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Large Corporations Make Huge Profits from Hidden Markups at the Expense of Consumers [Op-Ed]

Apple iPhone 14 at CF Pacific Centre location (Photo: Lee Rivett)

Inflation, followed by poverty and social inequality are the most pressing issues worrying people around the world right now. Canada has not been immune from the rising cost of living and is still fighting an inflation rate above the two per cent target preferred by the Bank of Canada.

Canada’s inflation rate hit 8.1 per cent in June — the highest it had been in over 40 years. While the rate has dropped slightly afterwards, it was still 6.8 per cent in November, easing to 6.3 per cent in December.

High prices funnel wealth from consumers to owners of large companies and widen the wage gap between CEOs and workersMy research shows consumer prices are higher than they should be. This is even without considering inflation, because of a less studied phenomenon: compound markup.

Less competition than you think

Many economists rely on philosopher Adam Smith’s metaphor of the invisible hand to understand how the market economy works. According to Smith, the invisible hand is the natural force that drives individuals to unknowingly make economic decisions that are best for society.

This economic philosophy maintains the view that competition is ubiquitous in market economies such as North America and western Europe. Competition makes producers undercut other producers’ prices until prices become low enough to just compensate producers for their costs and time.

But, as my research shows, low prices are the exception, rather than the rule. Such news should surprise those who believe in the power of the invisible hand to bring prices down to their lowest possible level.

While still advocating for the principles of free market, including for the invisible hand, Adam Smith was aware that monopolies, which would prevent competition and inflate product prices, could emerge.

Prices much higher than production costs

The concept of markup, which is how many times a price is higher than the cost of production, is not new. Government organizations dedicated to watching the markets already exist to prevent large companies from conspiring against consumers by artificially maintaining high prices.

Economic literature considers only one product at a time or a few slightly differentiated products, such as Adidas and Nike, when measuring markups. Existing theories and estimations ignore that markups multiply when raw materials, ingredients and components travel from one company to another down the production chain.

A company sells an overpriced component to a second company, that second company incorporates it into their yet unfinished product, then sells it at a profit to a third company, and so on. By the time the finished product reaches the consumer, its price has been successively inflated several times.

Take the bread market. My research implies that the price of bread includes substantial profit margins that go to a handful of large corporations. To produce bread, one needs wheat, which is also sold in competitive markets because all wheat is the same and there are many wheat producers.

To produce wheat, however, one needs fertilizers, mostly sold in highly non-competitive markets by large corporations such as Nutrien Ltd.heavy machinery sold by large corporations such as John Deerepesticides, seeds and other inputs from markets dominated by large corporations.

Tractors need computer chips, steel, aluminium and tires that also come from large corporations. Batteries need rare earth elements, which come from just a few world producers. Each extra step in the production chain adds another layer of profit to the final product’s price — hence, the compound markup.

Consumer price markups are abnormally high

To determine the markups of different industries compared to the costs of production, I compared the market price of products with the “natural” cost of production. This natural cost is neighbourhood-specific and takes into account the average cost of rent, profits and wages for certain areas.

My notion of compound markup compares market prices to this concept of natural cost, because a fair price would equal this cost in a monopoly-free economy.

To do this, I measured the overpricing of complex final products such as electronics and transportation services, considering all the overpriced components that the final product incorporates. For data, I used input-output tables, which give flows of sales of intermediate goods from one industry to another. The results of this calculation are the compound markups.

A compound markup of three means the price of the final product is three times greater than the natural cost, considering all the intermediate phases. In contrast, the conventional markup only considers the last phase of production, where the finished good is assembled and sold to a consumer.

Table showing compound markups compared to conventional markups in a few industries. The compound markups are substantially greater than the conventional ones. (Constantin Colonescu), Author provided

These results indicate that prices are, for many of the goods and services we all need, up to five times higher than the natural costs of production. The owners of large corporations make abnormally high profits at the expense of consumers.

Re-thinking market competition

An invisible hand is indeed at work in the supermarket, but it is one that Adam Smith would not recognize. The real invisible hand is there to benefit the producer, not the consumer, contrary to Smith’s belief. Concerned groups have identified fair trade as a goal in international markets for years, but not so much in our daily lives and not in the context of compound pricing.

Governments, consumers and consumer organizations could use research like this to promote more competition in markets, advocate fair trade within a country and re-think income inequality policies.

Large corporations tend to monopolize intermediate markets even more than they do in final goods markets. Because of this, antitrust government agencies like Canada’s Competition Bureau should supervise markets for intermediate goods such as fertilizers, agricultural machinery and rare earth elements — not just the markets for final consumer goods.

By Constantin Colonescu, Associate Professor of Economics, MacEwan University

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

Zellers Announces 25 Shop-in-Shop Hudson’s Bay Locations Including Details on Store Sizes

New details were released on Wednesday on where Canada’s first 25 Zellers stores will be opening this spring, including the fact that these Zellers shop-in-stores will be quite small and will likely not include restaurants. This follows our article on Tuesday discussing new details we’d found on the Zellers retail concept which is being revived in a very different format this year.

