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.
Too Good To Go is changing the way food businesses handle its extra food products by offering surprise bags at a discounted price to consumers. Since opening in 2022, the company has saved over 4.2 million meals from going to waste and over 2.5 million users across the country have saved a total of 55 million dollars to date. Sarah Soteroff, the Senior Public Relations Manager of Too Good To Go, discusses the current state of the brand, waste reduction, and growth in Canada.
Sarah Soteroff
“We imagine a world without food waste, and we are working tirelessly to make that vision a reality. Every day we are helping consumers save money, providing retailers with extra revenue, and reducing the environmental impact of surplus food. We are driven by the belief that there shouldn’t be any food waste and every day we see firsthand how our surprise bag model not only reduces waste, but also empowers consumers and businesses to create a positive environmental impact,” says Soteroff.
Too Good To Go app helps businesses list surplus items they would usually throw away and helps consumers buy items at a discounted price. The surprise bag model allows consumers to purchase food items from grocery stores at a fraction of the cost – but it is unpredictable of what each bag will contain, adding an element of excitement.
Too Good to Go (Image: Retail Insider)Too Good to Go at Tim Hortons (Image: Dustin Fuhs)
This concept provides flexibility to businesses, as Soteroff says it allows them to create different categories and pickup windows based on the inventory they have left, allowing for customized offers. Partners could be any retailers selling food such as grocery stores, coffee shops, and bakeries. Soteroff says since opening, retail earnings have reached 19 million dollars.
“The beauty of this model lies in its adaptability. Businesses can sell surplus food that would otherwise go to waste, while consumers enjoy access to fresh products at unbeatable prices. This flexibility creates a sustainable solution that benefits everyone involved.”
How it works
Too Good to Go at Longo’s (Image: Dustin Fuhs)
Filtering by your location or category, consumers are able to find available surprise bags in their area. Once they find something they like, they can reserve it and pick it up at the designated time frame.
To reserve, consumers pay on the app; eliminating the need for cash exchange at the retailer: “They simply swipe a button on their screen to reveal a code that the store matches with their own internal system to ensure a seamless handover.”
To help consumers decide on a surprise bag, retailers are able to offer separate bags for dairy products, meat products, baked goods, or prepared foods.
The app also provides an individual impact summary for each user, highlighting the contributions they have made towards food waste.
“Our goal is to empower both consumers and businesses to see the tangible impact of their efforts in reducing food waste. Users can track their personal contributions, and businesses gain valuable insights into how much surplus they have saved, the additional revenue generated, and their role in lowering carbon emissions.”
Image: Too Good To Go
Partnerships across Canada – big and small
Too Good To Go has built partnerships across Canada throughout the last two years. The app provides consumers with a variety of options including bakeries, cafes, grocery stores, juice bars, and more. One of its largest partners is Tim Hortons, with over 2,500 stores now available, offering baked goods at a reduced price.
With 11 thousand partnerships, the company is seeking to expand further, particularly with larger brands such as Loblaws, Walmart, and Starbucks.
“There is an opportunity here for major food retailers to lead by example. They can demonstrate that sustainability and profitability can go hand in hand by offering surplus food to consumers through our platforms,” says Soteroff. “But I think the discounted prices do turn off a lot of the premium brands, though once they see it in effect, it really does start to showcase how important it is.”
Smaller businesses, such as Homegrown Juice, Greenhouse Juice Co, and Village Juicery, have also found the app beneficial and Soteroff says any retailer who sells food, should look into the program.
“It is inspiring to see local shops find new opportunities with our app. They are not just selling surplus; they are engaging customers who care about sustainability and building loyal communities.”
One month in Quebec: “The program is working”
Too Good to go x Metro (Image: Metro Inc.)
Another large partnership the company has is with Metro, including all locations in Ontario and has recently partnered with locations in Quebec – so far, Metro has saved more than 385 thousand meals.
