Advertisement
Advertisement
Home Blog Page 526

Ice Bath Spa Concept ‘Othership’ Opens 2nd Toronto Location with Expansion Plans for Major Markets in Canada and NYC [Interview]

Image: Othership

The idea for launching a spa featuring an ice bath began for Robbie Bent a few years ago in the garage of his home in the Toronto neighbourhood of Geary.

Robbie Bent

Today, Othership, an immersive sauna and ice bath experience, has two locations in Toronto and one in New York City with plans to significantly grow in the coming years. 

Robbie Bent, CEO and Co-Founder, said the idea began actually in his backyard in 2019 with just an ice bath.

“Anyone who was part of the community was able to come, open the gate and just use the ice bath,” he said. “I would come out of my house and there would be people having coffee. People would be hanging out during the day. At night we’d buy firewood and ice and have a fire and we’d go around the neighbourhood and invite people. Every night there would be music back there and a place to hang out without alcohol that was social.

“From there it became cold out and people were really excited but they didn’t want to do an ice bath in the winter outside. So we converted my garage – it’s a three-car garage – put a sauna, ice bath and made a little tiny tea room. At first it was just by donation and that grew to a 1,000 person community. In that space we started designing emotional wellness classes. So we’d have people in a circle sharing a healthy habit. We’d do date nights for couples. We would have intense classes for anger release. It was all geared at just allowing people in the neighbourhood to meet each other, to make friends, to find romantic partners.”

When COVID hit, staffing of the facility was stopped but people could access it through an app and let themselves in. 

Image: Othership
Image: Othership

The popularity of the concept led to opening a location at 425 Adelaide Street West in Toronto – a 3,000-square-foot, 36-person sauna and 50-person max space. That opened in February 2022. 

“That space was popular right away and we had two assumptions. One was that mainstream people wanted to do emotional wellness classes. We weren’t really sure about that. But that’s one of our most signature things – our classes. And that people would want to hang out at night without alcohol. Most of our customers are corporate professionals. People that are bankers and lawyers and writers. People in Toronto who have jobs and are stressed and on their phone all the time.

“Since the beginning, there have been two or three week waitlists. Within one month we signed a lease in Yorkville and we recently opened a flagship double in size in November. That’s a 100-person sauna, eight ice baths, there’s a tea room. In this space we’ll do a lot more social things like Comedy Night.” There’s karaoke nights and musicians who come in and perform. 

“So it’s taking a lot of stuff that happens in bars around alcohol and pulling it into a more healthy container where people can connect and become friends. 

Image: Othership

Othership’s second Toronto location on the concourse level of 110 Bloor Street West in Yorkville. It’s one of several new tenants for the renovated commercial podium.

Matthew Pieszchala of CBRE represented Othership for this transaction, and is representing the company as broker for North America. Arlin Markowitz of CBRE and Carmen Siegel of Cushman & Wakefield represented the landlord.

“We’ve also signed two leases in New York so we’re opening Flatiron in about 45 days and that will be our largest unit and then we’re opening Brooklyn in January,” Bent said.

The concept’s space features a massive performance sauna where different activities take place. The sauna itself can be 1,000 to 1,500 square feet. There’s an ice bath room with hot and cold therapy. And there’s a stadium seating style tea room with a fireplace. 

New York City Othership (Rendering: Othership)

Ice baths have become a trend these days as many people say there are various mental and physical health benefits.

“Having something like just two minutes the benefits are very similar to exercise. So in that amount of time the physiological and neurological benefits are immense. There’s some discomfort but when you get in and come out you’re tripling the norepinephrine and dopamine in the brain. So these are the feel good hormones. You come out feeling alert, alive. A lot of times people will do it to start their day in the middle of coffee. A lot of people who struggle with stimulation – cigarettes, Netflix, binging, substance use – use this as a healthier way to repurpose the dopamine receptors. So it’s fantastic for people who struggle with addiction. It’s a healthy way to turn on, to be stimulated, to feel alive. 

“It’s really good for a social setting because when you come out you’re hyper aware and you’re also feeling elated and so it leads really well to breaking down social barriers.”

New York City Othership (Rendering: Othership)

Bent said there’s research showing that ice baths can reduce inflammation in a person’s body. It can also protect the immune system. Proponents say it can help with longevity.

Bent said he believes an Othership could be in every major city where people use their phones. 

“It’s why New York was our first choice (in the U.S.) because it’s a very hard city to live. People are struggling left and right. It’s a massive rat race. So we’re looking for places where there’s cold weather, high density and a lot of stressed individuals. We just think urban areas in North America are a really good fit.” 

Anatomy of a Leader: Peter Mammas, President and CEO, Foodtastic

Anatomy of a Leader: Peter Mammas, President and CEO, Foodtastic

Today, Peter Mammas runs a food empire that includes 23 brands with over 1,100 restaurants and $1.1 billion in sales.

But the President and CEO of Foodtastic, since 2016, who was born and raised in Montreal, initially wanted to be a pilot when he grew up then in his teens he wanted to be an architect.

He went to Concordia University taking Civil Engineering.

