Airport Experience® News - Retail Issue 2026

SEPTEMBER 2026 / V24 N273

LOCAL MAKERS SHINE IN AIRPORT RETAIL

DUTY FREE SHOPS TARGET NEXTGEN TRAVELERS

AIRPORTS EXPLORE NAMING RIGHTS

SLC OVERHAUL REACHES FINAL STAGE

DFW

Built for Travelers. Inspired by Community.

Travelers want more than convenience - they want discovery. From beloved hometown brands to locally inspired concepts, Paradies Lagardère carefully curates retail experiences that resonate with travelers while celebrating the communities airports proudly call home.

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ATL

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5 Letter From The Editor 6 Data Check

16 Makers In The Spotlight In specialty retail stores throughout North American airports, not only are local makers gaining more representation, their stories are being told through signage, in-person event and other activations. 22 Duty Free Dynamism Duty free retail in North American airports has typically lagged behind similar stores in Europe and Asia, but operators are gaining traction with unique product ranges, special events and alluring store designs. 28 What’s In A Name? Looking to maximize non-aeronautical revenues, some airports are testing the waters on selling naming rights to parts of their airport complexes.

New data from research firm Incisive shows that personalization and digital integration are important factors determining retail success. 8 Latest Buzz Salt Lake City International Airport’s Phase 4 of the New SLC capital improvement effort opens in October, bringing the full vision of the redevelopment together in one connected facility for the first time.

32 Industry Insights Anne Saxton, director of concessions and business development at Minneapolis-St. Paul International Airport, shares the airport’s approach to strategic partnerships.

35 Advertising Index 36 Before You Take Off

12 Director’s Chair Sacramento International Airport Director Cindy Nichol is overseeing a range of improvements, including a nearly complete overhaul of the airport’s food and beverage program.

FIFA World Cup-branded merchandise proved to be a big boon to Prepango, which activated game-specific automated retail in key cities this summer.

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AX NEWS SEPTEMBER 2026

Made by

SSP America

Nicole Watson Business Development Manager

Andrew Tellijohn Senior Reporter Sally Kral Contributing Writer Sarah Beling Contributing Writer AXN ADVISORY GROUP Kim Becker, San Diego International Airport Derryl Benton, Avolta

TEAM

Jeff Davis Executive Vice President, Retail and Specialty Amy Hornby Publisher and Brand Director Carol Ward

Barbara McCarter Portfolio Manager Chad Wimmer Senior Editorial Art Director Rae Lynn Cooper Production Manager Amanda Gochee Vice President, Marketing Strategy Katy Welch Senior Marketing Manager Tristan Lueck Marketing Coordinator Emma Vail Marketing Coordinator Zenola Campbell, Dallas/Fort Worth International Airport Bryant Francis, Cleveland Hopkins International Airport Mark Gale, Fort Lauderdale-Hollywood International Airport Eric Johnson, Nashville International Airport Roddy McOwan, WHSmith North America Gregg Paradies, Paradies Lagardère Kevin Westlye, High Flying Foods

Editor-in-Chief Nicole Watson Business Development Manager Sally Kral Contributing Writer Sarah Beling Contributing Writer David Gordon Contributing Writer Barbara McCarter Senior Portfolio Manager Chad Wimmer Senior Editorial Art Director Rae Lynn Cooper Production Manager Amanda Gochee Vice President, Marketing Strategy Katy Welch Senior Marketing Manager Samantha Tamberino Marketing Coordinator Gracie Brown Digital Marketing Coordinator

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AX NEWS MARCH 2024

PRINT & DIGITAL PRESALE $750

SEPTEMBER 2026

Dear Readers,

SEPTEMBER 2026 / V24 N273

Welcome to the September issue of Airport Experience News. This issue explores the latest trends shaping airport retail, from artisan-driven concepts that showcase local makers to new approaches to the airport duty free sector. The issue also examines how few airports are exploring new revenues through naming rights. Along with exclusive interviews, expert insights, and the latest industry news, these stories round out the September issue. As we wrapped up this issue, the AX team was also turning its attention to the launch of the annual AX Awards program. The nominations portal is open, and with nearly 40 awards categories this year, we’re looking forward to seeing your nominations for the best in airport concessions and airport property management. September also kicks off the planning season for the annual Airport Experience Conference. Next year we’ll be in San Diego, March 14-17. Be on the lookout for details on registration, as well as regular updates to the agenda and events that are coming together to make AXC 2027 the best yet. Happy Reading!