Zellers shop-in-stores will include a mix of urban and suburban locations spanning between 8,000 and 10,000 square feet — much smaller than the typical standalone Zellers stores that Canadians knew from the past which were on average 94,000 square feet. Given the relatively small size of these Zellers stores, it’s becoming apparent that the concept will be quite different from the past, and it’s less likely that the Zellers restaurant component will be returning, at least this year with the location announcements.

“2023 has arrived, and with it, Zellers on the horizon,” said the brand via a statement. “The beloved Canadian brand is thrilled to announce the planned locations for its first 25 Zellers store experiences within Hudson’s Bay. Opening in communities across the country, the brick-and-mortar locations will complement the first-ever Zellers.ca ecommerce site, ultimately bringing Zellers to nearly every community in Canada.

Image: Zellers.ca

“Customers will be greeted with a thoughtful selection of design-led products across home decor, toys, baby, apparel and pets, housed within Zellers’ signature red and white that will guide customers along in their retail journey. To stay in the loop, beginning today shoppers can sign up for updates on Zellers.ca – the future home of Zellers’ fully integrated e-commerce platform.

It’s unlikely that the selection of products, and particularly apparel, will be extensive in the physical shop-in-shops given the relatively small footprint.

“At launch, the Zellers experience within Hudson’s Bay will be between 8,000 – 10,000 sq ft., depending on location. The Zellers in-store experience and Zellers.ca are planned to launch simultaneously.”

There was no mention if teddy bear mascot Zeddy will be returning, though it’s likely given some recent marketing seen on Zellers social media. Zeddy was ‘adopted’ by Camp Trillium over a decade ago and an agreement could see the mascot return to Zellers.

The locations of the first 25 Zellers shop-in-stores were announced and here they are below — locations include primarily suburban shopping centre locations as well as two downtown stores:

British Columbia

  • CF Pacific Centre, Downtown Vancouver
  • Aberdeen Mall, Kamloops
  • Guildford Town Centre, Surrey
  • 7 Oaks Shopping Centre, Abbotsford

Aberta

  • Kingsway Garden Mall, Edmonton
  • Medicine Hat Mall, Medicine Hat
  • Sunridge Mall, Calgary

Saskatchewan

  • Midtown Plaza, Saskatoon

Manitoba

  • St. Vital, Winnipeg

Ontario

  • Erin Mills, Mississauga
  • Burlington Mall, Burlington
  • White Oaks Mall, London
  • Scarborough Town Centre , Scarborough
  • Pen Centre Shopping Plaza, St. Catharines
  • Cambridge Centre, Cambridge
  • CF Rideau Center, Ottawa
  • St. Laurent Center, Ottawa
  • Cataraqui Town Centre , Kingston

Quebec

  • Place Rosemère, Rosemère
  • CF Galeries d’Anjou, Ville Anjou
  • Carrefour de l’Estrie, Sherbrooke
  • Les Promenades Gatineau, Gatineau
  • Les Galeries de la Capitale, Quebec City

Nova Scotia

  • Micmac Mall, Dartmouth
  • Mayflower Shopping Mall, Sydney

Downtown Vancouver will be getting a downtown Zellers shop-in-store within the Hudson’s Bay flagship store, as will downtown Ottawa where a large Hudson’s Bay department store is connected to the CF Rideau Centre shopping complex. Other Zellers locations will be in a mix of first-class and secondary malls in larger and smaller communities across the country. It also appears upon inspection that most of the Zellers locations will not initially be in the most productive Bay stores, save for a handful such as downtown Vancouver.

Given that Hudson’s Bay has over 80 stores in Canada (we’re told that at least two will be closing this year), there will be more opportunities for Zellers shop-in-stores to open within. That means more Zellers location announcements within Hudson’s Bay stores could happen into 2024.

Noticeably absent is markets such as Regina Saskatchewan, which would be likely to see a Zellers within its downtown Hudson’s Bay store as part of a second round of location announcements.

A request for an interview for this story was turned down by The Bay. Retail Insider will continue to analyze and report on the Zellers shop-in-store concept as new details become available, and we’ll be providing insights and analysis as these stores begin to open this year.

Canadian Retail News From Around The Web For January 18th, 2023

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 24 hours.

5 Years Since Sears Canada Shut All Stores [Retrospective]

Photo: Sears Canada (2017)

It was five years ago this month that Sears Canada shut down all of its stores, resulting in millions of square feet of vacated retail space and the loss of nearly 12,000 jobs. The final Sears Canada stores shut on January 14, 2018. 

The impact on Canada was profound, with many malls losing an anchor store and the loss of a chain that had been in the country for decades. That included a network of physical department stores as well as a catalogue business that became so successful that it put a major competitor’s catalogue — Eaton’s — out of business.  

Chicago-based Sears entered the Canadian market in 1952 when it struck a joint venture with Toronto-based Simpsons department stores. New co-branded Simpsons-Sears stores expanded across the country, as well as a national mail-order business that became the iconic Sears Catalogue, including its popular Christmas ‘Wish Book’. 

