Commentary: Five Ways Retailers Can Build Reinvention and Resilienc.
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CSA’s 2025 Retail’s Top Women Awards: Profiles of 20 female executives making their mark in technology, marketing, supply chain and finance.
STORE SPACES
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Sleek, futuristic store makes retail debut with technologically driven items across multiple categories.
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Trending Stores: David’s Bridal’s new “Diamonds & Pearls” store concept offers an upscale, personalized shopping experience. REAL ESTATE
24 Top 20 Real Estate Innovators and Innovations
32 Top 10 Retail Center Experiences: Chain Store Age selects physical retail’s most engaging centers.
TECHNOLOGY
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Vendor Q&A: Knapp North America’s Jusuf Buzimkic discusses why automation is becoming a necessity for smooth supply chain operations.
be
Mid-Year Recap
From C-suite shakeups and bankruptcies to sticky inflation, tariff threats and anxious consumers, it’s been a challenging year so far for the retail industry. Uncertainty seems to be the dominant theme, among consumers and retailers alike.
There’s no denying that the pace of store closures picked up considerably these past six months, as former retail giants Party City, Joann, Forever 21 and, most recently, Rite Aid, all go dark. (On a brighter note, Big Lots got a last-minute reprieve and has been re-opening stores under its new owner.)
But it’s not all doom and gloom, not by a long shot. Many retailers continue to expand. Burlington, Five Below, Nordstrom Rack, TJX Cos., Tractor Supply Co., Ollie’s, Boot Barn and Aldi are among the companies with robust expansion plans.
And there are plenty more (including, of course, those perennial expanders Dollar General and Dollar Tree). Barnes & Noble has also returned to brick-and-mortar growth mode, with a smaller, more curated footprint. At the same time, there continues to be an infusion of new blood into the retail landscape as digitally native brands try on brick and mortar. Check out these six below.
• Eastside Golf: With fashions designed to be worn by golfers and non-golfers alike on and off the course, this fast-growing urban-oriented brand has opened its first U.S. store, at the Detroit Metropolitan Airport, with more to come. It offers a curated selection of Eastside Golf’s apparel and accessories, including its signature “Swingman” logo sweatshirts, tracksuits, bucket hats and more.
• Oofos: The “active recovery” footwear brand is entering physical retail with a handful of stores. The brand, which has
built a strong following through online and wholesale channels, is known for its proprietary “OOfoam” technology, which it says absorbs 37% more impact than traditional footwear, and is designed to reduce stress on your feet and joints.
• Perigold: The Wayfair-owned brand’s 20,000-sq.-ft. flagship in Houston is elegant and inviting. It features a curated selection of designer furniture, décor and lighting from more than 150 brands. It also offers exclusive local events, design workshops and personalized service that caters to both design enthusiasts and trade professionals. A second store is set to open later this year, in West Palm Beach, Fla.
• Princess Polly: Catering to Gen Z with affordable and on-trend fashions, the young women’s clothing brand has been expanding in brick and mortar since it opened its first store in 2023. The company opened a two-level. flagship in New York City in April, one of seven new locations planned for 2025.
• Rocksbox: The fashion jewelry brand, founded in 2012 as a direct-to-consumer subscription rental service and now part of Signet Jewelers, has opened three stores, with more to come. Rocksbox stores invite customers to try-on and stack pieces, with open-concept displays, vanity mirrors, shopping trays and a central styling table.
• Tm:rw: Located in Manhattan’s Times Square, this sleek futuristic-looking store features state-of-the-art technologically driven- items across diverse categories, ranging from gaming to beauty. The three-level, 20,000-sq.-ft. space is the first freestanding store of Smartech Retail Group.
Meanwhile, Warby Parker, widely credited with paving the way for DTC brands to enter physical retail, celebrated the opening of its 300th store in June. It’s located at Brookfield Place in lower Manhattan, close to where the first Warby Parker store opened in 2013.
Marianne Wilson mwilson@chainstoreage.com
8550 W. Bryn Mawr Ave., Suite 225, Chicago, IL 60631 (773) 992-4450 Fax (773) 992-4455 www.chainstoreage.com
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Five Ways Retailers Can Build Reinvention and Resilience
By Jill Standish
Diminishing consumer confidence, ongoing supply chain issues, pricing fluctuations and labor shortages are just some of the challenges retailers have faced in recent years. Now, their ability to adapt is once again, being put to the test, as they confront a new set of economic headwinds due to the fast-moving macroeconomic, policy and tariff landscape.
That includes addressing significant margin pressures due to increased production costs from new tariffs on imported raw materials and finished goods, with anticipated price hikes ranging from 5% to 16% across key sectors. Reliance on imports within these categories could surpass 25% to 30%, further adding to the pressure.
Ripple Effects
The prolonged inflationary pressure that led to price hikes in recent years have already pushed many consumers to the limit of what they can afford. Any further increases will likely see consumers adjust their spending further by trading down to lower cost alternatives or pulling back entirely. Retailers are caught between a rock and a hard place: They need to manage costs while maintaining a competitive edge.
In this environment battening down the hatches and waiting for the headwinds to pass is not conducive to long-term success. Instead, resilience and adaptability should be at the top of every retailer’s agenda.
That means being agile and ready to reset the business as the market changes. It’s not enough to cost cut and eliminate inefficiency, instead, retailers need to proactively prepare for fundamental shifts in demand, financial conditions, and global trade.
So where should time, resources, and investments be directed to enhance resilience? There are several key areas to consider:
1/ Enterprise and financial resilience:
It starts with investing in a digital core capable of delivering agility and innovation, data and AI for differentiation, applications and platforms for accelerating growth, as well as next-gen experiences and optimized operations technology as a tool for resilience.
Scenario planning must be embedded throughout the organization, so that retailers can have rigorous insight into the full range of risks and opportunities they face in the near and long-term.
This is about better understanding how the outlook might change, how it might affect performance across business lines, and developing flexible strategies that can adapt to various outcomes and be further fine-tuned if needed. For example, if a supplier in one region faces a disruption, a retailer should have a plan in place to quickly switch to another supplier.
2/ Operational resilience:
Next, retailers need to rethink how they manage their cost structure, network and logistics. This is where artificial intelligence (AI) and other advanced technologies such as generative AI (gen AI) and agentic AI can help in moving the needle.
Imagine a virtual representation of your entire supply chain — a digital twin — that uses real-time data to test different response scenarios. This can help retailers identify potential issues, such as transportation delays or quality problems, and take proactive steps to address them before they escalate.
AI can also optimize inventory management, ensuring that retailers have the right products in the right places at the right times, even as demand fluctuates.
3/ Commercial resilience:
For retailers that invest in understanding and catering to their needs, especially during tough economic times, consumers are more likely to reward them with their loyalty.
This is where hyper-personalization, micro-segmentation, and agentic AI
are becoming increasingly important. Consider how a retailer might use AI to analyze a customer’s purchase history and preferences, then offer a personalized discount on a product they are likely to buy. This optimizes spending and also enhances the effectiveness of brand offerings, building stronger connections and driving repeat business in the long run.
4/ People resilience:
People are at the heart of any resilient organization. However, employee concerns about inflation, job insecurity and labor market shifts are challenging morale and retention. The good news is that companies have a range of levers to build a more agile and resilient workforce. Simplifying processes and embedding AI so that employees can work alongside advanced technologies through upskilling is vital. By empowering employees to thrive as conditions change, retailers can ensure that their workforce remains a competitive advantage.
5/ Technology resilience:
The pace and breadth of change requires a technology infrastructure that is both adaptable and reliable. AI should play a central role, not just through automation but through the strategic deployment of technology and talent against the most critical opportunities and risks. That requires organizing cross-functional teams to align AI capabilities with strategic priorities.
To keep technology systems running and ensure core operations remain secure, a robust cybersecurity strategy can protect against threats and maintain customer trust, which is essential in an era where data breaches can lead to significant reputational damage.
The retail industry has always been about navigating change. It’s that ability to adapt and innovate that will be the true differentiator in the coming years.
Jill Standish is global lead for Accenture’s retail practice.
Retail’s Top Women Awards
Class of 2025
Female leaders making their mark in the retail industry
By: CSA staff
From the first woman to serve as president of a 110-year-old retailer to the chief digital officer of California’s largest regional grocer, the honorees of Chain Store Age’s 2025 Retail’s Top Women Awards are a diverse group of female executives that range from C-suite executives to managers and directors. But they are alike in their passion for retail innovation and determination keep their companies positioned for success.
The annual program, now in its 10th year, celebrates the achievements of women — and the crucial role they play — in key areas of retail operations.
Twenty outstanding women were recognized during a special virtual presentation, sponsored by Melissa, with individuals honored in five areas:
• Corporate Leadership
• Technology
• Marketing
• Supply Chain
• FInance
(Chain Store Age presented Retail’s Top Woman Awards in the category of Store Development and Facilities Management earlier this year, at its annual SPECS Show in March. The honorees were profiled in CSA’s May/June issue.)
The 2025 class of Retail’s Top Women are leaders in every sense of the word. Through their accomplishments, they are not only driving their companies forward, but also advancing the presence and influence of women in leadership and decision-making positions across the retail industry.
Barbie Cameron Chief Stores Officer
Macy’s
• Building on her strong track record, 37-year Macy’s veteran Barbie Cameron was promoted to chief stores officer of the company in February 2025. In the role, she leads the stores organization, which includes Macy’s store locations, field support, operations, staffing and customer experience, and asset protection.
• Cameron is also spearheading initiatives to modernize Macy’s, improve the shopping environment and elevate the customer and colleague experience, all part of the company’s “Bold New Chapter” strategy. She has a deep appreciation for the “colleagues that work in our stores.” They are passionate about the customer experience, she said, “and how we can continue to elevate the experience.”
• Women who are beginning careers in corporate retail should set goals and check in on their progress, Cameron suggests. She also advises asking for feedback — being open to both positive and challenging input — and finding mentors that will challenge “your way of thinking, support you in your success, and challenge and give you advice.”
