Why Some Retailers are Ignoring the Internet

Summary

Podcast Summary: "Why Some Retailers are Ignoring the Internet"

Podcast: The Business of Fashion Podcast
Date: April 29, 2026
Host: Sheena Butler-Young & Brian Baskin
Guest: Austin Kim, BoF reporter

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Main Theme & Purpose

The episode explores why some independent fashion retailers are choosing to bypass e-commerce and digital marketing in favor of in-person shopping experiences and hyperlocal, community-driven approaches. The discussion is sparked by Austin Kim’s article profiling such retailers—including Venspace, Dot Reader, and Outline—who are thriving by focusing on curated selection, intimate customer connections, and analog marketing methods amidst the struggles of big-name luxury e-commerce players.

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Key Discussion Points and Insights

1. The Spark: Venspace & the Mythic Local Store Experience

• Austin Kim’s introduction to Venspace sparked the story; he was drawn in by its word-of-mouth reputation among menswear enthusiasts (03:00).
• Chris Green, the owner, fosters a deeply personal environment: he knows customers by name, lives down the street, and his store phone forwards to his cell—“Chris Green is almost like a Mr. Rogers if he wore Dries Van Noten in opera.” – Austin Kim (02:38)
• Venspace’s entire online presence is a basic website and a rarely updated Instagram.
• This model runs counter to conventional retail wisdom in 2026, where digital presence is considered essential (02:48).

2. Rejecting E-commerce: Lessons from Experience

• Chris Green’s background includes stints at early e-comm adopters Need Supply and Totokaelo; he’s experienced the pitfalls: cutthroat price competition, high customer acquisition costs, and logistics headaches (04:04).
• For many small business owners, e-commerce is uninteresting, intimidating, or simply not enjoyable: “These small businesses are people doing what they love, and what they don’t love is E-commerce, and they have no interest in it.” – Austin Kim (04:36).

3. The Value of In-Person Retail

• Analysts like Simeon Siegel noted to Austin that in-store customers are “the best customer” both emotionally (personal connection, community) and financially (customers do the fulfillment themselves, lowering costs) (05:36).
• Emotional Value: Customers build memories and relationships tied to the store.
• Financial Value: In-person sales avoid shipping/returns costs and logistical overhead (05:53).

4. What’s Lost Without E-commerce?

• Limiting Reach: These stores serve hyperlocal audiences—“they’re stuck” in their neighborhoods, not scaling globally (06:38).
• However, most owners see this not as a drawback, but as their business’s core value: local connection and authenticity.

5. Why Big Retailers Struggle to Replicate Local Magic

• Large chains trying to “go local” (e.g., Macy’s or Nordstrom’s small-format stores) often fall short because they can’t replicate a genuine community connection (07:14).
• Local employees with real neighborhood ties are crucial. At Dot Reader, a sales associate had memories of the shop as a child and deep knowledge of the area (08:28).

6. Community, Family, and Brand-Building

• The story's Instagram post saw exceptional engagement, with countless comments from boutique owners and customers expressing a “chosen family” vibe (10:03).
• Austin Kim: “Everyone that shops at these stores or runs a store like this…believe[s] in the product, they believe in the people they bring together. It’s a whole community thing.” (10:38).

7. Curation and Product Mix

• Venspace offers high-touch, carefully chosen brands: Japanese menswear designers, quiet luxury labels.
• Outline focuses similarly on women’s wear, while Dot Reader carries a mix of popular and hard-to-find brands, providing an “adventurous” but wearable selection (12:03–12:44).
• Unique stories, such as Of Nothing brand’s founder literally walking into Venspace and building a direct relationship with Green, highlight authenticity (12:44).

8. Analog Marketing: The Return of Print

• Some stores (e.g., Outline) pivot from digital to print catalogs—“beautiful, magazine-quality,” offering a tactile, memorable experience, curated with editorial sensibility (13:52).
• Print catalogs act as seasonal reminders and cut through digital noise (14:07).