The Hudson’s Bay Company purchased Simpsons in 1978, and the Simpsons-Sears joint venture was dismantled when HBC sold its shares to Sears — in 1984 Simpsons-Sears was renamed Sears Canada while in 1991 Simpsons stores were decommissioned, with some becoming Hudson’s Bay stores. 

Former Sears Canada flagship store and headquarters at CF Toronto Eaton Centre in downtown Toronto. Photos via Wikipedia
Image: Sears Canada

In 1999, Sears Canada made a bold move and acquired department store chain Eaton’s, which was facing bankruptcy, and attempted to revive it under a new concept. That included a new store model with upscale brands and the efforts were a failure with Eaton’s 2.0 shutting down in 2002. 

ESL Investments was the largest shareholder of publicly-traded Sears Canada. Eddie Lampert is chairman and CEO and also leads the US division of Sears which has almost no stores left in operation as of press time. ESL also owns US-based Kmart which is now on its last legs. 

As early as 2016, Sears Canada was a pretty big business. The retailers had a network of 140 corporate stores (including full-line, Sears Home, and Sears Outlet stores), 71 Hometown stores, over 900 catalogue, and online merchandise pick-up locations, 69 Sears Travel offices, and a nationwide repair and service network. The Sears Catalogue was published until the last quarter of 2016 and offered online shopping at sears.ca until October 2017. 

Sears Canada filed for creditor protection in June of 2017 and immediately announced that it would lay off 2,900 employees and shut 20 full-line locations, 15 Home stores, 10 Outlet stores, and 14 Sears Hometown stores. A series of further store closure announcements culminated with the October 10, 2017 announcement by Sears Canada that it would seek court approval to shutter all of its remaining stores in Canada and lay off 11,240 remaining staff. The Ontario Superior Court granted the Order and liquidation sales began on October 19, 2017. Store fixtures and equipment from the closed stores were sold until January 26, 2018.

The last day of Sears at CF Fairview Mall in Toronto. Photo: wyliepoon via Flickr

In December 2016, Sears Canada announced plans to add grocery sections in three-to-five remodelled stores in 2017 — the selection would be primarily organic, with a focus on low cost and e-commerce, and none of these efforts gained traction to save the business.

Prior to its bankruptcy, Sears Canada CEO Brandon Stranzl put forth further efforts to revive the chain, which included smaller more modern looking stores as well as a new set of lines which were showcased in a pop-up retail space on Queen Street West in Toronto. The efforts were ultimately unsuccessful as the retailer continued to flounder amid negative consumer sentiment. 

Prior to the bankruptcy, Sears Canada sold some of its best leases to landlords in return for hundreds of millions of dollars. That move helped Nordstrom enter the Canadian market with its first store opening in September of 2014 in a former Sears location at CF Chinook Centre in Calgary. Nordstrom subsequently opened in former Sears Canada store locations in Ottawa, Vancouver, and Toronto including at the CF Toronto Eaton Centre where Sears Canada’s 800,000 square foot flagship once stood. Other leases were sold in other malls and other retailers moved in. At Square One in Mississauga, La Maison Simons occupies part of the mall’s former Sears box after the retailer sold that lease back to the landlord. At CF Sherway Gardens in Toronto, a Saks Fifth Avenue and Sport Chek occupy a former Sears store that was once Eaton’s.

After its demise, former Sears boxes across the country have been re-tenanted, which often involved demising space and reconfiguring former department stores for multiple retailers. One recent example is at Southgate Centre in Edmonton — the former Sears store in the mall (once a Woodward’s) is now home to London Drugs and Sporting Life

In 2017, some mall landlords quietly told Retail Insider that they were not unhappy at the demise of Sears Canada — the shuttering of the retailer meant that some covenants could be lifted on shopping mall properties. Many Sears Canada leases, some of which were legacy leases from former department store retailers, included covenants restricting what landlords could do with their properties where Sears was located. Fast forward to today, Canada has become a global leader in shopping centre site intensification that includes the addition of residential uses in an effort to create ‘complete communities’, with the Toronto and Vancouver markets leading the way for theses redevelopments.

Canadian Jewellery Brand Suetables Announces Plans to Open Store at The Well in Downtown Toronto [Interview]

Sue Henderson at The Well (Image: Suetables)

Female owned and operated Canadian jewelry brand, Suetables, will be opening its fifth brick and mortar store this fall at the massive The Well mixed-use development in downtown Toronto.

Suetables owner and designer Sue Henderson said the retail mix at The Well has been carefully curated.

“Suetables offers timeless jewelry and accessories that celebrate life’s most cherished moments and we can’t wait to bring our proudly Canadian, female-owned and operated brand to The Well’s diverse community,” she said. 

“Suetables is all about creating a community and a curated experience, just like The Well, so our stores are always in neighbourhoods. We like being part of a local and vibrant community and The Well is certainly going to be a fun and engaging destination. I’m excited about the European-style food market, and overall, all of the unique experiences and offerings which align very well with the Suetables brand.”

Suetables Vancouver (Image: Nola Design)
Image: The Well

Suetables currently operates two other stores in Toronto as well as stores in Montreal and Vancouver.

