In Chicago’s trendy West Town area, online-born brands like Warby Parker and Allbirds are popping up as physical stores in neighborhoods such as Wicker Park and Bucktown. Warby Parker, the hip eyewear e-tailer, opened a shop at 1611 N. Damen Avenue in Wicker Park in August 2021​. Allbirds, known for its sustainable shoes, similarly launched brick-and-mortar locations in Chicago (with stores in Lincoln Park and Fulton Market) after starting online​. These moves are part of a broader “clicks-to-bricks” strategy, as digital-native companies expand into physical retail to reach customers in person. This trend is reshaping local retail corridors – especially Wicker Park and Bucktown, which have become magnets for such hybrid retail models – and reflects changing consumer behaviors and business strategies across the industry.

Warby Parker’s brick-and-mortar storefront in Chicago. The eyewear brand, born online, opened a physical store on Damen Ave in Wicker Park to complement its e-commerce business​. This local presence offers eye exams and in-person try-ons, illustrating the “clicks-to-bricks” trend among digital brands.

Motivations: Why Digital DTC Brands Are Opening Stores

E-commerce brands are betting on physical stores to drive growth and profitability. Both Warby Parker and Allbirds went public in 2021, revealing in their financial filings that stores are key to their expansion plans. Warby Parker operated ~130 stores by 2021 and planned 35 new locations that year; by the end of 2023 it had 237 stores and sees potential for up to 900 in the future​. Allbirds opened 13 stores in 2021 and aimed for 16–17 more in 2022, reaching 35 stores globally by early 2022​. Several factors are motivating this push from clicks to bricks:

• Rising Customer Acquisition Costs (CAC) Online: The cost of digital ads on Facebook, Google, etc. has surged, making it expensive to win customers purely via e-commerce. Warby Parker and others have found that paying rent for a storefront can be more cost-effective than pouring money into online ads. As one industry catchphrase puts it, “rent is the new CAC.” In other words, a physical store can double as marketing: it builds brand awareness and attracts walk-ins without the perpetual expense of digital advertising. Warby Parker is a prime example – it’s shown that even in an age of booming e-commerce, having stores can be a smart customer acquisition strategy and a profitable channel​.
• Consumer Desire to See, Touch, and Try Products: Many direct-to-consumer (DTC) brands started online but realized their customers “constantly were asked for ways to see more of our products in person,” as the founders of Thursday Boot (another online-born brand) noted. Glasses and shoes in particular benefit from try-ons: Warby Parker’s eyewear stores let shoppers try frames and get eye exams on-site​, while Allbirds’ shoe stores give people a chance to feel the materials and fit before buying. Physical locations provide that tactile experience and instant gratification e-commerce can’t. This not only improves customer satisfaction but also reduces the friction of returns/exchanges (since people make more confident purchases).
• Brand Experience and Community Building: A store is more than a sales channel – it’s a 3D advertisement and experience center for the brand. Warby Parker shops often feature stylish décor and even books or art that reflect the brand’s ethos, making the visit memorable. Allbirds calls its outlets “retail store and community center,” incorporating local design elements and offering exclusive city-themed merchandise (like Chicago-inspired shoe laces and pins) to connect with the community. By opening in hip neighborhoods like Wicker Park, these brands tap into the local culture and events, strengthening their brand community. The store becomes a hub for loyal customers – hosting special events, providing personalized service, and reinforcing the brand’s story in a way a website cannot.
• Omnichannel Synergy: Stores often stimulate online sales too. Many brands report a “halo effect” where opening a store boosts their web traffic and e-commerce orders in that region​. Shoppers might discover the brand in-store and later reorder online, or vice versa (buy online, pick up or return in-store). Allbirds’ leadership noted that omnichannel customers spend 1.5× more than single-channel customers on average​. In short, a customer who shops both online and in-store tends to be more valuable, so providing both options is just good business.

Business Strategy: Embracing a Hybrid Retail Model

Brands like Warby Parker and Allbirds exemplify the new hybrid retail model, blending online and offline channels. Rather than viewing physical retail as “old school,” they treat it as a complementary extension of their digital presence. “It’s not an either/or question,” says Ken Bernstein, CEO of a retail real estate firm, about DTC brands’ approach – stores are seen as complementary, not competitive, to e-commerce. Key aspects of their omnichannel strategy include:

