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Despite the ongoing economic uncertainty, year-over-year (YoY) foot traffic trends to brick and mortar retail chains has been generally positive all year, with only three out of the first fourteen weeks of the year posting visit declines.
During Easter week, visits rose 5.7% compared to the week of March 31 to April 4, 2025 – the second biggest YoY increase of the year so far, following Valentine's Day week. And while some of this lift likely reflects calendar shifts, as Easter fell later in April in 2025, it also underscores consumers’ continued willingness to shop – especially for special occasions – despite broader headwinds.
Indeed, AI-powered location intelligence also shows a 1.9% increase in traffic compared to Easter Week 2025, and a 7.4% lift compared to the year-to-date weekly retail traffic average – highlighting current consumer resilience.
Easter generated increases in retail foot traffic across most of the country, but the strongest lift was in the Southeast, as can be seen on the map below. The region’s outsized performance likely reflects a combination of factors, including stronger cultural emphasis on Easter-related gatherings and traditions, favorable spring weather that supports in-store shopping, and a higher reliance on brick-and-mortar retail formats.
Retail traffic data for Easter Week 2026 suggests that retail traffic in 2026 is being supported by stable underlying demand, with holidays like Easter acting as accelerators rather than compensating for weakness. At the same time, the Southeast’s outperformance reinforces the need for regionally tailored strategies, as the ability to convert seasonal demand into store visits varies significantly across markets.
For more data-driven retail insights, visit placer.ai/anchor
Placer.ai leverages a panel of tens of millions of devices and utilizes machine learning to make estimations for visits to locations across the US. The data is trusted by thousands of industry leaders who leverage Placer.ai for insights into foot traffic, demographic breakdowns, retail sale predictions, migration trends, site selection, and more.
Q1 2026 is in the books and there were some key elements that popped when we looked at the data.
While we’re all about location data, few things get us as excited as the glorious combination of behavioral location analytics with sentiment data. So, we ran a poll of retail industry professionals with our friends at ShopTalk, and the results were fascinating. But two answers really stood out.
First, only 30% of respondents felt that ‘inspiration’ was a key element of the store experience. This was shockingly low considering how powerful the ‘discover mode’ aspect of the shopper journey can be. It also speaks to the massive potential in better maximizing this component to drive product engagement, sales and retail media opportunities.
Second, while 44% of respondents expected Agentic AI to boost digital commerce and 22% expected to simply fragment digital’s current share, 34% felt it would be a tide that lifted all boats. This is hugely positive in that it indicates a growing recognition that the benefit of digitally native innovations is not limited to the digital environment.
In January, all mall formats in the Placer.ai Mall Index saw a boost. A nice start for malls, but maybe just a fluke?
The February data came in and showed that all mall formats once again saw a boost. This gives more evidence to the going hypothesis that top tier malls are in the midst of a significant and ongoing renaissance. While this clearly has huge ramifications for site selection and placemaking at these centers, it also speaks to an ongoing potential for a significant swath of lower tier malls to drive their own revolutions with a greater focus on driving complementary offerings and local audiences.
I’m hardly unbiased when it comes to Target, but since the week beginning January 26th through the week beginning March 23rd – the retailer has seen nothing but visit growth, with visits averaging a 7.8% year over year lift during that period.
Does this mean that every problem is solved? No. But it does show that while there were clearly challenges faced in recent years, there is a unique potential for Target because of their market positioning and brand. We called them out as one of the clear candidates for a major recovery in 2026 and they are showing early signs that validate that call.
In September of 2024 Costco raised the cost of membership. Did this deter potential members and limit visits? Nope.
Instead, Costco has seen continued growth and an expansion of its audience with new groups becoming a bigger part of its overall mix. The result is the latest sign that Costco’s growth could actually have many more levels to hit with just the expansion of its audience.
In a guest post for The Anchor dunnhumby’s Erich Kahner broke down the grocery segment and powerful positioning that two groups had. Savings-First grocers like Aldi or Lidl were well positioned to grab visits with a clear value offering that emphasized price, an especially powerful tool in a period of seemingly endless economic volatility. On the other hand, Quality-First grocers like Sprouts were leading with an emphasis, not on price, but on exceptional product quality. And while these two concepts may seem like obvious draws for consumers, the ability to so effectively center an offering around a core promise gives these brands a unique market position and the ability to effectively deliver on and prioritize this position.
But there is a third group – the unicorns. In this case, Kahner focused on brands like Trader Joe’s and H-E-B and their ability to leverage authenticity, ideal product mix and a powerful understanding of their audience to deliver an exceptional and targeted experience. And this is critical because it represents the latest example that the antidote to bifurcation – the push to exceptional quality and exceptional value across categories – is authenticity. The ability to create an experience and product offering that stands out and truly resonates for a core audience.
