Beyond Retail Vol II

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L EE D & W E LL AC C R E DIT E D P R O F E S S I O N AL S

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Little’s goal is aimed at elevating the performance of our clients in the retail, healthcare, community and workplace industries by delivering Results Beyond Architecture.

We accomplish this by offering a comprehensive array of services rare among design firms today.

Our transdisciplinary approach unites architects, interior designers, engineers, land planners, graphic designers, animators and IT experts.

This strategy assures you of the most creative, comprehensive and fully coordinated solutions possible.

We’ve searched out the best of the best, so you don’t have to.

These experts collaborate with you and with one another, balancing the regional knowledge acquired through Little’s national network of offices with local, market specific needs to create the most effective design solution for you.

CLICK HERE TO LEARN MORE ABOUT OUR RETAIL PRACTICE

Today’s retail landscape is more fluid, fast-moving, and full of opportunity than ever before. At Little, we design retail experiences that rise to meet this moment by blending digital and physical touchpoints, aligning brand with purpose, and transforming stores into hubs of community and connection.

Consumers aren’t just buying products. They’re choosing experiences that reflect their values. Sustainability, circularity, wellness, and social impact are reshaping expectations across every sector. Conscious consumerism is becoming a business imperative and, for us, a powerful design opportunity.

At the same time, emerging technologies like artificial intelligence are reshaping how brands engage. Smarter, more adaptive environments can anticipate needs, personalize interactions, and increase efficiency without losing the human touch. We explore how AI and innovation can elevate experience while supporting ethical, purpose-driven retail.

Whether you're reimagining food retail, blending hospitality with wellness destinations, transforming financial services into lifestyle-driven experiences, or adapting a national prototype to new markets, our team thrives on bringing bold ideas to life.

This collection of stories demonstrates how our retail practice goes beyond design to deliver results. We hope it sparks ideas for your brand, your space, and your future.

CONTENTS CONTENTS

THE GOOD POUR

UNIVERSITY CO-OP

12 NEWFOUND MARKET 16 SOUTHERN TIDE INFLECTION POINT: ARTIFICIAL 18 THE INTELLIGENCE, HUMANITY & RETAIL

28 ALLMODERN 30 CONSCIOUS CONSUMERISM 32 MARKET PLACE 36 GOODWILL BUDGET AND BRAND: VALUE 38 BALANCING ENGINEERING FOR RETAIL PROTOTYPES

22 FARROW AND BALL 24 THE GOOD POUR

42 UNIVERSITY CO-OP 46 CENTERWELL

4 8

PROJECT HIGHLIGHT:

CAMP RETAILTAINMENT: EXPERIENTIAL RETAIL ELEVATES THE CUSTOMER EXPERIENCE – James Farnell

PROJECT HIGHLIGHT:

PROJECT HIGHLIGHT:

– James Farnell

PROJECT HIGHLIGHT:

PROJECT HIGHLIGHT:

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PROJECT HIGHLIGHT:

– Daniel Montaño & James Farnell

PROJECT HIGHLIGHT:

PROJECT HIGHLIGHT:

– Sarah Curtis

PROJECT HIGHLIGHT:

PROJECT HIGHLIGHT:

PROJECT GO

RETAIL SPACES THAT 48 DESIGNING ENHANCE THE PATIENT EXPERIENCE – John Quinn

52 PROJECT GO 54 TESLA 56 FUTURE OF THE CONVENIENCE STORE 58 ELEVATING THE SIGNATURE EXPERIENCE 62 WEAVING TOGETHER THE PAST, PRESENT PROJECT HIGHLIGHT:

PROJECT HIGHLIGHT:

– Haley Ventura

CASE STUDY:

CASE STUDY:

& FUTURE

AND REFLECT: DESIGNING A MULTI66 PAWS SENSORY PET RETAIL EXPERIENCE

GROVE 98

70 THE EPICENTER FOR DOG OWNERS ON TRUST: HOW EARLY 74 BANKING ENGAGEMENT AND SMART DESIGN CASE STUDY:

CAN RECONNECT BANKS WITH THEIR COMMUNITIES – Sarah Curtis

78 GROVE 98 STEPS TOWARD PRACTICAL, SCALABLE, 80 5SUSTAINABLE IMPACTS IN RETAIL DESIGN PROJECT HIGHLIGHT:

– Philip Donovan

OUR CLIENTS' PERFORMANCE: 82 ELEVATING REPRESENTATIVE CLIENTS WHAT THEY ARE SAYING: 84 CLIENT TESTIMONIALS

– Sarah Curtis

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CAMP

MY KIDS AND I WERE BLOWN AWAY! UPON LEAVING, MY FOUR YEAR OLD TOLD ME 'IT WAS THE BEST DAY EVER.' LANA MARTIN GUEST CAMP

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CAMP A FAMILY EXPERIENCE COMPANY

GOALS 1. Reimagine an existing furniture store into an experiential space 2. Nurture creativity, education and connectivity among visitors 3. Work with local jurisdiction to ensure a timely completion

SOLUTION

Designed to inspire and engage families, the Atlanta outpost of CAMP is the retailer’s largest location to date, fusing a modernday toy store with immersive, interactive adventures.

Transformed from a La-Z-Boy retail store, the experiential space seamlessly blends product and play. CAMP Atlanta features a large retail area and multiple engagement zones where children and their families can shop and participate in hands-on activities. From arts and crafts to games, puzzles, and even a customizable slime bar, every inch of the space exudes the brand's whimsical, imaginative spirit.

Adjacent to the main retail space and behind the “Magic Door” is an area dedicated to seasonal, immersive exhibits.

Large enough for 120 patrons, the highly themed, interactive play space brings collaborations between CAMP and brands like Disney, Nike, and Paw Patrol to life.

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RE SULTS Shop! Design Awards Hardline Specialty Store Shop! Design Awards Store of the Year Shop! Global Design Award

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By James Farnell

RETAILTAINMENT: EXPERIENTIAL RETAIL ELEVATES THE CUSTOMER EXPERIENCE As originally published by Alicia Esposito for Retail TouchPoints

Consumers’ appetite for immersive experiences continues to grow, which means brands and retailers are rethinking the role of physical spaces — in particular the unique value that brick-andmortar stores add to consumers’ lives.

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With retailtainment, products are part of the experience, but they are not the focus. Instead, the top priority is to create an environment that allows visitors to more intimately engage with the brand or brands hosting the experience, and all the details (big and small) that activate the senses play their parts.

“The intersections between where we eat, work, live and shop are where the magic of an experience unfolds and where we can truly elevate the experience of customers through meaningful engagement and entertainment,” said James Farnell, Partner and Retail Practice Leader at Little. “Integrative design methodologies help our transdisciplinary teams embrace these concepts and move us ever-closer to meeting our clients’ goals.”

Farnell noted that retailtainment can be found across the spectrum of retail, including: •

Dining experiences: Consumers now demand more “multi-sensational restaurant experiences,” according to Farnell, which means high-end concepts bringing music, artistry and curated culinary experiences together to create a journey that is extremely difficult to replicate.

•

Exhibition: Digital and immersive concepts like ARTECHOUSE, the Van Gogh Exhibition in Paris or Borderless by TeamLab in Tokyo use highly sophisticated AR and VR capabilities that allow guests to interact with installations in a highly personal way.

•

Social food and beverage venues: In these spaces, entertainment meets the bar scene with sophisticated tech integrations. Examples include Putt Shack & Flight Club by State of Play as well as Electric Gamebox, which touts an interactive digital room featuring projection mapping, touch screens, motion tracking and surround sound to create an immersive adventure.

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RETAILTAINMENT: EXPERIENTIAL RETAIL ELEVATES THE CUSTOMER EXPERIENCE

In a recent interview, Farnell shared his insights and recommendations to help brands and merchants embrace the retailtainment revolution:

Retail TouchPoints (RTP): How would you define retailtainment?

James Farnell: The term ‘retailtainment’ aims to describe the intersection of entertainment and retail, where the customer is engaged in a meaningful activity that delivers a memorable experience.

It’s more than offering a product or a service; it’s about setting the stage for customers to engage with your brand to build trust and create moments that deepen relationships. While there are many examples of new brands emerging to capitalize on this specifically in the food and beverage sector, the principles of retailtainment can be applied to multiple sectors as well as store sizes.

Retailtainment elevates retail from a passive, functionary role (commodity, needs-driven replenishment that can mostly be achieved online) to an active, engaging experience where a two-way relationship is formed: customer to customer, customer to associate and directly with the brand.

RTP: How can traditional retail brands embrace this concept in a way that makes sense for their businesses?

Farnell: Entertainment can take many forms and engage any or all our senses.

It can be educational for the traditional brand; in the case of Tod’s, the brand invited one of its Italian leather craftsmen into a store to demonstrate how to make one of its signature driving shoes. This interactive experience put the tools in the hands of customers so they could engage in the activity themselves and become more active participants.

Alternatively, it can take a more abstract form. For example, Korean eyewear brand Gentle Monster curated immersive art installations and spaces for customers to explore. Both of these brands set the stage for customers to have a very personal experience with the product and both seek to evoke an emotional reaction from the customer.

There is much to be learned by following your customer beyond the rituals they have established within your particular sector. Many retail brands

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have adopted customer service standards typically experienced in the hospitality industry, and healthcare companies are following suit by rethinking the customer experience and treating patients as guests. Conversely, hotels are looking to the retail industry for ways to rethink their real estate, and they are in turn commercially activating their lobbies by delivering unique offerings to their guests.

RTP: Should brands and retailers attempt to stand these experiences up on their own, or is there value in bringing in partners?

Farnell: Many brands have successfully sought partners to collaborate with and there are several benefits of taking this approach, including: access to an expanded target audience, the ability to leverage the skillsets and resources of another brand, access to more data and metrics on customers, and increased overall sales.

Shinola successfully partnered with a well-known tattoo artist, Scott Campbell, for its downtown Los Angeles location. He occupied adjacent space and the brand regularly hosted events there. They collaborated on unique one-off product lines, including engraved leather goods that reflected the unique location and artistry of the brands. Shinola also partnered with an eatery called Di-Alba from New York to offer customers another gateway to the brand. Both companies benefited from the convergent footfall through the relationship, yet each brand could remain true to their core offer.

CLICK HERE TO LEARN MORE ABOUT LITTLE'S RETAIL EXPERIENCE.

RETAILTAINMENT The intersection of entertainment and retail, where the customer is engaged in a meaningful activity that delivers a memorable experience.

1 CREATES ACTIVE, ENGAGING EXPERIENCES

FORMS TWO-WAY RELATIONSHIPS

3

2

CAN BE APPLIED TO MULTIPLE SECTORS & STORE SIZES

ENCOURAGES 4 RE-ENGAGEMENT WITH EXISTING BRANDS

RTP: Are there any specific formats or store concepts in which retailtainment works best?

RTP: What are the broader business benefits of embracing retailtainment models?

Farnell: The pop-up phenomenon — a proven vehicle for emerging digitally native brands to dip their toes into retail waters — is increasingly becoming a preferred longer-term format. Pop-ups are hyper-flexible retail footprints that regularly adapt and evolve to keep customers entertained.

As brands increasingly move toward more flexible, agile real estate strategies with smaller footprints, they have been enabled to experiment and get closer to their customers and deeper into their communities. Bloomie’s and Nordstrom Local are two great examples of this.

I suspect the notion of the ‘pop-up’ will become woven into the practice of brick-and-mortar store design, and that it will become increasingly hard to distinguish the two.

Farnell: As the retail store evolves from a place in which to sell products and services toward a space in which to experience the brand, it has become clear that the store remains an important part of the overall journey. It helps drive brand recognition, online sales and loyalty on the customer’s path to purchase. A physical presence allows you to not only engage the emotions of your customers but also interact with them and gain valuable feedback on your products. It can be a valuable testing ground in the heart of shopping communities, and by engaging with customers at social events, brands also can get deeper insights into their lifestyle behaviors and preferences.

RTP: How do you believe the rise of retailtainment will impact the broader world of store design and experience strategy?

Farnell: How could these elements of socialization, work, shopping, entertainment and experience converge to provide a more relevant experience that serves our needs today? Saks Global's urban social club SaksWorks, managed by Convene, aims to provide members everything they need on-site, virtually all day. It features flexible meeting and restaurant spaces, cafés and fitness studios in a highly stylized environment. Members will be able to have hair and beauty treatments onsite, a mid-afternoon stretch session or cocktails with friends at SaksWorks bar.

The idea behind this convergence of retail, hospitality and workplace focuses on different trends and innovations being brought together to provide something unique — whether that’s a service, space or curated product selection.

The thinking process behind this encourages you to embrace seemingly ‘opposite’ ideas and concepts to find overlaps between different categories that identify new design opportunities.

This can be achieved by breaking down an experience into its elements, then reconstructing it with a better understanding of what’s involved and re-imagining it in a new context.

