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Publishing's Weekend War: 48 Hours That Changed an Industry
The facedown lasted from Friday evening to Sunday afternoon but when it was over the landscape of the book business was permanently altered. On Friday, in reaction to Macmillan's refusal to play the Kindle pricing game by Amazon's rules, the retailer punished Macmillan by extinguishing the publisher's Buy buttons on the Amazon website.
Obviously, Amazon hoped this tactic would bring Macmillan to its knees. Instead it triggered another wave of customer outrage as Kindle owners reacted just as they had in 2009 when Amazon reached into their Kindles and recaptured files without notice or explanation. Though the response of the author community was mixed, many authors were angered at becoming victims of a war they scarcely understood but they too blamed Amazon.
Amazon also underestimated the possibility that other major publishers might support Macmillan. This turned out to be a well founded concern. In the past few weeks all of the big houses except Random House conducted discussions, and in all likelihood negotiations, with Apple to forge a new retailing model that would return control of e-book pricing to the publishers, who had become alarmed that Amazon's insistence on a $9.99 price cap would force them to accept lower wholesale terms. Conditions were ripe for mutiny, and on Friday the test of wills began. By Sunday, as Amazon realized that this was a fight it could not win, it capitulated.
I stated that this might well be a turning point for the book industry - both e-book and print - and I stand by that statement.
I also made a prediction that publishers will no longer be able to hold the line on the current 20-25% royalty rate offered to authors. In fact I guaranteed that they won't be able to, and I stand by that guarantee as well. Authors, and more importantly their powerful literary agents, have viewed the new landscape and found it rich with the potential for profit. They perceive the current royalty level as arbitrary and without basis in the economies of e-book production and distribution. The current rates cannot and will not hold. Just as Amazon blinked in its stare-down with Macmillan, Macmillan and its Big Six companions will also blink in the inevitable confrontation with authors.
Amazon Blinks in Macmillan Facedown: "We Will Have to Capitulate"
Boy, that didn't take long!
Remember the pinkie bet I made ten minutes ago? I wagered that once publishers' hands were untied from the $9.99 price ceiling on e-books we would see an increase in the royalty percentage paid by publishers to authors on e-book revenue. Well, I'm halfway there to winning it. Amazon's Kindle team has just released a statement accepting Macmillan's position even though disagreeing with it. The statement in part says:
"We will have to capitulate and accept Macmillan's terms because Macmillan has a monopoly over their own titles, and we will want to offer them to you even at prices we believe are needlessly high for e-books."
The Kindle spokesblog added that "We don't believe that all of the major publishers will take the same route as Macmillan." Perhaps not, but they will now be encouraged to do so by Macmillan's stand. I don't think it's an exaggeration to say this may be a defining moment in the history of the e-book industry.
Guaranteed: E-book Royalties Will Rise When Publishers' Hands Untied
I don't know if people still make pinkie bets, but when I was a kid that's what we called friendly wagers with no money at stake - just the satisfaction of being right. And I'm making a pinkie bet right now: If publishers can untangle themselves from the current e-book pricing model that ties their hands with a $9.99 ceiling, author royalties will rise. Any takers? Warning - before you extend your pinkie, you must know that I never bet on anything I'm not absolutely certain about.
Currently the e-book royalty offered to authors by five of the Big Six is 25% of the publisher's net receipts, and Macmillan's is even lower. Indeed, it's the lowest in Big Publishing: 20%. And because it is, Macmillan has attracted less support from the author community for its facedown of Amazon than it would otherwise receive. Here for instance is a line from a Silicon Valley blogger that called Macmillan "evil": "they're trying to force all ebook vendors to adopt the new contract, while forcing authors to accept a below industry average (20% vs. 25%) on ebook royalties."
If, as a result of negative publicity, Amazon relents on its rigid pricing formula, e-book revenues will increase and it will be so much harder - indeed, it will be intensely embarrassing - for publishers to continue parceling out the mingy royalty they now proffer. How much higher will the royalty go? Publishers will kick and scream over every point they have to give up, but in time someone will blink and go to 50%, and the rest of the industry will follow.
You can bet the house on that, but I'll accept a friendly pinkie.
Richard Curtis (who is happy to disclose that E-Reads pays 50% royalty to its authors, and has paid it from Day One, 2000).
