Much of the rest of the book after this point considers the costs of this new system for workers. Even as technology enables new options – robots working in warehouses and distribution centers – humans still play a critical role but they work in difficult circumstances.
How far can Bezosism go? Amazon facilities and similar operations from other companies are one important sphere to consider. But, what about other areas? As automation increases and demands for productivity and profit increase, where does this leave workers in all sorts of industries?
The last Sears department store in Illinois, which closes Sunday in the Woodfield Mall nearly a century after the retailer opened its first store ever in the Merchandise building, looks very, very…beige right now, in its final hours. Like beige on beige. Like the color of back-to-school Toughskins in 1974, the color of your uncle’s Corolla in 1982 and the color of linoleum at the DMV in any decade.
It opened the same day that Woodfield — named for Sears executive Robert Wood and department store magnate Marshall Field — opened in 1971. It was the largest Sears then, boasting 416,000 square feet of sales floor. From the looks of it in late 2021, it’s hard to imagine anything changed in 50 years…
At its peak, Sears, once the largest retailer in the country, had 3,000 locations, so naturally this Woodfield store is far from alone. Also dead after Sunday are Sears department stores in Pasadena, California; Maui, Hawaii; and Harrisburg, Pennsylvania. Long Island recently lost its last Sears department store; Brooklyn loses its last Sears on Thanksgiving Eve.
Indeed, seeing a Sears department store still serve as the anchor for a large mall right now is like a window into just how stormy and unmoored from the 21st century the American shopping mall has become. Sears sits at the south end of Woodfield, while JC Penny is at the northern end; Macy’s and Nordstroms occupy port and starboard sides.
There is a lot that could be lamented here (and is suggested in the piece): the experiences of many shoppers and employees, the connection of Sears and Chicago, bustling shopping areas now languishing, memories of earlier eras.
I find it interesting that the last Sears department store in Illinois closes in a shopping mall. And this is not just any mall: this is Woodfield, one of the largest in the United States, center of the fast-growing edge city Schaumburg. Department stores hit their stride in central business districts in the United States where rapid urbanization helped fuel consumer activity. But, the geography of business shifted as the population shifted to the suburbs. Department stores continued but now as anchors for a full range inside shopping experience primarily accessible by car. While suburbs are still growing, shopping malls are struggling and the fate of their department stores have both contributed to this decline and been affected by it.
The Internet may have hastened the decline of department stores but I wonder how much the move to the suburbs already weakened them. Stores need shoppers and it makes sense to move department stores closer to those shoppers (and other consumption opportunities). At the same time, the department store in a mall is different than the multiple floor downtown department store. Thinking along the same lines, how different are local stores, Sears, Walmart, and Amazon over time – which is the bigger jump and which factors mattered the most for the shift?
Note the large power lines, the evidence of two major highways nearby (I-88 and I-355), and office buildings.
Recently, I drove around the east side of the property. This land has had a number of office and warehouse properties for years. This makes sense: the properties have access to multiple highways and there are plenty of residents/workers nearby.
However, I have noticed a more recent addition to this set of land uses: there is a parking lot just for Amazon trucks and vehicles. As far as I could see, there was no building next to the lot; just many spaces for vans and trucks. Looking at Google Maps, there is indeed a parking lot there among some other development and some undeveloped land. There is an Amazon facility nearby – one of many in the Chicago region – but it is not directly connected to the parking lot so drivers would have to exit to the main road and then turn back into the Amazon facility.
It is hard to completely escape development when in the Arboretum. Traffic noise can be heard, airplanes fly overhead, and houses and other signs of suburbia are visible from different vantage points. Yet, the presence of an Amazon parking lot reminded me of what nature is in the suburbs: present but often in-between roads, homes, and other buildings that speak to the ways that humans have and continue to transform natural features to their own particular suburban goals.
All signs point to a second Amazon Fresh grocery store opening soon in Naperville.
While city officials haven’t been notified of definitive plans for the site at 1351 E. Ogden Ave., Naperville Director of Communications Linda LaCloche said Amazon Fresh recently applied for a liquor license at the location. An opening date is unknown, but the building is currently being renovated and looks similar to the city’s other Amazon Fresh location on Route 59.
Naperville would become the first city in the country with two Amazon Fresh grocery stores…
According to Amazon’s website, there are only four Amazon Fresh locations in Illinois. In addition to Naperville, there are stores in Bloomingdale, Oak Lawn and Schaumburg.
