Retail Evolution: Return to the City" a Thesis Submitted to The

Total Page:16

File Type:pdf, Size:1020Kb

Retail Evolution: Return to the City "Retail Evolution: Return to the City" a thesis submitted to the Graduate School of the University of Cincinnati in partial fulfillment of the requirements for the degree of Master of Community Planning in the School of Planning of the College of DAAP by Regan Noppenberger BSBA Marketing, University of Cincinnati March 2019 Committee Chair: David Edelman, PhD Committee Member: Vikas Mehta, PhD i ABSTRACT: ICE CREAM SHOP SECRET This thesis is especially interested in the next era of retail. Successful stores provide a larger tax base and more jobs, as well as community spaces for residents, but many of the storefronts in America’s downtowns still sit vacant and void of activity. What impact will e-commerce and increasing urban populations have on vacant and decaying space in urban areas? Will physical retail disappear in lieu of a world where all needs are met with door to door delivery service; where people work from home, order what they need, socialize virtually, and never need to leave their homes? Some types of stores have managed to make it through the many eras of retail history. For instance, take the commerce staple, the ice cream shop. There is a universal joy associated with going to an ice cream shop. What is it that makes these spaces so desirable? Why do ice cream shops still exist when you can purchase your favorite ice cream at the grocery and eat it in pajamas at home, or order it online to be shipped directly to your couch still cold? Why are ice cream shops such highly preferred neighborhood amenities? Is it possible for other urban retail stores to replicate the “ice cream shop secret” to create a similar level of desirability among residents? Ice cream shops evoke emotion. They are places people go to spend time with people they love. They bring back memories and evoke excitement; they are entertaining! These are all experiences that online shopping can not deliver, and if brick and mortar stores can replicate this recipe for success, they might survive. This paper seeks to identify ways in which urban retail can generate desirability to survive in a post-Amazon world. Which physical, social and economic factors influence success? Certainly not all stores will make it out of the “retail apocalypse” alive, but how can planners, city leaders and developers create an environment that fosters brick and mortar retail success? ii iii RETAIL EVOLUTION: RETURN TO THE CITY Figure 0.1: A Secret Forest Richmond iv PREFACE I am an 8th Generation Cincinnatian. My great-great-great-grandpa owned a butcher shop in Over-the-Rhine, and eventually the family owned another grocery in East Walnut Hills. Like my family, many families come to new cities looking to build a living, and for thousands of years opening physical retail stores has provided that opportunity. Small shops like these are what make cities special. They are the economic and social drivers of urban life. I have many childhood memories of shopping in downtown Cincinnati, small shops along 4th or 7th streets, at Tower Place, seeing Santa at Carew Tower, but I also have many memories Figure 0.2: Noppenberger Family at their Butcher Shop of shopping malls: the smell of the pretzels and department store perfumes, hiding under clothing racks, and trying to be good to hopefully earn the treat of a Great American Cookie. Today, most of the shops I visited downtown, and the malls I frequented in the suburbs, are closed. In fact, I once lived in an