We’re excited to announce that our project with Tributary Rise in Birmingham, Alabama has been awarded a 2023 CoStar Impact Award for Multifamily Development of the Year! Thank you and congratulations to our teammates and our partners!

Read more here.

The former Domino Sugar refinery site on the Mystic River in Charlestown has limited the public’s access to the waterfront for decades. Now a developer is proposing to transform the 21-acre site with about 1.7 million square feet of mixed-use and open space.

Braintree-based real estate company The Flatley Co. has kicked off the development review process for 425 Medford St. in Charlestown. The Flatley Co. also owns the nearby Schrafft Center, a former candy factory with prominent clocktower.

As part of the 425 Medford project, The Flatley Co. has also pitched a 22-foot high flood barrier, that will be built to standards that aim to prevent future coastal flooding. That barrier will be built along a newly proposed three-quarter-mile public space on the Mystic River, including an extension of Boston’s Harborwalk, recreational and park areas, a public dock, launch areas for boats and kayaks as well as public look-out spots. Read the full article here.

Both prior to and during the COVID-19 pandemic, many well-known retailers that occupied anchor spaces at the ends of malls and shopping centers made the difficult decision to close their doors permanently. Malls were hit especially hard as large department store chains (such as Sears) closed many of their locations, leaving behind empty blocks of contiguous space often totaling 100,000 square feet or more per location.

To successfully backfill these vacant or dark retail anchor spaces, owners, operators and developers of shopping centers and malls must carefully consider the demographics in the surrounding community served by the retail facility in question. To fill the vacancy, a developer must first identify the most viable economic use for the empty space.

Read the full article on LoopNet.

MINNEAPOLIS – Award-winning architecture, design, and strategy firm NELSON Worldwide is proud to announce the appointment of 26 leaders in its newly created Path to Principal program.

This new program is designed to create stronger alignment between the long-term compensation of NELSON’s leaders and the firm’s long-term financial success. It will also better reward leaders who uphold the NELSON purpose and vision of being Purpose Led, Design Driven, and Performance Focused while boldly transforming all dimensions of the human experience. 

“We are excited to recognize those leaders within our organization who are affecting change throughout the firm, promoting NELSON and our people in the marketplace,” says John “Ozzie” Nelson Jr. “Their efforts are invaluable to the success of the firm, and now we have a powerful mechanism to reward those who create tangible value for our clients and the firm.”

As part of its succession planning, NELSON has outlined three levels – Associate Principal, Principal, and Senior Principal – and the corresponding roles and responsibilities for each.

Our newly appointed Senior Principals are: Bevan Bloemendaal, Chief Brand and Creative Officer; Steven Melter, Chief Financial Officer; Leigh Boyer, Legal Counsel; and Susan Martens, Chief People Officer.

Our newly appointed Principals are: Jennifer Acevedo, Marketing & Brand Strategy; Leslie Campbell, National Business Leader, Asset Strategy; Vicki Eickelberger, National Practice Leader, Asset Strategy & Market Leader; Anne Gibson, National Practice Leader, Workplace; Samer Hamde, National Practice Leader, Healthcare & CCJ&E; Scott Hierlinger, Market Leader; Jessica Kuecher, National Business Leader, Workplace; John Lewis, National Practice Leader, Multifamily; Sean McCorry, National Business Leader, Retail & Hospitality; Nicole McDevitt, Project Services Leader, Retail & Hospitality; Haril Pandya, National Practice Leader, Asset Strategy & Market Leader; Kyle Peterson, National Business Leader, Healthcare, Industrial, CCJ&E, & Mixed Use; Barbara Riekse, Client Development & Market Leader; Joseph Schirripa, Regional Practice Leader, Asset Strategy; Cheryl Smith, Regional Practice Leader, Mixed Use; and Sara Steinbauer, Business Infrastructure.

