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.
Easter is around the corner and like many holidays, it arrived on retail shelves earlier. Jeff Doucette, general manager at Field Agent Canada, and Joanne Mutter, owner of JoJo CoCo Chocolate in Ottawa, discusses the current state of Easter, rising trends, and what is missing – such as the presence of adult Easter themed products.
“The Seasonal Creep”
Easter this year came out earlier than ever as products were mixed with Valentine’s Day causing retailers to have multiple displays at once – making it a messy experience.
Jeff Doucette
“What we saw early on, is a mismatch of Easter and Valentine’s Day all happening almost immediately after Christmas. All that product hit the stores and is the idea of seasonal creep – all seasons mixed together. Every year the seasons tend to start a little bit earlier, so it just seems like there is a lot of competition and a lot of space being used in-store to celebrate multiple ones at the same time. We have already started to see some summer olympic stuff, so it could be seen as confusing for consumers because there are a couple of different things happening at the same time,” says Jeff Doucette.
Doucette says other countries are seeing the same, such as Australia where retailers started selling Easter products in January: “So, it is really early this year.” This trend was previously reported in Retail Insider discussing Halloween, which was mixed with Christmas causing a confusion among consumers.
JoJo CoCo Chocolate – What it is seeing in-store
JoJo CoCo in Ottawa (Image: JoJo CoCo)
JoJo CoCo is located in Ottawa, Ontario where it has an assortment of chocolate from artisan makers throughout Canada and focuses on fine and ‘bean to bar’ instead of mass produced.
Joanne Mutter says for Easter, there aren’t usually a lot of specialized products.
Joanne Mutter
“There is not a lot of chocolate that gets produced for any holidays simply because a lot of the artisans don’t work with any sort of molds of chicks and bunnies for Easter – but now, more and more of them are starting to use them and products look great,” says Mutter.
The store offers products for everyone and has options for dietary restrictions. As Easter is earlier this year, Mutter says it takes people by surprise, creating a slower build.
“When it is the week of Easter, people are suddenly like ‘oh, wow – it is Easter weekend.’ So a lot more traffic happens a lot closer than it would be if let’s say Easter was in the middle of April,” says Mutter. “We started getting ready for Easter as soon as Valentine’s Day was over. We are not a big volume retailer, so we don’t have one holiday ahead of the other, we are right on the heels of another and so we probably have a good four weeks of selling period for Easter.”
“Going to the dark side”
Image: jojococo.ca
As for trends, Mutter says the main one right now is more people are purchasing dark chocolate and more people are interested in ingredients as consumers want to know what they are eating.
“There are a lot of people out there that are making really great craft chocolate and people should be open to trying the dark chocolate as it is better for you and has lots of interesting flavour notes to it. So I would say, step out of the box and try something a little bit new,” says Mutter.
Mutter also notices a shift in consumers wanting to support more local businesses and are seeing an increase in traffic and interest towards their products.
As for Easter products, consumers can expect to see different options for bunnies such as dark chocolate, vegan, and dairy free. The store also offers a selection of mini eggs. JoJo CoCo is available to ship across Canada.
Easter chocolate innovation and adult appeal.
Cadbury’s ‘Share with love’ Campaign at No Frills in Oshawa (Image: Field Agent Canada)
“Big brands that I have seen that are standing out this Easter in terms of merchandising are Cadbury and Peeps. The Peeps marshmallow treats, which is not really a big brand outside of the Easter period, are doing extremely well this Easter in terms of the space they are getting and just has been more noticeable than what I have seen in the past,” says Doucette.
Doucette says there is not a lot of product innovation, but is seeing retailers spending more on displays.
Retailers are not just throwing products onto shelves, but are putting more effort this year into displays and signage in-store. One example would be Cadbury’s program “share with love” as “it creates an island of Easter inside the store, so that is interesting and there is a tie with children’s charities with the campaign”. Lindt has really good premium merchandise where they are “not competing as much for low prices, but more on image. So that is a different tactic in this type of economy to be focused on the upper end of the spectrum.”
As for adults, the category is growing for Easter as Doucette says more brands are putting out products such as the Guinness chocolate egg, Baileys, and other alcoholic themed chocolate eggs – but brands could be doing more for adults.
“It is tough. There is not anything exciting right now, there is not a whole lot that is really neat. It has been quite quiet in terms of actual new product innovations,” says Doucette.
JoJo CoCo in Ottawa (Image: JoJo CoCo)
Inside JoJo CoCo, Mutter says it offers adult Easter gift baskets such as a box of truffles and some Easter mixed products. The brand also offers wine pairing.
