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Canadian Retail News From Around The Web For April 15th, 2024

By
Retail Insider
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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 several days.

Loblaw launching No Name Mobile cellphone plans at all No Frills stores (CTV)

Competition Bureau to monitor retail flyer market, despite NAL for Transcontinental-Quad/Graphics deal (PYMNTS)

Despite backlash, some Loblaw stores still discount perishable food by 30% — not 50% (CBC)

Walmart Canada says robots are coming to 2 Ontario warehouses, but jobs not at risk (Financial Post)

Former Value Village employee speaks out about her experience (Daily Hive)

Dollarama food prices compared to Loblaw, Metro, Sobeys and Walmart (Daily Hive)

Hundreds line up at Shein pop-up store in Vancouver (Global)

Aisle 24 now open in London (CTV)

McNally Robinson is an indie bookstore that figured it out: Focus on books (Globe & Mail)

Pape and Danforth Starbucks becomes the first Toronto location to unionize (Toronto Observer)

Concerns over beer and wine in Ontario corner stores (CTV)

Four Edmonton convenience store owners charged with illegal tobacco sales (Edmonton Journal)

Homer’s Donuts: Simpsons-inspired doughnut shop draws big crowds in N.D.G. (Montreal Gazette)

Player’s Choice Sports Cards and Collectibles welcomes more than 1200 customers in Kelowna for Hockey Card Day (Castanet)

Questions arise about future of Vancouver stores selling magic mushrooms (Global)

Innovative Direct-to-Consumer Furniture Startup CouchHaus Opens 1st Physical Retail Space in Vancouver [Interview]

By
Mario Toneguzzi
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Couch Haus at 2421 Granville Street in Vancouver (Image: Couch Haus)

Direct-to-consumer furniture retailer CouchHaus has launched its first-ever store in Vancouver at Granville and Broadway.

The showroom is located at 2421 Granville Street.

Harrison Gordon and Paige Sandher, Co-Founders, were a couple in the search for a perfect couch a few years ago which led to the creation of CouchHaus.

The company was founded March 2021.

“CouchHaus is a direct-to-consumer furniture company, so we specialize in modular furniture and our main focus is on customization. We can offer hundreds of different fabrics and also made to measure. If you have a certain space that only allows for a certain size, maybe it’s only 110 inches, we can tailor it to your space and custom make it there. And a lot of companies usually charge an arm and a leg to upgrade whereas we offer all these changes for free,” said Gordon.

CouchHaus at 2421 Granville Street in Vancouver (Image: CouchHaus)
CouchHaus at 2421 Granville Street in Vancouver (Image: CouchHaus)

The furniture is made overseas in Shanghai.

“We were just looking for furniture for ourselves. We’re not only co-founders, but we’re also partners. We were moving into a new home and Harrison’s quite tall and I’m quite short. We’ve got a six-four and a five-two over here. He wanted a deeper seating couch but a lot of the deeper seats weren’t fitting into our townhome,” said Sandher. 

“We didn’t have like the length of a full detached home that traditionally deeper couches are made for . . . When we looked at all the custom options after purchasing our first home we realized that custom furniture can go up to like $10,000 to $15,000 and we just weren’t in a space that we were able to spend that much. We thought, how could we do this in a more cost effective manner?”

Image: CouchHaus
CouchHaus at 2421 Granville Street in Vancouver (Image: CouchHaus)

Gordon said it was a running joke that they started selling a couch out of their house.

The retailer has been primarily online as an e-commerce brand. But they had so many people just within the Lower Mainland that wanted to come and visit and test out the couches that they started just inviting people over to their home for appointments.

“For the past three years, we’ve run it out of our house and we’ve had people come over and we do one-on-one consultations and personalize appointments,” he said. 

“And just now, in the past month, we’ve signed a lease on a space in Vancouver. So we’re opening a flagship location on South Granville, which is where basically all the good furniture stores are in Vancouver. That’s going to be our first step to just being open to the public and not just by appointment of people visiting our house.”

