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Edmonton-Based Paris Jewellers: A Family Story of Success in the Canadian Retail Landscape [Interview]

PARIS JEWELLERS CO-FOUNDERS, CHAU & TRANG LUI. PHOTO: PARIS JEWELLERS
PARIS JEWELLERS CO-FOUNDERS, CHAU & TRANG LUI. PHOTO: PARIS JEWELLERS

Craig and Chau Lui, Co-Owner of Paris Jewellers, discuss the remarkable journey of the Edmonton-based jewelry brand that originated from humble beginnings to a thriving jewelry brand with 23 locations across Canada. Chau recounts how her mother’s perseverance as an immigrant led to the establishment of the first store, even in the face of language barriers. The family’s dedication and the warm embrace of the St. Albert community propelled the brand’s growth, marked by a unique combination of passion and clear responsibilities.

The conversation delves into the intricacies of the jewelry business, highlighting the company’s dual focus on in-store and online experiences. Chau emphasizes the distinct preferences of customers across various locations, where factors like cultural nuances and trends play a significant role. This adaptability extends to Paris Jewelers’ innovative approach to product development, where Chau describes a data-driven process that responds to customer demands while celebrating personal moments through intricately designed jewelry pieces.

Looking ahead, the dialogue touches on the challenges posed by the pandemic and the company’s resilient response. Chau discusses the insights gained during lockdowns and the transformative power of perspective that prompted the company to reevaluate its strategies and streamline its operations. With a focus on maintaining the bond of trust with customers and further expansion, the video podcast provides an insightful glimpse into the dynamic world of Paris Jewelers and its continued commitment to crafting meaningful jewelry experiences.

A transcript of the conversation can also be found below.

Youtube video

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Transcription

Craig Patterson 0:03
Welcome to the Retail Insider Video Interview series. I’m your host, Craig Patterson, and we’re joined here today with a special guest. Chau Lui. She is the co owner of Edmonton based Paris Jewellers. Welcome Chau.

Chau Lui 0:16
Thank you so much for having me.

Craig Patterson 0:18
Let’s talk a bit about Paris Jewellers. How was it founded?

Chau Lui 0:23
Paris Jewellers really was founded by my mom. So our family immigrated from Vietnam. And my mom came here with her with us with her family just to try to build a better future for her kids being there’s so much opportunity in Canada. We landed first in Winnipeg, and then made our way to Alberta. And we grew up seeing was my mom worked really hard, she worked two or three jobs at the same time and didn’t know how to speak English. So she went to English as a Second Language class. She then had the opportunity to start training as the goldsmith at like a competitor’s jewelry store. And she got really good at it. And a few years later had the opportunity to open one small store in a town called St. Albert, Alberta. So I really, dearly love St. Albert so much. And the time that she opened this very small, 400 square foot modest store, she still didn’t know how to speak English. So every time a customer would come in, she would pull out her Vietnamese-English dictionary. And that’s what she used to translate and communicate with customers. So I don’t know how it happened. But I think customers just love the way that she made them feel in the store. And we started getting more well known in the community of St. Albert. And I’ll never forget the kindness of this community that took a chance on a family that really was new to the country, didn’t know how to speak English, didn’t really have a brand. So it was really special to us to have that store.

Image: Paris Jewellers

Craig Patterson 1:43
Was the store called Paris Jewellers – the first location?

Chau Lui 1:46
The first location was called St. Albert Goldsmiths because it was in St. Albert and she was a goldsmith. So it was called St. Albert Goldsmith. And a couple of years later, the mall approached us and said, “You know what, you’re doing quite well. How do you feel about opening a second store in the same Mall?” and of course we were like, “No, we have one store, it’s more than we could have ever dreamed of”. But, we didn’t grow from our comfort zone. So took the risk open that second store. And that’s how Paris Jewellers came to be.

Craig Patterson 2:12
That is fascinating. Now the company has more than 20 stores, I think. Tell me about the current operations.

Chau Lui 2:17
Yeah, so currently, we now have 23 stores in four provinces across Canada. So BC, Alberta, Saskatchewan and Ontario.

Craig Patterson 2:26
Excellent, excellent. And now you are a co owner of the business being the daughter of the founder. Tell me a little bit about the dynamics around the business currently, and how things are going.

Chau Lui 2:37
The dynamics like a family dynamic, I will say, honestly, is really, really interesting. There’s, there’s a plus side. And there’s also a side that can make it really, really challenging as well. So I joined the company and helped expand it to the 23 locations. But as I was growing the company, I really learned that I needed someone that was so much better than me in so many things. The financing, the planning, and so then I recruited my sister, she was actually working in oil and gas in Calgary, and I said, “Okay, I need to build a business, I kind of need you to come”. So I had to convince her to come to the company. So she is a co owner with me. And she’s absolutely fantastic. So the dynamic for us, it’s really good working with your family, especially your sister, it’s like you have someone who you trust that has your back. And it’s a very much a team effort. I don’t feel alone like building this business. What I will say is because it’s a family dynamic, we’re all very passionate. One of the things that works for us is we have really clear responsibilities and guidelines written out so that everybody knows their role and everybody knows their expectations. Like we have this thing in our company. And if it’s written, it’s real. So anytime we have a plan, we write it down, we make sure that everybody understands. And then even if we disagree, when we decide to move forward to plan our policy is we support that person, there’s no “I told you so”. We just move forward together. So for the most part, it’s actually really, really incredible as long as we’re super clear in communicating.

Craig Patterson 3:56
Right – now tell me a bit about the product. I know that Paris Jewellers comes out with some new limited edition made, or the partnerships or themes. Telling me that about the jewelry because there’s a uniqueness to it.