9. Can This Model Scale?

• Slow growth and authenticity are prized; rapid scaling risks “losing the soul” of the business, as Green experienced in previous ventures (15:09).
• Personal involvement in buying and merchandising cannot easily be replicated across multiple locations (17:09).
• “You lose the magic of retail really quickly, I believe.” – Austin Kim (16:40)

10. Retail’s Cyclical Nature: What’s Old is New

• Despite being digitally native, Gen Z is “craving” genuine, offline experiences post-pandemic. Retail is returning to its roots: local, personal, physical (22:00–23:10).
• Technology supports but does not replace the essence of retail—physical presence, human connection, and touching the product (23:10).

11. Personal Reflections: Online vs. In-Store

• Hosts and guests admit they have greater emotional attachment to items bought in person and acknowledge the irreplaceable nature of those experiences (24:32; 25:14).

12. Third Spaces & Gen Z

• Younger consumers, having missed out on “third spaces” like record stores or skate shops during the pandemic, are rediscovering the value of interacting and building community in retail environments (26:02).
• As Austin Kim summarized: “You don’t need to build a coffee shop to create a third space; good enough product assortment will bring people to your store and give enough reason to hang out in the store.” (26:47)

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Notable Quotes & Memorable Moments

• On the Retailer’s Role:
  • “Chris Green is almost like a Mr. Rogers if he wore Dries Van Noten in opera.” – Austin Kim (02:38)
• On E-commerce Fatigue:
  • “What they don’t love is E-commerce, and they have no interest in it.” – Austin Kim (04:36)
• On Creating Community:
  • “Everyone that shops at these stores or runs a store like this…they believe in the product, they believe in the people they bring together. It’s a whole community thing.” – Austin Kim (10:38)
• On Losing Authenticity with Scale:
  • “You lose the soul of a business really quickly as you scale...you’re just buying everything that you can sell rather than having this perspective that customers really connect with.” – Austin Kim (16:40)
• On the Limits of Technology:
  • “Technology is not going to transform retail. Technology will optimize and make retail more efficient.” – Austin Kim, paraphrasing Simeon Siegel (22:00)
• On Gen Z Rediscovering Offline Experience:
  • “People my age are learning to go outside again… what these stores propose is you don’t need to build a coffee shop to create a third space. Good enough product assortment will bring people to your store.” – Austin Kim (26:02, 26:47)

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Important Segments & Timestamps

| Timestamp | Segment | |-----------|----------------------------------------------------------------| | 00:08 | Episode opens, introduces Venspace and the episode’s concept | | 01:35 | Austin Kim shares discovery story of Venspace | | 03:21 | What distinguishes these stores? Focus on curation | | 05:36 | Value of the in-store customer | | 06:38 | Limitations of ignoring e-commerce | | 07:14 | Hyperlocal success vs. big retail attempts | | 10:03 | Community: Instagram comments and customer bonds | | 11:17 | What these retailers sell—their unique curation | | 13:52 | Return of print catalogs; analog marketing strategies | | 15:09 | Challenges of scaling without losing authenticity | | 16:40 | Dangers of scaling, lessons from Need Supply/Totokaelo | | 22:00 | Is this a retail “shift” or business as usual? | | 23:10 | The real value: physical presence, tangible shopping | | 26:02 | Gen Z’s rediscovery of physical shopping, third-space culture |

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Conclusion

The episode reveals how a new generation of store owners and customers are signaling a return to in-person, authentic, and emotionally resonant retail experiences—eschewing the risks and impersonality of e-commerce platforms. Through rich anecdotes and expert observation, the hosts and guest illustrate why, despite technological advances, the heart of fashion retail remains rooted in community, curation, and human connection.

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Transcript

[A]

Hello and welcome to the debrief from the business of Fashion where each week we delve into Our most popular BoF professional stories with the correspondents who created them. I'm senior correspondent Sheena Butler Young.

[B]

And I'm executive editor Brian Baskin. If you're in New York and looking to discover the next great, great Japanese menswear brand or the latest quiet luxury offerings from the Row Venn space is a must visit. And I mean that literally. Chris Green's two year old store in Carroll Gardens online presence is minimal. Its website is a simple list of brands with no e commerce and its social media consists of an infrequently updated Instagram account.

[A]

Venspace is one of a growing number of stores rejecting the idea that online shopping is the future of fashion retail. They see a curated, friendly, in person experience as the key to success. Their customers would agree. And the strategy is getting more attention after the high profile struggles of luxury e commerce sites like Net A Porter and Essence.

