ReportWire

Tag: Retail

  • Douglas County adopts law requiring stores to report theft — but drops fines for failing to do so

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    Douglas County commissioners passed a measure Tuesday that requires hundreds of retail stores in unincorporated parts of the county to file a report with law enforcement when thieves rip them off.

    But unlike an initial version of the law that was made public in December, the county will levy no fines on retailers for failing to do so — instead leaving any decision about punishment to a local court.

    The first version of the law called for fines of $50, and all the way up to $1,000, for businesses that failed to report a crime. That caused some unease in the business community that Douglas County was overreaching.

    Commissioner Abe Laydon said during the business meeting Tuesday that the ordinance was not meant to punish retailers but to keep the community safe.

    “This is the most prosperous county in the state of Colorado — we don’t want us to become a target for organized crime,” he said. “When we tolerate organized retail theft, we normalize lawlessness.”

    The latest rendition of the ordinance increased the time — from 24 hours to 96 hours — that businesses will have to report a theft. It also allows a retailer to report a crime via an online form rather than have police called to the scene.

    That was enough to allay concerns from Chris Howes, the president of the Colorado Retail Council. In an attempt to make the measure more palatable to local businesses, he said his organization had some “fruitful discussions” with the county after the law was first unveiled.

    “We don’t feel it punishes retail,” he said. “The focus on retail crime is overall going to be a benefit to us.”

    District Attorney George Brauchler said he wants to get the message across that “we do not tolerate thieves.”

    “If you come here to steal from us, plan on staying,” he said in a statement Tuesday. “Business owners and citizens alike should know that we will continue to protect their property rights.”

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  • Frontline AI in action: How AI-powered tools are reshaping work where it matters most – Microsoft in Business Blogs

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    Frontline workers are the foundation of every industry—from retail and healthcare to hospitality and field services. Yet for years, they’ve been asked to increase productivity and deliver more value, faster, often with tools that weren’t designed for the specific realities of frontline work.

    Today, that dynamic is shifting.

    When AI is applied in practical, governed ways, it has the power to transform everyday work—reducing friction in daily workflows, empowering faster and more confident decision-making, and giving workers back time for what matters most: human connection. This shift isn’t theoretical. It’s already unfolding across frontline environments, driven by tools that meet workers where they are—on shared devices, on mobile, and inside the applications they already use.

    Voices from the Frontline: AI in Action is a limited podcast series, hosted by bestselling author and industry influencer Ron Thurston and sponsored by Microsoft. Across the series, frontline leaders and practitioners share how AI is being used today to simplify work, strengthen service, and support people—not replace them.

    Below are the key themes emerging from those conversations.

    Bringing AI into everyday frontline workflows

    For frontline teams, adoption starts with simplicity.

    Rather than introducing entirely new systems, organizations are embedding AI into familiar tools—making it easier to access intelligence without disrupting the flow of work. AI agents are emerging as the next evolution of workplace apps: purpose-built, task-focused assistants that help frontline employees find information, complete routine tasks, and stay organized. Microsoft 365 Copilot is centering agents at the core of frontline digital transformation.

    Because Copilot is embedded across Microsoft tools, frontline workers can access support through a single, intuitive entry point. This reduces context switching and lowers the barrier to adoption—especially in high-paced environments.

    As Abbie Sweeney, a program leader on the Microsoft 365 Copilot team, explained during the podcast series, “the goal isn’t automation for its own sake. It’s removing everyday friction so workers can focus on customers, patients, and guests.”

    Simplifying scheduling, reporting, and communication

    Some of the most immediate impact of AI shows up in the least glamorous tasks.

    Across industries, frontline leaders spend hours each week on scheduling, reporting, and administrative follow-up. AI can help streamline these processes—summarizing emails, generating meeting notes, and answering operational questions in seconds.

    For frontline employees, this means faster access to information like inventory availability, shift details, or process guidance without leaving the floor or logging into multiple systems. These time savings compound quickly, freeing up capacity for higher value, customer facing work.

    Sweeney also emphasized that, “making those processes efficient is really what Copilot is about—giving time back to the people who need it most.”

    AI in action on Microsoft’s own frontlines

    Microsoft applies the same tools internally that it brings to customers.

    At the Microsoft Experience Center in New York City, frontline associates use Copilot in Microsoft Teams and Microsoft Dynamics 365 to coordinate work, manage events, and support customers in a live retail environment. From onboarding new hires to managing high volumes of customer interactions, AI helps associates stay informed and responsive—even during peak demand.

    New employees can ask Copilot questions to quickly learn procedures and find answers without digging through long documents. Managers rely on AI to help them keep track of schedules, emails, and event logistics, ensuring teams have what they need to deliver consistent experiences.

    This “customer zero” approach allows Microsoft to learn, iterate, and scale frontline innovation based on real-world use.

    Scaling AI responsibly, with people at the center

    One theme cuts across every conversation in the series: successful AI adoption is people led.

    Rather than imposing new tools from the top down, organizations are seeing stronger results when they empower frontline employees to experiment, provide feedback, and shape how AI fits into their work. With clear governance and responsible AI principles in place, this approach supports organic adoption, faster iteration and sustainable scale—without compromising trust or security.

    The result is not just operational efficiency, but improved customer experiences, greater consistency, and enhanced connection at the frontline.

    The future of frontline work

    Technology alone doesn’t transform work—people do.

    When frontline teams are equipped with AI tools that respect how they work and what they value, the impact is immediate and tangible. Communication becomes clearer. Decisions happen faster. And workers gain more time to focus on the human moments that define great service.

    These aren’t future-state aspirations. They’re happening now, across industries, as organizations rethink how AI can truly support the people on the frontlines.

    Listen to the full series

    Explore Voices from the Frontline: AI in Action, a limited podcast series, hosted by bestselling author and industry influencer Ron Thurston and sponsored by Microsoft.

    🎧 Listen on Apple Podcasts
    🎧 Listen on Spotify
    📺 Watch on YouTube

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    Microsoft in Business Team

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  • Police: Bystander rammed car into Bay Area jewelry store to block armed robbers

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    A man who rammed a vehicle into the front of a Petaluma jewelry store Saturday afternoon, Jan. 31, was attempting to thwart a robbery, according to police.

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    Madison Smalstig

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  • Colorado staple Applejack Wine & Spirits sells to Florida company

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    Applejack Wine & Spirits, a staple of the Denver area since the 1960s, has been sold to ABC Fine Wine & Spirits in Orlando, Florida.

    ABC, one of the country’s largest family-owned and operated alcohol beverage retailers, announced the purchase Friday. The company said in a statement that the sale marks its first out-of-state acquisition in 90 years and is the start of plans to expand nationwide.

    “This is a milestone in ABC’s history and a major step toward our overall expansion plans,” said Charles Bailes III, ABC chairman and CEO. “Applejack has an exceptional reputation in the industry and is an iconic beverage retailer in Colorado.”

    Applejack was founded in 1961 in Wheat Ridge. It also has stores in Thornton and Colorado Springs.

    Former Applejack CEO and owner Jim Shpall said he has known Bailes for about 30 years and called ABC “great, great operators.”

    Shpall said Herb Becker was Applejack’s original owner. The store opened in the Applewood shopping center in Wheat Ridge. At that time, Interstate 70 didn’t reach past Wadsworth Boulevard or Kipling Street, Sphall said.

    Alan Freis, Shpall’s father-in-law, bought the business in 1980.

    “I had been practicing law. An opportunity arose to go into the business and I started at Applejack in 1994,” Shpall said. “Effectively, until just now, in 65 years of history, it has been run by just three people.”

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    Judith Kohler

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  • Amazon is closing its futuristic Go and Fresh stores—showing logistics and tech aren’t enough to make old-school retail work | Fortune

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    As any local shop owner will tell you, running a brick-and-mortar business in the age of Amazon is an uphill battle. That’s a lesson that Amazon itself has just learned.