Suetables will be located on the ground floor of The Well’s retail component. At 947 square feet, the shop will feature clean lines and modern design details that complement Suetables’ range of demi-fine and fine jewelry and accessories. Like its other locations across Canada, the light-filled space will include a design bar where customers can mix and match, and personalize charms on the spot with a unique hand-stamping process. The brand will also offer welded bracelets within this location with a range of personalized birthstones and charms, said the retailer.

Suetables designs, creates and curates distinctive, one-of-a-kind jewelry and accessories that celebrate milestones and showcase storytelling and innovation. Worn by the likes of the Duchess of Sussex, Meghan Markle, Suetables was the first in Canada to hand stamp on jewelry on the spot, forging its own path to create and sell personalized products with style and substance, and leading the movement of ‘demi-fine’ jewelry at a reasonable price, said the retailer. Using metals such as sterling silver, 10 and 14k gold, gold filled and gold vermeil, Suetables creates meaningful, high quality jewelry that delivers connection and self expression. 

Suetables is available in stores and online, shipping worldwide.

Suetables at The Well (Rendering: Suetables)
Suetables at The Well (Rendering: Suetables)
Exterior of Suetables store in Toronto's Roncesvalles neighbourhood. Photo: Suetables
Exterior of Suetables store in Toronto’s Roncesvalles neighbourhood. Photo: Suetables

The Well is a joint venture between RioCan REIT and Allied Properties REIT consisting of three million square feet of retail, office and residential space over 7.7 acres in Toronto’s King West area It consists of 320,000 square feet of retail and food services, 1.2 million square feet of office space and 1,700 residential units spread throughout six residential rentals and condominiums, plus one office building connected to a three-level retail base.

“Suetables is a great destination for someone that doesn’t want to go to the mall, that wants something personal and unique,” said Henderson. 

“I’m a big believer in the hybrid model in terms of our goal to build a community. I think that people find us through the stores. They have a good experience and then they’re comfortable shopping online. So we will continue with the hybrid model, opening stores and building our online presence which is how we started our business with online.

“We love Ontario. It’s close. There’s a lot of appetite for it. We have a great percentage of our orders coming from Ontario. I would be open to somewhere like Ottawa maybe.”

Henderson said the retailer is going to continue to build experience for store shoppers.

“We have personalization on the spot, hand stamping which is done one letter at a time. We have two new engraving machines that can do rings and different fonts on pendants and we just introduced just before Christmas welded bracelets that we will do on the spot at The Well as well.

“I’m really excited about it. I’m excited about it not just as a business owner but as a person that lives in Toronto. This is one of the biggest developments in Canada in the last 30 years and I think it’s going to be spectacular on a lot of different levels. I’m just delighted to be part of it.”

Cadillac Fairview Partners with Shindico to Intensify CF Polo Park in Winnipeg [Interview/Renderings]

Cadillac Fairview and Shindico Unveil New Master Plan Vision for CF Polo Park (CNW Group/Cadillac Fairview Corporation Limited)

Shopping centre operator Cadillac Fairview is partnering with Shindico Realty to transform the CF Polo Park property and surrounding lands to create a “engaging community hub” in Winnipeg.

The Master Plan vision includes the redevelopment of the former Canad Inns Stadium lands.

The Master Plan vision will create a complete community including a mix of residential, amenity and retail uses, a range of new parks, open spaces, a combination of private and public streets, as well as pedestrian and cycling connections centred around CF Polo Park, the largest shopping centre in Manitoba.

“This is a once in a lifetime opportunity to create a vibrant community around the most successful shopping centre in the Prairies. Shindico is excited to have attracted this significant investment in Winnipeg,” said Sandy Shindleman, President of Shindico.   

Cadillac Fairview and Shindico Unveil New Master Plan Vision for CF Polo Park (CNW Group/Cadillac Fairview Corporation Limited)

“For more than 60 years, the centre has proudly served as a second downtown to Winnipeg and our redevelopment plan extends our long-term vision to further expand the community,” said Wayne Barwise, Executive Vice President, Development, Cadillac Fairview, in a statement. “We are thrilled to be in a position today to share the plans and will be submitting an application to rezone the Polo Park lands in the coming weeks.

“As we embark on the next phase of Polo Park, we continue to bring exciting new retailers to Winnipeg, and look forward to announcing some new first to market retailers in the coming months.”

Shindleman said the application for the project will be submitted to the City of Winnipeg in a month or so. 

“We’re very hopeful that we can get some sort of entitlement certainly this year by the fall and then we would finish the planning and go into the ground in 2024,” he said, adding full build out will take about 10 years.

“There’s a shortage of labour and a shortage of trades as we look out from today’s point of view. So trying to do it in a faster method it would be even more costly and we’re cost conscious. We can’t sacrifice design or quality.”

Shindleman said the Polo Park lands are about 84 acres, including the vacant former Canad Inns Stadium. He said the development plan is to have about 4,000 residential units for about 5,000 people living on the site. 