“I found out that I loved restaurants and I wasn’t going to stay behind a desk the rest of my life,” he said. 

“I was working in restaurants while I was going to school and just fell in love with the restaurant business.”

Image: Peter Mammas

Mammas was 12 years old when he first started working in a restaurant for his father. 

“It actually wasn’t doing too well. He kind of told me I couldn’t play hockey on the weekends anymore and said I had to come work at the restaurant because he couldn’t afford staff. So at 12 years old I was for lack of a better word slave labour. I was washing dishes. I learned the kitchen. I went up to the coat room. I became a bus boy. I became a bar service guy. I became a waiter, a manager then eventually I became an owner.”

He was there at the Psaropoula Greek restaurant until he was 18 when his father sold it. Then Mammas went to work as a waiter for other people and started his first restaurant when he was 21 years old.

After keeping his restaurant Faros for about a year, he sold the property and went on to launch Nickels Deli with pop diva Celine Dion. 

“Through coincidence we met with René Angélil’s cousin and he brought René (who was managing the singer’s career) over and they loved the place and they asked if they could be partners and if one of their singers could be a partner as well. I didn’t know who Celine Dion was at the time but I heard of René and heard only good things so I said yes,” said Mammas. 

Nickels was sold in 2007 as well as another concept Baton Rouge Steakhouse. 

In 2016 Foodtastic was formed and Nickels was bought back in 2017.

Today the company’s diverse range of brands includes popular names such as Freshii, Quesada, Second Cup, Pita Pit, Milestones, Fionn McCool’s, Shoeless Joe’s, Benny, La Belle et La Boeuf, Monza and many more. 

“We sold Baton Rouge to a company called Imvescor. We sold it to them in 2007 and then in 2013 they reached out for me to go help them out which I did and while I was there I got the bug to work again. The bug of the restaurant industry again and I said I think I can do a better job than what’s being done there and I hope to start my own company as a restaurant consolidator,” he said.

Milestones (CNW Group/Foodtastic)

Mammas said the social aspect of the food industry – the interaction with customers – was something that always appealed to him. 

“It’s also an industry that’s a lot of fun I find and there’s a lot of instant gratification. When somebody comes in they come to get a great experience, and if you can give them some good food and good service, you’re gratifying people. And I kind of enjoyed that part of it. Making people happy and having a social atmosphere where you’re working,” said Mammas.

“I was in engineering and that’s like with numbers and analytics and you were just working at a desk, drawing and coming up with solutions but there was no interaction, no instant gratification there. I think in our industry when you’re a people person it’s something that you get drawn to I guess.”

Image: Peter Mammas

Mammas loves eating food. He loves trying new food. When he was little, it was primarily Greek food. But as he grew older his palate just grew and grew. 

“I’ll try anything. I actually went to China and tried snake,” he said. “I’ll try just about anything once.”

“We want to continue growing. We’ve gone from pre-COVID $100 million system sales to today $1.2 billion. I want to get to $2 billion and $3 billion within five years. So to do that we’re going to have to keep growing organically which we want to grow at around 10 per cent a year but we also are going to have to be doing some M&A (mergers and acquisitions) and purchasing some other great brands.

“And we’re looking for anything we’re not really in. We don’t have a breakfast place. So we want to buy a breakfast place. We don’t have sushi. So we want to buy a sushi place. QSR (quick service restaurant) burgers. We want to buy QSR pizza. We might want to buy a few more bar brands. There’s quite a few white spaces still available for us. So the next 24, 30 months we’re going to try to grow that portfolio in Canada.”

Alessandro Preda, CEO of QSRP and Peter Mammas, President and CEO at Foodtastic

When Mammas looks at a potential brand to purchase, he always tries out the food before. If the food is great, he can see the opportunity to buy the brand and grow it. But on the other hand, he’s also bought brands where the experience wasn’t great but he felt he could fix it and still grow it.

The process of acquiring another brand primarily comes from Mammas initiating the conversation. 

One day his son came home and said ‘enough’. He had spent $55 in a week at a place called Quesada. Mammas didn’t know what that was. The son said it was a great burrito place and Mammas should go buy it and then give him gift cards so he wouldn’t have to pay anymore. Mammas went and tried it, loved the food, reached out to the owners and seven months later bought the company.

“It’s worked out well for me. We’ve made mistakes and we’ve learned from them but once a mistake is done it’s in the past for me. I’ll always look to the future. What can I do better?”

Mammas has owned restaurants since 1990. 

“I’ve never seen a period as difficult as I would say the last four years. The industry has really been tough on a lot of restaurateurs, especially independents. We went into a period of COVID where restaurants were closed. We’ve transitioned to a lot of third party delivery services taking away a lot of the profits from the restaurateurs. We’ve gone into this period of employee shortages that have really hurt the restaurant industry specifically because the Millennials kind of prefer now working at home or in other jobs,” said Mammas.

“And another period of hyper inflation with food costs going through the roof. What has happened in the last four years honestly is that the resilience of the industry has been remarkable but we probably lost more restaurateurs in the last four years than we lost in the last 20. The industry is really tough out there right now.”

