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 three days.
Holt Renfrew flagship store at 50 Bloor St. W. in Toronto. Photo: Craig Patterson
The first phase of the renovation to the third floor of Holt Renfrew’s 50 Bloor St. W. Toronto flagship store has been completed, featuring a considerably different design than what was there before. The overhauled women’s department features contemporary fashions as well as boutique spaces for denim, H Project and SKIMS and this winter, a new men’s department will be unveiled in an adjacent area on the same floor.
The new womenswear space has a bold look with a denim focal area featuring bright carpeting and plants hanging from the ceiling — the Holt Renfrew design team worked with Studio Paolo Ferrari and master architect Gensler to create the space that is meant to evoke brand values including “warmth, sustainability, inspiration and joy”.
Various women’s departments on the third floor that were there prior to the renovation now feature updated spaces — that includes an expansive contemporary designer area with brands such as Vince, Theory, Frame, Alexander Wang, Ganni and others. The boutique for popular Kardashian-founded brand SKIMS was updated with a contemporary look, as was space for the purpose-driven department ‘H-Project’.
Denim area at the centre of the newly renovated third floor of Holt Renfrew at 50 Bloor Street West in Toronto. Men’s denim will be added in December of this year when the new men’s store opens in an area adjacent on the same floor. Photo: Holt Renfrew. Women’s contemporary area on the renovated third floor of Holt Renfrew at 50 Bloor Street West in Toronto. Photo: Holt Renfrew.
The Denim Lab on the centre of the floor currently houses women’s denim only, for now — this winter, men’s denim will be added to create a communal shopping environment. That will coincide with the unveiling of an adjacent men’s department, expected for on or close to December 5 of this year. Details of the new men’s store have been for the most part hush-hush for now, and construction will start soon on the space that once housed women’s contemporary fashions. So far we know that there will be a personal shopping area for men that will be accessed from near the denim area, according to a sales associate.
“The opening is very exciting for our customers, brand partners and everyone at Holt Renfrew. We are so proud to unveil the first phase of a completely revamped space of our Flagship Bloor store”, said Sebastian Picardo, President and CEO of Holt Renfrew in a statement. “This is just the beginning of what will be a new, bright, beautiful and creative place for our customers to shop. And where you’ll see our mission of empowering self-expression and igniting positive change come to life.”
“I am tremendously proud of everyone involved and want to thank our customers for their patience as we work towards the ultimate goal – a newly imagined men’s shop and a completely transformed space that will wow them.”
Women’s contemporary area on the renovated third floor of Holt Renfrew at 50 Bloor Street West in Toronto. Photo: Holt Renfrew. H-Project area on the renovated third floor of Holt Renfrew at 50 Bloor Street West in Toronto. Photo: Holt Renfrew.
Sustainability was part of the building process for the women’s third floor renovation, with Holt Renfrew’s Greenbuild Guidelines being strictly followed. Sustainability elements included using efficient LED lighting tied into building automation system, HVAC modernization, and retention of existing travertine floor to minimize waste going to landfill.
Holt Renfrew continues to operate a 16,000 square foot menswear store nearby, in a standalone two-level space at 100 Bloor Street West. The store opened in September of 2014, and with its lease expiring, Holts is relocating menswear back into the 50 Bloor Holts flagship. Prior to opening the standalone menswear store in 2014, Holt Renfrew’s menswear department was on the main floor of 50 Bloor as well as part of the basement.
Current standalone Holt Renfrew Men store at 100 Bloor St. W. in Toronto. Photo: Craig Patterson Looking from the Mezzanine level (footwear/bags/restaurant) up to the third floor women’s department and downwards to the second level women’s designer floor. Photo: Craig PattersonMezzanine level, looking past a Marimekko pop-up and women’s shoes to a Delveaux boutique concession. Photo: Craig Patterson
Holt Renfrew has been renovating the 50 Bloor flagship since before the pandemic. The second floor of the store, housing designer fashions, has seen updates including new boutique spaces for luxury brands Chanel, Gucci, Brunello Cucinelli and Celine, and a ‘Studio’ area for stylists. The mezzanine level saw a renovation in late 2018 that included an updated restaurant and women’s footwear, bags and home goods areas. Currently a Delvaux boutique occupies a space on the mezzanine along with boutique spaces for Dior footwear and Roger Vivier, and an expansive footwear area as well as bags, home goods and some food.
