AI, automation, and in-store technology are top priorities for improving efficiency and execution
Strong customer service remains the leading advantage for brick-and-mortar retailers over e-commerce
While store managers are heading into 2026 with optimism for better performance, most say rising costs are expected to impact business this year.
That’s according to the 15th annual Retail Outlook Sentiment Survey released by Plainfield, N.J.-based Levin Management Corporation (LMC). Levin manages 125 properties totaling 16 million square feet across the Northeast and Mid-Atlantic regions, including the 221,612-square-foot Mayfair Shopping Center on 24 acres in Commack.
The survey found that most respondents (68.6%) said their stores will perform much better or somewhat better. However, they indicated that the economy and consumer confidence (71.3%) and inflation and rising costs (69.4%) were the top factors expected to impact business in 2026, followed by labor availability and labor costs (36.1%), according to a LMC statement.
“2026 is shaping up as a year where execution will matter more than ever,” Matthew Harding, Levin CEO, said in the statement. “With consumers focused on value, retailers are doubling down on fundamentals — strong service, tight inventory discipline and technology that improves efficiency in the store.”
Shifting priorities at the store level, including AI and automation, were mentioned by 40.9% as the top controllable levers to improve efficiency and day-to-day execution. And with growing competition from online retailers, 39.8% cited in-person customer service and support ranked as the top brick-and-mortar advantage.
“Our survey shows technology has quickly become the most common adaptation retailers are prioritizing, from AI and automation to payments and other tools that help teams work faster and serve customers better,” Melissa Sievwright, LMC’s vice president of marketing and corporate communications, said in the statement. “Retailers are looking for practical technology that strengthens day-to-day execution and supports customer service at the store level.”
While 24.1% reported no price increases in response to inflation in 2025, 38.8% said prices rose under 10%. Looking ahead, 35.5% said they anticipate raising prices further in 2026, while 44.9% said they’re not sure.
The Levin survey collected input from retail and restaurant store managers and operators across its managed retail properties, assessing sales and traffic performance, expectations for 2026, pricing actions, hiring and growth plans, operational adaptations, and perceived advantages of brick-and-mortar retail.
Long Island entrepreneurs are using shared workspaces to reduce overhead and stay flexible.
Co-working spaces like Moss Wellness help service-based businesses avoid long-term leases.
Shared retail models allow food and specialty sellers to launch quickly and reduce waste.
Local e-commerce platforms like Trellus offer same-day delivery without national warehouses.
Small businesses across Long Island are thriving beyond traditional storefronts, using shared workspaces, flexible retail models and local delivery platforms to reach customers while keeping overhead low.
DIANA LILLO: ‘We attract everybody from local professionals, entrepreneurs, small businesses and remote workers, because we’re able to be flexible enough to meet them all where they are.’
Diana Lillo sees that shift every day. She is the co-founder of Moss Wellness Workspaces, a shared office environment in Garden City that has become a starting point for dozens of small businesses that need flexibility more than square footage.
“The office is set up as a co-working space, and we do have full-time and part-time private offices, which is a major component of our business model,” said Lillo, who also works as founder and chief creative officer of Inspire Design Creative Studio. “We attract everybody from local professionals, entrepreneurs, small businesses and remote workers, because we’re able to be flexible enough to meet them all where they are.”
Many of the small businesses using Moss are not traditional retail operations at all. Lillo said they include therapy practices, audiologists, infant feeding specialists and creative arts therapists—businesses that require professional space without committing to a long-term commercial lease.
“A lot of them [businesses] start just looking for the hour until they build up their base,” she said. “They don’t have to commit to the lump-sum lease because they can just try out the area or see how it works for them and their business model.”
Another benefit to different models is new ways of collaboration. Small businesses may not have the time or bandwidth to join a local chamber of commerce—and may even plan to move locations once they find a permanent location. At Moss Wellness, a shared workspace gives small business owners to have regular exchanges with peers, where they can share ideas, help each other and form longer-lasting relationships.
Lillo said she has implemented regular, informal, off-hours meetups for small businesses—for relationship building—a benefit that many continue to take advantage of.
“The amount of collaborations that we’ve seen has been so amazing… we host a monthly meet-up and mixer… it’s a really nice, light way to be able to introduce to the community.”
A combination of current economic challenges, opportunities from new technologies and a workforce in transition is driving many of the changes that Long Island entrepreneurs now embrace.
Some of that technology provides for virtual office assistants or receptionists, AI-based email management, and, of course, cloud-based IT.
