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Costcos latest promotional offering just dropped, but members arent rushing to claim it. At select warehouse club locations, members can now take home complimentary 3-pound bags of Gala apples. The shopping warehouses unique business model, wherein membership fees contribute largely to its revenue, means that it focuses on plugging its membership more than advertising specific products. Costco puts significant effort into encouraging people to join, or upgrade and renew, existing memberships. In the past, Costco has offered enticing items like tote bags to coax customers into automatic membership renewals, but the promotional bag of apples is not as appealing, according to one Costco member. Giving away apples is like giving away white bread, they told TheStreet. Its fine, I guess, but not very interesting. Its certainly not going to get me to do anything different. Costco has previously been successful in pushing customers to upgrade to the Executive tier, which is $130 annually, with customers earning 2% cash back on most purchases, compared with $65 for the basic level. In June, for example, Costco started unveiling a new membership feature that allowed Executive members to shop one hour earlier than regular members during weekdays and Sundays, and half an hour earlier on Saturdays. The perk was generally well received. The company reported a 1% boost in sales at the end of September, and Executive memberships increased by 9%, according to CFO Gary Millerchip. Which might explain why the apples that followed seemed to fall a bit flat. Whats more, Costco shoppers have complained about employees tirelessly approaching them about memberships. Another customer told TheStreet that his membership makes sense for the amount that he shops, but he continues to face pressure. The last few times Ive gone to check out, Ive gotten the third degree about my membership, he says. Its getting really old. For years, Costcos membership system has served the brand well. But its apparent that taking a few steps in the wrong direction could turn people away. Ava Levinson This article originally appeared on Fast Companys sister publication, Inc. Inc. is the voice of the American entrepreneur. We inspire, inform, and document the most fascinating people in business: the risk-takers, the innovators, and the ultra-driven go-getters that represent the most dynamic force in the American economy.
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E-Commerce
As the year winds down, many leaders find themselves in a familiar ritual: closing the books, reviewing revenue targets, and drafting ambitious financial goals for the year ahead. These practices are important. But after years of designing teams and advising organizations at different stages of growth, Ive come to believe that the most valuable year-end ritual has little to do with money alone. Instead, its about setting nonfinancial metrics alongside your financial ones. Revenue tells you where your business landed. Nonfinancial metrics tell you why and whether the success youre chasing is sustainable. They reveal the health of your organization from the inside out, often long before that health shows up on a balance sheet. The quiet stretch between Christmas and New Years is an ideal time to step back and ask a different set of questions. Not just Did we hit our numbers? but What did it cost us to get there? And What kind of organization are we becoming in the process? Why Financial Metrics Alone Arent Enough Financial metrics are essential, but they are lagging indicators. By the time revenue dips or margins tighten, the underlying issues such as burnout, disengagement, inefficient processes, or stalled innovation have often been present for months or even years. Nonfinancial metrics, on the other hand, act as early signals. They help leaders understand whether the systems, culture, and behaviors inside the organization are aligned with long-term success. Consider employee engagement. Teams that feel trusted, challenged, and supported tend to deliver better work, collaborate more effectively, and stay longer. Gallup research shows that highly engaged teams deliver significantly better business outcomesincluding up to 23% higher profitability and 41% lower absenteeismindicating that engagement metrics act as early predictors of future performance rather than just retrospective measures. Or look at client satisfaction. Loyal clients dont just renew contracts; they deepen their engagement and/or refer others and become partners in growth. Operational efficiency, learning velocity, and innovation milestones similarly tell a story about whether an organization is built to adapt. When these indicators are strong, financial results often follow. When theyre ignored, revenue gains can be fragile or short-lived. Making the Intangible Measurable One reason leaders shy away from nonfinancial metrics is the belief that theyre too soft to track. But meaningful doesnt have to mean vague. The key is choosing a small number of metrics that reflect what actually matters in your context. A startup might track time to decision or experiment-to-launch cycles. A growing team might focus on employee engagement scores, internal mobility, or manager effectiveness. A client-facing organization might prioritize retention, net promoter score, or qualitative feedback trends. These metrics dont need to be perfect or overly complex. What matters is consistency and intent. Even a quarterly pulse survey or a structured retrospective can surface patterns that financial numbers alone wont reveal. For individuals, the same principle applies. Instead of setting only income or productivity goals, you might track energy levels, learning hours, or the quality of your working relationships. These nonfinancial indicators often predict performance more accurately than output alone. Turning Reflection Into Ritual The end of the year offers a rare pause: a liminal space where urgency softens and perspective sharpens. Rather than rushing straight into next years goals, consider making reflection a deliberate leadership ritual. Start by reviewing the nonfinancial signals from the past year. Where did momentum build naturally? Where did friction show up repeatedly? Which systems supported your work, and which quietly drained it? Then, as you look ahead, set intentional nonfinancial metrics alongside your revenue targets. Ask yourself: If we succeed financially next year, what must also be true about our people, processes, and culture? Write those answers down. Revisit them quarterly. Talk about them as openly as you discuss financial performance. A Different Kind of New Years Resolution New Years resolutions often fail because they focus on outcomes without addressing the conditions required to sustain them. Nonfinancial metrics flip that script, shifting attention from sheer output to the inputs that make great work possible. In doing so, they offer a more humane, and ultimately more effective, approach to leadership and work. They remind us that organizations arent machines that run on numbers alone. Theyre living systems shaped by trust, clarity, learning, and adjustment. As the year draws to a close, you can still set ambitious financial goals. Just dont stop there. Pair them with measures that reflect the kind of organizationand leaderyou want to be. Because when you measure what truly matters, the numbers tend to take care of themselves.