Today a publisher brought to my attention an oddity on the Amazon.com website. It seems that you cannot purchase more than three copies of many bestsellers. On the evening of January 28, 2010 I viewed the top ten books on the Amazon.com bestseller list. In every case I was prohibited from putting more than three copies into my shopping cart. To make certain this was not a fluke, I sampled the first 50 titles on the list but did not find any exceptions to the three-to-a-customer rule.
You can see this for yourself by clicking on the following links for the top five titles, then going to the "Quantity" drop-down box over the "Add to Shopping Cart" button. (As listings change, future visitors to this posting may not find the same condition.)
It was not until I clicked on #53 - What Would Google Do? (list price $17.91, Amazon price $9.18) - that the Quantity drop-down box indicated I could buy as many as 30 copies. I did not try to buy multiple copies by buying three and three and three etc. - I don't really need one copy of Food Rules let alone six or nine or thirty - but I'm sure a clever shopper could find a way around the rule. It occurred to me however that if I did order three copies ten times, the freight and handling charges would be substantially higher than if I purchased 30 in one shot.
But that's just incidental to the bigger question of why one must buy no more than three copies in one transaction.
I can understand this restrictive practice in the case of a high ticket item, where one $10,000 fur coat or $50,000 diamond ring per customer is enough. Pictured here is a Prada Ostrich Leather Tote listing on Saks Fifth Avenue's website for $5,850.00. On the bag's web page is this notice: DUE TO POPULAR DEMAND, A CUSTOMER MAY ORDER NO MORE THAN THREE UNITS OF THIS ITEM EVERY THIRTY DAYS.
But books are not luxury purchases. Why would Amazon prevent us from buying as many copies of a book as we want? After all, the more we buy the more money Amazon makes, yes?
In listing the books here I included their list price versus their Amazon.com price. I wonder if therein lies a clue to the restrictive policy. Assuming a 50% publisher discount, Amazon's profit margin on these books is slim to none. For instance, on A People's History of the United States (list price $18.95, Amazon price $10.00) Amazon nets about $.50 profit. Food Rules retailing for $11.00? The wholesale price would be $5.50. Amazon is selling it for $5.00, a $.50 loss. For The Help (list price $24.95, Amazon price $9.50), Amazon is losing $3.00 a copy.
Nothing unusual here: retailers in every business work on a slim margin, and loss leaders are a common competitive practice. However...
Suppose I opened a bookshop and stocked it with bestsellers purchased from Amazon. I could buy 100 copies of The Help for $9.50 each and sell them in my store for, say, $15.00. Even folding in the cost of freight from Amazon to my shop, I would make two or three dollars profit and still sell the books far beneath the publisher's list price.
I anticipate your question: why would people buy from my shop when they could get the same book cheaper from Amazon? The answer is, some will but some won't. That's why we have independent bookstores (barely, but we still do have them).
If this reasoning is correct, then the Amazon's three-to-a-customer rule makes sense: Amazon doesn't want resellers stocking their stores with Amazon books. Why not? Because Amazon doesn't make any money on those resales.
Authors will recognize an irony here. When their books are resold via Amazon, Amazon gets a piece of the resale of those used books but the authors get nothing. Could it be that Amazon is worried that it is not benefiting from resales that do not use Amazon as agent?
This theory could be all wet. But if it is, I invite smarter business heads than me to speculate on just what's behind the three-book cap on Amazon's bestseller shopping cart. Meanwhile, publishers and authors may be hurt by the curtailment of large book orders on the Amazon.com retail site.
When Galley Cat invited me to make some predictions for the coming decade, I conjectured that sometime in the near future we would see the merger of a major retailer and a major publisher. Here was my reasoning: "A combined publisher/retailer solves many problems for both.The retailer owns the content and doesn't have to pay a premium for it. The publisher does not have to pay a premium to distribute its books. There would be huge efficiencies of manufacturing and distribution."
I've had about a month to think about what I said, and I want to revise it. The efficiencies of a retailer/publisher combine would not merely be huge. They would be decisive. If you don't believe it, ask Barnes & Noble and Amazon.
In 2003 Barnes & Noble acquired Sterling Publishing, described at the time as "one of the top 25 publishers in America and the industry's leading publisher of how-to books." Publishers were gravely concerned, and they had every reason to be. Barnes & Noble's own titles were like a supermarket's house brand, often undercutting the prices of outside purveyors.