The store’s main floor saw an expansive renovation shortly before the pandemic that added 12 luxury brand concessions, which currently include Louis Vuitton, Saint Laurent, Prada, Fendi, Gucci, Dior, David Yurman, Balenciaga, Burberry, Miu Miu and Bulgari. The Bulgari concession will be closing in the near future after a standalone flagship opened on Bloor Street nearby several weeks ago.
Second level women’s designer floor – Brunello Cucinelli boutique is to the right, with other shops for Chanel, Gucci, Prada, and other designers on the same floor. Photo: Craig Patterson The view riding down the escalator from the second floor to the ground floor of Holt Renfrew at 50 Bloor Street West in Toronto — the basement level beauty hall is also visible below. Photo: Craig Patterson
The basement level of the 50 Bloor Holts flagship also saw a renovation in the spring of 2019, becoming a beauty hall with an adjacent Chanel beauty boutique. Years prior the basement had housed menswear and home goods, as well as a cafe.
Canadian retail sales in May experienced a modest increase of 1.1% YOY for All Stores, according to the latest data. However, discretionary spending underperformed, with All Stores Less Automotive, Food, and Pharmacies decreasing by -0.6% YOY.
The Supermarkets and Other Grocery Stores category saw a 1.8% YOY increase in sales, indicating that the recent boycotts targeting major grocery chains had a minimal impact on the industry overall. Inflation in food over the past year (May 2024 compared to May 2023) is at 1.5%, therefore large grocers still exceeded last year’s sales as a whole.
Specialty Food Stores, on the other hand, received a slight boost of 2.9% YOY, potentially due to consumers shifting towards smaller, local grocers in response to high inflation and the boycotts. There are many Specialty Food Stores that are not reported in Canadian StatCan data, so this could mean that the increase is actually higher than reported.
Interestingly, as noted last month, retail sales in Alberta continue to decrease, and were down -0.3% YTD compared to 2023. This is despite the province’s significant population growth. Considerations included:
Newcomers are shopping locally, though this alone shouldn’t have a significant impact.
The costs associated with moving have constrained their immediate spending capacity.
Alberta’s appeal lies in its lower cost of living, suggesting that many of the new residents might already be more frugal shoppers.
While Canadians continue to be constrained on cost of living expenses, they may be headed to other less-expensive areas, such as the Maritimes, for Ontarians, British Columbians, and maybe now even Albertans. Atlantic Canada experienced the second highest growth in retail sales of all Canadian regions (4.6% YTD). However, just as what is likely occurring in Alberta, this could backfire in the near future as the cost of living increases to a point where the differences in lifestyle begin to outweigh the savings in housing and relocating. These interprovincial migrations will also continue to be strained by the requirements to return to office.
As we move into the summer months, JCWG will be closely monitoring several key trends and factors that will continue to shape the Canadian retail landscape:
Will Canada begin to see the benefits of “coolcation” tourism? (tourists looking for cooler climates to travel to in the summer to avoid heat waves).
As we approach the mid-point of 2024, how will Q1/Q2 trends develop through the rest of the year?
How will upcoming mortgage renewals impact discretionary spending?
Is news on construction, flooding, fires, etc. keeping tourists from wanting to travel to popular Canadian destinations?
With limited growth in the percentage of online sales, could enhancements in retail experiences be the underlying cause?
How are YOU strategizing to encourage tourists to visit your store?