apartment inside the former Shillito department store building. I’ve witnessed many transformations of the retail environment in my hometown over the course of my life, and right now I’m witnessing another. Figure 0.3: John Noppenberger Grocery v Prior to attending the University of Cincinnati for my masters in Community Planning, I was working in brand management for consumer products. It was my job to understand consumer motivations and behaviors, as well as changing market dynamics. Right now, behaviors and market dynamics are evolving rapidly. Consumers purchase more of their daily needs and wants online, and expect things to arrive quickly and effortlessly. People have new preferences about where and how they want to live, namely with more people choosing to live in urban areas. These mounting changes are all contributing to a monumental shift in the retail environment. My interest lies in the role that urban retail environments will play in the coming decades… until the next inevitable swing. Figure 0.4: Photo of Author vi TABLE OF CONTENTS Abstract Preface ii v PART ONE PART TWO 1. Introduction 01 6. Potential for an Urban Retail District 55 1.1 A History of Retail in the US 03 6.1 Diagnostic Assessment 57 1.2 The Return to the City 07 6.1.1 Set the Boundaries 58 1.3 Research Objectives 09 6.1.2 Inventory 60 6.1.3 Demographic Data 62 2. Brick and Mortar Retail Apocalypse 11 6.1.4 Accessibility 64 2.1 Amazon and E-Commerce 15 6.1.5 Visibility 65 2.2 Luxury and Discount Paradox 18 6.1.6 Retail Mix 66 2.3 Economic Impact of Retail 19 6.1.7 Civic and Cultural Uses Audit 68 2.4 Social Impact and Behavioral Drivers 21 2.5 Classifying Retail 23 7. Proposal 69 3. Methodology 24 8. Caveats and Conclusions 81 4. Trends in Brick and Mortar Retail 27 Bibliography 84 4.1 Convenience 29 Figures Cited 87 4.2 Experience 34 5. Success Factors for Urban Retail 41 5.1 Physical 43 5.2 Social 51 5.3 Economic 53 vii LIST OF FIGURES Figure 0.1: A Secret Forest Richmond Figure 4.14: Merci Concept Store Figure 0.2: Noppenberger Family at their Buther Shop Figure 4.15: Pop Up Figure 0.3: John Noppenberger Grocery Figure 4.16: Story NYC Figure 0.4: Photo of Author Figure 4.17: Shinola Flower Stand Figure 1.0: Bakeshop New York Figure 4.18: Urban Outfitters Figure 1.1: Macy’s Herald Square 1903 Figure 4.19: Battery Park Book Exchange and Champagne Bar Figure 1.2: Sear’s Catalog 1908 Figure 4.20: House of Vans Figure 1.3: Amazon Fulfillment Center Phoenix Figure 4.21: Late Night Chameleon Café Figure 1.4: Miami Design District Figure 4.22: Bygones Richmond Figure 2.0: Detroit Storefront Figure 4.23: Blue Bones Richmond Figure 2.1: Closures by Square Footage Figure 4.24: Broad Street Figure 2.2: Headlines Figure 4.25: Skate Shop Richmond Figure 2.3: Goods Bought in Store Figure 5.0: Record Shop Detroit Figure 2.4: Commercial Sq Ft Per Capita Figure 5.1: Nordstrom Men’s NYC Figure 2.5: Amazon Fulfillment Center Locations Figure 5.2: Rapid Bus Line Richmond Figure 2.6: Top E-Commerce Companies Figure 5.3: Quirk Hotel Broad Street Figure 2.7: Digital Natives Go National Figure 5.4: Soap Bar NYC Figure 2.8: Offline vs Online Growth Figure 5.5: Bakery NYC Figure 2.9: TJ Maxx vs Macy’s Growth Figure 5.6: Clementina Detroit Figure 2.10: Big Box Taxes per Acre Figure 5.7: Street Art Richmond Figure 2.11: Dark Stores Figure 5.8: RVA Painting Figure 3.0: Oculus New York Figure 5.9: West Elm Carytown Figure 4.0: Stores in Carytown Figure 5.10: Saks Fifth Avenue NYC Figure 4.1: Sugarfina Columbus Circle Figure 5.11: Trees in Miami Design District Figure 4.2: Amazon Go Figure 5.12: