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.
Future Chick-fil-A at West Edmonton Mall (Image: Reddit u/kkreklau)
Quick service restaurant Chick-fil-A is aggressively expanding its footprint in Canada with plans to roll out up to 20 restaurants in Alberta by 2030.
Initially, three restaurants will open at West Edmonton Mall by late summer followed by locations in Calgary and South Edmonton Common. They will be the first to open outside of Ontario since the brand began in Canada at Yonge and Bloor in Toronto in 2019.
The West Edmonton Mall location will be in the Food Court by the World Waterpark. The Calgary location is along the busy Macleod Trail S.W. corridor.
Chick-fil-A at CF Don Mills (Image: Chick-fil-A)
Currently, there are 13 locations in Canada, all in Ontario. The company is also expanding into Ottawa later this summer.
Paul Trotti
“Alberta has an incredible growth story and is an exciting place for us to continue our expansion in Canada,” said Paul Trotti, VP, International, Chick-fil-A, Inc., adding that each restaurant in Alberta will be led by an entrepreneur, an independent local owner/operator.
As part of the expansion in Alberta, the entrepreneurs who will be local Chick-fil-A Owners-Operators are expected to hire approximately 80-120 additional employees at each new location.
“We’re continuing to evaluate a lot of opportunities (in Alberta),” said Trotti. “Specifically, there’s great opportunities around Edmonton and Calgary. At this point, we’ve settled in on these first three because the site selection is so important for us. We won’t pick a site where we feel like we can’t give a great opportunity to an operator and have customers that we want to serve in a great density but at this point we’ve just announced those three.”
Chick-fil-A North Barrie (Image: Chick-fil-A)Former Chick-fil-A at Calgary Airport (Image: Huy Dang / Google)
In the past, the brand did have a location in the Calgary International Airport which eventually closed. A location like that is not part of the owner/operator model.
“We really feel like we get a chance to bring the full expression of the brand to Alberta through the owner/operator restaurants that we’ll bring to these three Alberta locations . . . We feel like this is truly the first time that they will get to experience not only the great food that we’ll serve but also the genuine hospitality that we hope differentiates us in the marketplace.”
Trotti said the company has been excited about the Ontario market and feels it’s experienced great growth there. Alberta presented several factors that were appealing for expansion including strong population growth and continued future population growth, a strong economy, attainable homeownership, and a great quality of life.
Rick Christiaanse
“Chick-fil-A’s expansion into Alberta will have a positive impact on our economy in the region by creating jobs and new entrepreneurial opportunities throughout the province,” said Rick Christiaanse, CEO of Invest Alberta, in a statement. “Alberta is one of the best places in Canada to do business. We have a talented workforce filled with big thinkers across many different industries. Chick-fil-A is a perfect fit for our rapidly growing and diverse region.”
Matt Jones
“Alberta’s government has created an investment-friendly environment where companies like Chick-fil-A continue to feel confident about expanding their business,” said Matt Jones, Minister of Jobs, Economy and Trade, in a statement. “With rapid growth and low taxes, our province is an ideal location to establish new stores. Alberta’s growing, young and diverse population means Chick-fil-A will have the future employees and customers they need to succeed. I am pleased to welcome Chick-fil-A to Alberta, and I am encouraged by their commitment to give back to our local communities to reduce hunger and food waste.”
Chick-fil-A Kitchener (Image: Chick-fil-A)
Trotti said the brand likes to be in power centres and in high traffic locations where customers live, work and play. He said about 5,000 square feet is the average for the company’s freestanding locations and about 3,500 square feet for mall locations. Trotti said the company is looking at expanding into other Canadian provinces.
Part of Chick-fil-A’s operation is community involvement:
Every time a Chick-fil-A restaurant opens, $25,000 USD ($33,623 CAD) is donated by Chick-fil-A, Inc. to Second Harvest, Canada’s largest food rescue organization, to support local non-profit organizations in the area to help reduce hunger and food waste. So far, Chick-fil-A has donated over $275,000 USD ($369,853 CAD) to local Canadian organizations in celebration of restaurant openings. That tradition will continue in Alberta;
Since the beginning of 2020, Chick-fil-A has donated more than $1 million USD ($1.3 million CAD) to support Second Harvest’s food rescue programs that have helped provide over 2.8 million meals worth of surplus food for people in need and supported the national expansion of Second Harvest’s food rescue app to 900 communities across Canada;
Participating Chick-fil-A restaurants donate surplus food to local shelters, soup kitchens and charities through the Chick-fil-A Shared Table™ program, which has resulted in ingredients for over 80,000 meals being donated by Chick-fil-A restaurants in Canada, with the number growing each day;
Canadian non-profits like East York Meals on Wheels, Yonge Street Mission, Children’s Aid Foundation of Canada and Living Lakes Canada have collectively received $475,000 USD ($638,837 CAD) from the Chick-fil-A True Inspiration Awards™, annual grants given to organizations that make an impact by Caring for People, Caring for Others through Food, Caring for Our Communities and Caring for Our Planet – falling within Chick-fil-A’s corporate social responsibility pillars, which help guide overall giving efforts; and
Chick-fil-A has awarded nearly $40,000 USD ($53,796 CAD) in scholarships since 2020 to 37 Canadian Team Members to support their goals of pursuing post-secondary education.
