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Readers Split On Schnucks’ Purchase Of 19 Shop ‘n Save Locations

September 26, 2018 Big Box, Featured, Retail, STL Region Comments Off on Readers Split On Schnucks’ Purchase Of 19 Shop ‘n Save Locations

Shop ‘n Save’s parent company, Minneapolis-based SuperValu, is selling/closing all locations — St. Louis & Springfield IL. This has been known for months, from July:

Supervalu is exiting the food retail business via a deal to sell itself to United Natural Foods Inc. for $2.9 billion.

The news comes on the same day that Supervalu announced its Q1 2019 earnings.

UNFI said it will sell off Supervalu’s retail business, which comprises 3,000 stores. The company has spent more than two years executing a transformation plan aimed at returning to its wholesale roots. (Retail Leader)

From February 2016:

United Natural Foods, a primary distributor for Whole Foods, distributes natural, organic and specialty food to a variety of grocery and natural product stores. It works with brands including Clif Bar, Annie’s, Bob’s Red Mill and Horizon Organic. The Providence, R.I. -based company also reported preliminary second quarter results Monday that fell below analyst expectations, as competition in the organic and natural food space continues to grow. (USA Today)

Shop ‘n Save has been headquartered in Kirkwood for years, but has been owned by out of state interests for more than a quarter century:

Shop ’n Save was founded in 1979 as a grocery store in Belleville, Illinois, near St. Louis, Missouri. The chain now includes 33 stores in the St. Louis metropolitan area, and 3 additional stores in Springfield, Illinois.

In 1983, the retail chain was acquired by Wetterau, Inc. Nine years later, in 1992, Wetterau was acquired by SuperValu, and Shop ’n Save has been a subsidiary of SuperValu since. (Wikipedia)

Wetterau was based in the St. Louis suburb of Hazelwood. The Wetterau family has a long history in St. Louis:

George Wetterau moved to St. Louis in 1867 at the age of 17 to join his brother in a small retail grocery business. In 1868, he began working for J. F. Lauman & company, a local wholesale grocery company and he bought the company a year later, with a partner, Frank Goebel. They formed Goebel and Wetterau Grocery Company with their wholesale office located at 712 South Second Street. In 1899, the two dissolved their partnership and George formed G. H. Wetterau & Sons Grocer Company. In 1923, Otto Wetterau, one of his sons, took over the company. He changed the name to Wetterau Grocer Company and took advantage of new forms of transportation and warehouse equipment to expand rapidly. He was one of the first to provide wholesale warehousing of produce. During the Depression, when many grocery stores went out of business, Wetterau became affiliated with the Independent Grocer’s Alliance (IGA). In 1953, Theodore C. Wetterau succeeded his brother Otto as president and added other independent supermarket chains to the organization. The company then became involved in non-food items, added a bakery division, printing division, trucking division and developed its own finance, insurance and construction companies. Wetterau was supplying food to stores in 29 states, when in 1993, Minneapolis, Minnesota-based SUPERVALU, Inc. acquired it to become the nation´s largest food wholesaler. At this time Ted Wetterau, Theodore’s son was president. Before the deal, Supervalu was the second-largest distributor and Wetterau ranked third. Ted Wetterau and his sons, Mark and Conrad then started Wetterau Associates, a holding company in Brentwood to buy and manage food-related companies. (St. Louis)

As a result of the consolidation in both the wholesale & retail grocery markets, Shop ‘n Save locations here and elsewhere will be sold or closed. Unless some other grocery chain enters the St. Louis market, others will pick up market share lost when Shop ‘n Save closes. The biggest gain will be St. Louis-based Schnucks Markets — they’re buying 19 suburban Shop ‘n Save locations. This Summer Schnucks bought the Maplewood Shop ‘n Save on Manchester, quickly reopening it as a Schnucks.

This Sho ‘n Save at 4660 Chippewa is not among the locations bought by Schnucks, it’ll close by the end of 2018 if a buyer doesn’t come forward soon.

