KaseMe Opens Custom Phone Case Stores, Plans National Growth

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December 9, 2024

KaseMe store in Trois Riviers, Quebec. Photo: KaseMe

KaseMe, the popular phone case brand founded in 2016 by William Giroux and Gabriel Bolduc, is making waves in Canadian retail with its unique approach to customization and in-store experiences. What began as a humble e-commerce operation born out of a cottage basement has quickly grown into a thriving business with four stores in Quebec and ambitious plans to expand nationally.

“We started the brand in 2016,” says co-founder William Giroux. “It was 90 percent e-commerce at first, selling directly to consumers, and the other 10 percent was B2B. We were making custom phone cases with logos and branding for big and small companies – the Montreal Canadiens, Desjardins, and others.”

KaseMe’s growth was rooted in digital momentum. Leveraging social media platforms like Instagram and TikTok, the company quickly built a loyal following. By 2020, the COVID-19 pandemic brought unexpected opportunities. “Our customers started asking us: ‘Are you guys going to open a store someday?’” Giroux recalls.

That year, KaseMe tested the waters with a four-day pop-up shop in Quebec City. The response was nothing short of extraordinary. “There was a line of 150 people waiting to buy phone cases. It was super crazy,” he says. This experiment revealed the brand’s potential for physical retail, a step they hadn’t initially envisioned.

Building a Unique Retail Experience

In 2022, KaseMe opened its first store in Laurier Québec, followed by a location at Galeries de la Capitale in 2023. Most recently, the brand launched stores in Trois-Rivières and Chicoutimi. “We’ve got four stores now, but we’re planning to open four more in 2025 and another four in 2026,” Giroux explains, hinting at expansion outside Quebec.

The key to KaseMe’s success lies in its innovative retail model. Each store integrates “just-in-time production,” offering customers live customization. “You can walk into the store, scan a QR code, upload a photo from your phone, and customize your case on the spot,” says Giroux.

He describes the technology as a game-changer. “We designed and trademarked our machine – the KaseMe NanoPress – for sublimation printing. It’s all done in the back of the store. Once the customer clicks ‘complete,’ it’s ready in 10 minutes. We even send an SMS so they can keep shopping while it’s made.”

This experience, combined with their robust online presence, has created a powerful omnichannel strategy. Giroux notes, “Sixty-five to seventy percent of our in-store customers are new. They’ve never bought from us before, but many will shop online afterward. It’s expanding our customer base in ways we couldn’t achieve through e-commerce alone.”

Plans to Expand Beyond Quebec

KaseMe’s next challenge will be entering markets outside Quebec. “We’re looking at Ottawa, Toronto, and potentially Gatineau,” Giroux shares. “About 20 to 25 percent of our online sales come from Quebec, but the rest is from other provinces. We’re known online across Canada, but in retail, not at all. That’s our challenge – to take a Quebec brand nationwide.”

He acknowledges the hurdles. “For Quebec businesses, expanding out of the province can be tough. There’s the language barrier and other variables. But with the data-driven approach we use for e-commerce, we’ll bring that same strategy to retail.”

KaseMe store in Chicoutimi, Quebec. Photo: KaseMe

KaseMe’s Mission: Self-Expression and Sustainability

KaseMe’s success isn’t just about phone cases – it’s about self-expression and a customer-centric philosophy. “Our mission is simple: ‘We design happiness,’” Giroux says. “We celebrate the power of self-expression. Whether it’s vibrant designs, custom photos, or unique collaborations, we want everyone to have a phone case that’s meaningful to them.”

Their focus on sustainability has also set them apart. “We do just-in-time production,” Giroux explains. “Everything is made by hand, whether it’s one phone case or 2,000 units for a wholesale order. That means less waste, fewer rejects, and no need to overproduce.”

This lean production model has earned KaseMe recognition as a Certified B Corp, reflecting their commitment to environmental and financial sustainability. “Cash flow is one of the biggest challenges for retailers,” Giroux points out. “Producing based on demand allows us to stay efficient and avoid the pitfalls of excess inventory.”

KaseMe store at Galeries de la Capitale in Quebec City. Photo: KaseMe

The Power of Design and Collaboration

KaseMe’s in-house design team curates fresh collections every two months, ensuring the brand remains on-trend and relevant. Collaborations with artists, photographers, and creators from around the world further fuel the brand’s appeal. “There’s something for everyone,” says Giroux. “Whether you want a case designed by an artist or one you’ve created yourself, we make it possible.”

This flexibility has also allowed KaseMe to thrive as a wholesaler, partnering with major retailers like La Maison Simons and telecommunications giants Rogers and Bell. “Customization is exclusive to our stores and website,” Giroux clarifies, “but our retail partners love the quality and variety we offer.”

William Giroux and Gabriel Bolduc, founders of KaseMe

Retail Foot Traffic and Future Growth

KaseMe’s stores, which average 1,000 to 1,200 square feet, are strategically located in high-traffic shopping malls. “We love the organic foot traffic that malls provide,” says Giroux. “About 65 percent of people who walk into our stores buy something. That’s a huge conversion rate.”

He credits the brand’s online following and paid advertising strategy for driving store visits. “We do a lot of paid media – Meta, TikTok, Google, LinkedIn – and we run drive-to-store campaigns. Our social media presence helps create buzz, so when we open a new location, customers show up.”