Yes, there are continued improvements in office visitation led largely by more dramatic year over year lifts in areas that took longer to recover like San Francisco. However, there is an overall sense that the current state of affairs in office is generally stable. And this is great for office real estate.
Hybrid work has absolutely changed behavior, but it didn’t stop professionals from coming to the office – or many businesses from demanding this return. But there are clear indications of what drives more office visits. Proximity, industry, and family status all present clear signals of how often an audience will visit the office during a specific period. The positive here is that it shows a clear rationale for why people don’t visit, and it is not because they don’t value the office.
The takeaway? Expect an office-centric version of hybrid work to continue setting the overall pace.
For more data-driven retail & CRE insights, visit placer.ai/anchor
Placer.ai leverages a panel of tens of millions of devices and utilizes machine learning to make estimations for visits to locations across the US. The data is trusted by thousands of industry leaders who leverage Placer.ai for insights into foot traffic, demographic breakdowns, retail sale predictions, migration trends, site selection, and more.
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Club Pilates’ journey since its acquisition by Xponential Fitness represents a rare and large-scale success in the boutique fitness space. Since 2019, the chain has increased its monthly visits by over 200%, largely by expanding aggressively and saturating existing markets.
But same-store data suggests that the brand, having built a dense and expansive studio footprint, may be hitting its first ceiling, and expansion alone may not be enough to sustain the momentum of the past couple of years. Instead, the chain will likely need to combine new location openings with unlocking the latent value within its existing network of 1,400+ studios – growing membership, driving more engagement, improving utilization, and deepening customer relationships.
To that end, Xponential is pursuing a multi-pronged strategy aimed at boosting unit-level economics, including improving member acquisition and investing in digital upgrades to enhance conversion and retention. The company is also testing pricing and packaging strategies alongside studio refreshes and new class formats to increase engagement and utilization with the goal of improving profitability across the existing studio base.
But even as Xponential Fitness works to improve performance at existing locations, expansion – which has been Club Pilates’ primary growth engine to date – will remain an important part of the strategy, with the company aiming to open locations in both "new and existing geographies."
AI-powered location analytics reveal that most Club Pilates visits come from local clients, a trend which has remained remarkably consistent throughout the chain's aggressive expansion. In 2025, around 70% of visits came from patrons travelling less than five miles to reach the studio and more than 85% originated within a 10-mile radius – underscoring the highly local nature of the business.
Because most customers come from nearby, opening additional studios allows the brand to reach new local audiences rather than relying on a single location to cover an entire market. When spaced appropriately, this can grow total demand with limited overlap, while marketing across the market helps reduce the cost of acquiring each new member. As a result, even if same-store visits begin to level off, the brand can continue to grow by expanding its footprint – capturing new pockets of local demand that existing studios do not fully serve.
As Club Pilates enters its next phase, growth will depend both on opening new studios and on optimizing its existing network – improving utilization, deepening engagement, and refining pricing. With strong local density and a loyal, routine-driven customer base, the brand is well positioned to increase member lifetime value through digital enhancements and more personalized experiences. If executed well, this shift from pure expansion to expansion and optimization could elevate Club Pilates from a fast-growing chain to a true fitness super-brand.
For more data-driven consumer insights, visit placer.ai/anchor
Placer.ai leverages a panel of tens of millions of devices and utilizes machine learning to make estimations for visits to locations across the US. The data is trusted by thousands of industry leaders who leverage Placer.ai for insights into foot traffic, demographic breakdowns, retail sale predictions, migration trends, site selection, and more.
Traffic to malls increased in Q1 2026 across all three formats analyzed – indoor malls, open-air shopping centers, and outlet malls – largely thanks to strong performances in the first two months of the year.
But March 2026 visits were more subdued, with indoor malls seeing a slight year-over-year (YoY) decline of 1.1% and outlet malls experiencing a steeper drop of 4.1% compared to March 2025. Open-air shopping centers were the only format to maintain growth, though their 3.2% YoY visit increase – though solid – was still more modest than the stronger gains seen by the format in January and February.
So what happened in March? Why did open-air shopping centers fare better than their peers? And how can malls return to growth across formats going into Q2?
Some of the dip may be due to calendar differences – March 2026 had one less Saturday than March 2025 – and since Saturdays are typically malls' busiest day, the shift likely impacted overall visits for the month.