And now Amazon is a publisher too. It started with its Encore program aimed at identifying overlooked books and authors. That was followed by the creation of a service called CreateSpace aimed at self-published authors. And now Amazon has begun publishing mainstream authors like Stephen King and recently acquired Stephen (The 7 Habits of Highly Effective People®) Covey for the Kindle.
The potential for mischief created by such combines was cogently articulated a few years ago by Morris Rosenthal and I urge you to read it. In essence, the savings generated by dissolving the barrier between seller and buyer enable the combine to lower prices below - sometimes far below - those charged by publishers that do not own their own retail branch. To state the case as simply as possible: Barnes & Noble and Amazon.com, the two most powerful retailers in the book business, have become competitors of the very publishers they serve.
Though these retailers have no qualms about becoming publishers, publishers on the other hand are terrified of becoming retailers for fear of provoking the wrath of their key accounts - B&N and Amazon! When publishers do dip a timid toe in the water and try to sell their books direct to the consumer, they offer them at full list price, which cannot possibly compete with the deeply discounted prices charged by B&N and Amazon. Yet, if they wanted to, publishers could sell their books directly to the public at 40% discount or higher and thus level the playing field.
The solution? To survive, to remain competitive, publishers may have no choice: they must either become retailers or end up being acquired by them.
At this moment Borders, one of the best and most popular bookstore chains in the business, is in a life and death struggle to remain viable. If a publisher were smart it would rescue Borders and go into the retail business.
Retailers, I said a while ago (see Direct Sales: Publishing’s Last Stand), are intermediaries in a world that is rapidly disintermediating. As big as they are, retailers like Barnes & Noble and Amazon are vulnerable to market forces bent on eliminating middlemen, and that's precisely why they have begun publishing books. The digital revolution demands a direct relationship between content provider and consumer. Merging a publisher and a bookstore like Borders would bring both struggling enterprises a little closer to that direct relationship, to profitability and to competitiveness.
Eric Engleman, in his Amazon Blog, writes that Kindle fans are punishing a publisher that has held back the Kindle version of a just-published book.
The book in question is Game Change by Mark Halperin and John Heilman, the juicy tell-all about the 2008 presidential campaign. Though it has generally garnered raves for its brilliant investigative reporting and jaw-dropping revelations, and indeed has received 59 five-star reviews on Amazon, it has also received no fewer than 119 one-star reviews, with scarcely any ratings in between the two poles. Why?
"The book has been deluged with one-star, negative reviews from people who are protesting publisher HarperCollins' decision to delay the Kindle version to Feb. 23," writes Engleman. "Those one-star reviews have contributed to a ho-hum average customer review rating of a 2.5 stars (out of 5). Customer reviews are an important factor for book sales on Amazon, and it will be interesting to see if the Kindle protests spread."
You can read both the raves and the boo-hisses here, but as to the latter, they can be summed up by this one: "No Kindle version? No Sale!"
The wisdom of simultaneously publishing hardcover books and e-books was questioned at the end of last year by a number of publishing figures including literary agent Nat Sobel whose posting here sparked an outpouring of strong feelings on both sides of the issue. Now the strong feelings have spilled over to consumers. The "windowing" (delay) of e-book reprints may seem like sound publishing practice for many kinds of books, but a hot-gossipy and time-sensitive book like Game Change may be the exception to that rule.
Consumers may not consider, and certainly may not care about, sound publishing practice. But for HarperCollins, Game Change's publisher, there's a solid economic reason for withholding the e-print. The hardcover lists at $27.99 on Amazon, discounted to $15.39. If it were available today on Kindle the price would undoubtedly be the standard $9.99 that Amazon is trying to impose on the book retail business. "Some in the publishing industry fear that Amazon's standard $9.99 (or lower) for new release books on Kindle will create a 'sticky' price in consumers' minds, dragging down the overall perceived value of books," writes Engleman.
Sometime in the first half of this year Google will open the doors to its bookstore, called Google Editions. Ian Paul, in PC World, writes: "Unlike Google's biggest competitors, Amazon and Barnes & Noble, which rely heavily on restrictive DRM, Google's store will not be device-specific - allowing for e-books purchased through Google Editions to be read on the far greater number of e-book readers that will flood the market in 2010"
That spells good news for the makers of all those new e-reading gadgets that may be well engineered and loaded with fun features but are hard-up for content. Amazon has its Kindle, but because its system is closed (that's what DRM means) you can't easily get Kindle content on a non-Kindle device. Same goes for B&N and its Nook.
