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‘Rough Ride Ahead’ for Retailers in Canada as Reality Sets In: Doug Stephens

Granville at W Georgia in Vancouver (Image: Lee Rivett)

Bestselling author and retail futurist Doug Stephens says there’s a very much “back to reality, nose to the grindstone, pragmatism” environment right now among retailers.

“While they’re trying to repair some of the damage maybe that we’ve done by the pandemic they’re now kind of battening down the hatches for the possibility and the probability of recession,” said the Fortune 100 Business Advisor, Founder and President of Retail Prophet and author of Resurrecting Retail: The Future of Business in a Post-Pandemic World.

Doug Stephens

“There’s just this real sense of tightening things down, controlling costs, trying to get a handle on supply chain and ultimately trying to brace themselves for what could be a fairly rough ride through the first half of the year if things unfold the way we think they will.

“A lot of the fanciful stuff. I think there’s a sense of disillusionment about the metaverse and how that played out. I think it’s really about just investing in the tools that will help them make it through another day.”

Image: Loblaw Marketplace

Stephens said the “rough ride” will be the result of a “cornucopia” of problems. He doesn’t believe the retail industry is out of the woods yet in terms of supply chain. Retailers are still wrestling with issues in that respect and it’s anybody’s guess right now what will happen in China as it’s dropped its zero COVID policy.

“Everyone’s on pins and needles to see if we wind up in a very similar situation to last year with factory closures and problems at docks and ports around the world,” he said. 

“There’s also a very clear, especially in Canada, pullback on consumer spending. The fourth quarter (of 2022) wasn’t what a lot of retailers anticipated – 83 per cent of consumers in Canada right now as we speak according to a new survey from Pollara believe that we are in a recession whether we are or not and technically we’re not. And the vast majority of Canadians do not feel that their financial situations are going to improve. They feel overburdened by debt and inflation particularly as it applies to food which is hammering their behaviours pretty hard. So I think retailers are trying to brace for that.

“And I think through the pandemic there was just this broadening and expansion of merchants carrying all kinds of new products. The advent of third-party marketplaces that has allowed brands like Loblaw to expand their range of products.”

Stephens said there is a sense on the part of retailers that everybody is crawling into everybody else’s categories and there really is no such thing anymore as product exclusivity. And that makes for a pretty tough environment.

Taking aside the value discount retailers and the luxury end of the scale, the “amorphous blob” of retail in the middle their value is really nebulous to consumers, he said.

“Is the value in the products that they sell? Is it in the service that they say they give? Is it in their pricing or promotion or is it in a convenience aspect? Oftentimes it’s a big question mark,” explained Stephens.

Reitmans at CF Toronto Eaton Centre (Image: Dustin Fuhs)

“And I think the battle cry for retailers has to be to clarify that once and for all. To really decide who are we? What is the unique selling proposition that we offer to consumers? Because given the crowding in the market, given the saturation of product and the availability of product and convenience, it’s going to be really important for retailers to determine who is it that we are, who is the customer we’re selling to and what sort of radical level of value can we drive for them?

“If we don’t, we’re just going to be overlooked. There are too many options and there are too many other brands out there that do have that clear sense of value. I may not love shopping on Amazon but I sure as hell know why I go to Amazon and spend. I don’t remember the last time I was disappointed. I get what I asked for. I think it’s time for brands like the Bay, for example, to finally draw a line in the sand and say hey who are we and what do we do and who do we do it for?”

Stephens said the number one problem that afflicts most retailers today is they’re in the business of distributing a product. He was recently reading an article about Reitman’s. “Here’s a perfect example”, he said. “There are consumers out there for whom Reitman’s means something and holds some value. But for the average person looking on, you’re asking the questions: Is Reitman’s offering products nobody else sells? No. Are they offering a better pricing structure than anyone else? No. Is it a service proposition? No. Is it a customer experience proposition?”

“What is it? So Reitman’s is a perfect example of a brand that really needs to sit down and say okay look, if we’re going to dominate in some aspect of the value proposition, what’s it going to be? Because as long as we’re sort of languishing in the middle we’re just a bullseye for Amazon and everybody else to go after. To my mind that’s the biggest problem and it’s also the hardest one to solve because you don’t buy a solution off the shelf for that. It takes a lot of introspection and work.”

