Podcasts about stores

03/17 Hour 3: Best Stores That Don't Exist Anymore - 1:00 Calls On The Best Old School Stores - 15:00 Brian Keefe Joins The Junkies - 31:00

From 03/17 Hour 3: The Sports Junkies break down some old stores that don't exist anymore.

From 03/17 Hour 3: The Sports Junkies break down the best old school stores with callers.

This episode is presented by Create A Video – From Los Angeles lawyers soaking up taxpayer-funded grants to fight against quality of life issues for residents, to hundreds of hospices with no patients... there is an entire industry of fraud supported by citizens through taxation. Subscribe to the podcast at: https://ThePetePod.com/ All the links to Pete's Prep are free: https://patreon.com/petekalinershow Media Bias Check: GroundNews promo code! Advertising and Booking inquiries: Pete@ThePeteKalinerShow.comGet exclusive content here!: https://thepetekalinershow.com/See omnystudio.com/listener for privacy information.

ABOUT JOE PINE: Joe's LinkedIn profile; linkedin.com/in/joepine Websites: strategichorizons.com (Blog) StrategicHorizons.com (Company) strategichorizons.com (Personal) SHOW INTRO: Today, EPISODE 86… I talk with Joe Pine Joe Pine, an internationally acclaimed author, speaker, and management advisor to Fortune 500 companies and entrepreneurial start-ups alike... *                     *                          *                          * I've been in the world of retail place-making for a few decades. 3 would qualify as ‘a few' I guess. I took a detour for a few years in the late 20-teens, shifting from retail design into the play space of hospitality – a wonderful diversion. The transition was transformative to be sure. I got to re-imagine what I knew about customer experience place making in terms of retail stores and turn my lens towards another fascination – hotels. The interesting thing that emerged was the recognition that in the world of retail everyone, brands, and retail designers and architects alike, were all going on about experience.  Now this in and of itself was curious because I'd been designing stores for a couple decades, and I couldn't recall one client who had ever come to the game and said – ‘hey lets create a really miserable experience for our customers…' ‘…Let's make it hard to understand the assortment, hard to read the labels, bathe the product in bad lighting, have people walk the store not being able to find the thing they came in for, etc…' Not one. Ironically though, while many clients never asked for that, we have all had the experience of that exactly being the case in many stores we go to. So no,… creating a bad experience was never the strategy. We retail designers always sought to create places where positive experience was key. The stuff was important to be sure, but the experience - the emotional residue of the retail interaction - was what was critically important. The stuff was supposed to deliver on what it purported to do, fit well, wear well, not break down, taste good, make you feel better, whatever… it was supposed to work. Otherwise why buy it? In some cases, the stuff just had to deliver on its practical, functional level, it didn't need to give you more than that. It was a commodity that lived up to its promise. In other cases the stuff delivered on function but gave you oh so much more on an emotional, socio-cultural, psychological, spiritual, level… and all of that is about brand relevance and emotional impact of owning the thing – what it says about you. It's like looking at the difference between a paper bag which you could get for about 5 cents and a Birkin bag for which you'd drop $50,000. They both provide the same functional use – they carry other stuff – I think we could make a pretty sound argument that that is true. But now the Birkin bag, well… it is supposed to offer you so much more about who you are, and what tribe you run with and a host of other non-tangibles that deeply connect us to a brand. Things way beyond function. And if the paper bag got wet and fell apart, well… you could be confident that for the price of the Birkin bag you could literally get a million replacements. The interesting thing about the stuff, or services, in retail places whether a commodity or something altogether magnificent and magical was that in either case we had to wrap it in positive experience. Mess up the experience and you've damaged the relationship. And repairing that rupture can take some time.  So, experience matters because the overt and subtle messaging that accompanies a shopping trip is important in fostering the long-term connection between a customer, product (or service) and the brand. The value proposition that determines my choice of one brand or retailer over another can't just be they have lots of whatever it is at low prices. Price point and SKU count are not differentiators in an economy where you can get virtually anything on Amazon and have it delivered to your door and, as a brand or retailer, you are hoping to engage an emerging cohort of customers who craves more than getting a good deal. Now... the interesting thing about hospitality is that industry never really sold stuff. You didn't take home the hotel room (at least not until more recently). You took in, and took home, experience - the body memory and emotional residue of being there. Your stuff, as it were, was a camera full of images and tchotchkes bought along the way during the trip that serve as a conduit or a link to, or a trigger of memories and emotional responses to experiences previously lived. You don't bring home the hotel room, though you can now buy the Westin Heavenly bed and all of the linens – I have often wondered why, if I love the room décor, I can't just walk around with my phone and point it at QR codes on everything and in a flash have the whole thing purchased and sent off to my home or apartment to redo the guest room – or my own bedroom for that matter? So…in the end retail sells stuff and wraps it in experience and hotels only sells experience though the industry is starting to get it that selling stuff may extend the brand experience beyond the hotel stay into your home…. Another interesting distinction between hospitality and retail is time. In the hospitality world you spend an overnight or maybe a few days immersed in the brand experience. In a retail store dwell time is often measured in seconds or minutes. This matters because it suggests that retail has to come on strong and be impactful quickly, capturing interest and trying to hold it. Everyone in retail knows the longer the stay the more conversion – larger basket size. Get customers to linger longer and their consideration of other things that were not on their primary shopping list begin to be a little more interesting.  There are environments that sell spectacle, the digitally immersive environments that we see emerging into the market like Moment Factory Lumina walks, meow wolf, the Monet digital experiences and things like Artechouse. While they are visual captivating, what is being sold is time in the form of 20-minute shows and 2 hour walks in a midnight forest. Time is the currency of experiences, and more companies should figure out how to charge for it. The both challenge and opportunity here is that in an economy that seems to be time starved because our attention is so fractured into micro moments,  time and attention are intricately intertwined.  And the rules of basic economics are at play suggesting that the more scarce something is the more expensive it becomes to acquire it. Customer acquisition when pedaling time becomes a costly endeavor. But then time seems to pass by without notice when experience is built on a good story. All good experiences engage the imagination in narrative. We are built for story more than logic though we have believed the at later is the dominant prowess of our species.  And stories directly effect our neurobiology in remarkable ways that allow the narrative to come alive in us. Remember, that we came to understand the world through dance, rhythm  and stories told around fires for millenia - even before language became a prime vehicle for expression. Our affinity for story is deeply woven into our very beings. So, all great experiences are built on great stories.  Narrative manifest become brand experience places.  These places for selling goods and services are like stage sets for stories to unfold.  I love the theatre and have always felt that retailers and brands should instruct their sales associates to act out their parts in the brand narrative and embrace the idea of theater as a customer interaction strategy.  I've always thought of the theatre as something into which I dove for a time, becoming full emersed in the story and emerged somehow changed. I learned something I didn't know previously, saw the world from a different point of view, I would become one of the characters in the story and was, may be, in some way transformed.  Certainly during the performance, I was definitely in and out of body state – no longer me. The world beyond the story unfolding in front of me disappeared for a time. And so great experiences can also be transformative... The NXTLVL Experience Design podcast is presented by VMSD magazine and Smartwork Media. It is hosted and executive produced by David Kepron. Our original music and audio production is by Kano Sound. The content of this podcast is copywrite to David Kepron and NXTLVL Experience Design. Any publication or rebroadcast of the content is prohibited without the expressed written consent of David Kepron and NXTLVL Experience Design.Make sure to tune in for more NXTLVL “Dialogues on DATA: Design Architecture Technology and the Arts” wherever you find your favorite podcasts and make sure to visit vmsd.com and look for the tab for the NXTLVL Experience Design podcast there too.

