CAMPUS STORE INDUSTRY TRENDS 2013 AOA Annual Conference Pasadena, California January 17, 2013
Gary Shapiro Follett Higher Education Group
Agenda Course Materials Environment What does it mean to be the “bookstore” today?
New Business Models/Activities – Streamlined delivery of digital content – includED™ – Concierge Strategy
Discussion Proprietary and Confidential 2012
Follett Higher Education Group -Exclusively Focused on Education Largest campus store operator in North America – 900+ campus stores & 300+ virtual stores – 1,200+ online sites
Nearly $3 billion in annual sales Serving over 5,000,000 students State-of-the-art text management (system & staff) First to market with comprehensive digital and technical solutions
Family owned and operated since 1873 Proprietary and Confidential 2012
Environment Competition
Consumer Trends
Economic Shifts Technology Shifts 4
Competition COMPETITION IS INTENSE Transparency Amazon Emphasis on affordability Publishers’ institutional sales Digital competition GM competitors ---------------------------------
LEADING TO CONSOLIDATION, PARTNERSHIPS & NEW MODELS Nook Media Random House/Penguin Verba 5
Consumer Trends CONSUMERS ARE CHANGING Online / mobile shopping Demand for services Technology / networks influencing shopping decisions Multi-cultural changes in demographics ---------------------------------
RETAILERS ARE REACTING Personalization Price Matching
6
Economic Shifts FUNDING IS CHALLENGED Lower government support Rising college costs and student debt
Enrollments down Changes in financial aid TBD impact of debt ceiling negotiations ---------------------------------
PRESENTING NEW OPPORTUNITIES Enrollments projected to grow long term Campus outsourcing strong
Course materials in tuition New pricing models 7
Technology Shifts DRIVING FORCES Availability/use of quality homework management, assessment tools Declining print sales challenging publishers to drive digital adoption
CHALLENGES Most digital content unexciting replica of printed text; extended reading on desktop/laptop is difficult for most
LMS integration standards
Digital, while cheaper than new print, is more expensive than traditional (buy used/sell back) model; rental countering cost savings of digital
Depth in availability of digital content (& favorable pricing)
Student access to fast bandwidth not ubiquitous
Growth in distance learning/use of digital
Some faculty still resistant to technology; institution reliance on adjuncts
Rise in student ownership of tablets & smartphones
Gamification, courseware and other learning technologies
ADA concerns
Just the bookstore?
More Than a Bookstore New business models and online/digital solutions in addition to traditional textbooks and other merchandise Single point of contact, transaction and delivery for all physical and digital course material content – with established relationships with more than 7,000 publishers and education service providers
Technology, systems and processes to best serve customers – local, online, mobile and social Proprietary and Confidential 2012
Aligning With Campus Goals Attract, retain, engage and graduate students. – Maintain faculty choice by providing content from all publishers – Integrate with campus systems to streamline processes and offer one-stop access for your students – Increase student achievement, faculty workflow and effectiveness Proprietary and Confidential 2012
Stores of the Future -- Course Materials • Physical inventory • Local Physical Infrastructure (Stores) • Brick/Click Fulfillment • Freight • Markdowns • Returns • Shrink Book Butler
Core Competencies • Adoptions (editing, verifying, policy compliance) • Aggregation of content • Student transactions • Customer Service • Paying content owners • Paying commissions
• Digital inventory • Central Digital Infrastructure • Click/Brick Fulfillment • Digital Content Acquisition • Less Freight • Fewer Markdowns • Fewer Returns Concierge
Plus a host of programs, channels and services to drive success includED™ BookLook™ © 2007-2009 Follett Corporation CONFIDENTIAL
BookNow™
Skyo Streamlined Digital Delivery
efollett January 19, 2013 Page 12
New Campus Store Model Addressing a Channel and Product Shift / Improving Productivity Productivity Improving store productivity by optimizing store investment levels and streamlining operations to reduce labor
Technology Utilizing new tools and software to enhance the shopping experience
New Products, Services & Brands Developing a pipeline of new products and services including leveraging 3rdparty partnerships
Space Utilization Re-purposing course material footprint incorporating new retail concepts (i.e., “pop-up” stores)
Omni-Channel Engagement Connecting the in-store and online experiences
13
STORES OF THE FUTURE Endless Aisle: Increase revenue and wallet–share through implementation of broader inventory visibility and order management functionality
Course Materials – Four Cornerstones AFFORDABILITY Competitive pricing; program options that drive lowest price
CONVENIENCE
ACCESS
Online/in store, all forms of tender, easy returns, customer service
Streamlined and seamless transactions and access
CHOICE Multiple options and formats to provide for customer choice and flexible institutional programs Proprietary and Confidential 2012
Digital Content will Continue to be Distributed in Multiple Formats Under a Variety of Business Models. No one platform, device, format, publisher or business model will be able to fully satisfy complex evolving student, faculty, and institutional needs.
