Fairview Park (CNW Group/Westcliff Management Ltd)
Westcliff announced Monday the acquisition of CF Fairview Park, a leading shopping centre in Kitchener, Ontario. Cadillac Fairview was the seller.
This addition strengthens Westcliff’s footprint in high-growth markets, aligning with the company’s long-term investment strategy of acquiring properties that provide enduring value to their communities, said the company in a news release.
Nicolas D’Aoust
“Fairview Park exemplifies the qualities we prioritize in our portfolio: strong market presence, exceptional tenant offerings, and deep community roots,” said Nicolas D’Aoust, Vice President of Westcliff and Head of Leasing. “This acquisition reflects our confidence in the resilience of physical retail spaces, even in the digital age. By fostering environments that serve as gathering places and centres of commerce, we reaffirm our belief in the enduring value of human interaction and local engagement.”
Alan Marcovitz
“Kitchener-Waterloo’s robust economy, anchored by tech innovation and education, makes it one of Canada’s most dynamic markets,” said Alan Marcovitz, President and Chairman of the Board at Westcliff. “By integrating Fairview Park into our portfolio, we’re committing to preserving its legacy as a cornerstone of this thriving region while positioning it to meet the needs of its growing and diverse population.”
About Fairview Park
Westcliff said Fairview Park has been a dominant retail destination in the Kitchener-Waterloo-Cambridge area since 1966, boasting over 113 stores and services across 731,916 square feet. With annual retail sales of $734 per square foot, the mall ranks among the top-performing shopping centers in Canada. Key tenants include , , Winners, , H&M, , and The Bay, complemented by a diverse mix of fashion, dining, and entertainment options, including the region’s only Cineplex VIP theatre experience.
“Kitchener itself is experiencing rapid growth, with a population increase of 6.1% in 2023, the highest among all Canadian metropolitan areas. As a center of innovation and education, the region attracts professionals, students, and families, creating a dynamic market for Fairview Park to thrive,” it said.
Westcliff is a privately owned real estate development and management company.
In October, Westcliff announced it acquired CF Champlain Place in Dieppe, New Brunswick from Cadillac Fairview, strengthening Westcliff’s Canadian footprint with this premier retail destination.
Over the course of my 30-year long career as a Retail Designer, I’ve seen more than my fair share of ups-and-downs. Numerous recessions, a pandemic, and the birth of one key disruption that is now long considered unimaginable to live without. Like in fashion, trends come and go, but the recurring notion that in-store shopping is dead has continued to plague brick-and-mortar retail since the inception of the e-tail—a headline that’s as played out as the “Bedazzler.” In reality, in-store shopping is alive and well, but not all retail experiences are created equal.
Despite the convenience of online shopping, there is something irreplaceable about the in-store experience. Only in-store can customers compare fabrics, try on for size, shop socially, or simply have the opportunity to stumble upon something new or unexpected. While there are exceptions, algorithms usually don’t lead shoppers to an adrenaline rush from stumbling upon a great discovery! But while in-store shopping is inimitable in the digital realm, it hinges on its ability to accurately reflect a brand, connect with customers, and offer a seamless journey through space, and it starts with deliberate, bespoke, and often bold design decisions.
With experience on both sides of the fence—having worked in retail for ten years—it’s no surprise to me when retailers become cautious around designing a new store, especially when considering escalating construction costs and the drastic changes in customer behaviour and technology in recent years. Unfortunately, it’s this fear-based mentality that leads clients to want to be all things to all people, spurring the creation of cookie-cutter like spaces, generic experiences, and the deterioration of in-store brand identity—the antithesis of positive customer experiences.
To help my clients avoid fear-based decision making at every stage of the design process, I always ask them three key questions:
How will the space reflect the brand?
A strong brand isn’t meant to appeal to everyone, it should have an impact on the people it resonates with. Think of your favourite restaurants. How similar are they to their competitors? Chances are, they’re quite different, and this is how I encourage my clients to think about retail spaces.
To move away from overly cautious design choices, I advise my clients to view the in-store space as a reflection of their brand’s uniqueness. As seen with Simons, which is working to open 228,000 square feet of space across two new stores in Toronto, understanding the brand is crucial in curating the experience for a new customer base, and to increase brand recognition. For the Quebec-City based retailer, this includes Simons’ signature use of works by local artists and nature-inspired design elements.
Simons Eaton Centre, Toronto
How will the space connect with customers?
