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New Hockey Legends Training Facility in Markham ON Elevates Player Skills with Cutting-Edge Technology [Interview]

By
Mario Toneguzzi
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Image: Hockey Legends Training

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
Youtube video

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.

Image: Hockey Legends Training

The Markham location is 5,800 square feet.

“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.

Michael Saperia, Executive Vice President/ Broker of The Behar Group Realty Inc., Brokerage, helped the concept find its first location. 

“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 Opens First ‘Alpha’ Store Concept on Bloor Street in Toronto [Photos]

By
Dustin Fuhs
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Arc'teryx Bloor (Image: Arc'teryx)

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.”

Arc’teryx Bloor (Image: Arc’teryx)
Arc’teryx Bloor (Image: Arc’teryx)

Retail Insider was the first to report on this location back in June 2023.

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.

Arc’teryx Bloor (Image: Arc’teryx)
Arc’teryx Bloor (Image: Arc’teryx)

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)

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.”

Arc’teryx Bloor (Image: Dustin Fuhs)
Arc’teryx Bloor (Image: Dustin Fuhs)

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.

Creating Exceptional Retail Experiences: Insights from KPMG Canada’s Peter Hughes

By
Retail Insider
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Image: RCC

By Peter Hughes

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)

Sustainable Strategies Achieving Customer Connection

Speakers:

  • Maya Colombani (L’Oréal Canada),
  • Derrick Emsley (Tentree),
  • Kimi Walker (Canadian Tire Corporation), and
  • Catherine O’Brien (Nestlé Canada Inc.)

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.

Canadian Retail News From Around The Web For May 21st, 2024

By
Retail Insider
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Canadian Retail News From Around The Web

News at a Glance

Retail Insider is streamlining its Canadian retail news from around the web to include a handful of top news stories that can be viewed quickly during the day. Here are the top stories from the past several days.

Loblaw agrees to sign grocery code of conduct — but only if competitors do (CBC)

Canada’s grocery code of conduct: What is it and who has signed on? (National Post)

London Drugs confirms employee info compromised in cyberattack (CBC)

Costco is launching on Uber Eats in Canada this month (Daily Hive)

Shoppers Drug Mart ‘volunteer’ job posting was an error: Loblaw (CBC)

This North Virginian is an IKEA lifer and now the man in charge of the Swedish retailer’s Canadian operations (Globe & Mail / Report on Business)

Amazon to open first-ever robotics fulfillment centre in Calgary (CityNews)

Ford government to explore moving more ServiceOntario outlets into private 3rd-party retailers (CityNews)

Gastown businesses losing millions due to Water Street construction, society says (Global Vancouver)

Saskatoon is losing one of its Giant Tiger discount stores (CTV)

Hello Kitty opens first Canadian café in Vancouver (Global)

Winnipeg police changing anti-theft tactics as retailers warn shoplifters turning more violent (CBC)

Sobeys-owned Thrifty Foods opens new store in White Rock B.C. (Grocery Business)

After industry boom, Quebec distilleries fight for space on liquor store shelves (CBC)

Waterworks Food Hall to Open in Downtown Toronto Next Month, Showcasing 20 Gourmet Vendors in Historic Location [Interview/Photos]

By
Mario Toneguzzi
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Waterworks Food Hall (Image: Dustin Fuhs)

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:

  • Lee Restaurant
  • Aburi Sushi
  • Harry’s Charbroiled
  • Musoshin Ramen
  • Boxcar Social
  • Grape Witches
  • Civil Works
  • SOBR Market
  • Dave’s Genuine Deli
  • Liu Loqum Atelier
  • Karak Stuffed Naan & Chai
  • The Arepa Republic
  • Scooped By Demetres    
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.”

Additional Concept Art from Waterworks Food Hall

Concept Art: Waterworks Food Hall
Concept Art: Waterworks Food Hall
Concept Art: Waterworks Food Hall
Concept Art: Waterworks Food Hall
Concept Art: Waterworks Food Hall

Bluenotes Launches ‘Unplug’ Activewear Shop-in-Shops in Stores Across Canada [Interview/Photos]

By
Mario Toneguzzi
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Unplug by Bluenotes (Image: Bluenotes)

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.com
Unplug 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.

A Grocer Code of Conduct Could have Prevented Canada’s Bread Cartel [Op-Ed]

By
Sylvain Charlebois
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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.

From Barbie to Thomas the Tank Engine: How Toy and Entertainment Brands are Adapting to Generation Alpha [Op-Ed]

By
Retail Insider
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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.

Millennial parents are actively seeking out toys, books and movies to educate their children about life and teach them values that align with their own, from body positivity to diversity to accepting others and embracing their sexuality.

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.

What’s notable about these calls for accountability is that they often stem from a brand’s history of exclusion, such as American Girl’s limited number of dolls with marginalized identities, or the racist depictions of Indigenous people on Disney’s old Splash Mountain ride. These critiques highlight a broader societal shift towards inclusivity and cultural sensitivity.

