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Innovative Pharmacy Sees Success by Reducing Retail Space to Add Services

By
Craig Patterson
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PHOTO: PURE INTEGRATIVE PHARMACY

As Canadians increasingly shop online, some retailers are seeking new ways to attract shoppers to their bricks-and-mortar stores. In Downtown Vancouver, for example, a local pharmacy has added a unique healthcare component, creating a first-of-its-kind destination in the Lower Mainland. 

Pure Intregrative Pharmacy‘s PureHealth Centre opened on August 1st, after converting a third of its retail space to a dedicated facility where a diverse range of healthcare practitioners offer their services. Their goal is to provide products and services that cater to a wide range of health needs, such as herbal care, naturally sourced vitamins and minerals, homeopathy, beauty and wellness, as well as a traditional pharmacy. Their vision is that by providing more options in one space, it empowers people to take a more active role in their own wellbeing and demonstrates an effective platform for the future of health care as a whole. Not to mention, enriching the typical pharmacy retail experience. 

The new Health Centre adopts a chic, stylish and contemporary look to complement its neighbouring store, mixing its brand colours of light blue and white into a professional setting for new patient intake. The space’s interior is bright, featuring full-length windows overlooking the corner of Robson and Cambie Streets. The health centre connects to the original pharmacy, allowing customers to conveniently travel back-and-forth between the retail product space and the treatment centre. The centre itself has a clean and welcoming reception area, with five medically equipped treatment rooms down the hall. With a Canada Post concession on the retail side as well, the location has become a communal hub for a range of different activities and transactions. 

We had a chance to speak with Gloria Elizabeth, Director of the centre and Store Manager, to find out a bit more about why the decision was made to convert product sales to a health and wellness space. “We believe all health care practitioners have a role to play in cultivating health. We are industry leaders in merging traditional pharmacy with complementary medicine”, she said.  “Our main goal is to empower our clients with knowledge, top of the line products, and targeted treatments that significantly improve quality of life. We’re not afraid to take risks to push the model of health care into a more positive direction, and we believe this latest offering is in mutual alignment with our values and that of our cherished community.” 

“Our team includes Medical Doctors, Nutritionists, Massage Therapists, Herbalists, Acupuncturists, Traditional Chinese Medicine and Naturopathic Doctors. With our solid foundation of experienced practitioners, we have deepened our ability to individualize health care approaches for each person that walks through our doors.” Gloria reminded us that the PureHealth Centre is the first of its kind in the Lower Mainland, serving as the perfect synergy of health practice and retail. 

PUREHEATH CENTRE’S FRONT DESK. PHOTO: PURE INTEGRATIVE PHARMACY.

One of the Centre’s practitioners, Jason Brien, a licensed acupuncturist, answered some of our questions about what he does and his role at PureHealth. “I do acupuncture, herbal medicine, some counselling on nutrition, and fire cupping.” He mentioned to us that the residents of the neighbourhood have expressed interest since the opening. “A lot of clients go shopping in the store side after receiving treatments. We’ve had traffic coming through asking what it is we do and what the centre is about. It’s been exciting! We already have many return clients who enjoy the professionalism combined with the convenience.”

Because PureHealth seems to pride itself on the quality of its services and its care providers, we decided to ask Jason what kind of background work goes into becoming an acupuncturist within Traditional Chinese Medicine (TCM). “Acupuncture training in British Columbia requires 2 years of post-secondary prior to even applying for a TCM program,” he said.  “I have my Bachelor of International Relations, followed by a 3 year TCM program in acupuncture and Chinese herbal medicine. Most people don’t know that TCM training is complicated and intensive. We go through several thousand hours of in-class and practicum training combined. We also have to pass a provincial licensing exam that is divided into two parts: written and practical. Maintaining our license requires us to get 50 hours of continuing education in TCM related health care every couple of years, so our profession is pretty cutting edge.”