Zellers will have Uphill Battle to be Successful and Drive Profits for HBC: Expert [Interview]

Image: Zellers

Canadian retail expert Bruce Winder believes it’s going to be a tough challenge for Zellers as the brand resurrects itself with the opening this spring of 25 stores within Hudson’s Bay locations.

“Obviously Zellers has a warm place in the hearts of Canadians as it relates to sentimental value and nostalgia. It naturally creates a lot of buzz in the media and on social media,” said Winder, author of RETAIL Before, During & After COVID-19 and president of Bruce Winder Retail.

Bruce Winder

“But when you really look at the situation, though, I think it’s going to be a real steep uphill climb for Zellers to do any meaningful business just based on the situation at hand where they’re going to go into different Bay stores and there’s just a lot of headwinds in terms of seeing this make a major impact in Canada.”

Winder, who worked for Zellers for almost two years as general merchandise manager for seasonal, said many Canadians know the brand because many children used to go to the restaurants with their parents when they were kids. 

“Now those kids are adults and they’re sort of at the prime age to start spending on products . . . But the question is what’s your perception of them. There’s a reason why Zellers went away in the first place. So I’m sure some people have a really heartfelt, warm heartfelt, memory of the company and there’s others who think well you know what they didn’t do a great job versus Walmart or other folks so that’s why they left,” said Winder.

ZELLERS’ FORMER MASCOT “ZEDDY” PHOTO: VIA CTV NEWS BC

The last Zellers stores in Canada were closed in recent years.

Reports indicate the new Zellers stores will be opening in smaller formats and likely not include restaurants. 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. 

“I understand why they’re doing it because they already have the space in Hudson’s Bay locations. Many of the stores have too much square footage already so they have a lot of dead space. So I understand why they’re looking to put them in Hudson’s Bay stores for that reason. To save on costs,” said Winder.

“But I honestly think that the real estate strategy doesn’t make any sense because people who go to Hudson’s Bay aren’t really people who would shop at a Zellers. If they’re appealing to the discount consumer, we have to see what their price points are and their assortment. But if they’re appealing to the discount consumers similar to the way Zellers was, that’s a different real estate strategy altogether. That’s more sort of second tier malls where the real estate’s cheaper but also where the demographic is different.

“Hudson’s Bay tends to be in malls where some of the demographics are a little higher income. There’s a bit of a mismatch there from my perspective.”

Image: Zellers

When asked if this concept is going to work, Winder replied: “It depends on how you define what success is. There’s a lot of things here going on. Is success successfully defending our trademark so that we can tell the courts that the Quebec family who allegedly filed for our trademark has no business having it because we’re using it? Is that success? If that’s success then maybe it’s a good strategy.

“If success is having meaningful sales and profit contribution to HBC, I don’t think that’s going to work because if they’re targeting sort of a value price point, you know how it works in retail, the more you buy the cheaper your price, and if you only have 25 stores and a few categories you’re not going to get the best pricing out there versus Dollarama, Dollar Tree, Walmart, any of those folks. So they’re going to beat you every day on price. Or you match them and make zero money and lose money. So I don’t think it’s going to be an economic success.

“If it’s a trademark blockade success then maybe that’s good. Is it using dead real estate to do something? Maybe. But I really don’t think it’s going to be a big contributor to sales or earnings for HBC.”

Calgary Co-op Expands with Acquisition of Alcohol Business [Interview]

Image: Calgary Co-op

Grocery store chain Calgary Co-op continues to expand its business and revenue streams with the acquisition of other businesses.

The company has announced it has entered into an agreement to acquire all the shares of Calgary-based Willow Park Wines & Spirits, established in 1994, with the transaction expected to close early this year.

The agreement includes two Calgary locations (in Willow Park and Eau Claire), a location in Regina, its Business to Business sales (B2B) and distribution centres in Calgary, Edmonton and Regina.