“We actually do a lot of pairing of chocolate, so people will come to us saying ‘we are serving this type of wine, what chocolate should we have with it?’ A majority of people want something that is Easter themed in whatever chocolate they want, so bunnies and eggs are the ones moving out the door quickly,” says Mutter.
Doucette says brands are beginning to step up their game with Easter, such as Nestle who is “getting more serious about the Easter category with their big three brands: Smarties, KitKat, and Arrow.” Despite this, there is still a lot of room for Easter innovations including brands who are outside of the candy category.
Think outside of candy
Easter Display at Real Canadian Superstore in Peterborough, Ontario (Image: Field Agent Canada)
It is not just candy companies that are trying to bring products and designs to Easter as Doucette says Mondelez International Inc. has a Ritz, Triscuit, and a cracker barrel that is designed to “bring them together for Easter. Of course the company is a candy company so they are no strangers to Easter, but using Ritz and Triscuit is a different approach.”
Another concept Doucette saw last year was cheese selections that were wrapped like an Easter egg, chicken, or a bunny shape: “Sounds kind of funny, but there literally was an Easter cheese offering and it was kind of cool.”
Outside of the food category, Doucette suggests other categories to expand into Easter including opportunities for toys, health, and beauty products.
Future in-store experiences
Lindt Chocolate in First Canadian Place (Image: Dustin Fuhs)
One way retailers could bring shoppers in-store rather than shopping online, would be to have an Easter egg hunt in-store. This would not only bring shoppers in, but would create a memorable shopping experience.
“Maybe four weeks before Easter, retailers could have an Easter bunny in-store and have kids run around to find eggs just as a way to get people in-store and have a little event. That would be fun and more of a shopping event and then you kind of submit yourself as the Easter store and just kind of lock that store in as the destination for Easter,” says Doucette.
Doucette also suggests retailers to have a shop-in-shop layout for Easter where there is a big section tying all brands and Easter products together in one place, making it easier for shoppers while providing a great and memorable experience.
Shuttered Retailer at 633 Queen Street West (Image: Dustin Fuhs)
A new report by Equifax Canada indicates insolvencies are rising in the country amid mounting financial stress on Canadian businesses.
And the Canada Emergency Business Account (CEBA) loan repayment has added to that financial burden.
Jeff Brown
“Canadian businesses are facing a perfect storm of economic pressures,” said Jeff Brown, Head of Commercial Solutions for Equifax Canada. “The end of the initial grace period for CEBA loans, combined with high input costs, labour expenses, a slowdown in consumer spending and high interest rates, is creating a challenging environment.
“These factors are contributing to a growing trend of business failures. The sharp rise in insolvencies, representing a 30.3 per cent surge since 2019, underscores the financial pressures faced by businesses. There is a need to manage debt and adapt to changing market conditions through strategic financial planning and proactive measures.”
Closed Business in the PATH at 65 Queen Street (Image: Dustin Fuhs)
With the deadline for CEBA loan repayments now passed, many businesses find themselves navigating the financial strain of monthly payments accompanied by a higher interest rate — a stark contrast to the initial terms of interest-free and no monthly payments. On January 19, 2024, CEBA loans converted to a three-year term loan with five per cent interest payable per year.
“Over the shoulders of a lot of small businesses right now is the CEBA loans and the repayment of them. It was comforting to see a lot of small businesses stepped up and repaid that loan,” he said. But many of them had to take on another loan to pay for that loan.
“But really what’s happening behind the scenes is almost the equivalent of a small business taking on a net new car loan for a car they don’t get to drive so it’s just something that’s just adding onto their shoulders of how they operate moving forward and really when we think about this we always say the adage you’ve got to spend money to make money but you have less access to capital because you’re already paying something else off. There’s less of the ability for them to spend money to grow their businesses and support their businesses moving forward.”