Because of the tough times in the industry, Mammas sees more consolidation coming. For many owners, a solution to the tough times is turning to the franchise model. 

“I think right now it’s gotten to the point where the margins in the industry are really tight and for people to make money they need to be part of a larger group right now much more than I would say 10 or 15 years ago where a lot of independents could move forward. Right now I think the landscape is a lot more geared towards the bigger groups,” added Mammas.

Peter Mammas at the Canadian Franchise Association (Image: CFA)

He has always thought of the company as a family.

“My leadership style is finding great people, empowering them. I don’t micromanage. And I want them to have fun. I want them to enjoy what they’re doing because if they’re enjoying what they’re doing they’re going to do it 150 per cent. So I really try to make sure that the people are in the right place, they’re doing something they love and that they want to grow,” said Mammas.

“I don’t want people that are negative. I don’t want people that nitpick and I don’t want people that always look at the past. I want people that are happy to be here and want to grow and be part of the team, be part of the family and do the right thing.”

Canadian Retail News From Around The Web For April 11th, 2024

Canadian Retail News From Around The Web

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 24 hours.

Roots CEO sees consumers getting back to discretionary spending in back half of year (Canadian Press)

Grocery inflation to fall below two per cent this spring, report predicts (CTV)

Empire backs international grocery retail VC fund (Canadian Grocer)

Shoppers Drug Mart, Dollarama and Costco make Canada’s most reputable companies list (Grocery Business)

Brian McDougall appointed chief retail officer at Staples Canada (Grocery Business)

Walter Lamothe to receive Retail Council of Canada’s Lifetime Achievement Award (Newswire)

Big grocers, retailers want Ontario’s recycling plan changed (CBC)

Retail group urges Quebec to review new French language rules after OQLF report (Montreal Gazette)

Unifor applies to represent two Amazon fulfilment centres in Metro Vancouver (Business in Vancouver)

Winners in downtown Vancouver to move to new location (Daily Hive)

How an Afghan supermarket chain in Hamilton is helping newcomers find work (CBC)

Meet some of Williamsburg businesses who say they feel a sense of belonging, family in their community (CBC Kitchener-Waterloo)

Business owner who lost N.B. Liquor agency contract makes his case (CBC)

No fun-gi city: Vancouver’s magic mushroom dispensary motion shot down (CityNews)

Halifax judge fines furniture company The Brick $143K after fatal workplace fall (CBC)

Nostalgia vs Reality: Exclusive Poll Shows Canadians Warm to Zellers’ Return but Hesitate to Shop One Year After Relaunch

Zellers at La Baie d'Hudson 585 Saint-Catherine St W, Montreal (Image: Craig Patterson)

A recent survey by market research firm Leger found that 56 per cent of Canadians are aware of the new Zellers stores inside Hudson’s Bay but only nine per cent have shopped at or browsed the new concept. Zellers was relaunched with shop-in-stores at Hudson’s Bay in March of 2023.

Leger polled 1605 Canadians last week for the study for Retail Insider.

Luc Dumont, Senior Vice President of Insights for Leger, said the survey results showed that the Zellers brand is still iconic. 

luc dumont

“Canadians hold the brand dearly in their hearts,” said Dumont. “But only a fraction are stepping through its doors or visiting the pop-up stores.

“My biggest takeaway is that there’s a pretty big divide between that nostalgia part and actual foot traffic. We saw that over half the respondents that we spoke to were aware of this relaunch but only about one in 10 have either shopped or even browsed at these stores within the Hudson’s Bay.”

Zellers at Hudson’s Bay CF Toronto Eaton Centre (Image: Dustin Fuhs)

The survey found that:

  • Nine per cent said they’ve noticed the new Zellers stores during their visits to Hudson’s Bay but haven’t shopped or browsed there;
  • 38 per cent said they know about the new Zellers stores but haven’t seen them in person or visited their webpage;
  • 30 per cent said they were familiar with the Zellers brand but were not aware of the new stores inside Hudson’s Bay; and 
  • 11 per cent said they weren’t aware of Zellers before this survey.

The perceptions of Zellers stores were:

  • I feel a sense of pride in Zellers as a Canadian brand: 16 per cent disagreed, 41 per cent agreed;
  • I am excited about the return of Zellers and its offerings: 19 per cent disagreed, 41 per cent agreed;
  • I would visit the Zellers stores more frequently if restaurants were introduced at their locations: 26 per cent disagreed, 30 per cent agreed;
  • Products and brands available at the new Zellers stores are of high quality: 14 per cent disagreed, 22 per cent agreed; and
  • Zellers offers better value for money compared to other stores such as Walmart, Marshalls, HomeSense or Dollarama: 19 per cent disagreed, 19 per cent agreed. 
Zellers at Hudson’s Bay Ottawa Rideau (Image: Dustin Fuhs)

Bruce Winder, Retail Analyst and Author, said the Leger study confirms what most people were thinking- that although Zellers has some affinity with Canadians overall, the current offering falls short.