Now you'll be able to download Google's vast (half a million at launch) library on just about any device available. Since most publishers have not given their content exclusively to Amazon or B&N, you'll be able to find and buy it from Google editions and read it on your Que, Skiff, Cool-Er, Flepia, or any other device. Just try not to be embarrassed when someone asks you the name of that e-book reader you're holding in your hand.
The deal Google offers publishers is 63 % of gross sales. This compares favorable with the 50% offered by most e-retailers. But Google is also offering to partner with retailers. If you decide you'd like to open an e-book retail store but don't know how and where to acquire the content, Google will furnish it. Your company would get 55 percent of revenues less a commission for Google.
"Google's e-books would reportedly be indexed and searchable like many books are now through Google's Book Search," says Paul. "Unlike titles offered through e-readers, Google Editions books would not have to be accessed through a dedicated reader or special application.Instead, any device with a Web browser will be able to access a Google Editions book. After you purchase and access your online book for the first time, it will be cached in your browser making the book available when you're offline."
Digital Book World Conference Hopes to Lure Agents into E-Revolution
Don't start the e-book revolution without us. That seems to be the message coming out of the literary agent community as reflected in their response to invitations to a major conference taking place in New York City's Sheraton Hotel and Towers at the end of January.
The revolution has overcome countless obstacles on the road to the tipping point, but one stubborn source of resistance has been the agents. Their intransigence has not been so much a matter of hostility as uncertainty. Caught flat-footed by developments that went from zero to warp-drive speed in the blink of an eye, agents have struggled to get a handle on their role in the new e-world order. Though they take pride in being ahead of their clients, in the case of e-books many of their authors are way ahead of them, doing things or at least thinking thoughts that do not involve services commissionable by their agents such as self-publication of unsold books. Other agents simply want to be able to answer author questions or help their clients find a place in a universe that seems to be hurtling out of control. One wag described it as "Agents on the verge of a nervous breakdown." (See Why Don't Agents Want to Play?)
Mike Shatzkin, chairing Digital Book World on January 26th-27th, is determined to draw agents into the e-book process by designing a number of programs specifically to interest them. "The Changing Agent-Author Relationship: How It Will Affect the Business Model Speakers," chaired by Oprah's Book Club's Sara Nelson, is one such. Another, "Tomorrow’s Book Contract," chaired by yours truly, features several agents, a lawyer and a publishing company rights manager presenting wish lists of contract language and provisions reflecting changes in the publishing landscape.
Other panels and speeches will address non-e-book topics of concern to agents such as "Back-Loaded Book Deals: No (and Low) Advance Contracts, Profit-Sharing and Other Innovative Business Models".
With its glittering roster of publishing industry star speakers and panelists, we're told that the conference is almost sold out, but if you're a literary agent you can be sure Mike Shatzkin will do his best to squeeze you in.
We hate to rain on iSlate's apotheosis, but some of us are wondering about battery life.
A portable computer is only as good as its battery. A blogger with the handle of "Andrew", writing for TabletPCReview.com, said that "Whenever we review notebooks one of the questions that always needs to be answered is, what's the battery life like on this tablet? We all know manufacturers overstate the quoted battery life for a system, probably because they test for battery life under ideal conditions for getting a high number. For example, wireless off, processor underclocked, system idle, LCD brightness set to low, no DVD and so on. So when your notebook with a quoted 5 hour battery life actually gets three hours, you're left wondering what happened to those other two hours the manufacturer got?"
Andrew wrote that in 2007, but the fundamental issues have not changed since then.
A January 26-scheduled announcement by Apple, which few pundits believe could be about anything else than the imminent release of a tablet-sized computer/e-book reader, has created nearly messianic frenzy. A New York Times columnist said that some are calling the device a "Jesus tablet". But at least one authority, physicist Eric Hellmann, thinks we should look under the hood before declaring January 26th a religious holiday.
Hellman, whose popular blog Go To Hellman covers the e-book scene, has speculated on the device's power source. "The design problem is the battery," he recently wrote. "Assuming that the iSlate is a multimedia device implies that it's not an e-ink device. It's going to have a screen not so different from an iPhone screen, and that will consume power. That will in turn require a battery proportional to the iPhone battery, and batteries are what cause iPhones to be reasonably heavy for their size. The Kindle works as a book-replacement because it's light enough; I'm guessing the iSlate will be a more of a tv than a book."