This hybrid approach to creating engaging, lifestyle-driven shopping environments will provide a muchneeded antidote to the lackluster suburban malls of our existing neighborhoods. By rethinking our neighborhoods, we’ll encourage the community to re-engage with our existing real estate and local brands.

It’s an opportunity to rethink our malls and retail centers to better serve the needs of tomorrow and provide more regenerative design solutions.

James Farnell, CID, FRDI, LEED Green Associate, NCIDQ, is a Partner and Retail Practice Leader at Little and can be reached at james.farnell@littleonline.com.

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NEWFOUND MARKET

THIS STORE HAS GIVEN US AN OPPORTUNITY TO BE CREATIVE AND AN OPPORTUNITY FOR US TO TREAT IT LIKE A LAB AND REALLY BE ABLE TO TAKE WHAT WE DO HERE [AND] BRING IT BACK INTO THE BRISTOL FARMS FAMILY AS A WHOLE. DAN EVON VICE PRESIDENT OF CULINARY / GENERAL MANAGER NEWFOUND MARKET

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NEWFOUND MARKET A FOODIE DESTINATION

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GOALS

SOLUTION

1. Implement a new market concept, combining grocery with full-service dining

Located in an outdoor shopping mall, Newfound Market was the first full-service dining venue in the Bristol Farms family.

2. Curate a shopping experience that is easy and exciting 3. Serve as a testing ground for technology

Guided by the core principles of global influence, curated offerings, well-being, and education, this concept reimagined the traditional

food market to deliver a cohesive, gourmet, food-centric experience.

The market featured a wide variety of food and beverage venues alongside a modern grocery offering diverse international selections. Upon opening, the store also incorporated robotic food preparation equipment and provided an outdoor communal gathering space to enhance the customer experience.

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SOUTHERN TIDE SPOTLIGHTING A COASTAL LIFESTYLE

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GOALS 1. Optimize existing space 2. Effectively navigate construction with retail units located above the store 3. Enhance storefront to increase visibility

SOLUTION

Elevating the brand's Southern heritage and coastal lifestyle, this shopping experience starts with a warm, inviting atmosphere.

Located in a mixed-use development, this 1,500 squarefoot store perfectly showcases Southern Tide's signature apparel while creating a comfortable and relaxed environment for shoppers.

Incorporating natural materials and featuring a color palette of soft, muted tones, the design team optimized an existing space through thoughtful organization that encourages easy navigation.

The existing store entrance was also made more visible and accessible for customers.

Additionally, the team effectively managed the complexities associated with having residential units situated above the store.

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By James Farnell

THE INFLECTION POINT: ARTIFICIAL INTELLIGENCE, HUMANITY & RETAIL 18

Beyond Retail Vol. II

In a world of abundance, experience has become an increasingly important currency for retail brands looking to distinguish themselves. Our cravings for human interaction, brand engagement, and sensory experiences may appear to contradict our fascination and dependence on technology. However, with the advent of sophisticated artificial intelligence (AI) technologies, we stand to experience an accelerant poised to catapult the retail industry forward.

How can retailers embrace this technology to remain relevant in this next era?

One of the primary drivers for many consumers choosing to shop in stores rather than online is interaction—the ability to connect with knowledgeable store associates, to touch, feel, and experience the brand with others. However, what happens when the customer becomes more knowledgeable than the store associate in an industry struggling to attract and train qualified employees?

What role can store design play in making associates and customers feel safe, seen, and valued?

Many businesses are turning to technology for solutions to these questions—from self-service kiosks and AI-powered customer service systems to chatbots that deliver service at scale—but the cost-benefit of a brick-and-mortar presence is still called into question.

As with any design problem or technology, it’s crucial to grasp the problem at hand to figure out the most suitable AI tools to adopt.

These tools are widely available and growing fast, with their influence becoming more powerful and disruptive, creating a divide between those who embrace AI and those who ignore it.

Historical trends point to AI becoming more catalytic and explosive than the discovery of fire, farming, or electricity. On the upside, AI holds the potential to create an opportunity where human jobs become more focused on creative endeavors, releasing us from the repetitive day-to-day tasks that can easily be automated.

According to a survey of 119 CEOs at the Yale CEO Summit, 42 percent of CEOs believe AI has the potential to destroy humanity in 5-10 years. However, it also has the potential to bring peace, solve hunger, save the planet, and cure cancer. Right now, we are afraid because, as Yuval Noah Harari, author of Sapiens, puts it, "It's the first time in history that nobody has any idea what the world will look like in 10 years."

Understandably, we all are a little uneasy. For years, we've felt in control of our decisions, reading magazines that we identify with and trusting editors or brands to curate the stores where we shop. Why does this AI make us feel so different? Isn't it here to help us and to make our experience more frictionless?

Perhaps the absence of humanity is making us distrustful of decisions being made on our behalf. The filter bubble—a term for how algorithmic bias leads us to experience only products, services, and information based on our prior choices— intentionally narrows our choices, perspectives, and understanding.

While Accenture reports that 83 percent of consumers are willing to share data to receive personalized experiences, data security is a significant barrier in technology and AI adoption. According to Katharina Koerner at iapp, one solution may be homomorphic encryption, a groundbreaking cryptographic technique enabling third parties to process information without revealing the data itself by running computations on encrypted data.

While homomorphic encryption seems reassuring—after all, our data stays safe, we can still receive personalized suggestions and

easily access products quickly—it doesn’t allow room for customers to encounter “positive” friction.

Consumers delight in the chance of the unexpected as it appeals to our innate curiosity and desire for discovery. The physical store lets us take control of our customer experience and enjoy a journey that might otherwise never be replicated, particularly if enhanced by relevant technology.

‘‘AI is like a GPS that promises the fastest route to a destination, but sometimes the unexpected detours are what create lasting memories and a genuine connection with a place.”

– Adi Floyd, Futurist at Trend Hunter

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THE INFLECTION POINT: ARTIFICIAL INTELLIGENCE, HUMANITY & RETAIL 20

LEISURE AND ENTERTAINMENT Ushering in an unprecedented degree of immersion to live experiences, the future of AI is all about blurring the lines between audience and performer—with retail outlets providing the perfect stage for AI to help choreograph increasingly unique experiences.

We’ve seen several concepts leading to this point, from the relatively analog yet highly Instagrammable sensation Museum of Ice Cream to the digitally immersive ArtecHouse. However, audiences of the future are no longer looking for passive experiences. They wish to be challenged and walk away with their own unique experience.

Immersive, Transformational Experiences Where and how we come together should be less about the transaction (which can be easily replicated online) and far more transformative.

It’s an opportunity to design for collective effervescence, which describes the energy when people come together for transformative experiences that create lifelong transcendent memories.

U2’s concert at the highly immersive Sphere in Las Vegas and wristbands worn at other shows, including Taylor Swift’s Eras Tour, are great examples of this tribal, postpandemic entertainment that is fueled by AI, where fans feel connected to one another through immersive soundscapes or wearable technology. K-pop groups are launching branded NFTs and digital experiences for fans. Esports teams and organizations have begun opening physical facilities globally for players to hone their skills, participate in live events, explore wellness practices, and produce inhouse content.

In stark contrast to this, but no less relevant, is Darkfield in Scotland.

At the forefront of technology and theatre, the concept is centered on shipping container sets shrouded in complete darkness. The enhanced binaural audio immersion technology provides the audience with a lost sense of self that is both highly personal and potentially disturbing to the senses. Performances include “Flight,” where participants experience a simulation of a

Beyond Retail Vol. II

passenger plane, and “Eulogy,” an immersive afterlife experience of being in a morgue.

Dark, indeed. But effective and richly experiential beyond passive digital experiences. Such experiences may have future applications to retail and other sectors as shoppers look to more entertaining, disruptively hybrid spaces to share.

dining experiences. It is a tool for enhancing our natural human senses, not a replacement. It can tell us what ingredients are used and understand individual likes and dislikes for more meaningful human engagement.

Recent statistics shared at the Future Festival reveal that eight out of ten meals are sourced from home, with 25 percent of consumers planning to cook more this year and 62 percent believing technology helps hone their culinary skills. Kroger’s ChefBot is just one example of how technology drives solutions in the food industry. The smart recipe bot uses visual AI to analyze a photo of the ingredients a user has on hand and then provides recipe options utilizing those ingredients—ultimately reducing food waste and saving time for the consumer.

FASHION RETAIL FOOD RETAIL According to Forbes, 91 percent of us hate being forced to download apps to engage with a brand or in-store experiences, yet 80 percent of diners prefer restaurants with technology experiences. It suggests that AI technology can play an increasingly important role in improving the efficiency of our

Toronto-based fashion retailer Gotstyle experiments with and embraces technology while recognizing the importance of personalized assistance for its customers. Consumers work with stylists to scan clothes (what they have purchased and items from their existing wardrobes) into the soon-tobe-released app for AI-enabled daily wardrobe recommendations. Outfit suggestions are shown dressed on the consumer and fueled by personal preferences and potential activities for the day ahead.

The brand’s out-of-store interaction extends to associates engaging with customers on regular TikTok previews and virtual “live” shopping events. These experiences are balanced by a robust in-store event and activation program. From the Groom Room to a Pool Room offering complimentary snacks and drinks, the store boasts several activation areas for hosting elaborate and unique events like themed dinners, tastings, and pairing parties.

Their community reach is so strong customers often feel like they know the stylists—even as they first enter the store.

Furthermore, Gotstyle’s upcoming resale program will offer credits toward future purchases for returned clothing, incentivizing shoppers to update their wardrobe more sustainably. The concept is simple— purchase clothes at Gotstyle and, after wearing them, return items to the store in exchange for a gift card.

ADDRESSING RETAIL INDUSTRY CHALLENGES Finding experienced retail associates and attracting new talent becomes more challenging every year, exacerbated by the news of the industry's "normalization" of theft.

To attract team members, brands are now focusing more on the back-ofhouse areas, the safety and wellness of their team, and technologies that help fill this talent vacuum while maintaining a human connection to their customers.

As a result, stores are turning to 3D virtual avatars controlled by real people. This fulfills consumers' desire for interaction with a genuine retail representative while easing the burden on workers. Examples of this approach include Tokyo's Green Lawson, an avatar-staffed convenience store, and Freshii, a Canadian fast-food franchise testing a virtual cashier system connected to call centers. Now open in Naperville, IL, Sweetgreen is piloting automation at a new restaurant that leverages technology to serve customers fresh, healthy food while providing a more human experience.

Sources: Insights from Trend Hunter’s 2024 Report, content presented at the Future Festival in Toronto, and edited using ChatGPT.

IN SUMMARY The adoption of AI is pervasive and will rapidly secure it as an emergent technology that will be assimilated into our daily lives—becoming an almost invisible and indistinguishable force for humankind. As with any change, however, many feel threatened by its emergence. But, if anything, the COVID-19 pandemic re-shuffled our priorities and attitudes towards technology and arguably prepared us for whatever chaos may lie ahead. Having moved from an "infection" point in history only 36 months ago to today's "inflection" point, AI should be viewed as an accelerant. As such, we must ask ourselves: What do we want to do less? What will become commoditized? What would be a more valuable use of our time and talents? How can AI be harnessed for the good of humankind? At Little, our Emerging Tech CoLab is actively exploring answers to those questions—researching, developing, and implementing advanced technologies like AI to streamline processes, uncover new methodologies for attracting high-value clients and talent, and ultimately deliver results beyond architecture.

James Farnell, CID, FRDI, LEED Green Associate, NCIDQ, is a Partner and Retail Practice Leader at Little and can be reached at james.farnell@littleonline.com.

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FARROW & BALL DESIGNER PAINT IN DESIGN COMMUNITY

GOALS 1. Renovate an adaptive re-use space into a vibrant showroom 2. Create a flexible layout for larger community events 3. Dedicate space for interior designers and consultancy services

SOLUTION

Located in the Dallas Design District, this Farrow & Ball showroom is housed in an adaptive re-use space and is the British paint brand’s largest showroom to date.

Farrow & Ball, a 75-year-old English brand known for its luxury paints and wallpapers, brings its legacy to life in this renovated space.

Featuring a custom mural with the brand's signature paint swirl, the showroom elegantly reflects Farrow & Ball's essence through simple design elements. The versatile space serves not only as a showroom but also as a hub for community events. Interior designers and customers benefit from hospitality and collaboration areas, while flexible fixtures adapt to various needs. A highlight of the space is the dynamic paint color display, where color discs can be effortlessly updated by store associates, ensuring the showcase remains as vibrant and current as the brand itself.

