Herb Peterson, a McDonald’s franchisee in Southern California, created the breakfast sandwich, which was meant to be a portable version of Eggs Benedict.

“It was breakfast in a sack, and just the kind of finger-food that busy American consumers had been missing in the morning,” according to NPR.

Bob Goldin, a food industry consultant with Technomic, shared how the seemingly simple product was actually revolutionary.

“I don’t think there were a whole lot of products that fit that need at that point in time,” he told NPR. “Breakfast tended to be a sit-down occasion, eggs and bacon, cereal. And here comes this Egg McMuffin that people could eat on the go.”

And while McDonald’s expanded the Egg McMuffin line to include bacon and sausage versions, the English muffin remained the chain’s signature sandwich bread offering. That changed in 1986 when the chain added biscuit-based sandwiches.

Now, the fast-food giant has quietly borrowed from one of its biggest rivals for morning supremacy with its new biscuit sandwich.

McDonald’s adds honey butter

While biscuits aren’t new to McDonald’s, honey butter is. The chain has introduced the new Honey Brown Butter Bacon Egg & Cheese Biscuit at participating restaurants nationwide.

“This breakfast sandwich is the perfect spin on the classic bacon egg and cheese, taking those ingredients and nestling them between two freshly baked biscuits with creamy, toasty Honey Brown Butter,” according to the McDonald’s website.

Honey butter has long been a staple at Chick-Fil-A. It’s brushed onto every biscuit the chain sells, and at some locations, you can add even more as a dipping sauce. It’s not an official side item or sauce packet, so whether a store will give you extra depends on local management.

For McDonald’s, the new biscuit continues its long-term innovation policy of offering new takes on familiar items. The Honey Brown Butter Bacon Egg & Cheese Biscuit was launched July 21 and will be available for an unspecified limited time.

McDonald’s and Chick-fil-A battle over breakfast

McDonald’s does not break out its sales by daypart, and Chick-fil-A, as a privately held company, does not share financial information regularly.

As both chains have faced increased competition from convenience stores, they appear to be winning that battle, according to Ian O’Neil, director of consumer intelligence for Rubix Foods.

He said that while competition is intense, breakfast has been a bright spot for QSRs.

“We’re seeing some interesting shifts in visitation by daypart, with QSRs gaining share at breakfast from C-stores,” O’Neil told Food Institute (FI).

More Restaurants:

• 74-year-old fast food giant closes 207 U.S. restaurants
• Iconic burger chain closes 89-year-old restaurant for good
• 86-year-old nationwide ice cream chain closes 46 stores

Fast-food chains such as McDonald’s and Chick-fil-A do have room to grow breakfast sales.

“Despite a recent focus on the daypart, QSRs only represent roughly 23% of the market, while casual dining claims nearly 28%, suggesting its position as a growth lever in the year ahead,” FI noted, based on a report from Menu Data.

McDonald’s admits the breakfast challenge

McDonald’s CEO Christopher J. Kempczinski, during the chain’s second-quarter earnings call, talked about the challenge in selling breakfast when consumers are worried about the economy.

“You’re seeing people either skip occasions, so they’re skipping a daypart like breakfast, or they’re trading down either within our menu, or they’re trading down to eating at home,” he said.

The morning meal, he noted, has been hit harder than the rest of the chain’s offerings.

“The breakfast daypart is the most economically sensitive daypart because it’s the easiest daypart for a stressed consumer to either skip breakfast or choose to eat breakfast at home. And we, as well as the rest of the industry, are seeing that the breakfast daypart is absolutely the weakest daypart in the day,” he added.

McDonald’s faces another key headwind

In addition to cost concerns, fast-food chains also face the growing number of Americans taking a GLP-1 weight loss drug.

As one of those Americans, I can say my personal reaction to the medicine mimics what the data show. I’m skipping breakfast most days and replacing it with a protein drink.

“The pullback in restaurant visits isn’t spread evenly across times of day, according to Dana Baggett, executive director of restaurant client strategy at RRD, which works with more than 200 restaurant brands,” CNBC reported.

The morning meal has been hit hardest.

“Lunch, so far, hasn’t been impacted,” she said. “But breakfast has taken a hit, particularly from high-income GLP-1 users, who represent a bigger percentage of current patients, she said. In practice, that means fewer sugary coffee drinks and doughnuts, although options like Starbucks’ protein cold foam could encourage those consumers to return.”

A few years ago, before taking the medication, I probably would have tried McDonald’s new Honey Brown Butter Biscuit. Today, I’m the kind of breakfast customer the chain is trying to win back.

Related: Taco Bell and Chipotle face a problem bigger than lettuce

The post McDonald’s new menu item copies a Chick-fil-A favorite appeared first on Risk Front Digest.

Sailormen’s economic issues prompted it to divest of all of its restaurant locations.

Bankrupt Popeyes Louisiana Kitchen franchisee Sailormen Inc., which operated 136 fried chicken locations when it filed for bankruptcy, won approval to sell its 23 Orlando area stores a second time after its first sale fell through.

Popeyes sells Orlando area locations

Judge Robert A. Mark of the U.S. Bankruptcy Court for the Southern District of Florida in Miami signed an order on July 23 approving Sailormen’s sale of its 23 Orlando region Popeyes restaurants to SBH Foods PLK LLC for $2.67 million.

Sailormen had already won approval from Mark on June 23, 2026, to sell 97 of its restaurants, which included a sale of 5 Savannah, Ga., locations to SBH Foods PLK for $650,000. The debtor also won approval in the deal to sell the 23 Orlando-area restaurants to RFI Ventures LLC for $2.5 million.

Buyer didn’t close the sale

RFI Ventures, however, failed to close on the acquisition of the 23 Orlando locations by its July 12 deadline, which led to SBH Foods PLK agreeing to purchase the restaurants, according to a July 17 court motion.

Sailormen’s sale of the 97 Popeyes locations included 50 units sold to Pulse Restaurant Group LLC for $2.69 million, 16 Miami-area stores sold to Popeyes Louisiana Kitchen Inc. for $9.6 million, and 3 West Palm Beach, Fla.-area restaurants sold to 61 Biscuits LLC for $1.11 million, according to court orders.

Franchisee closed 39 locations

The Miami, Fla.-based wholly owned subsidiary of Interfoods of America Inc. also closed 39 locations that it could not sell.