Some key findings from Equifax Canada’s Market Pulse Quarterly Business Credit Trends Report:
Many Canadian businesses are facing an uphill battle, as evidenced by a 41.4 per cent surge in business insolvencies in 2023 when compared to 2022;
A 14.3 per cent uptick in the number of businesses that missed a payment on a credit product (Q4 2023 vs. Q4 2022);
Delinquencies across business credit accounts continued to rise, with industrial and financial trades experiencing increases in account-level delinquencies. In Q4 2023, industrial trades experienced an 8.8 per cent increase in 30+ day account-level delinquencies, reaching 11.2 per cent. Financial trades saw a 3.1 per cent increase to 3.3 per cent;
Installment loan delinquencies reported a significant surge, with early-stage delinquencies up by 12.5 per cent and late-stage delinquencies up by 16.3 per cent year-over-year, suggesting that businesses are struggling with monthly loan payments. Revolving credit (cards and line of credit) delinquencies of 30+ days grew by 1.3 per cent year over year, reaching 3.2 per cent in Q4 2023. Real estate, rental, leasing, and retail trades also witnessed substantial increases in missed payments;
The provinces with the highest financial trade delinquency rates are Alberta (3%), Ontario (2.9%) and Quebec (2.6%), with Quebec also having experienced the largest uptick year over year from 2.4 per cent to 2.6 per cent in severe (90+ days) delinquency rate; and
Reported outstanding balances from financial trades continued to rise, reaching $31.8 billion in Q4 2023, and marking a 7.4 per cent annual increase driven primarily by a 15.3 per cent increase in credit card balance.
Closed Red’s at Fallsview Casino Resort (Image: Dustin Fuhs)
“We’re seeing the struggles all over the place right now,” said Brown. “There’s obligations with suppliers across the board. Delinquency rates are increasing. So 8.8 per cent with suppliers. Then we’re seeing it grow even more with financial institutions. The percentage of businesses that are 30 days plus overdue shot up 11.2 per cent this past quarter. It means even with the debt that they’ve taken on it looks like it’s becoming a bit more mounting for them to be able to pay even their basic obligations right now. So it’s very challenging.
“Obviously it’s going to vary by sector.”
Image: TheBodyShop.com
Despite a slowdown in inflationary pressure, new credit growth remains subdued, with high interest rates and tighter lending criteria constraining lending activities, said Equifax. This is evidenced by a notable decline in new originations for both financial (-24.4%) and industrial trades (-15.3%) compared to the previous year. However, despite reduced lending activity, the demand for credit among businesses remains robust, as reflected in a 5.5 per cent increase in credit inquiries.
“The demand for new credit may point to signs of growth and expansion as Q4 2023 saw a 21.9 per cent rise in establishment of new businesses when compared to the same time period in 2022,” said Brown.
“We haven’t seen growth (in insolvencies) this large over the past 10 years . . . With this mounting debt and delinquencies increasing we’re not really seeing any signs of why those insolvency numbers shouldn’t continue to climb.”
Marugame Udon, the world-renowned Japanese noodle hotspot, has opened its first Canadian location in Vancouver with plans to grow the brand across the country.
Victor Hisao Misawa
“We are thrilled to introduce Marugame Udon to the vibrant city of Vancouver. Our goal is to foster cultural exchange through the rich and authentic flavours of Sanuki-style udon and tempura, offering a truly unique culinary experience” said Victor Hisao Misawa, President, and General Manager, Marugame Udon International.
The first location has opened at 589 Beatty Street in downtown Vancouver.
“At Marugame Udon, customers can expect to indulge in delicious handcrafted udon noodles served daily in a lively dining atmosphere. With a dedication to freshness, the experienced and passionate kitchen teams in over 1,000 restaurants worldwide take pride in creating culinary excellence every day. Marugame’s dishes are expertly prepared in a theatre-style kitchen, allowing guests to observe the craftsmanship behind each meal. The hallmark of Marugame’s cuisine lies in its made-to-order udon noodles, guaranteeing an unforgettable and authentic Japanese dining experience for all patrons,” said the company.
Toridoll Holdings, which has developed a chain of restaurants in various dining categories, operates the Marugame Udon brand which was founded in Kakogawa City, Japan in 2000 and is the world’s most successful udon concept with more than 1,000 locations worldwide. About 850 restaurants are in Japan.
Marugame Udon Vancouver (Image: Marugame Udon)Marugame Udon Vancouver (Image: Marugame Udon)Image: Marugame Udon
The Vancouver location is the brand’s 263rd restaurant outside Japan.
Marugame Canada is currently seeking franchise partners in collaboration with the national expansion.
Misawa said the restaurant had a soft opening for three weeks before its grand opening on March 15.
He said the area of Japan where the brand began has many tiny udon noodle restaurants.
“Many, many people line up there,” said Misawa. “They make the noodles really fresh and then you eat it with tempura. What’s unique about those little restaurants, they’re literally a little workshop set up at the back of a house kind of thing. And people just line up. They have this sort of open kitchen.”