Chau Lui 4:07
Oh, thank you so much the product is just, it is just the heart of our company, because those products celebrate a moment in time for that customer. So we just believe that every time a customer puts on that special piece, like they hold that moment close to their heart. So for us, we take our cues from the customers, right? We think about what they want, what they’re asking, for example, like we have a live chat on our website, we are always like monitoring what’s being asked, what are people looking for, our customer care and like, quote department, we’re just always monitoring what’s been quoted. And if we see a lot of that, and then we also look at trends, then we really dream up and create products that we think customers are gonna love because that’s what it’s all about. If the customer doesn’t love the product, it doesn’t matter how much we love it. They’re buying it. So a lot of the things some of the things that we do, really we look at fashion, we look at trends, and we look at what Our customers want, we just launched a craft your carat, which we’re really excited about. This is a way to design your engagement ring online. So it’s like creating your ring your way. So one of the biggest occasions in someone’s life could be their engagement. It’s so special. And we were seeing customers constantly ask, can I get this ring, but with this stone shape, can I get this ring, but with a different size, in a different metal, and a different gold color? And we were getting it so often. And also, I actually make a point to do reception, my company still I schedule time, and I answer the phones, it’s the only way I get to really connect with customers now and without our team members, and I learned so much by the questions that people ask. So I would a lot of times get “I need a quote for this, I need a quote for this, you want to change the ring”. So then we started dreaming up “What if we could create something online where a customer can really craft their ring, see different options, and they could get it with convenience”, because it’s really about what they want. So we just launched that. And I’m so excited because I think it’s about meeting the customer where they are, and where they need to be during their shopping experience.

Paris Jewellers at CF Market Mall
Paris Jewellers at CF Market Mall. Photo: Jessica Finch

Craig Patterson 6:06
That is so interesting. Now tell me about the different categories of jewelry, because obviously you’ve got engagement rings, wedding rings, and so on. Tell me about the occasions and who’s the customer that’s buying a lot of this.

Chau Lui 6:18
What we’re learning is our customers, our retail locations, is a different demographic than our online customers. So it’s almost like we have two different businesses, right? I never thought that that would ever happen. But it is absolutely happening right now. So we do have that engagement ring customer. And we find that that engagement customer because it is such a huge experience. If we can do it right, we have to earn their trust, they will continue to shop with us for years to come for anniversaries, for birthdays, for baby gifts. What about when they have kids, we have a beautiful children’s jewelry line partnered with the Make a Wish Foundation of Canada for the baby’s first pieces of jewelry. So things like that we also have a customer, that is very fashion forward we’re finding and they usually start online. So they are looking for affordable luxury, solid gold pieces, trending earrings, stacking, earrings, stacking necklaces, stacking rings, they’re looking for all of those things. And they start online, they may go into the store. But we also want to encourage people to celebrate every single moment in every single occasion. It doesn’t have to be a special occasion, they should celebrate themselves every day. That’s a part of our vision that everyone’s celebrating and their story. So those are the occasions but I think there’s there’s so many more.

Craig Patterson 7:35
Now that is fascinating. And in terms of the online, are there certain purchases that are made. Probably not something for an engagement ring because you want to try that out in the store. But tell me what sort of the online sales in terms of say what categories are really, really popular?

Chau Lui 7:50
That’s a great question. So what we’re finding has been really great online is our solid gold jewelry. So your solid gold essentials that you’re gonna wear everyday gold chains, gold earrings, and also personalized jewelry. People are wanting something a little bit more personal, that like shares their story. So our initial necklaces are growing well. But we also do sell Engagement Rings Online. It is when a customer will trust us that they will move forward and spend 1000s of dollars buying an engagement ring online. I think that that is the biggest compliment that we can receive that a customer’s request is enough for that occasion.

Craig Patterson 8:25
Oh, it makes sense. Tell me about the experience in the store. Because jewelry stores are very much I guess a high touch type of experience. But tell me about the actual Paris Jewellers stores including the interiors and the customer service.

Chau Lui 8:40
Yeah, that’s that’s a great question. Because we have 23 stores and we’ve been around for over 30 years. A lot of our stores have like, different looks actually we’re trying to get everything streamlined and renovated. That takes quite a bit of time and planning. But I would say like our newest concept, look, it would be our West Edmonton Mall flagship location, our hometown of Edmonton. It’s very neutral. It’s very great. It’s very open, we want customers to feel really comfortable. And we wanted the jewelry to take center stage. When it comes to the experience, I would say for us. And for me especially, that’s a product that I’m super passionate and really, really intentional and crazy about in the best way because customers have something we don’t have. They have choice, they can choose to go anywhere. So when they choose us, I believe that it’s an honor and it’s a privilege. So the experience has to be really, really great. So when a customer walks in our store, this is what I want to see. And it probably doesn’t happen all the time to be honest, but this is what we train for. So we have a really regimented training program to ensure that the customers are getting the great experience. We don’t want to start showing any one product so like Craig, if you walked in the store, I would expect someone to say hi, how are you welcome Paris Jewellers? And then just really get to know you ask you questions to determine what jewelry works for you what’s important to you in selecting these pieces and then begin to show you the products. Because I think we have to earn the right to know the customer to start showing the product so that we can get it right for them. It’s important.

Craig Patterson 10:09
Terrific, terrific. Now, in terms of retail expansion, Paris Jewellers is in Western Canada. Do you foresee the business expanding perhaps a little bit further east? Or tell me about what you have is maybe a bit of a longer term vision for for Paris Jewellers.

Chau Lui 10:23
I am super excited about expansion. I don’t know if I’m allowed to share anymore, but like we are absolutely looking forward to growth, especially where we see that it’s working online, right. Like we have to be able to make those data driven decisions. So if we see there’s an area online that we’re doing well, we’re going to look into that more. So I am excited for what the future holds. We did open a store in Edmonton in 2021. And then we just kind of like during the last few years, took a pause and really looked at our foundation looked at growing the business internally with like training with product, making sure everything was right before we look forward to expansion, but absolutely open to expanding for sure. I think it’s a very exciting time to retail. And there are so many opportunities and I just think of all the customers that maybe don’t know us yet, that I’m excited to get to know us.

Craig Patterson 11:13
Paris Jewellers opened a store in 2021 not to bring up any bad memories for anybody here. But let’s talk a bit about the pandemic. How were things with the pandemic, we had some obviously lock downs and whatnot. How was the jewelry business online and the physical business during that time?