• Data-Driven Store Placement: These companies use their rich e-commerce data to inform where to open stores. Often, they target areas where they already have a high density of online customers. In Chicago, it’s no coincidence they chose Wicker Park/Bucktown – a neighborhood teeming with the young, trendy professionals who were likely already buying online. By planting a store in the middle of an existing fanbase, they ensure built-in foot traffic and word-of-mouth buzz from day one. (Warby Parker followed this playbook: after strong online sales in Chicago, they opened their first local store on Armitage Ave in 2014, then expanded to other hot spots like the Gold Coast, Southport, and now Wicker Park.)
• Showroom-Style Retail: Many digital brands treat their stores as showrooms or guideshops. The physical inventory might be for try-on and display, with final fulfillment shipped to the customer’s home. Warby Parker and Allbirds do carry stock for immediate purchase, but they also seamlessly connect to their online offerings. If a style or size isn’t available in store, an associate can help the shopper order it online on the spot. This endless aisle concept means the small boutique can represent a much larger catalog. It’s a tactic that increases conversion: customers don’t leave empty-handed (or empty-carted) just because an item wasn’t on the shelf.
• Integrated Services (Buy Online, Pick-Up In Store & Returns): The hybrid model shines in convenience factors. Buy Online, Pick Up In-Store (BOPIS) and easy in-store returns are popular with today’s shoppers. A customer might order Warby Parker glasses online and choose to pick them up at the Wicker Park store during a lunch break, or return a pair of Allbirds shoes at the store instead of mailing it back. This drives store visits (with potential for additional purchases) and saves costs on shipping logistics. The result is a more seamless customer experience across channels, which builds loyalty.
• Expanding Reach through Partnerships: In addition to standalone stores, digital brands are experimenting with placing products in other retail venues. Allbirds, for instance, has tested selling through select third-party retailers (like Nordstrom) to raise brand awareness​. Warby Parker is pursuing shop-in-shops (e.g. small Warby Parker sections inside Target stores) to reach new customers where they already shop. These hybrid arrangements blur the line between pure direct-to-consumer and wholesale, but they all serve the same strategy: meet customers wherever they are, and make it easy for them to engage with the brand.

This omnichannel playbook is paying off. Warby Parker’s physical retail sales are growing much faster than its e-commerce – in one recent quarter, retail revenue was up 17% year-over-year, even as online revenue dipped slightly​. The company attributes some of that to earlier pullbacks in online marketing, but it underscores that stores are now driving growth. Allbirds saw a similar dynamic: in 2021 its store sales jumped 112%, far outpacing its 16% online sales growth​. For these brands, brick-and-mortar is now an essential part of an “omnichannel” identity – not a retrograde move, but a competitive strength.

Consumer Trends: Shoppers Seek a Hybrid Experience

The rise of these stores in Wicker Park and Bucktown aligns with broader consumer trends favoring a hybrid shopping experience. Today’s shoppers fluidly mix online and offline as it suits them, and retailers are adapting to this reality​. Several trends stand out:

• “Digital-First” Customers Still Crave In-Person Interaction: After a decade of e-commerce growth (accelerated by the pandemic), consumers have discovered the convenience of online shopping – but they haven’t abandoned physical stores. Instead, many prefer a mix: browse or research online, then buy in store, or vice versa. In fact, studies show 73% of consumers use multiple channels during their shopping journey, and they often spend more overall when they do​. This omnichannel behavior is particularly pronounced among millennials and Gen Z. In neighborhoods like Wicker Park, where the median age is around 32​, retailers are catering to a generation that expects both a strong digital platform and an engaging store environment.
• Emphasis on Experience and Lifestyle: Simply stocking products is not enough to lure people away from their screens; what gets them off the couch is experience. Warby Parker and Allbirds understand this, designing their stores to be inviting and on-brand. Shoppers treat Wicker Park’s boutiques as social and experiential destinations – they wander Milwaukee Avenue or Damen Avenue not just to buy a specific item, but to soak in the scene, try new things, and interact with products and staff. This plays into the human element: an informed stylist helping pick the right eyeglass frames, or the touch and feel of Allbirds’ merino wool fabric on your feet. After months of isolation during COVID lockdowns, consumers have eagerly returned to such in-person experiences, valuing them even more. As one retail report noted, even two years post-pandemic, the hybrid model has become the preferred choice for many shoppers, blending the ease of online with the tactile satisfaction and social aspect of in-store visits.
• Local Shopping and Community Support: Another trend boosting areas like Bucktown/Wicker Park is the shop-local movement and the shift toward neighborhood-centric shopping. With more people working from home at least part-time, foot traffic in residential neighborhoods has rebounded strongly, often more so than in downtown business districts. In Chicago, Wicker Park and Bucktown saw foot traffic in mid-2022 exceed pre-pandemic levels by 13.5% (one of the fastest recoveries in the city)​. This reflects locals and even visitors choosing the vibe of neighborhoods – with outdoor dining, sidewalk boutiques, street festivals – over sterile malls. E-commerce brands opening here tap into that energy. They aren’t just selling a product; they’re joining a community. For instance, Allbirds’ Fulton Market shop integrated a mosaic by a local artist and sells Chicago-exclusive pins, subtly reinforcing a sense of place​. Consumers appreciate when a global brand makes a local effort, and it can deepen loyalty.
• Demand for Convenience and Flexibility: Modern shoppers have high expectations: they want what they want, when they want it. Hybrid retail fulfills this by offering multiple ways to get goods. If someone needs a pair of glasses today, they can walk into Warby Parker Wicker Park and walk out with a purchase – no waiting for shipping. Conversely, if a product isn’t in stock locally, the store can arrange a quick shipment. The back-and-forth between online and offline is now so seamless that consumers often don’t draw a distinction; they just see it as one brand meeting their needs. Retailers who can’t bridge online and offline may lose those customers to competitors who can.