Bruce Winder

“The most important metric in the study is the Net Promoter Score which is extremely poor. This talks to the lack of appeal of the current concept and its lack of clear value proposition and differentiation. Customers aren’t recommending the store to others. With no apparent advertising for the brand, save publicity upon launch, without a high NPS, the offering stalls,” he said.

“Another critical measure is shopping frequency. One can’t make money unless one’s customer’s shop at a store – online or in person) often. The economics don’t work, especially for the price points they are selling. It is interesting how the restaurant keeps coming up. So many great memories of eating at the diner with loved ones perhaps?

“The question for HBC now is what to do with the brand? Do they try and build upon the positive aspects of the research or shut it down? It will partially depend on the incremental cost to operate Zellers versus the incremental cash flow the concept generates.” 

Zellers Pop-up at Pickering Town Centre (Image: Dustin Fuhs)

Dumont said other retail giants like Dollarama, HomeSense, Marshalls and Walmart have since taken the place of Zellers in the years that Zellers was not present.

“And we see that in some of the measures that we had in the survey in perceptions of value and product quality,” he said. “Despite that strong national pride, the store’s revival faces skepticism on quality and value,” he said.

“So I think in the intervening years there were other players that took up that mind share.

“The media did a pretty good job of talking about the launch and getting people to be excited but I just don’t think that translated. Part of that could be also that there were initially very few Bay locations that had this happening. So the exposure just wasn’t there.”

Zellers at La Baie d’Hudson 585 Saint-Catherine St W, Montreal (Image: Craig Patterson)

Lisa Hutcheson, Managing Partner of Toronto-based consultancy J.C. Williams Group, said that the food trucks were initially a draw but that it was a temporary boost to the brand.

Lisa Hutcheson

“There was a big buzz on the food trucks at the early openings, which seemed to fizzle out. We only saw one at the Scarborough opening (which happened to be terrible weather that day).  Moreover, there was the promise of actual restaurants opening in 2 provinces, to my knowledge they never opened.” 

“With regards to the restaurant, I think that respondents are remembering cheap comfort food for their family, not necessarily the Zellers Family Restaurant (and The Skillet before that).  Are people missed the nostalgia – the good ‘ol days – or the cheap comfort food?” 

Zellers Diner Food Truck at Hudson’s Bay in Sunridge Mall, Calgary, AB (Image: Mario Toneguzzi)

Hutchinson questioned the strategy around the new Zellers retail spaces, which are a mix of pop-up and more permanent locations. 

“It is interesting that while there are locations touted as more permanent stores, there was also many considered pop-ups. The idea of pop-ups does typically entice customers with a sense of urgency as it is only there for a limited time.  However, the Zellers pop-ups seem to be more space fillers in what would otherwise be dormant space in the store.  

“Calling these locations pop-up is also a way of essentially testing the viability of the location and at the same time may be a way to move goods that aren’t selling in other locations.  Another consideration when marketing as a pop-up is that the investment into the space including merchandising fixtures and signage can be done at a very minimal cost.” 

Cracking the Newcomer Code: Study Urges Canadian Retailers to Adapt for Inclusivity as Immigrants Reshape Retail Trends [Feature]

As Canada welcomes an increasing number of diverse immigrants each year, retailers are urged to adapt to be inclusive. Ian Large, the executive vice president of Leger, discusses the challenges newcomers face, the impact on retail, and retail strategies coming from the first ever study: Cracking the Newcomer Code.

The report by Leger, which surveyed over two thousand recent immigrants, explores how newcomers are reshaping retail trends, from their immediate needs upon arrival, to their growing influence on the Canadian retail landscape. Leger is a national research and marketing company and has been around for about 37 years and has offices across Canada. The study was subdivided by those who have been here for less than five years and those who have been here from six to ten years. 

“Our findings reveal that newcomers are not just contributing to the Canadian economy through their purchasing power; they are actively shaping the future of retail in Canada. Retailers must recognize and adapt to this shift by creating inclusive environments that cater to the diverse needs of immigrants. This goes beyond just stocking products from various cultures; it is about fostering a sense of belonging and community for all Canadians, new and established alike,” says Ian Large.

Cracking the (Financial) Newcomer Code

“Arriving with very little – the first bump into Canadian retail”

Large says newcomers move to Canada for very specific reasons and often come with very little. 

“Half a million newcomers arrive every year and that is the target for the next couple of years. Sixty per cent of those are economic migrants – so they are coming here to work. They may have money already in their investments, but they are coming to work to establish themselves, grow, and to create a life here. They have ambitions to be part of the Canadian fabric and they want to do it very quickly.” 

To settle in Canada upon arriving, newcomers who Large says are usually families, need a place to live, purchase furniture, and clothing as they are not coming with all of their personal items. “They need to stock their shelves, they need to become established because they are not coming with a container loads worth of personal effects, so this is kind of the first bump into the retail environment.” 

Large says it takes the average newcomer around 20 months to become financially self-sufficient and “within that first 20 months, they don’t have a lot of money, they don’t have a lot of disposable income, and they are struggling to find a job.” 

