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Since 2004, it spent $11.8 billion to buy back its own shares, an amount that eclipses the $5.2 billion in debt reported in its last SEC filing. “Walmart and Target were much faster to recognize the importance of e-commerce, and both retailers invested in omnichannel strategies that built on their store advantages and capitalized on the convenience of e-commerce shopping.” Marketing Mistakes and Financial Miscalculationsīed Bath & Beyond was unfashionably late to the e-commerce gala and didn’t adapt to changing consumer behaviors, but the company also made monumental financial mistakes, Kahn said. “Their whole core concept of ‘killing a category’ with a magical combination of more choice, lower price was usurped by e-commerce,” she said. Kahn, who is author of the book The Shopping Revolution, mentioned Circuit City and Toys R Us as examples. Category killers were built on the idea of large assortments at good prices, but e-commerce websites typically had larger assortments and better prices.”īy 2017, the year of the so-called retail apocalypse, many category killers were in trouble. “The growth in e-commerce and Amazon hurt the core concept. “There are a few things that predicted the beginning of the end,” Kahn said. Loyal customers once flocked to the oversized stores to roll through seemingly endless aisles of pillowcases, dinner plates, and window coverings.īut that was before the explosive growth of online shopping. It’s an inauspicious end for a 52-year-old business that became known as a category killer for its domination of the housewares market.

Wharton marketing professor Barbara Kahn heard the death knell for Bed Bath & Beyond long before the company announced last month that it was going out of business.Īfter several years of poor performance and skyrocketing debt, the retailer has filed for Chapter 11 bankruptcy and will close its remaining 360 stores and 120 Buy Buy Baby locations.

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#Bath bed and byond how to

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