EVAN FREED: ‘I was getting sick and tired of looking, and I just wanted to start already.’
A similar rethink is happening in retail. Evan Freed opened Common Grounds, a farm-to-table grocer in Port Washington, not as a conventional standalone shop but as a shared, flexible retail operation to reduce risk and food waste while supporting regional farms.
“I was getting sick and tired of looking, and I just wanted to start already,” Freed said, describing his decision to launch without waiting for a perfect storefront. Freed describes himself as a longtime entrepreneur and small business creator.
Rather than waiting to find an affordable, appropriate location for a solo store, Freed took advantage of an opportunity to share store space with a friend, Andrew Bly, who owns and operates Snacks & Design in a Main Street storefront in Port Washington. The shared space facilitated him to jump right in and open for business quickly.
It’s worked. Freed sold 20 Turkeys in the run-up to Thanksgiving this year, and sold out of food entirely in three days—until he closed early on Thanksgiving.
Freed sources most of his products from small farms within a few hours of Long Island, even though that approach costs more than wholesale supply chains.
“Even with the tariffs, it’s still more expensive,” he said. “Small farms are still more expensive.”
But the trade-off is freshness, transparency and flexibility. Freed said operating in a smaller, shared space gives him the ability to closely manage inventory and dramatically reduce waste.
“If I had a full store, I would have had so much more food waste,” he said. “I donated like $1,200 worth of meat to the food pantry this week.”
Freed said customer relationships, not foot traffic, drive his business. Social media, direct conversations, and limited inventory create urgency and loyalty that large grocery chains struggle to replicate.
He also leverages on an active social media presence for direct customer contact, keeping his followers informed of specials, events and answering questions without the need for outsourced marketing.
ADAM HABER: ‘We did the reverse of Amazon. We started doing the delivery, which is a commodity business, but we created a very unique model.’
For Adam Haber, co-founder and CEO of Trellus, the challenge was even more fundamental: How to make shopping local as convenient as clicking “Buy Now” on Amazon.
“Politicians say, shop locally,” Haber said. “There’s no way to do it. There’s just no way to do it.”
Even e-commerce—considered a domain powerfully dominated by Amazon.com—is re-emerging as a competitive tool for Long Island small businesses.
A Long Beach-based startup, Trellus flips the traditional e-commerce model by connecting consumers directly with local merchants and handling same-day delivery without warehouses or national logistics networks.
“We did the reverse of Amazon,” Haber said. “We started doing the delivery, which is a commodity business, but we created a very unique model.”
The platform now works with hundreds of small businesses and uses a network of more than 100 drivers on Long Island alone.
“We have well over 100 drivers for just Long Island,” Haber said. “The gig drivers love it. They get 80 percent of the delivery fee, which is the highest in the industry.”
Haber said Trellus succeeds because it solves real-world problems that big platforms overlook—urgent purchases, gifts and everyday needs that cannot wait days for delivery.
“You need a new shirt, or a pair of socks, or something for your interview,” he said. “We’ll get it to you.”
Despite operating in very different sectors, all three businesses reflect the same underlying shift. Reduced overhead, digital tools and changing consumer habits are facilitating small businesses to decouple success from expensive storefronts.
Holiday budgets are expected to shrink by more than 10 percent this year, as elevated costs weigh on consumers. Still gift-giving remains a priority, with gift cards, and toys and games popular selections.
That’s according to JLL’s U.S. Holiday Shopping Survey. Released in September, the report features the sentiments of 1,001 consumers, who were surveyed online. The survey reveals a sense of caution over spending on costly technology items, and a preference for gift cards, allowing recipients the flexibility to select their own presents.
According to the survey, shoppers are trimming spending habits from $1,261 to $1,133 on food, decor and entertainment, but gift budgets remain unchanged. Still, higher-income shoppers from households that bring in more than $150,000 annually, expect to increase spending to $1,963, up from $1,599 last year.
The survey also found that shoppers who linger more than 90 minutes spend $1,416, while those who visit stores quickly, in under 30 minutes, spend $792, showing that “dwell” time drives revenue. To encourage longer visits, JLL suggests offering such amenities as seating, charging stations, Wi-Fi, holiday music and warm drinks. JLL also recommends tracking time spent in stores through app check-ins or parking validation, and offering incentives such as loyalty points, extended parking or bundled discounts with nearby food partners and entertainment venues.
