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Borders Book Shop [ ]

1971-1981 [ ].

Borders was founded in Ann Arbor, Michigan in February 1971. Kmart purchased it in 1992.

1981-1985 [ ]

1985-1993 [ ]

Borders Books & Music [ ]

1992-1993 [ ], 1993-1994 [ ].

1994-2003 [ ]

Borders [ ]

2003-present [ ], 2003-2005 [ ].

2005-present [ ]

Borders Group filed for Chapter 11 bankruptcy in February 2011, and all US Borders locations had liquidated by September 2011. In December 2013, a Borders-branded branch of Popular bookstores opened in the Westgate Mall in Jurong East, Singapore, but was rebranded back to the Popular name five months later. Locations in Oman and the United Arab Emirates still operate under license, though a sister branch in Malaysia closed in August 2023.

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Borders' rise and fall: a timeline of the bookstore chain's 40-year history

This timeline provides a historical perspective of the rise and fall of Ann Arbor-based Borders Group Inc. from its inception in 1971 to its liquidation announcement this afternoon. It is based on AnnArbor.com research, interviews, Securities and Exchange Commission documents, archived news reports and information from Borders.

1971 : Brothers Tom and Louis Borders open an 800-square-foot used bookstore called Borders Book Shop at 211 S. South State St . in Ann Arbor.

The first Borders store at 211 S. State, now the site of a CVS store under construction.

Ann Arbor District Library

1988 : In an effort to import business leadership, Borders recruits Robert DiRomualdo to lead the company's expansion. DiRomualdo is later credited with leading the company's rise to national prominence in the 1990s.

1991 : Borders starts integrating music and movies into some of its stores.

1992 : Kmart Corp., which bought Waldenbooks in 1984, acquires Borders and creates the Borders-Walden Group. At the time, Borders had 21 large stores and had valued itself at about $190 million, the New York Times reported at the time.

1994 : Borders' flagship store moves from 303 S. State to the ex-Jacobson's department store on East Liberty. The bookseller is the largest retailer in downtown Ann Arbor.

1995 : The book store chain, renamed Borders Group Inc., spins off from Kmart and goes public on the New York Stock Exchange (Ticker: BGP) under CEO Robert DiRomualdo. At the time, Borders' innovative inventory management system was considered " the envy of the industry ," as one publisher put it, and was a catalyst in the forthcoming boom in the company's superstore footprint.

1995 : The company's Waldenbooks division moves to Ann Arbor after receiving a $7.7 million tax credit from the Michigan Economic Development Corp.'s Michigan Economic Growth Authority board.

1995 : Borders headquarters moves to a renovated, abandoned downtown retail destination on Washington Street called Tally Hall. A few years later, the company moves to its current headquarters on Phoenix Drive on the city's south side.

Feb. 4, 1997 : Shares close at an all-time high of $44.88.

March 11, 1997 : Borders executes a 2-for-1 split on its stock.

January 1998 to January 1999 : Borders expands its store footprint by 25.5 percent, adding 52 superstores in the biggest one-year expansion in its history. By January 1999, the company has 256 superstores averaging $256 in sales per square foot.

May 1998 : Borders launches an online retail presence for the first time at Borders.com.

Nov. 12, 1998 : Philip Pfeffer is hired to replace DiRomualdo.

Greg Josefowicz was CEO of Borders Group from 1999 to 2006.

Photo courtesy of Borders

November 1999 : Greg Josefowicz becomes Borders permanent CEO. August 2001 : Borders contracts with online retailer Amazon to sell products online -- a relationship later blamed for making Borders late to the emerging web retail segment.

July 2004 : Borders buys United Kingdom-based Paperchase Products Ltd. The company also starts branding some Waldenbooks stores as Borders Express.

August 2004 : Borders signs deal with Starbucks Corp. to run Seattle’s Best Coffee cafe operations in its stores.

2005 : Borders posts its most recent annual profit: $101.0 million.

February 2006 : The company launches a loyalty program called Borders Rewards.

July 2006 : George Jones replaces Josefowicz, who had led Borders since November 1999. At the time, Borders had nearly 36,000 employees worldwide and more than 1,200 in Ann Arbor.

September 2007 : Borders sells its U.K. and Ireland subsidiaries.

September 2007 : Stock hits then-six-year-low $12.28 a share.

The Borders store on Lohr Road in Pittsfield Township was created as the chain's new "concept" store when it opened in 2008.