    The e-commerce giant said on Tuesday that it was closing its “Fresh” grocery stores as well as its automated grab-and-go “Go” shops, adding to its list of failed brick-and-mortar experiments.

    “While we’ve seen encouraging signals in our Amazon-branded physical grocery stores, we haven’t yet created a truly distinctive customer experience with the right economic model needed for large-scale expansion,” Amazon explained in a post on its website.

    The move came a day ahead of Amazon’s announcement on Wednesday of 16,000 corporate layoffs, including some related to the Go and Fresh closures. That was on top of 14,000 layoffs last year as part of Amazon CEO Andy Jassy’s campaign to rein in what he sees as creativity-stifling bureaucracy. The company is also shifting resources to building AI data centers.

    Amazon’s 550-store Whole Foods chain, which it bought in 2017, will remain open with plans to expand. But the brand’s 58 Amazon Fresh stores, launched in 2020 as smaller grocery stores focused on the mass market, never found their niche. Amazon’s Go convenience stores, launched in 2018 and a major priority for founder Jeff Bezos, allow consumers to avoid checkout lines thanks to an array of cameras and sensors that tracked each item a shopper picked from a shelf and automatically charged the customer for it when it left the store. But the dazzling tech was not enough to camouflage how blah the merchandise was.

    These failures had predecessors: In 2015, Amazon launched a small chain of bookstores that it closed a few years later. Other Amazon retail flops: Amazon 4-Star (a kitchen goods, toys and electronics store); electronics kiosks in shopping malls; and a short-lived Amazon clothing store chain called “Style” that it closed in 2023 after only two years.

    As Amazon showed the many retailers it has disrupted over the years, standing out from the competition—whether on pricing, on service, or on merchandise—is essential, and on that front, Go and Fresh struggled.

    These failures illustrate a weakness in Amazon’s retail concepts: In brick-and-mortar retail, logistical and operational excellence isn’t enough on its own. Crafting an appealing in-store experience requires merchandising and presentation prowess. “The blunt truth is that neither Fresh nor Go stores offered this,” Neil Saunders, managing director at GlobalData said. 

    But even if they didn’t survive, Amazon’s brick-and-mortar retail concepts arguably show a strength of Amazon’s company culture: A pragmatic approach of allowing failure but also of cutting losses and moving on with new lessons learned. Armed with the insights gleaned from Go and Fresh, Amazon is refining and expanding its new five-store, small format Whole Foods Market Daily Shop, which will serve as mini-convenience stores. It will also stock more produce and perishables in its same-day delivery warehouses and at more Whole Foods stores.

    And these failures show why Amazon is ultimately successful at almost everything it does: The “Just Walk Out” cashier-less systems may not have been enough to save Amazon’s 14 Go stores, but its tech is now sold as a service to more than 360 third-party locations.

    To describe the company’s indefatigable approach, Saunders referenced the catchphrase of Arnold Schwarzenegger’s killer robot in the 1984 sci-fi Terminator. “In our view,” he said, “in one way or another, Amazon’s physical grocery mantra is: We’ll be back.”

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    Phil Wahba

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  • Ignore the doom-mongers: e-commerce had a strong December, says Parcelhero – Tech Digest

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    In the lead-up to the 2025 festive season, economic headlines were dominated by a familiar sense of trepidation. Predictions of a “Drab December” and a lacklustre “Golden Quarter” suggested that the British consumer was finally retreating.

    However, the latest retail data has turned that narrative on its head. Far from the predicted slump, e-commerce surged through the end of the year, effectively crushing the previous year’s benchmarks and proving that reports of online retail’s death were greatly exaggerated, claims David Jinks, Head of Consumer Research at Parcelhero. 

    According to the latest Office for National Statistics (ONS) retail sales bulletin, the final three months of 2025 – traditionally the most vital period for retailers – were a resounding success for the digital marketplace. Online sales values for the October-December period soared by 8.4% compared to the same peak in 2024. This growth was not just a steady climb but a significant jump that suggests a robust return in consumer confidence.

    The month of December itself provided a particular highlight, acting as a mini-boom for non-store retailers. Sales volumes in this category, which is comprised almost entirely of online businesses, rose by 4.2% in December compared to November. While some had feared that Black Friday and Cyber Monday would pull all the spending forward into November, the December figures prove there was plenty of appetite left for the Christmas countdown.


    High Street flourishes too

    Interestingly, it wasn’t just low-cost stocking fillers driving the numbers. According to Parcelhero’s David Jinks, online jewellers reported a significant resurgence in demand. The surge in spending on precious metals and luxury items in December helped push online sales values up by a whopping 11.1% compared to December 2024.

    Perhaps most encouragingly for the wider economy, online’s success did not cannibalize the traditional High Street. Overall retail sales volumes, combining both in-store and online, grew by 2.5% over the previous December.

    This suggests that rather than choosing one platform over the other, Brits are increasingly comfortable using both to secure their holiday purchases. For the year as a whole, 2025 saw total retail sales volumes rise by 1.3%, with the online sector leading the charge with a 3.6% annual increase.

    As the industry looks back on 2025, the data provides a clear lesson: resilience lies in flexibility. While the “Golden Quarter” lived up to its name, the most successful retailers were those capable of navigating an omnichannel landscape.

    With these positive results in the rearview mirror, online sellers can pivot toward 2026 with renewed confidence. The “death of the High Street” and the “decline of the web” both remain premature predictions. Instead, the 2025 peak proves that the British shopper is still willing to spend, provided the convenience and the product are right.

    Parcelhero’s influential report “2030: Death of the High Street” can be found here: https://www.parcelhero.com/content/downloads/pdfs/high-street/deathofthehighstreetreport.pdf


    For latest tech stories go to TechDigest.tv


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    Chris Price

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  • 2026: The Year Retail Stops Searching and Starts Thinking

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    A.I.-native commerce is collapsing the traditional funnel and forcing brands to rethink visibility, trust and control. Unsplash+

    For the past decade, it seems that while technology has become increasingly advanced, the online shopping experience has remained largely the same: endless scrolling, reviews we don’t fully trust and price comparisons that often create more confusion than clarity. Despite improvements in logistics and payments, the core workflow—search, scroll, compare, repeat—has barely evolved. With the rise of A.I., that equilibrium is finally breaking. 

    2026 marks the first true departure from the e-commerce model most consumers have grown accustomed to. For the first time, shopping journeys are no longer anchored in static catalogs or keyword searches. They’re increasingly mediated by intelligence systems that can interpret intent, synthesize options and act on behalf of the consumer.

    The rise of A.I.-native shopping, accelerated and exemplified by the first truly agentic holiday shopping season, has made one thing clear: it’s no longer enough for brands to optimize for human shoppers alone. They must also optimize for the A.I. agents that increasingly discover, compare, validate and transact on those shoppers’ behalf. Retail has acquired a new operating system, and it’s powered by agency rather than search.

    Agentic commerce becomes retail’s new OS

    Agentic commerce represents a structural shift far beyond chatbots or plugins. Intelligent, merchant-guided agents replace the old “search-scroll-compare” workflow with curated, intent-driven journeys—cutting down on browsing time, reducing decision fatigue and unlocking conversion rates that traditional e-commerce simply can’t deliver. 

    This shift addresses a well-documented pain point. A recent Accenture survey showed that 74 percent of consumers abandoned their shopping baskets in the previous three months because they felt “bombarded by content, overwhelmed by choice and frustrated by the amount of effort they need to put into making decisions.” When shoppers delegate tedious tasks to A.I. agents, the effects compound. They buy faster, return less and feel more confident in their decisions. For retailers, this does not represent incremental optimization; it is a new operating system that fundamentally changes how value is created and captured. 