This is the 4 PM All-Local update on Thursday, March 12.

- Oil and Aluminum Prices Surging Again - China Car Sales Drop 26% - Tesla Rebounds in China, Robots Coming Soon - Carvana Buys Stellantis Stores, Dealers Don't Like It - Honda Cancels EVs, Takes $16 Billion Hit - Nissan, Uber, Wayve Pilot Robotaxis in Tokyo - Changan's 80MPG Non-Plug-In Hybrid - Joby Aviation Moves Closer to eVTOL Services - Chinese Electric Heavy Trucks Invade Europe - New Kia Telluride Hybrid Debuts at $46K

- Oil and Aluminum Prices Surging Again - China Car Sales Drop 26% - Tesla Rebounds in China, Robots Coming Soon - Carvana Buys Stellantis Stores, Dealers Don't Like It - Honda Cancels EVs, Takes $16 Billion Hit - Nissan, Uber, Wayve Pilot Robotaxis in Tokyo - Changan's 80MPG Non-Plug-In Hybrid - Joby Aviation Moves Closer to eVTOL Services - Chinese Electric Heavy Trucks Invade Europe - New Kia Telluride Hybrid Debuts at $46K

Having high iron stores can increase cancer risk such that those randomized to donate blood experience a dramatic reduction in cancer death rates.

Starbucks is shuttering five more locations in Seattle, including one at Seattle Children's Hospital, as CEO Brian Niccol continues his overhaul of the company. Union organizers are criticizing the move, claiming Starbucks is 'failing' its hometown. These closures, set to take effect in early April 2026, follow corporate layoffs in late 2025. The closures raise concerns about the economic health of Seattle and the future of Starbucks' presence in its birthplace. Is this a strategic move or a sign of deeper problems within the coffee giant? We'll delve into the potential reasons behind these closures and what they mean for Seattle's economy and Starbucks' brand.

Senior ministers got together last night to discuss the country's fuel stores and supply chain impacts from the conflict in the Middle East. Minister Shane Jones spoke to Corin Dann.

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This episode reveals simple strategies to master secondhand shopping, curate a wardrobe you love, and find hidden gems. Learn how purposeful thrifting can spark creativity, save money, and build a more meaningful closet!   SHOW NOTES: The importance of going into a thrift store with a plan; know what you're looking for, decide on your route, and avoid getting overwhelmed by the sheer volume of stuff.  Rather than buying everything because it's cheap, shop with intention. This means only purchasing items you truly need or love. Labels can be misleading, especially with vintage or secondhand clothes. Develop a sense for what's worth buying versus what to leave behind.  How thrifting became a lifestyle.  The value of thrifting beyond just low prices; focusing on purpose, sustainability, supporting mission-driven shops, and personal expression. The vibrant, meaningful world of thrifting, and how it touches on sustainability, individual style, community, and even spirituality.

Key Topics The evolving role of AI in retail Highlights of Shoptalk Spring 2026 Strategies for store and supply chain transformation Customer loyalty and emotional engagement Emerging retail technologies and startups   Chapters 00:00 Shop Talk Spring Preview 02:23 AI's Impact on Retail 05:17 Startup Pitch Evolution 08:01 Transforming Retail Operations 10:36 The Role of Physical Stores 13:02 Returns and Customer Experience 15:32 Nostalgia and Emotional Loyalty 18:03 AI in Retail: Challenges and Opportunities 20:25 Lightning Round Insights   Resources Shop Talk Spring 2026 - https://www.shoptalk.com Coresight Research - https://coresight.com Deborah Weinswig on LinkedIn - https://www.linkedin.com/in/deborahweinswig Roquan Lucas on LinkedIn - https://www.linkedin.com/in/roquanlucas

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Jack tells us what happened with Matt's cat when he went back to the house for Round 2, they discuss the extraordinary lengths some people go to when avoiding people in public places and take a look at reasons to get a divorce.

Likefolio's Andy Swan looks at Casey's General Stores (CASY), saying “Wall Street has recently discovered” a lot about the company, such as its pizza dominance. “We don't think there's a real edge to the upside anymore,” he says, “but it's executing really, really well.” He thinks investors should look for pullbacks as entry points.======== Schwab Network ========Empowering every investor and trader, every market day. Subscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – https://twitter.com/schwabnetworkFollow us on Facebook – https://www.facebook.com/schwabnetworkFollow us on LinkedIn - https://www.linkedin.com/company/schwab-network/ About Schwab Network - https://schwabnetwork.com/about

As an eBay seller, you're all about profitable flips: Buy low, sell high. In this episode of the I Love to Be Selling podcast, you'll discover three top reseller secrets for sourcing inventory at thrift shops and consignment stores — or, really, any retailer. Tune in to learn how to minimize your investment and maximize your profits.   You'll also gain access to I Love to Be Selling's exclusive free guide eBay Listings That Sell! It's your road map to creating listings that will help your items to sell fast and for top dollar. Download your complimentary copy at https://ilovetobeselling.com/webinars-and-workshops/eBay-Listings-That-Sell/.   I'm Kathy, and I love to be selling!

Welcome to Omni Talk's Retail Daily Minute, sponsored by Grocery Dealz and Mirakl.In today's Retail Daily Minute, Omni Talk's Chris Walton discusses:All Eddie Bauer stores are set to close after the brand's retail operator failed to find a single qualified buyer in bankruptcy court.Costco CEO Ron Vachris pledges to flow any IEEPA tariff refunds back to members through lower prices and better values.Dick's Sporting Goods crashes the AI party, briefly hitting #3 on the Apple App Store's free download chart thanks to a viral wave of posts about the app's fitness rewards feature.The Retail Daily Minute has been rocketing up the Feedspot charts, so stay informed with Omni Talk's Retail Daily Minute, your source for the latest and most important retail insights.Be careful out there!

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Handel on the Law. Marginal Legal Advice. See omnystudio.com/listener for privacy information.

