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Montreal-Based Denim Brand Parasuco Marks 50 Years: Feature Interview/Photo Retrospective

Image: Salvatore Parasuco

Legendary Montreal-based designer and businessman Salvatore Parasuco — best known for inventing stretch denim — is celebrating 50 years of creating the first commercial jeans laundry in Canada.

Pre-washing denim is an idea that “inspired the whole world,” said Parasuco, 69.

It’s “an industry that didn’t exist.”

The company will officially mark 47 years in the fashion industry in October.

Image: Former Parasuco Location in Montreal

Making jeans is a very complicated process, Parasuco said, noting there are roughly 40 steps involved.

It’s a skill he honed as a young Italian immigrant.

Parasuco’s family home became “the first jeans laundry because when I was calling laundries to see if they would wash my jeans they all laughed at me and threw me out,” he said.

Being “stubborn and driven, and my parents were — we were on welfare at the time — so I said ‘hey, let’s wash jeans at home and I pay you.’” 

The rate: 35 cents a pair “and we didn’t have a dryer,” he said.

“We lived in a tough area, so my parents had to stand guard all day under there watching the clothesline, and in the wintertime we had to wash and hang them indoors and sleep under them.”

Image: Salvatore Parasuco circa 1972

Parasuco was three-years-old when he arrived at Pier 21 in Halifax, settling in Montreal’s Hochelaga-Mercier district, a predominantly French area.

“My parents have third-grade education from the farms and my father was in World War Two, was a vet,” he said.

“So all they knew is ‘where do we get the next meal’?” 

One of six Sicilian children, he started working at age 10 due to his father’s poor health.

Parasuco was 14 when he began washing floors in a store.

Image: 19-year old Salvatore Parasuco in Italy

“I talked them into giving me a chance at becoming a sales clerk and eventually manager,” said Parasuco.

He ended up providing for the entire family by selling jeans out of his high school locker.

The brand was called Le Baron and they were $5.99 retail, said Parasuco.

A teacher and principal had to be convinced to let him support his family financially.

He said he told them he could peddle jeans or “do like the other guys, start selling drugs. I don’t want to sell drugs.”

Image: Salvatore Parasuco circa 1995

They gave him permission to turn his locker into a store “and it was good,” he said.

“Some weeks I was making more money than the teachers.”

Parasuco graduated high school and decided he was going to be a doctor.

But a summer holiday in Italy visiting his grandparents and relatives changed the trajectory.

Parasuco returned to Montreal, opening his first store, “PourLesDeux”, when he was 19 “and then I had to figure out a reason—it’s easy to open but then how do you grow? How do you do business?” 

“I needed a way to attract business and that’s why and how I tried my idea of pre washing jeans.”

In 1975 his label was born: Santana Jeans, known for acid-washed, sandblasted, black over-dyed and stretch denim. 

It was rebranded as Parasuco Jeans in 1988 after buying out his two partners.

“We barely finished high school … so we weren’t highly educated and we didn’t know that you have to register the brand in every country,” he said.

Parasuco said he had booked a show in New York only to find out the name Santana was taken stateside.

Image: Parasuco

“So my staff convinced me to use my family name, which was, I was a little bit shy of because they laughed at me in school with that name,” he said.

He did the show in New York and things took off in the U.S.

“So I had to run both brands simultaneously because Santana was very popular in Canada,” said Parasuco.

Five or six years later, “I put everything into Parasuco.” 

Santana is still alive and has been a private label brand for Costco for the past 20 years.

Backstreet Boys (Image: Parasuco)
Celine Dion (Image: Parasuco)

Parasuco Retail Inc. filed for bankruptcy back in 2015, closing seven stores while continuing to sell merchandise online.

“We decided to give up our 7 stores in 2015 to focus online, wholesale and private label. Unfortunately, to break the leases required, the ‘Parasuco Retail’ division was bankrupted as per our legal advisors,” he shared.

“The retail was only like 30 per cent of our business at that time, the stores,” said Parasuco, adding it had “nothing to do with wholesale.”

He also has a private label business “where we sell our services.”

Parasuco said he’s been focusing on growing the 70 per cent but brick and mortar is still important.

“I’ve gotta be with the right people,” Parasuco said, adding if an “experienced retailer with the infrastructure approaches me and wants to do a co-op with me, we’ll do it.”

Image: Parasuco

The company has remained innovative and agile, adding face masks, bomber jackets, ball caps, and toques in addition to denim.

“Because of COVID, I got into making tracksuits and more knits and more joggers and stuff like that and it took off,” Parasuco said.

Kids’ tracksuits have been introduced, banking on nostalgia.