The pilot program started in Quebec with ten locations, and after its success it expanded in April to include 93 locations. After one month, the Quebec location has saved over ten thousand meals, showcasing how quickly consumers and businesses can see results.
“The rapid adoption of our platform by Metro in Quebec demonstrates how quickly businesses can make a tangible difference. Within just one month, they have saved over ten thousand meals, showing that when retails commit to reducing food waste, the impact is immediate and substantial.”
The Metro partnership started off with only discounting bakery items, but have now been offering prepared foods, dairy items, meat products, and other grocery items.
“There is a real opportunity here to make an influence and a difference on the impact of food waste and what it does to the environment – there is no reason we should have this much food waste. We still have a lot of groundwork to get the message across, to let people know what food waste means and why it matters. But so far, we have heard from a lot of consumers that they feel a sense of empowerment – making them feel less depressed about the state of things.
Since opening in Canada, Too Good To Go has seen changes in consumer behaviour as they are seeking alternative solutions to high cost items and are looking to be more sustainable. The goal would be to have every food retailer on the app.
The unique Hockey Legends Training facility in Markham, Ontario, has created a cutting-edge technology space where players from young to old can take their training to the next level while improving their shooting and stickhandling skills.
The brand was launched last September with the potential of more locations to come in the future.
Horia Ispas
“It’s a pretty unique concept for the GTA (Greater Toronto Area) I would say,” said Horia Ispas, who owns the business with his wife Diana Barshai.
“We’ve developed a layout of a training facility for hockey enthusiasts, beginners to pros. It could be utilized by kids that are just putting their skates on for the first time to people who play in the OHL (Ontario Hockey League), NHL (National Hockey League). We do provide state-of-the-art equipment. It’s all designed and manufactured by a company called RapidShot. They’re out of Cleveland, Ohio. This piece of equipment some NHL facilities are equipped with it as well. Some colleges. Some hockey professionals have it in their homes.
“Imagine a batting cage but for hockey about 25 feet long by nine feet wide, equipped with synthetic ice inside.”
Image: Hockey Legends Training
RapidShot is an automated puck shooting and collection system which combines real time analytics such as shot speed, accuracy and reaction time, with an immersive shooting environment. The company’s website describes it as “Offering customizable training modes, enabling you to refine specific shots or engage in dynamic challenges, and with its varying pass speeds and intervals tailored to all skill levels, RapidShot really has something for everyone.”
“Using cutting-edge technology, RapidHands offers dynamic drills that enhance your dexterity, speed, and control. From beginners aiming to build a solid foundation to seasoned players fine-tuning their skills, RapidHands provides a versatile and engaging training experience. Discover the secret behind lightning-fast hands and masterful stick control with RapidHands, and advance your game.”
The two synthetic ice rinks can be used both for development and enjoyment. Goalies can perfect their angles, and develop lightning-fast reaction times. Glide on the smooth surface to work on your slides, butterfly techniques and quick recoveries.
Athletes can improve their skating technique, agility and endurance as they practice crossovers and quick direction changes, as well as sharpen their hockey skills including passing and stick handling. Those who are just starting out on their skating journey can practice their strides, and games can be played during birthday parties and/or events.
“We live in Markham. Our boys play in Markham. We’ve been exposed to Markham hockey since the boys were young. We saw a huge potential to bring this to Markham. A lot of interest,” said Ispas.
“If things work out the way we want them to, we wouldn’t shy away from developing some sort of a multi-location type of brand and eventually if there’s interest potentially branching out into franchising. It’s very green. We’re going through some growing pains right now in terms of interest and volume. We’re not even one year old.
“But the bigger we can bring this to a certain level the better for us. Again, we brought this in looking at youth development which we found that the current hockey training is only focusing on ice time which is quite limited. Once you have so many teams there’s only so much ice locally that you can provide and accommodate. We found this as an opportunity to offer off-ice training for clubs and coaches to have another facility.
“This is a first of a kind within the GTA. We’re trying to market ourselves as much as we can.”
Image: Hockey Legends Training
He said the facility also has two media rooms available for hosting parties and events.
