Retail Insider is streamlining its Canadian retail news from around the web to include a handful of top news stories that can be viewed quickly during the day. Here are the top stories from the past 24 hours.
The 300 square-foot store is the second retail location for the brand with its first store operating in Revelstoke, BC.
Pulse Boot Lab is known for the proprietary foot scanning system, known as the Pulse Fit System, a web-based application and 3D scanning system used to customize boot fittings.
Pulse Boot Lab at Fairmont Banff Springs Hotel
Kai Palkeinen
The Banff location also features over 300 ski boot configurations, custom insoles and liners and state-of-the-art ski gear including poles, apparel and heating accessories.
The store is staffed with hand-picked ski boot fitters who have been extensively trained in Pulse Boot Lab’s fitting methodology.
“Many skiers are wearing the wrong boot for their foot or a boot that isn’t properly fitted,” noted Pulse Boot Lab Founder, Kai Palkeinen. “Our trained bootfitters and technology take the guesswork out of finding the right boot.”
Pulse Boot Lab at Fairmont Banff Springs Hotel
Kara Anastasiadis
In the heart of Banff National Park, in the Canadian Rockies, the luxurious and historic Fairmont Banff Springs hotel has been a destination for over 130 years. The building was designated as a National Historic Site of Canada in 1988 and was purchased by Oxford Properties in 2006. Fairmont Hotels and Resorts continue to manage the property.
“Now in addition to offering world-class skiing, spa services and golf, skiers will be able to dramatically improve their experience by getting their boots expertly fitted or upgraded,” added Kara Anastasiadis, President, OvareGroup Outdoor.
“This is the first in a series of retail expansions across the OvareGroup Outdoor businesses.”
Pulse Boot Lab was founded in 2015 in Revelstoke, BC and is behind the Pulse Proflex, a successfully funded Kickstarter product that stiffens traditional ski boot shells. Pulse was purchased by OvareVentures in July 2021.
Pulse Boot Lab at Fairmont Banff Springs Hotel Pulse Boot Lab at Fairmont Banff Springs Hotel Pulse Boot Lab at Fairmont Banff Springs Hotel Pulse Boot Lab at Fairmont Banff Springs Hotel Pulse Boot Lab at Fairmont Banff Springs Hotel Pulse Boot Lab at Fairmont Banff Springs Hotel Pulse Boot Lab at Fairmont Banff Springs Hotel Pulse Boot Lab at Fairmont Banff Springs Hotel Pulse Boot Lab at Fairmont Banff Springs Hotel Pulse Boot Lab at Fairmont Banff Springs Hotel Pulse Boot Lab at Fairmont Banff Springs Hotel
Woody the Talking Christmas Tree at Mic Mac Mall (Image: Mic Mac Mall)
An iconic piece of history in Atlantic Canada has returned this Christmas season.
The beloved Woody the Talking Christmas Tree is back at Mic Mac Mall in Dartmouth, NS, after its departure about 15 years ago – and it’s got people talking not only on the East Coast but internationally as media from many places have picked up on the story.
Woody the Talking Christmas Tree at Mic Mac Mall (Image: Mic Mac Mall)
“After Woody’s departure, he still had quite the fan following and there were local fans that kept him alive every year through social media and remembering and commenting on him,” said Tamitha Oakley, GM for Mic Mac Mall.
Tamitha Oakley
“And all of those children that had come to see Woody back in the day between the 80s and the early 2000s, they’re all grown and have children and grandchildren of their own, and they want to bring their children to come see Woody. He’s been such a beloved character to the Maritimers. It was our point to really bring him back in 2021, given that it has been such a challenging couple of years and some dark times.
“We really want to bring some light back to the Maritimers.”
The mall, which opened in 1973, is about 674,000 square feet and currently has about 113 businesses and services. The mall was purchased by the Ramia family, a local developer, in September of this year.
Mic Mac Mall (Image: Mic Mac Mall)
Woody the Talking Christmas Tree at Mic Mac Mall (Image: Mic Mac Mall)
Image: Mic Mac Mall
Woody stands just over 50 feet and is located in the centre court area of the shopping centre. Woody answers any questions that people have. There’s a walkup area where anyone can come up to talk to Woody and ask him any questions when he’s awake at different times of the day. It’s a one on one conversation.
