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How this Hawaii retailer works around astronomical shipping costs

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How this Hawaii retailer works around astronomical shipping costs


In Business of Home’s series Shop Talk, we chat with owners of home furnishings stores across the country to hear about their hard-won lessons and challenges, big and small. This week, we spoke with designer Barbie Burch, co-owner and principal designer of Roost Design Hale on Hawaii’s Big Island.

Barbie BurchCourtesy of Roost Design Hale

After nearly a decade and a half designing in Southern California, Burch moved out to Hawaii during the pandemic and decided to stay. As both a designer and a customer, she struggled to find products and decor anyplace other than Costco; and most of the big-box chains don’t even have locations in the area. In the hope of filling that void, last fall she opened Roost Design Hale in the town of Kailua-Kona on the island’s west coast. Ahead, Burch discusses finding local artists, dealing with shipping costs, and explaining price points to walk-in customers.

What was your career like before the shop?
I am an interior designer. I went back to school for that in 2006 and started my career in Los Angeles. I moved to Hawaii in 2020, and I continued working on projects in Southern California during the pandemic. I realized that on the Big Island, it’s largely rural; it’s not like Oahu, the closest city. All the clients I was meeting here were having a heck of a time finding [furnishings], as [was] I. When we moved, I asked my real estate agent to measure the house for me so that I could do all my purchasing in L.A. and put it on a container to ship. That’s what led to [my store]: trying to do some modern stuff in this middle price point. A lot of people here will just go to Costco and shop for furniture, or it’s the 1 percent and they’re flying in their designers from the mainland. I was just trying to fill that void in the center.

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How would you describe the aesthetic?
Really large scale. There’s not really anything midcentury, which is very popular back in L.A. I’d say modern, classic, with lots of performance fabrics and indoor-outdoor kind of casual living.

What is the balance of merchandise?
It’s 75 percent furniture. The art is all island-based artists, with just a couple of pieces that I sprinkle in from [mainland] vendors. Then a whole bunch of accessories—pillows, branded candles, antique glass beads. About 5 percent is vintage.

Who is your typical customer?
Lots of walk-ins. We’re located in a really up-and-coming little neighborhood with other cute boutiques and restaurants, so it’s a lot of homeowners whose primary or secondary residence is here, who don’t necessarily have their own designers. I’m still designing, so I bring in my clientele, and then we try to emphasize on the website that we can get you anything. It doesn’t make sense for me to carry the top price points, because they would sit on the floor forever. I’m trying to find that balance of what people can afford, while still letting people know, “Hey, I can get you that thousand-dollar chair.”

Can you tell me about a vendor you love?
We work with a woodworker who makes these really beautiful cutting boards out of local woods—Lion Legacy Finish Carpentry. I went to a fundraising auction for the Society for Kona’s Education & Art, called SKEA, and he had donated a few of his cutting boards for auction. I begged him, “Can you please come into the store? Can we talk? I’d love to carry these.” And he did. Now he’s making us custom coasters, and we’re going to be doing branded stuff with him.

How this Hawaii retailer works around astronomical shipping costs

A furniture vignette within the storeCourtesy of Roost Design Hale

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Is there a category that flies out the door?
Our art prints, because they’re a lower price point. Plus, for all the tourists, it’s something that they can stick into their carry-on easily. Prints, our branded candles, and anything that’s small [with] a little flair of Hawaii tend to do really well.

What about your favorite category?
Our upholstery. I’m the one who does all the purchasing and picks fabrics and finishes, so each piece is something that I would put in my own home or in a client’s home. We try to find that healthy balance, again, with price point, but always select performance fabrics [because they’re] kid-friendly, or they’re great living close to the ocean. I’m really happy with our upholstery choices, and I always want to take them home. The struggle!

How do you find your vendors? Is it complicated to get representation with some of the major lines in Hawaii?
It hasn’t been difficult opening accounts—most of them I already had as a designer. If anything, it was, “Hey, do I get better pricing now that I have brick-and-mortar?” But a lot of our clients don’t understand how expensive it is to get anything here in the first place. They’ll be like, “It’s how much for a sofa?” And it’s like, “You have no idea what my margins are compared to somebody on the mainland.”

