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Lammle’s Western Wear Unveils New Flagship Store in Calgary with Exclusive ‘High Fashion’ Section [Interview/Photos]

Image: Lammle’s Western Wear

Iconic Calgary retailer Lammle’s Western Wear recently opened its new flagship concept store in the city, just across the street from CF Chinook Centre where it had been in business for 40 years.

The new location includes a shop-in-shop with about 1,800 square feet catering to high fashion western wear in a different part of the store with walls around it.

Jeff Lammle, son and successor to founder Barry Lammle, said the new location, which is at the corner of Glenmore Trail and Macleod Trail in a space occupied by a former auto dealer, is a fantastic one “at one of the busiest intersections in the city.”

“So our exposure is really strong. And being part of the Calgary Stampede and tapping into urban customers that would shop at Chinook Centre that live in that area, that we’re going after, it made sense to do a store right there and then to add a concept that really speaks to that particular customer as a section within the store.”

The entire store is 8,600 square feet which is almost three times bigger than its former footprint at Chinook and it’s one of the biggest stores in the company.

Image: Lammle’s Western Wear
Image: Lammle’s Western Wear

Lammle said the shop-in-shop can be used for private functions or corporate functions where the big barn doors can close, separating it from the rest of the Lammle’s store which can stay open. 

“The corporate high fashion area would be potentially rented out for a couple of hours to a corporate client or anyone interested in having a shopping experience different from what you find anywhere else,” he said. “So we had to go a little bit bigger to accommodate that and that’s the direction we’re headed with this new leg of Lammle’s being higher end fashions that you can find starting with this Macleod and Glenmore location.

“This will be the first one and then load up hopefully and see where it goes.”

The retailer is celebrating its grand opening on November 18.

The CF Chinook Centre location was the retailer’s first 40 years ago. Today, Lammle’s has 24 locations in Saskatchewan, Alberta and British Columbia. 

Image: Lammle’s

As for new stores in the future, Jeff Lammle said there is nothing scheduled at the moment but the company is always looking for opportunities.

When customers first walk into the new store, it looks like a traditional Lammle’s location with a massive boot wall and a beautiful hat wall. It’s what customers have known for 40 years. As customers walk to the back, they are greeted by this new space with an elevated and unique feel to it. It feels like two stores in one.

Image: Lammle’s Western Wear
Image: Lammle’s Western Wear

Lammle said the brand wanted customers to experience a boutique feel within the store where very select items are easily displayed. There’s a fireplace in the shop-in-shop location. There’s a seating area. A very comfortable, cozy atmosphere. 

“We had to change the feel to set us apart from a typical Lammle’s store,” he said. “When you walk into this, it is completely like nothing you’ve ever seen. It just makes it feel like you’ve stepped into a different era, a completely different vibe. The energy, I love it. You look around and say this is so amazing.

“There’s some antique pieces in there. There’s decorative pieces that subtly hint at Lammle’s as far as licence plates and speed limit signs being 1983. Things like that. If you’re a really strong customer, you’ll recognize it. If not, it’s just a great decorative piece.

“But the whole store is just to feel cozy, to feel boutique, and completely set apart your expectation of Lammle’s to going into something that is worthy to tell people about and even changing the way you might dress on different occasions throughout the year.”

Lammle’s began in 1983 when Barry Lammle saw an opportunity in the retail market for a company to carry the top brands in western wear all under one roof. 

“A rancher first, the mission was clear: Address the needs of everyday Albertans looking for a western retailer that provides the best service, selection, and quality. This led to the opening of the first Lammle’s Western Wear store in our hometown of Calgary, Alberta,” says the company.

“Today, we continue to build our legacy of being family owned and operated by focusing on the needs of our customers. As the leading western lifestyle retailer in Canada, we’re proud to offer an authentic lifestyle experience that welcomes everyone. Whether it’s days on the ranch, enjoying a rodeo, concert or a night out on the town – we’ve got you covered. No matter what your vision is, we’ll help you define your look so you can Live your own west.”

Harry Rosen Launches CLUB HARRY Loyalty Program to Gain Market Share in Competitive Segment [Interview]

Club Harry at Harry Rosen First Canadian Place (Image: Dustin Fuhs)

Harry Rosen, Canada’s leading luxury menswear retailer, has introduced CLUB HARRY, a new elevated loyalty program that it says will redefine the customer experience.

Ian Rosen

“CLUB HARRY has a simple objective,” said Ian Rosen, President & COO, Harry Rosen. “We want to create a stronger connection with clients and elevate their shopping experience. We’ll do this by continuing our almost 70-year heritage of quality and craftsmanship, while evolving and offering additional personalized benefits for continued loyalty.

