• Target just remodeled its SoHo store with a larger emphasis on style and design.
• The store showcases a curated sample from Target's full merchandise assortment.
• Target invited Business Insider for an exclusive first look ahead of the location's reopening.

Target is doubling down on its SoHo concept store.

Less than a year after remodeling the store's main floor, the bullseye retailer went back in to reimagine the rest of the footprint that anchors Target in one of the world's top shopping districts.

"It was probably more of a glorified convenience store," Target's chief brand officer Michelle Mesenberg told Business Insider during an exclusive walkthrough ahead of Thursday's reopening.

Located at the corner of Broadway and East Houston Street, the SoHo store shares the block with trendy shops like Prada, Arc'teryx, and Allsaints. While last year's renovation bumped up the store's aesthetics, Mesenberg said it was still more of a spot for people to grab essentials on their way to somewhere else.

"Nearly 70,000 people cross this corner every single day," she said. "We wanted to make sure that we were putting our best foot forward when it came to our brand."

Last year's remodel featured an extended entrance experience that calls to mind a deconstructed Target logo.

It's now stocked with apparel-forward displays that also feature select merchandise from other categories.

"It's focused on apparel, but you'll see us mix in the best of beauty, the best of home, and so we're really completing the picture for a guest," Target's director of curation, Matthew Arrington, told Business Insider.

Further back on the main floor, a new section features a more immersive presentation of seasonal merchandise.

"What this space does is it puts a point of view on our edit for the season, and that allows people to come in and see our product through a different lens," Mesenberg said.

Last year's remodel of the SoHo store's beauty section also set the tone for this year's broader launch of Target's Beauty Studio, which has replaced the retailer's partnership with Ulta.

"We've been able to also bring in other beauty founders and creators and celebrity makeup artists to the space, and so it gives them a place to continue to tell that beauty story across Target," Arrington said.

Mesenberg said Target sees its stores serving in part as studios for content creators, and no store does it quite like the SoHo store.

"Brands want to be in this location — this is prime real estate," she said.

The newly remodeled lower level features a futuristic discovery section that features trending items across several categories like toys, sports fandom, and gadgets.

"We take a high-curation lens here, based upon what's happening in culture at any given point in time." Mesenberg said.

Imagine distilling an entire aisle from a typical suburban Target store and distilling it into one shelf of the trendiest items — that's the SoHo store's "Explorer's Lab."

The store has to navigate a balancing act to meet the expectations of the various kinds of customers it serves.

From college students at NYU who need dorm snacks, to international tourists who need a new suitcase, to local New Yorkers simply trying to grab a roll of paper towels, the SoHo store still carries the essentials and more.

Almost everything in the SoHo store is also available at Target stores across the US, but the intense focus on curation and fresh features is meant to elevate items that shoppers might not realize are right at their fingertips.

For Arrington, that means making very tough choices about which colors, brands, or pack sizes get display space. Shoppers can still get Target's full selection online or at another store.

Even as Target leans harder into style and design, the SoHo store still aims to deliver on the basics shoppers expect when they walk in the door.

"People still want their Tide pens. Tide pens are one of the top sellers in the store. Bananas are one of the top sellers in the store. We have a very big, bold, proud assortment of both," Mesenberg said.

It's an approach that yields interesting outcomes on the shelves. Established national brands shoppers expect are next to emerging ones they might have heard about on TikTok.

"When we have a founder-led or celebrity-led or creator-led brand that we want to celebrate, this becomes a destination for them," Arrington said.

Mesenberg said that while brand awareness for Target is a particular focus of the SoHo store, that's not at the expense of going after strong sales.

The SoHo store is and will remain a "one of one" format for Target, Mesenberg said, but it is playing a growing role in the company's overall strategy.

"We're pulling elements of what we're learning here. It may not translate exactly one for one, but the influence is coming into the chain," she said.

• Walmart chief people officer Donna Morris oversees more than 2 million workers globally.
• She shared three green flags that make her lean in during a job interview.
• Morris said she likes to see a track record of grit in a candidate.

Donna Morris oversees over 2 million employees, so she knows a strong candidate when she sees one.

Walmart's chief people officer identified three green flags that make her lean in during a job interview — regardless of the role they're applying for. First, she told Business Insider that she looks for a genuine alignment with the company's purpose and values.

Second, she wants to see an ability to take on multiple responsibilities and make things work.

"They demonstrate a track record of grit," Morris said, defining those individuals as people who have overcome adversity.