LOCAL MAKERS SHINE IN AIRPORT RETAIL

DUTY FREE SHOPS TARGET NEXTGEN TRAVELERS

AIRPORTS EXPLORE NAMING RIGHTS

SLC OVERHAUL REACHES FINAL STAGE

Carol Ward Editor-in-Chief

Airport Experience News carol@airportxnews.com

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DATA CHECK

RETAIL INNOVATION MOVES Personalization, Digital Integration Are Key For Store Advancement, Report Says

BY CAROL WARD

Current In-Store Personalization Technology Adoption

Customer analytics platforms

32%

Interactive kiosks

28%

Loyalty platforms

25%

Clienteling tools

18%

2025 State of the Inudstry: Store Innovation

is evolving, the report says, pointing to solutions like dark stores, micro fulfillment centers and flexible formats. Finally, stores are becoming media platforms, the report contends, with physical locations now serving as powerful advertising channels, with retailers monetizing their foot traffic and in-store digital displays while gathering valuable first-party data. Four Pillars The report suggests the future of physical retail will be built on four key foundations: in-store personalization, rapid experimentation of digital tools, operational excellence and sustainability beyond carbon. Retailers rank in-store personalization as a top revenue driver, but only 28% have real-time customer analytics deployment in store, the report showed,

hysical stores are evolving into multi-purpose platforms for commerce, fulfillment and

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customer engagement, a recent report from Incisiv shows. The 2025 State of the Industry: Store Innovation report, produced by Incisiv in partnership with Toshiba, spotlights retail innovations that are taking place worldwide. “Global retailers like Walmart, Zara, and Coop Alleanza 3.0 are transforming their stores into integrated hubs that combine commerce, fulfilment, media, and customer engagement. Beyond modernization, this is a fundamental rethinking of how physical retail space creates value,” the report notes. Digital-physical integration is accelerating, with features such as smart fitting rooms and swift checkout, as retail stores seek to match digital convenience while amplifying physical advantages. At the same time, space utilization

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DATA CHECK

Key Strategies To Strengthen Customer Shopping Journeys 1 | PERSONALIZATION • Use customer data to tailor recommendations, offers, and in-store interactions • Leverage A.l., analytics, and behavioral insights for a one-of-a-kind shopping journey 2 | EASE • Eliminate friction from browsing to checkout • Ensure customers can switch between channels (online, mobile, in-store) seamlessly 3 | ENGAGEMENT

Retailers’ Top Objectives For Enhancing In-Store Shopper Journeys Through Personalization

INCREASING LOYALTY 51%

• Make shopping immersive: try-ons with A.R., gamified rewards, in-store events, and interactive product demos

Create Your Tomorrow: Crafting Unique Shopping Experiences For The Modern Consumer, 2025

and 46% of retailers struggle to link digital and physical touchpoints. “Our research reveals a clear recognition of personalization’s value but also highlights the complexity of bringing digital-grade personalization into stores,” the report noted. “The gap between current capabilities and strategic ambitions is substantial, yet it also represents a significant opportunity for differentiation. Leading retailers are tackling this challenge by reimagining their technology architecture to enable true cross-channel personalization.” For the second pillar, rapid experimentation of digital tools is thwarted by lack of foundational capabilities for efficient experimentation, the report found. Weighed down by high costs and risks and difficulty integrating new tech, retailers have strong growth ambitions but limited investment and scaling capabilities. “Forward-thinking retailers are breaking this cycle by building systematic approaches that reduce risk and complexity, creating a practical blueprint that smaller and regional retailers are beginning to follow,” the report noted.

Operational excellence (pillar three) is a key challenge due to the necessity of balancing security and innovation. “As stores become more connected – from point-of-sale systems to inventory sensors to customer recognition technology – retailers must protect both digital assets and physical merchandise while maintaining their innovation momentum, the report noted. “This challenge is particularly acute as stores handle more sensitive customer data and face sophisticated threats across both cyber and physical domains,” it continued. “Success requires reimagining store security architecture to protect assets, people, and data while enabling new capabilities, though this remains one of the industry’s most complex challenges.” Finally, on the fourth pillar of sustainability, the report says that forward-looking companies are moving past isolated green initiatives to build sustainability into their core store architecture and operations. The goal, it says, is to create environments that are efficient by design rather than through modification.

IMPROVING CONVERSION 46%

ENHANCING ENGAGEMENT 43%

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LATEST BUZZ PEAK ELEVATION Salt Lake City International Airport Charges Ahead With Phase 4 Development To Secure Future Capacity

BY DAVID GORDON

n recent years, travel through Salt Lake City International Airport (SLC) has climbed well past what

2020, Phase 2 in October 2023, and Phase 3 in October 2024. Four gates opened on July 14, 2026, and the final seven gates and six concessions will open on October 27, 2026, for a total of 101 concessions, 94 aircraft gates and four hardstand positions. Completion of the final phase brings the full vision of the redevelopment together in one connected facility for the first time. The program runs entirely on airline user fees, airport cash reserves, rental car fees, passenger facility charges and airport revenue bonds, a funding structure that has held steady across all four phases.

Above: The fourth and final phase of Salt Lake City International Airport’s $5.1 billion redevelopment program is in the final stages, positioning the airport for long-term growth. Credit: HOK Bruce Damonte

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the facility was built to handle, and the airport is closing in on the final stretch of a $5.1 billion redevelopment built to catch up with that growth. Phase 4, the last piece of the plan, opens in October 2026, completing a multi year capital improvement effort that has already reshaped SLC across three earlier phases. The New SLC Redevelopment Program broke ground in July 2014. Phase 1 of The New SLC opened in September

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LATEST BUZZ

Right: SLC now handles about 26 million passengers annually. The new terminal is built to handle that level and more.