“We’re so lucky to have an incredible client base who deserve to be rewarded for their loyalty. This program will help us inspire all Harry Rosen shoppers, new and existing, to develop their personal style with us—whether for work or the weekend—across both our physical and digital storefronts.”

Harry Rosen flagship store at 82 Bloor Street West in Toronto. Photo: Craig Patterson

Jessica Gale, Chief Customer Officer for Harry Rosen, said the program is focused on driving value to the consumer.

Jessica Gale

“Fundamentally, it’s to retain and reward our loyal customer base and thanking our customers for being part of the Harry Rosen family and continuing to provide perks, and offers and experiences to our new growing customer base,” she said. “And it’s really about the loyalty side but also about having something for everyone.

“It’s some of those personalization capabilities that really help us bring the right promotion, the right offer to the right individual based on their unique needs and style preferences.”

The retailer said the new loyalty program includes a range of improved benefits, including:

  • Perks: Complimentary alterations, returns, preferred shipping rates and more;
  • Promotions: Personalized offers and invitations to private sales;
  • VIP Experiences: Access to exclusive events and special experiences; and
  • Points: Redeemable points on every purchase.

Harry Rosen clients can join CLUB HARRY by visiting www.harryrosen.com/en/club-harry and signing up with an email address. Once registered, clients gain immediate access to the benefits of the loyalty program and start earning points with every purchase.

Image: Club Harry

Gale said consumers today want value.

“And we found that we have the opportunity to provide incredible value to the members of the club. So not just points on every purchase which is one component but how do we take what we stand for and bring it to our customer experience. Some perks we offer as far as the loyalty program is complimentary alterations, free returns, preferred shipping rates,” she said. “Things that people come to expect as it relates to providing an elevated omni channel experience. Simply by giving your email address you have an opportunity to be part of this exclusive club that gives you these perks, promotions as well as VIP experiences.”

Harry Rosen was founded in 1954 by the man whose name the chain still bears and today has 19 stores across Canada

Recently, the retailer introduced a number of new designer brands, including Kenzo, Balmain, Jil Sander, Marni, MM6, Maison Margiela, and ZEGNA X The Elder Statesman to the Harry Rosen collection that reflect the evolving customer base’s breadth of style.

“There’s going to be more exciting news to come as we lead into our 70th anniversary next year and have a number of initiatives,” said Gale. “I will say that it is absolutely an omni channel loyalty program . . . continuing to deliver personalized experiences for them so that the more people who become a part of it and who engage and as we learn more and more about the brands that they love and their style preferences, we’ll look to continue to deliver on that personalization journey and that customer first objective that we have.”

How Canadian Companies Can Use Tech to Identify Forced Labour in Their Supply Chains [Op-Ed]

Canadian companies will soon be legally obligated to annually report on efforts to prevent and remediate forced and child labour in their supply chains. Technology could help them do this. (Shutterstock)

Levi Strauss Canada is yet another company facing allegations of forced labour in its supply chain. The allegations, which Levi Strauss denies, centre on whether the company is working with suppliers using Uyghur forced labour. With over 27 million people worldwide in forced labour, we can expect to witness similar allegations elsewhere in the coming years.

While Canada enjoys strong protections against labour exploitation, the issue of involuntary work may hit closer to home than expected. The reality is that forced labour could have been used to produce many of our everyday items, including clothing, electronics and vehicles.

Canada has taken a significant step in addressing this problem through the Fighting Against Forced Labour and Child Labour in Supply Chains Act. As of Jan. 1, 2024, companies with significant operations in Canada will be legally obligated to pay closer attention to the working conditions in their supply chains.

This act brings Canada’s efforts to address forced labour in alignment with other regions such as the United States, the United Kingdom and Australia.

Minister of Transport Omar Alghabra listens during an announcement at Port Metro Vancouver’s Centerm container terminal on Oct. 14, 2022. Canada passed legislation aimed at addressing forced labour and child labour in supply chains on May 3, 2023. THE CANADIAN PRESS/Darryl Dyck

Under this act, any entity with significant operations in Canada will be obligated to annually report on its efforts to prevent and remediate forced and child labour in its supply chains.

This includes disclosing information about relevant policies, due diligence processes, supply chain hotspots, employee training and remediation measures. The act also includes provisions for corrective measures and punishment.

Identifying forced labour with technology

The complex nature of supply chains makes identifying when and where forced or child labour occurs a significant challenge. Supply chains can contain thousands of suppliers that span continents. Even major international companies like Levi Strauss, which has a strong supplier code of conduct, can end up facing allegations of violations in their supply chains.

To explore how forced and child labour can be identified in supply chains, we conducted over 30 interviews with experts from around the world. These experts included representatives from non-governmental organizations, companies and auditing bodies, providing insight into how emerging technologies can be used to support identifying such practices.