Jason also shed light on why the PureHealth Centre is such a new concept for Vancouver. “It’s common to find doctor’s offices above modern pharmacies, as well as many health supplement stores being located in areas where there are a lot of medical buildings. Interdisciplinary clinics are also common in Vancouver, drawing on the talents of many kinds of medicine. This pilot project is the first that combines everything, including retail and medical, under one name. PurePharmacy is the first to have an interdisciplinary practice attached to an interdisciplinary store.”

It will be interesting to see if similar retailers follow PureHealth’s lead, adding services to retail space to add value to customers. It appears there is already precedent for success, evidenced by PureHealth’s business success, not to mention its attracting top medical practitioners such as Jason Brien.  

 

Nordstrom Raises The Customer Service Bar in Canada: Discussion

By
Craig Patterson
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Based on Target‘s experience, it might be tempting to believe that American retailers just don’t speak the same language(s) as Canadian consumers. But Nordstrom is proving American stores that Canadians like to shop when visiting the U.S. can also translate when moving north of the border. In fact, early reviews of Nordstrom’s entry into the Canadian market suggest the department store chain is putting pressure on local stores to up their customer service levels.

“Over the past few years, Calgarians have become so accustomed to lackadaisical customer service that even the simplest elements of client care are almost mind-boggling for us now,” wrote Meghan Jessiman in an excellent piece on the Calgary Herald site. “It sounds absurd, but the fact that I could actually find a sales associate at Nordstrom when I needed one and, beyond that, the lovely woman actually wanted to help me, automatically improved my shopping experience.”

Canadians’ desire for the Nordstrom experience was evident at the launch of the chain’s first store in Calgary. More than 2,000 customers were lined up outside the store’s doors waiting for it to open.

The biggest challenge for Nordstrom going forward in Calgary will be staffing its stores. With many employed in well-paying jobs in the gas and oil-rich region, it can be difficult to find the right people for customer-facing positions. So far, however, that has not been a problem based on the Herald’s reporting.

Nordstrom, which plans to open five stores in Toronto, Vancouver and Ottawa in addition to Calgary, will join in the intensifying competition for luxury consumers in Canada. The chain will go up against Holt Renfrew and Saks Fifth Avenue, another American import brought to Canada by Hudson’s Bay Company.

Nordstrom has learned one clear lesson from Target’s experience. Eric Nordstrom, who runs Nordstrom Direct, told CTV News, “What we heard mostly from customers here: ‘yeah, we’d be excited about Nordstrom here but it needs to be a great Nordstrom. Don’t bring us Nordstrom lite.'”

DISCUSSION QUESTIONS:

Will Nordstrom’s presence in Canada raise customer service levels among its competitors in that country? How is it that Nordstrom appears to achieve service excellence pretty much across the board when others serving similar customers do not?

Kevin Graff, President, Graff Retail: Being from the “Great White North,” I can tell you there is a real sense of excitement about Nordstrom’s arrival here. Not just for what they’ll bring to the market, but because of their potential impact on the competition. What we all hope to see is a dramatic improvement in the real service provided in other stores. The reality is that product has become a commodity, leaving the shopping experience as the real game changer. That’s where Nordstrom excels, and where others need to pick up their game. 

Staff performance in other high-end stores here is, quite frankly, awful more often than not. Somehow these other high-end luxury stores seem to think the product and pretty displays are all that’s needed to make a sale. As a result they leave literally thousands of dollars on the table every day in lost sales.

With Nordstrom arriving, these other luxury retailers will have no choice but to pick up their service games.

*Don Uselmann, SVP Director of Stores, Florida and NY, Ex Saks Fifth Avenue: In today’s ever-shrinking world everyone needs to up their service levels in order to thrive, perhaps just to survive. Not only has the internet given the customer more options, but as the Canadian invasion by U.S. retailers continues one of the significant differentiators will be service. 