#808 What if your love for a sweet treat could bring you sweet success? In this episode hosted by Brien Gearin, entrepreneur Loren Castle shares how she built Sweet Loren's into the #1 natural cookie dough brand in the country — all without compromising on ingredients or flavor. From testing recipes at NYC farmers markets to landing in Whole Foods with no packaged product, Loren walks us through the scrappy early days, the seven-month search for a factory, and the leap into major retailers like Kroger and Publix. She opens up about scaling to 35,000+ stores, building the right team, navigating supply chain chaos, and staying laser-focused on her mission to make better-for-you food more accessible — and more delicious — for everyone! (Original Air Date - 7/7/25) What we discuss with Loren: + Turning a passion into a product + Testing recipes at farmers markets + Landing a Whole Foods meeting early + Choosing packaged goods over a bakery + Finding a small factory to scale production + Growing into 35,000+ stores + Expanding beyond cookie dough + Hiring challenges and team growth + Staying profitable while scaling + Using smart, ROI-driven marketing Thank you, Loren! Check out Sweet Loren's at ⁠SweetLorens.com⁠. To get access to our FREE Business Training course go to ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠MillionaireUniversity.com/training⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. To get exclusive offers mentioned in this episode and to support the show, visit ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠millionaireuniversity.com/sponsors⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Learn more about your ad choices. Visit megaphone.fm/adchoices

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This Omni Talk Retail Fast Five segment, sponsored by the A&M Consumer and Retail Group, Mirakl, Ocampo Capital, Infios, Quorso, and Veloq, dives into IKEA testing a store-in-store concept with sporting goods retailer Decathlon. Chris Walton and guests Cassie Ryding and Joanna Rangarajan discuss what this collaboration could mean for the future of retail partnerships, experiential stores, and how retailers rethink physical space. ⏩ Watch the full episode here: https://youtu.be/COjVCrP5sHE #IKEA #Decathlon #RetailPartnerships #OmniTalk

Podcast Segment Description: Rep. Fred Shanks on the ABC Liquor Distribution Crisis & House Bill 2838 FixState Representative Fred Shanks joins Clay Edwards for a straight-talk Capitol update on the ongoing ABC liquor distribution meltdown that's crippling small businesses across Mississippi. Stores are placing orders and prepaying for dozens of cases, only to receive a fraction of what they paid for — leaving thousands of dollars tied up in undelivered inventory. This isn't just about empty shelves; it's hitting restaurants, bars, liquor retailers, tips, employee hours, and local economies hard. The major development? The House just passed House Bill 2838, a game-changing reform now headed to the Senate. Under the bill: If ABC fails to deliver your order on time, liquor stores can immediately bypass the state system and buy directly from private distributors. Stores can still use ABC if they want — or go pick it up themselves. The tax rate drops significantly from 27.5% down to 15% when sourcing outside the ABC system. It opens the door to real free enterprise: stores can team up, negotiate deals, and even source across state lines. The legislation includes a two-year repealer so lawmakers can review and tweak the new system. Shanks reports strong momentum in the Senate and urges listeners to contact their senators to help get it passed. They also touch on the direct-to-consumer spirits shipping bill and how the session has been impacted by other priorities. Raw, insider details straight from the Capitol on the conservative fix Mississippi businesses desperately need. Essential listening for anyone in hospitality or who wants government out of the way.

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Anthony Houghton, Chief Executive of Holland & Barrett, joins the Big Boss Interview as social media and online self-diagnosis reshape how consumers approach health and wellness.He describes a retail landscape where customers increasingly arrive in store — or online — having already decided what they need based on influencer content or digital health advice, not all of which is accurate or appropriate to their individual circumstances. In a £110 billion global health and wellness industry, the challenge for established retailers is navigating the gap between what customers believe products do and what they are legally permitted to claim.Holland & Barrett's response has been a major internal reset. Three years ago, the company invested in a dedicated science team to review its entire range. Of approximately 4,500 core products, 2,700 have since been reformulated or upgraded. More than 1,000 own-brand products have been completely overhauled in the past 18 months alone. Labelling presents particular complexity. Products marketed for perimenopause, for example, may feature the term prominently on packaging to help customers find relevant items. Yet detailed ingredient information states that vitamin B6 contributes to hormonal regulation and iron supports normal cognitive function — without referencing perimenopause directly. Strict Advertising Standards Authority rules limit what retailers can claim about specific conditions, creating a disconnect between searchable labels and regulated ingredient statements. Houghton acknowledges many customers may not understand this distinction.The transformation has coincided with strong financial performance. Holland & Barrett reported 11% sales growth — its third consecutive year of double-digit increases — with digital sales up 20% overall and accounting for 21% of total revenue. However, £300 million invested over three years in store refits, supply chain upgrades and internal capability building has weighed on profit margins. Houghton describes the investment as “fixing the foundations”, with efficiency gains expected to restore profitability as the transformation programme matures.Despite digital growth, physical retail remains central to the strategy. The company operates 809 stores across the UK and Ireland, opened nine new sites this year and has completed a major refit programme. Houghton rejects suggestions that the High Street is dead, arguing that physical and digital channels are complementary rather than competitive. Stores now offer personal consultations, experiential elements such as yoga studios in selected locations, and partnerships with diagnostic provider Randox to deliver health MOT blood testing in a growing number of sites.Cost pressures remain acute. Minimum wage increases affect the majority of staff across hundreds of stores. Holland & Barrett pays above the statutory National Living Wage and plans to announce another rise shortly. Rather than passing those costs directly to customers through price increases, the strategy focuses on driving operational efficiencies elsewhere. At the same time, the company has increased investment in colleague training — requiring staff to complete health and wellness training before advising customers — even as many retailers are cutting back.Presenter: Sean Farrington Producer: Olie D'Albertanson Editor: Henry Jones00:16 Will and Sean intro pod 01:40 Anthony Houghton joins BBI 02:00 The growth of H&B 03:30 Self-diagnosing via social media 05:17 Decision to invest in dedicated science team 05:56 2,700 products reformulated in last couple of years 08:42 Which? found supplement doses higher than recommended intake 12:31 Product & label concerns 18:40 Growth in magnesium, creatine and fibre. 23:40 Loyalty schemes 29:31 The High St isn't dead 34:00 Impact of National Living Wage 41:00 Retail as a career choice

Mark is feeling like he got the ol' bait & switch....See omnystudio.com/listener for privacy information.

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Send a textA town can rise on paper before it stands in wood and stone. We follow Wilburn, a near-forgotten settlement in south central Ford County, from the bright moment it earned a federal post office in 1885 to the slow fade that followed when the railroad curved away. With clear eyes and a storyteller's care, we piece together how a petition by Charles P. Brown and the steady hands of postmaster Lewis P. Horton briefly stitched Wilburne to the national fabric—and how one routing decision redirected commerce, families, and memory itself.We explore why a post office meant power on the frontier, serving as the seal of legitimacy for prairie communities across Kansas. Mail linked people to markets, news, and each other, turning crossroads into communities and hope into plans. Then we pull back to the larger map: the iron rails that chose Meade and Minneola over Wilburn, the unforgiving calculus of grades and costs, and the ripple effects that followed. Stores thinned, expectations ebbed, and by 1914 the post office closed and its duties moved to Fowler, leaving only traces of a once-confident future in the dust.Along the way, we challenge how we define history and who earns a place in it. For every Dodge City that looms large in legend, there are countless Wilburns' that shaped daily life, agriculture, and migration but slipped from view when the trains didn't stop. By centering the lives and choices of Brown and Horton, we honor the people who wagered on geography and grit, and we read their story as a guide to present-day infrastructure decisions—whether rails, highways, or broadband—that still decide which towns thrive and which fade. Subscribe, share with a history-loving friend, and leave a review to keep these quiet stories alive.Support the showIf you'd like to buy one or more of our fully illustrated dime novel publications, you can click the link I've included.