The difficulty of identifying far-flung suppliers, for instance, could be simplified by using DNA to identify a product’s origin, as is done with cottonseafood and chocolate.

Drones and satellite imaging can be used to identify potential forced labour hotspots, such as remote brick kilnsmines or areas of illegal deforestation. AI can also predict areas at high risk of forced and child labor and direct attention to these regions.

Additionally, emerging technologies can help identify some forms of deception. Blockchain technology, for example, can provide an unalterable ledger of transactions in real time, preventing later manipulation. Artificial intelligence can quickly process immense quantities of data, which aids in detecting unusual patterns indicating potential fraud.

Technologies like DNA tracking can be used to trace the origins of raw materials. (AP Photo/Peter Dejong)

Addressing the risk of deceptive practices

In some cases, there are incentives for businesses to conceal illegal and immoral practices. Transparentem, a non-profit group focused on eradicating labour abuse, found evidence of deception during supply chain audits in garment factories in India, Malaysia and Myanmar. These deceptive practices include falsifying documents, coaching workers to lie and hiding workers who appeared to be unlawfully employed.

Based on in-depth interviews with auditors, suppliers, brand representatives and workers in the apparel industry, Human Rights Watch has found these risks are elevated when companies have advance notice of an upcoming audit.

Integrating sensors, cameras and other cloud technology can enable real-time monitoring of working conditions, mitigating the risks of advance notice of audits. Sensors and cameras, for example, have been used on fishing vessels to remotely transmit data in near real-time.

Worker voice platforms, such as those used in the electronics industry, allow workers to provide feedback directly through smartphone apps. This can serve as a real-time whistleblower mechanism for workers trapped in forced labour.

Technology is only part of the solution

Despite its potential benefits, technology still has weaknesses, like high costs, susceptibility to manipulation and weak data security, that need to be addressed. Blockchain technology, for instance, can codify manipulated or incorrect data unless the necessary precautions are taken.

Meeting the requirements of the Fighting Against Forced Labour and Child Labour in Supply Chains Act will require grounding technology in a broader risk-based approach consisting of supplier screening, monitoring and auditing.

In addition, even when technology does indicate the presence of forced or child labour, on-the-ground verification and follow-up is often required. Identification is just the first step. The act requires reporting on remediation, which is typically based on long-term collaborative relationships with local parties.

Addressing the issue of forced and child labour in supply chains is difficult and complex. While technology can help companies fulfil their reporting obligations under the act, identifying and remediating these crucial issues will require ongoing and concerted efforts.

The first report is due on May 31, 2024, so companies have no time to spare in working to comply with the act.

This article is republished from The Conversation under a Creative Commons license. Read the original article.

By Cory Searcy, Professor, Mechanical and Industrial Engineering, & Vice-Provost and Dean of Graduate Studies, Toronto Metropolitan University, Grant Michelson, Professor of Management, Macquarie Business School, Macquarie University, Pavel Castka, Professor in Operations Management and Sustainability; Associate Dean Research at UC Business School, University of Canterbury.

Toronto’s Retail Market Finding ‘Equilibrium’ as Transit Ridership and In-Person Dining Bounce Back: JLL Report

Leased at 181 University Ave (Image: Dustin Fuhs)

Toronto’s retail market is moving towards equilibrium as foot traffic and dining improve, according to a recent report by real estate firm JLL.

“TTC (Toronto Transit Commission) ridership has rebounded significantly since the height of the pandemic, with additional growth expected from new rapid-transit lines under construction. The TTC is operating at service levels above current demand in anticipation that ridership will eventually catch up,” said the report. “Overall ridership is at about 74 per cent of pre-pandemic levels, with weekend ridership already at 75-80 per cent, demonstrating that riders are taking more leisure and discretionary trips despite recent security issues.

“Toronto’s transit ridership, as reported by the Urban Institute, is currently among the most heavily used transit systems in Canada and the U.S., demonstrating its importance to the city’s residents and visitors. Beyond public transportation, visitor numbers are beginning to approach pre-pandemic levels, indicating a recovery in tourism. Although some gaps remain in visitor numbers, particularly from outside Canada, this represents an opportunity for growth as international travel continues to recover.”

Union Station (Image: Dustin Fuhs)

Paul Ferreira, Senior Vice President at JLL, said from a retailer’s perspective in general sales are still relatively strong in most categories. 

Paul Ferreira

“Everyone has an eye on high interest rates and they’re impacts rippling through the economy. These things are taking time. Everyone has an eye towards what’s Christmas going to be like. What might sales be like in the New Year if consumers continue to reduce their discretionary spending,” he said.

“Looking backwards historically, sales have still been strong in a broad sense.”