Sailormen filed for Chapter 11 protection after a failed sale of certain locations, a default on credit facilities, and a series of lawsuits and store closings caused the company financial distress.

Popeyes Louisiana Chicken Inc., the parent company of the worldwide chain, did not file for bankruptcy. The bankruptcy involved Sailormen Inc., a major franchisee of the chain.

The debtor submitted a motion in January in the U.S. Bankruptcy Court for the Southern District of Florida to reject 17 leases retroactively to Jan. 15 after closing eight locations on Jan. 19, five locations on Jan. 20, and four locations on Jan. 22, according to court papers.

The debtor asserted that the leases should be rejected as of the petition date, since the restaurants were closed within one week of the petition date and before the hearing on the debtor’s first-day motions.

Closing locations could save $1 million

Sailormen believed that closing the 17 unprofitable locations would reduce its expenses by over $1 million annually.

The debtor had won approval to reject 18 restaurant leases, consisting of 15 locations in Florida and 3 in Georgia, on June 24.

Mark approved an amended motion on June 27 to add four lease rejections, which amounted to 19 leases for properties in Florida and 3 leases for Georgia locations.

The franchisee, which was founded in 1987 with 10 locations, was one of the largest domestic Popeyes franchisees in the company’s system, with 136 locations in Florida and Georgia before it began closing and selling locations. It employed about 2,900 workers before the closures.

Popeyes Louisiana Kitchen Inc., which was founded in 1972, operates over 2,700 restaurants worldwide, according to its website.

Related: 97-year-old aerospace manufacturer files Chapter 11 bankruptcy

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It’s unthinkable because the company has dominated retail for so long, and it survived the pivot from pure brick-and-mortar operations to an omnichannel retailer.

Even if it sells explosive diarrhea lettuce, replaces its greeters with unsupervised raccoons, or puts the people behind Fyre Festival in charge of grocery pickup, the chain would suffer, but survive.

Sears, arguably the chain that served as the Walmart of its day, did not make any single mistake quite as epic as any of the silly ones listed above. Instead, the chain, which was bigger than Walmart by sales until 1990, according to Business Insider, made thousands of little mistakes.

The once-dominant retailer, founded in 1886, even survived the pivot from its catalog business to a store-based model.

Since 1990, however, the chain has slowly dwindled, selling off assets such as its Craftsman, DieHard, and Lands End brands and using the proceeds for ill-fated ideas that did not reverse the slide.

Now, while Sears has not shut down, the chain has five locations left and appears to have abandoned any realistic hopes of a comeback.

Sears Chapter 11 was the beginning of the end

Sears actually filed for Chapter 11 bankruptcy in 2018, according to court documents filed on PacerMonitor.

At the time, Global Data Managing Director Neil Saunders released a strong statement on the company.

“Today is a day that will live in retail infamy. That a storied retailer, once at the pinnacle of the industry, should collapse in such a shabby state of disarray is both terrible and scandalous in equal measure. However, it is not surprising because this is a destination that Sears has been headed towards for many years, with virtually no serious attempt having ever been made to change the trajectory,” he wrote.

Saunders called on the company to make big changes and made it clear that its current strategies were not working.

“Over the longer term it is still unclear what Sears hopes to accomplish. We believe there is no clear path to success. The group has tried to shrink its way to profitability for years to no avail, so it is hard to see why pursuing the same strategy under the auspice of Chapter 11 would result in a different outcome,” he added.

More Retail:

• Coca-Cola quietly hints at reinventing previously failed flavor
• Bath & Body Works quietly gains a competitive advantage
• Dollar General brings back old prices

He also foretold what would happen down the road with many of the company’s owned-and-operated brands, which had not yet been sold.

“Further asset sales may reduce debt, but they would not put the company on a sound financial footing nor would they solve the operating losses the group is racking up,” he shared.

Many analysts trace the true beginning of the chain’s downfall not to its Chapter 11 filing, but to its post-bankruptcy purchase by hedge fund operator Eddie Lampert in 2004.

Lampert merged the company with KMart in 2005, which Saunders also saw as a problem.

“The solution to Sears’ problems was to buy another retailer not doing well, and that was Kmart. Then they got a bigger bad business,” Saunders told CNBC. “Sears wasn’t investing or changing, and they started to suffer because of that.”

And while other retailers were investing, Sears was cutting back.

A report from Susquehanna Financial Group had said Sears in 2017 was spending roughly 91 cents per square foot to make upgrades both online and in stores, while J.C. Penney spent $4.13, Kohl’s was paying $8.12, and Best Buy was forking out $15.36 per square foot to make enhancements, CNBC reported.

“I think if it was any other retailer they probably would’ve already filed for bankruptcy,” Retail Metrics founder Ken Perkins told CNBC in 2018. “But in Sears’ case, someone with deep pockets is able to influx cash, extract real estate and sell off assets … the cupboard is running very bare and there isn’t a lot left.”

At its peak, Sears operated more than 2,700 locations.

Sears was sold off for parts

Sears did raise cash selling off its well-known brands.

Craftsman went to Stanley Black & Decker, which now sells it at Home Depot and other chains. DieHard was sold to Advance Auto Parts, and Lands’ End was spun off and still runs independently.

Some analysts have argued that Lampert’s only goal was to sell off Sears’ massive real estate holdings. Lampert also used those holdings to protect his investment in the company should it fail.

“If they go bankrupt, he remains in control of the company because, though he loses his equity stake, he’s their principal creditor,” former Sears Canada CEO and Columbia Business School Professor Mark Cohen told CNBC.

But Lampert has cordoned “off an enormous amount of assets through the loans he’s made, which have essentially protected him from what is eventually (going to) occur,” added Cohen.

Sears’ owner sold off hundreds of the chain’s properties to Seritage Growth Properties, a company he controls.

The problem is that “then you end up signing leases” and saddling the company with lease liabilities, Neil Stern, senior partner at retail consulting firm McMillanDoolittle, told CNBC.

Lampert was sued over Sears’ sales

Sears creditors sued Lampert and other investors, a case which was ultimately settled.

• The settlement could resolved years-long litigation filed against Lampert and other defendants over allegations of asset stripping and “rank” self-dealing in the years leading to Sears Holdings’ 2018 bankruptcy, according to Retail Dive.
• The settlement paid plaintiffs $175 million, including $125.6 million from insurers, $41.9 million from the defendants, and $7.5 million from shareholding funds, reported News.Law.