It’s at this stage where I most often encounter fear-based decision making, especially when a client becomes weary of making bold design decisions for fear of alienating customers, without realizing that watered down design is equally as effective at turning people away.
Helping clients understand how their space connects with their customers is crucial. While there is a method to the madness, any designer would be lying to you if they claimed its an exact science—another cause for cautious design choices. What’s important is that the design offers a point of view. Having designed nine previous Simons stores over 25 years, it’s about bringing Simons’ fashion-forward, democratic approach to retail to a new audience.
How can the space become a journey?
But even if the store is an accurate reflection of the brand, and manages to connect with customers on a human level, shoppers cannot be expected to stay in a space that is bereft of logic, especially if it’s a larger retail environment. Instead, the space must entice shoppers to linger, explore, and understand the ecosystem of inter-connected spaces and experiences.
A strategic design approach will consider the curation of space into digestible vignettes, and product moments, providing a narrative thread for customers to venture from one experience to another—like breadcrumbs, shoppers should be lead on a journey.
When it comes to retail, there is so much that is out of our control as designers. We cannot alter the products our clients sell, the people they hire, or anything that happens outside of the store, but good design can still have an incredible impact. For many consumers a store is still the most tangible visual cue for many brands. How the space reflects the brand, connects with customers, and provides an experience that will entice them to explore and keep shopping are all influenced by design.
Andrew Gallici
As we learned during the pandemic, people still crave positive in-store shopping experiences. What’s more, if brick-and-mortar shopping had truly died alongside its first—of many—painstaking obituaries, I wouldn’t have had a very long career. Yet, I can recall a time working in retail when credit cards weren’t tapped so much as they were railroaded by something colloquially referred to as a “knuckle-buster”, and I’m still designing retail spaces. While everything evolves, some things never change.
Holiday 2024 is now in full flight, building up to the pinnacle Black Friday and Cyber Monday shopping sprees. But this year has both challenges and opportunities for retailers and consumers alike. So, what are some of the trends this year?
Based on the numerous holiday 2024 surveys from firms such as PwC, Deloitte, Leger, Salesforce and most recently BMO, it sounds like consumers’ spending could range anywhere from growing 10% on the optimistic side to being down on the pessimistic side. So where will the consumer end up?
Bruce Winder
If I had to make an educated guess, I would say consumer spending will be down a little (~1-2%). Why? One needs to put oneself in the shoes of the consumer to answer that question. Inflation is finally at 2% but prices from 2019 until now are significantly higher (+15%). Interest rates are coming down quickly but still elevated (Bank of Canada key interest rate is 3.75%). Unemployment is fairly high at 6.5% and consumer debt has ballooned again to $ 2.5 trillion (as of Q2 2024). One of the only things driving sales is Canada’s growing population. Affluent consumers are helping too, as US stock markets and big city real estate prices are topping out. Having said that, luxury retail has for the most part been suffering.
As I write this article supply chains are under threat. Both the ports of Vancouver and Montreal have just recently re-opened due to labour disputes, and now the latest Canada Post strike is creating a backlog that will cause mail and parcel services delays across the country that are expected to extend well into 2025. Another knock-on effect of the pandemic as workers negotiate wages to keep up with what they have lost in purchasing power over the last few years when inflation soared.
Consumers are looking for value from retailers to stretch dollars in gifts, travel, food and other holiday expenses. Watch for strong discounted offers, particularly on discretionary items as consumers spend more on essentials. Loyalty program rewards will be turbocharged and credit card tapping will be in full force. Buy now, pay later programs (BNPL) will gain popularity.
Consumers are also getting creative and doing holiday spending differently this year. Thrifting has become popular as shoppers buy unique, experienced items on Facebook Marketplace that help them save money. Buying for less people is also gaining traction as some consumers pick names out of a hat (a.k.a secret Santa) and buy for one other person in their family. Online shopping habits are shifting, with Deloitte estimating 43% of holiday budgets will be spent online. Over the past three months, 33% of consumers have turned to emerging platforms like to maximize their purchasing power. Low-cost marketplaces like Temu, alongside established players like increasing their competitive efforts, are driving this trend. Shoppers are now reevaluating product costs; once skeptical of low prices and questioning quality, many are now asking why similar-quality goods cost so much more elsewhere.