JLL said retail sales in Toronto have kept pace with retail inflation, growing by two per cent year-to-date. This demonstrates a resilient market despite increasingly challenging times for shoppers. Consumer spending has maintained a steady pace, reflecting a positive retail environment, it said.

“Used cars, shoes, health and personal care products, and convenience items have emerged as the top performers, reflecting consumers’ search for value, convenience, and personal well-being,” explained the report.

“In contrast, growth in specialty food and home improvement has slowed, suggesting that consumers are focusing on essentials and buying fewer homes. Gasoline sales have also declined, as gas prices have come down from last year’s highs.

“Ontario’s food-service industry, particularly full-service restaurants, has performed exceptionally well. Sales in this sector have now surpassed pre-pandemic levels, indicating a strong recovery and renewed consumer confidence in eating out.”

33 Yonge Street (Image: Dustin Fuhs)

Ferreira said the return to office is a story that’s still playing out in Toronto. Anecdotally, he said he’s hearing of major employers in the downtown core trying to introduce increased requirements through the end of this year of having more employees back in the office more regularly.

“We’ll see how that contributes to footfall in the downtown,” he said. “The report that came out (recently) from the BIA had September hitting a new peak of 53 per cent overall with a peak on Wednesdays at 69 per cent. That’s still not back to where we were.

“But I think we’re starting to see the trend continue to go up on the footfall downtown with respect to the Monday to Friday during the week.”

He said there’s quite a significant number of new full-service restaurants opening in the downtown core over the next year or so. It’s in everyone’s interest to start seeing more employees more regularly make it to the offices in the downtown.

JLL said the local retail leasing market is experiencing low retail completions, indicating a competitive market for new retail space. 

“Especially in a high-interest-rate environment, developers have demonstrated a cautious approach to new projects, which may help maintain stability in the market. With a slowdown in net absorption, the market is moving toward a more balanced relationship between supply and demand, where landlords should maintain stable occupancy rates,” said the report.

“Neighbourhood centres experienced strong absorption in the first half of 2023, driven by the development of new residential areas in the Greater Toronto Area. Retail in these areas benefit from increasing population density and demand, creating opportunities for growth.

“The arrival of Costco in Islington, Etobicoke not only demonstrates confidence in the local market but also represents the successful infill of a former Sears warehouse. In addition, StatCan data suggests a notable shift in consumer preferences, leaning towards general- merchandise stores such as warehouse clubs, supercentres, and similar retailers.”

Costco Rexdale NW Toronto (Image: Costco)
UNITY Fitness – Harbourfront (Image: Dustin Fuhs)

JLL said the limited-retail development pipeline suggests that retailers will have to look to future supply to secure space. The completion of major notable projects such as The Well, Sugar Wharf, and YSL downtown this year, as well as the upcoming retail completions at the Galleria Mall in West Toronto next year, will further elevate the local market. However, there are no major deliveries planned for 2025.”

The report said office and retail trends are merging. The office sector is also taking a more experiential approach, incorporating amenities and services that create a dynamic and engaging environment for occupants. This trend benefits the retail sector, as the amenitization of office buildings attracts foot traffic and potential customers.

“In addition, the flight to quality in the office market not only enhances the workplace experience and employee well-being but also positively impacts the retail sector. The increased foot traffic, enhanced workplace experience, and vibrant downtown atmosphere that result from quality office space contribute to increased foot traffic and potential sales for nearby retail establishments,” said the report.

The Well at Front & Spadina (Image: Dustin Fuhs)
The Well in Toronto (Image: Dustin Fuhs)
Indigo at The Well in Toronto (Image: Dustin Fuhs)

Ferreira said new construction retail opportunities will be part of large-scale residential developments happening in the inner city.

“The mall market continues to show strength and signs of a rebound in foot traffic. After a significant decline in vacancy last year, vacancy rates have continued to decline slightly this year, indicating healthy demand for mall space and a positive outlook for the industry,” said JLL.

“The positive momentum in the mall market is supported by a strong comeback in new-store openings and in relocations, particularly in the apparel and dining sectors. This activity reflects retailers’ renewed confidence in the mall environment, and the presence of these new offerings enhances the overall shopping experience and attracts foot traffic.

Yorkdale Shopping Centre (Image: Dustin Fuhs)

“Rising sales per square foot highlight the increasing productivity and attractiveness of mall space while growing foot traffic speaks to the continued appeal of the mall experience for shoppers. While some malls have yet to fully recover from the impact of the pandemic, the overall upward trend suggests a steady recovery.

“While downtown malls and mixed-use centres with an office component have experienced a somewhat slower recovery than other property types, this is due to the gradual increase in office occupancy. As more employees return to the workplace, the foot traffic and overall vibrancy of these malls is expected to improve in line with the broader recovery in office occupancy.”