An underlying challenge for stores like Saks, and to some degree Nordstrom, will be product matrix. Saks in particular needs to offer brands such as LV, Chanel, Prada, Gucci, et. al., to generate sufficient volume to adequately staff their stores and provide superior levels of service. Not only quantity of staff, but also quality, as such high-end (high-priced) products can generate significant income for sales associates. The question is: Do those brands believe the Canadian market is robust enough to open additional points of distribution? And if yes, will they open in Saks or choose to open their own boutiques? If the answer is no then you will have a Saks lite—good fashion, good service, but not great. Nordstrom will succeed because they don’t rely as much on top-end product—they are approachable by a very broad market segment and layer on top of that a democratic customer experience that in stores like Saks, Holt and Neiman Marcus is often only well executed for top-tier customers

*J. Peter Deeb, Managing Partner, Deeb MacDonald & Associates, L.L.C.: Nordstrom very well could raise the levels of service in Canada, but mostly within the retailers serving the Nordstrom customer demographic. Mid-level and low-price retailers may strive to improve but usually their focus is on other areas. Nordstrom has a great recruiting, selection and training model that is difficult for others to emulate.

*Marge Laney, President, Alert Technologies, Inc.: The success of Nordstrom in Canada, and anywhere for that matter, isn’t luck. Nordstrom leadership understands that they’re in the business of selling apparel and that the fitting room is ground zero for conversion.

They have well-trained and engaged staff that are available on the sales floor and gently move the customer into the fitting room where they kick up the engagement and help the customer make their buying decision.

The stories about Nordstrom associates’ herculean customer service make for great retail folklore, but it’s the day-in and day-out service focus and success with every customer that makes them great.

*Dan Frechtling, Vice President, Global Product Management, hibu, PLC: Nordstrom has the momentum advantage. It’s easier to start with a halo effect from the US than rebound from losses, as in the case of Holt Renfrew. The stampede of shoppers lined up before the opening of Nordstrom Calgary shows pent-up demand for change.

Nordstrom also has a cultural advantage—not being American, but its service. Rule number one is: “Use your good judgment in all situations. There will be no additional rules.” Meanwhile, Holt tries to match the superficial elements like on-site restaurants and cafes by adding pop-up food counters—and spending $300 million to add square footage.

Competitors might look to invest in employees instead. Nordstrom employees surveyed on Glassdoor are happier than their peers. Satisfaction ratings on Glassdoor are a full point higher for Nordstrom than Holts or Hudson’s Bay. Fully 70 percent of Nordstrom employees would recommend the company to a friend, compared to 24 percent at Holts and 44 percent at Hudson’s Bay.

*Shep Hyken, Chief Amazement Officer, Shepard Presentations, LLC: A Nordstrom presence raises the bar for customer service anywhere they go. They have the ability to deliver a high level of service that is consistent and predictable. They are a customer service role model that many retailers aspire to.

How do they do it? Simply put, they hire the right people. These people come to the store with certain skills and core values that align with Nordstrom’s core values. Then they train them to take what they already understand and make it work within the Nordstrom system. They won’t take a chance on eroding their culture and brand with people who don’t fit in.

*****

Through a special arrangement, presented above is the discussion from an article originally published on RetailWire. Read the entire RetailWire discussion here: http://www.retailwire.com/discussion/17840/nordstrom-raises-the-customer-service-bar-in-canada

Unique, Upscale Menswear Retailer Boys’Co Celebrates 30 Years of Success

By
Craig Patterson
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Boys'Co PHOTO CREDIT: COLIN ARBER

This week, upscale Vancouver-based multi-brand retailer Boys’Co celebrates its 30th anniversary. It was recently named “Vancouver’s Best Men’s Independent Store”, and last month it opened a new store location. Following the 2008 recession (in which the effects Boys’Co wouldn’t feel until 2009), the retailer made significant changes to its business, successfully increasing sales.

Boys’Co showcases up-and-coming, established, and hard-to-find designers, catering to the young and ‘young-thinking’ men. Some brands featured include Y-3 by Yohji Yamamoto, EA7 by Giorgio Armani, Amsterdam’s DENHAM, McQ by Alexander McQueen, Stone Island, PLAY by Comme des Garcons and J Lindeberg, among others. 