Looking ahead, KaseMe is experimenting with pop-ups in other provinces to gauge interest. “We’re doing two to three pop-ups per year,” Giroux says. “It’s a great way to test the market. We’ll look at cities like Toronto to see if there’s potential for a permanent store.”

A Strong Foundation for National Expansion

With four stores already operating successfully and eight more planned by the end of 2025, KaseMe is on track for a strong expansion. Giroux remains cautious but optimistic. “After the first eight stores, we’ll analyze the data. If it makes sense to double or triple our footprint, we’ll take that step.”

He emphasizes that KaseMe’s journey has always been about steady, sustainable growth. “We’ve come a long way since the basement of Gabriel’s family cottage. Now we’re at 52 employees, and with our next openings, we’ll hit 100 people. It’s been an incredible journey.”

Final Thoughts

KaseMe’s retail concept is truly one of a kind. By combining customization, sustainability, and innovative in-store experiences, the brand has carved out a niche in the Canadian market. Giroux believes this model has potential far beyond Quebec. “We’re excited to bring KaseMe to more cities across Canada,” he says.

For now, the focus remains on building a strong foundation. “We’re a Quebec brand, but we’re ready to grow,” says Giroux. “The future looks bright.”

KaseMe is working with real estate brokerage Oberfeld Snowcap on the retailer’s store expansion. Julie Ouellet and Kathleen McGuigan are the points of contact.

More from Craig Patterson:

Warning bell rings for Calgary downtown safety and crime (Photos)

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Mario Toneguzzi

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December 9, 2024

Crime and safety in downtown city cores across Canada, like Calgary, has become a major issue where it’s hurting businesses and retailers of all stripes.

It has also become a major issue beyond the downtowns in many major centres.

At the recent Calgary Real Estate Forum, Damon Formos, Executive Vice President, Western Region, Canada for Brookfield Properties, sounded the alarm of what’s happening in the city’s core, reflecting the view of many different property owners and business operators.

He said some areas of Calgary downtown are “inexcusably dangerous.”

Formos said when he looks at the company’s office portfolio in downtown Calgary, the amount of criminal activity in the portfolio recorded in the Fall was 3.5 times higher than in 2019.

“Said another way, our tenants are 350 per cent less safe and that’s a huge problem. We’re going to need to fix it. We’re going to need to fund it . . . We really need to address it.”

In a recent opinion piece in the Calgary Herald, well-known and well-respected entrepreneur and community leader, George Brookman, the chair and company ambassador of West Canadian Digital, wrote “politicians must deal with the fact our society is starting to break down when someone like me is worried about walking down their street.”

“Our downtown must remain the heart of the city, and the opportunity to go to a restaurant or the theatre on Stephen Avenue must be viewed with pleasure, not something to make us tense,” he wrote.

“Winter is coming fast and the bitter cold will drive people to shelter, but that is not a real solution. The real solution is accommodation that is warm, dry and safe, accompanied by a willingness to ensure that people use those spaces. There is no argument that the streets are for everyone; but they are not for sleeping, drinking, abusing drugs or simply offending pedestrians by yelling out your frustrations with your life.

“Walking or riding a bike along one of our river pathways should be a pleasure, not an experience of fear or nervousness. Camps and tents have no place along the pathways and police and security forces should be used to make sure that they are cleared and safe.”

“If that coveted female shopper working in Calgary’s the office towers or visiting our downtown shopping district, sometimes with her family in tow does not feel safe and secure parking and shopping at a downtown Calgary retail property, she will find a suburban shopping venue that offers the perception of safety, and her spending will follow,” said Michael Kehoe, Broker of Record for Fairfield Commercial Real Estate Inc.

“There has been a wakeup call for commercial retail real estate professionals in charge of security / public safety, management, and the ownership of shopping venues and mixed-use commercial properties in downtown Calgary. The problems with addicted and unhoused persons are complex and costly. A facility manager of a major complex shared with me recently that their security team removes an average of 60 people per day who are deemed to be potentially or are problematic. These interactions require two building security members and frequently involve the Calgary Police Service, bylaw personnel or Alpha house addiction specialists.

“The management has increased its security budget for 2025 at the property by an additional $225,000 and this cost gets passed on to the tenants of the building that include stores and restaurants.”

The security challenges are affecting downtown shopping patterns and retail sales. The retail and food service scene in the Calgary central business district in the fall of 2024 is very fluid. The future of some downtown department store anchors is uncertain. Downtown restaurant sales are robust and office tower daytime populations are increasing, added Kehoe.

“Exciting redevelopment projects at the Glenbow Museum / JR Shaw Centre for Arts & Culture, Arts Commons / Werklund Centre and the new arena / event centre, Scotia Place are well underway. Many office to residential conversion projects are under construction or in the planning stages and we have a new downtown art gallery, Contemporary Calgary. This is sure to generate future traffic and sales to downtown retail venues over time but the social issues must be addressed to ensure complete success,” he explained.

“There are many high profile groundbreaking and ribbon cutting ceremonies for politicians and other influential people to attend. Commercial success will go hand in hand with social success in the perfect Blue Sky City, Calgary’s new marketing slogan, and will require committed leadership from all stakeholders that include political leadership.”

Kehoe wondered: Have we normalized the many street people and unhoused humans in Blue Sky City central business district?

