Mall of America tops Chain Store Age’s annual Top 10 Retail Center Experiences list.
tech viewpoint: a retail tech column
CSA
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CSA’s 2024 Retail’s Top Women Awards: Special section profiles female executives making their mark in finance, marketing, store development/facilities, supply chain and technology.
Municipal, the active lifestyle brand co-founded by actor/entrepreneur Mark Wahlberg, has big plans for brick-and-mortar.
Trending Stores: On-fire sneaker brand Hoka opens first U.S. flagship.
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REAL ESTATE
22
STORE SPACES TECH
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Vendor Q&A: Asphalt Solutions’ Bob Roth discusses how retailers can protect their parking lot investment.
Walmart, Starbucks continue investments in clean energy.
Top 10 Retail Center Experiences: Chain Store Age picks physical retail’s most engaging spots.
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Vendor Q&A: Chris Benner of Oracle NetSuite talks about how AI and cloud technology can help retailers maximize productivity and slash costs.
Circle K’s onboarding training program leverages gamified training software delivered via in-store iPads.
Summer Recap
From unexpected CEO exits and FTC action on proposed mergers and acquisitions to liquidations and mixed signals from consumers, it’s been a busy — and challenging — summer for many retailers. Despite the challenges, however, there’s been no let up in retail expansion. In fact, at midyear, store openings outpaced closures by 20%, according to Coresight Research. As it has in recent years, the bulk of the expansion is coming from familiar players such as Burlington Stores, Five Below, Aldi and Ross Stores.
At the same time, the past few months have also seen a flurry of new store concepts, from legacy retailers, emerging brands and digitally native ones. Check out the seven below (listed in alphabetical order).
Footlocker, Willowbrook Mall, Wayne, N.J. The athletic footwear giant’s “store of the future” features a streamlined, easier-to-shop layout, a more modern and distinctive environment, digital fixtures and other technological advances. Other features include a “sneaker hub” offering specialized lacing and other customization options, and an upfront “drop zone” section that spotlights Foot Locker’s latest sneaker releases and trending products.
Gentle
Monster, American Dream, East Rutherford, N.J. The South Korean luxury eyewear brand with a global cult following is known for merging retail and art, and its newest U.S. location is no exception. With its often somewhat surreal and futuristic design elements, the 4,200-sq.-ft. space has more in common with an ultra-modern art gallery than a traditional brick-and-mortar store. Among the art elements: a trio of very real-looking bison.
Hoka, New York City. The Deckersowned, red-hot sneaker brand, which is giving Nike and other big players, a run for
their money, opened its first U.S. flagship on NYC’s Fifth Avenue. Designed to reflect the brand’s origin in the French Alps (and complete with a rock wall), the outpost offers an immersive experience that includes digital foot-measuring services, interactive product displays, dedicated programming and other events.
Municipal, West Hollywood, Calif. The digitally native, performance-driven lifestyle brand co-founded by actor/entrepreneur Mark Wahlberg has ambitious plans for brick-and-mortar. Its first permanent store, on trendy Melrose Avenue, has a sleek, modern look, with black fixtures and white walls. (See story on pg. 16).
Raising Cane’s, Nashville, Tenn. The fast-growing, quick-serve restaurant chain’s “one-of-kind,” two-level flagship on Nashville’s iconic Broadway pays homage to the country music capital and its entertainment legends. The interior elements include a feature wall made of 1.2 million colorful rhinestones in the shape of a cowboy riding a bucking horse, a Johnny and June Cash tribute booth for photo moments, a Loretta Lynn-signed sequin top and one of her prized guitars.
Skims, Washington, D.C. The $4 billion shapewear and apparel brand co-founded by reality TV superstar and entrepreneur Kim Kardashian made its long-awaited push into physical retail, a 3,300-sq.-ft. store in D.C.’s Georgetown section. With its sleek look and neutral hues, the interior reflects the brand’s aesthetic. Additional locations are already in the works.
Wayfair, Wilmette, Ill. The digitally native home furnishings giant’s first-ever large-format store spans 150,000 sq. ft. and is designed as a one-stop shopping destination for all things home — and for all budgets — with 19 departments in all. The store offers free onsite design services as well as advice from home improvement professionals. There’s also a café. Certain items are available to take home the same day, but most products will be delivered (shipping is free) to customers within a day or two.
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BRAND MANAGEMENT
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Retail’s Top Women Awards: CLASS OF 2024
Female leaders making their mark in the retail industry
By: CSA staff
From the first female VP of distribution at a discount giant to the finance leader of a new and fast-growing C-store chain, the honorees of Chain Store Age’s 2024 Retail’s Top Women Awards are a diverse group of female executives that range from C-suite executives to managers and directors. But they share a passion for retail innovation and a determination keep their companies positioned for success.
The annual program, now in its ninth year, is designed to recognize the achievements of women — and the crucial role they play — in key areas of retail operations.
Twenty-nine outstanding women were recognized in this year’s program, with nominations taken in five areas:
Finance;
Marketing;
Store Development/Facilities;
Supply Chain; and
Technology.
In addition, a special category — Women of the Year — was reserved for C-suite executives in recognition of their leadership and outstanding contributions to their companies.
The 2024 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.
CSA’s Retail’s Top Women honorees were celebrated for their accomplishments in a virtual awards event sponsored by Melissa.
WOMEN OF THE YEAR
ERICKA AYLES CFO
Yesway
As CFO of fast-growing convenience store chain Yesway, Ericka Ayles brings strategic financial insight and operational expertise to the executive team. She led Yesway’s successful integration of the 304-store Allsup’s Convenience Stores chain, achieving an estimated $24 million in initial cost synergies, with a further $14 million projected for subsequent years.
Ayles also spearheaded risk management initiatives and secured upgrades to Yesway’s corporate and credit facility ratings from both Moody’s and S&P, and also managed the seamless integration of updated back-office and point-of-sale systems, optimizing operational efficiency across Yesway’s entire portfolio.
As CFO, Ayles has enhanced investor relations through new reporting packages and meetings with large institutional investors, showcasing Yesway’s financial performance and growth potential. She also expanded the accounting department by hiring 12 new professionals, enhancing reporting capabilities and financial transparency.
Ayles proactive approach and financial acumen have been pivotal in advancing Yesway’s strategic initiatives, demonstrating her exemplary leadership and commitment to driving sustained growth and operational excellence.
SHIRLEY GAO Chief Digital and Information Officer
PacSun
As a digital and technology leader, Shirley Gao has been instrumental in shaping PacSun’s digital and enterprise technology strategy, driving innovation and transformation across the company. The specific technology areas she has responsibility for include enterprise systems and international e-commerce systems, web and mobile app development, social commerce development, merchandising, product lifecycle
KELLY DILTS
Executive VP and CFO
Dollar General
As executive VP and CFO of Dollar General, which she joined in 2019, Kelly Dilts develops and executes the financial strategy of one of the industry’s most expansion-minded retailers, which has more than 20,000 stores in 48 states and Mexico. With responsibilities spanning financial management, merchandise and market planning, business and customer insights and procurement, Dilts and her team provide colleagues with the business intelligence and analytics tools necessary to foster Dollar General’s expansive growth in both scale and profitability.
Dilts’ strong financial acumen and leadership capabilities, honed during 30-plus years in the field, elevate not only the finance team but the Dollar General brand. Prior to Dollar General, Dilts served as CFO of Francesca’s and, before that, spent 18 years in financial roles at Men’s Wearhouse.
At Dollar General, Dilts cultivates an environment of trust and mutual respect among her peers, colleagues and teams. She strives to inspire others and ensure that the interests and ideas of her team members are heard throughout the organization by encouraging others and fostering an empowering network of women both on her team and through Dollar General’s Women’s Professional Network, an employee resource group that helps support and advance members’ personal and professional lives through connections, opportunities and experiences.
management, call center and IT infrastructure and security.
Under Gao’s leadership, PacSun has enhanced its digital customer experience, resulting in improved customer satisfaction, increased revenue and reduced fulfillment and operational costs.
Gao is currently overseeing a range of AI initiatives at the company, including AI fashion design, styling recommendations, personalized marketing outreach and intelligent store scheduling. She also led the integration of RFID technology integration in select PacSun stores, enabling enhanced store inventory tracking and location of missing products, leading to improved stock availability and more time for employees to serve customers.
KIM LEFKO Chief Marketing Officer Ace Hardware
A marketing veteran, Kim Lefko has spent the last six years leading global marketing, advertising and digital initiatives for the world’s largest retailer-owned hardware cooperative. Notably, she has accelerated Ace Hardware’s marketing strategy and implementation of programs to grow market share.
FINANCE
TIFFANY KANAGA
VP, Global Investor Relations
Walgreens Boots Alliance
Since joining Walgreens Boots Alliance in late 2021, Tiffany Kanaga has transformed the company’s investor relations function, laying the foundation for significant shareholder value creation.
She is at the helm of Walgreens’ investor relations during the most turbulent years in the company’s history, navigating a prolonged, complex turnaround with structural challenges in a very tough macro backdrop. She led the successful reporting of full year 2023 results under an interim CEO and CFO.