    The first true A.I.-powered holiday season proves the shift

    The 2025 holiday season serves as a clear inflection point. Shoppers finally experienced, at scale, the convenience of A.I. handling discovery, comparison and curation, while retailers, in turn, received an unmistakable signal that the traditional commerce funnel is dissolving. One in three shoppers, and a majority of Gen Z, used A.I. tools to generate gift ideas, compare prices across stores, style outfits or build personalized wishlists. What used to require 30 open tabs now happens inside a single, adaptive conversation.

    At the platform level, the signals were equally strong. A.I.-powered assistants expanded into more than 180 countries, as camera-based shopping tools reached tens of millions of users. Discovery no longer begins with a homepage or a search bar. It begins with conversations. 

    Investors are taking note: more than $90 million in funding has already flowed into A.I.-commerce startups, signaling what many call the next great platform wave—one that merges the personalization of 2015’s DTC boom with the scale of 2020’s marketplace era.

    The 6 trends that will define retail in 2026

    GEO supplants SEO

    The decline of traditional search is already underway. As A.I. agents become the primary gateway to product discovery and checkout, keyword-driven SEO will lose its central role. What matters instead is whether an A.I. system can understand a product in context—how it fits a user’s needs, preferences and constraints.

    This is Generative Engine Optimization (GEO), and it will define competitive advantage for the next decade. Brands that structure their data, imagery and metadata for machine interpretation, not just human browsing, will retain visibility. Those that don’t will increasingly disappear from consideration. 

    Virtual try-on and A.I. twins become the standard

    Virtual try-on (VTO) isn’t a novelty anymore. Consumers are already building A.I.-powered avatars of themselves to preview outfits, assemble lookbooks and refine style preferences with automated precision. In 2026, retailers will be expected to meet shoppers inside these environments. The primary “fitting room” will be a digital twin informed by measurements, purchase history and aesthetic signals.  

    Authenticity verification becomes non-negotiable

    As A.I.-generated content floods retail media, trust becomes a prerequisite for discovery and recommendations. Watermarking, credentialing and authenticity scoring will increasingly determine whether a product is surfaced by A.I. engines at all. In an A.I.-mediated retail ecosystem, unverified products lose both credibility and distribution. Trust becomes a non-negotiable, not a differentiator. 

    Returns enter their A.I. era

    With returns expected to exceed $850 billion, the days of blanket free return policies are becoming unsustainable. A.I.-driven sizing recommendations, personalized return policies, predictive risk scoring and agent-guided resolution flows will become standard and essential to protect loyalty without eroding margins. The goal shifts from discouraging returns to preventing avoidable ones. 

    Resale continues to surge

    As economic pressure and cultural values converge, the resale business will continue to explode. With authenticated buyback programs, trade-in incentives and recommerce-led gifting, resale has outpaced traditional apparel by approximately five times

    This aligns with generational preferences: 64 percent of Gen Z consumers say they are willing to pay more for environmentally sustainable products, marking resale a commercial strategy rather than a nice ethical play. 

    Physical retail will evolve into A.I.-powered showrooms

    Physical retail will continue its reinvention. By 2027, stores will function as data-rich, immersive showrooms where A.I. agents guide in-store paths, surface personalized recommendations and stitch together online-to-offline journeys seamlessly. The store becomes both a sensory brand experience and a fulfillment node in a unified agentic commerce system.

    Where this leaves retailers

    Together, these shifts point to a single conclusion: retailers now serve two customers—the human who ultimately makes the purchase and the A.I. system that helps them decide. 

    Brands that go all-in on agentic commerce will regain control of the shopping experience, with agentic tools allowing them to embed their own voice, priorities and merchandising strategy directly into A.I.-guided journeys. Those that resist will increasingly compete on price alone, surfaced only when an algorithm deems them interchangeable. When merchants embrace the fact that the most important buyer in the market is no longer a person, but the A.I. that earns that person’s trust, they move back in the driver’s seat. 

    2026: The Year Retail Stops Searching and Starts Thinking

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    Sam Atkinson

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  • Boston woman does last-minute shopping at T.J. Maxx. Too bad it’s the cashier’s ‘first day on Earth’: ‘He’s probably on his twelfth 10-hour shift’

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    Life happens, and sometimes things like buying Christmas presents or last-minute holiday necessities get pushed right up to the wire, even to Christmas Eve.

    Luckily, plenty of stores stay open that day, including Target, Marshall’s, Home Depot, and more. T.J. Maxx is one of them. But when one Boston woman stopped in for some last-minute shopping, she says the checkout experience tested her patience.

    Commenters, however, didn’t fully side with her, with many stepping in to defend the possibly overworked employee.

    What Did The T.J. Maxx Employee Do Wrong?

    In the clip, which got over 10.9 million views, TikTok creator Abigail (@thenewpinkalicious) is standing at the T.J. Maxx checkout. 

    First, she films herself looking pretty impatient and frustrated, then flips the camera around to show the worker.

    The worker, wearing a holiday t-shirt, is holding a T.J. Maxx paper bag, opens it up a bit, then more forcefully opens it again, possibly ripping it, and sets it aside. 

    “Trying to be holly jolly but the TJ Maxx worker is experiencing his first day on earth,” she wrote in the video’s text overlay. 

    In the comments, plenty of viewers pushed back, arguing the frustration was misplaced and that retail workers deserve more grace, especially on Christmas Eve.

    “Yeah let’s humiliate the retail worker on Christmas Eve because we didn’t plan correctly,” one person wrote.

    Another echoed that sentiment, saying, “He’s overworked, underpaid, and dealing with ungrateful and impatient customers.”

    Someone who says they work at the store added, “I work at TJ Maxx. People are genuinely so rude it’s insane. They have no consideration for anything.”

    Others, however, said the situation sounded familiar, with some pointing specifically to their own experiences shopping—or working—at T.J. Maxx.

    “Legit went in a few days ago and the worker stopped to smell every candle I bought,” one person shared.

    Another former employee chimed in, writing, “Used to work at TJ Maxx. There’s something in the air in there that makes your brain absolutely refuse to function.”

    One commenter shared a similar checkout story, adding, “I too experienced a TJ Maxx worker’s first day on Earth. My total was $10.49 so I gave him $20.50 (you know to get a 10 back). He looked at the quarters VERY confused, rang up $20, gave me $9.51 plus my two quarters back.”

    Shoppers Are More Impatient Than Ever

    Research from recent years suggests shoppers value speed more than they ever have.

    According to a 2022 study by Jay Baer, two-thirds of American consumers say speed matters just as much as price. More than half say they’ve hired or chosen the first business to respond, even when it costs more. The study also found that many shoppers are less likely to spend money if a business feels slower than expected. The pandemic, Baer notes, marked a clear shift in consumer patience.

    @thenewpinkalicious

    like what???

    ♬ Sleigh Ride (Sped Up) – The Ronettes

    That trend shows up elsewhere, too. The State of Customer Service 2022 also found that impatience has grown noticeably since COVID-19, as reported by SkyBridgeAmericas. Based on a survey of more than 1,200 U.S. consumers, 39% said they now have less patience than they did before the pandemic.

    Retail and e-commerce data points in the same direction. One report found that 63% of shoppers will abandon an online cart after just two failed purchase attempts, suggesting tolerance for friction is increasingly thin.

    The Mary Sue has reached out to T.J. Maxx and Abigail via email for comments.

    Have a tip we should know? [email protected]

    Image of Ljeonida Mulabazi

    Ljeonida Mulabazi

    Ljeonida is a reporter and writer with a degree in journalism and communications from the University of Tirana in her native Albania. She has a particular interest in all things digital marketing; she considers herself a copywriter, content producer, SEO specialist, and passionate marketer. Ljeonida is based in Tbilisi, Georgia, and her work can also be found at the Daily Dot.