Harrison Gordon and Paige Sandher, Co-Founders of CouchHaus
CouchHaus at 2421 Granville Street in Vancouver (Image: CouchHaus)

The physical space is about 1,600 square feet.

Sandher said the showroom will be set up very much similar to its  appointment model where they basically have different areas where you go through different features.

“One is like your configuration area where you choose what size and what modules you need. The second area is the size area. How deep you want the seats? And then the third one is the fabric area. We will of course have like more condo setups and then more of our home setups as well,” she said. 

“And then in the back area will also have our design consultation rooms. So that’s where we essentially offer like 30 to 40 minute appointments where we’ll help you go through your space and customize based on the size that you’re working with as well.”

CouchHaus at 2421 Granville Street in Vancouver (Image: CouchHaus)

Gordon said all of the custom pieces are delivered within eight to 10 weeks. 

“We also have noted that we have some really popular SKUs that we do now keep in stock at all times as well,” said Sandher.

“Those are available for purchase on the website and delivery within about three to five days.

“The product itself was actually very simple. We actually have one product and it’s just called the comfy couch. It’s sold as separate modules, and what I mean by modules is you can do a corner piece and armless piece or an ottoman or a chaise. And from there you can configure it to if you want to make a three-seater, a two-seater, a six-seater U-shape.

“You can really build it as you want to. And then from there, that’s where you customize if you want to add storage to the ottomans or raise the backrest height and certain features that you wish to upgrade, as well as the comfort of the couch. You can also choose how soft and firm you want it to be.”

Gordon said about 70 per cent of the brand’s customers are from British Columbia and about 20 per cent are from Ontario and then the other 10 per cent are scattered around Canada.

Couch Haus at 2421 Granville Street in Vancouver (Image: Couch Haus)

He said the company has looked into Stackt Market in Toronto.

“It’s a low commitment, you can sign a three or six month term there and you just basically run the space and test it out. So we’re hoping Q3 we open a pop up there and then if it looks good then sign a lease out East,” added Gordon.

“I think one of the really cool features about our product is that we also do focus on sustainability. A couple of features integrated into the product itself would be that we actually have removable slipcovers. They’re all fully washable, which is a really key feature for a lot of our clients. With them also being removable you can change the color of your couch as well. That’s also something that our clients will do as their lifestyle changes whether they have young families or you know wanting to switch it up just based on the seasons,” said Sandher. 

“And the cushions are also restuffable. It’s usually the first thing that goes on couches is the actual cushions start sagging. We wanted to make ours so that you could refill the foam and then also restuff the cushion to really minimize furniture that’s going into the landfills.

“And then for every couch we build, we also plant 100 trees. That’s already built into our initiative as well.”

Canadians Look to Make Major Purchases in 2024 Despite Economic Uncertainty: Survey

By
Mario Toneguzzi
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Flight Centre’s Concept Store at Coquitlam Centre (Image: Cutler)

Economic uncertainty isn’t stopping Canadians from planning major purchases in 2024, according to a new survey by Affirm, a payment network.

Wayne Pommen

“Canadians are eager for travel experiences but wary of high prices compromising their budgets,” said Wayne Pommen, Chief Revenue Officer at Affirm. 

“Our survey found that 71 per cent of consumers are looking for ways to be more financially savvy than in years past, including over how they pay. One way Canadians can take greater control over their finances is through honest financial products like Affirm, as we do not charge any late or hidden fees and enable consumers to pay-over-time at their own pace.

“On the one hand you have people concerned about the economy. We’re all seeing the headlines and everybody’s been in a bit of a funk about that for a number of months now. But at the same time, there is a degree of optimism, especially when people reflect on their personal finances and where that’s going. I think we found that quite encouraging.

“It particularly jumped out that the younger generation are feeling a little more optimistic than the older folks . . . We thought that was significant. And related to that we saw a fair number of consumers planning to make a large purchase in the near future and that speaks again to some consumer confidence that maybe kind of surprised us to the positive side.”

