Boston Days — Part 17

The Name Promised The World. The Store Delivered A Bazaar.

(I am writing "Boston Days" as a series of articles for quick reference for myself and other retail pilgrims. This article covers what a visit to one of America's most ambitiously named specialty retailers revealed about category identity, the discovery model, and why a brand name without a brand spine is just signage.)

There is something about a name.

World Market. Two words. Infinite expectation. I stood outside — beige façade, red serif lettering — and felt the particular excitement only a retail pilgrim truly understands.

In the late 1950s, a San Francisco businessman began selling shiploads of hand-woven wicker from one of the city's piers. 

William Amthor opened the first store in 1958 at Fisherman's Wharf and called it Cost Plus World Market — named after his pricing strategy of selling goods at cost plus ten percent. 

The model was essentially a bazaar: imported furniture, eclectic finds, a treasure hunt by design. 

Bed Bath & Beyond acquired the chain in 2012 for USD 495 million. Los Angeles-based private equity firm Kingswood Capital Management completed its acquisition in 2021, retaining approximately 245 stores. Today the brand simply calls itself World Market.

A few quick facts the curious retail practitioner should know. 

Typical store size runs between 16,000 and 20,000 square feet. California leads with 52 stores; Florida follows with 28. There is no international footprint — this is an entirely US-domestic chain. 

The original Fisherman's Wharf store closed in 2020. The nearest competitors are HomeGoods and TJ Maxx — interestingly, World Market's own Executive Chairman Alex Smith previously served as Group President of HomeGoods at TJX — along with IKEA for furniture, ethnic grocery chains for the food section, and the now-bankrupt Pier 1 Imports, which was, ironically, a direct Cost Plus franchise spin-off from the 1960s. 

The core consumer profile is middle-income, college-educated, culturally curious, and homeownership-oriented — a shopper who takes pride in an eclectic, well-travelled aesthetic on a sensible budget.

I walked in, expecting discovery. What I found was a potpourri.

Greeting cards — an entire wall. Then loose furniture. A Little Italy pasta aisle. A Bake Shop corner with Cadbury and Pascal. Keogh's crisps beside Dad's Root Beer. 

Henna wood elephants from Rajasthan under the Craft by World Market sub-brand. Impulse candy at checkout.

Three decisive observations for the retail practitioner.

One: The discovery model is not dead — but it demands curation. TJ Maxx thrives on treasure-hunt retail. The difference is that TJ Maxx has a consistent identity: great brands, below-market price, across one broad lifestyle category. World Market has the treasure hunt without the theme. Browsing without a compass is not discovery. It is exhaustion.

Two: Amazon has not killed discovery retail — it has raised its bar. You can find Bundaberg Root Beer, Keogh's crisps, and imported pasta cheaper on Amazon, delivered faster. The only reason to walk into a physical import store is for serendipity that feels intentional. World Market's serendipity currently feels accidental.

Three: A name is a contract with the consumer. World Market implies curation, provenance, a point of view. What the store delivers is an assortment strategy that has accumulated over decades rather than been designed. When the merchandise is everywhere and everything, it stops saying anything.

Boston was teaching me from SKUs, assortment and insights around the world.

(I am writing "Boston Days" as a series of articles for quick reference for myself and other retail pilgrims.)

Read Part 1, Part 2, Part 3, Part 4, Part 5, Part 6, Part 7, Part 8, Part 9, Part 10, Part 11, Part 12, Part 13, Part 14, Part 15 and Part 16 here.

Boston Days - Part 16

Fifty Dollars. Eighteen Hours. One Swedish Brand.

(I am writing "Boston Days" as a series of articles for quick reference for myself and other retail pilgrims. This article covers what a last-minute airport purchase revealed about the enormous, and largely unmade, opportunity that Travel Retail holds for brands worldwide.)

Not every retail discovery is planned. Some are born of desperation.

Over a fortnight in Boston — strenuous, stimulating, sleepless. Settled into the departure waiting area before my Emirates flight home — fourteen hours to Dubai, four more to Chennai — I reached for my Huawei earpiece. 

One of the soft ear buds of my Huawei was gone! Security checkpoint, most likely. One ear of silence is inconvenience enough for an eighteen-hour journey. I was far too tired to retrace my steps.

I walked into InMotion — the largest airport-based electronics retailer in the United States, with over 120 stores across 62 airports, owned by retail giant WHSmith. 

Apple, Bose, Sony, JBL, Beats, Sennheiser — all gleaming under focused track lighting, all projecting the confidence of brands that know their channel. 

A prominent Bose display ran a "Save USD 50" offer; even at the promoted price, nothing came under USD 130. The associate was absorbed in Reels — thumbing through short videos, fully committed to the feed. 

When I asked her which SKUs were on promotion, she glanced up with visible reluctance, pocketed her phone with some effort, and delivered a walkthrough that felt more like obligation than service. I walked out unconvinced.