RE SULTS

FIRST, LET ME JUST SAY THAT THIS SHOWROOM IS LOVELY. MY DESIGNER ARTIST HEART WOULD HAVE BEEN HAPPY JUST STANDING THERE. STACEY L. YELP REVIEW

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THE GOOD POUR

LITTLE DOVE HEADFIRST INTO OUR VISION, UNDERSTANDING OUR DESIRE TO REDEFINE THE INDUSTRY WITH WARMTH AND HOSPITALITY. THANK YOU FOR SHAPING OUR VISION INTO A STUNNING REALITY WE'RE ALL SO PROUD OF. RAY HORAL CO-FOUNDER THE GOOD POUR

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THE GOOD POUR CURATED MOMENTS AND LASTING MEMORIES

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THANK YOU TO THE LITTLE TEAM FOR ALL THE HARD WORK AND CONTINUED SUPPORT TO HELP BRING THE VISION FOR THE GOOD POUR TO LIFE! THE COLLECTIVE EFFORTS FROM EVERYONE ON YOUR TEAM NOT ONLY ELEVATED OUR BRAND, BUT HAS BEEN INSTRUMENTAL IN SHAPING THE FUTURE OF OUR COMPANY. RAY HORAL CO-FOUNDER THE GOOD POUR

GOALS 1. Integrate a unique shopping destination with philanthropy 2. Implement signage and graphics to promote charitable giving 3. Design flexible, adaptable spaces

SOLUTION

The Good Pour is a hospitality-driven retail space that connects with guests and their desire to serve the community and contribute to a greater purpose.

This 2,600 square-foot renovation seamlessly blends aesthetics, functionality and philanthropy through signage, adaptable spaces and a thoughtfully planned customer journey.

Targeting conscious consumers, The Good Pour donates a portion of its profits from every transaction.

From the moment customers step inside, they are greeted not just by an inviting space but a mission deeply embedded in the design.

Strategic signage and branded graphics narrate The Good Pour's commitment to charity while supporting the store's sophisticated design.

Dedicated spaces within the store are designed to feature various charitable organizations, allowing a rotation of causes to be highlighted and keeping the experience fresh and impactful.

Every detail, from the materials to the browsing experience to checkout, is carefully planned to transform the store into a space where every visit supports a greater purpose.

RE SULTS Shop! Design Awards Signage and Environmental Graphics Shop! Design Awards Store of the Year Click Here to View Contents

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ALLMODERN GROW AN EMERGING BRAND

GOALS 1. Transform a suburban shopping center by merging two outdated tenant spaces into one stylish, expansive suite 2. Blend vintage charm with contemporary design 3. Enhance the customer experience

SOLUTION

AllModern’s newest physical location in Austin, TX, has sparked excitement within the community.

AllModern delivers a seamless, integrated shopping experience by blending in-person browsing with the convenience of online access.

Shoppers can explore a curated selection of modern home goods— from décor and tableware to sofas and beds—either on-site or through the AllModern app. With fast, free delivery and the flexibility to shop anytime, the process is designed to be both simple and convenient.

At the heart of the store is a centrally located Design Studio, offering complimentary, one-on-one design consultations. Expert staff provide personalized guidance for everything from selecting individual items to furnishing entire homes.

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RE SULTS

ONLY

10

MONTHS FROM INCEPTION TO GRAND OPENING

IN THE SHOPPING CENTER HELPED CONTRIBUTE TO A THRIVING NEIGHBORHOOD

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By Daniel Montaño & James Farnell

CONSCIOUS CONSUMERISM R

ecent trends and influences across the retail industry have led us to consider how design can help craft better experiences and address the impacts of excessive consumption. With increasing awareness of negative environmental impacts, many brands now see the need and opportunity to incorporate resale, repair, restyling, refurbishing, and repurposing into their operations. This includes everything from raw material extraction, sourcing, manufacturing and packaging to store fixtures and tools, responding to consumers' demand for more environmentally conscious retail solutions.

Could these practices be the antidote to the environmental and social issues caused by fast fashion?

Similar to how the slow food movement or upcycling industry fosters connections and brings meaning to our purchases, these strategies could redefine our shopping habits.

Designers have a crucial role in this transformation. By creating designs that encourage thoughtful purchasing and minimize waste, designers can help move the retail industry away from consumerism and towards regeneration.

UNDERSTANDING THRIFT AND ITS MODERN RELEVANCE The word "thrift" originates from 1300s Middle English, meaning "thriving" and "prosperity, savings." Historically, thriftiness meant using resources wisely to achieve prosperity, not because of desperation. Today, with the rise of conscious consumerism, it's vital to see thrift as a smart approach for clients and mindful consumers but not as a sign of inferiority to new items. Conscious consumerism goes beyond buying second-hand items; it's about living sustainably by reducing consumption and choosing durable, reusable products from companies that adhere to ethical practices, like Fair Trade certification and carbon offsetting.

As climate change and environmental issues escalate, consumers are increasingly worried about the future of our planet. Multiple industries contribute to this anxiety, with the retail sector being one of the biggest culprits.

The industry is responsible for significant environmental pollution, including carbon emissions from transportation, water pollution from dyeing processes, overproduction and packaging wastes, and discarded products. Additionally, labor inequalities and the promotion of overconsumption exacerbate these problems.

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321 COFFEE The mission of 321 Coffee is to provide meaningful employment opportunities for adults with disabilities.

GOODWILL STORE OF THE FUTURE Goodwill works to enhance the dignity and quality of life of individuals and families by strengthening communities, eliminating barriers to opportunity, and helping people in need reach their full potential through learning and the power of work.

THE GOOD POUR

SHIFTING CONSUMER BEHAVIORS AND THE RETURN OF ORGANIC RETAIL

The Good Pour is the first-ever wine and spirits retail experience infused with philanthropy that celebrates putting others first. They donate a portion of their profits to the charity of your choice. Every purchase, every time.

Consumers are increasingly aware of environmental issues and actively seek retail brands and products that align with their values. They are using their purchasing power to support these priorities. This shift is most evident in the fashion and apparel industry. Along with changing consumer sentiment, this sector faces upcoming regulations after years of inadequate environmental practices and greenwashing. This sets the stage for a fundamental redesign of how, what, where, and why we shop.

The concept of organic exchange of goods in open-air markets dates back to the dawn of civilization. Today, aspects of this form of retail are becoming mainstream again. Farmers markets, flea markets, consignment and thrift shops, vintage stores, garage sales, and pawn shops are all becoming more common as the retail landscape becomes more fragmented, stratified, and digitized. There are opportunities to expand the idea of organic retail into other categories and across the value spectrum, from commodity to luxury. This trend reflects a renewed desire for community connection and socialization.

LITTLE’S COMMITMENT TO SUSTAINABILITY Click here to view Little's recent Sustainability Report.

At Little, we began our journey toward a sustainable future over two decades ago. Our renewed focus on Health, Energy, Water, and Social Equity (HEWS) allows us to deliver measurable project metrics, as shown in our annual sustainability report, Beyond Sustainability. We are also pursuing additional retailspecific solutions in the following areas: • The 6 Rs: Encouraging the reduction, resale, repair, restyling, refurbishing, and repurposing of goods.

• Sustainable Practices: Implementing best practices from managing food waste to packaging and achieving netzero delivery and service.

• Associate Wellness: Promoting the health and wellness of store associates and the surrounding community by emphasizing the impact of a healthy space. Employee retention is a result of prioritizing employee wellness.

• Agile Store Solutions: Developing adaptable stores with rechargeable fixtures and flexible spaces to extend the lifecycle of fixtures and stores.

• Diversity & Inclusion: Creating inclusive displays with gender-neutral signage, varying heights, clear signage, tactile markers, and intelligent wayfinding for greater accessibility.

This approach equips us to reposition businesses, helping our clients expand their communities and extend the lifecycle of their fixtures, goods, and services. By fostering conscious consumerism, we can build customer loyalty through positive actions that lead to regenerative outcomes.

Additionally, this mindset strengthens our strategic bond with retailers seeking expertise in upcycling and regenerative practices that add value to their businesses and customers.

CAN A HIGHER PURPOSE LEAD TO HIGHER PROFIT? The convergence of climate change uncertainties, customer awareness and resentment, and global legislation is driving systemic changes across the retail industry. At Little, we are committed to a regenerative future, leading with purpose-driven design solutions that add value. Whether it's extending the lifecycle of products, services, or stores or adopting energy and resource-saving practices, our mission is clear.

Our goal in the retail sector is to explore cross-category design solutions that demonstrate how a higher purpose can lead to higher profits for our clients. This approach is both logical and impactful. Our designers are passionate about creating these solutions, helping brands and retailers thrive in this new, dynamic landscape.

Daniel Montaño, LEED AP, CDT, is a Partner and Collaborative Specialties Practice Leader at Little. He can be reached at daniel.montano@littleonline.com.

James Farnell, CID, FRDI, LEED Green Associate, NCIDQ, is a Partner and Retail Practice Leader at Little. He can be reached at james.farnell@littleonline.com.

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MARKET PLACE

MARKET PLACE IS KNOWN WITHIN THE AIRPORT COMMUNITY AS THE JEWEL IN THE CROWN OF CHARLOTTE. YOLANDA JOHNSON CEO & PRESIDENT SB&J ENTERPRISES

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MARKET PLACE ELEVATED AIRPORT RETAIL SOLUTION

GOALS 1. Curate an intuitive and elevated shopping experience 2. Incorporate unique, local design features 3. Integrate premium materials and finishes 4. Create a welcoming ambiance that establishes a strong, memorable brand presence

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Market Place elevates the airport retail experience with its boutique-style design, thoughtful layout, and locally inspired aesthetic.

The Market Place at Charlotte Douglas International Airport turns design constraints into standout features through smart, collaborative solutions. Wood laminate beams add depth to low ceilings, while a custom brick self-checkout station hides structural elements without sacrificing aesthetics. Close coordination with vendors ensures a seamless, highquality build within a tight timeline.

Biophilic design elements—warm wood laminates, organic materials, and natural-inspired finishes—create a welcoming, eco-conscious atmosphere throughout the ceiling, walls, and millwork. Energy-efficient lighting enhances sustainability, reducing power density by 11 percent compared to code requirements.

With innovative design, premium materials, and a focus on the customer experience, the Market Place redefines convenience retail for today’s travelers.

RE SULTS

11%

REDUCTION IN DE SIGNED LIGHTING POWER DENSIT Y C OMPARED TO C ODE ALLOWANCE S THR OUGH HIGHEFFICIENCY LIGHT FIXTURE S Shop! Design Awards – Silver Convenience Store Design

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GOODWILL STORE OF THE FUTURE GOALS 1. Connect with and support the community 2. Expand the store's footprint 3. Offer expanded retail departments

SOLUTION

As one of the largest Goodwill retail stores in the nation, this new concept store has reinvigorated how the organization connects with the community and pursues its mission.

Taking over a former grocery, this new concept store for Goodwill offers more than the traditional drive-up donation drop-off and shopping. It features a 1,000 squarefoot community room, a locally owned cafe, a children's play area and an entire electronics and gaming section. Through the community room and by supporting local entrepreneurs like Big Red's Cafe, the organization has deepened its connections to those it serves.

I SPENT TWO HOURS THERE AND ENJOYED EVERY MINUTE. IT'S OVER AN HOUR AWAY FROM HOME, BUT WELL WORTH IT FOR THE SHOPPING EXPERIENCE. BARBIE HENDRICKS CUSTOMER

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RE SULTS

300+

CUSTOMERS LINED UP TO E XPERIENCE THE STORE ON OPENING DAY

GENER ATE S

25%

MORE RE VENUE THAN THE FORMER STORE LOCATED IN THE SAME AREA

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By Sarah Curtis

BALANCING BUDGET AND BRAND VALUE ENGINEERING FOR RETAIL PROTOTYPES 38

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etail brands today face a common dilemma: how to reduce construction costs without compromising the customer experience that defines their brand. Whether it’s a flagship store, a neighborhood bank branch, or a quick-service restaurant, retail spaces must be both cost-conscious and brand-consistent to compete effectively.

That’s where value engineering (VE) comes in—not just as a cost-cutting tool, but as a strategic design approach. It identifies opportunities to reduce cost, improve constructability, and elevate the customer experience, all while preserving the original design intent. At Little, we help national retailers rethink their prototypes with this mindset, ensuring every design decision supports both financial performance and longterm brand equity.

REDUCING CONSTRUCTION COSTS WITHOUT COMPROMISING THE BRAND Value engineering is often misunderstood as a series of trade-offs, where costs are lowered at the expense of design. In reality, with the right approach, it becomes a strategic opportunity to reinforce brand priorities while achieving measurable savings.

“HOW CAN WE REDUCE COSTS WHILE MAINTAINING OUR BRAND STANDARDS?” As construction and operational costs continue to rise, retail leaders are increasingly asking: “How can we reduce costs while maintaining our brand standards?”

It’s not as simple as swapping materials or cutting scope. The real challenge lies in knowing where to focus—what to adjust, what to preserve, and how to optimize without sacrificing the quality and consistency that consumers expect.