Kanaga’s best-in-class processes to streamline IR and accelerate the feedback loop to clearly identify and incorporate key investor views into senior management and board level strategic decision making are among her achievements at WBA.
MELISSA SNYDER Director of Financial Planning and Analysis
Rutter’s
With oversight that extends across the capital expenditures team, as well as the treasury and financial analysis teams, Melissa Snyder where she promotes collaboration and synergies
Lefko has played a key role in developing innovative strategies that further Ace Hardware’s brand promise which is that it exists to serve others.
In celebration of the company’s 100th anniversary, Lefko spearheaded the development of a highly-praised mini-documentary series, Heartware Stories, whose 100 videos drive home the company’s message of service by highlighting the many different ways that individual Ace store owners have assisted their local communities.
ASHLEY RANDOLPH Senior Director, Finance and Accounting Genesco
Ashley Randolph has spent the majority of her 25-year career managing finance and accounting for Genesco. With responsibilities that include SEC filings, internal control and annual external audit compliance, quarterly earnings releases and more, she plays a crucial role in the finance organization of the footwear giant. Randolph also has been a valued business partner for human resources in evolving Genesco’s incentive plan.
Randolph believes Genesco’s hybrid environment has not only enabled the company to retain its finance team members, but also offers a sense of balance to the public company’s increasingly intense accounting and financial reporting schedule.
As to the top two things that Randolph believes will strengthen the career of young professionals, she offers the following advice: “Always work hard and be humble.”
between the teams while cultivating operational excellence throughout the organization.
Snyder spearheaded the establishment of company-wide standards for efficiency and controls within the finance and accounting departments, identifying areas for improvement and implementing robust measures to enhance operational effectiveness and compliance.
MONICA FEATHERS Director of Marketing
Providence Enterprises (DBA Ashley & Star Furniture and Mattresses)
With over 30 years of experience in broadcast media and marketing, Monica Feathers’ career has been fueled by a drive for excellence and innovation. She began her career in broadcast media dealing with traffic management and national and local sales, which set the stage for her subsequent move into retail marketing.
For the past decade, Feathers has been with Providence Enterprises, a licensee of Ashley (formerly Ashley Homestore). As the leader of a dynamic marketing team, Feathers oversees media buys, organic and paid social media, reputation management, graphic design and local special events.
Feathers credits the team’s “creativity and dedication” as drivers of growth and brand recognition, adding that one of the company’s most successful initiatives has been the implementation of a “One Day Sale” strategy. These strategically placed nine dates throughout the year have become a cornerstone of the company’s annual sales strategy, accounting for 13% of total annual volume.
BECKY GÓMEZ
Assistant VP, Director of Marketing & E-commerce
Half
Price Books
Having recently celebrated 20 years at discounted media retailer Half Price Books, Becky Gómez is a veteran marketing leader. She and her teams manage the strategy, communication, creative production and execution of multi-channel marketing promotions and campaigns for the retailer, which operates 118 family-owned, new and used bookstores across 19 states, along with an e-commerce site.
Gómez worked in the nonprofit sector before finding her way back to retail. Since joining the company in 2004, she has risen through the ranks from her first role as marketing communications manager to her current position, demonstrating her leadership and marketing expertise.
Gómez believes that a great marketer is someone who “never stops listening, learning and communicating confidently” — foundational skills that can benefit any part of the business. She recommends that those new to the retail marketing industry “collaborate and converse across departments, connect with others in the industry, and keep asking questions.”
LEANN FOWLER
Senior
VP,
Academic Marketing & Communications
Follett Higher Education
Overseeing both internal and external communications at Follett Higher Education, which is North America’s largest campus retailer, Leann Fowler works closely with colleges and universities to secure and grow partnerships that elevate the campus brand and support student success. She is constantly seeking new ways to support its primarily Gen Z audience throughout their collegiate experience, and beyond.
Throughout her career, Fowler has executed communications campaigns that speak to a variety of diverse audiences, from corporate executives to college sports fans to Gen Z consumers. Under her leadership, Fowler’s team is constantly identifying new and creative ways to demonstrate Follett’s extensive knowledge of its target demographic and celebrate company milestones, from new campus partners to brand partnerships with college students’ favorite companies such as Stanley drinkware and Dyehard Athletics.
Fowler ensures that the college community is aware of and excited about new offerings designed exclusively for them, whether it be new collections or partnerships with The Container Store.
BARBARA HAGEN
VP,
Sales and Marketing ThriftBooks
As the leader of ThriftBooks’ sales and marketing operations, Barbara Hagen is tasked with driving profitable sales growth, establishing deep customer loyalty and bringing innovative strategies to market for the company.
Hagen, who joined the retailer five years ago after holding marketing roles at Best Buy, Target and Microsoft, said her core responsibility at Thrift is to inspire and support all those who love books with one of the best overall book-purchasing experiences.
Hagen said her proudest career achievement at ThriftBooks is the “ThriftBooks 4 Teachers” program, which provides verified teachers, educators, librarians, and home school parents with the books they need for their home, school, library or work. Launched two years ago, ThriftBooks has leaned in with the program, she added, which provides an unlimited benefit of “every fifth book is free” as well as top tier status in the retailer’s loyalty program.
When it comes to advice for other women in retail marketing, Hagen suggests “keeping a pulse on technology and its new and evolving capabilities,” along with staying close to what customers are looking for and what unmet needs need to be solved.
MARKETING
JULIA METAXAS
VP, Growth
Lulu and Georgia
Julie Metaxas continuously embraces new marketing concepts to draw customers to online home decor and furniture brand Lulu and Georgia. She has created a data-driven marketing strategy driven by customer-centric metrics, a focus on customers with the highest potential for incremental growth, and the highlighting of relevant products to shoppers based on their preferences.
In effort to balance customer acquisition and retention,
STORE DEVELOPMENT & FACILITIES MAINTENANCE
CHRISTY ALLEN
Senior Project Manager, Minor Projects & Programs,
Construction — North America
Foot Locker
Christy Allen is responsible for open store remodels across Foot Locker’s portfolio of approximately 2,500 retail stores.
Knowing partnerships and relationship-building are key to a successful career, Allen values her strong rapport with landlords and property developers. “These relationships are what enable us to ramp up projects quickly with no disruption to customers and store associates,” she said.
Allen urges female professionals to keep up their passion for learning. “Your reputation is stronger than book knowledge,” she explained. “Your work ethic will always be vital in your current job as well as in future roles.”
TIFFANY KO
Head of Construction
Specsavers Canada
Tiffany Ko started her career in 2006 with Lululemon. She has since honed her expertise in retail construction working for retailers including Aritzia, Kit and Ace, Indochino and currently, Specsavers Canada.
During her short two-year tenure at Specsavers Canada, Ko has already achieved a major milestone — under her
Metaxas vowed to increase the number of opted-in customers — a group that creates a base of rich data and insights for the team and is likely to deliver incremental lift. She uses these insights as the foundation for all of Lulu and Georgia’s personalized experiences. The initiatives are having a positive payoff, pushing more newly-acquired customers toward their next purchase.
Committed to wisely spending the company’s marketing budget, Metaxas only marginally invests in paid and owned media. Instead, she favors strategies that will grow sales among new and existing customers. This formulated approach enabled Metaxas’ team to realize a 133% increase in first-time buyers, and a 229% increase in repeat customers.
JENNIFER JUDD
Director of Store Maintenance
Gap Inc.
A 19-year facilities veteran, Jennifer Judd leads a leads “a small but mighty’ team of 15 that oversees the repair and maintenance of approximately 2,500 stores across North America. She also oversees the company’s capital and expense investment planning and execution, and will manage about 500 projects this year.
Judd is excited by the cultural shift toward more female representation across the facilities and construction segment. She credits the many opportunities available to female professionals to the women who came before her and created a supportive and inclusive culture through networking, mentorship and advocacy.
She advises young female professionals starting their careers in retail store development to get involved, join industry associations, volunteer, find mentors and create their own stories.
leadership, Specsavers Canada’s construction team has contributed to the opening of 110 stores. She also oversees the company’s facilities and maintenance strategies.
Grateful for a strong movement toward more diversity and inclusion across the retail construction industry, Ko strives to be part of the change. In addition to volunteering for associations such as the Canadian Construction Women (CCW), she also hosts golf networking events to foster collaboration, education and encourage female empowerment in the construction industry.
STORE DEVELOPMENT & FACILITIES MAINTENANCE
KRISTINE MURPHY
Senior VP, Real Estate & Store Development Knitwell Group
Throughout her 20-plus-year career, Kristine Murphy made real estate deals for iconic retail brands including Talbots and Gap. She is doing it now for the nearly 3,000 store fleet of the Knitwell Group, a holding company comprised of Ann Taylor, Loft and Talbots, managing and executing all deal-making activities for the company’s nearly 3,000 store fleet and new store locations.
Excited by the increase of women pursuing careers in real estate and store development, Murphy believes mentorship will cultivate the next generation of females in the workforce.
“Younger professional females should not to be afraid to push themselves outside of their comfort zone, as that is where the real career growth and learning occurs,” she said.