Lon Horwedel | AnnArbor.com

March 28, 2008 : Stock closes down 28.5 percent to $5.07 after Borders says it lost $157.4 million in 2007.

March 2008 : Borders puts itself up for sale and accepts $42.5 million loan from New York hedge fund Pershing Square Capital Management to boost financial position.

May 2008 : Severing ties with Amazon, the company launches a new Borders.com.

June 3, 2008 : Borders’ shrinking Ann Arbor personnel count hits 1,000 after 156 job cuts are announced as part of a $120 million cost-cutting plan . At this point, the company still has 30,000 employees overall.

June 10, 2008 : Borders sells off its business based in Australia, New Zealand and Singapore.

Former Borders Group CEO George Jones speaks to employees in February 2008. He was fired less than a year later.

File photo | AnnArbor.com

Jan. 5, 2009 : CEO George Jones is fired and replaced with Ron Marshall as global financial crisis raises questions about Borders' viability.

March 2009 : Borders cuts costs, conserves cash in effort to avoid bankruptcy in the aftermath of the financial crisis.

March 30, 2009 : Borders, despite posting a $187 million loss in 2008, gets some breathing room after receiving a one-year extension on a loan from Pershing Square Capital Management.

Nov. 5, 2009 : Borders announces plans to close 200 of its small stores and cut 1,500 jobs. By February 2011, the number of small-format stores is about 170, down from more than 1,100 in 1995.

November 2009 : Investors criticize Borders' sluggish approach to the emerging electronic books market.

Borders started selling the Kobo e-reader in its stores in summer 2010.

Jan. 18, 2010 : Executives say they're “ disappointed ” with 13.7 percent decline in holiday sales.

Jan. 26, 2010 : CEO Ron Marshall resigns to become CEO of the Great Atlantic & Pacific Tea Co., which files for bankruptcy later in the year after Marshall’s departure. Borders executive Mike Edwards is named interim CEO of Borders Group.

Jan. 28, 2010 : Layoffs hit 10 percent of the Ann Arbor corporate staff.

Feb. 3, 2010 : Hedge fund investor and Borders shareholder Bill Ackman says bankruptcy is unlikely .

March 31, 2010 : Borders pays off $42.5 million loan to Ackman, renegotiates credit agreement with lenders.

April 1, 2010 : Executives describe strategy of " transforming the Borders brand ."

May 21, 2010 : Tobacco executive and activist investor Bennett LeBow invests $25 million and is named chairman.

Borders liquidating

• Borders plans to liquidate, ending 40-year-old bookstore chain
• Column: Borders' expansion hastened its implosion
• Borders' rise and fall: a timeline of the bookstore chain's 40-year history
• What's next for downtown Ann Arbor Borders store after chain closes?
• Downtown store closure also means a loss of arts and music venue
• Expected closure of Borders superstore in Pittsfield Township leaves shopping center with vacancy
• Disappearing act: Borders brothers nowhere to be found
• Residents express disappointment and sense of inevitability at closing of flagship Borders store
• Read Borders CEO Mike Edwards' letter to employees announcing liquidation
• Media watch: What other news sites are reporting on the Borders liquidation 
• Share your memories of Borders' 40-year heritage in Ann Arbor

July 2010 : Borders launches e-book store, starts selling e-readers, sets strategy to get 17 percent market share in e-books within a year.

July 31, 2010 : Borders sells Paperchase unit for $31 million.

Aug. 11, 2010 : Borders lays off more Ann Arbor workers. About 600 workers left.

Sept. 1, 2010 : Borders posts $46.7 million loss in second quarter, eyes " non-book products " like games and toys.

Nov. 15, 2010 : Borders launches redesigned website.

Dec. 6, 2010 : Ackman says he’d be willing to finance a Borders bid to acquire Barnes & Noble and merge the retailers.

Dec. 9, 2010 : Borders posts $74.4 million loss for third quarter, acknowledges possible cash crunch in early 2011.

Dec. 30, 2010 : Borders confirms that it’s delaying payments to some publishers in hopes of reworking vendor financing arrangements.

Dec. 31, 2010 : Stock plunges 22 percent to $0.90 a share.

Early January 2011 : Publishers weigh whether to agree to short-term debt in exchange for giving up immediate cash payments for book shipments.

Jan. 6, 2011 : University of Michigan expert says Borders likely headed toward bankruptcy or merger.

Jan. 12, 2011 : Borders announces plans to cut 300-person Tennessee distribution center .