Chick-fil-A, Inc. is the third largest quick-service restaurant in the United States and has more than 3,000 restaurants across the United States, Canada, and Puerto Rico.
Future Monos Storefront on Ossington (Image: Dustin Fuhs)
Following the successful opening last year of its Vancouver flagship store, Monos, a consumer travel lifestyle retailer, has plans to open its second location this summer in Toronto on Ossington Avenue and is looking to expand as well to New York City.
Victor Tam
“At Monos, we believe in the power of omnichannel retail. Our stores allow customers to step into the world of Monos – one built on thoughtful design and exceptional craftsmanship. The incredible response to our flagship in Vancouver has ignited our passion for bringing this experience to new cities, including Toronto. As we expand, we’re focused on replicating that experience to become a legacy travel brand by focusing on cities that perfectly align with our brand vision,” said Victor Tam, CEO and Co-Founder.
“The success of our Vancouver flagship has shown the power of our immersive retail experience, and we can’t wait to bring it to life in a city with a thriving retail scene, Toronto. We’re confident that our thoughtfully curated product experience and sleek, minimalist store design will resonate with Toronto’s residents and visitors. Opening a store here feels like a natural next step in our journey.”
Amanda Calouro, Senior Director, Retail Expansion, said the Toronto store will open in late Spring or early Summer.
Amanda Calouro
“We are well on our way with construction,” she said, adding it’s 1,857 square feet at 111 Ossington Avenue.
“It is in the condo building in a space formerly occupied by Fresh City Farms. Ossington in general is one of the most exciting neighbourhoods in Toronto. It is such a vibrant street. It always has so much life and activity and we really felt it was a great home for the brand. It serves as kind of the cultural hub within the city and we really think that our customers are going to love to find us there.
“With this space in particular, we’re really excited to bring a bit of escapism into the city. We’re really leaning into the Portuguese heritage and history of the neighbourhood and incorporating that into our design and our material palette. I’m really excited about Ossington. I think it’s going to be such a beautiful space and such a beautiful representation of the brand itself.”
The Vancouver location on West Fourth Avenue opened in July 2023. The store is about 1,953 square feet.
Calouro said the brand has its sights on a site in Soho in New York City.
“New York will be our first entry into the U.S. market. We are aiming Q1 of next year,” she said.
“We are definitely exploring opportunities and really ensuring that we get our retail concept right. So with Vancouver and Ossington we’ll be able to really understand where we are at from a retail perspective as we look to really amp up expansion in 2025. In 2025, we are looking to open eight additional stores.
“Within the eight there will definitely be some additional U.S. expansion. Major cities. Similar to how we would approach Canada. And we have our eyes on a few major cities in Canada as well. We want to ensure that we’re really expanding thoughtfully. We’re never going to be that brand that shows up everywhere.”
Calouro said the brand wants to meet its customers where they’re at.
“I think a lot of what is exciting in retail, and especially for the brand itself, is really allowing our customers an opportunity to experience the product in real life. Once they experience the quality and all of the features of the product, we know that we have created a Monos customer for life. It’s really been truly special watching them interact with our product,” she said.
“That’s why we’re really excited about retail expansion. We know that there is a demand to see the product in person and to be able to build those connections and get that feedback on the product in person – it is so invaluable.”
Calouro said the rebound in the travel sector has also helped the retailer.
“We are definitely seeing a lot of customers coming into our store in Vancouver with kind of those bucket lists of travel experiences that they’re really excited to get back out there and be traveling again. A lot of excitement about going out and seeing the world, getting some of those bucket list places off of their bucket list. It’s been really exciting to see in person. That rebound in the travel industry of course helps for sure.”
Image: Monos
Image: Monos
Monos at Stackt Market (Image: Monos)
Prior to opening its first bricks and mortar location in Vancouver, Monos set up a physical location as a temporary site at North America’s largest shipping container market – Stackt in Toronto.
