If you or anyone else has not read them, the “How it Was Done” posts are a great read. They aren’t original content, but a longer article from 1972 explaining Disney’s business philosophy.
https://forums.wdwmagic.com/threads/how-it-was-done.852805/#post-5169512
The change in retail is one of the biggest examples of how Paul Pressler changed Disney’s Parks and continues to influence them. Disney knew that the quirky theme shops did not generate profit but were part of the show. The expectation was that the whole operation was profitable. In one of his threads,
@Eddie Sotto talks about how even in the late 1980s they had different categories of retail based on the type of merchandise and sales, a program intended to provide a mix from your mass merchandise high volume Emporium down to an actual antique car dealership that nobody every expected to sell but boy was it cool.
Pressler, coming from Consumer Products, instituted a model based around malls where the metric of success is the square foot. With everything broken down it wasn’t just that quirky shops were being looked at as unprofitable but they were now actually in competition with other shops in the park. The highest selling merchandise was brought in to every location to boost sales, but all that did was spread around the buying. People aren’t going to buy more Pooh plush because it’s in every store. Walt Disney World went from being a single enterprise to a geographic collection of competing businesses that happen to have common ownership.