Here are other grocery stores with at least a few locations:

  • Save-A-Lot, once also owned by Wetterau/Supervalu is now owned by Toronto-based Onex Corporation — a private equity firm.
  • Lucky’s Markets, still pretty new to the St. Louis market, is based in Boulder Colorado. A large investor is Cincinnati-based Kroeger.
  • Whole Foods is owned by Amazon.
  • Our old Food 4 Less locations became Ruler Foods locations a few years ago, Ruler is owned by Kroeger.
  • ALDI is a German company. The business was split into two separate groups in 1960, that later became Aldi Nord, headquartered in Essen, and Aldi Süd, headquartered in Mülheim. The latter is the group that operates ALDI stores in the U.S.
  • Trader Joe’s is owned by a private family trust associated with Aldi Nord (not the Aldi that operates ALDI in the U.S.).
  • Fields Foods has one location right now, but will soon open others in Dogtown and Downtown West.
  • Privately-owned local grocer Straub’s Markets has 4 locations.  Straub’s had a short-lived 5th location in suburban Ellisville, but in closed in October 2009.
  • Dierbergs Markets, also locally/privately owned, has 25 stores in Missouri & Illinois.

Readers were split on the recent non-scientific Sunday Poll:

Q: Agree or disagree: Adding 19 Shop ‘n Save locations will make Schnucks too dominant in the St. Louis regional grocery market.

  • Strongly agree 4 [11.76%]
  • Agree 5 [14.71%]
  • Somewhat agree 5 [14.71%]
  • Neither agree or disagree 4 [11.76%]
  • Somewhat disagree 3 [8.82%]
  • Disagree 8 [23.53%]
  • Strongly disagree 5 [14.71%]
  • Unsure/No Answer 0 [0%]

The agree votes total 41.18% with the disagree side totaling 47.06%.  I voted for “slightly disagree” because while I’m not big fan of Schnucks (their development arm, DESCO, is awful about ADA accessibility) but I know that being the biggest grocery store in the region will keep outside chains in a subordinate role. My hometown of Oklahoma City is now dominated by Walmart’s Neighborhood Market chain of stand-alone grocery stores. Local chains have been reduced to rubble.

Having strong locally-owned grocery store chains, even flawed ones, is better than being at the mercy of non-local corporate interests. Just hoping the Schnucks family doesn’t decide to cash out at some point.

— Steve Patterson

 

Sunday Poll: After Millions in Tax Incentives, Has IKEA Been A Net Positive or Net Negative?

Please vote below
Please vote below

It has now been over a year since IKEA opened for business and it appears to be boosting tax receipts:

The Swedish retailer’s 63110 ZIP code saw a 40 percent spike in state sales tax revenue from October 2015 through June 2016 compared with the prior-year period, according to the latest available data from the Missouri Department of Revenue.

The period with Ikea generated $277 million in state sales tax revenue versus $197 million in the prior-year period without Ikea. (St. Louis Business Journal)

An increase of $80 million, though not all can be attributed to IKEA. It’s unclear now much additional revenue went to the City of St. Louis. But it didn’t come cheap, from February 2014:

Ikea’s plans to open a St. Louis store next year moved ahead Friday when a city panel voted to back a $32 million tax incentive for the project.

Members of the city’s Tax Increment Financing Commission voted unanimously to approve the subsidy. The vote also backed a separate $5.1 million subsidy for a residential building planned for an area just west of the Ikea site.

The Swedish furniture retailer has yet to specify the cost of its St. Louis store, planned for the southwest corner of Forest Park and Vandeventer avenues, but a spokesman said it will exceed $100 million.

The TIF projects are part of a $167.7 million TIF city officials approved for the Cortex bioscience district in 2012. The district is split into 10 TIF areas that must be activated individually as the area develops. (Post-Dispatch)

The store employees hundreds, each paying the 1% earnings tax.

The poll will be open until 8pm.

— Steve Patterson

 

Big Box Blues: Sears, Kmart, & Sports Authority

I remember trips to Sears with my mom in the early/mid 1970s, plus I’d look through the Sears catalog at home. Much of my early wardrobe was from Sears. I also remember trips to the same Sears with my dad to buy/replace Craftsman tools.  My parents had our new house built in 1965  — the same year the 160,000+ sq ft Sears store was built 2.2 miles away (map).  That Sears store is still open, and isn’t on the recent list of Sears/Kmart closures.

One Kmart in the St. Louis region was on the list last month, the Bridgeton location at 11978 St Charles Rock Rd.