Canadian Retail Sales by Product Category, Same Month Comparison
Sales for the Month of May
May-24
May-23
YOY
All Stores
73,246,319
72,465,329
1.08%
Motor Vehicle and Parts Dealers
21,105,126
20,817,788
1.38%
Gasoline Stations
7,022,737
6,748,090
4.07%
All Stores Less Automotive
45,118,456
44,899,451
0.49%
Food and Beverage Stores
13,420,965
13,268,769
1.15%
Supermarkets and Other Grocery Stores*
9,448,356
9,281,237
1.80%
Convenience Stores
783,489
795,575
-1.52%
Specialty Food Stores
929,333
903,234
2.89%
Beer, Wine and Liquor Stores
2,259,787
2,288,723
-1.26%
Health and Personal Care Stores
5,658,393
5,436,995
4.07%
All Stores Less Automotive, Food, and Pharmacies
26,039,098
26,193,687
-0.59%
General Merchandise Stores
9,846,684
9,556,835
3.03%
Furniture, Home Furnishings, Electronic and Appliance Stores
3,495,373
3,501,616
-0.18%
Furniture Stores
1,175,700
1,178,782
-0.26%
Home Furnishings Stores
742,438
734,665
1.06%
Electronics and Appliance Stores
1,577,235
1,588,169
-0.69%
Clothing and Accessories Stores
3,630,648
3,653,592
-0.63%
Clothing Stores
2,775,750
2,780,342
-0.17%
Shoe Stores
455,778
453,956
0.40%
Jewellery, Luggage and Leather Goods Stores
399,120
419,293
-4.81%
Sporting Goods, Hobby, Book and Music Stores
3,963,343
4,145,280
-4.39%
Building Material and Garden Equipment
5,103,049
5,336,364
-4.37%
Miscellaneous Store Retailers
2,613,910
2,812,805
-7.07%
Cannabis Retailers
434,457
425,360
2.14%
Canadian Ecommerce Sales
Ecommerce Sales
May-24
May-23
Percent Change
Year-to-Date
18,164,599
17,142,294
5.96%
Year-Over-Year
3,867,846
3,435,243
12,59%
Canadian Retail Sales by Store Category, Year to Date Comparison
Year-to-Date, Ending May
May-24
May-23
YTD
All Stores
315,851,564
310,686,579
1.66%
Motor Vehicle and Parts Dealers
87,973,502
86,094,939
2.18%
Gasoline Stations
31,285,262
31,559,920
-0.87%
All Stores Less Automotive
196,592,800
193,031,720
1.84%
Food and Beverage Stores
61,359,101
60,281,645
1.79%
Supermarkets and Other Grocery Stores*
44,282,343
43,134,605
2.66%
Convenience Stores
3,441,433
3,505,006
-1.81%
Specialty Food Stores
4,077,411
3,862,595
5.56%
Beer, Wine and Liquor Stores
9,557,915
9,779,437
-2.27%
Health and Personal Care Stores
27,278,064
25,660,492
6.30%
All Stores Less Automotive, Food, and Pharmacies
107,955,635
107,089,583
0.81%
General Merchandise Stores
41,752,032
39,641,745
5.32%
Furniture, Home Furnishings, Electronic and Appliance Stores
16,609,275
16,680,458
-0.43%
Furniture Stores
5,446,315
5,497,713
-0.93%
Home Furnishings Stores
3,272,941
3,465,021
-5.54%
Electronics and Appliance Stores
7,890,019
7,717,722
2.23%
Clothing and Accessories Stores
14,747,681
15,018,795
-1.81%
Clothing Stores
11,362,460
11,576,802
-1.85%
Shoe Stores
1,733,333
1,765,148
-1.80%
Jewellery, Luggage and Leather Goods Stores
1,651,887
1,676,843
-1.49%
Sporting Goods, Hobby, Book and Music Stores
17,019,486
17,827,262
-4.53%
Building Material and Garden Equipment
17,827,159
17,921,323
-0.53%
Miscellaneous Store Retailers
11,052,140
11,682,117
-5.39%
Cannabis Retailers
2,058,626
2,024,034
1.71%
Retail Trade, Canada, All Stores, by Geographic Regions
Retailers worldwide are losing billions in unsold inventory but YDISTRI’s AI solution is turning this ‘deadstock’ into revenue by redistributing it based on real-time demand.
YDISTRI, an innovative AI-optimized SaaS solution for retail inventory management, is redefining how retail chains address inventory challenges. It goes beyond forecasting to dramatically rebalance inventory across locations.
By intelligently redistributing unsold inventory to real-time demand, YDISTRI empowers retailers to maximize revenue and minimize waste, going far beyond traditional forecasting methods.
Unsold inventory, or “deadstock,” poses a massive financial drain on retailers, tying up capital in merchandise that may never sell. YDISTRI is the leader in solving this $637 billion global crisis, using cutting-edge AI to identify stagnant stock and automatically redistribute it to higher-demand locations before it goes to waste.
“YDISTRI represents the future of retail inventory management – an AI-optimized paradigm shift that finally aligns overstock with real demand to maximize revenue,” said Roland Dzogan, CEO of YDISTRI. “We are excited to bring this game-changing solution to retailers across North America and enable them to sell what others deem as unsellable inventory — at full price.”
Photo: Shutterstock/licensed
YDISTRI has revolutionized inventory for clients in the US, Canada, Mexico, UK, EU, and Central Europe since 2019. By predicting trends and intelligently redistributing inventory, YDISTRI empowers retailers to increase sales, lower waste, and navigate today’s landscape.