“Their kids were not getting enough training time. There’s a finite amount of ice time out there. And this business is a solution to a problem. Hockey isn’t just skating. It’s also stickhandling and shooting. This handles at least part of that and some skating,” Ispas said. “I think it’s a very elegant and clever solution to a problem. I love the business of it.”
Arc’teryx has unveiled its groundbreaking Alpha store format at 50 Bloor Street West in Toronto.
This new location, the brand’s largest store in North America, spans 9,274 square feet and marks a significant milestone in Arc’teryx’s retail evolution – specifically in the Canadian market. The store aims to put a focus on product care, extensive product assortment, and an enhanced ReBIRD brand presence, underscoring the company’s commitment to sustainability and community engagement.
Delaney Schweitzer
“We’re proud to introduce our first Alpha Store at home in Canada,” said Delaney Schweitzer, Chief Commercial Officer at Arc’teryx. “Named after our innovative hardshell jacket that started it all, this store represents a commitment to durability, innovation, and the relentless pursuit of excellence that the Alpha SV jacket has come to symbolize. Bloor Street will showcase our largest product assortment and unparalleled product care services through the ReBIRD™ Service Centre.
“This store will provide the opportunity to connect with guests in person, supporting their mountain pursuits with high-performance, beautiful, and highly functional products alongside exceptional product knowledge and a deep love for the outdoors.”
The new 50 Bloor store was created by combining the former Zara and Fossil units on the street level, marking a notable redevelopment of the Holt Renfrew Centre. This new Arc’teryx location spans a 53-foot stretch of Bloor Street, strategically situated between the Holt Renfrew flagship store and Aritzia.
Of note, the Arc’teryx store did not take the lower-level PATH retail space that was vacated by Zara in its February 2022 closure, leaving an abundance of space in the concourse available for future opportunities.
Arlin Markowitz of CBRE and Jessica Connolly of Vela Retail Advisors facilitated the lease deal for Arc’teryx, with the Holt Renfrew Centre being owned and managed by Morguard. The new store represents Arc’teryx’s continued investment in the downtown Toronto market, following the introduction of a store at CF Toronto Eaton Centre and a renovation at the Queen Street West location. This expansion follows the brand’s recent opening of a 4,504-square-foot hybrid retail and ReBIRD Service Centre in Vancouver’s Kitsilano neighbourhood in November 2022.
The brand is also set to open a number of new stores across Canada, including Banff and Robson Street in Vancouver.
The Alpha store concept is highlighted by the largest ReBIRD Service Centre to date, which is designed to streamline the repair services with two full-time technicians. The brand shared that there is a 65% increase in repair capacity and a 95% resolution rate, allowing customers to expect quicker turnaround times and adding advanced repair capabilities, including sewing, lamination repair and zipper replacements.
Dominique Showers
“The opening of Bloor Street marks a new chapter in our journey towards sustainability and circularity,” said Dominique Showers, VP of ReBIRD™ at Arc’teryx. “Our expanded ReBIRD™ Service Centre at this flagship location is a testament to our commitment to prolonging product life cycles and minimizing environmental impact. By offering enhanced repair capabilities, significantly decreased repair turnaround time, and empowering our guests with the knowledge and tools to care for their gear, we are taking meaningful steps towards creating a more sustainable future for outdoor enthusiasts and our planet.”
Arc’teryx Bloor (Image: Arc’teryx)
Arc’teryx Bloor (Image: Arc’teryx)
Arc’teryx Bloor (Image: Arc’teryx)
Looking ahead, Arc’teryx plans to roll out additional store locations starting in late 2024, further cementing its dedication to community connection, sustainability, and exceptional product care and repair services.
Megan Cheesbrough
“As we embark on this new chapter in Arc’teryx’s retail journey with the launch of our new Alpha store format, we are dedicated to investing in the Toronto community and creating a hub for immersive storytelling and engagement,” said Megan Cheesbrough, VP of North America Retail at Arc’teryx.