Little approaches this as a design challenge. The process begins by assembling a transdisciplinary team to identify high-impact opportunities—strategic “big moves” that drive significant cost savings while protecting the brand experience.

Listening is at the core of this approach. Rather than offering trend-driven or preconceived solutions, the team begins with a deep understanding of each client’s business model, brand vision, and customer expectations. This foundation ensures that every recommendation is tailored, purposeful, and aligned with long-term business goals.

ALIGNING ON WHAT DOES—AND DOESN’T—DEFINE THE BRAND Successful value engineering efforts begin with clarity around what truly defines the brand. Little facilitates visioning sessions to gain a deep understanding of each client’s identity, priorities, and goals. As part of this process, the team presents an interpretation of the brand back to the client, confirming alignment and distinguishing which elements are essential and which offer flexibility.

This collaborative approach ensures that every recommendation is grounded in a shared understanding. By investing the time to listen, learn, and validate early, Little delivers cost-saving solutions that also protect brand integrity.

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BALANCING BUDGET AND BRAND: VALUE ENGINEERING FOR RETAIL PROTOTYPES

WHERE ARE THE BIG OPPORTUNITIES TO SAVE?

RIGHT-SIZING THE BUILDING

In early concept development, Little leads collaborative brainstorming sessions to identify design strategies that generate measurable cost savings.

These sessions invite client input in real time, ensuring solutions are shaped around both operational goals and construction efficiencies.

For a recent VE exercise performed for a confidential client, we were asked to reduce the construction cost by 15 percent. By utilizing this process, we were successful in not only hitting the goal but surpassing it by an additional 5-10 percent.

Recurring opportunities for savings tend to fall into six key areas: • Reducing building square footage • Lowering overall building height • Reorganization of program elements • Elimination of non-essential program components • Optimizing glazing • Substituting materials strategically Each of these strategies offers a targeted way to reduce costs while preserving the core brand experience. Let’s explore in more detail.

One of the most immediate ways to reduce construction costs is to minimize overall square footage. Even modest reductions can lead to significant savings. For example, eliminating just 200 square feet at an average $600 per square foot rate can reduce costs by $120,000.

These reductions are achieved through targeted design optimizations. Drawing on experience across multiple retail formats, Little identifies areas where space can be minimized or eliminated altogether. In some cases, building size and occupancy thresholds remove the need for systems like fire sprinklers, eliminating not only that scope of work (design, permitting, and trade coordination), but also the associated square footage needed for the riser room that supports it.

Another common opportunity is rethinking oversized conference rooms. While these spaces have become more prevalent in many retail environments (especially in bank branches), scaling them down can reduce the need for additional entrances, plumbing, or restrooms needed to support that function, contributing to a more efficient footprint without sacrificing functionality.

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SHRINKING THE STRUCTURE, NOT THE EXPERIENCE In addition to reducing footprint, lowering a building’s overall height can also yield meaningful savings. By reevaluating the placement of key systems, Little often identifies opportunities to reduce structural height by several feet without impacting functionality.

For one particular client, reconfiguring building systems enabled a height reduction of three to four feet, minimizing material use and structural demands without compromising functionality.

SMARTER PROGRAM LAYOUTS Reorganizing key functional areas can lead to a more efficient footprint and lower construction costs. One effective strategy is consolidating plumbing functions near the most likely utility tie-in point. This reduces the number of plumbing walls and the overall length of piping required.

These adjustments simplify system distribution, reduce unnecessary circulation space, and support broader goals for space optimization and cost reduction.

GLAZING ADJUSTMENTS After addressing primary cost drivers, Little turns to secondary opportunities where targeted design adjustments can deliver meaningful savings. One such area is the building envelope—specifically, glazing.

Glazing can significantly impact both material and energy costs. Reducing the overall glazing area is often the first step. Additional savings can be realized by using manufacturer-standard sizes, which are more readily available and cost-effective. Wherever appropriate, curtain wall systems are replaced with standard storefront systems to further reduce complexity and expense without compromising design intent.

STRATEGIC MATERIAL SUBSTITUTIONS Material changes don’t have to be dramatic to make an impact. Rather than overhauling the entire exterior palette, Little looks for subtle, strategic modifications that reduce costs while maintaining design integrity.

These adjustments often involve simplifying detailing or minimizing the number of systems and trades required, streamlining both construction and coordination. Thoughtful substitutions like these can preserve the overall design character while supporting project budgets and schedules.

GETTING TO MARKET FASTER AND SMARTER

SITE EFFICIENCY Site design—particularly the civil scope—can account for a significant portion of construction costs. As customer behaviors evolve, drive-thru demand has become more varied across retail sectors, prompting many brands to reassess how these areas are designed and deployed.

For a recent exercise we did for a food service client, we noticed that the parking counts were significantly over what is required by the jurisdiction.

We discovered the ability to reduce the number of parking spaces by half, which drastically reduced the site work cost.

The final step in Little’s value engineering process involves integrating proposed options into a schematic design package, enabling pricing partners to compare modifications against the current prototype.

Working in close collaboration with architecture, engineering, and construction teams, the general contractor develops estimated cost savings for client review. This gives stakeholders the clarity and flexibility to implement the solutions that best align with their goals, allowing the project to move forward with confidence and efficiency.

IT’S NOT ABOUT COMPROMISE. IT’S ABOUT CLARITY. True value engineering isn’t about doing less. It’s about focusing more on what creates value for your customers, what defines your brand, and what drives performance. With the right design partner, it’s possible to build smarter, not smaller.

If your team is rethinking your prototype strategy, let’s talk about how to lower build costs— without lowering expectations.

Sarah Curtis, AIA, CDT, LEED AP ID+C, is a Partner and Retail Studio Principal at Little. She can be reached at sarah.curtis@littleonline.com.

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UNIVERSITY CO-OP

WE HAD REALLY GREAT PARTNERS WHO HELPED US NAVIGATE THIS EXPERIENCE, AND ALSO HAD A DEDICATED TEAM OF COOP EMPLOYEES ENSURING THAT CONSTRUCTION COULD HAPPEN OUTSIDE OF BUSINESS HOURS TO MINIMIZE ANY DISRUPTIONS TO THE CUSTOMER EXPERIENCE. WE ARE SO GRATEFUL FOR EVERYONE’S COMMITMENT TO THIS PROJECT. IT LOOKS GREAT. MIKE SEYFFERT CHIEF OPERATING OFFICER UNIVERSITY CO-OP

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UNIVERSITY CO-OP HOME TO THE TEXAS LONGHORN SPIRIT

GOALS

SOLUTION

1. Create memorable game-day experiences

Already a hub for students, alumni, and fans, the Coop underwent a renovation to support increased foot traffic, enhance the in-store experience, and maximize sales potential.

2. Encourage complete circulation and optimal use of space 3. Strategically rationalize space allocation by gross contribution in sales and profit 4. Craft a fitting room destination that closes sales and creates social media content

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The retail planning and design transformed the Co-op into a dynamic retail destination, seamlessly blending school spirit with a modernized shopping experience. The reconfigured layout improves circulation, showcases highdemand products, and streamlines checkout efficiency. Through a six-month phased renovation, the design team introduced modular fixtures, expanded product zones, dynamic wayfinding, and an interactive donor engagement feature, ensuring a seamless shopping experience while driving revenue growth.

CLICK HERE TO LEARN MORE ABOUT UNIVERSITY CO-OP

RE SULTS

36%

INCRE ASE IN HAT SALE S

31%

INCRE ASE IN SOUVENIR SALE S

164%

INCRE ASE IN CUSTOM JERSEY SALE S

CLICK HERE TO LEARN MORE ABOUT OUR COLLEGIATE RETAIL WORK

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CENTERWELL IMPROVING THE LIVES OF SENIORS

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GOALS 1. Expand Centerwell's footprint 2. Bring healthcare services to underserved communities 3. Create functional and comfortable environments for seniors

SOLUTION

CenterWell Primary Care clinics are thoughtfully designed to feel less like a clinic and more like a community hub — a place where seniors feel welcomed, supported and at ease.

Every element of the space — from intuitive wayfinding to the calming waiting areas — works together to promote comfort, confidence, and independence. Beyond comfort, the design embraces sustainability and health with durable, low maintenance materials, high indoor air quality and energy-efficient practices woven throughout. The result is a clinic that elevates the care experience while embodying CenterWell’s mission of personalized, senior-focused healthcare.

RE SULTS

50

NE W CLINIC S WITHIN ONE YE AR

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By John Quinn

DESIGNING RETAIL SPACES THAT ENHANCE THE PATIENT EXPERIENCE As consumer needs evolve, so must the design and accessibility of healthcare. Increasingly, healthcare providers are turning to retail strategies, leveraging lessons learned from retailers to create spaces prioritizing the patient/customer experience.

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DESIGNING RETAIL HEALTHCARE SPACES THAT ENHANCE THE PATIENT EXPERIENCE

APPLYING RETAIL STRATEGIES TO HEALTHCARE Retail healthcare, from drugstores to outpatient care centers, is founded on providing healthcare services where consumers are most likely to access them. As such, the industry has witnessed exponential growth, reaching trillions across the United States.

Wellness retailers are applying the following fundamental design strategies to these spaces: 1. Accessibility: Create welcoming environments with large windows, natural light, and interactive elements that invite and engage consumers.

2. Specificity: Tailor the environments to meet the needs and preferences of your target consumer group.

3. Clarity: Support patient understanding and communication through design, aiding patients in following their treatment plans.

4. Agility: Keep up with changing consumer trends and needs by designing adaptable spaces, like reconfigurable fixtures and layouts.

5. Virtual Integration: Embrace technology to enhance the consumer experience, such as self-check-in options and virtual presence for consultations.

6. Visibility: Incorporate branding elements to establish a recognizable and consistent brand experience.

This patient-centric design approach aligns health services around patient needs, offering convenience, flexibility, and a customer-centric experience. Much like the focus of the retail design is on customer experience.

TRANSFORMING RETAIL SPACES INTO HEALTHCARE FACILITIES Healthcare industry leaders are also identifying opportunities in vacant retail spaces, such as department stores and empty retail strip centers, to meet the growing patient volume and enhance accessibility to care. These spaces offer significant advantages, including high-traffic areas, easy access, ample parking, and low costs for acquiring sizable square footage.

However, transforming these retail spaces into functional medical facilities requires innovative design solutions to meet specific codes and structural requirements.

You may face a few challenges if you're looking to retrofit a retail space. These include: • Optimizing patient and staff circulation flows • Managing ambient noise • Maximizing natural light • Updating HVAC and plumbing systems However, when we meet these challenges, the result is a convenient, accessible healthcare facility that benefits patients, employees, and the community.

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A FUTURE OF CREATIVITY AND SOCIAL DESIGN Retail healthcare's evolution is changing the physical space and fostering a human-centric approach to patient care.

This shift is visible in innovative solutions like one-room clinics in mixed-use buildings, healthcare services at large retailers like Costco, and wellness centers in workplace settings like Facebook's headquarters, as well as in bringing the healthcare setting to neighborhood shopping centers for easy access.

This focus on social design aims to make healthcare more convenient and effective by fostering trust and enhancing the human experience. By understanding how patients want to experience their visits and connecting with them at a social level, healthcare spaces can drive more efficient and impactful patient-provider encounters.

THE BLENDING OF RETAIL AND WELLNESS TRENDS Enhancing Patient Experience through Biophilic Design in Retail Healthcare Spaces

Retail healthcare, a rapidly growing sector in the healthcare industry, is actively harnessing the power of biophilia, an innate human instinct to connect with nature and other living beings. By incorporating immediate access or views of nature and representation of natural elements in healthcare spaces, we can bring about reduced stress and a calming patient experience.

You can introduce biophilia by incorporating natural elements such as indoor plants, large windows to provide views of nature, and the integration of natural light. We can further enhance the connection to nature by altering the color temperature of the lighting to match circadian rhythms, creating a more soothing and natural environment.

Redefining the Waiting Room & Check-In Experience

To provide a more efficient waiting area, a reduction in seating and the overall size of the waiting room can help reduce the perceived waiting times for patients. This streamlined process will allow healthcare providers to prioritize patient care space over administrative/waiting space.

Updating the registration/check-in process can also enhance the patient experience. Consider mobile or selfcheck-ins through kiosks to expedite the process and reduce wait times.

Streamlining Patient Care with Standardization

Creating a sense of consistency for patients and staff can simplify the care process and make the environment more comfortable. Facilities can achieve this by maintaining the exact orientation of like rooms and keeping the size and shape of each room consistent. This standardization simplifies construction and allows for prefabrication, significantly reducing construction schedules.

Encouraging Teamwork with Centralized Stations

Instead of traditional doctor offices, introducing central team areas can facilitate better communication among staff, reduce errors, and create a more efficient layout for staff and patients. The design of the leading team area should allow for all exam rooms to be visible from this area. Additionally, small phone rooms can be provided for private conversations when necessary.