“I think Woody came in the early 80s once the third floor was built. So somewhere around circa 1983. He came every Christmas with Santa to wake up and talk to the families and children who visited the mall,” said Oakley. “He retired to the North Pole in 2006. The ownership did a revamp of the holiday decor and they retired Woody at that time.
“We had been wanting to bring him back for a few years now and with the new owners they’re very passionate about the property, they have lots of wonderful development plans, and they were eager to bring the mall back to where we were at in its heyday which also includes Woody the Talking Christmas Tree. So it was a priority for them.
Woody the Talking Christmas Tree at Mic Mac Mall (Image: Mic Mac Mall)
Woody the Talking Christmas Tree at Mic Mac Mall
Image: Mic Mac Mall
“Woody has picked up some international media attention over the last few weeks since his return. Obviously locally in the Maritimes he needs no introduction, everybody knows him well. But he’s been (talked about ) on Jimmy Fallon, CNN and a couple of different news stations in the U.S. and being referred to in Australia. So he’s been making his mark internationally.”
Like other shopping centres across the country, Mic Mac Mall has seen an increase in traffic this year compared to a year ago. It’s a trend that real estate retail experts have been predicting for this Christmas shopping season.
“We had a lot of restrictions in place last year that reduced occupancy in the shopping centre. I think our return we did it safely given that we are still in a pandemic and we’ve worked closely with the Nova Scotia Health Authority to ensure that . . . We want people to shop safely and so there’s only a small area where people can enter to visit Woody and it’s all with health and safety protocols in place by the public health authority,” explained Oakley.
“Our traffic is close to 2019 traffic, pre-pandemic, but we’re not there yet. People are still cautious to shop and of course online shopping has become more prevalent in 2020, 2021.”
Alexander McQueen at Yorkdale Shopping Centre (Image: Alexander McQueen)
Kering-owned, UK-based luxury brand Alexander McQueen has opened its first Canadian storefront at Toronto’s Yorkdale Shopping Centre. The boutique features a range of apparel, bags, footwear and accessories.
The 4,000 square foot store’s design was conceived by creative director Sarah Burton in collaboration with the architect Smiljan Radic. Inside, McQueen clad mannequins hang from the ceiling throughout the store which the brand says references the narrative of the runway collections.
Heavy use of wood, including oak and walnut in light and dark shades, characterizes the store on floors and walls. The brand says that the wood in the store was intricately engineered to fit the space with seams barely visible and appearing to be “knitted together”. Changing rooms are located in glass cylinders lined with fabric taken from artwork designed by the Alexander McQueen studio in London, including a central change room that appears to be an art piece at the heart of the store.
Alexander McQueen Interior at Yorkdale Shopping Centre (Image: Alexander McQueen)
McQueen is located in the mall’s former J. Crew space between Montblanc and Burberry boutiques in the mall’s original luxury wing. Retailers across from the new McQueen include David Yurman and Richemont jewellery brand boutiques that include Piaget, Panerai, Vacheron Constantine, IWC, and Van Cleef & Arpels. The neighbouring Burberry store is currently being renovated, as is the David Yurman boutique across the hall. Nearby Cartier and Bulgari boutiques will also be expanding in 2022.
Alexander McQueen fashions are also carried at several upscale multi-brand stores in Canada — Holt Renfrew carries McQueen pieces for women in all of its stores in Canada with a particular focus on the Vancouver location, as well as some menswear. Nordstrom’s Vancouver flagship store features a women’s McQueen shop-in-store. As of December 2021 in Toronto, Saks Fifth Avenue’s downtown flagship features a McQueen women’s boutique on its third level as well as an area on the main floor for handbags. Montreal-based retailer SSENSE also carries an assortment of Alexander McQueen on its website.
Alexander McQueen Interior at Yorkdale Shopping Centre (Image: Alexander McQueen)
The Alexander McQueen brand operates standalone stores globally in major markets as well as concessions in upscale department stores. According to the McQueen website, most of the brand’s stores are in Asia while others are concentrated in Europe.