Here are some of the key benefits for retailers of using YDISTRI’s AI solution:
Go Beyond Forecasting: Exceeds traditional forecasting methods to dynamically rebalance inventory based on real-time demand;
Sell ‘Unsellable’ Inventory: Eliminate deadstock and slow-moving items by selling them at full price rather than resorting to write-offs or discounting;
Boost On-Shelf Availability: Ensure consistent availability for hot products network-wide, even during promotions, without additional inventory investment by better utilizing current inventory;
Expand Retail Footprint: Open new stores at dramatically lower costs without additional inventory investment by reallocating existing inventory;
Minimize Working Capital: Improve inventory turnover and cash flow with optimized redistribution across retail networks; and
Reduce Logistics Costs: Intelligently reassign stock to high-demand locations, significantly reducing logistics and transportation expenses.
YDISTRI is making a significant financial impact for retailers. On average:
90 per cent of products redistributed are sold within two months;
10 per cent (or higher) increase in net profit margin;
10X increase in inventory turnover of low-velocity inventory;
30 per cent improvement in working capital company-wide;
Two to five per cent logistics costs – firmly in control versus 40-50 per cent markdowns;
Up to 90 per cent of redistributed deadstock sold at full price, increasing net profits up to 20 per cent.
As the retail industry faces continued pressure to adopt sustainable practices, YDISTRI is leading the charge with its innovative AI-optimized SaaS solution. By transforming inventory management, YDISTRI enables retailers to reduce environmental impact, achieve significant cost savings, and implement more sustainable practices.
“We believe that sustainable retail practices are not just beneficial for the environment, but also for the bottom line. Our technology empowers retailers to make smarter inventory decisions, reducing shipping costs and waste, therefore, enhancing profitability,” said Dzogan.
“By leveraging our AI algorithms, we help retailers not only enhance their sustainability efforts but also improve their financial performance. It’s a comprehensive solution that addresses both environmental and economic challenges in the retail industry.”
Photo: Shutterstock/licensed
One of many client success stories is EU beauty retailer DOUGLAS, which had faced an overstock issue with inventory languishing on shelves which resulted in capital being tied up while product was being marked down. The retailer utilized YDISTRI’s innovative algorithm and as a result, was able to strategically shift its inventory management.
Inventory was aligned with regional demand through YDISTRI’s platform, while overstock was addressed by reallocating items to where they were needed the most. Within three months, DOUGLAS saw a significant reduction in deadstock with 90 per cent of previously stagnant products selling, which increased cash flow and reduced the need for discounting. Furthermore, in six months, it reduced total inventory by 32 per cent.
“The impact of cost-effective inventory redistribution is two-fold: not only does it improve customer experience, but it also significantly boosts our retailers’ profitability company-wide,” said Dzogan. “For example, our client DOUGLAS reduced their working capital requirements by an impressive 12%, while maintaining the same level of product availability for their customers.”
The environmental toll of retail practices, from plastic packaging to the disposal of unsold perishables, is staggering. YDISTRI addresses these issues head-on by optimizing inventory to reduce overproduction and minimize the transportation of unwanted goods. This approach prevents waste from ending up in landfills and significantly reduces the use of plastic packaging, contributing to a healthier planet.
True inventory optimization requires more than just planning and forecasting – it’s critical to close the loop with real-time inventory correction and optimization. Many retailers mistakenly believe their existing solutions are sufficient but fail to account for customer nuances and dynamically adjust inventory across locations. YDISTRI’s differentiator is its ability to go beyond planning, leveraging AI to continuously analyze data, pinpoint “deadstock”, and profitably redistribute inventory to prevent shortages and overstocks. Simply reducing assortment is a risky faux solution that can do more harm than good.
For retailers, shrinkage from theft and other inventory distortion costs billions annually as physical stock levels diverge from digital records. YDISTRI uses data analysis to identify “phantom” merchandise that should be in stock but has truly gone missing. By continuously syncing the digital and physical worlds, YDISTRI eliminates inventory blind spots to reduce multi-billion-dollar shrinkage costs that many retailers simply accept as unavoidable losses.
For more information on YDISTRI, visit ydistri.com
Retail sales in Canada decreased 0.8 per cent to $66.1 billion in May as sales were down in eight of nine subsectors, led by decreases at food and beverage retailers, reported Statistics Canada.
The federal agency said core retail sales—which exclude gasoline stations and fuel vendors and motor vehicle and parts dealers—were down 1.4% in May and in volume terms, retail sales decreased 0.7 per cent in May.
“Following an increase of 1.2 per cent in April, core retail sales were down 1.4 per cent in May on lower receipts at all core retail subsectors, with the largest decrease in sales being at food and beverage retailers (-1.9 per cent). Sales at food and beverage retailers were down on lower sales at supermarkets and other grocery retailers (except convenience retailers) (-2.1 per cent) and beer, wine and liquor retailers (-3.3 per cent),” said the report.