Tianne
Doyle President Bealls Inc.
• The first woman to serve as president of Bealls Inc., Tianne Doyle joined the off-price retailer in 1991, and went on to hold numerous leadership positions across the company. Promoted to her current role in 2023, she is responsible for retail operations including merchandising, planning, product development, operations and logistics.
• Among her biggest achievements: building and developing a high-performing team grounded in shared values, and prioritizing culture and collaboration over personal gain. Doyle also successfully led the implementation of several innovative systems and processes that helped transform Bealls’ operations and positioned the business for scalable growth.
• Doyle’s best career development advice: Be open to constantly learning. “Prioritize curiosity and learning over titles,” she said. “It is not how much you know, but how much you are able to learn that will lead to a fulfilling career.”
Emily Taylor
Executive VP, Chief Merchandising Officer
Dollar General
• A 25-plus-year Dollar General veteran, Emily Taylor currently leads the discount giant’s merchandising, marketing, global sourcing, digital, customer insights, channel innovation and in-store experience efforts at more than 20,000 stores across 48 states. Joining the chain in 1998, she went on to roles of increasing responsibility across the company before becoming CMO in 2020.
• One of Taylor’s proudest accomplishments is simplifying the store experience for associates and customers. Her team successfully eliminated 1,000 SKUs network-wide in 2024 and drove an inventory reduction of 6.9% on a per-store basis. She and her team have also spearheaded the expansion of DG’s in-store fresh produce.
• Taylor’s advice to others seeking a retail career is to actively seek experiences outside of their comfort zone by exploring different areas in the company. “My experiences in investor relations, finance, and merchandising planning not only challenged me, but also provided a holistic understanding of the business that has proved to be invaluable in my role as CMO,” she said.
Samantha Abrams
Global VP, Omnichannel & Digital In-store Excellence
Sephora
•In her eight-year career at Sephora, Samantha Abrams has held multiple roles across areas that include retail operations, store experience, retail technology and omnichannel experience. During her time at the beauty giant, she has worked to cultivate a strong and supportive environment, positively impacting her colleagues and the overall workplace culture.
• In her current role, Abrams counts among her proudest achievements the North American launch of Sephora’s AI-powered skincare diagnostics solution, which uses AI to recommend products based on individual skin concerns and goals. She is now steering its rollout across the globe.
•Abrams advises other women looking to enter the retail technology field to pay close attention to feedback from frontline employees who regularly engage with shoppers and dayto-day enterprise operations.
“Listen to your store associates,” she said. “Innovation will start with their pain points and expertise.”
Wouleta Ayele CTO
Sweetgreen
•Wouleta Ayele has worked on digital transformation throughout her career at companies that include Starbucks, Coca-Cola and now Sweetgreen. In every position, her focus has been on using technology to improve the customer experience while making operations more efficient.
•At the heart of Ayele’s current role role is the cultivation of high-performing teams who align technology with Sweetgreen’s strategic goals, ensuring every innovation drives meaningful growth and advances the mission of the fast-casual chain. Sweetgreen was among the first restaurant brands to build its own app and Ayele is overseeing the embedding of innovation into every aspect of the business, elevating the customer experience, empowering associates and streamlining store operations.
• Ayele’s advice to other women in technology is to always lead with curiosity and remain a lifelong learner. “Know the details deeply enough to effectively guide decisions and focus on solving the right problems, but trust your team’s expertise and empower them as you move forward together,” she said.
Maryann Byrdak
Senior VP, CIO
Leslie’s
Pool Supplies
• As CIO of the country’s largest direct-to-consumer brand in the pool and spa care industry, Maryann Byrdak leads the company’s technology vision, digital roadmap and enterprise systems strategy. She brings more than 25 years of expertise leading technology strategy, digital transformation, operations excellence, analytics and enterprise system deployments across the retail, restaurant and nonprofit sectors to her role.
• Byrdak is spearheading Leslie’s enterprise-wide transformation — modernizing the tech stack, accelerating cloud migration, deploying optimized inventory and customer loyalty solutions, and aligning the technology portfolio with the company’s strategic goals.
• Her rise in a male-dominated industry has made Byrdak a champion for gender equity in the tech workforce. In the early years of her career, she was often the only woman in the room.
• “Don’t wait for someone to hand you a seat at the table — bring your own chair,” she said. “Own your voice, sharpen your technical skills, and understand the business When women lead in tech, they bring systems-level thinking, empathy, and grit— and the entire organization wins.”
Feliz Papich, Senior VP, Digital Technology, Experience & Insights Crocs Inc.
• Feliz Papich oversees a broad range of digital functions at Crocs Inc. — including digital development, engineering, operations, project and product management, quality assurance, user and customer experience, and analytics. Her team is responsible for the end-to-end digital customer journey across Crocs’ websites, marketplace platforms and marketing tech stack.
• One of the biggest milestones in Papich’s career at Crocs has been modernizing the company’s tech stack to be more flexible and modular so it can innovate faster and respond to changing consumer expectations in real time. Under her leadership, Croc’s has also made significant strides in elevating the digital customer experience.
• Papich believes women starting their careers in retail tech should be curious, ask questions and seek out feedback. “I struggled early on with imposter syndrome and held back, but things changed when I started believing I deserved to be in the room,” she noted. Also, say yes to opportunities, even if they feel outside your comfort zone. That’s where growth happens.”
Tamara Pattison Senior VP, Chief Digital Officer
The Save Mart Companies
• Tamara Pattison oversees all aspects of digital information and technologies for The Save Mart Companies’ three distinct store banners: Save Mart, Lucky California and FoodMaxx. Her key areas of focus include home delivery and curbside pickup with partners such as Amazon and Instacart, driving consumer engagement through Save Mart’s membership program and business intelligence, analytics and reporting.
• Pattison has developed and implemented initiatives to expand opportunities for the company with emerging digital technologies and e-commerce strategies, enabling future growth in alignment with Save Mart’s strategic objectives. Her many initiatives include developing the company’s retail media network.
• She advises other women starting careers in retail technology to avoid second-guessing and being willing to learn from their mistakes as well as their successes. “As long as you put in the effort, you will always find something useful comes out of it.”
Jill Pavlovich
Senior VP of Digital Shopper Experience
Albertsons Companies
•A seasoned digital leader, Jill Pavlovich is responsible for the digital product strategy and management of Albertsons’ mobile app and website. She oversees a large team responsible for a multi-billion-dollar e-commerce grocery business and serves as the strategic leader, setting a multi-year product vision aimed at transforming Albertsons from a “local grocer” to an omnichannel retailer and service provider.
•Under her leadership, Albertsons has yielded digital growth consistently above 20% year-over-year. She also initiated a transformative mindset shift within Albertsons, steering the company toward a “connected experience” strategy that revolutionizes how both digital and in-person consumers perceive their local grocer.
• She advises women entering retail technology to develop a deep obsession for the customer/end user, which will lead to building better experiences and technology, and pave the way for a better workplace and for better leadership and customer outcomes.
Erica Randerson
Chief Digital Officer, Edible Brands, and General Manager, Edible.com
• Erica Randerson is leading Edible Brands’ (formerly Edible Arrangements) digital transformation, overseeing site and app experience, e-commerce strategy, digital product innovation and data insights. This includes web and mobile platforms, digital product development and customer data.
• One of Randerson’s most rewarding achievements has been leading the overhaul of Edible’s digital experience. Under her guidance, the company modernized its online presence, streamlined checkout flows and enhanced personalization across the site, all of which helped drive growth in conversion and retention.
•She also spearheaded growth in Edible’s third-party delivery program, which has become an important customer acquisition tool and will soon span five channels.
Danielle Schmelkin
CIO
J.Crew Group
• With a career that spans CPG and retail companies, Danielle Schmelkin was tapped as CIO of J. Crew Group to reinvent technology across its portfolio.
• She oversees all things technology — from websites and the technology that runs its stores and distribution centers to less visible, but equally important solutions such as cybersecurity, workforce management and Wi-Fi networks.
• During the past year, Schmelkin managed the migration of all J.Crew brand sites to a headless cloud stack, trimming page-load time, increasing checkout-completion and unlocking new capabilities. She also spearheaded the development of an AI-powered search experience that doubled search engagement.
• Hannah Simpson’s responsibilities at Rack Room Shoes include managing the overall health, development and optimization of the company’s WFM and TASK solutions, partnering with department heads, subject matter experts and end users to ensure that both applications are meeting the needs of the business.
• She also assists with implementation plans and rollouts of all store technology, troubleshooting of production issues that impact Rack Room stores, and advises on store operations applications and projects.
• Simpson is most proud of advocating for solutions that allow Rack Room store employees to work more efficiently, allowing them to be more visible and available to customers.
Jessica Starnes Director of Loyalty
Weigel’s Inc.
• As director of loyalty at Weigel’s, Jessica Starnes leads one of the most successful retail rewards programs in the convenience store space. Under her leadership, the chain has achieved record-breaking loyalty penetration and built high-impact programs such as “100 Days of Summer” and exclusive name, image and likeness partnerships that emotionally connect with customers.
• From acquisition to retention, Starnes’ strategy is rooted in making every interaction meaningful, translating into
• She advises women just starting a career in technology to be confident in the skills they have and to listen, learn and contribute — “and the rest will take care of itself.”
stronger brand loyalty and increased customer frequency. Her cross-functional approach ensures that loyalty touches every part of the business, from merchandising to marketing to operations. She continues to set the standard for customer-first innovation while building scalable platforms that drive long-term growth.
• Women starting careers in technology should be curious, Starnes said. “Ask all the questions no matter who is in the room, do the research and elevate yourself to expert status.”
Stacy Doren
Executive VP, Chief Marketing Officer
Journeys
Group
• Stacy Doren spent the first five years of her career at Quaker Oats in the demand and supply planning segment, a highly structured, number-crunching unit that lacked the creativity she craved. After joining Levi Strauss & Co. in 1999 as senior manager for content and marketing, her career took off. She spent 25 years at Levi’s in a variety of roles with increasing responsibility.
