logo
Soho retail-leasing boom bolstering investment sales

Soho retail-leasing boom bolstering investment sales

New York Post26-05-2025

Soho's retail-leasing boom has spilled over to the investment-sale market. As ground-floor rents rose to an average $1,000 per square foot — and up to $1,800 as Ferrari is said to be paying to launch its 'lifestyle boutique' at 92 Prince Street – sale values for retail properties in the landmarked, cast-iron district have also skyrocketed.
Blackstone recently paid $197 million for the four locations totaled 131,000 square feet – Manhattan's largest retail play purchase since 2021.
4 Rendering of 115 Spring Street.
SL Green Realty
Advertisement
Now, SL Green hopes to cash in on the frenzy by offering for sale its retail condominium at 115 Spring St. – a building that's home to condo apartments upstairs, but with 5,100 square feet of precious, two-level storefront space. SLG, the city's largest commercial landlord, has owned it since 2014, when it bought the property in tandem with 121 Greene St. for a combined $110 million.
Dan Kaplan, an executive vice president in CBRE's investment properties group who is marketing the offering, declined to say how much it might fetch. Some similar-size recent neighborhood retail sites have traded for upwards of $70 million, sources said.
'There's very little availability,' Kaplan said. 'Everybody wants to be in Soho – high-end brands, middle-ground brands, tech brands.'
Advertisement
Kaplan said current tenant Adidas's lease is up at the end of next March, when the vacancy will make the two-level storefront condo even more valuable thanks to ever-rising rents. He said the property could appeal either to a retailer that would use the space for a store of its own, or to an investor.
4 Soho's shopping district on Black Friday last year.
Getty Images
Vacancies are scarce and demand for space is insatiable. Los Angeles Apparel chose 480 Broadway for its first Big Apple location. Prada at 575 Broadway covets the space that's home to popular Lure Fishbar on the building's Mercer Street side.
Soho's remarkable, post-pandemic resurgence as one of the world's premier shopping districts reflects the city's extraordinary regenerative powers. The concentration of stores and galleries in the cast-iron district bounded by Houston and Canal streets and Sixth Avenue and Crosby Street rivals that in any part of Midtown.
Advertisement
4 Most streets – especially Broadway, West Broadway, and Prince and Spring streets – boast luxury lines.
Getty Images
4 People walk through a shopping district in the SoHo neighborhood in Manhattan on April 11, 2022 in New York City.
Getty Images
Most streets – especially Broadway, West Broadway, and Prince and Spring streets – boast luxury lines such as Chanel, Louis Vuitton and Brunello Cucinelli as well as mass-market names like TJ Maxx and Victoria's Secret. There might be more art and antiques galleries today than ever — although they're public-oriented retail galleries, not showplaces for esoteric art as they were in the 1970s and '80s.
Sidewalks are near-impassable with shoppers and sightseers. At the gateway corner of West Broadway and Houston, Corner Store restaurant draws scenemakers at all hours. Thriving brasserie Balthazar at 80 Spring Street has witnessed the neighborhood's evolution since 1997 – including the COVID years, when the New York Times in October 2021 reported Soho was the city's commercial district hardest hit by the pandemic's financial devastation which caused more than 40 stores to close.

Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

Richard O'Brien reveals this famous rocker tried to buy ‘The Rocky Horror Picture Show' film rights
Richard O'Brien reveals this famous rocker tried to buy ‘The Rocky Horror Picture Show' film rights

New York Post

timean hour ago

  • New York Post

Richard O'Brien reveals this famous rocker tried to buy ‘The Rocky Horror Picture Show' film rights

