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$500 Million Loblaw Bread Price-Fixing Settlement Greatly Falls Short [Op-Ed]

The bread price scandal, which has been unravelling since 2001, continues to leave a sour taste in the mouths of Canadians. Despite the recent announcement that Loblaw and George Weston Limited will settle a class-action lawsuit by compensating Canadians approximately $500 million, the matter remains unresolved.

The scandal began when Loblaw and Weston Bakeries, then under the ownership of George Weston, admitted to colluding with other major grocers and Canada Bread to fix bread prices between 2001 and 2015. This price-fixing scheme, according to our calculations, cost Canadian consumers anywhere between $4.3 to $4.9 billion due to inflated bread prices over 14 years. While the $500 million settlement might seem substantial, it pales in comparison to the true cost of the scheme.

In 2017, when Galen Weston first acknowledged the involvement of his companies in the scandal, about 3.84 million Canadians registered to receive a $25 gift card from Loblaw. This amounted to roughly $96 million in compensation, suggesting that Canadians should anticipate an additional $400 million once the courts approve the settlement.

Meanwhile, Loblaw’s recent financial performance indicates modest yet noteworthy growth in the retail sector. The company’s overall revenue in Q2 reached $13,947 million, marking an increase of $209 million or 1.5%, with retail segment sales rising by $187 million or 1.4%. Specifically, Loblaw’s food retail division experienced an increase of 0.2% in same-store sales, despite a national decline in food and beverage sales by nearly 1% since January, according to Statistics Canada. These figures suggest that the purported boycott of Loblaw, driven by allegations of profiteering, had minimal impact on the company’s financial health.

The narrative that social media platforms like Reddit fuelled the protest against Loblaw is largely inaccurate. It was, in fact, poor reporting by certain media outlets that gave rise to the movement. This protest was largely politically motivated and lacked substantial evidence, leading to misguided public outrage. However, the frustration and resentment directed towards the food industry are completely understandable, given the lack of protection against such criminal behaviour.

The Competition Bureau has been investigating the bread price-fixing scandal for nine years. Thus far, Loblaw, Weston Bakeries, and Canada Bread (which paid a record-breaking $50 million fine last year) have admitted their guilt. However, Walmart Canada, Sobeys, Metro, and Giant Tiger, all of whom deny their involvement, remain under investigation. It is imperative that this investigation concludes promptly.

Canadians will receive an additional $400 million in compensation, thanks to the efforts of lawyers and the courts, not the Competition Bureau. This sum represents only about 10% of the estimated $5 billion that Canadians overpaid for bread over 14 years. The public’s outrage is justified.

Moreover, not a single executive has faced arrest, charges, or conviction for price-fixing. In the United States, such behaviour is met with severe consequences. For instance, Chris Lischewski, the former CEO of Bumble Bee Foods who was just released from jail, was sentenced to 40 months in prison for price-fixing canned tuna, during a 3-year period. In contrast, Galen Weston received immunity from the Competition Bureau despite admitting to 14 years of bread price-fixing.

Unless the total compensation approaches the $5 billion mark, Canadians have every right to remain sceptical and upset with the food industry. The current settlement is a step in the right direction, but it falls short of addressing the full extent of the damage caused by this prolonged price-fixing scheme.

Canadian Retailer Bentley Acquired by Owner of Hart Stores [Interviews]

Bentley at Dufferin Mall (Photo: Dustin Fuhs)

The assets and store leases of leading Canadian luggage and travel products retailer Bentley & Co. Ltd. have been acquired by Paul Nassar, owner of Hart Stores.

Walter Lamothe

The majority of Bentley’s 140 stores will be retained as part of the transaction, although around 40 stores may close as part of a restructuring of the businesses retail footprint, said Walter Lamothe, President and CEO of Bentley.

Nassar owns Hart Stores and several other small to medium retail operations in Canada. In 2015, he acquired 60 Hart Stores out of bankruptcy. Since then, Hart Stores have grown to over 120 stores with a presence in Ontario, Quebec and the Maritimes.

Bentley store at CF Toronto Eaton Centre on July 25, 2024. Photo: Dustin Fuhs

Bentley was founded in 1987, and is the largest retailer of suitcases, handbags, backpacks, business bags and travel accessories in Canada.

In November 2019, Bentley Leathers Inc. filed a notice of intention to propose the restructuring of its operations. The changing consumer behavior, the impact of the digital disruptions combined with operating over 250 stores across the nation have significantly impacted the profitability of the company, it said at the time.