Chau Lui 11:30
Yeah, yeah. So that was a time that I will say that we’ve never worked harder in our lives than during that time – just because things were changing all the time. And we’re in four provinces, every province had different rules. So when when people asked like, how is how did the company do during the pandemic? I have to kind of say like, it depends on the province. Ontario didn’t fare as well as we were closed so often (over one year, we were closed seven months out of the year). So that was a challenging year. Of course, online sales surged. But we saw that as an opportunity to say, Okay, what’s working? And how do we keep these customers with us when everything opens up? So that was a huge focus for us during the last few years to really look at that online business and say, what is working? What can we double down on and make the better? And how do we continue to keep these customers loyal? The pandemic gave us a really amazing gift, I would say like, I know, it was such a challenge for so many people. But it gave us the gift of perspective. So this was a time that Trang and I took with the team. And we looked at our business with a fine tooth comb and said, what’s working, what’s not working, we created a stop doing list. Because we’re like, what are we doing? What are we doing? And why? And if we didn’t have an answer that was better than that’s because we’ve always that’s the way we’ve always done it, then we just removed it. So it was actually I look back at it as a time where we looked at our business and we built a foundation, we corrected things that were wrong. And we’re still continuing that. But it was a gift in terms of that perspective for us.

Image: ParisJewellers.com

Craig Patterson 12:58
Now moving forward here, were there any markets outside of where you are currently that are seeing demand for the jewelry online?

Chau Lui 13:13
We’re seeing it all over Canada. But I would say I think there’s lots of opportunity in Ontario for us. There’s so many people in Ontario. And I feel like we have three stores there so that would be very exciting and interesting for us for sure.

Craig Patterson 13:29
Is anything else you want to talk about today with Paris Jewellers?

Chau Lui 13:34
Oh, I just I’m so excited for the holiday season. So you’re just catching me as two days ago, we had our big holiday campaign shoot. And I’m just so excited. For all of the things that we’re launching, we’re launching something really special, I don’t know how much I’m allowed to share. But something really unique and special that we’ve been working on for like quite a while now. So I’m excited for that. And our holiday collection like it launches November third. And I feel like the team has worked so hard to really bring a collection that customers are going to love and be able to celebrate the holidays with and celebrate themselves. So I’m really excited about that.

Craig Patterson 14:04
That’s terrific. What goes into developing these collections?

Chau Lui 14:08
Yeah, we take feedback from consumers. So some things that we work on like a year or two in advance, we look at a trend and we look at how is that going to work for us. When you see things on the runways, it is done so well and so beautifully, but might not work for your Albertan or like in Prince George BC. So we take that and then we kind of dream things up, get ideas going get samples, and then we look at it. And then we actually, a lot of times, wear samples to make sure that it’s right, we make changes, some things go through like three or four iterations before it even makes it to the sales floor. And if it doesn’t make it then we just hold back the sample. So it is like a really great experience and process for us. But the most important thing I will say it is it is that customers feedback. When we see something that does really, really well we look at it and say what about this item works and where can we grow this certain product category and that collection right?

Craig Patterson 14:58
Do you notice quite a difference in term as of how, or trends that people look for, say in Edmonton and Calgary as being larger cities versus some of the smaller communities.

Chau Lui 15:07
Yes, it is such a difference because, for example, our store in Lloydminster, which is just a few hours away from Edmonton, their top sellers are so different from our Edmonton store. It is like a contrast, like quite a stark difference, right? And so we’re noticing those trends. So what we really try to do is cater to that look at sell through and have store assortments like, the stores do have the same assortment for the most part. But we do have to make changes based on the stores, right. We have a store in Brampton, Ontario, where they sell yellow gold more than any other store in our company. So we make sure that they have more yellow gold all the time, because that’s what the customer wants, they’re not going to be buying white gold as much. So we really try to make those adjustments. it is a lot of coordination and work. But it really is like when we get that product to the store, we want it to be great for the customer, right?

Craig Patterson 15:56
That’s right, that would be a cultural thing. You’d have more solid gold in a place like Brampton versus in another market, where would be a different demographic?

Chau Lui 16:04
Absolutely. So I think we have to, we really have to adjust. And we really have to say what is the customer want in this area? And how can we apply that. At the end of the day, we’re all just solving problems for customers, right?

Craig Patterson 16:14
Absolutely. Lloydminster is kind of close to my heart having played hockey there. I grew up in Cold Lake. I’m curious, what – off the top of your head – sells really well in Lloydminster versus at West Edmonton Mall?

Chau Lui 16:30
Okay, I will tell you absolutely Lloydminster sells a lot of pendants. They sell a lot of gold pendants, charms, crosses, it is really, really important to that community. Grad in that community is so important. So we always make sure that for grad season, it is a big deal there, we always make sure that we have a great selection for grads. So our grads can come into our store and feel really, really good. Pairing these items with their dresses, they love things in color. So those are things that we have to know about our customers. So we make sure that store stocked so our customers are happy when they come in, but grad is a big deal in Lloydminster, eh?

Image: Paris Jewellers

Craig Patterson 17:05
Absolutely! Now I had to look at the website, it was talking a little bit about the importance of having good people. Tell me about the staffing in stores as well as finding the best managers for Paris Jewellers.

Chau Lui 17:17
Yeah, that’s a great question. I’m sure everybody in retail is going to tell you in the last two years staffing has been more of a challenge. I will say that we are specific in the type of people that we do look for number one, they have to have our values first, it’s being grateful, being kind being sincere, having a can do attitude, wanting to leave a legacy. So like one of our first interview questions is, what are you grateful for today, because being grateful is one of our main core values. And if they can’t find something that they’re grateful for, it’s really challenging for us to bring them on board, right? Because there’s just not that alignment. So we will look at that. And I think for me is the number one I look for is willingness because willingness is something you can’t train. If you have that we can train you on anything because we have great training programs, right? We have leadership training programs, product knowledge, sales, training, we have it. So if they have willingness, and they have our values of being kind and sincere, and having that “can do” attitude and being grateful – they are going to do well at Paris Jewellers. But we’re super clear in the interview, what we’re about and what they can expect, because there’s no surprises. So I think that’s really helped us streamline our interview process and who we want to bring on board so that they can be successful. It’s important that you find the right fit, not just for us, but for them as well.