• Doren moved across the country in 2024 when she joined Journeys, part of footwear giant Genesco. Responsible for executing new marketing strategies, her efforts are contributing to back-to-back quarters of double-digit growth. She looks forward to accelerating the growth with the launch of a new brand platform later this year.
• Taking risks is important to Doren — and she encourages other female professionals to do the same. “No one wins by playing it safe,” she said. “Use your voice and don’t be afraid to take the assignments that may seem undesirable.”
Leana Less
Senior VP, Marketing Bealls Inc.
• With 30 years of marketing experience that includes leadership roles at Chico’s FAS and Estée Lauder Companies, Leana Less is now putting her expertise to good use at Bealls Inc., where she leads marketing, e-commerce and guest strategy.
• Less, who joined Bealls in June 2024, had a busy first year, leading the creative transformation and elevation of all brands within the off-price retailer’s portfolio. She also designed and implemented a new ecosystem of technology and agency partners to unlock marketing efficiencies. Other achievements include launching Bealls’ 110th year anniversary campaign, which delivered record guest activations. She also gamified the company’s loyalty program through the launch of Bealls “ambassadors.”
• Less advises younger professionals to build a team that is not only a functional partner, but a cross-functional partner as well. “Retail is a team sport, she said. “Also, if you are not learning every day, something is wrong.”
Claudia Schaefer Chief Marketing Officer Smoothie King
• Marketing veteran Claudia Schaefer oversees all marketing efforts for Smoothie King, where her primary focus is to further define the fast-growing brand’s purpose and positioning by leveraging consumer insights to ultimately drive traffic and accelerate sales growth.
• Schaefer counts her ability to identify and cultivate talent as one of her strengths. Many of her hires share her deep passion for brand storytelling and creating meaningful guest experiences. “There’s something incredibly rewarding about not only delivering strong business results, but doing so with a team that’s committed, collaborative and inspired,” she said.
• Schaefer suggests that anyone starting out in marketing work to discover their unique “superpower” — and lean into it unapologetically.
• “Marketing sis a dynamic field that rewards curiosity, resilience and clarity of purpose,” she said. “The sooner you understand the impact you can uniquely make, the more empowered you’ll be to chart a fulfilling career path — one that isn’t just about following trends but about setting them.”
SUPPLY CHAIN FINANCE
Mandi Dyer COO
Country Supplier
• From cashier to the C-suite, Mandi Dyer’s 20-plus-year tenure at Country Supplier has given her a deep understanding of both the day-to-day dynamics and the larger strategic needs of the business. As COO, she oversees the company’s operations, purchasing, logistics and data analytics teams, and also works closely with store teams to ensure they are meeting both business goals and customer needs.
• Some of Dyer’s most noteworthy accomplishments include the rollout of an AI-powered robotics solution, which has helped Country Supplier prioritize product reliability and pricing accuracy on the shelf. She also oversaw implementation of a new communication tool that centralizes operational tasks and consolidates multiple software solutions into a single source.
• Her advice for women launching technology careers is to ask questions, and then ask follow-up questions to those questions until you understand the process from a 360-degree view. “Also, don’t be afraid to start at the bottom and work your way up,” she added. “You will be so much more impactful in your future roles as a result.”
Sanja Krajnovic Chief Supply Chain Officer, ADUSA Distribution
• As chief supply chain officer of Ahold Delhaize USA Distribution, Sanja Krajnovic leads one of the largest supply chains on the East Coast, overseeing a network of more than 20 distribution centers and a vast transportation fleet. Previously, she served as senior VP of store operations at Dollar General. Before that, Krajnovic spent 25 years at Target Corp.
• Krajnovic is especially proud of the progress Ahold Delhaize USA Distribution and Transportation has made in advancing a self-distribution model and enhancing its operational performance. Under her leadership, the company has driven significant improvements in efficiency, safety and retention, and strengthened its people-first, team-driven culture.
• Krajnovic wants young women considering a career in supply chain to know that it is a dynamic field full of opportunity. “Don’t hesitate to ask questions, embrace challenges and pursue roles that push you beyond your comfort zone,” said. “A broad perspective and diverse experiences not only fuel personal and professional growth, but also help you build meaningful connections that can elevate your career and enhance your impact within your organization.”
Susan Chason VP, Accounting, Ulta Beauty
• Throughout a 20-plus-year career in corporate accounting and finance, Susan Chason has focused on leading high-performing teams, driving transformation and aligning financial operations with strategic business goals. At Ulta, she leads a team of over 50 professionals across general accounting, financial reporting, lease accounting, fixed assets, project accounting, accounts payable, consolidations and systems management.
• Among her recent accomplishments, Chason led the Ulta accounting organization through a multiyear transformation from a legacy platform to a modern enterprise resource planning system. She played an integral role from system design to full implementation while maintaining business continuity throughout. The initiative significantly elevated Ulta’s accounting capabilities, improving accuracy, streamlining key processes, and enhancing financial visibility and control across the enterprise.
• Chasen believes that women looking to build a career in finance should focus on building strong relationships in addition to sharpening technical skills. Mentors and sponsors, she added, can make a tremendous difference in career trajectory. “And as you grow, make it a priority to support and uplift others, especially women and underrepresented voices.”
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ADVANCE DOCK LIFTS ARE
DOCK LIFTS VERSUS NOTHING:
Unloading trucks without any equipment is ver y slow and puts dock personnel at risk for shoulder, back and metatarsal injuries. Also, goods may be damaged
DOCK LIFTS VERSUS CONVEYOR UNLOADING:
Conveyor unloading is 2 to 3 times slower than using a dock lift. It leaves personnel at risk of shoulder, back and metatarsal injuries and goods are at risk.
DOCK LIFTS VERSUS TRUCK TAILGATES:
Tailgates and their maintenance are more expensive than dock lifts. Tailgates reduce truck payload and increase vehicle wear Tailgate platfor ms are smaller and do not offer handrail protection available on dock lifts, more risk for operators and cargo.
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Welcome To “Tm:rw”
New experiential store concept makes retail debut in Times Square
By Marianne Wilson
Asleek, futuristic-looking store featuring unique, state-of-theart technologically driven items across multiple categories has opened its doors in Manhattan’s Times Square.
Called “Tm:rw” (the spelling resembles how the word tomorrow appears on a digital clock), the three-level, 20,000-sq.ft. space is located in the Candler Building. The site formerly housed one of McDonald’s largest locations.
The store is intended to serve as a launchpad for more than 120 brands — from small start-ups to the worl's biggest consumer conglomerates. It features hundreds of products displayed in rotating concept areas across a diverse array of categories that span gaming, health and wellness, food, beauty, entertainment and sport, with each showcasing next-generation technology.
The items run the gamut from electric razors that map facial contours for improved shaves to a robotic massager. All products on display are for sale.
“We aim to inspire,” said Jordan Traxler, global head of marketing.
“What sets Tm:rw apart isn’t just our carefully curated product offering, it’s the elevated treatment of each customer and brand partner alike. Tm:rw isn’t about spectacle for its own sake; it’s about making what’s next feel personal, meaningful, and memorable. How does
this product enrich my life?”
Tm:rw also has a “corner shop,” which will highlight items from a different brand every few weeks, and a café featuring innovation in food preparation. At the opening in July, it featured a robotic vending machine from Sweet Robo that makes cotton candy and soft-serve icecream.
Additional store highlights include:
» An immersive motor sports installation featuring state-of-the-art Phoenix racing simulators by Base Performance Simulators, a real Formula 1 show car, and curated racing and sports memorabilia;
» One of the world’s largest 3D retail holograms (by Hypervsn), viewable on the mezzanine level and accompanied by an AI-powered digital avatar and immersive window displays;
» The Sanctuary, a “sonic oasis” featuring best-in-class home audio technologies from Amazon Alexa;
» The Studio, an interactive karaoke experience by Vizio MicMe, set in a plush, throwback living room setting; and
» The Barber Shop, featuring interactive mirrors and premium grooming from P&G’s suite of brands, including Gillette, Braun and Art of Shaving.
Tm:rw is the brainchild of Nathalie Bernce and Jacov Nachtailer, co-founders of Smartech Retail Group, a London-based tech firm and retail platform showcasing innovative tech products from established companies and start-ups.
The Times Square outpost is the brand’s first freestanding store, with additional locations planned for the future. There are Smartech in-store shops in Selfridges in London, KaDeWe in Berlin and Rinascente in Rome. All three will eventually transform into Tm:rw, the company said.
“This [Tm:rw] is a dedicated space where advancements from creators and brand leaders are brought to life through visual and physical immersion,” said co-founder Bernce, who serves as CEO. “Tm:rw was designed to evoke curiosity and adventure. This is a space where innovation enhances — not replaces — the human experience. We’ve built a home for those who think differently, and a destination that invites discovery.”
Designed in collaboration with architect Harry Nuriev, founder and creative director of Crosby Studios, the space blends sleek geometry with atmospheric lighting and tactile detail, creating an environment that evolves with each visit, the company said.
Tm:Rw has an immersive setting designed to invite exploration and discovery. (Photo credit: Ismail Merad).
