The Grand Strand’s beachwear retailers are at a crossroads. While online shopping continues to grow nationwide, the majority of retail dollars still flow to brick‑and‑mortar stores. For Myrtle Beach’s iconic surf‑and‑sand shops, the key to thriving is not abandoning their storefronts but linking them to a data‑driven online presence.
Why the traditional model is under pressure
For decades, beachwear stores thrived on impulse purchases from vacationers strolling down Ocean Boulevard. Former city councilman John Doe told the Post and Courier that shoppers would stop at the first shop they saw. That model relied on high foot traffic and limited competition.
Rising utility, shipping, merchandise and property‑tax costs have already forced many chains to operate multiple locations just to match the profit of a single store, according to former Pacific Beachwear operator Isaac Shamah. The loss of exclusivity began long before e‑commerce, as drugstores and big‑box retailers started carrying sand toys and beach chairs.
Online sales are growing, but offline still dominates
The U.S. Census Bureau reported $340.2 billion in e‑commerce sales in Q2 2026, a 12.2 % year‑over‑year increase and 17.1 % of total retail. That means roughly 83 cents of every retail dollar is still spent in physical stores.
Local chain Ron Jon, with 12 locations at Barefoot Landing and Broadway at the Beach, generates over $50 million in combined store and online sales, according to a company spokesperson.
Integrated platforms give scale‑savvy chains an edge
Shopify’s point‑of‑sale system promises a single back‑office that syncs inventory across in‑store and online channels. The vendor claims merchants using the integrated solution see revenue rise about 30 % year over year, driven by buy‑online‑pick‑up‑in‑store and local delivery options. While the figure is a sales pitch, the functionality directly addresses the Grand Strand’s challenges.
Chains with multiple stores, deep inventory and existing warehouses can absorb the cost of the platform and fulfill online orders efficiently. Smaller independents face the same monthly fees but lack the distribution network to compete on price with Amazon, Walmart or Target, which already sell the same towels, flip‑flops and souvenir mugs.
Local branding remains a differentiator
Products that carry “Myrtle Beach” or “Garden City” branding retain a sentimental value that generic national listings cannot replicate. Operators that treat their online storefront as a souvenir shop rather than a discount towel outlet can preserve a unique market niche.
Policy and employment implications
The city’s Ocean Boulevard Entertainment Overlay District, upheld by the South Carolina Supreme Court, bars tobacco sales in the downtown core. If chains shift more sales online, the city’s ability to regulate storefront offerings could weaken, potentially affecting the visual character and tax base of the tourist corridor.
Employment will also evolve. Chains like Eagles Beachwear continue to advertise seasonal and year‑round positions. An integrated store may move some staff from sales floors to order‑fulfillment roles, but it is unlikely to eliminate jobs entirely.
What Myrtle Beach retailers should consider
1. Adopt a unified online‑and‑offline system to keep inventory accurate and offer buy‑online‑pick‑up‑in‑store options.
2. Emphasize locally branded merchandise that national retailers cannot duplicate.
3. Monitor city zoning and overlay decisions that could affect physical storefront viability.
4. Prepare for a shift in labor needs toward fulfillment and logistics.
In short, the beachwear sector will not disappear, but success will favor those who blend the charm of a physical shop with the convenience of a modern e‑commerce platform.
Original reporting: MyrtleBeachSC News — read the source article.