Jan. 17, 2011 : Borders lays off another 40 employees at its corporate headquarters, leaving about 550 workers there.

Jan. 24, 2011 : Company sells off Day By Day Calendar unit in bid to raise cash.

Jan. 27, 2011 : Borders announces tentative financing deal with GE Capital but acknowledges possibility of "in-court restructuring."

Jan. 30, 2011 : Borders announces decision to delay payments to more partners, including some landlords.

Feb. 1, 2011 : Reports indicate bankruptcy filing may come with weeks.

Feb. 3, 2011 : New York Stock Exchange warns Borders that its stock could face delisting if it doesn't rise above an average monthly price of $1 within six months.

Feb. 11, 2011 : Ackman acknowledges $125 million loss on Borders investment.

Feb. 16, 2011 : Borders files for Chapter 11 bankruptcy protection with plans to close 30 percent of its stores.

March 25, 2011 : Borders asks court to approve executive bonus plan contingent upon a successful exit from bankruptcy.

April 6, 2011 : Executives reveal plans to move Borders out of its corporate headquarters building on Phoenix Drive on Ann Arbor's south side, saying they would consider the metro Detroit region. Later, the company identifies the former Visteon Village complex in Van Buren Township as one possible destination.

April 22, 2011 : Judge approves bonus plan with several strings attached.

May 5, 2011 : In an interview , Borders CEO Mike Edwards says the company could emerge from bankruptcy by September if it gets support from publishers. He also says the company has fewer than 400 workers left at its headquarters.

May 19, 2011 : In a filing, Borders asks the court to approve the severance of its deal with Seattle's Best Coffee , a subsidiary of Starbucks Corp.

June 1, 2011 : A Los Angeles-based private equity firm named Gores Group , which is led by the brother of the billionaire who recently bought the Detroit Pistons, is reported to be considering an acquisition of Borders .

June 7, 2011 : Phoenix-based private equity firm Najafi Companies is reported to be considering a bid to buy Borders. Najafi owns Direct Brands , which operates the Book of the Month Club and the Doubleday Book Club .

June 30, 2011 : Najafi submits a tentative bid to buy Borders for $215.1 million in cash and the assumption of $220 million in liabilities. Borders asks the court to establish Najafi as the "stalking-horse bidder" and to approve a $6.45 million breakup fee for Najafi if Borders chooses another buyer against Najafi's will.

July 13, 2011 : A committee of unsecured creditors — namely, publishers that ship books to Borders — file an objection to the proposed sale, saying that nothing would prevent Najafi from liquidating Borders on its own and pocketing valuable intellectual property. The creditors said that if Borders was to be liquidated, it wanted the Borders-approved liquidators to handle the process.

July 13, 2011 : Najafi says it cannot proceed with an acquisition of Borders under the terms it previously laid out — a development believed to be related to the publishers' objection.

July 14, 2011 : A bid by a team of liquidators is established as the top bid in an auction tentatively scheduled to take place July 19. Without another bid, the company would have to start liquidation sales as soon as July 22.

July 17, 2011 : Deadline for bids passes without any new possible acquirers emerging.

July 18, 2011 : Borders announces plans to liquidate . Some 10,700 people will lose their jobs, including 400 in Ann Arbor.

Contact AnnArbor.com's Nathan Bomey at (734) 623-2587 or [email protected] . You can also follow him on Twitter or subscribe to AnnArbor.com's newsletters.

Tue, Jul 19, 2011 : 6:02 p.m.

A few more dates to bear in mind, when Border's downtown store added music in 1991, Schoolkids, SKR Classical and Discount Records each closed. Capitalism and legacy don't have a lot to do with each other. Pay attention to your customers and innovate or die. I do mourn the early days of Borders when I could walk into the computer book section on State St. and have the buyer steer me to just the book I needed. My career benefited markedly by that guidance. But its hard to pity serial bad management decisions and repeatedly turning their back on the roots.

Joe Bavonese

Tue, Jul 19, 2011 : 12:30 p.m.

I was disappointed that the original Borders store on State St was not given more space in this timeline. To those of us who remember it, it was like going to a shrine - the first bookstore where you could sit down, relax, not feel pressured - and measure your time in dollars per minute. It was a destination and part of what made the Ann Arbor book scene unique.

Tue, Jul 19, 2011 : 10:24 a.m.

This should be a warning to the bookstore business. Borders reckless expansion caused much of its problems, but online innovation could also be the next knockout blow. Barnes and Noble should be cautious in their approach. While they are much better managed than Borders and wisely did not purchase the latter company; they are not immune to the online onslaught.