And while 16.3 percent plan to shop exclusively online, 83 percent expect to visit physical retailers. Mass merchandisers are slated to attract more than 62 percent of consumers, signaling that many prefer “value-focused, one-stop shopping destinations.”
With concerns about inflation, 60.6 percent said they are actively seeking more deals this year, with 71 percent prioritizing low prices. More than 46 percent, up from over 44 percent last year, plan to scope deals during Black Friday and Cyber Monday. And more than 37 percent plan to purchase less expensive gifts, while nearly 25 percent said they plan to shop for fewer people. Still, shoppers report that they would also seek out deals throughout the season. To create awareness about deals, Jll suggests making promotions highly visible with digital signage, mobile alerts and cross-store savings events. Also recommended is placing deals front and center online and in store, and offering flash sales to create urgency.
Meantime, 25 percent plan to skip personal purchases, up from 17.3 percent last year.
Social media continues to play a pivotal role in holiday shopping, with 79% of consumers using it for inspiration, down slightly from 81% in 2024. Gen Z consumers show a strong preference for TikTok, with 46.2% using the platform for its engaging, video-driven content. Millennials are turning to Facebook, Instagram and X for their holiday planning, reflecting a preference for varied content. Meanwhile, of those 60 and older, 57.9% avoid social media entirely for holiday inspiration, but those who do engage prefer Facebook and Instagram, highlighting these platforms’ ability to connect across generations. JLL suggests that retailers can create content-friendly spaces with photo backdrops, festive lighting and influencer events. Contests for posts or check-ins can drive engagement and visibility.
Shoppers at open-air centers value festive décor and music that create a holiday atmosphere. Mall shoppers seek perks like gift-wrapping and visits with Santa, while online shoppers prioritize efficiency and avoiding mall crowds.
Meanwhile, Amazon, Walmart and Target are a favorite among consumers, while Costco and Macy’s are also popular, but less so. Shoppers are also drawn to Etsy and Temu.
Those earning more than $150,000 are drawn to entertainment and holiday-related experiences, including performances, dining and travel.
Food and beverage also play a role among shoppers, with 84.6 percent saying they plan to indulge at least occasionally, with 51 percent seeking beverages. Younger shoppers prefer fast-casual spots. Older generations who combine food and shopping are more likely to want a full meal, rather than just a snack or drink, suggesting that they seek memorable experiences. JLL recommends adding seasonal drink specials, appealing hot chocolate stations and grab-and-go snacks near checkouts. And sampling stations for holiday treats can turn food into a destination, not just a convenience.
The survey also found that nearly half of shoppers visit just three to five stores. JLL suggests that concierge-style gift stations can streamline the experience by offering recommendations, store maps and quick help, keeping visits focused and efficient for shoppers.
Shopping in South Florida is shifting with new concepts and closures.
The Sears store in Miami has added a dedicated Kenmore Studio, offering hands-on experiences with appliances.
Barnes & Noble is launching in locations including Colonial Palms Plaza, offering spaces for discovery and community events.
Aventura Mall has introduced a TSA PreCheck kiosk.
And Claire’s, a staple for accessories, is closing numerous stores due to financial strains.
See our recent coverage below.
Interior view of the Miami Sears store’s recently opened Kenmore Studio showroom, on Thursday, July 31, 2025. By Pedro Portal
NO. 1: MIAMI’S LAST SEARS STORE JUST ADDED A NEW HANDS-ON SHOWROOM. TAKE A LOOK
The last Sears store in South Florida, one of only two left in the state, is trying a familiar name to bring customers inside. | Published August 4, 2025 | Read Full Story by Howard Cohen
TSA agents check in passengers on Wednesday, May 7, 2025. By Pedro Portal
NO. 2: A MAJOR SOUTH FLORIDA MALL ADDS A TSA KIOSK TO SPEED THINGS UP AT THE AIRPORT
Getting through airport security faster can start with your next trip to the mall. | Published August 18, 2025 | Read Full Story by Cordell Jones
Colonial Palms Plaza Barnes & Noble opens at 13605 S. Dixie Highway on Sept. 3, 2025, just after Labor Day.