Craig Patterson 18:32
Terrific. Well, I’m grateful that you joined us here today. Thanks so much. This has been a chat with Chau Lui, you’re the co owner of Edmonton based Paris Jewellers, thank you so much for joining us here today and telling us about the business.

Chau Lui 18:46
Thanks for having me, Craig.

Craig Patterson 18:47
And I’m Craig Patterson. I’m the founder, CEO and publisher of Retail Insider Media. I’m also the host here of the Retail Insider video interview series. Thank you for so much for joining us here today. Be sure to subscribe on whatever platform that you’re either watching this on or listening to this on and be sure to join us for more of these here. Thank you so much everyone again for joining us today. Take care and bye for now.

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How Dollarama is Becoming a Player in the Canadian Grocery Landscape [Op-Ed]

Dollarama at The Tenor in Toronto (Image: Dustin Fuhs)

In an era where the cost of living continually surges, the pursuit of affordable groceries has evolved into a financial battleground for many Canadians. Recent investigations by intrepid reporters in Quebec and Ontario have uncovered a revelation that may surprise some: Dollar stores, most notably Dollarama, provide identical non-perishable products to regular grocery stores but at significantly lower prices, often falling within the 30% to 75% range. While many shoppers were aware of this, many likely were not. But this begs the question: How is this possible? How can Dollarama offer the same products, in the same size, and from the same brands, at a much lower price?

Different business models, full stop. Dollarama’s ability to offer rock-bottom prices is underpinned by two critical pillars: remarkably low operational costs and robust supplier-retailer relationships. While one might assume limited variety, exemplified by having only one option for ketchup or peanut butter, the reality is that the products are indistinguishable from those found in major grocery chains. This might appear counterintuitive, but the key lies in Dollarama’s dominance over supplier shelf space in its vast network of over 1,400 stores.

Dollarama at The Tenor in Toronto (Image: Dustin Fuhs)

Suppliers recognize the advantages of collaborating with Dollarama. They no longer need to contend for limited shelf space or engage in cutthroat competition with rival brands, making it an appealing proposition for them. The result is beneficial deals that ultimately trickle down to the consumer’s advantage. Suppliers can also sidestep concerns about how grocers may prioritize their in-house labels. Dollarama’s house-brand strategy is not strong.

With projections hinting at the possibility of surpassing 2,000 stores by 2030, Dollarama’s influence in the market is poised for substantial growth, selling more food. For consumers, Dollarama’s approach of offering only a single option for each product may initially seem restrictive. In a world that often celebrates choice, the idea of having just one brand of ketchup or peanut butter may raise eyebrows. However, this simplicity lies at the heart of Dollarama’s cost-saving strategy, which directly translates into competitive pricing.

Dollarama’s success extends beyond its pricing strategy. It excels at maintaining minimal operational costs, with daily average staffing expenses capped at a mere $500. Its stores operate with efficiency and simplicity, unlike major grocery chains such as Loblaw, Metro, and Empire, which also function as real estate giants, potentially driving up overhead costs over time.

Furthermore, while dollar stores like Dollarama bypass expensive advertising campaigns, these cost savings can be transferred to consumers in the form of lower prices. When you spot Galen Weston on TV, you’re essentially covering the cost of those ads when shopping at Loblaw. In contrast, Dollarama shoppers enjoy the benefits of lower prices without the need to subsidize a celebrity-studded marketing campaign.

Dollarama at The Tenor in Toronto (Image: Dustin Fuhs)

But it’s not all great at Dollarama. Let’s be candid—critics may contend that Dollarama faces socioeconomic biases and challenges related to product quality and store ambiance. A visit to Dollarama might reveal an unpleasant odour reminiscent of a plastic manufacturing plant in Beijing. While it’s true that the scent of a plastic factory may linger in some stores, many are willing to overlook this for the sake of their budgets. The reality is that Dollarama serves as a lifeline for numerous Canadians struggling to make ends meet.

Nevertheless, Dollarama is not without its challenges. Recent investigations, notably from the Halifax Examiner, have brought to light instances where Dollarama stores located near major grocery retailers are pressured to limit their product offerings. This practice is not unique to Dollarama and underscores broader issues within the retail sector. To genuinely foster competitive pricing within the grocery sector, addressing these concerns is imperative, and Canada’s Competition Bureau should do so without delay.

Dollarama’s ascendancy is nothing short of remarkable. Its unorthodox approach challenges the traditional grocery store model, prompting a reevaluation of what we value in our shopping experience. It serves as a reminder that different business models can yield different benefits, and sometimes, simplicity and efficiency can be the keys to success.

While the food elites may continue to dismiss the role of dollar stores, the reality is that dollar stores are making the market more competitive. The chain is opening 70 new stores this year alone. Someone’s buying. As Canadians wait for a knight in shining armour to bring more competition, dollar stores are already doing so, silently and effectively, providing affordability where it is needed most.

Tim Hortons Dives Further into Retail with Launch of TimShop.ca, Featuring Vintage-Inspired Merchandise [Interview/Photos]

Tim Hortons launches TimShop.ca with NEW limited-edition merch including nostalgic vintage-inspired sweatshirts and T-shirts (CNW Group/Tim Hortons)

Iconic Canadian brand Tim Hortons launched TimShop.ca with new limited-edition merchandise including nostalgic vintage-inspired sweatshirts and T-Shirts as well as a variety of Tims home products.

“We’re really excited about the launch of TimShop.ca and the new products that will continue to be shared with Canadians in the months to come,” said Markus Sturm, Senior Vice President of Consumer Goods, Digital and Loyalty at Tim Hortons.

Markus Sturm

“Canadians have long celebrated special moments with gifts from Tims and our retail team has an amazing track record of curating popular merch collections to be sold in Tims restaurants across the country – including the Timbiebs merch lineup we launched in 2021. In recent years, we’ve also launched two very successful online National Coffee Day apparel drops, a reflection of how Tims guests are increasingly interacting with the brand through our digital channels. 

Tim Hortons launches TimShop.ca with NEW limited-edition merch including nostalgic vintage-inspired sweatshirts and T-shirts (CNW Group/Tim Hortons)

“The Tim Hortons mobile app in Canada has 4.9 million monthly average users and our Tims Rewards loyalty program is extremely popular with guests. Launching a new online shop as a convenient location to find great, uniquely-Tims merchandise is an extension of the great work that the Tims retail team has already been doing for many years.

