooks over physical books is, effectively blaming those readers for their personal choices.

Should We Pay to Enter Bookstores?

From The New Yorker:

While browsing a table of new books at the Strand and spotting one that I wanted to buy, I experienced a common, modern-day itch: Do I purchase the book there and then from the Strand without pause, thus supporting bookstores, publishers, authors, and everything that I believe in? Or do I drive myself crazy by pulling out my phone and checking how much money I would save were I to buy the book online? The Strand was selling the book at a modest discount off of its suggested retail price, but I suspected that it would be less expensive on a certain ubiquitous Web site. Sure enough, the same book was listed there, brand new, for ten dollars less than the Strand’s price. If I ordered it from this Web site, it would be delivered to my door, the next day, for free.

The moral high ground is to buy the book from the Strand. The store afforded me the pleasure of browsing the shelves on a weeknight in New York. The store’s owners permitted me to pick up the book and read a few pages, for as long as I wished. They should have my money. But, for the sake of argument, let’s just say that I chose three additional books and that each of those books was also ten dollars less online. I could save forty bucks, which isn’t chump change. So the question then becomes, where do we draw the line? Are we expected to underwrite David’s battle with Goliath, no matter what the cost? I want to give my money to the Strand. I’m willing to pay more in exchange for the intangibles that I’m offered by a store’s physical existence. But I fear that this business model, whereby physical retailers are basically relying on a code of honor from their customers, is just not sustainable.

So why not monetize the intangibles? The Strand, and stores like it, could charge an admission fee. Something token, like a dollar. For a buck, you’re granted access to everything the store has to offer. You can browse to your heart’s delight. There’s no pressure to make a purchase. And, if you do buy something, perhaps the item costs close to what it would cost online, because all of those dollars would have allowed the store to lower its prices.

I’m not an economist, so maybe this idea is an unsophisticated one. More than five thousand people walk into the Strand every day, according to the owner, Nancy Bass Wyden. (“It’s department-store numbers,” she said.) Would every one of those people be willing to contribute a dollar to provide enough of a cushion to allow for quasi-online prices? And what about the little shop in the rural community, the one that might see twenty customers walk through its doors on an average day? Twenty dollars or so a day may not be enough to keep that store afloat. Is there perhaps some sort of revenue-sharing system that could be instituted, whereby all of those single dollars go into one big pot that each participating physical retailer gets an appropriate share of?

. . . .

In 2013, the then U.K. HarperCollins C.E.O., Victoria Barnsley, floated the notion of a pay-to-browse model for bookstores in an interview with the BBC. A follow-up piece in the Washington Post found that a sampling of American booksellers were hostile to the idea, but a few daring retailers overseas have since begun experimenting with variations on this model. In Porto, Portugal, visitors to the world-famous Livraria Lello bookstore pony up five euros (about $5.50 USD) for an entry voucher, the cost of which is then subtracted from a purchase. And Bunkitsu, a bookstore in Tokyo, charges customers the equivalent of a whopping fourteen dollars for the experience of browsing its inventory and exhibition space. (Included with the admission fee is access to a reading area, where patrons are permitted to kick off their shoes, help themselves to unlimited quantities of coffee and green tea, and read anything they like.)

The booksellers I spoke to in New York were generally uninterested in this sort of radical move. Miles Bellamy, the majority owner of Spoonbill & Sugartown, in Williamsburg, dismissed the idea. “I would never charge people to walk into the store. No. It’s just not classy.”

. . . .

“Bookstores are havens,” she said. “They’re one of the few public spaces left. It’s my responsibility as a bookstore owner to figure out how to stay competitive. Charging admission?” she asked, incredulously. “What about children? What about teen-agers? Absolutely not,” she said. “I’d rather close.”

Link to the rest at The New Yorker

PG says, “Give a try,” while thinking “This sounds like desperation and smells like flop sweat.”

But he could be wrong.

Indiebound Needs a Makeover if It’s Going to Fight Amazon

From Publishers Weekly:

As independent booksellers, it’s easy to get riled up about Amazon. It’s certainly disheartening to know that amid its web services, video streaming, and grocery offerings—to name just three of its major business areas—books aren’t even close to Amazon’s sole priority. So when we see authors—in many cases authors we respect or admire—linking to Amazon on social media or their websites, it’s not uncommon for independent booksellers to boil over. I know I have. But I ask: what choice are we giving them?

