Thank you for Subscribing to Cannabis Business Insights Weekly Brief
Adam Cohen, Founder and CEOJardín was created to rewrite that story.
It elevates cannabis retail from transactional to curated, where hospitality and guidance ensure every guest finds the product that’s right for them. Every guest is welcomed by knowledgeable budtenders who take the time to understand each customer’s needs, whether that means better sleep, stress relief or exploring new formats. The guidance is paired with education, so guests leave not only with the right product but with the knowledge to use it confidently. That combination of care and clarity turns a purchase into an experience people can trust.
“Cannabis unites people from every background, age and walk of life. We welcome each of them as a VIP, offering a luxury retail experience that makes every guest feel valued,” says Adam Cohen, founder and CEO.To make that possible, Jardín has an in-house educational division within its 20,000-square-foot flagship. Every customer-facing team member undergoes rigorous training, equipping them to serve as trusted guides rather than salespeople. The result is consistency across thousands of interactions, with guests receiving the same clarity and assurance no matter who greets them.
It’s why Jardín has earned 65 “Best of” consumer choice awards, both national and local, recognition rooted in real guest experiences rather than marketing claims. Word of mouth remains its most powerful channel, while in-house initiatives such as Jardín’s podcast studio extend that authenticity, giving the brand a voice that resonates beyond the store and into the broader community.
Cohen is reminded of the impact often, in conversations with customers who stop by his office just off the dispensary floor. A veteran who had been shopping at Jardín since its earliest days once pulled him aside to say how much the 25 percent discount for service members meant. To him, the gesture wasn’t about saving money. It was about being seen, at a time when he was living with both physical pain and emotional scars.
-
Cannabis unites people from every background, age and walk of life. We welcome each of them as a VIP, offering a luxury retail experience that makes every guest feel valued
Jardín works to make every customer feel the same way. The space is curated around what consumers ask for, ensuring the shelves reflect not just variety but intention. From flowers and pre-rolls to edibles, vapes, tinctures and topicals, the selection gives both newcomers and seasoned users products that fit their needs. Jardín offers hundreds of products spanning every category, a scale of choice that is striking and underscores both the breadth of its offerings and the sophistication of the market it serves. While still the smallest segment, beverages are also the fastest growing, which is clear evidence of how the company adapts to evolving preferences and captures growth in new formats.
Inclusivity runs through the workplace. Of its 140 employees, more than 80 percent are women and more than 80 percent are multicultural, with women leading nearly every department. Many team members have stayed five to eight years, a sign of opportunity and stability that carries through to the guest experience.
Technology is the next frontier. As shopping increasingly begins on a screen rather than at the counter, Jardín is redeveloping its website and proprietary app to mirror the standards of care and clarity that define the flagship store.
Step inside the flagship, and Jardín’s hospitality-driven approach takes physical form. Walnut, marble, and glass finishes give the space the feel of a high-end spa or fashion boutique rather than a traditional dispensary. When guests leave saying, “What a beautiful facility,” “Amazing customer service,” or “Great selection,” it shows how design and service work together to make people feel cared for.
Cannabis Retail After the Transactional Boom
Nevada dispensaries are running into a retention problem. Tourist traffic still fills stores, but repeat purchasing has become less predictable, especially among consumers who entered the market through wellness products or occasional recreational use. A large menu and a convenient address no longer guarantee loyalty.
Many dispensaries still rely on speed. Customers move through crowded menus, ask a few rushed questions and leave with products they barely understand. That approach works until the product disappoints them. One bad recommendation can push a customer toward another retailer for good.
The issue usually begins at the counter. Cannabis menus have become more complicated while frontline staffing remains inconsistent across much of the industry. Consumers now encounter dozens of edible formats, vape options and potency variations without much practical guidance attached to them. Confusion lingers long after checkout.
That dynamic has made staff knowledge commercially relevant in a way it was not several years ago. Buyers evaluating dispensary operators increasingly pay attention to employee retention, product education and how customer-facing staff communicate with unfamiliar consumers. Scripted sales language tends to collapse quickly once customers start asking specific questions.
Store environment matters more than many operators expected. Early dispensary design often centered on security infrastructure and dense merchandising. Plenty of stores still feel clinical or transactional despite selling products tied closely to comfort, relaxation and personal routine. Mainstream consumers generally stay longer in spaces that feel calmer and easier to navigate.
Retail presentation also shapes consumer confidence. A first-time customer browsing tinctures or low-dose edibles reacts differently in a store that feels structured and professionally managed than in one built entirely around fast turnover. That distinction becomes more important as older demographics continue entering the cannabis market.
Digital systems remain uneven across the sector. Online ordering is now standard behavior, yet many dispensary websites still feel disconnected from the in-store experience. Customers encounter inconsistent inventory visibility, awkward navigation or loyalty systems that function more like separate apps than extensions of the retail environment itself.
Those disconnects become expensive in dense markets where customer acquisition costs continue climbing. Buyers assessing dispensary operators should pay close attention to whether mobile ordering, loyalty engagement and in-store purchasing feel connected or fragmented. Consumers notice friction immediately, particularly in competitive urban corridors.
Workforce stability has also become a meaningful signal. Cannabis retail combines hospitality expectations with strict compliance demands and unpredictable customer flow. Stores with experienced teams usually communicate products more clearly because training habits and service standards become part of the culture rather than temporary management initiatives.
Jardin Las Vegas has built its retail approach around many of those pressures. Its flagship store combines a hospitality-oriented environment with extensive customer-facing training and broad product coverage across flower, edibles, tinctures, vapes, beverages and topicals. It also invested heavily in internal education through Jardin University, reflecting a retail philosophy centered less on rapid transactions and more on guided purchasing. The distinction matters in a market where consumers increasingly remember how they were treated as much as what they purchased.
...Read more