The Bridgeton Kmart was built in 1991, per St. Louis County tax records
The Bridgeton Kmart was built in 1991, per St. Louis County tax records

A few years ago the Bridgeton Walmart moved to just East of this Kmart. But the Sears/Kmart closures are part of a bigger trend for these retailers:

Trying to cut its way to profitability, troubled Sears Holdings announced Thursday that it will close 68 Kmart and 10 Sears stores this summer in its latest move to cut losses.

Sears’ (SHLD) move (see the list of the stores) comes atop a previous announcement that it will close 50 other stores. Sales have been falling and Sears had a disappointing holiday sales season.

“The decision to close stores is a difficult but necessary step as we take aggressive actions to strengthen our company, fund our transformation and restore Sears Holdings to profitability,” said Sears Holdings CEO Edward Lampert in a statement. (USA Today)

From February:

Sears said Thursday that its same-store sales fell 7.1% in the fourth quarter and revenue dropped 9.8% to $7.3 billion. 

The company reported a quarterly loss of $580 million, or $5.44 per share, compared with a loss of $159 million, or $1.50 a share, the previous year. (Business Insider)

Retailing is competitive. but many put part of the blame on the libertarian leader: Eddie Lampert. From July 2013:

Every year the presidents of Sears Holdings’ many business units trudge across the company’s sprawling headquarters in Hoffman Estates, Ill., to a conference room in Building B, where they ask Eddie Lampert for money. The leaders have made these solitary treks since 2008, when Lampert, a reclusive hedge fund billionaire, splintered the company into more than 30 units. Each meeting starts quietly: When the executive arrives, Lampert’s top consiglieri are there, waiting around a U-shaped table, according to interviews with a half-dozen former employees who attended these sessions. An assistant walks in, turns on a screen on the opposite wall, and an image of Lampert flickers to life.

The Sears chairman, who lives in a $38 million mansion in South Florida and visits the campus no more than twice a year (he hates flying), is usually staring at his computer when the camera goes live, according to attendees.

The executive in the hot seat will begin clicking through a PowerPoint presentation meant to impress. Often he’ll boast an overly ambitious target—“We can definitely grow 20 percent this year!”—without so much as a glance from Lampert, 50, whose preference is to peck out e-mails or scroll through a spreadsheet during the talks. Not until the executive makes a mistake does the Sears chief look up, unleashing a torrent of questions that can go on for hours. (Bloomberg)

Why does he manage this way? From December 2013:

Once upon a time, hedge fund manager Eddie Lampert was living a Wall Street fairy tale. His fairy godmother was Ayn Rand, the dashing diva of free-market ideology whose quirky economic notions would transform him into a glamorous business hero.

 
For a while, it seemed to work like a charm. Pundits called him the “Steve Jobs of the investment world.” The new Warren Buffett. By 2006 he was flying high, the richest man in Connecticut, managing over $15 billion thorough his hedge fund, ESL Investments.

Stoked by his Wall Street success, Lampert plunged headlong into the retail world. Undaunted by his lack of industry experience and hailed a genius, Lampert boldly pushed to merge Kmart and Sears with a layoff and cost-cutting strategy that would, he promised, send profits into the stratosphere. Meanwhile the hotshot threw cash around like an oil sheikh, buying a $40 million pad in Florida’s Biscayne Bay, a record even for that star-studded county.

Fast-forward to 2013: The fairy tale has become a nightmare.

Lampert is now known as one of the worst CEOs in America — the man who flushed Sears down the toilet with his demented management style and harebrained approach to retail. Sears stock is tanking. His hedge fun is down 40 percent, and the business press has turned from praising Lampert’s genius towatching gleefully as his ship sinks. Investors are running from “Crazy Eddie” like the plague.

That’s what happens when Ayn Rand is the basis for your business plan. (Salon)

For now the Big K store on Manchester in St, Louis remains open. But for how long?
For now the Big K store on Manchester in St, Louis remains open. But for how long?

Next to the Bridgeton Kmart is another retailer that’s closing: Sports Authority. Two more St. Louis area locations were to close: St. Peters & Fenton.

From March:

The retailer filed for Chapter 11 protection in federal bankruptcy court in Delaware in a move aimed at helping it shed much of its debt and clean up its balance sheet. A successful revamp would let Sports Authority improve its brick-and-mortar, perhaps with in-store boutiques similar to the Under Armour and Nike shops that have been so fruitful for rival Dick’s Sporting Goods.