SARA IVERSON-SMITH
Senior Director, Real Estate, Facilities and Construction
Blain’s Farm & Fleet
Sarah Iverson-Smith kick-started her 25-year store development career purely by accident. In need of a job, she accepted what she thought was a recruitment role, but instead was hired to manage an office in downtown Milwaukee — a role that cultivated an affinity for building, fixing and creating, as well as working in the field with contractors.
She is most proud of spearheading Blain’s Farm & Fleet’s expansive recycling program — an initiative that has offset over 9 million pounds of waste from landfills in 12 months.
Iverson-Smith urges other female professionals to find allies in the field that you can comfortably question and learn from.
SUPPLY CHAIN
RICHELE CHITUCK
VP, IT, Supply Chain
Dollar Tree
Richele Chituck joined Dollar Tree in Oct. 2016, leading the technical project delivery to bring all associates into one HR/payroll system. In her current role, she has been involved in developing solutions for projects including three
ALISON ROEDE
VP, Store Planning, Construction, Americas
Christian Dior
A 20-year retail construction veteran, Alison Roede held leadership positions in store design and planning at brands that include J.Crew and Coach before she joined Christian Dior in 2016. In her role at Dior, she created new processes, as well as a team dedicated to accelerating the company’s retail footprint and new brand experiences, including restaurants, cafes and spas.
In her role at Dior, Roede creates new project schedules and projections, and oversees the construction lifecycle through the brand’s elaborate store openings. She counts building a team and processes where none existed at Dior — and doing it during the company’s strongest growth and development era — as one of her proudest accomplishments.
For Roede, improved pay equity and company support balancing a career, a family and professional development are among the most influential improvements impacting women in the store development segment.
new distribution centers, a new allocations system and a new labor management system.
In her daily job, Chituck delivers IT solutions and capabilities for all aspects of the discount giant’s supply chain, including inventory management, distribution operations and transportation. She also manages a team of more than 50 people working on a technology portfolio of 70 applications and a project portfolio with 20 to 30 active projects at any given time.
ANNA PECKHART VP, Supplier Operations
Ulta Beauty
In her capacity at Ulta Beauty, Anna Peckhart oversees all aspects of the retailer’s relationships with more than 600 brand partners, focusing on fostering collaboration, ensuring compliance, and enhancing capabilities to further strengthen its supply chain ecosystem. She is accountable for managing supplier performance, as well as identifying opportunities for supply chain improvement, investing in technology and infrastructure, and implementing best practices.
A recent career achievement was managing the expansion of ship-from-store capabilities to 300 stores in 2023. This initiative represented a significant milestone for Ulta Beauty and had a tangible impact on improving e-commerce speed for customers, as well as enabling it to better utilize its store and inventory assets.
REBECCA POWERS
VP, Distribution
Dollar General
A former U.S. Army logistics officer, Rebecca Powers is responsible for helping supply chain teams in her region ensure shelves are stocked and products are delivered to customers on time, every time. In her role she orchestrates people and parts, tracking pace, timing handoffs, managing workflow and checking on-the-ground plans so all workflows come together seamlessly.
Beyond leading her teams, Powers also oversees five distribution centers serving stores in Florida, Alabama and Missouri. As Dollar General continues to expand, her role is evolving to meet the demands of its growing footprint. With the upcoming opening of a new distribution center in Little Rock, Ark., her responsibilities will extend to ensuring a seamless transition for stores in the region.
As Dollar General’s first female VP of distribution, Powers takes pride in mentoring and advocating for other female distribution and logistics leaders.
TECHNOLOGY
RONDA BOUTCHER
Director, IT Retail Systems
Tractor Supply Co.
A retail industry veteran of over 20 years with more than 10 years of experience as a retail technology leader, Ronda Boutcher leads retail technology strategy, software development and retail infrastructure at Tractor Supply’s 2,200 namesake stores and 200 Petsense stores, with annual operating expense responsibilities of more than $40 million and a capital expense budget of more than $38 million.
Her most notable achievements include leading the team that developed the concept for Tractor Supply’s first-ever generative AI associate selling tool, which went from ideation to proof of concept in less than three months and is now live in all stores.
LISA CARTER
Director of IT Applications
Rutter’s
A veteran IT professional with over 20 years of experience, Lisa Carter works across multiple departments at Rutter’s, driving innovation, efficiency and alignment between technology while ensuring those initiatives are aligning with overall business strategy.
Carter and her team played a pivotal role in the successful implementation and launch of the online ordering system for the Rutter’s organization. She advises women seeking to pursue a career in technology to focus on three things: building a strong community and support network; don’t be afraid to fail; and use failure as a growth opportunity.
KRYSTYNA KOSTKA
Senior
VP,
Retail Fuel and Operations
BJ’s Wholesale Club
Krystyna Kostka has pioneered the adoption of industry-leading technology at BJ’s, heading up a number of transformative initiatives that have advanced operations and helped position the company at the forefront of technological advancement in the retail industry.
Kostka’s areas of expertise include fuel procurement and supply chain logistics, multichannel retail sales and operations, retail strategy development, operational planning and budgeting, deal valuation and acquisition integration, complex contract negotiation and large-scale cost reduction initiatives.
One of her primary responsibilities — and passions — is spearheading BJ’s robotics strategy. Under her leadership, BJ’s became the first wholesale club to deploy retail robotics at scale.
NEELIMA SHARMA
Senior VP, Digital Commerce and Technology
Lowe’s
Neelima Sharma oversees a wide variety of technology solutions at Lowe’s as she continues the multi-year process of transforming the retailer’s technology infrastructure to the cloud. This has included building the retailer’s omnichannel commerce capabilities which are now also deployed in its stores, as well as being responsible for product and experience management for Lowe’s AI and machine-learning solutions.
With areas of responsibility that include omnichannel commerce, AI- and ML-based personalization, merchandising and price promotion, Sharma also continues to find unique ways to recognize her team’s accomplishments while providing opportunities to develop professionally.
In addition, Sharma also acts as the lead for all of Lowe’s merchandising and pricing promotion technologies. She advises women interested in a technology career to maintain a “continuous learning mindset” that evolves with the evolution of technology because technology is constantly changing, meaning adaptability and learning are necessary components of success.
SARA LARSON
VP, Retail Technology
Whole Foods Market
Sara Larson leads a team of over 400 tech team members who develop, deploy and sustain the technology used for Whole Foods Market’s approximate 540 store locations and its corporate offices.
On a daily basis, Larson is responsible for overseeing the checkout (POS, payments, hospitality) and back office (HR, finance, accounting, workforce management, legal) applications utilized by employees at Whole Foods Market as well as the associated infrastructure. In addition, she manages all global and retail help desk functions, as well as field support.
Her leadership and expertise have helped the company implement groundbreaking technology such as Amazon One payment devices, Dash Carts and Just Walk Out technology in Whole Foods Market stores.
STEPH SO
Senior VP of Digital Experience
Shake
Shack
Since joining the casual-dining chain in 2019, Steph So has grown digital sales dramatically, supported integrated marketing campaigns in new digital channels and driven loyalty, frequency and brand engagement with customers.
So oversees digital marketing, third-party delivery and digital product and user experience at the casual dining chain. She is leading the development of Shake Shack’s marketing technology and capabilities, focusing on how marketing automation tools help brands personalize content and offers at scale.
At Shake Shack, So has scaled the technology team to embrace the company’s new mix of omnichannel sales.
Restaurants are currently serving 30% of orders from digital channels and almost all locations have kiosks that bring the digital experience on site. Under So’s leadership, digital channels and kiosks have become core to the Shake Shack customer experience.
TECHNOLOGY
BARBARA STOYKO Senior VP, Mobility, Americas Americas, Shell
A veteran executive of Shell since 1997, Barbara Stoyko currently leads Shell’s mobility business in the Americas, where she oversees the financial, strategic, and organizational delivery of the company’s consumer mobility and retail business in the U.S, Canada, and Mexico. This includes thousands of Shell-branded gas stations, a growing footprint of company-owned and operated convenience stores, and an expanding network of public electric vehicle charging stations.
Career highlights at Shell for Stoyko include transforming the company’s mobility business in the Americas to meet and prepare for its customers’ changing needs.
As more customers transition to electric vehicles, Stoyko has also led Shell’s growth in the U.S. electric vehicle charging industry through the acquisition and integration of infrastructure provider Volta Charging.
As the divisional manager of e-commerce merchandising and marketing at Do it Best, Brianna Wells is focused on online sales strategies and enhancing customer engagement through digital merchandising, marketing, creative campaign development, and analytics. This approach utilizes data-driven insights to optimize the online presence and promotional capabilities of the home improvement co-op’s retail members.
Wells’s core duties include developing and executing marketing and merchandising strategies that align with corporate goals. Her role combines strategic vision, creative direction, and operational excellence to ensure Do it Best’s e-commerce platform, which has gone from featuring 100,000 items to over 1.6 million items during her tenure, fosters sustainable growth.
Under her leadership, Do it Best launched a pickup locker system that allows customers to order items and pick them up at a nearby location.
A premium, performance-driven active lifestyle brand co-founded by actor/entrepreneur Mark Wahlberg has big plans for brick-and-mortar.