“The acquisition of Willow Park Wines & Spirits demonstrates our ongoing investment in the community and our business. This represents the coming together of two long-time, community-focused Calgary retailers with deep roots in the Calgary community. We look forward to building on the strong legacy of the Willow Park brand. We are committed to the Willow Park Wines & Spirits team, and we will learn from them to create new opportunities together,” said Ken Keelor, CEO of Calgary Co-op.

Left to Right: Jeff Ambrose, Senior Vice President, Operations and Merchandising, Calgary Co-op Ken Keelor, President and CEO, Calgary Co-op Scott Henuset, President, Willow Park Wines & Spirits Reid Henuset, Vice-President, Willow Park Wines & Spirits (Image: Mark Shannon)

In the past three years, Calgary Co-op has purchased Community Natural Foods and Beacon Pharmacy. Organic Box, an ecommerce company specializing in online deliveries, was acquired by CNF.

Owned by members, Calgary Co-op is one of the largest retail co-operatives in North America. Locations in Calgary, Airdrie, Cochrane, High River, Okotoks, and Strathmore include food centres, pharmacies, gas stations, car washes, home health care centres, wine, spirits and beer locations, and cannabis.

With over 400,000 members, 3,850 employees, assets of $627 million and annual sales of $1.2 billion, Calgary Co-op was recognized as one of Alberta’s Top 75 Employers of 2022.

Willow Park Wines & Spirits was established in 1994 by the Henuset family, growing as a Calgary-based, family-owned business in the retail, B2B and wholesale sector. 

“We have found a great partner and we are thrilled that the business will continue to be locally-owned. Through this acquisition, Willow Park Wines & Spirits will continue to grow as a brand in its key markets,” said Scott Henuset, outgoing owner of Willow Park Spirits & Wines.

Image: Willow Park Spirits & Wines

Keelor said Calgary Co-op plans to keep the brand as a wholly-owned subsidiary, meaning it will operate as a separate entity and purchases there will not apply to Calgary Co-op membership rewards. But the business will contribute to the overall company’s bottom line which impacts membership patronage returns.

“Just like Calgary Co-op, Willow Park does a lot to give back to the community and they’ve been doing that for years. That was very much a fit for us,” said Keelor. 

“The brand they have built is very much focused on customer experience around wines, around events. So that’s really a wonderful part of it. It’s really an experience going to Willow Park to shop. It’s an exploration of different parts of the world. It’s a whole experience for customers. What they built was very attractive in terms of caring for the community as well as what they’ve done to build the customer experience in the store. 

“It’s an amazing brand. We have huge respect for what the Henuset family has done over the years to build it.”

Keelor said the Willow Park brand has an opportunity to expand beyond Calgary.

“We’ll be firstly seeking to understand the brand and this business and the team members but it certainly gives us an opportunity to get beyond Calgary’s borders, selectively,” he said.

Image: Willow Park Spirits & Wines

Keelor said the purchase of other companies is important as the grocery store chain finds ways of growing its business.

“Food is a very tough business. It’s very competitive. We don’t run discount banners and discount stores . . . So our end of the market definitely is feeling the squeeze as consumers are focused on managing their budgets because of inflation. Our fuel business we know over the next several years potentially could decline because people will shift to electric vehicles. 

“So we have to find new ways to grow and all of our business has been in Calgary as well. Ways to grow are through some of these subsidiary brands and the focus is very much on health care, through pharmacy, Community Natural Foods, home health care, organic products and then secondly on recreational usage which would be liquor and cannabis.

“So this is very much part of the strategy overseen by our board who represents our membership and the board has been very instrumental in overseeing and approving these on behalf of our membership.”

Calgary Co-op stores include:

  • Calgary Co-op Food Stores: 24
  • Calgary Co-op Gas Stations: 39
  • Calgary Co-op Wine Spirits Beer: 30
  • Calgary Co-op Pharmacies: 24
  • Calgary Co-op Home Health Care: 4
  • Calgary Co-op Cannabis: 10
  • Beacon Pharmacy: 2
  • Community Natural Foods: 3

CF Chinook Centre in Calgary to See Several Global First-to-Market Retailers Open in 2023 [Interview]

CF Chinook Centre (Image: Cadillac Fairview)

Calgary’s CF Chinook Centre experienced a very busy holiday shopping season and the city’s most popular mall is gearing up for a very positive 2023 with the addition of a number of high profile retailers this year.