Owned by Jagger. In the new documentary 'Strange Journey: The Story of Rocky Horror,' creator Richard O'Brien revealed that Mick Jagger and his team tried to buy the film rights to 'The Rocky Horror Picture Show' after the stage show made its US debut in 1974. But director Jim Sharman advised that they shouldn't go for Jagger's deal, and with producer Lou Adler's help, they created the film without a big name attached. 8 Richard O'Brien, Tim Curry and Patricia Quinn a lobby card from 'The Rocky Horror Picture Show.' Getty Images 8 Mick Jagger performs with the Rolling Stones at Madison Square Garden in 1975. Getty Images 'One of the great things about this is that we were a fringe theater event, and we were allowed to make a movie,' O'Brien, 83, said in the doc, according to People. 'Not only that, but Jim was allowed to direct it. Not only that, but Brian Thompson was allowed to be the artistic director. Not only that, but Tim [Curry] was allowed to play the lead role,' the famous producer continued. 'That's very rare, especially when it's America and a Hollywood matter.' 8 Susan Sarandon, Barry Bostwick, Jonathan Adams and Peter Hinwood on a lobby card from 'The Rocky Horror Picture Show.' Getty Images Patricia Quinn, who played Magenta in the original stage play and the 1975 film adaptation, revealed that Jagger, 81, was also interested in Curry's role in the movie. [There were] three people who wanted to play [Dr. Frank-N-Furter] — Mick Jagger, Lou Reed, and of course, David Bowie,' Quinn, 81, recalled. '[They said] no Mick Jaggers, no Bowies, I'm having the original cast,' she added. 8 Mick Jagger with Sue Mengers at a stage production of 'The Rocky Horror Show' in Los Angeles. Penske Media via Getty Images As revealed in the doc, 'The Rocky Horror Show' made it to the big screen after producers Adler, 91, and Michael White made a $1 million deal with the studio. They agreed to present their own funds if the film didn't make that amount, per People. 'From the beginning, I had the feeling it was an event and something very, very special by the cast and the music, immediately,' Adler recalled of the original stage production, which premiered in London in 1973. 8 Richard O'Brien at the Oxford Union in March 2004. CLA/LFI 'Enough so that I wanted to make a deal that night,' he added. Adler also said that The Roxy in Los Angeles was the 'perfect' location for the show's debut in America. 'Sort of like cabaret, that you could go beyond sitting in a theater but you could enjoy the whole experience of it. And in the back of my mind, I just envisioned it as a film pretty much from the beginning,' Adler shared. 8 Lou Adler at his Hollywood Walk of Fame star ceremony in 2006. © Mark Savage/Corbis He continued, 'The casting for the Roxy, we had some very, very talented people, most of who were local actors. I thought pretty much I couldn't duplicate Tim Curry. That was somebody we had to bring over, and that went for Richard also. But not only the fact that you're getting the actor that was in it, you're getting the creator.' 8 'The Rocky Horror Picture Show' stars Richard O'Brien, Tim Curry and Patricia Quinn. Getty Images 8 Patricia Quinn, Tim Curry, Nell Campbell in 'The Rocky Horror Picture Show.' ©20thCentFox/courtesy Everett Adler recalled that the first 'Rocky Horror Show' show in LA was 'something really special.' 'We had a turn out of the rock and roll celebrities, the John Lennons and everyone wanted to be there for it,' he said.

Victoria's Secret delays earnings release after ‘security incident' shut down website
Victoria's Secret delays earnings release after ‘security incident' shut down website

New York Post

timean hour ago

  • New York Post

Victoria's Secret delays earnings release after ‘security incident' shut down website

Victoria's Secret is postponing the release of its quarterly earnings following a security breach that disrupted the popular lingerie brand's corporate operations and led it to take down its US shopping site for several days last week. In a Tuesday update, Victoria's Secret said it first detected a 'security incident involving its information technology systems' on May 24 — and immediately turned to response protocols in effects 'to contain and eradicate unauthorized network access,' which included engaging with third-party experts. The Ohio-based retailer added that it temporarily shut down corporate systems and its retail website on May 26 'as a precaution.' 3 Victoria's Secret is postponing the release of its quarterly earnings following a security breach that disrupted the corporate operations and led it to take down its US shopping site for several days last week. Getty Images The Victoria's Secret website in the US stayed dark for several days after, sparking prolonged frustration among shoppers. It wasn't back online until late Thursday. While not directly confirmed by Victoria's Secret, the incident bore hallmarks of a cyberattack involving ransomware. Analysts note that more and more retailers are facing these kinds of attacks today — and pointed to the reach and length of disruptions impacting Victoria's Secret's operations. Beyond its website, some in-store services at Victoria's Secret namesake and Pink-branded locations were also shut down due to breach. But on Tuesday, the company said most of those functions had since been restored. Victoria's Secret also said Tuesday that it's still working to fully restore access to its corporate systems, which is why it's delaying its first-quarter earnings — noting that the process has 'prevented employees from accessing certain systems and information' needed to finalize and release the financial report. Still, the company shared some preliminary results. For its first quarter of 2025, which ended May 3, Victoria's Secret now expects to report $1.35 billion in net sales and an adjusted operating income of $32 million, exceeding previously-issued guidance. Analysts surveyed by FactSet expect sales of about $1.33 billion, on average. 3 Victoria's Secret also said Tuesday that it's still working to fully restore access to its corporate systems, which is why it's delaying its first-quarter earnings. Getty Images Victoria's Secret did not immediately share a new date for the release of its first quarter earnings. Victoria's Secret maintained that last month's breach did not impact its first quarter results, as the period ended before the breach caused disruptions. But the company said it would continue to 'assess the full scope' of the incident, including expenses that might impact future finances. The 'security incident' impacting Victoria's Secret arrives as more and more companies report breaches that disrupt operations and/or expose customer data, particularly among retailers. Several British retailers — Marks & Spencer, Harrods and Co-op — have all shared that they've been targeted by cyberattacks over recent weeks, for example. 3 Victoria's Secret maintained that last month's breach did not impact its first quarter results, as the period ended before the breach caused disruptions. Julie – The cyberattack hitting M&S stopped it from processing online orders and left store shelves empty, with the company estimating that this will cost it 300 million pounds ($400 million). And last month, Adidas announced that it had recently become aware of an 'unauthorized external party' obtaining some consumer data — mostly consisting of contact information — through a third-party customer service provider. Following any cybersecurity incident impacting a consumer-facing brand, experts warn that it's important for shoppers to be alert. Fraudsters might take advantage of the news to promise fake promotions through phishing emails, for example, or use sensitive information that may have been compromised.