“The Polo Park shopping centre was built by the Cadillac Corporation in 1959 and Cadillac Fairview has expanded it and improved it so much that it’s one of the premier shopping centres on the Prairies. It’s always been well-anchored and well accepted by Manitoba. It trades into Ontario, Saskatchewan and North Dakota and Minnesota as well,” he said. 

“We’re looking at quite a few buildings. About a dozen. Midrise is what we’re planning. If we add a hotel or assisted living we could go a little higher, and may.

“It’s going to be all rental. We haven’t been in the condo business and our partners Cadillac Fairview are interested in long-term cash flow for their pensioners of the Ontario teachers’ retirement. And it’s an asset that can’t be duplicated. So it’s certainly the intention of the partners to make this the premier rental community in Manitoba.”

The residential development could also have office and medical space as well as more retail.

“All of those things are possible but the focus is going to be on the rental community, on the livability community, sustainability and lifestyle,” said Shindleman.

Cadillac Fairview and Shindico Unveil New Master Plan Vision for CF Polo Park (CNW Group/Cadillac Fairview Corporation Limited)

The surrounding lands to Polo Park are bounded by Portage Avenue, St. James Street, St. Matthews Avenue, and Empress Street. CF and Shindico acquired the site over a decade ago and began engaging with stakeholders on the vision in 2018.

Cadillac Fairview is a globally focused owner, operator, investor, and developer of best-in-class real estate across retail, office, residential, industrial and mixed-use asset classes. Wholly owned by the Ontario Teachers’ Pension Plan, CF manages in excess of $42 billion of assets across the Americas and the United Kingdom, with further expansion planned into Europe and Asia.

Internationally, CF invests in communities with like-minded partners, including Stanhope in the UK, Lincoln Property Company in the U.S., and Multiplan in Brazil. The company’s Canadian portfolio comprises 68 landmark properties, including the Toronto-Dominion Centre, CF Toronto Eaton Centre, Tour Deloitte, CF Carrefour Laval, CF Chinook Centre and CF Pacific Centre. 

Since 1975, Shindico, based in Winnipeg, has been a market leader in commercial real estate and investment management in Canada, providing full service to owners and occupiers of retail, office, industrial and multi-residential property. 

Retail Leasing in Canada Rebounds with Positive Fundamentals: Morguard Report

St. Laurent Centre (Image: Morguard)

Retail leasing market activity rebounded during the latter half of 2021 and early 2022, with the loosening and eventual removal of restrictions on brick-and-mortar store capacity. 

Consequently, retailer sales revenues rose, and a modicum of leasing market normalcy was restored. Retail operators focused on revenue growth, balance sheet stabilization, and operational efficiency while landlords focused on increasing occupancy, says Morguard Corporation’s recent Canadian Economic Outlook and Market Fundamentals Report.

“As leasing activity increased, market fundamentals began to stabilize. Vacancy levelled off in certain market segments, having steadily climbed across much of the country in 2020/2021. A combined average vacancy rate of 10.3 per cent was reported for retail properties contained in the MSCI (Morgan Stanley Capital International) Index, as of the first quarter of 2021. The rate has steadily declined since then, with an average of 8.4 per cent reported at the midway mark of 2022. Regional centre and non-anchored strip centre vacancy has also trended downward but remained elevated. 

“By early 2022, there was some anecdotal evidence suggesting rents may have begun to stabilize. However, rental rates generally remained below pre-pandemic levels in most regions, particularly for less desirable space. Vacancy and rents have been relatively stable in centres with necessities-based tenants. Looking ahead to 2023/2024, leasing activity will remain relatively muted, having increased over the recent past.”

Morguard’s 2023 Canadian Economic Outlook and Market Fundamentals report

Keith Reading, Director of Research for Morguard, said the retail sector in 2022 performed better than most people expected.

Keith Reading

“I think that after the sort of worst of COVID was over, I think people thought it would be a long journey back. But that’s to say that there aren’t still some weaknesses there. But I think certainly retail fared better than most people thought,” he said. 

“And my experience is things are never as bad as people think and they’re never as good as people think. And that was definitely the case with retail. We saw some decent expansion definitely in some of the newer developments. There didn’t seem to be a lot of concern with being able to find tenants. So better than we thought but I will say some of the longer term trends they didn’t go away because of COVID. Regional centres, we’ve still got double digit vacancy in some of the bigger centres. I’m not talking about the Yorkdale’s of the world or the Sherway Gardens. I’m talking about the next tier down . . . Some of those owners have struggled a little bit but I think even there, we’re starting to see vacancies slowly leased up.”

Yorkdale Shopping Centre (Image: Dustin Fuhs)

The consensus seems to be that Canada is either going to be in a recession or while we may not move into a recession it will feel like one, he said. 

“But either way we’re going to see things slow down and part of that is what’s happened with interest rates,” said Reading.

“The one thing I think though that is working in the favour of consumers is we’ve seen some pretty healthy wage growth over the last little while. Consumer spending has certainly slowed down but people are still spending. We’ve got an unemployment rate of five per cent. That’s pretty close to full employment. So people have jobs right now. They’re still spending. They’re being a little more careful.