The retailer operates five Vancouver-area locations. Its newest location at Guildford Town Centre in Surrey opened last month. Its other locations include a recently renovated 2,000 square foot Robson Street flagship, a location at Oakridge Centre, and a store in Metropolis at Metrotown. Adjacent to the Metropolis Boys’Co is its prep concept, IVY ROOM, showcasing all of the Boys’Co higher profile and specially curated brands. 

THE RETAILER’S CHEEKY SLOGAN: “IT’S A GUY THING”.

Boys’ Co recently won first place as “Vancouver’s Best Men’s Independent Store” in the Georgia Straight’s “Best of Vancouver 2014 Awards”.

In 1984, Boys’ Co stores were conceived by businessman David Goldman, whose family has been in the men’s retail clothing business for three generations. David is the president of the 68 year old company that was started by his father in 1946, as Murray Goldman Men’s Wear. The original West Hastings Street multi-brand retailer became a menswear destination. In 1957, Murray opened the city’s first young men’s store, called ‘The Ivy Room’. It catered to the Ivy League look of the 1950’s, (think Oxford button down shirts, cardigan sweaters and skinny Levi’s), and was located next to to his iconic Hastings Street store.

David Goldman started his fashion career as a teenager in the 1960’s. While in high school, he worked part-time at his father’s store, Murray Goldman Men’s Wear. After college, David moved to London England, where he worked full time at a young men’s boutique on fashionable King’s Road. He then returned to Vancouver in 1971 to work alongside his father. David’s initial responsibilities included operating and buying for their then jean shops, called Bus Stop Stores — a predecessor to Boys’Co.

  • IVY ROOM, METROPOLIS AT METROTOWN. PHOTO: BOYS’CO.
  • MURRAY GOLDMAN MENSWEAR WAS FOUNDED IN 1946. PHOTO: WWW.THEDIGITALPANDA.COM

Today, Boys’Co has its third generation family member, Sam Goldman, directing operations. Rounding out the management team is Executive General Manager – and almost 30 year company veteran, Michael Roley.

The great recession of 2008/09 saw reduced sales at Boys’Co stores. The retailer hired top retail consulting firm DIG360, which conducted research concluding that changes were required. Traffic counters were installed in stores, providing useful metrics to determine customer shopping patterns. Staff and customers were anonymously surveyed and results were used to modify Boys’Co’s retailing strategy. Differentiating the retailer from the competition was key, including introducing a private-label brand, positioned as a premium label unto itself. Mr. Goldman says that along with improvements in merchandising, buying choices and especially associate training and customer experience, Boys’Co has seen vast improvements in all aspects of its business. 

DAVID GOLDMAN AT THE OPENING OF HIS NEW GUILDFORD TOWN CENTRE STORE. PHOTO: JUICEGROUP.CA

Today, Retail Insider’s Editor-in-Chief, Craig Patterson, will interview Boys’Co’s David Goldman on stage at the Retail Council of Canada‘s Retail West conference in Vancouver. 

Canada’s Original ‘Retailtainment’ Centre To Add Luxury Anchor/Expansion

By
Retail Insider
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By Jacquie Severs

On an average day, West Edmonton Mall becomes the third largest “city” in Alberta by population. With an incredible 30 million visitors per year, the mall boasts a wide variety of stores, a water park, amusement park with roller coasters, night clubs and more. But you may already know that; West Edmonton Mall  became famous for its unusual combination of retail and entertainment, and it will soon see an expansion with at least one new luxury anchor. 

For years, many considered West Edmonton Mall to be unusual in how it included various non-shopping attractions. In recent years, however, the mall-as-entertainment concept is gaining momentum as the retail business model of the future. The current economy has created a new type of consumer — one who is interested in experiences as well material goods.  Many families are looking to make memories instead of having more toys, and fashionistas are craving a decadent shopping environment as much as the clothes themselves. While some reports state the attendance at average malls is decreasing by as much as 30%, the attendance at West Edmonton Mall has been steadily increasing over the last 8 years. And it’s not an accident; it’s the result of the perfect combination of retail and entertainment. 

