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Mobile App ‘A Safer Walk’ Launches to Help Women Safely Connect with Other Women in Public Spaces

A Safer Walk, a free mobile app, has launched, which is dedicated to helping women safely connect with other local women, in any moment, to share: quick walks through questionable parking lots, longer walks home at night from school or work, sharing cabs or public transit, or just getting together for a jog, gym, or some time outside.

Trevor MacDonald, Co-Founder of the Edmonton-based platform along with Jessica Tomory, said the app also has dedicated walk Groups, which are being offered to business towers and complexes, as well as university campuses. 

“While A Safer Walk is a free download for women to use in public, we license the access and facilitation of our dedicated walk groups to building management groups offering it as a value-add to their tenants,” said MacDonald.  

Image: A Safer Walk

He said the project has its roots back a year and a half ago.

“We spent quite a bit of time interviewing women, asking questions around how women felt about the safety in Edmonton and other cities in traveling. And really how that reflected in transit and daily things and things that women did to avoid conflicts or unwanted encounters,” said MacDonald. 

Trevor MacDonald

“We came back with the idea that women needed a tool where they could engage other women on the fly to complete safer walks as short as going to an underground parking lot in a building or all the way home from a commuting situation from their workplace.”

The app is available North American wide. 

While there’s endless GPS tracking and check-in apps available, these are reactive and often late in response. A Safer Walk describes itself as a proactive and preventative approach, discouraging confrontations and reducing assaults by empowering women with mobile technology that helps organize spontaneous pairs or groups when traveling by foot or shared ride.

A Safer Walk only provides accounts for women. User IDs are all verified from government IDs from all States and provinces so women can access the network under a verified term.

“Gender-based violence is an under reported and under supported area of our society, particularly for minorities. With concern, recent statistics indicate the rate of violence against women as on the rise. The numbers suggest women and other vulnerable groups need far more action, support, and resources from local and federal governments, while gaining access to better tools and resources to help proactively avoid confrontations and assaults,” says the initiative on its website.

“Excluding incidents committed by intimate partners, 39 per cent of Canadian women, aged 15 years and older, reported experiencing at least one physical or sexual assault since age 15.”

MacDonald said he sees the app as a tool by building managers of shopping centres and other commercial buildings that can be extended to the tenants and staff working in these buildings.

“Obviously in a retail complex you’re going to have probably more women than men working in those spaces and those are complex buildings with a lot of blind spots and what can be scary areas to loop through,” he said. “If you’re someone alone, if you’re closing up a retail outlet at night and leaving through that complex to your parking situation or maybe taking public transit, this is a tool that connects women within the building with one another.

“So you work at one store, I work at another. There’s no reason we would socially know each other but through this verified network we can connect with each other to see each other’s posted walks and rides that women are looking for people to share with. 

“The idea is to give women a tool that helps them coordinate pairs and groups for better mobility and can reduce the stress in their commute and hopefully discourage unwanted encounters that they might experience if they were alone.”

Image: A Safer Walk

MacDonald said a dedicated walk group could be set up through the app. It can also be used to provide information specifically geared to women in a certain building environment.

Once women have an account for A Safer Walk they can immediately start scanning their local area for current Posted Walks by other women in their 1-40 kilometre range. Or maybe Post A Walk themselves for leaving downtown on foot, sharing a train ride home from work, splitting a cab, or possibly just going for a walk or jog.

 A Safer Walk provides women:

  • A free 24/7 online service;
  • Driven by women on the go in your community, no volunteers required;
  • Potential walk / cab rides / transit commutes going to-and-from destinations;
  • A woman-only experience;
  • Multiple walk options and scheduled flexibility;
  • Ability to connect with other women off-campus (ie. events);
  • More focused and direct trips for users avoiding ‘milk route’ delivery for large walk groups;
  • No zero-sum for matching students with walks.

Brazilian Restaurant Concept Fogo de Chão Secures 1st Canadian Location as it Announces Expansion [Interview]

The Post, Vancouver. (Rendering: QuadReal)

Fogo de Chão, the internationally-renowned restaurant from Brazil, is making its Canadian debut in 2024 with the opening of a new location in downtown Vancouver at The Post, a two-tower office development.