Tue, Jul 19, 2011 : 12:10 a.m.

A couple of important milestones that would be interesting (and relevant) to include would be: Beginning sales of eReaders (such as Kindle) Arrival of Napster Launch of iPod and iTunes Launch of Netflix Launch of Amazon All of those events helped to act as killer technologies for all of Borders sales channels.

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Why Borders Failed While Barnes & Noble Survived

Yuki Noguchi

Borders Group Inc., the nation's second-largest bookstore chain, announced that it will liquidate the company. Justin Sullivan/Getty Images hide caption

It appears to be all over for the Borders bookselling chain. The company will be liquidated — meaning sold off in pieces — and almost 11,000 employees will lose their jobs. The chain's 400 remaining stores will close their doors by the end of September.

The retailer's first bookstore opened in Ann Arbor, Mich., 40 years ago. Along with competitor Barnes & Noble, Borders pioneered the book megastore business. But Borders made some critical missteps over the years that cost it the business.

The vast tracts of retail space that Borders will soon vacate speak to a gargantuan business that essentially killed itself. At one time, size was its advantage. Borders built a reputation on offering a huge variety of books — tens of thousands of titles in a single store — at a time when most bookstores could afford to stock a fraction of that.

Borders also had an early technical advantage: a superior inventory system that could optimize, and even predict, what consumers across the nation would buy.

But in the mid-1990s, Borders lost its edge.

"It made a pretty big bet in merchandising. [Borders] went heavy into CD music sales and DVD, just as the industry was going digital. And at that same time, Barnes & Noble was pulling back," says Peter Wahlstrom, who tracks Barnes & Noble for the investment research firm Morningstar.

He says Barnes & Noble also invested in beefing up its online sales. Eventually, it also developed its own e-reader, the Nook.

Borders did not. Instead, it expanded its physical plant, refurbished its stores and outsourced its online sales operation to Amazon.

"In our view, that was more like handing the keys over to a direct competitor," Wahlstrom says.

Indeed, outside a Borders bookstore in Arlington, Va., shoppers say they rarely buy books the old-fashioned way.

"I'll go to Borders to find a book, and then I'll to go to Amazon to buy it, generally," customer Jennifer Geier says.

With so many people going online to buy books, Borders lost out. The last time it turned a profit was 2006. In February of this year, it filed for bankruptcy protection.

Those who bemoaned the rise of bookselling giants might see irony in Border's demise. With one of the major players gone, there might be some room, once again, for the little guys.

"I think there are a bunch of different niches around that can still be sustained, but I don't think there's a need for the mass-book seller to be as prevalent or as apparent as they were five or 10 years ago," Wahlstrom says.

Wahlstrom says Borders is disappearing at a time when, as consumers, readers are more empowered than ever. He says he still reads paper books but also reads on his iPhone, computer or tablet.

"Just as I'm probably device agnostic, I am supplier agnostic. I can go online, I can go to Barnes & Noble, I can go to Apple, or I can go to Google. Or I can borrow it from a friend or I can go to a library," he says.

Dan Raff, a management professor at The Wharton School, argues that smaller-town America will suffer from the loss of a chain bookstore.

"The big-box store was a glorious thing while it lasted. To people in many parts of America, they were a kind of Aladdin's cave," Raff says. At Borders, people could access literary variety, contrary to smaller, independent bookstores.

With Barnes & Noble staking its future on digital technology, Raff says, it's likely the big bookstore will only live on in big cities.

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The Rise and Fall Gazette

Borders Book Shop: An Iconic Brand's Journey from Rise to Fall

With 8 lessons for today's retailers.

The Beginnings

In the realm of bookselling, Borders once held a special place in the hearts of book lovers everywhere. It was a cherished destination, known for its extensive book selection, cozy atmosphere, and inviting cafes. However, despite its initial triumph and widespread popularity, Borders eventually met an unfortunate end. This article aims to explore the factors that contributed to the fall of Borders bookstores, shedding light on the challenges presented by the digital age, mismanagement decisions, and shifting consumer preferences.

Borders Group, Inc., originally named Borders Book Shop , was founded in 1971 by brothers Tom and Louis Borders. The first store, located in Ann Arbor, Michigan , stood out from traditional bookstores of its time due to its focus on providing an extensive range of titles across various genres, friendly staff, and the innovative combination of a traditional bookstore with a cafe. This fresh approach resonated with readers, quickly catapulting the store's popularity.