The first Hudson Newsstand nearby was visibly shutting down — lights dimming, staff pulling stock, the energy of a place already closed in spirit. 

"Aren't you supposed to be open 24 hours — this being an international airport?" The young man had no real answer neither an intention to reply. Data point number two on customer service excellence. I moved on.

The second Hudson, barely a hundred metres away — two stores within a stone's throw of each other, a curiosity I am saving for another article — had a wider selection. Familiar brands under USD 50. 

And then a name I didn't recognise. Sudio. I stopped. A quick search told me enough. 

Founded in Stockholm in 2012 by engineers and music enthusiasts. Present across 16,000 stores globally — with confirmed travel retail presence in Japan, South Korea, Hong Kong, and at Malaysia's KLIA2 via Heinemann Asia Pacific, alongside in-flight partnerships with SAS Group. 

The A3 Pro sat at USD 50: Active Noise Cancellation, Bluetooth 5.4, IPX4 splash resistance, metallic accents in a palette that whispered rather than shouted. For a brand built by engineers with an audiophile's DNA, worth every dollar of the bet.

What also caught my eye was the Sudio Flyg — a compact Bluetooth transmitter that connects wireless earbuds directly to a seat's 3.5mm in-flight entertainment jack, including dual-jack aircraft systems. Up to twelve hours of battery. Around USD 30. Elegant, specific, and overdue.

Fifty dollars and fifteen minutes later, I was listening to music. Sudio carried me through the next eighteen hours without a complaint.

A Swedish brand. Made in China. Discovered at a major American gateway airport. By an Indian heading home. That is the full circle Travel Retail makes possible.

And yet — Sudio, I learnt, is absent from most major European hubs. 

In China, dominant local brands make meaningful entry near-impossible. In India, the brand has no official presence at all. 

I had always thought the neglect of Travel Retail was an Indian problem. That evening in Boston, I understood it is a worldwide one. The brands still leaving this channel under-served are leaving their very best introductions unmade.

Boston was once again teaching me. Thank you, Boston!

(I am writing "Boston Days" as a series of articles for quick reference for myself and other retail pilgrims.)

Read Part 1, Part 2, Part 3, Part 4, Part 5, Part 6, Part 7, Part 8, Part 9, Part 10, Part 11, Part 12, Part 13 and Part 14here.

Boston Days — Part 15

The Robot Brewed It. But Did It Mean It?

(I am writing "Boston Days" as a series of articles for quick reference for myself and other retail pilgrims. This article covers what a frappe in downtown Boston and a robotic kiosk at Logan Airport taught me about the one thing no machine has yet learned to deliver — the soul behind a brand.)

A coffee chain that is struggling to get back at its feet. And a coffee making robot. Stark tale of 2 coffee offerings.

At downtown Boston, I paid my retail pilgrimage to the SBUX outlet at Assembly Row. Barista Ms. Anita was empathetic to my ask — any food item without eggs. And no, they don't have any.

She went on to prepare a wonderful frappe for me. Great drink for the soul, some rest for my feet before I continued my retail walk.

Assembly Row in Somerville is one of Boston's most compelling mixed-use destinations — open, walkable, anchored by brands that belong. Starbucks fits in naturally.

Founded in Seattle in 1971, Starbucks today operates over 36,000 stores across 80 countries. 

Yet the chain has endured a turbulent few years — leadership churn, flat same-store sales, and a high-profile CEO transition that brought in Brian Niccol from Chipotle in 2024 to engineer a turnaround. 

The comeback story is still being written.

What Ms. Anita delivered, though, was the Starbucks I recognise — warm, personal, unhurried. She read the customer, filled the gap, made it count.

Cut to Boston Airport on my return leg to India.

At Terminal E of Logan International, tucked past the departure boards and the duty-free frenzy, stood Mt. Comfort Coffee — a beautifully branded, self-contained automated pod, adorned with hand-drawn wilderness illustrations and a glowing LED outline, a robotic arm working silently at its centre.

Order placed on a touchscreen. Coffee delivered by the arm. No human in sight.

I stood and watched. Hardly anyone else stopped to do the same.

A few gates away, George Howell Coffee held its ground — a well-regarded Boston craft brand, known for sourcing discipline and specialty blends, with a proper counter and a considered menu. History, provenance, and craft in one place. Few takers, still.

No Starbucks at Terminal E. Two alternatives — one human-less, one storied — and neither drawing queues.

I found myself sitting with a question I could not answer:

If a robot can brew a technically excellent cup of coffee — does the experience, let alone the beverage, still stay true to the brand promise?

Ms. Anita made a great frappe.

The robot, I am told, makes a great cold brew.

But only one of them asked how my day was going.

Boston was teaching me. Again.

(I am writing "Boston Days" as a series of articles for quick reference for myself and other retail pilgrims.)

Read Part 1, Part 2, Part 3, Part 4, Part 5, Part 6, Part 7, Part 8, Part 9, Part 10, Part 11, Part 12, Part 13 and Part 14 here.