It is scheduled to open in February 2024.

And a Toronto location will follow right after that.

Michael Wilkings

“Bringing Fogo de Chão’s first Canada location to life in downtown Vancouver is very exciting for us, given the brand’s established success in the USA and across the world,” said Michael Wilkings, CEO and Founder of Debut Development Group, and President of Fogo de Chão Canada. “We’re looking forward to providing the city of Vancouver and visitors to The Post with the Brazilian hospitality and next-level dining experience that Fogo is renowned for.”

The new location — representing 7,778 square feet of the project’s 185,000 square foot retail component — will showcase Fogo’s recent brand transformation with enhanced design and innovation platforms in a warm, timeless and approachable setting that complements British Columbia while honouring Fogo’s Southern Brazilian heritage.

Pasadena Fogo de Chão
Churrasco Grill at Fogo de Chão (Image: Fogo de Chão)

Wilkings said the brand started in Southern Brazil more than 40 years ago.

“The whole organization is geared to celebrating and encapsulating the whole essence of Southern Brazilian hospitality,” said Wilkings. “They have 57 restaurants open in the United States all of which are corporately owned and operated and across the entire chain they’ve managed to maintain this kind of vibrant Southern Brazilian energy in the whole hospitality operation.

“They’re a very, very successful company. They’re not the biggest restaurant company in the United States obviously but probably the most profitable. They have a unique operating formula. What it does is it delivers a very, very profitable business. They have an average revenue per unit across the whole 57 restaurants in the States over $10 million US. It’s an extraordinarily high profitability factor.”

Fogo de Chão Canada also plans to open a restaurant in Toronto in early 2024 with location details to come in the near future.

Avi Behar and Greg Rabin at The Behar Group Realty Inc. represent Fogo de Chão Canada in its real estate expansion across Canada.

The Post, Vancouver. (Rendering: QuadReal)

The Post is QuadReal Property Group’s revitalization of the historic Canada Post building, at 658 Homer Street in downtown Vancouver.

Chrystal Burns

“We are beyond thrilled that Fogo de Chão has chosen The Post for their first Canada location,” said Chrystal Burns, Executive Vice President, Retail, QuadReal Property Group. “Fogo de Chão’s next-level dining experience is a welcome addition to the project, pairing perfectly and deliciously with the best-in-class, experience-based retail tenants we have already solidified for the project including The Joseph Richard Group, Loblaws City Market, Deville Coffee and Evolve Strength.”

“We are thrilled to open our first Canada restaurant in downtown Vancouver at iconic building, The Post, in partnership with Michael and his accomplished team at Debut Development Group,” said Barry McGowan, Chief Executive Officer of Fogo de Chão. “We look forward to expanding our presence in the Vancouver area and bringing the culinary art of churrasco to more guests throughout Canada in the near future.”

Barry McGowan
Fogo de Chão in Friendswood, Texas

Jim Bowen, Vice-President of Development for Fogo de Chão Canada, said the literal translation of the restaurant name is ‘ground fire’ – a bonfire. 

Jim Bowen

It speaks to the culinary art of churrasco as chefs butcher, prepare and grill cuts of protein over an open flame.

Bowen said the company has been looking at the three major Canadian markets – Vancouver, Toronto and Montreal – with the hope of Toronto being the first location.

“But Toronto is a very competitive market and it took us a little while to find the right site,” he said. “The problem we have here is we’re in a phenomenal site. We’re in the heart of the entertainment district. We’re sandwiched between the Bisha Hotel and the new Nobu Hotel that will be opening later this year. The Toronto Film Festival, the Dome Stadium, everything is kind of right there. But it’s a condo project and the building won’t be completed until October this year. So we can’t start our construction until October which probably puts us opening around a month after Vancouver.”

The Toronto location will be on the corner of Blue Jays Way and Mercer Street.

55 Mercer (Image: CentreCourt)

“Our commitment for Fogo is 10 sites over 10 years and we think we can do 10 sites over five years,” said Bowen. “Although we have two sites that we’ve announced, we have another three or four brewing away that we hope to be able to announce in the next six months.”