But a closer look at daypart trends can shed additional light on both the strength earlier in the quarter and the slowdown in March. In Q1 overall, growth was concentrated at the edges of the day: traffic before 11 AM and after 8 PM saw the strongest gains, with additional support from the early evening (5 PM–8 PM). In contrast, midday traffic – the largest share of visits – was relatively flat for open-air centers and slightly negative for indoor and outlet malls. Still, robust edge growth was sufficient to offset this softness and drive overall quarterly gains.
But in March, growth in morning and evening hours slowed – particularly for indoor and outlet malls – while midday declines became more pronounced. This meant that the off-peak gains were no longer sufficient to offset weakness in the core of the day – leading to the YoY traffic declines for indoor and outlet malls.
But even as traffic to indoor and outlet malls declined, open-air shopping centers maintained growth momentum due to two key advantages. First, the format maintained most of its morning and evening gains, and its midday traffic trends ease from growth to stability rather than from stability to decline like for indoor and outlet malls – so the growth at the edges was still enough to offset the flat visits midday. Second, open-air centers are less dependent on midday visits, with around 77% of visits to open-air shopping centers occurring between 11 AM and 8 PM, compared to 83% to 84% for indoor and outlet malls. This means that open-air shopping centers are more resilient to dips in midday visits than the other two formats.
The softness seen in March at indoor and outlet malls does not negate the strong start to 2026, which drove overall YoY visit growth in Q1. However, it does highlight what will be required to sustain that momentum going forward.
The data points to two paths to more durable growth: reigniting demand during peak midday hours through programming, tenant mix, and convenience-driven visits or reducing reliance on that window by expanding traffic in the morning and evening. Open-air shopping centers provide a model for the latter, with a more balanced daypart mix – likely driven by their dining, entertainment, and extended-hour experiences – that has helped cushion midday softness. For indoor and outlet malls, long-term stability will likely depend on a combination of both – strengthening midday performance while also building consistent off-peak demand.
For more data-driven retail insights, visit placer.ai/anchor.
Lands’ End is entering a new chapter. The recently announced joint venture with WHP Global signals a strategic shift for the heritage apparel brand – one that could expand its reach through licensing, brand partnerships, and new distribution channels.
Under the agreement, WHP assumes control of Lands’ End’s licensing business, while the brand retains its retail operations. And while Lands’ End has long been associated with its catalog and e-commerce dominance, AI-powered location analytics suggest that its physical store fleet maintains an important role.
As an apparel brand with a history of catalogue retail, Lands’ End continues to generate the majority of its sales online. Yet its physical stores remain a critical component of the business – and an increasingly bright spot.
Lands’ End outpaced the broader apparel category in year-over-year visit growth in three of the past four quarters, with the only decline in Q1 2026 likely tied to store closures as part of ongoing optimization. At the same time, visits per location have remained consistently positive and above category benchmarks, highlighting the strength of the remaining fleet. This suggests that brick-and-mortar continues to be an effective driver of growth as the brand moves into its next phase.
Further evidence of the fleet’s strength – and its long-term potential – can be seen in the audience it attracts.
AI-powered audience segmentation indicates that in 2025, the brand captured an outsized share of visits from Ultra Wealthy Families, as well as from singles – the combined one-person and non-family households – segments, relative to the traditional apparel category.
The significant share of affluent families points to a customer base with both spending power and relative insulation from macroeconomic pressure. Meanwhile, strength among singles – a cohort that skews younger and includes a meaningful share of Gen Z consumers – highlights traction with a target demographic critical to long-term relevance.
The prevalence of both these audiences in Land's End's trade area suggests a dual advantage. Strong engagement from affluent households may help support near-term stability, while resonance with younger shoppers could indicate a developing pipeline for sustained growth in the years ahead.
The performance of Lands’ End’s store fleet, coupled with the composition of its audience, suggests a brand with momentum in physical retail – a notable advantage as it retains control of that side of the business. A productive fleet and a resilient, evolving customer base provide stability today, and could offer a strong foundation for broader brand expansion in the years ahead.
How will Lands’ End leverage this momentum as it enters its next phase? Visit Placer.ai/anchor to find out.
Placer.ai leverages a panel of tens of millions of devices and utilizes machine learning to make estimations for visits to locations across the US. The data is trusted by thousands of industry leaders who leverage Placer.ai for insights into foot traffic, demographic breakdowns, retail sale predictions, migration trends, site selection, and more.
Lane Bryant faced significant challenges during the pandemic and has continued to gradually shrink its store fleet in the years since. And now, with nearly one in eight U.S. consumers using GLP-1 medications, plus-size apparel demand is beginning to shift in meaningful ways – introducing a new layer of complexity for the legacy retailer.
How is Lane Bryant navigating these challenges, and what does its customer base reveal about its ability to adapt?