On average, Large says it takes newcomers around eight months to find a job. The report says 70 per cent of newcomers are employed and 12 per cent of those are employed in the service sector such as retail, restaurants, and in hospitality. 

“They are a new source of employees who are ambitious, keen, and want to be here – it is a great opportunity for retailers.” 

McDonalds Canada Hiring (Image: McDonalds)

Large says one way to support newcomers is to hire them as if they are working, they can become financially self-sufficient: “they are being established, paying rent, and buying their household goods, so first is to employ them.” 

To reach newcomers for employment, Large says the best way to do it is by going to their communities. Large suggests retailers to put up job advertisements in community services, agencies, cultural community centres, multicultural festivals, and community events. Furthermore, retailers should look at expanding the languages they use to advertise job opportunities, events, and products. 

Attracting newcomers and building brand loyalty 

Large suggests retailers can win over newcomers by providing a shopping experience that feels like home.  

“What used to be a ethnic food corner at a typical grocery store is now all throughout the store. So providing recognizable products for newcomers is a great way to attract them and it is fantastic. Newcomers arrive seeking both familiarity and opportunity. As they navigate their first months in Canada, retailers have a unique chance to make a lasting impression.” 

By having products on the shelves from abroad and celebrating cultural holidays, retailers can turn newcomers into loyal customers. Additionally, as newcomers are not financially stable for at least 20 months, providing a loyalty program that is high in value will also create loyal customers. 

“Loyalty programs tailored to the needs of newcomers are more than just a marketing tool; they are an essential part of their integration into Canadian life. We understand that financial stability is a journey taking upwards of 20 months for many, so a well-structured program can be more than a benefit – it can become a lifeline. They are not just collecting points for the sake of collecting points, they are using it to help with finances.” 

Be Well Loyalty Program at Rexall (Image: Dustin Fuhs)

Large says at some point, 84 per cent of newcomers felt that it was significantly more expensive to live in Canada than they were expecting, so loyalty programs can be used to “help the newcomer feel better.” 

Retailers should be offering loyalty programs that directly benefit consumers, especially newcomers who are wanting to be self-reliant. Loyalty programs such as Optimum and Scene are perfect examples of programs that are good in value and add up quickly. 

Retail adaptations to newcomers 

With the increase of newcomers into Canada every year, Large says there is a shift towards inclusivity and diversity in retail, including product offerings and marketing strategies. 

Large says retailers are adapting by stocking international brands and celebrating cultural holidays, which make newcomers feel welcomed. Large says retailers could also adapt product lines such as clothing to reflect diverse cultural norms and develop communication strategies that are addressing the challenges of being a newcomer in Canada. 

“In the face of Canada’s evolving demographics, the retail industry stands at the forefront of a significant shift. Embracing inclusivity and diversity isn’t just a strategy, it is becoming our ethos. By integrating international brands, recognizing cultural holidays, and even adapting our products, we are not just selling products – we are creating a sense of belonging. Our message to newcomers is clear: ‘You are welcome here, and we value your presence.’ This approach doesn’t just benefit our businesses; it enriches our communities, making Canada’s retail landscape a mirror of its multicultural society.” 

Italian-Themed QSR Chain Fazoli’s Announces Major Expansion into Canada with 25 Locations Planned [Interview]

Image: Fazoli's

American-based Italian food brand Fazoli’s is kicking off its international expansion with 25 locations in Canada over the next 10 years with the first ones expected to open in 2025 in Alberta.

The brand falls under the umbrella of parent company FAT Brands, which operates 17 other restaurant concepts.

FAT Brands has a new development agreement in partnership with franchisee Briwin Restaurants Inc. for the Canadian expansion.

Taylor Wiederhorn

“Fazoli’s has enjoyed tremendous success expanding domestically, operating in 27 states with over 200 locations, and is now well positioned to make its international debut,” said Taylor Wiederhorn, Chief Development Officer of FAT Brands. 

“At FAT Brands, we have a strong network of international franchisees that span across nearly all our restaurant concepts. We’re excited to have an experienced operator come from within our Fatburger franchise system and commit to launching and developing an additional FAT Brands restaurant concept in Canada. We are confident that expanding in Canada is a natural first step for Fazoli’s in becoming a leading global chain.”

Image: Fazoli’s

Fazoli’s was founded in 1988 in Lexington, Ky. It owns and operates nearly 220 restaurants in 27 states. 

“Fazoli’s is the largest premium QSR Italian chain in America. We pride ourselves on serving premium quality Italian food, fast, fresh, and friendly. We are known for our freshly prepared pasta entrees, sandwiches, salads, pizza, and desserts – along with our fan favourite, unlimited signature breadsticks,” said Wiederhorn.

“Fazoli’s stands alone in the restaurant industry as the only QSR Italian chain that provides true consumer value while still providing fresh, quality ingredients and a cooked-to-order experience.

“For over 35 years we have experienced tremendous success domestically, so this was a natural progression in Fazoli’s growth journey. At FAT Brands, we have a strong franchisee network which has led to exciting new growth opportunities. Briwin Restaurants Inc., who will be bringing 25 Fazoli’s locations to Canada, starting with Alberta, over the next 10 years, is also a multi-unit Fatburger franchisee. Their success with Fatburger in the market is a great precursor of the success we anticipate with our Canadian Fazolis’ locations. We anticipate opening our first locations in 2025 in Alberta.”