“Our growth globally is rooted in community connection, and as a brand born and raised in the BC Coast Mountains, we are committed to meeting our guests where they are while maintaining a true connection to our Canadian roots. This thoughtful store design, featuring dedicated community zones, represents our investment in building community through an elevated retail experience. Our retail spaces go beyond traditional shopping; they are spaces for learning, engagement in local events, and outdoor education facilitated by our expert product guides. Toronto’s outdoor community is continually growing, and we are thrilled to connect with them and offer tailored experiences that celebrate our shared passion for the outdoors.”
Located at 50 Bloor Street West, the new Alpha store offers the deepest selection of Arc’teryx apparel and equipment globally. Beyond shopping, the store serves as a hub for learning, local events, and outdoor education. This strategic shift to steer into experiential design and community building will elevate the expectations for upcoming competition in the neighbourhood, including the soon-to-open lululemon flagship at 2 Bloor.
As the National Customer Leader at KPMG in Canada, I’ve had the privilege of witnessing the transformative impact of exceptional customer experiences. Working alongside leading consumer-facing brands globally, I’ve seen firsthand how innovative strategies can redefine the relationships consumers have with retail brands.
That’s why I’m thrilled to lead a session titled “Creating Exceptional Experiences” at RCC STORE 24 on May 29th, 2024, from 2:00 – 2:45 p.m. at the Toronto Congress Centre. Joining me will be Tommaso Brusò, CEO of Eataly North America, and Sylvain Michel, Senior Vice President of Strategy & Change at Holt Renfrew. Together, we’ll unpack the key insights behind successful retail experiences and explore how retailers can apply these principles to their own businesses.
From Eataly’s immersive brand journey to Holt Renfrew’s unwavering commitment to quality and other best-in-class examples, we’ll showcase real-world retailers pushing the boundaries of possibility. Our discussion will cover embracing technological disruptions, the role of personalization in driving long-term loyalty, and the evolution of omnichannel excellence.
Our session, alongside others featured on RCC STORE 24’s impressive agenda, will not only provide fresh insights and actionable strategies for retailers and their partners, but also ignite new ideas and opportunities for meaningful conversations and collaboration among retail leaders attending this unique conference. Here are some other sessions at RCC STORE 24 covering various topics with exceptional speakers also delving into the creation of exceptional customer experiences.
Optimizing ROI with a Modern In-Store Experience
Speakers:
Stephanie Wall (Sport Chek),
Alan Whitfield (Harry Rosen),
Jessica Creces McElhone (Cineplex Digital Media), and
Chris Sallans (Best Buy Canada)
The Future of Work at Walmart Canada
Speakers:
AnnMarie Mercer (Walmart Canada) and
Kimberly Lee Minor (Women of Color Retail Alliance)
How Moose Knuckles Elevates the Checkout Experience
Speakers:
Andrea Elliott (Moose Knuckles), and
Sander Meijers (Adyen)
Candid Reflection: The Path Forward to The New Era of Loyalty
Speakers:
Shawn Stewart (AIR MILES Reward Program),
John Francis (Nova Scotia Liquor Corporation),
Jason Beales (AIR MILES Reward Program), and
Liza Amlani (Retail Strategy Group),
Moderator:
Dustin Fuhs (Retail Insider)
In a world where customer expectations are constantly evolving, the quest for exceptional retail experiences has never been more pressing. RCC STORE 24, on May 28-29 in Toronto, promises to be two packed days of discovery, inspiration, and transformation, charting a course towards a future where retail thrives on creativity, innovation, and the relentless pursuit of customer delight. Don’t miss out; secure your tickets now and be part of the action where tomorrow’s opportunities begin, and connections are made.
Peter Hughes
Peter Hughes, National Service Line Leader, Customer, KPMG in Canada
Peter leads KPMG in Canada’s national customer advisory practice, which helps organizations in disciplines such as client experience design, digital strategy, planning and build. He specializes in the design and operationalization of digital and innovation teams within large organizations. Peter’s portfolio includes some of the most prominent consumer-facing transaction oriented digital properties in Canada, Australia, New Zealand, the USA and Chile.