The pop-up location was launched in 585 square feet.
Monos, launched in 2019, is a Canadian travel and lifestyle brand offering premium, beautifully designed suitcases, bags, and accessories, and inspiring people to travel in a mindful and present way – to embrace the journey as much as the destination.
Spring cleaning is a well-known tradition in many cultures. It signifies the arrival of a fresh start that shakes off the cobwebs of winter and welcomes growth and rejuvenation.
Businesses can also embrace this concept to reassess their strategies, clean up inefficiencies, and lay a strong foundation for the upcoming business cycle. This article will guide business leaders and entrepreneurs in revitalizing their focus and finding a new direction. Cleaning clutter, be it a disorganized plan or an inefficient practice, can reveal the barriers to innovation and growth and provide clarity to steer the business toward success.
Approaching your business with a spring cleaning mindset is about more than just tidying things up. It represents a compelling and strategic vision capable of driving businesses toward growth objectives.
Understanding the Need for Business Spring Cleaning
Business spring cleaning goes beyond clearing the physical space. It examines all business aspects, uncovering unnecessary complexities, unproductive processes, or outdated systems. Streamlining these factors results in a business equipped to tackle challenges in a smart way, paving the way for increased productivity and profitability.
“Companies can see profound changes after embracing business spring cleaning,” says Agatha Relota Luczo, Founder and Chief Creative Officer of Furtuna Skin. “Eliminating unproductive elements and encouraging a leaner, more efficient business structure leads to substantial increases in productivity and morale.”
This efficiency has a push effect. The newfound invigoration trickles down from top leadership to departmental managers and then to the employees who run the day-to-day workings of the business.
The Role of a Renewed Focus in Business
A renewed focus means aligning the business to its core aims and objectives. Over time, deviating from these primary goals amid the daily hustle and challenges is easy.
Renewing focus means reconnecting with the original business mission, restrategizing, and pointing all efforts toward core goals.
“Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work,” says Steve Jobs, co-founder of Apple Inc. “And the only way to do great work is to love what you do.”
Following a renewed focus helps uncover business strengths and areas for improvement, encouraging a forward-looking mindset. Such clarification catapults the company’s growth trajectory by providing a clear map to success.
Strategy 1: Conducting a Business Audit
A comprehensive business audit is an integral part of corporate spring cleaning. This deep dive into every aspect of an organization, from financial records to process efficiency, allows for a clear understanding of the business’s current state. Such auditing also uncovers hidden ineffective processes that might be getting overlooked.
Conducting a thorough business audit can bring many underestimated benefits. Companies can identify waste in their daily practices, which, when eliminated, can lead to substantial cost savings.
“A business audit isn’t merely an evaluative exercise,” Maggie Brown, Founder and CEO of Recess Pickleball explains. “It’s an opportunity for new possibilities capable of ushering in unprecedented efficiency and profitability.”
Strategy 2: Reevaluating Business Goals
As the business landscape evolves, so should your goals. Annual reevaluation of business goals allows businesses to maintain their relevance and stay on track. This also helps realign teams and resources efficiently, ensuring maximum productivity.
“Goals set years ago might no longer serve a business or their growth and investment strategy,” says Cody Candee, Founder and CEO of Bounce. “A reevaluation session can lead to the redefinition of these objectives, driving progressive change.”
This process of reevaluating and restating goals is not just about staying current. It’s about creating an environment that breeds innovation and improvement, carving out a clearer path toward success.
Strategy 3: Decluttering the Workspace
This strategy refers to both your physical workspace and digital environments. Clutter can be distracting, decrease productivity, and even lead to unnecessary stress. Sorting and organizing workspaces can create a more efficient, focused, and productive work environment.
“Your business deserves to reclaim its workspace,” says Roman Peysakhovich, CEO of Cleango, a company known for their commercial cleaning services. “They can do this by initiating a decluttering activity — and they should. A cluttered workspace will cost a company in terms of lost productivity and focus. Post decluttering, an office environment will drastically improve, fostering creativity and innovation.”
Decluttering is not a simple task, but it’s a progressive step towards creating a work environment that nurtures productivity, creativity, and, ultimately, success.
Strategy 4: Prioritizing Employee Welfare
Employees are the backbone of any business. Promoting their welfare can result in higher employee satisfaction, leading to increased productivity, lower turnover rates, and a healthier work culture.
“When you prioritize employee welfare, you witness an impressive transformation,” explains Dr. Michael Green, Chief Medical Officer of Winona. “Companies will notice lower absenteeism, higher job satisfaction, and an overall positive change in their work environment. This makes a dramatic difference in a business’s performance.”