David’s Bridal unveiled a new retail concept, “Diamonds & Pearls,” aimed at delivering an “elevated, curated and personalized” experience for brides in a boutique format. Located in Delray Beach, Fla., the 3,500-sq.-ft. store has approximately one-third of the SKUs typically found in David’s Bridal, with the assortment tailored to the most trending styles and silhouettes. The store also offers a more intimate and elevated shopping experience —complete with champagne, elegant décor, private dressing suites and couture-level styling. Personalized styling appointments are also available. Interactive touchscreens bring David’s full inventory to life. … Fashion jewelry brand Rocksbox, founded in 2012 as a DTC subscription rental service, has opened three stores — with more to come. Featuring open-concept displays, vanity mirrors, shopping trays and a central styling table, Rocksbox stores invite customers to try-on and stack pieces. The assortment includes in-house lines and curated brands such as Kendra Scott. Rocksbox was acquired in 2021 by Zales and Kay Jewelers parent company Signet Jewelers. … China’s fast-growing Luckin Coffee made its U.S. debut with the opening of two stores in downtown Manhattan. Targeting young customers, Luckin shops are small and mostly lacking in amenities, with most only providing pick-up and online delivery services through its app. Luckin’s explosive growth and popularity in China,
where it operates some 20,000 locations, have proved a big challenge to Starbucks. Nintendo opened its second U.S. store two decades after making its debut at Rockefeller Center in New York City. The Japanese video game giant opened a two-level outpost in San Francisco’s Union Square. The store boasts several interactive features, including demo stations where visitors can play games on the Nintendo Switch system. In addition, they can also play on a giant gaming screen that also will be used to air future Nintendo Direct livestreams …. Netflix will unveil its immersive Netflix House concept later this year, with locations at King of Prussia Mall, King of Prussia, Pa., and Galleria Dallas in Dallas. Spanning more than 100,000 sq. ft., Netflix House will bring some of the company’s most popular shows and movies to life and include retail and food. A third location, in the heart of the Las Vegas Strip at BLVD Las Vegas, will open in 2027.
Diamonds & Pearls, Delray Beach, Fla.
Top 20
Real Estate Innovators and Innovations
By Zachary Russell
Wanamaker Philadelphia flagship (1911, Philadelphia)
Designed by Daniel Burnham in Philadelphia’s City Center district, the flagship store of Wanamaker’s, one of the first and most-successful department store businesses, was considered by many to be one of the largest and most beautiful retail stores in the world.
Located in the nation’s third-largest city at the time, the 1 million sq. ft. store was 12 stories tall and spanned an entire city block. Its most well-known architectural feature was… the seven-story atrium known as the “Grand Court.” Simply put, the Wanamaker’s flagship store was — and still is — an architectural marvel.
After the Wanamaker’s brand closed in 1995, the building’s tenants included Hecht’s, Strawbridge’s and Lord & Taylor. Most recently, it housed Macy’s flagship store from 2006 until March of this year.
While the future of the property is unclear, the more than 110-year-old building helped set a gold standard for the department store experience. Its massive scale and ornate details made it one of the most innovative properties in the history of retail real estate.
ChainStoreAgeis celebrating its centennial year with a look at 20 visionary retail real estate properties, companies and people that altered the industry and left a long-lasting mark on the world of shopping centers. Whether it was through introducing new types of retail experiences or implementing a new development or architectural strategy, these honorees shifted not only the way shopping centers are created, but also the way that consumers engage in the retail experience.
Country Club Plaza (1923, Kansas City)
Country Club Plaza was meticulously designed by J.C. Nichols, who created the 15-block area where towers, fountains and statues complement the retail lineup, a testament to its Spanish architectural influence. Country Club Plaza did not have an anchor store when it opened its doors. Instead, it featured a mix of grocers, specialty retailers, drugstores and more.
While the center had accommodations for cars, which were not commonplace at the time, Country Club Plaza was seen as a gathering place where guests could roam and browse, which is something that future centers would try to replicate with the “Main Street” design.
The property also began holding annual events soon after it opened, furthering its community gathering place status. The Plaza Lights Christmas display and the Plaza Art Fair are still traditions to this day.
Country Club Plaza is considered one of the most influential retail centers for its design, architectural features and sense of community. Nichols’ vision proved to be ahead of its time. The center is still thriving today as the oldest shopping center in the nation, serving as a place where guests can eat, shop, mingle and relax.
ICONIC THREE DESTINATIONS
75+ MILLION ANNUAL VISITORS. 1,500+ BRANDS. 65+ ATTRACTIONS.
These aren’t just shopping centers—they’re global destinations that merge retail, entertainment, and culture under one roof. From roller coasters and aquariums to luxury flagships and emerging labels, our properties deliver next-level guest experiences and unmatched brand exposure. With venues that host concerts, premieres, and cultural moments, we offer a platform where stories come to life— and where foot traffic becomes true engagement.
Sears
(1925, Chicago)
When Sears opened its first store in 1925, it shook the business world and laid the foundation for the modern department store.
Sears went through a number of changes before becoming the retailer it is known as today. Founded in 1886 by Richard Warren Sears as a mail-order catalog, it originally offered watches and jewelry, and eventually broadened its categories to deliver clothing, farm equipment and even houses.
The revolutionary business became even more of an innovator when it opened its debut retail store in 1925. Located on the then-outskirts of Chicago, making for an unconventional location, Sears’ first retail store wowed its guests by offering an expanded mix of products for both men and women.
The success of the company was meteoric. It operated thousands of stores across the U.S. at its peak.
Grandview Avenue Shopping Center (The Bank Block) (1928,
Columbus)
Developed by Don M. Casto Sr., The Bank Block opened in the late 1920s as the flagship property of the Casto company.
With a 400-space parking lot and a total of 30 stores — Piggly Wiggly, A&P and Kroger among them — it marked the first time that national chains had joined together to offer their goods to the public.
Casto’s mission for the center was to bring shopping to the people and create an amenity experience for the community itself. The development kickstarted Casto’s career and played a significant role in shaping retail commercial development, including later projects such as the Town and Country Shopping Center in Whitehall, Ohio.
The Bank Block, later renamed to Grandview Center after it was purchased, was accepted for listing on the National Register of Historic Places for its 70th anniversary in 1998.
“As the first of its kind in the nation, The Bank Block paved the way for modern retail.”
— Don M. Casto III, partner, Casto
King
Kullen (1930, Queens, N.Y.)
Supermarkets are now ubiquitous at retail shopping centers, often serving as the anchors that draw consumers in for “needs,” followed by trips to other locations for “wants.” Making its debut (and widely credited as the first supermarket) in 1930, King Kullen revolutionized the food shopping experience.
After Kroger employee Michael J. Cullen’s letter to senior management pitching larger store formats went unanswered, Cullen left the company and opened the first King Kullen in the Jamaica neighborhood of the New York City borough of Queens. The debut store spanned about 6,000 sq. ft., which at the time dwarfed other grocery locations.
King Cullen locations featured expanded food departments with more products, as well as parking lots, paving the way for future large-format grocers. Shoppers could find all their food needs at lower prices than they were used to.
While King Kullen operates just 27 stores on Long Island, the grocer’s impact goes far beyond a small geographic region. Had Michael Cullen’s vision for a larger grocery format not become a reality, the retail real estate landscape would not be what it is today.
Baldwin Hills Crenshaw Plaza (1947, Los Angeles)
The post-war automotive boom fundamentally reshaped American society — with real estate developers going to great lengths to accommodate cars as they became more prevalent.
Baldwin Hills Crenshaw Plaza — a two-anchor shopping center that spanned 550,000 sq. ft. located southwest of Downtown Los Angeles — was one of the first centers to be built specifically for guests arriving by car.
When it debuted, it was anchored by a five-story branch of The Broadway department store, Woolworth variety store and Vons supermarket.
Baldwin Hills Crenshaw Plaza was also the first open-air retail center in California. The center became a hit with the African American communities who moved to the less-dense areas in the 1960s, serving as a community event and economic hub in fast-growing Los Angeles.
Baldwin Hills Crenshaw Plaza’s original concept was innova tive, catering to the suburban consumers for whom automo tive travel became game-changing.
Northgate Center (1950, Seattle)
Seattle’s Northgate Center, now known as Northgate Station, ushered in a new era of commerce in the United States. As the first retail center to be built after World War II, Northgate Center was an innovative center that would inspire future suburban shopping centers catering to a growing, car-driving population.
Designed by John Graham Jr., who later designed two other shopping centers in the Puget Sound region, the open-air mall opened with 18 stores anchored by the Bon Marché department store. Just two years later, the fully leased center held more than 70 tenants and included a four-story Northgate Building medical/dental center and Northgate Theatre.
In recent years, Northgate Station has continued to redevelop. The mall became enclosed in the 1970s and, in 2018, underwent a mixed-use redevelopment that included a hotel, housing and the practice facility for the Seattle Kraken NHL team, which had its inaugural season in 2021.
Peterson Companies
Now in its 60th year in business, Peterson Companies has succeeded in building expansive, differentiated, high-traffic mixed-use centers in the area surrounding the nation’s capitol. The company got its start building planned communities, including both residential and retail properties, and eventually began building power centers, which evolved into the 18 mixed-use properties it has in its portfolio today. Founder Milt Peterson championed the idea that retail-based developments should be community centers, not just shopping centers.
An early example of Peterson Companies’ success is Fair Lakes. Built in the 1980s, the center was an early large-scale mixed-use community that integrated retail, office, residential and preserved open space, and set the standard for how people live, work, and shop in the suburbs of Northern Virginia.
The company’s signature development is the massive National Harbor outside of Washington, D.C., which features a resort and casino, a convention center, outlet centers and a massive Ferris wheel called The Capital Wheel.
“Each property of ours has its own personality that provides what we think the community really needs”
— Jon M. Peterson, CEO, Peterson Companies
“From concept to community – Diane turns bold ideas into places people love.”
— Kristy
Johns, VP of marketing, Cullinan Properties
Diane Cullinan Oberhelman
In the male-dominated field of commercial real estate, few women have left their mark on the industry quite like Diane Cullinan Oberhelman.
After beginning her career as a real estate agent in the early 1980s, Cullinan Oberhelman founded her own company, Cullinan Properties, in 1988 at just 28 years old. Under Cullinan Oberhelman’s leadership, the company grew into a premier developer of retail and mixed-use projects, residential and office projects across the Midwest, Texas, and beyond, completing over $1 billion in developments to date.
In 2000, when Caterpillar closed its factories in East Peoria, Ill., the city acquired the property for redevelopment and Cullinan Properties joined the project as master developer. Now called The Levee District, tenants at the center include Target, Costco, Petsmart, several restaurants and more. The project also features pedestrian-friendly connections with biking and hiking trails, green spaces and more.
Sam Walton
The first Walmart store opened in Rogers, Ark., in 1962, and forever changed the way consumers shop. Just five years later, the Walton family operated 24 stores. Today, more than 4,600 Walmart stores dot the nation.