“Lower sales in May were also reported at building material and garden equipment and supplies dealers (-2.7 per cent) and general merchandise retailers (-1.0 per cent).
“On a seasonally adjusted basis, retail e-commerce sales were down 3.6 per cent to $3.9 billion in May, accounting for 5.9 per cent of total retail trade, compared with 6.1% in April.”
Alexandra-Maria
An advance estimate of retail sales by StatsCan suggests that sales decreased 0.3 per cent in June.
Maria Solovieva, Economist with TD Economics, said April’s momentum in retail sales proved to be short-lived, with a sharp reversal in May and an expected sluggish performance in June.
“Our internal credit and debit card spending data also indicate softness. Although certain sectors, particularly services, show some resilience, the overall spending trajectory suggests that consumers remain cautious, preferring to build precautionary savings rather than spend,” she said.
Maria Solovieva
“Considering this, real personal spending is tracking around +0.7% (quarter-on-quarter annualized) in Q2. (The) report adds further to the evidence that the BoC (Bank of Canada) will cut rates when it meets next week.”
Last week retail giant Amazon reported its biggest sales this year for Prime Day.
Canadian data from Salesforce showed:
Discount rates (averaging at 27% off) were much more enticing this year compared to last year’s Prime Day with Canadian retailers increasing discount usage by 11%
Sales for non-Amazon retailers in Canada grew by 8% YoY
Canadian retailers witnessed consumers buying more units per transaction YOY (4.7% compared to 4.2 in 2023)
Canadian web traffic grew by 5% YoY (compared to +2% globally), while order growth shows an increase of 6% (higher than the flat 0% growth globally)
Add to cart value (19%), conversion rate (2.5%) and cart abandonment rate (87%) for Canada remains stable YOY
Social traffic grew by 1% YOY (11% compared to 10% in 2023)
Caila Schwartz
“For the first time in a long time we’re seeing order volumes turn positive in certain markets and discounting is high. The lesson from the US and Australia is a simple one — if retailers deliver on discounting and providing true value, they will release that pressure valve of built-up demand and see incredible success. If they don’t, retailers may risk losing out as shoppers will go elsewhere,” said Caila Schwartz, Director of Consumer Insights, Salesforce.
“Both measures have improved substantially in recent quarters, although they remain higher than they were before the COVID‑19 pandemic. Most consumers continue to think that domestic factors—in particular, high government spending and elevated housing costs—are contributing to high inflation,” it said.
Helena Lopes
“Sentiment remains subdued and unchanged from last quarter, as high inflation and elevated interest rates continue to constrain people’s budgets. Perceived financial stress remains high, most consumers continue to report spending cuts, and pessimism about future economic conditions persists. However, homebuying intentions are close to the historical average, supported by strong plans among newcomers to purchase a home,” added the report.
“Consumers’ perceptions of the labour market have weakened this quarter, especially among private sector employees. However, overall wage growth expectations reached a new survey high, driven by public sector employees who anticipate their salaries will catch up with the higher cost of living.”
Walmart at The Stockyards in Toronto. Photo: Walmart Canada
The recent announcement that American retail giants Walmart and Costco will be joining the Grocer Code of Conduct, alongside established Canadian players such as Loblaw, Sobeys, and Metro, marks a critical step forward in the evolution of Canada’s grocery sector. This collective adherence to the code by all major players is essential for its efficacy and represents a monumental effort that has taken years to materialize.
To many, the Grocer Code of Conduct remains an enigma. Fundamentally, this code aims to enhance competition in the Canadian market by imposing accountability across the food industry, particularly targeting practices that have traditionally occurred out of public view. Under this new regime, various opaque practices, such as the exorbitant fees charged to suppliers by retailers, will be subjected to scrutiny and regulation.
For instance, consider a Canadian jam producer who wants to distribute products through major retailers like Loblaw. Initially, the grocer might impose listing fees and other charges amounting to over $100,000 annually. As the product gains popularity, these fees can escalate dramatically, compelling the supplier to increase prices to maintain profitability. This cycle contributes to market volatility and ultimately penalizes consumers. The implementation of the code is poised to mitigate such scenarios by regulating fee escalations and fostering a more stable pricing environment.
Furthermore, the code promises a more equitable landscape for independent grocers who will be able to negotiate on more level terms. While giants like Loblaw and Walmart will maintain significant market influence, their conduct is expected to become less predatory under the new guidelines.