Fiona Ayers, Vice-President of Operations for Fogo de Chão Canada, said Calgary would be a good location for the brand because of the city’s rich cowboy heritage and culture. 

Wilkings said the average size of a Fogo in the US is about 7,400 square feet. 

Debut Development Group is a leading developer, owner and operator of high-end restaurants, hotels, resorts, and entertainment venues worldwide.

Pusateri’s Fine Foods to Open Store Near Toronto’s Little Italy as the Retailer Marks 60 Years [Interview]

Image: Pusateri's

Pusateri’s Fine Foods is planning a new store location at College St. and Ossington Ave., in Toronto, set to open late summer 2023 as they celebrate the brand’s 60th anniversary this year.

In a fitting manner on this milestone occasion, Pusateri’s will be opening their latest store in the neighborhood where their original store, Pusateri’s Supermarket, opened in 1963. To be located at 899 College St., the community close to Little Italy community can expect this new location to uphold the same reputation Pusateri’s is known for – a high quality assortment of everyday, speciality, and unique products and exceptional services for any special occasion and everyday celebrations with fresh and prepared foods, gifting items, and florals.

An exciting addition to the new location will include a café concept offering breakfast, a coffee bar with signature brews, and daily menu with indoor and outdoor seating, creating a neighbourhood hub for the local community to come together and share a delicious meal. 

“Our current growth plans for Pusateri’s consist of getting back to our roots and rejoining the community where it all started with the opening of the Little Italy store. When expanding our business, we carefully consider how we can meet and exceed each individual community’s needs,” said Paolo Pusateri, Head of Marketing at Pusateri’s Fine Foods.

Image: Pusateri’s

“From its early beginnings, Pusateri’s has always been passionate about introducing Toronto to many delicacies from around the world, believing in only sharing the best, high quality products. This has remained their guiding principle and the standard of excellence they set on premium grocery shopping. Pusateri’s customers have the unique experience of being able to enjoy a gourmet hot lunch while having an upscale shopping experience, finding a quality assortment of everyday, speciality, and unique products.”

He said the first Pusateri’s, previously named Pusateri’s Supermarket, opened in 1963 in Corso Italia at Dufferin and St. Clair by Salvatore and Rosaria Pusateri and their children. There are currently four Pusateri’s Fine Foods stores located within the Greater Toronto Area (Avenue Road, Bayview Village, Yorkville and the Saks Food Hall at CF Toronto Eaton Centre). All Pusateri’s products are also available on its e-commerce website, offering accessible delivery within the GTA. 

“After immigrating to Canada from Sicily in 1957, Salvatore and Rosaria Pusateri felt compelled to share their passion and love for food by opening a small produce market in Toronto’s Little Italy (Dufferin & St. Clair). What started as a local community market gained a reputation for quality extending throughout the city, and it established the foundation for what is now known today as Pusateri’s Fine Foods,” he said. 

“Envisioned by their son, Cosimo Pusateri, he set out to create a special place for those who appreciate quality, by sourcing artisan products not seen in Toronto before creating a destination shopping experience and a reason to celebrate with food each day. With Pusateri’s coming store opening, we’re returning to Little Italy (College & Ossington) and rejoining the community where it all started.”

Image: Pusateri’s
Saks Food Hall by Pusateri’s – CF Toronto Eaton Center (Image: Dustin Fuhs)

Pusateri’s opened a second phase of the CF Toronto Eaton Centre Saks Food Hall location in October 2022 in response to the market rebound of the Financial District. In this phased opening, Pusateri’s expanded fresh offerings for the lunch crowd and on-the-go shoppers. The location currently offers gourmet, fresh-to-go meals, with a selection of pastries, produce, cheese and deli, snacks and pantry items. A further third phase of the reopening is planned as traffic in this market continues to recover. 

“Pusateri’s is a special place for those who appreciate quality – where exploring artisan foods with thoughtful service creates a reason to celebrate each day. This mantra resonates with our customers as they look to Pusateri’s for reliable, consistent butchers, fresh produce, worldly products, fresh baked goods, and the city’s finest prepared fare no matter the occasion,” explained Paulo Pusateri.

