Questões de Concursos Vestibular Segundo Semestre UECE

How a Canadian Chain Is Reinventing Book Selling

By Alexandra Alter

    About a decade ago, Heather Reisman, the chief executive of Canada’s largest bookstore chain, was having tea with the novelist Margaret Atwood when Ms. Atwood inadvertently gave her an idea for a new product. Ms. Atwood announced that she planned to go home, put on a pair of cozy socks and curl up with a book. Ms. Reisman thought about how appealing that sounded. Not long after, her company, Indigo, developed its own brand of plush “reading socks.” They quickly became one of Indigo’s signature gift items.

    “Last year, all my friends got reading socks,” said Arianna Huffington, the HuffPost cofounder and a friend of Ms. Reisman’s, who also gave the socks as gifts to employees at her organization Thrive. “Most people don’t have reading socks — not like Heather’s reading socks.”

Over the last few years, Indigo has designed dozens of other products, including beach mats, scented candles, inspirational wall art, Mason jars, crystal pillars, bento lunchboxes, herb growing kits, copper cheese knife sets, stemless champagne flutes, throw pillows and scarves.

    It may seem strange for a bookstore chain to be developing and selling artisanal soup bowls and organic cotton baby onesies. But Indigo’s approach seems not only novel but crucial to its success and longevity. The superstore concept, with hulking retail spaces stocking 100,000 titles, has become increasingly hard to sustain in the era of online retail, when it’s impossible to match Amazon’s vast selection.

    Indigo is experimenting with a new model, positioning itself as a “cultural department store” where customers who wander in to browse through books often end up lingering as they impulsively shop for cashmere slippers and crystal facial rollers, or a knife set to go with a new Paleo cookbook. Over the past few years, Ms. Reisman has reinvented Indigo as a Goop-like, curated lifestyle brand, with sections devoted to food, health and wellness, and home décor.

    Ms. Reisman is now importing Indigo’s approach to the United States. Last year, Indigo opened its first American outpost, at a luxury mall in Millburn, N.J., and she eventually plans to open a cluster of Indigos in the Northeast. Indigo’s ascendance is all the more notable given the challenges that big bookstore chains have faced in the United States. Borders, which once had more than 650 locations, filed for bankruptcy in 2011. Barnes & Noble now operates 627 stores, down from 720 in 2010, and the company put itself up for sale last year. Lately, it has been opening smaller stores, including an 8,300-square-foot outlet in Fairfax County, Va.

    “Cross-merchandising is Retail 101, and it’s hard to do in a typical bookstore,” said Peter Hildick-Smith, president of the Codex Group, which analyzes the book industry. “Indigo found a way to create an extra aura around the bookbuying experience, by creating a physical extension of what you’re reading about.”

    The atmosphere is unabashedly intimate, cozy and feminine — an aesthetic choice that also makes commercial sense, given that women account for some 60 percent of book buyers. A section called “The Joy of the Table” stocks Indigobrand ceramics, glassware and acacia wood serving platters with the cookbooks. The home décor section has pillows and throws, woven baskets, vases and scented candles. There’s a subsection called “In Her Words,” which features idea-driven books and memoirs by women. An area labeled “A Room of Her Own” looks like a lush dressing room, with vegan leather purses, soft gray shawls, a velvet chair, scarves and journals alongside art, design and fashion books.

    Books still account for just over 50 percent of Indigo’s sales and remain the central draw; the New Jersey store stocks around 55,000 titles. But they also serve another purpose: providing a window into consumers’ interests, hobbies, desires and anxieties, which makes it easier to develop and sell related products.

    Publishing executives, who have watched with growing alarm as Barnes & Noble has struggled, have responded enthusiastically to Ms. Reisman’s strategy. “Heather pioneered and perfected the art of integrating books and nonbook products,” Markus Dohle, the chief executive of Penguin Random House, said in an email.

    Ms. Reisman has made herself and her own tastes and interests central to the brand. The front of the New Jersey store features a section labeled “Heather’s Picks,” with a display table covered with dozens of titles. A sign identifies her as the chain’s “founder, C.E.O., Chief Booklover and the Heather in Heather’s Picks.” She appears regularly at author signings and store events, and has interviewed prominent authors like Malcolm Gladwell, James Comey, Sally Field, Bill Clinton and Nora Ephron.

