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Retail Innovations of Today and Tomorrow

The present is fleeting. What consumers want today may not be the same tomorrow, so for retail strategists to stay on top, they must focus on the future ahead. Inflation and rising prices affect consumer spending today. Will those spending habits change long-term behaviors? What innovations will lead retailers to success from now until…

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The present is fleeting. What consumers want today may not be the same tomorrow, so for retail strategists to stay on top, they must focus on the future ahead. Inflation and rising prices affect consumer spending today. Will those spending habits change long-term behaviors? What innovations will lead retailers to success from now until the next decade and beyond?  

What Just Happened’s Christine Russo knew to get these answers, she needed a top-notch source. And she found someone whose finger is always on the pulse of the consumer, Kasey Lobaugh, Chief Retail Innovation Office at Deloitte. Lobaugh is currently amid a significant effort at Deloitte focused on the future of the consumer in the more numerous consumer industry, including retail. This year-long effort involves more than five hundred people, including experts and luminaries, both internal and external. Deloitte wants to understand the industry’s various forces over the next decade. 

“We’re still in the process of shaping what it all means,” Lobaugh said. “I can tell you what we’ve come out with is these six forces. And those six forces you must study and understand how they come together. They are accelerating forces, but they are also tectonic. In other words, they’re these big moving pieces slamming into each other.”  

Russo and Lobaugh discuss: 

  • The six forces: consumer, industry, society, technology, planetary climate, and geopolitical changes 
  • Where will the world be in the next decade, and what are the implications 
  •  How the Metaverse and digital experiences will shape consumer spending 

“The future is not something to be predicted; it’s something to be forged,” Lobaugh said. “We play a role, you and I as individuals, and part of what we’re trying to do is understand the critical choices that we, as an industry, will have to make.

Lobaugh is a senior leader In Deloitte’s Retail and Consumer Products practice. He leads Deloitte’s effort to define the forces shaping the next ten years of the Consumer Industry – The Future of Consumers. Lobaugh’s transformed retail initiatives for over 26 years, helping the world’s largest retailers set their strategy for the evolution to a next-gen retail business model. Over his career, Lobaugh’s served most of the world’s largest retailers and has significant global networks within the retail industry. 

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RFID projects risk failure when IT or store ops owns them alone

RFID projects risk failure when IT or store ops owns them alone

DataScan engineers Kelsey Grolig and Carlos Rego argue RFID success depends on a defined business problem, cross-functional ownership and a road map, and Rego says IT-only or operations-only projects carry a high probability of failure. NRF reports American Eagle moved from 95% to 99% inventory accuracy across 500-plus stores, while the RAIN Alliance says 2025 chip shipments fell to 42.7 billion.

  • 01Carlos Rego of DataScan says RFID projects owned only by IT or only by store operations carry a high probability of failure; Grolig stresses executive sponsorship and a cross-functional program leader to align teams and the road map.
  • 02American Eagle moved from 95% to 99% inventory accuracy across more than 500 stores over nearly two years, according to NRF, showing the final points of accuracy take sustained operational work rather than a hardware swap.
  • 03RAIN RFID chip shipments fell to 42.7 billion in 2025 from a 2024 record on tariffs and retail destocking, the RAIN Alliance said in April 2026, so market timing shapes rollout pace alongside organizational readiness.

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Amazon's $5.7 billion store quarter is the small part of its retail push

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Amazon reported $5.7 billion in physical store net sales in Q3 2026, up 2% year over year. Groceries and everyday essentials were about half of the units Amazon sold in Q3, a sign the grocery push is running mostly through delivery. For grocers, Amazon’s delivery-side footprint could matter more than the physical store line.

  • 01When Amazon's CEO talks about 'stores' with hundreds of billions in revenue and double-digit margins, that is the whole retail business; the physical-store line is about $5.7 billion a quarter.
  • 02Groceries and everyday essentials were about half of the units Amazon sold in Q3 while its physical stores grew 2%, a sign the grocery push is running mostly through delivery.
  • 03Growth multiples measured from Amazon's first physical-store quarter in 2017 start from roughly five weeks of Whole Foods sales, so they overstate like-for-like growth.

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SAP and VF Corp's Walldorf store runs without staff during set hours

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  • 01S.Fashion’s operational focus is the unglamorous part: a sale updates inventory and can trigger replenishment without a manual handoff between systems. Shopper-facing features like holographic try-on and an AI-assisted embroidery station sit alongside that back-end integration.
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