Some things were just meant to be experienced in real life. And the Drama Book Shop in New York is one of them—it’s an integral part of theatre culture in the city. Crushed by rising rents, the store was on the verge of finally closing. Then, Lin-Manuel Miranda and three of his colleagues from the Hamilton musical stepped in to buy and save the legendary, Tony award-winning bookshop.

The Drama Book Shop is a case study of the value of in-person retail — and the critical role it can play in culture. So, as the retail industry grasps at straws to define its next chapter, let’s have a look at the five things we can learn from the Drama Book Shop – and what it tells us about creating value in brick and mortar experiences.

1. BE HUMAN

Don’t take for granted how special an in-person experience is. While we’ve been trained to simply present “products” in stores, we actually need to think about the very human reasons why people show up to shop in person. Then, we need to articulate those reasons, design around them, and make them truly special. 

There are significant human and cultural reasons to create space in the real world if you’re a retailer. (As opposed to just building a spiffy digital presence.) But you need to figure out what your unique reasons are.

2.  CONNECT AND ENGAGE WITH ALL WHO ENTER.

Your store–and the people who work there–are engaging with the humans who visit your space. And your customers aren’t a segment in a national survey, either. They’re local human beings. So bring your creativity to them–and connect with each of them in an authentic, unforgettable way. 

Figuring out how to do this is hard work, but it always pays off. Ask yourself: Why are we here? How can our employees connect with our customers? What is our role in the lives of the people who show up here?

3. FIND YOUR ROLE IN CULTURE. YOUR PURPOSE. YOUR COMMUNITY.

There is nothing lazy about the Drama Book Shop in New York. It’s an expert in its field, and it doesn’t disappoint. These days, all physical retailers need to double down on their real-world presence, get serious about why they exist–and stay true to that raison d’etre.

And know that your store’s goal might not be to turn a profit. Brands have to be realistic about why a store exists and how it generates value today. As rents rise, and products get delivered by mail, we have to shift our understanding of how stores add to a brand’s value and experience. What is the value of a service center that doesn’t sell products, but builds customer relationships? Or a three-dimensional marketing tool that really, truly engages customers with the brand and what it has to offer? 

Decide what impact the store should have on the customer and the brand–and what the store’s role is in the brand experience and customer journey. Once you know this, you can get to the metrics you need to measure success.

4. CURATE EVERY DETAIL

There has to be a reason why your store isn’t just a website. The digital world can handle most mini warehouses. And if people can get what they need delivered to their door, they probably will. What makes your in-real-life store worth leaving the house for? That’s what you’ve got to find out. 

Maybe it’s conversations with super-knowledgeable employees, enjoyed face to face. Or the way your store smells. Or access to things like unique equipment, furniture, or supplies customers can’t have at home. The more senses you engage, the richer the experience you build. And the more priceless your store becomes.

5. STAY CONNECTED. REACT. DON’T BE AFRAID TO CHANGE

Finally, retailers need to evolve–and constantly. What worked last year, last month, and even last week can change, and drastically. For your store to truly be relevant–or even effective–it needs to react to cultural moments. It needs to matter, and it needs to feel real.

As the community you serve adapts, your store should, too. Stores are now indirect brand success drivers. They’re responsible for building face-to-face human connections, being experts and authorities, and participating in culture and even social circles.

BOTTOM LINE: creating a truly remarkable, Defiantly Human™ store is hard work. But, when done right, it’s an experience you cannot have anywhere else.

It generates brand love and fosters human relationships. It becomes a place where the community gathers. It becomes a relevant part of culture and stays a relevant part of culture.

Perhaps the Drama Book Shop is an extreme example, but we have much to learn from extremes. The store’s value is perceived as so great that the community stepped in to buy it and save it. Would your community do that for your store?