A Vision For Capacity “The biggest difference between the airport at the time of The New SLC groundbreaking and the completion of Phase 4 is that this is much bigger than we anticipated,” says Bill Wyatt, executive director of SLC. “That’s the result of the red-hot economy, and also Delta Air Lines , as our hub carrier, has really embraced Salt Lake as a vital hub for their operations. Those two things combined to drive major growth here.” The old terminal was designed for about 10 million passengers a year. SLC now handles 26 million annually, and Phase 4 answers that gap with a 16-gate extension on Concourse B. Five of those gates opened last fall, and the remaining 11 are arriving in two waves: four in July and seven in October 2026. Once complete, Concourses A and B will form a single linear layout with 94 gates total, a design meant to reduce aircraft parking bottlenecks and speed up turnaround times. That layout also simplifies the experience for passengers making connections, since gates sit along one continuous concourse rather than split across disconnected buildings. More than 100 million passengers have already passed through the first three phases, and Wyatt says more has changed than just passenger volume. “It’s been fun to be here long enough to watch the staff embrace this,” Wyatt says. “Everyone’s taken real satisfaction, gratification, and pride in what we’ve had a hand in giving our community. This facility will be around for generations, and because of the work we do, we understand the role airports play in culture and the economy. It’s been a wonderful thing to see.” Designing the new wing to fit an established look fell to Brian Cook, project manager at HOK , the global design, architecture and engineering firm behind the terminal. Cook says the final phase needed to solve new problems without looking like an addition bolted onto an older building. “The airport campus design aesthetic has been established for years, so the addition of the 16-gate Phase 4 expansion needed to carry this forward and blend in seamlessly,” Cook says.

“The challenge was incorporating the airport’s new and unique program elements into the design while still maintaining the massing, Utah-inspired color palette, passenger flow, aircraft and ground vehicle movements,” Cook says. That balance between continuity and new function shows up throughout the final phase, from the shape of the concourse to the materials used on the gate hold rooms, all chosen to match what travelers already associate with SLC. “The Phase 4 expansion includes spaces for two clubs, one which protrudes from the third level out over the second level passenger circulation space, as well as a level one hold room that supports a new bussing operation for remote hardstand operations, as needed,” Cook describes. “These new elements are unique to the Phase 4 program, and we are proud of how they are integrated into the entire facility.” The hardstand bussing operation in particular gives SLC more flexibility during peak periods, allowing the airport to accommodate aircraft that park away from the terminal without disrupting the flow of passengers moving through the concourse. A Taste Of Utah Alongside the airfield work, SLC has put significant effort into the passenger experience inside the terminal. Every point in the airport sits within 150 feet

of a restroom, a standard the design team held to across the entire footprint rather than only in the newest sections. Large-scale artwork by Utah artists fills the concourses, drawing on the state’s mountains and desert landscape and giving travelers a sense of place before they ever leave the terminal. The October 2026 opening also brings new restaurants and shops, priced under a street-pricing model that keeps costs in line with what travelers would pay downtown. The new concessions lineup emphasizes local names, led by Mexican food from Monarca, opening its first airport location, and cheesesteaks from Moochie’s . Mr. Charlie’s Chicken Fingers and Swig, known for its customizable sodas, add two more local concepts to the mix. Einstein Bros. Bagels and a convenience store powered by Amazon Just Walk Out technology round out the quick-service options. Concourse B will also gain its first non-Delta carrier lounge, a United Airlines club at the east end, giving travelers on other airlines a dedicated space of their own. “The concessions program was thought out very carefully,” Wyatt says. “We have new concession spaces that are far better for the operators. All the things that most people don’t really think about, we were able to accommodate and design.”

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AX NEWS SEPTEMBER 2026

LATEST BUZZ

woven itself into the regional economy beyond the construction site itself. Industries including commercial construction, architectural services and advanced manufacturing across Utah have benefited from the ongoing development, and the finished airport is designed to keep that momentum going, with low airline operating costs supporting continued growth. Phase 4 wraps up this October, SLC moves from a facility defined by construction fencing and temporary walkways to one built for the next several decades of growth, a transition Wyatt and his team have spent years working toward. That growth comes with a LEED Gold certification from the U.S. Green Building Council, earned partly through the concourse’s linear layout, which cuts taxi times and aircraft idling enough to save an estimated 4,800 metric tons of greenhouse gases a year, on par with removing 1,000 vehicles from the road. Airlines have also converted to electric ground support equipment at 96%, trimming another 8,000 metric tons annually. For Wyatt, the certification is proof the airport built for the next generation without losing sight of the costs involved in achieving operatoral goals.