Prioritizing employee welfare is not just about creating a happier workforce. It is an investment that generates significant returns in terms of productivity and efficiency.
Strategy 5: Revamping Marketing Strategies
Marketing evolves rapidly, necessitating businesses to stay updated. With the growing focus on digital marketing, seasonal evaluation of marketing strategies becomes crucial to ensure your business stays relevant in the competitive landscape.
“Revamping marketing strategies can lead to a surge in customer engagement,” says Erin Banta, Co-Founder and CEO of Pepper Home. “Companies realize that adhering to old marketing practices may be ineffective with the way things are working these days. Upon employing newer techniques, they often witness improved reach and growth.”
Breathing new life into marketing strategies is more than a branding exercise. It’s an opportunity to engage with your target audience more efficiently, leading to better outcomes.
Strategy 6: Streamlining Financial Management
Efficient financial management is crucial for the sustainability of any business. Streamlining finances involves standardizing processes, improving transparency, and enhancing data integrity. By doing so, businesses can have a clear picture of their financial health, make informed decisions, and ensure smoother operations.
Streamlining financial management can result in a considerable reduction in unnecessary expenses and foster a completely new approach to budgeting and fiscal planning.
“A streamlined financial management system can ultimately create a more cost-efficient structure,” says Bridget Reed, VP of Content at The Word Counter, a company known for their random word generator. “This enables a business to maximize its revenue potential today and well into the future.”
Strategy 7: Boosting Digital Presence
Whether it’s through a responsive website, a dynamic social media presence, or an engaging blog, boosting your digital presence can extend your reach, attract new customers, and strengthen relationships with existing clients.
“When companies revamp their online presence, they not only strengthen their brand identity but also can experience a significant growth in customer engagement, boosting their bottom line,” says Maegan Griffin, Founder, CEO and nurse practitioner at Skin Pharm, a company that provides Botox in Austin. “A strong digital presence is an effective tool for competitive differentiation and can act as a springboard for business growth.”
Evaluating the Impact of These Strategies
After implementing new strategies for business renewal, it’s critical to evaluate their impact. This involves tracking changes in efficiency, productivity, profit margins, and customer satisfaction.
Companies may witness a dramatic shift in their business outcomes after implementing spring cleaning strategies. Through continuous evaluation and adjustment of these strategies, companies can build on successes and quickly respond to challenges.
“Regular evaluation is not simply a means to measure success or failure,” explains Marcus Hutsen, Business Development Manager of Patriot Coolers. “It’s a tool for continuous improvement, helping businesses adapt, grow, and thrive in an ever-changing environment.”
Case Study Examples of Successful Business “Spring Cleaning”
Anecdotal stories can provide practical insights into how these strategies have helped businesses grow and thrive. Case studies can paint a clear picture of the impact of business spring cleaning while lending credibility to these methods.
Shaunak Amin, CEO and Co-Founder of SwagMagic speaks to the benefits of spring cleaning: “Teams can go farther when they have less to worry about. It helps clean your closets at home, so you can apply that exact same strategy to your business.”
With these practices in place, you can boost profitability and market presence. Those are just some of the potential of effective spring cleaning strategies and how any business can replicate similar success.
Embracing Change for a Positive Impact
Spring cleaning in a business context is about embracing change for a positive impact. It’s a strategic move that can spark innovation, enhance focus, and prompt businesses to re-adjust their strategies. This continual adaptation keeps a business practical, competitive, and, most importantly, sustainable in an ever-changing market.
Spring cleaning is just one of the steps builders, innovators, and creators can use on their journey to make something new and lasting in the world. With the right tools at our disposal and best practices for business care and management, we can build a better business future.
“All humans are entrepreneurs not because they should start companies,” says Reid Hoffman, co-founder of LinkedIn, “but because the will to create is encoded in human DNA — and creation is the essence of entrepreneurship.”
Spring cleaning holds the potential to unlock transformative growth. By conducting a thorough assessment, revamping strategies, prioritizing employee welfare, and staying agile in a rapidly evolving market, businesses can yield transformative results. It’s more than just a seasonal overhaul. It’s a strategic move towards operational efficiency, productivity, and long-term growth.
Nani’s Gelato, an ice cream shop based in Toronto, is opening five new locations this year, has plans to open around 50 locations within the next three years, and will be expanding into the United States market.