[B]

With us to discuss is BoF's Austin Kim who spoke with Green and other store owners who say e commerce, who needs it? Austin, welcome to the debrief.

[C]

Hi Sheena. Hi Brian. I'm excited to be here.

[A]

So Austin, you actually just joined BOF and this is your first story, so congrats on that.

[C]

Thank you.

[A]

So why don't we start with how you came across this idea? Certainly you were on scrolling TikTok and discovered stores that are not online. How did you come across Ventspace and the other brands in the story?

[C]

Well, Venspace was really the catalyst for this entire story. I just heard like murmurs of this store out in Brooklyn and a lot of like the menswear circles I follow online or a bunch of friends I have that are also into fashion had been talking about this kind of like mythic stories store that carries all the best menswear brands right now. And so right when I joined BOF a few weeks ago, actually the first store I visited for an interview was Bendspace. And immediately when I went there, I knew it was a story. And you can read it in the lead of my article of just interacting with Chris Green and interacting with his sales associates was such a compelling experience. I knew this was something special.

[B]

Yeah, the story starts out with Green just like sitting outside the store talking to everyone who passes by. And he seems to know them all by name, right?

[C]

Yeah, I think he lives down the street actually and he lives with his mother in law who walks by randomly during our interview. A few of his customers come by Too. Not even to go into the store. They're just walking down the street.

[B]

Also, my favorite other detail is that if you call the store's phone number, it's actually his personal cell.

[C]

Yeah, it's a really personal experience the whole way through. I was telling one of my friends, like, Chris Green is almost like a Mr. Rogers if he wore Dries Van Noten in opera.

[A]

Say, that's funny because I was listening to it when Brian was talking through his opening. I was thinking, this sounds like everything you do wrong in 2026. Your Instagram's not updated regularly. They don't have a real office phone. They're like the website. You can't actually transact. Talk to us a little bit more about what's so special about how he's set up the store. Because certainly there's other boutiques, like where Brian and I live in, in the suburbs of New Jersey. There are a few personal boutique not doing numbers or that are not interesting enough to be a BoF lead. Like, what stood out to you?

[C]

I think it is all in the product curation. I mean, Chris Green has been working in retail for the past two decades. I believe he has five years as merchandise manager at Todecayo and need supply under his belt. Like, he knows product and he knows fashion, and that really shows through in what he sells in his store. He described it basically as he buys for himself. Like, it's all his personal taste. And that perspective is exactly what I think customers connect with. They trust him and they want to buy into how he views the world.

[B]

And that experience is pretty relevant to the whole question of whether to do E commerce as well. Right. Because he went down that road at Todokayo and it didn't end well.

[C]

Yeah, I mean, Todokayo and Nitsubfly are really interesting because they actually adopted E commerce far before a lot of these big E commerce players entered. I think Needs Supply started its website in like, 2008, so it predates a lot of its competitors. But he experienced that price competition, the high cost of customer acquisition. He experienced that all during his tenure at these brands.

[B]

Did you find that was a common thread with all the store owners you talked to that they just saw E commerce as a grind and not worth the effort?

[C]

I think partially that, but even talking to Laura Baker who owns Dot Reader out in Montclair, New Jersey, and then also a location in the West Village, I asked her, why did you open this west village location in 2023 when you could have directed those funds to a website and she admitted she just does not have any experience or knowledge of how to run E Commerce. So it's different for every business owner. But at the end of the day, these small businesses are people doing what they love, and what they don't love is E Commerce, and they have no interest in it.

[A]

It's almost like that idea of what's. What's old is new again in some ways that, you know, there was much ado in the 2010s about the rise of E commerce. And then suddenly it's like, in particular, I think that Gen Z and maybe younger millennials are almost rediscovering the store experience. I love what the analyst Simeon Siegel said in your story, which I thought was curious. It was a curious thing when he said that the best customer is an in store customer. It made me think of like traditional retail, old school, sit and fit. Do you believe that? Like, how much of that is really true, that the best customer is the one that's in the store?

