The End of Borders and the Future of Books

AppId is over the quota
AppId is over the quota

Borders seems to have been in the business of making mistakes Alamy

By Ben Austen

In September, just days before Borders Group met its end, one of the chain’s last retail holdouts, in the Nashville suburb of Brentwood, Tenn., was being liquidated, with prices slashed by 90 percent. It was difficult in the stark surroundings not to think of a battle waged and lost, of the armies of Kindle owners and e-book peddlars off celebrating victory while all around lay the carnage—two copies of a Paul Reiser memoir, the suspect Greg Mortensen book Stones into Schools, a still-brimming manga section. A couple of professional scavengers picked over the DVDs, cataloging them with their own scanners. Empty shelves were being stacked in the store’s growing hollows and themselves tagged with prices ranging from $25 to $50. The defeat felt so stunning because it seemed so nearly complete, not just for Borders but also for bookselling in general. A two-story Borders in Nashville proper, about 10 miles north, had shut its doors four months earlier. In November 2010, a 30,000-square-foot outlet of a bookstore chain called Davis-Kidd Booksellers, in business in the city for 30 years, had closed as well. With the shuttering of the Brentwood Borders, there wasn’t a store within 22 miles of Nashville that specialized in new books.

Nashville might seem like an archetype of the death-of-the-bookstore-everywhere narrative, but its story turns out to be different. The cashier who checked me out at the Brentwood store, Nancy DeVille, had transferred from the Nashville location when it closed, and she said both outlets were constantly packed with regulars drawn to the sight, feel, and smell of books. David Beddow, a supervisor at the Nashville store from 2005 to 2008, remembered costumed crowds snaking around the corner for the release of the latest Harry Potter. He said revenue there had actually increased during his tenure, from $5.5 million to around $7 million a year.

Despite rising online book sales and digital downloads and the Great Recession, bookstores in the area were profitable—right up until they closed. Even Davis-Kidd, locally owned until the Joseph-Beth Booksellers chain purchased it in 1997, had been solvent, undone not by the collapse of the local market but by the bankruptcy of the parent company. (The local Barnes & Noble, at the Opry Mills mall, was closed after a 2010 flood.) Nashville lost its bookstores not because people there had abandoned physical books and retailers. For the most part, it lost them remotely, at the corporate level.

Nashville’s story is not unique. When Borders declared bankruptcy in February, more than 200 of its 400 outlets were still “highly profitable,” says its final chief executive officer, Mike Edwards. There’s no question that the book industry is in flux, with digital sales last year making up about $900 million of the $28 billion-a-year market and increasing fast. But a sizable portion of the book business is still taking place in actual stores. Barnes & Noble, the nation’s largest book retailer, hasn’t been forced to close its 700 locations. Thus, it wasn’t Amazon —or Amazon alone—that sank Borders. “When there’s a massive transition in an industry, the strong players make it through to the other side,” explains David A. Schick, a retail analyst who covers booksellers for Stifel Nicolaus Equity Research. “What gets caught up in the change are the weaker players.”

For the past decade and a half, Borders seems to have been in the business of making mistakes. Consider the company’s efforts to develop an online presence. Amazon was launched in 1995, and Barnes & Noble responded with its own website two years later. It took Borders another year to get started online, and the venture quickly lost tens of millions of dollars. In 2001, Borders made a deal with Amazon to run all of its online business—a partnership, in retrospect, that comes across as tragically shortsighted. Danielle Fox, an equity analyst then covering Borders for J.P. Morgan, says many investors were actually excited about the idea of outsourcing Borders’s online sales to Amazon, which they believed would allow the physical retailer to focus on running physical stores. Amazingly, Borders wouldn’t end the Amazon deal and launch its own website until 2008.