“Most products on TimShop.ca will be available in limited quantities as we intend to regularly release new products and designs that we think our guests will love. We’re looking forward to an upcoming campaign on TimShop.ca later this month to support National Coffee Day. At launch, we’re focused on promoting the site through earned and owned channels, like social, PR and CRM.”

Image: TimShop.ca
Tim Hortons launches TimShop.ca with NEW limited-edition merch including nostalgic vintage-inspired sweatshirts and T-shirts (CNW Group/Tim Hortons)

In 1964, the first Tim Hortons restaurant in Hamilton, Ontario opened its doors. Tim Hortons is  Canada’s largest restaurant chain operating in the quick service industry with nearly 4,000 restaurants across the country. Tim Hortons has more than 5,400 restaurants in Canada, the United States and around the world. 

“There are so many Canadians from coast to coast to coast who have told us they would love to see more apparel from us that celebrate the nostalgic look of Tim Hortons and a more modern reflection of the brand today,” said Sturm.

Tim Hortons is owned by Restaurant Brands International, one of the world’s largest quick service restaurant companies with over $40 billion in annual system-wide sales and over 30,000 restaurants in more than 100 countries. It also owns Burger King, Popeyes and Firehouse Subs. 

In its recent second quarter financial report, Restaurant Brands said consolidated comparable sales increased 9.6 per cent and net restaurants grew 4.1 per cent in the second quarter versus the prior year. System-wide sales increased 14.0 per cent year-over-year. Net Income of $351million was up from $346 million and adjusted EBITDA of $665 million increased 10.3 per cent organically versus the prior year.

Toys”R”Us and Babies”R”Us Relaunch Stores in Canada Under Doug Putman Ownership [Interview]

Toys R Us store. Photo Credit: Patrick Morrell / @patmorrell_drone

Babies”R”Us has launched two first-of-its-kind standalone stores in Canada as its sister brand Toys”R”Us expands as well by an additional eight stores in the country.

Doug Putman

The two new stores for Babies”R”Us have opened in Edmonton.

“I believe the Canadian consumer is looking to get out and shop in-store again. I see such a strong opportunity to invest in Canadian retail. Our recent lease acquisitions allows us to re-enter markets we were previously in, reach markets where we don’t have a presence, or, where we see potential to meet a greater demand,” said Doug Putman, of Putman Investments, the company which operates the two brands as well as the new concept rooms + spaces, which launched this summer.

Earlier this year, Putman purchased a number of the leases that were previously held by retailer Bed Bath and Beyond and buybuyBABY which exited the market.

Babies”R”Us at West Edmonton Mall (Image: MacIntyre Communications)

The new Toys”R”Us and Babies”R”Us stores are located in the following cities:

British Columbia:

  • Burnaby: Station Square, 6200 McKay Avenue (now open!)
  • Kamloops: Columbia Square, 500 Notre Dame Drive (now open!)

Alberta:

  • Edmonton: South Edmonton Common, 2017 98th Street NW (Babies”R”Us stand alone, now open!)
  • Edmonton: West Edmonton Mall, 8882 170 Street NW (Babies”R”Us stand alone, now open!)
  • Calgary: Brentwood Village, 3630 Brentwood Road (opening in October)
  • Calgary: Township Centre, 80 Longview Common SE (now open!)

Ontario:

  • Nepean: Barrhaven, 3777 Strandherd Drive (now open!)
  • Toronto: Lawrence and Allen Center, 700 Lawrence Avenue West (opening in October)

Québec:

  • Lachenaie: 790 Montée des Pionniers (opening in October)

Nova Scotia:

  • Halifax: Bayer’s Lake Power Centre, 208 Chain Lake Drive (now open!)

The company said the expansion totals more than 300,000-square-feet of retail space and brings the toy retailer to 105 locations across the country, including a number that are located as shop-in-shops in all the rooms + spaces stores.

Babies”R”Us at West Edmonton Mall (Image: MacIntyre Communications)

Nick Muriella, Vice President of Merchandising & Supply Chain for Babies”R”Us and Toys”R”Us, said Babies”R”Us has always been an important brand for the company throughout the years it has been in Canada.

Nick Muriella

“If you look back on our history, the U.S. entity and some of the global partners always had these standalone stores. Now Toys”R”Us pioneered the side-by-side store years and years ago,” said Muriella. “But as we started to look at the landscape and said listen, Bed, Bath and Beyond with buybuyBABY thrived as a standalone entity’.

“As we talked to moms through our store, we started to understand a little bit further about what they wanted in terms of a look and feel and the level of service and obviously with this real estate that Putman’s been able to get for us, it opened up that opportunity where that consumer was used to shopping at a baby standalone store. We’ve got a great brand with a great product assortment with great staff.

“We thought it was the time to kind of branch out and really give this standalone proposition a fair shake.”

Babies”R”Us at West Edmonton Mall (Image: MacIntyre Communications)

Muriella said Edmonton is one of the company’s strongest markets across the country.

“We’ve got some great Toys”R”Us, Babies”R”Us stores there. The real estate also allowed us to have a captive market to really talk from a marketing perspective, from a launch perspective, to talk to one market specifically versus an entire country as we work through opening up the new part of the chain,” he said.

The Babies”R”Us stores in Edmonton are about 22,000 square feet. Both are in former buybuyBABY locations.

All the new Toys”R”Us locations are also in the real estate Putman acquired with the exception of the Lawrence and Allen location in Toronto. Toys”R”Us stores are in the 22,000 to 30,000-square-foot range.

“We’re excited about what we’ve got started here. I think there’s some optimization that has to happen with assortment and service. So we’re going to see how this goes the back half of the year but it’s definitely on our road map. We’ve got some markets circled as to where we want to pop some of these in the future.”

Related Retail Insider Articles

Mark’s Launches 2 New Retail Chains in Canada Focused on Industrial Workers [Interview]

Mark’s WorkPro (Image: Mark's)

Retailer Mark’s, under the Canadian Tire Corporation umbrella, is launching two new brand concepts – industrial-exclusive retail destinations called Mark’s WorkPro and L’Equipeur Pro. 