Tele-Medicine Care: Bridging the Gap in Patient Care

With the rise of telemedicine, providing necessary facilities for providers and patients is essential. For instance, a station in the clinic can allow providers to connect with patients remotely. Similarly, a station in a centralized area can help patients, especially in senior care facilities, to communicate with providers, thus ensuring seamless care delivery.

By adopting these wellness trends in the design of retail healthcare spaces, we can improve patient care, enhance staff efficiency, and foster a more human-centric approach to healthcare. Improving the retail wellness space is an exciting journey—transforming how we perceive and experience healthcare.

RETAIL HEALTHCARE: SHAPING THE FUTURE OF PATIENT CARE In conclusion, the intersection of retail and healthcare has set a new standard for designing healthcare spaces.

Whether by transforming empty retail spaces or integrating healthcare facilities into daily life, the key is prioritizing patient experience, convenience, and accessibility. The challenge for designers and healthcare providers is creating spaces that deliver efficient care and contribute to healthier, more vibrant communities.

Prioritizing Staff Wellbeing with Designated Relaxation Areas

Creating areas for staff to relax and revive can help attract new hires, reduce stress and burnout, and improve retention rates. Consider changes like updating the breakroom furniture and layout, providing comfortable seating, and adjustable lighting. A dedicated mother's/ wellness room can contribute to overall staff wellness.

John Quinn, AIA, CDT, is a Studio Principal in the Retail Practice Group at Little and can be reached at john.quinn@littleonline.com.

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PROJECT GO A RETAIL “ON THE GO” RETHINK

GOALS 1. Reimagine the retail experience as adaptable, mobile, and scalable 2. Support brand visibility, customer engagement, and product testing in a flexible and experiential setting 3. Activate underutilized retail spaces

SOLUTION

This innovative pop-up retail roadshow concept was envisioned as a flexible, mobile platform designed to re-energize struggling retail environments and reconnect brands with customers in meaningful, experiential ways.

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Recognizing the challenges faced by malls, lifestyle centers, and strip retail developments, the concept offers a scalable, rightsized solution tailored to location, audience, and market demands.

Blending the energy of an exhibition or convention with the immediacy of pop-up retail, the design transforms underutilized spaces such as parking lots and vacant storefronts into dynamic destinations. Brands gain opportunities to introduce

new products, test emerging trends, and foster direct customer interaction - all while restoring shopper confidence through safe, thoughtfully planned environments.

By merging adaptability, engagement, and placemaking, this concept presents a forwardthinking model for the future of retail: one that drives foot traffic, supports tenant success, and revitalizes existing retail assets in a rapidly changing market.

S.M.L. POP-UP EVOLUTION & PLACEMAKING At the core of this traveling pop-up concept is the S.M.L. (Small, Medium, Large) kit-of-parts system, offering scalable solutions tailored to a site’s size, audience, and purpose. Shipping containers — widely recognized for their modular flexibility — serve as the primary building blocks. When combined with prefabricated or unitized elements, these containers allow for rapid deployment of both temporary and semi-permanent retail environments.

Traveling Pop-up Retail Roadshow Scenarios

Easily transportable, reconfigurable, and adaptable to a variety of site conditions and regulatory requirements, these modular units can be right-sized for nearly any retail setting. Parking lots— whether part of strip malls, lifestyle centers, or larger shopping malls—offer the ideal canvas, providing high visibility, accessibility, and the opportunity to activate otherwise underused space.

SMALL (Charlotte, NC)

MEDIUM (Washington, DC)

LARGE (Detroit, MI)

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TESLA REDEFINING INNOVATION IN THE HEART OF THE COMMUNITY

GOALS

SOLUTION

1. Expand Tesla's presence in the Southeast 2. Convert former fitness center into customer-focused showroom and service space 3. Reflect Tesla's values of innovation, sustainability, and cutting-edge technology

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Tesla debuts a sleek center, driving local jobs, EV adoption, and community impact.

As part of its continued growth in the Southeast, Tesla sought to establish a sales, service, and delivery center to better serve its growing customer base in the region. The team transformed a former Gold's Gym and Marine Corps Recruiting space into a state-of-the-art facility, blending advanced functionality with Tesla’s signature design elements. The entry features a sleek facade and the iconic Tesla red eyebrow, creating a modern and inviting presence within the shopping plaza.

Beyond design, the center delivers meaningful benefits to the region. It creates local jobs, enhances customer convenience, and supports the broader adoption of electric vehicles — helping to reduce greenhouse gas emissions and promote environmental sustainability. Additionally, its presence stimulates economic activity by drawing visitors and investments that positively impact neighboring businesses. This dynamic facility embodies Tesla’s commitment to innovation, sustainability, and community impact.

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By Haley Ventura

FUTURE OF THE CONVENIENCE STORE I

n today’s fast-paced world, time is a valuable commodity. However, the concept of convenience is evolving, largely thanks to the increase of electric vehicles (EVs). Unlike traditional combustion engines, juicing up an electric car demands a bit more patience, often requiring upwards of 20 to 30 minutes or more, depending on its charging capabilities.

The quick in-and-out pitstop at the gas station may soon become a thing of the past as more consumers gravitate toward EV ownership.

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However, this shift presents an intriguing opportunity for retailers. With increased dwell time, convenience stores can benefit from the time electric vehicle owners spend charging their cars. Research indicates that electric vehicle customers spend an average of 23 minutes in the store, a far cry from the two to threeminute dash most customers make.

The big question is how convenience stores can adapt to make the most of these extended visits and enhance the customer experience.

BULK UP FOR BROWSING

As more and more customers switch to electric vehicles, c-stores can capitalize on the extra wait time that EV drivers encounter while their cars are charging.

According to recent studies, this additional wait time can increase browsing, resulting in upwards of 65 percent of unintended purchases made during a visit.

To take advantage of this trend, retailers can target the EV driver demographic by editing and adding to their current product offerings. These new products—such as fresh fruits and vegetables, locallysourced goods, and higher quality health, beauty, and travel products—would go beyond the traditional coffee, beverages, and snacks to meet the needs and wants of these new customers.

LEAN INTO HEALTHIER OFFERINGS

Within the store, creating a pathway that encourages visitors to wander around and explore the various product options aids in ambiance. It also enables visitors to move around freely while they wait for food or charge their devices.

Along with designing the flow of the store, providing different seating options and areas would also give visitors the freedom to choose how they want to feel at that moment and cater to varying types of EV users. For example, a comfortable chair by the window could be perfect for someone wanting to catch up on work or emails. At the same time, a large table could be ideal for a family to have a meal together while on the road. Offering various seating options rather than just quick touchpoints would benefit EV clients. Furthermore, opening the store for visibility while allowing natural light to come in would provide a better connection with the exterior.

As convenience stores consider additional product lines that cater to EV owners, they are likely to take into account the demand for healthier options. A fastcasual food approach could complement the triedand-true grab-and-go model currently in place.

Studies show that fast-casual diners are willing to wait up to fifteen minutes for their order—triple the time a fast-food consumer would wait. This additional time allowance would give a convenience store more time to prepare food, allowing an opportunity for healthier options.

CREATE AN AMBIANCE

In addition to offering meal and snack offerings that appeal to EV owners, convenience stores should also prioritize providing a pleasant, clean, and safe atmosphere. This can significantly aid in the overall enjoyment of the food and time spent on-site.

Studies show that the environment in which food is consumed aids in making the food taste better. A unique outdoor dining experience or tasteful interior area of safe reprieve from the road could make a customer feel at ease as they wait.

The design of a site can significantly impact the customer experience. For instance, consider a convenience store that incorporates charging stations in a way that blends in with the surroundings by adding more vegetation and landscaping. This would offer more scenic views when approaching the site or inside the store. Additionally, breaking up the large concrete areas can enhance traffic flow and visibility to both the charging stations and the store, creating an overall safer environment. Furthermore, adding well-maintained and sheltered exterior seating areas may encourage customers to take a break from their vehicles and the store.

IN CONCLUSION

As electric vehicle ownership grows, gas station operators have a unique opportunity to capitalize on extended customer dwell times while EV owners charge their cars. By offering products and services that cater to the needs of the EV demographic, such as healthier food options and a pleasant atmosphere, retailers can enhance the customer experience and increase sales. With some creativity, convenience stores can adapt to this evolving trend and transform charging time into a profitable and enjoyable experience for all.

Haley Ventura is an Interior Designer at Little and can be reached at haley.ventura@littleonline.com.

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ELEVATING THE SIGNATURE EXPERIENCE From remodel programs to improving the drive-thru experience to environmental graphics for an all-mobile, 'grab and go' store, the strategic partnership between Little and Chick-fil-A focuses on supporting the moments of delight.

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L

ittle's partnership with Chick-fil-A began with participation in numerous design sprints to stretch the restaurant's Visual Identity System. Focusing on memorable and authentic experiences that create a stronger connection to guests, the goal is driven by a commitment to exploration and consistency. Our partnership upholds a unified family of brand standards while supporting the Chick-fil-A's expansion into new space types, digital experiences, and market prototypes. Among other projects, Little was tasked with designing and overseeing a prototyping study for both the Mobile Order Drive Thru and Mobile Order Walk Up (Carry Out) experience, ensuring cohesion across all customer touchpoints with the brand.

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Digital walk up allows Chick-fil-A to bring quality food and trademark hospitality to high traffic urban locations.

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A Comprehensive and Complementary Sign Package

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Mobile Thru

ONLY

ONLY

Drive Thru

ONLY

Mobile Thru

Drive Thru

ONLY

Mobile Thru

4'-6"

ONLY 6 1/2"

This wholistic package creates consistency in form and function across a diverse portfolio of Restaurants. Site specific analysis will determine specific and intentional placement of each element. As this package is implemented, ensure Drive Mobile that safety elements and striping meet current Thru Thru standards.

1. Directional Sign

Drive Mobile Thru Thru

Drive Mobile Thru Thru

Drive Mobile Thru Thru

Drive Mobile Thru Thru

Turn Left for

Drive Mobile Thru Thru

Drive Mobile Thru Thru

Drive Mobile Thru Thru

Drive Mobile Thru Thru

Straight ahead for

Turn Right for

Drive Mobile Thru Thru

Drive Mobile Thru Thru

Required where applicable

Requirement Status Drive Mobile Thru Thru

Straight ahead for

Drive Mobile Drive Mobile Required Thru ThruNot Thru Thru

2. Lane Designation Sign Turn Left for

Straight ahead for

Drive Mobile Drive Mobile Requirement Thru Thru Thru Thru

Status

Operator Opt-in Turn Left for

Mobile

Turn Right for

Turn Left for

Straight ahead for

Turn Right for

Drive Mobile Thru Thru

Drive Mobile Thru Thru

Drive Mobile Thru Thru

Mobile Thru

Operator Opt-in Not Required

Drive Mobile Thru Thru Turn Left for

Straight ahead for

Turn Right for

Drive Mobile Thru Thru

Drive Mobile Thru Thru

Drive Mobile Thru Thru

Straight ahead for

Turn Right for

Drive Mobile Thru Thru

Drive Mobile Thru Thru

Scan here

Mobile Thru

Mobile Thru

Mobile Thru

Mobile Thru

Mobile Thru

Mobile Thru

Please pull forward for pick up

Mobile Thru A drive-thru lane for mobile orders

Required where applicable

Requirement Status

Mobile Thru

•

Operator Opt-in

ONLY

Drive Thru

Drive Thru

Mobile Thru

4. Canopy Signage Requirement Status

Not Required

Required where applicable Operator Opt-in Not Required

7. Action Signage Download the Chick-fil-A App to get started

Required where applicable

Requirement Status

Mobile Thru Check In

•

Mobile Thru

4"

3. Clearance Bar Signage

Thru DriveRequired Mobile where applicable Thru Thru

Turn Right for

Operator Opt-in

Scan the code above using the Chick-fil-A App ®

Not Required © 2023 CFA Properties, Inc. All trademarks shown are the property of CFA Properties, Inc.

*The Drive-Thru approach striping will be treated as a “clean-up” effort to reflect designation of “Drive-Thru” and Mobile Thru lettering. The paint selection will follow current specifications and standards for Drive-Thru stripping.

5. QR Code Check-in Requirement Status

Required where applicable Operator Opt-in Not Required

© 2023 CFA Properties, Inc.

MOBILE_CHW_DTC7

FORWARD_CHW_DTC7

SAVETIME_CHW_DTC7

Requirement Status

© 2023 CFA Properties, Inc.

© 2023 CFA Properties, Inc. All trademarks shown are the property of CFA Properties, Inc.