IKEA Expands Its Customer Meeting Points in Ontario and Quebec, Enhancing Omnichannel Retail Accessibility [Interview]

Image: IKEA Canada

IKEA Canada is opening new customer meeting points in Ontario and Quebec as it continues to make the omnichannel retail journey accessible to more Canadians.

The national retailer is expanding its Plan and order point network with new locations in Lachenaie, Quebec and London, Ontario. The Lachenaie Plan and order point will be the third location to open in the Greater Montreal Area and will join the North Shore’s Galeries de Lanaudière shopping centre. 

The London Plan and order point will join the Wonderland Power Centre – one of London’s most prominent retail destinations. 

Image: IKEA Canada

Both locations are set to open doors to customers in spring 2024.  

“Since 2022, we’ve opened three Plan and order points in the Montreal and Ontario markets and the response we’ve received from customers has been very positive,” said Inna Romagnoli, Country Business Development and Transformation Manager, IKEA Canada. 

“As Canadians continue to adjust their homes to meet the diverse multifunction demands of home today, we remain committed to providing quality and affordable solutions whenever and wherever they choose to meet us. Plan and order points are just one of the many ways we’re evolving our business to help Canadians enjoy a better life at home.”

IKEA says Plan and order points are service-based spaces where customers can get support from an IKEA specialist to plan complex purchases like kitchens or bathroom projects. Products are not available for immediate takeaway at Plan and order points; instead customers can schedule personalized appointments to explore and discover a curated selection of IKEA solutions to meet their home furnishing needs. Once their order is placed, customers can have it delivered directly to their homes or to a local Pick-up point.

Image: IKEA Canada
Image: IKEA Canada

Amadou Diop, Market Manager for IKEA in Montreal, said the retailer wants to become more accessible to customers in the Greater Montreal Area.

“We’re super excited to announce we’re opening a third location in Lachenaie. The Plan and order point provides the ability for customers to plan their complex solutions like a kitchen, a bathroom, a living room or a bedroom, together with our team of specialists that will support them to create the kitchen of their dreams or the bathroom of their dreams,” said Diop.

“The idea is that you can imagine a super inspiring space with the IKEA (staff) where customers can touch and feel the range but at the same time have a personalized plan with our IKEA co-workers, those specialized in design.”

He said the Plan and order point in Lachenaie is answering a need for customers out in that area of Montreal.

“Now we are focusing on opening this one and then we’ll see what’s going to happen in the future,” added Diop. 

IKEA Canada has also launched a Pick-up location in Thunder Bay, Ontario. Customers will be able to have their IKEA home furnishings delivered to the Pick-up location at 243 North Cumberland Street at an affordable rate. The Thunder Bay location joins a network of 15 Pick-up locations and 35 PenguinPickUp locations across Canada.

Image: IKEA Canada

Founded in 1943 in Sweden, IKEA is a leading home furnishing retailer, offering a wide range of well-designed, functional home furnishing products. IKEA Canada is part of Ingka Group which operates 389 IKEA stores in 32 countries, including 16 in Canada. Last year, IKEA Canada welcomed 21.2 million visitors to its stores and 236 million visitors to IKEA.ca

In addition to the new Plan and order point and Pick-up locations, IKEA recently celebrated the grand opening of the Beauharnois Distribution Centre and Customer Distribution Centre in Quebec as well as a multi-million-dollar investment to expand fulfillment capabilities in the Greater Vancouver and Toronto areas.

State of the Canadian Jewellery Industry Amid Direct-to-Consumer Brand Push [Podcast]

Craig and Lee discuss Craig’s recent talk at the Canadian Jewellers Association Summit in Vancouver. They delve into emerging trends in the Canadian jewellery industry, including the growing presence of luxury brands and the shift towards direct-to-consumer retail.

They also consider the impact of a potential recession on consumer sentiment, particularly among the wealthy. The discussion emphasizes the significance of creating a captivating in-store environment for jewellery retailers, as high-end jewellery purchases often involve a curated and immersive experience. Furthermore, they touch upon the changing dynamics of Chinese tour groups and how their absence, due to geopolitical reasons, affects the retail landscape in Canada.

Despite the challenges, they highlight the positive impact of other visitors who come to Canada for various reasons, boosting the retail industry, especially in cities like Vancouver and Toronto. Overall, the conversation provides insights into the evolving Canadian jewellery retail landscape and the factors shaping its future.

The Weekly podcast part of the The Retail Insider Podcast Network by Retail Insider Canada and is available on Apple Podcasts, Stitcher, TuneIn, Google Play, or through our dedicated RSS feed for Overcast and other podcast players.