Currently, the brand has one corporate and four franchised locations in the Greater Toronto Area open offering a variety of gelato, sorbet, pints, and soft-serve options. Consumers can expect new flavours every other week as the brand rotates through its 150 flavours and all are made on-site to provide fresh products daily. The last location opened a few weeks ago in Milton.
Parry Sohi
“Our gelato is unique, made with Italian recipes and ingredients, and all of our equipment is imported from Italy. We focus on authentic, on-site, freshly made gelato and make it denser, creamier, and richer. It is a high-quality, flavour-intense product that stands out in the market. We have five operating locations and we are in the process of starting construction on five additional units right now,” says Parry Sohi, the owner of Nani’s Gelato.
Image: Nani’s Gelato
The five additional units under construction are all in Ontario and include: Burlington, Kitchener, Stoney Creek in Hamiliton, Whitby, and another location in downtown Toronto.
The locations in Burlington, Kitchener, and Stoney Creek will be opening for May or June, Whitby will be open by the end of the year, and Sohi says the brand is finalizing the deal for the location in Toronto and it’s unknown when it will be opening as of yet.
Sohi says the brand will also be expanding for the first time outside of Ontario this summer and has recently finalized a deal in Calgary: “There are a lot of young families, a lot of young couples, so it fits really well in the type of demographic that we tend to target.”
To make this goal happen, Sohi says the plan is to open around 12 locations a year without saturating the market.
“If we hit 40 to 50 units, we see the additional units actually being opened by our existing franchises as opposed to going out and finding new franchisees. So we think that will give us a really good footprint with all of the Canadian real estate landlords and in turn, when we are looking to expand internally using our existing franchisees, we feel like the financial strength of that would really leverage well in the retail sector.”
To get started with the expansion in the United States, Sohi says he will be attending a trade show in the next couple of months and is hopeful the brand will be able to expand there by the end of next year.
Inside of Canada, Sohi says the brand is looking to expand further in Ontario including North York, Richmond Hill, Scarborough, Pickering, Ajax, Oshawa as “there is a lot of potential in those markets.” As for outside of Ontario, Sohi says the brand will be targeting Winnipeg and Vancouver as those are its primary locations and will be expanding there for next year. Sohi says he is also interested in expanding into Saskatchewan.
Image: Nani’s Gelato
“We have shifted our model”
Sohi says the brand is shifting its model to becoming more of a dessert cafe where consumers can come in and be able to sit inside.
“We are expanding some new products in our menu and guests will be able to sit. It will be a great meeting place for friends and family within the community. We are working really hard on some of our retail locations to also secure outdoor space right in front, which will really help when people come out to enjoy the nice weather in the summer. We are looking at our stores becoming more of a community hub for desserts and relaxation for friends and family.”
Now when looking for locations, Sohi says the ideal spot would be between 900 to 1,200 square feet, has an outdoor space for a patio that is designated for the space, and the brand is focusing on getting more seating inside.
A fun feature inside is the kitchen, as consumers are able to see into the kitchen at every location where “they make fresh gelato on-site every morning.”
Image: Nani’s Gelato
All locations will be created with comfort in mind and will be an open concept.
“We are trying our best to keep all locations very similar as we roll out. Landlords are becoming more comfortable with that and once they have seen our design, they really like it. It is very fresh, it is pretty modern, so they are excited to put that concept and use it into a lot of the new retail spaces we are looking at.”
As for its product expansion, Sohi says the brand will be adding beverages.
“We only offer bottled water to customers coming in where a lot of our competitors, who run gelato cafes, are offering coffee, espresso, and cold beverages. So we are looking at something as simple as offering carbonated drinks to hot and cold drinks we are going to be making in-house, and seasonal drinks.”
Sohi says the menu will also evolve as the brand is working on new and unique gelato products: “We are keeping it a secret right now, but a big chunk of what we are doing is beverage.”
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.
Global retail sports brand Decathlon has launched its new purpose which it says is to “Move People Through the Wonders of Sport.” The retailer has 19 stores in Canada after entering the country in 2018, and all locations will be renovated as part of the initiative.
The company, in a news release on Tuesday, said the strategy behind its new initiative is to bring innovative and sustainable sport to everyone.
Barbara Martin Coppola
“Today marks a very special moment in both the history and future of Decathlon. Now more than ever, the world needs sport. It has a unifying power, and can improve both physical and mental health,” said Barbara Martin-Coppola, Decathlon’s Global Chief Executive Officer, in a statement.
“At Decathlon, we want to have a greater positive impact on humans, society and the planet by Moving People Through the Wonders of Sport. I am proud to be working towards the North Star – our guiding light and ambition – with our teammates.