Speaking of which, a mural celebrating Parasuco’s parents, Antonio and Gaetana, his siblings and the company’s early days was unveiled in downtown Montreal on June 2.

Image: Salvatore Parasuco Mural

It’s at the corner of Crescent and Sainte-Catherine Streets, where the flagship store used to be.

A sneak peak of the high-end outerwear collection, SP (his initials), will be on display.

Parasuco said he’s still working 80-hours a week and will be launching the SP line in January at Pitti Uomo in Italy.

“It’s an exciting time right now in our company,” he said.

Image: Salvatore Parasuco

Retail Leasing Fundamentals Improve in Toronto as Supply Tightens: Report

York St at Queens Quay W (Image: Dustin Fuhs)

Reduced supply and increasing demand has led to a tightened retail space market in Toronto.

After mass vaccinations prompted a turning point last year, the Toronto leasing retail market should continue to see rental strengthen and vacancies decline in 2022, said a report by commercial real estate firm JLL. Developers continue to be pickier about the products they put on the market as some now emphasize essential-oriented retail properties. In 2020, supply quickly adjusted to subdued demand, as many retailers put expansion on hold and construction costs began to rise.

“In an environment where retailers have until recently felt the heavy hand of federal and provincial governments, retail leasing activity in Toronto remains reduced from pre-pandemic levels. The recent Omicron wave hasn’t helped improve the environment either. The expectations now are that leasing activity will gradually improve as provinces drop most of the mandates and less interference takes place,” said the report.

“Asking rents continue to strengthen quarter after quarter despite a pause in Q1. The market is increasingly tight with fewer retail completions, which remain at a fraction of 2019. Due to the reduced supply, availability rates continue to decrease.

Queen Street (Image: Dustin Fuhs)

“The trend to move in remains stronger than the trend to move out. Following strong consumer demand growth last year, many businesses continue to expect increases, sometimes significant, in their sales in 2022. Future sales indicators have improved, and businesses have felt supported both by greater domestic and foreign demand. Net absorption remains relatively stable at a positive, reduced level. Most retail properties continue to be popular, especially those with direct outdoor access close to the shoppers’ homes. Over the past year power centres, neighbourhood centres, and general retail were the places where retailers most moved in.”

Paul Ferreira, Senior Vice President at JLL, said the retail market in Toronto continues to improve. Coming out of COVID, it seems to be in a position where it has stabilized. 

Paul Ferreira

“There’s much more looking forward than looking back in the minds of retailers and in the minds of landlords,” he said. 

“Not a lot of talk about COVID anymore. Just talk about where landlords have some vacancy to fill or where they may be contemplating some redevelopment, and the retailers where they need to start implementing their post COVID strategies, whether that’s rationalizing their store network, replacing some stores that maybe they feel they need to reposition moving forward.

Yonge Street in Toronto (Image: Dustin Fuhs)

“I think we’re very much from a retail real estate environment in a go forward position.”

Ferreira said there are much higher levels of traffic in downtown Toronto today but it’s still nowhere near pre-COVID levels. It’s still nowhere near where people hoped it would be at this point in time.

“It’s up to the major employers to be driving that return to office in downtown Toronto. That includes the big banks. I think a couple of them have now brought their employees back – at least in a hybrid format. A couple of others are soon to do so. And as the banks drive their employees downtown that will drive more traffic from other employers in the downtown core,” he said.

“We still haven’t seen whether tourists will be coming back. We anticipate, we hope tourists will come back. That’s a big component of the downtown (food and beverage) and retail sales in any given summer. We’re seeing a lot more in-country tourism happening of people coming but we’re still yet to see the international traveller come back in any way.”

Yonge Eglinton Centre (Image: Dustin Fuhs)

The JLL report said malls have stabilized after losing ground to other retail properties during the past year. Vacancy seems to have bottomed out, and there is increased leasing activity in malls. Retailers are taking advantage of the available space left after the pandemic. 

Overall, the availability rate in the market was 2.4 per cent in 2019 before the pandemic hit, climbed to a peak of 2.9 per cent in 2020 and is back down now to about 2.5 per cent.

“Construction slowed during the pandemic as costs limited supply. In 2021, Toronto was one of the metro areas most affected by rising construction costs, and the Toronto construction price index for non-residential building rose by 15 per cent. Contractors attributed the higher costs primarily to rising labour costs resulting from skilled-labour shortages and to rises in the price of steel products, impacted by supply constraints,” said the report.

“In addition, the accelerated increase in construction prices has affected retailers’ decisions to move into a new space, as they must now consider the additional costs associated with space buildout.”