Mercedes-Benz Kelowna (Image: Provided)

Some key findings from the survey:

  • 82 per cent of Canadians plan to make a major purchase in the coming months;
  • Younger generations were more likely to plan a major purchase this year, with 94 per cent of Gen Z and 90 per cent of Millennials planning to do so, compared to 82 per cent of Gen X and 72 per cent of Baby Boomers;
  • Vacations were by far the most likely big purchase for Canadians (45 per cent), followed by a car (25 per cent) and furniture or decor (23 per cent). Technology (22 per cent) and tickets to an experience (21 per cent), such as a concert or sporting event, also ended up on consumers’ spending shortlists to round the top five categories;
  • 41 per cent of Canadians expect it will be difficult for them to stay on budget this year, while 24 per cent are unsure of their budgets. An overwhelming majority of these consumers (71 per cent) cited high prices as their biggest challenge, followed by an uncertain economy (36 per cent), and not having enough money to make ends meet (31 per cent);
  • 58 per cent of consumers are looking for greater transparency from their payment options, and 48 per cent want increased flexibility;
  • 29 per cent of respondents believe the Canadian economy will improve over the next 12 months and 45 per cent expect their personal financial situation will improve over the same period;
  • 64 per cent of Gen Z consumers and 59 per cent of Millennials believe their finances will improve over the next 12 months, both of which were roughly double in comparison to Gen X (37 per cent) and Baby Boomers (31 per cent);
  • Gen Z (49 per cent) and Millennials (41 per cent) were also significantly more likely to say their personal financial situations had improved over the prior year compared to Gen X (26 per cent) and Baby Boomers (25 per cent).
B2 at Montreal Eaton Centre (Image: Craig Patterson)

Affirm is integrated at checkout across more than 279,000 retailers including partnerships in Canada with Amazon, Apple, Samsung, Hudson’s Bay, Browns Shoes and CheapOair.  Consumers can buy now and pay over time at stores with Affirm with no hidden fees—not even late fees.

“There are more options now than there used to be for people to make these types of purchases and not end up in revolving credit card debt, taking risks, hit with late fees, etc.,” said Pommen.

He said the buy now and pay later option is becoming more popular.

“When we see inflation, when we see economic stress, people will cut back on spending but they’ll also say well how can I make these purchases that I really want to make and what’s the smartest way to do that. So what we’ve seen is that customers are getting more and more savvy about the fact that if you put something on a credit card and you don’t pay it off in full every month you’re paying 20 plus per cent revolving interest, you’re paying late fees. If you put it on say a store card, you could be paying deferred interest and getting these unsavory bills where the interest is retroactive.

“We don’t do any of that. We just take a purchase. We split it up over time. It’s very clear. There’s no hidden fees. No late fees. No revolving account like on a credit card. And we think more and more people understand this. None of this existed in Canada a decade ago and now it’s fairly mainstream with us we think as the leader.”

Canada’s Agri-Food Sector Lacks Vision as Consumers Struggle with Grocery Prices [Op-Ed]

By
Sylvain Charlebois
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Real Canadian Superstore in Burnaby, BC (Image: Field Agent Canada)

This past week has been pivotal for economic indicators. The Bank of Canada has opted to maintain its benchmark interest rate steady, while recent data revealed that inflation in the U.S. is accelerating again. The U.S. economy appears robust, which sharply contrasts with Canada, where there is an anticipatory hope for a “soft landing”—a scenario that includes avoiding recession while achieving full employment. However, the economic data from Canada indicate significant headwinds in productivity and wealth creation.

There is widespread speculation about interest rate adjustments across North America. The U.S. Federal Reserve is contemplating an increase, which has already begun to exert downward pressure on the Canadian dollar. This has weakened significantly and might dip below 70 cents against the U.S. dollar by early May. This depreciation could make imports, including food, more expensive.

Amid these economic tremors, Canada has unveiled its new budget after two weeks of exhaustive discourse, featuring over $20 billion in new expenditures. The Trudeau government is persuading Canadians of the diminishing necessity for provincial involvement, positing that Ottawa alone can fulfill its promises. This centralized approach is also evident in measures related to the agri-food sector and food security.