“It’s been incredible to see our diverse community come together to celebrate what makes us special: enabling everyone to practice sport on their own terms. I am confident that our ambitious strategy, evolving our way of doing business, will ensure Decathlon leads the sector as a unique and trusted sports brand.”
Image: Decathlon
The company said it is unveiling a new brand, which includes “a dynamic and forward-looking identity and the new “orbit” logo.”
Decathlon, which began in 1976, has about 1,700 stores worldwide. Of its 19 stores in Canada, eight are in Quebec, seven are in Ontario, one in Halifax, and two are in Alberta. A pop-up at Metropolis at Metrotown in Burnaby, near Vancouver, will be replaced with the new brand concept in a store opening this spring spanning about 38,000 square feet. A new Decathlon store is also opening this spring in Chicoutimi, Quebec.
“Since the beginning of its journey in 1976, Decathlon has always believed in sports’ vital role in helping societies to be healthier and happier. And today, people need sport more than ever,” said the company. “At the beginning of this transformation journey, Decathlon wrote its “North Star”, a long-term ambition to accelerate its mission for the good of societies and the planet. Guided by the North Star, a new purpose was born: Move People Through the Wonders of Sport.
“Anchored to this purpose, Decathlon is adopting an ambitious global strategy, which encompasses an enhanced customer experience, a strong commitment to sustainability and an overall modernisation of the company. Core to the customer experience is an evolved brand introduced today.”
Decathlon Paris Rive Gauche (Image: Decathlon)Decathlon Paris Rive Gauche (Image: Decathlon)Decathlon Paris Rive Gauche (Image: Decathlon)
Decathlon said the new brand identity reflects the brand’s ambition while celebrating its past.
“Along with a dynamic blue, it now welcomes a new brand icon – “the Orbit” – expressing movement, the ambition to reach new heights, and circularity, at the heart of Decathlon’s sustainable business model,” it said.
That Orbit logo will be incorporated into the new Metropolis at Metrotown store, which will be the first in Canada to showcase the brand refresh.
“Decathlon is unleashing the full potential of the brand to bring sport to everyone through a new and simplified brand portfolio with nine category specialists: Quechua (mountain), Tribord (water and wind), Rockrider (outdoor cycling), Domyos (fitness), Kuikma (racket), Kipsta (team sports), Caperlan (wildlife), Btwin (urban gliding and mobility) and Inesis (target), and 4 expert brands: Van Rysel, Simond, Kiprun and Solognac.”
Image: Decathlon
Philippe Gariépy, Brand Marketing Manager for Decathlon Canada, said the company needs to shift what people perceive it to be.
“Our aim in redefining our company’s direction is to establish ourselves as a notable sports brand. Until now, Decathlon has been perceived primarily as a sports store, similar to other sports retailers across the country that resell sports equipment. However, akin to renowned sports brands, we design, manufacture, and sell our own products, which are created by deeply passionate sports teammates. Only 20% of those who know us are aware of this aspect, a figure that’s understandable considering our relatively recent introduction to this market.
“Our goal is to have a meaningful connection with our customers that extends beyond the act of transaction. This is the reason behind our brand’s current evolution, an evolution that will be translated across all our touchpoints.”
Gariépy said the upcoming new store in Vancouver will have the new identity and new customer experience.
“We’d like to challenge the typical Decathlon concept: big box, mass merchandising and long aisles. We’re currently testing several avenues, some of which have a more boutique look that does justice to the quality of our products. We want to offer a shopping experience that’s tailored to the sporting needs of our communities. In the future, we may open stores with a more specific offer around a group of sports and activities. The first store we’ll open on the new identity is in Vancouver (April 2024).”
Decathlon Paris Rive Gauche (Image: Decathlon)
Decathlon has also committed to becoming Net Zero by 2050.
Its decarbonization targets are (scopes 1, 2 & 3):
● 20 per cent reduction in absolute CO2 emissions in 2026.
● 42 per cent reduction in absolute CO2 emissions in 2030 and net zero by 2050.
“Decathlon is working hand in hand with suppliers and partners to unlock sustainability all across the supply chain. With this collaborative approach, Decathlon has been working with suppliers to decarbonise processes and pave the way for new business models based on circularity and increased product life cycles. This also means that across the product range, Decathlon is increasing product lifespans and enabling customers to reuse, repair and recycle their products,” said the retailer.
Image: Decathlon
Image: Decathlon
The company said it is also harnessing the power of digital with a global revamp of the ecommerce website to provide a seamless shopping experience for customers anytime, anywhere. Decathlon has local ecommerce operations for Canada which were established shortly after its Canadian entry about six years ago.