The Well at Front & Spadina (Image: Dustin Fuhs)

Ferreira said the food and beverage sector has been active throughout COVID primarily on the quick service and fast casual. As some stability is coming to the market, there are a number of full service players out there looking to enter the market.

“I think we’ll see the restaurant sector move to its post COVID status and the consumer tastes will reflect that. They changed their habits quite a bit during COVID and they’re starting to show what their habits are coming out of COVID, how often they want to eat out, is the delivery to homes still a mainstay. I think we’re starting to see where that is going,” he said.

“There’s a lot of fashion retailers out there that are trying to figure out what the future hybrid work environment means for daily dress. We’re clearly not all buying sportswear every day like we were over the last two years but are we going to see formal workwear in the office setting coming back?”

Sectors such as fitness and arts and entertainment are looking to grow again as the economy comes out of the pandemic.”

Future Chipotle Location in Liberty Village (Image: Dustin Fuhs)

Food services in Ontario continue to rebound as it recovered in 2021 almost half of what it had lost in sales in 2020. Food services sales in 2021 remained 16 per cent down from pre-pandemic levels, mostly due to the ban of indoor dining. Although Omicron depressed food services sales in early 2022, they are expected to gradually rise and peak in August like in previous years, said the JLL report.

“Foot traffic continues to gradually rise after plummeting right after Christmas. Major cities in central provinces like Toronto continue to lag Atlantic and western cities in terms of visitation to retail and recreation places,” said JLL. “Many are returning to downtown for the first time since the fall and office occupancy has increased since March. However, there is concern that a hybrid return to the office might overload scaled-back transit on Tuesdays, Wednesdays, and Thursdays, which have been popular picks for in-person meeting and networking.

“Downtown hotels are seeing rising occupancy as the number of sporting events, parades, and festivals scheduled for 2022 increases. This past March, occupancy was above 50 per cent ‒ more than 30 percentage points higher than in March 2021. As we continue to see increased activity on Bloor Street, rents continue to climb back towards 2019, although rates remain below $300/square foot. Landlords hope to attain pre-covid rates within the next two years. 

“In turn, available space in the Bloor-Yorkville node has trended down, becoming more visible throughout this year and the next, when deals are finalized and new stores open. Incoming retailers include first-to-market The Webster, Paris Baguette, and Lafayette 148. In 2024, Lululemon will open a new flagship at Bloor and Yonge, spanning 12,100 square feet over three floors.”

After experiencing little leasing activity during the thick of the pandemic, Queen Street West is seeing steady recovery and rent rates hold up well. Several retail properties have been sold between 318 and 364 Queen Street West, added the report.

Poor Customer Experience at Retailers Drive Shoppers to Competitors: Kustomer Study

Photo: Shutterstock/licensed

If there’s one thing retailers should know about the future of customer experience, it’s that customers will be in the driver’s seat.

Customers today are empowered and emboldened to do business with companies that treat them well.

Kustomer, a customer relationship management company which was recently acquired by Meta, is helping many of the world’s leading brands embrace that trend by providing tools to improve their customer service and experience.

Andrea (Paul) Salerno

“Our software can truly power modern customer service experiences,” said Andrea Paul Salerno, Senior Manager of Content Marketing for Kustomer. “Kustomer has a single timeline view where you can see every interaction that a customer has had with you in the past, whether that’s customer service conversations or purchases or preferences. You can have very personalized one-on-one conversations. In the old way of customer service, you would lose the history of what came before with each new conversation. That’s no longer feasible.  

“It saves a ton of time for customer service agents because they have everything they need to know in one single view. We’re also very omni-channel. So every possible channel you can work in is aggregated into our system. You can service someone via email, then switch to social media, text messaging, and not lose the context of that conversation. It’s a much more modern experience. When customer service channels are siloed, it’s not only frustrating for the customers, but also the agents.

Kustomer provides its technology to some of the leading direct to consumer retailers – the businesses that put consumers at the centre of their business.

A recent survey by Kustomer found that 79 per cent of CX professionals believe the role of customer service to fuel business growth will become more important over the next three years – delivering an exceptional experience is more important than ever.

Image: Kustomer UX

“Especially after the pandemic, it’s becoming more and more of a differentiator as businesses went online and the Great Resignation happened and people, with inflation, are feeling they’re paying more and getting less. Customer service, and the customer experience, can truly be a differentiator. People don’t care if you’re a mom and pop shop or Amazon, they still expect a convenient experience, a personalized experience, and if you’re able to deliver on that, it can be a huge differentiator for a brand,” said Paul Salerno.

“We have a ton of research on how quickly consumers are willing to just leave a business altogether and never shop with them again after one bad experience. It’s getting more and more important, especially in a digital-first world.”