Despite the national school food program, the budget was silent on new measures to stabilize or nurture our agri-food economy. Food inflation is on a downtrend, yet per capita food expenditures are also falling. The average Canadian now spends approximately $248 monthly on food at retail outlets, a significant drop from the $339 needed to sustain a healthy diet. This reduction is evident in a shift towards cheaper, nutritionally deficient alternatives—a trend previously unseen in Canada.

Winners at 110 Bloor (Image: Dustin Fuhs)

The root cause extends beyond food prices alone. The cost of living, primarily housing, has prompted many Canadians to economize at the grocery store. In response, the Trudeau government has focused intensely on housing policies in recent weeks, though the strategies employed are open to debate.

What is glaringly missing is a definitive, actionable vision for Canada’s agri-food sector. The national school food program should have been an integral part of the Sustainable Canadian Agricultural Partnership, which concludes in 2028. Logically aligning what we cultivate with what children eat in schools seems straightforward, yet Canada complicates food-related initiatives. This inconsistency extends to support for food banks and food rescue organizations. Three years ago, Ottawa formed a Food Policy Advisory Council to shape Canada’s agri-food vision, but its impact has been minimal, with many members resigning and low attendance at meetings.

Contrastingly, the United States is poised to introduce a new Farm Bill to legislators, a $1.4 trillion initiative over five years that will dictate the future of its agriculture and nutrition policy. This amount dwarfs Canada’s entire national debt and equates to $820 per American annually, compared to a mere $17 per Canadian. The U.S. policy, including the Supplemental Nutrition Assistance Program, demonstrates a profound commitment to supporting its agri-food sector in line with national interests. We may disagree with their vision for agriculture and agri-food, but at least they have a clear vision. Meanwhile, Canada is still grappling with how to protect the antiquated supply management regime at all costs, particularly through the controversial Bill C-282. We just do not take our agri-food priorities seriously.

While it would be unfair to attribute all our challenges to the Trudeau government alone, it undoubtedly possesses a unique opportunity to define a forward-looking vision for the agri-food sector. Its commitment to environmental stewardship could play a pivotal role, but Ottawa should also consider extending its influence over provincial domains where it can meaningfully impact agriculture and food security.

However, one should not hold their breath for transformative outcomes from the budget. It appears unlikely that significant advances will emerge.

Crafting Resilience: 10 Key Factors in Creating a Robust Contingency Plan for Your Company

By
Retail Insider
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Every business faces its own challenges and surprises. A strong contingency plan can make the difference between stumbling and standing strong.

This article dives into ten key factors to keep in mind when preparing your business for the unexpected. Using advice from industry experts, we explain key strategies to ensure your operations are resilient, your team is ready, and your future is secure.

Why Does Resilience Matter in the Workplace?

Resilience in the workplace helps teams power through tough times into growth phases. It transforms a group of individuals into a unified force capable of pivoting quickly and effectively, no matter the challenge.

Jim Purcell from Returns On Wellbeing Institute, LLC, noted. “Resilience enables employees to protect against negative experiences which otherwise could be paralyzing. And it helps employees maintain emotional balance during the adversity we’re experiencing today and reduces the likelihood of debilitating stress or depression.”

Fostering resilience means building a culture where every setback is a setup for a comeback. This value nurtures an atmosphere where innovation flourishes, people feel genuinely supported, and the business thrives, even in adversity.

How Does a Contingency Plan Enhance Resilience?

A contingency plan is an important component for navigating unexpected challenges. It outlines clear actions a business can take to ensure operations continue smoothly past disruptions, providing a roadmap for rapid adaptation and recovery.

“A contingency plan is essentially a safety net,” said Titania Jordan, CMO of Bark Technologies, a company known for the Bark Phone, a kids phone with built-in safety features. “When challenges arise, it’s the blueprint that keeps operations running, minimizing their impact and ensuring progress doesn’t stall.”

