Robyn gets a kick out of being able to say she’s worked at both the “good” and the “bad” Dollar Trees in her West Texas town. The stores may be only a few miles from each other geographically, but qualitywise, there’s an enormous gulf between them. Shocked customers who have been to both locations remark on the stark differences “all the time,” she said. The good store is clean — the floors are swept, aisles open, merchandise in its place. At the bad one, merchandise is scattered all over the place, and unpacked boxes fill the aisles. There’s supposed to be a clear, wide pathway from the break room to an exit in case of an emergency, like a fire or a shooting. Instead, employees at the bad store have to turn sideways and try to shuffle through an 8-inch-wide gap between boxes piled high in the hallways.
The factors that account for the difference sound quite small. The good store has dedicated recovery staff, whose job it is to put stuff where it goes. The bad one doesn’t. The good store’s manager is better at pushing for more work hours for employees, which means there are more people and time for stocking and tidying up on top of cashiering. The manager at the bad store just kind of lets anything fly. Still, Robyn, which is a pseudonym, says a lot of the blame is on corporate. She was an assistant manager in the past, and she’s heard what goes on in the weekly calls. Rather than try to revive struggling stores, she said, they’re left out to dry.
“They look at their trend of sales, and if a store is underperforming, then instead of maybe investing a little bit more hours there to try to pick it back up, they’re like, ‘Oh, well, it’s not worth investing in this store’ because it is not making us whatever amount of money they think it should be making. It makes the problem worse,” she said. Dollar Tree did not respond to a request for comment for this story.
Most people have probably had experience shopping in their own version of Robyn’s “bad” store. They’ve walked into a local dollar store or pharmacy or department store and wondered whether there’s been an explosion. Aisles are filled with unopened boxes, stacks of bins, and full dollies. Merchandise is strewn about. To get to the item on the shelf you actually want, you have to climb over a pile of crates. (If you have not had this experience, congratulations, and also, here are some TikTok videos to get at what I’m describing.) It’s representative of the broader decline of the in-store retail experience. Stores are slashing costs, cutting corners at every turn, and generally ignoring the consequences.
“When you cut costs, there’s a very immediate and very visible impact to the bottom line. It’s something that retailers do, and they’re very happy to do, and investors are very comfortable with them doing it,” Neil Saunders, a managing director at the retail consultancy GlobalData, said. Yes, they’ll lose customers in the process, sales will fall, and loyalty will dissipate. But that’s all subtle and harder to trace. “They happen more slowly and steadily over a period of time, and they build up into a bigger problem,” Saunders added.
What that looks like on the ground is stores filled to the brim as boxes pile up. At Robyn’s Dollar Tree stores, they can’t call the distribution center and ask it to stop shipping, either, as everything continues to accumulate if they don’t have time to put it away. “The truck is going to show up whether you have room for it or not,” she said.
The boxes-everywhere scenario used to be largely a dollar- or discount-store problem, but now the perilous piles have spread to other types of retailers. In other words, it’s not just Dollar General anymore but also Target and Duane Reade. Much of the explanation is staffing, or rather, the lack of it. Many stores simply do not have enough people working to do everything necessary, between helping customers and stocking shelves and cleaning and fulfilling pickup and e-commerce orders. It’s often the case that just one or two people are on a shift at a time, and checking customers out at the register takes precedence, meaning everything else falls by the wayside.
Most stores are designed to have the vast majority of merchandise out on the floor.
Many retail chains had to raise wages to compete for workers over the past several years, thanks to the pandemic-induced labor shortage and as major retailers such as Amazon and Walmart upped their pay. One way some retailers have compensated is by reducing staffing. Maybe they now pay their workers $15 an hour instead of $10, but where three people used to work a certain shift, there are now two.
Adding to the staffing problems is the simple lack of space. To keep their footprints small and their rent, in turn, low, many stores don’t have much backroom area for storage. Long gone are the days of loading docks where stuff could sit until it was ready to be put out, said Jason Goldberg, the chief commerce strategy officer at Publicis Groupe, a global marketing firm. “Most stores are designed to have the vast majority of merchandise out on the floor,” he said.
Essentially, this is an inventory issue and a labor issue. There’s no stockroom for keeping products stowed away and nobody to unpack them when they arrive. Skeleton crews are doing their best to keep up, but they’re constantly being squeezed. Shipping schedules are unpredictable. Customers are demanding. And the worse the job becomes — because the pay is low, because it’s hard to get shifts — the more people quit, extending the cycle of doom.
That’s what’s happening at the Walgreens where Stephanie has worked in Florida for more than a decade. When she started, there would be two cashiers, someone in photo, someone else in beauty, and two shift leads. They’d close the store with four or five people. Now when she’s on, it’s usually just her and another person, and they have to frantically try to get bins unloaded and put up sales tags all while working the register. They’ll leave rolling carts around the store during the day to get to as they can, which is usually at the end of the shift. Bins can’t be left out overnight. It’s not a disaster zone — luckily, they do have some decent storage space, and the manager runs a tight ship — but it’s not perfect, either.