“You don’t have to look very far in downtown Calgary to find any number of groups of people with addiction or mental health issues on the streets and alleyways. The ravages of addiction and living rough are evident in the faces of these folks. Many are not the typical unhoused folks, they look more ‘hard core’ and we see them every day downtown and walk by thinking that it’s someone else’s problem. These are our fellow citizens. I think of the many business visitors to our new BMO Convention Centre along with tourists heading for the mountains and ask how they view our city as they stay, play, walk and drive by? The city block and back alleyway between the Fairmont Palliser Hotel and Bankers Hall this is happening everyday. The alcove entrance of the historic Grand Theatre regularly has people camped out and I am sure that Sir James Alexander Lougheed (1854 – 1925) the builder of the Grand is rolling in his grave. We need to do better. In such a wealthy city, province and country we need to tackle these challenges. Elected officials hear our voices, but we need to turn up the volume and make this a ballot box issue (among many others) in the 2025 municipal election.

“The human misery and suffering is right before us on the streets and in the numerous overflowing emergency shelters in Calgary. It’s a complex problem and many business groups are working on solutions including the Calgary Downtown Association in concert with the city, BOMA Calgary and NAIOP that have created a detailed action plan. Bravo! I hope we see action with positive outcomes. Remember the ‘Ten Year Plan to End Homelessness’ back in 2007? Good work was done by many but the problems endure. Calgary is better than this and we need to act now. The ownership of major downtown shopping and office properties is changing. As major taxpayers in this city, these property owners have a voice with elected officials. I hope they amplify their voices to affect change not only for the sake of their property values but also for the social needs of our most vulnerable citizens. It will be good for business and for everyone.”

A television report in the fall by Global in Calgary described a violent confrontation between the manager of a downtown Calgary restaurant and a homeless person which the report said is an example of the surge in the level of violence, drugs and vandalism that businesses say they are being forced to deal with on a daily basis.

“An individual had decided to urinate in the street in broad daylight,” described Danielle Wilkins, who manages The Wednesday Room on Stephen Avenue Mall of the confrontation that took place on Sept. 25, 2024, as she and staff were preparing to open the restaurant for lunch.

“I had asked her to move her stuff and not do that in public — you know, we were getting ready to open — and that kinda started the snowball effect of the interaction I had with her that day.

“She started throwing items at me from her shopping cart. She decided to follow me onto the patio so I turned around and she charged at me and attacked me. She closed fists and punched me on the side of the head and pulled my hair.”

Unfortunately, this is becoming all too common across the country. In the fall, the Canadian Federation of Independent Business (CFIB) said the share of Canadian small businesses directly affected by crime and safety issues has almost doubled in the last year, jumping from nearly a quarter (24%) in 2023 to 45% in 2024.

“It’s been a nightmare on Main Street. Imagine working hard, providing jobs, contributing to the community, just to have your goods stolen, windows broken, and property vandalized. For small businesses, it’s devastating when they are hit by crime over and over again,” said Keyli Loeppky, CFIB’s director for Alberta and interprovincial affairs.

Waste and litter (e.g. drug paraphernalia, garbage, excrement), vandalism, and theft were the most common types of crime small businesses experience. Crime and safety issues take an emotional toll on small businesses as well, with over two-thirds (68%) worrying about their personal safety and that of their staff and customers, explained the national organizations.

Businesses have spent a median of $5,000 on crime-related expenses in the last three years, such as replacing stolen inventory or equipment and vandalism repairs. In addition, 68% of small firms do not consistently file crime-related insurance claims, with most saying they worry about driving their insurance premiums even higher, at a time when such costs are already skyrocketing, said the CFIB.

“Some security measures, while helpful and necessary, may come at a steep price, deter customer foot traffic and, as a result, lead to lower revenues,” said SeoRhin Yoo, CFIB’s senior policy analyst and report co-author. “Many businesses are already operating on thin profit margins, so just one crime incident could be make-or-break-for a small business owner.”

In his regular blog Every Day Tourist, Richard White, who is a former Executive Director of the Calgary Downtown Association, wrote earlier this year: “If Calgary wants to become a major convention and events destination, it is going to have to clean up its downtown now, not in 5 or 10 years. Investing billions of dollars in mega projects will be for nought if we can’t create pedestrian-friendly streets and public spaces (including the +15). I am embarrassed to say, “Something is rotten in Calgary’s downtown these days!”

In March the City of Calgary announced the Downtown Safety Leader Table (DSLT), bringing together businesses, community partners, the social sector and government.

The recommendations tabled work to ensure downtown is safe, vibrant and remains a place for Calgary’s business community to grow, said the Calgary Chamber of Commerce.

“The economic impact of safety is far-reaching. Ensuring Calgary is safe is critical to our economic success, and affects large and small businesses alike,” said Deborah Yedlin, President and CEO of the Calgary Chamber of Commerce. “It is our collective responsibility to address safety in Calgary, and today’s recommendations highlight the need for governments, community and business to work together to support the most vulnerable.”

The Chamber said it supports recommendations that enhance cleanliness and physical safety infrastructure, help businesses purchase and access safety measures, develop plans to work with building owners and businesses to enhance safety for employees, bolster police and uniform presence downtown including plans for a downtown District Office to reduce barriers to reporting, increase community activations that bring people downtown, and continue to advance initiatives related to mental health, addictions and housing affordability.