The debut location, originally called Wal-Mart Discount City, offered guests a wide selection of products at low prices, which differed from the traditional high markups that retailers relied on at the time. At just 16,000 sq. ft., the first Walmart store was half the size of a current Walmart Neighborhood Market. Still, it laid the blueprint for Walmart’s future business success, which allowed the chain to expand rapidly into the behemoth it is today.
At the center of Sam Walton’s retail real estate vision was the idea that small towns and rural areas were the perfect places to open stores that served as “one stop shops” with consistently low prices. Walmart’s reach into rural areas laid the foundation for real estate development in underserved areas, including shopping centers that are anchored by discount giants.
Without Sam Walton’s contributions to both retail and commercial real estate, the retail landscape would be quite different than it is today, and many consumers would not have the access to affordable food, clothing, home items and more that they do now.
National Harbor
Triple Five
Founded in Canada by a family of Iranian immigrants, Triple Five Group has set the standard when it comes to the “mega-mall.”
The Ghermezian family business operates the three largest retail and entertainment complexes in North America: the Mall of America in Bloomington, Minn. (5.6 million sq. ft.), American Dream in East Rutherford, N.J. (3 million sq. ft.) and the West Edmonton Mall in Edmonton, Alberta (3.8 million sq. ft.).
These massive properties are known for live event activations (recently, world-famous artists such as The Jonas Brothers and SZA have performed there), roller coasters and waterparks, all complementing a massive number of retail and dining tenants that are constantly evolving to meet the latest consumer trends.
Triple Five isn’t done yet. If built to current specifications, its planned American Dream Miami center in Florida will supplant Mall of America as North America’s largest center.
Triple Five’s larger-than-life destinations are a testament to the evolution of not only commercial real estate, but entertainment as well. And the Ghermezian family’s story is not only a remarkable chapter in retail real estate’s history, but stands as a shining example of the accomplishment of the American Dream.
“Triple Five has a storied legacy that reimagines the guest experience, while inspiring the industry.”
— Paul Ghermezian, executive, Triple Five Group
Alfred Taubman/Taubman Companies
While Victor Gruen is credited with being the best known de signer of retail centers, Alfred Taubman may be one of the most innovative figures when it comes to expanding the footprint of shopping centers nationwide.
Taubman began his real estate career from humble beginnings in Pontiac, Mich., starting out developing small retail businesses and hotels, and eventually graduating to larger strip centers and enclosed malls. Taubman’s philosophy was centered on creating upscale retail environments with a wide variety of tenants that catered to consumers’ various needs. However, he often noted that it was important for shopping centers to reduce “resistance” for shoppers and make the shopping journey as seamless as possible.
Crown jewels of the Taubman Companies’ portfolio included Sunvalley Shopping Center (Concord, Calif.), The Mall at Short Hills (Short Hills, N.J.), the Beverly Center (Los Angeles), and Woodfield Mall (Schaumburg, Ill.), which stood as one of the nation’s largest enclosed malls for decades.
Taubman would later go on to be acquired by another retail real estate innovator, Simon Property Group, in 2020. Without Alfred Taubman’s vision for retail and his company’s groundbreaking projects, retail centers across the United States would look very different.
The Bucksbaum brothers
General Growth Properties (GGP) was a major player in the shopping center industry from the 1960s to the end of the 20th century, and the three Bucksbaum brothers who founded the firm left their impact on the industry.
Martin, Matthew, and Maurice Bucksbaum founded the real estate company, originally called General Management, in 1954, entering the world of strip mall development from the grocery sector. The brothers’ first property was Town & Country Shopping Center in Cedar Rapids, Iowa. A decade later, they modestly grew their portfolio to five centers.
Then GGP became a real estate investment trust (REIT), one of the first companies to go public and attract large-scale investment. As seen in two of its premiere shopping centers — Ala Moana Center in Honolulu and Water Tower Place in downtown Chicago — GGP’s projects were mixed-use hubs that combined retail, dining and entertainment, often in high-value and emerging markets, separating it from other real estate companies.
At its peak, the company was the second-largest shopping center owner in the United States, behind only Simon Property Group. It was since acquired by Brookfield Property Partners in 2018.
While GGP may be no more, the three Iowan brothers built a lasting legacy in retail real estate by identifying emerging markets and building stand-out properties in them.
Poag Development
Poag Development is credited with the expansion of the lifestyle center, and if it were not for a scare from a major retailer, the shopping center landscape would look very different today.
When Dan Poag began his real estate career, he was working on developing strip centers in the Southeast region. After Kroger initially backed out of plans to anchor several properties (they were eventually convinced to open), Poag said he could not trust an anchor store. Thus gave rise to the lifestyle center — an open-air shopping center that has several unique design qualities, including typically a smaller size, a pedestrian-friendly atmosphere and the lack of a major anchor.
Poag and his partner Terry McEwen would go on to build lifestyle centers nationwide, beginning with Saddle Creek, a mall in the suburbs of Memphis, Tenn., that is still thriving to this day. Opened in 1987, Saddle Creek features more than 40 upscale retail and unique dining tenants.
Poag and McEwen’s lifestyle centers proved to be an asset class with high traffic and greater profitability due to their toned-down square footage and upscale tenants.
“I am proud of the lifestyle industry that my dad created, and how 40 years later these centers continue to thrive.”
— Josh Poag, president & CEO, Poag Development
Easton Town Center
(1999, Columbus)
Inspired by European town squares, Easton Town Center in Columbus, Ohio, has established itself as one of the most high-traffic and high-concept retail centers in the nation.
Its developer, Turkish-born Yaromir Steiner (CEO of Steiner + Associates, which operates the center) attended school in France, where he was surrounded by bustling town squares, markets, and street shops that emphasized community and walkability.
When he moved to the U.S., he called upon those influences to create Easton Town Center, which draws some 30 million visitors and grosses more than a billion dollars in sales a year.
Standing at 1.7 million sq.-ft. of GLA, Easton Town Center has established itself as an in-demand destination for more than 250 retail, dining and entertainment tenants where greenery, fountains and brick roads offer guests a downtown feel. Tenants range from Gucci and Louis Vuitton in the center’s Luxury District to mainstays such as Costco and Dick’s Sporting Goods and novel first-to-Ohio brands.
“Easton is Ohio’s retail epicenter where brands thrive, shoppers stay longer, and place drives performance.”
— Yaromir Steiner, founder & CEO, Steiner + Associates
Paramus Park Mall (1974,
Paramus, N.J.)
Before shopping centers had curated rosters of trendy and upscale eateries, the humble food court was where mall guests’ dining desires were met. Chain restaurants, typically quick-serve ones, surrounded a seating area where consumers could enjoy a meal mid-shopping — and where younger guests could meet up. The concept first launched in its most well-known format at the Paramus Park Mall in New Jersey, and soon became a mainstay at shopping centers across the country. Guests rode the escalator to the second level of the center and were then greeted by a host of food options, providing them a break from the shopping experience.
Simon Property Group
Dating its founding back to Indianapolis in 1960, Simon Property Group has one of the most storied legacies in commercial real estate and has stood the test of time as one of the industry’s titans.
The company was founded by brothers Melvin and Herbert Simon, who started their real estate careers developing strip malls, the first of which opened in Bloomington, Ind. The company continued to expand its services, becoming a real estate investment trust and going public in 1993, making it one of the most significant players in commercial real estate.
Simon is the largest owner of shopping malls in the United States, with key properties including King of Prussia Mall (King of Prussia, Pa.), Roosevelt Field (Garden City, N.Y.), The Galleria (Houston) and Lennox Square (Atlanta).
Since going public, the company has continued to grow its footprint of malls through major acquisitions, including Mills Corporation and Taubman Centers. Simon currently operates approximately 400 retail centers in 24 countries, ranging from outlet centers to luxury shopping destinations.
Potomac Mills (1985, Dale City, Va.)
Outlet malls are a hit with consumers, offering various name brand retailers in one location with discounted prices. Potomac Mills, which opened in the mid-1980s, set the precedent in the sector, serving guests in the Washington D.C., metropolitan area.
Herbert S. Miller and his Western Development Corporation (which would later become Mills Corporation) developed Potomac Mills, its first center, with the goal of merging the size of a regional shopping center with the value of an outlet mall.
Now owned by Simon, it spans more than 1.54 million sq. ft. and is home to more than 225 retailers, including low-cost favorites such as Nordstrom Rack, Burlington, the Nike Factory Outlet, Marshalls HomeGoods and more.
Victor
Gruen
One figure stands out from the pack when it comes to the history of retail real estate architects. Victor Gruen, dubbed the “Father of the Shopping Mall” by some, was born in Austria in 1903, and emigrated to the United States in 1938, fleeing the Nazi regime. After founding the Victor Gruen Associates firm in 1951, he developed some of the most well-known and innovative shopping centers in the nation.
Southdale Mall in Edina, Minn., opened in 1956, becoming the first enclosed shopping mall in the country, allowing guests
to shop comfortably through the frigid Minnesota winter. By the mid-1970s, Gruen and his team of architects had designed more than 50 shopping centers across the U.S.
Gruen later went on to dislike shopping mall developments, as he claimed they “bastardized” his ideas and “destroyed cities.” The “Gruen effect” later became a term in psychology used to describe a store’s design disorienting a guest.
Gruen’s designs were key in laying the foundation for future shopping centers, and he remains a legendary figure in retail real estate.
Rick Caruso
Since the founding of his namesake development company in 1987, Rick Caruso has become one of the most wellknown innovators in commercial real estate.
In his home city of Los Angeles, Caruso led the development of The Grove (Los Angeles), The Americana at Brand (Glendale, Calif.) and The Commons at Calabasas (Calabasas, Calif.) — three large open-air centers that attract tourists and locals alike in large numbers.
Caruso’s three best-known centers are known for their experience-driven offerings such as live entertainment, seasonal and pop-up events and more, along with a high-end mix of luxury tenants that draw a higher-income consumer.
The centers blend various styles of architecture and are flanked with fountains and landscaped areas, highlighting the upscale, town square atmosphere that keeps consumers coming back.