Why It's Nearly Impossible For Apple To Make iPhones In The U.S.
Why It's Nearly Impossible For Apple To Make iPhones In The U.S.

Forbes

time2 hours ago

  • Forbes

Why It's Nearly Impossible For Apple To Make iPhones In The U.S.

Apple is under pressure to return manufacturing to the U.S. but the solution is not a simple ... More one.(Photo by Michael M. Santiago/Getty Images) As I have written here before, I have extensive experience in global manufacturing and what it takes to build a world-class operation that produces high-quality products in large quantities. Because of this understanding and decades of experience in this field, I get frustrated when someone suggests that a company just move its manufacturing to the U.S. without understanding what it would take and how long it would take to build out such an operation. The current administration keeps beating this drum about making iPhones in the U.S., driven by economic nationalism, supply chain resilience concerns, and growing interest in "reshoring" advanced manufacturing. But compelling as the narrative may be at first blush, the realities on the ground—and in the supply chain—paint a far more complex picture. Let's be clear: It's not that Apple won't manufacture iPhones in the U.S.—it's that, under current conditions, it can't. Understanding why requires a deep dive into the very DNA of how Apple builds products at a global scale. At the core of each iPhone lies a supply chain ecosystem intensely localized to East Asia, specifically China, Taiwan, Japan, South Korea, and more recently, Vietnam and India. Over the last two decades, the region has constructed an ultra-efficient, hyper-specialized cluster of parts suppliers, tooling specialists, and final assemblers. Apple does not simply contract out Foxconn or Pegatron; it has the benefit of an integrated network where the screws, camera, circuit board, batteries, and lenses are all made—typically within a 30 to 50-mile radius of the final assembly factory. The U.S., on the other hand, doesn't have this ecosystem. It would take rebuilding an entire industrial base, eroded since the 1990s, to manufacture an iPhone in the U.S.—and that's not a one or two-year task. We're looking at a decade-long shift at a minimum. Tim Cook has noted that Apple can locate 8,700 industrial engineers in China in weeks. It would take nine months or more to accomplish this in the United States. That is not because American workers are less skilled—it is because the workforce is not sized or trained for this type of high-volume, precision electronics assembly. In China, millions of laborers are ready to shift into high-tech manufacturing at a moment's notice. They live near enormous campuses built for this purpose and often in dormitory-style accommodations. There is no such industrial flexibility in the United States—not on that scale or speed. I have been to one of these campuses and talked to some of these Apple-trained employees. Many were brought to these campuses from working in the fields with their families and had very little prospect for better-paying jobs. Apple offered to train them through what we would call a trade school-like education, and this gave Apple a dedicated workforce that became skilled at making iPhones and other electronic devices. It would likely double or triple the cost of each unit if Apple were to manufacture iPhones domestically. Labor costs, investment in infrastructure, and the need to fly in or replicate Asia-based component vendors would make local manufacturing unviable—at least without passing on the cost to the consumer or taking a margin hit. And for a company such as Apple, which has to keep up with global competitors in innovation and cost structure, that simply does not compute. There have been demands from the public and the government to pressure Apple to "bring jobs home." Well-intentioned though they are, they overlook the fundamental reality: you can't relocate a hyper-optimized worldwide supply chain overnight. Tax subsidies and credits help, but they don't account for the pure complexity of re-engineering logistics, manufacturing equipment, and worker training at a national scale. Apple does have to its credit some U.S.-based manufacturing investments—like the Mac Pro in Texas and the new chip fab investments via its partners. But the iPhone is a different beast. It's Apple's highest-volume, most complicated product. Landing it on U.S. shores would be like transplanting a rainforest into the desert. Apple not producing iPhones in the U.S. is not a failure of patriotism—it's an indicator of the new realities of global tech manufacturing. The U.S. can play a greater part in this ecosystem, especially in semiconductor R&D and next-generation materials science. Still, manufacturing iPhones at home would require nothing short of a renaissance in manufacturing. Although Apple's CEO, Tim Cook, has a serious balancing act ahead of him in dealing with this administration's demands, bringing this type of manufacturing to the U.S. anytime soon is impossible. Apple will continue to manufacture where infrastructure, talent, and supply chain allow it to produce at scale—with precision, efficiency, and speed. In consumer electronics, these three are essential for success. Disclosure: Apple subscribes to Creative Strategies research reports along with many other high tech companies around the world.

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into the world of global news and events? Download our app today from your preferred app store and start exploring.
app-storeplay-store