[C]

Well, I think approaching it. He's approaching it from like an emotional side and then also a financial side. The emotional thing is you're able to build rapport with the customer. The customer sees you as a person and knows that this product is coming from somebody, not just like a warehouse. And then the financial side, Simeon explained that the customer basically absorbs all this cost of fulfillment. So when you place an order online, someone has to walk in that warehouse, package the pair of pants you bought, then ship it out to you, and then maybe you return it, and then it all happens again. But in the store, the customer takes the pair of jeans off the rack, walks it over to the cash register, and then takes it home to themselves. So the costs associated with the brick and mortar are just completely different than the costs associated with E Commerce.

[B]

I feel like we're talking ourselves into thinking E commerce is never a good idea. But I mean, these, these.

[A]

I don't. I don't agree with that at all. I think it's a. I think it works for many reason, actually.

[B]

Yeah. Well, let's. Let's talk about that, though. I mean, what are, what are these stores giving up by not having E Commerce?

[C]

Well, obviously reaches the most important thing. Their audience is so not small or it is small like their audience are these neighborhoods. They're stuck in Montclair. They're stuck in Carroll Gardens, and they're.

[B]

I live in Montclair. I kind of write. I resent you mean stuck. Nothing wrong with being stuck in Montclair, definitely.

[C]

But you still have if you're not from there, you have to trek out to X place to get there. So they're definitely limiting themselves in that way. But I think a lot of these business owners don't see that as a limitation to them. That's just the name of the game.

[A]

It makes me think of when a lot of large traditional retailers tried to do this hyper local, you know, neighborhood version of their big brick and mortar. And it didn't really work. I bet, as you've already said in the story and said here, like the secret sauce is that you have to feel like a local fixture, like the owner of then Space and other small stores you talk to. Is that part of the sauce? It has to feel that way. It can't be, I don't know, Macy's opening a small hyper local, which Nordstrom also did the same thing. Is it that the person is a part of the neighborhood like you said? Chris Green, you know, was in that neighborhood for years. His mother in law he lives with on the corner and he's just sitting there. Is that part, is that really the key here too? In addition to the product? Because it doesn't work for big retailers it seems.

[C]

I think so. I guess what I had in mind though for big retailers is even like Barnes and Noble, which is not a fashion brand, but this year they're opening 60 brick and mortar stores and their whole strategy is localizing them, making the layouts of each store unique and the product assortment unique. And I think Bloomingdale's is going down the same path right now. So I think bigger retailers are adjusting to this sort of thing and I, I'm not sure how successful they'll be, but I think they are tuned into what consumers want.

[B]

Yeah, it's hard though to match that level of local knowledge. I, I went and checked out Dot reader yesterday because, you know, we're both stuck in Montclair. So I figured why not? And, and one of the sales associates was telling me that she worked in fashion and she was all over the place and. But you know, she actually grew up down the street from the store and she, back then when she was a child, it was an art store and she used to play in the basement and paint down there and we went down there and now it's where they keep their stuff that's on sale and there were still paint splatters on the floor. And you know, it's just this like full circle moment where you're like you're, you just, you so rarely see that in retail that, that the sales associate is so engaged with the story behind the store in the neighborhood and, and just knows everything about it. I mean, it was really incredible to see.

[C]

Yeah, I think like the narratives that customers are able to build around what they buy is so important. Like when you, if you bought something from Dot Reader, then you'll always have that memory attached to the clothes and that you just can't replicate, I think at a big business level.

[A]

Can we also talk about some of the Instagram comments in particular on this story? And I know Brian got a kick out of a few of them, but you know, people also are really buying into maybe feeling like they have a relationship with a lot of these stores. It's really true. And by the way, as Brian was talking about his experience yesterday at the store, I was thinking about a conversation I had with an executive this week around hiring trends at large companies. Like, it's very hard for a large company to market a message around being hyperlocal and then find the right talent that can replicate what Brian described in the store yesterday. Like people have to really buy in and that seems harder to do.

[B]

I mean, just, just for some context here, this was one of our, probably one of the most engaged with stories on Instagram that we published in a while. There currently are two hundred and eighty three comments and about 15,000 likes. And pretty much every comment reads like one of the first ones on here, which is Beach Boutique Miami. I assume it's a boutique on the beach in Miami. And they said, love this. It's all about connecting with our clients, our friends. They're like family. And there must be 100 comments like that from different store owners or even customers saying that exact same thing. Austin, is that kind of the vibe you got when you were talking to the store owners in this story as well?