“By the time it filed for bankruptcy, many of Sears Holdings’ stores had closed, major assets — including property, beloved products brands and retail banners such as Sears Canada — had been sold or spun off,” the legal website shared.

How those sales were conducted were the heart of the lawsuit against Lampert and other defendants.

“Lampert and his hedge fund, ESL Investments, invested in and often took controlling stakes in many of the divested assets, including Sears Canada, Lands’ End, and Seritage Growth Properties (which included a large portfolio of Sears Holdings’ real estate),” the site reported.

Sears has 5 locations left

Five Sears stores are still operating in the country, but they won’t be around much longer, industry experts predict, The New York Times reported.

“Neither will Seritage Growth Properties, the real estate investment trust created to cash in on the value of the retailer’s properties. It abandoned its somewhat audacious plan to turn Sears’ rich real estate holdings into dazzling mixed-use properties. Today, Seritage is offloading the last of its assets as it pays down a $1.6 billion term loan from Warren E. Buffett’s Berkshire Hathaway,” the newspaper shared.

That process will end soon, which could mean the formal end of Sears as a retailer.

“The goal is to sell the remaining Seritage assets as quickly and profitably as possible, but we are also very open to an alternative transaction that could enhance shareholder value,” Adam Metz, chief executive of Seritage, said in an interview with the paper.

RTM Nexus CEO Dominick Miserandino sees Sears’ saga as a sad tale that could have been avoided.

“The Sears story is one of the biggest cautionary tales in retail history. It’s almost hard to comprehend how many wrong turns a company had to make to go from being America’s most iconic retailer to having only five stores left,” he told TheStreet.

It was a demise that required a lot of mistakes, he shared.

“The issue wasn’t one bad decision — it was a series of decisions that slowly disconnected Sears from its customers, its employees, and the future of retail. They had the brand, the real estate, the trust, and the history. In the end, it just wasn’t Amazon that killed them but a series of unfortunate events and decisions,” he wrote.

Related: Costco drops a surprising new exclusive snack

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The decision comes as retailers increasingly shed underperforming brands to focus investment on their strongest businesses amid softer consumer spending and higher operating costs.

The latest decision adds to a growing list of retailers making similar moves.

Calida Group sells Cosabella

Calida Group has sold Cosabella to New York-based brand management and private equity firm Crown Brands Group through an Asset Purchase Agreement that closed on July 23, 2026.

The transaction includes the Cosabella trademark, related intellectual property rights, and the inventory. Financial terms were not disclosed.

Crown Brands Group specializes in acquiring consumer brands and expanding their reach through licensing partnerships, retail distribution, and long-term brand development.

Calida Group acquired Cosabella for $80 million in 2022 as part of an effort to strengthen its department store and digital businesses across the U.S. and Europe.

Founded in Miami in 1983, Cosabella is known for its Italian-inspired luxury lingerie.

Why did Calida Group sell Cosabella?

Founded in 1941, Switzerland-based Calida Group owns and operates premium apparel and intimate apparel brands.

The company has steadily simplified its portfolio in recent years. After owning as many as seven brands, it has been divesting businesses since 2020 and now focuses primarily on Calida and Aubade, according to its website.

In 2024, Cosabella underwent a major restructuring that included repositioning the brand and implementing cost-cutting measures to improve performance. However, those efforts failed to reverse its decline and ultimately weighed on the group’s overall results.

According to Calida Group’s half-year report 2026, net sales fell nearly 8% year over year, while net income declined roughly 12%.

Cosabella’s net sales dropped approximately 37% to 4.3 million Swiss francs (about $5.25 million), accounting for just 4.6% of the group’s total revenue.

The company said the first half of 2026 was marked by a persistently challenging retail environment, with performance slightly below expectations. It cited weaker consumer confidence, ongoing economic uncertainty, and heightened price sensitivity, particularly across European markets, as key factors weighing on demand.

Selling Cosabella marks the latest step in the company’s multi-year effort to simplify operations and improve profitability after several years of portfolio restructuring.

“With the sale of Cosabella, the Calida Group is further simplifying its brand portfolio and reinforces its focus on the strategic development of its core brands, Calida and Aubade,” said Calida Group CEO Thomas Stöcklin in the company’s shareholder letter.

“At the same time, the transaction creates additional operational and financial flexibility to further develop the brands and strengthen their positioning in the premium segment in a targeted manner.”

What’s next for Calida Group and Cosabella?

Looking ahead, Calida Group expects consumer sentiment to remain subdued across core markets while anticipating continued structural changes throughout the retail distribution landscape.

“We are confident that the strategic and operational measures we have initiated will gain increasing traction,” said Stöcklin. “Our focus remains on systematically delivering on our strategy.”

Here’s some of my previous coverage of store closures:

• Former retail giant closes more stores
• Formerly bankrupt 200-year-old retailer brings back iconic line
• 88-year-old retailer closing 75 stores, slows expansion

For 2026, the company projects improved operating contributions from its Calida and Aubade brands, as well as an operating EBIT margin of more than 6% of sales.

“The completion of the transaction represents a further step towards simplifying the group structure and focusing on the Calida Group’s core brands,” Stöcklin added.

Under its new ownership, Crown Brands Group will oversee Cosabella’s global brand strategy, marketing, and licensing through a licensing-focused operating model.

“Cosabella gives Crown a clear leadership position in premium intimates, and it validates the model we set out to build: acquire authentic heritage brands, pair them with best-in-class operating partners, and invest in their next chapter of growth,” said Crown Brands Group CEO Raymond Dayan, WWD reported.

“Intimates is our first vertical, and Cosabella strengthens our foundation there as we look ahead to new categories.”

Crown Brands Group plans to expand Cosabella’s presence through department stores, specialty boutiques, e-commerce, and international markets.

Currently, about 85% of Cosabella’s business comes from the U.S., while international markets account for the remaining 15%. Dayan also said opening freestanding stores, particularly overseas, is under consideration, as the brand currently operates no standalone retail locations.

The acquisition gives Crown Brands Group an established luxury intimates brand to expand globally, while allowing Calida Group to continue narrowing its focus on its remaining core businesses as both companies pursue very different growth strategies in an increasingly challenging retail environment.