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    Ljeonida Mulabazi

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  • ‘We won’t survive’: Small retailers missing out on Boxing Day sales

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    Australian shoppers are splashing big cash in the post-Christmas sales, but some small businesses say they are not feeling the love.

    The week between Christmas and New Year is expected to generate $3.83 billion in spending nationally, up 4.4 per cent on last year, according to forecasts by the National Retailers Association.

    Demand is being driven by Boxing Day discounts and the redemption of Christmas gift cards.

    Diana Derek’s Canberra homewares store has been running at a loss since Christmas and she’s worried consumers have overlooked small businesses. (ABC News: Lily Nothling)

    But at Diana Derek’s Canberra homewares store and boutique Hive, sales have plummeted, and she has been running at a loss since Christmas.

    “There’s been a massive drop off … we didn’t plan for that,” Ms Derek said.

    “I assumed that it was just because everyone goes to the coast [after Christmas], but I went into the Canberra Centre and did see a lot of Canberrans shopping.

    Unfortunately, it does look like they’ve chosen the malls over the little businesses.

    Crowd of shoppers walking through a shopping centre.

    Canberra Outlet Centre was packed with shoppers searching for a bargain on Boxing Day.  (ABC News: Callum Flinn)

    Her small store is unable to compete with the sweeping discounts offered by large retailers.

    “People just get so overwhelmed with the word sale, [but] it doesn’t mean it’s quality — mainly what we see is quantity,” Ms Derek said.

    The Canberran took over the shop six months ago with the hope of keeping the almost 30-year-old independent business running.

    “You start wondering if you’ve done the right thing,” she said.

    It would be great if people kept supporting it because we won’t survive and we will get pushed out by the big guys.

    A woman shopping in a homewares store.

    Ms Derek says if shoppers always overlook small businesses, they will soon disappear. (ABC News: Lily Nothling)

    Sales a double-edged sword

    Canberra Business Chamber chief executive Greg Harford said big sales periods like Black Friday and Boxing Day could be a double-edged sword.

    “[They] can put real pressure on retailers,” Mr Harford said.

    “[There’s] an opportunity there of course, because customers are out looking for bargains, but every discount a retailer offers is money off the bottom line and at the small end of retail in particular, margins are really, really narrow.

    “The reality is for many small retailers, they’re never going to be able to compete with larger chains on sales — they’ll have to compete on service or range or offering.”

    A man wearing a suit and glasses.

    Greg Harford says small retailers can’t match the sales discounts of large outlet chains. (Supplied: Greg Harford)

    While Mr Harford expected this year’s local Boxing Day figures to be stronger than 2024, he said Canberra was grappling with a “two-speed economy”.

    “The best advice for retail customers is get out and support local businesses,” he said.

    We really do need to support them, otherwise there’s a risk that they will disappear.

    Making conscious choices

    A woman standing in a bookstore in front of shelves of books.

    Tayanah O’Donnell doesn’t offer Boxing Day or Black Friday sales at her Canberra bookshop. (ABC News: Lily Nothling)

    At Canberra’s oldest independent bookshop, owner Tayanah O’Donnell has resisted the temptation to provide discounts to compete with the major retailers.

    “We don’t offer Black Friday sales or Boxing Day sales or anything like that,”

    she said.

    “Occasionally you have those quiet moments late at night where you think, ‘perhaps we should this year succumb to offering a discount’, but it has been a deliberate choice.

    “We just operate on the basis that people coming into the store will get the best possible book at the best possible price and we really pride ourselves on the experience of people coming into the store taking as long as they need to browse.”

    Rows of bookshelves in a bookstore.

    Paperchain “will never replicate what the bigger stores are doing”, owner Tayanah O’Donnell says.  (ABC News: Lily Nothling)

    While the store is quieter now than during the pre-Christmas rush, the business is still thriving.

    In the face of rabid sales marketing, Ms O’Donnell encouraged shoppers to make conscious choices.

    She said choosing to buy one perfect book was preferable over madly purchasing 10 that may never be read.

    “There is something to be said for a slower, more thoughtful way in which we buy things, consume things, honour those things and pass them on to others,” she said.

    “We’ll never try to replicate what the bigger stores are doing.

    We stick to our knitting, as my grandma would say.

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  • ‘You better step away from me’: North Carolina woman walks into Walgreens. Then she catches a customer putting items into a pink Sephora bag

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    Being a bystander to shoplifting puts people in a weird, sometimes dangerous, spot. You don’t know if you should say something, ignore it, or just get out of the way entirely.

    And when nothing happens at all, that confusion can quickly turn into frustration.

    That’s exactly what happened to TikToker Denise (@shapedwithstrength) after she stopped by a Walgreens in Cary, North Carolina. What she says she witnessed, and how the store responded, left her stunned.

    What Went Down At This North Carolina Walgreens?

    In her video, Denise explains that she’s doing last-minute shopping when she ends up in the makeup aisle. That’s when she notices another woman lingering close behind her.

    “I’m in the makeup aisle and I see this lady walk behind me,” she says. “And I hear her.”

    At first, Denise assumes there’s a normal explanation. Maybe the store has shopping bags in the beauty section. Maybe she missed something up front. But then she hears items sliding into a tote.

    “I hear her taking something and putting it into a bag,” she says. “I’m thinking, all right, maybe they have bags… but I didn’t really see any pink tote bags up front.”

    Once she turns around, the situation becomes much clearer.

    “She walked a little bit closer to me,” Denise says. “And I’m always aware. I always have my head on a swivel.”

    That’s when she notices what the woman is actually doing.

    “She’s totally just picking whatever she wants in the skincare section and throwing it into her pink tote bag,” Denise says. “Just casually.”

    According to Denise, the woman then walks straight out of the store.

    “She just marches out the door,” she says. “Nothing. Nobody. No one says a word.”

    Meanwhile, Denise is still standing in line, waiting to pay. “I’m standing there like a schmuck waiting to pay for all my crap,” she says.

    That’s when she decides to speak up. “I said, ‘The lady that just left here has a whole bag full of skincare. Do you care?’” she recalls.

    The response shocks her. “We can’t do anything,” she says the employee tells her.

    That answer doesn’t sit well. “Well then I’m just gonna walk out with my crap,” Denise says she responds. “Why don’t you just put everything on the sidewalk and give it away for free?”

    She also asks to speak to a manager. According to Denise, that doesn’t go anywhere either.

    “The manager didn’t even come out of his office,” she says. “They called him on the phone. They knew I was there because I was being loud.”

    By the end of the video, she’s visibly angry. “How do you run a business like that?” she asks. “It makes my blood boil.”

    Does Walgreens Have A No-Chase Policy?

    What Denise experienced lines up with policies that many major retailers follow.

    A “no-chase” policy means employees aren’t allowed to pursue or physically stop someone suspected of shoplifting. The idea is to reduce the risk of violence, since staff have no way of knowing whether someone is armed.

    Walgreens follows this approach as well. In 2024, a Walgreens employee told Business Insider they were reprimanded after chasing a shoplifter out of a store and warned they could lose their job for doing so.

    That policy may explain why no one intervened while Denise watched the woman walk out.

    In the comments, plenty of people say that what Denise saw feels familiar.

    “Same in Nevada, I joke with the manager and ask him ‘why do I continue to pay for my stuff,’” one person wrote.

    @shapedwithstrength BALLS!!! @Walgreens ♬ original sound – Denise ?

    “They pass the cost to honest people, it’s ridiculous,” another said.

    “That’s why everything is locked up,” someone else added.

    One commenter who says they work retail summed it up plainly: “Management tells us we can’t stop them. Happens all the time.”

    The Mary Sue has reached out to Walgreens via email and Denise via TikTok messages for comment.