Three years ago, Point S set an ambitious goal: 500 stores in 50 states within five years. At its 2026 Annual Owners Meeting in Phoenix, AZ, leadership shared how close the group is to that goal, and what still stands in the way.In this episode of What's Treading, Senior Editor Christian Hinton spoke with Point S leadership and dealers about distribution challenges, vendor partnerships, brand consistency and what's fueling expansion across nearly 40 states.Can Point S Reach 500 Stores?In 2023, Point S had 275 stores in 29 states. Today, the network stands at 464 stores across 39 states, including 80 new locations added in 2025 alone.Clint Young, president and COO of Point S, says growth has been strong... but not without hurdles.“Our biggest Achilles heel with growth has always been distribution,” Young said. “We're working to find dealers that are large enough to be able to take direct shipments and we can facilitate a very good member experience with them. So that's still a challenge, and we're looking at some growth opportunities with warehousing and some partnerships that we're really excited about.”CEO Walter Lybeck said improvements in third-party distribution have already helped accelerate expansion.“Third-party distribution was not as developed a couple of years ago as it is now," he said. "That's something that's really been able to help us in filling up that bucket for our new members.”Distribution and Platinum Partner StrategyLeadership emphasized that growth is not just about adding store count. It's also about strengthening dealer profitability and alignment.The 2026 promotional calendar centers around four Platinum Partners and 10 member-focused campaigns. According to Lybeck, narrowing that focus brings clarity.“By having four platinum partners, it really helps our members kind of focus on what it is that we need to be purchasing," he said.Young added that the structure creates energy at the store level.“That's going to give our owners and their store team members a lot of excitement and their communities to go out and connect with their populations and sell tires, so that is a big win for us,” he said.Why Brand Consistency MattersBrand consistency across more than 450 independent locations was another key theme of the meeting, and dealers echoed that sentiment. Michael Montgomery, general manager of TNT Tire Point S in Tacoma, Washington, said even simple upgrades make a difference.“New paint, 20-foot aprons in front of each one of the bay doors. New asphalt throughout the entire parking lot," he explained. "If it looks good, they'll feel comfortable coming in.”Vendor Relationships and Dealer MomentumThe vendor show, featuring about 80 vendors, remains central to the annual meeting. Young said the event builds more than purchasing power.“It sounds like you go to a vendor show to do business, but you really go there to build relationships with the vendors," he said. "What ends up happening is the members are building relationships with each other.”With 464 stores, expanded distribution support and a Top 3 Tire Dealer ranking in Consumer Reports, Point S leadership believes the path to 500 stores is becoming clearer — powered by relationships, brand alignment and disciplined growth.

L.A. hat die Sonne zurück und die Twin Energy ist wieder voll am Start. Denn so sehr Bills und Toms Meinungen auseinandergehen, wenn's um das El Clásico der Bundesliga oder Make-up Stores als Safespace geht, so einig sind sie sich, dass die meisten Hunde eine bessere Energie haben als die Spießer in Bills Nachbarschaft. Dass die Welt von früher vor Bestell-Apps und ohne Mitternachtspizza eine dunklere war und dass Sexträume im Flieger zwar gesund, aber definitiv deplatziert sind. Was soll man aber auch machen, wenn man so rollig ist, dass die Brosche juckt?! - Cheers, ihr Mäuse! Alle weiteren Infos rund um den Podcast, Updates und Werbepartner findet ihr hier: https://www.instagram.com/kaulitzhills.podcast/ Learn more about your ad choices. Visit podcastchoices.com/adchoices

Dr. Galati devotes this hour of Your Health First to the Mediterranean diet. He explains the foods it's rich with, how it's not advertised or defended in grocery stores, the middle eastern influence, and recipes you can make with it.  

This Omni Talk Retail Fast Five segment, sponsored by the A&M Consumer and Retail Group, Mirakl, Ocampo Capital, Infios, Quorso, and Veloq, looks at Carrefour's major partnership to digitize stores across France as part of its 2030 strategy. Chris and Anne discuss whether smart stores are finally becoming reality and what US retailers should be doing to keep pace. ⏩ Watch the full episode here: https://youtu.be/2_dIsTGWqJQ #Carrefour #SmartStores #RetailTech #RetailInnovation #OmniTalk

Is 2026 about to be the biggest year for retail real estate in decades?Retail real estate doesn't move in a vacuum. It moves when consumers have a reason to act. 2026 is shaping up to be one of the strongest demand environments in decades because three massive global catalysts are converging at the same time: the World Cup, the Winter Olympics tailwind, and America's 250th anniversary.Major live events compress consumer hesitation. They create urgency. They create moments. And moments drive spending.The data already supports this. Global events generate massive marketing exposure, elevated brand awareness, and increased physical activity in retail corridors. But the real impact isn't just tourism, it's domestic behavior. People travel, gather, host, celebrate, and spend in ways they otherwise wouldn't. Retailers, restaurants, and physical destinations become the center of those moments.At the same time, the fundamentals of retail real estate remain exceptionally strong. Supply is constrained. Leasing velocity is accelerating. Tenants are competing aggressively for physical space, recognizing that stores do more than produce four-wall profit, they lower customer acquisition costs and drive digital growth.The narrative that retail is “technology resistant” completely misses the point. The physical store isn't fighting technology, it's enhancing it. Retailers are discovering that their digital performance improves when they open physical locations. Stores are no longer just revenue centers; they are strategic growth engines.This shift has fundamentally changed the leasing environment. Landlords are no longer chasing tenants to fill space. Tenants are racing to secure locations before competitors do.Retail isn't surviving. It's expanding. 2026 could be remembered as the year physical retail reasserted its full strategic value, not just as a place to transact, but as a critical platform for brand growth, customer acquisition, and long-term market share.What You'll HearWhy global events are creating a 2026 retail tailwind - How the World Cup, America 250, and stacked spending moments are driving incremental tourism, domestic travel, and real-world consumer activity.How live moments accelerate spending behavior - Why major events compress hesitation and push consumers from waiting to acting.The leasing velocity surge happening right now - What rising deal volume, stronger economics, and tenant expansion signal about retail confidence.Why retailers are in a land grab for physical space - How constrained supply has shifted the market and intensified competition for prime locations.Why physical stores power digital growth - How brick-and-mortar lowers customer acquisition costs and makes omnichannel performance more efficient.Why retail isn't tech resistant—tech needs retail - The strategic shift from clicks versus bricks to clicks because of bricks, and what that means for long-term real estate value.Chapters00:01 - Why I'm bullish on 2026The macro retail real estate fundamentals and why the outlook is stronger than the narrative suggests.02:08 - The olympics spending tailwind has already startedHow marketing exposure and brand promotion drive spending beyond the event itself.04:25 - Why the world cup will be a massive retail catalystTourism, domestic travel, and gathering behavior will drive incremental retail demand.06:36 - America 250 and the stacking of spending catalystsPatriotism, celebrations, and event sequencing create sustained spending momentum.08:51 - Leasing velocity is accelerating rapidlyReal-world leasing activity confirms strong tenant demand and economic confidence.10:41 - The myth of technology-resistant tenantsWhy framing retail as resistant to technology misses the real strategic shift.10:59 - Why stores drive digital growthPhysical locations lower customer acquisition costs and enhance overall brand performance.11:54 - The tenant land grab has begunRetailers are aggressively securing space before competitors lock in key locations.13:09 - Why physical retail is more valuable than everThe strategic role of stores is expanding beyond traditional revenue metrics.