Related: Sportswear giant continues store closures nationwide

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Iconic aerospace products manufacturer Magellan Aerospace Middletown Inc. filed for Chapter 11 bankruptcy to stabilize its business, operations, and finances and determine if sufficient changes will allow it to better compete in the market and continue as a stand-alone entity, according to court documents.

Magellan Aerospace Middletown seeks to preserve the business as a going concern, maintain employment, and continue customer relationships, according to a declaration by the company’s sole independent director, Michael Goldberg. The debtor will consider all alternatives, including a potential sale or other value maximizing transactions.

The company manufactures jet engine nacelle, exhaust components, and heat-resistant space products for the commercial, military, and space sectors. Among the products the company has produced were heat shields for NASA’s Apollo and Space Shuttle space programs.

Aerospace company files bankruptcy

The Middletown, Ohio-based debtor filed its petition in the U.S. Bankruptcy Court for the Southern District of Ohio, listing $10 million to $50 million in assets and $50 million to $100 million in debts, on July 22.

Magellan Aerospace Middletown is 100% owned by Magellan Aerospace USA, which has not filed for bankruptcy. Mississauga, Ontario-based Magellan Aerospace Corporation is the parent company of Magellan Aerospace USA,

The debtor has no secured debt and no public debt. All of its obligations are unsecured debt, consisting of over $82 million.

Magellan Aerospace Middletown’s largest unsecured creditors include The Reynolds Group, owed over $170,000; Mound Manufacturing Center inc., owed over $113,000; Fidelity 401K, owed over $87,000; Duke Energy, owed over $53,000; MSC Industrial Direct Co., owed over $49,000; CT Security Services, owed over $49,000; and Trimech Enterprise Solutions Corp., owed over $39,000.

Debtor reports net losses

The debtor, which employs 109 workers, reported a net loss of $8.5 million on about $26.3 million in annual revenue in 2025, and a net loss of $2.8 million on $16.8 million in revenue in 2026 through June 30.

Magellan Aerospace Middletown’s annual revenue has decreased year-on-year as a result of a winddown of contracts, beginning in 2020. The company had secured jet exhaust systems contracts with Airbus on its A340, A318, and A380, as well as the Boeing 747 and 767 aircrafts.

Production of the A340, A380, and 747 ended, which led to the canceling of those contracts.

Company founded in 1928

Magellan Aerospace Middletown was founded as Aeronautical Corporation of America in 1928 by future Ohio senator, Robert Taft, son of former President William Howard Taft. The company evolved over the years as an aircraft manufacturer and acquired Longden Aircraft Company in the late 1950s, which it sold in the early 1990s.

The original company began manufacturing its first product, the single-seat C-2 Scout personal airplane, in 1929, and two years later launched the two-seat version, C-3, in 1931. By the mid-1930s the company led the U.S. in light aircraft production, according to court papers.

In World War II the company produced products for the military, returned to civilian aircraft production after the war until exiting the light aircraft business in 1951 to focus on high-strength engine and airframe structures for the commercial, military, and space sectors.

The company became a subsidiary of Magellan Aerospace Corporation in the mid-1990s.

Aerospace sector growth projected

Research firm Deloitte expects growth in the aerospace production sector in 2026, according to Aerospace Manufacturing and Design.

“The commercial aerospace sector appears poised to continue growth, aided by rising fleet utilization, continued fleet growth, and steady gains in both passenger and cargo demand,” according to Deloitte’s 2026 aerospace and defense outlook.

Related: 60-year-old dining chain franchisee files Chapter 11 bankruptcy

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That devotion drove a boom in boat sales during the Covid pandemic, as many Americans turned to the water to escape. After seeing a spike in sales during the crisis, when most other industries struggled, the recreational boating market is now feeling the impact of consumers’ discretionary spending cuts. 

In fact, most boat owners make less than $100,000 a year, often purchasing smaller and more affordable vessels. This makes the industry “particularly sensitive to shifts in consumer confidence and credit availability,” according to IBIS World’s Boat Sales & Repair in the U.S. report. 

According to Deloitte’s State of the US Consumer July 2026 report, discretionary spending intentions grew for a third straight month in June; however, they remain below the 2021 baseline. 

The full-year 2025 data from NMMA reveal that new boat retail unit sales dropped 8.8% year over year to 215,237 units, down from 236,070 units in 2024. 

Amid these shifts in consumer behavior, the largest U.S. boating retailer, West Marine, recently filed for Chapter 11 bankruptcy and closed 59 stores. More recently, the boat retailer confirmed an additional wave of closures. 

West Marine closes another 32 stores

West Marine Inc., the largest boating and marine supplies retailer in the United States, recently confirmed plans to close an additional 32 retail locations, bringing the total number of stores slated for closure to 91, reported BoatBlurb. 

The latest 32 closures join the previously announced 59 closures and are part of the company’s Chapter 11 bankruptcy restructuring. 

The company disclosed several factors pushing it into bankruptcy, includingsupply chain disruptions, extreme weather events, and shifts in consumer behavior, according to its official press release. 

West Marine aims for Chapter 11 to help it strengthen its balance sheet, reduce debt, and improve financial flexibility. 

“We recently made the difficult decision to close select store locations. While this change wasn’t easy, our commitment to you hasn’t changed one bit — West Marine is open, stocked and ready to help with everything you need to get back on the water,” the company states on the store closure web page. 

West Marine’s total 91 locations closed: 

• Alabama (1)
  Mobile: 5004 Dauphin Island Pkwy. 
• California (7)
  Chula Vista: 630 Bay Blvd. 

  Monterey: 2024 Del Monte Ave.  

  Oceanside: 1719 Oceanside Blvd. 

  Pittsburg: 4645 Century Blvd.  

  Redding: 2607 Bechelli Lane  

  Sacramento: 9500 Micron Ave #116 

  Santa Barbara: 132C Harbor Wy.

• Connecticut  (2)
  Branford:  33 Business Park Dr.

  Norwalk: 99 Water St.

• Delaware (1)
  Rehoboth Beach: 18914 Rehoboth Mall Blvd. 
• Florida (18)
  Bonita Springs: 28520 Bonita Crossings Blvd. 

  Fernandina Beach: 474347 E. State Road 200 

  Jacksonville: 14180 Beach Blvd. 