Borders expanded rapidly, opening new locations across the United States. Its success stemmed from its unwavering commitment to customer service and pioneering approach to book retailing. The company introduced groundbreaking concepts such as the "inventory management system" which enabled efficient sales and inventory tracking.

In the 1990s, Borders ventured into e-commerce, launching an online platform known as Borders.com . This move not only expanded its reach but also appealed to tech-savvy customers. Additionally, strategic partnerships with music retailers and the establishment of the Borders Rewards loyalty program solidified Borders' position as a leading bookseller.

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Where it started to fall apart

Despite experiencing considerable success throughout the 1990s and early 2000s, Borders encountered a series of challenges and missteps that eventually contributed to its downfall. The rise of online retail giant Amazon and the increasing popularity of e-books posed significant obstacles for traditional bookstores like Borders. Initially, Borders relied on a partnership with Amazon for its online sales, but this decision proved to be a strategic blunder as it essentially empowered its biggest competitor.

Moreover, Borders struggled to adapt to the digital revolution, making slow progress in developing its own e-book platform. Unfortunately, this delay in entering the e-book market proved to be a costly mistake, as e-books gained traction and began dominating the publishing industry.

Financial difficulties also plagued Borders due to its ambitious expansion plans and the high costs associated with maintaining large physical stores. The company accumulated substantial debt, and its financial troubles were further exacerbated by the economic downturn in 2008.

In 2011, Borders filed for bankruptcy and announced the liquidation of its remaining stores. The closure of Borders evoked sadness among book lovers and industry insiders alike, signifying the end of an era in the bookselling landscape. Countless employees lost their jobs, and numerous communities bid farewell to a cherished gathering place.

The fall of Borders offers valuable lessons for traditional retailers grappling with the challenges posed by the digital age. It underscores the importance of embracing technological advancements, recognizing shifting consumer preferences, and maintaining a competitive edge. While Borders faltered in adapting to the changing industry dynamics, its legacy lives on, reminding the retail world of the profound lessons it imparted.

Lessons from the Rise and Fall of Borders Bookstores:

1. Adapt to the Digital Revolution: Borders' downfall can be attributed, in part, to its failure to effectively adapt to the digital revolution in the book industry. The rise of e-commerce and e-books disrupted the traditional bookstore model, and Borders' slow response to these changes proved detrimental. This serves as a reminder for businesses to stay abreast of technological advancements and be willing to adapt their strategies to meet evolving customer preferences.

2. Embrace Innovation: Borders initially stood out in the bookstore landscape by introducing innovative concepts, such as extensive genre selections and comfortable reading areas. However, the company's innovation eventually stagnated, particularly in the realm of digital offerings. It is crucial for businesses to continuously innovate and explore new avenues for growth to stay relevant in a rapidly changing market.

3. Nurture Customer Loyalty: Borders' introduction of the Borders Rewards loyalty program was a smart move, fostering customer loyalty and incentivizing repeat purchases. Building strong relationships with customers is vital for sustained success. Implementing loyalty programs, personalized experiences, and excellent customer service can help foster long-term loyalty and positive word-of-mouth.

4. Strategic Partnerships: Borders initially partnered with Amazon for its online sales, but this partnership ultimately backfired as it empowered its biggest competitor. This serves as a lesson for businesses to be cautious and strategic when entering partnerships. They should carefully consider the potential impact on their competitive positioning and future growth.

5. Manage Expansion Wisely: Borders' rapid expansion and the maintenance costs of large physical stores contributed to its financial woes. While growth is important, it must be balanced with financial prudence. Businesses should carefully manage their expansion plans, considering factors such as market demand, profitability, and financial sustainability.

6. Stay Agile and Responsive: Borders' downfall illustrates the importance of agility and responsiveness in a rapidly changing market. Companies must be willing to pivot their strategies, experiment with new approaches, and swiftly respond to emerging trends and customer demands. The ability to adapt and respond effectively can be a key differentiator in the face of evolving industry dynamics.

7. Focus on Financial Stability: Borders faced significant financial challenges, worsened by its debt and the economic downturn. Businesses should prioritize financial stability, maintain a healthy balance sheet, and exercise caution when taking on debt. It is crucial to have robust financial management practices and contingency plans to weather potential economic downturns or industry disruptions.