    When Ms. Reisman opened the first Indigo store in Burlington, Ontario, in 1997, she had already run her own consulting firm and later served as president of a soft drink and beverage company, Cott. Still, bookselling is an idiosyncratic industry, and many questioned whether Indigo could compete with Canada’s biggest bookseller, Chapters. Skepticism dissolved a few years later when Indigo merged with Chapters, inheriting its fleet of national stores. The company now has more than 200 outlets across Canada, including 89 “superstores.” Indigo opened its first revamped concept store in 2016.

    The new approach has proved lucrative: In its 2017 fiscal year, the company’s revenue exceeded $1 billion Canadian for the first time. In its 2018 fiscal year, Indigo reported a revenue increase of nearly $60 million Canadian over the previous year, making it the most profitable year in the chain’s history.

    The company’s dominance in Canada doesn’t guarantee it will thrive in the United States, where it has to compete not only with Amazon and Barnes & Noble, but with a resurgent wave of independent booksellers. After years of decline, independent stores have rebounded, with some 2,470 locations, up from 1,651 a decade ago, according to the American Booksellers Association. And Amazon has expanded into the physical retail market, with around 20 bookstores across the United States.

Ms. Reisman acknowledges that the company faces challenges as it expands southward. Still, she’s optimistic, and is already

scouting locations for a second store near New York.

https://www.nytimes.com/2019/05/01

TEXTO 

No Mundo das Letras

(  95)     Vem à livraria nas horas de maior

(  96) movimento, mas isso, já se sabe, é de

(  97) propósito: facilita-lhe o trabalho.

(  98)     Rouba livros. Faz isso há muitos anos,

(  99) desde a infância, praticamente. Começou

(100) roubando um texto escolar que precisava

(101) para o colégio: foi tão fácil que gostou; e

(102) passou a roubar romances de aventura, livros

(103) de ficção científica, textos sobre arte,

(104) política, ciência, economia. Aperfeiçoou tanto

(105) a técnica que chegava a furtar quatro, cinco

(106) livros de uma vez. Roubou livros em todas as

(107) cidades por onde passou. Em Londres, uma

(108) vez, quase o pegaram; um incidente que

(109) recorda com divertida emoção.

(110)     No início, lia os livros que roubava.

(111) Depois, a leitura deixou de lhe interessar. A

(112) coisa era roubar por roubar, por amor à arte;

(113) dava os livros de presente ou simplesmente

(114) os jogava fora. Mas cada vez tinha menos

(115) tempo para ir às livrarias; os negócios o

(116) absorviam demais. Além disso, não podia,

(117) como empresário, correr o risco de um

(118) flagrante. Um problema – que ele resolveu

(119) como resolve todos os problemas, com

(120) argúcia, com arrojo, com imaginação.

(121)     Zás! Acabou de surrupiar um. Nada de

(122) espetacular nessa operação: simplesmente

(123) pegou um pequeno livro e o enfiou no bolso.

(124) Olha para os lados; aparentemente ninguém

(125) notou nada. Cumprimenta-me e se vai.

(126)     Um minuto depois retorna. Como é que

(127) me saí, pergunta, não sem ansiedade.

(128) Perfeito, respondo, e ele sorri, agradecido. O

(129) que me deixa satisfeito; elogiá-lo é não

(130) apenas um ato de compaixão, é também uma

(131) medida de prudência. Afinal, ele é o dono da

(132) livraria.

SCLIAR, Moacyr. No Mundo das Letras. In: SCLIAR, Moacyr; FONSECA, Rubem; MIRANDA, Ana. Pipocas. São Paulo: Companhia das Letras, 2003.

“O general Emílio Garrastazu Médici deu poucas declarações durante seu governo, mas, todas as vezes em que o fez, disse coisas memoráveis. Em 22 de março de 1973, por exemplo, comentou: "sintome feliz, todas as noites, quando ligo a televisão para assistir ao jornal. Enquanto as notícias dão conta de greves, agitações, atentados e conflitos em várias partes do mundo, o Brasil marcha em paz, rumo ao desenvolvimento. É como se eu tomasse um tranquilizante após um dia de trabalho.”

Um dos argumentos em favor do direito amplo ao armamento individual é o que afirma que cabe ao próprio indivíduo, e não ao Estado, a proteção de sua vida e de sua propriedade. Esse argumento pode ser entendido, nos termos da filosofia de Thomas Hobbes, como um “direito de natureza”, que o pensador inglês define no seguinte modo: “O direito de natureza é a liberdade que cada homem possui de usar seu próprio poder, da maneira que quiser, para a preservação de sua própria natureza, ou seja, de sua vida; e consequentemente de fazer tudo aquilo que seu próprio julgamento e razão lhe indiquem como meios adequados a esse fim”.

