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Gap Analysis: Harrison-Keyes. Gap Analysis: Harrison-Keyes Introduction In the mid –
1950's Harrison-Keyes, Inc. ... The current culture at Harrison-Keyes, Inc. ...
Harrison-Keyes. ... Harrison-Keyes is currently facing several challenges with this new
strategy as the company replaces CEO, Meg McGill with William Guardo. ...
Harrison Keyes. Running head: PROBLEM SOLUTION: HARRISON-KEYES INC. Problem
Solution: Harrison-Keyes Inc. MBA590 Robert Wolf Faculty ...
Gap Analysis -Harrison Keyes. ... Harrison-Keyes has had to look again at its future
and make another change resulting in yet another new CEO, Mr. William Guardo. ...
Harrison Keyes Situation Analysis and Problem Statement. SITUATION ANALYSIS AND
PROBLEM STATEMENT: Harrison-Keyes, Inc. ... Conclusion Harrison-Keyes, Inc., Inc. ...
Submitted by rednan2003 on March 31, 2008
Category: Miscellaneous
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Problem Solution: Harrison-Keyes Inc.
Since 1990, America’s major book chains--Barnes & Noble, Borders, and Books-A-Million--have opened about 700 new stores. As of September, 1997, Books-A-Million had 93 stores nationwide, Borders had 180, and Barnes & Noble (whose public relations department proudly states that "a new Barnes & Noble superstore opens every 4 1/2 days") had 440 stores.
The sheer number of superstores in operation today has given these three corporations an inordinate share of the book retail market. While in 1972 independent bookstores controlled 84 percent of the market, by 1983, shortly after chain bookstores first began expanding, that share had dropped to 71 percent. By 1994, the market share of independent bookstores had fallen to 41 percent. Today, independent market share stands at 25 percent, leaving only a few corporations in control of 75 percent of the book retail market. Market studies indicate that this trend will continue in the future. In 1996 alone, as the independents’ market share continued to plummet, sales at book superstores rose 36 percent, to $3.27 billion. It is not hard to foresee a day when independent bookstores have only a negligible presence in the book retail market. (Kornhaber, 2004, p.2)
What this means for writers and publishers is simple. As late as 1983, publishers could get away with selling most of their books to independent stores and still turn a high profit. In other words, they could get away with publishing new and innovative fiction by relatively unknown authors because there were stores willing to buy it. Today, though, it is impossible to survive as a publisher without selling most of your books to chain bookstores. If those chain bookstores aren’t interested in buying new, experimental authors, then publishers can’t afford to publish their books. The reasons for the ascendancy of book superstores are manifold. One of the main factors involves the prices at which these...
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