8. Preserve the In-Store Experience: Borders' physical stores were known for their inviting atmosphere and in-store cafes. While digital advancements are essential, preserving and enhancing the unique in-store experience can be a competitive advantage. Offering a welcoming and experiential environment that encourages customers to browse, linger, and engage with products can help differentiate brick-and-mortar retailers from their online counterparts.

In summary, the rise and fall of Borders Bookstores provide valuable lessons for businesses across industries. By embracing technological advancements, fostering customer loyalty, staying innovative, managing expansion wisely, and maintaining financial stability, companies can position themselves for long-term success in a rapidly changing market.

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Borders Group History–The Creation of a Bookstore Chain

Brentano's, Walden and Borders - The Beginnings of the Borders Group

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The Borders Group, Inc. was a publicly held bookstore chain that closed its doors in September 2011. After Barnes & Noble, it was the second-largest bricks-and-mortar US bookstore chain, known for the innovation of creating the first superstore. The group included Borders superstores, Waldenbooks, Borders Express and Borders airport stores. Where many booksellers—even other publicly-held bookstore chains—are closely identified with one owner, the Borders Group came together through corporate acquisitions.

Brentano's, Walden, and Borders

The Borders Group owes its history to several separate chains—Borders, Waldenbooks, and Brentano's. Brentano's was the longest-lived of the three bookstore chains that eventually made up the Borders Group. The original Brentano's store was founded in 1853 in New York City, by August Brentano, a newspaperman. The second oldest of the three, Waldenbooks, was founded by Lawrence Hoyt, a rental library entrepreneur. Hoyt opened the first Walden Book Store in 1962 in Pittsburgh, Pennsylvania; he named the bookstore for Henry David Thoreau's "Walden."

Over the years they were in business, Brentano's and Waldenbooks expanded their establishments into multiple-bookstore chains. In 1984, Kmart purchased Waldenbooks; Waldenbooks then purchased Brentano's. Brothers Tom and Louis Borders opened their first bookstore in Ann Arbor in 1971, while they were students at the University of Michigan (Ann Arbor continued to be Borders Group's headquarters).

The Borders brothers opened additional stores in Michigan, Atlanta, and Indianapolis, and developed a sophisticated system that enabled them to track bookstore sales and inventory. In addition to using it in their bookstores, they sold their Book Inventory Systems (BIS) to other booksellers, as well. In 1985, they opened their first "superstore," a large-scale bookstore (with a coffee bar) that was to become the prototype of many that came afterward. In 1988, they hired Robert DiRomualdo, a Harvard MBA with retail experience, to help expand the business. Under his leadership, the Borders bookstore chain grew rapidly in the next four years.

Kmart, Then Borders IPO

In 1992, with the bookstore business booming, Kmart purchased Borders and created the Borders-Walden Group. But book profits proved not to be as robust as anticipated and Kmart was having its retail troubles so, in 1995, they divested themselves of the chain of bookstores, spinning off the Borders Group with an initial public offering.

The Borders Group expanded internationally beginning with a store in Singapore 1997, then opening more than 40 stores in Europe, Asia, and Australia/New Zealand and buying a 35-store chain called, appropriately, Books.

Online Bookselling Threatens Borders Business Model

As it became clear that online book retailing, begun by Amazon.com , was rapidly and dramatically changing the bookselling business, Borders created their online presence. But after their initial e-retail efforts resulted in short-term losses for investors, in what was in retrospect a short-sighted move, Borders scrapped its website. Due to less-than-expected profits overall, some of the bookseller's private equity investors agitated about poor decisions and poor management and in 2001 DiRomualdo was replaced as CEO.

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Timeline: A short history of Borders Group bookstores

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With no sign of progress in mediators' efforts to reach a ceasefire in the Gaza war, Israeli forces pounded Rafah from the air and ground overnight as tanks tried to advance further west, residents said.

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Borders’ ‘Concept Store’

Borders, the US bookstore chain, was for a time a credible competitor to the even bigger chain, Barnes & Noble. However, as the digital revolution in publishing moved forwards in the early 2000s, Borders made numerous unfortunate managerial decisions, unwittingly putting itself on a course towards collapse. Overexpansion and unsustainable debt were in the background, and ill-considered in-store retailing techniques in the foreground. This article reports on a visit to a representative Borders ‘concept store’, in Massachusetts, where nearly every department in the store had been adapted from traditional bookselling methods to exploit the digital side of bookselling and publishing. And yet nothing worked well enough to capture the attention of shoppers. The store—and by extrapolation the nationwide chain—essentially self-destructed, leaving a gaping hole in American bookselling.

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