Look for AI to increase its use through extreme personalization and search capabilities to engage consumers. Marketing dollars are always being scrutinized (and rightly so) as AI becomes vital to increase ROI through super targeting. Advanced ChatGPT-esque search capabilities can increase conversion, while personalization can increase average sale and cross merchandising sales.
So, hang on to your sleigh handles and buckle up for an interesting holiday 2024 shopping period!
(Author: Bruce Winder, a retail analyst, advisor and speaker with 30+ years experience in big retail, consulting and teaching)
As trade tensions escalate between Canada and the United States, Canadian retailers face growing uncertainty. The prospect of retaliatory tariffs looms, raising concerns about increased costs and shrinking margins. To unpack these challenges, Retail Insider spoke with Rob Hong, CEO and co-founder of Sapling Financial Consultants. With deep expertise in financial strategy, Hong sheds light on how businesses can adapt and thrive despite the hurdles.
The Tariff Impact on Canadian Retailers
While initial tariffs imposed by the U.S. primarily target Canadian exports, the ripple effects could reach Canadian retailers through retaliatory measures. Hong explains, “The tariffs themselves won’t immediately impact Canadian retail directly—it’s when Canada imposes counter-tariffs on U.S. products that challenges emerge.”
Rob Hong, CEO and co-founder of Sapling Financial Consultants
In previous instances, Canada targeted imports from Republican stronghold states, strategically increasing pressure. “If a 25% tariff is added to certain products, retailers face tough decisions: absorb the cost or pass it on to the consumer,” Hong says. The elasticity of demand often dictates the approach. For example, a tariff on almond milk but not oat milk may push consumers to switch products, forcing retailers to absorb the increased cost to remain competitive.
These dynamics demand careful planning. “Retailers will need to evaluate their pricing strategies and make tough calls about where they can afford to adjust margins,” he notes.
Understanding Costs to Protect Margins
A recurring theme in Hong’s advice is the importance of understanding cost structures. “Most manufacturers we work with have a handle on direct costs, like labour and materials, but struggle with allocating indirect costs—such as supervision, equipment, or administrative overhead,” he explains.
Activity-based costing (ABC) models, which allocate costs more precisely across products and processes, can uncover surprising insights. “Often, businesses discover they’re underpricing high-margin items or overcharging for low-margin ones,” says Hong. “This clarity allows them to adjust strategies and stay competitive.”
Absorbing vs. Passing on Costs
Balancing the decision to absorb costs or pass them on to consumers depends on market conditions. “If your product becomes 25% more expensive overnight, you may have to absorb some costs to remain competitive,” Hong advises. Retailers must assess price elasticity and benchmark competitor pricing to determine their strategy.
Hong also highlights the importance of strong supplier relationships. “Retailers can negotiate better terms or source Canadian alternatives where tariffs apply, potentially mitigating the financial impact,” he says. Citing Dollarama’s direct sourcing approach in China as an example, Hong notes that proactive procurement strategies can offset rising costs.
adidas store rendering
Leveraging Canada’s Cost Advantage
Despite the challenges, Hong believes Canadian businesses can turn adversity into opportunity. “Our dollar is weaker, and productivity is lower than the U.S., but this creates cost advantages for Canadian companies operating in the U.S. market,” he says. By improving productivity and optimizing pricing, Canadian retailers can capitalize on this competitive edge.
“Businesses should see this period as a chance to sharpen their operations,” he advises. “Invest in systems that provide better cost visibility, streamline processes, and focus on long-term gains.”
Smart Pricing Strategies for Resilience
Dynamic pricing—already popular in industries like travel and rideshare—could offer a lifeline to retailers. “Dynamic pricing is about leveraging data to adjust prices based on demand,” says Hong. “For instance, Uber’s surge pricing incentivizes more drivers to hit the road during peak times.”
While controversial in some contexts, dynamic pricing could help retailers respond to market pressures. “Consumers may resist, but businesses can use it to optimize inventory and maximize margins during demand surges,” he adds. For Canadian retailers, integrating dynamic pricing models could create a competitive edge.
Future Trends in Pricing Strategies
Looking ahead, Hong predicts continued growth in dynamic pricing, fuelled by data analytics. “Retailers are collecting more data than ever, allowing them to tailor pricing to individual customers or market conditions,” he says. He also anticipates broader adoption of advanced cost analysis tools, enabling businesses to fine-tune pricing models and unlock hidden efficiencies.
