Had it been able to catch up, the pandemic might have been the company’s salvation since we were all quarantining and spending our stimulus checks on, among other things, fresh sheets, towels and other comforts of home. While everybody was eating BBBY’s lunch, the company fumbled around trying to find a successful entry point for a robust e-commerce response and never did. On the digital side, it was Amazon, the e-commerce juggernaut. On the brick-and-mortar side, it included merchandisers like Walmart and Target, as well as specialty retailers like Home Goods and Kohl’s. In the years that followed, revenue rose slower and slower, beginning to flatline in 2016 and peaking in 2017 at $12.5 billion.Īlong the way, the company found itself caught between two new sources of competition. As one headline writer put it, it was the genius of “calculated chaos.” Shoppers found it hard to pick up a new shower curtain without getting to checkout with their carts piled high with pillows, towels, and bath accessories.īBBY’s peak turned out to be around 2011 when its market capitalization reached almost $14 billion.
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