Joan Barnes wanted to meet new moms and that was the inspiration for a place for moms to hang out with other moms. Dave Young: Welcome to the Empire Builders Podcast, teaching business owners the not-so-secret techniques that took famous businesses from mom and pop to major brands. Stephen Semple is a marketing consultant, story collector, and storyteller. I’m Stephen’s sidekick and business partner, Dave Young. Before we get into today’s episode, a word from our sponsor, which is… Well, it’s us, but we’re highlighting ads we’ve written and produced for our clients. Here’s one of those. [Tommy Cool Plumbing, Cooling & Heating Ad] Dave Young: Welcome back to the Empire Builders Podcast, Dave Young here with Stephen Semple, and we’re talking about empires. Stephen just whispered the name of the topic into my headphones, and I recognize it, but I don’t recognize it. I don’t have any direct experience with this other than when I was a little kid watching Romper Room, but I don’t think it’s the same thing. The topic is Gymboree, but it sounds like it’s probably related, but I doubt that it is. Stephen Semple: Gymboree is not big any longer. There’s a bit of a sad story on that. Dave Young: It was a place though, wasn’t it? Stephen Semple: Right, it was, and it was huge at one point. It was part of the culture and it was mentioned in movies. It was a really, really big deal at one point. Dave Young: Yeah, here’s the issue. Here’s why I don’t remember it. I didn’t grow up in a place. It wasn’t the kind of place it would have a thing. I think I told you I drove 100 miles on our first date to go to Starbucks at a Barnes and Noble. Stephen Semple: It wasn’t even a real Starbucks. Dave Young: No, it wasn’t even a standalone Starbucks. Stephen Semple: Well, to give you an idea how big it got in 2010, Bain bought the company for $1.8 billion, 1.8 billion, and seven years later it went bankrupt. Dave Young: Oh, boy. That’s a bigger story than Gymboree if we wanted to go there. But let’s go go with building the empire. Stephen Semple: Let’s go with the building of the empire. Dave Young: How many buyout people does it take to ruin a company? Not many. Stephen Semple: But here’s the thing that’s interesting about this story. We often talk about this whole idea of unleveraged assets, and unleveraged assets becomes a very, very big part of this story. It’s very, very cool. The business was founded by Joan Barnes in 1976. She grew up outside of Chicago, studied dance and English in college, and got married. They moved to the West Coast. She’s this new mom in this new area looking for connections, and she started to host these get togethers with parents and kids at a local Jewish center. Joe Barnes, her husband, was a journalist. This journalist background becomes important a little bit later. As I mentioned, they grew up outside of Chicago and they picked up and moved and landed in San Francisco, where he got a job. And then they moved out to a suburb in 1973. She was basically lonely. 1973 was actually one of the lowest birth years in a long time, and so she was looking for people who had kids. Both of their families, both her family and his family, were back on the East Coast, and so she wanted to meet other moms. At this point, this whole idea of play groups didn’t exist. It was this new idea. And so she was in this dance company and had a friend in the company, and this friend had been offered a job to run activities for kids in a local community center. She was nervous to do it. Joan suggests, “Why don’t we share this idea?” And so it was a preschool after school programs. Joan went to a local YMCA that had this gym that they had set up called Kindergym, and she went and she checked it out. Everything there was this full-sized gym equipment and they modified how it was being used, but it was like full sized trampolines and full sized this and full sized that. As soon as she saw it, she had this vision of what it could be. Dave Young: I mean, there’s nothing funnier than a five-year-old on the uneven bars. Stephen Semple: Yeah, there you go. Dave Young: I’m just saying. But go ahead. Stephen Semple: So she had this vision: scale down the equipment, make it colorful, add music, lively teacher. This could be something really special, and maybe this is what could be done at the Jewish center. Now, some of the things were available it turns out she found out for special needs kids and the rest needed to be built, so she started to do that. But here’s the other thing. She knew how to get press to promote this. She had learned from her husband. She created a story of what the plan would be like, and she managed to get this big full page feature article in the local newspaper. In 1976, they opened this Kindergym in the JCC, and it’s immediately this huge success. It’s oversold. They hire preschool teachers to run the program. The goal was for the kids to have fun and let moms connect with other moms. That was the goal. It’s so successful they open another one in a center close by, and at this point they get approached by an entrepreneur, Max Shapiro, to put up some money. Basically the idea was, let’s do more of these. I’ll put up the money, you run them. Max Shapiro had run a basketball camp with Rick Barry, who was an ex-basketball player, that he had sold. He had some money kicking around to do this. They went down to San Montejo and they opened a Kindergym in a temple there, and they hired someone of the preschool background to run it and did the same idea. Joe went and got a story in a local paper, big story in a local paper. Basically it filled up, and she was running it almost like a franchise. They expand to five or six locations, and at this point she buys out Max and she makes the people that are running these couple of locations partners. It’s 1976, and there’s nine locations in California. They’re making a little bit of money. Joan decides she’s going to get a license to open franchise. Here’s the thing, she didn’t get any legal advice on setting any of this stuff up. She tries to trademark Kindergym, and she’s running this for a couple of years as a franchise until she discovers you can’t franchise Kindergym. It’s too generic a name- Dave Young: Oh, because kindergarten, kinder… Stephen Semple: But she’s already got these franchises isn’t been operating under the name Kindergym. They’re trying to think of different names, trying to think of different names. One day, one of the names sticks. Her husband even calls and the says, “Gymboree, Gymboree, Gymboree.” What a great name, Gymboree. They decide to set it up as Gymboree, and she decides to do it right this time. She goes out and gets some advice, a guy by the name of Bud Jacob, who has experience in franchising, likes the idea, likes her, and decides to help her out. It’s 1982 and they need to raise some money, and Bud introduces her to Stuart Muldaw, who invests. Now at this point, they’re still renting church halls. This is how they’re doing it. They’re going and renting church halls. It’s no leases, none of this other stuff. It’s handshake agreements. He invests $300,000 into the business for 30%. Here’s what they’re looking for. They’re looking for women that were just like Joan when she started this. They’re looking for women in their late 20s, early 30s who are raising families but wanted to do something, wanted to do something more, wanted to bring some extra income into the household. Their strategy is they’ll create a PR strategy in every community that they’re thinking about going to, so just replicating the idea. Again, remember Joe knows how to create this because of her husband, and also was very successful. But here’s another idea that they created. They also did advertorials in the Wall Street Journal. For those who don’t know what advertorials are, their advertisements that look like an editorial. Dave Young: Yeah, you write your own news report, news story, and then pay to have it placed in the paper. Stephen Semple: Right, and this speaks to how well she understands influencers. Because what she was looking at when she created these advertorials, they were not written to the women. They were written to the husbands. The whole idea is the father would read this article in the Wall Street Journal, this advertorial, and think to themselves, “This would be perfect for my wife,” which is really interesting because so many people would want to target the buyer instead of targeting the influencer. Dave Young: We call it indirect targeting. You write an ad that’s ostensibly an employment ad for your company. But when you talk about the kind of people you want to hire, you’re really talking to every consumer out there saying, “No, this is the kind of people that we are.” I love that, I love that. Stephen Semple: But today, so few people think that way. It’s all about target, got a target. But here she was purposely targeting the influencer, targeting the father who would read it, this be perfect for my wife. Now, here’s one of the things they were really picky on. Fit was one of the biggest things. If they didn’t think there was a good fit, they didn’t offer the person the franchise, and they focused on the East Coast. At this point, they’re focusing because they didn’t need help on the West Coast. LA was exploding. A lot of the people that they had focusing in on already understood press and media because they were actors on the side and all this other stuff. The West Coast was growing organically, so they were focusing these advertorials and whatnot on the East Coast. Here’s how much it was growing. By 1986, they have 400 centers. They’re doing 15 million in sales in 400 centers. But here’s where the problem happened. Audio: Stay tuned. We’re going to wrap up this story and tell you how to apply this lesson to your business right after this. [Using Stories To Sell Ad] Dave Young: Let’s pick up our story where we left off. Trust me, you haven’t missed a thing. Stephen Semple: Here’s how much it was growing. By 1986, they have 400 centers. They’re doing 15 million in sales in 400 centers. But here’s where the problem happened. Joan realized the franchising model was flawed. It was never going to work. The franchisees could not pay enough