栗子

有人說(shuō)：“若想讓朋友破產(chǎn)，讓他開(kāi)書(shū)店吧?！币痪渫嫘s道破了當(dāng)下實(shí)體書(shū)店生存之困境。確實(shí)，在新媒體的助推下，網(wǎng)絡(luò)書(shū)店方興未艾，人們的閱讀習(xí)慣也悄然轉(zhuǎn)變，實(shí)體書(shū)店似乎前途迷茫，充滿未知。

“很多時(shí)候，我覺(jué)得書(shū)店快要撐不下去了，但孫總咬咬牙，又過(guò)了一年。”說(shuō)這話的是新華書(shū)店鑫軒店的業(yè)務(wù)經(jīng)理張斌，而他口中的孫總，就是孫迪珍——杭州鑫軒貿(mào)易有限公司的總裁，也是這家書(shū)店的創(chuàng)始人和堅(jiān)守者。

白色休閑褲，綠色短袖上衣，一頭披肩的卷發(fā)，從辦公桌前站起來(lái)的這位雅致女人，就是今天我們采訪的主人公——孫迪珍。

回憶5年前開(kāi)書(shū)店的初衷，孫迪珍用了“突發(fā)奇想”4個(gè)字。孫總說(shuō)，打拼商場(chǎng)多年，就是想停下來(lái)做些相對(duì)風(fēng)平浪靜的事情，選擇書(shū)店則是因?yàn)樽约簭男?ài)看書(shū)、讀書(shū)。“我想開(kāi)個(gè)書(shū)店，既可以滿足自己喜歡看書(shū)的愛(ài)好，又找到了理想的事情來(lái)做?！?/p>

但想開(kāi)書(shū)店，沒(méi)有經(jīng)驗(yàn)怎么辦？找新華書(shū)店！就這樣，她找到了杭州市新華書(shū)店，希望開(kāi)展合作。對(duì)當(dāng)時(shí)的杭州市新華書(shū)店來(lái)說(shuō)，這也是一個(gè)大膽的想法。新華書(shū)店與民營(yíng)書(shū)店似乎一直是競(jìng)爭(zhēng)關(guān)系，除了配貨，還能不能深度合作？雖然剛開(kāi)始略有遲疑，但信奉“創(chuàng)新就是生命”的杭州市新華書(shū)店總經(jīng)理許悅，很快就合作模式等問(wèn)題與孫迪珍達(dá)成共識(shí)：即利用新華書(shū)店的品牌號(hào)召力，采取加盟連鎖形式，由書(shū)店輸出品牌與管理方式并提供商品配供，而鑫軒公司提供物業(yè)、人力，負(fù)責(zé)日常經(jīng)營(yíng)管理。此舉令缺少?gòu)臉I(yè)經(jīng)驗(yàn)的鑫軒公司減少了“從頭摸索”的時(shí)間和成本，很快走上規(guī)范運(yùn)營(yíng)的正軌；對(duì)杭州市新華書(shū)店來(lái)說(shuō)，當(dāng)時(shí)，整個(gè)濱江區(qū)沒(méi)有一家新華書(shū)店，而合作填補(bǔ)了主渠道在這個(gè)區(qū)域的空白，實(shí)現(xiàn)了低成本擴(kuò)張。

時(shí)光一晃5年，2007年所萌生的這一念頭，如今已經(jīng)變成了1500平方米的鑫軒店，三層樓中，有兩層為營(yíng)業(yè)場(chǎng)所，另一層為辦公場(chǎng)所，在售的圖書(shū)和音像制品多達(dá)3萬(wàn)種。在鑫軒店開(kāi)業(yè)之前，附近基本沒(méi)有什么商業(yè)氛圍，但隨著書(shū)店的開(kāi)業(yè)，周?chē)饾u聚集起了超市、水果店、咖啡店、藥店等生活配套商店，這也從另一個(gè)方面體現(xiàn)了書(shū)店對(duì)周?chē)藲獾膸?dòng)作用。作為濱江第一家也是唯一一家書(shū)店，鑫軒店的創(chuàng)辦無(wú)疑為這片區(qū)域帶來(lái)了濃郁的文化氛圍。

而為了讓鑫軒店盡快上手并良好運(yùn)營(yíng)，杭州市店還專(zhuān)門(mén)把中層干部張斌派駐到店里，他一干就是5年。張斌來(lái)鑫軒店前，在杭州慶春購(gòu)書(shū)中心工作，談起書(shū)店，他可謂滔滔不絕。“其實(shí)就盈利情況來(lái)講，我們每年都有虧損。雖然每年的營(yíng)業(yè)額都有所增長(zhǎng)，但是實(shí)體書(shū)店普遍不景氣已是不爭(zhēng)的事實(shí)，所以鑫軒店也面臨著嚴(yán)峻的變革壓力?！?/p>