The first restaurant that opened for the brand emulated those little restaurants.
“It was instantly very successful,” he said. “Marugame is one of the towns from that region and that region specifically because of the type of wheat you can get in that area and the water renders a very chewy style of noodle. There are very, very many different types of noodles in Japan like there are in China and the rest of Asia. And this particular one is a chewier style.
“It started in 2000 and then expanded very fast.
“Vancouver for us is extremely strategic. We want to get into Canada. The West Coast is much better than going to the East Coast from a supply chain perspective. There’s also a very large Asian and East Asian community here and because udon is not like ramen or like sushi which are well-known, well-established Japanese cuisines, it’s slightly different and more established in the Asian, East Asian community . . . The food is much better known in that community. It’s important for us as we expand to the West to start off with that type of community where we can really get the following and slowly spread as we go and Vancouver because of its population is a very, very good space for us to start.”
He said the company’s North American strategy is based on the West Coast because it tends to have larger Asian communities so it’s a much more logical place to start.
The first overseas location was in Hawaii which is the top-selling store globally. In the U.S., there are 11 locations with another about six to open this year.
“I think we’re of the order of 25 to 30 (in Canada). The response has been so strong here and the more and more we spend time looking here we think just in Vancouver itself can probably handle five or more stores. So we’re looking at 25 to 30 overall,” added Misawa.
“Obviously a soft opening of a store is relatively not indicative and we’re only at the beginning of the honeymoon period but our sales in this store (Vancouver) in particular is easily in our top five of the global ranking. This store is actually beating Japan stores by far and doing extremely well.”
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.
H&M at CF Toronto Eaton Centre (Image: Dustin Fuhs)
Despite the endless variety of retail options catering to adults, the younger demographic – especially those under 13 years-old – are highly undervalued. Lisa Hutcheson, a retail strategist and managing partner at J.C Williams Group, offers insights on missed opportunities, challenges, improvements, and new concepts and innovations such as merging toys and apparel. Currently, families are dealing with lack of quality, affordability, and diverse options – often ending with a frustrating shopping experience.
Children’s retail in Canada is a “mixed bag of significant opportunities and gaps,” says Hutcheson as retailers appear to overlook the demographic. “Parents today are in constant search for clothing offering value and variety, yet they are often met with few options.” The difference between demands and supply provide a broader issue in the retail market: the industry’s reluctance to meet consumer needs, to innovate, and adapt.
Lack of affordable options: A missed opportunity
Roots at Brookfield Place in Toronto (Image: Dustin Fuhs)
Lisa Hutcheson
Hutcheson says finding affordable options might be challenging in children’s retail as the market is currently directed towards either high-end boutiques stretching or out of reach for the family budget, or generic selections in larger department stores, trading quality for a lower price tag.
This leaves a significant gap for mid-range affordable children’s clothing where parents don’t have to choose between breaking the bank or buying low-quality items. As parents want the best products for their children, this gap can be frustrating. The gap is also concerning as it reflects a disconnect in the retail market as retailers are not fully understanding family needs and how children play a big part in retail.
“The current landscape of children’s retail in Canada reveals a critical oversight in meeting the demands of modern families. We are witnessing a market at a crossroads, where the traditional divide between high-end exclusivity and mass-market affordability no longer serves the evolving needs of families. What is desperately needed is for retailers to introduce quality, accessible options that resonate with values and economic realities of today’s parents. This isn’t just about filling a gap; it is about reimagining children’s retail as a space where quality and affordability are not mutually exclusive, but inherently linked.”
Image: Walmart.ca
Children’s retail trends
Foot Locker Kids at CF Toronto Eaton Centre (Image: Dustin Fuhs)
Hutcheson says retailers are noticing a purchasing pattern between clothing as consumers are spending more on girls than boys. To balance this, Hutcheson says retailers need to understand this trend, why it is happening, and offer more creative products. Retailers can also redefine children’s fashion to make it more inclusive and diverse.
“The revenue for girls’ clothing is significantly higher, making up 40.5 per cent of the total category, compared to 23.6 for boys. This divergence in spending between girls’ and boys’ clothing not only reveals parental preferences, but also underscores a potential area for innovation within the boys’ segment. There is a clear opportunity for retailers to delve deeper into what drives these purchasing decisions and to explore new designs, themes, and marketing strategies that could elevate interest and spending on boys’ apparel.”
Kids Clothing at HM.com
As children outgrow clothing faster than parents can keep up with, second-hand clothing options are growing in popularity. Parents are buying second-hand items either from stores or pass downs from family and are finding it not only affordable, but also sustainable which reflects a larger retail shift of consumers shopping more consciously.