EXPRESS_CHW_DTC7

8. Pavement Markings

6. Menu Board Inserts Required where applicable Operator Opt-in

9. Wayfinding Signage

Required where applicable

Requirement Status

Operator Opt-in

Not Required

Not Required

Requirement Status

Required where applicable Operator Opt-in Not Required

3

Chick-fil-A Mobile Thru

•••

5. QR Code Check In

6. Menu Board Inserts

Purpose:

Purpose:

Provides multiple opportunities for Guest to self check in.

Provides direction and information to both traditional and Mobile Thru guests.

Customer Benefit:

Customer Benefit:

Clear directions and mobile confirmation once the QR code has been scanned, making the check in process fast and easy for customers.

The inserts mask menu boards that are no longer used. They give customers another chance to check in and communicate the next step.

Scan Scanhere here

NATHANIEL CATES PRINCIPAL DESIGN LEAD CHICK-FIL-A

ONLY

Drive Thru

•••

Turn Left for

AT CHICK-FIL-A, WE ARE ALWAYS LOOKING FOR WAYS TO INNOVATE AND ENHANCE THE GUEST EXPERIENCE. DIGITAL CONCEPTS MEET THE CHANGING NEEDS OF OUR CUSTOMERS WITHOUT COMPROMISING OUR SIGNATURE SERVICE.

Drive Thru

ONLY

Mobile Thru

Chick-fil-A Mobile Thru

Drive Mobile Thru Thru

Mobile ordering enables Chick-fil-A to seamlessly fit into guests’ busy schedules.

They simply order on the app so when they arrive, their freshly prepared order is handed to them with a smile, and they can quickly be on their way.

Drive Thru

ONLY

Mobile Thru

MOBILE ORDER DRIVE THRU AND MOBILE ORDER WALK UP (CARRY OUT)

Mobile Thru

Please Pleasepull pull forward forward for forpick pickup up

Mobile MobileThru Thru

Download Downloadthe the Chick-fil-A Chick-fil-AApp App to toget getstarted started

AAdrive-thru drive-thrulane lane for formobile mobileorders orders

•• ••

Mobile MobileThru Thru Check CheckInIn Scan Scan the the code code above above using using the the Chick-fil-A Chick-fil-A App App ®

®

© 2023 CFA © Properties, 2023 CFA Properties, Inc. All trademarks Inc. All trademarks shown areshown the property are theof property CFA Properties, of CFA Properties, Inc. Inc.

© 2023 CFA © Properties, 2023 CFA Properties, Inc. Inc.

MOBILE_CHW_DTC7 MOBILE_CHW_DTC7

Mobile Thru Facing

FORWARD_CHW_DTC7 FORWARD_CHW_DTC7

SAVETIME_CHW_DTC7 SAVETIME_CHW_DTC7

© 2023 CFA © Properties, 2023 CFA Properties, Inc. Inc.

EXPRESS_CHW_DTC7 EXPRESS_CHW_DTC7

© 2023 CFA © Properties, 2023 CFA Properties, Inc. All trademarks Inc. All trademarks shown areshown the property are theof property CFA Properties, of CFA Properties, Inc. Inc.

Drive Thru Facing

Shop! Design Award – Gold Restaurant Fast Food

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Beyond Retail Vol. II

WEAVING TOGETHER THE PAST, PRESENT & FUTURE TURNING A TEXTILE MILL INTO A MODERN MIXED-USE DESTINATION

In a recent interview with Madalina Pojoga for Commercial Property Executive, Robert Oppenheimer shared his insights on the 400,000-square-foot makeover of this South Carolina factory:

D

owntown Rock Hill, S.C., is set to house what is seemingly the largest available adaptive-reuse project in the state. The Thread is a 400,000-square-foot mixed-use redevelopment of the former Baxter Mill, currently underway in the heart of Rock Hill’s Knowledge Park district. Connecting the historic Old Town with Winthrop University, the project is set to revitalize an old textile corridor and transform it into a bustling live-work-play destination.

To convert this 1946-built city landmark into a modern space, The Keith Corp. partnered with Springs Creative, and brought aboard architecture firm Little for design services and brand communication, and Choate Construction for construction services. Initially announced in 2018, with site work set to begin in 2019, the project only took off in 2023 following pandemic-induced delays.

The Keith Corp.’s total investment in this redevelopment amounts to $100 million, of which $55 million was for the first phase.

CommercialEdge shows that the company received a $34 million loan from First Horizon Bank for the restorative transformation of the historic mill and warehouse. The first phase of The Thread is set to include 150,000 square feet of office space—of which 30,000 square feet will be occupied by textile company Springs Creative as the anchor tenant—and 30,000 square feet of retail space and restaurant venues. For its second phase, plans call for loft-style apartments and additional office and retail space.

Commercial Property Executive caught up with Robert Oppenheimer, senior project architect at Little, who shared details about the vision behind this adaptive-reuse project.

Commercial Property Executive (CPE): What made you get on board with this redevelopment project?

AIA Charlotte Honor Award

Oppenheimer: We were approached by one of the ownership partners—with whom we had a long work history—during the speculative office boom, as they were preparing to pull together ideas for an economic development summit in Rock Hill.

The project had already kicked off due diligence, feasibility and budgeting. We jumped at the chance to put our expertise to work in the mixed-use realm. This led to us coming on board for the architectural design and execution of the project.

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CPE: The project was actually set to start before the pandemic, but it was halted. In what ways did the global health crisis reshape your approach?

Oppenheimer: It primarily changed how we worked as a team, as we had just begun working on design development when the shutdown occurred, which meant we had to pivot to virtual meetings. The pandemic had also impacted marketing and leasing the space due to many uncertainties, albeit not as much as other areas in South Carolina that remained open for business. At one time, we did lean into marketing test fits that showcased more open office environments to allow workers more space. High open structure and access to ample daylight while maintaining a deep floorplate was always an attractive prospect for users, so that continued to play into marketing.

CPE: Tell us more about how you preserved parts of the former Baxter Mill building in the new project. Can you expand on the relevance of keeping some of the former building’s aspects intact in terms of practical reasons, as well as for aesthetic purposes?

Oppenheimer: The existing building was in a really good shape. It sounds cliché, but it has really good bones. One would think that having columns every 20 feet would be a detraction, but the feel of the space is different. Having 18-foot, floor-tofloor heights with two-way slabs offer a unique, spacious open environment. This structure is the main feature we wanted to showcase.

We learned that this building’s structural system gave us a lot of flexibility. This is what led us to the updated skin design that removed most of the exterior non-structural solid brick warehouse walls between columns and replaced them with a more dynamic material set that respected the mill building’s industrial roots while creating something new and modern. The team had always wanted to find ways to reference textiles in the design. The concept for the skin came from the tartan grid of the plaid pattern, which has hints of industrial window patterns.

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Beyond Retail Vol. II

WE HAVE A ONCE-IN-A-LIFETIME TYPE OF PROJECT, WITH IRREPLACEABLE HISTORY AND DESIGN CHARACTERISTICS, SET IN A PRIME LOCATION THAT WILL OFFER OUR OFFICE, RETAIL AND RESIDENTIAL TENANTS ALIKE A TRUE EXPERIENTIAL REAL ESTATE OPTION THAT IS UNRIVALED WITHIN THE GREATER CHARLOTTE MARKET. JAY COLEMAN OFFICE PARTNER THE KEITH CORPORATION

CPE: How did you create a lucrative work environment that meets the sophisticated needs and demands of today’s office users?

Oppenheimer: From the project’s inception, the development group had already established a unique opportunity to capitalize on the live-workplay environment as this project is positioned within a larger master plan that includes 1,000 development units. This mixed-use approach plays well in the post-pandemic world. The larger, taller floorplates provide abundant natural light and tenants can easily spread multiple business units across a single floorplate. The Thread is a one-ofa-kind creative office offering in all the Carolinas.

CPE: What were some of the biggest challenges you had to overcome while implementing the new design of The Thread?

20

TONS OF CARBON SAVED THROUGH REUSE OF EXISTING BUILDING

50%

LE ASED E ARLY IN CONSTRUCTION

Oppenheimer: Despite a well documentation of the existing structure, inevitably, we knew we would make discoveries during construction that would cause challenges. That included discovering foundations of old buildings under the slab, realizing the structure of our monumental stair was not what we thought originally, and the challenge of fitting panelized rainscreen systems into a building where no two surfaces were straight or aligned.

CPE: What will make The Thread a mixed-use destination that the entire Rock Hill community will want to come to?

LEARN MORE ABOUT THE THREAD

Oppenheimer: The largest mill in Rock Hill was the closest to the center of the city and also the largest employer at one time. Since its steady decline, the mill has now seen a renaissance, with the development of the Knowledge Park Master Plan acting as a catalyst for economic development.

Residents are eager to re-experience this familiar place in a new way.

CPE: How do you expect the adaptive-reuse trend to evolve?

Oppenheimer: Renovation and reuse have always been around and relevant for the reasons of maintaining existing urban fabric and finding ways to adapt to different market trends. In more modern terms, we are just dealing with a much larger issue of the climate crisis. From a carbon emissions standpoint, it just makes sense because even the reuse of the superstructure can save resources and emissions. We calculated that 20 tons of CO2 were saved by doing just that for this project.

Robert Oppenheimer, AIA, CDT, is a Project Architect in the Retail Practice Group at Little and can be reached at robert.oppenheimer@littleonline.com.

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By Sarah Curtis

PAWS AND REFLECT:

DESIGNING A MULTI-SENSORY PET RETAIL EXPERIENCE Sarah Curtis, AIA, CDT, LEED AP ID+C, is a Partner and Retail Studio Principal at Little. She can be reached at sarah.curtis@littleonline.com.

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I

t’s a sunny Saturday afternoon. After an exhilarating drive with the windows fully down, you hop out of the car. Windblown, you make your way toward a large glass door and walk through.

Instantly, smells overwhelm you. They are unrecognizable, and you can’t decide if you like them, but you remain intrigued. All around you, strange sounds occur—from languages you do not understand to an almost constant beep beep sound. Seriously what is that?! You cautiously move forward, staring at giant shelves, giant tables, giant … everything. Curiously, you sniff and quickly lick the floor to see if it can provide some context to this bizarre and unfamiliar place.

A SURGE IN PET OWNERSHIP This isn't some weird dream. It is a real-life scenario illustrating what our pets can experience when they come with us to any retail space. Pet ownership has surged in recent years. Did you know that 66 percent of US households today own a pet and that more than ¾ of pet owners acquired pets during the pandemic? Pets are no longer merely seen as companions—they have become an integral part of the family, and numerous studies have shown that they profoundly enhance the lives of their owners. From improving mental health to encouraging regular exercise, pets have become essential to consumers' daily lives.

THE NEED FOR PET-FRIENDLY DESIGN Given the growing statistics on pet ownership, designers must address this trend and create places that cater to these new family members and their relationships with their human consumers. The potential for pet-friendly retail spaces is expanding dramatically, ranging from veterinary clinics and doggie daycares to retail outlets focused on animal diet, nutrition, fitness, socialization, education, and technology. Even entertainment spots like breweries, restaurants, and concert venues are finding ways to include four-legged clientele.

Perhaps it’s time to take a step back and approach the design of these spaces from a fresh perspective. How can we enhance the overall experience for pets and their owners? What innovative ideas could we implement to make these spaces exceptional? How can we ensure the space is designed with all visitors in mind?

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PAWS AND REFLECT: DESIGNING A MULTI-SENSORY PET RETAIL EXPERIENCE

DESIGNING AROUND THE SENSES In this article, I will focus on cats and dogs as they are the most common pets. As a pet owner and consumer, I have specific needs and expectations for the places I visit. But what about my pet? Unlike humans, pets typically don’t have much control over the spaces they encounter—their owner leads them. Therefore, they cannot leave freely when an experience becomes uncomfortable. When evaluating a space’s potential for a positive or negative experience dogs and cats use their senses like humans. However, they do prioritize them differently.

SOUND While sound may serve as a secondary sense for humans, dogs and cats heavily rely on it. Dogs possess 15 muscles in their ears, enabling them to move each ear independently, while cats have 27 ear muscles.

Additionally, animals can hear frequencies that are beyond human perception. Therefore, when designing spaces for animals, it is essential to consider the sounds present and how they interact within the environment.

Sound plays a significant role in their experience and can contribute to their comfort in the space.

Designing for a Pet’s Sense of Hearing:

SMELL Smell is the first sense animals use to understand the world around them. Unlike humans, who usually rely on sight first, animals likely smell a space before they even enter it. Their brains are much more adept at processing smells compared to humans. For instance, the area in dogs’ brains that analyzes scents is 40 times larger than in human brains, and a cat’s sense of smell is 14 times better than that of humans.

Designing spaces without considering this remarkable sense means missing an opportunity to create a positive impact.

•

• •

Provide natural sounds and/or music that is structured for animal hearing (key, tempo, chord progression, etc.).

Design equipment so that there aren’t abrupt on and off patterns.

Provide acoustical barriers between spaces.