In July 2020, Lane Bryant’s parent company filed for bankruptcy and closed more than 150 stores. But following its acquisition later that year by Sycamore Partners, the brand began to regain its footing – and recent location analytics suggest those stabilization efforts are taking hold.
While the reduced footprint has, unsurprisingly, led to lower overall traffic, average annual visits per location remain above 2019 levels, suggesting that demand has been successfully consolidated into existing locations. Average visits per location also held steady between 2024 and 2025, even as the company continued to quietly trim its unit count. The result is a smaller but more productive fleet, with steady activity supported by fewer, better-aligned stores.
Still, as Lane Bryant continues to stabilize, the question becomes how it can further increase store-level productivity. And analyzing the demographic profile of its trade areas offers insight into both its core strengths and where the next phase of optimization may emerge.
One of the brand’s clearest advantages is Lane Bryant’s strong reach among family-oriented segments, which are overrepresented in its captured market – the areas within its trade area generating the highest share of visits – compared both to its overall trade area (its potential market) and to the national baseline. These segments, including parents of young children and households with teenagers at home, tend to skew younger than peak GLP-1 users, potentially offering the chain some near-term insulation from rapid GLP-1-driven disruption. Still, these cohorts are also seeing growing adoption – and as usage expands within this demographic, Lane Bryant will need to increasingly support customers through evolving size needs rather than rely on demand tied to a stable size identity.
At the same time, the data points to opportunities to expand reach across other segments. Among older households, Lane Bryant’s captured audience aligns with its trade area but falls below the nationwide average, highlighting potential whitespace that could be unlocked through footprint adjustments or more targeted engagement in markets where this segment is more concentrated.
Among younger “Contemporary Households,” by contrast – a segment that includes singles, non-family households, and married couples without children – the brand under-indexes relative to its trade area while slightly outperforming the national benchmark. This suggests Lane Bryant has geographic access to a larger pool of these consumers but has yet to fully capture their demand, pointing to an opportunity for growth through more targeted marketing and merchandising.
GLP-1 adoption is disrupting traditional plus-size apparel demand, while also creating new opportunities as consumers undergoing weight loss journeys increase spend while moving through sizes. Retailers that can support customers across these transitions with more flexible assortments will be better positioned to capture this shift. And Lane Bryant’s steady operational footing and well-defined core audience provide it with a solid foundation to compete in this next phase of growth.
For more data-driven retail insights, visit placer.ai/anchor.
Placer.ai leverages a panel of tens of millions of devices and utilizes machine learning to make estimations for visits to locations across the US. The data is trusted by thousands of industry leaders who leverage Placer.ai for insights into foot traffic, demographic breakdowns, retail sale predictions, migration trends, site selection, and more.
Retail media networks (RMNs) have cemented their roles as the future – and present – of advertising. These networks enable advertisers to promote products and services through a retailer’s online properties and physical stores, when consumers are close to the point-of-purchase and primed to buy.
Today, we take a closer look at two newcomers to the retail media space: Costco Wholesale and Wawa. Both chains have an online presence – but both also excel at in-store experiences, offering unique opportunities for consumer engagement and exposure to new products.
This white paper dives into the data to explore some of the key advantages Costco and Wawa bring to the retail media table – and examine how the retailers’ physical reach can best be leveraged to help advertising partners find new audiences.
Wawa and Costco, the latest additions to the growing number of companies with retail media networks, exhibit significant advertising potential. Both brands boast a wide reach and diverse customer base, and both have access to troves of customer data through membership and loyalty programs.
Foot traffic data confirms the robust offline positioning of the two retailers. In Q1 2024, year-over-year (YoY) visits to Costco and Wawa increased 9.5% and 7.5% respectively – showing that their in-store engagement is on a growth trajectory.
And since consumers tend to spend a lot more time in-store than they do on retailers’ websites, Costco’s and Wawa’s strong brick-and-mortar growth positions them especially well to help advertisers reach new customers. In Q1 2024, the average visits to Costco’s and Wawa’s physical stores lasted 37.4 and 11.4 minutes respectively – compared to just 6.7 and 4.6 minutes for the chains’ websites. These longer in-store dwell times can be harnessed to maximize ad exposure and offer partners more extended opportunities for meaningful interactions with customers. Partners can also analyze the behavior and preferences of the two chains’ growing visitor bases to craft targeted online campaigns.
Costco’s retail media network will tap into the on- and offline shopping habits of its staggering 74.5 million members to inform targeted advertising by partners. And the retailer’s tremendous reach offers a significant opportunity to engage customers in-store.