    Have a tip we should know? [email protected]

    Image of Ljeonida Mulabazi

    Ljeonida Mulabazi

    Ljeonida is a reporter and writer with a degree in journalism and communications from the University of Tirana in her native Albania. She has a particular interest in all things digital marketing; she considers herself a copywriter, content producer, SEO specialist, and passionate marketer. Ljeonida is based in Tbilisi, Georgia, and her work can also be found at the Daily Dot.

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    Ljeonida Mulabazi

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  • San Jose bakery seeks public help following attack

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    SAN JOSE — Peters’ Bakery, the 90-year-old San Jose institution, is hoping the public can help them identify the person who caused chaos in the shop this December.

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    Sierra Lopez

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  • Supercharge Your Retail and CPG AI Strategy in 2026

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    As a C-suite advisor working closely with retail and consumer packaged goods (CPG) brands, I am seeing a consistent pattern across the industry. Leaders recognize that AI has the power to transform how they forecast demand, manage supply chains, engage consumers, and operate stores and plants. Yet despite high ambition and extensive experimentation, most organizations are not capturing enterprise level value. Many have multiple pilots running, but few have built the operating systems required to scale AI responsibly and profitably. At the same time, AI capabilities are advancing at a pace that outstrips traditional planning and deployment cycles. To win in 2026, retail and CPG companies must shift from fragmented activity to an integrated, disciplined approach that makes AI a core driver of growth, speed, and resilience.

    This shift starts with process intelligence. Real value emerges only when AI is anchored in an accurate understanding of how work happens across manufacturing, distribution, stores, digital platforms, and consumer interactions. Combined with targeted prioritization, workflow redesign, and continuous iteration, process intelligence becomes the backbone of an AI strategy that consistently delivers measurable outcomes. The following four box framework reflects the highest performing organizations’ practices and provides a clear roadmap for retail and CPG leaders ready to accelerate impact.

    Box one: Map operational truth with process intelligence

    Across retail and CPG operations, work rarely flows as designed. Stores follow multiple replenishment patterns depending on staffing. Plants exhibit microvariations in setup and changeover that suppress throughput. Digital channels contain subtle breaks that increase abandonment and returns. Supply chains absorb friction in ways that leaders cannot easily see. Process intelligence reveals these realities by reconstructing actual workflows, highlighting variation, bottlenecks, and inefficiencies.

    This visibility is essential because the companies capturing the greatest AI returns are those that redesign workflows during deployment. They cannot redesign without understanding the truth. Process intelligence shows precisely where AI should intervene and what must change for AI to succeed. Examples include identifying that most out-of-stocks originate from backroom accuracy issues rather than forecasting, discovering that promotional execution varies significantly by retail partner, or uncovering that production delays stem from a pattern of short stoppages overlooked in manual reporting.

    With this fact base, leaders can move beyond assumptions and direct AI investment toward the highest leverage points.

    Box two: Prioritize AI where margin, growth, and friction collide

    The most common mistake retail and CPG leaders make is spreading AI efforts too thin. High performers take the opposite approach. They identify where AI can most meaningfully shape margins, growth, and consumer experience, then channel resources into those opportunities. A structured intake and evaluation model ensures that the best ideas rise to the top based on economic potential and feasibility, rather than enthusiasm alone.

    For retailers, high value opportunities often include demand forecasting, allocation, replenishment, labor optimization, personalization, and service automation. For CPG companies, predictive maintenance, inventory planning, trade optimization, supply chain synchronization, and accelerated insights generation offer the strongest returns.

    A disciplined prioritization framework evaluates impact. It also evaluates feasibility and data readiness, in addition to reuse potential. This prevents wasted energy and ensures AI is deployed where it can reshape performance. Examples include targeting AI toward rework loops in retail contact centers, applying machine learning to optimize trade spend effectiveness, or using predictive models to reduce factory downtime. This focus ensures that AI investments meaningfully influence financial and competitive outcomes.

    Box three: Redesign workflows to embed AI, not sit alongside it

    AI only creates lasting value when it is woven into the flow of work. Retail and CPG companies must redesign processes so AI informs or automates key decisions and employees know how to collaborate with these systems. Workflow redesign transforms AI from a tool into a capability.

    In retail, this might include closed loop replenishment systems that link shelf scanning, automated ordering, and dynamic labor scheduling. In customer experience, AI might be embedded directly into omnichannel journeys to improve guidance. It could be used to reduce returns and accelerate resolution. In CPG operations, predictive quality and yield models may be integrated into line operations, while agent-based systems support procurement, logistics, and planning teams.

    Workflow redesign also requires data consistency, clear decision rights, and ongoing human oversight. Employees must understand how to supervise AI and refine its outputs. When workflows are redesigned, AI drives speed, accuracy, and consistency while unlocking new capacity for higher value work.

    Box four: Build continuous governance, measurement, and iteration

    Retail and CPG operate in highly dynamic environments shaped by promotions, seasonality, supply volatility, and shifting consumer sentiment. AI systems must be equally dynamic. Continuous evaluation and strong governance are needed, while rapidly iterating to ensure that AI remains accurate and effective.

    Leaders must establish governance structures that clarify decision rights, protect data, and accelerate approvals. They must define clear performance indicators such as grounding accuracy, reliability, response time, cost efficiency, and business impact. AI systems should be monitored continuously to detect drift and unexpected behavior. They also monitor performance degradation.

    Iteration closes the loop. Retailers may retrain demand models weekly to capture new patterns, refine pricing recommendations when overrides reveal model gaps, or adjust customer service workflows based on real world usage. CPG brands may refine predictive maintenance models based on emerging line performance or recalibrate trade algorithms based on retailer specific dynamics.

    2026 and beyond

    In my role, I see unmistakable momentum paired with equally significant risk. AI is poised to redefine the future of both sectors, yet only the organizations that establish the operating systems required for scale will capture its full value. Process intelligence provides the clarity needed to understand how work truly happens. Rigorous prioritization ensures that investment flows to the opportunities with the greatest strategic return. Workflow redesign creates the structural conditions for AI to operate effectively in that workflow. Continuous iteration enables systems and teams to adapt as markets and operations evolve. Together, these capabilities form a disciplined, enterprise ready AI strategy capable of delivering durable competitive advantage.

    Go inside one interesting founder-led company each day to find out how its strategy works, and what risk factors it faces. Sign up for 1 Smart Business Story from Inc. on Beehiiv.

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    Charisma Glassman

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  • One Bay Area city tried an innovative program to deal with its abandoned shopping cart problem. Here’s what happened.

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    Earlier this year, San Jose politicians announced they were targeting the thousands of abandoned shopping carts clogging creeks and blighting streets. Now the first data on a pilot program aimed at curbing the problem is in, and the city must decide whether the results justify the financial cost of expanding it.

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    Devan Patel

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  • Nike CEO Elliot Hill’s Turnaround Plan Hits a Roadblock In China

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    Elliot Hill took over as Nike’s CEO in October 2024. Photo by Tom Hauck/Getty Images

    Elliott Hill, a longtime Nike executive, came out of retirement last year to take the helm of the footwear giant. So far, his turnaround plan is showing progress—at least in most markets. Even as the company posts solid global results, its grip on China continues to weaken.

    Hill’s renewed focus on product innovation and a return to Nike’s sporting roots helped the company beat Wall Street expectations on both revenue and profit for the second quarter of fiscal 2026. Total sales reached $12.4 billion for the September-November period, up 1 percent year over year, though net income fell 32 percent to $800 million.

    Still, Nike’s stock sank more than 10 percent on Dec. 19 as investors zeroed in on persistent weakness in China. Sales in the region dropped 17 percent to $1.4 billion, marking the sixth consecutive quarter of declining revenue there.