Sports Authority, whose name adorns the stadium of the Denver Broncos, has been saddled with boatloads of debt ever since a $1.3 billion leveraged buyout a decade ago. At the time, the Colorado-based retailer and Dick’s  DKS -1.79%  were similar in size with annual sales of $3 billion. But since then, Dick’s has invested in its in-store experience and in-store tech, which have helped propel the retailer’s sales past Sports Authority’s. Analysts are forecasting total 2015 sales of $7.3 billion for the Pennsylvania-based company, compared to almost $3 billion at Sports Authority. (Fortune)

In early April it looked like the bankruptcy might work:

Embattled retailer Sports Authority has finally received a bit of good news: it looks to have settled a dispute with consignment suppliers that could resolve around 160 lawsuits.

The suits centered around $85 million-worth of winter gear currently being sold at the sporting goods retailer’s stores, and suppliers who had sold these products on consignment wanted them back in the wake of Sport Authority’s Chapter 11 bankruptcy filing in March.

Now, if the settlement is approved by Judge Mary Walrath of the U.S. Bankruptcy Court in Delaware, Sports Authority will be able to sell this gear throughout the bankruptcy proceedings, according to the Wall Street Journal. (Fortune)

The Bridgeton Sports Authority on April 24th had a sign indicating only this location was closing, the others in the region were staying open
The Bridgeton Sports Authority on April 24th had a sign indicating only this location was closing, the others in the region were staying open

End of April:

Vendors, however, didn’t like seeing the merchandise they had consigned sold off in liquidation sales without reimbursement, and they sued. Sports Authority countersued.

Landlords also were upset that the company filed for bankruptcy protection one day after March rents were due, stiffing them out of $27 million.

“They didn’t get very far into this before they hit snags with their suppliers. That tells me they weren’t that close to getting the reorganization done,” said Dan Schniedwind, a credit analyst and retail specialist with Denver Investments.

In the end, creditors weren’t willing to allow the company to continue making large purchases, something required to keep stocking the shelves in even a reduced number of stores. (Denver Post)

By mid-May:

Sports Authority Holdings Inc. will head to auction next week with bids in place from two groups of liquidators plus smaller offers from rivals Dick’s Sporting Goods Inc. and Modell’s Inc., according to people familiar with the situation.

However, the bids from Dick’s and Modell’s were considered “disappointing” and for fewer stores than initially expected, one of the people said. Dick’s, which one equity analyst said could make an offer for 180 stores, instead placed a bid for less than 20 stores; Modell’s made an offer for a small handful of stores, the person added. (Wall Street Journal)

Heres’s a list of the St. Louis area locations, the first three were announced in March:

  1. 11982 Saint Charles Rock Rd Bridgeton , MO 63044
  2. 4025 Veterans Memorial Pkwy, Saint Peters , MO 63376
  3. 788 Gravois Bluffs Blvd, Fenton , MO 63026
  4. 8340 Eager Rd, Brentwood, MO 63144
  5. 4445 Lemay Ferry Rd, Saint Louis , MO 63129
  6. 1205 S Kirkwood Rd, Kirkwood , MO 63122
  7. 15907 Manchester Road, Ellisville , MO 63011
  8. 6298 Ronald Reagan Dr, Lake Saint Louis , MO 63367
  9. 6575 N Illinois St, Fairview Heights , IL 62208

From November 2014:

New retail tenants are moving into the space in Ellisville Square in Ellisville that Kmart vacated earlier this year.

Brixmor Property Group, the New York-based commercial real estate company that owns Ellisville Square, said the space will be filled by three new tenants: a 40,000-square-foot Sports Authority, a 19,000-square-foot Michaels and a 16,000-square-foot Party City. The stores are slated to open in the third quarter of 2015, Brixmor officials said in a statement. (St. Louis Business Journal)

The Ellisville location was announced in January 2015:

Three new stores — Michaels, Sports Authority and Party City — will be opening soon at the site of what was a K-mart store at Clarkson and Manchester roads in Ellisville (Post-Dispatch)

The Sports Authority in Ellisville opened on Saturday August 8th, 2015.

Earlier we discussed the Sears/Kmart CEO, but why did Sports Authority fail?

Once one of the largest sports retail chains in the country, Sports Authority has now slipped behind outlets like Dick’s Sporting Goods and REI. These chains have positioned themselves more successfully in the market through establishing strong relationships with their suppliers, developing the leverage to keep prices low that their competitors have had difficulty matching, Rory Masterson, an industry analyst at IBISWorld, told the Los Angeles Times in April. They’ve also adapted more sucessfully to the online marketplace. Online sales at Dick’s climbed at a compounded annual rate of 39 percent from 2010 to 2015.

