|Price Range 12mo avg:||$0 – $|
|$/sf 12mo avg:||$|
|CAP Rate 12mo avg:||%|
|Building Size avg:||0 SF|
|Lot Size avg:||+/- acres|
Average Sale and Lease Details coming soon.
About Cost Plus Market
In the late 1950s, a San Francisco businessman turned traveler and importer began selling shiploads of hand-woven wicker from one of the city’s piers. As crates were unloaded, locals lined up and loaded up. Even curious tourists were drawn to the unique and unusual.
With such a receptive audience eagerly awaiting his return, it only made sense to open a store. And in 1958 he opened the first store in San Francisco’s famed Fisherman’s Wharf and called it Cost Plus World Market. The store quickly became a destination for those who craved original and handmade items from around the world. Items were sold at cost, plus ten percent – hence the name Cost Plus World Market!
More than fifty years later it’s still our passion to discover extraordinary finds from all over the world and make them accessible to all.
Our everyday low prices and high-quality, original items are a great value. Choose from eye-catching, trend-setting home accents, an awe-inspiring array of international foods and wines, and much more.
We bring the beauty and excitement of global bazaars to you. Our selection is always changing, and, like favorite mementos from your life, each item has a story worth sharing. From Balinese baskets, pottery from Portugal and collectibles from Africa to scrolled artwork inspired by Spanish artifacts – each store is a treasure trove.
Gifts galore fill our floors – you’ll find something for everyone, from children to parents. And when you need entertaining essentials, we’re your one-stop shop – whether you’re hosting a holiday or a very personal special occasion.
There are over 265 Cost Plus World Market stores nationwide.
Bed Batch & Beyond (NASDAQ: BBBY) is the parent company of Cost Plus World Market since being acquired in 2012.
|S&P Credit Rating:||A-|
|Moody’s Credit Rating:||Baa1|
|Annual Revenue 2013:||$11.5B|
|Annual Revenue 2012:||$10.9B|
|Revenue Growth:||↑ 5% from 2012|
|Units (Mar. 2014)||265|
|Average Units Volume:||$7.69M|
Yahoo! Finance: BBBY News Latest Financial News for BBBY
Bed Bath & Beyond (BBBY) is a Great Momentum Stock: Should You Buy?
on October 23, 2020 at 4:00 pm
Does Bed Bath & Beyond (BBBY) have what it takes to be a top stock pick for momentum investors? Let's find out. […]
Are Investors Undervaluing Bed Bath & Beyond (BBBY) Right Now?
on October 22, 2020 at 3:50 pm
Here at Zacks, our focus is on the proven Zacks Rank system, which emphasizes earnings estimates and estimate revisions to find great stocks. Nevertheless, we are always paying attention to the latest value, growth, and momentum trends to underscore strong picks. […]
Bed Bath & Beyond Inc. Rounds Out Store Leadership Team With Appointments of Mary-Farrell Tarbox and Ann-Marie Clendenin
on October 22, 2020 at 12:00 pm
Bed Bath & Beyond Inc. (Nasdaq: BBBY) has appointed Mary-Farrell Tarbox and Ann-Marie Clendenin as Regional Vice Presidents (RVP) for the Central and East regions respectively, effective October 26, 2020. Both Ms. Tarbox and Ms. Clendenin will report directly to Executive Vice President and Chief Stores Officer, Gregg Melnick, to round out Bed Bath & Beyond's store leadership team. Ms. Tarbox will be responsible for over 350 of Bed Bath & Beyond's retail stores across 22 states, while Ms. Clendenin will oversee another approximately 200 stores across 12 states. […]
Up 101% in a Month, Bed Bath & Beyond Could Double Again, Analyst Says
on October 21, 2020 at 7:15 pm
The market response to Bed Bath & Beyond (NASDAQ: BBBY) fundamentally restructuring itself by shedding noncore assets and focusing on its digital future has caused its stock price to double. Shares in the home goods retailer over the last 30 days have risen from about $12 to over $24, and now an analyst thinks they can double again. Baird analyst Peter Benedict told investors in a research note that despite Bed Bath & Beyond's meteoric rise, the bullish case remains weighed down by doubt. […]
Holiday ‘Shipageddon’ Need Not Mean Doomsday for Retail
on October 21, 2020 at 3:30 pm
(Bloomberg Opinion) -- After months of extreme disruption and challenge, retailers badly need their holiday season to go right. Unfortunately, they might find themselves confounded by a thorny problem borne of pandemic-related safety concerns: A crush of e-commerce orders on a scale the industry has never seen, putting stress on their supply chains and those of their shipping partners. The result could be a multitude of late packages and frustrated customers, a potential mess that has been dubbed Shipageddon.Package carriers FedEx Corp. and United Parcel Service Inc. say they’re prepared for the onslaught. They may not have envisioned the pandemic, but they’ve spent billions over the past few years preparing for a more e-commerce heavy world, including adding expanded weekend service and investing in automation tools. They’re also bulking up their staff: FedEx and UPS plan