Yes, we have IndieBound, and I pepper authors with their IndieBound links on Twitter. But authors want to have a place where they can see what people think of their books. A select few authors are able to see what people think when their books land on a bestseller list, literary award long- or shortlist, or best-of list. But the overwhelming majority of authors only have two ways to find out what people think: Amazon and Goodreads, which has been owned by Amazon since 2013.

On Amazon and Goodreads, users can leave ratings and written reviews. Some of these end up as comedic fodder, but most are helpful to authors who want feedback, if only in the aggregate. Many authors encourage this behavior, believing that when users leave reviews and ratings, it helps their sales (and it probably does). Independent booksellers don’t have an independent platform that authors can encourage their readers to use to provide feedback.

Amazon goes one step further on its site with its bestseller rankings.

. . . .

Authors can be forgiven if they take screenshots of those [Amazon sales] rankings or badges and splash them on their social media. After all, everyone wants to be successful. As independent booksellers, we don’t have an independent platform that provides authors with this kind of public sales data.

We could, though. Our sales reports fuel the Indie Bestseller List. This data is waiting to be segmented, chopped up, and dropped onto IndieBound for all to see. Adding a section for ratings and reviews would make IndieBound more competitive with Amazon and Goodreads.

I have brought this up to the American Booksellers Association on two occasions. To date, it has not taken action on the idea—which, honestly, is understandable. Like most of us, the ABA is overwhelmed. In addition to its normal heavy workload, it’s trying to push ambitious projects—such as a health insurance plan for booksellers and a centralized billing system for all publishers, among other initiatives—across the finish line. This year is particularly challenging for the ABA: it’s simultaneously managing all of this work and navigating a leadership change, as the organization’s CEO and CFO get set to retire. But at some point, this will need to become a priority.

. . . .

The authors whose books populate our bookstores who actually love Amazon are few and far between; I certainly haven’t met any.

Link to the rest at Publishers Weekly

PG doesn’t know the author of the OP, but believes he’s likely a nice guy.

However.

PG tried to count how many ways the OP was delusional/parochial/pathetic/wishful, etc., but didn’t have enough time.

PG did, however, wonder if any bookstore has promoted itself as “The place to find authors who don’t like Amazon.”

Presumably, this message might attract readers who don’t like Amazon.

Who knows? Perhaps it’s a niche market that everyone else has overlooked.

An Open Letter to James Daunt

From Publishers Weekly:

Dear Mr. Daunt:

I was excited to read that you will be taking the helm of Barnes & Noble when its acquisition by Elliott Advisors is completed later this year. I hope you can help this great retailer, much as you did U.K.’s Waterstones bookstore chain.

Do you mind some advice? For some time, I’ve been bumping around the publishing world as a reader, author, and freelance editor. My window on that world might be narrow, but it still offers a decent view. Here are some things I’d love to see happen as you strive to make B&N the go-to bookstore for millions of Americans:

1. Sell books. I know that seems obvious, but sometimes when I go into a U.S. bookstore, I feel as if I’m in Tchotchkes & Games R Us. Don’t get me wrong—I like the displays of toys and gewgaws, but they take up an awful lot of store real estate. One of the things I loved when visiting London bookstores (Foyles in particular) was the sense of being surrounded by so many books. Books everywhere! You couldn’t help but want to buy some.

2. Advertise your wares. It amazes me that the book industry, which is part of the entertainment industry in terms of competition for similar dollars, does very little advertising. While we’re all bombarded with messages urging us to see this movie or that streaming series, we rarely see anything urging us to lose ourselves in a written story. Selling books is hard. Selling them with little to no paid advertising is even harder, and, I believe, a remnant of a previous century’s thinking about how books should be promoted.

3. Advertise the bookstore experience. Going to a bookstore is different than going to a clothing store, hardware store, grocery store, or other stores. You’re not always looking for something specific. You might just have a vague idea, in fact, of what you want. While other kinds of shopping can seem frenetic, book shopping can be calming and restorative. Remind your customers of this in paid ads, maybe even featuring celebrities who’ve made some books popular—Oprah Winfrey or Reese Witherspoon, for example.

