WITH THE WORLD adjusting to Covid a few years later as less of a threat and more a part of everyday life, retailers sought to return to business as usual. But backrooms filled up, investment money dried up, inflation cut into consumable income, workers sought to organize and loss prevention became a top-of-mind concern. Happy New Year.
Mid-year, Walmart announced that its profits were sinking – an attempt at transparency aimed at calming investors and soothing shoppers. Other retailers followed suit.
Unilever CEO Alan Jope (Dove, Ben & Jerry’s, Hellmann’s, et al.) said prices had outpaced volume growth for four consecutive quarters. Jope expressed concerns about peak cost inflation in the second half of the year.
It even got to those sunny, smiling coffee baristas. Starbucks workers organized at many locations in 2022. In February, workers in a Mesa, Ariz., location voted in favor of starting a union. It was the third company-owned location to so vote. But it was far from the last.
Other retailers saw some of their stores vote to unionize this past year including Apple, Trader Joe’s and REI.
In California, Amazon-owned Whole Foods stores launched palm-scanning technology at checkout. The palm images, after being entered in a kiosk at the 65 locations, link shoppers’ palms to payment cards. They then remain encrypted on Amazon One’s cloud server.
Apparently it cannot be used, though, to declassify documents.
Also in California, Amazon said it will begin to deliver products using Prime Air drones. It’s the first time the company plans to use drones for customer deliveries in the United States. The initial plan is to drop these package-carrying drones into the backyards of residents in Lockeford, Calif. What about chimneys, say, or birds or kites or kids’ balloons – or giraffes in the yard? No problem, Amazon claims: “If obstacles are identified, our drone will automatically change course to safely avoid them.”
Someone by the name of L. Frank Baum had the brainstorm in the Gay Nineties to highlight the inviting display store windows that were part of the new steel frame architecture sweeping urban skylines. Thus, the original magazine name was The Show Window. Who then would have thought that, 125 years later, we’d be talking about artificial intelligence and digital diagnostics?
Who then would have thought that, 125 years later, we’d still be talking?
AdvertisementThe monopoly charge, according to the state, has to do with penalizing sellers on the Amazon site if they offer products elsewhere for lower prices. In a statement, Amazon retorted, “Like any store, we reserve the right not to highlight offers to customers that are not priced competitively.” It also said, “The relief the [California attorney general] seeks would force Amazon to feature higher prices to customers, oddly going against core objectives of antitrust law.”
The $500 billion retail behemoth also claimed, under oath, that, yes, it owned Park Place.
In September, still struggling to find the key to survival, the retailer announced more than $500 million in new financing.
Retail inventory is up as much as 50 percent in some cases. Past product shortages created a demand for new factories and distribution centers. Done! But now they’re clogged.
This year, Target was one of a few retailers to institute a “keep-it” policy, continuing to honor returns, but offering shoppers the option of keeping the products. Costly and counter-intuitive? Perhaps. But retailers are stuck with excess inventory of unprecedented levels and simply can’t afford to take back even more of it.
Chouinard, his wife and two adult children have transferred their ownership to a specially designed trust and a non-profit organization, with the aim of combating climate change and protecting undeveloped land around the world.
“Hopefully this will influence a new form of capitalism that doesn’t end up with a few rich people and a bunch of poor people,” he said. “We are going to give away the maximum amount of money to people who are actively working on saving this planet.”
A recent survey conducted by Multimedia Plus of 149 senior-level retail executives showed that wages and staffing were the top concern of respondents heading into the all-important fourth quarter. A return to in-store shopping demands a higher level of service and a more engaging shopping experience, which requires a well-trained, enthusiastic staff – which is hard to come by without reasonable pay and benefits.
“After two years of adjusting to a new normal, retailers and hospitality executives are scaling for pent-up demand,” says David Harouche, CEO & CTO, Multimedia Plus, in a statement. “Getting enough trained staff in place is a major focus and is more important than other issues that we have seen in the past.”
As a journalist, writer, editor and commentator, Steve Kaufman has been watching the store design industry for 20-plus years. He has seen the business cycle through retailtainment, minimalism, category killers, big boxes, pop-ups, custom stores, global roll-outs, international sourcing, interactive kiosks, the emergence of China, the various definitions of “branding” and Amazon.com. He has reported on the rise of brand concept shops, the demise of brand concept shops and the resurgence of brand concept shops. He has been an eyewitness to the reality that nothing stays the same, except the retailer-shopper relationship.
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