![]() Market holidays and trading hours provided by Copp Clark Limited. All content of the Dow Jones branded indices Copyright S&P Dow Jones Indices LLC and/or its affiliates. Standard & Poor’s and S&P are registered trademarks of Standard & Poor’s Financial Services LLC and Dow Jones is a registered trademark of Dow Jones Trademark Holdings LLC. Dow Jones: The Dow Jones branded indices are proprietary to and are calculated, distributed and marketed by DJI Opco, a subsidiary of S&P Dow Jones Indices LLC and have been licensed for use to S&P Opco, LLC and CNN. Chicago Mercantile: Certain market data is the property of Chicago Mercantile Exchange Inc. US market indices are shown in real time, except for the S&P 500 which is refreshed every two minutes. Your CNN account Log in to your CNN account Stacey Shively, a senior vice president, said that the bedding and bath section in the basement of the store used to be “dark and gloomy and a little depressing.” ![]() The company plans to increase its private label brand sales to 30% of total sales, up from around 10% last year.īed Bath & Beyond executives also emphasized at the Tuesday event that the remodeled store had better lighting and upgraded floor paneling than the old one. One other change at the flagship: Joe Hartsig, the company’s chief merchandising officer, said Bed Bath & Beyond had previously “not been addressing more value-conscious consumers.” So it’s showcasing new private brands such as Simply Essential - a home, kitchen and bath product line with ladles and serving spoons for $1, bath towels for $4, and pillows for $5 - around the store with big blue signs advertising their low prices. “Their stores weren’t really a good shopping experience and that needed to change.” Modernizing stores will be crucial to helping Bed Bath & Beyond An executive described the old bedding area as "dark and gloomy." Rob Tannenbaum/Bed Bath & Beyond The new bedding section at the store with Bed Bath & Beyond's private label Wild Sage brand. It has added a dedicated pickup area for customers purchasing products online, a feature to its mobile app where customers can scan and buy products on the app as they shop and bypass the checkout line, and self-checkout stations.Ĭristina Fernandez, a retail analyst at Telsey Advisory Group, said Bed Bath & Beyond’s stores “looked outdated” and “hadn’t been invested in for many years.” ![]() The flagship is the only remodeled store that will have a cafe, however.īed Bath & Beyond has also tried to appeal to customers who want a quicker visit to the store. Bed Bath & Beyond’s goal with these additions is to compel shoppers to spend more time in the store. It features new mini-shops for brands such as Casper, SodaStream, Nespresso and Dyson where shoppers can test out products and a cafe for shoppers to grab La Colombe coffee or a sandwich mid-shop. The flagship store is set to reopen Thursday after seven months of renovations. The company is also closing 200 underperforming stores. Tritton joined Bed Bath & Beyond from Target two years ago and has led the company through a turnaround over the past year with housebound shoppers increasing their spending on kitchen and home essentials. “We just didn’t need to stack to the ceilings,” he said, noting that shoppers were previously overwhelmed by their choices. Rob Tannenbaum/Bed Bath & BeyondĬEO Mark Tritton explained some of the changes at an event with reporters Tuesday. Bed Bath & Beyond has faced falling sales and declining foot traffic in recent years as shoppers defect to stores like Target and shop on Amazon, which carry much of the same basics that Bed Bath & Beyond sells.īed Bath & Beyond has lowered the shelves and widened the aisles at its revamped flagship in New York City to create an open feel to the store. The chain is making a $250 million investment to declutter and renovate 450 locations - more than half its total - over the next three years. It’s all part of Bed Bath & Beyond’s plan to “modernize” its stores. The chain also lowered shelves, widened aisles and reduced the space on the sales floor by around 15% to make it simpler for customers to find products they are hunting for. ![]() Now, the chain is making an effort to get organized, Marie Kondo-style.Īt its flagship location in New York City, the chain has eliminated 44% of products and arranged what remains by category, price and brand, as opposed to its previous strategy of carrying dozens of different bath mats and can openers. You could lose hours sifting through a hodgepodge of items on cluttered shelves and walk out with nothing. For years, shopping at Bed Bath & Beyond has meant dealing with chaos.
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