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Farmers’ Markets Offer Resilience Amid Rising Food Prices

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Retail Insider

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December 9, 2024

image - 2024-12-09T131211.762 — Farmer's market in downtown Edmonton. Photo: Edmonton Downtown Business Association

By Vicki Madziak and Justin Cantafio

Since the onset of the pandemic, food prices have remained stubbornly high, even as grocery chains have made record profits. This has fuelled public frustration with so-called “greedflation”— a term describing large corporations raising their prices during times of crisis.

In response, Canada’s Competition Bureau has made the case for more grocery retail competition, recommending policies from the creation of a grocery innovation strategy to welcoming more international players and enacting consistent pricing legislation.

Absent from this policy conversation, however, is the role of local alternative food networks, like farmers’ markets, in supporting more resilient food systems. We currently have an incomplete picture of food price dynamics in Canada because of a research gap.

While the federal government has just launched a grocery affordability tool to provide more transparency around pricing, little is known about food price dynamics in local food systems like farmers’ markets.

Our recent study addressed this topic by exploring how food prices have changed in farmers’ markets compared to mainstream grocery retail since the pandemic’s onset.

Resilient food systems

Farmers’ markets provide a host of benefits to both consumers and farmers. They offer a localized alternative to global supply chains, which are often susceptible to delays and shortages.

Resilience — broadly defined as the capacity of a system to withstand, recover and adapt from disruptions while maintaining essential functions — is crucial for ensuring sustained access to safe and nutritious food for communities.

People walk past a row of outdoor vendor stalls — A farmers’ market in downtown Banff, Alta., in May 2023. (Shutterstock)

However, the highly concentrated, industrial food system has demonstrated a notable lack of resilience. It has failed to maintain its core function of ensuring access to food.

One reason for this lack of resilience in the mainstream food system is the extremely high levels of corporate concentration. Diversity — the opposite of uniformity that comes from such concentration — is a cornerstone of resilience.

Local food systems tend to be more diverse than mainstream ones. While they also experienced significant challenges during the pandemic, they demonstrated nimbleness and resilience that needs to be better recognized by policymakers.

Understanding how farmers’ markets fit into the current landscape is important for building more secure and resilient food systems, especially considering climate change will likely exacerbate the vulnerabilities of global, uniform food systems.

Farmers’ markets shield consumers

Using pilot data and interviews with farmers’ market vendors, our study provides much-needed nuance in the ongoing debate around food prices, competition and food system resilience. We interviewed 223 vendors across Canada.

Our study compared Statistics Canada’s monthly average retail prices over a five-year period (2018-23). Our findings revealed that inflation rates for the majority of selected food items were higher in mainstream grocery stores than in farmers’ markets. The selected food items included tomatoes, onions, eggs, salad greens, carrots, apples, strawberries, cabbage, potatoes and broccoli.

In interviews, farmers’ market vendors cited rising input costs as a driver of price increases. However, unlike large retailers, they noted that their profit margins were shrinking as they absorbed costs instead of passing the full burden onto consumers.

Fresh vegetables on display at a farmer's market — Close up shot of fresh vegetables at Montréal’s Atwater Market. (Shutterstock)

This highlights a significant contrast between food systems: while major grocery chains have reported record profits, vendors in farmers’ markets operate differently, even at the expense of their margins.

While the absorption of these costs is unsustainable for many local producers, it speaks to the increased accountability vendors feel when they are selling to the communities they themselves are embedded in.

In this sense, farmers’ markets demonstrated greater resilience as they adapted to the shock of the pandemic but maintained the core function of the food system — ensuring access to food.

Calls for policy changes

As a part of our study, we asked farmers’ market vendors how they and local food systems could be better supported. They frequently emphasized the need for appropriate regulations. Vendors said requiring local producers to meet the same regulations as industrial food producers was a burden to many of them.

Vendors also said that improved local food infrastructure would help local producers increase their capacities and market reach. Suggestions included providing access to commercial kitchens at low-rent costs, regional food distribution sites and food hubs.

Finally, they said incentive programs, such as farmers’ market nutrition coupons that encourage consumers to shop locally, would also help both producers and consumers.

Ultimately, our study highlights the value of local food systems in the era of corporate concentration and “greedflation” in Canada’s food system.

Given the federal government’s supposed commitment to enhancing food self-sufficiency and sustainability, the absence of local food systems in Canada’s national policy landscape is a critical oversight. Addressing this oversight could strengthen community-based food systems and create a more resilient food economy.

Vicki Madziak, community food co-ordinator, Ecology Action Centre and Justin Cantafio, executive director at Farmers’ Markets of Nova Scotia, co-authored this article.

This article is republished from The Conversation under a Creative Commons license. Read the original article.

bb.q Chicken celebrates over 50 locations across Canada

By

Mario Toneguzzi

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December 9, 2024

bb-q Chicken-bb-q Chicken Celebrates Over 50 Locations Across Ca — bb.q Chicken’s 50th Canadian location, located at 18 Ringwood Dr, Unit 7, Whitchurch-Stouffville, ON. (CNW Group/bb.q Chicken)

bb.q Chicken, the world’s largest Korean fried chicken franchise with over 3,800 locations worldwide, has opened its 50th location in Canada – located at 18 Ringwood Dr, Unit 7, Whitchurch-Stouffville, ON.

“Since entering the Canadian market in 2019, bb.q Chicken has quickly established itself as a favourite among food lovers, offering authentic Korean fried Chicken, a variety of flavors, and unparalleled crispiness,” said the company in a news release.