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.
A gourmet food emporium with over 20 hand-picked vendors serving specialty fare, seasonal offerings and authentic cuisines from around the world is set to open next month in the heart of Toronto.
Officials say the Waterworks Food Hall will be a culinary destination unlike any other in the city located in an industrial heritage building at 499 Richmond St. W. in the Entertainment District.
The Behar Group Realty Inc., Brokerage, which has handled the programming, merchandising and leasing of the unique project, has confirmed the following businesses that will operate in the 55,000-square-foot food hall with others to be announced in the near future:
Construction at Waterworks Food Hall (Image: Dustin Fuhs)Construction at Waterworks Food Hall (Image: Dustin Fuhs)
The project was developed by Woodcliffe Landmark Properties and MOD Developments. The project is a full city block bounded by Adelaide St W, Maud St and Brant St. On the Adelaide frontage is the City of Toronto’s St. Andrew’s Playground Park that was recently overhauled and renovated. There’s also a condo component on the Richmond St side with 290 residential units and a state-of-the-art YMCA of approximately 60,000 square feet, taking the second floor.
Also, Southeast Asian restaurant Lee was relocated from King West to Waterworks – a 6,000-square-foot establishment that is open for business now.
Avi Behar
“Our objective was to curate a unique collection of outstanding and independent food brands that could thrive in a high volume environment while retaining their distinct charm, while also showing off Toronto’s diverse culinary culture,” said Avi Behar, Chairman and Chief Executive Officer and Broker, of The Behar Group.
“For the most part these are independent local brands from the Greater Toronto Area, with a smattering of national and international concepts. But the focus was to attract best-in-class local brands rather than targeting larger franchise chains. We wanted to create a unique experience based on quality cuisine, efficient operations, and thoughtful design.”
Construction at Waterworks Food Hall (Image: Dustin Fuhs)Construction at Waterworks Food Hall (Image: Dustin Fuhs)
Rami Kozman
Rami Kozman, Vice President of The Behar Group, said about 20 establishments are expected to open in June, followed by several more as part of an eventual second phase of the project.
“We really wanted it to be a destination. The area is incredibly dense, so you could just put a conventional food court there and I think the population there would still support it but we really wanted it to be something that people would seek out,” he said.
“So we’ve created that unique combination of food categories and independent vendors. It will be something that you really couldn’t experience anywhere else in the city. We really wanted it to be a pin on the map where people will go out of their way to seek it out.”
Construction at Waterworks Food Hall (Image: Dustin Fuhs)Construction at Waterworks Food Hall (Image: Dustin Fuhs)
Behar said there’s also an open air courtyard attached to the food hall in the heart of the project which is not very visible from the street.
“It’s a European style piazza that rolls in and out of the food hall. We believe that the courtyard is going to be a positively influential part of the experience. Traffic will flow in and out of the food hall from all four directions. One can access the food hall from Richmond St to the north, Maud St to the west, Brant St to the east, and Adelaide St and St. Andrew’s Park via two doors to the south.” he said.
“I truly believe that residents of Toronto as well as tourists are going to adapt their walking patterns to be able to visit the food hall because of the atmosphere, the quality of vendors, and the overall variety and diversity that Waterworks is going to offer.”
Retailer Bluenotes is launching a new active product line called Unplug in all its stores.
Joshua Graham, VP of Brand Experience with Bluenotes, said the company is introducing this month the concept as a shop-in-shop in all 120 locations across Canada.
“It’s an active wear brand that we’re launching and we’re going to be pushing it to market as exclusively available at Bluenotes,” he said. “It’s going to take up the entire A zone. The front of the women’s side of all of our stores across the country. We could say around 300 square feet of every store.
