[tylerchr]

I think your comment actually highlights the key insight.

For a long time, the fact that the bookstore was the _only_ place to “get books” occluded the fact that it was the _best_ place to explore and appreciate books. Amazon stripped away the veneer by showing that, actually, bookstores weren’t so ideal for “getting books” after all (book not carried, book not in stock, can’t find the right shelf, etc). Daunt is therefore succeeding by refocusing on “loving books,” as you put it, rather than on transacting books.

You might “get books” at a bookstore, but that’s probably not why you went there in the first place.

[dragonwriter]

> Daunt is therefore succeeding by refocusing on “loving books,” as you put it, rather than on transacting books.

New B&N is much more focused on transacting (whether its books or other merchandise) than at any time in its past history. That’s why it works: B&N in the past has focused more than the current B&N on speculative/aspirational attempts to build demand and novel businesses (whether its effectively selling prime space for publisher’s promotions as discussed in the article, or the attempt to build B&N’s own Nook business by large dedications of space, or B&N’s bizarre restaurant business), the current version is focused on stocking and moving what the local stores know they can move.

[pwinnski]

Maybe my reading of the article is colored by the fact that I have become a frequent shopper at B&N within the last two years, but no, I go to B&N to get books, and so do many others, as evidenced by the statement in the article that sales are rising.

I don't know that I really disagree with anything you're saying about discovery and so on, but you keep describing it as a key insight of the article which doesn't seem to talk about it even a little bit. It sounds like your key insight, maybe, although the article seems to offer counter-evidence to your claim.

[tylerchr]

Really? I think it’s in there:

> Amazon seems invincible. … If [Toys R Us] couldn’t compete with Amazon, how could B&N hope to do any better?

> Daunt started giving more power to the stores,”

for example by

> ask[ing] employees in the outlets to take every book off the shelf, and re-evaluate whether it should stay.

I suppose I drew from this that those local employees were producing a better atmosphere for book-browsers than publishers’ marketing budgets had, and took that as evidence of this “discovery” strategy. Does that strike you as a stretch?

The “get books” wording may have been more confusing than clever. For my part, I hoped to convey that I (maybe you too?) go to B&N to browse books even when I’m not looking for anything in particular, not that I go for things other than books.