Naperville may not be the only two store location for long and being the first means something. What is so attractive about Naperville as a location? Here are a few possible reasons:
-It is a wealthy and large community: over 148,000 residents with a median household income of nearly $126,000 (both 2019 estimates). This adds up to a lot of potential customers. Naperville is known for high white-collar jobs and tech jobs. These could also provide a good customer base.
-Naperville as a community has received many accolades. It has a high quality of life, high performing schools, and a vibrant downtown. It is a high status community and companies like to associate with such communities.
What solves all of these problems—the high return rates, the cost-prohibitive last-mile freight, the logistics nightmares, the buyer frustration, and the monumental volume of consumer waste it all sends to landfills—on some level? Stores. Going to a store. In America especially, this notion was obvious for more than a century. Department stores were actually such a good idea, something that people like so much and that works so well, that the Gilded Age barons who invented them used their stores to create middle-class identity from near whole cloth and keep it going for generations.
Amazon helped kill most of those stores, but that has only created a vacuum into which more Amazon products and services are ready to be inserted. If Silicon Valley has taught us anything in the past two decades, it’s that if you have a bottomless pit of money, you can remake an industry in your image. You can acquire customers so quickly that they might not realize they don’t totally love everything you’re doing, and you can embed yourself in their lives in ways that would be tangled and inconvenient to remove, largely by snuffing out competition. Which leaves the retail industry in a precarious position: Amazon, and maybe a handful of its largest competitors, will go about deciding how you get to buy the things you need, with very little meaningful pushback. They’ll set prices, they’ll set labor conditions, and they’ll decide which things are too inefficient for you to buy online. Apparently, those things will go into a store.
Amazon and the companies like it invent the solutions to the problems they created, and you pay for them to be implemented. At least in some cases, physical stores may ultimately win out. You can try on your new pants, sit on your new couch, and leave with the thing you wanted immediately, which, it should be noted, is considerably faster than two-day delivery. Yes, you have to go to the store, but doing so will likely obviate the need for you to go to the post office—the dreaded post office—next week. Work smarter, not harder. It’s what Amazon would do.
A physical location offers certain conveniences. But, do not discount the embodied experience of shopping compared to online shopping. In a building, you can:
See and possibly touch the item you want to purchase. This may matter more for some consumer goods than others.
Browse and bump into things – literally. You can end up following rabbit trails online but this is different than seeing something unexpected or just look around.
Be around other shoppers and enjoy the atmosphere. I wrote about this at Christmas; part of the fun is being around people and activity.
Physical spaces can project status and emotions in ways that online portals cannot. The size and layout of department stores can impress and invoke particular feelings. Would you rather think about a soulless and endless Amazon warehouse or a fashionable and high-tech store?
Of course, some of these things can go awry. The item might not be in stock, you do not find what you are looking for, you have negative experiences with other patrons, and the experience is off-putting rather than exciting. But, Amazon might be at the point where they can offer compelling experiences in both realms in ways that others could not.
In some of MacGillis’s stories, the connection to Amazon is so tenuous as to be almost indiscernible; the characters’ problems seem to arise more from larger forces, such as globalization, gentrification, and the opioid crisis, than from any one corporation’s influence. A young man from small-town Ohio—alienated by his experience in D.C., where he starts college—returns home and enters Democratic politics. After scoring a local success, he runs for Congress, determined that the party not write off his opioid-ravaged, Trump-supporting region, but he fails to drum up more than a couple of union endorsements. A gospel singer who became a cultural force in Seattle during the ’80s watches as her neighbors are pushed out of the city’s historically Black Central District one by one.
Local energies may have been sapped for many reasons, yet in the coastal cities that MacGillis visits, Amazon’s disproportionate ability to further enrich and empower already thriving places and workers is glaring. Familiar though they are, evocations of the six-figure salaries and amenities available to young Amazon programmers—a café catering to their dogs, meeting space in a giant replica of a bird’s nest—acquire new salience set against Torrez’s experience. And the sense of entitlement on display in the company’s search for a second headquarters site is breathtaking. Local officials across hard-knock America prostrate themselves for a chance to host it. In the end, Amazon chooses the suburbs of the nation’s capital—already one of the wealthiest areas in the country—and walks away having amassed a great deal of useful regional data provided by eager bidders who probably never stood a chance.