“Decathlon’s digital supply chain has been rethought with the best-in class tools and AI algorithms to enable accurate forecasting, assortment planning and stock parameters. This has already led to significant reductions in stock levels and many improvements, including decreasing transportation costs, carbon footprint and delivery time,” said the retailer.
“Decathlon is also breaking ground with new ways to embark its customers on an immersive experience, including its 3D Shopping App on Apple Vision Pro in the U.S. More than 1,700 stores around the world will be refurbished with a whole new setup, offering customers intuitive navigation, increased product visibility, engaging physical and digital displays, and an aesthetically pleasing atmosphere. The forthcoming opening of the Vancouver Metropolis at Metrotown store, the first in British Columbia, will embody this bold new identity and revamped experience.”
Easter Seasonal
Section at Walmart in Richmond, BC (Image: Field Agent Canada)
As Easter approaches, families and chocolate enthusiasts look forward to indulging in their favourite cocoa-based treats, a tradition that marks this festive season. However, this year’s celebrations are set against a backdrop of soaring cocoa prices, marking a significant challenge not just for consumers but for the entire chocolate industry. The current situation presents a complex mix of environmental, economic, and market dynamics that have pushed cocoa prices to record highs, affecting everything from production to the end consumer experience.
Soaring Cocoa Prices: An Unprecedented Challenge
The price of cocoa has skyrocketed, now almost 40% higher than its previous record set 47 years ago. Last week, cocoa contracts reached an unprecedented $7,06 per metric ton, doubling since November and surpassing the record highs of $3,83 in 2011 and $5,11 in 1977. This surge is attributed to a combination of factors, including the rising cases of black pod disease in key producing regions like the Ivory Coast and Ghana, which together account for almost 60% of global cocoa production. Additionally, heavy rains have disrupted the transportation of supplies to ports for shipment, while speculative trading further inflates prices.
Despite the steep increase in costs, global demand for cocoa remains unwavering, particularly as emerging markets’ growing middle class continues to desire chocolate products. Major companies such as Barry Callebaut are responding by aggressively purchasing futures, anticipating continued demand.
Shoppers Drug Mart Seasonal Chocolate (Image: Dustin Fuhs)
Industry Response and Consumer Impact
The industry’s giants, including Hershey and Mondelez (the company behind Cadbury), are signalling the strain of rising cocoa prices on their operations. Hershey has warned of potential profit impacts, while Mondelez reports a decline in sales volumes as consumers tighten their belts. This scenario suggests that chocolate manufacturers, retailers, and chocolatiers will likely pass on these increased costs to consumers. However, the strategy extends beyond mere price hikes.
Shrinkflation: The Invisible Price Increase
In Canada, we estimate that chocolate bars have increased by more than 3% in just one month. Also, the phenomenon of “shrinkflation” has led to noticeable reductions in the size of several beloved chocolate bars and products, all to maintain existing price points. Over the past 12 months, notable changes include the shrinking of the well-known Cadbury eggs by 12.9%, from 39 grams to 34 grams. Similarly, the 400-gram Nutella jar has been downsized to 365 grams; the Toblerone bar, once 400 grams, now weighs in at 360 grams; and the Oh Henry! Bar has gone from 62.5 grams to 58 grams, a 7.2% reduction. Other popular treats like Coffee Crisps and Hershey’s Chipits have seen their sizes reduced by 10%. One of the more significant adjustments is seen with M&Ms, where 1kg bags have been reduced to 800 grams—a 20% reduction—with prices staying constant. This list is not exhaustive; many more products likely have been affected by shrinkflation, signalling a widespread strategy to cope with economic pressures while keeping consumer prices stable.
Zehrs in Waterloo (Image: Field Agent Canada)
Skimpflation: A Sneakier Strategy
Beyond shrinkflation, the industry is also embracing “skimpflation,” where manufacturers reformulate products with cheaper ingredients to cut costs. This strategy involves replacing cocoa with artificial flavours and other novel ingredients, subtly altering ingredient lists without most consumers noticing. Skimpflation is harder to trace and, coupled with the end of the shrinkflation cycle for most products, presents a new challenge for discerning consumers.
The Bitter Reality of Cocoa Consumption
The current cocoa price crisis underscores a broader conversation about sustainability, consumer awareness, and the future of food manufacturing. While chocolate is not essential for survival, it represents a cherished indulgence for many. The ongoing changes in the industry mean consumers must be more vigilant and informed about their purchases, acknowledging that they might receive less value for the same price, especially concerning cocoa-based products.