Municipal, which launched online in 2020, recently opened its first permanent retail location, dubbed Municipal Pro Shop, on trendy Melrose Avenue in West Hollywood, Calif. Up next: a flagship in Carlsbad, Calif. Opening in September, the 6,000-sq.-ft. store will feature a coffee shop, a barber shop and a lounge area where the locals can relax — or even do some work.
During the next few years, Municipal plans to roll out several additional flagships in key markets across the country such as Las Vegas, Phoenix, Atlanta, Boston and New York, brand co-founder and CEO Harry Arnett told Chain Store Age. The company also plans to expand its smaller pro-shop concept. (Prior to Municipal, Arnett spent seven years at Topgolf Callaway Brands, including serving as executive VP, Callaway Brands.)
“We have big expansion plans for the brand,” Arnett said. “Brick-and-mortar is crucial to our strategy. Our pro-shop format is one that we think works in just about any city in America. We’re looking at bringing it to markets all over the place.”
At 1,100 sq. ft., the West Hollywood shop has a sleek, modern look, with black fixtures and white walls. Arnett described it as “club” themed — “think golf, tennis, pickleball, workout,” he said. It includes a putting mat where customers can try their luck with putters and golf balls. Original sports- and Los Angeles-themed artwork is located throughout the space.
“The store is designed with a clean,
Municipal Enters Brick-and-Mortar
Performance brand co-founded by Mark Wahlberg plots nationwide expansion.
By Marianne Wilson
minimalist aesthetic, just like our brand as a whole,” Arnett said.
The merchandise assortment includes both men’s and women’s wear, with offerings that include T-shirts, sweatshirts, outerwear and footwear. (Grooming products are reportedly in the works.) The store also features goods from emerging and entrepreneurial brands such as LAB Putters and Sub 70 golf.
“We will have in-store events led by their respective teams so people can really get to know these brands and how they’re helping to elevate their categories,” Arnett said.
Here are more excerpts from CSA’s conversation with Arnett.
After several years online, what made the brand decide to open a physical store?
We’ve done a few smaller, temporary pop-up shops in Boston and New York City. Both performed exceptionally well and allowed us to test how people would respond to the product. It’s important to us that we have a place where people can experience the Municipal brand in its entirety. We know that when customers are able to touch and feel our products, they appreciate our innovation and quality on a much deeper level.
How would you describe Municipal’s positioning in the marketplace — what differentiates it from others in the sector?
Municipal combines luxury quality and style with athletic performance, making it easy for active individuals to look good without sacrificing comfort or versatility. But our brand is really more than that.
Our goal is to inspire people to bet on themselves to make big things happen. We want to show people what’s possible when you put the work in to support your dreams.
It means something to wear Municipal and that’s why you’ll see people from all walks of life repping it. It’s everyone who shares the mindset that nothing will stop them from achieving their goals. To me, that’s what sets us apart — we exist for the go-getters at every level.
Who is the target audience?
The simple answer is Municipal is really for everyone. We are the favorite brand of teenagers to older groups and everyone in between because we’re more defined by the Municipal mindset than by the style or aesthetic. We started with a men’s line but quickly expanded into women’s and, last year, into the footwear category with our unique blend of innovation, quality, comfort and performance.
The brand offers gear that’s great for specific activities like golf and tennis. But we cater to anyone looking for style and comfort — no matter what it is they’re doing.
What do you see as being responsible for the brand’s growth?
It’s easy to simply point to the product quality, style and innovations we’ve brought to the market with fabrics and comfort. But equally as important, I think, has been how well we’ve built the Municipal community of people who are all putting in the work to make big things happen for themselves, the people they love and their communities. That sense of purpose has really resonated with people.
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Get the latest news on retailers’ expansion and remodeling programs, new store prototypes, green initiatives, facilities updates and more. Find out who’s opening stores and where. CSA Store Spaces covers retail development and facilities management inside and out.
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.
DOCK LIFTS VERSUS DOCK LEVELERS: Dock levelers can only ser ve a limited range of truck heights (usually 8”) so they cannot ser ve all size trucks An Advance dock lift can ser vice any size truck without limitations.
On-fire sneaker brand Hoka opened its first U.S. flagship (and eighth U.S. location), a 9,000-sq.-ft. store on Fifth Avenue off 47th Street in Manhattan. The space is designed to reflect the brand’s origin in the French Alps (complete with a rock wall) and offers an immersive experience that includes digital foot-measuring services and interactive product demos. The store is also designed to serve as a hub for local athletes and will feature dedicated programming and events. Owned by Deckers, parent company of UGG, Teva and other footwear brands, Hoka is one of the fastest-growing brands in the ultra-competitive athletic footwear market. … Digitally native Wayfair Inc. unveiled its first-ever large-format store, at Edens Plaza in Wilmette,
Ill. The two-level, 150,000-sq.-ft. space is designed as a one-stop shopping destination for all things home. With 19 departments in all, the assortment includes furniture, home decor, housewares, appliances and home improvement products — for any style, space or budget, the company noted. Certain items are available to take home the same day, but most products will be delivered (shipping is free) to customers within a day or two. The new Wayfair also includes a café and offers free onsite design services. … Canadian travel and lifestyle brand Monos unveiled its second retail location, in Toronto’s Little Portugal neighborhood, after making its brick-and-mortar debut in Vancouver last year. It plans to open eight stores across the U.S. next year, starting in New York City and Chicago. … Barcelonabased fashion brand Mango opened its third store in New York City, at Hudson Yards. The outpost is dedicated to Mango’s women’s collection, With 25 U.S. stores, Mango aims to open 15 additional U.S. sites by the end of 2024. … “Hands-free” footwear brand Kizik opened its second store, at Mall of America in Bloomington, Minn., followed by one at King of Prussia Mall, King of Prussia, Pa. Created in partnership with design firm MG2, the stores are designed to convey the brand’s “freedom to move with uninterrupted momentum” ethos. Additional locations are planned for 2024, with a projected 15 stores open by the end of 2025.
PHOTO:
Hoka
Solid Ground: Regular maintenance can extend parking lot life
Failure to maintain a pavement system on a routine basis can erode its lifespan and lead to increased costs for retailers. Chain Store Age spoke with Bob Roth, chairman of Asphalt Solutions, about how retailers can best protect their parking lot investment with regular maintenance.
How important is the parking lot to customers’ overall impression of a store?
The parking lot can significantly influence a customer’s first impression of a store. It is the first interaction a customer has with a business, so it sets the tone for their shopping experience. A well-maintained and spacious parking lot conveys professionalism and convenience. A poorly maintained lot might deter customers before they even enter the store.
What are the biggest mistakes retailers make when it comes to the installation of new paving surfaces?
The first mistake is not planning the paving project. The client must consider factors like drainage and traffic flow. Additionally, failing to hire a reputable and experienced paving contractor can lead to subpar results. Lastly, but most important, a big mistake is neglecting regular maintenance after installation. This can shorten the life span of the pavement and lead to costly repairs sooner.
How can retailers keep their parking lots and other pavement surfaces in good shape?
They can achieve this by setting up regular maintenance on their parking lots. Crack repair, seal coating and line striping will not only preserve the pavement but also keep it looking fresh. A regular maintenance plan can preserve a parking lot for up to 20 years or more and save the client thousands.
Tell us about the services Asphalt Solutions provides.
Asphalt Solutions services the Eastern United States providing asphalt and concrete solutions for commercial and industrial clients. We self-perform and provide pavement management solutions. Our services include paving, asphalt repairs, concrete, seal coating, crack repair and line striping.
Does the company have the capabilities to provide large-scale project management across multiple facilities?
Yes, we work with several clients handling their asphalt and concrete needs over a large territory. Our business model allows us to work with facility managers to manage a region or regions of their facilities. We are a one-stop shop to ease the burden of finding multiple contractors based on our coverage area.
How does Asphalt Solutions differentiate itself from others in the marketplace?
Our company sets itself apart by prioritizing quality, customer satisfaction, and efficiency. We have state-of-the art equipment and use high quality materials to ensure a durable, long-lasting pavement solution. We also prioritize clear communication and transparency throughout the process by providing updates and photos each step of the way.
How does the company help retailers manage — and maximize — their parking maintenance budgets?
We offer proactive maintenance plans tailored to retailers’ specific needs and budgets. This includes regular inspections to identify issues, such as cracks and potholes, or drainage problems, which can
be more costly to repair if not addressed. By providing cost-effective maintenance solutions, such as crack repair, seal coating, and asphalt repairs, we can extend the lifespan of the parking lot.
How important is communication when it comes to managing projects?
Clear and effective communication is essential when it comes to managing projects. This helps to keep all the stakeholders informed about the project’s progress, challenges and any changes to the plan. Effective communication prevents any misunderstandings that may arise. Daily updates, schedule planning/phasing and progress photos help the contractor document the project and allows the client to be updated and able to report to their superiors on deadlines or progress.
What factors into the decision to repair or replace a parking lot?
The decision to repair or replace a parking lot relies on several factors, including the extent of the damage to the lot. Cracks and potholes can be repaired, but if they cover more than 50% of the parking lot, you’ll want to replace it.