“Guided by the belief that “food is the gateway to all culture,” bb.q Chicken continues its mission of bringing quality-driven Korean fried chicken and authentic K-Food to the world. The name, bb.q (pronounced bee-bee-dot-que), stands for ‘Best of the Best Quality,’ reflecting the brand’s commitment to delivering memorable dining experiences at every location.”

To celebrate the milestone, bb.q Chicken said it will host a nationwide celebration from December 13 to January 12, 2025. Prizes include 50 free chicken coupons, one-year chicken subscriptions, and more.

bb.q Chicken, short for Best of the Best Quality Chicken, is the world’s largest Korean fried chicken franchise with over 3,800 globally, including 250+ in the U.S.

Recognized as one of the fastest-growing chains by Restaurant Business Magazine and ranked as the Best Fast Food Fried Chicken by Taste of Home Magazine, bb.q Chicken continues to set the global standard for Korean fried chicken, it said.

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Saskatoon’s Midtown shopping centre experiences strong year of leasing activity (Photos)

By

Mario Toneguzzi

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December 9, 2024

The Midtown shopping centre in Saskatoon has had an incredibly successful year in 2024, opening eight new stores, including two first-to-market (first in the province) retailers.

Sales are projected to hit $191 million by the end of December, a $5-million increase from 2023.

From outerwear to beauty products to dining options and more, Midtown has seen substantial growth in retailers throughout 2024.

In the final quarter of the year alone, the shopping centre has welcomed eight new retailers into its roster, including the first-to-market Levi’s store and highly anticipated Mountain Warehouse — the largest location the brand has opened outside of the United Kingdom.

“Saskatchewan shoppers visiting Midtown have some exciting new brands to peruse this holiday season,” said Tara Faris, General Manager, Midtown. “We’re proud to have welcomed so many incredible retailers into Midtown in 2024, and there’s more to come in 2025!”

Recent retailer additions and changes to the shopping centre include:

March, 2024. Twisted Goods (relocation/expansion)
May, 2024. Envy & Grace
June, 2024. Roots (relocation/expansion)
July, 2024. SoftMoc (relocation/expansion)
October, 2024. Danier Leather. Manitobah. Bootlegger (relocation/expansion)
November, 2024. Levi’s. Carters Osh Kosh. Fresh Slice
December, 2024. Rocky Mountain Soap Company. Mountain Warehouse

Opening in early 2025 are JD Sports, a European sportswear company featuring brands such as Nike, Adidas, Vans and UGG, Mobile Q, a cell phone repair and accessories retailer, and Gong Cha, a popular bubble tea chain.

The new retailers join Midtown’s 140 stores, including anchor retailers Hudson’s Bay, H&M, Toys R Us and Sport Chek, as well as Saskatchewan’s only Victoria’s Secret, Pink, Aritzia, Michael Kors and MAC Cosmetics.

“We are thrilled to announce the addition of the first Mountain Warehouse in Saskatchewan to the family of retailers at Midtown,” said Toran Eggert, Urban Reform Realty Inc. “Midtown has really cemented itself as the premier fashion destination in the province. With over 70,000 square feet of vacancy filled since 2023, and a 10 per cent increase in sales productivity, Midtown and the Urban Reform Retail team look forward to continuing this growth alongside the great city of Saskatoon.”

Foot traffic throughout 2024 saw 4.1 million visitors in Midtown, with productivity per square foot reaching $746.00 as of October 31, 2024, a $66.00 increase from 2023. Overall sales have also increased significantly, with total sales projected to reach $191 million by the year’s end, a $5 million increase year over year.

Faris said the shopping centre has a strong leasing strategy.

“We definitely have a first to market focus that creates those opportunities that resonate with our consumers, that keep us sort of relevant and resilient,” she said.

“So we’ve got lots of new and exciting retailers here. I think that our main focus is bringing retailers into the centre that don’t already exist in the market or maybe are under-represented in the market. To keep us relevant in the consumer’s mind. Something that is a unique offering in the city or maybe it’s in other cities that Saskatoon residents would travel to go and see – really focusing on bringing them into our marketplace and meeting the needs of our consumers.”

“Our foot traffic is remaining quite strong. We saw about 4.1 million visitors last year. That’s continuing to trend upwards. We’ve got some growth on rolling 12 (months) year to date. In terms of our sales, we continue to trend upward. There has been some softening but still all positive news. Our per square foot productivity is up seven per cent on rolling 12, about 4.5 per cent year to date. Very good, trending upwards there. We’re always mindful, of pressure on our consumers. Inflation and high interest rates certainly have affected consumer spending to some degree in certain categories. But Midtown’s sales performance continues to remain strong.

“With this new leasing activity, Midtown continues to have the most vibrant and unique tenant mix in the province, which really is a strong indicator of maintaining our resilience and, and relevancy. Continuing to stay fresh and exciting. Continuing to be that community hub to gather, to shop and dine and, continue to stay relevant in the marketplace.”

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CFIB calls on customers for patience over GST/HST administrative nightmare before Christmas

By

Mario Toneguzzi

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December 9, 2024

With many small businesses still scrambling to comply with the temporary GST/HST holiday coming into effect this Saturday, the Canadian Federation of Independent Business (CFIB) has created free counter signage which small businesses can print and display at their point of sale to explain the challenge to consumers.