As we navigate this Easter season, the joy of chocolate consumption comes with a heightened awareness of the complexities behind our favourite treats. The situation calls for a balanced approach from all stakeholders—producers, consumers, and policymakers alike—to ensure the long-term sustainability of cocoa production and the preservation of our cherished chocolate traditions amidst these economic challenges.
Peter Pond Mall - Fort McMurray, AB (Image: Michael Muraz)
An elevated level of household income in the Fort McMurray region has fueled healthy growth for the Peter Pond Mall in the city.
Kevin Brees, Regional Manager, Operations for Primaris REIT, which owns the shopping centre, said productivity of $832 sales per square foot has increased by 12 per cent over a year ago and 32 per cent since 2019.
He said the average household income in the area is about $210,000.
“We’re anticipating that sales growth to continue. At what levels we’re not sure. But the growth is definitely there. Obviously, we’ve seen the growth,” said Brees.
Image: Peter Pond Mall La Vie en Rose at Peter Pond Mall (Image: Peter Pond Mall)
Peter Pond, which was built in 1978 and is right downtown, has 207,000 square feet of gross leasing area with more than 70 stores and services on two levels.
In 2023, the new tenants which opened included Sephora (November), Torrid (December), Purdys (October and transitioning to perm in Fall of 2024), and Potato Corner (June – Food Court). Sephora is said to have broken Canadian records with sales during the November store opening event at Peter Pond.
Brees said further bolstering the Food Court in 2024 was Taco Time which opened in January.
Occupancy is about 96 per cent.
Brees said the Primaris leasing team is working with national and multi-national tenants for 2024 and beyond.
“With an occupancy of 96 per cent, we’re really positioned for 2024 and 2025. We’ve already had three highly-anticipated tenants open in late 2023 with Sephora. They occupy 4,700 square feet. They’re on the upper level adjacent to Bath and Body Works. And they exceeded all expectations. We had Torrid open at the beginning of December and they’re 3,100 square feet. They’re on the main level,” he said. “They’re across from La Vie en Rose. Again, another strong brand. Torrid is doing exceptionally well also.
“Purdys was another anticipated tenant our customer was asking for. They opened in October. They’re part of that pilot project. They opened on a temporary basis and they’re transitioning into a permanent location in 2024. They did very well.
“What we really noticed in Fort McMurray is the Fort McMurray customer has been asking for these tenants and tenants like them and the Fort McMurray customer has been supporting those tenants. They’ve had amazing community support which has really been evidenced by those recent results. Not just the recent results but really from 2019. You can see that sales growth.”
Leasing at Peter Pond Mall is handled by Nico Scarcello, with Shauna Hannam looking after Specialty Leasing for the property.
Bath & Body Works at Peter Pond Mall (Image: Peter Pond Mall)Peter Pond Mall (Image: Peter Pond Mall)
Brees said Fort McMurray has an affluent customer to draw from in the primary trade area near Peter Pond Mall with about 77,000 people and close to 60 per cent of the customers are female.
When asked if there are any development plans for the mall, Brees said:
“We’re always looking at things but nothing that we can speak to at this time. Us and of course any landlord is always looking.
Primaris is Canada’s only enclosed shopping centre focused REIT, with ownership interests primarily in the leading enclosed shopping centres in growing mid-sized markets. The portfolio totals 39 properties, or 12.5 million square feet, valued at approximately $3.8 billion at Primaris’ share.
Primaris was initially formed in 2003 as a publicly-traded company then known as Borealis Retail REIT, sponsored by Ontario Municipal Employees Retirement System (OMERS), one of Canada’s largest pension funds and owners of real estate. Management was internalized in 2009, and in 2013 H&R REIT acquired the Primaris operating platform and 25 of the properties owned and managed by Primaris. On December 31, 2021, Primaris REIT was spun-off from H&R REIT through an non-taxable distribution of units. Concurrent with the spin-off, Healthcare of Ontario Pension Plan (HOOPP) contributed six large format shopping centres in exchange for approximately 26 per cent of the units of Primaris REIT.
Bath & Body Works at Peter Pond Mall (Image: Peter Pond Mall)Bootlegger at Peter Pond Mall (Image: Peter Pond Mall)Boathouse at Peter Pond Mall (Image: Peter Pond Mall)Ardene at Peter Pond Mall (Image: Peter Pond Mall)Image: Peter Pond Mall Image: Peter Pond Mall Image: Peter Pond Mall Crepe Delicious at Peter Pond Mall (Image: Peter Pond Mall)Image: Peter Pond Mall Image: Peter Pond Mall Image: Peter Pond Mall
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