Our newly appointed Associate Principals are: MaryVictoria Barr, Market Leader; David Filak, Regional Practice Leader, Asset Strategy; Mary Kathryn German, Market Leader; Tiffany Hutter, Financial Operations; David McGoldrick, Regional Practice Leader, Industrial; and Scott Rink, Studio Leader, Retail.

About NELSON Worldwide

NELSON Worldwide is an award-winning firm, transforming all dimensions of the human experience through architecture, interior design, graphic design, and brand strategy services. With more than 800 teammates spread across 20 offices, the firm’s collective network provides strategic and creative solutions that positively impact where people work, serve, play, and thrive. The team combines industry knowledge, service expertise, and geographic reach to deliver projects across the country and around the world. Visit www.nelsonworldwide.com to learn more.

Humans need humans to feel human – the importance of connection at that fundamental level simply cannot be overstated. Brands, in their never-ending quest for relevance, must dive deep into human experiences, connecting with consumers at an emotional level.

Before these connections can be manifested in the built environment, however, the foundation begins with a strong brand culture and purpose. Each employee or consumer must feel that they are part of something bigger than themselves. Tools like storytelling and narrative, tone of voice, and key visuals help brands create transformational rather than transactional experiences that connect us, regardless of demographics or generational differences.

PURPOSE-DRIVEN DESIGN

​​The physical space must be defined by the kind of relationship that consumers want to have with it – giving them what they want and need, delivered in a way that creates an authentic relationship and a personalized experience that is frictionless yet sticky.

The design of these spaces must offer us a sense of community, engage our five senses, and deliver a level of engagement that is only possible through in-person interactions. What can you show, tell, and teach the consumer? Invite them to be part of the story, not as customers, but as human beings. Focusing on engaging, authentic, relevant experiences, stories, and environments centered around purpose enables us as humans to align with those brands that share our values and principles, making an indelible impression on our memories and uniting us in a common mission.

When considering generational differences, we find that consumers are more similar than different at their core. In this “me”-centric world, they are now fully in charge. So what does this mean for brands? Until now, consumers have had agency but lacked power. Now because of technology, social media, and the blurring of the physical and digital worlds, they have both.

Given that, dynamic design details that engage the human senses must speak directly to consumers’ hearts and heads. These details should fuel curiosity, and make them feel alive, heard, and special through unexpected relevant moments and experiences – all of which should inspire, educate, and connect them emotionally, ultimately creating brand loyalists. Consider the opportunity to create a sense of community or recognize and embrace local cultural or behavioral nuances. Or for brands with solid sustainability values, for instance, approaching their design with details that reinforce their position will strengthen their relationship with consumers aligned with this belief. Incorporating elements such as recycled materials or energy efficient lighting, for example, are effective strategies that speak to a brand’s commitment to sustainability.

We know that Boomers prefer shopping in-store and seek experiences that emphasize convenience and value. They also prefer to browse the aisles as a way of discovering new products or categories. For this cohort, focusing on sales associate interaction and brand services, the consumer journey, and amenities that encourage dwell time are key. Like Gen-Z, the human-centered approach is still the core strategy. How it’s expressed is what differs.

GEN-Z’S PUSH FOR EQUITY IS FOR ALL

Gen-Z’s influence on retail shopping trends is extremely strong. They are a generation that prioritizes inclusivity, among other values, and seeks spaces that are accessible to all. When designing sensory experiences, brands must allow for neurodiversity among their customers. Design acoustics heavily affect those with hearing sensitivities or neurodivergent individuals. Knowing this, we can design spaces that utilize a balance of soft and hard materials, allowing sound to flow fluidly throughout the environment. The same applies to harsh or flashing lights or strong scents.

THE REINVENTION

With the rise of technology, social media, and digital channels, brands and designers today must be cultivators of change in transforming all dimensions of the human experience within the built and digital environment. Real-world experiences cannot and will not ever be able to be translated into a digital space.

How humans are influenced by color, scent, sound, and lighting differs by person, but we are all influenced by these elements in one way or another. These elements, along with materiality, are translated into trust, comfort, emotion, and relevance. Together, they shape the retail experience.