“Business owners were given just two weeks to prepare, right in the middle of their busiest season,” said Dan Kelly, CFIB president. “For some small retailers, this has required going through and making judgement calls on thousands of items based on limited guidance from the Canada Revenue Agency. It is going to be a hot mess.

“Given the confusing set of rules and lack of time, it will be nearly impossible for most retailers to implement this right. This temporary tax change has created brand new tax categories that have never existed before, including differential sales tax rates on toys marketed at adults or children, drinks based on their percentage of alcohol or collectible dolls versus dolls for play. Consumers will bring their own interpretation, expecting part-time clerks and store owners to have become sudden tax experts on rules that even CRA is struggling to sort out.

“It took 10 days for government to clarify the tax treatment of supplies for model airplanes, and even that is dependent on who the model plane is designed for. Despite the best efforts of the CRA, business owners will be left to make educated guesses on thousands and thousands of items.”

The CFIB said its special counter sign is designed to ask consumers to be patient and understanding with small businesses that are doing their best to implement the change.

CFIB is calling on consumers to:

Avoid asking for a price-adjustment to remove the sales tax from goods purchased before the holiday or returning/repurchasing items to avoid the tax. Returning and repurchasing items on a credit card may require the retailer to pay 1-2% payment processing fees up to three times.
Avoid arguing with a clerk over whether an item is taxable or not, especially if an item is marketed to adults but purchased for a child.
Avoid expecting a clerk to be a tax expert, override the point-of-sale system or call the manager/owner before finalizing a purchase.
Take up any complaints or questions with Members of Parliament, rather than small business owners.

The CFIB is Canada’s largest association of small and medium-sized businesses with 97,000 members across every industry and region.

“CFIB’s recent survey found that only 4% of small businesses expect to see stronger sales as a result of the temporary GST/HST holiday. Three quarters of those affected by the changes said it will be costly and complicated to implement the holiday, while two-thirds (65%) said there’s not enough time to do it,” said the organization in a news release.

“CFIB continues calling on the government to give affected businesses a minimum $1,000 credit in their GST/HST accounts to cover administrative costs and to order the Canada Revenue Agency to forgive taxes owed, penalties and interests for any good faith errors made.”

As the federal government is struggling to provide more than basic information on the tax holiday, CFIB has created a special website for small businesses with a detailed Q&A on dozens of commonly asked implementation questions.

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Canadian apparel sales forecast to decline in 2025: Trendex

By

Mario Toneguzzi

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December 9, 2024

The recent Canadian Apparel Insights report, by Trendex North America, forecasts that apparel sales in Canada will decrease by 1.5% in 2024 but increase by 1.0% in 2025.

Trendex said a number of inputs and assumptions went into its forecast:

Historic Data

Total sales decreased 1.7% through August 2024;
Total apparel specialty store sales decreased 0.3% through August 2024;
Apparel average prices fell 6.0% through September 2024; and
Non-US foreign tourism increased 4.5% through July 2024.

Subjective Inputs

Canada’s GDP will increase by 1.1% in 2024 and 1.7% in 2025;
Canada’s consumers will continue to be adversely affected by inflationary pressures. In response consumers will continue to focus on value;
Retailers in response will increase their promotional activity to record levels;
Retailers in the upper-middle price segment will lose share as consumers trade down;
Both Shein and Temu will continue to gain apparel market share;
Apparel resellers will see their sales grow four to five times faster than that for the total market;
Foreign tourism levels in 2025 will return to pre-COVID levels;

Sales Force is forecasting a 2% growth in retail sales during November/December 2024.

“After increasing by 36.4% in August, Canadian apparel exports declined by 5.4% during September 2024. Through the first three quarters apparel exports were up only 0.9%. While exports to China increased 45.9% YTD, exports to the U.S. decreased 2.1%. Exports also fell to the Netherlands (-19.8%), the UK (-37.0%), and Italy (-25.0%), while exports increased to South Korea (+22.3%), Australia (+21.4%) and Germany (+37.4%),” said the report.

“Apparel imports registered their strongest growth this year in September 2024, as they were up 14.0%. However YTD apparel imports decreased 1.7%. While imports from China (-1.6%) and Bangladesh (-3.1%) fell apparel imports YDT increased from Cambodia (+6.0%) and Vietnam (+5.2%). Vietnam continued to widen its lead over Bangladesh as the second largest source of apparel imports.”

The report highlighted a recent article in Retail Insider, which detailed a number of developments that should, going forward, positively affect Canadian retailing including:

Augmented Reality—Allows a customer to see how they would look in a garment without actually trying it on. This virtual visualization should in theory, lead to fewer returns;
Artificial Intelligence—Provides personalized e-commerce shopping experience/assistance. Allows retailers to make product suggestions, while also being able to utilize dynamic pricing;
Sustainability—A concept of importance to an ever expanding segment of the market;
Flexible Payment Options—Also know as BNPL, allows customers to purchase more expensive items and more frequently.

“While these trends will affect almost all of Canada’s major retailers, they will have different implications for Canadian apparel retailers and in some cases these new developments could adversely affect Canadian headquartered apparel retailers,” said the Trendex report.

“While the future benefits of augmented reality and artificial intelligence are obvious, incorporating them into a retailers interface with consumers requires both a substantial upfront investment in terms of both capital and employee time. (Although there are services which can be leveraged, they offer a cookie-cutter, one size fits all approach vs. a true customized approach).