Tell me a bit more about the logistics. Does it mean larger purchasing orders? Astronomical shipping costs?
Astronomical shipping costs, for sure. I would say, on average, a 7-to-8-foot sofa costs me $1,200 to get it here. For example, we just bought a Four Hands sofa for a client, so it’s on our website [portfolio imagery]. We’ve had multiple people call in asking for this sofa because they’re like, “Great price, $2,800!” It’s $2,800 if you live on the mainland; here, tack on $1,200, because I can’t pay for your shipping. The shipping is a big hassle, plus the delays—you’re adding at least two weeks to get anything.

How do you handle that? How do you introduce it to customers, or are they used to it because they’re in Hawaii?
My average design client understands that, but I would say the average store customer does not. Our margins are definitely lower than if I had a lease space in L.A. It’s case by case, literally item by item—I go in and calculate my costs, plus the free costs prorated per the shipment that I got in, and then try to find a healthy place where I’m still making some income.

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How this Hawaii retailer works around astronomical shipping costs

The interior of the Kailua-Kona–based storeCourtesy of Roost Design Hale

To go back to the sourcing—how do you find the local vendors, and do you ever use online platforms?
Faire is where we ended up finding the maker for our Roost candles. I love shopping there when I have a minute of downtime, which has become very rare. I love finding new sources, especially stuff that’s not already at Las Vegas Market. Finding local artists has been through going on art tours. I met the first artist that we signed, Andrea Pro, on a SoKo [South Kona Artists Collective] tour, and then she introduced me to other artists. It’s a lot of word-of-mouth here, whether [you’re] looking for a designer or furniture. They call it “coconut wireless.”

Do you have an e-commerce strategy, or is it not worth it to ship anywhere that’s not within the islands?
I don’t really have a strategy. We use Shopify for our POS system, and our website is built in Shopify, so it shows everything that we have in stock. You can purchase for pickup, but zero people have ever used that. We have gotten calls where they said, “Hey, do you actually have this in-store?” and they’ve come. We could even drop-ship if, let’s say, they’re on Oahu.

Are there any other challenges of operating in Hawaii? Supply chain? Inflation? I imagine all of those would be exacerbated by living where you live.
All these things are challenges here. Thankfully, Covid is over, so at least for building materials and stuff like that, we’re functioning again. But there’s a shortage of everything here. A shortage of employees who would make a great fit—t isn’t a big pool of talent sitting around.

How this Hawaii retailer works around astronomical shipping costs

The exterior of the shopCourtesy of Roost Design Hale

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My understanding is that there’s no Crate & Barrel or CB2 or West Elm in the islands, so you’re not competing with them. Is it a bit easier to be a small-business owner in Hawaii in that respect?
There’s less direct competition, certainly, and the fact that it’s so difficult to get things here is also in my favor, because I don’t get “shopped” the way a lot of stores do back on the mainland. There, you walk in and you’re like, “Oh, cool, I’m going to Google this real quick. It’s cheaper on whatever website.” Here it’s like, “Well, by the time I get it in four weeks and pay the shipping on top of it, I might as well [buy] it here.” And we’re competitive; I don’t want to price-gouge anybody. It’s just about making a fair revenue, because we obviously paid a lot for a build-out and have a lease and employees to pay. We’re just trying to be successful. Opening a store is really capital-intensive, so if I had grown up here and tried to start a career doing this here … this isn’t the cheapest small business to start. I’m really grateful that I had a career that led to the opportunity to invest in this.

What’s your favorite day as a shop owner?
The Brew Block is the name of our neighborhood. It’s really bustling, and it has all this great energy, and there’s music playing outside. I love it when it’s just another beautiful day in paradise, and there’s lots of traffic but I actually have the time to stare at my store and style shelves and move furniture around. That’s when it gives me the warm fuzzies, because I had dreamed of having a store since I was a little kid. Then the drudgery of running two-plus businesses takes over, and you’re on deadlines for presentations and all this stuff. I get so consumed. [So] my favorite days are when I’m actually sitting in these spaces and creating vignettes and styling—and interacting with customers instead of my laptop.