Economic Dividends Realized An economic impact analysis found the construction supported more than 24,000 jobs and generated over $1 billion in local wages, with total economic output tied to the project reaching close to $10 billion. Every dollar spent on the improvements returns an additional $1.99 in indirect benefits to the local economy, a multiplier that speaks to how deeply the project has

Top: Phase 4 of the terminal redevelopment meets the traveler demands for space to relax before a flight. Above: Mr. Charlie’s Chicken Fingers is one of several local concepts opening this fall in the Phase 4 redevelopment program.

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AX NEWS SEPTEMBER 2026

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MOVING SMF FORWARD With A Refreshed F&B Program, Terminal Enhancements and Planned Retail Changes, SMF Is Preparing For Growth

BY CAROL WARD

ditor’s Note: Sacramento International Airport (SMF) has had strong growth over the past decade, a factor that has prompted new development to meet the demand. SMForward, a $1.4 billion improvement program, is designed to “take SMF to new heights and new levels of awesome.” AXN’s Carol Ward met with Cindy Nichol, director of airports for Sacramento County, to discuss the capital project, passenger projections and new strategies for optimizing the traveler experience. E

WARD: To set the stage, how did SMF perform, in terms of passenger traffic, for 2025, and what are you experiencing and predicting this year? NICHOL: We had been growing through 2025 but it’s slowed. We’re about flat now. In 2025 we hit 13.9 million passengers total, which was a 2% increase over 2024. We got back to 2019 levels in 2022 and have had growth every year since then until this year. Other airports have also seen their growth stall. I think the reason we’ve done well and are still outperforming other area airports is that we have room to grow, not only at our airports but also in the area. There is a lot of housing being built. There are a lot of new businesses coming here. It’s the population and the economy that drive demand for an airport, and that’s what we’re seeing. WARD: I know you’re enmeshed in the SMForward program. Can you share an overview of the capital project and why it’s needed? NICHOL: When I [joined SMF] in October of 2018, there had been seven years of rapid growth. Some years there was double-digit growth here, but the mentality of the Great Recession was still in everyone’s minds. There wasn’t a growth mentality. Now, looking around, we’re out of parking, we’re out of gates, we’re out of good facilities for ground transportation. We needed to do

something. We finished a master plan in 2022, got the board to approve it and then really started in earnest on our program. We’re not afraid to try new things [as long as there is] a reason. Everything we do is pointed toward how we can better serve our customers. We’re using some alternative project delivery methods. The garage is being built with design-build, where the design and the construction is one entity. It’s being built by a local woman-owned business that won straight up against big boys, and they are coming in on time and $100 million under budget. It was a $390 million program, so that’s a huge success story. The pedestrian walkway has had some [delays]. It’s a $140 million project that’s running behind schedule, but it now looks like it’ll open in the first quarter of next year, and it’s going to be beautiful. You go down 30 feet to get to the level of the gates, and it’s this wonderful feeling where you can see the airfield as you’re going down the escalator, and there’s this incredible art. It’s going to be wedding worthy. It’s going to be a great entrance for people who are coming here to visit and a great way for people who are leaving to appreciate the environment. We’re doing some roadway work [to divert from] where we want to put a ground transportation center and CONRAC.

Above: Cindy Nichol, director of airports, Sacramento County

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DIRECTOR’S CHAIR

That’s a $25 million project, a design-bid build project, that should open the end of next year. Then the Terminal B expansion is being done by CMAR (construction manager at risk). WARD: When will those B gates come on stream? NICHOL: Probably the fourth quarter of 2029. It’s so needed. If they were up and running now, the airlines would probably take almost all these gates.

The last thing I’ll mention is the consolidated rental car facility, which is going to be our biggest project at about $485 million. We’re doing it by progressive design-build. The [parties involved will] progressively agree on guaranteed maximum prices to us. We’ve got rental cars in the mix on this. We’re going to need to consult with them, and so the progressive approach is better in terms of facilitating changes as we go. I’ll mention one other thing. I’m very proud of the fact that the pedestrian walkway was funded with a slew of different funding, but it was the first TIFIA loan ever for an airport. (A TIFIA loan is a federal credit program run by the federal government. TIFIA interest rates are equivalent to U.S. Treasury rates.) WARD: On the concessions front, I know there have been several openings recently and more on the way. How are the transitions going? What’s next? NICHOL: We started in 2023 – we needed to refresh all of our food and beverage locations, 18 in total. I’m so proud of my staff. They met with 200 local entities to create interest for them to come and work at the airport, and we got great responses. We have a mix of some direct leases and some where they [partner with a prime

Below: Sacramento International Airport’s $1.4 billion improvement project includes a new pedestrian walkway between Terminal B and Concourse B, a new parking garage, new roadways, Concourse B expansion and a ground transportation center.