閱讀環(huán)境發(fā)生改變，網(wǎng)絡(luò)書(shū)店強(qiáng)勢(shì)沖擊，和每一個(gè)實(shí)體書(shū)店一樣，濱江鑫軒店也面臨著諸多難題?！皶?shū)里夾了很多小紙條，很多人來(lái)看書(shū)，但不愿意買(mǎi)書(shū)。”孫迪珍說(shuō)，為了減輕壓力，增加利潤(rùn)，書(shū)店想了很多辦法。比如到學(xué)校（大學(xué)圖書(shū)館）去開(kāi)店，在店里開(kāi)設(shè)茶吧，到居民區(qū)發(fā)卡片，到周邊的機(jī)關(guān)企業(yè)推銷(xiāo)等。動(dòng)作最大的則是裁員。由于人工費(fèi)用太高，去年書(shū)店裁掉11名店員，普通員工從21名變成了現(xiàn)在的6名。

從今年3月開(kāi)始，書(shū)店嘗試通過(guò)繪本租賃的平臺(tái)，借助相關(guān)專(zhuān)業(yè)人員的力量，開(kāi)始探索幼兒托管培訓(xùn)領(lǐng)域的業(yè)務(wù)。“由于書(shū)店零售環(huán)境的變化，整個(gè)業(yè)態(tài)都面臨著很大的危機(jī)。但作為‘社區(qū)書(shū)店這一獨(dú)特的存在模式，要生存我認(rèn)為還是有機(jī)會(huì)的。讀者的‘求近、‘方便等訴求，正是我們努力的方向?！睆埍笳f(shuō)，針對(duì)這個(gè)突破口，鑫軒店采取送貨上門(mén)的服務(wù)模式，逐漸在社區(qū)附近積累了一定的影響力。比如，白馬湖建國(guó)飯店通過(guò)旁邊社區(qū)要到了書(shū)店的電話，訂購(gòu)了一批書(shū)籍；而“復(fù)興燃料”也因?yàn)閮?nèi)部小型圖書(shū)室更新，專(zhuān)門(mén)找到鑫軒店。

同樣是購(gòu)書(shū)，網(wǎng)購(gòu)比實(shí)體書(shū)店便宜，他們?yōu)槭裁匆x擇鑫軒店？對(duì)此，孫總說(shuō)：“因?yàn)槲覀冞€是有自己獨(dú)特的優(yōu)勢(shì)：第一，客戶一般需求非常急，而新華書(shū)店書(shū)的種類(lèi)齊全，調(diào)度迅速，可以滿足對(duì)方的要求；另一方面，我們有專(zhuān)業(yè)的圖書(shū)管理人才，可以根據(jù)客戶的需求幫助他們選擇各種類(lèi)型的書(shū)籍，而這是網(wǎng)購(gòu)所不具備的。”孫總還介紹說(shuō)，附近有社區(qū)籌建圖書(shū)室，新華書(shū)店鑫軒店就通過(guò)自己的渠道幫助其邀請(qǐng)到了杭州圖書(shū)館的老師前來(lái)培訓(xùn)，在提供書(shū)籍配送的同時(shí)，也幫助其引入了一套標(biāo)準(zhǔn)的管理模式。

視野一旦打開(kāi)，他們發(fā)現(xiàn)雖然實(shí)體書(shū)店的前景堪憂，但還是有一些實(shí)體獨(dú)立書(shū)店成功地向人們證明了“奇跡”的存在。如北京的蒲蒲蘭繪本館、廣州的例外方所書(shū)店、武漢的德芭與彩虹書(shū)店等，它們具體的經(jīng)營(yíng)模式各不相同、各有特點(diǎn)，或走專(zhuān)精路線，或走多元路線，或走混合路線，但共同的是都努力擺脫實(shí)體書(shū)店傳統(tǒng)的單向經(jīng)營(yíng)的模式：書(shū)店不再僅僅是賣(mài)書(shū)、買(mǎi)書(shū)的地方，更是一個(gè)精心設(shè)計(jì)和經(jīng)營(yíng)的人與書(shū)、人與人交流、分享的文化空間，在那里，只有在實(shí)體店才能切身體驗(yàn)到的真實(shí)感強(qiáng)烈地吸引著新老顧客。

而對(duì)于“社區(qū)書(shū)店”來(lái)說(shuō)，無(wú)論具體的經(jīng)營(yíng)模式如何，深植不遷的文化品格才是書(shū)店的立根之本。但這文化品格并不以“超塵脫俗”、“遺世獨(dú)立”而高，相反，“在人間”才最是緊要。社區(qū)書(shū)店應(yīng)該是社區(qū)中文化傳遞與分享的重要驛站，書(shū)店雖然是一種商業(yè)模式，但它存在的意義絕不僅僅只是賣(mài)書(shū)盈利，而重要的是與人發(fā)生關(guān)系，努力成為社區(qū)需要的一分子。