Experience is the battleground for differentiation today so let’s focus on what’s important and of value to the consumer – no matter their age, or generation. Being human is what truly connects us all, and what an amazing time to be part of this reinvention!

Bevan Bloemendaal, Chief Brand and Creative Officer

The International Facility Management Association’s (IFMA) Facility Fusion conference is an annual gathering of industry innovators in the facility management world, exchanging ideas on the fast-paced, ever-changing nature of the workplace. As a specialist in change management, and one of the founding members of the Workplace Evolutionary leadership team for IFMA, I chose to present a topic I feel is a pertinent reminder of why we do what we do as workplace strategists, in a time of rampant technological advancement and aggressive shifts in the real estate market. In the end, it’s all about co-creating a better work experience, leading by example, and engaging people in the planning and design process in meaningful and timely ways with empathy. Forgetting about the end user in the process takes the eye off the target, misses key opportunities for engagement and can have a detrimental effect on the result.

In addressing “remembering the people” from a design perspective, I posed five simple questions:

• What are we designing?
• Why is “change” the verb?
• How do we engage people?
• When do we engage people?
• Who leads the change?

What are we designing?

The workplace is not a thing, it’s an experience! There’s been a fundamental shift in expectations about what we as designers are actually designing. This workplace evolution is best summarized as a shift from the workplace-as-a-product or thing (e.g., office building) to the workplace-as-a-service (ala WeWork) and currently toward the workplace-as-an-experience. So, we are now in the business of designing experiences which raises the bar on expected outcomes well beyond a product or a service, and redefines the involvement of end users as consumers in a co-creation process.

Why is “change” the verb?

When we hear the phrase “change management” most people understand it to mean managing change. Next time you hear the phrase “change management” simply reverse the verb and restate it as changing management! That’s what I mean by “change is the verb!” New work environments that support new work styles require new management styles. New management styles require leadership. Putting a hip or cool “work café” into a workplace solution will not be successful unless employees see managers leading the way by using it themselves. Management needs to model desired work behaviors. All eyes are upon what they do more so than what they may say. That’s why we emphasize new work behaviors with changing management style and behavior as the key element.

How do we engage people?

When trying to learn a new language, skill, or behavior, learning is accelerated when people can relate it to a topic about which they are passionate. Whether learning language, writing, reading, or math skills, this is referred to as interest-based learning. If we want people to adopt innovation or adapt their work behavior to a new environment, we need to understand their interests and concerns as individuals. Everyone is not affected by change in the same way, nor do they adapt at the same pace. So we need to identify stakeholders as audiences with unique interests and concerns. For example, managers moving out of dedicated private offices into an open plan environment are affected very differently than people already accustomed to working “in the open.” We need to engage people and their interests and concerns in ways customized to what’s uniquely at stake for them.

When do we engage people?

We strongly advocate the principle that the change management process must run from beginning to end in parallel and integrated with the design process. Change is not something we “sell” to end users once a design solution is already fully developed without their input. Genuine engagement must go well beyond persuasion and influence used to get people to accept innovative ideas involving new choices about how, when and where to work. The change process begins during the pre-design “programming” stage engaging end users in a dialogue about imagining alternative workplace solutions that better support the way they work. When people see their ideas reflected in proposed design concepts, they don’t need to be “sold” on new ideas.

Who leads the change?

Leading requires changing hats. Trying on a hat makes us more aware of what fit and style make us feel more or less comfortable. We have more to learn about why a hat makes us feel uncomfortable. Trying on hats other people wear allow us to understand them and ourselves better. When we think of hats we wear similar to roles we play, sometimes simply changing hats (or roles) requires empathy and makes all the difference in bringing about and being open to change. Whether you’re a designer embracing workplace as an experience, a manager embracing a new management style and modeling new work behaviors, a facility manager responsible for maintenance and operations, or any other player in the workplace creation process, we will all succeed more together by trying on the hats of others. This empathetic process is what we refer to as human-centered design. Mahatma Ghandi said it best… “You must be the change you want to see in the world.”