Image: Fazoli’s

Wiederhorn said Canada is a key growth market across FAT Brands’ 18-concept portfolio. 

“We currently have over 200 locations across the country with our Fatburger, Pretzelmaker and Marble Slab Creamery brands. I think Canada is a great first international move for a brand as it’s our neighbor to the north. Also, from a cultural perspective, it has similarities to the U.S. which allows for an easier introduction to the market and ultimately a higher acceptance rate by the consumer,” he said.

“We believe the Fazoli’s brand can far surpass the initial 25 restaurants Briwin Restaurants Inc. has set out to develop, but of course this is a great first step. We want our franchise partners to feel comfortable with their development commitments and to meet and exceed those commitments. We feel that the minimum number of restaurants the market can hold is 25. 

“Fazoli’s in the U.S. is for the most part a drive-thru restaurant chain and drive-thru locations take more time to develop than traditional end cap, in-line, or food court restaurant locations. We recognize Canada is not the U.S. and because of this, not all locations will be built as drive-thru locations in Canada. We would not be surprised if over a longer time horizon, the Fazoli’s brand doubles or triples the initial 25 restaurant commitment Briwin Restaurants Inc. has signed on to develop in the years to come. The price point and speed of service are unmatched for a QSR Italian chain but of course the name of the game in the restaurant industry is location, location, location so we need to be methodical with site selection and get it right.”

FAT Brands is a leading global franchising company that strategically acquires, markets and develops fast casual, casual and polished casual dining restaurant concepts around the world. The company currently owns 18 restaurant brands: Round Table Pizza®, Fatburger, Marble Slab Creamery, Johnny Rockets, Fazoli’s, Twin Peaks, Great American Cookies, Smokey Bones, Hot Dog on a Stick, Buffalo’s Cafe & Express, Hurricane Grill & Wings, Native Grill & Wings, Pretzelmaker, Elevation Burger, Yalla Mediterranean and Ponderosa and Bonanza Steakhouses, and franchises and owns over 2,300 units worldwide.

Toronto-Based Fashion Designer Adam X Discusses Inspiration, Retail and Designing for the Future [Video Interview]

Photo: Adam X Atelier

Craig and Adam X., Founder and Creative Director at Adam X Atelier, discuss the foundation and philosophy behind his designs, highlighting his multicultural background and his passion for art and fashion. Adam’s journey began with foundational courses at George Brown College and styling at Ryerson University, leading him to discover the communicative power of fashion. Adam discusses his approach to designing garments that enhance the wearer’s beauty through meticulous draping, tailoring, and attention to detail, using various materials and inspirations ranging from movies to nature.

Adam discussed his creative process, from the emotional drive behind his collections to the meticulous steps of bringing a concept to life. He recounts a personal story that inspired the “Some Beings” collection, demonstrating how emotional narratives and experiences shape his work. The discussion transitions into Adam’s focus on womenswear, his experiences with retail and direct-to-consumer engagement, and the expansion of his brand into U.S. markets. Adam highlights the importance of reaching customers across all platforms and the ongoing effort to introduce ready-to-wear collections.

The interview concludes with reflections on the challenges and opportunities within the Canadian fashion industry, the importance of collaboration among designers, boutiques, and other industry participants, and advice for emerging designers. Adam emphasizes the transformative power of fashion, its ability to communicate, and the need for a supportive community and infrastructure to nurture Canadian talent.

Episode Sponsor: 

  • SAJO – Canada’s first specialized retail builder. Visit SAJO to see their holistic approach and transdisciplinary team to explore and understand your needs.

The Interview Series video podcasts by Retail Insider Canada are available through our Retail Insider YouTube Channel where you can subscribe and be notified when new video episodes are available.

If you prefer to listen to the audio version, it is available below:

The Interview Series audio podcasts by Retail Insider Canada are available on Apple Podcasts, Stitcher, TuneIn, Google Play, or through our dedicated RSS feed for Overcast and other podcast players. Also check out our The Weekly audio podcast where Craig and Lee discuss popular content published on Retail Insider which is part of the The Retail Insider Podcast Network.

Subscribe, Rate, and Review our Retail Insider Podcast!

Follow Craig:

Follow Retail Insider:

Listen & Subscribe:

Share your thoughts!

Drop us a line at Craig@Retail-Insider.com. You can also rate us in Apple Podcasts or recommend us in Overcast to help more people discover the show!

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/

Swatch Opens Flagship Store in Downtown Vancouver as it Expands Across Canada [Photos]

Swatch Vancouver storefront at 1145 Robson Street. Photo: Lee Rivett.

Swiss watchmaker Swatch recently opened a new flagship store at 1145 Robson Street in downtown Vancouver. The Vancouver store is part of a larger expansion in Canada for the brand.