In the less glamorous pockets of the country—the rural areas and small cities where MacGillis has spent so much time as a reporter—Amazon’s role in making economic hardship more entrenched is no less stark. In El Paso, Texas, Amazon has aggressively marketed itself to the city government as a go-to source for office supplies—which has pushed local purveyors to open up online storefronts on Amazon; a large cut of their sales goes to the corporation. In York, Pennsylvania, the headquarters of the once-fashionable Bon-Ton department store has been made extinct by Amazon and the broader retail consolidation it represents. The crisis of unemployment that has ensued is one that Amazon exploits, finding able bodies for its warehouses in nearby towns.
On his home turf of Baltimore, MacGillis explores most intimately the ebbing of human fulfillment that has accompanied Amazon’s promise of high-speed customer service. He profiles Bill Bodani Jr., who spent most of his working life at Bethlehem Steel’s Sparrows Point complex, outside the city. In the early 2000s, a serious injury forced him to retire in his mid-50s, around the time that foreign competition and other factors pushed the company into bankruptcy. Eventually, the Sparrows Point plant shut down and Bodani’s monthly pension payment was cut from $3,000 to $1,600. Now 69 years old and back at work as a forklift driver in a 22-acre Amazon warehouse, he returns every day to the exact same piece of land. The peninsula has been rebranded—it’s called Tradepoint Atlantic now—and has become what MacGillis calls an “all-purpose logistics hub” that houses, among other facilities, an Amazon fulfillment center.
While Amazon is not the only major corporation that could claim to have a a large impact on so many places in the United States (think Walmart, McDonald’s, and a few others), it’s particular reach and impact might just be unique. With an ability to reach millions of customers in their homes, tech workers in a lot of locations, and fulfillment centers spread across the country, Amazon reaches across multiple sectors and job segments.
Each of these Amazon locations, high-tech or not, has the potential to shape the character of communities. Consider the fate of places like Elwood, Illinois that rely on warehouses and distribution centers. Is an Amazon fulfillment center a good trade-off in the long run? Does the chase for a new headquarters or some higher-quality jobs in corporate offices encourage communities to offer tax breaks and more? What kind of local citizen is Amazon – does it participate in and contribute to local activities, do its buildings and its footprint positively contribute to civic life?
Amazon my be global but it is local for many communities. How it interacts with these numerous local contexts may help decide its long-term fate.
The centerpiece will be the site’s fourth and tallest tower, a 350-foot structure dubbed the Helix because it will feature two spiraling outdoor walkways with trees and plants from Virginia that twist to the building’s top…
Amazon’s new campus is the latest in a growing line of outdoorsy office projects, as companies try harder to offer a pleasant work environment and appeal to eco-conscious employees.
The Helix “will be an opportunity for people to literally go on a hike in the city,” said Dale Alberda, a principal at architecture firm NBBJ, which is designing the development across the river from Washington, D.C.
Plans for inside of the building also call for plenty of greenery, along with meeting space, offices and studios for artist residency programs. “You feel like you’re in a lush garden in the middle of winter in D.C.,” Mr. Alberda said of the interior design.
As someone who teaches Urban Sociology, this is right on trend in multiple ways.
It is just outside the central city of the region but within a business district. (The Washington D.C. region has some unique features due to the government buildings at the center but the multinode region is found throughout the United States.)
The building has numerous green features, both visible (such as lots of trees) and invisible (planning for efficiency).
The design is more whimsical and playful compared to the more common glass and steel box. The structure will certainly stand out and attract visitors just to see it.
The architects and the company say it is designed with people and well-being in mind, not just efficiency or costs.
Perhaps the only trend missing is a mixed-use component where the office space is combined with residential and commercial space.
All of this is for a tech company – perhaps the tech company right now – within an industry that hundreds of American communities would love to attract. Does this building work in the same way if it is built by an insurance company or as a municipal structure?
It will also be interesting to see how this interacts with surrounding buildings – including the other planned Amazon towers – and the broader community. Amazon says the grounds will be open to the public yet how many community members will be able to take advantage.
To help pay for its vast expansion, the company and its developers have won at least $741 million in taxpayer-funded incentives in northeast Illinois alone, according to a Better Government Association/WBEZ investigation…
Amazon collected less than $100 million in public incentives for the 15 warehouses it built in predominantly white communities but won more than $640 million in taxpayer incentives for the 21 projects built in communities with larger nonwhite populations, the examination found. Many of those communities are either mostly Black, mostly Latinx or have higher concentrations of low-income residents, and with municipal budgets already short on cash.
