It is a cruel, cruel world out there and the sooner the bosses take action (using the expertise of their staff), the better. Which is what Waterstone's will have to do to do to stop them getting dragged down with HMV. Perhaps Waterstone's should adopt the John Lewis Partnership model and let the employees run the ship using all the resources of a centralised business. I bet it could work.
The terrestrial market for music and books will probably always be there (how many times have I heard people bemoan the loss of Woolworths?), but unless someone stops the rot, customers will have to go to where there are still the shops (back to the supermarkets).
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There was a clothing manufacturer in Australia called "Fletcher Jones and Staff". It was run on cooperative lines and did very well indeed until the government changed some rules, insisted on union involvement and then allowed someone to move in and take the whole thing over. They then ditched the "and Staff" model and manufacturing went off-shore. Needless to say the business has gone downhill from there. Very sad.
Bosses always claim they are interested in what their staff say, but when it comes to the crunch they usually call in an expensive consultant who often suggest things that don't work (and that have come and gone before). I think the key to turning Waterstone's around is letting the experienced staff be the consultants.
I am enjoying your posts, Cat, even though I don't comment much. Hope all well downunder.
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