    “We see China as a big opportunity,” said Hill during Nike’s earnings call yesterday (Dec. 18). “With that said, it’s clear that we need to reset our approach.”

    Nike’s once-dominant sneaker business has stumbled in recent years amid an overreliance on lifestyle franchises. The company needed new leadership to regain momentum in specialized sports categories such as running. Hill, who spent more than three decades at Nike before retiring in 2020, was tapped for the role last October.

    Nike’s ‘Win Now’ turnaround plan

    Under a reorganization Hill has dubbed “Win Now,” Nike has reshuffled leadership roles to streamline operations and reduce management layers. The strategy centers on reclaiming authority in sports performance by emphasizing products designed for running, basketball and football, while pulling back from oversaturated lifestyle staples such as the Air Force 1 and Dunk.

    The approach is already delivering gains, particularly in North America, where sales jumped 9 percent in the most recent quarter to $5.6 billion. “I’d say we’re in the middle innings of our comeback,” said Hill.

    China, however, remains a major obstacle. Efforts to roll out “Win Now” initiatives in key cities like Beijing and China—ranging from upgraded in-store presentations to stronger product storytelling—have struggled amid declining foot traffic and elevated levels of aging inventory. “What we’ve done is a start, but it’s not happening at the level or the pace we need to drive wider change,” said Hill.

    Looking ahead, Nike plans to tailor its strategy to China’s increasingly digital-first retail environment. As the company ramps up investment in the region, executives also stressed the need to improve store fleets within China’s “monobrand footprint,” where single-brand stores dominate over third-party retailers.

    At the same time, Nike is balancing market-specific challenges with the effects of tariffs. The company, which manufactures much of its footwear and apparel in Vietnam, Indonesia, Cambodia and China, has also been forced to absorb costs and raise prices due to levies on imports. Nike is facing a $1.5 billion tariff hit for the year in what Hill described as a “significant headwind.”

    Nike CEO Elliot Hill’s Turnaround Plan Hits a Roadblock In China

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    Alexandra Tremayne-Pengelly

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  • U.S. Retail Sales Unchanged In October As Auto Sales Tumble

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    A report released by the Commerce Department on Tuesday showed retail sales in the U.S. were roughly flat in the month of October.

    The Commerce Department said retail sales were virtually unchanged in October after inching up by a downwardly revised 0.1 percent in September.

    Economists had expected retail sales to rise by 0.2 percent, matching the increase originally reported for the previous month.

    Retail sales came in flat in October as a steep drop in sales by motor vehicle and parts dealers offset strength in other areas.

    The Commerce Department said sales by motor vehicle and parts dealers tumbled by 1.6 percent in October after edging down by 0.1 percent in November.

    However, excluding sales by motor vehicle and parts dealers, retail sales climbed by 0.4 percent in October after inching up by 0.1 percent in September. Ex-auto sales were expected to rise by 0.3 percent.

    “Though headline retail sales were unchanged in October, that was entirely due to a drop in vehicle sales following the expiry of the EV tax credit,” said Michael Pearce, Chief U.S. Economist at Oxford Economics.

    He added, “Excluding autos, sales posted another strong gain and leave real consumption on track for growth of close to 2% annualized in Q4.”

    The report showed a 4.9 percent surge in sales by department stores as well as notable increases in sales by furniture and home furnishings stores, sporting goods, hobby, musical instrument and book stores, non-store retailers and miscellaneous store retailers.

    Core retail sales, which exclude automobiles, gasoline, building materials and food services, grew by 0.8 percent in October after slipping by 0.1 percent in September. Economists had expected core retail sales to rise by 0.3 percent.

    For comments and feedback contact: editorial@rttnews.com

    Business News

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  • The Penny Shortage Could Eat Into Your Profit Margin. Meanwhile, Investors Are Spending Millions on Them

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    Change is hard. Making change keeps getting harder.

    Owners of restaurants, cafés, and other retail businesses across the U.S. continue battling a worsening shortage of pennies after the Treasury Department stopped producing them on Nov. 12. But as entrepreneurs searched beneath sofa cushions and car mats for any extra one-cent coins they’d previously tossed aside, investors shelled out over $16.7 million for the final 696 pennies ever minted.

    That represents a veritable fortune paid for coins the government doesn’t think are worth producing anymore, since each one costs four times its face value to make. But that willingness by investors to fork out between $48,000 and $800,000 for the last pennies ever minted demonstrates the dramatically clashing fortunes of the nation’s one-cent piece.

    On the one hand, collectors continually increased their bids during a Dec. 11 Stacks & Bowers auction of the 232 lots up for grabs, each containing three of the final coppery portraits of Abe Lincoln ever produced. On the other, the National Restaurant Association (NRA) begged the U.S. Treasury to urgently distribute more of the now condemned pennies to its members and other small businesses, many of whom are now struggling to make change for customers.

    “When operators can’t provide exact change, it creates friction at checkout, frustrating customers,” said NRA president Michelle Korsmo in a letter to the Treasury and Federal Reserve. “In a highly competitive industry, like restaurants, any change to the hospitality our customers expect could mean a lost return sale for an operator.”

    It risks costing even more than that.

    Eager to avoid clashes with diners peeved by penniless business owners rounding up to the nearest nickel, the NRA says its members are instead routinely rounding down. That, Korsmo warned, will cost U.S. restaurants an estimated $13 million to $14 million per month unless they can get their hands on more one-cent coins soon.

    Meanwhile, with the profit margins of U.S. eateries averaging just 3 percent to 5 percent, the NRA said a penny here and a penny there will quickly reduce their monthly proceeds to nothing.

    To avoid that, the organization is calling on the Fed and Treasury to resume distribution of increasingly mothballed one-cent coins, which they stopped doing earlier this year. In addition, the NRA echoed an October appeal by the National Retail Federation (NRF,) which urged federal agencies or Congress to issue formal rules for business owners rounding off in making change without pennies.

    Regulations on how and when to round up or down would not only be valuable in navigating — or indeed preventing — disputes with customers angered at losing a few cents in the process. The NRF also said it would protect companies that do most of their sales in cash from “legal risks simply for implementing necessary practices in response to the nationwide penny shortage.”

    As Inc. previously reported, many small businesses are seeking solutions of their own. Some are appealing to customers to use their spare pennies for purchases, or in swaps for credit toward future buys. Other entrepreneurs are offering free drink refills or other giveaways to people handing over their reserves of one-cent coins.

    But all that is just nickel and diming compared to the money paid for the auctioned lots of the last pennies ever made.

    All 696 of those coins were struck with the Greek letter omega beside Lincoln’s portrait, signifying they were among the last minted in the penny’s 232-year history. And each set of those three, one-cent coins also contained a specially minted 24-carat gold version.

    That extravagance must seem well over the top to small business owners — especially those struggling to scrounge up the modest penny or two they need to send change-stickling customers happily on their way.

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    Bruce Crumley

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  • ‘This happened to me last year with Nordstrom’: Ulta customer orders $200 perfume. Then she opens the box

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    Opening a beauty package you order online should be a dopamine-filled little treat. When one Ulta customer picked hers up, however, she says the box felt wrong right away.

    What Went Wrong With The Ulta Package?

    TikTok user Jessie (@jessiexlizabeth) shared a video of herself opening an Ulta order in real time after something immediately felt off when she picked it up. The video has since gotten more than 238,100 views.

    “I just got my Ulta package,” she says at the start of the clip. “It’s fully empty. This is supposed to be my $200 perfume.”

    Right away, she explains that she hasn’t opened the box yet and starts recording as proof, saying she’s furious and already preparing for a chargeback if the product isn’t inside.

    As she works to open the shipment, she adds, “There is no way there’s a perfume in here. I am flabbergasted.”

    She uses a screw to pry into the packaging and admits she’s visibly shaking from the stress of it. “Oh, it’s in there,” she says when she first breaks open the box.