HOBBES, Thomas. Leviatã, Parte I, cap. XIV. Trad. br. Tradução de João Paulo Monteiro e Maria Beatriz Nizza da Silva. São Paulo: Abril Cultural, 1983 – adaptado.

Relacione corretamente os hormônios apresentados a seguir com algumas de suas funções, numerando a Coluna II de acordo com a Coluna I.

Coluna I

1. Insulina

2. Prolactina

3. Cortisol

4. Adrenalina

Coluna II

(  ) Produz glicose a partir de gordura e proteína.

(  ) Estimula a produção de leite nas glândulas mamárias.

(  ) Capta a glicose do sangue e leva para dentro das células.

(  ) Promove resposta rápida ao estresse, acelera o batimento cardíaco e lança glicose no sangue.

(01) Estava à toa na vida

(02) O meu amor me chamou

(03) Pra ver a banda passar

(04) Cantando coisas de amor

(05) A minha gente sofrida

(06) Despediu-se da dor

(07) Pra ver a banda passar

(08) Cantando coisas de amor

[...]

(09) O homem sério que contava dinheiro parou

(10) O faroleiro que contava vantagem parou

(11) A namorada que contava as estrelas parou

(12) Para ver, ouvir e dar passagem

(13) A moça triste que vivia calada sorriu

(14) A rosa triste que vivia fechada se abriu

(15) E a meninada toda se assanhou

(16) Pra ver a banda passar

(17) Cantando coisas de amor

[...]

(18) O velho fraco se esqueceu do cansaço e

(19) pensou

(20) Que ainda era moço pra sair no terraço e

(21) dançou

(22) A moça feia debruçou na janela

(23) Pensando que a banda tocava pra ela

(24) A marcha alegre se espalhou na avenida e

(25) insistiu

(26) A lua cheia que vivia escondida surgiu

(27) Minha cidade toda se enfeitou

(28) Pra ver a banda passar

(29) Cantando coisas de amor

(30) Mas para meu desencanto

(31) O que era doce acabou

(32) Tudo tomou seu lugar

(33) Depois que a banda passou

(34) E cada qual no seu canto

(35) E em cada canto uma dor

(36) Depois da banda passar

(37) Cantando coisas de amor

[...]

How a Canadian Chain Is Reinventing Book Selling

By Alexandra Alter

About a decade ago, Heather Reisman, the chief executive of Canada’s largest bookstore chain, was having tea with the novelist

Margaret Atwood when Ms. Atwood inadvertently gave her an idea for a new product. Ms. Atwood announced that she planned to go home,

put on a pair of cozy socks and curl up with a book. Ms. Reisman thought about how appealing that sounded. Not long after, her company,

Indigo, developed its own brand of plush “reading socks.” They quickly became one of Indigo’s signature gift items.

“Last year, all my friends got reading socks,” said Arianna Huffington, the HuffPost cofounder and a friend of Ms. Reisman’s, who

also gave the socks as gifts to employees at her organization Thrive. “Most people don’t have reading socks — not like Heather’s reading

socks.”

Over the last few years, Indigo has designed dozens of other products, including beach mats, scented candles, inspirational wall art,

Mason jars, crystal pillars, bento lunchboxes, herb growing kits, copper cheese knife sets, stemless champagne flutes, throw pillows and

scarves.

It may seem strange for a bookstore chain to be developing and selling artisanal soup bowls and organic cotton baby onesies. But

Indigo’s approach seems not only novel but crucial to its success and longevity. The superstore concept, with hulking retail spaces stocking

100,000 titles, has become increasingly hard to sustain in the era of online retail, when it’s impossible to match Amazon’s vast selection.

Indigo is experimenting with a new model, positioning itself as a “cultural department store” where customers who wander in to

browse through books often end up lingering as they impulsively shop for cashmere slippers and crystal facial rollers, or a knife set to go

with a new Paleo cookbook. Over the past few years, Ms. Reisman has reinvented Indigo as a Goop-like, curated lifestyle brand, with

sections devoted to food, health and wellness, and home décor.