Costco Rexdale NW Toronto (Image: Costco)
The industry’s need for an image overhaul cannot be overstated, especially in the wake of scandals such as the bread price-fixing debacle and the controversy over ‘hero pay’ during the pandemic. These incidents have severely tarnished the public’s perception of the grocery sector.
Key figures such as Michael Medline, CEO of Sobeys, have played pivotal roles in advancing the code. Medline’s call for greater discipline and respect within the industry, alongside the tireless advocacy by Michael Graydon and Sylvie Cloutier on behalf of Canadian food manufacturers, has significantly shaped the discourse and mobilized support among policymakers. The efforts of François-Philippe Champagne and the Parliamentary Agriculture Committee, chaired by MP Kody Blois, have also been instrumental in positioning the code as a strategic blueprint for fostering competition and enhancing supplier relations in Canada.
With the code’s implementation, food manufacturers and independent grocers will gain a stronger voice, leading to greater product diversity for consumers. This is a straightforward equation: more suppliers equate to more choices on the shelves.
While securing the commitment of all five major retailers is a commendable achievement, the real challenge lies ahead in ensuring compliance and tangible results. Canadians’ skepticism will likely persist until they witness the benefits of these reforms firsthand—a sentiment that is both understandable and justified.
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 24 hours.
But her professional journey didn’t initially begin in the business world.
Huckle was born and raised in Toronto. She went originally to school for nursing.
“That is what I did originally and then I moved on and started at Shoppers Drug Mart and became a pharmacy technician and from there I spent almost 25 years between Shoppers Drug Mart and Loblaw,” she said.
“Over that time I went back to university and got an MBA at Rotman School of Management (University of Toronto) and then a few years later I got a Master of Finance at Queen’s (University) at the Smith School of Business.”
Image: Rachel Huckle
Huckle said timing played a large role in her decision to go from nursing into the business world.
“My mom is a nurse and she’s 82 years old and she’s still working in downtown Toronto at St. Michael’s Hospital. She loves it. It’s her purpose. She works in hemodialysis, renal transplant area. And she does infusions for them and she does some administrative research stuff for them,” she said.
“She’s a dynamite. Feisty. Four foot 11. I think that’s where my first foray came from. I was inspired by seeing what she did. I think in my heart of hearts I’m a nurturer by nature and she is as well. So I went down that path.
“And then I was walking by a Shoppers Drug Mart and they had an opening for a pharmacy technician. I thought well let’s see. I had the medication background from nursing. So that’s where it started. I got the job and never looked back. Loved it. Did so many great things and learned so much going through that company.”
Image: Rachel Huckle
Earlier this year, Huckle was appointed CEO of Staples to oversee the brand’s roughly 300 stores, its digital and services business, and Staples Professional, Canada’s leading B2B business.
Prior to that, Huckle was the company’s Chief Retail Officer and President and Chief Operating Officer.
She has played a pivotal role in its transformation to The Working and Learning Company. Under her guidance, Staples has expanded its products and services to provide more value and selection for consumers, grown its business-to-businesses offerings serving Canadian businesses of all sizes, and forged important strategic partnerships that have significantly enhanced the business.
She came to Staples in 2019 after being Senior Vice President of Merchandising for Loblaw Companies. Prior to that, she had been Senior Vice President, Health and Wellness, for Shoppers.
Image: Rachel Huckle
Huckle blends astute business acumen with accounting and store-level experience to drive dynamic strategies for business growth and bottom line profitability. She expertly wields comprehensive understanding of overall corporate strategy to execute corporate action plans at all levels.
She is recognized for authentic leadership, strong communication, and interpersonal talents, which are leveraged to cultivate a high performing culture, centered on core values, and collaborative working relationships with associate store owners, front line managers, colleagues, direct reports, and senior executives.
She describes herself as an impartial, objective and future-focused leader with an innovative and consultative approach to problem solving.
What did she like about the business world to make the transition from nursing?
“I think it came down to the leadership aspect. I think early days when I was a pharmacy technician I saw a lot of leaders come and go,” explained Huckle. “I didn’t always understand or appreciate their impact. And I realized at that time one of the things I wanted to do was to have impact so that any other person in the store who was in my shoes previously didn’t feel like I had impact or didn’t care.
“And so it actually influenced how I lead because when I go to stores I make the time to go and talk to as many people as I can. I make the time to ask them what’s bringing them joy or what’s working and what can we do better. Try to make sure they feel seen and heard. I don’t know if it’s perception or reality but at the time I may not have felt like I was seen or heard. So I think that inspired me to want to pursue the more business aspect and leadership side of things.