Designing for a Pet’s Sense of Smell: • • • • •

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Specify products in the design that don’t require harsh chemicals for cleaning or off gas chemicals.

Design the mechanical system with more air movement to help flush out smells.

Allow for operable windows and natural ventilation.

Provide natural plants to filter the air and add familiar natural scents to the environment.

Provide changeable graphics with applied scent to direct the animals around the space.

Beyond Retail Vol. II

TASTE Considering how a space tastes may seem hard to imagine, but for animals, that's how they experience the world. Taste is a significant part of their everyday life, and they don't hesitate to explore by sticking their tongues out. When choosing materials for a petfriendly space, we must assume they will get licked or risk being naive about who that space is there to serve. Remember, this will always be a multi-sensory environment and should be designed as such.

Designing for a Pet’s Sense of Taste: • •

• •

Like smell, specify floor and wall products that don’t require harsh chemicals for cleaning.

Provide changeable, lickable elements throughout the space to provide interest and encourage safe exploration.

Provide DIY cleaning items so that messes can be resolved quickly.

Provide treats to encourage a positive memory of the space.

SIGHT

TOUCH Addressing touch for animals involves two aspects: their feet and their nose. Their feet serve as their primary touch, standing on surfaces like humans.

However, since animals don't wear shoes, their surface interaction becomes more personal. Cats tend to be analytical in their approach to surfaces.

They cautiously test and feel what they are standing on before fully engaging with the space. The tactile experience significantly influences their perception of the environment.

When considering dogs, they are less cautious but may have traction issues on certain surfaces. The inability to make a quick getaway can contribute to their anxiety in unfamiliar places. What they stand on impacts their overall experience.

The secondary touch to consider for animals is their nose. As we discussed earlier, their sense of smell is crucial to them, bringing their nose up close to items when necessary. They assess spaces by sniffing and feeling with their nose simultaneously. Therefore, when designing retail spaces for animals, we must be mindful that their noses actively feel their way through the environment, which can quickly influence their experience.

Designing for a Pet’s Sense of Touch: • •

•

Specify floor surfaces that provide good traction for pets—especially when wet.

Choose patterns that are understandable as “ground.” A mirrored surface can confuse an animal.

Investigate temperature of surfaces.

When considering how pets visually experience a space, it's crucial to get on their level—literally.

The average human eye level is around five feet, but animals have a significantly lower point of view. Try getting on your hands and knees and moving around your house; you'll notice how different your spaces appear from this change in eye level.

Another factor to consider is the colors used in these spaces. Most animals don't see colors the same way humans do. While they aren't colorblind, their perception of colors may differ, and they may not even notice some colors. Their sight excels in spotting movement, though. A space with a lot of activity could force an animal to be on high alert, as they can't easily avoid noticing even subtle movements.

To better illustrate this, think of the scene from the movie Up, where Doug (a talking dog) stops mid-sentence to uncontrollably shift his attention to a squirrel before returning to what he was doing or saying. Understanding the differences in their eyesight can help guide the design elements within these spaces.

Designing for a Pet’s Sense of Sight: • • • •

Consider color combinations that provide depth of tones.

Minimize sporadic movement that is within a lower cone of vision.

Consider the line of sight when designing with visual interest.

Elements up to 3-4 feet create barriers within the space, like walls for humans.

IN SUMMARY Look at any area from a pet's point of view, and you will see things very differently compared to how humans see it. Whether good or bad, intentional or accidental, design elements can greatly impact how pets experience a space. With more and more people having and loving pets, it's essential to consider ways to create inclusive and responsive pet-friendly retail environments.

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THE EPICENTER FOR DOG OWNERS Reddy SoHo is the first concept flagship for Reddy, Petco's lifestyle and fashion brand for dogs

L

ocated in Manhattan’s SoHo district, the new store has an urban boutique feel, with an industrial design complemented by Reddy's signature bold color palette, patterns and textures. Designed to offer an elevated shopping experience, the store features a curated selection of apparel, accessories and supplies, a gourmet food section

by JustFoodForDogs and several interactive experiences and amenities.

A BRAND EXPERIENCE Multiple engaging store elements integrate physical and digital experiences. The dog fit station is the ideal spot for a selfie, creating a perfect Instagram moment with Reddy’s branded camo pattern and hashtag backdrop.

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Beyond Retail Vol. II

There are multiple store elements that integrate physical and digital.

The dog fit station is the ideal spot for a selfie, creating a perfect Instagram moment with Reddy’s branded camo pattern and hashtag backdrop. Further into the store is the “Bark Board” a Polaroid selfie wall and community exchange, a retro approach to sharing, beyond that point there is the “Adventure Concierge” a touchscreen terminal where dog owners have access to services and resources to plan the ideal adventure with their pets, friends or breed group.

IIDA Carolinas Design Works Award

PET PARENTS ARE EXPLORING OUTDOOR ACTIVITIES AND TAKING THEIR PETS WITH THEM WHEREVER THEY GO. THIS FIRST-OF-ITS-KIND BOUTIQUE CONTINUES TO FUEL THAT EXPLORATION BY GIVING NEW YORK CITY PET PARENTS A HUB TO BOND, RECHARGE AND FIND THE LATEST MUST-HAVE GEAR TO STYLE THEIR BEST LIVES TOGETHER.

VM+SD Retail Renovation Award – Honorable Mention Commercial Construction & Renovation Magazine Project Profile Retail TouchPoints’ Brand Experience Award Shop! Design Awards Signage/Graphics

NICK KONAT CHIEF MERCHANDISING OFFICER PETCO

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Beyond Retail Vol. II

FIRST-OF-ITS-KIND BOUTIQUE IN NEW YORK CITY

10X

THE FLAGSHIP STORE OUTPERFORMED BY 10X THAT OF A TRADITIONAL PETCO REDDY STORE

MOMENTS OF DELIGHT Further into the store is the “Bark Board” a Polaroid selfie wall and community exchange, a retro approach to sharing, beyond that point there is an “Adventure Concierge” a touchscreen terminal where dog owners have access to services and resources to plan the ideal adventure with their pets, friends or breed group.

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By Sarah Curtis

BANKING ON TRUST

HOW EARLY ENGAGEMENT AND SMART DESIGN CAN RECONNECT BANKS WITH THEIR COMMUNITIES

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Beyond Retail Vol. II

“The bank is dead.”

“No one goes into a branch anymore.”

W

hen I talk about bank design, I hear statements like this often. After more than a decade of designing financial retail spaces, I can confidently say the branch isn’t dead. It’s simply evolving. Yes, digital banking is convenient and growing fast. Physical branches still play a vital role, especially as financial institutions search for new ways to build trust, offer guidance, and support their communities.

What’s changing isn’t the need for branches—it’s what they’re needed for. There’s a growing gap between transactional convenience and meaningful financial support, which presents a powerful opportunity.

A GROWING DEMAND FOR FINANCIAL WELLNESS Recently, my team conducted a research study exploring how people across generations engage with financial institutions today. We analyzed four different organizations—from regional credit unions to large national banks—and included an online-only provider to round out the comparison.

One of the most striking insights from our research was the deep-rooted lack of trust—particularly among millennials—toward financial institutions.

As a millennial myself, I hadn’t fully recognized this skepticism until we started unpacking specific scenarios in our interviews. It became clear that this generation tends to be less influenced by traditional advertising and more likely to place trust in firsthand experiences or word-of-mouth recommendations. They’re not looking for polished campaigns; they’re looking for authenticity, transparency, and consistent human interaction to feel confident in a brand’s promise. This finding underscores the growing importance of building

real relationships—not just delivering services— especially as expectations around financial wellness continue to evolve.

Ultimately, our goal was to better understand how financial services are sought out and used in today’s rapidly changing landscape. Despite the variety in size, structure, and delivery models, one clear theme emerged across all generations and institutions: a growing demand for financial wellness.

So, what does financial wellness really mean?

According to the Consumer Financial Protection Bureau (CFPB), financial well-being is defined as having financial security and financial freedom of choice, in the present and in the future. Essentially, financial well-being goes beyond budgeting apps and savings accounts. Financial wellness is about a person’s overall sense of stability, confidence, and control over their financial life today and in the future. And for many, money is deeply emotional— tied to security, opportunity, and personal identity.

Banks have long operated at the center of these personal and business decisions, making every customer interaction more than just a transaction.

Whether the experience is positive or negative, it’s shaped by how well a financial institution helps someone understand their situation and take meaningful steps forward. At its core, financial wellness is about helping people feel informed, empowered, and supported as they navigate every stage of life—from their first paycheck to retirement and everything in between.

While most banks still provide familiar services— secure transactions, safekeeping, even complimentary coffee—those offerings are no longer differentiators.

People can transfer money from their phones, store valuables digitally or at home, and grab coffee anywhere. What financial institutions uniquely offer today is guidance: the human expertise and support needed to help individuals navigate their financial lives.

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BANKING ON TRUST: HOW EARLY ENGAGEMENT AND SMART DESIGN CAN RECONNECT BANKS WITH THEIR COMMUNITIES 76

THE UNTAPPED POTENTIAL OF EARLY ENGAGEMENT Here’s the challenge: by the time most people begin focusing on financial wellness, they’re already playing catch-up. The language of finance can feel intimidating, and their ability to course-correct is often limited.

But what if financial institutions engaged people sooner—before they even open their first account?

Picture this: A high school student takes a personal finance class co-taught by educators and local bank representatives. They learn how to budget, build credit, and avoid common financial pitfalls. By the end of the semester, they open a savings account at the neighborhood branch they’ve come to know. Maybe they even apply for a part-time teller job or a summer internship.

That student isn’t just financially literate—they’re financially confident. And their relationship with that institution is no longer transactional; it’s personal, long-term, and built on trust. That connection can carry them through life’s many milestones—seeking guidance on student loans, financing their first car, buying a home, starting a business, saving for college, investing wisely, or planning for retirement.

By establishing that relationship early, financial institutions can become a lifelong partner, offering support and expertise at every step of the journey.

And yet, there’s an even earlier opportunity that many traditional banks are overlooking. Onlineonly platforms like Greenlight are already targeting kids as young as six—offering savings and checking accounts designed to teach financial responsibility through real-life experience, like managing birthday money or earning an allowance. It’s a smart move, and it highlights a growing gap in the market. While these digital-first institutions have recognized the potential in engaging children early, most brick-andmortar banks have not followed suit. According to an Accenture survey of 49,000 banking customers worldwide, about two-thirds of U.S. consumers— across all generations and regions—still value having a physical branch in their neighborhood. Chances are, many parents would prefer to walk into their local bank to open an account for their child, but the option simply doesn’t exist. This is a moment of opportunity: to bring early financial education into the community, through the trusted, tangible presence of the local branch.

Beyond Retail Vol. II

DESIGNING FOR FINANCIAL EDUCATION: AN ARCHITECTURAL PERSPECTIVE So how can a branch be designed to support financial wellness? As customer expectations evolve, so must the design of bank branches. For more than a decade, I’ve been renovating existing branch locations—and one of the most common challenges we face is rethinking oversized lobbies that once served as transactional hubs. Today, those large, underutilized areas offer a unique opportunity: to be reimagined as environments for connection, education, and empowerment.

Flexible, multipurpose spaces can welcome customers while also serving as venues for financial literacy workshops, one-on-one coaching sessions, or community events. Some banks are already exploring these ideas—incorporating small libraries curated with financial resources, or lounge-style areas that host monthly conversations on topics like budgeting, credit building, and retirement planning.

But while evolving the experience, we can’t lose sight of the purpose. Financial services should remain visible and celebrated—not tucked away in the back or hidden behind a stairwell. The branch should proudly reflect its core role as a community partner— one that supports financial well-being with both physical presence and personalized guidance.

In some cases, the most powerful design decisions extend beyond the walls of the branch. Collaborating with local schools to establish in-school microbranches or branded financial education hubs allows banks to meet future customers earlier—both physically and developmentally—making financial literacy more accessible, familiar, and relevant.

By designing with intention, branches can transform from places where transactions happen to places where understanding starts and transformation begins.

A WIN/WIN SCENARIO Investing in early financial education isn’t just a feel-good initiative—it’s a strategic opportunity that benefits both financial institutions and the communities they serve. When banks take the lead in equipping young people with financial knowledge and resources, everyone wins.

For financial institutions, the benefits are clear: •

•

•

• • •

•

Create lasting relationships with younger people that extend into adulthood—building trust before the competition even enters the picture.

Strengthen ties with the local community by showing up in meaningful ways, not just as a service provider but as an invested partner in people’s lives.

Develop a pipeline of future employees by training students early and giving them opportunities to gain real-world experience inside a branch.

Expand your reach to younger audiences who might not yet be on your radar but are already forming habits and loyalties.

Foster financially educated communities who move more confidently—and quickly—along the path to financial wellness.

Simplify future financial conversations by building foundational knowledge that makes it easier to discuss more complex services down the line.