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E-Commerce
For 10 years, I obsessed over finding a 70s-era corduroy car coat like the one Wynona Ryder wears in the first season of Stranger Things. Not a vintage inspired fashion version, but an American classic turned velvety with wear. That meant thrifting at resale shops. Always on the lookout, I never scored because the outerwear selection in my size (large) was bleak. But today I am thrifting in the age of Ozempic, when women jettison entire wardrobes as an act of reinvention after dramatic weight loss, often monetizing through consignment and resale. As a result of all the larger sizes flowing into stores, I finally possess my unicorn: a heritage LL Bean corduroy coat as soft as cashmere in the groovy retro color of faded citron, all for the price of a burger at my neighborhood pub. Where once I had trouble finding my size, the popularity of GLP-1 drugs produces almost too many possibilities. Winter has always been my wardrobe low point: black, black, and, for a little fun, maybe some charcoal gray. But now my closet looks like I am in the wrong house. Color! Texture! Print! Thanks to Ozempic, selections are vast and wildly diverse, and prices are low. A thrifting bonanza I am not on the consignment hunt for couture; I am shopping for solid regular women brands that are still in good shape even as resale items because they arent fast fashion. Although Ive never been a blazer wearer, I now have two: bouclé wool in deep sienna and a tuxedo-style smoking jacket with green velvet lapels and buttons. Each great closet addition cost me less than two bowls of pho. Women arent selling off wardrobes because their clothing is out of style. The use of GLP-1 drugs can radically shift sizing so that even beloved items have to go, and Im far from the only one taking advantage of this quality thrifting bonanza. According to data from online resale marketplace ThredUp, the annual Capital One Shopping report, and spending behavior analysts Consumer Edge, the 2025 U.S. secondhand market is worth an estimated $56 billion (up 14.3% from 2024) and visits to resale stores were up 39.5% in 2025 (compared to Q2 2019), with an 80% rise in thrift and consignment spending among GLP-1 users. There are many reasons people frequent resale shops, from the economical to the environmental. Approximately one-third of clothing and apparel items purchased in the U.S. over the past year were secondhand, saving manufacturing resources and carbon emissions. A renewed sense of discovery But to me the best part of thrift shopping is cultural. Frequenting resale shops can provide that lovely convivial experience we once had when our shopping companions were friends, not phones. Im often surrounded by other shoppers inspired and excited by the prospect of what we might find and open to the unexpected. Because the nature of resale makes the clothing one-of-a-kind, theres a sense of discovery and camaraderie with shared conversations about a garments value and discussions about fit even among strangers. With expanded size range and diversity of brands, todays resale stores are more like independent boutiques, which are harder and harder to find due to the financial hardships based in fluctuating consumer habits. These old-school stores were vision-led, with gut-sense merchants assembling intentional collections from many different brands, often with an artisanal vibe. Their small inventories were always percolating, bubbling up something new, in contrast to brand-led stores offering mass-produced clothing under the same label: racks of algorithmic-driven styles that may work conceptually in the boardroom, but not so much in the dressing room. How to pick your spot Because people tend to sell quantities of clothing close to home, the best way to thrift in the age of Ozempic is to pick a shop in an area where women are likely to wear the brands you want to find and go there regularly. My usual spot is on a cobblestone-lined street in a village-like neighborhood a short train ride away from the center of the city where I liveonce called a railroad suburb. Look for a well-lit, well-organized store where the clothing is neatly hanging on uniform hangers. If you do become a regular and see the same garments week after week, move onthat store isnt getting enough traffic to keep things interesting. Because you dont have to settle. Closet upheavals due to GLP-1 drugs are plentiful, giving us lots of options. So, experiment until you find your own resale sweet spot, then start building the wardrobe youve always wanted: Their loss is your gain.
Category:
E-Commerce
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