money to pay for the support that head office was providing because they were all like these really tiny businesses. They felt like they couldn’t charge much more because there was competitors popping up because it didn’t cost a lot to get these things started. They couldn’t reduce the service they were supporting. Here’s this business, 400 units, all looking great. It’s being mentioned in press and all this other stuff. But the business side is failing, so they needed to figure out another way to make money because the investors needed to get repaid, right? They thought, “Hey, maybe here’s what we could do. Maybe we do licensing because everybody knows the Gymboree name.” Dave Young: Merch. Merch. Stephen Semple: Yeah, so they go out and they get a whole pile of great licenses. But guess what? After about a year, almost all of them dropped them because the products didn’t sell. Hasbro then looks at doing an acquisition event, so they think, “Okay, great.” It felt like a bailout for Joan and a lifeline. Literally, they’re at the stage. Joan and her lawyer and the senior management team have flown to New York to sign the deal with Hasbro. She’s in the hotel and she gets a telephone call from one of the VPs of Hasbro who says the deal’s off. Dave Young: The deal’s off. Just like that? Stephen Semple: Just like that. Her team is there, the investors are there, her lawyer’s there, and they’re supposed to meet the next day, and the deal is off. She’s devastated because she now has to go back and tell everyone that this is off. She’s so completely spent this point she says she’s got to go for the weekend to her cabin in the Sierras. She basically looks at her team and says, “You got to think of another plan. You got to think of another plan. This franchising isn’t working. The Hasbro’s deal’s off. We need another plan.” Guess what? what’s the unleveraged asset that they have, Dave? Dave Young: Well, their name. I mean, we’ve got all these kids in there. Stephen Semple: Yeah, so she comes back because they have this great brand, but they have a business that can’t make money. She comes back and sitting on her desk is a sketch of a play center right next to a retail store. Dave Young: There you go. Stephen Semple: Actually, what they end up doing was putting the play center at the back of the store. Dave Young: Sure. Stephen Semple: What’s the asset that they have? Moms coming in to drop their kids off, parents coming in to drop their kids off. And what are they going to do when their kids are playing? Dave Young: Walk clear through the store. Stephen Semple: Clear through the store. It’s like having the gift shop at the back of the museum. When you leave the museum, you got to walk through the gift shop. Dave Young: It’s the milk and eggs back in the back of the grocery store. Stephen Semple: Exactly, unleveraged asset. And so here’s what they decide to do. They’re going to sell their own apparel, sell, play equipment, toys, all that stuff. They’re going to do as much as they can, where they’re going to brand it all themselves. Basically you got to walk through the gift shop, and the gift shop is what’s going to make the money. The play center is the draw that brings people in. They went back to the board to ask for money to invest, and they agree to do a test store. That then for a whole bunch of reasons, ends up becoming two test stores. One of the things that freaked Joan out at the time was one of the people on the board was very close to the folks at Gap. She gets a meeting with Gap, and Gap says to them, “We love the idea so much. We’re launching Gap Kids in a few months.” Dave Young: Oh, great. Thank you, we’re stealing the idea. Stephen Semple: It was one that was so far along she’d even say it wasn’t that because they were like, “Literally, we’re opening in four months Gap Kids.” Dave Young: They already were watching and saw that this paying attention to little kids can pay off. Stephen Semple: Yeah. But anyway, they launched in 1987. I want you to go back to 1987 because in 1987, malls were really big, and getting into a mall… You couldn’t just get into a mall. Malls had to approve you. They were very picky, right? Now, it’s still that way for really high-end luxury malls today. But you couldn’t just pick up the phone and say, “Hey, I wanted to open in a mall.” But what Joan was able to do is the Gymboree name was so well-known she was able to leverage the name. She was able to leverage the idea that parents will be coming in, dropping their kids off, and wandering around. She got into a couple of really great malls, and here’s what ended up happening. That Christmas, her two locations were the highest dollar per square foot sales in the entire mall. Dave Young: In the mall? Okay. Stephen Semple: So that huge success, huge success. Based upon that success, she was able to go out and raise $6 million to expand the business. 17 years later, Bain comes along and buys the business for $1.8 billion and then bankrupts eight, seven years later. Dave Young: I wonder how much of the equity she still owned. Stephen Semple: I don’t know because one of the things that happened- Dave Young: I mean, she sold that 30% chunk and that early guy… I hope she did well. Stephen Semple: One of the things is she did well, but she was completely uninvolved with the company by the time Bain bought the company, she recognized when it was growing that it was beyond her abilities. But she also had some real health issues with some eating disorders and things along that lines, and so there was a certain point after the raise of $6 million and they were doing the really rapid expansion that she actually left the company. She had a whole pile of health issues that she went, “You know what? I’ve got to deal with all of this. I actually need to step back and step away from the business.” I didn’t want to explore all of that. What I wanted to explore was the success that she had of building this business and this whole idea of… To me, it was really interesting. You and I often talk on this podcast, what are the unleveraged assets of the business? They had it there in front of them, and they were forced to look for it when all of a sudden it was, this franchise model cannot make money. They explored every possible way, and there was no way for it to make money. The sale falls through and suddenly it’s like, well, what do we do? The unleveraged asset was we have all these people coming to our locations. We have all these kids- Dave Young: All we got to do is find a location that wants this traffic. Stephen Semple: Yeah, all these kids are coming. Dave Young: They’ll want us if they want the traffic. Stephen Semple: Right? It’s like the whole movie theater. Again, when movie theaters were much bigger than they are today, you would have a mall where you put a movie theater. And then that would attract all sorts of restaurants around it because the movie theater brings people to the location. The anchor tenant back in the day. We had the anchor tenant in the mall. That brought people to the mall. They had that asset there and were not leveraging it. Dave Young: I mean, to have that designation of the highest dollars per square foot in the mall, that was before at Apple Stores, but she held that position for a bit, right? That’s pretty cool. Stephen Semple: Yeah, and it was all from, okay, we’ve got these people coming in. It’s no easy task, no easy task. People coming in, we should sell them stuff. They love Gymboree, so let’s sell them branded Gymboree apparel, branded Gymboree toys, and all that other… Dave Young: And the brand just doesn’t exist anymore? They bankrupted it and… Stephen Semple: Still a few around. I think there’s a company that now that’s trying to revive it and things along that line. I didn’t look too far after the whole Bain thing was like- Dave Young: Yeah, in my mind I’m thinking, okay, well, she did all this before social media, too. That’s pretty amazing. Stephen Semple: But what she leveraged was and what she knew was how to create PR. Dave Young: Yeah, I love videos of kids falling off playground equipment for some reason. Or there’s one where you’ve probably seen the meme of the perfect job doesn’t exist. Oh wait, it’s a guy on a skating rink throwing a big ball at kids and knocking them over. I’m like, “Okay, yeah, sign me up.” Well, that’s a cool story. There’s several reasons I didn’t really know much about it. I was born at the wrong time when she was up and running big. I was a young guy in his 20s without any kids living in a town that didn’t have a mall and blissfully unaware of all the things that were affecting us. But what a cool story, and good for her for building it up and making a nice, big, juicy exit. Stephen Semple: When I heard it just jumped out at me just because of it being such a good example of an unleveraged asset that they were forced to find because of all these other challenges. That’s often the thing that we’re doing when we’re going and visiting businesses is that whole, what are the assets? Is it a story? Is it thing? Is it- Dave Young: Oh, absolutely. It’s fun. To me, that’s the fun of the one-day sessions that we do, which is you start pulling at threads looking for those. They don’t even realize it, but that’s really what you’re looking for. What do you have that we can leverage in a good way that people just don’t understand that you do or that you have or where you are or who you are? Those kinds of things. Stephen Semple: They didn’t realize they had it until they were forced to look for it. Dave Young: Great fun. Well, is there a Gymboree for old men? I should probably go. Stephen Semple: There’s a business opportunity. Dave Young: We just go in and play around on equipment. Not serious weightlifting, but you’d get some work in. Stephen Semple: There you are. Dave Young: I can, probably. Thank you for bringing the Gymboree story. Stephen Semple: All right, thanks, David. Dave Young: Thanks for listening to the podcast. Please share us. Subscribe on your favorite podcast app, and leave us a big, fat, juicy five-star rating and review at Apple Podcasts. If you’d like to schedule your own 90-minute Empire Building session, you can do it at empirebuildingprogram.com.