Shopping Street in Richmond Figure 4.3: Bodega Figure 5.13: Jo’s Austin Figure 4.4: Kate Spade New York Figure 5.14: Winter Market NYC Figure 4.5: Diesel Berlin Figure 5.15: Solita Richmond Figure 4.6: Benefit Cosmetics Vending Machine Figure 5.16: Flower Boxes Near Quirk Figure 4.7: Applestone Meats Vending Machine Figure 6.0: West Fourth Street Figure 4.8: The Refill Shoppe Figure 6.1: Historic Department Store Locations Figure 4.9: Pursuit Store on Wheels Figure 6.2: D.C. Vibrant Retail Streets Toolkit Figure 4.10: Universal Standard Figure 6.3: Boundaries Figure 4.11: Trunk Club Clubhouse Figure 6.4: Historic Fourth Street Figure 4.12: Shinola Watches Figure 6.5: Street Frontage Figure 4.13: Starbucks Roastery Milan Figure 6.6: Demographic Profile viii LIST OF FIGURES CONTINUED Figure 6.7: Development Map Figure 6.8: Accessibility Map Figure 6.9: Visibility Figure 6.10: Retail Criteria Figure 6.11: NG&S Figure 6.12: F&B Figure 6.13: GAFO Figure 6.14: Civic Uses Figure 7.0: View of West Fourth Figure 7.1: Fourth Street Character Figure 7.2: District Ownership Figure 7.3: Current Status Figure 7.4: Street Rendering Figure 7.5: Sidewalks Figure 7.6: Sidewalks of Fourth Street Figure 7.7: Benches by WMBstudio Figure 7.8: Seating San Francisco Figure 7.9: Historic Lamp Post Figure 7.10: Painted Canopy Miami Figure 7.11: Street Art NYC Figure 7.12: Neighborhood Banner Figure 7.13: Conceptual District Banner Figure 7.14: Vacant Storefront on Fourth Figure 7.15: 435 Elm Street Figure 7.16: Second Sunday on Main Figure 8.0: Greene Street Figure 8.1: Aritzia ix INTRODUCTION Figure 1.0: Bakeshop New York 1 INTRODUCTION Shopping: routine, leisure activity, form of therapy, chore, social “The retail sector provides goods and services to urban residents and outing, bonding ritual, treasure hunt; whatever the motivation, the act of visitors; employs a substantial share of the workforce, generating income shopping is one of the most prevalent human activities.
Recommended publications
  • The Retail Apocalypse - Fact Or Fiction?
    The Retail Apocalypse - Fact or Fiction? May 10, 2019 Panel Introductions • Moderator: • Manuel Farach, Member, McGlinchey Stafford • Panelists: • Sarah Lemke, Vice President, Project Development, New England Development • Matt Epstein, Director, Goulston & Storrs, P.C. Agenda • Current State of Retail • Is It Really an Apocalypse? • Strategies for the New Future of Retail • Conclusion and Q&A Current State of Retail- Store Closures Abound ▪ Over 12,000 stores closed in 2018 ▪ Over 5,800 stores have already announced closures planned for 2019, including: ▪ Payless- 2,500 stores ▪ Gymboree- 805 stores ▪ Family Dollar- 390 stores ▪ Shopko- 371 stores ▪ Gap- 230 stores ▪ Sears- 70 stores ▪ Victoria’s Secret- 53 stores ▪ Abercrombie & Fitch- 40 stores ▪ Other retailers closing: Aerosoles, American Apparel, BCBG, Bon-Ton, Children’s Place, CVS, Dollar Tree, Foot Locker, Guess, JC Penney, Limited, Macy’s, Michael Kors, Toys R Us, Victoria’s Secret, Wet Seal © New England Development 4 Current State of Retail - Store Closures Abound © New England Development In 2018, over 145 million square feet of retail closed 5 Current State of Retail - Bankruptcies Continue © New England Development 6 What’s Causing Widespread Closures and Bankruptcies? ▪ Retailers facing massive debt from private equity financings ▪ E-Commerce and the “Amazon Effect” ▪ “Over-Retailing”/Saturation of the Market ▪ Changing Consumer Demands ▪ Inability to Adapt © New England Development 7 E-Commerce - Part of the Problem E-commerce continues to gain steam- growing 15% in 2018,