But while Costco is dominant in some areas of the country, other markets are led by competitors like Sam’s Club and BJ’s Wholesale Club. And advertisers looking to choose between competing RMNs or hone in on the areas where Costco is strongest can analyze Costco's performance and visit share – on a local or national level – to determine where to focus their efforts.
An analysis of the share of visits to wholesalers across the country reveals that Costco is the dominant wholesale membership club in much of the Western United States. But Costco also captures the largest share of wholesale club visits in many other major population centers, including important markets like New York, Chicago, Phoenix, and San Antonio. Costco’s widespread brick-and-mortar dominance offers prospective advertising partners a significant opportunity to connect with regional audiences in a wide array of key markets.
Another one of Costco’s key advantages as a retail media provider lies in its highly loyal and engaged audience. In May 2024, a whopping 41.4% of Costco’s visitors frequented the club at least twice during the month – compared to 36.6% for Sam’s Club and 36.0% for BJ’s Wholesale.
Moreover, Costco led in average visit duration compared to its competitors. In May 2024, customers spent an average of 37.1 minutes at Costco – surpassing even the impressive dwell times at Sam’s Club and BJ’s Wholesale Club.
YoY visits per location to Costco, too, were the highest of the analyzed wholesalers, all three of which saw YoY increases. These metrics further establish the wholesaler’s position as an effective retail media provider.
Even when foot traffic doesn't show a brand’s clear regional dominance, location analytics can reveal other metrics that signal its unique potential. Take the Richmond-Petersburg, VA, designated market area (DMA), for example. In May 2024, BJ’s Wholesale Club led the DMA with 41.2% of wholesale club visits, while Costco was a close second with 37.3% of visits.
But despite BJ’s lead in visit share, Costco's Richmond audience was more affluent. Costco's visitors came from trade areas with a median household income (HHI) of $93.2K/year, compared to $73.1K/year for Sam’s Club and $89.5K/year for BJ’s. Additionally, Costco drew a higher share of weekday visits than its counterparts.
Analyzing shopper habits and preferences across chains on a local level can provide crucial context for strategists working on media campaigns. Advertisers can partner with the brands most likely to attract consumers interested in their offerings, and identify where – and when – to focus their advertising efforts.
Convenience stores, or c-stores, are emerging as destinations in and of themselves – and their rising popularity among a wider-than-ever swath of consumers opens up significant opportunities in the retail advertising space.
Wawa is a relative newcomer to the world of retail media, after other c-stores like 7-Eleven and Casey’s launched their networks in 2022 and 2023. But despite coming a bit late to the party, the potential for Wawa’s Goose Media Network is significant – thanks to a cadre of highly loyal visitors who enjoy the physical shopping experience the c-store chain offers.
In May 2024, Wawa’s share of loyal visitors (defined as those who visited the chain at least twice in a month) was 60.1%. In contrast, other leading c-store chains operating in Wawa’s market area – QuickTrip and 7-Eleven, for example – saw loyalty rates of 56.0% and 47.9%, respectively, for the same period.
Additionally, Wawa visitors browsed the aisles longer than those at other convenience retailers. In May 2024, 39.9% of Wawa visitors stayed in-store for 10 minutes or longer, compared to 29.6% at QuickTrip and 25.7% at 7-Eleven.
Wawa's loyal customer base and longer visit durations make it a strong contender in the retail media space. By harnessing this high level of customer engagement, Wawa can draw in advertisers and develop targeted marketing strategies that resonate with its dedicated shoppers.
Wawa has been on an expansion roll over the past few years, with plans to open at least 280 stores over the next decade in North Carolina, Tennessee, Georgia, Alabama, Ohio, Indiana, and Kentucky. The chain has also been steadily increasing its footprint in Florida – between January 2019 and April 2024, Wawa grew from 167 Sunshine State locations to 280, with more to come.
And analyzing changes in Wawa’s visit share in one of Florida’s biggest markets – the Miami-Ft. Lauderdale DMA – shows how successful the chain’s local expansion has been. Between January 2019 and April 2024, Wawa more than doubled its category-wide visit share in the Miami area (i.e. the portion of total c-store visits in the DMA going to Wawa) – from 19.0% to nearly 40.0%.
A look at changes in Wawa’s Miami-Ft. Lauderdale trade area shows that the chain’s growing visit share has been driven by an expanding market and an increasingly diverse audience.
In April 2019, there were some 55 zip code tabulation areas (ZCTAs) in the Miami-Ft. Lauderdale DMA from which Wawa drew at least 3,000 visits per month. By April 2021, this figure grew to 96 – and by April 2024, it reached 129.
Over the same period, the share of “Family Union” households in Wawa’s local captured market – defined by the Experian: Mosaic dataset as families comprised of middle-income, blue collar workers – nearly doubled, growing from 7.4% in April 2019 to 14.4% in April 2024.