Embedding a mindful plan into a company’s strategy enhances resilience, empowering teams to handle crises with confidence. Contingency plans transform potential disruptions from major setbacks into manageable events, promoting a culture of readiness and adaptability.

What Are the Core Elements of a Robust Contingency Plan?

Crafting a contingency plan that stands the test of time and uncertainty involves more than just wishful thinking — it requires strategic foresight, meticulous planning, and a clear understanding of what makes your business tick. Here are 10 core elements to consider:

1. Start With a Comprehensive Risk Assessment

Kickstarting with a thorough risk assessment sets the stage. Instead of guesswork, it’s a detailed analysis of what could go wrong and how it might affect your operations.

“Every risk assessment is a deep dive into the ‘what ifs’ that many employees prefer to avoid, but it’s important for resilience,” explained George Fraguio, Vice President of Bridge Lending at Vaster. “Identifying these risks early on equips businesses to handle them with precision if they ever turn into reality.”

A meticulous risk assessment highlights potential threats and prioritizes them based on their impact and likelihood. This approach ensures that your contingency plan is targeted and tailored to your business’s unique landscape instead of being a blanket strategy.

2. Identify Critical Business Functions

Next, you need to understand which functions are vital for your business’s survival. It’s about asking, “What are the non-negotiables for keeping the lights on?”

Saad Alam, CEO and Co-Founder of Hone Health, emphasized, “Focusing on these important areas guarantees that you safeguard what’s indispensable, ensuring your operations can endure any challenge.”

Identifying these critical business functions goes beyond protection, making sure that your business continues to serve its customers and maintain its market presence in times of crisis.

3. Develop a Communication Strategy

Establishing who needs to know what, when, and how helps ensure that misinformation doesn’t compound any existing issues. A strategic communication plan outlines protocols for internal and external messaging, keeping all stakeholders informed and aligned.

Sam Emara, CEO of Foxy AI, said, “Crafting a clear and concise communication strategy underscores any contingency plan’s success. This way, everyone involved understands their role and the steps they need to take, minimizing panic and confusion.”

By prioritizing transparency and consistency, a communication strategy manages expectations and maintains trust. Whether you’re updating employees on the next steps or informing customers about how operations are affected, timely and honest communication reinforces stability and confidence across the board.

4. Allocate Resources for Quick Response

Having resources ready at a moment’s notice can significantly reduce the time it takes to respond to a crisis. This concept includes having physical resources like emergency supplies and financial resources to cover unexpected costs. Planning how to allocate these resources before the unexpected hits means you can act immediately, reducing the impact on your operations.

Brianna Bitton, Co-Founder and CEO of O Positiv, pointed out, “Quick access to pre-allocated resources allows you to respond to emergencies rapidly, mitigating potential damages and keeping your core functions intact.”

Effective resource allocation involves understanding what you might need in various scenarios and ensuring those resources can be mobilized quickly. In addition to having funds or supplies on hand, you should know how to deploy them efficiently to address immediate needs. In doing so, your business remains operational, and you minimize the crisis’s impact on stakeholders.

5. Establish Recovery Procedures

Recovery goes beyond your initial response to a crisis. It involves steps to return to normal operations while minimizing the long-term impact on your business. Setting clear recovery procedures puts a roadmap in place for navigating out of crisis mode and back to business as usual.

Justin Soleimani, Co-Founder of Tumble, emphasized, “Recovery procedures lay down the steps to bounce back with minimal disruption to your services and client relationships.”

Focusing on recovery means having a plan that covers not just the immediate aftermath but also the longer-term strategies for full operational recovery. You’re developing resilience, learning from the event, and emerging stronger than ever.

6. Conduct Drills and Training

Theoretical plans need practical testing. Conducting drills and training sessions ensures everyone knows their role and how to execute the plan under pressure. This practice builds confidence among team members and identifies any gaps or areas for improvement in the plan.

“Drills transform your contingency plan from paper to practice, ensuring your team is both prepared and proficient,” said Travis Mydock, DUI lawyer St. Augustine, FL of Mydock Law.