  Orlando: 7478 S. Orange Blossom Trl. 

  Palm Coast: 250 Palm Coast Pkwy. NE 

  Port Charlotte: 4265 Tamiami Trail 

  Venice: 1860 Tamiami Trail S 

  Winter Haven: 1107 3rd St. SW 

  Deerfield Beach: 110 N. Federal Hwy. 

  Cutler Bay: 19407 S. Dixie Hwy. 

  Miami-Westchester: 8687 Coral Wy. 

  Pinecrest: 11735 S. Dixie Hwy.

  Delray Beach: 2275 South Federal Hwy., Ste. 220 

  Punta Gorda: 700 Tamiami Trail 

  Melbourne: 1001 W. New Haven Ave.

  Jensen Beach: 3554 NW Federal Hwy. 

  Spring Hill: 1279 Wendy Ct. 

• Georgia (1)
  Savannah: 7700 Abercorn St. 
• Illinois (2)
  Fox Lake: 2 W. Grand Ave. 

  Winthrop Harbor: 1707 7th St. 

• Louisiana (2)
  Lafayette: 2668 Johnston St. 

  Mandeville: 1803 N. Causeway Blvd. 

• Massachusetts (3)
  Marblehead: 32 Atlantic Ave.  

  Vineyard Haven: 52 Beach Rd. 

  Danvers: 139 Endicott St.

• Maryland (5) 
  Baltimore: 2700 Lighthouse Point E  

  Edgewater: 3257 Solomon’s Island Rd.  

  Ocean City: 12638 Ocean Gateway 

  Rock Hall: 21386 Rock Hall Ave. 

  North East: 475 N. Mauldin Ave. 

• Maine (2)
  Portland: 127 Marginal Way  

  Southwest Harbor: 11 Apple Lane  

• Michigan (7)
  Bay City: 4128 Wilder Rd.  

  Grand Haven: 810 Jackson St.  

  Muskegon: 2492 Henry St.  

  Petoskey: 105 West Mitchell St.  

  St. Clair Shores: 25050 Jefferson Ave.  

  Troy: 789 E. Big Beaver Rd.  

  Holland: 12513 James St. 

• Minnesota (1)
  Minnetonka: 12350 Wayzata Blvd. 
• Missouri (1)
  Osage Beach: 3872 Osage Beach Pkwy.  
• North Carolina (2)
  Oriental: 1104 Broad St. Ext.  

  Raleigh: 3027 Capital Blvd.  

• New Jersey (4) 
  Cape May: 791 Route 109  

  Eatontown: 178 State Route 35 S  

  Toms River: 213 Route 37 East  

  Lodi: 100 Route 17 South

• Nevada (1)
  Reno: 2505 Mill St.  
• New York (6) 
  Irondequoit: 1850 Ridge Rd. East  

  Port Washington: 16 Soundview Marketplace  

  Watertown: 21214 Pioneer Plaza Dr. 

  Buffalo: 2192 Niagra St. 

  Huntington Harbor: 56 New York Ave. 

  Riverhead: 1089 Old Country Rd. 

• Ohio (4)
  Cleveland: 1577 Saint Clair Ave. NE 

  North Olmsted: 24781 Lorain Rd.  

  Sandusky: 207 E. Water St.  

  Toledo: 6176 N Summit Bldg. F 

• Oregon (2)
  Tigard: 15230 SW Sequoia Pkwy.  

  Portland: 12085 N. Parker Ave. 

• Pennsylvania (1)
  Bensalem: 2126 Street Rd.  
• South Carolina (5)
  Anderson: 3501-2 Clemson Blvd.   

  Murrells Inlet: 12078 Highway 17 Bypass  

  North Myrtle Beach: 1288 Highway 17 N  

  Port Royal: 1347 Ribaut Rd.  

  Columbia: 142 Harbison Blvd. 

• Tennessee (1)
  Knoxville: 7812 Kingston Pike 
• Texas (1) 
  Lewisville: 4850 SH 121 
• Virginia (2) 
  Glen Allen: 10819 W. Broad St. 

  Alexandria: 601 South Patrick St. 

• Vermont (1)
  Burlington: 861 Williston Rd. 
• Washington (7) 
  Bellingham: 3560 Meridian St.  

  Bremerton: 5971 State Hwy. 303 NE  

  Everett: 1716 West Marine View Dr. 

  Port Townsend: 2428 Washington St.  

  Spokane: 5306 East Sprague Ave. 

  Bellevue: 13211 Northup Wy. 

  Olympia: 1530 Black Lake Blvd SW Suite C 

• Wisconsin (1) 
  Greenfield: 4141 S 76th St.

  Source: Notice of Filing Store Closing List, West Marine 

West Marine Chapter 11 bankruptcy details and canceled auction 

West Marine signaled it is preparing for a potential Chapter 11 bankruptcy filing to restructure its debt and lease obligations, TheStreet Co-Editor-in-Chief Daniel Kline reported in May 2026. 

Since then, the outdoor giant filed for Chapter 11 bankruptcy protection in the United States Bankruptcy Court for the District of Delaware, closed 59 stores, and now an additional 32. 

 “West Marine has been a trusted partner to the boating community for decades, and we remain deeply committed to that mission. The actions we are taking today will allow us to optimize our operations and rationalize our footprint, so that we can focus on continuing to serve our customers and community well into the future,” stated CEO Paulee Day, when the company filed for Chapter 11. 

To support ongoing operations through the Chapter 11 process, West Marine reached an agreement with its secured lenders to use its cash collateral. The lenders also agreed to provide new financing to support the company’s exit from Chapter 11. 

Related: Discount grocery chain closing stores

After filing for Chapter 11 bankruptcy, West Marine also filed customary first-day motions with the Bankruptcy Court requesting authority to continue operations without disruption, which includes meeting employee payroll and benefits. 

The company’s restructuring process faced its first major hurdle when an asset auction was canceled after no qualified bids emerged, reported SGB Media on July 7, 2026. 

The boating and fishing retailer confirmed it plans to continue with its pre-arranged reorganization plan that includes the closure of around one-quarter of its locations and an exchange of debt for equity. 

Under the pre-petition reorganization plan filed in Delaware’s bankruptcy court, lenders will convert roughly $251.2 million in term loan claims into 100 percent of the new equity interests in the reorganized company. The Restructuring Support Agreement (RSA) was backed by 100 percent of its FILO (First In, Last Out) lenders and 96.2 percent of its term loan lenders.  