In the United States, Alexander McQueen operates 11 standalone storefronts in major fashion destinations, including on urban street fronts and in luxury shopping centres. In New York City, McQueen has stores at 747 Madison Avenue on the Upper East Side and at 71 Green Street in Soho. In Miami, McQueen has stores at the Miami Design District as well as at the luxurious Bal Harbour Shops. Three McQueen boutiques are located in Las Vegas at the Bellagio, Crystals and Wynn retail complexes. In Beverly Hills California, McQueen operates a flagship store at 457 N. Rodeo Drive, and the brand has a location at the upscale South Coast Plaza in Orange County. A standalone McQueen store operates at 58 Geary Street in San Francisco, and in Honolulu McQueen has a store at the popular and busy Ala Moana Shopping Centre. The historic outdoor luxury shopping centre Highland Park Village in Dallas is home to the only standalone McQueen storefront in Texas.
It is not yet known if Alexander McQueen will open any more Canadian stores. The Vancouver market would be the likely next target for a standalone store, as would Toronto’s Bloor-Yorkville area.
The Alexander McQueen brand was founded by fashion designer, Lee Alexander McQueen, in 1992. He became chief designer for luxury brand, Givenchy in 1996 and left the position in 2001. He received the British Designer of the Year award in 1996, 1997, 2001, and 2003, as well as CFDA’s International Designer of the Year award in 2003. French luxury conglomerate Kering acquired the Alexander McQueen brand in 2001.
Lee Alexander McQueen tragically died of suicide on February 11, 2010 at the age of 40 shortly after the death of his mother. Early on in his career, he partnered with fashion icon Isabella Blow while he gained the reputation of being an ‘enfant terrible’ in British fashion with designs such as the ‘bumster’ trouser. Blow, a good friend and noted magazine editor, took her own life in May of 2007.
Sarah Burton is currently the Creative Director for the Alexander McQueen brand. She was appointed Head of Design for womenswear at Alexander McQueen in 2000 and in May 2010, she became Creative Director of the entire brand having worked alongside Lee Alexander McQueen for more than 14 years. Burton was recipient of the Designer of the Year award at the British Fashion Awards in November 2011 and was named one of Time Magazine’s 100 most influential people in April 2012 and was awarded an Order of the British Empire (OBE) for her services to the British fashion industry in June 2012.
Diamonds Direct at CF Sherway Gardens, photo supplied.
Canadian diamond and fine jewellery brand Diamonds Direct® has announced that it is opening a new store concept at Square One in Mississauga in early 2022. It’s a significant move for the brand which several months ago unveiled a new storefront at CF Sherway Gardens in Etobicoke.
The new Square One Diamonds Direct store will occupy a prime location in the centre of the busy shopping centre with a storefront spanning an impressive 30 feet. The location will incorporate design elements also showcased in the CF Sherway Gardens location.
When it opens early next year, the Square One Diamonds Direct will showcase the brand’s complete offering of both earth-created and lab-grown diamonds, as well as its family of brands that include Jewellery Direct®, Gold Direct® and Watches Direct™.
Diamonds Direct also operates an e-commerce business at DiamondsDirect.ca and there are plans for more brick-and-mortar showrooms in major markets across Canada.
As communities in countries all over the world continue to take steps toward a post-pandemic environment, there remain some lingering issues. Not least of which, impacting both businesses and consumers everywhere, are disruptions to the global supply chain. Precipitated by the outbreak of the COVID-19 virus, and sustained by subsequent spikes in positive cases, the negative results have been highlighted most predominantly by container shortages, port congestion and price inflation. Though these challenges persist, exacerbating uncertainty and an unpredictability surrounding the current supply situation, the adversity faced by industries could yet yield some favourable outcomes with respect to reimagining and strengthening partnerships within the retail supply chain. In fact, according to retail industry and supply chain expert, Gary Newbury, the past year-and-a-half-plus has highlighted the significance of this need in order to create greater agility, efficiency and success for all.
“One of the biggest deficiencies within the current retail supply chain is the fact that the relationships between retailers and suppliers are very transactional,” he says. “It’s a type of relationship that creates a sort of one-off economic reality in which there is limited flexibility, hampering their ability to be agile and minimizing the cooperation that takes place. And, I think as a result of impacts of the pandemic, retailers are realizing strategies that will allow them to get to a different place, working with a number of suppliers in ways that they haven’t been able to very often up until now. During the early stages of the pandemic, the major grocers, which all have a very wide assortment of product but are provided from a very narrow source of suppliers, all got together to work with one another in order to help the consumer. Although this type of cooperation has since receded, all of the players involved got a real sense that this type of collaboration in the supply is possible.”