In a recent episode of the Snowpal Podcast, Krish sat down with Al Schuster, Co-Founder of Sample Finder and President of Polaris Brand Promotions, to discuss a timely and pressing topic: using experiential marketing to save the retail industry . Krish, a product leader and technology entrepreneur, guided the conversation through retail disruption, digital transformation, and the future of in-store engagement. Al brought firsthand industry insight from nearly a decade of building experiential brand activations across brick-and-mortar environments. Together, they explored how technology and human-centered experiences can coexist to reshape the future of retail.

Wil chats with Tessa Yost and Samantha Bratten of Coffee Rush, a family-owned drive-through coffee chain started in 1992 in Oregon by Tessa's parents amid the early coffee boom, pioneering convenience over sit-down spots like Starbucks. They discuss expanding to South Florida in 2023, driven by Tessa's post-abroad entrepreneurial shift and Samantha's ops skills, focusing on quality brews, genuine customer interactions in under 2 minutes, small dual-drive footprints in parking lots, and family ownership to avoid franchising dilution. Topics include hiring for personality to build connections, using a custom app for 50-60% sales while keeping orders face-to-face, competing via word-of-mouth and TikTok, navigating rising prices and permits, viewing rivals positively, and growth plans for 40 stores in 5 years. The talk emphasizes human touch in tech-heavy times, soft skills for young staff, and ideas like a "pay it forward" program.10 Key Takeaways Drive-Through Innovation: Founded in 1992 in Oregon, Coffee Rush pioneered drive-through coffee for convenience, inspiring brands like Dutch Bros amid skepticism. Family-Led Expansion: Staying family-owned for quality, expanding to South Florida with 8 stores in progress, targeting underdeveloped markets for growth. Service Focus: Hire for engaging personalities; remember names/orders to create quick, impactful connections, earning more praise than the coffee. Compact Design: 400 sq ft shops with dual lanes fit in unused parking spots, offering landlords extra revenue without traffic disruption. Tech Balance: Custom app handles loyalty/reorders for efficiency, but avoids speakers for personal ordering; uses handhelds for busy lines. Employee Development: Young hires gain transferable soft skills; low turnover with promotion opportunities, fostering long-term interest. Competition Strategy: Build awareness via free days, discounts, networking; see rivals as allies for mutual learning in Florida's emerging scene. Challenges Managed: Adjust for rising coffee costs; handle viral TikTok spikes and permitting hurdles with local partnerships like Morgan Group. Community Emphasis: Authentic interactions over scripted ones; partner with locals for premium items, list regulars on fridge for fun bonds. Future Vision: Aim for 40 stores in 5 years, potentially hundreds; promote ideas like pay-it-forward loyalty for community goodwill.