to hire a combined 170,000 seasonal workers this year. Even so, e-commerce growth is expected to be explosive this holiday season, and it will be especially difficult to predict purchasing rhythms this time around. The surge in online demand may result in an extra 7 million packages flowing through delivery channels each day, predicts Satish Jindel, president of ShipMatrix. That extra load will pressure the system: ShipMatrix estimates that on-time performance during peak season will drop to 90% for FedEx and 92% for UPS. That is lower than their on-time performances in both September 2020 and last year’s peak season. So retailers must take pains to ensure they’re not left in a lurch if logistics networks become strained. One way retailers are girding for this is by starting holiday deals earlier than usual, with some offering Black Friday-like sales in October. If they succeed at getting people to buy gifts early, it could have the dual benefit of spreading out orders over a longer stretch while allowing sellers to avoid some of the surcharges that carriers have put in place for the peak period. That will only take them so far because many consumers aren’t ready to get into Santa-mode just yet. But there are other things they can do.Throughout the season, but especially in the final weeks before Christmas, retailers would do well to steer customers to their curbside and in-store pickup options, in which the shopper effectively does last-mile delivery themselves. That means highlighting it in their marketing, an especially important step for chains that have added curbside pickup only since the pandemic, such as Macy’s Inc. or Bed Bath & Beyond Inc. They should also nudge people to choose this format at checkout by emphasizing it is often the fastest option. Shoppers should be receptive: Deloitte’s survey found that the reasons consumers are opting for pickup have shifted somewhat since the early days of the Covid-19 outbreak, with the perceived speed and convenience becoming more of a factor. Many retailers are fulfilling an increasing amount of online orders from stores amid the Covid-19-related drops in foot traffic. For these sellers, teaming up with a delivery partner — the way restaurants and grocery stores do — could be a good way to get purchases through that last mile. Sephora, for example, has started a partnership with Instacart for same-day delivery, while Uber Technologies Inc. has said it’s keen to expand Uber Eats beyond food to other local businesses. Such a setup might not be economical or practical for some chains year-round, but could make sense during the busy season.There are also behind-the-scenes tactics retailers can employ to keep networks from getting strained while also potentially helping with their own profitability. Scot Wingo — who introduced the term Shipageddon to my lexicon and is a board member at ChannelAdvisor, a company that helps merchants with online sales — says retailers can plan their deals and promotions with an eye toward consolidating orders. For instance, a store could offer a $10 gift card to shoppers who spend $100, instead of a blanket “10% off” discount, because that format would incentivize building a bigger shopping cart and result in potentially fewer shipments. Retailers also can use inventory analytics and management systems to make sure orders go out in as few boxes as possible, including trying to bundle together multiple orders from the same household that have come in a short time window. Smart retailers will prioritize communication. Customers will want to be kept informed about expected package arrival times from the time an order is placed through the delivery process, and they’re not going to be thrilled if they don’t get their items on time. But, at least if they have a reliable heads-up about a delivery date, they can make contingency plans — and maybe end up with a little less customer service animus toward either the store or the carrier. Some retailers will have a harder time than others in adapting to the seasonal boom in e-commerce. It will be difficult for those situated inside enclosed malls to get customers to embrace pickup options when they don’t have their own entrances for easy retrieval. That stands in contrast to chains such as Old Navy or Dick’s Sporting Goods Inc., which tend to be in strip centers and can offer these services with relative ease. The effort to get packages on doorsteps is going to be nothing short of Herculean this year. Retailers that use all the options at their disposal will be the ones that customers stick with when this is all over. \--With assistance from Brooke Sutherland.This column does not necessarily reflect the opinion of the editorial board or Bloomberg LP and its owners.Sarah Halzack is a Bloomberg Opinion columnist covering the consumer and retail industries. She was previously a national retail reporter for the Washington Post.For more articles like this, please visit us at bloomberg.com/opinionSubscribe now to stay ahead with the most trusted business news source.©2020 Bloomberg L.P. […]