“The pandemic gave Pusateri’s the opportunity to re-evaluate how to best continue serving their customers by expanding into the digital shopping environment and investing in their own fully enabled e-commerce website. Pusateri’s online store offers the same availability of high-quality products, catering, and family meal planning boxes with door to door delivery. 

“While Pusateri’s e-commerce website continues to remain a vital tool to serve our customers, in-store offerings are still the core of the Pusateri’s experience and ultimately why we are expanding to the Little Italy neighborhood. The new location will embrace meeting in person again with a new café concept offering breakfast, a coffee bar with signature brews, and daily menu creating a neighbourhood hub for the local community to come together and share a delicious meal.” 

Pusateri’s Future Little Italy Location
Image: Pusateri’s Bayview Village

He said the retail sector is flooded with many choices and rising inflationary cost pressures are restricting sales opportunities. Not many stores meet all consumers’ needs, leaving them struggling to find reliable retailers that offer quality products with a variety of selections to make for an easy one-stop-shop. 

“Pusateri’s has always recognized this winning combination and structured our business model to offer a wide selection of quality products, catering for all occasions, and fresh-to-go ready meals, making an effortless shopping experience for our customers,” he said.

Martin Moriarty Discusses Future of Downtown Vancouver Nordstrom Site with Craig Patterson [Video Interview]

Nordstrom at CF Pacific Centre (Image: Lee Rivett)

Craig sits down with Martin Moriarty, Senior Vice President at Marcus & Millichap, to discuss the departure of Nordstrom store in CF Pacific Centre in Vancouver. The conversation includes a discussion of what could be done with the space, the revitalization of Granville Street, and how things are in terms of retail leasing in downtown Vancouver.

The Interview Series video podcasts by Retail Insider Canada are available through our Retail Insider YouTube Channel where you can subscribe and be notified when new video episodes are available.

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Why Canada Needs a Plan to Safeguard Consumers Against Counterfeit and Pirated Goods [Op-Ed]

Counterfeiting is a chronic problem faced by Canadian consumers. According to Canadian manufacturers and exporters, counterfeiting — or the sale of products that purport to be something they are not — costs Canada between $20 billion and $30 billion annually.

Canada is not the only country struggling with counterfeiting — the practice is prevalent in many other countries and across different industries. A 2017 World Health Organization study found that around 10 per cent of medicines sold in developing countries may be deceptively counterfeit.

Similarly, the U.S. Government Accountability Office found that 20 of 47 items purchased from third-party sellers such as Amazon, eBay and Sears Marketplace were counterfeits. Examples included counterfeit versions of 3M N95 masks on Amazon.

Given the scale of this ongoing issue, Canadian governments and industries must come together to design new strategies that will protect Canadians while maintaining the country’s competitive advantage in the global marketplace.

Contributing factors

Several diverse factors contribute to the persistence of counterfeit goods in Canada. The first relates to consumer behaviour, as some buyers may intentionally buy (or fail to avoid) counterfeit goods out of shrewdness or economic necessity.

Second, in terms of product quality, fakes can be very similar to the real thing. For example, the Canadian Intellectual Property Council reported that a counterfeit version of a particular Procter & Gamble shampoo was so close to the original even the company’s own sales force couldn’t tell the difference.

Seized counterfeit footwear, including copies of Adidas and Kanye West Yeezy Boost trainers, are displayed at U.K. Border Force offices in London in February 2017. (AP Photo/Matt Dunham)

Third, Canadian laws on counterfeit goods are notoriously lax, hindering effective enforcement. In fact, the Office of the United States Trade Representative has placed Canada on its watchlist of countries offering the weakest intellectual property (IP) protections.

A fourth factor stems from outsourcing production to overseas suppliers. This leads to a form of counterfeiting called the “third shift.” After a business outsources production, the supplier uses the business’ IP rights to produce counterfeit products in the same factory the original product is made.

Canadian home product manufacturer Umbra has been plagued by numerous suppliers using a third shift to reproduce its products.

Finally, although some customers may rely on review systems to assess the authenticity of items they buy online, these systems are far from reliable. Counterfeit sellers have found ways to manipulate the review system — by purchasing fraudulent five-star reviews, for example.