Retail media networks that make it easier to introduce shoppers to products and brands that are closely aligned with their preferences and habits offer a win-win-win for retailers, advertisers, and consumers alike. And Costco and Wawa are extremely well-positioned to make the most of this opportunity.
Everybody loves coffee. And with some 75% of American adults indulging in a cup of joe at least once a week, it’s no wonder the industry is constantly on an upswing.
In early 2024, year-over-year (YoY) visits to coffee chains increased nationwide – with every state in the continental U.S. experiencing year-over-year (YoY) coffee visit growth.
The most substantial foot traffic boosts were seen in smaller markets like Oklahoma (19.4%), Wyoming (19.3%), and Arkansas (16.9%), where expansions may have a more substantial impact on statewide industry growth. But the nation’s largest coffee markets, including Texas (10.9%), California (4.2%), Florida (4.2%), and New York (3.5%), also experienced significant YoY upticks.
The nation’s coffee visit growth is being fueled, in large part, by chain expansions: Major coffee players are leaning into growing demand by steadily increasing their footprints. And a look at per-location foot traffic trends shows that by and large, they are doing so without significantly diluting visitation to existing stores.
On an industry-wide level, visits to coffee chains increased 5.1% YoY during the first five months of 2024. And over the same period, the average number of visits to each individual coffee location declined just slightly by 0.6% – meaning that individual stores drew just about the same amount of foot traffic as they did in 2023.
Drilling down into chain-level data shows some variation between brands. Dutch Bros., BIGGBY COFFEE and Dunkin’ all saw significant chain-wide visit boosts, accompanied by minor increases in their average number of visits per location.
Starbucks, for its part, which reported a YoY decline in U.S. sales for Q2 2024, maintained a small lag in visits per location. But given the coffee leader’s massive footprint – some 16,600 stores nationwide – its ability to expand while avoiding more significant dilution of individual store performance shows that Starbucks’ growth is meeting robust demand.
What is driving the coffee industry’s remarkable category-wide growth? And who are the customers behind it? This white paper dives into the data to explore key factors driving foot traffic to leading coffee chains in early 2024. The report explores the demographic and psychographic characteristics of visitors to major players in the coffee space and examines strategies brands can use to make the most of the opportunity presented by a thriving industry.
One factor shaping the surge in coffee visit growth is the slow-but-sure return-to-office (RTO). Hybrid work may be the post-COVID new normal – but RTO mandates and WFH fatigue have led to steady increases in office foot traffic over the past year. And in some major hubs – including New York and Miami – office visits are back to more than 80.0% of what they were pre-pandemic.
A look at shifting Starbucks visitation patterns shows that customer journeys and behavior increasingly reflect those of office-goers. In April and May 2022, for example, 18.6% of Starbucks visitors proceeded to their workplace immediately following their coffee stop – but by 2024, this share shot up to 21.0%.
Over the same period, the percentage of early morning (7:00 to 10:00 AM) Starbucks visits lasting less than 10 minutes also increased significantly – from 64.3% in 2022 to 68.7% in 2024. More customers are picking up their coffee on the go – many of them on the way to work – rather than settling down to enjoy it on-site.
Dunkin’ is another chain that is benefiting from consumers on the go. Examining the coffee giant’s performance across major regional markets – those where the chain maintains a significant presence – reveals a strong correlation between the share of Dunkin’ visits in each state lasting less than five minutes and the chain’s local YoY trajectory.
In Wisconsin, for example, 50.9% of visits to Dunkin’ between January and May 2024 lasted less than five minutes. And Wisconsin also saw the most impressive YoY visit growth (5.9%). Illinois, Ohio, Maine, and Connecticut followed similar patterns, with high shares of very short visits and strong YoY showings.
On the other end of the spectrum lay Tennessee, Alabama, and Florida, where very short visits accounted for a low share of the chain’s statewide total – under 40.% – and where visits declined YoY.
Dunkin’s success with very short visits may be driven in part by its popular app, which makes it easy for harried customers to place their order online and save time in-store. And this is good news indeed for the coffee leader – since customers using the app also tend to generate bigger tickets.
Dutch Bros.’ meteoric rise has been fueled, in part, by its appeal to younger audiences. Recently ranked as Gen Z’s favorite quick-service restaurant, the rapidly-expanding coffee chain sets itself apart with a strong brand identity built on cultivating a positive, friendly customer experience.
And Dutch Bros.’ people-centered approach is resonating especially well with singles – including young adults living alone – who may particularly appreciate the chain’s community atmosphere.