    [Show full text]
  • Municipality
    TheMunicipality Your Voice. Your Wisconsin. January | 2019 2019–2020 LEAGUE LEGISLATIVE AGENDA Split Party After the Retail Apocalypse, Preparing Wisconsin New Records Control is Good Small State Agency — Prepare for the Property Opportunity Zones Schedule Approved for Municipalities Big Statewide Impact Tax Meltdown for Investment for Municipalities 4 8 The Municipality12 | January 2019 20 24 1 Is there a company that insures only cities and villages? Oh yes, dear Why LWMMI, of course For 33 years, the League of Wisconsin Municipalities Insurance Program has responded to the coverage needs of local cities and villages, saving them substantial amounts of money in the process Protecting The Communities We Live In. 608.833.9595 | www.LWMMI.org A Mutual Company Owned by Member Cities and Villages. TheMunicipality The Municipality Official Monthly Publication of the League of Wisconsin Municipalities January | 2019 Volume 114, No. 1, January 2019 Editorial Offices 131 W. Wilson St., Suite 505, Madison, WI 53703 Feature Dial (608) 267-2380 In-State (800) 991-5502 Fax: (608) 267-0645 Small State e-mail: [email protected] Split Party Agency — Here’s to Did You Website: www.lwm-info.org Control is Good for Big Statewide You Know? The Municipality serves as the medium of Municipalities Impact exchange of ideas and information on municipal affairs for the officials of Wisconsin cities and villages. Nothing included herein is to 3 4 8 11 be construed as having the endorsement of the League unless so specifically stated. The Municipality (ISSN 0027-3597) is published monthly at $25 per year ($5.00 per copy, back After the Retail Preparing issues $5.00 each) by the League of Wisconsin Apocalypse, Wisconsin Municipalities, 131 W.
    [Show full text]
  • The Retail Apocalypse - Debunking the Myth
    Public Square | CNU Journal September 2019 The Congress for the New Urbanism Page 1 The Retail Apocalypse - Debunking the Myth Introduction – The “Retail Apocalypse” is a This article also touches on some emerging retail concept being actively promoted through media trends, including retrofitting vacant mall anchors headlines, and largely based on recent closures and leveraging the “Halo Effect” of Omni-channel among national chain stores across the nation. marketing to optimize retail sales. However, it is only a myth that can be easily debunked with real data. Increasing Number of Retail Establishments – The hypothetical Retail Apocalypse should be It is important to debunk the myth and change supported by a decline in the total retail the dialogue about the future of retail establishments – but nothing could be farther nationwide, in our downtowns, and all urban from the truth. In fact, the United States had over settings. By challenging mainstream media and 1 million retail establishments in 2018 – and more shifting the conversation, we hope to instill new than the prior year 2017. More specifically, the faith and encouragement for urban and town Bureau of Labor Statistics (BLS) reported planners, developers, downtown merchants, and 1,044,509 establishments for 2018, for a net gain of main street managers. +2,413 establishments since 2017 (1,042,096). The 2018 figure also represents a net gain of over This article explores real data and demonstrates +20,800 establishments since the trough in 2011. that the total number of retail establishments and aggregate retail sales are actually increasing; A timeline of total retail establishments since 2001 new chain stores and restaurant openings are is shown in chart below.