Revamping products

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.

Some brands have made efforts to revamp their products, ranging from apologizing for past mistakes to removing offensive features or overhauling their market offerings entirely. Apologizing, such as the disclaimer Disney has added to some of its older movies about racist stereotypes, was one of the most common actions brands took.

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.

A Walt Disney Company logo displayed on a large screen inside a building
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)

Such actions are sometimes carried out concurrently. In, 2014, Mattel issued an apology for a book it published that enforced gender stereotypes about women not being able to code.

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.

These efforts come at a time when companies are increasingly recognizing the importance of diversity and inclusion not only as ethical imperatives, but as strategic advantages for long-term success in today’s global marketplace.

Community involvement

The last change entertainment brands have been making in response to social pressures is increasing their involvement within their communities.

Some brands have pursued traditional approaches of donations to different non-profit organizations like American Girl’s support for Save the Children.

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.

Thomas and Friends participated in a United Nations sustainability campaign and consulted with UN advisors to ensure the inclusiveness of their new shows.

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.

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

By Aya Aboelenien, Assistant Professor of Marketing, HEC Montréal and Chau Minh Nguyen, PhD Candidate in Marketing, HEC Montréal.

Anatomy of a Leader: Dave Minnett, CEO of Edo Japan

By
Mario Toneguzzi
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Anatomy of a Leader: Dave Minnett, CEO of Edo Japan

When Dave Minnett was going to university in his home town of Hamilton, Ontario, he was taking engineering and commerce.

A summer job working for Molson Breweries while going to school set him on a path of business and marketing in the hospitality industry, becoming President of a number of nationally-known restaurant chains, right up until today as Owner, President and CEO of Edo Japan.

“I was ambitious and always wanted to grow and continue to grow myself,” he said. 

Image: Dave Minnett

Minnett was born and raised in Hamilton. He went to McMaster University for a Bachelor of Engineering & Management then did a Master of Business Administration at the local post-secondary institution.

“Why McMaster? In all transparency, my parents were hard working, humble people and made enough money that I couldn’t get a loan or a grant of any significance but I had to put myself through university and all that. So I kind of stayed close to home and focused on the academic side and that’s about all I could afford,” he said. “It was a great program.

“It’s interesting. Why engineering and management and commerce? Because I really didn’t know (what he wanted to do). I was good at analytics and math and I always had sort of a desire to think about being a business person of some sort of magnitude but I didn’t really have a good idea. So I just wanted to kind of keep as many doors open from an education standpoint. And I thought that was a noble way to do it. 

“In between my first and second year of university, I got hired by Molson Breweries as a summer promotional rep. Driving a van, being part of their sales and marketing efforts in the Niagara Peninsula. I ended up pretty much four summers with them as I was going through school. It was great exposure to the company. As I got into university and I was doing well on the engineering side, the business side had more of a calling for me. I think the combination of those two things I just kind of started thinking more about business and the specifics of marketing and sales.”

Image: Dave Minnett

When he graduated, he started as a sales rep at Molson as he wanted to pursue the business and marketing pathway in his career.

He spent his first 11 years of his career there becoming Vice President of Marketing for Molson Coors Canada. From there, he became Vice President Brand and Marketing Communications for Rogers Communications, followed by a position as Vice President/Business Director – Snackfood Division for Mars. 

Minnett then joined Cara Operations initially as President of Kelsey’s Restaurants followed by President of Swiss Chalet and Harvey’s Restaurants.

Image: Dave Minnett

Prior to joining Edo, he was President of Amica Mature Lifestyles, which worked with luxury senior residences.

Minnett joined Edo in May 2016.

“Food and food and beverage is a daily choice by everybody. It’s meaningful to most people in terms of the decision they make every day whether they cook for themselves, prepare something themselves, or go out and purchase something in any form,” he said.

“I just had a personal affiliation for it. In fact, if you look through everything on my LinkedIn maybe it’s the marketer in me going way back to the beginning with Molson. I’ve always had to have a strong personal attachment to the product or service the company offers. That’s just been me. I need to have a passion, I need to have a belief in it.

“I think it ends up showing up in passion. You get excited more easily because you’re already a believer and it’s always been a staple for me in every choice I’ve made in my career, even in different industries.”

Image: Dave Minnett

Minnett said his leadership style has evolved over the years. 

“You grow with every move you make in every year. I’ve always been a self learner in every case. I’ve been in five different industries. The very first thing I always do is I sort of dive into the business without pre-conceived notions because that’s always a danger,” he said.

“You bring other experiences or old roles with you but I try to park them for three months and I try to keep an open mind. I think you always have one great opportunity to get an objective assessment and have people tell you what they think who are closer to the business or have been in it for some time. So that’s always worked well for me. 