In light of these difficulties, Canada needs a carefully thought-out approach to mitigate counterfeiting.

Combating counterfeits

Because the source of counterfeit products is often the same factory that produces the original product, one remedy is to provide supplier factories with limited quantities of raw materials. Hewlett-Packard does this by providing its suppliers with a certain number of printheads that are used to manufacture ink cartridges for the company.

Another solution is to allocate parts to different suppliers so that no one supplier has all the parts needed to build a particular product.

At the same time, many emerging market governments are stepping up enforcement efforts to strengthen IP protections. In 2020, China’s State Administration for Market Regulation released an IP enforcement plan called Iron Fist to better protect the IP rights of various manufacturers.

Similarly, India’s IP strategy is to “put greater emphasis on trademark enforcement.”

The Philippine government’s recent IP legislation aims to “ensure efficient and expeditious adjudication of IP cases” and make “IP litigation less costly and faster.”

For these governments, addressing IP protection is critical to ensuring manufacturers continue to feel comfortable outsourcing operations to their countries. As such, Canada should prioritize and incentivize outsourcing to countries that embrace IP protections.

Using technology

Businesses can also use technologies, such as radio-frequency identification or holograms, on their products to help customers identify counterfeits.

Recently, blockchain technology has been considered as a promising solution to counterfeiting. Several blockchain-based applications have been launched with the aim of tagging products with unique identifiers that can’t be duplicated.

Blockchain solution provider BlockPharma helps patients check the authenticity of their medicines, while luxury goods giant LVMH Group has partnered with blockchain firm ConsenSys and Microsoft to authenticate products.

This tech-focused strategy aligns with the fact that governments around the world are increasingly encouraging blockchain adoption. The U.K. government, through Innovate UK, has pledged the equivalent of C$24 million to fund blockchain companies and the European Union Intellectual Property Office uses blockchain for anti-counterfeit.

A joint approach is key

The many factors that increase Canada’s risk concerning counterfeits, including weak laws and IP protections, make this a challenging policy issue.

However, anti-counterfeit strategies and the advent of new technologies like blockchain present opportunities for Canadian policymakers and industry leaders to develop an effective plan to combat counterfeiting.

Together, Canada’s business and political leaders can build consumer trust while further building Canada’s global advantage.

By Hubert Pun, Professor, Ivey Business School, Western University

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

Dallaire Consultants Supports Retail Sector as Six Employees Become Shareholders of the Engineering Firm

Dallaire Consultants Headquarters (Image: Dallaire)

Since its inception in 1996, Dallaire Consultants, an engineering firm specializing in building mechanical and electrical systems, has been involved in more than 8,000 projects throughout Canada mostly in the retail sector.

Through that time and all those projects, one thing has remained constant for the business founded in Saint-Lambert, near Montréal – an unwavering commitment to its clients, considering them true partners in any business dealings.

Dallaire was founded to serve a market, the retail sector, that was under-served by the big engineering firms. In its early years, the retail sector was its primary focus before branching out to other real estate properties.

Philippe Dallaire

“We’re an established player in retail. We know the condition. We know what matters to our clients. We know the landlords, basically what the approach for a project is and what the constraints are, so we can guide clients to make the right choices at the right time,” said Gabriel Jean, a professional engineer, director for the electrical department and one of the company’s new shareholders.

The company has worked across Canada in the residential, commercial, institutional, municipal and industrial building sectors to analyze and design building mechanical and electrical systems to create healthy, comfortable and efficient spaces. 

Dallaire supports businesses from the selection of spaces to the assessment of the building’s life cycle. It’s in its culture – a 360 degree vision.

In all it does, Dallaire is guided by its values – customer satisfaction, communication, teamwork, productivity, adaptability and innovation.

Image: Garage
DYNAMITE Storefront (Image: DYNAMITE)

Dallaire Consultants believes the satisfaction of its customers reflects the happiness of its own staff and the quality of its expertise allows the company to get involved in various projects and sectors.

The company has about 50 employees and recently announced that six of its employees have become shareholders to carry on the torch into the future of the company’s deeply rooted success in the industry.