Records show the three largest incentive packages Amazon received — totaling $512 million — all came from predominantly Black suburbs. By contrast, the company built warehouses in at least seven mostly white communities that reported offering no public incentives at all…
While many of the communities may get more jobs, experts interviewed say the lost revenue from taxpayer incentives will strain public resources to rebuild crumbling roads from the truck traffic, mitigate pollution from the exhaust fumes and noise and to pay for other services such as police protection and fire prevention.
But, this illustrates one of the problems with tax breaks in general: it is a race to the bottom. Companies look for communities that will have a hard time saying no. What mayor or local official wants to turn down local jobs? Or, turn away a big company with the status like Amazon? Once they have such a company in town, communities often build on this when marketing land and facilities to other firms by saying they are home to Amazon.
These possible solutions do not solve the underlying issues: jobs and capital in a metropolitan region are not evenly distributed. Patterns by race and class continue for decades as companies, residents, and other seek out particular locations and not others. That some communities have to pay more for Amazon to locate there just compounds the problem.
The talks have focused on converting stores formerly or currently occupied by J.C. Penney Co. Inc. and Sears Holdings Corp., these people said. The department-store chains have both filed for chapter 11 bankruptcy protection and as part of their plans have been closing dozens of stores across the country. Simon malls have 63 Penney and 11 Sears stores, according to its most recent public filing in May…
Amazon fulfillment centers wouldn’t draw much additional foot traffic to the mall, though some employees could eat and shop at the mall. That is why landlords have preferred to replace department stores with other retailers, gyms, theaters or entertainment operators. Yet many of these tenants are struggling to survive during the pandemic and aren’t in expansion mode.
Simon would likely rent the space at a considerable discount to what it could charge another retailer. Warehouse rents are typically less than $10 a square foot, while restaurant rents can be multiples of that. Depending on when the leases were signed and their locations, department-store rents can be as low as $4 a square foot or as high as $19 a square foot…
Malls’ strategic locations often make them attractive as distribution hubs. Many are near main highways and residences. Amazon has already acquired the sites of some failed malls and converted them to fulfillment centers. FedEx Corp. and DHL International GmbH have done the same.
Dying shopping malls need businesses willing to rent space. But, as the article notes, Amazon is an odd choice: they are partly responsible for the decline of traditional retailers, they may or may not bring in customers for other businesses, and they can ask for lower rental rates. But, what choice do many malls have?
I am trying to imagine former shopping malls that become Amazon centers with more life to them than the typical warehouse setting. The former department stores and other retail spaces can mimic large warehouse spaces while the walkways, fountains and other features, and occasional other tenant provide variety and recreational space for employees. Think tech campuses with a warehouse/shopping mall feel. Or, go further: as shopping malls consider adding residential space, why couldn’t Amazon convert some of the mall space into living quarters for workers? (Perhaps this also lends itself to dystopian visions.)
Not mentioned here: how local governments would like the conversion of retail or restaurant space – good for sales tax revenue – to warehouse space.
Amazon will move into a warehouse and distribution facility under construction off Hicks Road south of Northwest Highway, and Palatine officials hope the online retail giant’s arrival sparks more development in that industrial area.
“This is a good bit of news for us, for sure,” Mayor Jim Schwantz said Monday. “It’s the right kind of use for that area. It’s a light draw on our services. It’s not going to take a ton of water. It’s not going to take police or fire calls. We know Hicks Road is built to be able to handle the additional traffic.”
But, this is another dimension of having a successful company move into your community: it could lead to further growth. Having Amazon puts you on the map. Companies could choose from dozens of warehouse or manufacturing locations in the Chicago region. But, if Amazon is already there, this may attract other firms. Success begets success, growth leads to more growth.
Another example, perhaps two decades in the making: suburbs and neighborhoods all wanted a Starbucks. Not only would this bring in sales tax revenue and more shoppers. It put a place on the map. It suggested the place was cool enough, was up and coming or had an established set of well-off residents. Starbucks could pave the way for other similar businesses that would bring in or provide for a certain crowd.
Or, think about headquarters. These facilities may not have that many employees or may just be an office building but being home to headquarters, as opposed to branches or locations, is something special. Headquarters attract headquarters. They signal something.
A typical Amazon facility is not going to be flashy. It is not going to attract many visitors or shoppers. However, it will add to a community’s tax base, provide jobs, and help the community say they are home to one of the most important companies in America. That Amazon distribution center may be the start to something greater.