Paul Salerno said personalization is going to play an important role in the future – personalized experiences are an acknowledged weak point for service organizations today.

The top challenge that CX organizations want to solve is customers’ need to repeat information. This reflects their current biggest weakness, which is data scattered across too many systems, as well as lack of personalization.

To personalize a customer’s experience, you have to know the customer — and that requires data. A platform that brings all the data about a customer into one place helps customer service agents understand the context of a customer’s conversations and helps them deliver more efficient, proactive and relevant service.

There’s no need to waste the customer’s or agent’s time by asking for repeat information. Instead, that information is available at the click of a button, allowing the agent to personalize the customer’s experience by giving fine-tuned advice, addressing problems proactively, and suggesting other products or services the customer might enjoy. The result? An efficient but personal interaction that builds a lifelong customer relationship. 

The Kustomer report also found that 84 per cent of CX leaders predict personalization will become more important over the next three years.

“Customers just prefer real human interactions over everything else. They don’t necessarily want to think of your brand as just a faceless entity. They actually want to connect with it and feel like they’re part of some sort of community,” said Paul Salerno.

“CX professionals are saying that’s the future of our business, ensuring you’re not only hearing what a customer has to say but you’re truly listening and you’re able to have these experiences that feel much more personal, feel much more human.”

Image: Kustomer

In the digital-first economy, both businesses and consumers are starting to adopt a new mindset around the role of CX, added the report. Customer service agents are no longer simple problem solvers when something goes wrong. 

“They now build relationships, reflect company values, and even deliver consultative support. Businesses must ensure they have tools in place that can not only delegate busy work to technology, giving CX agents more time to tackle challenging inquiries, but also surface relevant insights to agents so they are able to deliver personalized and human experiences when necessary,” explained Kustomer.

The Kustomer report also found that 52 per cent of organizations are preparing to be able to service customers via live video over the next three years; 43 per cent of organizations are preparing to be able to service customers via virtual assistants (like Alexa or Siri) over the next three years; and 26 per cent of organizations are preparing to be able to service customers via virtual reality over the next three years.

The study found that 81 per cent of CX organizations report that reducing wait times is an extremely important priority to achieve within the next three years. No doubt, waiting on hold with customer service is a tale as old as time, one that provides a surefire way to create an angry customer. And amidst the labor shortage and pandemic curveballs, wait times have only been exacerbated.

*Retail Insider partnered with Kustomer for this content.

Video Interview: What Do Retailers in Canada Have To Do Today To Survive And Thrive?

Video Interview: What Do Retailers in Canada Have To Do Today To Survive And Thrive?

Liza Amlani, Principal/Founder, Retail Strategy Group, discusses what retailers have to do today to survive and thrive.

Amlani talks about biggest mistakes retailers are making today, their biggest challenges, trends in the industry, impact of supply chain issues and how rising costs will impact consumers.

The Video Interview Series by Retail Insider is available on YouTube.

Connect with Mario Toneguzzi, a veteran of the media industry for more than 40 years and named in 2021 a Top Ten Business Journalist in the world and the only Canadian – to learn how you can tell your story, share your message and amplify it to a wide audience. He is Senior National Business Journalist with Retail Insider and owner of Mario Toneguzzi Communications Inc. and can be reached at mdtoneguzzi@gmail.com.

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Retail Changed Substantially Over the Course of the Pandemic and Future Predictions: Eric Morris of Google Canada

Eric Morris at RCC STORE Conference 2022 (Image: Retail Council of Canada)

Over the last few years, the Canadian retail landscape changed forever, says Eric Morris, Managing Director of Google’s Retail practice in Canada, leading sales, operations, research, strategy and analytics.

E-commerce surged during lockdowns and peak COVID periods and while the pandemic has subsided e-commerce is well above historical rates in Canada, said Morris. 

Eric Morris

“It’s 14 per cent of all retail sales. That’s double where we were just a few years ago,” he said. “That shift towards e-commerce has been very durable. 

“Canada’s e-commerce moment is now. We said that in 2020 and that was true through 2022. E-commerce and retail in Canada has changed forever. Related to that, the broader digital transformation isn’t just an e-commerce story only.”

Morris was one of the guest speakers at the recent RCC STORE Conference put on by the Retail Council of Canada.

He said a large number of people are coming online to research products in stores whether they buy it online or in-store. That’s a transformation from where the industry was a few years ago.

“Canadians are increasingly turning to digital channels to discover brands and products whether they want to buy it online or in-store,” said Morris.

People are tending to search online now before going to a store. This is not only browsing for products but also to see if the products they want to buy are available in the store that they choose. This trend has accelerated during COVID and is one of those “durable changes” in the retail landscape, added Morris.