According to Insolvency Insider, Bentley & Co. Ltd., filed an NOI on July 17 listing $26 million in liabilities, including approximately $8.8 million in secured debt to HUK 89 Limited.

“The company had previously filed an NOI in 2008 and filed again in 2019, at which time it was acquired by HUK 94 Limited, a subsidiary of turnaround specialist Hilco Capital. Despite Hilco’s significant investment in Bentley, sales have fallen short of expectations in recent years and the business has been facing serious liquidity constraints,” said Insolvency Insider.

“In late 2023 and early 2024, Bentley was the target of two ransomware attacks that compromised its systems and caused it significant financial losses. Furthermore, the company has been unable to maintain profitability in the long-term since the pandemic, in part due to consumer preference for online shopping, which has made it difficult for Bentley to remain profitable while operating more than 140 stores.

“The purpose of the NOI proceedings is to consummate a sale to a company owned by Paul Nassar, a well-experienced player in the Canadian retail market who owns the Hart chain, which has approximately 130 locations in Canada, and recently acquired the Korvette chain, a prominent player in the Quebec retail market with approximately 60 stores and 600 employees in Quebec.”

Bruce Winder, Retail Analyst and Author, said the announcement reinforces just how hard the retail business is in the current consumer environment.

Bruce Winder

“For a company like Bentley, they face several headwinds including: declining mall traffic, changing consumer shopping habits where retailers like Amazon and other discounters, along with specialty luggage brands dominate, price pressure from these same retailers and a very stingy consumer who has lowered demand for discretionary items,” he said.

“With the Hart purchase Bentley gets a new owner with success at street fighting on value and runs a low cost operation. Qualities that will make Bentley leaner and meaner to compete in this very tough market.

“Congratulations to Hart stores and Paul Nassar on the purchase. Bentley lives on to fight another day.”

George Minakakis, Founder and CEO of the Inception Retail Group, said consolidation of retail brands in transition or peril of extinction is a common theme today.

George Minakakis

“This strategy of removing the growing costs of back-of-the-house support has worked as long as the financial burden of acquisitions isn’t overwhelming. The fit seems to be right for Hart. The category still has demand, albeit a great deal of competition, which understandably requires the closing of stores,” he said.

“It is a situation where many midsized brands will find themselves in need of survival, as we have seen the same in department stores. The retail landscape continues to shift, with consumers pulling back and larger retailers making a strong move to become technology-first companies (with AI).

“Retail survival is taking on a new form; in my opinion, this was a good transaction, and it will be interesting to see how Bentley evolves as a result.”

Carl Gagnon, President of IMAGO, said Bentley historically was known for offering a wide – flea market style – variety of travel/work/fashion related items at bargain prices, often without a focus on quality or style – in the most basic shopping experience there is. 

Carl Gagnon

“The challenge arose when the retailer attempted to shift these long-time established consumer habits. This required significant effort from the whole organization and investments to demonstrate and communicate why consumers should now value quality and style and be willing to pay more at Bentley – this while aiming to attract a new customer base that never considered Bentley for travel luggage and accessories. This type of brand transformation required educating consumers on the reasons behind Bentley’s new direction. In this context, changing consumer habits can take a lot of time and be quite costly,” he said.

“Many retailers are proving that omnichannel strategies and physical retail are far from obsolete. On this path, Bentley’s attempt to differentiate itself from both online and offline competitors by going vertical and launching its own house brand, TRACKER, was arguably a step in the right direction. However, the company shift in focus and marketing investment needed to successfully launch a new brand are substantial, and for a smaller company like Bentley, time and resources were unfortunately limited simply by the size and fragile situation of the company.

“Maybe aspirations were simply too big.”

Michael Kehoe, Broker of Record with Fairfield Commercial Real Estate, said the acquisition of Bentley & Co. Ltd. by Hart Stores is good news on the Canadian retailing scene. 

Michael Kehoe

“It’s all part of the shifting sands in retail ownership in a tough retail environment. I am calling this “the summer of discontent” as 2024 consumers are unhappy and it’s affecting shopping patterns and retail sales. As Bentley joins the Hart family of stores a sense of stability is welcomed across the shopping centre sector and other retailing venues for the 200+ stores across the country,” he said.

“Some stores will be transitioned I am sure, all part of the Darwinian struggle that is retailing in 2024. Bentley has been a category dominant fixture on the Canadian retail landscape for 35 years and I am happy to see this legacy brand carry on.”