Minneapolis, MN — September 30, 2020 — FRCH NELSON, a global brand experience firm delivering strategy, design, and architecture services for the retail industry, is now NELSON Worldwide—a multifaceted brand helping to create and deliver compelling retail experiences across the globe. The rebrand will serve to culturally connect and unite all brands under a single banner and provide clients with a holistic approach to design that is unrivaled in the industry.

“Today’s consumers are engaging with brands in a much more fluid manner, moving through experiences with no delineation in mind about format, location, or category,” says Robyn Novak, Vice President at FRCH NELSON. “This exciting transition will provide us with ample resources to continue to transform environments where people shop, dine, and play.”

FRCH NELSON has been creating innovative brand experiences for consumer-facing environments for over 50 years and has an impressive roster of clients including Macy’s, Saks Fifth Avenue, Tiffany & Co., Hershey’s, Kroger, Target, T-Mobile, Dick’s Sporting Goods, American Girl, Subway, YUM! Brands, and more. Officially merged in 2018, both NELSON and FRCH NELSON (formerly FRCH Design Worldwide) have forged a strong partnership that allowed them to holistically serve a diverse client base consisting of both long-standing relationships with Fortune 500 category leaders in multiple market segments, as well as boutique clients.

The universal identity, coupled with the firm’s dedication to design excellence, will allow for the free-flowing exchange of new ideas to deliver projects that boldly achieve client goals and uplift their surroundings. The traditional sectors of retail, hospitality, workplace, industrial, and even healthcare have blurred—and their influence signifies a shift in function and utilization of spaces. Consumer behaviors and preferences will continue to evolve, and this transition to one NELSON brand will provide clients with an unmatched, holistic approach.

“One-use destinations of the past have now become a mosaic of activities and engagement, a reflection of wavering consumer preferences and a desire to unify experiences. This rebrand demonstrates our continued commitment to bring more value to our clients. We look forward to continuing to build upon trusted partnerships as well as forging new ones along the way,” said Chairman and Chief Executive Officer of NELSON Worldwide, John “Ozzie” Nelson Jr.

Under the NELSON Worldwide name, the firm comes together with more than 1,100 teammates spread across 25 offices, combining decades of invaluable industry experience, service expertise, and geographic reach to deliver projects—not just across the country, but around the world. As the firm continues to strengthen its practices, one thing remains clear: NELSON is committed to innovative, boundary-pushing designs that transform and touch all dimensions of the human experience while seeking to learn, grow, and experiment through architecture and design to fuel the future.

About NELSON Worldwide

NELSON Worldwide is an award-winning firm delivering architecture, interior design, graphic design, and brand strategy services that transform all dimensions of the human experience, providing our clients with strategic and creative solutions that positively impact their lives and the environments where they work, serve, play, and thrive. Our collective network includes more than 1,100 teammates in 25 offices, combining industry experience, service expertise, and geographic reach to deliver projects across the country and around the world. Client partnerships across the NELSON network include: Hilton, Macy’s, Comcast, Simon Property Group, Prologis, Yum! Brands, Boston Consulting Group, T-Mobile, Emory Healthcare, SAP Fieldglass, Unibail-Rodamco-Westfield, Kroger, Hyatt, Bayer, Target, and many more. 

Media Contact:
Caroline Saba
Associate Vice President
UpSpring PR
T: 646.722.8146
E: caroline@upspringpr.com

New York Market Week and NYCxDESIGN are fast approaching and as retail continues to rapidly transform, we’re looking beyond the immediate industry, to environments and concepts inspiring the retail of tomorrow. Today’s consumers engage with brands in a fluid manner, the traditional sectors of the retail, restaurant, hospitality, and entertainment have blurred as the consumer-desired experience has become a mosaic of expectations, influenced heavily by engagement, access, and authenticity. Embracing these new expectations presents brands with a greater opportunity to differentiate, cross-sell and expand the breadth of their brand experience. So, this year while in the city we’ll be exploring some of the city’s most innovative new concepts across multiple industries, that we think could be a driving force in the retail experience of the future.

