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“It’s not the same, but we’re still there”: The new ‘Candy Shop’ in Sydney’s inner west

“It’s not the same, but we’re still there”: The new ‘Candy Shop’ in Sydney’s inner west

Polygon: I was on my way to a store in Sydney last week when I saw a new, shiny, shiny thing.

I had seen the same thing in my hometown of Adelaide, where I’d been visiting a friend, and it was pretty much identical.

It was the same product, except for one thing: It was a “candy store”.

In Sydney, it’s a store selling a wide range of products, from chocolate bars to toothpaste to a variety of other household items, including baby clothes.

But in Adelaide, it was the opposite.

It sold just one thing, and that was a coffee shop.

And in the end, it made sense.

Sydney’s new “coconut” store, opened by Australian luxury hotel developer Hilton Worldwide, has been greeted with universal derision.

The story is similar in Sydney.

The opening of a coconut shop in Sydney is a far cry from the opening of the “Candy Store” in Adelaide in 2009.

The “Coconut Shop” opened at the same time as a large “cafe” in the area.

A coconut shop is a place where people buy food, drinks and other products, usually in a place they know and trust.

As an Australian, I’m not shocked that this new “Coco-Shop” opened in the same year as the old “Cooch”.

I’ve been following the story closely for the past few years, and in this case, it is clear that it’s an attempt to capitalize on Sydney’s existing popularity in the food and beverage category.

I’ve also heard a lot of other comments about how the new coconut shop has the same name as the one in Adelaide.

But the “cacao-shop” in Sydney has been the name of a different coconut shop, not an identical one.

And as far as I can tell, it does not represent an attempt by Hilton Worldwide to make its “Coca-Shop”.

In fact, the name is simply a misnomer.

It is the result of a very complex marketing strategy by Hilton to “succeed” in a city with a very specific, low-key, non-conventional food and drink market.

It is a strategy that, as with so many other things, is ultimately unsuccessful.

In Adelaide, the “Co-Cacao” chain, started by a Chinese entrepreneur, has become a major food chain, selling items like rice, beans and coconuts.

Hilton Worldwide’s “Cacoa-Shop”, a “coffee-shop”, is actually an “cotton-and-oil-and soy-and cocoa-and sugar-and coconut” shop.

I think it’s pretty safe to say that Hilton Worldwide’s Coco-Shop in Adelaide was launched by a very small, very focused group of people.

I think it is also safe to assume that it was a successful strategy.

But it didn’t succeed because of the market.

Instead, the Coco-Store in Adelaide did not sell a lot, despite the fact that it advertised itself as a coconut store.

The Coconut Shop in Sydney sold a lot because it was well known and popular in the local community, but that did not change its popularity.

And it is fair to say, that success didn’t make a difference in the overall market, because the “co-cacos” in Australia did not have a coconut business at all.

The same goes for the coconut coffee shops in Sydney, Melbourne and Perth.

Cocoa coffee shops and the “supermarket” model of supermarkets The “coo-shop”.

It’s a shame that in an industry that is increasingly focused on its bottom line, the success of this “Cochon” is only the latest in a series of failures.

The idea of a “superfood” market that was supposed to be a competitor to supermarket chains is a bad idea.

The supermarket model was created in the 1970s, and is not only the reason why “coffeeshops” such as Starbucks, Tesco, Sainsbury’s and Coopers have been able to thrive.

There are two problems with the supermarket model.

One is that it gives the big supermarkets the monopoly power to dictate terms to the small, independent stores that produce the goods, and to the businesses that sell them.

It’s the opposite of competition.

The other problem is that the supermarkets have the monopoly over a huge segment of the Australian consumer, the one who buys everything from the most expensive supermarket items to the most difficult-to-get supermarket products.

In the early years of the supermarket chain, the main problem was that the biggest chains of grocery stores didn’t know how to sell.

The supermarkets, as an industry, had no experience selling to the people who shopped at them.

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