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

Bowling and Entertainment Concept ‘The Ballroom Bowl’ Coming to Dundas Square in Toronto, with Plans for Rapid National Expansion [Exclusive]

The Ballroom Bowl Yorkville (Image: Ballroom)

This story is the exclusive cover story for Volume two Issue 3 of Retail Insider the magazine.

The Ballroom Bowl is where the good times roll in Toronto in a sprawling entertainment venue that has ambitious plans to roll out the concept to more locations.

Paul Donato, President and CEO of Dundas Valley Advantage Holdings Inc., which operates the unique sports and entertainment venue, says he’s owned the Ballroom Bowl in downtown Toronto for 13 years and the idea has become a popular one in the city.

“Obviously, the foundation of the Ballroom Bowl is bowling,” says Donato. “When I financed the original Ballroom Bowl back in 2010 it was all because of the bowling and the discovery that if I took a flier on this business venture what I had discovered was it would be the only bowling alley in the city of downtown Toronto.

The Ballroom Bowl Yorkville (Image: Ballroom)

“And we’re still the only game in town . . . The intention has always been to build out the Ballroom Bowl as Canada’s only and first premium casual bowling company . . . It will be all about service, service, service. But bowling is the mainstay. Bringing a different, not just a different concept, but an enduring business and an enduring industry that Canadians kind of forgot about.

“I have big plans for the company.”

Currently, the original location at John and Richmond in the Entertainment District has been operating for the past 13 years. 

“We are currently under construction at Yonge and Bloor (in Yorkville) and we have now finished a deal for Dundas Square,” says Donato.

The location in Yorkville is scheduled to open in November with the Dundas Square location set to open late next year.

Retail Insider the magazine (Volume Two, Issue Three)
Ryan Johnson

Ryan Johnson, Founder of Defy Them All, an agency that helps brands attract attention and build business, is helping reinvigorate the Ballroom Bowl brand and prep it for expansion. 

Mimi Wheeler

Mimi Wheeler, Senior Director of Strategy for Defy Them All, said originally Donato had a vision to name each location differently but the company learned there was a lot of equity in the Ballroom Bowl brand.

“People know it. It stands for something. It’s the first premium, casual bowling chain in the whole city of Toronto and Canada in fact. Being a strategist you want to leverage every asset that you can and so our recommendation was that the neighbourhood of Yorkville comes also with a lot of equity and stands for certain things. And it’s very complementary to what the concept for the bowling offering in Yorkville was going to be, which was upscale, premium, beautiful bar, finishes are top of the line. It’s very, very different than the one in the Entertainment District,” says Wheeler.

“So our recommendation was to leverage the equity of Yorkville in naming this and keep the Ballroom Bowl as the master brand. It means less investment quite frankly as you’re expanding because you don’t have to change the name. You don’t have to reinvent the name and you just build on that equity but you establish sort of a sub-brand which is the Yorkville version of the Ballroom Bowl. So each one has a different flavour. And as you know, Dundas being in the centre of everything it’s much more dynamic, a lot of vitality. That one again will have a very different, more urban flavour.”

The Ballroom Bowl Yorkville (Image: Ballroom)
Alex Edmison

Alex Edmison, Senior Vice President with CBRE on the urban retail team, is representing the brand in its expansion plans. He says the corner of Yonge and Dundas is one of the busiest intersections in the country, if not the continent.

“We’re introducing something unique in that we’re bringing the social gaming component to that. When you’re going into a tourist area, we’ve got so many things we can pull on,” he said. “We’ve got the tourist element. We’ve got the Toronto Metropolitan element . . . It’s got all the ingredients for success. We’re thrilled.”

Jennifer Crispel, Senior Director, Retail Leasing at BGO, representing the landlord, says the traffic in that area is undeniable. 

Jennifer Crispel

“We really took the opportunity over the last I’d say four or five years to try and reposition this centre into a full-on entertainment, F & B (food and beverage) centre. So the use was perfect for us in so far as what it offered for the building, number one, and for the area,” she says. 

“It’s right along the lines of exactly what we were looking for. (People) going there, eating, enjoying life, drinking, bowling. So really it’s just the perfect match for our vision of that entire property.”

The Ballroom Bowl Yorkville (Image: Ballroom)

Edmison says if a company is looking to build a brand, typically they go to very prominent locations. 

“We aren’t going to stop at Dundas and 1 Bloor. We’re going to scale this out and build it. So these are the logical places to start with. They’re the best intersections in Canada. That’s going to propel growth,” he adds.

Johnson says the brand’s key message is this is where Toronto comes to play. 

“From a creative person’s perspective there’s nothing more engaging than being able to play with the tension of everything we have to do with our daily lives and then what we get to do when we find an escape or respite from that,” he says.

“The Ballroom Bowl in particular presents a really unique, creative opportunity in that we have now all these different flavours of the same concept that we get to bring to life.”