    That relief lasts only seconds. Once she sees what’s inside, she realizes what actually happened. “It’s fully opened and taken out of the box,” she says. “Are you kidding me?” she says. “I am losing it.”

    This wasn’t even Jessie’s first issue with the same order. She had previously shared that she originally purchased the perfume as part of a Black Friday deal, but everything else from that order arrived without the fragrance. The second shipment was supposed to correct that mistake.

    Fortunately, there was a resolution. In a follow-up, Jessie shared that Ulta refunded her fully for the missing perfume. She also said she planned to go to a physical store to buy it in person instead.

    Are Delivery Thefts Common?

    There’s no clear national statistic that tracks how often packages get stolen mid-delivery, but reported cases suggest it’s far from rare. In Arizona, one woman who tracked repeated missing shipments eventually learned that a USPS driver had been stealing packages and reselling the items on Depop.

    Across Reddit and Facebook, shoppers have shared similar complaints involving Amazon, eBay, and other retailers.

    The Mary Sue has reached out to Ulta Beauty via email for comment and contacted Jessie through TikTok direct messages.

    Commenters debated where the theft could have happened.

    One person blamed temporary staff, writing, “Seasonal workers, they can’t be trusted.”

    Another shared a precaution they now take, adding, “When I feel that the packages are empty, I go back to the store and open it in front of the associates.”

    Someone else believed it pointed to a larger internal issue, saying, “So this is definitely an internal issue. Ulta warehouse workers are clearly running something. Internal theft is always the biggest problem for loss prevention.”

    @jessiexlizabeth @Ulta Beauty ♬ original sound – Jessie

    Another focused on packaging itself, writing, “Ulta and Sephora need to stop putting their logo on the outside of the box.”

    One shopper took a broader view of the issue, adding, “The convenience of online shopping has just become convenience for theft. I so prefer brick & mortar.”

    And one person shared a similar experience, saying, “My Ulta package came in today & it was completely opened. You can see the brown tape ripped & they re taped it.”

    Have a tip we should know? [email protected]

    Image of Ljeonida Mulabazi

    Ljeonida Mulabazi

    Ljeonida is a reporter and writer with a degree in journalism and communications from the University of Tirana in her native Albania. She has a particular interest in all things digital marketing; she considers herself a copywriter, content producer, SEO specialist, and passionate marketer. Ljeonida is based in Tbilisi, Georgia, and her work can also be found at the Daily Dot.

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    Ljeonida Mulabazi

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  • Black Friday Broke Records. The Real Story Is How AI Changed the Way We Shop

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    If you only looked at the numbers, you’d think Black Friday was business as usual—just bigger. And, to be clear, it was definitely bigger. Adobe, which tracks more than a trillion retail site visits across 18 categories, says consumers spent a record $11.8 billion online yesterday, up 9.1 percent from last year and even above the company’s own forecast. Between 10 a.m. and 2 p.m., Adobe says shoppers spent $12.5 million every minute.

    By any metric, that’s a massive number of people shopping for deals. It’s a record for Black Friday sales online, but if you look a little closer, you realize it’s also a massive number of people shopping in very different ways than they used to.

    Black Friday has already changed quite a bit in the past few years. What was once a single day defined by incredible deals and lines outside big-box stores has stretched into a weeks-long digital shopping season. And, let’s be honest, people aren’t camping outside a Target anymore; they’re sitting on their couch, scrolling their phones.

    The AI holiday

    The most interesting part of the story is how things have shifted even more this year. Adobe’s data shows that AI-generated traffic to retail sites jumped 805 percent year-over-year. Not only are people using AI tools to find deals and compare products, but shoppers who landed on a site from an AI assistant were 38 percent more likely to convert than everyone else.

    That’s surprising, and yet, it makes perfect sense.

    One of the things AI chatbots like ChatGPT, Claude, and Gemini are good at is instantly surfacing the best price across half a dozen retailers. This year, there were plenty of headline features: electronics, toys, apparel, TVs, and appliances were discounted between 24 and 30 percent. AI tools just made it easier to find them.

    And those deals didn’t just convince people to buy more. Adobe says that people spent more on higher-end items. The share of units sold from the most expensive tier of products spiked: 64 percent in electronics, 55 percent in sporting goods, 48 percent in appliances. With the right combination of discounts and AI-assisted shopping comparison, people weren’t just looking for deals—they were looking for the best value.

    Mobile continued to dominate

    Depending on the hour, around 55 percent of online Black Friday sales happened on a phone—$6.5 billion worth. That’s up 10 percent from last year and represents billions of dollars processed through screens smaller than a wallet.

    Mobile phones reward frictionless experiences. And it turns out, AI is very good at removing friction. When the easiest way to shop is to ask ChatGPT for a recommendation and the best deal, it changes the way retailers have to think about Black Friday.

    Not only that, but the timeline seems to have shifted. Adobe says one of the biggest spikes happened from 10 a.m. to 2 p.m. Shopping habits shifted toward the times when people are already using their phones. You don’t need to wait for a sale to “start” when an AI assistant can surface the best price the moment it exists.

    Adobe expects U.S. consumers to spend more than $250 billion online this holiday season, with Cyber Monday alone projected to hit $14.2 billion. But the part worth paying attention to isn’t the total—it’s how we got there.

    Shoppers are trusting AI to do the busywork and find them the best value. For a shopping event that used to be all about physical stores, that’s a significant shift that retailers have to pay attention to.

    The challenge is that they no longer control the narrative—the AI assistant does.

    The lesson here may not seem obvious, but the reality is that retailers need to redefine what loyalty means when more shoppers start their journey with an AI prompt instead of walking into a store or pulling up your website.

    When an assistant compares every retailer at once, being “top of mind” matters far less than being the lowest-friction, highest-confidence option in that moment. That means loyalty isn’t something you win with flashy ads or homepage banners—it’s something you earn through the operational details an AI actually cares about. 

    Black Friday broke spending records. But the more interesting record is the one you might overlook: how many of those purchases started with someone typing a question into an AI instead of typing a URL into a browser.

    The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.

    The final deadline for the 2026 Inc. Regionals Awards is Friday, December 12, at 11:59 p.m. PT. Apply now.

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    Jason Aten

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  • A Customer Just Wanted an Oil Change. Then an AI Bot Made Everything Weird

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    This is a story about a man who wanted to get an oil change at his Subaru dealership. Really, though, it’s a story about what happens when companies think that AI is a better way to interact with customers than simply having real humans do things like send emails and text messages.

    We’ll call the man Nick, which is not his real name, but that part isn’t important. What is important is that he scheduled an appointment for an oil change with his local dealership.

    As the appointment approached, Nick received a perfectly normal reminder from someone named Cameron Rowe. The messages were friendly and helpful. They even included the dealership’s full name, a link to the address, their hours, and the details of the service.

    But then Nick got another message confirming his appointment, even though he’d already been to the dealership and had the oil change. The message seemed weird, so Nick asked a basic question: “Is Cameron Rowe a person on the team?” Then the responses got… well, keep reading.

    The “assistant” thanked him for asking. Then it assured him someone would “look into this and get back to him with the necessary details.” Then it suggested scheduling a call. And then it repeated itself. Word-for-word. Multiple times.

    Just to be sure we’re clear, the text message, which previously had been coming from Cameron Rowe, said that the dealership was looking into the question of whether Cameron Rowe was a real person. It’s like some weird AI software loop, but with robots that don’t know they’re robots.

    Eventually, after asking—more than once—Nick tried the obvious question:

    “Are you a chatbot?”

    The assistant replied:

    “I am the dealership’s virtual assistant…”

    That’s technically honest. But here’s where it gets ridiculous: the dealership didn’t just give its virtual assistant a first name. They gave it a last name. And a business title. And an email signature. And—if the messages are to be believed—a backstory compelling enough to text him more than a dozen times.