Proprietary and Confidential 2012
Digital Content Will Continue to be Distributed in Multiple Formats Under a Variety of Business Models For the foreseeable future, no single platform, device, format, publisher or business model will be able to fully satisfy complex and evolving student and faculty needs Online
Transaction System
In Store
Learning Mgmt. System
or Credential Authorization
Standalone App
Desktop * Laptop * Tablet * Netbook * Smartphone
includED™
The “Shelf” CafeScribe (and other ereaders)
Other ebooks Native Digital Content Faculty Content/ Open Source
STREAMLINED DELIVERY OF DIGITAL CONTENT Simple system for transaction management and access to all digital content, optimized to work with existing campus technology and strategy 17
Digital Content Student Transaction Today… start
end
Student registers for course
Access and Start Learning Go to bookstore, buy pass code
Student assigned Materials
Find URL
Go to URL, enter pass code
Go to Pub website, buy pass code/access
Contact Customer Support
Faculty evaluates re-adoption? Proprietary and Confidential
Faculty complains to Pub Rep
Student complains to Faculty about ease of access
Digital Content Student Transaction …includED™
start Student registers for course
Proprietary and Confidential
Student accesses course in LMS
Access Product and Start Learning
end
A program that supports different variations of “text with tuition” where all registered students within the program receive all required materials on or before the first day of class The fee is imposed and collected by the institution within the tuition and fees framework Maintains faculty adoption choice – any content, any publisher, any format Proprietary and Confidential 2012
includED
FHEG Student & Faculty Surveys, 2012
Concierge Solution
Concierge Premise Increasingly complex course materials market – Affordability options driving customers to new competitors – Changes in products and technologies
Complexity = Opportunity Being inside institution = Competitive advantage Concierge – Change agent and educator – Solutions oriented – Links together Faculty, Publisher, Campus IT, Store
Goal = Drive delivery of new products through store
Concierge Role(s) EXPERT Understanding platforms/channels, services and products FACILITATOR Manages interactions and relationships among key players – Faculty, Publisher, Bookstore, Campus IT & Finance
INNOVATOR
Culture changer; problem solver Trainer/Educator
Concierge Role(s) EXPERT Expert
– Understanding platforms/channels, services and products
FACILITATOR Facilitator – Manages interactions and relationships among key players • Faculty, Publisher, Bookstore, Campus IT & Finance Teams
INNOVATOR Innovator – Culture changer; problem solver – Trainer/Educator
Concierge Responsibilities
Identifying needs Understanding resources Making sure campus knows service offerings Bringing all participants to the table Setting expectations Managing implementation Communicating
Concierge Skill Set
Good listener and learner Strong analysis/problem solving skills Excellent communicator Trainer Positive attitude…exude warmth Patient, yet persistent Very comfortable with technology Experienced with managing culture change
Concierge Learnings No infrastructure exists to handle integration of digital content through campus systems Lots of hand-holding required – Publishers, Campus IT, Faculty/Instructors
Very important to set and manage expectations Training and communicating essential All about culture change – New products – Including cost into fees and tuition – Digital content use can be overwhelming • Plays a calming role
Work grows exponentially with success
Just the bookstore?
Store of the Future – A Strategic Partner With the Campus EXPERT Experience and expertise: existing/emerging digital learning technologies and traditional course material Need to have the fundamentals in place: process, systems, customer service, integration
Proprietary and Confidential 2012
FACILITATOR A credible, neutral advocate for your school; no ties to a publisher or platform
INNOVATOR
Develop and provide new business models, products, services and systems Variety of flexible models and options to meet specific needs instructor/course needs
.
Thank You! Questions?
Proprietary and Confidential 2012