He also said video is playing an increasingly more important role and about 70 per cent of shoppers in Canada purchase from a brand after watching a video on YouTube. 

“What’s interesting here is shopping online used to be something that was very sort of methodical and functional. Increasingly with video, whether it’s with YouTube or elsewhere, shopping has become more immersive, more engaging, more fun due to more content from brands and stores and creators,” he said.

“We live in a world where people want choice. They want choice in brands, choice in stores, choice in whether to buy something online or in-store. Choice to work from home or to work from an office. So we want more choice than ever. I think digital gives us those choices and I think it’s incumbent on successful retailers to give consumers as much choice as possible – what they buy and how they buy it, whether it’s online or in-store. Those are the attributes of the most successful retailers that we work with.

“Canadians are returning to stores and stores have reopened. Sometimes a store is more convenient whereas with e-commerce I can get something delivered to my house in a day or two. A store let’s me get something right now. I think that’s really important. Related to that, we want those store visits, those trips to stores, to be efficient and purposeful. If we’re going to a store, we want to make sure the item we want to buy is in stock. That is a new habit that has been formed, Canadians going online to see if the product is actually available in-store.”

Those are the broad trends retailers are experiencing these days heading into the holiday season. And that holiday season is a long one beginning with the back to school sales that can start in August right through to Boxing Day and Boxing Week.

Best Buy Black Friday 2021 (Image: Dustin Fuhs)

“I liken holiday shopping to this. It’s a marathon and not a sprint,” said Morris. “It’s no longer just about a peak day, Boxing Day or Black Friday or Cyber Monday or Cyber Week. It’s a holiday shopping season. 

“And the retailers we see driving the most success are the ones who start early. They lean into early holiday shopping intent. They rise to the occasion on those peak moments, that being Cyber Week, and they continue to push hard to capture last-minute shoppers and last-minute gifts. It’s about doing all three of those well. I think the retailers that do that, they win the holiday shopping moment, they win sales and they win share.

“It varies by category. People shop differently for clothing than they do for toys, than they do for appliances. So we really encourage retailers to understand the products they sell, when do people start shopping, when does it start to increase, when does it peak.”

Morris said it is also important that retailers focus on their best customers. Retailers need to win new customers. Critical to the success of every retailer and brand is to introduce new customers.

Digital Flyer Signage at The Bay on Queen Street (Image: Dustin Fuhs)

“We’ve observed really from the start of COVID, and it’s continued to this day, 40 per cent of Canadians have recently shopped for a new brand or at a new store,” he said. “We’re increasingly discovering new places to buy things. And so we encourage retailers to have a new customer acquisition strategy to build sort of future customers and future high value customers. It starts with acquiring new shoppers.

“That’s one element. The second would be to focus on your best customers. Every retailer knows that some customers are more valuable to them than others. They shop more frequently or they spend more and we encourage those retailers to have a different customer experience, experience online, in-store, different emails, different marketing, different offers to cater to your best and most valuable customers.”

He said retailers have to increasingly think about online and in-store together. No one knows what the fall will bring. If there will be another variant or if COVID turns again and what that dynamic would look like between stores and e-commerce.

“So we really do encourage retailers to think customer centric and not channel centric,” said Morris. “And have a strategy that optimizes for total sales whether they occur online or in-store.”

‘East Coast Lifestyle’ Brand Building Headquarters as it Sees Considerable Growth in Consumer Demand: Interview

Image: East Coast Lifestyle

East Coast Lifestyle, based in Nova Scotia, is expanding and building its first headquarters in Bayer’s Lake, Halifax. 

The CEO of East Coast Lifestyle, Alex MacLean, started the company in 2013 studying at Acadia University. One of his classes focused on creating a design representing the East Coast. With an $800 loan from his father, MacLean was able to buy and design blue hoodies to sell to his friends, family, and people around his school.

“The goal was to only sell thirty hoodies”, MacLean said. But these thirty hoodies turned into the East Coast Lifestyle Brand. After the first hoodies sold, MacLean used the money to buy sixty more, and then 100 more. Suddenly Sydney Crosby asked for a hoodie, and it was a steep climb from there. 

“The brand took off like wildfire, “says MacLean. “It was just a steep incline and I had to learn a lot of things on the fly. I was literally having to order hundreds of hoodies. This gave me the opportunity to really put more money into the clothing brand and try different colour hoodies and shirts.”

With Sydney Crosby wearing the logo and national news attention, MacLean had a lot to learn – and quickly. One of the challenges was to find a trademark lawyer so he could secure the East Coast Lifestyle logo.