“So what does that mean for retailers? Their revenues might not be quite as good as last year. Leasing activity probably not quite as good as last year. But not terrible either. I think going ahead we’ll see things slow down but I don’t predict any kind of disaster. I don’t predict any kind of real pain. I think it’s just going to be quiet, which for real estate is not the best. But I think our country has proven over the decades that we can weather storms better than a lot of other places.”

Reading said COVID did contribute to a small jump in vacancy rates in the retail sector across the board from street fronts to shopping malls. But in some centres vacancy remained in the five to six per cent level even through COVID. Power centres continued to perform relatively well while secondary regional centres felt the most pain.

“If you want to summarize it, I would almost say you went from sort of a six, seven per cent up to eight or nine and now we’re back down to six or seven again,” explained Reading.

“So we’re not in a bad position to weather the next six, nine months of recession or recession-like conditions.”

Reading said investors are looking for properties anchored by grocery, drug and liquor stores – necessity-based retail. That still has a pretty strong audience and it has for several years.

“There is an appetite for shopping centres that have performed relatively well in the past and might need a little tweaking or perhaps more substantially a repositioning where the demographics are good, target market’s good, what can we do long-term, assuming they’ve got the cash to do that or can source the capital. I think there’s still a market for those types of retail assets,” he said.

“I think where it’s a little tougher or the audience is substantially smaller is in the properties where there’s a significant vacancy issue. Perhaps the property is tired. Maybe even at the end of its life cycle and it’s a significant redevelopment of some sort. There are groups that will look at those properties but you’ve got to be very careful. You’ve got to know what you’re doing and you probably need a partnership with a residential developer to add value to that property. It’s no longer strictly retail. It’s what else can you do with the property.”

60 Bloor (Image: Dustin Fuhs)

Retail property sector investment performance has improved recently, following an extended period of negative outcomes, said the Morguard report.

“Properties contained in the MSCI Index generated a moderately attractive 3.1 per cent total return for the year ending June 30, 2022. Previously, retail sector performance patterns were decidedly negative, with total returns of -10.1 per cent and -10.9 per cent posted for the same time period in 2020 and 2021. The return was largely income driven. The capital value erosion of the past few years has eased over the past year. The investment performance improvement of the recent past coincided with a stronger capital flow trend,” it said.

“Canada’s retail property sector recently experienced a significant increase in capital flow. Approximately $13.2 billion of debt and equity investment capital flowed into the sector during 2021 and the first half of 2022 combined. The 18-month total was markedly higher than the $5.7 billion of capital that flowed into the sector in 2019 and 2020 combined. Despite a moderately stronger capital flow trend investors remained cautious, given heightened industry and performance uncertainty. Lower risk properties and centres with necessities-based tenants were coveted. In early 2022, cap rates began to rise, as investors looked to reduce the impact of higher interest rates on performance. The cap rate increase followed a period of increased retail property investment market capital flow.”

The report said Canada’s retail leasing market will continue to stabilize over the near term, against an elevated risk backdrop. Leasing fundamentals will be largely unchanged over the second half of 2022 and into 2023, following an extended period of pandemic-influenced weakness. Vacancy will be relatively flat, across much of the country, given limited expansion activity. Retail sales growth is expected to slow significantly over the near term, which will likely erode retailer revenues. Rents will also stabilize, given elevated vacancy levels in most market segments and muted leasing demand. Some operators will continue to right size, resulting in store closures. On balance, Canada’s leasing market is expected to continue to stabilize over the near term. 

“Retail property investment market risk will remain elevated over the near term. The probability of an economic downturn in the second half of 2022 or in 2023 is expected to remain high. A downturn would most certainly have a negative impact on retail sector performance. Additionally, the potentially negative impact of interest rate hikes and inflation on retail consumption is another significant near-term sector risk. At the same time, inflation and higher borrowing costs will erode landlord income streams. Ongoing changes in consumer spending behaviour and supply chain challenges are also significant performance risks. Cap rates will likely rise over the near term, given an elevated level of retail property investment market risk,” said Morguard.

Zellers to Open Initial 25 Stores in Canada with Potential Return of Mascot ‘Zeddy’

SUBURBAN OTTAWA STORE. PHOTO: MONIKA JASKOLKA VIA GOOGLE MAPS

(!) BREAKING NEWS (Update): Zellers has confirmed the locations of its first 25 store-in-stores in Canada (!)

The Hudson’s Bay Company is brining the Zellers brand back to Canada this year with 25 locations set to open within Hudson’s Bay department stores. Teaser marketing indicates that the ‘Zeddy’ teddy bear mascot could be returning as well, and it’s not yet known if the popular restaurant component to Zellers stores will be returning as of yet though there’s a possibility. 

Secrecy means that we need to speculate a bit — last year Retail Insider learned that the Zellers nameplate was returning with a focused strategy that involves opening multiple store locations as well as a dedicated e-commerce business that includes a marketplace component. In 2022 the Hudson’s Bay Company was hiring for the new Zellers division and it appears from recent postings that the Zellers Canada headquarters could be on the 18th floor of the Simpson Tower at 401 Bay Street, connected to the flagship Hudson’s Bay Queen Street department store. 