“In many families, the tradition of handing down clothes from child to child is not just a matter of practicality, but also a reflection of the durability and lasting appeal of well-made garments. It is also a reflection of a broader shift towards sustainable living. Families are increasingly recognizing the value of reusing and recycling garments. It is difficult to understand how much is passed on, and it is a bit different for girls and boys as boys tend to be the ones that are harder on their clothes.”
This trend shows a growing awareness among consumers to make responsible choices – challenging retailers to consider how they can adjust to support this growing trend. Retailers need to adjust strategies in order to meet expectations of today’s parents and kids – if not, Hutcheson says retailers risk fading out.
Short attention spans & tired parents
Baby Gap at CF Toronto Eaton Centre (Image: Dustin Fuhs)
As children have shorter attention spans than adults, it can cause a challenge for retailers to keep consumers in-store for longer. Hutcheson says the retail experience must be designed with parents in mind as they are often accompanied by children and are looking for a quick and painless shopping experience. This includes navigating sizing options and availability without difficulties.
“The reality of retailing for families is that time is of the essence, especially when shopping with young children. Children’s retail spaces need to be thoughtfully designed to cater to the dual needs of engaging young minds and enabling parents to navigate the shopping experience efficiently From clear, accessible sizing options to streamlined layout that minimize the hassle of finding what is needed – every aspect of the store must support a swift, frustration-free visit. It is not just about making shopping easier; it is about respecting the time and needs of families, ensuring they leave with a positive experience and the right products.”
Hutcheson says retailers need to create an environment where it is easy to walk through, easy to find the right products, an easy checkout process, and better yet – an easy and swift exit for parents who need to leave quickly due to a toddler meltdown.
“Creating an environment where families can enjoy their shopping experience without the stress of navigating crowded or complex spaces, ensuring they can leave promptly when needed. A critical aspect of evolving children’s retail is addressing accessibility on all fronts and this means rethinking store layouts to make them more accessible for families, including those with strollers or children with disabilities.”
By thinking about children in layouts, retailers will not only meet the practical needs of families, but also create an environment fun for everyone.
Innovative children retail concepts
Kids Foot Locker on Queen Street (Image: Dustin Fuhs)
Hutcheson says it is crucial for retailers to create interactive environments – not just clothes on the rack – which is not seen a lot in retail. This could mean designing stores with a play area that allows children to engage with the products in a fun setting.
“Transforming the children’s section into a vibrant, interactive hub is more than innovation; it is necessary. Retailers have a unique opportunity to revolutionize the shopping experience by introducing elements that engage children directly. Imagine a store where the children’s section is not just rows of clothing, but a colourful and inviting space where each colour represents a different theme or activity. Such design not only captivates children’s imaginations, but also aids in navigation, making the retail experience more enjoyable for families.”
Indigo at The Well in Toronto (Image: Dustin Fuhs)
An example Hutcheson uses is Indigo and Coles where it is easy for parents to find the children’s section and enjoyable for kids as it is colourful, playful, and has activities. Not only is it easy for parents to find, but Indigo goes further to divide it more into age groups making it a great experience for people to find books under all ages.
“Retail spaces like Indigo and Coles illustrate the power of thoughtful design in children’s sections. Their approach – making these areas not just accessible but immersive with colour, play, and age-specific zones – sets an example. It is a strategy that both simplifies the shopping process and is enjoyable. This is the kind of innovation we need across the board in children’s retail.”
Joe Fresh is one example Hutcheson says does a great job at offering accessible children’s clothing as it is in a larger retail brand, such as H&M and Old Navy, but makes it easier for families to find exactly what they need for the whole family. Joe Fresh provides options for Men, Women, and children of all ages in very distinctive sections. Oshkosh and Carters are also leading children retailers that provide a seamless shopping experience both online and in-store.
Understanding Generation Alpha – where digital integration is the norm
adidas at The Well in Toronto (Image: Dustin Fuhs)
One aspect retailers need to focus on is to understand the generation that will change trends going forward – generation Alpha, children who were born between 2010 to 2024.
Hutcheson says understanding Generation Alpha is crucial for retailers aiming to stay ahead in the evolving children’s market.
“Born into a world where technology is second nature, this generation’s preferences and behaviours are set to redefine retail trends. Retailers must pivot to meet their digital expectations, seamlessly integrating online and offline experiences to engage these young, influential consumers effectively. It is not just about predicting trends; it is about creating an environment where generation Alpha feels understood, valued, and excited to participate in the retail experience.”