Loblaw Reports Minimal Boycott Impact, Cites Lawsuit Settlement for Profit Decline

Loblaw Carlton Street (Image: Dustin Fuhs)

Canadian grocery retailer Loblaw reported that a recent consumer boycott had only a minor impact on its sales, with a significant decline in profits attributed mainly to a lawsuit settlement.

The boycott, which emerged due to alleged price gouging during the pandemic, aimed to pressure the retailer into fairer pricing practices. Despite the effort, Loblaw’s latest financial results indicate that the boycott did not substantially affect overall sales figures.

The primary financial setback for Loblaw this quarter was a substantial settlement related to a longstanding bread price-fixing lawsuit. This legal issue, dating back several years, culminated in a financial agreement that significantly impacted the company’s profitability. The settlement highlights the ongoing challenges Loblaw faces in overcoming past controversies and restoring its reputation among Canadian consumers.

Despite the profit decline, Loblaw’s grocery and pharmacy divisions, including Shoppers Drug Mart, showed resilient sales. These sectors have provided stability amidst the company’s legal and public relations challenges, reflecting strong consumer demand and effective business strategies. The steady performance of these divisions underscores Loblaw’s ability to maintain its market position even under adverse conditions.

The minor impact of the boycott suggests that while Canadian consumers are vocal about pricing concerns, sustained boycotts may be less common. This insight is valuable for retailers aiming to understand consumer behaviour and adjust their pricing strategies accordingly. For Loblaw, this period represents an opportunity to rebuild trust through transparent practices and responsive customer service.

Loblaw’s future strategies are likely to focus on reinforcing its competitive edge while addressing consumer dissatisfaction and legal vulnerabilities. Investments in fair pricing, customer loyalty programs, and enhanced service offerings will be crucial for long-term stability and growth. As the company works to recover from its recent setbacks, its actions will be closely monitored by industry analysts and competitors.

Loblaw and George Weston Agree to Historic $500M Settlement Over Bread Price-Fixing Scandal

Image: Loblaw

Loblaw Companies Ltd. and its parent company, George Weston Ltd. have agreed to a $500 million settlement to resolve a class-action lawsuit accusing them of participating in a 14-year bread price-fixing scheme. This case, which implicates other major retailers like Metro, Walmart Canada, Giant Tiger, and Sobeys, represents the largest antitrust settlement in Canadian history. The lawsuit alleges that these companies conspired to artificially inflate bread prices from 2001 to 2015, significantly impacting Canadian consumers.

George Weston will contribute $247.5 million in cash, while Loblaw will pay $252.5 million, which includes $156.5 million in cash and $96 million in credits previously issued to customers through the Loblaw Card program. Galen Weston, CEO of both companies, publicly apologized, emphasizing the need for ethical business practices and the importance of maintaining consumer trust.

The settlement follows extensive investigations by the Competition Bureau, which began probing the alleged price-fixing activities in 2016. Weston Foods and Loblaw previously admitted to their involvement and received immunity in exchange for their cooperation. The Competition Bureau claimed that the conspiracy added at least $1.50 to the price of a loaf of bread, impacting Canadian households over the years.

This historic settlement underscores the critical need for transparency and ethical practices within the Canadian retail industry. It sets a precedent for how anti-competitive behavior will be handled, potentially leading to stricter regulatory oversight and more rigorous compliance standards across the sector. For Canadian retailers, the case serves as a stark reminder of the importance of adhering to ethical standards and maintaining the trust of their customers.

The broader impact on the industry could be profound, prompting retailers to re-evaluate their business practices and foster a more competitive environment. This settlement might also influence consumer perception, leading to heightened demand for fair pricing and corporate accountability.
Moreover, as Loblaw and George Weston work to rebuild their reputations, they may introduce new measures to ensure compliance and ethical conduct. This could include enhanced training programs, stricter internal audits, and greater transparency in pricing policies. The ultimate goal will be to restore consumer confidence and demonstrate a commitment to ethical business operations moving forward.

Walmart Canada Raising Store Associate Wages, Investing in Technology

Walmart Canada store. Photo: Getty Images

Walmart Canada announced a $53 million investment to increase wages for approximately 40,000 hourly store associates while also making investments in technology. This initiative aims to boost employee compensation, attract talent in competitive markets, and acknowledge the hard work of its associates.

AnnMarie Mercer, Walmart Canada’s Chief People Officer, highlighted the company’s dedication to its employees, stating, “We are committed to investing in our people and making Walmart Canada a great place to work.” This pay raise represents Walmart’s effort to recognize the critical role of store associates in the company’s success and ongoing growth.