In an ideal world, she said that means they've worked on the frontline, since so many of Walmart employees have customer-facing roles. She said the company looks for candidates with a focus on service.

Morris, who started working at 13 at a dry cleaner's and then worked at a drugstore for eight years, said that if a candidate has never experienced what it's like to be a frontline hourly worker, it may be challenging for them to lead. Morris said those jobs gave her purpose, and she found it hard to resign.

Now, when she interviews candidates, Morris said her go-to question is "If I was to ask people who've worked for you before, what will they tell me?" She said the open-ended question generates a genuine response and helps her gauge whether the person is focused on servant leadership, which is a "big green flag."

Asking this question allows her to hear more about a candidate's first job or a work experience. She said that while graduating from an Ivy League school is valuable, she's more focused on hearing about what they've learned from work experience.

"What was the grit they had to persevere through?" Morris asked.

The chief people officer, who worked at Adobe for more than 17 years before joining Walmart, said that her third green flag is candidates who are passionate about making a difference.

"That, to us, would be really, really key," Morris said.

• Walmart is rolling out two new tools to help third-party AI agents shop on behalf of customers.
• The company says the tools give people more control of their bots, and help bots be more accurate.
• Walmart's move contrasts with Amazon's approach, after it blocked Meta's agent Muse from its site.

Walmart wants your bot to shop.

The retail giant said Wednesday that it has two new tools to help third-party AI agents shop on customers' behalf: agent profiles and an agent gateway.

The agent profiles link all transactions to the bot that performed them, and allow Walmart customers to manage authorizations and spending limits as they would for an additional user on their credit card account, the company said.

With agent gateways, bots no longer have to navigate a website that is designed for humans. Instead, Walmart is granting access through a model text protocol that it says will help agents work more quickly and accurately.

Walmart's move contrasts with Amazon's approach, which recently blocked Meta's agent Muse from its site, saying agents violate Amazon's conditions of use. Amazon has also pushed back on other third-party agents, including a lawsuit against Perplexity and restrictions on agents from Google and OpenAI.

"As customers begin using agents to help them shop, we're building connections, permissions and options that complement those tools and support how customers want to use them," the company said in a statement.

The company also said the gateway protects the information that Walmart has about its customers, and only provides what is necessary for completing a given transaction. In particular, the gateway can share a relevant pattern or preference — such as a customer's favorite laundry detergent brand — without sharing their entire purchase history with the agent.

The company also laid out a set of terms and conditions regarding how AI agents are expected to operate when shopping.

Under the terms, the company said it will honor its usual returns policy and that agents will always see the same pricing that a human would see on Walmart.com.

• Amazon's sales of fresh groceries like seafood and produce are growing fast, new data show.
• The retail giant is also gaining market share against more traditional retailers, Nielsen IQ found.
• The data shows momentum for Amazon in a business it's spent years trying to break into.

Amazon is gaining ground in grocery thanks to items like fresh shrimp and berries.

Roughly a year after expanding same-day fresh grocery delivery to thousands of cities and towns in the US, Amazon's perishable grocery sales are booming — and taking market share from traditional retailers, according to data from market research firm Nielsen IQ.

Sales of groceries such as seafood, dairy, and produce on Amazon increased severalfold between June and August, per Nielsen IQ's data. Amazon also posted market share gains in the food category for the year through late August as traditional grocery stores lost it, Nielsen found.

"Shoppers are increasingly embracing Amazon for categories that historically represented one of the largest barriers to online grocery adoption," Nielsen wrote in its report.

Amazon has spent years trying to break into grocery, though it hasn't hit a home run in the category as it did with books or cloud computing. The company acquired Whole Foods, opened and shuttered another brick-and-mortar grocery chain, and created a selection of private-label groceries, among other steps.

The Nielsen IQ data suggest that Amazon's latest push — toward delivering fresh groceries quickly across much of the US — is yielding some results in the competitive grocery space.

Many of the shoppers buying fresh foods on Amazon come from households with incomes over $100,000 and tend to be older, according to Nielsen IQ. They also tend to be frequent Amazon users, placing more orders and spending more money on the platform than an average user.

That means fresh groceries, one of the most frequent purchases for US households, are "a potentially important lever for increasing shopper frequency and overall spend" on Amazon, the report reads.

To keep the momentum going, Amazon will need to take on formidable rivals. One is Walmart, which already uses its stores and its own army of gig workers to deliver groceries same-day.