For generational Alpha, the distinction between online and offline is increasingly blurred. Hutcheson says the oldest in this generation is around 13 years old and they will expect a seamless integration of digital and physical experiences, from interactive fitting rooms in stores to virtual try-ons and augmented reality.Hutcheson says retailers will need to continually innovate to meet these digital expectations, creating emerging and multi-channel experiences captivating the demographic and their parents.
“For Generation Alpha, the concept of separate shopping channels simply doesn’t exist; they navigate the digital and physical worlds with unparalleled fluidity. They are growing up in an era where the line between online and offline experience is not just blurred – it is virtually nonexistent. As retailers, our challenge is to mirror this reality in our stores and online platforms. This means rethinking everything from the design of our physical spaces to our digital interfaces, ensuring we are not just meeting needs, but anticipating the integrated experience this generation expects.”
Retail Insider will dive deeper into Generation Alpha and its impact on Canadian retail as we will know more about the trend from incoming research.
“Creating something we don’t have right now”
toysrus.ca
Hutcheson says as retailers have yet to combine toy stores with clothing, children’s retailers are missing another opportunity to innovate in-store experiences and get families staying in-store longer.
“Mastermind Toys could not just make it about toys – they can make it with apparel and have that toy and play element with it as it would keep consumers in store longer. One parent could be with the kid doing something while the other one is shopping. There could be a storytime and sell the books, I think there is a really great opportunity to create something we don’t have right now.”
By toy retailers adding apparel, it could attract more consumers to stay longer, spend more, and enhance the overall experience of shopping with their children.
This combination not only promises to make shopping enjoyable for families, but also reflects a missed opportunity in the retail market. The potential for creating spaces that are both fun and functional, where every visit becomes a memorable adventure, suggests a promising future of children’s retail that Canadian retailers have yet to embrace.
The Exhibition consists of a wide range of exclusive contributions from the sport’s most legendary teams and personalities including iconic Formula 1 race cars from different eras as well as never-seen-before artifacts and video material. For the first time, visitors can also experience what it’s like to get behind the wheel of an F1 car in the state-of-the-art simulators using official F1 gaming equipment.
The Formula 1 Exhibition in Toronto is presented by TSN, a sports channel owned by Bell Media, and the exclusive television broadcast partner of F1 in Canada.
Image: Formula 1 Exhibition
Jonathan Linden
“Canada has a huge history in the sport, from a host of world-class drivers to an iconic Grand Prix. Toronto is home to a plethora of sports, entertainment, and culture so it’s in an ideal position to be the first in North America to welcome Formula 1 fans to this one-of-a-kind show,” said Jonathan Linden, Producer of The Formula 1 Exhibition and Co-President of Round Room Live.
“The feeling is that F1 has become an incredibly popular platform and sport. And even more so over the last number of years in North America. And there’s not a lot of ways to interact with the sport. There’s only a set number of Grand Prix. They just take a weekend. So how do you celebrate F1 beyond just the Grand Prix weekends and in some markets that don’t even get a Grand Prix.
“It’s the opportunity to put together a multi-media dynamic exhibition that celebrates the sport in a way that explains a number of the historical elements and how the sports works, and the history, but also as consumers today are looking for really heightened experiential elements that they can interact with. And I think a unique element of the F1 Exhibition is even people that have been to Grand Prix, and even if they had great tickets, you can’t really see the cars up close and personal as you might like to. So the opportunity to see any number of F1 artifacts and particularly some F1 cars so close and up front something that we’ve seen in other markets is really appealing to consumers.”
Image: Lighthouse ArtspaceImage: Formula 1 Exhibition
The North American debut follows a world-premiere run in Madrid, Spain, where it quickly became the country’s biggest-selling temporary show in 2023, followed by a record-breaking opening in Vienna, Austria, in February.
Officials say it is the world’s fastest-growing sport, attracting millions of North American fans, and this year’s Formula 1 Canadian Grand Prix in Montreal is selling out quickly.
Emily Prazer
“The F1 Exhibition has proven hugely successful during its visits to Madrid and Vienna and with Canada’s history and passion towards our sport, we expect that it will be popular with new and existing fans when it opens in May in Toronto. Experience has shown that it is a great way for them to connect to the sport in a different format outside of a race weekend,” said Emily Prazer, Chief Commercial Officer, Formula 1.