However, Hong acknowledges the potential consumer backlash against dynamic pricing. “There’s a fine line between maximizing revenue and alienating customers,” he warns. Retailers must balance profitability with maintaining trust.
Advice for Retail Executives
For retail leaders navigating these complexities, Hong emphasizes preparation and proactivity. “Map out potential tariff scenarios and identify high-risk products,” he suggests. “Start conversations with vendors about pricing flexibility, and explore Canadian substitutes where feasible.”
Hong also encourages leveraging data to understand competitor pricing and customer demand better. “Insights are your greatest asset in this environment. With the right information, you can make informed decisions and stay ahead of the curve.”
Finally, Hong stresses the importance of attitude. “Retailers who view this as an opportunity to innovate and adapt will emerge stronger,” he says. “Those who dig in and focus on efficiency and relationships will be better positioned to weather uncertainty.”
“Ultimately, this is about playing the long game. The companies that invest in understanding their costs, optimizing their pricing, and strengthening their relationships will be the ones that thrive.”
Higginson said Canada’s foodservice industry is pleased that Parliament has approved the temporary GST cut on holiday essentials, including all restaurant meals, wine, beer, cider and coolers.
“Restaurants Canada’s Chief Economist estimates this move could boost foodservice sales by nearly a billion dollars over the two-month tax break,” she said.
“The timing of the initiative is especially important, as it aligns with a typically challenging time for restaurants. January and February sales are on average more than 10% lower than other times of year, so giving Canadians a reason to go out in the cold of winter is a great support to our industry and increases the quality of Canadians’ day-to-day lives.
“This is a conservative estimate that only takes into account the tax consumers will save on restaurant meals. When GST was first introduced in 1991, it led to an immediate decrease in restaurant sales proportional to the new tax. Even if Canadians don’t increase their restaurant spending, the 5% that would have gone to the government through GST will now remain in the business, increasing profits.”
Canadians will be saving money on a wide range of essential purchases
Higginson said Canadians will also be saving money on a wide range of essential purchases such as diapers, children’s car seats and clothing, prepared food and snacks, and more. Putting more money in their pockets at a time when many are facing difficult decisions, like keeping the lights on or buying gifts for the holidays, will relieve some pressure and allow them to spend a little more on discretionary purchases than they had originally planned.
“Restaurants Canada has already reached out to the major POS providers and been assured that the changes will not be onerous or costly to implement for restaurant businesses. We expect more information to come from government now that the tax holiday is official and will share details with restaurant operators as they become available,” said Higginson.
“While the timeline for implementation is short, it’s important to remember that our industry is in worse condition now than at any point in recent history, including the pandemic. More than half of restaurant companies (53%) are operating at a loss or just breaking even, compared to just 12% pre-pandemic. A 5% increase in sales is a lifeline that will save many from the brink of closure and carry them through the typical January and February slump in our industry. It will also protect jobs and increase hours for hourly employees, who typically face reduced hours during this season. Restaurants Canada calls this a win-win-win.”
Canada’s First Electric Mobile Market Hits the Road to Serve Individuals and Families Living in Food Deserts in Niagara Falls. (CNW Group/GROW Community Food Literacy Centre)
GROW Community Food Literacy Centre, Canada’s first community food literacy centre established in 2019, said in a news release that it is taking its innovative approach to addressing food insecurity on the road with the launch of GROW-on-the-GO, Canada’s first electric mobile market. This initiative will directly bring fresh, affordable produce to communities facing barriers to accessing healthy food.
Pam Farrell
“Born from research by Dr. Pamela Farrellfrom the University of Calgary, GROW has already served thousands of vulnerable families through its unique food literacy centre in Niagara Falls. The centre features a family teaching kitchen and a fully stocked, low-cost grocery store offering subsidized prices to increase affordability and accessibility. With the fully electric GROW-on-the-GO mobile market truck, GROW expands its reach to serve up to 10 locations throughout the Niagara Region, promoting health and social well-being for low-income individuals and families living in food deserts,” it said.
Rose Iannacchino
“This mobile market is a game-changer for our community,” said Rose Iannacchino, Co-Executive Director of GROW. “By bringing fresh fruits and vegetables directly to neighbourhoods with limited access, we are removing transportation barriers, increasing affordability, and empowering individuals to make healthier choices for themselves and their families.”