NO. 3: TWO BARNES & NOBLES STORES ARE OPENING IN SOUTH FLORIDA. SEE DATES AND DETAILS
In this file photo from April 17, 2004, Bonnie and Marla Schaefer, daughters of Claire’s founder Rowland Schaefer, are pictured together at the Claire’s store in Pembroke Pines. They took over Claire’s Corporation at the time when their father stepped down in 2003. By C.W. GRIFFIN
NO. 4: WHAT WILL THE TWEENS DO? CLAIRE’S CLOSING SOME STORES IN SOUTH FLORIDA. SEE LIST
Claire’s, a mall boutique chain that began life as a Chicago wig store more than 60 years ago before it became a fashion favorite of tweens, teens and young women looking for accessories and jewelry, is set to close more than 290 stores. | Published August 30, 2025 | Read Full Story by Howard Cohen
The summary above was drafted with the help of AI tools and edited by journalists in our News division. All stories listed were reported, written and edited by McClatchy journalists.
Over the past decade, fashion has been at the center of discussions around sustainability, ethical production, and changing consumer values. Shoppers today are not only buying clothes; they are making statements with their purchases. This shift is part of a larger movement where retail insights and trends reveal how consumer expectations are reshaping the industry. […]
Target CEO Brian Cornell, who helped reenergize the company but has struggled to turn around weak sales in a more competitive retail landscape since the COVID pandemic, plans to step down Feb. 1.Minneapolis-based Target said Wednesday that Chief Operating Officer Michael Fiddelke, a 20-year company veteran, will succeed Cornell.Cornell said Fiddelke’s appointment followed several years of board vetting of both internal and external candidates. Fiddelke has overhauled Target’s supply network and expanded the company’s stores and digital services while cutting costs. In May, the company announced that he would lead a new office focused on faster decision-making to help accelerate sales growth.Fiddelke is taking over at a time when Target’s sales are in a funk, its stores are messy and understocked, and it’s losing market share to rivals like Walmart.He said he’s stepping into the role with urgency with three priorities: reclaiming the company’s merchandising authority; improving the shopping experience by making sure shelves are consistently stocked and stores are clean; and investing in technology at the company’s stores and in its supply network.“When we’re leading with swagger in our merchandising authority, when we have swagger in our marketing, and we’re setting the trend for retail, those are some of the moments I think that Target has been at its highest in my 20 years,” he said.The change in leadership was announced Wednesday at the same time that Target reported another quarter of sluggish results. The company’s stock was down more than 8% in pre-market trading.Neil Saunders, a managing director at GlobalData Retail, said Wednesday that he had “mixed feelings” about the appointment.“While we think Fiddelke is talented and has a somewhat different take on things compared to current CEO Brian Cornell, this is an internal appointment that does not necessarily remedy the problems of entrenched groupthink and the inward-looking mindset that have plagued Target for years,” he said.Target reported a 21% drop in net income in the quarter ended Aug. 2. Sales were down slightly and the company reported a 1.9% dip in comparable sales — those from established physical stores and online channels. Target has seen flat or declining comparable sales in eight out of the past 10 quarters including the latest period.Target, which has about 1,980 U.S. stores, has been the focus of consumer boycotts since late January, when it joined rival Walmart and a number of other prominent American brands in scaling back corporate diversity, equity and inclusion initiatives.Target’s sales also have languished as customers defect to Walmart and off-price department store chains like TJ Maxx in search of lower prices. But many analysts think Target is stumbling because consumers no longer consider it the place to go for affordable but stylish products, a niche that long ago earned the retailer the jokingly posh nickname “Tarzhay.”In fact, out of 35 merchandise categories that Target tracks, it gained or maintained market share in only 14 during the latest quarter, Fiddelke told reporters Tuesday.Meanwhile, Walmart gained market share among households with incomes over $100,000 as U.S. inflation caused consumer prices to rise rapidly. Lower-income shoppers have driven customer growth at Target, suggesting it may have lost appeal with wealthier customers, according to market research firm Consumer Edge.“It’s probably not the best sign, especially because higher-income consumers continue to hold up a little bit better” during times of economic uncertainty, said Consumer Edge Head of Insights Michael Gunther.In March, members of Target’s executive team told investors they planned to regain the chain’s reputation for selling stylish goods at budget prices by expanding Target’s lineup of store label brands and shortening the time it took to get new items from the idea stage to store shelves. The moves would help the company stay close to trends, executives said.