“They basically cut a lot of positions, and now they work as minimum a staff as they can, and even with that, they’re telling us, ‘You’re over budget, we’ve got to cut more hours,’” Stephanie, also a pseudonym, said. She does DoorDash and Instacart on the side, so she also gets to experience the customer end of the equation when she runs to the dollar store to pick up orders, which is much worse, boxes-in-aisles-wise, than her Walgreens. “It’s not even their fault. They have one worker on all the time, and they expect that worker to put their merchandise away,” she said.
When reached for comment about this story, a Walgreens spokesperson said that the company is “always working to improve our patient and customer experience by making it easier for our team members to do their job.”
Good managers are able to do some triage, which is why one store might be pretty picked up while others are a mess. But sometimes, constraints make it so it’s impossible to keep up.
“There will be some store managers that have very strong operating disciplines, and they will not allow things to get out of control,” Saunders said. “And there will be some store managers that are much more lax.”
As easy as it is to point the finger at retailers for dropping the ball on inventories and aisles, they’re not operating in a vacuum. They’re in a landscape where margins are razor thin, e-commerce is cannibalizing their business, and consumers are hypersensitive to prices. One response for big-name retailers, including Walgreens, CVS, and Target, is to shut down unprofitable locations across the country. US retailers have announced 7,185 store closures this year, according to the research and advisory firm Coresight, up by 58 from 2023. (By comparison, they’ve announced 5,581 store openings.) Among the stores that are staying open, retailers are super focused on maximizing their profitability, Claire Tassin, a retail and e-commerce analyst at Morning Consult, said. Staffing a store to have a pleasant customer experience isn’t “necessarily in their budgets,” she said. Moreover, the message many retailers are getting from consumers is that the sacrifice on experience is acceptable, as long as they’re keeping their prices low, especially for retailers where value is the main proposition.
“Yes, it’s annoying when there’s boxes in the aisles and it feels bad and cluttered, but if it’s in the name of lowering costs, that is what consumers are signaling to these brands that they want,” Tassin said. “If the store’s sort of primary purpose is value and convenience, that’s what is going to matter most.”
To be sure, there are limits. You trip over boxes in a store enough or wait endlessly for someone to unlock deodorant for you, and you’ll probably give up, go somewhere else, or start looking online. For people with mobility issues, going to an overcrowded store isn’t even an option. Retailers know people are shopping online, too, which is why the ones who are behind on e-commerce are trying to catch up — and, in some cases, why the in-store experience is even worse.
That’s part of what’s happening with Target, retail analysts told me. Despite the retailer’s recent struggles, e-commerce has been a bright spot for it, Goldberg said. But part of the model is to use the space in the back of stores for goods that need to be shipped — space that previously would have been used for merchandise headed to the floor. “They need space to stage orders and pack orders and hand orders off,” he said.
The setup also loads up associates’ duties, Saunders added. “They pick orders for online delivery. They take them out to cars for curbside pickup. They have to man the desks where collections are made and then returns of online products are made,” he said. “There’s a lot more tasks that now have to be done day-to-day in the store, and it’s distracted and taken time away from some of the basics like merchandising.”
A Target spokesperson said the company’s staffing model accounts for online fulfillment being part of how it operates its stores.
It’s a nasty little cycle.
The dynamic is one of a race to the bottom that’s turning into a race for survival. Retailers are stretching on pricing and staffing and quality, and eventually, something’s got to give. But instead of trying to proactively make the in-store experience better, many continue to bury their heads in the sand.
“Rather than thinking, ‘How can we differentiate ourselves to really attract shoppers to come to us?’ They started competing head-on against online with price discounts,” said Sharmila Chatterjee, a senior lecturer in marketing at the MIT Sloan School of Management. “The less you invest in in-store experience, the more the customers are turned off. So you are sort of pushing them away, to online.”
Stuff spilling into aisles used to be a somewhat isolated problem, the sign of a particularly poorly run store. Increasingly, though, it’s an everywhere problem. Some stores might be inspired to turn it around — especially after dollar stores have been hit with safety violations over blocked exits, crowded aisles, and clutter — but profit motive could prove a stronger incentive. Anecdotally, many consumers have noticed more piled boxes in more retailers lately, not fewer. And that’s not just because it’s the holidays.
Crowded walkways are a symptom of a much-bigger affliction hitting retail, which is that the business model isn’t really working. Gone are the days when supercheap labor made adequate levels of store staffing easy, though I will note that Robyn makes just over $9 an hour and Stephanie about $15.50. Rents aren’t going back to where they were. Consumers still do most of their shopping in person, but e-commerce is becoming more and more appealing, especially when brick and mortar is such a hassle. If it’s no longer cheap or convenient to pop by the dollar store or drug store, what’s the point? And there’s always Walmart, which operationally doesn’t seem to have this boxes-everywhere issue.
Cynthia, another pseudonymous Dollar Tree worker, is at a store that opened about a month ago in Virginia. When she started, she thought it was weird that customers kept commenting on how clean and organized the place was. “One of the biggest compliments was that we can walk through the aisles. I was like, what?” she said. It’s already starting to turn — there’s “no freaking way” she can get everything done in a shift, she said. Stuff’s starting to pile up, and her coworkers are quitting because they’re frustrated with the heavy workload and the lack of hours.
“Then it’s more of that work falls on other people who already are burnt out and aggravated,” she said. “It’s a nasty little cycle.”
Emily Stewart is a senior correspondent at Business Insider, writing about business and the economy.
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