In summary, consumer trends show a clear message: shoppers want options. Brands that provide a cohesive omni-channel experience – a great app/website, helpful stores in convenient locations, and smooth integration between the two – are winning favor. Warby Parker and Allbirds recognized this shift and have tailored their growth strategy around it.

Impact on the Local Retail Landscape of Wicker Park/Bucktown

The influx of e-commerce-born brands into Wicker Park and Bucktown is transforming the local retail landscape, with both positive and nuanced effects on the neighborhood. These areas have long been known for their independent boutiques, arty shops, and edgy fashion resale stores – the kind of authentic local retail culture that gave Wicker Park its cool reputation. Now, that mix is being joined by national and global names, from Warby Parker to Supreme and Abercrombie & Fitch. Here’s how this hybrid retail evolution is impacting the community:

• A New Retail Mix – Indie Meets National: Walk down Damen or Milwaukee Avenue today and you’ll see an eclectic mix of storefronts. You might pass Myopic Books and Reckless Records (decades-old local institutions), then a few doors later see a Warby Parker or a Levi’s boutique​. Big-name brands have increasingly joined the mix in recent years, but they often adapt to the neighborhood’s scale and vibe. For example, Abercrombie & Fitch opened a boutique-format store in late 2024 at 1539 N. Milwaukee, rather than a sprawling mall store. These brands are deliberately designing their spaces to fit into Wicker Park’s streetscape (often rehabbing historic storefronts) and to appeal to the style-conscious local shopper. The result is that Wicker Park/Bucktown’s retail corridors still feel unique – you’ll find the iconic Supreme box logo on a white brick facade at Milwaukee & Evergreen, but right nearby are one-of-a-kind vintage shops and designer ateliers. This blend of independent and brand-name stores creates a dynamic shopping experience, which can draw a broader range of shoppers. As Vanity Fair once described the area, it’s “a square mile pulsing with sassy boutiques” offering everything from “hip resale to boutique chic” – a character that remains intact even as new players arrive.
• Increased Foot Traffic and Destination Appeal: The presence of well-known brands can attract more foot traffic to the area, benefiting all retailers. A Warby Parker or Allbirds can act as an anchor that brings in customers who might not have made a trip just for the smaller shops. Once there, those shoppers may browse the local boutiques or grab coffee at a neighborhood café, spreading the economic benefit. Indeed, Wicker Park’s foot traffic has been robust – several national retailers cited the heavy pedestrian flows and “youthful energy” as reasons for choosing the neighborhood. Supreme’s store opening in 2022 famously drew lines around the block of eager fans​. That kind of buzz reinforces Wicker Park/Bucktown’s image as a must-visit shopping district in Chicago, not just for locals but also for tourists or suburbanites seeking something different from the Magnificent Mile. Over time, this sustained foot traffic can encourage even more brands (or beloved local entrepreneurs) to open up shop, creating a healthy cycle of retail vitality.
• Economic Boost and Rising Rents: The success of the retail scene in Bucktown/Wicker Park is evident in the real estate data – and it’s a bit of a double-edged sword. Retail vacancies in the neighborhood are low and rents are among the highest of any Chicago neighborhood, around $60 per square foot (triple-net) on average, and even higher on prime blocks of N. Damen Ave. Landlords have been able to command near pre-pandemic rents even in recent years, thanks to strong demand from tenants wanting to be in this area. For the local economy, this is a sign of strength: it means storefronts are filled, jobs are created (store staff, local marketing jobs, etc.), and the city’s tax base grows. It also means the neighborhood avoided the “ghost town” fate that hit some downtown corridors during the pandemic – by mid-2022, Bucktown’s shopper counts had actually surpassed 2019 levels while the Loop and Mag Mile were still recovering. However, rising rents can strain small independent businesses. A mom-and-pop boutique that weathered the pandemic might find it hard to afford lease renewals if the market is now driven up by deep-pocketed national brands. There’s a concern that the very authenticity that drew big brands to Wicker Park could be eroded if too many legacy indie shops get priced out. So far, the Chamber of Commerce and local stakeholders have worked to keep a balance, and many chains moving in are at least somewhat aligned with the neighborhood’s style (you’re more likely to see an Urban Outfitters or a Vans store than a random big-box chain). The hope is that increased foot traffic and sales will enable both new and old businesses to thrive side by side.
• Maintaining Local Character: Wicker Park and Bucktown have a strong neighborhood identity, and residents are proud of their local culture. The Chamber of Commerce actively promotes a “shop local” ethos even as it welcomes new businesses. Interestingly, many of the DTC brands like Warby Parker and Allbirds market themselves as socially conscious, community-friendly companies, which can make their arrival feel less corporate. Warby Parker, for example, runs a “Buy a Pair, Give a Pair” program donating glasses to those in need, and often engages in local partnerships for events or art installations. Allbirds emphasizes sustainability and has a B-Corp ethos. These factors help these brands integrate into communities like Wicker Park that value social responsibility and arts/innovation. We’ve seen some stores sponsor local events or feature local artwork in their space, making them participants in the neighborhood, not just outsiders extracting sales. Moreover, the fact that Wicker Park still hosts things like the annual Wicker Park Fest, art markets, and street music fests means the cultural heartbeat is local, regardless of the mix of stores. As long as the newcomers respect that vibe, the retail ecosystem can remain balanced. So far, Bucktown/Wicker Park has retained its creative, only-in-Chicago vibe despite the influx of recognizable brands – you might shop at a national chain’s boutique in the afternoon, then catch an experimental music show or gallery opening down the street in the evening.

