The New World Order — Seven Years Later

March 2026

In 2017, the retail world appeared to be in crisis.

Nearly 5,000 retail stores closed nationwide that year. Headlines declared the arrival of a “retail apocalypse,” and many analysts predicted that e-commerce would eventually replace traditional retail entirely. Shopping malls were described as relics of a previous era, and physical stores were widely seen as a fading model.

But that narrative never captured the full story.

Even during that period of disruption, retail sales continued to grow. According to USA Today, holiday retail sales rose 4.9 percent in 2017, while digital sales grew more than 18 percent. What was happening was not the disappearance of retail, but the reorganization of how commerce works.

At the time, I proposed that the future of commerce would operate across three interconnected models: digital distribution, showrooms, and direct selling.

Seven years later, the structure of modern commerce looks remarkably similar to that framework.

Retail did not disappear. It evolved.

The first layer of this system is digital distribution. Amazon has become the backbone of global product logistics, setting a new standard for convenience, reliability, and speed. This layer of commerce is not about storytelling or discovery. It is about certainty — the ability for consumers to access what they want, when they want it, and receive it exactly as expected. Amazon understood early that logistics would become one of the defining competitive advantages of the digital age. Its investments in fulfillment infrastructure, delivery networks, and predictive inventory systems reshaped consumer expectations across the entire retail industry.

When Amazon acquired Whole Foods and later experimented with physical bookstores and retail concepts, many observers interpreted these moves as an expansion into traditional retail. In reality, these locations functioned as laboratories. They provided environments where Amazon could study product discovery, merchandising behavior, and consumer interaction in physical space — insights that could strengthen its core distribution engine. Today, that strategy appears less experimental and more inevitable. Digital distribution has become the foundation upon which much of modern commerce now operates.

The second layer of the system is the showroom. Physical retail did not vanish; it transformed into something different. Stores increasingly function as environments designed to build emotional connection, trust, and experience rather than simply facilitate transactions. Many modern retail spaces carry limited inventory. Instead, they focus on storytelling, brand immersion, and human interaction.

Highly trained associates guide customers through products, answer questions, and build relationships that extend beyond a single purchase. In many cases, the transaction itself happens digitally, with products delivered directly to a customer’s home or office. The store becomes the place where discovery happens and where brand identity is experienced in a tangible way.

Retail space itself has also evolved in form. Brands now experiment with smaller footprints, temporary installations, and rotating environments designed to keep experiences fresh. Pop-ups, traveling showrooms, and flexible retail formats allow brands to maintain a physical presence while continuously refreshing how their story is presented. In this environment, the purpose of retail space has shifted. It is no longer simply a place to sell product. It is a place to create memory.

The third layer of modern commerce may be the most underestimated: direct selling. What many once considered a legacy model has quietly become one of the most powerful forces shaping today’s marketplace. Companies such as Avon, Amway, Natura, and Mary Kay pioneered a model in which individuals acted as ambassadors and entrepreneurs within a brand ecosystem. Each representative effectively operated as a personal storefront, building trust through human relationships.

Today, that model has evolved into what we now call the creator economy. Millions of individuals now build personal brands across digital platforms, acting as curators, stylists, reviewers, and storytellers for the products they love. The scale has changed dramatically, but the underlying principle remains the same. People trust people. Where Avon representatives once built networks within their communities, creators now build global audiences that span continents. The human connection that powered direct selling decades ago has simply migrated into a new digital environment.

One challenge that continues to surface across all of these shifts is the tendency of organizations to abandon one generation of customers while chasing another. Many brands pursue younger consumers with urgency, often overlooking the loyal customers who built their business in the first place. Successful organizations take a different approach. They build bridges across generations.

Baby Boomers, Generation X, Millennials, Xennials, and Generation Z may engage with brands through different channels and technologies, but their underlying expectations remain surprisingly consistent. They want access to products and services when they need them. They want control over how they engage with brands. And they want trust — confidence that the brand will deliver on its promises. The tools may evolve, but human behavior does not change as quickly as technology.

Looking forward, the organizations that thrive in the coming decade will not operate within a single channel. They will operate across systems. Digital distribution will provide speed and convenience. Showrooms will build emotional connection and experience. Ambassadors, creators, and personal networks will build trust.

These models are not competitors. They are complementary layers of the same ecosystem. The challenge for modern companies is not choosing one model over another. The challenge is orchestrating them together.

At Bright Memories, we believe the most successful organizations are not defined only by what they sell. They are defined by what people remember. Brands win when they understand how people feel. Color leads to emotion. Emotion builds memory. Memory builds loyalty. And loyalty builds lasting enterprise value.

Commerce evolves. Technology evolves. Platforms change. But human connection remains constant. The organizations that endure are those that design experiences — across product, place, and people — that create meaning in the lives of the customers they serve.