A shift in power
Newbury goes on to explain that as it stands, with spots of pandemic collaboration across certain sectors reverting back to pre-pandemic norms, the retail industry remains lightyears away from achieving such unity within the supply chain. He generally describes the current relationship between retailer and supplier as an “I win, you lose” scenario, adding that it’s one fueled by hyper-competitiveness and a lack of trust. However, he also points out that it’s at least in part the result of a shift in control and influence that occurred over time between the retailer and its manufacturing partners.
“When considering the way in which the modern supply chain works and the players benefitting most, we have to remember what the purpose of a retailer is,” he suggests. “When suppliers began producing product in big chunks, they used retailers to bring that product into market, break it up into bite-sized orders for the consumer to purchase. The retailer was simply the recipient of the product and presented it with the manufacturer holding most of the power. However, we seem to have gone a long way from that general setup with the power now in the hands of the retailer who, in many cases, make demands of their manufacturer partners and suppliers for the product that they want on their shelves. And their competitors are doing the same, creating at times a very tense and distrusting backdrop to these relationships. Retailers are there to work with national brands and their variants and labels to provide a service to the consumer. To most effectively do so, it would seem that the share of power needs to be a little more balanced.”
Openness and trust
As a result of this shift in power, the natural balance of supply and demand is actually skewed, allowing for the potential manipulation of supply and a misunderstanding of it among industry players. Newbury emphasizes the fact that collaborative thinking among competitors is not necessarily on the minds of those involved. However, he goes on to suggest that there are numerous benefits that could be uncovered for all stakeholders, including retailers and their manufacturer partners, allowing them to find collective efficiencies and opportunities. In addition, supply collaboration would also serve as a catalyst for enhancements that could be made to the customer’s journey and experience with the brands they shop with.
“The whole purpose of collaboration is to actually put your books on the table and share that information openly with others,” he says. “And it’s obviously very rare to see this in the retail environment among competitors or suppliers. However, it could be suggested that in doing so, competing retailers and their supplier partners could come together and collectively arrive at a much better position. This kind of thinking requires everyone to fairly share in the losses of a deteriorated market, but also the gains. The problem is that we’re nowhere near that level of honesty and trust within the industry to arrive at these meaningful partnerships and collaborations. If the lack of trust can be solved and overcome, then common tools can be used to share information and allow entire segments of the industry to react in a consistent way, eliminating influences like the bullwhip effect and other overreactions causing disruptions to the supply chain.”
Enhancing the customer experience
It’s a collaborative approach that makes a lot of sense considering the fact that there are often multiple suppliers and retailers sharing a common ground and goal. Commercially, on the other hand, when the bottom line is more times than not the determining factor in decisions that are made within organizations, the lack of openness and trust that exists is also understandable. It ultimately results in a hyper-competitive landscape in which the winner can take all. Despite this, however, Newbury underlines the fact that there are deficiencies and weaknesses within the current retail supply chain that could be overcome, conclusively improving the customer experience and elevating the trust within the consumer concerning the entire process.
“Within the current retail supply chain, there seem to be a number of isolated parties that don’t quite work together as effectively as they could,” he suggests. “There’s a lot of room for stakeholders involved to remove a lot of the friction from the process, find efficiencies, and ultimately remove friction from the customer experience. Of course, supply chains are generally quite complex, involving a number of different linkages and nodes of transport across a wide geography. It’s very intricate with a number of different relationships that need to be developed. Strengthening these partnerships to find those efficiencies is the biggest challenge for retailers going forward. And, in order to provide the seamless experience that customers are looking for from brands across channels, it’s got to be one of their top priorities.”
Avoiding overproduction
In addition to finding efficiencies within their supply, a collaborative approach with their suppliers could also result in a more holistic view of the global network, allowing them to identify opportunities, helping them move away from a single-sourcing model to achieve greater agility. However, Newbury adds that it also poses the potential to help alleviate fast-growing concerns among consumers around sustainability and supply transparency. It’s a part of the conversation that, he says, adds another layer of benefits attached to the idea of collaboration and information sharing, and one that he believes may prove to lead the industry toward this kind of approach soon enough.