“Additionally, the updating/maintenance costs associated with both efforts could be substantial. While international apparel retailers (e.g. H&M, Uniqlo, Gap, etc.) can amortize these costs over a large number of doors, Canadian apparel chains, with an average of 39 stores will, in the majority of cases, be unable to take advantage of these two new technology developments to their fullest. The downside of these developments is that Canadian headquartered apparel retailers and even more so independent apparel retailers will continue to lose share to their international competitors with their deep pockets.

“Although the awareness of sustainability among Canadian consumers continues to increase, there are less than two dozen Canadian headquartered apparel specialty chains who “call out” their sustainability efforts. The primary reason for not doing so again revolves around the cost to both implement and market sustainable products. So, once again Canadian apparel retailers could be put at a competitive disadvantage vs. their much larger international competitors.

“Lastly, offering consumers a BNPL option, for apparel retailers should be a “no brainer”. However a survey conducted this year by Trendex found that less than 40% of apparel chains offer their customers a BNPL option. Of interest is that the percentage of Canadian headquartered apparel chains offering BNPL increased from 37% in 2022 to 39% in 2023. (Hardly a ground swell of retailer acceptance!)”

Related Retail Insider articles:

Canadian resale apparel market sees strong growth: Trendex Report
Canadian luxury apparel sales set to increase: Trendex

Northern Super League unveils Canadian Tire Corporation as Founding Partner

By

Mario Toneguzzi

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December 9, 2024

The Northern Super League, Canada’s first professional women’s soccer league, has announced Canadian Tire Corporation as a Founding Partner ahead of its inaugural season in April 2025.

Reflecting Canadian Tire Corporation’s continued commitment to advancing professional women’s sports in Canada, this landmark multi-year, multi-million-dollar partnership represents a transformative step forward for the League, ensuring its growth, sustainability, and long-term impact on Canadian women’s soccer, said a news release.

“Central to this partnership is the introduction of the Home Field Advantage program, an innovative initiative dedicated to enhancing the athlete experience both on and off the field. Bolstered by funding and resources provided by Canadian Tire Corporation, the Home Field Advantage program will support players as they put down roots in new homes and communities across Canada, while also helping clubs optimize facilities as they prepare for the season ahead,” it said.

“With a focus on league development and community support, this partnership builds on the existing ties and foundational work accomplished by both partners during the Project 8 development phase led by Northern Super League founder Diana Matheson.”

“We are thrilled to officially welcome Canadian Tire Corporation as the Northern Super League’s first Founding Partner,” said Christina Litz, President of the Northern Super League. “When this league was just a dream, Canadian Tire Corporation was the first to step up and say, ‘Count us in.’ Their support made it possible for Diana Matheson to turn her vision into reality.

“This landmark partnership reaffirms their commitment to advancing the Northern Super League and inspiring the next generation of athletes across Canada. Canadian Tire Corporation has been there from day one, and now they are paving the way for the future of our league.”

“From ideation to kick-off, Canadian Tire Corporation has been honoured to join the Northern Super League along this historic journey to create Canada’s very own professional women’s soccer league,” said Kim Saunders, Vice President, Partnerships, Canadian Tire Corporation. “Guided by the inspiring vision of our league partners and exemplified through our collaboration with the Home Field Advantage program, we are proud to stand with the Northern Super League as a Founding Partner to further our commitment to championing women’s professional sports and advancing gender equity as we strive to make life – and sport – better in Canada.”

Key highlights of Northern Super League’s partnership with Canadian Tire Corporation include:

Home Field Advantage Program: Annual funding for all Northern Super League clubs, dedicated to enhancing the athlete experience both on and off the field. Resources and support will be directed to helping new players settle into their new community while also assisting teams improve their facilities ahead of kick-off.
Broadcast and Branding Presence: Canadian Tire Corporation banners, including SportChek, Sports Experts, and Canadian Tire retail, will be prominently featured across Northern Super League platforms, including in Club stadiums during regular season and playoffs and during national broadcasts of matches on TSN, RDS, and CBC Sports. Canadian Tire Corporation will also collaborate with Northern Super League clubs and athletes to produce exclusive social and digital content.
League Sleeve Patch Partner – Canadian Tire’s iconic red triangle will be proudly displayed on the left sleeve of every Northern Super League club jersey.

The Northern Super League will kick off in April 2025 with six clubs representing key Canadian markets: Halifax Tides FC, Montreal Roses FC, Ottawa Rapid FC, AFC Toronto, Calgary Wild FC, and Vancouver Rise FC.

Canadian Tire Corporation, Limited is a group of companies that includes a Retail segment, a Financial Services division and CT REIT. Its retail business is led by Canadian Tire, which was founded in 1922 and provides Canadians with products for life in Canada across its Living, Playing, Fixing, Automotive and Seasonal & Gardening divisions. Party City, PartSource and Gas+ are key parts of the Canadian Tire network. The Retail segment also includes Mark’s, a leading source for casual and industrial wear; Pro Hockey Life, a hockey specialty store catering to elite players; and SportChek, Hockey Experts, Sports Experts and Atmosphere, which offer the best activewear brands.

The company’s close to 1,700 retail and gasoline outlets are supported and strengthened by CTC’s Financial Services division and the tens of thousands of people employed across Canada and around the world by CTC and its local dealers, franchisees and petroleum retailers. In addition, CTC owns and operates Helly Hansen, a leading technical outdoor brand based in Oslo, Norway.

