Skip to main content

The Bookstore of future

In my previous post, I outlined why the bookstore, even if inefficient in selling books, has reasons to exist beyond mere 'sales'. If the bookstore is to continue to exist, without the inherent value of selling books, it needs to find other ways of generating cash flow, and that too while it serves the other purposes outlined. But let me first recap the purposes which a book store should serve:
  1. Serendipity and discoverability of books 
  2. Browse a book before buying 
  3. Meet like minded people
One key element which is implicit to the above is quiet surroundings. The list sounds more like the requirements we have from community libraries than from bookstores, but indeed good bookstores are no less than libraries!

So let's start in the reverse order:

To satisfy #3, the bookshop needs to have sufficient real estate which should be utilized through a combination of large seating area - preferably a coffee shop - and enough room between the aisles for customers to sit and read books. If space permits, additional enclosures could be built for people to discuss books or organize book readings. Needless to stay, some footfall attracting tactics like organizing events, creating a book renting program, hosting book reading by authors and even renting out idle space to corporates for conferences or board meetings, need to be deployed to ensure maximum utilization of the real estate.

Moving on; given that most books - old and new - are today being made available online, it is imperative that #2 above can surely be satisfied by the bookstore by simply providing customers with pre-loaded Kindles (or other tablets). Given that different customers could have different choices, bookstores would to have an unlimited plan set up on their Kindles - that's just $10 per month in the US. Further, providing customers with devices will also help in attracting people who want interactive reading, wherein you look up words in the book, or even drift into a Wikipedia page while reading a chapter.

The most difficult part thereof remains #1. Serendipity comes from large book collection, shelves with several thousands of books stacked. Further given that in future most book purchases will be online, the bookstore need not stock multiple copies of the same book. This means that the bookstore can now restrict itself to be more of a browsing space, maximizing the number of books per sq inch - no need to waste precious shelf space in stocking inventory. 

However, one important aspect is that most books should be at eye level; which makes high shelves unusable - and given that there is need for little or no inventory, higher shelves can't even be used to stock. This opens up an avenue for low ceiling stores - an existing store can possibly divide the vertical space into two - similar to how malls create two parking levels between one retail level. Other design hacks such as rotating bookshelves or using bookwheel type shelves (however used to storing books and not reading), can also be used to increase space utilization.

The concept of low height bookstores also leaves us with innovative options of renting spaces which otherwise go unutilized (and hence may be rented cheaper) such as space below a staircase in a mall, unused parts of a metro (Tube) station, mezzanine floors in office buildings or even churches, ONe proposed design could be a stepped bookstore, where coffee shop and reading spaces are below the steps. 

The key here is that #1 and #3 require real estate which is damn is expensive - especially in places where the bookstore may get better footfall. Downtown Manhattan has rentals are upto $3,000 per square foot [ref]; downtown Mumbai (ex. Colaba) can be anywhere between 10% and 25% of that. 

To manage such cost, bookstores will need to tie up with online book sellers like Amazon for special schemes such as:
  1. Customers can order books through special Kindle apps meant for bookstores. These apps will allow customer to enter their log-in in the app so that the book even though bought on the store device will be uploaded to the customers' collection and can be read by the customer on their devices later.
  2. If a customer orders a book through the bookstore, the customer should get the book cheaper AND the store should get a commission. The first deal will make customers order through the bookstore than directly, the second obviously helps the store make money. 
  3. If a customer discovers an old book in the store which is not available online, the same will be ordered through the bookstore and shipped by the publisher or online store directly to the customer.
There are many other tweaks and ideas available online to make the bookstore a profitable venture, even with the current onslaught of online publishing, online retailing and rising rents.

Comments are welcome!

Update 2018: There are more developments in this space since this post - recording them here.

Comments

Popular posts from this blog

How will travel industry transform post-Covid

Unlike philosophers, journalists and teenagers, the world of entrepreneurship does not permit the luxury of gazing into a crystal ball to predict the future. An entrepreneur’s world is instead made of MVPs (Minimum Viable Product), A/B Tests, launching products, features or services and gauging / measuring their reception in the market to arrive at verifiable truths which can drive the business forward. Which is why I have never written about my musings or hypothesis about travel industry – we usually either seek customer feedback or launch an MVPised version and gather market feedback. However, with Covid-19 travel bans across the globe, the industry is currently stuck – while a lot of industry reports and journalistic conjectures are out, there’s no definitive answer to the way forward. Besides there is no way to test your hypothesis since even the traveller does not know what they will do when skies open. So, I decided to don my blogger hat and take the luxury of crystal gazing...

A Guide to Privacy on Social Media [apps]

The recent announcement by WhatsApp to update its privacy terms - and 'accept or leave the app' stance - led to an exodus of users from Whastapp to competing, privacy-conscious apps such as Telegram or Signal. A week after the exodus began, Whatsapp clarified its stance - and WhatsApp's CEO went about providing a long Twitter clarification . And then, many returned, many who considered moving stayed put on Whatsapp. This post is meant for those who are still sitting on the fence - it clarifies questions like: What is this all about? What do I do? Is Whatsapp safe? I've heard Telegram is Russian - so how is it safer than Whatsapp? I can't move because my business contacts are on Whastapp - how do I secure myself? PS: I've modeled this post based on several conversations I've had with friends and family on this subject, dealing with the chain of questions they ask, then objections they raise, then clarifications they seek - and finally the change resistance ...

Learning from 11 years in KPMG

It is only when we give up what we have is when we can embrace the new! I quit my job at KPMG one year ago - 22 January 2016 was my last day with the firm. As I reflect back on that day, it felt more like a graduation day! The eerie mix of nostalgia, excitement, anxiety and blues of missing your friends. KPMG was not just my first job but also a place where I learnt everything that I represent professionally. KPMG is one of the institutions I deeply respect and love – and relationships I have built here will stay with me for my lifetime. In my entrepreneurial career as well, I am often reminded more of all the great things I have learnt over my 11 years in KPMG. An year gone by, I realize these learnings have stayed with me and apply equally to the world outside KPMG. Almost all would apply to those working in role of (internal or external) consultants but several are generic and can be applied across professions. I have tried to change the text so that the learnings sound ...