Farrell, Founder and Co-Executive Director of the GROW Community Food Literacy Centre and Assistant Professor at the University of Calgary, whose research investigates sociocultural factors impacting and influencing food literacies, emphasized the importance of community collaboration in the GROW-on-the-GO mobile market launch:
“The launch of the GROW-on-the-GO mobile market is a testament to what we can achieve when communities come together. With the collective commitment of partners like the Public Health Agency of Canada, the Branscombe Family Foundation, the Rotary Club of Niagara Falls, Farmers’ Truck, and the Tim Hortons Smile Cookie Campaign, we are taking a significant step toward supporting food security in Niagara. This initiative directly brings fresh, affordable, and healthy options to those who need them most, and I am deeply grateful for the collaboration that made this possible.”
Located at 1509 8th Street Southwest, Rosie’s is a boutique QSR restaurant brand serving up its signature smash burgers, poutine, onion rings, milkshakes, and more, the company said in a news release.
Sean Black
“Opening our first location in Alberta for Rosie’s is a huge step in planting the flag for our smash burger brand. This is just the start of our contractually committed 20 units for the province of Alberta. Many more still to come as we continue to leverage our franchising experience to accelerate our growth and secure prime real estate locations for our franchisees across Canada,” said Sean Black, Chief Executive Officer of Happy Belly.
“Seeing the team work side by side with our franchisee reinforces how we respect and support everyone that is part of the Happy Belly family. We are actively engaged in discussions with various groups across Canada to accelerate the growth of Rosie’s along side our brand portfolio. As we organically expand Happy Belly’s presence in the QSR space, numerous opportunities are emerging. We are excited to share updates on newly secured locations for our brands as we continue to drive growth through our asset-light franchise model.”
Photo courtesy of Happy Belly Food Group
“The area of 1509 8th Street Southwest is a prime location for a Rosie’s to thrive being situated in the heart of Calgary’s Beltline district. This location benefits from heavy pedestrian traffic, including professionals, residents, and visitors exploring the vibrant area. The dynamic atmosphere creates a consistent demand for quick, delicious food options. The Beltline is known for its eclectic mix of young professionals, students, and families, all of whom appreciate quality, convenient dining options. A smash burger brand with its appeal to comfort food enthusiasts and trendy food seekers fits perfectly. Not to mention being surrounded by bars, lounges, and cultural hubs. A smash burger spot would attract patrons looking for a quick bite before or after their activities. We anticipate this location will expand Rosie’s customer base in a densely populated area that matches the brand’s demographics. This presents substantial opportunities both in-store and through delivery services.
“This marks another step forward in our mission to become a predictable and disciplined growth company. We currently have 421 contractually committed retail locations from area developers across all emerging brands in the Happy Belly Portfolio – whether in development, under construction, or already open. As we open new stores, the Happy Belly footprint continues to grow.”
The retail trade sector increased 1.0% in September, representing its largest monthly growth rate since October 2023, as retailing activity in most subsectors grew in September 2024, reported Statistics Canada on Friday.
“The food and beverage stores subsector expanded 2.4% in the month, driven by higher retailing activity at the beer, wine and liquor retailers. Higher activity in gasoline stations (+3.8%) and building material and garden equipment and supplies dealers (+2.6%) further contributed to the growth. Meanwhile, motor vehicle and parts dealers, which was the largest driver of growth in the sector in the previous two months, contracted 0.8% in September, offsetting part of the gains recorded in July and August,” said the federal agency.
Real gross domestic product (GDP) edged up 0.1% in September, after remaining essentially unchanged in August.
Services-producing industries rose 0.2% in September, in large part driven by increases in the retail and wholesale trade sectors. This was the fourth consecutive month where the services-producing industries increased. Goods-producing industries contracted 0.3% in September, as the mining, quarrying, and oil and gas extraction and the manufacturing sectors contracted in the month. Goods-producing industries were down for a second month in a row. Overall, 11 of 20 sectors expanded in September.
StatsCan said real gross domestic product (GDP) edged up 0.1% in September, after remaining essentially unchanged in August.
“Services-producing industries rose 0.2% in September, in large part driven by increases in the retail and wholesale trade sectors. This was the fourth consecutive month where the services-producing industries increased. Goods-producing industries contracted 0.3% in September, as the mining, quarrying, and oil and gas extraction and the manufacturing sectors contracted in the month. Goods-producing industries were down for a second month in a row. Overall, 11 of 20 sectors expanded in September,” it said.