In addition to wage increases, Walmart Canada is investing in advanced technology to further modernize its operations. The introduction of new digital handheld devices for employees is expected to improve customer service and operational efficiency. Joe Schrauder, Chief Operating Officer at Walmart Canada, emphasized the importance of this technological upgrade, saying, “Providing our associates with the right tools is essential to meeting the evolving needs of our customers.”

These digital devices will enable employees to access real-time information, manage inventory more effectively, and streamline various in-store processes. By enhancing the technological infrastructure, Walmart Canada aims to create a more seamless and efficient shopping experience for its customers.

Walmart Canada’s comprehensive strategy includes not only competitive wages but also a range of benefits and development opportunities for its employees. The company offers incentive bonuses, health benefits, and career advancement programs, including full tuition coverage through its Live Better U program. These initiatives are designed to support the professional and personal growth of Walmart associates.

Mercer reiterated the company’s focus on employee development, adding, “Our associates are the heart of our business, and we are dedicated to providing them with opportunities to grow and succeed.” This holistic approach to employee welfare underscores Walmart Canada’s commitment to being a top employer in the retail sector.

With over 400 stores nationwide and a robust online presence, Walmart Canada continues to be a dominant player in the Canadian retail market. The company’s efforts to invest in its workforce and embrace new technologies reflect a broader strategy to maintain its leadership position in the industry. The company has announced in recent years billions of dollars of investments in the Canadian market, including updating and expanding physical stores, its online business, as well as its expansive logistical operations.

Anatomy of a Leader: Wendy Derzai Minnett, VP of TacoTime Canada and Extreme Pita Canada

Anatomy of a Leader: Wendy Derzal Minnett, VP of TacoTime Canada and Extreme Pita Canada

A passion for the hospitality industry has always been an important part of Wendy Derzai Minnett’s life.

The VP of TacoTime Canada and Extreme Pita Canada with the MTY Food Group can trace her career in the hospitality industry back several years ago when she had a burning desire to see Bruce Springsteen in concert in Toronto.

Wendy was born in Montreal but her formative years were spent in Geneva, Switzerland as her father had diplomatic status working with the International Telecommunications Union. The family lived there for most of her younger years.

The family came back to Canada by the time she was in Grade 8 to Manotick, Ontario, just outside of Ottawa.

“I had to learn to read and write in English,” says Wendy.

Earlier years in hospitality – photo supplied

She initially took Arts at Carleton University and then went to the University of Toronto to do a degree in environmental science.

“That’s sort of where my career started. I worked at Skydome actually when I got hired by Manpower when they were just building because I really wanted to see Bruce Springsteen and obviously had no money to do that,” says Wendy.

“A friend of mine was getting a job as an usher and I thought ‘Oh my God that’s a great idea, I’m going to do that too’. So I got a job as an usher and of course I never got to see the show because I was too busy working. So that really didn’t work out very well but it started a great path for me. 

“I was an usher. I was there eight years and I got promoted all the way through. I was in guest services, I got promoted to the head of guest services, I was the EA for one of the VP’s at Skydome and then ended up running the corporate suites. And in doing that, I met all the predominant Torontonians who worked in financial and big companies which led me to start my own event marketing company. And it was easy. I was lucky because I made so many great contacts.”

Prior to joining MTY, Wendy was with Gateway Casinos and Entertainment Limited as Director of Brand Marketing and Director of Food and Beverage Marketing.

Her professional career also included positions as Director of Marketing, Sales and Business Development with the Donnelly Group and Director of Marketing and Sales with Points West Hospitality Group.

Wendy also has a Diplome de cuisine from Le Cordon Bleu in Paris, France.

Taco Time trade show event, photo supplied

She spent five years in the casino industry prior to joining MTY.

“It was an exciting five-year venture in the casino business. I was able to build and develop four unique casino brands and four unique food and beverage brands that we sort of replicated in each of the casinos. It was really fun because it was a highly competitive and dynamic environment. It demanded a lot of creativity and innovation and each brand needs to stand alone in a market saturated with entertainment options,” explains Wendy.

“It really actually helped me hone in on my marketing skills, customer service, customer experience, attracting patrons. It really enforced the need for loyalty and that’s a huge thing in casinos but it really translated well into what I do now because it’s all about loyalty. Back then you didn’t have loyalty programs, it was really important to define that brand differentiation, customer loyalty program, high stakes project management. They were all crucial and critical things to learn before I got into QSR (quick service restaurant).”