This first segment will focus on Food + Beverage concepts, with more markets showcased in the coming weeks. Below you will find the best spots in and around NYC to experience food – whether it’s a market hall, grocery pop-up, or mobile supper club.

Resident | Mobile Supper Club

New York’s newest buzzy supper club popping up in secret locations in Williamsburg, Brooklyn. Acting as a culinary incubator pop-up, chefs and dinner guests and chefs get the chance to host one another to enjoy a meal and share stories.

Hungry Root | Flatiron District Pop-Up

This e-commerce grocer debuted it’s first ever IRL pop-up this spring in the Flatiron district. At the space, one can find individual items the brand provides online. The store is as bright and charming as the brand and you’re sure to find something to snack on if you stop by.

Market Line at Essex Crossing (Opening May13th) | Lower East Side Food Hall

The highly anticipated move of Essex Street Market has come and many of its legacy vendors are going with it. Previously known as NYC’s oldest public market, the move to Essex Crossing will make room for even more food vendors and businesses alike. In addition to plenty of food stops, ESM will also have retail, office, and apartment spaces. New to the market’s concept will be the Market Line, a developer-owned food hall that will be located on the lower level.

Mint Kitchen | Union Square Fast Casual

Mint Kitchen focuses on fresh Israeli dishes and snacks as a fast-casual concept. The 50-seat space is bright and open, finished with light wood and lots of greenery. A traditional taboon oven anchors an open kitchen decorated with emerald-colored tiling allowing customers to see the chefs in action.

Gertie | Williamsburg Luncheonette With A Twist

Paying homage to an iconic grandmother, Gertie located in Williamsburg is a newly opened “luncheonette” serving old-school deli counter offerings with a 2019 twist. Here, silverware is presented in mason jars and vintage jars and a colorful mural compliments the naturally lit, 70s motif themed spot.

GupShup | Gramercy Hot Spot

The modern Indian theme trend has spread wide across NYC and GupShup located in Gramercy is rocking it in full force dishing 70’s Bombay vibes. In addition to tasting fusion heavy dishes, visitors can enjoy live music while surrounded by shiny décor, bold murals, and grand chandeliers.

Junzi Kitchen | Manhattan Ambitious Fast Casual

Called the ”Chinese SweetGreen” Junzi is a fast-casual concept serving up Asian dishes that you may have never heard of. The company hopes to open 15-20 more locations in Manhattan in the next 3 years and hopes to transform the mainstream American perception of Asian cuisine.

Mission Chinese Food Brooklyn | Buschwick Hot Spot

Featuring a stark concrete interior lit by LED tubes, MCF in Bushwick is nothing short of what you’d expect from this celebrity chef-owned restaurant. Inside you not only get to experience a unique style of cooking but an array of interesting short films produced by the restaurant’s design team.

Mercado Little Spain | Hudson Yards Food Hall

This newly opened (and still in progress) food located at Hudson Yards aims to showcase all that Spain’s culinary scene has to offer. The 35,000 SF space has three full-service restaurants, plenty of space for tapas, wine, and coffee, retail space for a flower and dry goods shop, and over a dozen vendor stalls.

Today, people move fluidly from experience to experience resulting in everchanging environments that are shaped by the lifestyles and needs of people and communities everywhere. From coast to coast, our teammates are at the forefront of transforming environments and are on the pulse of the trends that define them. In our latest Regional Roundup series, we’ll be connecting you with NELSON teammates from across the country, both new faces and long-time leadership, to explore and highlight regional trends and shifting consumer expectations, across the industries we serve.