“This first F1 Exhibition in North America reflects the incredible growth the sport has seen in the region in recent years and shows our continued commitment to creating new and interactive ways for fans to enjoy the story of Formula 1.”
Image: Formula 1 ExhibitionLighthouse Artspace at One Yonge (Image: Dustin Fuhs)
Officials said the Exhibition delivers a storytelling adventure across six specially designed rooms, spanning over 20,000 square feet in collaboration with award-winning curators, artists and filmmakers.
Visitors begin their 90-minute journey in Once Upon A Time In Formula 1, which features a mix of previously-unseen photography, film and artifacts which transports fans through some of the sport’s most iconic and defining moments. Design Lab takes visitors into the heart of a Formula 1 factory for a rare glimpse into how F1 teams design and manufacture each season’s new car.
Next, visitors will experience Drivers & Duels celebrating the most iconic drivers and legendary races since Formula 1 began in 1950. Fallen Heroes shines a light on the many drivers throughout Formula 1’s history who tragically sacrificed their lives in pursuit of success. The following gallery, Survival, covers Romain Grosjean’s horrific 150 mph crash in Bahrain 2020 and his extraordinary escape from the ensuing inferno. The gallery features a spine-tingling display of his HAAS car’s remains, alongside a new, multi-screen video installation featuring unseen interviews and footage of the crash.
The show then reaches its high-octane finale in The Pit Wall – a show-stopping cinematic and immersive experience that allows fans to relive the greatest moments in Formula 1 history like never before. Further exciting announcements are to come, revealing brand new displays that will give rare insights to the sport, exclusively for the Toronto exhibition only.
Formula 1 racing began in 1950.
Image: Formula 1 Exhibition
Round Room Live is a leading producer and promoter of exhibitions and family show entertainment, specializing in transforming both new and iconic intellectual property into engaging and thrilling live events. Round Room creates unique live experiences tailored to the distinct character of each property and produces the highest quality productions for audiences around the world.
Round Room’s Immersive and Entertainment Experiences division is currently touring: Formula 1: The Exhibition, Jurassic World: The Exhibition, Mandela: The Official Exhibition, and Tupac Shakur. Wake Me When I’m Free. Their current roster of touring theatrical shows includes: Blippi: The Wonderful World Tour, Blippi The Musical (2023 Olivier Award nomination for Best Family production), Peppa Pig Live, Sesame Street Live!, Nitro Circus 20th Anniversary Tour, Shrek the Musical (2024 US Tour), and Blue’s Clues & You! Live On Stage.
Round Room Live produced the other two exhibitions in Madrid and Vienna and it will be in London this summer.
“The expectation is it’s a touring project. It usually sits in a market for four to six months,” said Linden. “In certain markets where there’s higher demand it can stay for longer. “And so the expectation is we’re in Toronto for the summer and if there’s demand we can consider extending it a little bit and then we would go to the next North American market which we haven’t announced yet.”
Pre-sale tickets for The Formula 1 Exhibition Toronto presented by TSN go on sale March 26 at 10 am EDT and fans can register now at F1Exhibition.ca to be among the first to secure their entry. Tickets will go on sale to the general public March 28 at 10 am EDT.
“(F1) has been popular in a number of areas of the world and particularly Europe for many years and the concept of these high performance vehicles and the drivers that are taking them around the track as technology has advanced it seems as if it’s gotten on more people’s radar,” said Linden.
“There’s a Netflix series called Drive to Survive. It’s been very popular in North America. And I think it’s achieved the goal of personalizing a number of the drivers and people in the sport. It’s continued to contribute to building the popularity in North America. I think there’s a great fascination and it also helps that the Grand Prix have become sort of very upscale, exclusive, dynamic events. People see the pictures and the images of all events around the Grand Prix weekend and it has that impact that people are really fascinated by.”
Bernard Leblanc, President and Chief Executive Officer at La Maison Simons. Photo: Simons
Craig Patterson and Bernard Leblanc, President and Chief Executive Officer at La Maison Simons, discuss the opening of Simons’ new store in Halifax, marking the Quebec City-based retailer’s first venture into the Atlantic provinces. Leblanc shares insights into the $20 million investment and the store’s design, which pays homage to Halifax’s maritime heritage and the Simon family’s roots, with architectural elements inspired by the Bluenose and sails referencing Simons family history. The store expansion reflects Simon’s ambition to bring its brand coast to coast, offering a unique shopping experience that blends local heritage with the retailer’s distinguished architectural style.