Ms. Reisman is now importing Indigo’s approach to the United States. Last year, Indigo opened its first American outpost, at a luxury

mall in Millburn, N.J., and she eventually plans to open a cluster of Indigos in the Northeast. Indigo’s ascendance is all the more notable

given the challenges that big bookstore chains have faced in the United States. Borders, which once had more than 650 locations, filed for

bankruptcy in 2011. Barnes & Noble now operates 627 stores, down from 720 in 2010, and the company put itself up for sale last year.

Lately, it has been opening smaller stores, including an 8,300-square-foot outlet in Fairfax County, Va.

“Cross-merchandising is Retail 101, and it’s hard to do in a typical bookstore,” said Peter Hildick-Smith, president of the Codex

Group, which analyzes the book industry. “Indigo found a way to create an extra aura around the bookbuying experience, by creating a

physical extension of what you’re reading about.”

The atmosphere is unabashedly intimate, cozy and feminine — an aesthetic choice that also makes commercial sense, given that

women account for some 60 percent of book buyers. A section called “The Joy of the Table” stocks Indigobrand ceramics, glassware and

acacia wood serving platters with the cookbooks. The home décor section has pillows and throws, woven baskets, vases and scented

candles. There’s a subsection called “In Her Words,” which features idea-driven books and memoirs by women. An area labeled “A Room of

Her Own” looks like a lush dressing room, with vegan leather purses, soft gray shawls, a velvet chair, scarves and journals alongside art,

design and fashion books.

Books still account for just over 50 percent of Indigo’s sales and remain the central draw; the New Jersey store stocks around

55,000 titles. But they also serve another purpose: providing a window into consumers’ interests, hobbies, desires and anxieties, which

makes it easier to develop and sell related products.

Publishing executives, who have watched with growing alarm as Barnes & Noble has struggled, have responded enthusiastically to

Ms. Reisman’s strategy. “Heather pioneered and perfected the art of integrating books and nonbook products,” Markus Dohle, the chief

executive of Penguin Random House, said in an email.

Ms. Reisman has made herself and her own tastes and interests central to the brand. The front of the New Jersey store features a

section labeled “Heather’s Picks,” with a display table covered with dozens of titles. A sign identifies her as the chain’s “founder, C.E.O., Chief

Booklover and the Heather in Heather’s Picks.” She appears regularly at author signings and store events, and has interviewed prominent

authors like Malcolm Gladwell, James Comey, Sally Field, Bill Clinton and Nora Ephron.

When Ms. Reisman opened the first Indigo store in Burlington, Ontario, in 1997, she had already run her own consulting firm and

later served as president of a soft drink and beverage company, Cott. Still, bookselling is an idiosyncratic industry, and many questioned

whether Indigo could compete with Canada’s biggest bookseller, Chapters. Skepticism dissolved a few years later when Indigo merged with

Chapters, inheriting its fleet of national stores. The company now has more than 200 outlets across Canada, including 89 “superstores.”

Indigo opened its first revamped concept store in 2016.

The new approach has proved lucrative: In its 2017 fiscal year, the company’s revenue exceeded $1 billion Canadian for the first

time. In its 2018 fiscal year, Indigo reported a revenue increase of nearly $60 million Canadian over the previous year, making it the most

profitable year in the chain’s history.

The company’s dominance in Canada doesn’t guarantee it will thrive in the United States, where it has to compete not only with

Amazon and Barnes & Noble, but with a resurgent wave of independent booksellers. After years of decline, independent stores have

rebounded, with some 2,470 locations, up from 1,651 a decade ago, according to the American Booksellers Association. And Amazon has

expanded into the physical retail market, with around 20 bookstores across the United States.

Ms. Reisman acknowledges that the company faces challenges as it expands southward. Still, she’s optimistic, and is already

scouting locations for a second store near New York.

https://www.nytimes.com/2019/05/01

Texto

Em Busca de Novas Armas Contra o

Aedes Aegypt

(38) O infectologista Rivaldo Venâncio da Cunha já

(39) foi diagnosticado com dengue duas vezes.