“We were really getting knocked off by dozens and dozens of people after Sydney Crosby and the news interview,” says MacLean. “People were doing Newfoundland Lifestyle, New Brunswick Lifestyle, Alberta Lifestyle, there was even an E Coast Lifestyle with a piece of toast in the middle, there was everything you can think of.” 

With the protection of the trademark, MacLean was able to secure his brand and logo which has since come a long way from just being a class assignment and will be celebrating their 10thanniversary next year. 

New Developments 

During Covid-19, East Coast Lifestyle started new projects such as expanding the brand to include alcoholic beverages and chips. So far MacLean says they have sold over 600,000 bags of chips in just over a year, and they are all made locally in New Brunswick. 

“East Coast Lifestyle got into 2,000 new stores across Canada, but not with shirts and hoodies, it was with chips,” says MacLean. “It allowed us to sell a lot more clothing because the brand went through the roof with all these new stores.”  

The biggest development is the new headquarters for East Coast Lifestyle that will be breaking ground at the end of this month. It will be located on Bayer’s Lake and on the number one bike path in Nova Scotia – the BLT Rails to Trails

Customers will be able to enjoy the new development as in addition to the main store, it will include a basketball court, a coffee shop, East Coast beverages, picnic tables, and they are “going to make it a very inviting and a hopeful destination for people,” says MacLean. 

Being Proud of Where you are From 

Image: East Coast Lifestyle

“The whole premise of the brand was about being proud of where you are from,” says MacLean. “Nobody had really branded the East Coast at all in terms of clothing. There is a lot of Nova Scotia shirts or Newfoundland shirts, but there was really nothing for the East Coast.”

As a sports fan, MacLean wanted to create a brand people could be proud of, just like a sports team has their fan logo – MacLean wanted a logo that represents the East Coast. 

“In the East Coast there is no professional hockey teams, basketball teams, football teams, soccer teams, and we don’t have a logo where we can all wear and represent,” says MacLean. “I wanted to create a brand that allowed all four Atlantic Canada provinces to really represent where they are from proudly.”

Awards, 13 and Counting 

East Coast Lifestyle has won 13 awards since starting in 2013. 

The awards include Student Entrepreneur National Winner in 2014, EY Emerging Entrepreneur of the Year in 2015, Start Up Canada High Growth Award in 2016, Atlantic Business Magazine’s Top 50 CEO, and just recently MacLean also won the Go Daddy Entrepreneur of the Year in Canada. 

“Some of those awards have given me my favourite moments so far, like going to the White House to meet Barack Obama,” says MacLean. 

MacLean was at the Entrepreneurs’ Organization’s Global Student Entrepreneur Awards where he was the 1st Runner Up. He got the attention of President Barack Obama and was invited to the White House along with members of Shark Tank. 

“It was crazy, I was 22 years old, and I was the only Canadian who got to go down. Just being in the White House was neat, the whole experience was very surreal. I was very young and just in shock the whole time,” says MacLean. 

What is next for East Coast Lifestyle? 

In addition to the new store development, MacLean says East Coast Lifestyle has recently released its Bauer hockey collection which includes hoodies, shirts, hats, and a duffle bag. 

East Coast Lifestyle will also be releasing a golf collection this summer and customers can expect to see it in stores in about two weeks. 

“Our focus is bringing to life new products and exciting people and keeping people off their toes so definitely keep your eye out for new products,” says MacLean. 

As for expanding the brand, they are going to focus on brining stores to the East Coast of the United States. They will also be looking to expand throughout Canada by adding a store to a new province each year. 

Image: East Coast Lifestyle

The best thing that has happened with the brand, MacLean said, is how the logo connects the East Coast community, no matter where you are. 

“We hear a ton of cool stories about people who have met people because of what they are wearing, the East Coast Lifestyle, and it is fun,” says MacLean. “It is my favourite part because everyone usually has a good story about when they had a hoodie on somewhere and someone started a conversation, like that is really cool to hear.” 

Thankfully for East Coasters, MacLean did not stop after receiving a passing grade. Everyone can enjoy the logo and can now represent the East Coast throughout the world! 

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Canadian Apparel Sales Forecasted to See Strong Growth Over Next Several Years: Trendex Report

CF Toronto Eaton Centre (Image: Dustin Fuhs)

Canadian apparel sales rebounded in 2021 and are forecast to continue to grow in the coming years, according to a new report by Trendex North America, a marketing research and consulting firm.

Sales in that retail category plunged by 23.6 per cent in 2020 as a result of the pandemic but came back with a year-over-year gain of 16.2 per cent last year.

Trendex is forecasting annual gains of 14.8 per cent this year, 5.0 per cent in 2023, 2.9 per cent in 2024, 1.5 per cent in 2025 and 1.8 per cent in 2026.