Structural integrity of the base and subgrade are also indicators. Signs of base failure such as setting or uneven surfaces indicate a deeper structural issue. Load-bearing capacity can be evaluated by watching heavier vehicles go over areas of the parking lot. If you see movement that conveys an issue with the subbase, it will need to be addressed right away. Finally, consider the age of the parking lot compared to its lifespan. If the pavement is nearing 15 to 20 years, it may be time to replace it. Proper maintenance can extend this lifespan. But like everything else in life, nothing lasts forever.
Bob Roth is chairman of the board of Asphalt Solutions.
Retailers Move Forward With Clean Energy
By Marianne Wilson
Walmart and Starbucks Coffee Company continue to invest in renewable energy.
Walmart is partnering with Consumers Energy to power the retailer’s 44 locations with clean power in the provider’s service territory in Michigan. (Consumers Energy is Michigan’s largest energy provider.)
Under the agreement, the retail giant is pledging to match 90% of the energy it uses across 44 select Michigan stores with renewable energy from future projects that Consumers Energy will develop in Michigan.
“Walmart’s energy transformation roadmap is designed to prioritize high-impact, high-quality clean energy
opportunities that help add new clean energy capacity to the grid and secure reliable and emissions-free power for our operations,” said Stephen Chriss, senior director for utility partnerships at Walmart. “We look forward to collaborating with Consumers Energy to add new clean energy capacity to Michigan’s power grid.”
The partnership comes as Walmart continues to accelerate its energy transformation strategy as it works towards its goal of being 100% powered by renewable energy by 2035.
Earlier this year, the retailer made commitments that will enable the
construction of nearly 1 gigawatt (GW) of new clean energy projects across the country. The new investments will add to Walmart’s existing portfolio of more than 600 onsite and offsite renewable energy projects already in operation or under development in more than 10 countries.
Community Solar: As part of the new commitments, Walmart is investing in 19 solar projects under development across the country, including 15 community solar projects, with national renewable energy provider Pivot Energy. The strategic tax equity investment will drive the construction, operation, and maintenance of a diverse solar project portfolio: Illinois, Colorado, Maryland, Delaware and California.
The investment from Walmart will facilitate the construction of 72 megawatts (MW) of community solar projects, with 41 MW of projects in Colorado specifically designed to serve low- and moderate-income households, considerably reducing energy burdens for vulnerable communities.
“Our partnership with Pivot demonstrates our approach to new clean energy investments, aimed at enabling high-impact, high-quality projects that drive positive outcomes,” said Frank Palladino, VP, renewable energy strategy at Walmart. “In addition to facilitating a cleaner power grid, this portfolio will help expand access to clean energy and provide direct savings on energy costs for thousands of households in the communities we serve, including low-and moderate-income communities.”
STARBUCKS
In its most recent renewable energy investment, Starbucks Coffee Company entered into a solar power partnership with Nexamp, the largest community solar provider in the country, to help power its stores in one of America’s largest states.
By committing as a long-term renewable electricity purchaser, the coffee giant
will anchor the deployment of more than 40 megawatts of solar energy across six community solar farm projects in Illinois. The projects will provide significant electricity savings to more than 1,100 local residents who subscribe within the ComEd and Ameren utility territories.
Through the Nexamp solar project, Starbucks will purchase electricity coverage for 170 of its stores in Illinois, building on the 340 company-operated Starbucks locations in the state that are already powered by wind energy stores.
(Starbucks began buying renewable energy in 2005, achieving 100% coverage for US company-operated stores in 2015.)
The projects will come online in 2025.
“Starbucks is committed to our environmental promise to give more than we take, and we have a long history of renewable energy projects that bring clean energy to more communities,” said Michael Kobori, Starbucks chief sustainability officer. “We’re proud
to support Nexamp’s efforts to bring community solar into areas where it can have the most impact and make savings opportunities available to community members.”
The Nexamp partnership is one of several recent sustainability initiatives from Starbucks. The company recently announced a deal with Mercedes-Benz High-Power Charging to expand its EV charging network.
During the first phase of the program, the fast-chargers will be installed at Starbucks stores along Interstate 5, a West Coast travel corridor spanning from Canada to Mexico that cuts through cities such as Seattle, Portland, San Francisco and Los Angeles.
The two companies intend to identify additional opportunities in key markets, including core urban areas, charging deserts (areas lacking publicly accessible EV chargers), and other major travel corridors.
TOP 10
RETAIL CENTER EXPERIENCES
2024
• MALL OF AMERICA
• EASTON TOWN CENTER
• WESTFIELD CENTURY CITY
• AMERICAN DREAM
• PROMENADE SAUCON VALLEY
• MARKET STREET
• AVENUE EAST COBB
• KA MAKANA ALI‘I
• RIO
• DANIA POINTE
Chain Store Age picks physical retail’s most engaging spots.
By Al Urbanski and Zachary Russell
MALL OF AMERICA
Bloomington, Minn.
Early last year, Mall of America’s five-person activation team learned that British pop star Ed Sheeran was about to embark on his “Mathematics” tour and would appear at Minneapolis’s U.S. Bank Stadium. They had a hope that Sheeran —whose “Lego House” was a hit single in 2011, and who himself was an avid Lego constructor—might make an appearance at The Lego Store at the mall prior to his show. They got no reply.
Then, the week before the U.S. Bank show, they got a call from the Sheeran p.r. crew asking, ”Hey, would you like to have Ed Sheeran make an appearance at The Lego Store?”
“Umm, of course!” was their reply.
Sheeran spent a good part of the day at MOA, donning the blue T-shirt and yellow apron worn by The Lego Store staff. He signed purchases for scores of fans who attended the event and banged out a rendition of “Lego House” in front of the store.
His appearance got national coverage from USA Today, Rolling Stone, CBS News, and thousands of Instagram posts.
“It was a surprise appearance, and the social media it got was fantastic,” said Jill Renslow, MOA’s chief business development and marketing officer. “We get the opportunity for a lot of these surprise celebrity appearances. We’ve established a reputation for being able to create valuable content for them.”
• In April, big-time DJ Marshmello promoted his pop-up shop at MOA by doing a show at the mall. It drew 5,000 fans.
“The whole place was shaking,” said Renslow
• In March, Olivia Rodrigo signed autographs at her mall popup while appearing on her GUTS tour at the Xcel Energy Center in St. Paul.
• In June, Hulk Hogan made a surprise call to MOA, asking to appear to promote the launch of his Real American beer brand.
• Taylor Swift herself didn’t appear at the mall prior to her 2023 appearance in Minneapolis, but thousands of her fans did to attend pre-show parties and take shuttle buses to U.S. Bank Stadium for her performance.
Meanwhile, the 5.6 million-sq.-ft. Mall of America--home to more than 500 stores and 60 dining options--doggedly works at re-curating its retail lineup to keep in tune with current wants and needs. Over the past five years, it has signed nearly 130 new tenants. Among them are Marine Layer, Mugsy Jeans, Plus, True Classic, Little Words Project, and Wilson Sporting Goods.
MOA strives to expand its experiential lineup with breakthrough brands. One of them is a concept conceived by the co-founder of Blue Man Group called Wink World in which guests move through a sequence of rooms filled with art, color displays, and music. Its newest addition to this category is Great Big Game Show, which challenges visitors to compete head-to-head as contestants in popular TV game shows.
“We think we do a fantastic job of looking forward and predicting what consumers are going to react to,” said Renslow. “Events, tenants, activations ... we try to bring consumers things they don’t expect.”
SHOP DINE PLAY
PLAN YOUR FUN
With hundreds of one-of-a-kind destinations, all under one roof — it’s all here! Enjoy up to 500 iconic stores, over 45 Eateries and 30 amazing attractions, such as seven acres of rides at Nickelodeon Universe ®, M&M’s Mall of America, SEA LIFE aquarium + more! Plus, experience over 300 amazing entertainment events happening all year!
EASTON TOWN CENTER
Columbus
It’s been 30 years since L Brand’s Lex Wexner decided to abandon his idea to put a distribution center on a large tract of land he owned alongside I-270 in Columbus and instead fill it with office buildings, hotels, and what has come to be the ultimate example of what a retail-based town center should be.
“We were not creating a mall or group of retail anchors; we were creating something vibrant – like a new town,” said Yaromir Steiner, the CEO of Steiner + Associates, the co-developer of the development’s 1.7 million-sq.-ft. Easton Town Center.
Yes, Easton stages hundreds of events and one phantasmic Christmas tree lighting ceremony. But, like a town, its real estate is not static. It is constantly being reimagined and reshaped to guarantee its visitors the best shopping experiences they’re likely to find anywhere in the world.
“A lot of developers take the path of least resistance and try to renew as many tenants as possible,” said Spencer Jordan, Easton’s senior VP of leasing. “The route we choose is more capital intensive. We have a very unique opportunity to reinvent.”
Easton’s most recent reinvention has been its Fashion District, where space was reconfigured and re-designed to accommodate a 100,000-sq.-ft. luxury brand collection anchored by Gucci, Louis Vuitton, and Del Mar—restaurateur Cameron Mitchell’s two-story fine dining establishment.