The document also states that the total outstanding obligations amount to $429.3 million. 

“Under the current reorganization plan, general unsecured creditors face a “death-trap” provision that will result in little to no financial recovery. The total amount owed to these unsecured creditors — which includes major vendors like Garmin International ($8.57 million), Virtual Supply ($5.8 million), and Sierra International ($4.7 million) — ranges between $99.3 million and $109.2 million,” reports SGB Media. 

West Marine confirmed that vendors and suppliers will be paid in full for all goods and services provided after the May 17, 2026, bankruptcy filing date. Only the debts incurred before filing are subject to losses. 

The Combined Confirmation Hearing, initially set for July 30, has been postponed to Aug. 11. 

What West Marine consumers should know regarding closures 

Consumers who own a gift card or placed an order for pickup at one of the stores scheduled for closure should know that they can still use the gift card at the closing store up to the closure date, online, or at any other West Marine location. 

The retailer also noted that all orders placed before June 12, 2026, can be picked up at a closing West Marine store location. 

Consumers can’t return or exchange merchandise at closing stores, as all sales are final at any closing store.

Shoppers can still place orders online and in store, and warranties and product support will be honored. 

Regarding the West Advantage Rewards program, the company shared that members’ accounts will remain active, and loyal customers can continue to use their account benefits.

What’s next for West Marine?  

West Marine had more than 200 retail locations across North America before announcing its Chapter 11 filing. This suggests the retailer will soon be left with about 110 operating stores. 

In addition to closing stores with unprofitable leases, West Marine plans to transform and build its business around West Marine Pro, its wholesale and professional division, that drives more than 40% of its total revenue, writes Marine Industry News. 

West Marine Pro provides service to marine technicians, marina operators, fleet managers, boat builders and government organizations responsible for maritime assets.

The boat giant also plans to remodel its remaining stores to better serve professional customers by allocating more space for high-volume marine parts, while scaling back non-essential/discretionary retail products.

The retailer also plans to connect its store inventory to its website and Pro app. This lets commercial clients scan barcodes, view wholesale prices, and check local stock in real time.

Related: Car dealer closes 40% of its stores, shares bankruptcy warning

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There’s a reason for that. 

Dollar Tree has spent the past few years transforming itself from a true single-price retailer into a chain with merchandise spanning multiple price points. 

The strategy has helped the company broaden its assortment, bring in higher-quality products, and improve sales. But it’s also changed one of Dollar Tree’s defining characteristics.

It used to be that you could walk into a Dollar Tree and know exactly what each item would cost. Now, it’s a crapshoot. 

The company’s management team has made clear that the shift is central to its long-term strategy. 

During its first-quarter 2026 earnings call, Dollar Tree CEO Michael Creedon said the company is continuing to “expand and modernize our assortment through multi-price,” adding that the expanded assortment “continues to perform well and remains a meaningful growth driver.” 

He also called the expansion “a key enabler” that allows Dollar Tree to improve quality and introduce products that wouldn’t have been possible under a single price point.

But while the multi-price strategy may be working financially, it’s creating a more complicated shopping experience for customers who have long associated the brand with simple, predictable pricing.

Dollar Tree customers grapple with new frustrations

Dollar Tree now carries products priced from its $1.25 opening price to as much as $10 in many locations. 

And while the company says roughly 85% of its sales still come from products priced at $2 or less, higher-priced merchandise has become increasingly common throughout stores.

Related: Target wants rich parents to shop at its stores

That, combined with a lack of price tags in some stores, leaves customers wondering what they’re going to pay when they pick up an item to purchase. 

While some Dollar Tree products are clearly marked, shoppers have increasingly complained on social media about inconsistent labels or difficulty identifying prices on merchandise throughout the store. 

And for a chain built around value and convenience, it’s easy to see how uncertainty over pricing can quickly become a source of frustration.

To address the issue, Dollar Tree has begun installing price scanners in more stores, USAToday reported. The devices are designed to eliminate guesswork, allowing shoppers to scan items themselves before heading to the checkout.

The rollout, however, has sparked another round of debate online.

Many shoppers view the scanners as evidence that the retailer has drifted too far from its roots. 

Some social media users questioned why a store called Dollar Tree now needs price scanners at all, arguing that the feature wouldn’t be necessary if pricing had remained simple.

Others, however, said the scanners are a helpful addition because they can at least help prevent surprises at the register.

A brand caught between growth and identity

The backlash over price scanners highlights a broader challenge facing Dollar Tree as it continues reinventing itself.

From a business standpoint, the multi-price strategy gives the retailer more flexibility to offset rising costs and compete across more categories. Company executives have repeatedly emphasized that the strategy lets them offer higher-quality goods.

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The problem is that Dollar Tree’s identity was built on simplicity. For decades, customers walked into stores expecting every item to cost essentially the same amount. That predictability became part of the brand’s appeal.

Today’s stores offer a wider selection than ever before, but they also require shoppers to pay closer attention to shelf tags and product labels. 

The addition of price scanners may solve a practical problem. But it also serves as a visible reminder that the retailer has fundamentally changed.

As Dollar Tree continues expanding its multi-price assortment, it faces a delicate balancing act. 

The multi-price strategy may strengthen sales. But if longtime customers begin to feel that the chain no longer delivers the straightforward bargain-hunting experience they remember, Dollar Tree risks alienating the loyal shoppers who helped build the brand in the first place.

As one customer told USA Today, “I to this day will not pay for anything in there over $2. It’s not because I can’t, it’s just because I think it’s greed.”

Related: Dollar General brings back old prices

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A good 45% of parents plan to take on debt to pay for back-to-school shopping this year, according to Credit Karma.

And all told, parents expect to spend a collective $30.4 billion on back-to-school items for K-12 students, according to Deloitte. That amounts to an average of $557 per student.

All of this is coming at a time when broad inflation is up 3.5% year over year, according to the most recent Consumer Price Index.

Given that so many families are struggling financially due to general economic circumstances, a lot of parents will be seeking out deals in the coming weeks. 

That presents a huge opportunity for Costco. Yet it’s one the warehouse club giant isn’t really taking advantage of.