Winners Homesense at Avalon Mall – (Photo Crombie REIT)

Randy Harris, president and owner of Trendex North America, said that beginning in March 2021 the Canadian market returned to “normalcy as consumer demand began to increase and stores were opened.”

Randy Harris

“Two channels of distribution in 2021 went in different directions. In 2021, the off-price retailers such as Winners, OFF Fifth and the Rack, gained market share but the previous year in 2020 they lost market share,” said Harris. “And the very simple reason for that is that off-price retailers had no e-commerce offering. As a result with e-commerce booming, the off-price retailers lost market share.”

He said e-commerce sales decreased in 2021 and off-price retailers rose. The net effect is a return almost to normalcy pre-COVID when it came to the channels of distribution. 

“Luxury apparel sales rebounded slightly last year but they weren’t as much up as the total market. And the reason we have relatively low growth in 2021 for luxury apparel is that foreign tourism almost completely was at a standstill,” explained Harris. “With no Chinese, with nobody coming in, that hurt the luxury apparel business. 

“The other thing that hurt the luxury apparel business is the growth of luxury apparel resale. So all of these platforms where you can buy a used GUCCI dress or a Prada bag, are eating into the regular retail sales of luxury apparel retailers. This is a change that nobody is reporting but I think it makes sense to everybody who thinks it through.”

Huge Boss at Yorkdale Shopping Centre (Image: Craig Patterson)

Harris said there is no inflation with apparel prices. As general inflation heats up, it’s not affecting apparel directly but it is in the sense that the consumer has less discretionary money and that means less spending on apparel.

“Inflation overall will affect the demand for apparel in the long term,” he said.

Last year, there were three major market share winners in the Canadian apparel sector – Winners, lululemon Canada and Aritzia Canada, explained Harris, adding that Reitmans’ (Canada) strategic initiatives over the past two years began to pay off in the second half of 2021.

The Trendex report said Old Navy’s failure to increase its share last year was directly related to its year-long logistic problems that limited the retailer’s inventory. Walmart’s failure to gain share was due to Giant Tiger’s apparel related initiatives and Walmart’s less than compelling apparel e-commerce offering. Roots could have lost share last year but given its performance at the end of 2021 it is well positioned to gain share in 2022.

Dufferin Mall Walmart Supercentre in Toronto (Image: Dustin Fuhs)

“Roots’ fourth quarter report reflected a lot of the changes that they made last year and I’m confident that this will be a good year for Roots coming up,” said Harris.

He said three things could affect the Trendex forecast for this year – the growth of resale apparel, an extremely high rate of inflation overall, and the possibility of collateral damage as a result of the war in the Ukraine.

“They’re three issues that are there but you don’t know how to quantify them and put them into some type of statistical model if you will,” added Harris.

“There will be continued growth in the buy now, pay later option that up to 50 per cent of Canadian retailers are now offering their customers. This is an interesting change with buy now, pay later because all research has shown that the consumer spends more money than they normally would if they avail themselves of the buy now, pay later option. It’s a new phenomena that’s no more than two years old in Canada but growing very fast. 

Discount Sign at Forever 21 at Hudson’s Bay Queen Street (Image: Dustin Fuhs)

“We’re also seeing foreign retailers once again coming back into Canada but it’s got to be noted that the invasion of foreign retailers will have minimal effect because most of these retailers that are coming in from Europe or Asia are opening one or two stores only. And none have the potential if you will of an H&M, or a Uniqlo or a Zara in terms of number of stores. But the number is up and will continue to grow this year but it will have minimal effect on the market.”

He said that in the future some brands will increasingly open their own stores in Canada.

“We’ve had this with people like Nike and Adidas and we’ve had it with some women’s apparel brands, the good ones. I think you’re going to continue to see them follow the Canada Goose model and have more control over their own destiny by having their own stores,” said Harris.

“That’s a longer term trend but you’re beginning to see it happen.”

Canadian Tire Corp. Launches 1st-Ever Activewear Brand: Interview

Forward With Design at Sport Chek (Image: Canadian Tire Corporation)

Canadian Tire Corporation has launched its first-ever active activewear brand Forward With Design, which has been designed, developed and incubated in-house for active, on-the-go Canadians.

“Knowing the lines between work and play are often blurred, Canadian Tire Corporation brought together its top talent to develop an activewear brand rooted in versatility,” said Anthony Wolf, Vice President, Product Development at CTC. “Forward With Design not only highlights our in-house brand-building capabilities, it delivers a customer-centric collection that combines style with functionality, mindfully designed to transition with Canadians throughout their daily activities.