Unplug by Bluenotes (Image: Bluenotes)
Joshua Graham
“It will be all women’s active wear and it’s the first time we’re really launching an active wear line at Bluenotes. It’s not only great quality but also affordable. There’s incredible value. The value within this collection is top notch because it’s better quality than we’ve ever had in terms of active wear.”
Unplug by Bluenotes is loungewear for your everyday life – hoodies, sweatshirts and joggers are designed with a relaxed fit and soft fabrics, making them the ultimate pieces for all day comfort. Mix and match options with multiple solid and tie dye combinations will be featured.
“This will be a permanent shop-in-shop within the store going forward,” added Graham.
blnts.comUnplug by Bluenotes (Image: Bluenotes)
Francesca Ricciardi, Ladies Merchandise Manager with Bluenotes, said the concept was actually created during COVID where the retailer felt the need to really emphasize connecting with people and unplugging from the internet and social distractions and getting back to movement and athleisure.
Francesca Ricciardi
“That’s kind of why we started and we saw the active wear segment growing in the market and we wanted to ensure we’re capturing a share of great quality active wear but at an affordable price for our customer,” she said.
“So our collection is very focused on movement and that could be any type of movement. That could be the girl at the gym, the girl going to yoga, the girl who wants to put on her comfortable look to just grocery shop. It’s whatever movement speaks to her day lifestyle. We’re removing her from the chaos to allow focus and unplugging from distractions.”
Bluenotes (Image: Bluenotes)
Ricciardi said there will be full commodities of active wear and fleece. Shorts and skirts, leggings and bike shorts, rompers and jump suits, active tops, active bralettes, active jackets. Fleece joggers and fleece hoodies.
“We will also have accessories like hydration bottles, yoga mats, skipping ropes. A full collection of athleisure,” she said.
Atlantic Superstore in Halifax (Image: Field Agent Canada)
The proposed grocery code of conduct has sparked debate regarding its efficacy in stabilizing prices in Canada, and justifiably so. The public lacks detailed knowledge about this code, and many fail to recognize the considerable influence that major players like Loblaw and Walmart exert on the food industry. This issue gains relevance against the backdrop of rising food prices and concerns about affordability in Canada, reminiscent of the era marked by the notorious “bread cartel.”
The bread price-fixing scheme, which allegedly persisted from 2001 to 2015, significantly angered Canadians. It only came to light in 2017 when Loblaw and Weston Bakeries—owned by Loblaw at the time—admitted their involvement in this scheme lasting over a decade. Despite the scandal, the story quickly receded from public attention after Loblaw offered a $25 gift card to Canadians. However, the lingering high food prices reignited criticism and distrust toward the company, with the investigation still unresolved after nine years. Nine years!
Remarkably, no executives were prosecuted, although Grupo Bimbo, which acquired Canada Bread from Maple Leaf Foods in 2014, paid a record-setting $50 million fine. Along with Loblaw and Weston Bakeries, Canada Bread also admitted participation in the cartel. Meanwhile, other grocers, including Walmart Canada—who has yet to endorse the code of conduct—remain under investigation. The ongoing legal disputes and accusations of defamation only add to the industry’s tainted image.
Loblaw offered customers $25 gift cards in 2018 to make amends for its part in the bread price-fixing scheme. THE CANADIAN PRESS /Richard Buchan
The root cause of the bread price-fixing scheme appears to be a drive to increase profit margins without resorting to innovation or market expansion. Essentially, these parties chose to manipulate market conditions rather than introduce new products or ideas.
A previous report by the Agri-Food Analytics Lab at Dalhousie University suggested that such a cartel was feasible given the behaviour of food prices, particularly between 2015 and 2017. The scheme would not have been possible without the involvement of Loblaw and Weston Bakeries, who wielded considerable control and power through vertical integration. Canada Bread was coerced into joining the cartel, costing Canadians an estimated billion dollars in extra bread costs over fourteen years. One billion dollars…
While private companies generally operate freely within the law, the involvement of some in unlawful activities has lasted for years. The proposed code of conduct aims to foster innovation, facilitate market entry for new players, and enhance competition in various food categories, including bakery. It would also make coordinating illegal schemes more challenging by increasing oversight.