Costco misses a key opportunity

Members who head to Costco expecting aisles full of notebooks, pencils, crayons, and folders may be surprised.

While the warehouse club offers plenty of products aimed at students, it has never made traditional school supplies a major category. 

Related: Walmart quietly found a way to undercut Costco on gas

A look at Costco’s online school supply assortment shows only a limited selection of writing supplies, with just a handful of products available compared to mass retailers that devote entire departments to back-to-school merchandise.

Costco does have more to offer in non-school supply categories, like backpacks, apparel, and electronics. 

But it’s missing out on a big share of the $30.4 billion consumers anticipate spending this year. 

Costco’s back-to-school shopping strategy is deliberate

Costco’s limited school supply assortment may seem like an oversight. But it’s actually a reflection of how the company operates.

Costco’s merchandising strategy is built around offering a carefully curated selection of products that deliver exceptional value through larger package sizes and high sales volume. 

Rather than stocking dozens of brands and product variations, Costco typically limits shoppers to one or two options in a category.

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That model works well for products families buy in large quantities, such as paper towels, bottled water, snacks, and household essentials. School supply shopping, however, often looks very different.

Many teachers provide highly specific lists that call for exact notebook sizes, folder colors, glue sticks, dry-erase markers, or other individual items. 

Parents frequently need small quantities of each product instead of warehouse-sized multipacks, which doesn’t fit Costco’s bulk-first approach.

Costco can’t compete with discount chains

Costco also has another merchandising principle that shapes its assortment. 

The company generally avoids carrying products unless it believes it can offer members a compelling value. 

If Costco can’t negotiate pricing that allows it to sell an item at a better value than competitors while maintaining its quality standards, it often chooses not to carry the product at all.

As Costco CEO Gary Millerchip said during the company’s most recent earnings call, “Our goal is to be the first to lower prices where we see opportunities to do so.”

Related: Costco vs. Sam’s Club: Memberships, prices & perks compared

That philosophy makes commodity school supplies especially challenging. 

Chains like Dollar Tree and Dollar General have built their businesses around low-priced everyday items, making school supplies a natural fit.

Parents can often buy individual notebooks, folders, pencils, and other classroom essentials for around a dollar or less, allowing them to purchase exactly what appears on a teacher’s supply list without paying for larger quantities. 

Competing against deeply discounted promotions on individual items isn’t consistent with Costco’s business model. Instead, Costco focuses its back-to-school assortment on categories where its buying power and bulk purchasing model can create more meaningful savings, such as the electronics category.

Ultimately, Costco’s approach to inventory and product curation makes it difficult for the company to compete on school supplies. That may leave some members disappointed, but it makes sense for the company’s business model.

Maurie Backman owns shares of Costco.

Related: Costco makes big investment to keep members coming back

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But I’m also the sort of person who loves summer and likes to spend July and August walking around in flip-flops, drinking iced coffee, and planning trips to the beach. 

So when I see fall-themed products start to pop up in stores at this stage of the year, I’m not always happy. 

That doesn’t stop retailers from doing it, though. 

These days, it’s common for seasonal items to show up well ahead of when they’re actually needed, so you might end up buying your Christmas tree before your Halloween decorations come down.

Home Depot is one retailer that’s guilty of perpetuating what I call the “it’s way too early for that” trend. But there’s a reason the company is going all-in on Halloween early. 

Halloween starts early at Home Depot this year

Home Depot is kicking off the spooky season months before Oct. 31. 

The home-improvement giant recently unveiled its 2026 Halloween collection, complete with upgraded versions of its wildly popular 12-foot Skelly skeleton, new giant-sized animatronics, and interactive decorations designed to appeal to everyone from casual decorators to dedicated Halloween enthusiasts. 

Related: Amazon may be losing its biggest competitive edge

“From our realistically detailed collections to dynamic interactive technology like the upgraded SKELLY’s real-time, app-controlled voice modulation, we are giving our customers the tools to create their most captivating displays yet — all at an incredible value,” said Aubrey Horowitz, decorative holiday merchant at The Home Depot.

The collection launched online in mid-July, with products arriving in stores later this summer.

While some shoppers may joke that Halloween starts earlier every year, Home Depot’s strategy reflects a broader shift in consumer behavior. 

Americans tend to stretch their budgets for Halloween, and many are beginning their shopping weeks, or even months, ahead of the holiday. At a time when consumers are spending more cautiously across the board, Home Depot can’t afford to be late to the party. 

Halloween has become a multibillion-dollar retail event

Halloween has evolved into far more than a night of trick-or-treating. It’s now a major retail season that rivals some traditional holidays in consumer enthusiasm.

Americans were expected to spend a record $13.1 billion on Halloween last year, according to the National Retail Federation. 

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• Costco sees major shift in member behavior
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• Costco makes major investment in online shopping for members

Decorations alone account for an estimated $4.2 billion in spending, with roughly half of consumers planning to buy décor for their homes or yards. 

Consumers not only get enthusiastic about Halloween, but also tend to shop early for it. 

If you walk around my neighborhood, for example, you’ll often see Halloween decorations pop up in late September. Home Depot has experienced that firsthand, which is why it’s kicking off its Halloween deals early this year. 

The early rollout could pay off

From a business perspective, Home Depot’s Halloween push is a smart example of leaning into a fast-growing consumer trend.

As shoppers increasingly celebrate trends like “Summerween,” the retailer has positioned itself as a leader in premium Halloween décor, rather than simply another place to buy pumpkins and candy bowls.

The combination of record consumer spending, earlier shopping habits, and social media-driven demand makes Halloween an increasingly important sales opportunity. 

By launching its collection months before October, Home Depot isn’t trying to rush the holiday. It’s simply accommodating its customers. 

And while some of us (ahem, me) may not like it, it’s not a poor business decision by any means.

Related: Target wants rich parents to shop at its stores

The post Home Depot introduces holiday deals early appeared first on Risk Front Digest.

The menswear retailer is also making an aggressive bet on physical stores.

Tailored Brands, which also owns Jos. A. Bank, Moores, and K&G Fashion Superstore, sees room for hundreds of new physical stores over the next decade as it makes its latest pitch to investors.

This is a striking reversal for a company that filed for Chapter 11 bankruptcy during the pandemic and ultimately shuttered more than 400 stores.