“I think that was an important part of the brand that blend of style and performance and the name itself captured that Forward With Design. This is a brand designed to move you forward in your day no matter where your day takes you and design and style and looking good and feeling good are part of that. That’s really the purpose of what we set out to do.” 

Forward With Design at Sport Chek (Image: Canadian Tire)

Forward With Design’s full assortment for women, men and kids is now available at over 200 Sport Chek and Sports Experts locations across Canada and online.

Anthony Wolf

Canadian Tire said Forward With Design apparel was built from the ground up in just over 900 days from concept ideation to full brand launch. 

“On the heels of CTC’s Better Connected strategy, the goals were to design and deliver world-class products that reinforce emotional connections with customers, and to create a brand that transitions seamlessly wherever life takes Canadians,” said the company.

“Sport Chek, part of the Canadian Tire Group of Companies, is the exclusive home of Forward With Design’s three capsule collections – Push, Friday and Free. Each functional, yet interchangeable capsule incorporates sustainable fabrics and responsible production methods combined with style, comfort, and convenience.”

Forward With Design at Yonge Dundas Square (Image: Canadian Tire)

Wolf said Canadian Tire’s purpose is to make life in Canada better. He said he’s very fortunate to run a team that is focused on designing and engineering products that serve a number of the company’s brands.

“We’re always looking for opportunities, always looking for new customers to target, new opportunities in the market . . . The interesting thing with Forward With Design is that is exactly what its impetus was. We had a recognition that there’s a new customer, someone we later named the active nomad, who is somebody that transitions through different parts of the day,” he said.

“They’re constantly moving between work, working out and going out. And they bounce back and forth between those and they were sort of underserved because they were always on the go, always on the move, carrying various bags and equipment, and trying to seamlessly transition through different parts of the day. There was nothing really meeting the needs of this customer. 

“So we started with this very strong sort of customer insight around the active nomad and sought to build a range of solutions, active lifestyle essentials as we call them, with a range of products to help them in this quest to pack everything into their day, fit everything in and transition seamlessly.”

Forward With Design at Sport Chek (Image: Canadian Tire Corporation)

Wolf said the focus was not to think of it as an athletic or athleisure brand but think of it as a solution for a specific pain point for people. It has grown to include athleisure wear, a range of apparel, hydration, self-care and a range of products.

The retailer described the three collections this way: 

  • The Push collection focuses on elevated activewear built for the active generalist with high-intensity in mind;
  • The Free collection focuses on relaxed loungewear for the in-between moments in life, with a focus on sustainable fabrics, trend-driven silhouettes, and fashion-forward colours; and
  • Fusing clean, minimal design with activewear technologies, the Friday collection is transitional work-leisure designed for life on the move.
Dale Skulsky

“We’re continuously striving to bring our customers the highest quality products to support their healthy, active lives, and couldn’t wait to bring Forward With Design into our assortment,” said Dale Skulsky, Vice President Purchasing, Sport Chek. “Forward With Design not only complements the Sport Chek brand promise, but brings a complete product offering to our customers that’s rooted in active-style, quality and mindfulness.”

Wolf said the customer for this new brand is a mix of male and female with it skewed slightly more female. The assortments cater to men, women and children. 

“Customers who place a high value on wellness, fitness, physical wellness and mental wellness, as part of their life and are busy and active. They’re constantly moving from one place to another,” he said.

Forward With Design at Sport Chek (Image: Canadian Tire Corporation)

Wolf said the brand has focused on sustainability and inclusive sizing. 

“Good for our customer and good for the planet,” he said. “We’re on a journey on this like most companies but we’ve used Forward With Design as an opportunity for us to really push the bounds of material choice, choice of some manufacturing processes, or low impact dyeing, in terms of including that into our assortment. That’s a really important pillar of the brand – it’s sustainability focus.

“As well as inclusive sizing. We’ve got sizing that is much broader than might typically be expected and the goal here was to make sure that this met the needs of all Canadians. We really wanted to include everybody in their pursuit of wellness. We wanted everybody to have an opportunity to enjoy these products.

“It’s a blend of style and technical performance. All products, no matter which part of the assortment, whether it’s our core assortments or our capsules, we have three capsules . . . they all have a slightly different flavour to which part of the day you’re sort of leaning into. But all of them use sustainable materials where we can. They also use technical fabric. So the products have a huge style focus, making sure that they look great, that they’re on trend in terms of colour . . .  but in addition they’re using technical fabric. They all have anti-odour, four-way stretch, a lot of technical features built into the right products to make sure they are comfortable to wear, that they move with your body, they fit great whether you’re sitting on a Zoom call or whether you’re doing squats as part of your workout.”