The four stores to be launched this year will cater to the needs of work gear customers and the “design ethos” behind the outlets revolves around enhancing convenience for industrial patrons, said the company.

“These stores are meticulously crafted to cater to the exacting needs of our industrial clientele,” said PJ Czank, President, Mark’s. “Our team remains steadfast in our commitment to enriching our customers’ lives, and simplicity plays a pivotal role in achieving this goal. 

‘The WorkPro and L’Equipeur Pro locations are poised to offer industrial customers an expansive, dedicated selection of work gear, all within an expedited and efficient shopping environment.”

Mark’s WorkPro (Image: Mark’s)

The inaugural Mark’s WorkPro and L’Equipeur Pro store has officially opened its doors at 5004 98 Ave NW, Edmonton, conveniently situated just minutes away from Edmonton’s renowned ‘Refinery Row’. In addition to this landmark opening, 2023 will witness the debut of store locations in St. Catharine’s and Etobicoke, Ontario, as well as Pointe-aux-Trembles, Quebec.

“It’s noteworthy that every Mark’s WorkPro and L’Equipeur Pro store is strategically positioned in close proximity to local industries and skilled trade workers, underscoring the brand’s dedication to serving its core audience,” said the company.

“The product assortment in each Mark’s WorkPro and L’Equipeur Pro store is curated to the specific local market and the unique industrial needs of the community. The stores will curate an assortment of industry leading owned and national brands, featuring names like Dakota, Carhartt, and Timberland Pro.

“Designed to align with the demands of industrial customers, these stores embody the essence of simplicity – enabling customers to swiftly access the essentials they require and promptly resume their tasks. The incorporation of features such as Buy Online, Pick Up In-Store (BOPIS) lockers further bolsters this straightforward shopping strategy.”

“We have recognized a fulfilling need for a more targeted and a more specific environment with highly-knowledgeable team members focusing on the blue-collar customer who can come into the store, get what they need for the job they have to do and leave as quickly and efficiently as possible,” said Czank.

“Time is money for these customers. We recognize that. So smaller stores. Highly industrialized areas. With assortments basically curated to the type of industry that the blue-collar professionals are in.”

He said the new concept will be located in areas where there is a high density of either industrial growth or construction, longer-term construction plans. It allows people to get what they need quicker rather than going to a mall or to an environment where they may not be as comfortable running in from a job site.

“These stores are located in sections where we don’t have existing stores, where it makes it more convenient for a blue-collar customer to come in from the job site, get there and get back to work as quickly as possible,” said Czank.

Mark’s WorkPro (Image: Mark’s)

He said the retailer will start with the four stores and learn from their experiences.

“We’re going to do the four stores for this year. We’re going to give them 12 months to see what the potential is and then we’ll grow from there. A lot of work has gone in to find exactly where the right locations are. And I think that’s probably going to be the key driver for how many stores we can open,” said Czank. “I don’t want to put a number on it yet. I think the four is a good start. We’re geared up for more as we need to but I think we’re probably going to wait 12 months to make sure we really know the customer proposition here and we’ll grow from there.”

He said the new stores are about 4,000 to 5,000 square feet. A typical Mark’s is on average about 13,000 square feet but Czank said all the new regular Mark’s stores that are opening are between 20,000 and 30,000 square feet.

The company will be opening a few new Mark’s locations next year.

There are more than 380 Mark’s stores.

Canadian Retail News From Around The Web For September 7th, 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 48 hours.

Alimentation Couche-Tard reports lower revenues, profits in first quarter (BNN)

Style Q&A: Canadian footwear company Little Burgundy celebrates 15 years (Postmedia)

Data points: Retail spending reveals that our economy is slowing somewhat (BIV)

Arc’teryx Aims to Block Registration of adidas TERREX Trademark (The Fashion Law)

Reitmans (Canada) Limited Announces a Change to its Board of Directors with the Appointment of Andrea Limbardi (Newswire)

This Canadian woman says she saves $80 per trip buying groceries in the U.S. (National Post)

Shipping container retail centre coming to Edmonton’s Old Strathcona (Edify)

Sephora will open its Cambridge location this month (Cambridge Today)

Parkland Co-op to acquire McDonald’s Family Foods in Hudson Bay (Grocery Business)

Pre-grand opening set for 100th FreshCo Store in Ontario, located in Milton (Grocery Business)

Local entrepreneur’s product to be sold at Costco (CTV Windsor)

Canada’s largest Nike flagship store is opening later this year at West Edmonton Mall (Daily Hive)

Windsor artisan uses BIA shed rental program to sell Rwandan-style houseware and jewelry (CBC)

Why do so many international students in B.C. end up in service jobs? (CBC)

Spruce Meadows in Calgary Embarks on Major Expansion Including Restaurant, Retail Space and Hotel [Interview]

Rendering: Spruce Meadows

World-class equestrian facility Spruce Meadows, just south of Calgary, has ambitious development plans for the sprawling site which include a restaurant, a coffee shop, retail space and a hotel.

Construction has begun on the site which will house the new two-level restaurant and coffee shop, overlooking the International Ring where some of the world’s top riders compete each year. Those are expected to open in 2025 to mark the facility’s 50th anniversary.

In an interview with Retail Insider, Linda Southern-Heathcott, President and CEO of Spruce Meadows, said Spruce Meadows is ever-evolving and ever-changing.

Linda Southern-Heathcott, President & Chief Executive Officer of Spruce Meadows Ltd (Image: Mario Toneguzzi)
Image: Spruce Meadows

A new Spruce Meadows Area Structure Plan envisions and outlines the growth opportunities the site can have in the future with huge potential for commercial (retail) development.

“We’re not sure what it’s going to be. Is it a farmer’s market? Is it shops that are actually here year-round? Part of the reason why the growth opportunities are there is because the City has approved development which is east of us and south of us and that’s I believe 35,000-40,000 homes,” said Southern-Heathcott.