    [Show full text]
  • 2019 Property Portfolio Simon Malls®
    The Shops at Clearfork Denver Premium Outlets® The Colonnade Outlets at Sawgrass Mills® 2019 PROPERTY PORTFOLIO SIMON MALLS® LOCATION GLA IN SQ. FT. MAJOR RETAILERS CONTACTS PROPERTY NAME 2 THE SIMON EXPERIENCE WHERE BRANDS & COMMUNITIES COME TOGETHER SIMON MALLS® LOCATION GLA IN SQ. FT. MAJOR RETAILERS CONTACTS PROPERTY NAME 2 ABOUT SIMON Simon® is a global leader in retail real estate ownership, management, and development and an S&P 100 company (Simon Property Group, NYSE:SPG). Our industry-leading retail properties and investments across North America, Europe, and Asia provide shopping experiences for millions of consumers every day and generate billions in annual sales. For more information, visit simon.com. · Information as of 12/16/2019 3 SIMON MALLS® LOCATION GLA IN SQ. FT. MAJOR RETAILERS CONTACTS PROPERTY NAME More than real estate, we are a company of experiences. For our guests, we provide distinctive shopping, dining, and entertainment. For our retailers, we offer the unique opportunity to thrive in the best retail real estate in the best markets. From new projects and redevelopments to acquisitions and mergers, we are continuously evaluating our portfolio to enhance the Simon experience—places where people choose to shop and retailers want to be. 4 LOCATION GLA IN SQ. FT. MAJOR RETAILERS CONTACTS PROPERTY NAME WE DELIVER: SCALE A global leader in the ownership of premier shopping, dining, entertainment, and mixed-use destinations, including Simon Malls®, Simon Premium Outlets®, and The Mills® QUALITY Iconic, irreplaceable properties in great locations INVESTMENT Active portfolio management increases productivity and returns GROWTH Core business and strategic acquisitions drive performance EXPERIENCE Decades of expertise in development, ownership, and management That’s the advantage of leasing with Simon.
    [Show full text]
  • Kate Spade Company Mission Statement
    Kate Spade Company Mission Statement Quillan remains faery after Derek blueprints apolitically or synonymizing any tachycardia. Batwing Way rode, his foldboats throw thraws ruddily. Kuwaiti and wearied Sargent calliper, but Rahul sagaciously fuses her riddance. How does a statement for us to securing the spade mission statement reflects on any social media page or Mission Statement Kate Spade New York is a global lifestyle brand. About us Safilo Group. Kate spade new york inspires women recover the alarm to share the heroines of that own Michael Kors is as world-renowned designer of luxury accessories and. Designer Kate Spade found on from apparent suicide. Brand analysis what is kate spade new york Weebly. When will review the mission statement: the prada is quick and trust your account information contained a leather crossbody styles unset by leaving the hope the links to activate your inbox. The company are committed to inclusives to look unexpected barriers to kate spade company include statements. It's totally real union can anticipate great deals too it somewhat real. Who drain the top 10 handbag designers? Kate Spade analysis of financial operations Affordable Online Tutors. Kate Spade person gets zilch from 24 billion species of Kate. Kate Spade New York Announces New Location for Corporate. Is type in statement is the clutch bag. Urlhttpkatespadebagonline2003weeblycomkate spade handbagsurl lijgxb. Is Kate Spade going part of business? Her concerns about but had occurred Zeitlin said poverty a statement. Jenna bush died on in times at or data sharing your profile raising, they are with the department of a year after.
    [Show full text]
  • Resilient Forms of Shopping Centers Amid the Rise of Online Retailing: Towards the Urban Experience
    sustainability Article Resilient Forms of Shopping Centers Amid the Rise of Online Retailing: Towards the Urban Experience Fujie Rao Melbourne School of Design, University of Melbourne, Melbourne 3010, Australia; [email protected] Received: 13 June 2019; Accepted: 17 July 2019; Published: 24 July 2019 Abstract: The rapid expansion of online retailing has long raised the concern that shops and shopping centers (evolved or planned agglomerations of shops) may be abandoned and thus lead to a depletion of urbanity. Contesting this scenario, I employ the concept of ‘retail resilience’ to explore the ways in which different material forms of shopping may persist as online retailing proliferates. Through interviews with planning and development professionals in Edmonton (Canada), Melbourne (Australia), Portland (Oregon), and Wuhan (China); field/virtual observations in a wider range of cities; and a morphological analysis of key shopping centers, I find that brick-and-mortar retail space is not going away; rather, it is being increasingly developed into various shopping spaces geared toward the urban experience (a combination of density, mixed uses, and walkability) and may thus be adapted to online retailing. While not all emerging forms of shopping may persist, these diverse changes, experiments, and adaptations of shops and shopping centers can be considered a form of resilience. However, many emerging shopping centers pose a threat to urban public life. Keywords: retail resilience; online retailing; shopping center; urban experience; urbanity 1. Introduction Shopping has been at the heart of urbanity since the earliest cities developed as sites of exchange. One sees and touches the product, perhaps smells and tastes it, bargains with the trader and experiences the larger social, political and cultural life that comes with traditional marketplaces.
