The pivot: Warby Parker launched as a direct-to-consumer (D2C) disruptor with a compelling pitch: It would ship up to five frames to consumers’ homes for free, allowing them five days to try them on. But like many of the most-visited digitally native D2C brands, the eyewear company has evolved beyond its online model to include brick-and-mortar stores.

With 300 stores and plans to open 45 more this year, including five Target shop-in-shops, the company is sunsetting its home try-on program in favor of in-person visits or its virtual try-on tool.

Why it matters: Physical stores not only boost Warby Parker’s visibility but also unlock a high-margin growth lever: services.

• The company’s eye exam business grew 44% YoY in Q2 and now makes up 6% of total revenues.
• That service also plays a key role in driving traffic, conversion, and higher average revenues per customer. In fact, roughly 75% of glasses are purchased at the same location where an eye exam occurs.

The numbers:

• The company’s revenues rose 13.9% YoY to $214.5 million, just ahead of expectations.
• The net loss per share of 1 cent was short of the 3 cent profit that analysts expected.

The company raised its full-year outlook to a net revenue range of $880 million to $888 million, up from its previous range of $869 million to $886 million.

Our take: Retiring its hallmark try-on program marks a pivotal moment in Warby Parker’s evolution from digital upstart to well-established national brand. While the move risks losing some home try-on loyalists, redirecting those dollars toward targeted brand-building and customer acquisition initiatives will likely yield stronger long-term returns.

Go further: Read our D2C Ecommerce 2025 report.