The original location will remain “kind of sports, bowl, rock and roll.” Yonge and Bloor is going to become a really upscale, very sleek, almost “clandestine” destination where people can come and hide out. It will have two separate lanes on the VIP side that are going to be exclusive. Dundas Square is going to be loud – a much more urban, almost industrial feel.

“As a creative partner in this, we get to express all three of those different flavours underneath the Ballroom Bowl brand and beyond that who knows,” says Johnson.

The Ballroom Bowl Yorkville (Image: Ballroom)

The original location is 23,500 square feet. Yonge and Bloor will be about 20,000 square feet and Dundas will be about 15,000 square feet.

How many of these does Donato see in the future?

“The upside is infinite . . . The reality is I think the biggest thing with regards to our national expansion plan is we already have the executive management team in place. We’ve got a Four Seasons trained beverage director. We’ve got one of the top chefs in Toronto who’s already recruited another chef already on board with us. There’s things going on in the bowling industry in Canada that we’re doing that nobody else is doing,” he says.

Edmison says the brand will be looking for sustainable growth. 

“It’s opportunity driven. We’d like to do as many as possible as fast as possible. But we want to grow in a sustainable way. If you look 20 years down the line, we would want to be represented in every major market in Canada – anywhere you would see an Earl’s or a Keg. Those would be logical areas where we could put (a bowling venue).

“We’re probably going to grow it out GTA focused. We’ll consider other markets. It will be a mix of strategically going after areas that we’re interested in and a mix of other opportunities that present themselves.”

Image: The Ballroom

The original Ballroom Bowl describes itself as Toronto’s “coolest” interactive entertainment centre with 23,500 square feet including 10-pin bowling, dozens of TVs, a rooftop patio, music and elevated pub fare.

Donato says he’s had a singular focus in his career regarding razor-like service.

“Customer first. The Four Seasons differentiating factor we are bringing that to the bowling industry and that doesn’t exist,” he says.

First Look: Kit + Ace Debuts Pop-up Store Expansion in Key Canadian Markets Amid Retail Growth [Interview]

Kit + Ace at CF Toronto Eaton Centre (Image: Dustin Fuhs)

Kit + Ace, a brand renowned for its blend of high-quality fabrics and modern design, has unveiled plans to enhance its retail footprint in Canada’s top-performing markets. With the November 1st, 2023 opening of new pop-up locations in Toronto and Calgary, the brand continues to cater to its dedicated clientele and expands its reach to new customers.

David Lui

“Our presence in Toronto and Calgary reflects our commitment to bringing ‘Timeless Technical Fashion’ closer to our customers,” said David Lui, CEO of Kit + Ace. “These cities have shown us incredible support, and we’re excited to be deepening our roots in these communities.”

With the acquisition of Kit + Ace by Unity Brands Inc. earlier this year, helmed by Canadian entrepreneurs Joe Mimran, Frank Rocchetti and David Lui, the retailer is embracing a reinvigorated direction.

Kit + Ace at CF Toronto Eaton Centre (Image: Dustin Fuhs)
Kit + Ace at CF Toronto Eaton Centre (Image: Dustin Fuhs)

The Toronto strategy kicked off with a permanent storefront on Queen Street and has added a pop-up shop on the third floor at CF Toronto Eaton Centre, leveraging the mall’s reputation as the highest-traffic shopping destination in the country.

“The Eaton Centre’s vibrancy and high footfall offer the perfect synergy with our brand ethos, aimed at the modern professional,” Lui said. “The pop-up is a precursor to what we hope will be a long-term relationship with this premier shopping location.”

Nearby retailers at CF Toronto Eaton Centre include Jo Malone, Moose Knuckles and is down the hall from the recently shuttered Nordstrom. The store is also across from Club Monaco, which has a connection with the current ownership.

In 1985 Joe founded Club Monaco, a vertical retail concept known for its distinctive minimalistic style and monochromatic palette. Club Monaco instantly became a cult brand that grew to over 150 stores in Canada, US, and Asia. In 2000, Club Monaco and Caban it’s home products lifestyle concept, were purchased by Ralph Lauren, marking Ralph Lauren’s first-ever acquisition.

Kit + Ace at CF Toronto Eaton Centre (Image: Dustin Fuhs)
Kit + Ace at CF Market Mall (Image: Kit + Ace)
Kit + Ace at CF Market Mall (Image: Kit + Ace)

The Calgary expansion centers on the Mount Royal Village store, a top performer for the brand. The new CF Market Mall location is set to broaden the brand’s appeal, strategically positioned among prominent brands, heralding a robust presence in the northwest part of the city.

Beyond these immediate expansions, Kit + Ace has its sights set on a series of announcements slated for 2024 that promise to energize the brand and its offerings.