“In a world where we operate today, our guests are looking for Tarzhay,” Cornell told investors. “Consumers coined that term decades ago to define how we elevate the everything everyday to something special, how we had unexpected fun in the shopping that would be otherwise routine.”Before joining Target in 2014, Cornell, 66, spent more than 30 years in leadership positions at retail and consumer-product companies, including as chief marketing officer at Safeway Inc. and CEO at Michaels, Walmart’s Sam’s Club and PepsiCo America Foods. In September 2022, the board extended his contract for three more years and eliminated a policy requiring its chief executives to retire at age 65.When Cornell got to Target, the company was facing a different set of challenges.Cornell replaced former CEO Gregg Steinhafel, who stepped down nearly five months after Target disclosed a huge data breach in which hackers stole millions of customers’ credit- and debit-card records. The theft badly damaged the chain’s reputation and profits.Cornell reenergized sales by having his team rev up Target’s store brands. It now has 40 private label brands in its portfolio. And even before the pandemic, Cornell spearheaded the company’s mission to transform its stores into delivery hubs to cut down on costs and speed up deliveries.Target’s 2017 acquisition of Shipt helped bolster the discounter’s same-day, store-based fulfillment services. Cornell also focused on making its stores better tailored to the local community.The coronavirus pandemic delivered outsized sales for Target as well as its peers as people stayed home and bought pajamas, furnishings and kitchen items. And it continued to see a surge in sales as shoppers emerged from their homes and went to stores. But the spending sprees eventually subsided.As inflation started to spike, Target reported a 52% drop in profits during its 2022 first quarter compared with a year earlier. Purchases of big TVs and appliances that Americans loaded up on during the pandemic faded, leaving the retailer with excess inventory that had to be sold off.In July 2023, as shoppers feeling pinched by inflation curtailed their spending, Target said its comparable sales declined for the first time in six years.Moreover, Target started losing its edge as an authority on style by focusing too much on home furnishings basics, and not enough trendy items, Fiddelke said.A customer backlash over the annual line of LGBTQ+ Pride merchandise Target stores carried that year further cut into sales.Although Walmart retreated from its diversity initiatives first, Target has been the focus of more concerted consumer boycotts. Organizers have said they viewed Target’s action as a greater betrayal because the company previously had held itself out as a champion of inclusion.
NEW YORK —
Target CEO Brian Cornell, who helped reenergize the company but has struggled to turn around weak sales in a more competitive retail landscape since the COVID pandemic, plans to step down Feb. 1.
Minneapolis-based Target said Wednesday that Chief Operating Officer Michael Fiddelke, a 20-year company veteran, will succeed Cornell.
Cornell said Fiddelke’s appointment followed several years of board vetting of both internal and external candidates. Fiddelke has overhauled Target’s supply network and expanded the company’s stores and digital services while cutting costs. In May, the company announced that he would lead a new office focused on faster decision-making to help accelerate sales growth.
Fiddelke is taking over at a time when Target’s sales are in a funk, its stores are messy and understocked, and it’s losing market share to rivals like Walmart.
He said he’s stepping into the role with urgency with three priorities: reclaiming the company’s merchandising authority; improving the shopping experience by making sure shelves are consistently stocked and stores are clean; and investing in technology at the company’s stores and in its supply network.
“When we’re leading with swagger in our merchandising authority, when we have swagger in our marketing, and we’re setting the trend for retail, those are some of the moments I think that Target has been at its highest in my 20 years,” he said.
The change in leadership was announced Wednesday at the same time that Target reported another quarter of sluggish results. The company’s stock was down more than 8% in pre-market trading.
Neil Saunders, a managing director at GlobalData Retail, said Wednesday that he had “mixed feelings” about the appointment.
“While we think Fiddelke is talented and has a somewhat different take on things compared to current CEO Brian Cornell, this is an internal appointment that does not necessarily remedy the problems of entrenched groupthink and the inward-looking mindset that have plagued Target for years,” he said.
Target reported a 21% drop in net income in the quarter ended Aug. 2. Sales were down slightly and the company reported a 1.9% dip in comparable sales — those from established physical stores and online channels. Target has seen flat or declining comparable sales in eight out of the past 10 quarters including the latest period.
Target, which has about 1,980 U.S. stores, has been the focus of consumer boycotts since late January, when it joined rival Walmart and a number of other prominent American brands in scaling back corporate diversity, equity and inclusion initiatives.
Target’s sales also have languished as customers defect to Walmart and off-price department store chains like TJ Maxx in search of lower prices. But many analysts think Target is stumbling because consumers no longer consider it the place to go for affordable but stylish products, a niche that long ago earned the retailer the jokingly posh nickname “Tarzhay.”
In fact, out of 35 merchandise categories that Target tracks, it gained or maintained market share in only 14 during the latest quarter, Fiddelke told reporters Tuesday.