West Edmonton Mall is surely the first and best example of a retailtainment destination. Built in 1981, the mall was the largest in the world until 2004; it remains the largest in North America. The Mall of America in Minnesota followed in 1992, built by West Edmonton Mall’s developer Triple Five Group. The concept at both destinations is entertainment and retail diversity. A visitor has numerous options for their visit — it could be a simple shopping trip; it could be a day at the spa. It could be a family day in the water park, or all of the above. Choice for the consumer helps to bring them to the destination over and over again, building loyalty and client satisfaction along the way. Retailtainment facilities attract not only local shoppers, but also tourists, resulting in a powerful economic impact on surrounding businesses. 

Shopping Centre landlords across North America have taken notice and are adding entertainment anchors. This is partly in response to increased e-commerce, creating physical experiences unable to be replicated online. Lucky Strike Bowling Lanes are now in 20 malls, while LEGOLAND Discovery Centres are in 11 shopping centres. In Canada, both are at Vaughan Mills, just outside of Toronto. 

On the smaller scale, the retailtainment concept is being applied to individual retail locations themselves, as stores add entertainment concepts to their merchandise mix. Consider how movie theatres have added arcades, improved dining experiences, lounges, and party rooms to their spaces. Bass Pro Shops have added archery ranges, aquariums and restaurants to their stores, creating complete outdoor enthusiast destinations. With over 400 stores worldwide, Build-A-Bear Workshop takes the concept of retailtainment to the heart of their business model, creating a unique experience for children that combines purchasing, play, and family time into one shop.

As the retailtainment trend gains momentum, West Edmonton Mall is looking to expand to meet demand from prospective tenants. Plans are underway and applications to the city have been entered for permits to allow an additional luxury department store, as well as 150,000 square feet of ancillary retail space and 800 additional parking spaces.

Triple Five Group CEO David Ghermezian tells the Edmonton Journal that a new wing on the south side of the mall will extend to 87th Avenue from Entrance 50, located on the mall’s ground-floor. “It will be right out to the edge of the new LRT line coming to the mall,” said Mr. Ghermezian. No word yet on which anchor will occupy the expansion, though sources say that it could be Saks Fifth Avenue, Nordstrom or Bloomingdale’s. Rumours persist that another upscale anchor could be added to another part of the mall, though details are unconfirmed. Mr. Ghermezian also indicated that various luxury brands will also be courted for the mall, joining recently opened locations for Tiffany & Co. and Kate Spade. 

Now that retail combined with entertainment is the template for success, luxury retailers are looking to be placed within these hubs for consumer participation. They know that a destination like West Edmonton Mall, once an anomaly in the retail sphere, is now more than ever demonstrating the power of their retailtainment leadership. 

Jacquie Severs is a marketing specialist that knows retail from boutique to wholesale within the home decor, fashion, and fine art industries. Educated at the School of Design at George BrownCollege, Toronto, Jacquie’s expertise in corporate branding, public relations, trend forecasting, and social media are sources of inspiration in her freelance writing appearances. Find Jacquie on linkedin at: ca.linkedin.com/in/jacquiesevers

The Ultimate Customer Profile: Merging Proximity Marketing Data with Cash Register Information

By
Retail Insider
-

By Alex Romanov, CEO, iSIGN Media

Proximity marketing is changing the way retailers reach out to customers. Often linked with digital signage that is equipped with Bluetooth® and WiFi message transmission capabilities, proximity marketing reaches customers when they’re most likely to make a purchase – at the point of sale (POS).  Cash registers generate the ultimate POS data: a record of the actual transaction. So what would happen if you combined the two, merging proximity marketing data with cash register receipts?