“So there is a huge growth corridor and how can Spruce Meadows be a part of it. I think it’s a natural fit for Spruce Meadows to have a coffee shop. I think it’s a natural fit to have something that grounds us year-round with a restaurant. The restaurant will overlook the International Ring and then on the backside will also overlook the pond. So a very tranquil area.

“I think it’s a sweet spot in the south and a great opportunity for us to have the grounding piece, component, that’s year-round.”

The Area Structure Plan also includes the eventual redevelopment of the current All Canada Ring to include a 12,000-seat stadium with a restaurant and skyboxes that would host sports, soccer, equestrian and outdoor events.

Spruce Meadows (Image: Mario Toneguzzi)
Spruce Meadows (Image: Mario Toneguzzi)

She said the main restaurant will have capacity for about 140 people. There’s also 120 seats outside on a deck and space upstairs for about 80 to 100 people in a sports bar area. The coffee shop will have seating for about 35 people.

The restaurant has not been named yet.

“We’re going out with a Request for Proposal on who would run it,” she said. “The facility will be owned by us but it will be a contractor that is the caterer in there.”

From a retail perspective, Southern-Heathcott said the goal would be to support local vendors. Spruce Meadows has its own merchandise shop with both Spruce Meadows merchandise and of course merchandise for  Calvary FC, a professional soccer club in the Canadian Premier League, which plays its home games at Spruce Meadows.

“Is there an opportunity with some of our vendors that are here for whether it’s the Christmas Market or at the Masters (tournament) we have a number of vendors as well,” she said. “What that looks like as we go forward, I’m not too sure, but I believe it’s another space that we can enter into and provide a great service to local entrepreneurial partners.”

Every year Spruce Meadows holds its Christmas Market and last year it was voted the fourth best Christmas Market in the world. A skating rink is being planned for the area. As well, Spruce Meadows will be offering long-table dinners in its Congress Hall. 

Spruce Meadows (Image: Mario Toneguzzi)

Southern-Heathcott said the facility is looking to reach out to new fans.

“We have to always remember that lots of our original fans, they’re older now, and how do we reach the young people. We have a target audience of between 18 and 35 and we want to continue to create these experiences for them and then they can embrace Spruce Meadows going forward,” she said. 

The Area Structure Plan has approved a hotel development on the site and Southern-Heathcott said there is a need for one.

“It will probably be a smaller boutique hotel but we haven’t dipped our toe yet into it. The Area Structure Plan really is envisioning everything we could possibly be,” she said. “It’s a 20-year horizon. So there’s lots of pieces, components, in there. For any destination like Spruce Meadows, a hotel is fundamental. For me, I wanted the restaurant first because it relates to our events and to what we can offer and then I think the next stage would be the hotel.”

Michael Kehoe, Broker of Record with Fairfield Commercial Real Estate in Calgary, said the transformation of Spruce Meadows into a diversified sports and entertainment destination with new dining, retail and other amenities is very exciting. 

Michael Kehoe

“The introduction of new commercial uses in a “Sports and Entertainment District”  is in keeping with the long-term growth, development, and diversification strategy at the venue. Spruce Meadows is a unique world-class facility and an iconic place for sport and equestrian show jumping for almost 50 years. Most people are not aware that it is privately-owned and open to the public year-round with more than half a million visitors annually. One of the focal points of the Sports and Entertainment District at Spruce Meadows will be an experiential 5,685-square-foot restaurant facility now under construction along with an adjoining main floor café space that have a projected summer of 2025 opening to the public,” he said. 

“Fairfield Commercial Real Estate is assisting Spruce Meadows to secure a food service partner for the turnkey restaurant and cafe spaces. The restaurant will be an important amenity within the Sports and Entertainment District and will be a great addition to Spruce Meadows and the surrounding community.”

Spruce Meadows is wholly owned and operated by the Southern Family. The facility began as basically barren land when Ron and Marg Southern had a vision of turning it into what it has become today as a leading venue in the world for international horse sports with a focus on the organization and hosting of show jumping tournaments.

Wine Rack Discusses Ontario Operations Including Newest Store Opening [Interview]

Wine Rack Yonge and St. Clair (Image: Wine Rack)

Wine Rack, the retail division of Arterra Wines Canada, has opened its 164th store in Ontario.

The Yonge Street and St. Clair Ave E Wine Rack location is the newest store expression for the brand.

Will Meijer

Will Meijer, Executive Vice President of Sales at Wine Rack, said the brand is all about local Ontario wines. It sells exclusively the products made in Ontario – wines and ciders.

“Our focus is to make Ontario wine accessible for all,” he said. “We’ve got convenient locations all across the province. We’ve got very handy online and delivery options and we have award-winning staff. Leger Marketing rated us in the top 10 in 2022 in best in-store experience in Ontario. So we have great, knowledgeable staff that can host any consumer from novice to enthusiast and help them make a great selection for their needs.”

Wine Rack Yonge and St. Clair (Image: Wine Rack)
Wine Rack Yonge and St. Clair (Image: Wine Rack)

Wine Rack was established in the early 1990s when some wineries came together. They had their own individual winery stores at the time.

“We have a mixture of footprint. We have some standalone stores that are street stores, some are in strip malls, and some are in the footprints of select Ontario grocery stores,” said Meijer. 

Arterra Wines Canada has been a pioneer in the Canadian wine industry. Its origins date back to 1874 when the Niagara Falls Wine Company was founded. One hundred twenty years later, it became known as Vincor International. Throughout the 20th century, trailblazing wineries like Jackson-Triggs and NK’Mip were founded and it acquired well-known wineries and brands such as New Zealand’s Kim Crawford. In 2006, it was acquired by Constellation Brands, a U.S.-based company that is a leading international producer and marketer of beer, wine and spirits. In 2016, the Canadian branch of Constellation Brands was acquired by the Ontario Teachers’ Pension Plan, and Arterra Wines Canada was born.

Meijer said the opening of the new location is following how the different communities in Ontario are evolving and the density that is building up within Toronto. 

“When you look at the population that is surrounding those areas, it’s a really important destination and locale for us,” he said. “We used to have a store there some time ago and we’re constantly moving around and moving and renovating stores to address our community needs. This was a really important place for us to open back up into.