In essence, West Town’s Wicker Park and Bucktown area is emerging as a premier example of the new hybrid retail landscape. It’s a place where the convenience and cachet of global brands meets the authenticity and charm of local retail. The impact has largely been to elevate the area’s status as Chicago’s “hottest retail neighborhood” post-pandemic​, while testing the community’s ability to integrate change without losing character. If it continues on this path, Wicker Park/Bucktown could serve as a model for how other urban neighborhoods adapt to the evolving retail world.

Part of a Broader Retail Evolution: “Clicks-to-Bricks” Goes Mainstream

The trends playing out in Wicker Park and Bucktown fit into a much broader shift towards hybrid retail models across the industry. In the 2010s, many predicted that e-commerce would eventually kill physical stores, but the reality in the 2020s is more complex – and more hopeful for brick-and-mortar. Instead of one channel replacing the other, retail is moving toward an omnichannel future where online and offline shopping complement each other. Some context and notable insights from industry reports and experts:

• Hundreds of Digital Brands Now Have Physical Outposts: What Warby Parker and Allbirds are doing is no longer unusual – it’s becoming the norm for successful online brands. Bonobos (men’s apparel), Glossier (beauty), Casper (mattresses), UNTUCKit (shirts), Parachute (home goods) and countless others have opened stores after establishing themselves online. A commercial real estate analysis noted that online-born brands like Bonobos, UNTUCKit, and Warby Parker each have on the order of 50–70 stores across the U.S. now​, occupying hundreds of thousands of square feet of retail space. Allbirds, as of 2022, had 40+ stores globally and counting. In fact, retail analysts project that even if only a small percentage of the thousands of e-commerce players launch storefronts, it could generate tens of millions of square feet in new retail demand​. This “clicks-to-bricks” movement is filling many vacant Main Street and shopping center slots, softening the blow of traditional retailer closures in some areas.
• Post-Pandemic Retail Strategy – Go Where the Customers Are: The COVID-19 pandemic disrupted shopping patterns, but it also revealed the resilience of local shopping and the limitations of online-only models. Industry experts observed a strategic shift: pre-pandemic, a typical expansion path for a brand might have been to open in a marquee downtown location or a major mall first. Post-pandemic, many brands are prioritizing neighborhood locations and smaller-format stores closer to where people live. This is exactly what we see in Chicago: instead of every brand vying for a spot on Michigan Avenue (which has high rents and still nearly 30% vacancy in 2023), they are finding ample opportunity in areas like West Loop, Wicker Park, Southport Corridor, etc. These are places with high foot traffic from local residents and a growing influx of visitors seeking out authentic neighborhood experiences. Warby Parker’s CEO has even mentioned that some of their best-performing stores are in lifestyle centers or neighborhoods, not necessarily the tourist-heavy downtowns. The suburban and urban-residential focus is a way to “follow the rooftops” – i.e. meet customers in their communities – which became especially important as remote/hybrid work kept people closer to home during weekdays.
• Omnichannel or Bust: Retail leaders frequently talk about the “omnichannel imperative” now. Customers expect a unified experience, and retailers that can’t provide it are falling behind. Traditional retailers are integrating more digital tech in-store (apps, QR codes, virtual try-on, etc.), while digital natives are bringing their tech savvy into physical retail (e.g., mobile checkout devices, data-driven inventory). The end goal for everyone is a hybrid model that feels natural to the consumer. A Harvard Business Review study found that the more channels a customer uses, the more they tend to spend – for example, a multi-channel shopper might spend 4% more on every store visit and 10% more online than a single-channel shopper​. That kind of statistic lights a fire under brands to be present in all the channels their customers use. So, the broader context is that pure e-commerce is plateauing in some categories, and the next phase of growth comes from syncing online with offline. Warby Parker’s own figures reflect this: its e-commerce growth has slowed recently, while its physical retail sales are climbing by double digits​. The company explicitly states that opening stores and scaling omnichannel is a top priority.