Build long-term trust, not through marketing, but through action and presence in the lives of the next generation.

For students and the public, the impact is equally meaningful: • • • • • • • •

Gain early exposure to financial concepts and language, giving them a head start many adults wish they’d had.

Understand what financial security actually looks like—and how to take tangible steps toward it.

Begin their financial journey with confidence, before habits are formed or missteps are made.

Learn how to give back to their communities, thanks to the stability that comes with financial wellness.

Develop workforce readiness skills that go beyond finances—like professionalism, communication, and customer service.

Form a relationship with a financial institution that can support them through every life stage, from student checking to first mortgage and beyond.

Build trust in a system that often feels intimidating or inaccessible—because they’ve seen firsthand what partnership can look like.

When banks lean into this model, they don’t just build customers—they build communities that are more informed, more empowered, and more loyal.

That’s the kind of impact that lasts.

REIMAGINING THE ROLE OF THE BRANCH Banks have long recognized the value of meeting customers early in their financial journey—just think of the decades-old presence of branches and pop-ups on college campuses aimed at capturing the attention of 18-year-olds opening their first accounts.

But times have changed. Today, younger people are managing money earlier, navigating digital tools, and facing complex financial decisions long before college. What they need isn’t just access to products— they need guidance, education, and a trusted resource to help them build financial confidence from the start.

By shifting focus to earlier engagement—whether that’s middle school, high school, or a customer’s first job—financial institutions can play a meaningful role in shaping lifelong financial wellness and helping to close the knowledge gap we currently find ourselves in. The opportunity is there: design spaces and experiences that support not just transactions, but real connection and growth.

Sarah Curtis, AIA, CDT, LEED AP ID+C, is a Partner and Retail Studio Principal at Little. She can be reached at sarah.curtis@littleonline.com.

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GROVE 98 WHERE COMMUNITY MEETS COMMERCE

GOALS

SOLUTION

1. Attract a diverse tenant and customer base 2. Foster community connection 3. Support long-term vibrancy for shopping and dining

Grove 98 is thoughtfully designed to foster connection between people, place and purpose.

This 42,000+ square-foot retail hub within a mixed-use development seamlessly blends vibrant outdoor amenities with dynamic building forms to create a destination that serves both tenants and the surrounding community.

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The design team prioritized visual interest and flexibility, introducing varied architectural expressions, curated gathering spaces, and a rich palette of high-quality materials that invite discovery and encourage lingering. These features not only elevate the customer experience but also support a diverse mix of retailers, dining options, and leisure activities tailored to the needs and lifestyles of local residents.

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By Philip Donovan

5TOWARD STEPS PRACTICAL,

SCALABLE, SUSTAINABLE IMPACTS IN RETAIL DESIGN This article originally appeared in Retail TouchPoints.

A

s savvy customers pull back the curtain on the carbon footprints of their go-to retailers, credibility in sustainable performance has emerged as a top requirement for brands competition. This search for sustainable practices scales up from a product or service’s initial messaging to the built environment, and it filters through every space in between. With greater transparency comes greater responsibility to reduce the carbon footprints of brick-and-mortar retail spaces.

Clarity on these efforts is beginning to coalesce around the principles of ESG: Environmental, Social, and Corporate Governance. These ESG principles and their accompanying metrics help companies measure and create accountability through a wide array of methods, such as reporting on climate change, diversity and cybersecurity, to name a few. Flexing these new, do-good muscles allows retailers to create significant impacts that can increase interest in a brand, reduce environmental and carbon impacts and lower operations costs long-term.

While complex, this shift in business does not have to be complicated. Five initial steps—Measure, Think Upstream, Act Downstream, Educate, and Influence—are rooted in practical performance and clearly defined goals to uplift a brand’s mission and effectuate a positive bottom line for people, planet and profits.

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Step 1

Step 2

MEASURE

THINK UPSTREAM

Data is everywhere. Retailers have become adept at using data to market their brands and offerings effectively. The same use of easily accessible data can and should be applied to the design and operations of physical spaces.

It is imperative that retail designers, builders, and operators understand how their building systems use resources to design, construct, and operate each location effectively.

Energy, water, waste, and carbon are key focus areas that contribute to reducing resource use and operating costs. They are also target areas of ESG measurement and reporting.

This work is rooted in datadriven decision making from a project’s beginning.

Measurement against data baselines begins during evaluation of an existing space or creation of a new one. During design, utilization models of energy, water, and carbon (both embodied and operational) help reduce long-term resource use. During construction and operations, these models continue to ensure the retailer achieves original goals for resource reduction.

Consider the case of H&M and its open-door policy.

Several years ago, H&M studied the impact of conditioned air loss through entry doors left open to welcome customers.

Through measurement and modeling, they learned that closing the doors could save over $1 million in operating costs across 125+ locations. As H&M realized, small behavioral changes based on simple data points can lead to significant savings in facility operations.

Rarely do we stop to consider the beginnings of the raw material that makes up our homes, offices, schools and shops. A mixture of natural and man-made, virgin and sometimes recycled, these pieces come from places considered upstream of our projects. We therefore need to understand the impact that a new building, space or object has on the places and communities where its raw materials are extracted, mined, harvested and processed into their final form.

According to the United Nations Environmental Programme (UNEP), “The extraction and processing of materials, fuels and food contribute half of total global greenhouse gas emissions and over 90 percent of biodiversity loss and water stress. We are using the equivalent of 1.6 Earths to maintain our current way of life, and ecosystems cannot keep up with our demands.”

Our current methods of obtaining raw material are destructive and unsustainable, and we must make a shift to find balance in extraction and production processes. We can begin by gaining a personal understanding of those origin communities — human, plant and animal. Then we can take steps to ensure the ways in which we conduct work beyond our project boundaries to provide positive outcomes and address needs including health, energy, water and social equity.

Step 3

Step 4

Step 5

ACT DOWNSTREAM

EDUCATE

INFLUENCE

Education is one of the most critical tasks in building a performance mindset to shift the use of resources that create our physical worlds. While well-defined, the science behind better building performance is not always clear or easily accessible.

Retail designers, contractors, operators and owners all have a responsibility to simplify and share the why, to help consumers understand the process and intended outcomes of a space’s planned performance.

We achieve the greatest results when we create transparency within our teams while also projecting it out to the world at large. This open sharing of data is critical. When everyone understands the mission and expectations are simple and clear, real change occurs.

The greatest impact a project can have is to generate a positive sphere of influence on the people who come into contact with it.

Like a tossed stone in a pond, this contact creates ripples of change beyond the edges of a site or store. As such, retailers can initiate a perpetual advancement of change, helping shoppers understand their ecological footprint and spark action to create a better, more balanced existence for themselves.

We live in a brilliantly complex and infinitely diverse natural world. Over billions of years, this diversity evolved to facilitate a symbiotic balance among all interconnected systems of life. John Muir saw the strings that connected us when he said, “When we try to pick out anything by itself, we find it hitched to everything else in the Universe.” He foresaw a world in which human impact stretched across a wide range of social and environmental conditions. In a short time, the human species has exerted technological dominance over life, including the natural systems we depend on to sustain us.

These interdependent systems both produce and consume resources and process waste—cycling, recycling, and upcycling matter, upstream and downstream.

Impacted and bruised by man-made intervention, these systems are no longer in balance. The scales have tipped toward planetary life support systems failing. We must now turn toward endeavors that heal nature and create ecologically restorative outcomes for the systems of life with which we are all interconnected.

How we transform waste into a usable resource is the key to a sustainable future. In nature, there is no waste, only nutrients for another organism or form of life. Take a hike in the woods and follow the lifecycle of a tree, from a seed in soil to a sapling to the canopy, death to decay to soil and back around again.

Along that path is the journey of nutrients for many different organisms, all evolved to carry out specific functions in the cycle. Just as our projects utilize materials from places both far and near to our specific locations, so too does our waste spread outward, often impacting these same places and others farther afield.

When we embrace a circularity mindset, we design with the end in mind. The mindset results in materials reused, re-designed and re-made into something new from creation.

It’s a closed system that reduces the impacts of both material extraction upstream and waste downstream of our work.

Imagine creating a product or building intended for dismantlement and, with minimal effort and processing, reassembled into something similar or altogether different than the original. When we reduce waste downstream, we reduce energy use throughout the whole system, broadening opportunities for new industry to emerge from within this circular economy. This renewal can benefit every sector of the design and construction market, ultimately reducing a project’s embodied and operational carbon footprints.

In Summary We must once again create a sustainable balance between humans and nature, and to do so we must take steps to ensure our built environment exists in harmony with the natural world. Through these five steps—Measure, Think Upstream, Act Downstream, Educate, and Influence—we can begin to shift our environments toward a sustainable and regenerative future.

Philip Donovan, AIA, LEED AP BD+C, LFA, NCARB, is a Partner and Director of Regen CoLab at Little and can be reached at philip.donovan@littleonline.com.

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ELEVATING OUR CLIENTS' PERFORMANCE

WHAT THEY ARE SAYING

“Whereas the College Park location is like grandma's house (hip grandma who knows old is in and has outlets everywhere for your devices) this location is your Silicon Valley uncle's house. Sleek, clean, slightly industrial - I was digging the amount of space and light from the two story high windows. This is the place to go if you need a reminder about why this city is so freaking great.”

“The folks from Little made a real point, right from the beginning, of understanding who we are as a company. We have an existing culture, we have an existing brand. Little really embraced who we are and helped us advanced that cause.”

Yelp! review for Credo, Florida Hospital Campus, Orlando

“Thank you all from the bottom of my heart for the great partnership, dedication, and innovation you put forth on the Petco Reddy SoHo store. Reconnecting with Little was the best decision I've made in a long time.”

“One of the best business decisions is hiring Little for my projects. You guys have a strong partnership mentality and expertise that makes the best decision on behalf of me.

I can now focus on my job that is growing the company.”

Carlos Smith, CEO, El Super

“Little has great people to work with. We truly consider them as our extended internal team. We show Little’s work to the other firms to follow as standards. Raising bottom line of our performances.”

Rosalio Arellanes, Director, Boos Development

“Little produces the best quality drawings. I have asked three contractors who puts out the best drawings, they all say “Little” plus Little is always there and super responsive whenever and whatever.”

Sam Masterson, Executive Vice President, Chief Development Officer, Bristol Farms

“With Little’s help, our branches are now much more relevant and welcoming to our customers, and are places that both our members and associates are proud to call their own.”

Joe McCain, Chief Procurement Officer, Founders Federal Credit Union

“One of the challenges with doing mixed-use is that architects don’t always understand retail. Little knows how to do retail so that was an advantage we had right out of the box.”

John Kane, CEO, Kane Realty

“I have worked on the food service and QSR market for decades and have worked with many architects, designers and creative teams from around the world. Little is one of the top, in my mind. A rare blend of creative and executions talents, all under one roof. Their culture, collaborative approach and service mindset ensures to us that they have the best interest of our brand at the forefront of their minds.”

David Milne, Director of Global Shop Design, Krispy Kreme Doughnut Corporation

Michael Rauh, President & CEO, Chelsea Groton Bank

Rick Neira, VP of Merchandise Operations, Reddy

“As a result of our repositioning effort, Concentra customers’ Net Promoter Score (NPS) increased from below 20 percent (on average) to a score of 79 percent.”

John deLorimier, Chief Marketing Officer, Concentra

“Over the past decade, Little has been a true partner to the Real Estate Development Team of First Citizens Bank. Having helped design numerous buildings, the team members have been great assets to our program and trusted advisors we can rely on.”

Catherine Green, Manager of Real Estate Design & Quality Assurance, First Citizens Bank

“Bravo!!! This is incredibly thorough, detailed and comprehensive work and well on target. You guys did your homework. Very impressive to have a new partner put his much time and effort into a concept.”

Brandon Haddock, Textron

“A better way to shop has translated in improved sales which continue to increase month to month in spite of this tough economy.”

Alex Lara, Chedraui

“Just left our first Bunulu store...wow, it is amazing. I am so pleased with how it is coming together. You and the team should be very proud of the results.”

Lorna Nagler, President, Bealls

“After the successful launch of 'Salsaritas, Fresh Cantina' as a fast casual concept, I understood the value of a strong brand and visuals. Little worked with me and my team over several iterations of the Capishe concept, each time delivering a brand that felt and looked like a chain of 100 units. The performance and success of our first location was such that we accelerated the time table to open location number 2, that is a true testament to the potential of this brand.”

Bruce Willette, Founder/Owner, Capishe! Real Italian Kitchen

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CLICK HERE TO SEE ADDITIONAL RETAIL BROCHURES

FOR MORE INFORMATION, CONTACT:

James Farnell, CID, FRDI, LEED Green Associate, NCIDQ Partner | Retail Practice Leader james.farnell@littleonline.com 949.698.1408

www.littleonline.com