The expansion comes as retailers across the U.S. continue to rethink their physical footprints and traditional department stores lose ground.

And in Tailored Brands’ view, it creates an opening for specialty retailers like them to offer services difficult to replicate online.

Men’s Wearhouse owner files for IPO

Tailored Brands publicly filed a registration statement with the Securities and Exchange Commission (SEC) for an initial public offering and plans to list its shares on the Nasdaq under the ticker symbol “MENW.”

The company has not yet determined how many shares it will offer or the expected price range.

Goldman Sachs, Morgan Stanley, and Jefferies are serving as lead bookrunning managers for the proposed offering, according to the company.

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Tailored Brands plans to use proceeds from the offering in part to repay debt, with the remainder available for general corporate purposes, including working capital, operating expenses, and capital expenditures.

Silver Point Capital, which acquired a significant stake following Tailored Brands’ bankruptcy, is expected to remain the company’s controlling shareholder after the IPO.

But the planned listing also marks a dramatic change from where the retailer stood in 2020.

As the COVID-19 pandemic hit, many offices closed, disrupting weddings and other events.

Consequently, demand for suits and formalwear collapsed.

At the time, Tailored Brands warned it could close as many as 500 stores before finally filing for Chapter 11 bankruptcy protection in August 2020. 

The company ultimately shuttered more than 400 locations during that period.

Now, after its relatively quick exit from bankruptcy in December 2020, Tailored Brands operates more than 1,000 stores across North America and is also preparing to expand again.

Tailored Brands plans more than 500 additional stores

Tailored Brands expects to open about 20 stores in fiscal 2026 and more than 35 in fiscal 2027, before ramping up to more than 50 openings annually in the near term, according to its IPO filing.

Over the longer term, the retailer says it sees potential for more than 500 additional locations across 100-plus markets.

That plan stands out in a retail environment, where closures still exceed openings overall, even though the pace of closures is improving and openings are rising

CNBC reported that Coresight Research expects U.S. retailers to:

• Close about 7,900 stores in 2026, down 4.5% year over year.
• Open about 5,500 stores, up 4.4%.

This makes the projected store closures the lowest in three years.

More importantly, Tailored Brands believes some of that disruption could work in its favor.

In its IPO filing, the retailer pointed specifically to the retreat of department stores, which historically held a major position in suits, dress clothing, and other apparel categories.

The company, citing U.S. Census Bureau data, said the number of department stores fell by more than 40% between 2018 and 2023.

Tailored Brands argues that as department stores disappear, spending is shifting toward specialty retailers.

“We believe our focus on menswear, our high-touch service and our offering with unparalleled expert advice and fit solutions position us favorably to continue capturing share from department stores and competing effectively against e-commerce and off-price retailers,” reads the SEC filing.

Its own stores are also largely insulated from the struggles of enclosed malls.

More than 90% of Tailored Brands’ locations were outside malls at the end of fiscal 2025, and the company said its entire store fleet was profitable on a four-wall basis.

Now, the company is using customer data, trade-area demographics, results from its existing stores, and competitor information to identify markets for expansion.

Weddings and rentals remain key

Tailored Brands is also betting that stores still matter for purchases that require more service than a typical apparel transaction.

Suits and formalwear often require measurements, alterations, and styling, while weddings can bring entire groups of customers into stores for fittings and rentals.

That rental business gives Tailored Brands a particularly strong position.

The company said in its SEC filing that it is the leader in the U.S. men’s apparel rental market, capturing roughly half of the market annually since 2018 and nearly 60% more recently.

Rentals are also a high-margin part of the business. 

Tailored Brands reported rental selling margins of 85.5% in fiscal 2025.

But Tailored Brands is no longer relying solely on traditional suits.

Since its restructuring, the company has modernized its assortment, expanded its casual and flexible clothing offerings, and increased its reliance on products sold under its own brands.

Private brands accounted for roughly 88% of its assortment by the end of fiscal 2025.

Those changes are important as workplace dress codes have become more casual, and fewer consumers need traditional business suits every day.

Instead, Tailored Brands increasingly depends on a mix of weddings, celebrations, job interviews, professional events, and other occasions to bring shoppers into its stores.

That creates another challenge revealed in its IPO filing: getting those customers to come back.

Nearly 70% of Tailored Brands’ customers are classified as new or reactivated shoppers, and the company attracted roughly 6 million new and reactivated customers in fiscal 2025.

Customers averaged only 1.6 visits per year.

Tailored Brands sees converting even part of that large group into repeat shoppers as a major growth opportunity.

Tailored Brands posts higher sales ahead of IPO

The retailer is returning to Wall Street with a significantly different financial profile than when it entered bankruptcy.

Tailored Brands generated about $2.5 billion in net sales and $217 million in net income in fiscal 2025.

Its gross margin reached 48.2%, and the company said its menswear market share increased by about 70 basis points between fiscal 2021 and fiscal 2025.

The latest quarter showed continued sales growth.

Revenue increased 5.8% to $681.8 million for the three months ended May 2, compared with $644.4 million a year earlier.

Net income, however, declined to $44.9 million from $50.7 million during the same period a year earlier.

The planned IPO will therefore serve more than one purpose.

It gives Tailored Brands access to public equity markets as it prepares for a major expansion, while also allowing the company to direct some proceeds toward debt reduction.

Retail IPO market remains difficult

Tailored Brands is also trying to return to Wall Street during an unusual period for consumer companies.

The broader U.S. IPO market has surged in 2026, but retail has largely been left behind.

Only five U.S. consumer and retail IPOs had priced so far this year as of July 22, the lowest year-to-date number in a decade, according to LSEG data cited by Reuters.

That could soon change.

Jersey Mike’s and fashion retailer Reformation have both moved forward with IPO plans and together are seeking to raise more than all U.S. consumer and retail IPOs completed so far this year.

Reuters identified Tailored Brands as one of the retailers waiting in the IPO pipeline that could benefit if those offerings perform well.

For Tailored Brands, however, the bigger test goes beyond whether investors are ready for another retail stock.

Six years ago, the company was closing hundreds of stores as demand collapsed.

Now it is asking investors to back the opposite strategy.

A return to public markets, hundreds of additional stores, and a bet that the decline of traditional department stores has left room for a specialty menswear retailer to grow.

Related: 75-year-old giant auto parts company files Chapter 15 protection

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