The conversation shifts to the rationale behind selecting Halifax for Simon’s 17th store. Leblanc highlights Halifax’s status as a dynamic and rapidly growing city with a diverse clientele, including a significant student population and visitors from neighbouring provinces. The strategic location within a major shopping centre aims to cater to the broader Atlantic region, further cementing Simon’s presence in the Canadian retail landscape.
Patterson and Leblanc finally delve into Simon’s broader retail strategy, discussing the significant portion of sales now coming from e-commerce, while also acknowledging the strong return to physical store shopping post-pandemic. Leblanc emphasizes a unified commerce approach, prioritizing seamless customer experiences across all platforms. The discussion concludes with future prospects for expansion and the potential for more Simon’s stores in major Canadian cities, underlining the company’s patient yet ambitious growth strategy and its commitment to serving diverse customer needs across the country.
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Featured during this interview:
Bernard Leblanc, President and Chief Executive Officer at La Maison Simons
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Australian-based Just Cuts is set to launch its first of many Canadian salons in the near future as the brand looks to expand to the Canadian market.
Just Cuts was founded by Denis McFadden on one simple idea – that people want quality style haircuts from a qualified Stylist, at an affordable price. This notion changed the hairdressing industry forever and still remains the purpose of Just Cuts today, 30 years on, says the company.
The company, which began in 1982, is based in Sydney, Australia. It started franchising in 1990.
Rendering: Just Cuts
Denis Mcfadden
When McFadden started the business with six dollar haircuts and no appointments, he had a line up out the door.
“He said I’m onto something here,” said Amber Manning, CEO.
She said one day one of his hairdressers told him that she wanted to start her own business but she wanted to do it exactly how McFadden was doing it. She asked McFadden to speak with her father about it.
Amber Manning
McFadden, Manning’s step father, went to speak with the hairdresser’s father who asked about a franchise agreement.
“He said ‘I’ll get you that’. He didn’t know what a franchise agreement was. Looked up in the Yellow Pages the Australian Franchise Association and contacted them and asked for a franchise agreement. That’s how the first franchise salon in 1990 took off,” said Manning.
“It was interesting. She was obviously a hairdresser but what had happened she was actually pregnant and had a baby the time the salon was opening. And that was when he realized the business could run itself and you don’t have to be a hairdresser to run Just Cuts. So that’s why we do have a combination of franchisees where we have some owners who are actually hairdressers in the business but a lot of our owners are investors or multi-unit owners. Sixty five per cent of our salons are multi-unit owners meaning they own more than two stores.”
Rendering: Just Cuts
Currently the brand has 235 salons. They operate in Australia, New Zealand, UK and Taiwan.
“We’re looking to open (in Canada) between July and September. We’ve got three deals in Calgary. Our focus areas are looking at the Toronto, Calgary, Ontario areas to begin with and then we’ll look to expand from there,” said Manning.
The brand is set to open this year locations in Calgary, Edmonton and Mississauga.
In addition to their Canadian launch, Just Cuts is also offering its line of affordable hair products, JUSTICE, in-store and online.
“This year we’re aiming for five (in Canada) and then 10 in the second year,” added Manning.
Image: Just Cuts
She said salons are about 800 to 1,000 square feet.
“We’re predominantly in shopping centres. Because we’re a no appointment, no request, salon, people are out shopping, getting their groceries, they’re just hoping to get a haircut. We’re not an appointment destination salon. It’s a convenience. So people come to Just Cuts for value and for convenience. They know they can pop in, get their haircut, pop out,” said Manning.
“I guess the great thing with our technology is they can check in for their haircut on the app and they will receive an SMS when they’re next on the queue. So they actually can continue shopping until they’re ready to get their haircut.”
Manning said the Canadian market is similar to Australia in terms of culture as well as government and policy.
“We really feel the culture of franchising in Canada is a really good one,” she said.
“We’re just seeing a gap in the market. When we’ve done our research in shopping centres it’s quite expensive to get your haircut. Sometimes it can be upwards of $60 to $100 to just get a haircut in a shopping centre. So we know that we’re a value-based brand. We’re very much in that middle market and we want to be affordable for everybody but obviously we want to be in locations where it’s high foot traffic. So our price point is around that $35 to $40.
“There are no surprises. Whether you have short hair, long hair, male or female, we don’t discriminate. Everyone is charged the same price.”
Retail Insider is streamlining its Canadian retail news from around the web to include a handful of top news stories that can be viewed quickly during the day. Here are the top stories from the past three days.
