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nook color.jpegIn a very sympathetic article, Marc Gerstein says that the Nook Color won’t do much to improve B&N’s stance against arch-rival Amazon.

Here’s the crux of the problem. Barnes & Noble has great stores. They’re well located. They look good and, with the armchairs and coffee shops, feature great ambiance. The product offerings (books, magazines, music CDs, videos) are often on target and typically varied based on the stores’ locations. The prices tend to be reasonable. There’s a nice loyalty program. Promotions tend to be appealing. Many stores host interesting events. But despite all this, it’s a lot harder than it used to be to persuade those who visit the stores to spend money before leaving, and the challenge is likely to worsen going forward.

To some, this may call to mind the Blockbuster (BLOAQ) experience, where the once king of video succumbed to a rival with a different business model, Netflix (NFLX), and technological change (electronic delivery) that seems more compatible with the way its rival does business. I think, though, that such a comparison unfairly denigrates the B&N operating philosophy. The latter never dug into the old ways but has long been willing to evolve when it comes to delivery (call and pick up later in store, mail order whether in a store or via web, and, of course, its having jumped into e-reading).

One problem seems, at least in my opinion, to involve execution. While B&N is a world-class bricks-and-mortar bookseller, it doesn’t seem to have brought all that skill to other ventures to the extent one might have hoped. Does anybody believe barensandnoble.com is as good as amazon.com? Some believe Nook is as good as Kindle (or even better if one values an open e-book format), but not enough if one goes by market share.

 
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