    Literally, the dealership created an AI bot to pretend it was a person.

    The thing is, AI chatbots may be many things, but they are not people. And they should not have two names.

    Nick eventually connected with a real person—a consultant named Antonio. He was, thankfully, an actual human being. He confirmed it when Nick asked. Twice.

    And then Antonio admitted what was already obvious to anyone who gave it more than a moment’s thought: Cameron Rowe was not real. He was an “artificial assistant designed to help set appointments and generate customer incentives.”

    To Antonio’s credit, he didn’t hide from it. But he also revealed the underlying problem in one short sentence:

    “Almost all major dealerships use some sort of AI to conduct business.”

    That might be true. But the problem isn’t that dealerships are using AI. It’s that they’re using it without telling people they’re using it—while also designing it to feel as human as possible.

    Maybe it’s just me, but it seems incredibly strange and dishonest that this AI chatbot was given a name, a personality, and a fake identity, without ever disclosing that none of it was real. I get that companies aren’t using AI because it delights customers. They are doing it because it allows them to handle more conversations, more cheaply, without hiring more people. There’s nothing inherently wrong with efficiency. But somewhere along the line, a lot of businesses seem to have learned the wrong lesson.

    It seems like companies think that if people don’t want to talk to robots, the solution is just to make people think they’re talking to a human. Give the robots last names and job titles, and make them very friendly.

    Except, no one wants that. They just want to know who—or what—they’re talking to. If you’re going to make me talk to a robot, it should be absolutely clear that I’m talking to a robot. Otherwise, you’re not being honest.

    And here’s the part companies seem to forget: the moment customers catch you not being honest, they’ll assume you’re not being honest somewhere else—somewhere that matters.

    That’s the part of this story that should make every business reconsider how they’re rolling out AI to customers. Trust, it turns out, is your most valuable asset.

    If the dealership’s first message had simply said:

    “This is our automated assistant. I can help schedule appointments or get basic information to our team,” none of this would have happened. Nick wouldn’t have been annoyed. He wouldn’t have felt misled. He wouldn’t have spent days trying to figure out whether Cameron with a last name was a human being.

    Instead, he would have gotten his oil change, the dealership would have saved time, and everyone would have moved on with their day. But because the AI attempted to pass as human, it created the exact opposite outcome: confusion and broken trust.

    Here’s the simple lesson: If your customer asks whether they’re talking to a human, your AI strategy has already failed. Just tell people the truth—that’s what they really want. What they don’t want is a chatbot with a last name.

    The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.

    The final deadline for the 2026 Inc. Regionals Awards is Friday, December 12, at 11:59 p.m. PT. Apply now.

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    Jason Aten

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  • Shoppers hit Black Friday sales with celebratory mood despite economic strain

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    The economic picture hasn’t looked very rosy: Hiring has been sluggish. Consumers have been dealing with soaring meat prices. Layoffs are rippling through companies.

    But despite those concerns, shoppers hit the stores in full strength on Black Friday, with some even sipping champagne as they searched for discounts on the day that traditionally kicks off the holiday shopping season.

    Just outside New Orleans, shoppers flooded Lakeside Shopping Center to see what deals they could find. The mall offers champagne to Black Friday traditionalists while they shop, as long as they have a receipt of at least $50.

    “Sipping and shopping is the best, so I feel like that’s a New Orleans thing to do” said Lacie Lemoine, who was shopping with her grandmother, an annual tradition they’ve kept despite the fact that their budgets are shrinking.

    “The economy is bad, but you still have to celebrate,” said her grandmother, Sandra Lemoine. “Everybody has to do what they can do on their own budget. That’s it.”

    Both the massive Mall of America in Bloomington, Minnesota, and Westfield Garden State Plaza in Paramus, New Jersey, reported strong customer traffic on Friday and said Black Friday would once again rank as their busiest day of the year.

    “We are off to a great start,” said Jill Renslow, Mall of America’s chief business development and marketing officer.

    The line to enter the shopping and entertainment center started forming at 3 p.m. on Thursday, Renslow said. About 14,000 visitors entered within an hour of the mall’s 7 a.m. opening, she said.

    “We are tracking one of our best Black Fridays ever,” she added.

    Many retail executives have reported customers becoming more discerning and increasingly focused on deals while at the same time remaining willing to splurge for important occasions, creating a potential halo effect that might keep financial worries from discouraging holiday shoppers.

    National Retail Federation CEO Matthew Shay said in early November that consumers tend to wall off holidays, whether religious, secular or bank, from outside concerns.

    “It’s a sort of a category of spending that has a moat around it,” Shay said. “Shoppers view them as opportunities for celebration. I think that really captures the way the (winter) holiday season goes. People save for it. They plan for it. They prioritize it.”

    While some are being cautious about this year’s Christmas expenses, others are not. Metairie, Louisiana resident Denise Thevenot says this year is no different. “I wish I could say that I had, but no, we’re just blowing it away just like we do every year. We’ll worry about that tomorrow, right? I got the receipts to show you.”

    Marshal Cohen, chief industry adviser at Circana, a market research firm, visited several malls on New York’s Long Island and New Jersey. He noted strong traffic and said the centers grew busier as Black Friday went on.

    Cohen said Target drew lines for complimentary gift bags for the early shoppers, but overall “gone is Black Friday as we know it,” he said. “There’s no sense of urgency.”

    According to Target, which aims to reverse a sales slump, 150 shoppers on average were in line at its stores for the bags filled with what it described as “goodies.” The discounter was giving away the bags for the first 100 customers who showed up for its 6 a.m. opening

    At Macy’s Herald Square flagship store in New York City, customers who streamed in soon after the store opened at 6 a.m. found deep discounts on clothes, shoes, linens and cosmetics. The footwear department discounted everything up to half off.

    Nicholas Menasche, 19, from Queens, New York, shopped with his mother for shoes and clothing, and planned to head next to Best Buy for video games. Menasche, an intern at a bank, said he expected to spend around $1,200 this year on his holiday shopping, roughly the same amount as last year.

    “It’s a great tradition,” he said. “The stores are open really early.”

    Black Friday is next week — which used to be the day for bargain hunters! But now, with deals and discounts offered even before Halloween, is it still worth waiting until after Thanksgiving to shop? NBC News 4 New York’s Lynda Baquero reports.

    Westfield Garden State Plaza let customers in an hour early instead of making customers wait outside in the frigid weather, but stores didn’t open their doors until 7 a.m. as planned, said marketing director William Lewis. Members of Generation Z mostly comprised the early crowd, but older customers came in later, he said.

    “People are definitely buying,” Lewis said. “Most people are walking around with a shopping bag.”

    Shoppers appeared to have done research ahead of time and “know exactly where they are going,” he said.

    Although Black Friday still reigns supreme as a magnet for in-store shopping, the ease of browsing and buying gifts online has eroded the event’s singular significance. Online purchases now account for more than 30% of total holiday sales compared to 15% in 2012, according to the National Retail Federation.

    The growth in online sales also has been robust so far. From Nov. 1 to Nov. 23, U.S. consumers spent $79.7 billion, or 7.5% more than a year earlier, according to web tracking and analysis platform Adobe Analytics. They spent another $6.4 billion online on Thanksgiving Day, a 5.3% increase over last year, while taking advantage of better than expected deals, the firm said.

    “Clearly, there’s uncertainty,” Mastercard Chief Economist Michelle Meyer said ahead of Black Friday. “Consumers feel on edge. But at the moment, it doesn’t seem like it’s changing how they are showing up for this season.”

    ___

    Smith contributed from Metairie, Louisiana.

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    Anne D’Innocenzio, Cathy Bussewitz and Stephen Smith | The Associated Press

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