First, there was violence over the weekend in Tijuana after a Mexican cartel leader was killed. Then, did you know that San Diego police are stopping fewer drivers than in years prior? We'll tell you why. Also, how closing gaps in the California-Mexico border is dividing wildlife from much needed resources. Lastly, we bring you a preview of the remaining days of the Oceanside International Film Festival.

Welcome to Omni Talk's Retail Daily Minute, sponsored by Grocery Dealz and Mirakl.In today's Retail Daily Minute, Omni Talk's Chris Walton discusses:Target is bringing Levi's denim to 150 additional stores by the end of 2026, pushing the partnership past 1,000 total locations.Walmart introduces Scintilla In-Store, a new app that arms supplier field representatives with real-time store-level data to reduce out-of-stocks.Bath & Body Works launches its first official U.S. Amazon storefront, reclaiming control of a channel where gray market sales were already generating an estimated $60 to $80 million annually.The Retail Daily Minute has been rocketing up the Feedspot charts, so stay informed with Omni Talk's Retail Daily Minute, your source for the latest and most important retail insights.Be careful out there!

I'm about to say something that might sound crazy…I only spend $300–$350 every two weeks on groceries for my family of six. That's about $700 a month — in Northern California.And no — we are not living on rice and beans. No — I'm not clipping coupons for 10 hours a week. No — I'm not driving to five different stores chasing sales.In fact, we're eating better than we were when we were spending $400+ a week.If you're a busy mom who:Feels completely out of control with grocery spendingEnds up back at the store three times a weekSwipes your card and feels your stomach drop at checkoutWonders how you make decent money but still have nothing leftThis episode is for you.Because here's the truth: If you can get your grocery budget under control, everything else with your money gets easier.We're talking about freeing up $600–$800 per month that could go toward:Paying off debtBuilding an emergency fundTaking your family on vacationFinally stopping the paycheck-to-paycheck cycleIn this episode, I walk you through:Why most grocery savings strategies failThe biggest mistake families make at the storeHow food waste is secretly draining 30% of your budgetThe simple system I use (The Shop Method) to cut grocery spending in halfWhy two-week shopping saves both time and moneyHow to stop those midweek “oh crap” grocery runsYou don't need extreme couponing. You don't need deprivation. You don't need more overwhelm.You need a simple, repeatable system.And I'm breaking it down for you today.If you're ready to finally feel in control of your grocery spending — and use that money to change your financial future — hit play.

What makes a great store in 2026? Sometimes, it's not clarity — it's curiosity.Recorded live from the show floor at NRF 2026, this episode of Retail Remix features host Nicole Silberstein in conversation with Jack Stratten, Director at Insider Trends and one of the industry's most well-traveled retail observers. Jack spends his time visiting stores around the world, identifying what works, what doesn't, and, most importantly, why.From a wellness-meets-retail concept in Soho to immersive flagships in Paris, Jack breaks down the common thread between standout store experiences: a clear ambition, commitment and, sometimes, a willingness to prioritize discovery over efficiency. The conversation also explores why ecommerce's continued growth is forcing stores to raise their game — and why legacy department stores are having such a difficult time evolving.Key TakeawaysThe most interesting new stores you need to check out;Why the best stores succeed by meeting their ambition, not chasing trends;How discovery, trial and serendipity differentiate physical retail from ecommerce;Why Paris (not New York) is the most exciting city for retail experiences right now;How global markets and historic shopping experiences still influence modern store design;Why the growing ubiquity of ecommerce is having a positive effect on store experience;Why department stores are having such a difficult time tapping into their legacy of innovation today; andTravel hacks from someone who travels the world for a living.Related LinksExplore global retail insights and store safaris from Insider TrendsExplore more NRF26 coverage and retail insights from Retail TouchPointsSubscribe so you don't miss more episodes of Retail Remix from the show floor of NRF26

“There is nothing like a wedding to addle people's minds.”Today on the pod we're celebrating one of Stuart's favourite stores: The good old hardware store. We've got two Dave & Morley stories to illustrate the point.Ad-free listening is here! Listen to the pod ad-free and early, PLUS a whole bunch of other goodies – like virtual parties, Q&As, listener shout-outs & more. Subscribe here: apostrophe.supercast.com Hosted on Acast. See acast.com/privacy for more information.

This Omni Talk Retail Fast Five segment, sponsored by the A&M Consumer and Retail Group, Mirakl, Ocampo Capital, Infios, Quorso, and Veloq, looks at independent convenience stores deploying AI-powered voice insights across 5,200 locations. Chris Walton and Anne Mezzenga, joined by Jenn Hahn, break down how real-time AI analytics are transforming store operations, workforce monitoring, and frontline decision-making. ⏩ Tune in for the full episode here: https://youtu.be/adBITqt-5Ho #ConvenienceStore #RetailAI #VoiceAnalytics #StoreOperations #RetailInnovation #OmniTalk

Buck dives into the themes behind his new book, Manufacturing Delusion. Buck looks at both past and present examples of brainwashing, totalitarian tactics, weaponized law, and mass delusion. He argues that manipulated belief, not natural threats, is the greatest danger to freedom today. Get your copy of Manufacturing Delusion: How the Left Uses Brainwashing, Indoctrination, and Propaganda Against You here: https://a.co/d/02X8RBaL Never miss a moment from Buck by subscribing to the Buck Sexton Show Podcast on IHeart Radio, Apple Podcasts or wherever you get your podcasts! Connect with Buck Sexton:Facebook – / bucksexton X – @bucksexton Instagram – @bucksexton TikTok - @BuckSexton YouTube - @BuckSexton Website – https://www.bucksexton.com/See omnystudio.com/listener for privacy information.

Here’s a clean, structured summary of the interview between Damon Haley and Rushion McDonald, including the purpose, key takeaways, and notable quotes, based entirely on your uploaded transcript. [DAMON HALEY | Txt] ⭐ Summary of the Damon Haley Interview with Rushion McDonald The interview features entrepreneur Damon Haley, co‑founder of Glow and Flow Beauty, discussing his transition from entertainment and sports marketing into the beauty-supply industry, his mission to elevate service for Black and Brown communities, and the franchising model he is rolling out nationwide. Hosted by Rushion McDonald on Money Making Conversations Masterclass, the conversation highlights Haley’s business philosophy, community-driven approach, and long-term vision to create ownership opportunities through franchising.

Here’s a clean, structured summary of the interview between Damon Haley and Rushion McDonald, including the purpose, key takeaways, and notable quotes, based entirely on your uploaded transcript. [DAMON HALEY | Txt] ⭐ Summary of the Damon Haley Interview with Rushion McDonald The interview features entrepreneur Damon Haley, co‑founder of Glow and Flow Beauty, discussing his transition from entertainment and sports marketing into the beauty-supply industry, his mission to elevate service for Black and Brown communities, and the franchising model he is rolling out nationwide. Hosted by Rushion McDonald on Money Making Conversations Masterclass, the conversation highlights Haley’s business philosophy, community-driven approach, and long-term vision to create ownership opportunities through franchising.