“And then I realized that maybe I could do it well if I was given the chance and started to get in there and loved it. Loved the variety of things I got to do from early days of asset protection, inventory management and accounting to leading programs to bring Optimum and PC Plus together to create PC Optimum to building digital apps to launching new store concepts and working with different firms to learn about customer centric thinking. Loved it and realized you can be bold and do some incredible things to have impact in the business and people.”
Image: Rachel Huckle
Huckle said so much of the retail sector appeals to her.
“Retail’s a great career. If you like fast-paced, if you love to see impact immediately, sometimes you do things in work and careers and it could take months, years to unfold, here you can all see with immediacy, there’s some longer tent poles, but by and large you can see impact almost immediately,” she said.
“And I will tell you, on the Staples’ front what’s great is we’re not just retail. We have a massive wholesale B2B business. We have a massive sales force. We have an online channel. We have a store channel. We have four digital platforms . . . The robustness of what you can get out of retail from strategy to financial acumen to leadership to innovation, it’s pretty cool.”
In her time outside of work, Huckle said she loves to spend time with her Peloton, trying to keep as fit as she can.
“I have four dogs and they’re all little guys but they are good for the soul and they’re very sweet animals. They give me a lot of joy. I like to take them out. I try to get in at least 10,000 steps a day. Sometimes I hit that number, sometimes I’m a little shy. I have a beautiful son. He is turning 30 years old this year and he just got engaged so he’s excited and planning all his big future plans.
“I’ve got family and travel from time to time and I like to read.”
Roots at CF Toronto Eaton Centre (Image: Dustin Fuhs)
Iconic Canadian brand Roots recently completed a renovation to its CF Toronto Eaton Centre store in downtown Toronto, which will be a prototype for new and renovated stores moving forward. The updated Toronto ‘Roots Central’ store features a fresh interior and a non-gendered product assortment layout.
Construction of the store took about three months, beginning in February of 2024 and being completed in May. Final pieces were recently installed in the updated space, including a moss beaver on one of the walls of the store.
White walls and a mix of wood give the store an airy feel, including a mixture of Eastern Canada hemlock wood on the floor fixtures and white oak (on the existing floor and cash desk) that were refinished and/or refurbished. All of the millwork was done locally, and fixtures were made specifically for the store.
Roots at CF Toronto Eaton Centre (Image: Dustin Fuhs)Roots at CF Toronto Eaton Centre (Image: Dustin Fuhs)Roots at CF Toronto Eaton Centre (Image: Dustin Fuhs)Meghan Roach (Image: Roots)
The moss beaver on one of the walls of the store was made in Toronto by Vancouver-based ByNature Design — the all-natural moss beaver is shaped in the iconic Roots logo that has become known worldwide.
CEO Meghan Roach told Retail Insider that in recognizing inclusivity and how consumers already cross-shopped the store, Roots created a new product layout for the CF Toronto Eaton Centre location that is not gendered — rather, product is displayed by collection. That includes a dedicated area on the second level for the brand’s iconic sweats across genders, and various other areas in the store including new product launches near the front mall entrance.
Roots at CF Toronto Eaton Centre (Image: Dustin Fuhs)Roots at CF Toronto Eaton Centre (Image: Dustin Fuhs)Roots at CF Toronto Eaton Centre (Image: Dustin Fuhs)
The CF Toronto Eaton Centre Roots flagship store, branded ‘Roots Central’, spans three split levels with 7,665 square feet of space. Roots opened the location in 1998, marking 25 years in the same location (its first store in the mall opened in 1986). The CF Toronto Eaton Centre store features a doorway onto Yonge Street in addition to its mall entrance, and also features ample natural light from East-facing windows towards Yonge Street and Dundas Square. The ceiling heights on the main level of the store are 18 feet, while the upper level boasts 22-foot ceilings which create a feeling of volume.
Meghan Roach said that the retailer’s new store design is meant to embrace inclusivity, while reflecting the heritage of the brand. She said that Roots will also be using the store design moving forward for new locations, including one that will open this fall on Robson Street in Vancouver, and any future renovations of existing locations.
Additional Photos of Roots at CF Toronto Eaton Centre
Roots at CF Toronto Eaton Centre (Image: Dustin Fuhs)Roots at CF Toronto Eaton Centre (Image: Dustin Fuhs)Roots at CF Toronto Eaton Centre (Image: Dustin Fuhs)Roots at CF Toronto Eaton Centre (Image: Dustin Fuhs)Roots at CF Toronto Eaton Centre (Image: Dustin Fuhs)Roots at CF Toronto Eaton Centre (Image: Dustin Fuhs)Roots at CF Toronto Eaton Centre (Image: Dustin Fuhs)
The fashion industry is often an enthusiastic adopter of new technologies. (Shutterstock)
Fashion is a dynamic business. Most apparel brands make at least two to four collections per year. While selling current seasonal collections, brands plan for the next ones at least a year in advance, identifying market trends and materials. The selling window is around three months, and unsold inventories represent financial loss.