When she first went to university, Wendy says she wanted to be an environmental lawyer.

“But that didn’t work out very well because the only problem with that is . . .  at that time, it was 1992, certainly environmental science and the love of the environment is not where it is today, so back then I would have to be on the side of government and if I was going to be on the side of government versus the people that are polluting I wouldn’t have made any money and I would have starved to death, so that wasn’t going to be a good plan for me,” she laughs.

Working at Skydome led her into another field.

“My mom always said that you’ll fall into something that you love and it just became something that I loved. I loved hospitality. I loved cooking. I have the personality I guess as I’m always good with sales, so sales and marketing kind of came together and the great part of this part of my life is once I left Gateway and Mr. Dave Minnett (CEO of Edo Japan and now her spouse) sort of determined that it was a good idea for me to come to Calgary, doing that here brought the culmination of all that QSR experience,” says Wendy.

“I really love the whole idea of building a brand identity. Customer experience is paramount for me for anything that I’ve ever done. This has all kind of enabled me to innovate continuously, ensuring our QSR brands are not just met but exceeded by customer expectations in today’s competitive market.

“What I love about this job is that it’s sort of a culmination of everything that I’ve ever done and it’s brought into one place. And I feel all the experience I’ve had led me to where I am today. It’s been a 30-year journey.”

Image: Wendy Derzal Minnett

Wendy says she’s worked with great people and some not-so great people in her career.

“I sort of promised myself if I was ever put in a position of having people, leading a team, I would make it inclusive, non-dictatorial. I always say to my team this is not a dictatorship. Your opinion matters. We have to make these decisions together,” she says.

“I’m a very empathetic person. I like people to enjoy what they do. It’s a hard job. We have to do it every day. I want them to come and have a good time, enjoy themselves, and still enjoy their job with support. I believe every person has great abilities to do their job but I think you can do your job a lot better when you’re actually given a pat on the back and told what a great job you’re doing. I really wanted to build loyalty in my team.

“We are a team. I’ve always said the only time that I am the boss is when stuff’s rolling down the hill and then I’m there to protect you from it. That’s my role. Otherwise we do everything together. We collaborate. We do it together. I learned all the things not to do from previous people . . . I really wanted to be a mentor and I’ve had some great people in my career who have actually helped me get to that next level. So I wanted to do that for every member of my team.”

Wendy enjoys golfing in her spare time as well as traveling and culinary experiences.

“Calgary has just been a joy I have to tell you. Going from Vancouver to Calgary I was really concerned. I had a great space in Vancouver. 180 degree view with the mountains and the ocean. But honestly in Calgary the hospitality gene in this city is by far the best I’ve experienced in any city I’ve ever lived in,” she says.

“Our level of culinary expertise and cocktail culture here for a city of its size is staggering to me. There’s always something new and amazing to experience. It’s really been a joy.”

Saying Farewell to Retail Insider Editor-in-Chief Dustin Fuhs [Video Interview]

Craig and Dustin Fuhs, Editor-in-Chief at Retail Insider, discuss nearly four years of retail industry evolution during Fuhs’ tenure with the publication. They reflect on the significant impacts of the COVID-19 pandemic, which brought about numerous challenges such as lockdowns, bankruptcies, and rapid adaptations within the retail sector. Fuhs shares insights into how Retail Insider managed to navigate through these turbulent times by staying flexible and responsive to the changing needs of their readership.

Throughout the conversation, Fuhs highlights several memorable stories and milestones, including the closures of major retailers including the Disney Store, Nordstrom, and Target. He recounts the secretive and strategic nature of their work, from holding exclusive news about IKEA’s downtown Toronto store to the expansion of Indochino under Drew Green’s direction. The discussion also covers the rise of experiential retail, with examples like Tesla and Apple stores, and Fuhs’ passion for immersive retail experiences.

As Fuhs prepares to step down from his role, he reveals his future plans, including the launch of his new venture, The Immersive Lab, which focuses on creating unique retail and experiential environments. He expresses his gratitude for the relationships and experiences gained during his time at Retail Insider and looks forward to continuing to contribute to the industry in new ways. Patterson and Fuhs conclude by emphasizing their ongoing commitment to staying connected and discussing the ever-evolving landscape of retail.

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Background Music Credit: Hard Boiled Kevin MacLeod (incompetech.com). Licensed under Creative Commons: By Attribution 3.0 License. http://creativecommons.org/licenses/by/3.0/