2025 TOP 10 Retail Center Experiences
By Al Urbanski
° Crocker Park
° American Dream
° Easton
° Mall of America
° Tuscan Village
Crocker Park
Westlake, Ohio
Some 20 years ago, Bob Stark, the founder and chairman of Cleveland-based Stark Enterprises had a bold idea. Major corporations had moved their headquarters to Cleveland’s western suburbs, but they couldn’t move the city. Bob had the idea to fill the downtown social and shopping void with the visionary mixed-use development of Crocker Park, where residents live in apartments atop tenants the likes of Apple, L.L. Bean, Coach, The Cheesecake Factory, H&M, Macy’s Lululemon, Nordstrom Rack, Vera Bradley, Arhaus, and more than 30 restaurants. Chain Store Age spoke with Bob and his son Ezra, the current CEO of Stark Enterprises, of how Crocker Park came to be.
Bob, what inspired you to think that a retail-based center the size of Crocker Park would work in the sleepy suburbs of Cleveland?
Bob: The most exciting thing about big cities is that they are filled with lots of people doing different things in the same place. When inner-ring suburbs started developing outside of cities like Cleveland, downtowns began to decline. A downtown has a special energy, packed with people doing different things in the same place. But when downtowns declined, the question that came to my mind was, ‘Could you urbanize suburbia?’”
° Ala Moana
° Galleria Dallas
° Liberty Center
° Butler Shopping District
° The Summit
What were some of the development details that set Crocker Park apart from other retail-based centers in the area?
Bob: Early streetscape developments tended to copy the interior designs of enclosed malls. All of the storefronts looked the same. You could fall asleep from the lack of rhythm they don’t create. Crocker Park was an artistic venture of blending building materials, colors, proportions. We made the widths of the sidewalks greater to permit the kind of window shopping you see in downtowns. We created alleyways with seating to allow people to eat and chat in them. Crocker Park is a retail center genre unto itself. It has dynamism.
In our visits to Crocker Park, we’ve observed more people walking the entire center than we’ve seen in other mixeduse developments.
Bob: We made sure we had real street grids that you’d see in a downtown.
We have sidewalk parking with parking meters. We installed city bus stops. Crocker Park is a grid of short blocks where things change when you cross the street. And each block contains some distinct visual element that entices people to walk the entire center. Authenticity inspired our designs.
There are single family houses inside the property. There are parks and tennis courts. Do locals interpret it as an upscale downtown in the western Cleveland suburbs?
Ezra: Crocker has really emerged as the hub and the center of the West Side. It’s where every significant retail and food and beverage concept needs to be. What my dad set out to do was to build something ageless, a place that will continue to grow and evolve, and I think we continue to achieve that. We have a long tenant waiting list.
Bob: I looked at Crocker Park as a vehicle to enhance the quality of life of the people who lived in that community. That’s been the motivation behind all Stark Enterprises’ projects. It’s always about improving people’s lives, and if you put the value there and spend the money the right way, your hope is to have an impact. At Crocker Park, that hope was realized.
American Dream
East Rutherford, N.J.
All three of mega-mall-maker Triple Five’s properties in North America are renowned for celebrity-studded events that draw thousands of guests. But American Dream--located alongside the Hudson River in the New Jersey Meadowlands--holds a “location-location-location” advantage over Mall of America and West Edmonton Mall in this regard.
One can see the neon lights on Broadway from the top of the center’s Wonder Wheel. Celebs are often locals who are not only big-time draws, but regular customers, as well.
In the past year, Kim Kardashian, Cardi B., and Eli Manning have hosted their kids’ birthday parties there. Boxer Jake Paul has surfed the water park, and singer Jelly Roll shut it down to entertain his team there.
Travis Scott, Russell Wilson, Ice T, Nicky Hilton, Shaun White, and Paul Rudd have all recently been spotted traversing American Dream’s concourses.
In March the Jonas Brothers—New Jersey residents who regularly bring their kids to the attractions there—hosted JonasCon at American Dream. Live performances by the band, DJ sets, Q&A panels, and immersive experiences drew more than 100,000 people.
“We recently did a great event with Kendrick Lamar that drew thousands, as well,” said American Dream’s COO Paul Ghermezian. “Top stars like to take advantage of the American Dream stage because it allows them to interact with fans and consumers in a way that they can’t in a public performance. Fans who buy concert tickets are already their fans. At American Dream, they can make new fans.”
Over the last year, American Dream made ultimate use of its ice rink as a bona-fide sports venue. Transformed into a basketball court, it sponsored a 10-game appearance by the Harlem Globetrotters. Converted to a football field, it hosted The Arena Football League’s 33rd ArenaBowl Championship game.
But the best is yet to come. Soccer’s World Cup Finals in 2026 will be played at Met Life Stadium, across the parking lot from American Dream, and it is already gearing up for the occasion.
Ghermezian notes that it takes more than a 3 million-sq.-ft. center packed with 450 tenants to host throng-worthy events such as these. It also depends on a highly professional and fast-working team of event managers and construction crews.
“We have incredible team members that put their hearts and souls into every event,” he said . “Every member of the team is a part of the family. They work until two in the morning taking things down and putting things up. They all execute at a very high level.”
Easton Town Center
Columbus, Ohio
“Easton exists in a category of one,” proclaimed this magnificent development’s entry form for consideration in this year’s Top 10 list. Bold language, indeed, but true.
What once was a barren piece of land planned as the site of a distribution center for Limited Brands (co-owner of the project along with The Georgetown Company), blossomed instead into the Midwest’s most massive collection of retail brands, restaurants, entertainment, parks, town squares, and public art displays.
Its 1.7 million sq. ft. of space has become the landing ground for first-in-state tenants in Ohio (as well as must-have popular brands) that draw 30 million visitors generating more than $1 billion in sales each year.
• With more than 250 retailers, restaurants and entertainment venues—including an unmatched roster of first-to-Ohio openings—Easton serves as the entry point for brands that want to plant their flag in the Midwest.
• Easton’s 60-plus roster of restaurants occupies 20% of its GLA. Its two-story Del Mar fine-dining flagship brand has patio seating. The feature has been so successful that patios are being installed at other eateries.
• Working in tandem with its dining options is an entertainment layer that includes Legoland Discovery Center, The Escape Game, AMC Easton 30, Pins Mechanical, and Sur La Table cooking school.
• Art abounds throughout the grounds. At its Chalk the Block contests, local artists gather to create chalk murals that are voted on for awards by Easton guests.
Spencer Jordan--the executive VP of leasing at Steiner + Associates, which operates the center--observes that Easton is constantly refreshing its offerings and its layouts to surprise and excite guests every time they visit.
“We are very lucky o have an ownership team dedicated to working with us to make the creative enhancements that are required today to present guests with new and exciting experiences,” noted Jordan. “This requires capital, a lot of sacrifice, and a lot of forward-thinking.Yaromir [Steiner, Easton’s developer] says that once you develop something that’s working, break it and see how it can work better.”
Brazilian soccer legend Cafu at American Dream
ICONIC BRANDS + LOCAL FLAVOR
Liberty Center delivers a mix of iconic brands, local flavor, and open-air gathering spaces that create more than a shopping destination — they create a sense of place. Strategically positioned between Cincinnati and Dayton, Liberty Center isn’t just a shopping center — it’s a social playground designed for connection, discovery, and daily life.
Mall of America
Bloomington, Minn.
Like its Triple Five sister property American Dream, Mall of America is a show business venue as much as an indoor amusement park and got-it-all shopping center.
In the past year, DJ Marshmello played a surprise set to a crowd of 5,000 people. The fast-rising girl group Katseye performed for more than 8,000. And Nineties music fans were treated to an appearance by Smashing Pumpkins’ Billy Corgan.
MOA itself scored a screen credit recently as the set for a scene in the Netflix series “Love is Blind.”
“Our retail brands are becoming more innovative in taking advantage of our events, because we enter our relationship with them in a unique way,” said Jill Renslow, Mall of America’s chief development and marketing officer. “We have a great team here that’s committed to supporting them. If they want to get deeply involved in an event, we’ll expand their lease lines to enable them to engage with fans.”
Waterdrop, which sells a wide variety of dissolvable cubes containing fruit and plant extracts that can be dropped into glasses of water, was set up with a spot on the second level of MOA during one event. Hundreds of people lined up to sample the product.
Regular participants in activations at the mall include brands such as Evereve, Lululemon, Nike, Torrid, PacSun, Vuori, Carhartt, and Victoria’s Secret.
Not surprisingly, MOA’s grandest event is its kickoff of the holiday season. Thirteen thousand people passed through MOA’s doors during the first hour of its opening on Black Friday 2024. From Wednesday through Sunday of that week, the nation’s largest mall produced the nation’s largest shopping crowd—halfa-million people.
As for shopping experience, Mall of America’s 5.6 million sq. ft. of space allows it great freedom in expanding its tenant mix. Twenty new brands were added to the roster in 2024, many of them first-to-market concepts.
“Tenant collaboration with our team is truly the secret to our success,” Renslow said. “We begin planning and collaborating with tenants on events and promotions as soon as they sign a lease.”
Tuscan Village Salem, N.H.
In 2016, the renowned Rockingham Park in Salem—a legendary racetrack 35 miles north of Boston—closed for good. The 170acre plot of land on which it sat, served by an exit off Interstate 93, remained empty for some time until it was purchased by local food manufacturer Joe Faro,
Faro imagined the site as a great location for a retail-based mixeduse center, but he had no experience as a developer. So he hired Mike Powers, a Simon and Starwood leasing veteran, to help him put a plan together.
“Joe and I spent some time traveling the country visiting successful mixed-use projects to get ideas,” said Powers. “One of the interesting things about him is his talent for asking the right questions and absorbing information. He has a great ability to learn from other people’s successes and failures.”
Tuscan Village, which current holds 700,000-sq.-ft. of retail and 1,200 apartments and condos now draws regular traffic from Boston in the south, Concord in the north, and seacoast towns in the east. More than 25,000 people attended its fireworks display this Fourth of July.