(40) Nenhuma surpresa. O coordenador de

(41) Vigilância em Saúde e Laboratórios de

(42) Referência da Fundação Oswaldo Cruz

(43) (Fiocruz) e professor da Medicina da

(44) Universidade Federal do Mato Grosso do Sul

(45) vive no Brasil, país castigado pela doença nas

(46) últimas três décadas e por outras também

(47) transmitidas pelo Aedes aegypt. Essas

(48) epidemias, explica o pesquisador nesta

(49) entrevista, devem continuar décadas adiante:

(50) “Ainda utilizamos o modelo de controle do

(51) mosquito que foi exitoso há 110 anos com

(52) Oswaldo Cruz”. Nem as águas de março que

(53) acabaram de fechar o verão são promessa de

(54) uma trégua. “Temos observado que, em

(55) algumas localidades do Brasil, o padrão de

(56) ocorrência da dengue tem se mantido estável

(57) mesmo fora do verão. Isso aponta o óbvio: a

(58) população e as autoridades sanitárias têm de

(59) atuar durante todo o ano, e não somente no

(60) verão. Infelizmente, isso não ocorre em um

(61) padrão homogêneo”, ensina Cunha, que

(62) comemora, no entanto, abordagens

(63) promissoras para o controle do mosquito e vê

(64) uma melhora da vigilância nas últimas

(65) décadas.

(66) Ciência Hoje: O Brasil sofreu

(67) recentemente com grandes surtos de

(68) dengue, zika e febre amarela. Devemos

(69) esperar novos surtos em breve? O que

(70) dizem os dados epidemiológicos?

(71) Rivaldo Venâncio da Cunha: As doenças

(72) transmitidas pelo Aedes continuarão ocorrendo

(73) nos próximos 20 ou 30 anos. Por que

(74) continuarão ocorrendo? Porque utilizamos o

(75) modelo de controle do mosquito que foi

(76) exitoso há 110 anos com Oswaldo Cruz e,

(77) depois, com Clementino Fraga e outros. Se

(78) não houver uma nova abordagem para

(79) controle do vetor, continuaremos tendo

(80) epidemias, porque, infelizmente, as questões

(81) estruturais da sociedade permanecem

(82) praticamente inalteradas. Essa bárbara

(83) segregação social que o Brasil tem,

(84) esse apartheid social, que é fruto de séculos,

(85) criou condições para haver comunidades

(86) extremamente vulneráveis, onde a coleta do

(87) lixo, quando existe, é feita de forma

(88) inadequada, e nas quais o fornecimento de

(89) água é irregular. São lugares onde o Estado

(90) inexiste. Há comunidades em que policiais não

(91) podem entrar a qualquer hora, imagine um

(92) agente de controle de vetores. Essa

(93) complexidade urbana não aparenta que será

(94) modificada nos próximos anos.

CUNHA, Rivaldo Venâncio da. Em Busca de Novas Armas Contra o Aedes Aegypt. Ciência Hoje, São Paulo, n.353, abr. 2019. Entrevista concedida a Valquíria Daher. Disponível em: http://cienciahoje.org.br/artigo/em-busca-de-novasarmas-contra-o-aedes-aegypt/. Acessado em 27 de abril de 2019.

Anthony Giddens, sociólogo inglês, refere-se a “um mundo em mudanças”, com reflexos sociais, econômicos e culturais em larga escala, tanto mundial como local. Assim afirma Giddens: “O mundo em que vivemos hoje nos faz muito mais interdependentes, mesmo a milhares de quilômetros de distância, do que jamais fomos”.

GIDDENS, Anthony. Sociologia. 4. Ed. Porto Alegre, Artmed, 2005, p. 60.

How a Canadian Chain Is Reinventing Book Selling

By Alexandra Alter

    About a decade ago, Heather Reisman, the chief executive of Canada’s largest bookstore chain, was having tea with the novelist Margaret Atwood when Ms. Atwood inadvertently gave her an idea for a new product. Ms. Atwood announced that she planned to go home, put on a pair of cozy socks and curl up with a book. Ms. Reisman thought about how appealing that sounded. Not long after, her company, Indigo, developed its own brand of plush “reading socks.” They quickly became one of Indigo’s signature gift items.

    “Last year, all my friends got reading socks,” said Arianna Huffington, the HuffPost cofounder and a friend of Ms. Reisman’s, who also gave the socks as gifts to employees at her organization Thrive. “Most people don’t have reading socks — not like Heather’s reading socks.”

Over the last few years, Indigo has designed dozens of other products, including beach mats, scented candles, inspirational wall art, Mason jars, crystal pillars, bento lunchboxes, herb growing kits, copper cheese knife sets, stemless champagne flutes, throw pillows and scarves.