Drills and training embed a contingency plan into your company culture. They make resilience and preparedness part of the daily operations so that when the unforeseen occurs, your response is swift, coordinated, and effective.

 7. Regular Plan Reviews and Updates

The business environment is constantly changing, and so are the potential risks to your business. Regularly reviewing and updating the contingency plan helps it remain relevant and effective against new threats. Consider revisiting risk assessments, communication strategies, and recovery procedures to reflect your current reality.

“An updated contingency plan is a live document that grows with your company,” noted Andrew Meyer, CEO of Arbor. “Staying ahead means regularly reassessing your strategies and making necessary adjustments.”

This key factor is about adaptability: Ensure your plan evolves with your business, incorporating lessons learned from drills, actual events, and changes in the business landscape or operations.

8. Collaborate With External Agencies

Collaboration with external agencies — such as local emergency services, government bodies, and industry partners — can enhance your contingency plan’s effectiveness. Establishing connections and understanding mutual support capabilities before the unexpected happens ensures smoother coordination during emergencies.

“Working alongside external agencies strengthens your preparedness framework, bringing in expertise and resources beyond your immediate reach,” stated Max Baecker, President of American Hartford Gold, a company that helps customers invest in and buy gold.

Integrating with external partners means you’re not alone when navigating crises. Their support can offer additional insights, aid, and a broader perspective on managing emergencies, ensuring a more comprehensive response strategy.

9. Secure Data and IT Infrastructure

Cyber threats or system failures can cripple your business operations in our increasingly technological world. Including cybersecurity measures and IT disaster recovery plans in your contingency planning safeguards your business’s digital heartbeat.

Asker A Ahmed, Director of iProcess Global Research, advised, “Prioritizing the security of your data and IT systems is non-negotiable. It’s the foundation upon which your business operations rest.”

Making sure you back up your data and your systems are resilient against attacks means that even in the face of IT crises, your business can continue to operate without significant loss of data or functionality.

10. Employee Well-being and Support

Providing support structures, such as counseling services and clear communication about job security, can mitigate the emotional and psychological impact of a crisis on employees.

A contingency plan that includes employee support recognizes that your team is your greatest asset. Supporting them through crises not only aids in quicker recovery but also builds a stronger, more cohesive company culture capable of withstanding future challenges.

Building Towards a Resilient Future

The journey to crafting a robust contingency plan is pivotal in arming your organization against the unexpected. It’s about more than just survival; it’s a strategic advantage that positions you to seize opportunities when they arise, especially when others might be floundering.

Martin Reeves, Chairman of BCG Henderson Institute, noted, “Resilience is not merely an operational consideration — it’s a potential strategic advantage that enables companies to capitalize on opportunities when competitors are least prepared.”

Embrace these key factors, and set your business on a path to resilience and sustained growth.

Flexible Work Company ‘LAUFT’ Discusses Expansion Plans and New Government Collaboration [Interview]

By
Shelby Hautala
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LAUFT is Expanding on King Street in Toronto (Image: Dustin Fuhs)

As workplaces in Canada have been reshaping from in-office to hybrid and remote environments, LAUFT, known for its flexible on-demand offices, has announced ambitious expansion plans, including a contract with the federal government of Canada.

Currently located in the Greater Toronto Area, LAUFT offers convenient and compact workspaces equipped with spaces to meet the needs from solo entrepreneurs to large corporations who are looking for flexible workplace solutions. 

Graham Wong

“Really what we are looking at doing and really what we want, is to build the Starbucks of workspaces with an Uber-like experience”, shares Graham Wong, Founder and CEO of LAUFT. “In this evolving landscape, LAUFT is not just creating spaces; it is crafting experiences catering to the modern professional’s need for flexibility, innovation, and a work-life balance. As LAUFT expands its footprint, it brings us one step closer to a future where workplaces are as dynamic and diverse as the people who use them, offering a glimpse into a world where our environments are tailored not just for our tasks – but for our lifestyles.”