Sports Experts at Brossard (Image: Sports Experts)

Founder and engineer Phillippe Dallaire developed in recent years a corporate culture focused on valuing its employees and preparing for the next generation.

“With nearly 50 employees and more than 25 years of continuous growth, it made sense for the company, for the team, and for myself, to leave the company to key employees so that they could ensure its sustainability. Here is a project as motivating as it is mobilizing for young people internally, not to mention that I am delighted to see them move forward and develop this company with their own vision,” he said. 

Image: Dallaire

Six of the leaders in the company became shareholders joining Mario Pouliot, who took control of the ship as the CEO. Philippe Dallaire will remain on the board of directors for a few more years, as a resource person with corporate memory. The new shareholders are Jean-Vincent Fafard, Gabriel Jean, Dounia Kattan-Méthot, Danny Laberge, Anthony Poirier, and Mathieu Tremblay.

The company’s culture over the years, and throughout the pandemic, has been built around the pillars of team spirit, great flexibility, creativity, challenges, recognition, and camaraderie.

“I wanted to pass the torch internally to those who are imbued with our mission, our values. It was the best alternative to preserve the company’s DNA and honour our young talents. All the elements had been moving in this direction for a few years. The team is growing despite the shortage of manpower, talent is developing and multiplying, our customers appreciate us greatly, contracts are pouring in, and the atmosphere is at its best,” said Phillippe Dallaire.

“This young generation always arrives with new knowledge, creative ideas, and pride. They have everything to continue the work, and we have every reason to trust them. We have trained wisely to come to this transition. It was not a sprint but a marathon. In this latter half of 2022, it is time to conclude this major project and give way to our recruits.”

The new shareholders have an average age of 37.

Jack & Jones at Place Laurier (Image: Jack & Jones)
Jack & Jones at DIX30 (Image: Jack & Jones)

“The values I feel, including open-mindedness, collaboration, proximity, and the power to make things happen, have always attracted me to Dallaire. The future is bright for all of us,” said Dounia Kattan-Méthot, Director of Operations, Culture, and Talent. 

Danny Laberge, mechanical project manager, said Dallaire is “a beautiful company that has values in the right place. We surround ourselves with the best employees, involving everyone’s passions. We have a great pleasure to work collectively.”

“We have a dedicated and stable team that has over the years developed methods and knowledge to provide the best results possible for our clients in the retail sector and make sure that we deliver constant quality no matter what the project is,” added Gabriel Jean.

*Partner content. To work with Retail Insider, contact craig@retail-insider.com

Airports in Canada Must Rethink Retail Configuration and Experience to Capitalize on Visitors [Expert]

Toronto Pearson Airport (Image: Craig Patterson)

Shopping at an airport is not the first thing passengers think of as it is a stressful time as people are focusing on checking in, getting through security, and making it to their gate – but can airports change this from a stressful journey to a seamless retail experience? Larry Leung, Customer Experience Leader, says for Canadian airports to maximize retail, they need to change their perspective.

“It is often not spoken about and I think many people do not know there is luxury retail at airports across Canada, such as Toronto Pearson Airport. In fact, you don’t see a lot of luxury retail in airports in Canada and that is unfortunately a missed opportunity. The Toronto Pearson, for example, has 40 million passengers a year – that is a lot of people to engage with to buy something and is a lot of business,” says Leung.

Current State of Shopping at Canadian Airports 

Vancouver International Airport (Image: Craig Patterson)

A lot has not changed when it comes to retail landscapes in Canadian airports, says Leung, as there is a lack of understanding what passengers’ needs are to align with the right retailers and services. But the overall goal has remained the same – to get passengers to spend money while waiting for their flight. 

“The goal of the airport is to obviously get passengers to spend as much money as possible. When you travel internationally, passengers are waiting three hours in advance and that is something airports want to see, but only if you are not sitting there but you are also spending money.” 

Airports currently do not hold any information about passengers so retailers have to guess, leading to a mismatch between passenger needs and retailers leading to people spending less while waiting for their flight. The only information retailers do know is what flights are coming, how large are the planes, and what destinations they are going to and coming from.

Rethink The Duty Free Location 

Currently in airports, the duty free shopping is right after security – but is this the proper location to encourage passengers to shop? Leung says no. 