While Sports Authority may be faltering, the sporting goods industry as a whole is growing. It accounts for an estimated $150 billion per year globally. In 2014, the most recent year available for figures, the industry was worth $63.7 billion in the United States, an increase of 24 percent since 2009 and a jump of 2 percent from the year before.  

Sports Authority faces tough competition from traditional sports retail outlets, yet its financial struggles point to the increased diversification of the sports retail market.  A wide array of more specialized competitors have entered the field, providing both traditional sports garments and “athleisure”, or casual wear inspired by workout clothing that has exploded in popularity over the past few years. (CSM)

The Bridgeton Kmart & Sports Authority are both part of Hill Top Plaza.

Hilltop Plaza Redevelopment Area Tax Increment Financing Redevelopment Plan – Hilltop Plaza Community Improvement District; analysis of the eligibility for TIF and CID, and the planning and financial projections for the redevelopment of the 70% vacant portion of Hilltop Plaza, formerly a destination shopping area on St. Charles Rock Road. (EDR)

I was at the MetroBus stop on St. Charles Rock Rd in 2013 — had no idea at Kmart & Sports Authority were close. Was wasn’t/isn’t any pedestrian access. Even between Kmart & Sports Authority there’s no pedestrian route! I know the lack of pedestrian access didn’t cause these stores to close, but it didn’t help them either. Pedestrians do exist in the area — there are sidewalks along St. Charles Rock Rd and the parallel internal road — they just don’t connect the businesses to transit or each other.

As Gen Y moves to the suburbs they may expect a Walkscore higher than 56.

— Steve Patterson

 

An Urban Home Depot

The following post first appeared on UrbanReview | CHICAGO

Big box retailers long had a standard formula: cheap building surrounded by acres of surface parking. More than a decade ago they began to experiment with new designs as they entered urban locations where land prices & population density meant acres of surface parking wasn’t possible. I recall seeing the Home Depot on N. Halsted under construction — I just can’t recall when. I do know it was open by March 2005:

The company has eight stores in the city, including a unique two-story, storefront-style location at 2665 N. Halsted St.

Like Target, Home Depot knows the value of a flexible footprint. That gives it more options in working its way closer to the urbanite customers it craves. The Halsted store doesn’t sell much lumber; it focuses on the tools and interior design products that North Side condo owners shop for.

A lot of city neighborhoods fit Home Depot’s demographic, which is neither wealthy nor poor. The main thing: plenty of homeowners. “Home Depot is looking for bungalow city,” says Mr. Kirsch of Baum Realty. (Crain’s Chicago Business)

Though I’d been past it numerous times since it opened, I never went inside. Last month my husband and I needed something from a hardware store. He called a couple of local places near the Streeterville condo where we stay while in Chicago but they didn’t have what we needed. Looking at transit to the various locations we decided the N. Halsted location would be the easiest.

The Home Depot on N. Halsted in Lincoln Park was built more than a decade ago.
The Home Depot on N. Halsted in Lincoln Park was built more than a decade ago.
The garage entry/exit is recessed from the sidewalk
The garage entry/exit is recessed from the sidewalk
The store has two interior levels
The store has two interior levels
Rooftop garden on 4
Rooftop garden on 4
The front of the 2-story store is mostly glass, the is on the 2nd floor
The front of the 2-story store is mostly glass, the is on the 2nd floor
The rooftop garden on 4. Parking is on 3 and the balance of 4
The rooftop garden on 4. Parking is on 3 and the balance of 4

The question is how do we get urban retail to take more urban form in areas where land isn’t so expensive? Can a city, like St. Louis, through zoning or incentives, create an atmosphere where retailers are willing to invest in more expensive buildings with structured parking?

— Steve Patterson

 

Developing Vandeventer & Forest Park: IKEA — Exception Or New Rule?

Big box stores with surface parking lots don’t fit in urban contexts — they’re sub-urban. For example, the Menard’s in O’Fallon IL I drove past on Saturday, a MetroBus stop is right out front but there’s no accessible pedestrian route to get to the entrance. See it on Google Street View here.