. . . .

6. Recognize that writers are customers. Amazon realized this at the dawn of the e-reader revolution. They created a platform for authors to sell directly to customers without a gatekeeper publisher. Barnes & Noble was slower to see the value of this customer segment and to figure out how to help authors reach readers. (I will confess to bypassing its e-publishing outlet with some of my own self-published novels.) Look for ways to make the e-publishing experience easier and more attractive to authors. If you help them make money, you’ll make money, too.

Link to the rest at Publishers Weekly

New Chapter? UK Print Book Sales Fall While Audiobooks Surge 43%

From The Guardian:

UK book sales fell for the first time in five years in 2018, despite the success of bestsellers such as Michelle Obama’s autobiography, Becoming.

The UK publishing industry was hit by a surprise fall of £168m (5.4%) in sales of physical books last year, ending a period of growth stretching back to at least 2014.

Sales fell from £3.11bn in 2017 to £2.95bn last year, according to the latest figures from the Publishers Association, which published its annual yearbook on Wednesday.

. . . .

Audiobook sales surged 43% to £69m last year, with Amazon’s Audible service dominating sales. However, Stephen Lotinga, the chief executive of the Publishers Association, said this was not the sole reason for the decline in print sales.

“One of the biggest changes has been the increase in audiobook sales,” said Lotinga. “There is some substitution away from print, audio has surged, but there was also always going to be a point where print sales couldn’t continue rising every year.”

. . . .

“We think that podcasting is helping to drive a resurgence in audio in general, including books,” he said. “Publishers are investing a huge amount in building [recording] studios and securing the services of top quality actors to voice the books. We think the whole audio scene is showing huge opportunity.”

However, he warned against pronouncing the beginning of a terminal decline in physical book sales in the same way the music industry has experienced with the move from CD to streaming in the last decade.

. . . .

Overall, the digital book market, which as well as audiobooks includes ebook sales and subscriptions to services such as Amazon’s Kindle Unlimited, rose 4.6% to £653m.

Link to the rest at The Guardian

Barnes and Noble Bought by Hedge Fund

From JC Simonds:

By now, you will no doubt be aware that Barnes & Noble Booksellers (for whom I work part time) has been sold to Elliot Advisors, a Private Equity/Hedge Fund that had already bought out the U.K.’s Waterstone’s.

. . . .

There is no question that a private equity company snapping up a retail chain usually involves the sale and liquidation within 5 years. It’s almost a given. See stores like Toys R Us for a cautionary tale. And that may be the case here. Time will tell.

James Daunt, who has run the Waterstone’s since 2011, will be the CEO of Barnes & Noble, as well. He bought the failing Waterstone’s (about the size of Walden Books before it went down) in 2011, and has since returned it to profitability. Daunt is apparently a physical book zealot who involves himself in every aspect of bookselling.

. . . .

The hallmark of his turnaround method? Something American indie booksellers figured out 10 years ago: your bookstore’s community is what’s important. Focus on what your area wants in a bookstore and do that. Specialty scones and math books in one town? Do that. Harry Potter nights and kids books in another? Do that. Which makes buckets of sense.

So, the model is a collection of independent bookstores run overall as a chain.

The B&N store in which I work is the most profitable in the district. Yes, I know, you’re thinking, “Reno reads?” Yeah. Madly and passionately. And they drag their kids out to every event we can manage. The store is fairly crowded from open to close, and we usually have to throw people out at closing. Friday and Saturday nights it’s a popular date spot. And yes, I have found couples, um… But there are also refugee Moms and Dads in the café.

. . . .

You know what we don’t have? A decent “Nevada” or even “Reno” section. It’s tiny. We only get in 10 maps of the area per month. TEN. They are sold out in a week (yes, maps sell), and only restocked monthly. (I’ve got 50 copies of a Dallas map. Twenty-five of Athens.) We don’t have any books on local gardening. We hide the Nevada ghost town books in the Paranormal section. We only do 2 local author events a year, and have no local author section at all.