[C]

Yeah, I mean, Chris Green is so enamored with the business he's set up and he believes in it so strongly. And that comes across in the quotes in the story. And just throughout my whole conversation with him, like, I think everyone that shops at these stores or runs a store like this, they believe in the product, they believe in the people they bring together. It's a whole community thing. And I, I was really impressed by those comments as well, how connected people felt to this story and to this idea.

[B]

Let's talk about what these stores are actually selling. I mean, talk about the product mix for these stores and how they're catering to this, you know, chosen family that they've created.

[C]

Yeah, I think Ven Space speaks to like the modern male consumer that's really into the, like, high touch, maybe quiet luxury aesthetic. So they're carrying a lot of the Japanese designers like Orly Opera, say, and then classic brands like Casey Casey and Driesman Noton. I think Outline carries a similar mix, but focus for women's wear. And then Dot Reader is I. I'm less familiar with the brands they carry and they're less catered to maybe me as an audience, but I know they carry like, common projects. And Laura Baker, the owner of the store, was talking about 6,397 jeans, which she. I had mentioned the West Village Girls story by the Cut when she opened her store, and she said she sold all the West Village Girls their jeans, which I thought was really funny.

[B]

Yeah, they. I. I can report back. I. I checked them out, as I mentioned, and yeah, there's. There was definitely a lot of. Of that brand and Mother Denim as well. And then, you know, Ula Johnson, Rachel Comey. But then. But then some, like, interesting, like, smaller international brands. There were some Japanese brands. There was a Turkish brand. It was. It was stuff that I'm not sure you'd be able to find anywhere else. Certainly in Montclair, you know, where the original store is, which, which was quite interesting. It was like a little. It was a lot of that kind of like, quiet luxury or like, slouchy, preppy kind of look that I think people would go for in the suburbs. But it was a little more adventurous than I think you'd normally see in a store like that.

[C]

Yeah. And I think that's a really big selling point of. These are clothes you can't find anywhere else. One really cool brand at Venspace is this small brand called Of Nothing. You probably have never heard of it because it's only stocked at Venspace. And it's only stocked at Venspace because this brand was started three years ago. And Jack Fullerton, the founder of it, got this account by walking into the store wearing his own clothing and made a relationship with Chris Green and was able to then get stock there. And he basically made his whole first collection for the store himself in his studio and only recently switched to a manufacturer. So it is, like, down to the brand level. It's so organic and it's so authentic.

[A]

Yeah, I thought that it was also interesting, your story. You talked about them even going back to Analog Marketing. One of the other retailers you spoke to are going to do, like, print catalogs. The last time I heard of a print catalog was probably when my mom ordered me luggage on JCPenney, on JCPenney's catalog for middle school. Talk to us about how they're marketing beyond just the word of mouth because they're actually thinking of other more traditional forms there too.

[C]

Yeah, so the story you're referring to is outline. In Brooklyn, they had E Commerce actually from 2024 to 2025 and then decided to shut it down. Because in the story there's a quote where one of the co founders, Margaret Austin, just describes it as unsexy. And they pivoted to this print catalog last year. So they're actually only on their third edition right now. But there's really just beautiful magazine quality catalogs with amazing imagery of their clothing. The other co founder, Hannah Reek, has a background in editorial, I believe, so that's why it feels so professional. And it, it, it is a really great strategy, honestly, because we all are so exhausted by how much content we see every day. I mean, it's so hard to stick out online unless you're paying to be placed at the top of a Google search or Instagram ads. And so to get something delivered to your door as a reminder to come check out the store again this season is an amazing strategy.

[A]

The other sort of question I kept asking throughout is like, how much can you push this from like a revenue and sales perspective, right? Like, is it, are you going to just stop at a store? Is this all about slow, sustainable one store growth or is there more opportunity? I believe it was Chris Green that talked about at some point he might have his own private label brand that could go online. What are the limitations of this model?