• Expert Commentary – The Store Strikes Back: Retail analysts now often say “the store is back” or even that we’re in a “retail renaissance” for brick-and-mortar – albeit a transformed one. As one retail strategist quipped, we’re seeing “the halo effect of brick-and-mortar” being recognized, and phrases like “rent is the new CAC” (customer acquisition cost) entering the lexicon. This doesn’t mean e-commerce is any less important (in fact, online sales keep growing overall), but it means the initial narrative of “online will replace stores” has shifted. Now it’s more about “online will refine stores”. Physical retail is evolving to be more experience-driven, more localized, and more seamlessly integrated with digital. The success of brands like Warby Parker and Allbirds in opening profitable stores has, in a sense, validated the ongoing role of physical retail in the modern era​. Even Amazon – the ultimate e-commerce giant – experimented with physical bookstores and is investing in grocery stores, and Meta (Facebook’s parent) opened a physical store to showcase its Oculus and smart glasses, all underscoring that even digital companies see value in face-to-face engagement.
• Hybrid Models for Resilience: Finally, the broader shift toward hybrid models is also about resilience. Retailers learned in the pandemic that having multiple ways to reach customers is a lifesaver. Those with omnichannel capabilities (curbside pickup, robust web stores, etc.) weathered the storm better than those without. Similarly, an online-only brand might find growth limited if they don’t tap into offline channels. By diversifying into physical retail, companies are not putting all their eggs in the e-commerce basket. They can capture spontaneous foot traffic, build different marketing avenues, and create assets (store locations) that strengthen their brand equity. In a sense, the future of retail isn’t digital or physical – it’s both. And Wicker Park’s evolving retail scene is a microcosm of that future: it’s a place where you can order something on your phone in the morning, pick it up at a stylish storefront in the afternoon, try it on with the help of a friendly associate, and maybe instagram the cool mural on the shop’s wall – a full circle integration of digital and physical experiences.

In conclusion, the expansion of e-commerce darlings like Warby Parker and Allbirds into Chicago’s Wicker Park and Bucktown signifies more than just new store openings – it marks a paradigm shift in retail. Motivated by the economics of customer acquisition and the demands of today’s consumers, these brands are embracing a hybrid model that combines the best of online convenience with in-person service and experience. The local impact in West Town has been a reinvigorated retail landscape where cutting-edge national brands and beloved local businesses coexist, driving foot traffic and economic recovery in the post-pandemic era. This trend fits into a larger picture in which the “either online or offline” mindset is giving way to an “online and offline” reality. As industry reports and experts highlight, omnichannel retailing is becoming the norm, and neighborhoods like Wicker Park/Bucktown are at the forefront of this evolution​. For consumers, it means more options and richer shopping experiences; for the community, it means a vibrant, adaptive marketplace. And for the brands themselves, these brick-and-mortar forays are proving that even in the digital age, physical stores can be a powerful driver of growth and connection​. The playbook pioneered by Warby Parker, Allbirds, and their peers is likely to shape the future of retail in Chicago and beyond, as the line between e-commerce and retail blurs into a seamless whole.