So, it would be terrific if we could be more “Reno-centric.”

A large problem that B&N has faced is the founding father of the company, Len Raggio. He was the retail book bombfather back in the 90s, but he has not worn well in the ebook/ecommerce age. I’m told he’s a wonderful individual, but he’s missing a few cogs in the old brainbox these days, as evidenced by the weird C-Suite antics in the last 2 years. Here are some of the problems I see as just a low-level retail grunt:

  • ~B&N the store does not match prices with its own B&N website.
  • ~The registers and computer system run off Windows XP, on ancient machines with cranky pin-pads, on an unreliable AT&T internet connection.
  • ~There is no way they can track what is selling and what isn’t; they have a very antiquated inventory system with no depth or real search/data management tools.
  • ~Has BOPIS, but makes you stand in line at register to pick up.
  • ~The AC at our store is broken, so the upstairs can be up to 90 – 100 degrees. (Our store is 20 years old and the physical plant is suffering.) It took a total desperation move by an assistant manager to get it fixed after almost a year (now people are complaining it’s too cold).
  • ~The company fired almost all the full-time employees when “Obamacare” was implemented. There are only 2 bookfloor positions that are full time with benefits, out of about 35 booksellers (not counting managers, of which there is a Manager, 2 Assistant Managers, and 2 Merchandising Managers).
  • ~Management has no control over how much of any book/music/gift item is sent. That’s up to the folks in NYC, who have apparently never left their office to see a real bookstore, or checked to see the consequences of their merchandise decisions.
  • ~Barely supports (or sells) its proprietary ereader, the Nook.

Link to the rest at JC Simonds

Barnes & Noble, with Sales Falling, Is Sold to Hedge Fund

From AP Wire via Fox4KC.com

Barnes & Noble is being acquired by a hedge fund for $476 million and will be taken private.

The national chain that many blamed for the demise of independent bookstores has been ravaged by Amazon.com and other online sellers, but remains a critical outlet for publishers.

On Friday, it was acquired by Elliott Management and, in a twist, will likely become a national chain with a business model more akin to that of a local bookstore.

Elliott bought Waterstones one year ago, a national U.K. book chain that has successfully navigated through the online/e-reader revolution by returning a lot of autonomy to the managers of its nearly 300 stores, who can select books that they believe local readers want.

The man who runs that U.K. chain, who will become CEO of Barnes & Noble, said that is what he has in mind for Barnes & Noble.

Leonard Riggio acquired the century old Barnes & Noble in the 1970s, including its flagship Manhattan store, in the 1970s. He pursued aggressive expansion throughout the 1980s and established Barnes & Noble as a national phenomenon with the acquisition of B. Dalton Bookseller and its 797 locations in 1987. It became the nation’s second-largest bookseller and began selling books online in partnership with IBM and Sears.

The company continued to gobble up other larger booksellers like Doubleday Book Shops and also BookStop, which ran discount superstores in Texas.

By 1993, Barnes & Noble was a publicly traded company that was upending the publishing industry.

. . . .

Last year, Riggio was brought on stage [at] BookExpo 2018 in New York City.

. . . .

“Today, we stand together in common cause to promote and support bricks-and-mortar bookstores,” said Teicher. “I’ve been quoted as saying that it’s in the long-term interest of the overall book business that Barnes & Noble not just survive but grow and prosper.”

But Barnes & Noble has suffered.

With about 630 retail stores in the U.S. as of last year, it is smaller than when it acquired of B. Dalton Bookseller in the late 1980s. Its revenue peaked in 2012, and it has fallen every year since.

. . . .

“In chain bookselling, you need to try and get the best store for each location,” [new Barnes & Noble CEO James] Daunt told The Associated Press. “What works in Jacksonville, Florida, isn’t necessarily going to work in Hawaii.”

. . . .

Waterstones organizes multiple, simultaneous events at its stores, making them “a “fun place to discover books and enjoy the particularities of a bookstore.”

. . . .

Some industry watchers are skeptical, including Mike Shatzkin, the CEO of Idea Logical Company, a book-industry consulting company.

He called the entire large-store model for any retail chain “a 20th century concept” extinguished by the internet.