Amazon is considering opening about 1,000 same-day fulfillment centers around the US by 2031, Business Insider reported in September. That move would create the same sort of advantage that Walmart has by placing more fulfillment centers close to more customers, one analyst said.

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• Target has launched a beta version of its Ask Target AI chatbot to help with the holidays.
• Major retail competitors like Amazon, Walmart, and Lowe's have offered the features for months now.
• Conversational apps can help shoppers discover new products and build larger baskets.

Target shoppers have a new elf to help with their holiday gift lists.

The Bullseye retailer just launched a beta version of its AI-powered chatbot, called Ask Target, in time for the seasonal rush. The move brings Target into closer step with rivals like Amazon, Walmart, and Lowe's, each of which has offered the feature for months now.

"We have seen a lot of traction as we start to think about that conversational AI, so the team was excited to push it through to capitalize on our biggest season of the year," chief merchandising officer Cara Sylvester told Business Insider during a holiday preview event in New York.

Sylvester also said that the app can answer Target-related questions, not only holiday-specific ones. An internal rollout of the tool had store employees brushing up on new merchandise, particularly in the new Beauty Studio department.

The AI assistant comes two months after Target hired former Lowe's AI head Chandhu Nair as its first chief AI officer. At Lowe's, Nair oversaw the home improvement retailer's Mylow chatbot, which the company has credited with "dramatic improvements" in customer service.

Whether it's renovation advice or recipe ideas, retailers say chatbots trained on proprietary in-house data are more effective at responding to customer queries than an outside bot like OpenAI's ChatGPT or Google's Gemini. The in-house bots can also act as a digital counterpart for personal AI agents like Meta's Muse.

Walmart has said that its Sparky agent has helped the retailer better understand its customers, as shoppers are having more conversational interactions rather than simple keyword searches. Sparky users discover more items and build shopping baskets that are 40% larger than those of non-users, the company has said.

Sylvester said it's too early to say what the basket-size impacts of the new Ask Target agent are.

• J.Crew's website temporarily went down and displayed an odd message.
• It read: "JCrew generative AI Backend is healthy."
• The clothing retailer later offered shoppers 20% off due to the "technical issues."

The website of clothing retailer J.Crew crashed Monday, leaving shoppers with a bizarre message: "JCrew generative AI Backend is healthy."

Multiple screenshots posted to social media by puzzled customers showed the statement on the brand's website set against an otherwise blank, black page.

"Wtf is up with the @jcrew website," one online browser posted to X along with a screenshot. J. Crew's customer service account responded to the post shortly after, saying, "We're working to get the site back up and running - sorry for the trouble. Hope you'll check back soon!"

In an apparent attempt to make up for the odd disruption, J.Crew later emailed its customers a 20% discount code that expires on Thursday.

"We're sorry!" the email viewed by Business Insider read. "Thanks for your patience during our recent technical issues at jcrew.com. As a token of our gratitude, enjoy an extra 20% off your next purchase."

It was not immediately clear what caused the website to malfunction or whether it was related to AI. Representatives for J.Crew did not immediately respond to a request for comment by Business Insider on Tuesday.

• Restaurant software provider Olo is launching a delivery app.
• Olo will offer the same menu prices for delivery that in-person visitors get, it said.
• Other delivery services often mark up order prices.

A new food delivery service is taking aim at menu mark-ups — and some entrenched rivals

Restaurant ordering software company Olo is launching its own customer-focused app, it said on Tuesday. The app puts it in competition with more established delivery companies, such as DoorDash and Uber Eats.

On Olo's app, customers will see the same prices that restaurants charge in-person patrons, the company said. By contrast, third-party delivery services often charge customers higher menu prices than diners would get at a restaurant.

Offering in-store prices can save customers between 15% and 30%, Olo said.

"It's a better experience for consumers and a more sustainable model for restaurants, with no menu price inflation and no barriers standing between great brands and the people and communities they serve," Olo CEO and founder Noah Glass said.

Food delivery is one area where consumers continue to spend money, even as they cut back their budgets elsewhere. How much customers pay for delivery — and whether apps charge individuals different prices or the same order — can affect how often they order.

Olo is stepping into a competitive space. DoorDash and Uber Eats continue to grow, including by rearching into club deliveries and catering. And Walmart, which spent years building its own grocery-focused delivery service, started delivering restaurant orders earlier this year.

