In a time of shoppable Instagram ads and cashier-less Amazon stores, the painfully archaic business model had not gone unnoticed by Tupperware Brands’ shareholders, who were lumbered with both disappointing guidance and a reduced dividends in the final quarter of 2018.

A different story was told three months later. Stitzel promised that Tupperware was entering a “new era” in Q1 2019 and spoke not of an upskilled direct sales force but of the need for “greater engagement, access and relevance”, “updated business models” and a “streamlined” global organization. All this was to be implemented with a “sense of urgency”.

The pop-up is a rudimentary solution to that. It houses more than just lunchboxes; the inclusion of microwavable grills, nifty wine bottle openers and pull-cord food processors demonstrates not only the breadth of Tupperware’s range but its place in the modern kitchen – a place that, in New York at least, requires compact and time-saving products.

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