“It doesn’t surprise me that Barnes and Noble’s management never came to that conclusion because they built their fortune building bigger stores,” he said. “And I’m not sure Waterstone’s is going to lead them to a different approach.”

Link to the rest at AP Wire via Fox4KC.com

Indie Booksellers Report Strong Holiday Finish

From Publishers Weekly:

Although independent booksellers reported difficulty in keeping certain titles in stock, the problem was not enough to dampen sales at independent stores this holiday season.

In fact, reports from around the country indicated overall sales throughout the holiday season were strong, even record-breaking. Some stores reported having their best sales days ever. Lots of interest in Michelle Obama’s memoir Becoming (Crown) brought customers into stores, as did a range of other titles, including Educated by Tara Westover (Random House) and Circe by Madeline Miller (Little, Brown) on the adult side and Snowy Nap by Jan Brett (Putnam) and The Wonky Donkey by Craig Smith, illustrated by Katz Cowley (Scholastic), on the children’s side.

“The Friday before Christmas, when the stock market tanked, was the biggest sales day we’ve had in 43 years! And the Saturday after that set another record,” said Vivien Jennings, owner of Rainy Day Books in Fairway, Kan., a Kansas City suburb, who noted that this year saw an unexpected doubling in gift card sales. Jennings said the store kept Becoming in stock throughout the holidays in part by clearing out all local Costco locations of their inventory. “We also watched inventory runs very carefully, and jumped ahead if we saw anything trending,” Jennings said, adding that, overall, sales were up 10% over 2017 for the season.

Jennings was among several booksellers who cited difficulty in keeping Salt, Fat, Acid, Heat by Samin Nosrat, illus. by Wendy MacNaughton (S&S); The Overstory by Richard Powers (Norton); and Frederick Douglas by David Blight (S&S) in stock.

“Those were the three titles we had the most trouble with,” said Todd Gross, manager of Phoenix Books in Downtown Burlington, Vt. “We only got 30 of Salt, but could have sold 150.” He remarked that getting books from S&S has been particularly challenging for quite some time. “They can take 10 days to get us books, compared with two or three for Penguin Random House.” Gross noted delays in getting books can kill sales, and he praised Bookazine and Baker & Taylor in particular for great service during the holiday season. “They were quick to tell us when in-demand titles were back in stock,” said Gross, who said that his holiday orders flip from relying on publishers 90% of the time during the year, to relying on wholesalers for 90% of orders during the holidays.

Link to the rest at Publishers Weekly

PG says the shipping operations of publishers only have one thing to do – ship books. They have been performing this function for a long time.

Likewise, the production departments of publishers have only one thing to do – print enough books to meet demand. They also have been performing this function for a long time.

A long time ago when PG was a baby lawyer, he was working for a law firm in Los Angeles and talking to one of the firm’s clients.

This client had started the first book wholesaler in Los Angeles and PG was learning about the client’s business. Basically, the business worked this way:

  • Bookstores could purchase books from publishers at lower prices than they could from the client.
  • However, publishers were not good at processing orders and shipping books.
  • The client was very good at processing orders and shipping books.

So, the client bought books from publishers and put them in a warehouse. Because he bought a lot of books, he had negotiated maximum volume discounts.

Bookstores bought their books from the client, even though he charged higher prices than the publishers did, when they didn’t want to wait for books to arrive from the publishers.

The client made a lot of money doing this, particularly when there was a bestseller. The bookstores wanted copies to sell to customers and they could get them from the client within a day. This client later made even more money when he sold his business to Baker & Taylor several years later.

Some businesses are set up to sell their products only through wholesale channels. This can work financially because they don’t spend any money fulfilling small orders. They crate and ship an order for a thousand widgets using bulk shippers instead of individually packing one hundred boxes, each with ten widgets inside, and paying UPS to deliver each one to a separate location.

Other businesses are set up to sell directly to retailers. This can work financially because they can sell to the retailers at a higher price because they’ve cut out the costs and profits of a middleman.

Apparently, typical book publishers still try to do both, so they bear the expenses of each type of business without being terribly effective at satisfying their customers.