This week, we’re introducing you to our West region teammates:

• Kathy Craft, Industrial Practice Leader | NELSON Seattle
• Mark Levine, Managing Director | NELSON Los Angeles
• Tom Bowen, Market Leader | NELSON Seattle

Industrial

with Kathy Craft

TRENDS:
Today, e-commerce is more than 30% of all retail shopping and we expect that to continue to drive demand for all types of industrial space.  Specifically, we are seeing an increase in demand for freezer/cooler space, vertical indoor controlled growing environments, and an increased relationship between technology and the built environment.  As large companies publish goals and implement strategies for net-zero carbon we will continue to see more electrification of fleet vehicles, renewable energy implementations, and the use of technology to minimize process and delivery inefficiencies.

CHALLENGES:
As the demand for industrial land, whether for new development or repositioning of existing, continues to increase we see vertical industrial development to make more sense.  We are working with structural engineers and general contractors to come up with a way to reduce construction costs while increasing the efficiency of cube space functionality in a vertical environment.  50% of the cost of e-commerce is transportation.  I think we will see more creative ways to get the product to the consumer in both locations of facilities and delivery methods.

WHAT’S NEW FROM NELSON:  
Our latest project within Prologis Georgetown Crossroads—a 3-story industrial development—is 100% leased to two big e-commerce players. Each is providing very different sized products for last-mile delivery to the consumer. The proximity to both major transportation routes, I-5 & Hwy 99, as well as proximity to a high density of customers is key in addition to the flexibility this facility offers.

Kathy Craft’s experience includes 30 years of award-winning architectural work with local, national, and international developers of all sizes. The driving force behind NELSON’s industrial practice, her portfolio includes a pioneering industrial project for Prologis, which was the first multistory warehouse of its kind in the United States at Georgetown Crossroads in Seattle. 

Mixed-Use 

with Mark Levine

TRENDS:
Across every sector, our clients are challenging the traditional vision of development in the way they approach adding value to a property. For mixed-use properties, the expectation of what a town center or mall, or even apartment building offers can be vastly different now. From outdoor spaces to enhanced convenience and connectivity, this brings exciting new possibilities to communities that are starving to be included.

CHALLENGES:
It may be incremental, but I see city jurisdictions working harder to open up opportunities and work with developers who bring an aspirational vision to their projects. The last 18 months have been challenging in a lot of ways for our communities across the region and country. I see a groundswell to the challenge of how we move forward. Not just to be different, but to be better.

WHAT’S NEW FROM NELSON:
Our team is in the first stages of developing a mixed-use master plan for a B-level mall property. Currently, the location doesn’t garner that much regional attention, but when we are done I think it will serve as an incredible example of responding in a very personal way to the community’s needs and aspirations. As we continue to garner more of these types of projects, the challenge is to stay at the cutting edge of transforming communities into better, more desirable, and resourceful places for those in and around them. 

Also, we are working with a local Los Angeles developer who owns several small retail buildings in a highly regarded retail district. We are studying conversions to small mixed-use retail/workplace designs that will be more attractive in a post-COVID market.

For 20+ years, Mark Levine has lead design teams through master planning, retail prototype development, domestic and international retail programs, and various retail mixed-use and commercial projects. Mark has completed projects for clients ranging from retailers like Ford Motor Company, JC Penney, and Chase Bank to developers including Forest City, Caruso Affiliated, and General Growth Properties.

Asset Strategy 

with Tom Bowen

TRENDS:
I am seeing a trend of what I like to call “The Big Mash-Up.” Post-COVID, there will no longer be a separation between commercial, workplace, retail, hospitality, healthcare, manufacturing, etc. With this idea, buildings are becoming multi-faceted facilities that are used for working, shopping, dining, fitness/wellness, and much more. This has brought a new meaning to amenities and we should be looking at developments as “integrated-use” projects. This means that the design and layout of the building will change over time, so ultimate flexibility is the key.