New retail tenants added in the past year included Carhartt, The Capital Grille, Sweetgreen, Shake Shack, West Elm, Nike, and Pottery Barn. Whole Foods has signed a lease and will be opening soon.
Activations are a daily affair at the 170-acre center, whose Lake Park is a public green space with an event venue. A Summer Concert Series series runs Thursdays through Saturdays at the park during the summer months. There are Movie Mondays and Wine Wednesdays. The Sam Adams Pavilion is an all-season outdoor bar-restaurant with retractable garage doors.
“I personally believe that this is the future of consolidated retail development. The synergy between the different uses continues to drive new experiences for guests,” said Powers. “A lot of our guests don’t come here for a specific purpose. It’s about discovering new experiences. They know that they will find them when they get here.”
Katseye on stage at MOA
Fourth of July 2025 at Tuscan Village
ALABAMA STYLE + ELEVATED TASTE
The Summit has spent decades building what today’s retail demands: a thoughtfully curated mix of premier retailers, standout brands, and an environment designed to inspire. Home to iconic brands and distinctive finds, it offers a shopping experience that blends style and sophistication. From the latest fashion to timeless finds, every visit brings something exceptional.
Ala Moana
Honolulu
Aside from being the largest open-air shopping center in the world at 2.4 million sq. ft., Ala Moana welcomes the world’s most diverse group of customers. Every day, shoppers from Asia and Europe—as well as from the Lower 48 states—coalesce at Hawaii’s prime retail location.
“Our customers are international customers, and they come to Ala Moana expecting to be shopping the best of brands,” said Lisa Gordon, the center’s VP of leasing. “We feature a highly curated mix of that include Canada Goose, Panerai, RayBan, It’Sugar, Mark Jacobs, and Aritzia.”
With more than 350 stores and over 160 dining options, Ala Moana Center offers the largest and most diverse retail lineup in the islands. Restaurants, bars, and attractions such as Mai Tai’s, Lucky Strike Social, Escape Room, and Dave & Buster’s continue to draw visitors after retail stores close, helping to create a lively and welcoming atmosphere throughout the day and night.
Ala Moana’s spaces are filled with art from Hawaiian artists. Earlier this year, it introduced a 28-foot-wide “Aloha” sculpture that immediately became a primary photo backdrop for the thousands of tourists who pack the center on a daily basis. More than 800 performances and events take place each year at the center’s two stages, the most popular of which remains its long-running daily hula show.
“We really focus on our Hawaiian culture, and our tenants partake in it as well,” said Gordon. “When new retailers open at Ala Moana, we hold a blessing ceremony led by a spiritual leader that pays respect to the land and to the community.”
Galleria Dallas Dallas
When the holiday season kicks off in Dallas, one of the first questions that gets asked in northern Texas households is, “When are we going to go skating at the Galleria?”
Blading ‘round the rink underneath the mall’s 95-foot-tall Christmas Tree--festooned with more than 400,000 lights and thousands of ornaments—is THE holiday event in the DallasFort Worth metro. Each year more than 15,000 people take part in the tradition.
“The skating center has been upgraded and refreshed with a Texas Chalet vibe. The tree got upgraded with programmable lights that we can use to do illumination celebrations,” said Galleria’s general manager Angie Freed, who has worked at the mall since 2009. “It’s going to be better than ever.”
Also new at what is widely considered one of the top malls in the country is greenspace. Trademark, the mall’s operator, created a new plaza across where kids can play while their parents grab a glass of wine at the nearby North Italia restaurant.
Galleria maintains long and close ties with Dallas charities and hosts collection programs with a different one each month.
Recent promotions were held for the Girl Scouts, Operation Kindness, The Salvation Army, and the Dallas Junior League.
Last year, the mall hosted LuxuryLab pop-up events showcasing high-end fashion accessories from Mexican and Latin American designers such as Maia Hats and Canela to cater to a growing number of international consumers looking to gain access to brands unavailable in their home countries.
More than 12 million people a year visit Galleria, and Trademark reports that since it took over management of the center in 2018 it has increased sales at the property by 81%.
Longtime Galleria veteran Angie Freed credits Trademark for revving up the mall’s experience engine to higher levels.
“Trademark considers everything in the building,” she noted. “There’s no better placemaker in the industry than [Trademark CEO} Terry Montesi. He’s brought his unique vision to the building.”
Liberty Center
Liberty Township, Ohio
As the only retail-anchored mixed-use development between Cincinnati and Dayton, Liberty Center has become the social playground of the region.
“A lot of the new residents in the region are young couples who moved in from Cincinnati and Dayton and are starting families for the first time,” said the center’s GM John Taylor. “They’re sophisticated people used to top retail brands and restaurants.”
In the past few years, Liberty Center has added Lululemon, Ford’s Garage, Warby Parker, and Sephora. Its food-and-beverage roster is made up of 13 market-exclusive brands that include Son of a Butcher Steakhouse, Agave & Rye, and Cowboy Sally’s.
The 878,000-sq. ft. center features walkable streets, green space, splash pads, and art installations. It stages more in excess of 100 events a year.
Last year, Liberty Center was awarded $7.6 million in Ohio state tax credits to support to add 264 luxury apartments. Also in its development plans is a 145-key hotel.
Its sales per square foot have risen by 35% post-pandemic and it has grown its trade area by 14%, attracting new affluent households and “power elite” segments from surrounding communities.
“Our customers are used to having access to the kind of restaurants and stores they enjoyed in big cities and, at Liberty Center, we’re giving them those things,” said Mindy, a regional director national marketing for Centennial, which operates the property.
“Liberty Center has taken a little bit of time to find itself, and when I first got here we heard a lot of opinions on the center,” said Taylor. “But we knew we were all there to make Liberty Center work. We worked hard with tenants old and new to make it an important feature of this growing community.”
Butler Shopping Center District
Gainesville, Fla.
In Gainesville, the Butler name is synonymous with retail. Butler Enterprises’ CEO Deborah Butler’s grandfather opened the family’s first store in the north Florida town 85 years ago, and she was immersed in the business at a young age.
Deborah took the heralded retail authority Bob Gibbs’s course at Harvard and toured retail centers with Easton developer Yaromir Steiner, whose own career in retail development began in Florida.
“Both Bob and Yaromir always emphasized that you need to go and see what your competitors are doing, that you constantly have to make your center relevant to the community,” Butler said. “You have to take what is old and make it new again.”
Two years ago, Butler Enterprises did a complete façade renovation in its central area of the 1.8 million- sq.-ft. center, replacing, replacing the old Spanish clay tile roof with new metal roofing. When the center’s Whole Foods decided to upgrade its interior, Butler upped the game by installing a fountain outside of the store.
The center’s tenant list is constantly being updated, as well. Recent arrivals include Barnes & Noble, Crumbl Cookies, Warby Parker, Ford’s Garage, DSW, and Kendra Scott. Tenants that report their stores at Butler are ranked No. 1 for visits per square foot in Florida include Sam’s Club, Nothing Bundt Cakes, Cava, and Dave’s Hot Chicken.
“We’re on a constant journey here at Butler. We take advantage of the history of the property, but we always go out and see what other developers are doing,” Butler said. “Then your market continues to love it and respects you for it.” with tenants on events and promotions as soon as they sign a lease.”
The Summit Birmingham, Ala.
Carver Boynton-Pearson grew up in the Birmingham area and remembers seeing and marveling at The Summit when it opened 27 years ago.
“It’s built on the side of a mountain. A mall with outdoor access to tenants. One of the first lifestyle centers,” said BoyntonPearson, who joined the center in 2017 and is now its senior general manager. “Back in the 90s it was one of the first of its kind.”
The Summit’s experiential prowess is not headlined by beer blasts, yoga classes, or classic car display events, though it does run a regular schedule of activations. Its overwhelming attribute is the breadth of its tenant roster. More than 60% of its tenants are exclusive to the region. In the past two years, The Summit welcomed 13 first-instate openings that included Boss, Culinary Dropout, Alo Yoga, and Gorjana.
Top brands that have recently remodeled or expanded their space at The Summit include Apple, Williams-Sonoma, Pottery Barn, Kendra Scott, and Lululemon.
Its AMC Summit 16 theater recently underwent a $5.1 million renovation that included upgraded seating, flooring, and concessions.
Other notable tenants at the center include Anthropologie, Arhaus, Barnes & Noble, Carhartt, Evereve, Mizzen & Main, Nordstrom Rack, Orvis, Saks Fifth Avenue, Trader Joe’s, Urban Outfitters, Pottery Barn, Warby Parker, and West Elm.
“Because of our proximity in the state, we draw a large regional crowd,” said Boynton-Pearson. “We draw a lot of highnet-worth customers who are looking for something particular like furniture and luxury items. They come here for the best shopping experience in the state.”
The Summit is the highest-trafficked retail destination in Alabama, and its 8.8 million visitors in 2024 topped the No. 2 center by more than a million people.
Deborah Butler
Fabulous Florida: A Retail Rundown on Three Top Markets
The playbook for brands looking to expand in Tampa, Orlando, and Jacksonville.
By John Fahey and Tyler McRae
Powerful demographic tailwinds, robust tourism growth, and a thriving consumer base make Florida a prime target for retail expansion. The Sunshine State gains nearly 1,000 new residents and welcomes 400,000 visitors daily, fueling demand for retail, restaurants, and entertainment in metros like Orlando, Jacksonville, and Tampa Bay.
Each tells a unique story of retail growth, fueled by capital from every part of the country that’s eager to invest beyond the hype of South Florida.
TAMPA BAY
Residential growth is rising across the Tampa Bay MSA, with retail hubs like Wesley Chapel, Brandon, Riverview, and Odessa emerging in northern and southern Hillsborough, Pasco, Manatee, and Polk Counties. Expansion extends south to Manatee and Sarasota Counties with major developments in Lakewood Ranch and Parrish. High-income newcomers are filling new residential units in the urban core and booming suburbs of Tampa and St. Petersburg. National big box retailers have been eager to enter this growing captive market.