Moreover, the code would enhance transparency in vertical coordination, as reports detailing company behaviors would be publicly accessible. Though skepticism about the code’s effectiveness is understandable, a deeper understanding of supply chain dynamics reveals that it could significantly reduce the temptation for illegal price fixing and shift the focus toward innovation and competition.
A display of Barbie Fashionistas is shown at the Mattel showroom at the North American International Toy Fair in 2015 in New York. (AP Photo/Mark Lennihan)
Growing up, did you play with hyper-sexualized Barbie dolls, boys-only Thomas the Tank Engine trains, or slim, white Disney princesses? If so, you’re not alone, but this is no longer the case for Generation Alpha.
Brands like Mattel, once criticized for promoting unrealistic body standards and gender stereotypes, now portray themselves as feminist and progressive. The recent Barbie movie serves as a prime example of this shift.
At the same time, Millennial parents are quick to criticize brands that are not reflective of their values. Social media campaigns like #CancelDrSeuss, which called attention to racist imagery in the author’s books, are an example of consumers holding brands accountable for their past missteps.
As marketing researchers, we aimed to understand how entertainment brands are adapting to changing political, cultural and social norms. Our recent study identified three primary ways these brands are evolving: through changes in their products, shifts in hiring practices and increased involvement in their communities.
Other brands, like Warner Bros., have opted to remove problematic traits from their characters. In Space Jam: A New Legacy, the character Lola Bunny was redesigned to not be hypersexualized like she was in the first film. Other brands have discontinued products deemed problematic, as seen when Dr. Seuss Enterprises pulled six books out of circulation.
Disney’s new streaming service, Disney Plus, has added a disclaimer to ‘Dumbo,’ ‘Peter Pan’ and other classics because they depict racist stereotypes, underscoring a challenge media companies face when they resurrect older movies in modern times. (AP Photo/Richard Drew)
Since then, the brand has conducted a range of systematic changes, such as the introduction of a diverse line of dolls of different professions, even those previously masculinized in the market, as well as dolls with different body types and skin tones, and dolls with different disabilities.
Equity, diversity and inclusion
Along with changes in their products, brands have also reformed their workforce towards equity, diversity and inclusion to varying degrees.
For instance, Nintendo has promised to be more transparent in their recruitment process, since women currently occupy only 23.5 per cent of their global managerial positions. This stands in contrast with Mattel, the parent company of Barbie and American Girl, whose board of directors has five women out of a total of 11 members, with 30 per cent belonging to ethnic minority groups.
Disney, in comparison, has dedicated a page on its website to provide transparency regarding the racial and gender diversity of its workplace across the various levels. This signals its commitment to fostering a more inclusive workplace culture.
Other brands have partnered with non-profit organizations representing people with disabilities to guarantee the inclusiveness of their products. For example, UNO teamed up with the National Federation of the Blind to create a Braille version of the card game.
Other brands started and maintained their own non-profit organizations to push for changes. Sesame Workshop, the organization behind Sesame Street, provides education materials to help children understand sensitive social issues like racism.
Changing to stay relevant
As our understanding of diversity evolves, so too do our expectations of the media and entertainment we consume, especially when it comes to shaping the values and perceptions of young minds.
Consumers wield significant influence in shaping the trajectory of entertainment brands, as evidenced by their demands for more inclusive and socially conscious content. By holding brands accountable for their actions and advocating for change, consumers play a role in driving the evolution towards a more equitable and diverse entertainment landscape.
In today’s ever-evolving socio-cultural climate, entertainment brands must constantly adapt to stay relevant to parents and their children. These actions can be reactively pursued due to socio-cultural pressures, or taken proactively as brands attempt to stay ahead of trends.
Irrespective of the source of change, to contribute sustainably to inclusion, diversity and equality, the changes need to be echoed on multiple fronts: in products, in the workplace and within our communities.