    [Show full text]
  • Perspectives on Retail and Consumer Goods
    Perspectives on retail and consumer goods Number 7, January 2019 Perspectives on retail and Editor McKinsey Practice consumer goods is written Monica Toriello Publications by experts and practitioners in McKinsey & Company’s Contributing Editors Editor in Chief Retail and Consumer Goods Susan Gurewitsch, Christian Lucia Rahilly practices, along with other Johnson, Barr Seitz McKinsey colleagues. Executive Editors Art Direction and Design Michael T. Borruso, To send comments or Leff Communications Allan Gold, Bill Javetski, request copies, email us: Mark Staples Consumer_Perspectives Data Visualization @McKinsey.com Richard Johnson, Copyright © 2019 McKinsey & Jonathon Rivait Company. All rights reserved. Editorial Board Peter Breuer, Tracy Francis, Editorial Production This publication is not Jan Henrich, Greg Kelly, Sajal Elizabeth Brown, Roger intended to be used as Kohli, Jörn Küpper, Clarisse Draper, Gwyn Herbein, the basis for trading in the Magnin, Paul McInerney, Pamela Norton, Katya shares of any company or Tobias Wachinger Petriwsky, Charmaine Rice, for undertaking any other John C. Sanchez, Dana complex or significant Senior Content Directors Sand, Katie Turner, Sneha financial transaction without Greg Kelly, Tobias Wachinger Vats, Pooja Yadav, Belinda Yu consulting appropriate professional advisers. Project and Content Managing Editors Managers Heather Byer, Venetia No part of this publication Verena Dellago, Shruti Lal Simcock may be copied or redistributed in any form Cover Photography without the prior written © Rawpixel/Getty Images consent of McKinsey & Company. Table of contents 2 Foreword by Greg Kelly 4 12 22 26 Winning in an era of A new value-creation Agility@Scale: Capturing ‘Fast action’ in fast food: unprecedented disruption: model for consumer goods growth in the US consumer- McDonald’s CFO on why the A perspective on US retail The industry’s historical goods sector company is growing again In light of the large-scale value-creation model To compete more effectively Kevin Ozan became CFO of forces disrupting the US retail is faltering.
    [Show full text]
  • Has the Retail Apocalypse Hit the DC Area?
    POLICY BRIEF Has the Retail Apocalypse Hit the DC Area? Leah Brooks, Urbashee Paul and Rachel Shank APRIL 2018 POLICY BRIEF APRIL 2018 | LEAH BROOKS, URBASHEE PAUL AND RACHEL SHANK1 In 1977, the White Flint Mall opened to great acclaim as Maryland’s premier mall, complete with glass elevators, glamorous anchor stores, and an exciting eatery. Now, more than four decades later, White Flint Mall is situated in a sea of empty parking lots. Except for anchor tenant Lord and Taylor, with which the mall owner is in protracted litigation, the mall sits empty. About a decade before White Flint launched, Northern Virginia’s Tysons Corner Center opened, also to acclaim. Tyson’s Corner has seen continued success,2 welcoming Apple’s flagship store in 2001,3 and Spanx’s first brick and mortar store in 2012.4 The promised increase in walkability ushered in by the Silver Line expansion has heralded opportunity for new residential and commercial development.5 To what extent is this divergence due to e-commerce? The Rise of E-commerce Indeed, there is substantial evidence that brick-and-mortar retail is suffering. CNN Money10 reports that 2017 marked E-commerce dates to 1994, when the New York Times the highest number of retail store closure announcements in reported that Philadelphia’s Phil Brandenberger used his history. Within the past year, once-prominent malls in computer to purchase a Sting album. In the following year, New Jersey and Pennsylvania have closed almost 200 Amazon sold its first book, and Pierre Omidyar founded stores. And the wave seems unlikely to be over: Toys R Us Ebay.6 has recently declared bankruptcy, while long-time anchor tenants Sears, Kmart, J.C.