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DIRECTOR’S CHAIR

operator]. No one entity could have more than six locations. There are only three of those locations yet to open. Bambuza will have locations in both A and B, and the last concept to open will be a local entity called Midtown Spirits. Everything will open before Thanksgiving. [The F&B program refresh] started last September [2025], and [will be completed in] November of this year. We’ve seen the spending rates increase from passengers, from about $8.17 per enplaned passenger now to $9.74, for F&B only. WARD: Next up is retail, correct? NICHOL: Yes, we’ll be putting out an RFP for retail, but also for food and beverage for the extension of the concourse. We’re still working out what exactly that program will look like. WARD: Do you know the timing yet? NICHOL: I don’t know the specific timing. I think the retail will come within the next year. I don’t know yet if we’ll do the food and beverage for the extension of B at the same time. WARD: Do you feel like you’re right sized on concessions. NICHOL: I think we’re still undersized – that’s what my staff are telling me. WARD: Major concessionaires have been sounding the alarm in recent years about the unsustainability of current approaches to airport concessions, calling out minimum annual guarantees (MAGs), pricing policies, build out costs and other issues. Have you changed the approach for SMF? NICHOL: The big drumbeat had been about MAGs. [We] did analysis of MAGs and identified that they only made a difference a tiny percentage of the time. We put out these new [F&B] RFPs with no MAG. I never heard from anyone. None of the people who used to complain to me said thank you. Nobody said ‘hey, we appreciate you looking out for us.’ Right: Over the past year, SMF has overhauled its entire food and beverage program, bringing in fresh concepts from multiple operators. Pictured are opening events for Bar New Helvetia, operated by HMSHost in partnership with local concept New Helvetia Brewing; and Local Flights Brews and Bites, owned by Sacramento-area small business operators Edwin Balli and Andrea Ayala.

As you know, we don’t control labor costs, and our county is not into trying to dictate what people pay. But we did provide an interesting approach to pricing for operators. They could choose between charging street plus 15% and fair market pricing. With fair market pricing, they can offer high-end offerings, but they have to balance it out with lower end prices [on some items], within the same location.

WARD: What was the verdict? NICHOL: Most are doing the street plus 15%. I think it’s easier - people are used to it. One thing we looked at, in particular for the pre-security concession, is the operator model, where the airport provides the infrastructure and the operator simply operates the restaurant for the airport. There’s much more airport control. We just didn’t have the staff to do it but it’s something we’ll keep in mind.

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AX NEWS SEPTEMBER 2026

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MEET THE MAKERS Through Special Initiatives, Concessionaires Are Showcasing The Artisans Behind Their Products

BY SALLY KRAL

Concessionaires including locally made products in their merchandise mix is nothing new, but more recently some have found additional ways to highlight and promote the local venders they work with. In 2023 Paradies Lagardère created a dedicated local buying team along with a new program called “Meet the Artisans.” “Our Meet the Artisans program gives travelers a chance to discover the people behind the local products they see in our stores. We highlight regional makers through in ‑ store storytelling, seasonal features, tastings and live activations that bring their craft to life,” says

Sarah Kirkpatrick, vice president of merchandising for Paradies Lagardère. The company’s local buying team is the driving force behind the program. “They spend time in the community with our joint venture partners visiting studios, exploring markets and building relationships with small businesses,” Kirkpatrick says. “Having a team fully focused on this work allows us to deepen those relationships and bring even more authentic local stories into the airport.” Paradies Lagardère isn’t the only concessionaire with such a program.

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“‘Meet the Maker’ is an ongoing series of in ‑ store events where we invite local artisans and entrepreneurs to showcase their products directly to travelers,” says Emily Baker, North American vice president of category management and discretionary retail for Avolta . “It’s an opportunity for customers to meet the people behind the brands we carry, hear their stories and experience their products firsthand.” Baker adds that these events, including product tastings, live demonstrations, signing events and interactive experiences, add to their stores’ sense of place in the airport. “Each event brings energy into our stores while allowing us to highlight the diverse creators who help define the character and culture of each region.” Indeed, these events put faces to the local products travelers see in airport stores, highlighting the authenticity of the products while also strengthening the airport’s connection to the local community it serves.

Above: When Avolta’s duty free store opened at Vancouver International Airport last year, the company tapped local gin brand Empress for a tasting event.

Community Connection Plenty Mercantile is an Oklahoma City-based small business that champions sustainable, locally made goods, and this translates to its Will Rogers World Airport (OKC) location with Paradies Lagardère as well. “One of our primary motivators for having a Plenty location in the airport was to be a catalyst for the amazing local brands we stock streetside, so seeing Paradies go over and beyond to recognize them with its Meet the Artisans program was very aligned with our goals for the store,” says Brittney Matlock, who founded Plenty Mercantile with her mother Traci Walton and serves as CEO.

Opposite page, Above: Avolta’s “Meet the Maker” program is an ongoing series of in‑store events, including product tastings, live demonstrations, signing events and interactive experiences. The East River Market at JFK International Airport is one of many retail locations that hosts makers in-store.