Joining them have been several first-to-Ohio brands such as Chanel Beauty, David Yurman, Breitling, Golden Goose, and Jo Malone.
Rare are centers able to provide shoppers with just about
WESTFIELD CENTURY CITY
Los Angeles
For decades, Westfield Century City had been one of the most highly trafficked retail centers in a city with one of most widespread and variegated shopping options in the nation. But in 2017, Unibail-Rodamco-Westfield sensed a corner had turned in retail real estate and invested more than a billion dollars on a wholesale renovation of one of its most valuable properties
“It was dramatic. We wiped the space almost completely clean,” said Century City’s general manager Louis Schillace, who has worked at the center for 12 years. “The renovation was our answer to the question, ‘What is the future of retail going to look like?’”
“Entertaining” was one of the things they envisioned. The center has 18,000 sq. ft. of entertainment & event
anything they might be looking for. Those who’d like to try should visit Ohio’s best known and most accommodating retail destinations.
Easton Gateway hosts big boxes such as Costco, Dick’s Sporting Goods, and REI. In the project’s 2020 expansion, visitors can shop at Arhaus, bowl at Pins Mechanical, or dine atop RH Columbus.
And when it comes to food-and-beverage--the sine qua non tenant sector for successful retail real estate today—Easton counts 50 options that range from Chipotle to The Cheescake Factory to Cooper’s Hawk Winery.
“It is a bold choice to blow up your merchandising mix and fill it with a lot of new brands. We had Lululemon create a storefront that completely overlaid across the tops of two shared buildings,” said Jordan. “But that’s something that started at Easton 25 years ago.”
venues with professional production amenities. Last summer, the 1.3 million-sq.-ft. center hosted R&B singer John Legend for a concert. It also served as the headquarters for the Los Angeles Chargers’ official 2023 NFL Draft Party.
“Top-level dining” was another priority. In 2017, food-andbeverage tenants made up 15% of its tenant mix. Today, it’s closer to 25%.
“We have the only Eataly in Southern California. We had the first Javier’s in L.A., and under construction we have Super Peach, a new Momofuku concept,” said Colin Shaughnessy, executive VP of sales at URW. “We have to have the best dining concepts in L.A., and that is hard to do when you’re talking about very discerning customers whose tastes change every three to five years.”
URW reports that the center’s trade area size has increased by 17% since 2020, and that its sales-per-square-foot is up 22% over 2019. Its current annual traffic is 19 million people; the tally was 16 million pre-pandemic.
Century City has opened 109 new stores over the past five years, though some old fixtures remain. One of them is Gelson’s, SoCal’s renowned gourmet supermarket.
“Gelson’s has been at Century City for its entire run,” noted Schillace. “We continue to hold on to the folks that are relevant.”
AMERICAN DREAM
East Rutherford, N.J.
American Dream sits alongside the New Jersey Turnpike in the Meadowlands. Its next-door neighbors there are Met Life Stadium—home of the NFL’s New York Jets and Giants--and the FanDuel Sportsbook.
Hmm. Now where did the management of Triple Five’s 3 million-sq.-ft. mega-mall and entertainment space get the idea to become the nation’s leading purveyor of sports-related activations?
This past January and February, the top eight men’s and women’s curling teams met at the center’s NHL-regulation ice rink to vie for United States championships and improve their chances of qualifying for the Milano Cortino Olympics in 2026.
In June, the Arena Football League’s Billings Outlaws beat the Albany Firebirds 46-41 to win ArenaBowl XXXIII in the same space (re-made as a football field). American Dream made it a three-day, weekend event that included player meet-and-greets and celebrity appearances.
In August, the rink will re-appear as a basketball court to allow the Harlem Globetrotters to assume their first-ever sports residency. They will remain at the center to play 10 games and sign autographs, pose for pictures, and direct skill clinics for fans.
“Each of these events have their own special events
marketing teams that help us to pull in new customers,” said American Dream COO Paul Ghermezian. “The Globetrotters have never done a 10-game appearance like this in a single location. Our market is New York and New Jersey, but with events like these, we’re pulling in people from well beyond the Tri-State area.”
American Dream’s most-promising sports spectacular awaits it in 2026, when the World Cup comes to North America. The finals will be hosted by the arena across the parking lot: Met Life Stadium.
“We are super excited,” Ghermezian exclaimed. “Seven games will be played there. Our team will be engaging all our partners to pull activations out of their stores and into the main mall areas.”
LEHIGH VALLEY ' S PREMIER LIFESTYLE CENTER
Promenade Saucon Valley is a place where memories are made, laughs are had, deals are found, and bonds are deepened. It’s the place you go when you don’t want to know what to expect. It’s where shopping is done and delicious food is savored, but, above all that, it’s where life happens. Everything about what makes us, us, is what we do here – eat, live, have fun, drink, and celebrate. Everything about life – it happens here. promenadesauconvalley.com
PROMENADE SAUCON VALLEY
Center Valley, Pa.
Fifty miles north of Philadelphia, a mother duck gave birth to nine adorable ducklings in a flower pot on the grounds of an open-air mall. It generated 65,000 social media views.
“Promemama,” the nickname given to the duck, became a sensation at Promenade Saucon Valley and highlighted one of the 450,000-sq. ft. property’s most alluring attributes. Nestled in a stunning mountainside setting, the center’s main street strives to maintain the downtown-style setting of yesteryear with up-close parking, old-fashioned streetlamps, and water fountains.
“When I visited the property for the first time in the spring, I was immediately overtaken by the incredibly lush surrounding area and the topography,” said Whitney Livingston, president of Dallas-based Centennial, which has managed Saucon Valley since 2022. “Everything that you hear about this project and the mountainside setting, the greenery, and the trees ... it’s just magical.”
Each year, Promenade Saucon Valley hosts more than 50 events. “Party at the Patio” offers live entertainment, food, and drinks each month from June through August. Its Barktoberfest (it’s a dog-friendly property) and Tree Lighting
MARKET STREET
The Woodlands, Texas
Fifty years ago, the area on which The Woodlands, Texas, now resides was a bare 44 square miles of land, 20 miles north of downtown Houston. Then Texas oil investor George Mitchell bought it and used HUD Title VII to transform it into a master-planned, suburban community that now holds 120,000 residents with average household incomes of $150,000.
Thirty years later, another prominent Texas businessman, Terry Montesi, the CEO of Trademark Property Company,
Ceremony each draw more than 8,000 attendees. Since taking over at the center, Centennial has implemented several strategies designed to extend its guests to stay longer and return more often.
• Bar Louie has led the nighttime charge, staying open until 2 a.m. for late-night dining and socializing. Other restaurants on the property remain open until 11.
• Promenade Saucon Valley gained approval from township officials to host “Sip & Shop” events allowing guests to enjoy alcoholic beverages while strolling the center.
• The Turning Point restaurant opens at 7:00 a.m. and Starbucks opens at 8:00 a.m. to cater to dogwalkers out early on the center’s walking path.
Ample seating and relaxation areas have been placed throughout the center, which provides property-wide WiFi and a shaded patio area, and shades were installed over the amphitheater seating in its Town Square.
New food-and-beverage options that have debuted at Promenade Saucon Valley over the past few years include Batch Micro Creamery, Mason’s Famous Lobster Rolls, the Great Greek Mediterranean Grill, and Turning Point, which quickly became a diner’s hotspot. The restaurant reported its highest opening week for any of its Pennsylvania locations and the second-highest for the company to date.
Centennial reports that traffic increased by 7.3% at Promenade Saucon Valley in 2022 and by 8.5% in 2023 since it took over operation of the center.
“Adding activations and music provided the back-beat for a new rhythm in the center,” said Livingston. “Before, people were going there just to shop, but it only takes one visit to blend in to the new environment.”
arrived in The Woodlands and bought a parcel of land to develop a retail-based community center.
“The Woodlands didn’t have a downtown, so we created a center with lots of public space where people could shop and gather,” Montesi said.
Today, that downtown, Market Street, has evolved into a swank shopping and social center that invites Woodlanders to “Live Life in Luxury.” Its Central Park is bookended by a Tommy Bahama Café and Sixty Vines and surrounded by shops like Louis Vuitton, Gucci, Saint Laurent, Omega, and Chanel Beauty—most of which have arrived at the center in the last five years.
Market Street’s Central Park was toned up to create a suitable setting for the luxe brands and activations. Its natural grass was replaced with weather-resistant synthetic turf, and upgraded seating, lighting, and an interactive water feature, too, were added.
“The other suburbs surrounding The Woodlands are similarly affluent, and we’re 35 miles north of The Galleria mall in Houston,” said Andrew Miller, president and CEO of Miller Capital, which became a co-owner of Market Street in 2008. “We saw the chance to evolve Market Street into an alternative luxury destination in the market. It was a diamond in the rough.”
AVENUE EAST COBB
Marietta, Ga.
Avenue East Cobb was a breath of fresh retail air in Marietta when it opened 25 years ago, an open-air alternative to enclosed malls that was chock with upscale, alternative brands appealing to Atlanta suburbanites.