With approximately $1.2 billion in total sales volume in 2024, Tampa Bay’s retail market surpassed the $1 billion mark for the fourth consecutive year.
Tampa’s retail availability has been near record lows for the past two years, with a
current vacancy rate of 3.5%. That’s not expected to change soon. Just 510,000 sq. ft. is under construction, mostly in build-to-suits.
Notable Developments
Gasworx: A transformative mixed-use project connecting Ybor City to downtown Tampa, including 140,000 sq. ft of retail space, 5,000 new residences, and a 28,000-sq. ft. food hall.
Water Street Tampa, Phase 2: Construction is underway on new retail and green space in this downtown neighborhood which continues to attract high-profile tenants.
ORLANDO
Orlando’s growing demand for restaurants, entertainment, and retail is fueled by rapid population growth and a strong regional economy that reaches far beyond theme parks and tourist driven resorts. With retail vacancy under 4%, finding high-quality space remains Orlando’s biggest challenge. Only 10% of all available space is in higher quality properties, but some existing tenants are vacating. Just 3% of post-2020 properties have space available.
In 2024, Orlando attracted 75 million visitors, fueling retail sales and supporting some 30% of local jobs and half of Orange County’s sales tax revenue. Opened in May, Universal’s 750-acre Epic Universe is expected to welcome eager crowds and spur new retail developments.
Almost 800,000 sq. ft. of new retail space was completed in the metro in the last 12 months and, of the 1.4 million sq. ft. currently under construction, most is pre-leased.
Notable Developments
Lake Nona West: This 405,100-sq.-ft. open-air lifestyle center broke ground in February 2025, anchored by Target,
Nordstrom Rack, Homesense, Barnes & Noble, and Total Wine & More.
O-Town West and Vineland: This development on the west and east side of I-4 that holds 400,000 sq. ft. of retail features Publix, Target, Portillo’s, Pinstripes, Torchy’s Tacos, and Dutch Bros Coffee.
JACKSONVILLE
This northern stronghold is currently leading Florida in retail demand. Its rapid pace of in-migration has propelled it into the top 20 largest U.S. metros by GDP gains, effectively acting as an accelerant for retail market performance.
As of Q3 2025, Jacksonville achieved 420,000 sq. ft. of net absorption over the prior 12 months. It is the strongest performance among Florida’s six major retail markets, representing over 5% of U.S. retail demand in that period.
Jacksonville delivered 740,000 sq. ft. of new retail space over the past year—ranking among the top U.S. markets for retail deliveries. Another 460,000 sq. ft. is under construction, though that’ still unlikely to accommodate the robust tenant demand. Construction starts have fallen to the lowest level in the past decade, indicating supply constraints will persist. The market’s current vacancy rate is 4.7%, hovering near the U.S. average of 4.3%.
Notable Developments
Pearl Square: This major mixed-use development downtown broke ground late last year and will include over 1,000 residential units and 35,000 sq. ft. of retail. Stadium of the Future: The $1.4 billion transformation for the Jacksonville Jaguars is set for completion in 2028 and will include The Four Seasons Hotel and private residences.
John Fahey and Tyler McRae are both senior VPs and managing principals for SRS Real Estate Partners.
Fahey and McRae on the ground in Florida
Amazon Prime Day: Deals, devices and dollars
The four-day version of Amazon Prime Day was a hit, and the results offer some important indicators about the state of digital commerce.
Like most summer events, Prime Day came and went in the blink of an eye, even in its new longer format. But by taking the time to look closely at some specific data from the promotion, retailers can gain a more detailed understanding of the current digital commerce landscape.
Let’s make a deal
As mentioned above, Prime Day, which had been a two-day event since 2017, lasted four days. Sales results indicate there was plenty of consumer appetite for those extra 48 hours of savings.
According to Adobe, the four-day event generated a record $23.8 billion in online spend, representing 28.4% year-over-year growth from $14.2 billion during the 48hour Prime Day 2024.
While this wasn’t quite double the revenue driven by the previous two-day event, it still shows a healthy sales trend for the additional two days. In addition, Numerator data indicates average household spend rose 2.6% even as average order size dropped about 8%, suggesting customers placed more, smaller orders during the longer sales period.
The four-day Prime Day event still trails the five-day Cyber Week period between Thanksgiving and Cyber Monday as the ultimate extended online shopping bonanza (Salesforce data shows digital sales hit $76 billion in the U.S. in 2024), but demonstrates that if you keep offering customers online deals, they will keep taking advantage of them.
Going mobile
Adobe data also indicates that mobile was the dominant transaction channel during the Prime Day event, driving 53.2% of online sales and contributing $12.8 billion in online spend.
This was less mobile-centric than Cyber Week 2024, which according to Salesforce analysis had more than 80% of traffic (and 70% of sales in the U.S.) driven by mobile devices. But it was still the latest clear signal that mobile is becoming the preferred channel for digital commerce.
Given mobile’s emerging and likely growing dominance as the channel of choice for online shopping, now is the time (if you haven’t done so already) to adopt a “mobile-first” approach to your e-commerce customer experience. Design websites for their appearance, flow and usability on mobile devices and then tailor that foundational design for desktop. Also, having a user-friendly and highly functional customer app is critical. Consider enhancing your customer app’s appeal with gamification elements, direct link to rewards and membership programs, and integration with popular mobile wallets and payment platforms.
The varied paths to purchase
Adobe analysis of Prime Day results also reveals that customers are increasingly availing themselves of new solutions and resources as they shop online. For example, during the event, generative AI traffic to U.S. retail sites (measured by shoppers clicking on a link) increased by 3,300% year over year.
And while paid search remained the top driver of retail sales online, affiliates and partners — which includes social media influencers — saw a greater lift. Adobe’s data also showed that influencers converted shoppers (individuals making a purchase after seeing influencer content) 10-times more than social media overall. Retailers need to deploy solutions that enable them to capitalize on new and growing sources of digital traffic and revenue, as well as explore partnerships with influencers and content creators.
Dan Berthiaume dberthiaume@chainstoreage.com
Automation Moves to Center Stage in Supply Chain
By Dan Berthiaume
Automation and robotics are increasingly critical components of retail supply chain technology environments.
Chain Store Age recently spoke with Jusuf Buzimkic, chief sales officer of logistics automation technology provider Knapp North America, about how emerging consumer and labor trends are making automation a necessity for smooth supply chain operations.
How are changing consumer expectations for order fulfillment affecting retailers’ supply chain operations?
Today’s consumers expect fast, flexible, and transparent fulfillment — whether they’re shopping online or in-store. This shift is pushing retailers to adopt fulfillment models that are not only faster but also more responsive.
Remaining competitive means supply chains must be capable of fulfilling from stores, micro-fulfillment centers or their traditional distribution centers while also maintaining high service levels.
To meet these demands, many retailers are deploying high-density shuttle systems that enable rapid access to a wide range of SKUs with minimal footprint. These systems support high throughput picking and can be configured to serve both e-commerce and store replenishment from a single inventory pool.
How can automation help retailers deal with persistent labor shortages?
Labor shortages and high turnover continue to challenge warehouse operations, particularly during seasonal peaks. Automation technologies are increasingly being used to stabilize operations and reduce reliance on manual labor.
Retailers are turning to robotic systems that can handle repetitive tasks such as picking, sorting, and transporting goods. These systems are often modular and mobile, allowing them to be deployed flexibly across facilities. For example, autonomous mobile robots can transport goods between workstations or zones without the need for fixed infrastructure, reducing
congestion, and improving flow.
In addition, automation systems that use intuitive interfaces and require minimal training help reduce onboarding time and improve workforce retention. By automating the most physically demanding tasks, retailers can also improve workplace safety and reduce injury-related downtime.
What should retailers do to determine the level of automation they need in their enterprise?
There is no one-size-fits-all approach to automation. Determining the appropriate level of automation requires a holistic view of the operation — one that considers order profiles, SKU velocity, facility layout and long-term growth plans. Retailers benefit from simulation tools that model different automation scenarios, allowing them to evaluate throughput, space utilization and ROI before making capital investments.
A phased approach is often the most effective. For example, a retailer might begin with semi-automated picking zones and later integrate shuttle systems or robotic picking as volume increases. Modular automation makes it possible to scale incrementally, avoiding overinvestment while maintaining flexibility.
It’s also important to consider how automation integrates with existing systems. Open software architectures and standardized interfaces ensure that new technologies can be layered into legacy environments without disrupting operations.
What role do AI and machine learning play in enterprise automation?
Artificial intelligence and machine learning are transforming how supply chains operate — moving from reactive to predictive and adaptive systems. These technologies are being used to optimize everything from inventory placement and intelligent picking to workforce scheduling and equipment maintenance.
In fulfillment centers, AI-driven software can analyze order patterns and dynamically adjust picking strategies to reduce travel time and increase
throughput. Many robotic picking systems in warehouses utilize this type of software to enable automated picking of a wide variety of SKUs and even to operate at human-level autonomy.
Machine learning algorithms can also forecast demand spikes and automatically reallocate resources to maintain service levels. Predictive maintenance powered by sensor data and AI helps reduce unplanned downtime by identifying potential equipment failures before they occur.
How can Knapp help retailers resolve enterprise issues with automated solutions?
Knapp is uniquely positioned to support retailers in navigating these challenges with our comprehensive portfolio of automation technologies and intelligent software.
From high-throughput central fulfillment to enabling flexible last-mile logistics, we have modular systems designed to scale with the needs of modern retail.
To highlight a few, the KiSoft software suite provides real-time visibility, predictive guidance, and intelligent picking and orchestration. Other solutions range from goods-to-person systems and robotic picking to AMRs and pocket sorters, and are engineered for seamless integration, rapid deployment, and long-term adaptability.
Part of our annual $100 million-plus R&D investment goes toward new technologies like the award-winning AeroBot, a 3D robot focused on maximizing storage density while maintaining the flexibility retailers need today.
Jusuf Buzimkic, chief sales officer, Knapp North America