Analyzing the relative performance of Dutch Bros.’ locations across metro areas – focusing on regions where the chain has a strong local presence – shows that it performs best in areas with plenty of singles. Indeed, the share of one-person households in Dutch Bros.’ local captured markets is very strongly correlated with the coffee brand’s CBSA-level YoY per-location visit performance. Areas with higher concentrations of one-person households saw significantly more YoY visit growth in the first part of 2024. (A chain’s captured market is obtained by weighting each Census Block Group (CBG) in its trade area according to the CBG’s share of visits to the chain – and so reflects the population that actually visits the chain in practice).
The share of one-person households in Dutch Bros.’ Tucson, AZ captured market, for example, stands at 33.4% – well above the nationwide baseline of 27.5%. And between January and May 2024, Tucson-area Dutch Bros. saw a 6.0% increase in the average number of visits per location. Tulsa, OK, Medford, OR, and Oklahoma City, OK – which also feature high shares of one-person households (over 30.0%) – similarly saw per-location visit increases ranging from 3.6% - 7.0%. On the flip side, Fresno, CA, Las Vegas-Henderson-Paradise, NV, and San Antonio-New Braunfels, TX, which feature lower-than-average shares of single-person households, saw YoY per-location visit declines ranging from 1.5%-9.5%.
As Dutch Bros. forges ahead with its planned expansions, it may benefit from doubling down on this trends and focusing its development efforts on markets with higher-than-average shares of one-person households – such as university towns or urban areas with lots of young professionals.
Michigan-based BIGGBY COFFEE is another java winner in expansion mode. With a growth strategy focused on emerging markets with less brand saturation, BIGGBY has been setting its sights on small towns and rural areas throughout the Midwest and South. Though the chain does have locations in bigger cities like Detroit and Cincinnati, some of its most significant markets are in smaller population centers.
And a look at the captured markets of BIGGBY’s 20 top-performing locations in early 2024 shows that they are significantly over-indexed for suburban consumers – both compared to BIGGBY as a whole and compared to nationwide baselines. (Top-performing locations are defined as those that experienced the greatest YoY visit growth between January and May 2024).
“Suburban Boomers”, for example – a Spatial.ai: PersonaLive segment encompassing middle-class empty-nesters living in suburbs – comprised 10.6% of BIGGBY’s top captured markets in early 2024, compared to just 6.6% for BIGGBY’s overall. (The nationwide baseline for Suburban Boomers is even lower – 4.4%.) And Upper Diverse Suburban Families – a segment made up of upper-middle-class suburbanites – accounted for 9.6% of the captured markets of BIGGBY’s 20 top locations, compared to just 7.2% for BIGGBY’s as a whole, and 8.3% nationwide.
Coffee has long been one of America’s favorite beverages. And java chains that offer consumers an enjoyable, affordable way to splurge are expanding both their footprints and their audiences. By leaning into shifting work routines and catering to customers’ varying habits and preferences, major coffee players like Starbucks, Dunkin’, Dutch Bros., and BIGGBY COFFEE are continuing to thrive.
Note: This report is based on an analysis of visitation patterns for regional and nationwide grocery chains and does not include single-location stores.
Grocery stores, superstores, and dollar stores all carry food products – and American consumers buy groceries at all three. But even in today’s crowded food retail environment, traditional grocery chains have a special role to play. With their primary focus on stocking a wide variety of fresh foods, these chains serve a critical function in offering consumers access to healthy options.
But visualizing the footprints of major grocery chains across the continental U.S. – alongside those of discount & dollar stores – shows that the geographical distribution of grocery chains remains uneven.
In some areas, including parts of the Northeast, Midwest, South Atlantic, and Pacific regions, grocery chains are plentiful. But in others – some with population centers large enough to feature a robust dollar store presence – they remain in short supply.
And though many superstore locations also provide a full array of grocery offerings, they, too, are often sparsely represented in areas with low concentrations of grocery chains.
For grocery chain operators seeking to expand, these underserved grocery markets can present a significant opportunity. And for civic stakeholders looking to broaden access to healthy food across communities, these areas highlight a policy challenge. For both groups, identifying underserved markets with significant untapped demand can be a critical first step in deciding where to focus grocery development initiatives.
This white paper dives into the location analytics to examine grocery store availability across the United States – and harnesses these insights to explore potential demand in some underserved markets. The report focuses on locations belonging to regional or nationwide grocery chains, rather than single-location stores.
Last year, grocery chains accounted for 43.4% of nationwide visits to food retailers – including grocery chains, superstores, and discount & dollar stores. But drilling down into the data for different areas of the country reveals striking regional variation – offering a glimpse into the variability of grocery store access throughout the U.S. In some states, grocery stores attract the majority of visit share to food retailers, while in others, dollar stores or superstores dominate the scene.
