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本文的主角Leonard Riggio,是美国最大的书籍销售商,算得上是美国最富有的人之一,资产总额估计在10亿美元左右。Riggio的产业主要包括: 美国最大的图书连锁店Barnes ＆Noble的22％的股权,差不多相当于5亿美元,Riggio是该公司最大的股东。 网上书店barnesandnoble.com的2％的股份,价值约6000万美元。 Barnes & Noble大学书店的80％。这是一家私人公司,在包括耶鲁、哈佛、哥伦比亚、芝加哥等大学校园拥有并运作350家书店。去年,B＆N大学书店的销售额大约8亿美元。 教科书网站Textbook.com,它是4个争相成为未来amazon.com的网站之一。 MBS教科书交流中心的80％,其销售额是2亿美元,是最大的教科书批发商之一。 两家软件零售链锁店Software Etc.和Babbage’s,它们麾下分别有235家和211家分店,总营业额在3.5亿美元左右。 Riggio从1965年开始经营图书销售,取得了一个又一个的成功。可是,谁也没有料到,在世纪末的一两年里,amazon.com给Riggio的业务带来了很大的冲击。从一开始根本不把Amazon.com放在眼里,到最后改变整个公司的战略来应战,Riggio始终还是相信自己能够比对手高明。或许,Riggio的故事反映了网上零售业如何影响现在的知名零售业公司以及它今后可能的演变。
Leonard Riggio, the protagonist of this article, is the largest book seller in the United States, one of the richest in the United States, with an estimated total assets of around $ 1 billion. Riggio’s industries include 22% of Barnes & Noble, the largest book chain in the United States, which equals almost 500 million U.S. dollars and Riggio is the company’s largest shareholder. The 2% stake in online bookstore barnesandnoble.com is worth about $ 60 million. 80% of Barnes & Noble University Bookstore. This is a private company that owns and operates 350 bookstores on university campuses including Yale, Harvard, Columbia and Chicago. Last year, B & N University bookstore sales of about 800 million US dollars. Textbook site Textbook.com, which is one of four sites competing to become the future amazon.com. Eighty percent of the MBS Textbook Exchange Center, with sales of $ 200 million, is one of the largest textbook wholesalers. Two software retail chain stores, Software Etc. and Babbage’s, have 235 and 211 outlets, respectively, with a combined turnover of around $ 350 million. Riggio started book sales in 1965 and has achieved one success after another. However, no one expected, at the end of the century or two years, amazon.com to Riggio’s business has brought a big impact. From the start, Amazon.com was never taken for granted and eventually changed the entire company strategy to fight, Riggio still believe he can better than the opponent. Perhaps Riggio’s story reflects how online retailing can affect the now well-known retail business and its possible evolution in the future.