CHALLENGES:
It is more important than ever that an environment celebrates brand. We are seeing opportunities with landlords, REITs, and developers to approach their office buildings as their own brands, especially when they are repositioned, reconfigured, and re-tenanted. Preparing a brand strategy for a building or asset plays directly into the marketing, leasing, and valuations of the building. It also brings in all of our areas of expertise including Strategy & Insights, Brand Positioning, EGD, Interior Design, Architecture, etc.

WHAT’S NEW FROM NELSON:
For one of our latest west coast projects, our design team was challenged with transforming an office and manufacturing space into a dynamic workplace that transports employees to a vibrant and inspiring destination, always being reminded of the company’s mission. Located in Seattle, this two-story, 71,000-square-foot facility features equal parts office and manufacturing space, complete with a café and social lounge, and a variety of meeting spaces.

With a focus on innovation and customer-centric design, Tom Bowen fuels growth in the technology, life sciences, mixed-use, commercial and retail sectors. With 20 years of experience in the industry, his experience includes working with complex and scalable account management, organizational development, team building, and business unit performance. 

Curious to learn about what’s going on in other regions?
Stay tuned for more Regional Roundups

For years, brands and retailers have leaned into pop-ups as a way to uniquely connect with niche consumers and ultimately, create buzz. Now, mixed-use developers are taking it to the next level with the “pop-up village” concept. These environments feature several spaces, instead of a singular experience, and create a mini mixed-use destination, if you will.

This month NELSON teammates explored two of these villages—The Current located at the Boston Seaport and The Box Shops in the West Loop of Chicago—clearly designed to connect with up-and-coming urban markets.

The Current 

Located in the Seaport District of downtown Boston, The Current, by WS Development is a retail village that is home to “an ever-evolving lineup of brands and businesses that spin the concept of a traditional storefront into something truly special.” As guest tenant(s) rotate, each village expression is strategically woven together with a theme. This POV-driven location gives consumers the chance to discover something new throughout the course of the year, while also acting as an innovative retail incubator for brands. Previously, The Current curated a collection of female business founders and distinctly branded the experience as She-Village.

At the moment, The Current is hosting the infamous best-in-beauty brand, Glossier. While we’ve watched Glossier make waves in the retail world, this location is differentiated from its NYC flagship and other pop-ups. Making its debut in Boston, the brand did a full takeover of the Current’s nine freestanding spaces. Each individual space creates a focused display for each of Glossier’s product categories (makeup, skincare, body care and fragrance) or brings to life immersive, “selfie-worthy” installations that celebrate key brand elements. Shoppers order product as they shop each category’s space, and then head to a dedicated pick-up location that serves the entire destination. The execution is undeniably Glossier as each exterior and employee is decked out in the brand’s iconic Millennial pink.

The Box Shops by Related 

At The Box Shops in West Loop Chicago, shoppers can enjoy a “rotating roster of local retailers” in a temporary retail market made of repurposed shipping containers. Powered by Related, the developer behind Hudson Yards, and in partnership with Equinox and Boombox, The Box Shops consist of seven spaces, none over 320 square feet in size with vendor leases starting at $1,000/month. This strategic retail solution provides local start-ups with access to an area they otherwise may not have been able to afford, while also bringing retail into parts of the city where it’s currently lacking. Related reports that the activation has brought more awareness to the site, where they’re building a hotel and apartments nearby, as well as its bigger developments.

The night we stumbled upon the space, you could shop for gifts or jewelry, grab a beer or Israeli street food, and hear a DJ’s music trickle into the streets. It featured an outdoor lounge that invited you to stay awhile and “sip, shop or play”—a non-committal way to enjoy a bustling Chicago neighborhood that often requires a reservation.
We’ll readily admit that we’re a sucker for any kind of new experience, knowing we can always learn something from it—but we predict this pop-up village concept might be here to stay. It steals the novelty of a traditional pop-up, while also providing a reliable, go-to retail destination. And, we’re excited to see mixed-use developers taking the lead to create valuable experiences for tenants and consumers, alike.