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Paradies Lagardère worked with Plenty Mercantile to create signage throughout the store drawing attention to the people behind each local item. “With a growing interest and emphasis on local store brands and locally made products, Paradies took it a step further and added faces, names and stories to the locally produced products with this signage. We assisted the local buyer in connecting with our local vendors and they created the signage to match our company branding,” Matlock says. Kirkpatrick notes that the Meet the Artisans program has become a priority for Paradies Lagardère because of how meaningful it is for all parties involved. “For travelers, it turns a quick stop into a chance to discover something unique and memorable. For artisans, it opens the door to a much larger audience than they might reach on their own. And for airports, it reinforces a sense of place, something travelers increasingly look for as they seek more authentic experiences, and it helps airports feel more rooted in the communities they represent,” she says.

For Avolta, the Meet the Maker initiative grew out of two longtime commitments for the company, Baker says, including creating memorable moments for travelers and connecting with local communities. “We saw an opportunity to offer travelers authentic, community-rooted experiences that give them a chance to discover something new about the places they’re passing through,” Baker notes. “Programs like Meet the Maker enrich the overall airport ecosystem in several important ways. They provide small businesses with a high-visibility platform to share their craft. They offer travelers a more personal and memorable retail experience. And they help us deliver on our commitment to creating localized, authentic, sense ‑ of ‑ place environments that reflect the communities we serve. “As airports increasingly embrace experiential retail, initiatives like this ensure travelers feel connected to the region in meaningful ways,” she adds. Offering a thoughtful selection of local products has long been a focus for WHSmith and chief development officer

Above: Brittney Matlock (right), co-owner of Plenty Mercantile at OKC, says Meet the Artisans signage and programming “gives visibility to the network of people working together to make each airport very specific to that city.”

Roderick McOwan notes that hosting trunk shows has been a “great way of enhancing the passenger experience, meeting the artisan or artist, and then being able to monetize the experience.” McOwan adds, “Our approach is no different to other concessionaires in terms of ensuring we can curate a well-planned and thought-out range of localized products but I think where we’ve really differentiated ourselves can be seen in two of our very heavily localized programs in Kansas City International Airport (MCI) and Albuquerque International Sunport (ABQ)…. In these large, locally focused product programs, we also have a local buyer on site.”

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AX NEWS SEPTEMBER 2026

Top Left, Top Right: WHSmith has two heavily localized retail programs at Kansas City International Airport (MCI) and Albuquerque International Sunport (ABQ), with local buyers working on site to offer a closer connection to the local products available. Pictured is the Los Poblanos store at ABQ. Left: Paradies Lagardère hosts pop-up events to showcase local artisans, like this event at Shop The Town at OAK.

helping “customers connect to the product and assign value in a unique way, both of which have impacted sales across local brands.” “We’ve also seen makers post pictures of the signage and share on their own socials and tag Paradies and Plenty, creating future value and increasing awareness of local options in our airport,” Matlock adds. Paradies Lagardère has seen travelers respond “incredibly well” to Meet the Artisans across locations, Kirkpatrick says. “Local travelers often point out products they know from home, whether it’s Detroit vs. Everybody, Sanders Candy or Cherry Republic at Detroit Metropolitan Wayne County Airport (DTW), or Banana Ink, Oma & Popie’s or Fireside Pine at Boise Airport (BOI),” she says. “For those who aren’t local, the reaction is just as strong. They like finding something unique to the state and enjoy taking home a local item they can’t get anywhere else.”

McOwan points out that for small businesses, it’s vital to have this kind of exposure. “The retail world of concessions always evolves through the term of the contract, and although we all intrinsically know that there is a core travel essentials range that sells well nationwide, there is always a need for local entrepreneurs to have a vehicle to grow their business in the airport world.” Outstanding Outcomes Meet the Artisans has certainly been a welcome initiative for a small business like Plenty Mercantile.

“As more and more cities require local brand representation in new contracts, these initiatives help amplify efforts that have already been made by so many people along the way,” Matlock says. “It’s not easy for a prime concessionaire to partner with a local store brand, it’s not a simple process for the store and it’s not a casual process for the maker to be onboarded with a global company. This initiative celebrates those compounded efforts and gives visibility to the network of people working together to make each airport very specific to that city. People want to know that.” Matlock notes that the Meet the Artisans signage in the store has gone a long way in

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Left, Below: Led by Paradies Lagardère’s local buying team, the “Meet the Artisans” program calls out local products and gives travelers information about the makers. Pictured are the Capital City Marketplace at BOI and Corktown Place at DTW.

(ATL), Lone Chimney Mercantile at Dallas Fort Worth International Airport (DFW) and Feliz Modern at San Antonio International Airport (SAT). Avolta’s Baker says that in stores where Meet the Maker events have been held, there has been “notable increases in foot traffic and strong conversion, along with meaningful sales lifts for featured products.” “Beyond the numbers, local makers regularly tell us that the increased visibility has helped them grow brand awareness, build customer engagement, and reach audiences they may not otherwise encounter,” Baker adds. “It’s a win ‑ win for travelers and small businesses alike.” Looking ahead, Baker says that Avolta plans to continue expanding Meet the Maker to additional locations and exploring new event formats that spotlight an even broader range of local creators. “As the program grows, we’re also looking at ways it can show up across all lines of our business, so that more of our partners, teams and customers can engage with and celebrate the artisans who help bring our spaces to life,” Baker adds. “Ultimately, our goal is to build a program that not only elevates local talent but also enriches the experience across our entire portfolio.”