Related Retail Insider articles:

Canadian Tire Corporation completes strategic review of its Financial Services business
Canadian Tire sells major Brampton industrial property for $258 million

UNIQLO launches global initiative for people in need

By

Mario Toneguzzi

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December 9, 2024

Screen Shot 2024-08-01 at 5.39.03 PM — Photo: Uniqlo

UNIQLO, the global apparel retailer, has launched a new global initiative to support people in need through the donation of one million HEATTECH clothing items worldwide.

“The Heart of LifeWear” initiative will see the giant retailer donate 30,000 HEATTECH units in Canada to provide warmth to individuals experiencing homelessness, asylum seekers, refugees, and others in need.

Jean Shein, Global Director of Sustainability at UNIQLO, said: “At UNIQLO, we believe in the power of clothing to make a positive impact on people’s lives. Through ‘The Heart of LifeWear’ initiative, we are committed to supporting communities across Canada by providing warmth and comfort to those who need it most during this holiday season.”

In the spirit of giving, customers are invited to contribute to this campaign by donating at checkout in all UNIQLO stores in Canada to support homeless youth through Covenant House. They can also donate their gently used UNIQLO clothing through the RE.UNIQLO program, which repurposes these items to further aid communities, said the company.

Partnering Organizations in Canada:

Covenant House

Since 1972, Covenant House has offered housing and support to youth overcoming homelessness, human trafficking, and exploitation. With a wide range of services, Covenant House remains Canada’s largest agency supporting young people during the colder months and throughout the year. By providing HEATTECH products, UNIQLO aims to meet the basic needs of Covenant House youth, empowering them with warmth and dignity this winter.

New Circles (Ontario)

New Circles Community Services is a not-for-profit, grass-roots agency that builds strong and caring communities by providing clothing and skills training programs to equity-deserving individuals with limited income. With the colder temperatures, Ontario has an extremely high demand for warm clothing. HEATTECH will allow the New Circles community to stay warm and comfortable during the winter months.

Edmonton Emergency Response and Newcomers Services

Edmonton Emergency Response and Newcomers Services (EERNS) is a nonprofit charitable organization that helps fire victims, disaster victims, family violence victims, newcomers, and refugees by providing essential needs, such as household necessities, clothing, furniture, and personal hygiene items. To better prepare newcomers for harsh Alberta winters, HEATTECH will serve as the base layer needed to stay warm and comfortable when temperatures dip.

The Open Door Montreal

With a commitment to cultural safety and harm reduction, The Open Door Montreal is a low-barrier emergency shelter that operates 365 days a year, 24 hours a day. It offers a variety of programs and services for individuals experiencing homelessness, with priority given to unhoused Indigenous communities of Milton Parc. The Open Door largely relies on community clothing donations; having HEATTECH products will ensure participants have adequate protection from frigid temperatures.

Uniqlo at CF Chinook Centre (Image: Mario Toneguzzi)

UNIQLO Background

UNIQLO is a brand of Fast Retailing Co., Ltd., a leading Japanese retail holding company with global headquarters in Tokyo, Japan. UNIQLO is the largest of eight brands in the Fast Retailing Group, the others being GU, Theory, PLST (Plus T), Comptoir des Cotonniers, Princesse tam.tam, J Brand and Helmut Lang. With global sales of approximately 2.77 trillion yen for the 2023 fiscal year ending August 31, 2023 (US $18.92 billion, calculated in yen using the end of August 2023 rate of $1 = 146.2 yen), Fast Retailing is one of the world’s largest apparel retail companies, and UNIQLO is Japan’s leading specialty retailer.

UNIQLO continues to open large-scale stores in some of the world’s most important cities and locations, as part of its ongoing efforts to solidify its status as a global brand. Today the company has a total of more than 2,400 UNIQLO stores across the world, including Japan, Asia, Europe and North America. The total number of stores across Fast Retailing’s brands is now close to 3,600.

Uniqlo opens 5 new stores across Canada this Fall
Clare Waight Keller appointed UNIQLO Creative Director

Canadian Retail News From Around The Web For December 9, 2024

By

Retail Insider

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December 8, 2024

News at a Glance

Retail Insider is streamlining its Canadian retail news from around the web to include a handful of top news stories that can be viewed quickly during the day. Here are the top stories from the past several days.

Smash and grab: Canada sees a spike in jewelry store robberies (CTV)

Mastermind Toys marks first holidays with new owner focused on babies, ‘kidults’ (The Canadian Press)

Canadian Tire to keep 100% ownership of financial services business after review (The Canadian Press)

Where the heck is my wedding dress? And other burning questions about the Canada Post strike (Financial Post)

B.C. businesses look to Taylor Swift’s ‘Electric Touch’ to boost bottom line (Global)

Business owner losing big time due to Canada Post strike (Milton Today)

‘These are the Epicentrics:’ A campaign to call Edmontonians to shop in Downtown (CityNews)

‘They’re definitely worried:’ Jewelry store robberies are on the rise in the GTHA (CP24)

‘The Gingerbread Man’ in Manotick reopens 2 years after devastating fire (CTV)

11 towers up to 40 storeys proposed for Capilano Mall redevelopment | Urbanized

‘She refused to let us out,’ Toronto couple says they were detained in optometry store after being accused of stealing (NOW Toronto)