First, it’s important to understand what each component brings to the table. An effective proximity marketing strategy transmits offers to customers who come within range of a digital sign equipped with an antenna. A good proximity marketing solution enables merchants to send rich media messages in many forms, including something as simple as an electronic coupon or a more complex transmission, such as a game. 

Customers have the option to accept or decline the message. And since it uses Bluetooth and WiFi technologies, customer privacy is protected; instead of personal information like names and phone numbers, only device signatures are collected. Despite that protection, proximity marketing generates incredibly rich insights on customer behavior, collecting information such as the rate of offer acceptance, customer duration within the store, foot traffic patterns and much more. 

In a sense, proximity marketing functions in the real world much as online cookie tracking functions in the virtual environment, providing merchants with real-time information on where customers go in the retail location, what offers interest them, what areas of the store they visit and for how long. However, one missing piece of the puzzle for brick-and-mortar retailers has, until now, been POS data. 

By merging POS information with proximity marketing data, merchants can get the ultimate customer profile. For example, a grocer with a regular customer who frequently purchases steaks, baking potatoes and red wine would be able to craft a 24-carat offer tailor-made especially for that customer, like a discount on a better vintage Cabernet, or an alert to a sale on artisan sour cream or upscale steak sauce. 

Cash registers have been around for 150 years, but POS technology has advanced rapidly over the past 10 years, and its future evolution is clear: mobile wallets are gaining traction with consumers. Soon, the traditional cash register will be obsolete, with transactions completed electronically between in-store POS technology and mobile phones. This will make merging POS data and proximity marketing information even more seamless – and inevitable. 

In the ecommerce world, merchants have used the insights they gain into consumer behavior online and purchasing data to drive double-digit sales improvements. For example, Walmart used data insights to generate a 10% to 15% increase in completed online sales to drive $1 billion in incremental revenue. 

A similar opportunity exists in the brick-and-mortar environment. The first step is to deploy the right proximity marketing solution to generate rich data on in-store consumer behavior. The next step is to marry that data with POS information. Merchants who combine this data will build the ultimate customer profile – and gain an incredible competitive edge. 

About the Author

Alex Romanov is CEO of iSIGN Media, a leading North American multiplatform advertising solutions company that utilizes Bluetooth, Mobile, Wi-Fi and Location-Aware technologies to deliver rich media, permission-based messages to engage consumers more deeply and cost-effectively. Find out more at http://isignmedia.com

TOPSHOP Arrives at Richmond Centre

By
Retail Insider
-

By Cecilia Huang

The wait is finally over – TOPSHOP is now open at Richmond Centre. This is the second TOPSHOP in Metro Vancouver and its tenth flagship store in Canada. The 14,000 square feet retail space is located at the ground-floor entrance of Hudson’s Bay, with TOPMAN on the second floor. TOPSHOP Richmond celebrated its opening on October 4th with a lively launch party, graced by local blogger personalities and hundreds of shoppers who lined up on a Saturday morning to scoop up a TOPSHOP goodie bag and to preview what this popular UK fashion retailer has in store this fall. 

Upon entering the store, one should notice that the retail layout is sleek and urban, with a focus on maximum product accessibility and visibility. The space is strategically organized into multiple sections, each devoted to a carefully curated collection – from petite and tall sections to the stunning shoe lounge. Though smaller than its busy downtown counterpart, the store delivers an intimate and­­ customer-friendly shopping experience. 

TOPSHOP offers high street fashion at affordable prices, appealing to students and young professionals. “This location is so convenient for us [since we live in Richmond], and we don’t have to go all the way to downtown Vancouver,” says Sally Poon, one of the early-birds who lined up Saturday morning. With upcoming developments in Richmond and the store’s proximity to the Vancouver International Airport, TOPSHOP Richmond is ready to meet the rising retail demands of an increasingly populous city.