“We’re going to be giving shoppers a whole bunch of new reasons to come here in the upcoming year in part because of the tenants that we’re going to be bringing on,” said Darren Milne, General Manager of CF Chinook Centre.

“So if you looked at 2022 and 2023 we did and will do 120,000 square feet of new leasing here at the centre. Not including renewals or anything like that. Just strictly new leasing. And in 2022 a couple of those deals that were really well received was a first to market Athleta. And then we opened the Peloton store.

Herschel Supply Co at CF Chinook Centre (Image: Herschel)
Peloton at CF Chinook Centre (Image: Mario Toneguzzi)
CF Chinook Centre Leasing Map (Image: Cadillac Fairview)

“2023 we have a lot of new to market stores that are coming. For example, the first Uniqlo, for Calgary, is going to be opening later this year. We have a Nike flagship store that’s going to be opening later this year. We’re doing a pretty significant expansion of the Zara. We’re going to be relocating and expanding Victoria’s Secret. Herschel just opened and that’s been a really popular brand and a brand that a lot of people have wanted.

Darren Milne

“Mejuri is about to open. Jo Malone is going to be opening later this year. And we’re also in the process of relocating and expanding Birks and then within the Birks store will be a Rolex shop. That’s been a brand that our shoppers have wanted for quite a long time.

“And over and above that we’ve got a couple of more deals that are pretty firm. One is firm. It will be a new tenant in an athleisure category. We’re just not able to announce yet. But they’ll be here later this year. And then we’re very close to doing a deal with a U.S. based restaurant who will have a first to market and probably their only store in Calgary will be here at Chinook Centre. That one is not finalized yet.”

Future Birks at CF Chinook Centre (Image: Mario Toneguzzi)
Future Chatters at CF Chinook Centre (Image: Mario Toneguzzi)

Milne said full December sales for the shopping centre are not in yet but looking at November sales Chinook had a really strong month heading into Christmas.

He said sales productivity for the mall as a whole in November compared to November 2021 was up double digits and some categories that really got hit hard by COVID have more than fully recovered. For example, the food court and specialty food seem to be coming back.

“Even if you looked at categories that still actually did relatively well during the pandemic, like athleisure for example because nobody was really buying dress clothes anymore, athleisure did quite well during the pandemic,” he said, adding that this category also saw a double digit increase. Jewelry was also strong.

Future Mejuri at CF Chinook Centre (Image: Mario Toneguzzi)

“We saw some really strong sales coming into Christmas. Our expectation is that would have continued through to Christmas. Certainly traffic was very good.”

Milne said there’s been some pent-up demand for sales but also the economics for Calgary and Alberta are good with a high average household income. And people are feeling relatively comfortable about their disposable income and their desire to spend that. 

“If you combine that not only with Chinook Centre but CF properties in general, we offer the kinds of retailers that people want to shop at and they want to purchase from. And retailers for their part this year, I think a lot of retailers felt like there might have been some headwinds coming into Christmas so you saw some really good sales prior to Christmas even prior to Black Friday. You saw some really good coordination from retailers across their whole omnichannel platform versus just focusing on one or the the other. I think just in general there was a lot of pieces that contributed to the strong sales. The foundation is really starting to firm up,” explained Milne.

Future Victoria’s Secret at CF Chinook Centre (Image: Mario Toneguzzi)
Future Pink by Victoria’s Secret at CF Chinook Centre (Image: Mario Toneguzzi)

One of the trends these days with shopping centre properties is the densification of land, adding buildings specifically for residential use but also some commercial space.

“We still have plans to densify. I don’t know if that will start this year. We not only own CF Chinook Centre proper but we have some outparcels that we own as well,” said Milne. “I think that if you don’t see the densification on some of those pieces start this year you’ll see it start potentially the year after. Nothing’s finalized yet. But certainly we’ve got plans in place and that’s a piece that we want to move forward as well.”

Future Le Creuset at CF Chinook Centre (Image: Mario Toneguzzi)

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.”