For its real estate needs, KIT + ACE is working with Oberfeld Snowcap. It is also working with BURDIFILEK on the design of the new stores.

Kit + Ace at CF Market Mall (Image: Kit + Ace)

Future growth for Kit + Ace includes a new flagship store on West 4th Avenue in Vancouver, set to open in spring 2024. But that’s just the beginning of the expansion narrative the brand is keen to tell.

“Next year, we will share a story of change, momentum, and growth,” Lui teased. “With new stores in the pipeline for 2024, we’re on track to elevate our retail experience and product offerings to new heights.”

This calculated expansion will see the brand’s presence grow to up to ten stores by the end of 2024, signalling a significant uptick in its market penetration.

Kit + Ace at CF Toronto Eaton Centre (Image: Dustin Fuhs)
Kit + Ace at CF Toronto Eaton Centre (Image: Dustin Fuhs)

The temporary shops not only offer the full range of the brand’s products but also provide a tangible glimpse into the future of this evolving brand. With the planned renovations and the brand’s investment in community-centric retail spaces, Kit + Ace is poised for a prominent role in Canada’s retail landscape.

For more details on the pop-up locations and job opportunities, visit the Kit + Ace Career Portal.

Costco Continues Canadian Expansion with New Warehouse in Northwest Toronto, More Locations Planned [Interview]

Costco Rexdale NW Toronto (Image: Costco)

Costco Wholesale is opening a new location in Northwest Toronto in the Rexdale neighbourhood of Etobicoke.

The new location, located at 2260 Islington Avenue off of Highway 401, is 164,162 square feet and the retailer’s 21st location in the Greater Toronto Area.

It includes 1,200 parking spots in a multi-level underground parking garage with elevator access – a first for Costco in Eastern Canada.

“With the opening of this new warehouse, we can serve all of our members in the Northwest Toronto and surrounding area and bring new consumers and businesses to uncover the benefits of a Costco membership,” said Gino Dorico, Senior Vice-President and Country Manager, Costco Wholesale Canada. “We are very proud to share this new location with our valued members and member businesses in the local community and throughout the area.”

Costco Rexdale NW Toronto (Image: Costco)

Marc-André Bally, Senior Vice-President & General Manager, Costco Wholesale Eastern Canada, said Costco has been looking for a long time to introduce another store in the GTA.

“We have several locations in Toronto and they’re quite busy. We felt that we needed another unit to make sure that we service our members properly,” he said.

“It’s very well located. It’s right off the 401, which is the busiest highway in Canada. It’s visible from the highway. The density of the population around the location is something that we always pay very close attention to and in this case it just met our criteria on a lot of fronts. The average income is where we need it to be to be a successful building. The surrounding buildings are very busy and we felt that we needed to offer them some relief.”

Bally said Costco isn’t finished expanding in the GTA as there is more room for growth.

“Absolutely. Toronto is growing so fast that we are looking at multiple sites for future expansion. These projects don’t happen overnight. These are projects that take multiple years for them to come to fruition. So we always have to think for the future and we are actively looking at multiple other sites to grow our business,” he said.

Costco Rexdale NW Toronto (Image: Costco)

Costco said the new warehouse has created 135 new full-time jobs and 100 new seasonal jobs.

“It’s a large location,” said Bally. “The locations in the surrounding areas are not necessarily this size. It’s fun for our member base to have the opportunity to shop in a brand new location that’s got all the bells and whistles. There’s a lot of wow items for the opening from gold bars to a $5000 tool chest to multiple other wow items that we’re going to offer our members.”

The retailer said the new location features wide aisles and an extensive selection of food offerings. It also includes a large variety of specialty departments, such as an on-site bakery, fresh meat, expansive produce area, rotisserie chicken section, optical centre – including an on-site independent optometrist – a hearing aid centre, five tire centre bays, large food court, gas station with 24 pumps and a pharmacy.

With 12 checkout registers and a new self-checkout section with nine stations, the warehouse features 1,200 shopping carts.

“Underground parking is something we normally see in our Asian units, Asian countries where we operate that we have multi-level parking. Sometimes parking on the roof. Sometimes parking below ground. It is a first. We’re going to have two-level parking . . . We’re going to operate four elevators. This is certainly something that makes it unique.”

Costco Rexdale NW Toronto (Image: Costco)

Costco Wholesale currently operates 861 warehouses worldwide and 107 warehouses across Canada.  The first Costco Wholesale location opened in Burnaby, BC in October 1985, while the first Ontario location opened in Ottawa in 1991.

Costco Wholesale employs over 46,000 people in Canada with more than 17,000 in Ontario. Its Canadian head office is located at 415 West Hunt Club Road in Ottawa.