Image: LAUFT at Vaughan Mills

Currently the company has six locations including Vaughan, Burlington, Ajax, Castlefield, Dufferin, Don Mills, and King at Church in downtown Toronto. The company is planning to expand in the GTA and beyond, with a future site planned for Ottawa with a potential location in Oakville. 

The space in Ottawa will be a pilot program aiming to introduce its flexible workplace environments to federal agencies, offering government employees a new way to work. Beyond these plans, LAUFT will be exploring opportunities throughout Canada and eventually will take its concept globally. The location in Oakville has not been confirmed, but Wong says he is hoping to open a space there for around September. 

“We are expanding and have a pipeline of more locations that extend all the way outside of the GTA in the commuter areas. We are also expanding into Ottawa where we won a contract with the federal government of Canada. We will be taking the LAUFT concept there as a pilot for their federal agencies and workers. From there, the vision extends across Canada. We see the value and demand for our model in providing flexible workspaces that cater to not just individual freelancers, but also to large organizations looking for adaptable solutions for their teams.” 

Specialized spaces for events 

LAUFT will be expanding its King and Church location in Toronto and the additional space designed for meeting areas, workshops, professional and social gatherings, and provide parties. 

“We are expanding into the West unit, transforming it into a street-level space. This is about more than just providing space; it is about creating an experience that blends seamlessly with our vision of work and life.”  

The new event space is scheduled to open in early May and Wong says it has the potential to be a landmark destination for professional and social events in downtown Toronto. 

“We need to look at space, and we need to figure out what people need. And what we saw and identified in the downtown core was an opportunity for event spaces. This is really just about how you can entertain and host larger groups in a space that is highly customizable, but very convenient and very accessible in the downtown core.Maybe it is for a book club, a wedding party, or maybe a sporting event. That hasn’t existed in a very on demand way and this is what we are bringing into the market.” 

The new event space will be a test before expanding the concept to other locations. 

Blending travel and work 

Image: LAUFT Ajax

LAUFT is aiming to be the “Starbucks of workspaces,” and would like to take the concept into airports, hotels, and globally. 

Wong says he is exploring innovative venues that are not traditional office settings such as integrating flexible workspaces in airports and hotels. These locations will allow LAUFT to reach travelling professionals to work efficiently and comfortably while on the move. 

“Imagine having LAUFT in airports or travel hubs where between flights, professionals can catch up on work in a conducive environment, or hotels offering dedicated workspaces allowing guests to seamlessly blend travel and work. This vision represents a significant opportunity for LAUFT to embed itself into the fabric of the global business ecosystem.”

Wong also has plans to expand LAUFT internationally, such as in the US and Europe, but before this, he wants to establish a foundation in Canada. LAUFT is working with Nick Iozzo from Savills Canada for their real estate search expansion needs.

Future plans 

As the business is expanding its offerings into the Nation’s capital, Wong shared what’s to come for LAUFT.

“The next step would likely be in Quebec and then we would love to go across Canada and then look into the US as that would probably be our second market. 

Wong also said LAUFT is planning to bring back its loyalty program to enhance the user experience and foster a deeper sense of community. Wong says the company is working on rebuilding the loyalty program for guests, but is unsure when it will be available. The loyalty program Wong says is a great way to support local businesses, as it could possibly offer discounts to businesses around them such as cafes, restaurants, and retailers. 

Currently, LAUFT already supports and promotes local businesses as it integrates local vendors and services into its workplaces, this loyalty program Wong says could be another way to interact with the community.

“Our aim with revitalizing the loyalty program is not just about rewarding our users; it is about creating a thriving ecosystem where everyone benefits. By potentially offering discounts and special offers from nearby cafes, restaurants, and retailers, we are not only adding value for our members, but also driving meaningful support to local businesses. It is a tangible expression of our commitment to the communities we are part of and a reflection of our belief that when local businesses flourish, we all flourish.” 

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

By
Mario Toneguzzi
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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

By
Mario Toneguzzi
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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

By
Retail Insider
-
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

By
Mario Toneguzzi
-
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.” 

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