    [Show full text]
  • Corporate Responsibility Report 2017
    CORPORATE RESPONSIBILITY REPORT FISCAL YEAR 2017 2017 CORPORATE RESPONSIBILITY REPORT WHAT’S INSIDE INTRODUCTION 3 A Message From Our CEO 4 Executive Summary 5 TAPESTRY AT A GLANCE 6 A Brief History – The Tapestry Brands 7 Our Approach to Corporate Responsibility 11 Materiality 12 Stakeholder Engagement 13 SECTION 1 – ENVIRONMENT & SUPPLY CHAIN 14 Corporate Governance 14 Global Business Integrity Program 16 Supply Chain & Human Rights 18 Environmental Sustainability 22 SECTION 2 – COMMUNITY ENGAGEMENT 27 Coach Foundation 27 Kate Spade New York Foundation 31 on purpose 35 SECTION 3 – EMPLOYEE EMPOWERMENT 36 Employee Development 38 Inclusion & Diversity 39 Employee Total Rewards 41 CLOSING 43 About This Report 43 APPENDIX 44 Appendix A: 2020 Sustainability Goals Update 44 Appendix B: GRI Index 45 Appendix C: Global Business Integrity Program Policies 46 • C1: Code of Conduct 46 • C2: Global Operating Principles 50 • C3: Supplier Code of Conduct 53 • C4: Anti-Corruption Policy 58 • C5: Animal Welfare Policy 62 2 2017 CORPORATE RESPONSIBILITY REPORT INTRODUCTION Welcome to our first comprehensive Corporate Responsibility Report (the “Report”) as Tapestry, Inc. (“Tapestry”) covering our corporate offices and retail stores for each of our brands – Coach, Kate Spade and Stuart Weitzman. This Report builds on Sustainability Reports issued previously by Coach, Inc. Sustainability is embedded in the way we do business – from our design and production processes, to shipping and transport practices, to the way we present our products to our customers. It’s also manifested in the way we care for our employees and the communities where we operate. We hope that the information presented in this Report will be useful for our customers, suppliers, business partners, employees, community members and investors, as well as interested parties in governmental and non-governmental areas.
    [Show full text]
  • PASI News Winter 2019
    Volume 43 - Number 4 Winter 2019 Professional Advisory Services, Inc. 2770 Indian River Blvd. – Suite 204 • Vero Beach, FL 32960 (800) 847-7274 • (772) 778-0552 • fax (772) 770-2979 Market Update – An Extraordinary Decade by David A. Jaffe, M.D. In his book Thank You for Being Late, author Thomas Friedman poses detailed and compelling arguments suggesting that our planet is experiencing one of the greatest inflection points in world history – catalyzed by the accelerating impact of technology, globalization, and climate change. It is a well-documented and compelling read. In the shadow of this postulate, the “twenty-tens” were a pretty good but hardly extraordinary decade in the financial markets. Consider: the 256% total return of the S&P 500, translating into an average annual return of 13.5%, makes it only the fourth best decade since the 1930s (yawn). Of course, one could be forgiven for exaggerating the magnitude of the decade’s progress when taken in the context of recent history, specifically following on the heels of the “twenty-oughts”. Dubbed by some the “lost decade”, investors holding the S&P 500 from 2000-2010 experienced a decline of 0.86%, even after reinvesting cash dividends. The lost decade earns the dubious distinction of being the worst 10-year investment period since the 1930s, thanks to the Great Recession and stock market plunge of 2008-2009. The dreary market experience of that era set the stage for the healthy recovery that we have all enjoyed over the last ten years. Governments around the world pumped trillions into projects which spurred economic growth, while central banks led by the U.S.