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Hawaii

No. 3 Rainbow Warriors continue winning ways against No. 6 BYU | Honolulu Star-Advertiser

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No. 3 Rainbow Warriors continue winning ways against No. 6 BYU | Honolulu Star-Advertiser


The third-ranked Hawaii men’s volleyball team had no problem recording its 11th sweep of the season, handling No. 6 BYU 25-18, 25-21, 25-16 tonight at Bankoh Arena at Stan Sheriff Center.

A crowd of 6,493 watched the Rainbow Warriors (14-1) roll right through the Cougars (13-4) for their 11th straight win.

Louis Sakanoko put down a match-high 15 kills and Adrien Roure added 11 kills in 18 attempts. Roure has hit .500 or better in three of his past four matches.

Junior Tread Rosenthal had a match-high 32 assists and guided Hawaii to a .446 hitting percentage.

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UH hit .500 in the first set, marking the third time in two matches against BYU it hit .500 or better in a set.

Hawaii has won seven of the past eight meetings against the Cougars (13-4), whose only two losses prior to playing UH were in five sets.

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Hawaii has lost six sets all season, with five of those sets going to deuce.

UH returns to the home court next week for matches Wednesday and Friday against No. 7 Pepperdine.




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Travelers Sue: Promises Were Broken. They Want Hawaiian Airlines Back.

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Travelers Sue: Promises Were Broken. They Want Hawaiian Airlines Back.


Hawaiian Airlines’ passengers are back in federal court trying to stop something most people assumed was already finished. They are no longer arguing about whether they are allowed to sue. They are now asking a judge to intervene and preserve Hawaiian as a standalone airline before integration advances to a point this spring where it cannot realistically be reversed.

That approach is far more aggressive than what we covered in Can Travelers Really Undo Alaska’s Hawaiian Airlines Takeover?. The earlier round focused on whether passengers had standing and could amend their complaint. This court round focuses on whether harm is already occurring and whether the court should act immediately rather than later. The shift is moving from procedural survival to emergency relief, which makes this filing different for Hawaii travelers.

The post-merger record is now the focus.

When the $1.9 billion acquisition closed in September 2024, the narrative was straightforward. Hawaiian would gain financial stability. Alaska would impose what it described early as “discipline” across routes and costs. Travelers were told they would benefit from broader connectivity, stronger loyalty alignment, and long-term fleet investments that Hawaiian could no longer fund independently.

Eighteen months later, the plaintiffs argue that the outcome has not matched the pitch. They cite reduced nonstop options on some Hawaii mainland routes, redeye-heavy return schedules that many readers openly dislike, and loyalty program changes that longtime Hawaiian flyers say diminished redemption value. They frame these not as routine airline integration but as signs that competitive pressure has weakened in our island state, where airlift determines price and critical access for both visitors and residents.

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What is different about this filing compared with earlier debates is that it relies on developments that have already occurred rather than on predictions about what might happen later.

The HA call sign has already been retired. Boston to Honolulu was cut before competitors signaled renewed service. Austin’s nonstop service ended. Multiple mainland departures shifted into overnight red-eyes. And next, the single reservation system transition is targeted for April 2026, a process already well underway.

Atmos replaced both Hawaiian Miles and Alaska’s legacy loyalty programs, and readers immediately reported higher award pricing, fewer cheap seats, no mileage upgrades, and confusion around status alignment and family accounts. Each of those events can be described as aspects of integration mechanics, but together they form the factual record that the plaintiffs are now asking a judge to examine in Yoshimoto v. Alaska Airlines.

The 40% capacity argument.

One of the more interesting claims tied to the court filing is that Alaska now controls more than 40% of Hawaii mainland U.S. capacity. That figure strikes at the core of the entire issue. That percentage does not automatically mean monopoly under antitrust law, but it does raise questions about concentration in a state that depends exclusively on air access for its only industry and its residents.

Hawaii is not a region where travelers have options. Every visitor, every neighbor island resident, and every business traveler depends on our limited air transportation. The plaintiffs contend that consolidation at that scale reduces competitive pressure and gives the dominant carrier far more leverage over pricing and scheduling decisions. Alaska says that competition remains robust from Delta, United, Southwest, and others, and that share shifts seasonally and by route.