[C]

That's a question I've been thinking about since starting this story and still am. I mean, scale is interesting because we had talked a lot about like tjx, who owns like TJ Maxx and TK Max out in Europe, which is the largest apparel retailer in North America and one of the largest internationally. And their E commerce is negligible to their business. So clearly brick and mortar works. And obviously at a higher price point, it's a different story, but I think it's even more compelling at a higher price point. So I don't know what the solution to scale is, but it clearly works and people are excited to go in stores and shop.

[B]

I had that same question though, especially about Venn Space. They've been getting so much buzz. I mean, since reading your story and like them really getting on my radar, I suddenly started noticing they're referenced everywhere. And you have to wonder, must be so tempting to Capitalize on that and really try to scale up. But again, as you pointed out, like in the story, he's done that before. I think he knows where that road can go. I mean what is the danger of trying to grow too fast?

[C]

Well, I think what Chris Green learned at Neat Supply and Todecayo was just you lose the soul of a business really quickly as you scale, especially scale on E commerce needs supply and todecaio kind of before my time because I'm younger Gen Z. But what Green had explained to me.

[A]

Thanks for that. Thanks for that reminder, Austin.

[B]

He's still in college folks. Just so you know. I don't think he's graduated yet.

[C]

No, I haven't. But what Chris Green had learned at these companies is that what had started as these like really novel specialty local retailers, suddenly while you're chasing this international audience, then you're trying to buy an assortment that suits an international audience which is you're just buying everything that you can sell rather than having this perspective that customers really connect with. And, and so you lose the magic of retail really quickly I believe.

[A]

And it's a talent conversation. I go back to what I was mentioning earlier in my conversation with an executive this week. Literally the quote they said was I have to think about everything I say publicly or whether it's to shareholders or to just at a dinner table about what our values are as a company. Because once I say it, I have to be sure that every single person on the sales force is going to live that. And I think that's very hard to do when you scale. So if you want to be hyper local and, and the kind of store people walking off the street and have a conversation, know your name or know the name of your customers. You've got to make sure everyone you hires is going to be able to give that experience. I think that gets very hard as you get bigger. You can't be Chris Green in every store.

[C]

Yeah. And I think the other really special thing is that like Green or Baker of Dot Reader, all of these stores, the buying and merchandising is led by them. I think they are also the sole people that lead these operations which is really special. I think I have the slightest amount of background in buying and merchandising and I walk into a store now and it feels so contrived a lot of the times like I know that the rack of clothes I'm staring at someone had like a three hour board meeting talking about how they'll situate them visually in the store, like why they're there and why they're positioned this way like that is so not compelling to me anymore. And I think to a lot of shoppers, they feel the same way. But walking into stores like Venspace or Dot Reader, I know these clothes came from this person and I, and they can explain to me why they chose them. And it feels really personal.

[B]

Yeah. And at Dot Reader, you know, I brought a friend of mine because, you know, who's more the target audience. You know, she's a woman, first of all. And you know, they only sell women's clothing for context and just to see like, you know, how did the sales associates talk about the clothes? And you really saw that, like, that intimate knowledge of like, this is why we're selling this. And also, you know, she tried something on and it wasn't working. And they explained exactly, here's how to style this, here's the type of pieces to use. Like, they just knew. And it was like a random thing she'd picked out. They hadn't suggested it to her. They just knew every piece of clothing in that store. And I think you're right. Like at most stores, you know, there's a level of knowledge like this is not unique to these kind of stores, but that, that, that, that depth and intimacy feels, feels different when it's your whole business.

[C]

Definitely.

[A]

We'll be back with more of the debrief right after this.

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[A]

I remember a time when all the big department stores were talking about these hyperlocal things. It feels like it's coming back around. Are we onto something that big retailers will actually be able to replicate or learn something from?

[C]

I had asked this question actually to Simeon Siegel and then also Chris Green at phrasing it somewhere like oh, is this the future of retail? And they both kind of laughed at me I think because my ignorance of being like such a digitally native person. I mean I grew up shopping on like supreme drops every Thursday in the back of like pre calculus class on my laptop. I had, I had assumed shopping always had to be online or like E commerce always had to be a core part of your business. But what so they had kind of laughed at me in that like retail has been in person since like the start of mankind or even like the original department stores of like in North America in like the late 1800s. Like retail has always been a physical in person transaction. And technology. What Simeon had offered is that like technology is not going to transform retail. Technology will optimize and make retail more efficient. And I think that's true that customers now, I think like 80% of customers shop online and in store at the same time. Even like they're checking the product once they find it in store on their phones. And so there's these new ways that we can like leverage E commerce or Leverage technology. But it certainly won't change the core part of what retail is.