Since its launch in 1964, TOPSHOP is known world-wide for its  fashion-forward, cool-girl asthetics. “I am usually a basics kind of girl, [but the selection here] allows me to get out of my comfort zone and try different styles,” says Sam Luk, a shopper from Richmond. Not only does this UK retailer present a refreshing retail alternative in its new neighbourhood, it also provides style solutions for all eventualities,  with designs catered to both tall and petite customers. Kim Nguyen, a shopper from downtown Vancouver, tells us that she visits TOPSHOP frequently because it has the best petite collections compared to other brands. 

TOPSHOP may be the new kid on the block for now, but its popularity has already started to rival the likes of its competitors such as Aritzia, Forever 21 and the soon-to-open H&M store in Richmond Centre. 

Cecilia Huang is a dedicated event planner who currently works in the nonprofit sector. She is also the creator and writer of her own personal style blog, Hues That Girl. She is passionate about event and digital marketing, fashion, traveling and all things outdoors in her hometown, Vancouver.

Clarks Plots Substantial Canadian Store Expansion

By
Craig Patterson
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British footwear manufacturer and retailer Clarks is looking to operate as many as 50 Canadian stores within the next several years, up from its current 13 locations. Clarks is seeking franchise partners for these Canadian stores, in contrast to its fleet of about 300 corporately-owned American Clarks locations. 

Until last month, all of Clarks’ Canadian locations were in Quebec and Ontario. On September 12th, Clarks opened at Winnipeg’s St. Vital Centre, marking its first for Western Canada. Clarks’ stores are ideally sized in the 1,600-1,800 square foot range, located in high-traffic shopping centres and street front locations. The company is also looking to open outlet stores and has confirmed its first Canadian outlet location at Premium Outlets Montreal, opening on October 30th. 

All of Clarks’ licensees in Canada are represented by brokerage Aurora Realty Consultants Inc.. 

Clarks was founded in 1825 by Quaker brothers Cyrus and James Clark in Street, Somerset, England. It continues to maintain its headquarters there. The company has over 1,000 branded stores and franchises worldwide and also sells through extensive third-party distribution. It has almost 16,000 employees and has annual revenues in excess of $2.5 billion. The company is best known for its Desert Boot – a distinctive ankle height boot with a crepe sole usually made of calf suede leather traditionally supplied by Charles F. Stead & Co. tannery in Leeds. 

We’ll update you when we learn more on Clarks’ significant Canadian store expansion. 

American Girl Continues Canadian Invasion

By
Craig Patterson
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American Girl - PHOTO: CRAIG PATTERSON

Wisconsin-based doll retailer American Girl will open more Canadian boutiques, including an Ottawa location on October 11 within Chapters on Rideau Street. Though substantially smaller than its US locations, American Girl will make a big Canadian impact by opening as many as 15 locations by the end of next year. 

Started 25 years ago as a line of dolls and books depicting pre-teen girls in historical times, American Girl is now a wholly-owned subsidiary of Mattel. Contemporary dolls have since been added. Its dolls are expensive, retailing at $125 for larger ones and $90 for its ‘Bitty Baby’ line, marketed to younger children. Doll clothing, books and movies are also available, as well as an in-store doll hair salon. Doll hairstyling costs between $5 and $25, while doll ear piercing will set you back another $14. 

The 1,450 square foot Ottawa location marks the third in Canada for American Girl, following its recently opened Vancouver and Toronto stores. Its Vancouver shop-in-store is about 1,800 square feet, located on the second level of Downtown Vancouver’s Chapters bookstore. Its Toronto location is similarly sized, located within Yorkdale Shopping Centre‘s Indigo store.

Heather Reisman, Indigo Founder and CEO said, “Our customers in Toronto and Vancouver are incredibly supportive of our American Girl Specialty Boutiques. The response has been so fantastic that we’re delighted to now bring the magic of the American Girl experience to Chapters Rideau.“

Retail analyst Robert Gibson told the Financial Post last year that he expects Indigo could open as many as 15 American Girl boutiques in Canada by the end of fiscal 2015. He estimates that Chapers/Indigo could add $20-30-million in incremental revenue in fiscal 2016 if it replaces low volume book space with American Girl shops, providing between $2 million and $3 million in net income. 