“But if you ask me over the years kind of where I am now, I think first and foremost is I just try to stay curious. Keep asking yourself what if, why does that work and the whole notion of continuous improvement. It’s something I embrace. I think as a leader and someone who is trying to help a business continue to grow or rejuvenate itself or whatever the task at hand is, continuous improvement is something I kind of model my own thinking against.

“Also, have some courage. Give yourself and others around you some permission to fail. You’re going to make a few mistakes but hopefully you have more hits than you do strike outs. But you need to have some courage. And other than the passion thing of having that, it’s infectious if it’s genuine. If you believe and care about it, others do, but more importantly act always with integrity and transparency. If you ask anyone that’s worked alongside me or with me throughout all those stops, I think they would say that. It’s just important in building trust and respect and ultimately alignment with people around you.”

Dave Minnett and Scott Greenberg at Edo Franchise Conference

The job of a leader, and something Minnett has always tried to do, is bring forward a compelling and believable vision for growth and put it in place. And create a pathway forward that people can rally around.

“That’s what I’ve always tried to do and I think I’ve always tried to have kind of a three-year pathway of what we’re working towards and then empower and engage those around you to start living and breathing it as their own and work alongside them to develop the strategies and the tactics to achieve it,” he said.

“You can have a great strategy but my goodness if it’s poor execution you know what the results are going to be. But if you have a decent strategy and you do a great job on execution, you tend to be further ahead. That’s the responsibility to ensure the necessary resources are in place for people to successfully do well and execute.”

Minnett’s life partner is Wendy Derzai, who is VP at Taco Time Canada and Extreme Pita at the MTY Food Group.

“She’s my better half. We’re in the same industry which is interesting. She joined Taco Time after I came here to Edo. There’s lots to love about that. We can chat about business. We have an understanding about what we do each and every day,” he said.

“I love golf. I play golf. I’m trying to play a little bit more of it. I’m not that great but we both enjoy golf, we both enjoy fitness, taking care of ourselves and obviously enjoying friends and family as well. I’m also a huge sports fan . . . We love to travel as well and see different parts of the world if we get the opportunity.”

Other Anatomy of a Leader Profiles

Downtown Banff Welcomes New Mountain Warehouse Store Amidst National Expansion [Photos]

By
Dustin Fuhs
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Mountain Warehouse at 127 Banff Ave in Banff Alberta (Image: Mountain Warehouse)

Mountain Warehouse, a leading UK outdoor retailer, continues to expand its Canadian presence with the opening of its latest store in Banff, Alberta.

This new location strengthens the brand’s footprint in Canada, where it already operates 43 stores, making Canada its second-largest market after the UK.

The 6,980 square-foot two-storey store is located at 127 Banff Avenue, right next to the former Hudson’s Bay location which closed in 2023.

Mountain Warehouse at 127 Banff Ave in Banff Alberta (Image: Mountain Warehouse)
Mountain Warehouse at 127 Banff Ave in Banff Alberta (Image: Mountain Warehouse)

Retail Insider has learned that a portion of Hudson’s Bay space on Banff Avenue has been leased to Vancouver-based Arc’teryx, as that brand continues to expand rapidly across Canada. In addition to a renovated Queen Street storefront and new location at CF Toronto Eaton Centre, Arc’teryx also celebrated the grand opening of its Bloor Street location last Saturday.

We have also been told that Vancouver-based athleisure brand lululemon has leased the other part of the HBC, with the existing store getting set to relocate to this new space. The official outfitter of Team Canada for the upcoming Paris 2024 Olympics is set to open its new flagship at the corner of Yonge and Bloor in June.

Mark Neale

Mountain Warehouse opened in Banff with a full lineup of products and will cater to the tourist-centric market, including men’s, women’s, and kids’ apparel, alongside essentials that will enhance the outdoor experience in the National Park.

“We’re thrilled to be opening our new store in Banff, and excited to share our passion for adventure and great value outdoor gear for all the family,” said Mark Neale, CEO and Founder of Mountain Warehouse. “We hope we can help people explore the beautiful lakes and mountains of Canada’s first established and the greatest National Park.”

Founded in 1997, Mountain Warehouse has grown significantly, with 362 stores across eight countries.

Mountain Warehouse at 127 Banff Ave in Banff Alberta (Image: Mountain Warehouse)

The Banff location represents the third Canadian store opening for the company in 2024, following launches in Richmond BC and Kingston, Ontario. The retailer plans to continue its expansion with a new store set to open in Markham, Ontario later this month.

Retail Insider has also learned that the brand recently shuttered its location in West Edmonton Mall, and will be following up with the brand for next steps in the Alberta market.

Banff is seeing a number of retailers express an interest in opening on Banff Avenue as the tourism industry continues to rebound from years of dealing with fallout from the pandemic. This includes seeing brands like Herschel Supply Co, which debuted on Banff Avenue in the summer 2023, opening up a location with significant investment in the in-store customer experience.

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