    [Show full text]
  • How Digital Transformation Is Reshaping the Global Fashion Industry
    Trending this season: How Digital Transformation Is Reshaping the Global Fashion Industry www.commercetools.com Executive Summary When it comes to online revenue share, the global fashion business takes the pole position. The growth of mobile commerce, as well as social media, translate both into new revenue streams but also into challenges which have to be met. This white paper talks about how well-known brands and retailers tackle things like brand experience, assortment, and scalability and how they leverage cloud infrastructure and in-house technical know-how to adapt to these changing conditions. Introduction According to McKinsey’s 2018 State of Fashion report1, “The total sales of the traditional fashion sector have grown by more than 20 percent over the last three years”. Every year, the fashion industry, ranging from retailers to luxury brands, drives a significant profit to the global economy. It is one of the biggest, yet most challenging industries impacted by hundreds of factors, including economic uncertainties as well as digital transformation. Digital transformation in the fashion industry brings a lot to the table, but if ignored, it can unravel everything else. In response to this digital wave, many fashion brands are now under pressure to innovate while at the same time being cost-conscious. Brands have started to improve their speed to market and to innovate and automate their core product design, manufacturing, and overall supply chain process. The need to embrace digital transformation is a need of time for them. Why? Because consumers’ expectations are now at the highest level. They are no longer content with the simple purchase transaction; they want to have an experience attached to it, and the credit goes to digital technologies they are exposed to.
    [Show full text]
  • In Some Respects, We Go Down Parallel Tracks Because the More
    “I think the future “You never do Jeffrey [department] things thinking Nicolas Gennette store is going you will make a big Ghesquière to be a di erent statement. It just cocktail of goods happens sometimes and services and you are lucky. and di erent You don’t think William Marigay Bratton operating you will do McKee Chip models.” a revolution.” Bergh — Jeffrey Gennette WWDWEDNESDAY, OCTOBER 29, 2014 ■ $3.00 ■ WOMEN’S WEAR DAILY — Nicolas Ghesquière Michelle revolutionGloeckler 2014 WWD APPAREL & RETAIL CEO SUMMIT John Spelich NEW YORK — CREATIVITY. CHARM. PASSION. INSTINCT. PERSONALIZATION. DRIVE. THESE WERE ALL WORDS evolutionUSED BY FASHION AND RETAIL EXECUTIVES GATHERED AT THE PIERRE HOTEL HERE AS THEY DISCUSSED SUBJECTS INCLUDING THE GROWING MADE IN THE USA MOVEMENT, THE CREATIVE FORCE, THE FUTURE OF THE David DEPARTMENT STORE, THE INDUSTRY’S INCREASING GLOBALIZATION IN ONLINE AND OFF-LINE RETAIL, AND THE Walker- VITAL NEED TO INSPIRE EVERYONE FROM THE CONSUMER TO THE EMPLOYEE. FOR MORE, SEE PAGES 4 TO 12. Smith Stefano Rosso “Charm is one of the most undervalued things in business today. People respond exceptionally well to charm. It’s a challenge for department stores today, especially when they’re very large. That element of charm leads to the need for personalization, to tailoring the sale to di erent customers.” Rick José Caruso — Marigay McKee de Jesús Legaspi “We’re trying to fi nd “When it comes to our investment in U.S. a defi ned market in manufacturing, we know it’s not only the right thing Deena the United States for to do, it’s good for business, it’s good for communities Varshavskaya and it’s good for our customers.” Christina goods that are made Mercando here.
    [Show full text]