‘Showrooming’ Solution: Sign for the Times

From Shelf Awareness:

The Golden Notebook, Woodstock, N.Y., has an answer for “showrooming,” the habit of some bookstore customers to learn about books at bookstores and then order them online on their phones, sometimes in front of booksellers who just made the recommendation.

. . . .

 

. . . .

 At the Golden Notebook, a sign on the front door reads, “Please inquire at counter regarding in-store photography. Thank you!” As a result, wrote co-owner James Conrad, “we have no issue approaching a customer photographing and saying ‘excuse me, we do not allow in-store photography.’ We then attempt a teaching conversation about how we struggle against the internet and how hard we work to find the unique and sometimes extremely hard to find types of titles that reflect our unique community and customers. Usually people are extremely apologetic and sometimes they just say nothing because we basically told them we know exactly what they were doing.

“The sign also gives people the chance to just ask at the counter first and when they say they have a blog and want to promote us or live far away and can’t carry the hardcover home we say go ahead and photograph! (Just make sure to use an independent bookstore when you get home!)”

Conrad added: “Without the sign, you seem rude to mention it, but with it you can have a more polite moment to tell people the importance of small businesses and the struggles we face.”

Link to the rest at Shelf Awareness

While PG doesn’t take joy from the struggles of any small business, he thinks this is a little pathetic.

Do the proprietors of a bookstore in Woodstock, a noted upscale tourist destination known for its art, music, etc., think their customers don’t know about Amazon? Do they think their customers don’t know that the bookstore is trying to keep them from making purchases at Amazon?

Are the store owners trying to persuade visitors to purchase a product by making the visitors feel guilty?

Is a first-time visitor to the store who uses a cell phone camera in a way they are completely accustomed to doing almost everywhere else in the world going to be more or less inclined to visit the bookstore again if they view the management as being a bit unfriendly?

Is it possible a reasonably intelligent visitor might see the sign and think, “Oh, yes, I can buy anything in the store cheaper at Amazon?” How about a visitor who prefers ebooks to printed books for any of a number of reasons? Is he/she being told there’s nothing the store is interested in selling him/her?

 

What’s the Matter with Fiction Sales?

From Publishers Weekly:

According to 2017 estimates released this summer by the Association of American Publishers, sales of adult fiction fell 16% between 2013 and 2017, from $5.21 billion to $4.38 billion. The numbers, though not a major worry, raise questions about the books the industry is publishing and what consumers want to read.

Since 2013, fiction sales fell every year with the exception of 2015. That year they rose 1%, helped by Harper Lee’s Go Set a Watchman and three other novels that topped one million print copies sold. (The AAP tracks all major formats—print, digital, and audio—in its sales estimates.) Interviews and discussions with various industry members uncovered different theories about why there’s been a downturn in fiction.

The most commonly shared view is that it has become extremely difficult to generate exposure for novels. Fiction, more than nonfiction, depends on readers discovering new books by browsing. Now, with the number of physical stores down from five years ago (despite a rise in ABA membership), publishers cannot rely on bricks-and-mortar stores providing customers with access to new books.

Nor can publishers depend on media outlets to make up for the gap left by the shrinking footprint of physical bookstores. Review space in mainstream media has been slashed, cutting off another possibility for readers to learn about new fiction.

The upshot of those developments is that publishers have found breaking out new writers—never mind developing new franchise authors—increasingly difficult.

Creating authors who can draw readers via name recognition alone is crucial to selling novels. Research done by the Codex Group shows that the author is the most important factor in a person’s decision to buy a novel. Codex founder Peter Hildick-Smith says that with so much inexpensive genre fiction now available at “subprime price points under $5” (from such channels as Kindle Unlimited), publishers must invest to develop brand name authors who can command premium-price loyalty.

That process can require a multiple-book commitment. It can also require a type of commitment that’s difficult for publishers: sticking with authors who don’t produce instant bestsellers.

Based on Codex research, a person typically reads an average of three books by an author before becoming hooked on his or her books. Publishers, however, as Hildick-Smith and others interviewed noted, seem increasingly reluctant to support authors whose books don’t immediately sell. “Creating a dependable, bestselling author is a multibook investment that requires different strategies and great persistence,” Hildick-Smith said. “It’s not a one-and-done launch.”