“When you go through any international airport, you might see the duty free right at security. It might seem like the perfect idea to get passengers through a shopping maze, but that is the time when people are calming down from going through a potentially hectic, anxious, and stressful process of waiting and that might not necessarily, from a psychological point of view, be the perfect time to go shopping.”

Duty Free at Toronto Pearson Airport (Image: Dustin Fuhs)

After waiting in security and immigration lines, Leung said passengers usually want to walk quickly through duty free to use the washrooms, get food, and to get to their gate and people tend not to go back. Some airports are considering creating distance between security and duty free shopping so it gives people a breather and motivates passengers to shop. 

“Most people do not go backwards to go shopping. We do a lot of research and a lot of people, because of the wait in line, need to use the washroom after security and if the washroom is after duty free, they may just continue moving forward to the gate and will not go back unless they have so much time or saw something at duty free that caught their eye – and this is not always the case. Duty free has so much going on at the same time and it is hard to have one thing at a key point because all of the brands are represented and all the signs are the same, so I think it is really difficult to catch people’s attention.” 

Since passengers spend most of their time at their gate, Leung says retailers need to be closer to gates and move away from security. The Toronto Pearson Airport is a perfect example as in Terminal Three, it feels less like an airport and more like a mall and brings a better shopping experience at the airport. If the airport environment is less stressful and more peaceful, it would motivate people to walk around and shop. However, another obstacle in airport retail is passengers do not have the luxury of space. 

Two Hands & Limited Space 

Relay at Toronto Pearson Airport (Image: Dustin Fuhs)

“If a passenger already has a carry-on, a purse, a jacket, or a briefcase, they only really have one more arm to really think about something else – and that is usually coffee. So if there is a coffee place such as Tim Hortons or Starbucks that motivates them to get a coffee, the free hand is now holding a coffee and they really don’t have any more space to think about retail and their motivation to shop may be reduced.”  

Passengers not only will be out of hands, but will also have limited space on the plane – so how does that affect retailers in airports? If you already have a carry-on or maxed out on your carry-on space and you can no longer check in anything else to your flight, then how do you carry everything you have bought? It does not matter what class you are flying with, every passenger is limited on space when traveling. 

Leung says some brands are starting to create a strategy where they allow the passengers to shop and when they arrive back to Toronto they can pick it up, or ship it to their travel destination, or can ship it to the passenger’s home address.

“This way, passengers do not have to carry everything to their destination. I think there is some anxiety if you buy too much and you can’t bring it on your flight or it is going to cost you hundreds of dollars to put it into the luggage hold which could be problematic. Let’s say you were buying a Louis Vuitton bag and they told you that you had to place it under, it could make you feel uncomfortable. So, brands, especially luxury brands, really need to think about what people are buying, how they are going to store it in case there are obstacles, and need to start thinking about how to reduce or remove these obstacles.” 

“Create An Experience Based on Time” 

Vancouver International Airport (Image: Craig Patterson)

Informing passengers about their retail options before arriving at the airport is one way to minimize obstacles, says Leung. Brands can raise awareness on social media, blogs, websites, or news outlets to tell people what is new at the airport. This would make the airport experience more convenient and less stressful when shopping. Currently, Leung said retail stores do not usually place airports as a location, leaving passengers to rely on the airport website or the directory once inside. 

“Some people are at the airport for three hours, or more if it is a layover, and during this time the airport has not really given you an itinerary to do something within those hours, or even for 45 minutes. If you don’t know where things are and you don’t know what you could do – you have to do more research and that can be difficult, so you would simply get lazy and decide to stay at your gate.” 

Leung said the one thing the Toronto Pearson Airport started to do was provide online shopping where you can shop duty free products and then they will ship it to your home, a new service available.“There is definitely an opportunity to grow retail in Canadian airports and they need to rethink the airport shopping journey, and it will evolve.” Watch out for the continued article on Canadian airport retail shopping with Larry Leung discussing the evolution of airport retail formats and what passengers should expect next. 

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Lack of Hotel Capacity in Vancouver Could Significantly Impact Visitor Economy [Interview]

Fairmont Hotel Vancouver (Image: Lee Rivett)

Destination Vancouver is warning that a lack of hotel capacity in the West Coast city could cost it billions of dollars in lost economic impact and thousands of unrealized full-time jobs.