Zellers has launched social media and a new website providing us some information on what’s going to be in store. The new Zellers.ca website indicates that 25 Zellers locations will be opening within Hudson’s Bay department stores in Canada. We learned on Wednesday that these stores will be 8,000 to 10,000 square feet each as shop-in-stores within Hudson’s Bay locations. The Zellers website states, “…we’re debuting a brand spankin’ new zellers.ca and opening up 25 locations (to start!) within select Hudson’s Bay stores across the country – so you can see for yourself what all the excitement’s about.” 

Image: Zellers.ca

Various product categories will be included in the new Zellers stores, according to the website and social media. The website includes the statement, “We’re hard at work over here, getting ready to deliver a playful, helpful shopping experience; from lifestyle to home and almost everything in between (and yes, the chair’s as comfy as it looks).” 

The Zellers Instagram page includes visuals for a home goods, sporting goods, toys, and pet-related items, indicating that the new Zellers will feature a range of products (apparel is one we recently learned of). The former Zellers chain, which ceased operations in 2013 as a full branded business, featured stores sometimes spanning in excess of 100,000 square feet with a wide range of product categories. 

Job postings on LinkedIn provide further insights into the new Zellers, stating, “As a start-up within the larger organization, we are a ‘small and mighty’ team with a license to experiment and learn as we design and launch an exceptional, digital-first shopping experience. Our team values intellectual curiosity, diversity of people and perspectives, and a proactive get-things-done attitude.” 

We’ve noted in the teaser marketing for Zellers that the Zeddy teddy bear mascot could be returning to the retailer. In 2012 Zeddy was “adopted” by Camp Trillium and now things may have changed. We’ve noticed Zeddy-related branding on the website as well as with an Instagram post showing what appears to be Zeddy’s arm, as seen below. 

Image: Zellers

The Zeddy branding was used extensively by the former Zellers chain in TV commercials, and even in-store rides such as the one below. 

Since news first broke that Zellers would be returning, many asked that the retailer’s restaurant operations also return. It’s not known if food and beverage will be part of the new Zellers, though at one time many Hudson’s Bay stores had in-store restaurants. It’s not known if kitchen facilities and related infrastructure might work to create new Zellers-branded restaurants as part of this year’s Zellers 2.0 launch. Given the sentiment of many commenting on Reddit and elsewhere, bringing restaurants into the new Zellers stores should be a key priority if it’s possible — but now that the know the stores will only be 8-10,000 square feet each, a Zellers restaurant is less likely.

Zellers will be a division of The Bay according to the Zellers website. We reported last week that The Bay’s President and CEO Iain Nairn is retiring this month and that Sophia Hwang-Judiesch, who last year became President of Hudson’s Bay stores, will expand her role to also lead The Bay division which is responsible for shared functions including brand direction, marketing, buying, planning and technology for both the physical Hudson’s Bay stores as well as thebay.com businesses. 

In 2021 the Hudson’s Bay Company brought the Zellers brand back by opening a pop-up within the Hudson’s Bay store in Burlington, Ontario. That location by most accounts was a major disappointment given that it featured a range of non-Zellers products in a relatively low-budget environment. A second Zellers pop-up opened within the Hudson’s Bay store at CF Galleries d’Anjou in Montreal, a few kilometres away from rogue Zellers-branded stores in the town of Sorel-Tracey, Quebec, operated by a local family who registered the Zellers Trademark after the Hudson’s Bay Company let it lapse. 

It now appears that the Zellers brand is moving ahead full-steam under the direction of the Hudson’s Bay Company, leaving future litigation in question with the Moniz family in Quebec [See full story here]. 

Zellers at Hudson's Bay Burlington Mall
Zellers at Hudson’s Bay Burlington Mall – Photo by Sean Tarry

The Hudson’s Bay company operated a network of Zellers stores across Canada for decades. In January of 2011, the Hudson’s Bay Company announced that it would sell the leases for up to 220 Zellers stores to Minneapolis-based Target for $1.825 billion dollars. HBC retained 64 locations initially and liquidated the chain in early 2013. After a disastrous run in Canada, Target exited its Canadian stores in early 2015 amid billions of dollars in losses. 

The Zellers name wasn’t dead in Canada following the Target sale however. The Hudson’s Bay Company operated two Zellers stores in Ontario until early 2020, and those locations acted more as clearance centres for products from Hudson’s Bay store.  

Image: Zellers.ca
Image: zellers.ca

At its peak in the 1990s, Zellers had over 350 stores in Canada. The entry of Walmart into Canada is said to have impacted Zellers’ sales particularly in the early 2000s which resulted in the retailer losing significant market share. 

In the 1980’s, Zellers’ marketing slogans included “Only you’ll know how little you paid” and “Shopping anywhere else is pointless”. In the late 1980’s and early 1990’s the popular “Where the lowest price is the law!” was used in Zellers advertising. Included were animated commercials featuring Batman and Robin with the villains like the Joker, the Penguin, Catwoman and the Riddler.