Because in the end, people rarely remember the transaction.

They remember the moment.

And those moments shape the future of brands.

THE NEW WORLD ORDER

It’s nothing new, just a unique view across generations…and it’s not as hard or scary as you may think

January 15, 2018

Robert Goldberg | Scale Consultancy 

As 2017 drew to a close, nearly 5,000 retail stores had closed nationwide, marking what some would characterize as a pretty dire year.  But that was not the case.  Through the holiday season, retail sales grew 4.9% according to USA Today, while digital sales grew 18.1%, which is the biggest increase since 2011.  Even with this single digit overall growth, the world of retail is in for a major transformation and e-commerce is not the answer; it is the idea of the past.

The emergence of a New World Order should not surprise anyone.  It will encompass the guiding principles of commerce and blend them to create a unique, omni-cultural experience that enables every individual to be their own brand, story tell, and most importantly, decide who, how, and when their brand is shared.  It will combine the art of Digital Distribution, Showrooms, and Direct selling.

Digital Distribution—Amazon is the undisputed leader here and will continue to be so in this segment.  There is nothing sexy about this form of business; yet it is highly successful.  With the focus on easy access, there is no need for extreme storytelling.  Instead, consumers are provided the opportunity to transact and know they will receive their desired products as expected.  With the acquisition of Whole Foods and the expansion of Amazon Books, some feel that Amazon is keen to enter the world of retail.  This, however, is not the case.  These physical spaces are designed to create comfort in product and easy access to touch and feel for the consumer.  For Amazon, these moves have created a testing ground to understand the merchandising optimization of its bona fide business:  Digital Distribution. 

Showrooms—Stores as we know them today will transform.  There will be no need to have mono-branded retail experiences over 2,500 square feet for any reason.  Instead, new formats will debut with very small stockrooms, if any, in exchange for a high-touch consumer experience where highly trained sales personnel will make emotional connections with their customers in an effort to build trust in the brand/experience that is being presented.  These showrooms will require consistent updates in presentation to evolve the storytelling desired to engage the consumer.  In fact, there may not even be a need to have permanent locations in some markets.  Temporary spaces can be outfitted with fixtures and visual merchandising that represents the brand’s DNA; changing the way we think of space going forward.  Some consumers may choose to transact and walk out with product while most will expect their purchases to arrive at their home or office for ease of commuting.

Direct Selling—What some may think of as a business format of the past is actually not.  The art of direct sales, door-to-door sales as some may know it, has never been stronger with organizations such as Amway, Avon, Herbalife, Brazil’s Natura, and Mary Kay empowering millions of individual selling representatives operating businesses of their own.  What some in retail may forget is that each one of these representatives is a store, an ambassador of their brand.  New brands entering this segment include Stella and Dot, which has surpassed $300 million in sales in 2017 with nearly 50,000 representatives selling jewelry and handbags, and J. Hilburn, which sells men’s tailored clothing through more than 2,500 stylists.   This form of business creates trust and bespoke access for consumers.

 In today’s world, old is new again—just with a twist.  The art of direct sales enabled easy access to product and entrepreneurial spirit starting in the late 1800s with Avon.  Siegel Cooper opened the most innovative and largest department store in the world in 1896 in New York.  Jeff Bezos began transforming the world of digital commerce a century later and is now the wealthiest man in recorded history.  What comes next?

For brands and retailers to be successful in the New World Order, they must be able to exist across Digital Distribution, Showrooms, and Direct Selling experiences—not just one area.   What remains a consistent focus of those in the retail/consumer arena is identifying who the consumer is and how to attract more of them.  What most companies forget is that you cannot leave one consumer set for another.  So many brands are trying to pinpoint how to attract the desired “Millennial” without really understanding the impact that this could have on their existing core business.  Indeed, they are willing to, in some cases, give up their core to go after a consumer with less disposable income who interacts with consumable products and brands very differently. 

To be successful in the New World Order, brands and retailers MUST be able to bridge and create synergistic experiences that attract, inspire, and create ambassadors across the Baby Boomers, Generation X’ers, Millennials, Xennials, and Generation Z.  This requires significant thought and a redefined experience focused on Digital Distribution, Showroom, and Direct selling.  The big question is how does this happen?  And how fast?  What it will take is an outside look in to a brand and retailer.  No one living and breathing an organization from within will be able to execute this New World Order successfully.  Technology is moving much too fast.  CEOs and visionaries must create two work streams – one operating the current business of today and one that is focused on the New World Order.  This will be the only way to remain relevant.  Consumers have always wanted the same thing:  access, control, and trust.  It is our job to deliver these things day in and day out, no matter how technology and innovation transform the experience.