The report also said GDP by industry rose 0.2% in the third quarter following a 0.5% increase in the previous quarter. Services-producing industries (+0.5%) drove the increase in the third quarter, continuing the uninterrupted quarterly increases that began in the third quarter of 2020. Goods-producing industries contracted 0.4% in the third quarter of 2024, partially offsetting the increase recorded in the previous quarter. Overall, 12 of 20 industrial sectors grew in the third quarter.
After moving to Calgary, she wanted to create a business that was an extension of her values and lifestyle. Nan and her partner Michael Going founded the first Good Earth Coffeehouse in 1991 and set out to serve exceptional coffee and wholesome food, in an authentic coffeehouse environment.
“My passion has always been brand development, marketing and of course great coffee,” she says.
Nan Eskenazi
Growing up she lived in seven or eight States before she was in Grade 5. Her father served in the air force and the family did move around a lot. They finally settled on Whidbey Island in Puget Sound, north of Seattle, Washington.
Eskenazi went to Western Washington University in Bellingham and then at the University of Washington in Seattle.
“I graduated with a degree from the School of Communications. It was a real focus on marketing and advertising but it was a broader communications degree and I also spent a lot of time investing in the graphic program and indulging in the anthropology courses,” she said.
Why did she move to Calgary?
“Well I fell in love with a Calgarian,” she laughs. “And it didn’t hurt that I heard it was always sunny here. My husband Michael Going and I were both working in the shopping centre industry, very immersed in retail,” she said.
“I was marketing director at a regional shopping mall in the Seattle area and had been through the ICSC program. I really learned how to work with a large group of constituents. There were 150 retailers where I worked and they were neither my employees nor my bosses. The parallels between working with a group of retailers in the shopping centre industry and working as a franchisor with a group of franchisees, they’re very comparable. The kind of dynamic of communication and working together toward a common goal.
“When I moved up to Calgary I was ready for a change. I had already opened one little espresso bar in the shopping mall where I worked so I had a little inkling of what that felt like. My sister helped me out with that and when I moved up here Michael and I founded Good Earth in 1991 and opened our first location together.”
Eskenazi says she liked the idea that coffee is something people can enjoy every day. It can be a meaningful and enjoyable part of a person’s daily life.
“But larger than that I really liked the idea of a coffee house as a place in a community where people could gather whether they knew each other or not. I really liked the idea of a coffee house as a gathering place and wanted to try and create that with Good Earth,” she explains.
Eskenazi says one of the important parts of what she does is trying to make sure that the values at the core of the brand are woven through what the company does.
Nan Eskenazi
“I try to nurture and protect our brand by bringing decision-making on our team back to values or voice the customer perspective in conversations. I think that’s a really important element of my role. Much like coffee houses, I think a leader really has an important role to play to bring people together so that they can move the brand forward,” she says.
“Bringing people together and encouraging relationship building and really trusting the people that I work with, being curious with them, asking questions. I’m reminded almost on a daily basis how important relationships are in what we do and I think this is true throughout life but right here where I’m sitting I’m thinking about relationships with my co-workers, my team. I’m thinking about relationships with suppliers and how those bear fruit. The relationships with our franchisees, we call them partner. And obviously the overriding picture of the relationships we’re building with our customers and our communities. That’s so core to what we do and how we grow.”
Eskenazi says the brand has been bringing people together since 1991 and it has worked on making ethical choices that address social and environmental considerations.
“We aim to serve our best coffee and our food and attitude every day. We want to do all of this while fostering a greater good. We think that a community-oriented business like ours can help make the world a better place. That sounds kind of lofty but I think it’s a human responsibility.”
Those values come from her parents. She says they were wonderful role models.
“I asked each of them a number of years ago what they most admired in their own parents. The answers were really simple. They admired their parents for compassion and seeing humanity in every person they encountered. That was just a really nice thread through my life.”
In response to high demand, SUITABLEE, the world’s first AI custom suit brand based in Montreal, has recently opened a new location downtown Ottawa and has plans to expand. The company has also expanded to include women’s suits and has become a wedding suit destination.
“We did a wedding show back in the day in Ottawa to test out the market and my co-founder, Jean-Jeremie Siow, and I went a few times to Ottawa to speak to the local businesses and we found there was definitely a need for custom suiting. We were very impressed, especially by the wedding industry in Ottawa, so after a lot of research, we jumped in and started looking at interesting locations and the rest is history,” says Jean-Sebastien Siow, co-founder of SUITABLEE.