Kirkpatrick adds that Phoenix Sky Harbor International Airport (PHX) is the company’s top local platform, including such brands as Iconic Arizona, Vera Vara, Arizona Spice Company and Cookie Brokers. “We’ve expanded these vendors into multiple shops within Sky Harbor based on strong sales performance.” Based on the success of such local programs, Paradies Lagardère has opened new dedicated local concepts this spring, including The Village Retail at Hartsfield– Jackson Atlanta International Airport

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DUTY

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Left: On-premise meets off-premise at Dufry’s Blinded Tiger at JFK, where the company embedded a speakeasy-style cocktail lounge, Blinded Tiger, in its duty-free liquor and tobacco store.

One of the perks of traveling abroad is snagging a few luxury goods at the nearby duty free shop. But as wars and sociopolitical unrest continue to rattle the global economy, do international travelers still want to engage in buying items beyond the essentials? As global conditions and consumer behavior continue to evolve, duty-free operators and airports alike are innovating to ensure the sector’s ongoing appeal. While attitudes toward luxury spending are in flux, consumers are still shelling out, according to the latest Bain-Altagamma Luxury Goods Worldwide Market Study. FREE Local Offerings, Experiential Approaches Drive Duty Free Gains BY SARAH BELING DEVELOPMENTS

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of todays travelers. “Through extensive passenger research, we found that travelers – both domestic and international – seek experiences that feel authentic to where they are.” The in-store dynamics are changing, and the landscape for airport duty free has shifted in recent years as well. In March, longtime duty free operator DFS Group transferred its Los Angeles and San Francisco airport business to Duty Free Americas, owned by Falic Group. “The transfer of Los Angeles and San Francisco International Airports underscores our growth strategy, further expanding both our airport footprint and luxury retail presence,” Leon Falic, president of Falic Group and DFA, said at the time of the acquisition. “We are delighted to be partnering with two of the top airports in the Americas — among the most important globally, with an exceptional gateway to international routes.” Duty Free Americas has been active throughout North America. It won the contract to operate Skyline Duty Free by Duty Free Americas at the New Terminal One at JFK, scheduled to open later this year. And in April, DFA opened its new Lego specialty store at JFK Terminal 8.

Global spending on luxury products reached approximately $1.89 trillion in 2025 and is on track to stabilize at around $1.66 to $1.7 trillion, the study reports, with jewelry leading the pack and apparel, eyewear and fragrances performing well. Cosmetics, leather goods and footwear remain further behind, with the popularity of resale affecting the designer bag and watch market. Consumer sentiment towards experiences is also outpacing enthusiasm for tangible goods, the study reports, “reflecting a structural and cultural shift from ownership to lived moments.” “Experiential retail isn’t a trend anymore. It’s becoming an expectation. Travelers have limited time in airports, and the best experiences turn that time into a memory rather than a wait,” says Kate Herzig, executive vice president, duty-free North America and Canada retail operations for Avolta . “When travelers leave saying ‘I didn’t expect that at an airport,’ we’ve succeeded.” Belinda Jain, vice president of customer experience and commercial at John F. Kennedy International Airport International Air Terminal (JFKIAT), says the Terminal 4 offerings at JFK are being updated to reflect the demands

Above: JFKIAT has chosen to showcase local businesses as part of its New York Duty Free concept, which features built-in experiential elements like makeup tutorials and an in-store tasting bar.

The company also operates Lego stores at Dallas Fort Worth International Airport and Miami International Airport . 3Sixty Duty Free is also expanding its presence in North America. This summer, the operator opened five new duty free locations at Newark Liberty International Airport’s Terminal B, in partnership with Fraport. Showcasing Local JFKIAT, which will partner with JFK T4 Retail Partners (a collaboration between ARI, International Shoppes and local small enterprise partners) to overhaul its duty free offerings, has chosen to showcase local businesses as part of its New York Duty Free concept, which features built-in experiential elements like makeup tutorials and an in-store tasting bar.