Shawn Kotania, brand manager in Canada, was on hand for the grand opening event last week. Kotania explained he was particularly proud of the design of the downtown Vancouver location as it “brings the outside inside”.

Swatch Vancouver entrance on Robson Street. Photo: Lee Rivett.
Photo: Swatch

The design team had a unique challenge with the original space which was originally the entrance to a former Milestones restaurant which closed in 2017. The approximate 1,000 square feet of utilitarian space was framed with harsh concrete, accented with red accents. The design team set ahead with the task to “bring the outside in” which included interweaving natural light LED displays within the space.

Open windows in the above space at Swatch Vancouver on Robson Street. Photo: Lee Rivett.
Tata Gallery collaboration with Swatch. Photo: Lee Rivett.
Cement walls with natural light from above at Swatch Vancouver on Robson Street. Photo: Lee Rivett.

A stroll through “The Swatch Group” history reveals that it was launched out of the idea of being an artistic and emotional “second watch”. Robson Street in downtown Vancouver is a destination for tourists, which means that sales could be high — cruise ship traffic has increased to record levels and visitor levels are strong overall.

Swatch has a range of watch styles and prices. For the refined client, there’s the new ‘Art Journey’ collection which involves a collaboration with the world-famous Tate galleries. The adventurer may purchase something from the Bioceramic Moonswatch Collection in collaboration with Omega. The child at heart may look to the children’s Flik Flak collection – or even the adult child at heart for the “The Simpsons” collection.

Tata Gallery collaboration with Swatch. Photo: Lee Rivett.
Moonswatch collaboration with Omega at Swatch Vancouver on Robson Street. Photo: Lee Rivett.
The Simpsons collaboration with Swatch. Photo: Lee Rivett.

The new Vancouver store is located on the main floor of the John Robson Place building. The remaining second-floor space of the former Milestone’s restaurant has been separated and repurposed into additional office space.

Mario Negris and Martin Moriarty of Marcus & Millichap negotiated the lease deal on behalf of the landlord.

Swatch announced this location as part of a five store Canadian expansion in June 2023. Swatch underwent a rapid store expansion in Canada after the pandemic, having opened five stores since last summer alone. The company has now penetrated the country in a meaningful way with stores, which means that the store expansion may slow for now. The company now has 12 stores in Canada, in addition to the Robson Street store, including:

  • Metropolis at Metrotown (Vancouver/Burnaby)
  • Government Street (Victoria)
  • CF Chinook Centre (Calgary)
  • West Edmonton Mall (Edmonton)
  • CF Sherway Gardens (Toronto)
  • Yorkdale Shopping Centre (Toronto)
  • CF Toronto Eaton Centre (Toronto)
  • CF Rideau Centre (Ottawa)
  • CF Carrefour Laval (Montreal/Laval)
  • Montreal Eaton Centre (Montreal)
  • Halifax Shopping Centre (Halifax)
Tate Collection at Swatch Vancouver on Robson Street. Photo: Lee Rivett.

The Swatch Group Ltd. is a Swiss manufacturer which has acquired numerous luxury watchmakers over the years. Some Vancouver related-Swatch retail brands include:

  • OMEGA: Originally opened a stand-alone store in Fairmont Hotel Vancouver prior to the 2010 Vancouver Olympic Games. The boutique most recently relocated within the hotel in December 2021 to make way for Gucci to expand.
  • Alberni Street: The Swatch Group’s subsidiary finishes watches for LVMH (including Hublot) and Richemont (including IWC Schaffhausen, Officine Panerai and Piaget) which all have stores on downtown Vancouver’s Alberni Street.

Additional photos of Swatch Vancouver on Robson Street:

What If? collection at Swatch Vancouver on Robson Street. Photo: Lee Rivett.
Swatch Vancouver on Robson Street. Photo: Lee Rivett.
Swatch Vancouver on Robson Street. Photo: Lee Rivett.

Economic Strains Dampen Montréal’s Retail Growth, But Luxury and Transit Projects Could Spark Revival: JLL Report

Rue Sainte-Catherine (Image: Craig Patterson)

Montréal retail sales growth is expected to wane amid challenging economic conditions despite future completions, according to the recent Montréal Retail Spring 2024 report by commercial real estate firm JLL.

The report said retail sales in Montréal slowed in 2023. Decelerated growth is expected to continue this year given ongoing economic headwinds. While consumer spending has shifted away from home goods and electronics, there has been sustained sales growth in health and personal care, grocery, and general merchandise, said the report.

With the recovery of tourism on the island, there has been an increased interest in hotel and entertainment projects, it said.

Construction Photo of Royalmount (Image: CARBONLEO)
Construction Photo of Royalmount (Image: CARBONLEO)

In the second half of 2024, Montréal will see the fulfillment of its long-awaited luxury shopping destination, Royalmount, along with the completion of new REM stations, enhancing public transit accessibility and retail opportunities, added JLL. Its opening date is scheduled for August 15 of this year.

“While effective retail leasing rates in Montréal showed a slight year- over-year increase, its growth rate was outpaced by Toronto, Vancouver, and the national average. The vacancy rate decreased and should continue to do so given the exorbitant cost associated with creating new retail supply. Asking rents should inch upward this year and make larger gains in 2025 as inflationary pressures subside,” said the report.