Apple will undoubtedly imbed a state of the art battery in its tablet, but when you consider the load that a tabet will have to pull - movie and game videos, photo archives, videocam, multitouch screen, full color e-books, magazines, newspapers, music, plus countless juice-draining apps, to say nothing of the demands of the tablet's own operating and processing system, you have to wonder whether Apple's battery, or anybody else's at this moment in history, will be able to do the job without adding an unacceptable weight burden.
Knowledgeable insiders confirm these concerns. When a website named islate.org posted some allegedly leaked specs (you can read them here), one commenter wrote that "for as thin as the device is intended to be, there is no possible way it’ll run a HD, 2Gb RAM, and a Core 2 Duo processor. Factor in the large multitouch screen and you could expect a battery life of about 15-minutes with those specs, AND it’d be too hot to handle AND weigh a few pounds. No way."
There will undoubtedly be a stampede to snap up the iSlate, but the coolheaded will scrutinize the specs before committing to the hefty - rumored at $1000 - price of a device that, if you believe some iSlate evangelists, embeds nothing less than the spiritual hopes and dreams of humankind within its fragile case.
Howdy Brownsville, New York Calling, Have We Got a Great Bio of Spinoza for Y'all!
If you're a sales rep for a publishing company, you can be replaced by a telemarketer. At least that seems to be the message communicated by Simon & Schuster.
Michael Cader reports in Publishers Lunch that S&S has cut nine field representatives, leaving but seven to service the book buying needs of a nation. An adjunct to this action is the establishment of a telemarketing group that will presumably service the needs of far-flung independent bookstores around the country.
S&S justifies its decision on "the changing nature of the market place." That phrase should be nominated for the Understatement of the Year Award. The marketplace served by publisher field reps twenty or even ten years ago is all but unrecognizable, and what's left of it is melting away like an ice cube in a teapot.
Up until the mid-1990s rural bookshops and paperback outlets like drugstores were serviced by traveling sales reps or independent distributors. These people not only understood the reading tastes of the communities on their routes but knew many of the readers personally. They knew that this bookshop catered to lovers of western fiction and that one to historical romance.
The system worked wonderfully well, but it suffered a major hammer blow in 1996 when several influential paperback distribution agencies let go of most of the independent driver/rack jobbers that covered all those rural bookstores. The reason was that the growing power of computers enabled these agencies to stock stores by remote control instead of employing human beings driving vans and station wagons. It wasn't long before stores in Tuscaloosa or Paducah were being stocked from agencies in Chicago or Toronto who knew little if anything about what they liked to read. And actually it didn't matter, because Chicago and Toronto simply shipped those stores the top fifteen or twenty New York Times bestselling titles anyway. (I've detailed this crucial moment in publishing history in The Rise and Fall of the Mass Market Paperback, Part 1 and Part 2.)
So much for mass market paperbacks. But there were still hardcover books being sold in mall bookstores, right? Wrong. As the 1990s progressed, closing of mall stores reached epidemic proportions as the major chains, especially Barnes & Noble, realized that store traffic simply didn't justify keeping them open. At the same time the rise of Amazon shifted book buying patterns from the car to the armchair. Why drive into town when you could handle the transaction at home?
Given the withering of the rural bookstore market, why should we be surprised to hear S&S declare that "new field sales team will focus on the geographic regions where our sales are strongest--urban areas with a large base of key independent retail, wholesale, and educational accounts"?
The fact that it makes perfect economic sense doesn't palliate the pain that independent bookshop owners and their customers feel to have one more tie to the publishing community severed. One store owner said it all in a tweet: "SO pissed to see my rep go. My one link to you is now someone who has NO idea about my store."
In fairness to Simon & Schuster, this erosion of bookstore culture outside of the big cities is reflected in strategies pursued by every trade publisher. But that will not mitigate the sense among our country cousins that they're having a lot of undesirable and inappropriate books shoved down their throats by (to use Dave Barry's phrase) a bunch of "godless unpatriotic pierced-nose Volvo-driving France-loving left-wing communist latte-sucking tofu-chomping holistic-wacko neurotic vegan weenie perverts."