“And this is one of our larger stores. In the larger footprint, we’ve got a bigger chill zone or more available cold single serve products for more convenience. It’s a larger footprint so we can activate winemaker talks, we can do special programs, we can hold special events. We have a much more diverse assortment, including Wine Rack exclusives that you can only get at Wine Rack and also some more premium VQA (Vintners Quality Alliance) wines as we expand our estate properties in Ontario as well.”

Wine Rack Yonge and St. Clair (Image: Wine Rack)
Wine Rack Yonge and St. Clair (Image: Wine Rack)

Meijer said the 164 stores are tied back to winery licences.

“So we won’t have more than 164 stores. So we’re not going to be opening net new ones but we will continue to evaluate the footprint, make sure we’re serving the province with super convenient locations with award-winning wines and access to Ontario’s amazing wines and our customer service in the stores,” he said.

“We’re constantly evolving but we are all across the province – northern Ontario down to Windsor and wineries east and west.”

Meijer said wine can be an intimidating category. It’s one of the reasons Wine Rack places such an emphasis on customer service. 

“We do recognize that a lot of consumers in Canada right now are struggling. It’s a tough economic time right now. So we’ve got a lot of really good offers and promotions and SKUs really geared towards recession-busting and helping people get value out of their wine experience if they are struggling with their disposable income.

“Ontario consumers are very interested in local . . . Consumers are really interested in sustainability. They’re really interested in local businesses. And wine is one of Ontario’s largest value-added, agri-food businesses. We grow it, we harvest it, we bottle it and we sell it. All within a couple of hundred kilometres. It’s a really significant part of Ontario’s economy.”

Wine Rack Yonge and Eglinton (Image: Dustin Fuhs)

Meijer said the most important thing that Wine Rack does is connect Ontarians to Ontario wine country.

“There’s a couple of ways we do that. In our new stores, we’re putting more and more digital assets in so consumers can connect more directly. We’re piloting digital price tags and QR codes so we can connect consumers to a brand to hear about it from a winemaker directly to learn more (about wine). Digitally trying to connect all Ontarians to Niagara and Prince Edward County.

“And also through convenience. All of our stores are open on statutory holidays because people celebrate differently. They celebrate the way they want to celebrate. We want to be convenient and accessible for them. And also delivery options. Not everyone lives close to a Wine Rack store. As much as we’re spread out really well across the province, not everyone has one down the street so winerack.com offers a bunch of shipping options, we also have Skip and Uber for more immediate delivery but we really want to connect consumers digitally and physically as much as we can to wine region whether you’re in Niagara’s backyard or you’re in northern Ontario.”

Hudson’s Bay to Expand Zellers Pop-ups to All Remaining Locations

Zellers at Hudson's Bay Queen Street (Image: Dustin Fuhs)

Retailer Zellers will launch pop-up locations in all remaining Hudson’s Bay stores across the country in time for the upcoming holiday season.

Sophia Hwang-Judiesch

“We continue to see Canadians embrace Zellers, and are delighted by the experience of people discovering the amazing quality and style of the assortment we carry,”  said Sophia Hwang-Judiesch, President of Hudson’s Bay. 

“As I’ve said before, pop-ups are a key ingredient in our expansion strategy, allowing us to explore and test in new markets and fine-tune our offering before establishing larger format store locations. Our customers are in the driver’s seat – they will tell us how and where to grow.”

Zellers at Hudson’s Bay Ottawa Rideau (Image: Dustin Fuhs)

Currently, Zellers has 24 store-in-stores (and one more on the way) as well as 22 pop ups that opened earlier this year. 

As previously announced, a new Zellers store-in-store will open at Bramalea City Centre in Brampton, ON, on Sept 27. With these additional pop ups, 78 Hudson’s Bay stores in Canada will now offer customers a Zellers experience.

The retailer said pop-up footprints will vary from store to store, ranging from 1,000 to 2,800 square feet (with the exception of Queen Street in Toronto) depending on location. Zellers stores within Hudson’s Bay range from 8,000 to 10,000 square feet.  

“The pop-ups serve as strategic market tests to determine future Zellers store locations.,” said the company.

Zellers Pop-up at Pickering Town Centre (Image: Dustin Fuhs)
Zellers Display at Pickering Town Centre (Image: Dustin Fuhs)

The final Zellers pop ups within Hudson’s Bay will open by Sept 22, at the following locations:

Alberta

  • Calgary Downtown, Calgary
  • Chinook Centre, Calgary
  • Market Mall, Calgary
  • Southcentre Shopping Centre, Calgary
  • Southgate Shopping Centre, Edmonton
  • West Edmonton Mall, Edmonton

British Columbia

  • Coquitlam Centre, Coquitlam
  • Mayfair Shopping Centre, Victoria
  • Metrotown Centre, Burnaby
  • Orchard Park Shopping Centre, Kelowna
  • Park Royal Shopping Centre, West Vancouver
  • Richmond Centre, Richmond
  • Village Green Mall, Vernon

Manitoba

  • Polo Park Shopping Centre, Winnipeg

Ontario

  • Bayshore Shopping Centre, Ottawa
  • Centrepoint Mall, Willowdale
  • Conestoga Mall, Waterloo
  • Fairview Mall, Willowdale
  • Hillcrest Mall, Richmond HIll
  • Limeridge Mall, Hamilton
  • Markville Shopping Centre, Markham
  • Masonville Place, London
  • Oakville Place, Oakville
  • Sherway Gardens, Etobicoke
  • Square One, Mississauga
  • Woodbine Plaza, Toronto
  • Yorkdale, Toronto

Quebec

  • Carrefour Laval, Laval
  • Centre Laval, Chomedey
  • Fairview Mall, Pointe Claire
  • Montreal Downtown, Montreal

“One of HBC’s most beloved brands, Zellers holds a special place in Canada’s maple leaf-shaped heart. With a brand new zellers.ca website and 25 locations (to start!) within Hudson’s Bay stores across the country, customers can expect a helpful, playful shopping experience packed full of low prices day in, day out. With a core focus on design and value – and a hint of the nostalgia that Canadians know and love – Zellers is gearing up to become the new go-to, from lifestyle to home and almost everything in between,” said the retailer.