Decades ago the big boxes were the downtown department stores, but those days are long gone. However, a few big box retailers have taken over some of the vacant space left behind by shuttered department stores.

Taget in Chicago's former Carson Pirie Scott department store designed by Louis Sullivan. February 2014. Click image to view the Wikipedia entry on the building
Taget in Chicago’s former Carson Pirie Scott department store designed by Louis Sullivan. February 2014. Click image to view the Wikipedia entry on the building

More often, big boxes have been trying to fit into walkable urban neighborhoods; they’ve been concealed by smaller liner storefronts, stacked, etc. The Target at Hampton & Chippewa is built over parking, but it still has surface parking facing Hampton & Bancroft, with docks & garage facing Chippewa. Inevitably someone says “it’s better than what was there” or “It’s better than the location in [insert any suburban municipality.”  Sorry, but new development will be around for 20+ years, so standards should be higher than simply doing marginally better than  awful suburban development or old derelict properties. Which brings me to IKEA St. Louis, located on the SW corner of Forest Park Ave & Vandeventer Ave.

IKEA's blue & yellow big box set behind a surface parking lot at Forest Park & Vandeventer. View from the point where the two public sidewalks meet.
IKEA’s blue & yellow big box set behind a surface parking lot at Forest Park & Vandeventer. View from the point where the two public sidewalks meet.

Opening day I ran into an acquaintance at IKEA — she also arrived via MetroBus — she hadn’t yet seen my post on the pedestrian access points. Upon arriving at the corner pictured above how would a pedestrian know where to find accessible routes to the entry? By big box standards, IKEA St. Louis did an excellent job providing pedestrian access routes from each go the three adjacent streets, but the massive setback from the sidewalks

The big question now is what will happen at development sites around IKEA St. Louis? Other buildings, old & new, within a block of the intersection are all urban — built up to the public sidewalk.

Two other corners contain urban buildings a historic firehouse and a new apartment complex built around a parking garage
Two other corners contain urban buildings a historic firehouse and a new apartment complex built around a parking garage
The 3-story building on the NW corner was razed 4+ years ago. At right you can see the South end of the historic Gerhart Block that I posted about on Friday.
The 3-story building on the NW corner was razed 4+ years ago. At right you can see the South end of the historic Gerhart Block that I posted about on Friday.

In July 2011 I posted about the building on this very same corner being razed. The Southeast corner, except for the firehouse, is to be retail.

The firehouse is supposed to remain, will help "hold" the corner. But how will everything else relate to the street & sidewalk?
The firehouse is supposed to remain, will help “hold” the corner. But how will everything else relate to the street & sidewalk?
Behind the firehouse is largely an old industrial site
Behind the firehouse is largely an old industrial site
But even the old industrial office is urban in form
But even the old industrial office is urban in form
The urban form continues across Spring Ave
The urban form continues across Spring Ave
nnn
And across Forest Park Ave more urban form. Will the new retail to the South respect the urban pattern?

One of the most critical development parcels is immediately to the West of IKEA, at 4052 Forest Park Ave.

Looking West from the IKEA property line. The other three sides are bounded by Forest Park Ave, Sarah Ave, and Duncan Ave
Looking West from the IKEA property line. The other three sides are bounded by Forest Park Ave, Sarah Ave, and Duncan Ave. The former Ford plant in the background is now lofts
Looking South across Forest Park. IKEA is to the left, just out of view. The development parcel straight ahead will ideally be of similar massing as the lofts on the right, with storefronts at sidewalk level.
Looking South across Forest Park. IKEA is to the left, just out of view. The development parcel straight ahead will ideally be of similar massing as the lofts on the right, with storefronts at sidewalk level.
Looking East on Duncan Ave, from Sarah Ave. The CORTEX master plan wants Duncan to be a pedestrian-friendly spine through the district. The form of new building(s) on the parcel on the left will matter greatly.
Looking East on Duncan Ave, from Sarah Ave. The CORTEX master plan wants Duncan to be a pedestrian-friendly spine through the district. The form of new building(s) on the parcel on the left will matter greatly.

This site could be developed similar to new apartments at Forest Park & Vandeventer — a parking garage concealed on all sides by habitable buildings. The difference here is it should have storefront spaces on the ground floor. A boutique hotel, like one of these chains, should occupy part of the upper floors.

Hopefully IKEA St. Louis will be the exception, not the rule.

— Steve Patterson

 

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