Incentives? Or Shmears? A Window Into Bookselling's Heart of Darkness
Adam Pennenberg, writing for Fast Company, has discovered that books don't find their way to the front of bookstores by themselves. Someone puts them there, and that's because money has crossed hands. "The practice is known as Co-op," Pennenberg writes in Bookstore Baksheesh: The Real Estate Deals That Sell Books,"and each book on each table costs publishers anywhere from $3,000 to $30,000, and even up to $50,000 depending on placement. The closer a table is to the front of the store, the more expensive the real estate."
Pennenberg's depiction of the seamy side of bookselling will come as a revelation to newcomers to the book industry, and some of you will feel the same poignant disillusionment as the discovery that it was mommy and daddy who slipped the dollar under your pillow to compensate you for that tooth that fell out.
For older timers, however, Pennenberg's article is just an update of an age-old practice that reveals the ugly underbelly of our glamorous book business. More than ten years ago I wrote about it in a piece called Incentives? Or Shmears? For those of you who understand a shmear to be helping of cream cheese spread on a bagel, it also has a second connotation in the Yiddish lexicon, namely, a bribe or payoff. "It is somewhat disconcerting," I said, "to learn that such elegant phrases as 'sales incentives,' 'slotting allowances,' 'co-op contributions,' and 'display fees' may be euphemisms for something more akin to what was done in the garment business than to the way ladies and gentlemen conduct business upstairs in Editorial.
"Bismarck said that it is unwise to look too closely into the way we make our laws or our sausages. You may be able think of some other things that don't bear up too well under intense scrutiny. High on my list is what publishers, particularly mass-market paperback publishers, have to do these days to get their merchandise displayed in and promoted by bookstores. It might be described as publishing's dirty little secret, except that it's not so little. In fact, it's become so pervasive that it touches everybody in publishing."
If you'd like to descend into the sewer system that runs beneath your local chain bookstore, click here.
After the introduction last year of the Espresso print on demand press we wondered about that. As we wrote at the time (see I'll Have Four Sesames, Four Poppy-Seeds, and One Copy of War and Peace), "If you think outside the bookstore box, it's not beyond the realm of possibility that, as POD printing technology improves and miniaturizes, tabletop presses could be installed in a Wal-Mart, Macy's or 7-Eleven. You just go to any neighborhood kiosk and browse Amazon or Barnes & Noble or another book retail website, make your selection, enter your credit card and order the book. Finish shopping or get a cup of coffee, then come back and pick up your bound volume, still warm like a fresh bagel. Hey, you can put POD presses in bagel shops too! Just don't shmear lox spread on your newly minted paperback."
Installation of kiosks to support any product is still an expensive proposition when you think about all the technical challenges and support they require. Think for instance about what's involved just to place an ATM - a kiosk that dispenses cash - in a newspaper shop. So, not only must the operation be impeccably smooth over countless uses, it must sell a product in a volume that justifies the use of the real estate it sits on. DVDs are one such product. We wonder if e-books and print books are another.
These reflections were triggered by the recent announcement of installation of DVD kiosks in 200 pharmacies in the Duane Reade chain, a drugstore outfit that has become as ubiquitous in New York City as yellow cabs.The kiosks will be sponsored by Blockbuster, the movie rental giant that is trying to reinvent itself after a media revolution that left it holding a bag full of videotapes. "Now Duane Reade pharmacy customers can get a movie with their next prescription pickup," writes Alex Palmer in brandweek.com. (We're not sure where the kiosk pictured here is installed.)
The rental is $1.00 per day. That's pretty cheap, so cheap that it only plays up how profitable the volume projections must be if two corporations splitting the revenue believe they can make out well. Some other high-traffic chains like grocery leviathan Publix have opted in.“'These are places that consumers are going by every day,'” the Brandweek article quoted an executive for NCR, the company operating the kiosks under the Blockbuster name. “'You’ve got a kid who’s home sick, you can run to the drug store and pick up their medicine and grab a movie, so as they’re sitting on the couch they can enjoy the rest of their day.'"
Okay, now read Blockbuster Kiosks Debut at Duane Reade and switch "book" for "movie" and you will grasp that, as Espresso technology is refined and the machines are miniaturized, a Duane Read or Publix book nook on every corner is entirely within the realm of imagination.
The facedown lasted from Friday evening to Sunday afternoon but when it was over the landscape of the book business was permanently altered. On Friday, in reaction to Macmillan's refusal to play the Kindle pricing game by Amazon's rules, the retailer punished Macmillan by extinguishing the publisher's Buy buttons on the Amazon website.
