omnichannel-retail
(83)
The sale is bigger than the store.
Teamwork Commerce connects the checkout to the stockroom, the website, and the next store over. The interesting part is what happens when a retailer finally lets them talk.
One store. Many moving parts.
Celerant Technology connects the checkout, the website, and the stockroom. Its real specialty is handling the peculiar things independent retailers actually do.
Framebridge and the art of getting around to it
A $1,600 framing bill sent Susan Tynan looking for a better way. The company she built reveals how much work it takes to make a personal purchase feel simple.
The Vitamin Shoppe sells the second question.
The internet can find you a supplement. The Vitamin Shoppe is betting you still want someone to help make sense of the shelf.
Bob's made the price tag boring. That’s the point.
Free ice cream gets the attention. A tightly chosen assortment, everyday prices and a shopping cart that follows you home explain how Bob’s Discount Furniture built a national business.
Mattress Firm and the price of being everywhere
The showroom made a confusing purchase tangible. The store count made it expensive. Inside Mattress Firm’s long lesson in how much proximity is worth.
The Children’s Place and the next size up
Children keep outgrowing their clothes. The Children’s Place built a business around that certainty. Its turnaround shows how much can still go wrong between a growth spurt and a sale.
Leslie’s made the test free. The lesson got expensive.
A water sample built Leslie’s retail engine: diagnose the problem, explain the fix, sell the supplies. Its Chapter 11 filing asks how much that expertise is worth when shoppers start comparing prices.
At Home Has Room for Everything. Even a Reset.
At Home built its business on a vast choice of affordable décor. After a costly financial reset, the next challenge is helping shoppers choose.
Albertsons Companies: The neighborhood store is a national machine
Safeway, Vons, Jewel-Osco. Different signs, one grocery business. After a $24.6 billion merger fell apart, Albertsons must make the machinery behind the neighborhood store work harder.
Kohl’s needs a reason to visit. Then a reason to stay.
Amazon returns bring people through the door. Sephora gives them a destination. Kohl’s next challenge is making the rest of the shopping trip earn its place.
Michaels picked up the thread.
Joann closed. Party City disappeared. Michaels saw unfinished projects, unplanned birthdays, and a very practical opening: give those customers somewhere to go.
Tapestry and the art of wanting less
After an $8.5 billion deal fell apart, the owner of Coach and Kate Spade had a smaller portfolio to work with. The interesting part is what happened inside it.
Macy's is learning to think smaller
The store that taught America to shop is pruning its footprint and putting people back on the floor. Its turnaround asks a deceptively simple question: how much department store do customers actually want?
BJ’s Wholesale Club sells the next trip.
The warehouse club’s real product is a reason to come back. Fresh food, coupons and a $60 membership turn a bulk-shopping bargain into a weekly habit.
Good products. Now give them a way out.
Ergode buys brands and runs the machinery that gets them sold. Its unlikely family of soccer gear, petticoats and washable bottles explains a surprisingly practical business.
I and love and you puts the pet bowl on the grocery list
The Boulder pet-food company built its business around a simple shopping habit. Now, with Made by Nacho and Bobby Flay aboard, it is making a bigger bet on cats.
Tuckernuck Sells the Whole Weekend
A dress, a dinner party, a place you wish you were. Tuckernuck built its business by understanding how those things belong together.
Hypefast builds the business behind the brand
A beauty compact. A baby outfit. A warehouse. Hypefast is connecting the things shoppers see with the machinery they don’t - and learning that a smaller portfolio can make a stronger business.
Licious sells meat. Trust is the hard part.
A chicken order is a small act of faith. Licious built a cold chain to earn it - then discovered that an online meat brand also needs a shop window.
Wooden Street sells furniture. The real product is confidence.
A sofa looks easy to buy until you have to live with it. Wooden Street built stores, factories and a delivery operation around that inconvenient little fact.
Thrasio bought the shelf. Then came the bill.
A pet-odor spray helped sell a billion-dollar idea: buy Amazon brands and make them better. Thrasio’s rise, bankruptcy and return to brand building expose the distance between a good product and a good portfolio.
Nextuple and the art of keeping a retail promise
The buy button makes a promise. Nextuple works on the inventory, order routing, and store operations that decide whether a retailer can keep it.
Laika took pet shopping online. Then it opened the doors.
The Colombian pet retailer raised $65 million across three funding rounds, built a membership habit and moved into physical stores. Its next test is making that combination pay.
Blibli Is Building an Online Mall You Can Walk Into
Phones, groceries, holidays, a new sofa. Blibli is stitching together the places Indonesians spend their money - and betting that the next online purchase may begin in a physical store.
Migros One Wants the Whole Shopping List
Groceries, dinner, pet food: Migros One is gathering the household shop into one app. Behind the screen, the Turkish retailer is putting its stores, software and delivery network to work together.
Red Ant and the art of the five-minute checkout
Furniture Village cut checkout from 20–30 minutes to five with Red Ant’s retail software. Behind the faster sale is a bigger ambition: giving store associates the information, tools and credit to serve customers wherever they buy.
K3 Cut Away the Conglomerate. What Remains Is Fashion's Operating System.
After years of selling everything from manufacturing software to retail systems, the British company has made one blunt choice: build the missing fashion layer inside Microsoft Dynamics 365.
Holt Renfrew Bet $300 Million That the Future of Luxury Would Be Bigger, Fewer and More Personal
Canada’s old furrier survived by shrinking its map and enlarging the experience. Its useful lesson is not ‘be luxurious’ - it is to spend where digital cannot: trust, taste and human attention.
Madison Reed Gave Away 7,000 Boxes - Then Built a Hair-Color Habit People Would Pay For
Amy Errett spent heavily to make salon-grade color feel safe at home, discovered that free customers rarely return, and turned the lesson into an omnichannel beauty business built around guidance, repetition and trust.