Over the past half-decade, however, newer lifestyle centers in the region-- Avalon in Alpharetta, for one—began drawing on its business. Avenue East Cobb’s traffic, sales, and tenant quality went into decline. Its occupancy rate had fallen below 75%.
So, in 2021, PGIM Real Estate, the center’s owner, entered into a joint venture agreement with North American Properties—Avalon’s original developer—to re-tune the asset.
“We talked to the tenants and to the community and found that what they wanted was a gathering place,” said Sara Hemmer, NAP’s director of marketing Sara Hemmer. “Originally we thought it would work in the entryway, but we observed how guests moved through the property and moved it to the central area in the back.”
NAP demolished a portion of the central retail building to make room for an 8,000-sq.-ft., turfed event plaza with a raised performance stage, a deck with soft seating, and a fire pit. It reconfigured the tenant mix around the plaza and
KA MAKANA ALI ‘ I
Honolulu, Hawaii
No. 9 on last year’s list was Honolulu’s massive Ala Moana, a world-renowned center that draws more than 50 million visitors a year from all over the world. Twenty miles west of Ala Moana, in the city of Kapolei, is another vibrant center, one that does draw tourists from local resorts, but one whose name beckons to locals—Ka Makana Ali‘ i, Hawaiian for “The Royal Gift.”
Opened in 2016, the 600,000-sq.-ft. center that is operated by JLL took wing through a partnership with the State Department of Hawaiian Homelands, which provides ongoing financial support for programs aimed at perpetuating Ka Makana Ali‘i as the heart of Hawaiian culture on the island of Oahu.
The nearly 8 million people who visit Ka Makana Ali’i annually
replaced two former storefronts into restaurants with patios spilling out into the gathering space. One of them was Round Trip Brewing Company.
“The first day we started working on the project we said, ‘East Cobb needs a brewer,’” said NAP executive VP of leasing Adam Schwegman. “We worked tirelessly and put Round Trip in what is now its second location.
In its short time on the project, NAP signed more than 55,000 sq. ft. of new leases with 15 brands. Among them are Barnes & Noble, Drybar, Evereve, Lululemon, Warby Parker, New York Butcher Shoppe, and Tempur-Pedic.
“We’ve seen a significant traffic increase on event dates, which are usually weekday nights,” said Hemmer. “We’re having a lot of success with those on social media. East Cobb has its own local community and word travels fast.”
NAP reports that, since 2022, Avenue East Cobb’s foot traffic and sales per square foot has increased by 20%.
experience events such as the Hawaiian Civics Club’s Annual Prince Kulo Parade, the West Fest Hawaiian music festival, and Honolulu Magazine’s and Frolic’s Poke Fest.
Hawaiians love their football, and the many island kids who strive to follow in the footsteps of Miami Dolphins QB Tua Tagovailoa are gifted with a special treat from the first regional shopping center to open in Hawaii in 30 years—football camps run by NFL standouts that include Ronnie Lott and Jerry Rice.
“We strive to create unique and impactful experiences, and celebration of the host culture is a thread that runs through the majority of our events and entertainment programs,” said Stephanie England, VP of retail management and general manager at Ka Makana Ali‘ i.
With more than 100 tenants, 40 restaurants and eateries, a luxury theater, and a lifestyle daily needs center, Ka Makana Ali‘ i has earned a reputation for offering a wide range of unique offerings. Key retail tenants include H&M, Macy’s, The Cheesecake Factory, PetSmart, Orangetheory, and Sephora along with local brands Foodland Farms, Moani Island Bistro, and Hawaii’s Finest Clothing.
Forty-three of those tenants came on board in the last five years, growing the center’s occupancy rate from 68% to 97%.
“The center is an economic engine in the region – not only providing shopping, dining, and services, but also thousands of jobs,” said Kelly Kauinana, JLL’s senior manager of retail marketing at the center. “It also serves as an incubator for a number of locally owned businesses that have had the opportunity to thrive and expand.”
NFL Hall-of-Famer Jerry Rice at his Ka Makana Ali‘i football camp.
DiscoverKA MAKANA ALI‘I
Ka Makana Ali‘I is your all-in-one destination, blending island casual with sophistication. With more than 100 retailers, eateries and experiences, we offer on-trend fashions, unparalleled shopping, award-winning events and entertainment, one-of-a-kind cultural experiences, exceptional happy hours, and an incredible selection of culinary adventures.
KaMakanaAlii.com
RIO
Gaithersburg, Md.
Picture a lake where people pedal paddle boats that look like large-scale swans, dragons, and ducks. On the shore, children ride dancing horses on a 19th Century style carousel. Joggers and strollers ply a “Path to Wellness” that rings the lake. In the evening, visitors dine on a roofed barge in the water.
Sound like a brochure for a vacation getaway? Not quite. It’s the latest customer refinement added to Peterson Companies’ RIO center, 20 miles north of Washington, D.C., off I-270.
“We happen to have a nine-anchor lake at RIO, and that’s a special amenity. But being able to get people around the lake wasn’t
DANIA POINTE
Dania Beach, Fla.
Certain customer experiences rank higher than others from one retail center to another. When Dania Pointe opened in 2018, less than a mile from the Fort Lauderdale-Hollywood International airport, it wowed visitors with its free parking.
“Being an outdoor lifestyle center, Dania Pointe drew crowds from the beginning, having opened during the Covid outbreak,” said Maynel Alvarez-Requejo, Kimco’s lifestyle marketing director. “So early on, we took a look at who our customers were and wanted to create and environment in which they’d stay longer—come to shop and maybe stay for dinner or a comedy show.”
Phase 1 of Dania Pointe was pretty much a traditional Kimco neighborhood center anchored by Sprouts. Two phases later, it has bloomed into an open-air lifestyle center with the addition of brands like Anthropologie, H&M, Aerie, Hobby Lobby, Pandora, Urban Outfitters, and Nike Clearance Store.
Its now 30-plus food-and-beverage tenants include Cooper’s Hawk, Tommy Bahama Marlin Bar, Rodizio Grill, It’Sugar, Firebirds, and Bento Asian Kitchen. Radiant166 serves up a multi-cultural menu and cocktails until 11 p.m. nightly.
The Improv Comedy Club, a 4DX Regal Cinema lead its
easy,” said Paul Weinschenk, Peterson’s president of retail.
In 2019, Peterson launched a $30 million reinvestment in RIO with the goal of retaining its stature as the destination of choice in Maryland’s Montgomery County for shopping, dining, and entertainment. On the budget’s to-do list were new and enhanced retail, dining, and entertainment options; a new brand identity to unify the 760,000-sq.-ft. center, and physical plant upgrades such as the boardwalk around the lake.
Another important lakeside improvement was a new and larger performance stage for events such as Lakefront Live—a summer evening concert series with a Beer Garden and food—and Taste of RIO, a celebration that debuted in 2023 with live music, craft cocktails, and food from restaurants on the property.
RIO has worked hard in recent years to firm up its food-and-beverage offerings. It bid farewell to Joe’s Crab Shack and Macaroni Grill and said hello to Yardhouse, True Food Kitchen, and Silver Diner.
“We developers all talk about our anchors, and we have several great ones at RIO--from Dick’s and Target and Kohl’s to the Sportrock climbing center and Barnes & Noble,” said Weinschenk. “We all understand that if somebody has a good idea for an anchor and can make it happen, it’s going to improve your property.
“What’s nice about our latest good anchor idea,” he opined, “is that there’s nobody else in Washington with a nine-acre lake.”
entertainment lineup, and opening soon will be Bowlero and Puttshack.
Dania Pointe’s many activations include “Family Sundays,” with lawn games and live entertainers, “Wellness Wednesdays,” and “Night Artisanal Markets,” that draw much traffic from the Avery Dania Pointe apartments on the property.
“Dania Pointe truly got off the ground with Phase 1, and traffic has boomed ever since,” said Alvarez-Requejo. “Looking at Placer traffic data, our traffic is not far behind Disney Springs and Universal City Walk.”
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Shoppable Content: The new omnichannel commerce frontier
Retailers are finding new ways to make a broader range of omnichannel content into points of consumer purchase.
Increasingly, retailers have been letting customers make purchases via omnichannel content.
There are a lot of valid reasons to turn non-commercial content into touchpoints for consumers to buy merchandise, starting with the fact that it allows retailers and brands to perform “stealth commerce” — promoting and selling goods to consumers who are overloaded with sales pitches in a less obtrusive and invasive way.
In addition, shoppable content can show consumers exactly how merchandise would be consumed or used in real life, such as by enabling the purchase of apparel items worn by actors in a TV show or food products prepared in a cooking demonstration.
Shoppable content also captures consumers at the initial moment of decision. Rather than seeing a favorite performer wear a certain apparel piece and deciding to buy it the next time they visit that brand’s store or website, shoppers can literally acquire the item off the performer’s back.