In a recent report, the organization said 20,000 new hotel rooms are needed by 2025 in Metro Vancouver, and 10,000 of those in Vancouver, to meet the projected demand.

“Metro Vancouver’s infrastructure is not keeping up in delivering on our global profile,” said Royce Chwin, Destination Vancouver’s President & CEO. “This is critical because on our doorstep over the next few years are tennis’s Laver Cup, the Invictus Games, next year’s Grey Cup and in 2026 we’re a Host City for the world’s largest single sport event, the FIFA World Cup.

Royce Chwin

“This is crucial for our global destination competitiveness. Lack of available hotel rooms will make visiting Vancouver even more expensive, and the city will be less competitive in attracting major conferences, large sporting events and leisure group travel. Vancouver is running short on time to prepare for the influx of visitors and the economic impact they contribute to the city. Those visitors will just go elsewhere.

“The story is bigger than simply the hotels and the profitability of hotels. It’s all the indirect and induced impacts whether it’s construction jobs, whether it is retail, whether it is hospitality and restaurant suppliers, the restaurants themselves, food producers, farmers, wineries – all the peripheral retail businesses are also impacted by a lack of accommodation space here.”

Fairmont Hotel Vancouver (Image: Lee Rivett)

According to a new study Economic Analysis of Hotel Supply and Projected Demand in Metro Vancouver, 2023 to 2050, released by Destination Vancouver, without new investment, the lack of hotel supply in Metro Vancouver will translate into significant losses to the provincial economy.

Between 2022 and 2050, the cumulative economic impacts are projected to be:

  • $30.6 billion in foregone output.
  • $16.6 billion in forgone GDP.
  • 168,000+ FTEs of foregone employment.
  • $7.5 billion in foregone tax revenue for all three levels of government.

If the supply of hotel rooms remains at current levels, demand will exceed supply by:

  • 2026: in the summer months in the City of Vancouver.
  • 2028: in the summer months in the rest of Metro Vancouver.
  • 2040: every month of the year across Metro Vancouver.

Destination Vancouver said Vancouver’s hotel supply has been contracting with Metro Vancouver down roughly 2,000 rooms since 2010, with 1,500 of those rooms lost in Vancouver.

The pandemic removed an additional 550 rooms from the city’s inventory, with purchases by BC Housing and City of Vancouver which converted those rooms to supportive housing, it said.

Artistic rendering of the hotel tower at 516-534 West Pender Street, Vancouver. (Henriquez Partners Architects/Marcon)
Artistic rendering of the hotel tower at 516-534 West Pender Street, Vancouver. (Henriquez Partners Architects/Marcon)

Chwin said there are three reasons that have contributed to the lack of hotel room supply in the Vancouver area.

The first is the cost of real estate. The second is some hotel properties have turned in supportive housing.

“And number three is previous versions of city council, bureaucracy, red tape and a lack of really defined policy as it relates to supporting the visitor economy through accommodation builds,” he said. “Those three things are what we’ve been able to really define as the critical issues.”

Recently, media reported that Vancouver developer Marcon plans to build the city’s largest new hotel in decades – a 32-storey, 578-room building at 516-534 West Pender Street and 509 Richards Street.

“We look at Vancouver as a destination and a gateway and what we’re concerned about is as capacity limits are reached, rates go up, we really don’t want to cut out a segment of the traveling population,” said Chwin. “That decision to come through Vancouver and go through somewhere else, if people look at that and say that’s just too expensive and they don’t come to Vancouver and therefore BC, then we all lose because we know that Vancouver is an anchor tenant.

“If you think of that analogy of the mall, for BC we’re an anchor tenant. We’ve got a bunch of other great businesses out there, destinations of the province, that’s what also concerns us as well because compression will only carry you so far in terms of pushing visitors out to accommodations farther out of Vancouver as the city gets full.

“We know that in 2019 which was the high water mark for Metro Vancouver, its visitor economy was worth just over $15 billion in impact. That would be Metro Vancouver and the Lower Mainland.”