    It may seem strange for a bookstore chain to be developing and selling artisanal soup bowls and organic cotton baby onesies. But Indigo’s approach seems not only novel but crucial to its success and longevity. The superstore concept, with hulking retail spaces stocking 100,000 titles, has become increasingly hard to sustain in the era of online retail, when it’s impossible to match Amazon’s vast selection.

    Indigo is experimenting with a new model, positioning itself as a “cultural department store” where customers who wander in to browse through books often end up lingering as they impulsively shop for cashmere slippers and crystal facial rollers, or a knife set to go with a new Paleo cookbook. Over the past few years, Ms. Reisman has reinvented Indigo as a Goop-like, curated lifestyle brand, with sections devoted to food, health and wellness, and home décor.

    Ms. Reisman is now importing Indigo’s approach to the United States. Last year, Indigo opened its first American outpost, at a luxury mall in Millburn, N.J., and she eventually plans to open a cluster of Indigos in the Northeast. Indigo’s ascendance is all the more notable given the challenges that big bookstore chains have faced in the United States. Borders, which once had more than 650 locations, filed for bankruptcy in 2011. Barnes & Noble now operates 627 stores, down from 720 in 2010, and the company put itself up for sale last year. Lately, it has been opening smaller stores, including an 8,300-square-foot outlet in Fairfax County, Va.

    “Cross-merchandising is Retail 101, and it’s hard to do in a typical bookstore,” said Peter Hildick-Smith, president of the Codex Group, which analyzes the book industry. “Indigo found a way to create an extra aura around the bookbuying experience, by creating a physical extension of what you’re reading about.”

    The atmosphere is unabashedly intimate, cozy and feminine — an aesthetic choice that also makes commercial sense, given that women account for some 60 percent of book buyers. A section called “The Joy of the Table” stocks Indigobrand ceramics, glassware and acacia wood serving platters with the cookbooks. The home décor section has pillows and throws, woven baskets, vases and scented candles. There’s a subsection called “In Her Words,” which features idea-driven books and memoirs by women. An area labeled “A Room of Her Own” looks like a lush dressing room, with vegan leather purses, soft gray shawls, a velvet chair, scarves and journals alongside art, design and fashion books.

    Books still account for just over 50 percent of Indigo’s sales and remain the central draw; the New Jersey store stocks around 55,000 titles. But they also serve another purpose: providing a window into consumers’ interests, hobbies, desires and anxieties, which makes it easier to develop and sell related products.

    Publishing executives, who have watched with growing alarm as Barnes & Noble has struggled, have responded enthusiastically to Ms. Reisman’s strategy. “Heather pioneered and perfected the art of integrating books and nonbook products,” Markus Dohle, the chief executive of Penguin Random House, said in an email.

    Ms. Reisman has made herself and her own tastes and interests central to the brand. The front of the New Jersey store features a section labeled “Heather’s Picks,” with a display table covered with dozens of titles. A sign identifies her as the chain’s “founder, C.E.O., Chief Booklover and the Heather in Heather’s Picks.” She appears regularly at author signings and store events, and has interviewed prominent authors like Malcolm Gladwell, James Comey, Sally Field, Bill Clinton and Nora Ephron.

    When Ms. Reisman opened the first Indigo store in Burlington, Ontario, in 1997, she had already run her own consulting firm and later served as president of a soft drink and beverage company, Cott. Still, bookselling is an idiosyncratic industry, and many questioned whether Indigo could compete with Canada’s biggest bookseller, Chapters. Skepticism dissolved a few years later when Indigo merged with Chapters, inheriting its fleet of national stores. The company now has more than 200 outlets across Canada, including 89 “superstores.” Indigo opened its first revamped concept store in 2016.

    The new approach has proved lucrative: In its 2017 fiscal year, the company’s revenue exceeded $1 billion Canadian for the first time. In its 2018 fiscal year, Indigo reported a revenue increase of nearly $60 million Canadian over the previous year, making it the most profitable year in the chain’s history.

    The company’s dominance in Canada doesn’t guarantee it will thrive in the United States, where it has to compete not only with Amazon and Barnes & Noble, but with a resurgent wave of independent booksellers. After years of decline, independent stores have rebounded, with some 2,470 locations, up from 1,651 a decade ago, according to the American Booksellers Association. And Amazon has expanded into the physical retail market, with around 20 bookstores across the United States.

Ms. Reisman acknowledges that the company faces challenges as it expands southward. Still, she’s optimistic, and is already

scouting locations for a second store near New York.

https://www.nytimes.com/2019/05/01