Competitors reacted quickly.

While Alaska integrated Hawaiian’s network under its publicly stated discipline strategy, Delta announced its largest Hawaii winter schedule ever, beginning in December 2026. Delta’s Boston to Honolulu is slated to return, Minneapolis to Maui launches, and Detroit and JFK to Honolulu move to daily service. Atlanta also gains additional frequency. Widebodies are appearing where narrowbodies once operated, signaling Delta’s push into higher capacity and premium cabin layouts.

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Those moves complicate the monopoly narrative. If Delta is expanding aggressively, one argument is that competition remains active and responsive. At the same time, Delta filling routes Alaska trimmed may reinforce the idea that structural changes created openings competitors believe are profitable, and that markets respond when gaps appear.

What changed since October.

In October, we examined whether the case would survive dismissal and whether passengers could refile. That moment felt more procedural than what’s afoot now. It did not alter flights, fares, or loyalty programs.

This filing is different because it is tied to post-merger developments and seeks emergency relief. The plaintiffs are asking the court to prevent further integration while the merits are evaluated, arguing that each added step toward full consolidation this spring makes reversal less feasible as systems merge, crew scheduling aligns, fleet plans shift, and branding converges.

Airline mergers are designed to become embedded quickly, and once those pieces are fully intertwined, unwinding them becomes exponentially more difficult, which is why the plaintiffs are pressing forward now rather than waiting any longer.

The DOT conditions and the defense.

When the purchase of Hawaiian closed, the Department of Transportation imposed conditions that run for six years. Those conditions addressed maintaining capacity on overlapping routes, preserving certain interline agreements, protecting aspects of loyalty commitments, and safeguarding interisland service levels.

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Alaska will point to those commitments as evidence that consumer protections were built into the core approval. The plaintiffs, however, are essentially claiming that those conditions are either insufficient or that subsequent real-world changes undermine the spirit of what travelers were told would remain. That tension between formal commitments and actual experience is at the core of this dispute.

Hawaiian had not produced consistent profits for years.

That is the actual financial situation, without sentiment. Alaska did not spend $1.9 billion to preserve Hawaii nostalgia. It purchased aircraft, an international and trans-Pacific network reach, and a platform it thinks can return to profitability under tighter cost control.

What this means for travelers today.

Nothing about your Hawaiian Airlines ticket changes because of this filing. Flights remain scheduled. Atmos remains the reward program. Integration continues unless a judge intervenes.

However, Alaska now faces a renewed court challenge that points to concrete post-merger developments rather than speculative harm. That scrutiny alone can bring things to light and influence how aggressively future route decisions and loyalty adjustments occur.

Hawaiian Airlines’ travelers have been vocal since the start about pricing, redeyes, lost nonstops, and loyalty devaluation. Others have said very clearly that without Alaska, Hawaiian might not exist in any form at all. Both perspectives exist as background while a federal judge evaluates whether the integration should be impacted.

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You tell us: Eighteen months after Alaska took over Hawaiian, are your Hawaii flights better or worse than before, and what changed first for you: price, schedule, routes, interisland flights, or loyalty programs?

Lead Photo Credit: © Beat of Hawaii at SALT At Our Kaka’ako in Honolulu.

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Lawsuit claims Hawaiian-Alaska Airlines merger creates monopoly on Hawaii flights

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Lawsuit claims Hawaiian-Alaska Airlines merger creates monopoly on Hawaii flights


HONOLULU (HawaiiNewsNow) – An effort to break up the Hawaiian and Alaska Airlines merger is heading back to court.

Passengers have filed an appeal seeking a restraining order that would preserve Hawaiian as a standalone airline.

The federal government approved the deal in 2024 as long as Alaska maintained certain routes and improved customer service.

However, plaintiffs say the merger is monopolizing the market, and cite a drop in flight options and a rise in prices.

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According to court documents filed this week, Alaska now operates more than 40% of Hawaii’s continental U.S. routes.

Hawaii News Now has reached out to Alaska Airlines and is awaiting a response.

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