“The growth trajectory of sales in Montréal is tapering off, with an annual increase of 6.4 per cent compared to 2022’s 10.8 per cent growth rate. Stubborn economic pressures have prompted consumers to exercise restraint in their non-essential spending, signaling the end of the pandemic-era sales growth cycle. Despite this, sectors such as health and personal care, convenience, and grocery experienced robust sales growth. In contrast, traditionally strong sales-generating sectors including shoes and clothing failed to grow by at least three per cent. 

“Despite facing economic challenges, the tourism industry made a remarkable comeback in 2023, indicating a strong recovery from the pandemic era. During the summer, the proportion of overseas travelers surged by 15 per cent compared to 2019. Additionally, year-over-year air passenger traffic increased by 32 per cent, surpassing 2019 levels by nearly four per cent. The revival of Montréal’s tourism has in turn pushed hotel occupancy levels and revenues upward, exceeding 2022 levels.

“Given the return of tourism in Montréal, multiple projects have been greenlit to take advantage of improved travel dynamics. Loto-Québec announced it will create a 200-room hotel neighboring the Montréal Casino, set to deliver in a few years, which will add to the pull the casino already has on locals and tourists alike.”

Image: Gestion Georges Coulombe

JLL said a seven-storey, 200-room hotel neighboring the Olympic Stadium was recently announced and set to deliver in 2025. In the coming months, the stadium will start having its damaged roof replaced, which will allow the venue to host events year-round and regain its luster, added JLL.

The upcoming completion of Royalmount by the year’s end will also boost tourism by featuring an aquarium and the city’s first-ever Rec Room.

“Montréal’s public transit ridership witnessed significant growth in 2023, with a notable 23.8 per cent year-over-year increase in overall metro station entries. Despite the improvement, ridership volumes in 2023 remain 24.2 per cent lower compared to the levels seen in 2019. Analysis of downtown station entries reveals an even wider difference largely influenced by the widespread adoption of hybrid work models,” explained the report.

“With phase 2 of the REM LRT project slated for completion in late 2024, downtown ridership is expected to receive a substantial boost. This phase will directly connect Midtown North, the West Island, and parts of the North Shore to the metro network, creating new commuting opportunities. The infrastructure and 18 stations for phase 2 have already been completed, with the remaining focus on finalizing the computer and control systems.”

The report said the upcoming arrival of the McGill REM station and Ivanhoe Cambridge’s proposed expansion plan for Place Montréal Trust are set to boost sales in the coming years. With the addition of 13 floors spanning 250,000 square feet above the downtown mall, the incorporation of residential units holds the potential to generate a substantial increase in local foot traffic, greatly benefiting the mall and its retailers.

JLL said Cadillac Fairview is also addressing the housing shortage on the island, planning to create a 35-storey tower with 510 units adjacent to the Bell Center. The building will be the first to seamlessly connect to the retail-focused underground city, which is set to benefit from the boost in foot traffic and sales when delivered in 2026.

“Economic pressure has impacted the retail outlook in Montréal, resulting in consumers tightening their discretionary budgets. Additionally, it’s projected that real consumer spending will stagnate while personal incomes decline. However, there are still reasons to remain optimistic. The upcoming delivery of Royalmount and numerous REM stations in the second half of the year should incentivize sales growth, along with future downtown densification efforts led by retail stakeholders. Furthermore, tourism has recovered, encouraging hotel and entertainment-centric developments that will strengthen the city’s international pull,” said JLL.

Cadillac Fairview is pleased to announce the construction of 510 units at 750 Peel Street in Montreal, part of the company’s Quad Windsor district (Image: Cadillac Fairview)
Construction on Rue Sainte-Catherine (Image: Craig Patterson)

Jesse Provost, Associate Vice-President with JLL, said the retail sector in Montréal is slow starting the year from a real estate perspective.

Jesse Provost

“We’re not seeing all that many transactions occurring downtown at the moment. We’re seeing more activity in the suburbs of Montréal in general. There’s quite a bit of competition because of a lack of product currently on the market,” he said.

He said the continued renovation project along the popular Sainte-Catherine Street continues to impact the retail sector in the city’s downtown.

“The impact that has on the retail real estate is that a lot of retailers are looking on the street but are non-commital, they’re afraid of what the impact will be to open a store on a work site for example or in a construction area,” added Provost.

“There are at least one or two more phases of the project moving westward. There’s also going to be the renovation of the McGill College Street which is open to vehicular traffic today but the city has proposed to pedestrianize this area and create an entertainment and pedestrianized park if you will in that area.”

McGill College Avenue (Image: Craig Patterson)

Provost said there is a sense that Montréal is one of the Canadian cities lagging behind when it comes to a return to office work in the downtown. 

“Based on recent articles I’ve read, we’re probably at about 65 per cent return to office compared to other cities that maybe are in the 70-75 per cent. But we don’t see it walking the streets right now because students are back and the tourism is booming really,” he said.