Fast fashion companies introduce new lines even more frequently, reducing the amount of time needed to design, produce and market new items.
Tech and fashion
The fashion industry is familiar with experimenting with technological frontiers. Some of the most significant technological breakthroughs are laser cutting, computer-aided design and more recently, the use of 3D printing in early 2010.
Fashion companies also use blockchains for product authentication, traceability and digital IDs, including those integrated by LVMH/Louis Vuitton, product authentication and traceability.
Additionally, companies have incorporated augmented reality into marketing and retail strategies to create immersive and interactive customer experiences.
Generative AI could become a game-changer for the fashion industry, adding between US$150 and US$250 billion to operating profits within three to five years. While the fashion sector has only started integrating AI, the opportunities and challenges it presents are evident across all business processes.
Generative AI could help fashion companies improve their processes, bring their products to the market faster, sell more efficiently and improve customer experience. Generative AI could also support product development by analyzing large social media and runway show datasets to identify emerging fashion trends.
Estée Lauder Companies and Microsoft have teamed up to open an in-house AI innovation lab for identifying and responding to trends, informing product development and improving customer experiences.
Designers could use AI to visualize different materials and patterns based on past consumer preferences. For example, the Tommy Hilfiger Corporation is collaborating with IBM and the Fashion Institute of Technology in New York on the Reimagine Retail project, which uses AI to analyze consumer data and design new fashion collections.
Designers can also convert sketches and mood boards into 3D designs and 3D print them to speed up prototyping. Iris van Herpen, a Dutch fashion designer, used AI to imagine and execute the visuals of her fall/winter 2023 collection.NOWNESS looks at Dutch designer Iris van Herpen’s imaginative uses of AI.
AI and sustainability
AI helps in creating more sustainable fashion practices by optimizing the use of resources, recycling materials and reducing waste through more precise manufacturing processes and efficient supply chain and inventory management. For example, H&M uses AI to improve its recycling processes, sort and categorize garments for recycling and promote a circular fashion economy.
AI can improve operations and supply chain processes by optimizing inventory management, predicting sales based on historical data, and reducing overstock and stock-outs. Brands like Zara and H&M already use AI to control supply chains, promoting sustainability by optimizing stock levels and reducing waste. Zara also introduced AI and robotics into their retail stores to speed up online order pick-ups.
AI-powered virtual try-on solutions allow customers to see how clothes will look on them without physically trying them, enhancing the online shopping experience and reducing return rates. Virtual try-ons are already a reality in digital companies, such as prescription eyewear retailer Warby Parker and Amazon.
Another example is Modiface, acquired by French multinational personal care company L’Oréal in 2018, which provides AR-based virtual try-ons for makeup and fashion accessories.
Virtual try-ons help buyers make decisions and reduce returns. (Shutterstock)
Effective campaigning
AI can also deliver customized customer experiences. Some brands, such as Reebok and Versace, invite their customers to use AI tools to design products inspired by the brand’s feel and look.
AI-powered tools can help marketing teams target and maximize the impact of their communication campaigns, potentially reducing marketing costs.
The fashion business includes everything from small companies to global chains, haute couture to ready-to-wear, mass market and fast fashion. Each brand must understand where AI could generate value for their business without diluting their brand identity.
The biggest challenge, however, is to avoid homogenization. Generative AI should not replace human creativity but create new spaces and processes.
Fashion companies should be prepared to manage the associated risks with new technologies, particularly regarding intellectual property, creative rights and brand reputation. One of the primary issues is the potential infringement of intellectual property related to training data.
GenAI models are trained on vast design datasets, often containing copyrighted works. This can lead to legal disputes over originality and ownership. A related risk is bias and fairness in generative-AI systems, which may present reputational challenges for brands that rely on the technology.
The ambiguity surrounding creative rights in the age of AI is another concern. It’s challenging to determine who holds the creative rights to a design, whether it’s the designer who conceptualized the idea, the developer who built the AI or the AI itself. This ambiguity can dilute the authenticity of a brand’s creative expression, potentially harming its reputation if consumers perceive the brand as less innovative or authentic.