The ten states where residents were most likely to visit grocery chains in early 2024 – Oregon, Vermont, Washington, Massachusetts, California, Maryland, New Hampshire, Connecticut, New Jersey, and Rhode Island – were all on the East or West Coasts. In these states, as well as in Nevada and New York, grocery chain visits accounted for 50.0% or more of food retail visits between January and April 2024.
Meanwhile, residents of many West North Central and South Central states were much less likely to do their food shopping at grocery chains. In North Dakota, for example, grocery chain visits accounted for just 11.7% of visits to food retailers over the analyzed period. And in Mississippi, Oklahoma, and Arkansas, too, grocery stores drew less than 20.0% of the overall food retail foot traffic.
But low grocery store visit share does not necessarily indicate a lack of consumer interest or ability to support such stores. And in some of these underserved regions, existing grocery chains are seeing outsize visit growth – indicating growing demand for their offerings.
North Dakota, the state with the smallest share of visits going to grocery chains in early 2024, experienced a 9.1% year-over-year (YoY) increase in grocery visits during the same period – nearly double the nationwide baseline of 5.7%. Other states with low grocery visit share, including Nebraska, Arkansas, Alabama, Mississippi, and New Mexico, also experienced higher-than-average YoY grocery chain visit growth. This suggests significant untapped potential for grocery stores and a market that is hungry for more.
Alabama is one state where grocery chains accounted for a relatively small share of overall food retail foot traffic in early 2024 (just 28.9%) – but where YoY visit growth outperformed the nationwide average. And digging down even further into local grocery store visitation trends provides further evidence that at least in some places, low grocery visit share may be due to inadequate supply, rather than insufficient demand.
In Central Alabama, for example, many residents drive at least 10 miles to reach a local grocery chain. And several parts of the state, both rural and urban, feature clusters of grocery stores that draw customers from relatively far away.
But zooming in on YoY visitation data for local grocery chain locations shows that at least some of these areas likely harbor untapped demand. Take for example the Camden, Butler, Thomasville, and Gilbertown areas (circled in the map above). The Piggly Wiggly location in Butler, AL, drew 40.1% of visits from 10 or more miles away. The same store experienced a 23.3% YoY increase in visits in early 2024 – far above the statewide baseline of 6.6%. Meanwhile, the Super Foods location in Thomasville, AL, which drew 52.8% of visits from at least 10 miles away – experienced YoY visit growth of 12.3%. The Piggly Wiggly locations in Camden, AL and Gilbertown, AL saw similar trends.
At the same time, trade area analysis of the four locations reveals that the grocery stores had little to no trade area overlap during the analyzed period. Each store served specific areas, with minimal cannibalization among customer bases.
These metrics appear to highlight robust demand for grocery stores in the region – grocery visits are growing at a stronger rate than those in the overall state, people are willing to make the drive to these stores, and each one has little to no competition from the others.
While significant opportunity exists across the country, many communities still face considerable challenges in supporting large grocery stores. Though South Carolina has a significant number of grocery chain locations, for example, certain areas within the state have low access to food shopping opportunities. And one local government – Greenville County – is considering offering tax breaks to grocery stores that set up shop in the area, to improve local fresh food accessibility.
Placer.ai migration and visitation data shows that Greenville County is ripe for such initiatives: the county’s population grew by 4.8% over the past four years – with much of that increase a result of positive net migration. And YoY visits to Greenville County Grocery Stores have consistently outperformed state averages: In April 2024, grocery visits in the county grew by 6.1% YoY, while overall visits to grocery stores in South Carolina grew by 4.2%. This growth – both in terms of grocery visits and population – points to rising demand for grocery stores in Greenville County.
Analyzing the Greenville County grocery store trade areas with Spatial.ai’s FollowGraph dataset – which looks at the social media activity of a given audience – offers further insight into local grocery shoppers’ particular demand and preferences.
Consumers in Greenville-area grocery store trade areas, for example, are more likely to be interested in “Mid-Range Grocery Stores” (including brands like Aldi, Kroger, and Lidl) than residents of grocery store trade areas in the state as a whole. This metric provides further evidence of local demand for grocery chains – and offers a glimpse into the kinds of specific grocery offerings likely to succeed in the area.
Grocery stores remain essential services for many consumers, providing a place to pick up fresh produce, meat, and other healthy food options. And many areas in the country are ripe for expansion, with eager customer bases and growing demand. Identifying such areas with location analytics can help both grocery store operators and municipal stakeholders provide their communities and customer bases with an enhanced grocery shopping experience that caters to local preferences.