鑫軒店無(wú)疑把握到了這一脈動(dòng)，這幾年來(lái)積極組織名家進(jìn)社區(qū)附近的校園，鄭淵潔、沈石溪等著名兒童文學(xué)作家都為活動(dòng)注入了大量的人氣；同時(shí)，通過(guò)舉辦各種社區(qū)互動(dòng)活動(dòng)，提升了書(shū)店在社區(qū)中的品牌影響力，構(gòu)建了書(shū)店和社區(qū)居民之間的親密聯(lián)系。

有人說(shuō)，有什么樣的書(shū)店，就會(huì)有什么樣的城市。而事實(shí)上，有什么樣的經(jīng)營(yíng)者，也就會(huì)有什么樣的書(shū)店。言談間，孫總始終是以淺淺的笑意、舒緩的語(yǔ)氣面對(duì)書(shū)店的虧損。她深知，開(kāi)書(shū)店重要的并不僅僅是盈利，而是一種愛(ài)書(shū)人的文化情結(jié)。她說(shuō)，只要還有希望，她就會(huì)努力減少虧損，爭(zhēng)取將其長(zhǎng)期經(jīng)營(yíng)下去。一個(gè)虔誠(chéng)的書(shū)店經(jīng)營(yíng)者，必然也是一個(gè)有追求、有創(chuàng)造力、有激情和不囿于成見(jiàn)的人，無(wú)論給沒(méi)給他一個(gè)好環(huán)境、好機(jī)會(huì)，他都有能力將自己的實(shí)體書(shū)店之夢(mèng)進(jìn)行到底。孫迪珍是這樣，張斌也是這樣。

Community Bookstore Persists

By Li Zi

Sun Dizhen decided to set up a bookstore business five years ago. After working hard at her business for years， she had some money. She wanted to take a break and branch out into a quiet business. Without any idea about bookstore business， she contacted Hangzhou Xinhua Bookstore and sought cooperation. Hangzhou Xinhua Bookstore， part of the national Xinhua Bookstore chain founded in the 1940s， had never run a franchised bookstore before although it had acted as a supplier to many private bookstores in urban and rural areas of Hangzhou.

Xu Yue， chief executive of Hangzhou Xinhua Bookstore， believes in innovation. After a few rounds of negotiation， Xu and Sun worked out a business mode： Xinxuan Bookstore was to be a franchised bookstore bearing the name of Xinhua Bookstore. Xinhua Bookstore would allow Xinxuan to use the brand name， and would supply Xinxuan with management and books. On the other hand， Xinxuan would provide funds for daily operation， logistics， and personnel. The partnership has been beneficial to the both parties. Xu Dizhen directly entered bookstore business； Xinhua Bookstore had a branch in Binjiang District， a new urban center where there had been no Xinhua Bookstore before. This partnership meant that Xinhua Bookstore expanded without shouldering all the costs.

Five years have elapsed since the inception of the partnership in 2007. The three-storied bookstore is not flourishing but it has survived. Zhang Bin， the business manager of the bookstore in Binjiang for the past five years， comments that at every year-end， he thought the bookstore would fold. When it first opened its door to the public five years ago， the bookstore was the only business in the neighborhood. The 1，500-m2 private bookstore now acts as a business center for the community， surrounded by many other businesses. The physical bookstore now faces many challenges. Although it has witness a continuous increase in business turnover over the past five consecutive years， it has to downsize the labor force. Last year， fifteen employees were laid off and now the bookstore has only six employees.

In order to survive， Xinxuan is trying some new business tricks. Since March 2012， it has been running a rental platform where parents can check out pictorial books for their young children. The bookstore hopes to function as a commercial supporter for young parents. Zhang Bin observes that the bookstore has chances to survive as consumers wish to buy in the neighborhood and for convenience. The bookstore now also delivers orders directly. Just a few days ago， a hotel called and made an order of many books. The other day， a community library bought a large number of books to update the library.

Why do clients come to Xinxuan for help？ Usually clients come to seek fast， one-stop solutions. Xinhua Bookstore is a powerful supplier with a full range of books. On the other hand， it has experts that can advise clients how to set up a library. Now it is no longer simply a bookstore business. It is a cultural space where people and books interact and people communicate and share. Though bookstore is a business， it exists to promote itself as a community member and promote human relationships.

Xinxuan Bookstore knows this trend. Over the last few years， it has invited well-known authors of children stories such as Zheng Yuanjie and Shen Shixi to hold lectures at the bookstore. It now runs a series of bookstore-neighborhood exchanges.

Sun Dizhen hopes the bookstore will eventually turn around and make profit. She wants to run the bookstore for as long as possible.