Here are a few recent examples of how retailers and brands are making content shoppable across a variety of media:
Amazon Streaming TV: Amazon is in a new partnership to infuse shoppable product placements and messaging in shows on its streaming TV offering known as FAST. Introduced in April 2024 as an expansion of the Amazon Live platform which offers live video streams of presenters demonstrating various products for sale, the FAST Channel features Amazon’s “shop the show” technology. Shop the show enables customers in the U.S. to browse, shop and engage with streaming content they’re watching on the TV screen via Prime Video
or Freevee by using their mobile device. Amazon and Group M, WPP’s media investment group, are now entering a first-of-its-kind partnership to co-develop original, shoppable content for the FAST Channel. This new content type will enable brands to infuse product placements and messaging in shows tailored for their intended audience.
Instacart: Digital video
Instacart is extending its first-party retail media data to YouTube. Building on an existing Google Shopping Ads collaboration, Instacart is enabling select brand partners to run shoppable YouTube ads.
Pilot partners’ shoppable video campaigns on YouTube will leverage Instacart’s first-party data to identify and reach high-intent consumers and receive closed-loop measurement. Viewers can click directly from these YouTube ads to an Instacart product page to purchase the featured items for same-day delivery.
Pinterest: Print magazine
In a first-of-its-kind collaboration with Pinterest, Real Simple magazine launched its first-ever shoppable issue with a “Best & Brightest” theme that aimed a spotlight on more than 120 products.
Each section of the magazine’s recent June 2024 issue featured QR codes that link to corresponding Pinterest boards, where users can instantly buy the products seen in the pages. Nearly every page in the issue is shoppable.
Throughout the June issue, readers could hover their phone’s camera over QR codes, which took them to a curated Pinterest board that brings the pages of the magazine to life in an e-commerce experience. From there, readers could explore over 120 products and click to retailer pages to make a purchase.
Using Pinterest, readers could follow the board or pin items to their own boards, so they could come back and purchase featured items later as they continued to read the magazine. The new Pinterest boards created with Real Simple were organized by corresponding sections of the magazine, so readers could seamlessly navigate from page to purchase.
Dan Berthiaume dberthiaume@chainstoreage.com
Streamlining Operations With AI
Artificial intelligence and cloud technology can help retailers maximize productivity and slash costs across the enterprise.
Chris Benner, master industry principal, Oracle NetSuite, recently spoke with Chain Store Age about how enterprise AI and cloud solutions can enable retailers to more efficiently and cost-effectively compete in a difficult environment that includes threats from inflated costs of doing business, consumer resistance to spending and continuing supply chain upheavals in the aftermath of the pandemic.
What are some of the top challenges facing retailers today?
Retailers continue to grapple with elevated costs and the challenge of selling to customers that are more cautious with discretionary spending. In addition, ongoing supply chain disruptions cause retailers to face higher costs and lower margins. Also, in some cases they have been forced to raise prices, adding to the impact of inflation.
While the National Retail Federation predicts that retail sales will grow from 2.5% in 2023 to 3.5% in 2024, this is still lower than pre-pandemic levels.
How can retailers best use technology to solve these challenges?
In the current market conditions, retailers need to increase efficiency and reduce costs while continuing to meet and exceed customer expectations. Artificial intelligence can provide a much-needed boost for retailers by delivering intelligent insights and fueling productivity.
For example, AI-powered analytics can help retailers gain real-time insights into financials, supply chain performance and inventory levels. This visibility can help create more accurate forecasting to improve supply chain performance and align supply with demand to minimize
under or overstocking. With these insights, retailers can better manage costs, attract new customers and create new revenue streams.
In addition, an integrated cloud business system that can quickly surface insights can help retailers connect and automate financial operations and accelerate decision-making. For example, once budgets and forecasts are established, these types of enterprise performance management capabilities can help retailers identify any variances so they can make adjustments before problems impact profitability.
What makes retailers that have already invested in various software tools switch to an integrated cloud business system?
The decision to switch from disparate software tools to an integrated cloud business system is often driven by a need to become more agile and efficient. For growing companies, there is frequently a realization that legacy software won’t grow and scale with them.
With an integrated cloud business system, retailers can improve data visibility and increase collaboration. For example, NetSuite creates a single source of truth that can help manage financials, inventory, supply chain, omnichannel commerce and more.
Whether a specific retail user’s role is to optimize cash and profits, hire and empower employees, create and deliver products and services or acquire and grow their customer base, a unified system like NetSuite helps the entire retail business perform more efficiently.
The NetSuite retail solution is designed to enable retailers to build a
customer-centric business across all channels of engagement. It provides capabilities such as real-time global inventory and order management, which equips retailers to create a buy-, returnand fulfill-from-anywhere experience.
In addition, unified omnichannel commerce functionality allows retailers to provide a consistent shopping experience and build customer loyalty across web, mobile, in-store and call-center channels. Other modules include financials, CRM and in-store POS.
Can you share an example of a NetSuite customer that has effectively leveraged AI- and cloud-based enterprise technology to grow?
Feetures, a retailer of specialty socks designed for athletic performance, uses NetSuite to improve complex demand forecasting across its global footprint. This presence spans sales channels including Dick’s Sporting Goods, Nordstrom and athletic specialty outlets, as well as Amazon and its own e-commerce site.
Leveraging NetSuite’s integrated business system, Feetures is able to centralize its data, understand SKU-level product performance, and gain AI-backed insights to inform growth strategies.
For example, NetSuite Analytics Warehouse helps consolidate and quickly analyze data from NetSuite, Shopify, Google Analytics and other business systems to better understand trends in customer buying behaviors, inventory and financial performance.
Equipped with these insights, Feetures is better able to fine-tune product strategies, improve cash flow forecasting, optimize warehouse staffing, and scale its business.
Chris Benner, master industry principal, Oracle NetSuite.
Circle K Deploys High-Tech Employee Training Solution
Onboarding
program uses gamification elements, in-store iPads
By Dan Berthiaume
A global convenience retailer is replacing traditional store associate training methods.
Circle K, a subsidiary of Alimentation Couche-Tard, which operates in 31 countries and territories with more than 16,700 stores, has adopted a new training approach, called “My Journey,” which leverages gamified training software that’s delivered via in-store iPads, to accelerate learning. The company is hoping to save millions of dollars in annual training costs with this approach.
The software is designed to get new hires learning on the floor more quickly, provide a better and more satisfying onboarding experience and help retain employees. Globally, the solution has been rolled out to 85,000 Circle K associates, including more than 65,000 in North America.
Sue Vandersall, Circle K senior VP of global talent development, spoke with Chain Store Age about the retailer’s updated training approach.
What made Circle K decide it needed gamified employee training?
We decided on a game-based training solution to create an engaging learning experience that connects associates with Circle K’s mission and values from their first day.
Our training core must align with our mission: to make our customers’ lives a little easier every day. Given the wide range of skills required to achieve this, we needed a platform that could help our staff develop the necessary capabilities and confidence to deliver outstanding customer service.
Traditional learning methods proved ineffective in achieving our desired customer experience, which negatively impacted new-hire retention. To address this, we partnered with Attensi to design
a comprehensive learning solution that would manage the training process from onboarding to ongoing development and mastery of core skills and functions within our business.
What was some of the thinking in developing the solution?
Our primary goals were employee engagement and retention. We started by identifying challenges and operational gaps to develop a training strategy supporting these goals.
Working closely with Attensi, we crafted a solution to deliver a large amount of information in an engaging, digestible, and measurable way. Our game-based training addresses onboarding struggles in Europe and the U.S.
Effective onboarding is crucial. High engagement levels, where new employees enjoy and benefit from the training, lead to happier teams, satisfied customers, and higher retention. Poor onboarding risks a quick end to the associate learning journey. The versatility of game-based training allows individuals to engage with content in various ways.
Circle K analysis shows that the first three to six months are critical for new employee retention. To address this, we replaced traditional training manuals with engaging, familiar training styles accessible on various devices, including in-store tablets and mobile phones.
We developed programs covering a wide range of core skills, from food handling and hygiene to restocking, fuel safety and customer interactions. These comprehensive programs support and engage new recruits.
This hands-on approach allows trainees to engage in real-life activities, building their confidence and preparing them for the job. Integrating our game-based
training with our current HR tech, such as Workday, ensures measurability.
In addition, managers play a critical role in this onboarding process, supporting trainees as they practice and improve at their own pace on mobile devices.
Partnering with Attensi for several years, we have developed solutions covering various skills and knowledge gaps.
How have employees responded?
We closely monitor how the training is received in terms of proficiency and overall experience. In a survey, 85% of respondents felt 75% to 100% more prepared for their role after completing onboarding, and 91% preferred this training method over conventional e-learning. Employees not only complete the modules but also return to them, indicating high engagement and contributing to skill mastery.
What corporate benefits has Circle K received?
The first clear benefit, especially for managing the employee experience at scale, is consistency. Brand messaging and standards are delivered uniformly and measurably. We know what material is being shown and can track where knowledge gaps are closing.
This is particularly valuable for operational leaders and district managers overseeing multiple sites who may not have the opportunity for in-depth time with store managers.
Retention has been another significant benefit, especially in our U.S. market. Customer service excellence is another benefit, and standing out in the competitive talent pool is crucial. We face many options for associates in the convenience retail industry, so enhancing the employee experience puts us a step ahead in a restricted workforce.