In the 1990’s, Zellers adopted the slogan “Truly Canadian”. Between 1997 and 2000, “Better and Better” was a slogan and “Everything from A to Z” was part of the retailer’s marketing messaging between 2000 and 2013. 

Value-priced Zellers was founded by Walter P. Zeller in London, Ontario, in 1931. 

The Hudson’s Bay Company acquired Zellers in 1978. The Zellers logo, visible on the last two remaining stores, was adopted in 1975. In 1976, Zellers thrived with sales in excess of $400 million annually and in the same year, discount chain Fields acquired the Zellers chain. Joseph Segal, who at the time was president of Fields, became president of Zellers as part of the transaction. Segal died at the age of 97 in May of this year.

In 2008, the Hudson’s Bay Company and its subsidiaries, including Zellers, came under the ownership of NRDC Equity Partners, which was headed by Richard Baker. Hudson’s Bay’s namesake stores were positioned as more upscale under the creative direction of retail veteran Bonnie Brooks, while Zellers was seen as a drag on the business. 

A Grocer Code of Conduct is Finally Coming to Canada – Will it be Effective? [Op-Ed]

Metro on Front Street in Toronto (Image: Dustin Fuhs)

“We’ve just learned that a code of conduct to protect consumers in the food sector will be created. This is not a concept which can be easily understood, but it is indeed  good news for consumers. But, it is a voluntary, government-coordinated and industry-led code. Compliance and consumer trust are going to be significant challenges, especially right now. Time will tell effective the code will be.”

As reported in recent days, the grocer code of conduct is coming to Canada. Both the United Kingdom and Australia where grocer oligopolies exist have a similar code already. This is great news for consumers; in fact, it should be considered a minor miracle.

It all started a few years ago with the announcement of Michael Medline, Sobeys’ big boss, who said at the Empire Club in Toronto that enough is enough. It was 2020, when the major stores including Walmart, Loblaws, Costco, Metro and Sobeys were abusing their power by introducing all kinds of fees to their suppliers in a brutally random way. Medline’s announcement sent shock waves through the industry, upsetting the in-group  among retailers that were keen to continue intimidating the rest of the industry. At the time, Eric Laflèche and his team at Metro, for example, told some reporters to ignore this issue, and that the industry was fine. Total arrogance. Now, after just a few years of this, the public sees the major chains as public enemy number one. Our food retailers are accused of abuse and trickery on a daily basis.

Grocers have now begun to realize that there might be a problem. Major grocery chains have had a lot of power, maybe a little too much. The famous dispute between Frito-Lay and Loblaws last year exposed the problem to the public. It was ugly, very ugly.

Marie-Claude Bibeau, the federal Minister of Agriculture, supported by André Lamontagne, Quebec’s Minister of Agriculture, took the lead by creating a working committee to develop a code of conduct for the industry, to give Canada’s food processors a chance to be heard. Since then, the project has really become the responsibility of Lamontagne and Quebec. The project will establish a code that will help the industry, but above all, consumers. The leadership of Lamontagne and MAPAQ clearly compensated for the bewildering inertia of Ontario and the Ford government. The food processing sector in Ontario is the largest part of the manufacturing sector in Canada’s largest province. Ontario’s silence has been puzzling.

But consumers will also gain in the long run. Many Canadians are unaware of the fact that in the food industry, suppliers must pay grocers to do business. The fee is justified by merchandising costs and shelf space, the types of costs you would expect. But in recent years, things have changed. Companies like Loblaws, Walmart, and Metro abuse the system, and some levies have been imposed quickly, incidentally, and unilaterally. The reality is that it is now more difficult in Canada for food processors and independent grocers to compete.

A code of conduct for grocers should change the culture of an industry where vertical coordination and collaboration barely exist. It is also about tackling a broken business model. A code can neutralize power relations within the chain, stabilize retail prices, emphasize value and innovation for consumers, improve the security of the domestic food supply, and encourage investment in the agri-food sector. In the U.K., where a grocer code of practice exists since 2010, the country’s food inflation has historically been lower than Canada’s.

It must be understood that the code is not about endorsing a police-state or some attempt to nationalize our food distribution. The spirit of the code is to establish greater discipline and eliminate breach of trust, which is exactly what we have now. Many supply chain relationships are dysfunctional, while public trust is at an all-time low.

The governance around the code will also allow for greater transparency, something that we sorely lack at present. A secretariat will be created to enable industry to be accountable to itself and the public. For some time now, with an inflation rate that has reached record levels, consumers have been increasingly frustrated, fed up, and downright deprived at the grocery store. We want to better understand the mechanics behind pricing. For now, we’re left to guess at just about everything. Consumers do not feel informed or protected. The code will surely help in these aspects. The code will also help independent grocers who deserve a chance to compete against the bigger retailers. Innovation, variety, and food congruity for all of us often go through the independents.

But, it is a voluntary, government-coordinated and industry-led code. Compliance and consumer trust are going to be significant challenges, especially right now. Time will tell if the code will be effective.

The irony in all of this is that, in the beginning, it was food manufacturers who wanted a code. Now, knowing that they are facing a crisis of confidence, grocers themselves need the code, more than ever.