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Brookfield launched a retail revitalization program, which likely won’t solve the problems of retailers and malls alike.

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Apple reopened stores in select U.S. locations and its focus on tech support instead of product sales will impact how it measures store performance.

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Retailers are reopening stores but not fitting rooms, which ensures safety but risks devaluing physical stores.

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Retail stores reopened in Paris, but luxury brands won’t understand how shopping patterns have changed until tourists resume travel.

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The shift to content-driven texting has the potential to build community, but risks overwhelming consumers with too many messages.

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With their traditional marketing strategy in question, alcohol brands are turning to delivery platforms and digital ads, which promises long-term growth.

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Retailers are turning to podcasts to connect with employees during COVID-19, which will boost internal communication going forward.

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Macy’s released a reopening plan for its 775 stores, but it won’t change the department store’s outdated business model

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J.Crew files for Chapter 11 bankruptcy after thriving in one era and failing to adapt to the next one.

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Coca-Cola is cutting its ad spend to make up for lost sales, but its radio silence will hamper the company’s branding once it resumes business post-COVID.

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Professional baseball returns to Taiwan—proof that live streaming events is better than no events at all.

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Companies reliant on in-store experiences are turning virtual, illustrating that they can adapt their business models for online.

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More brands are partnering with resellers to drive sales but risk diluting their brand image in the long term.

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Neiman Marcus will file for Chapter 11—a sign that legacy department stores can no longer rely on their physical presence to stay in business.

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Chinese brands are relying on niche influencers to drive sales via short-video platforms—proof that bite-sized content is gaining traction.

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Amazon’s focus on essential items is leaving a gap for its competitors to capture some of the demand for non-essential products.

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Retailers extended their return policies because of COVID, which is convenient for customers but less so for retailers.

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Disney doesn’t know when it will reopen its parks and cruises but it’s using the downtime to emerge as a leaner and more customer-focused organization.

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StockX is operating as normal during COVID-19 in order to capitalize on the resale of vintage items with long term value.

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Humans are becoming less resistant to robots and automation as social distancing is the new normal.

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Brands and retailers are offering discounts to make up for lost sales, which could have negative long term effects on their reputation and value proposition.

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China’s digital supply chain enabled factories to operate semi-remotely, which hurt traditional suppliers who have not invested in digitizing their operations.

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Walmart suspended its affiliate programs, which will hurt digital publishers and decrease its website traffic.

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COVID-19 is forcing Amazon to improve its relationship with warehouse workers who are demanding better conditions as orders surge.

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Livestream shopping took off in China during the pandemic, proof that interactive virtual shopping shows no signs of slowing even as stores reopen.

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Custom apparel brands are scrambling to create virtual fitting rooms as COVID-19 is forcing this age-old industry to adapt.

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Everlane and Rent the Runway laid off retail workers, but how they communicate with employees will impact their ability to rehire post-crisis.

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Increasing demand for touchless technology proves that all retailers need to maintain hygienic environments in order to survive when the pandemic is over.

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Nike developed a Coronavirus playbook from its dealings in China, but there is no guarantee that it will translate to the U.S.

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Burlington will close its ecommerce site, which will only make it harder for the retailer to drive traffic to its stores.

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Abercrombie will launch an occasion clothing collection for millennials, which won’t help it stand out in today’s competitive landscape.

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Target launched the Game Room in San Francisco to cater to gamers, which could risk alienating its core customers.

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Starbucks will launch fully recyclable cups by 2022, a move to be more eco-friendly but doesn’t address the real problem, consumer behavior.

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Drugstore cosmetic brands are losing market share to skincare and digitally-native brands, a signal that classic brands need to scale back instead of trying to compete.

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Walmart will launch Walmart+ to compete with Amazon, which will only benefit Walmart’s current customer base instead of growing it.

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Hotels are partnering with fashion brands and new rental companies geared toward travelers are emerging—proof that Rent the Runway is missing an opportunity.

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Glossier discontinued its color cosmetics line Play, proof it miscalculated launching a brand extension when it didn’t need to.

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Gap partnered with ThredUp—a move that promotes recycling but incentivizes customers to buy more products.

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Consumer brands are advertising on Esports platforms as they look for new ways to reach younger consumers beyond social media.

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Farfetch will introduce product drops as it aims to capitalize on its brand portfolio and differentiate itself from other multi-brand retailers.

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Amazon is pushing Shopbop’s brands to sell on its platform, which isn’t enough for it to gain credibility in the space.

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M.M.LaFleur scaled back its plus size collection, a sign that apparel brands still struggle to serve this customer group.

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Grocers will no longer rely on brands for merchandising data that dictates how to display products in-store, which will make testing products more difficult for legacy players.

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Walmart will expand its Great Workplace initiative to 1,100 stores, which it will use to justify thousands of layoffs to reduce labor costs.

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Starface, the acne-patch brand, raised $2 million as it attempts to lead the “acne positivity” movement.

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Dirty Lemon is expanding into Walmart, which could widen its addressable market but risks diluting its premium brand positioning.

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Kind expanded into four new product categories, a move to remain competitive as its altruistic marketing is no longer unique.

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Loop, the sustainable packaging brand and delivery service, will expand into retail, which will make reusable containers more convenient but risks excluding lower-income shoppers.

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Simon and Brookfield bought Forever 21 for $81 million—a short-term solution for mall owners to keep fast-fashion shoppers and avoid more vacancies.

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LVMH invested in Versed, a mass-market clean beauty brand, as it slowly reorients itself towards new types of beauty consumers.