American Girl’s US locations are substantially larger than in Canada, with its Chicago flagship spanning a whopping 52,300 square feet over three floors. Its Chicago store includes a photo studio and a restaurant which serves brunch, lunch, afternoon tea, dinner and has the potential to host private parties. American Girl flagships are also in New York City and Los Angeles, and its other locations bring its total US store count to 16. 

Microsoft Store Continues Canadian Expansion

By
Craig Patterson
-

Microsoft Store continues its Canadian expansion with the recent announcement of a new Toronto location. This follows the retailer’s August opening at Calgary’s Chinook Centre, joining Microsoft Store locations in Edmonton, Toronto and Mississauga. By the end of this year, Microsoft Store will operate six Canadian locations. 

Toronto’s newest Microsoft store opens November 20th at the Toronto Eaton Centre. The 5,010 square foot location is located on the mall’s ‘Level 1’, across from Express. 

Canada’s first Microsoft store opened in November of 2012 at Toronto’s Yorkdale Shopping Centre. The 6,800 square foot unit is located two doors west of the mall’s popular Apple Store. Canada’s second Microsoft Store opened in October of 2013 at West Edmonton Mall, and the 7,600 square foot location is currently Canada’s largest. A third location opened last summer at Metropolis at Metrotown in suburban Vancouver (6,200 square feet) and a fourth at Mississauga’s Square One (just over 3,500 square feet) in February of this year. Its Calgary store, which opened in August, is strategically located next to the mall’s new Nordstrom store and spans almost 7,250 square feet. 

Microsoft Stores sell the brand’s computers, computer software and consumer electronics. It has been compared to Apple Stores, which have been wildly successful at selling and servicing its various Apple products. Its first American stores opened in October 2009, and it continues to aggressively expand its store base south of the border. Microsoft stores employ ‘Technical Advisors’ to assist customers with questions and various issues. These might be compared to the ‘Geniuses’ at Apple Stores. Microsoft Stores also include ‘Specialists’ (or trainers) who show customers how to get the most out of their software.

 

Italian Jeweller Pomellato Opens 1st Canadian Store

By
Craig Patterson
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Pomellato‘s first Canadian location has opened at Vancouver’s Pacific Centre. The 1,050 square foot boutique is the brand’s fifth free-standing North American store, and is operated by franchisee Vestis Fashion Group.

Pomellato is located in retail space adjacent to the mall entrance of Vancouver’s Four Seasons Hotel. It replaces the Pacific Pen Shop as well as a portion of the retail space previously occupied by watch retailer La Swiss. 

Pomellato’s Canadian franchisee, Vestis Fashion Group, also operates Vancouver’s three Max Mara and two Bluebird stores –including Max Mara’s recently expanded Pacific Centre location. Vestis also operates Calgary’s Max Mara business, which will include a new Max Mara store set to open in October of 2015 at Chinook Centre. 

Catherine Guadagnuolo, owner of Vestis, says Pomellato approached her to open in Vancouver, given her knowledge of the market and resultant success with Max Mara’s Western Canadian franchises. Vancouver sells more Max Mara clothing than any city in North America, and it also has the highest density of the brand’s stores. Whereas most luxury jewellery purchases are made by men for women, Pomellato’s customer is about 85% female, according to Ms. Guadagnuolo. 

The most expensive item in the Vancouver store is a one-of-a-kind $150,000 sapphire ring. Not all prices are as high – many silver pieces retail for less than $1,000, though rings with coloured stones tend to cost in the $1,700-$3,000 range. Founded in 1967 in Milan, Pomellato is known for using coloured semi-precious stones in its jewellery designs. Owned by french multinational company Kering, Pomellato is one of Europe’s top five selling jewellers in terms of sales. It has four free-standing American stores, all in prestigious shopping areas: Rodeo Drive in Beverly Hills, Madison Avenue in New York City, the Bal Harbour Shops near Miami, and East Oak Street in Chicago.

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