[A]

So what is old is new again, maybe. Brian, do you think this is a shift or just like another, like, ebb and flow of.

[B]

I, I do think it's a shift. I, I don't think we're going to head to a day when every store is like Venn space. But you know, for this story, like when Austin was reporting it, I was. We were talking about the share of E commerce, of retail as a whole. And it had been climbing pretty steadily. Like, basically like it was swallowing like a percentage a year of overall retail in the US for, for years and years and years. And then post pandemic, it's basically leveled off at about 16%, which is first of all lower than you'd expect. And also that trajectory just didn't hold true. It wasn't just going to rise a percent a year until it hit 100. And it is because of exactly what Austin said. There is just this like primal need to actually touch things before you buy them sometimes. And human interaction and these values that haven't gone away and that I think people are realizing now they, they kind of miss when they're gone.

[C]

Yeah. I mean, hearing these business owners talk about how much they dislike E commerce, but also talking to consumers like, I don't know, do you two shop online often? Because everyone else offered like that. They hate shopping online. They hate the return process. They hate all like the waiting and XYZ component of it for clothes.

[A]

I probably don't shop online a whole lot. I think if we're basics or things that I know my size and I just want to replace something. Sure. But yeah, lots of in store shopping. I think I also just kind of. And Brian can weigh in on that as well. But I think I'm. I'm also agreeing with both of you in terms of whether this is a shift or not. I think I'm somewhere in the middle, like agreeing with both of you, but somewhere in the middle where I think that these kinds of stores have always been important. You're hearing more about it because I think your cohort in particular, Austin Gen Z, are really craving for, in the age of AI, something different. And so the conversation around these experiences are louder, but I think they've always sort of been there. We were gonna land in the middle at some point anyways.

[B]

I, I do, I do a mix of both. I will shop online, but I will say that the, the clothes I have the most emotional attachment to are the ones that I bought in person because you do you remember that experience? Like I think of the brand Alex Mill, which is like sort of a modern like classic, you know, it's Mickey Drexler, like, you know, he, he obviously like retail legend and, and you know, is a modern example of like a really well run store, basically friendly service, you know, good selection, all that. And you know, every, every time I've gone in that I bought stuff online from them and in store. And when I go in store, you know, you talk to the sales associates, they're really friendly, you know, never know what you're going to talk about. They'll suggest stuff and like I can actually tell you in my closet, like the stuff I bought from them online and the stuff I bought in store and like how I feel about it. Like, it's funny how that works on this like subconscious level.

[C]

Yeah. And also talking about Gen Z is interesting because considering like the pandemic disruptions to physical retail, I think what a lot of my generation lost out on is this like one person I spoke to for this story offered like the record store experience where you go hang out at the record store and someone shares their favorite records with you or the skate shop and they teach you all the cool skate culture. People my age are learning to go outside again, which I think we've seen manifest in the third space epidemic of everyone needs a coffee shop. But I think what these stores propose is you don't need to build a coffee shop to create a third space. Good enough product assortment will bring people to your store and give enough reason to hang out in the store.

[A]

It's very true. Austin, thank you so much for joining us today.

[C]

Yeah, thank you so much for having me.

[A]

Please be sure to check out Austin's article meet the Retailer Succeeding by ignoring the [e-mail] and keep an eye out for more of his brilliant writing to come. These and other stories are available to BoF Professional subscribers only and you can find the links in the episode notes you've been listening to the debrief, produced and edited by Olivia Davies. I'm Sheena Butler Young.

[B]

And I'm Brian Baskin. We'll be back next week with a new episode. Thanks so much for joining us and be sure to follow us wherever you get your podcasts.

[E]

This episode is brought to you by Progressive Insurance. Do you ever think about switching insurance companies to see if you could save some cash? Progressive makes it easy to see if you could save when you bundle your home and auto policies. Try [e-mail] Progressive Casualty Insurance Company and affiliates. Potential savings will vary. Not available in all states.

[F]

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[A]

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