Photo provided by SUITABLEE
New location in Ottawa
The new location is at 275 Slater in Unit 15, which is in the downtown core of Ottawa.
The showroom offers the same tailoring experience as Montreal, but is the first location that is downtown. Siow says the building is perfect and fits the brand as it is in the business and government district.
“We are the only company that provides this custom suiting experience, which includes the creation of patterns using automatic sizing and the use of infrared scans to get a very precise fit. So it is an extension of what we are doing in Montreal, but now we are able to provide locally in Ottawa so they don’t have to drive or order online.”
The Ottawa location is in addition to SUITABLEE’s two other locations in Montreal.
Tailoring to the wedding industry
Photo provided by SUITABLEE
Siow says another reason the brand expanded into Ottawa was because of its vibrant wedding scene.
The location specializes in private fittings for grooms and groomsmen, ensuring each suit is not just a garment, but a keepsake of the special day.
“Ottawa’s vibrant wedding scene is an ideal match for our custom suiting services. When groups come in to get fitted, it is a very private and unique moment. And in many cases, we are able to reserve the room uniquely for a wedding party, so it becomes a very private event. They are also able to bring a bottle of champagne and create those special moments.”
Siow says SUITABLEE ensures its services are all inclusive and reflective of all couples. The wedding services are available now at all locations and through online consultations.
Category expansion: Women’s suiting
Men and women’s custom suits. Photo provided by SUITABLEE
SUITABLEE expanded into offering women’s suiting this past summer and has quickly expanded its offerings. This initiative allows the brand to provide custom suits to a wider demographic, including the LGBTQ+ community.
“We got the chance to fit the first female coach in the NHL – Jessica Campbell,” says Siow on a LinkedIn post.
The plan to launch womenswear started over a year ago as Siow says they had to develop women-specific patterning using AI, allowing for precise custom fits tailored to individual body types.
Siow says the women’s section has gained attention on social media showcasing its custom suits for women.
“Our women’s patterning has been finalized and we are now able to use women patterning using our AI system – it has really taken off. We have had a few viral videos on our social media – Instagram, Facebook, and TikTok – and that has really brought awareness to the brand,” says Siow. “A lot of custom suiting companies are still not really offering suits for women, and in this case, custom suiting. So I think we are at the forefront of custom women’s formal wear and that is now official – so we serve both men and women.”
SUITABLEE has already had a lot of requests for women suiting, including a custom made suit designed for NHL’s first female coach Jessical Campbell, assistant coach for The Seattle Kraken.
Expansion plans – Looking towards the East Coast
Siow says the brand’s focus right now is to expand in North America, with Toronto and Halifax as high-priority locations.
“As there is a lot of energy in Toronto for SUITABLEE, it is still in the books. As we started looking at the data as well, we noticed there is a tremendous amount of energy coming from Atlantic Canada. So that is one thing that often gets overlooked when it comes to our national brands that look at expanding. We sort of love to go where nobody is, and I think there is a similar opportunity in Atlantic Canada so we will look there.”
Siow says he is hoping to open a location in Halifax within the next 12 months.
Testing markets with pop-ups
SUITABLEE is also testing the United States market with pop-up retail shops in areas such as Florida, Texas, Arizona, and New York. These pop-ups will allow the company to test the market, ensuring they have a strong consumer base before committing to permanent locations.
Looking ahead, Siow says once it has expanded in the North American market, it will be looking at entering European and Mexican markets. But for now, it will keep its focus on the North American market where Siow says he sees the biggest opportunities for growth.
Online and in-store presence
On top of expansion plans, the brand will continue to enhance its physical and online presence, including improving its AI capabilities across all platforms. With improving experience and integration of its brick and mortar store and online presence, consumers can expect a seamless tailoring experience whether it’s online, in-store, or both.
“With the transition over the last year to more of a brick and mortar business to combine with our online, the growth of our brick and mortar is absolutely essential to our retail business. Everyone went online and now they are a swing back to the middle, where online is absolutely an important part of retail, but when you can complement that with actual physical locations – it not only strengthens your brand because people can actually see you, but it provides a better customer experience overall.”
SUITABLEE offers a variety of suiting options under formal, business, and casual – and offers a variety of affordable prices.
Consumers can expect to be able to experience the full AI custom tailoring online with its design option or in-stores with a variety of product offerings and price levels. SUITABLEE offers custom suits, coats, shirts, and accessories for every occasion.