Olo got its start in 2005 with a service that let users text their orders to restaurants in the pre-smartphone era. Now, the company fields about 3.5 million orders daily through around 800 restaurant brands.

The company doesn't have its own team of delivery drivers. Instead, the company uses its own dispatch service to compare delivery options at other third-party services, such as Grubhub, and pick one based on factors like cost and speed.

Olo's delivery app will allow customers to order from about 250 restaurants, including Five Guys and Dave's Hot Chicken.

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• Uber is offering bonuses to some drivers for completing more rides or referring new drivers.
• The bonuses can add up to hundreds or thousands of dollars.
• Uber has used such extra pay in the past to attract drivers to the platform.

Uber is offering ride-hailing drivers something that many haven't seen in years: Big bonuses.

The ride-hailing service is coaxing some drivers to take more rides, offering up to several hundred dollars in "incentive" pay if they complete a set number of rides within a set time period, according to several screenshots of the offers seen by Business Insider.

In one example, a driver was offered $525 if the driver completed 45 trips within a few days. Similar offers involved smaller payouts and fewer trips, but paid out proportional amounts of $10 to $12 per trip.

That's a huge pay bump for many drivers, who make as little as a few dollars per trip, said Sergio Avedian, an Uber driver and senior contributor to the gig-driver-advocacy blog and YouTube channel The Rideshare Guy.

The bonuses might also be Uber's attempt to get more drivers on the road to meet rider demand during busy periods like Halloween and the holiday travel season, Avedian said.

"This may tell the story that they need supply," he said. "They're saying that we need to get everybody out there."

Some drivers have also gotten messages from Uber encouraging them to refer friends to sign up as drivers or get those who haven't driven in a couple of years back on the app, according to screenshots seen by Business Insider. Payment for those referrals can reach up to $1,225.

The payments are a potential boon to Uber drivers, whose pay can vary significantly between cities.

Uber drivers have to cover their own costs, such as car maintenance, since they are independent contractors, not full-time employees. Rising gas prices have eaten into drivers' pay after the US and Israel started a war with Iran earlier this year.

An Uber spokesperson did not provide details on why the company is offering the payments.

Uber has used targeted incentive payments before.

In 2021, demand for rides began to outpace the number of available drivers after many had stopped driving during the pandemic.

In response, the company decided "to invest fast and to invest aggressively in attracting drivers back to Uber" and increased the number of active drivers on the app by 65% between January and November that year, CEO Dara Khosrowshahi said on an earnings call at the time. Uber later pulled back on the extra pay.

"When we were coming out of the pandemic, they were short tons of drivers," said Avedian, who was driving for Uber at the time. "It was crazy bonuses out there."

More recently, riders have been paying more per mile and waiting longer for their rides to show up, according to a study published last month.

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• Walmart is offering a new membership bundle that combines Walmart Plus and Sam's Club Plus.
• The new combo includes both memberships for less than the price of a Costco Executive membership.
• A key feature of each membership is their increasingly fast delivery services.

Walmart rolled out a perk for its Plus membership programs, taking a shot at rivals Amazon and Costco.

The retail giant said Tuesday that it is offering a membership bundle that includes Walmart Plus and Sam's Club Plus for $120 per year.

That means existing Sam's Club Plus members now effectively get Walmart Plus included, and Walmart Plus members can add the premium-level club membership for an additional $22.

CEO John Furner took a not-so-subtle jab at Amazon and Costco in a statement announcing the news.

"Consider what people may be paying today: $139 for a retail membership with delivery. $130 for a warehouse club," he said, referring to their respective fees.

Walmart has been taking sharp aim at both retail competitors, with membership perks that overlap in several areas, like streaming entertainment, pharmacy services, and deals from partner businesses.

The biggest perk for Plus members — whether at Walmart or Sam's Club — is an increasingly fast delivery operation that fulfills orders from stores and clubs in as little as 30 minutes. Some orders have arrived in fewer than 10 minutes.

"The bundled offering screens as another signal of WMT pushing more value into its overall ecosystem, and highlighting its rapid delivery capabilities," Mizuho analyst David Bellinger said in a note.

Walmart doesn't disclose membership counts or fee revenue, but Mizuho estimates the chains have about 25 million Walmart Plus members and 30 million Sam's Club members. The bank also estimates an overlap of about 10% between Walmart and Sam's Club members.

Globally, Costco reported more than 150 million membership cardholders, and Amazon is estimated to have more than 220 million Prime members.