The difficulty publishers have recently had in creating brand name authors can be seen in BookScan numbers. The service, which tracks only print sales, shows that fiction sales continue to be soft. Moreover, the BookScan figures show that no fiction title topped one million copies sold in 2016 or 2017 at outlets that report to the service. In 2015, the only year in the past five when fiction sales rose over the previous year, four novels sold more than one million print copies each, according to BookScan: Watchman (1.6 million), Grey by E.L. James (1.4 million), The Girl on the Train by Paula Hawkins (1.3 million), and Anthony Doer’s All The Light We Cannot See (one million).

Link to the rest at Publishers Weekly

Attentive readers will note the single mention of Amazon – Kindle Unlimited, associated with “subprime price points under $5”. Traditional publishers can’t and won’t compete in that market, preferring authors and books with “premium-price loyalty”.

PG suggests that category title is not properly worded. Instead, he believes that traditional publishers are trying to promote authors and books that attempt to command “over-priced loyalty” from readers.

As readers come to understand that most of the money they pay for traditionally-published books goes to middle-folk like bookstores and publishers with very little trickling down to authors, their loyalty to premium pricing may erode.

A Hilarious New Memoir Reveals the Absurd Business of Selling Books Today

From Quartzy:

Wigtown is a coastal “book town” in Scotland that features an Airbnb rental where bibliophiles can spend their vacation living out the romantic fantasy of running a bookstore. And indeed, according to Shaun Bythell, a year-round bookseller in the same town, it’s deeply romantic work: The evocative smell of books, mixed with cat piss; the customers who openly compare prices on their laptops to Amazon; the book-loving employees, always drunk or severely hungover; the orders for erotica titles such as Tokyo Lucky Hole; and the badgering of aspiring memoirists trying to find a publisher.

Bythell’s own memoir, The Diary of a Bookseller, is a hilarious read about a dreary year running The Book Shop, a large used bookstore in Wigtown. After a September 2017 UK release, the book comes out in the US Sept. 4 from Melville House.

. . . .

Bythell took over the store in 2001, at age 31. Starting in early 2014, he kept a daily journal of store happenings for one year. It’s a cheerfully depressing account of independent bookselling today—deadpan, ruthless, poignant, and at times, so charming it’s almost unbelievable.

Bythell’s main antagonist is also his only regular employee, a Jehovah’s Witness named Nicky. The two are locked in a weekly battle of mutual torment, Nicky moving On the Origin of Species to the fiction section, and Bythell retaliating by placing the Bible with novels. On Fridays, Nicky brings him dubious food scavenged from dumpsters—egg custard tarts she’s sat on, or expired packaged cake. One week’s treat “looked like something from a hospital clinical waste bin.”

The larger cast of characters in Diary of a Bookseller are so zany and absurd they would seem over-the-top in a 1990s movie about an indie record shop. There’s Sandy, the most tattooed man in Scotland, according to Bythell, who barters walking sticks for store credit; Smelly Kelly, the cologne-soaked man in dogged pursuit of Nicky, who has made it clear she’s not interested; and Eliot, Bythell’s friend who tends to discard his shoes somewhere in the store within 10 minutes of arrival.

. . . .

The circus aside, the book is rich with information about the business of bookselling, including a description of an ingenious online scam to reduce book prices. Bythell saves his deepest rancor for Amazon (though he uses it to fulfill online orders), which has hit him and other small and medium-sized used booksellers particularly hard. His contempt is made apparent one day in August, when he receives a complaint about a late book. Bythell goes to his parents’ house to borrow a shotgun and then shoots a used Kindle he bought on eBay for £10. (Footage of the target practice is admittedly satisfying.) He mounts the mangled e-reader in the store.

The Diary of a Bookseller doesn’t seem like it should work. Life at The Book Shop is boring. On a typical day Bythell might sell £200 worth of books, once as little as £5. But there is a soothing monotony to the rhythm of his days. Bythell somehow creates a sense of urgency in the nothingness, and readers may feel that if they skip even one day, they’ll miss some winningly cutting remark.

Link to the rest at Quartzy and thanks to Dave for the tip.