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“Through the redevelopment of our commercial program, we have consistently partnered with homegrown companies that reflect the rich cultural landscape of one of the greatest cities in the world,” Jain says. “As we reshape our passengers’ duty-free experience, we are anchoring T4’s New York identity with nods to the city’s global stature, while celebrating local craftsmanship.” As to which categories perform best in duty free stores, local is gaining traction. “Multi-category formats, which allow for agility and flexibility in brand mix, are largely successful,” says Jain. “We’ve seen more demand for local offerings as passengers look for destination-specific liquor, wines, and gourmet food items to bring home.” Experience and sense of place are top of mind for Avolta. “Travelers want a duty free experience that feels specific to where they are, not something that could exist in any airport in the world,” says Herzig. “In JFK [Terminal 8], we embedded a speakeasy style cocktail lounge, Blinded Tiger, in our duty-free liquor and tobacco store, The Connoisseur Collection. Blinded Tiger is a nod to New York’s speakeasies of the 1920s and is the only concept of its kind.” JJFKIAT continues to innovate through its processes, too, having recently piloted a cash-and-carry program for duty free. “Through strong collaboration, innovative technology, and disciplined mitigation procedures, the pilot achieved a 98.3% compliance rate, demonstrating that a secure cash-and-carry program can enhance the passenger experience while maintaining the highest standards of customs compliance,” Jain says, adding that the terminal is exploring the possibility of scaling the program in the future. Jain also sees strong potential in investing in premium luxury brands to operate their own airport boutiques rather than rely on third-party concessions operators. “Our goal through that model – which is relatively new to U.S. airports – is to foster a retail environment that feels more like Fifth Avenue rather than a mall or shopping outlet,” she says.

Generational Demands Industry experts have also noticed a generational shift in consumer behavior. “I’ve spent 18 years in global travel retail across MENA and Africa, a decade of that as managing director at Dufry, and the traveler I saw on day one was a completely different animal to the one I see today,” says Ashraf Fathi, independent global travel retail consultant and former managing director at Dufry Group . “Two things drove that change more than anything else: a generational shift toward digitally native travelers who research and compare before they ever reach the

Top: Duty Free Americas acquired DFS Group’s Los Angeles and San Francisco airport businesses earlier this year, strengthening its presence in the US market. Above: in April, DFA opened its new Lego specialty store at JFK Terminal 8. The company also operates Lego stores at Dallas Fort Worth International Airport and Miami International Airport.

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airport, and repeated economic cycles that made value and price transparency non-negotiable rather than a nice-to have,” Fathi says. “The result is a traveler who arrives already knowing the brands they want and expecting the same value they’d find outside the airport, sometimes better. That changed how we thought about the whole store, not just what we sold but why someone would choose to buy from us rather than wait until they got home.” “Personalization and pre-order are becoming standard rather than a novelty, and the traveler behind that shift is younger than the industry’s old playbook was built for,” Fathi continues. “Gen Z and Millennials already account for the majority of airport retail spend, and Gen Z travelers are far more likely than older generations to buy luxury when they do convert, but a large share of them never enter the store at all; most of the decision now happens on social media before they’ve even reached the airport. That’s forcing a real rethink: less ‘sell them at the gate,’ more ‘reach them before they land,’” he adds.

There’s also a new generation of duty free concessionaires jumping into the fray, with independent operators like Brittany Williams Leverett, founder of Legacy Consulting Group , managing to generate more than $1 million in annual sales for three consecutive years at Melbourne Orlando International Airport (MLB)’s first duty-free concept. She also opened Palm Springs International Airport’s (PSP) first-ever duty-free retail store, Coachella Duty Free. Williams Leverett, inspired by her late aunt’s ACDBE business, learned the ins and outs of the industry on the fly, managing to network her way into the MLB and PSP concepts without an RFP at either location. Without a preconceived notion of how to manage her duty-free concepts, Williams Leverett has leaned heavily into analytics and consumer feedback to determine her inventory. “Because of my background in customer service and training and development, I’m obsessed with my team trying the products and being able to describe how things taste,” she says. “The customer experience is really

important too. You can have a cool store, but if your team doesn’t talk to anybody in the store…they might buy, but they’ll buy a lot more if you talk to them. You’d be surprised how a short conversation can shift a non-buyer to a buyer – sometimes even into a big-ticket buyer.” Williams Leverett also takes a small business approach to her pricing. “People are very price conscious – they’re going to pull up stuff and say, ‘I can get it here cheaper,’” says Williams Leverett. She is “willing to, to a degree, do some price matching, especially if it is from a reputable place.” “A lot of it is knowing the market. I feel like people don’t modify their selections based on their market,” she continues. “Palm Springs has a completely different candy setup than Melbourne does. They have $12 candy bars. Melbourne passengers would never buy $12 candy bars. But if you keep doing the same thing in every store, now you have expired product. Now you have more loss, and now you have to damage things out. We also have a whole area where we capture customer feedback in our closing emails, and that’s how we build our future orders. We pay attention to what people want and we deliver,” she says, adding that being able to pivot quickly is an advantage to the small business model. Passenger Dip One challenge for operators and airports alike remains a dip in international arrivals.. “This isn’t a global downturn, it’s a US-specific one, and that distinction changes everything about how operators should respond,” Fathi says. “Global tourism actually grew in 2025. The US didn’t share in that growth, it lost ground, driven largely by tariff disputes, tighter border and entry policies, and a real shift in sentiment, especially among Canadian travelers, but increasingly from parts of Europe and Asia too.

Left: In-store tastings and events, like this one at the Avolta-operated duty free store at Vancouver International Airport, provide experiences that translate into sales.

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