Meanwhile, Walmart gained market share among households with incomes over $100,000 as U.S. inflation caused consumer prices to rise rapidly. Lower-income shoppers have driven customer growth at Target, suggesting it may have lost appeal with wealthier customers, according to market research firm Consumer Edge.
“It’s probably not the best sign, especially because higher-income consumers continue to hold up a little bit better” during times of economic uncertainty, said Consumer Edge Head of Insights Michael Gunther.
In March, members of Target’s executive team told investors they planned to regain the chain’s reputation for selling stylish goods at budget prices by expanding Target’s lineup of store label brands and shortening the time it took to get new items from the idea stage to store shelves. The moves would help the company stay close to trends, executives said.
“In a world where we operate today, our guests are looking for Tarzhay,” Cornell told investors. “Consumers coined that term decades ago to define how we elevate the everything everyday to something special, how we had unexpected fun in the shopping that would be otherwise routine.”
Before joining Target in 2014, Cornell, 66, spent more than 30 years in leadership positions at retail and consumer-product companies, including as chief marketing officer at Safeway Inc. and CEO at Michaels, Walmart’s Sam’s Club and PepsiCo America Foods. In September 2022, the board extended his contract for three more years and eliminated a policy requiring its chief executives to retire at age 65.
When Cornell got to Target, the company was facing a different set of challenges.
Cornell replaced former CEO Gregg Steinhafel, who stepped down nearly five months after Target disclosed a huge data breach in which hackers stole millions of customers’ credit- and debit-card records. The theft badly damaged the chain’s reputation and profits.
Cornell reenergized sales by having his team rev up Target’s store brands. It now has 40 private label brands in its portfolio. And even before the pandemic, Cornell spearheaded the company’s mission to transform its stores into delivery hubs to cut down on costs and speed up deliveries.
Target’s 2017 acquisition of Shipt helped bolster the discounter’s same-day, store-based fulfillment services. Cornell also focused on making its stores better tailored to the local community.
The coronavirus pandemic delivered outsized sales for Target as well as its peers as people stayed home and bought pajamas, furnishings and kitchen items. And it continued to see a surge in sales as shoppers emerged from their homes and went to stores. But the spending sprees eventually subsided.
As inflation started to spike, Target reported a 52% drop in profits during its 2022 first quarter compared with a year earlier. Purchases of big TVs and appliances that Americans loaded up on during the pandemic faded, leaving the retailer with excess inventory that had to be sold off.
In July 2023, as shoppers feeling pinched by inflation curtailed their spending, Target said its comparable sales declined for the first time in six years.
Moreover, Target started losing its edge as an authority on style by focusing too much on home furnishings basics, and not enough trendy items, Fiddelke said.
A customer backlash over the annual line of LGBTQ+ Pride merchandise Target stores carried that year further cut into sales.
Although Walmart retreated from its diversity initiatives first, Target has been the focus of more concerted consumer boycotts. Organizers have said they viewed Target’s action as a greater betrayal because the company previously had held itself out as a champion of inclusion.
Specialty retailer Showcase has opened a store in the Smith Haven Mall in Lake Grove.
It’s the Canadian chain’s first Long Island location, with a second coming soon to Walt Whitman Shops in Huntington Station.
Showcase specializes in new and hard-to-find consumer trends in health, beauty, home, toys, novelty candy and food, according to a company statement. Designed to be interactive, customers are encouraged to “try it before you buy it” with the majority of the store’s products open and on display.
Founded in 1994 in Edmonton, Alberta, Showcase has 143 locations across North America, including 34 stores in the northeastern U.S. Currently in an expansion mode, the company expects to have a total of 150 stores by the end of the year.
“Our quick expansion into the New York market marks a major milestone for Showcase as we continue to strengthen our presence in the U.S.,” Samir Kulkarni, Showcase CEO, said in the statement. “We are very excited to introduce customers in Lake Grove and the neighboring Long Island communities to the unique Showcase shopping experience. Shoppers will now have convenient access to a store filled with the hottest social media trends they won’t find elsewhere.”
Showcase employs proprietary trendspotting technology that’s powered by algorithms and AI to understand and identify trending products quickly. The company’s agility allows it to be first and fastest to market. On average, each trend goes from concept to shelf in 53 days, with some of the top 10 items launching in as little as 16 days, according to the statement.
Current top trends at Showcase include Squishmallows, weighted plushies, freeze-dried candy, specialty energy drinks, Pokémon trading cards, pouched pickles and deep tissue massage guns. Focusing on private label offerings, Showcase’s in-house brands account for 70 percent of its sales.