“In order to arrive at this strategic way of thinking among stakeholders, those at the top of these organizations will need to embrace a new way of thinking. Part of that shift in mindset is going to require them to place greater emphasis on the sustainability efforts of their organizations. Consumers increasingly want to spend their money wisely on product. And they want visibility and transparency into where the product is coming from. In order for retailers to be able to provide that transparency, they need to develop a wider view of the supply network. This requires increased collaboration with their suppliers, and sometimes their competitors, in order to avoid overproduction. Historically, there are a lot of markdowns and clearance sales in retail which really ends up in a lot of landfill materials. And it’s really the result of not properly understanding demand and production. By incorporating the principles of information sharing, expanding the supply network, being price indifferent and by thinking of collaboration with suppliers in ways they haven’t done before, retailers can address many of the issues around sustainability, opening up an entirely new set of opportunities for the growth of their businesses.”
Florida-based t-shirt retailer Big Frog has debuted its first Canadian store location in the neighbourhood of Windermere in Edmonton.
The storefront is part of an expansion into Canada for the US franchise, which will see the brand grow strategically throughout the province of Alberta.
“We are excited to be the very first location in Canada,” said Shannon Marowitch. “We’ve built a really strong team which includes our designers Ayden and Albert, who have helped foster our amazing culture while creating an environment our customers and our staff love to be in. I mean, who doesn’t love a custom designed and personalized t-shirt that is made in minutes and you’re able to walk out with right away?”
Big Frog Edmonton Franchise Owners Shannon and Brian Marowitch
In addition to participating in the brand’s “Shop Local All the Way” campaign, the Edmonton location has committed to creating a long-lasting impact on the community in which it’s a part of.
“Not only are we contributing to the community, but we are also hiring young people and learning new things every day with them, thus fostering the growth of young business entrepreneurs,” Brian Marowitch said.
The Marowitch’s have been in the Edmonton-area business community for years, as they have been long-term partners in five Boston Pizza locations.
“New owners like Shannon and Brian are pretty much a dream come true for our established Big Frog franchise brand,” said Tina Bacon-DeFrece, Big Frog Franchise Group President and CEO. “With their deep business franchise system background, their community commitment and their professional passion, we know they will inspire success in their own shop and in the larger Edmonton economy.”
Big Frog Custom T-shirts & More of Canada Boutique
Big Frog Custom T-shirts & More of Canada Boutique
Big Frog is taking on the e-commerce exclusive brands with the individualization of brick & mortar locations and implementing familiar marketing that is known within the customizable apparel design industry. The company has implemented a strategy of no minimums or set-up fees on orders, a 24-hour turnaround, hassle-free customization and complementary 15-minute in-person design consultations.
“The process of moving the brand into the Canadian market was really a seamless experience for us,” shares Jessica Eggert, Big Frog Canada Director of Communications. “We are fortunate to have the support and expertise of our partners in the US, who have an incredible franchise system and offer endless support.”
“It has been phenomenal to see the opening of our first Canadian location be met with so much excitement and for the concept to be so well received within the community. Shannon and Brian’s business experience and passion for the brand has made this first opening a local success. They are paving the way for future Canadian franchisees – and having fun doing it!”
Retail Insider will be following the brand throughout the Canadian expansion.
Retail Insider is streamlining its Canadian retail news from around the web to include a handful of top news stories that can be viewed quickly during the day. Here are the top stories from the past 24 hours.
Italian luxury menswear brand Isaia has opened its first standalone Canadian store in Toronto’s Yorkville area. In an in-person interview, CEO Gianluca Isaia told Retail Insider that the brand is looking to also open a store in Vancouver.
The Toronto flagship opened in a unique heritage building at 77 Yorkville Avenue in November. An upper level spanning more than 1,500 square feet includes rooms housing the brand’s range of ready-to-wear, made-to-measure clothing, leather goods, accessories and footwear as well as a tailor shop. The lower level includes a social space resembling a bar spanning about 800 square feet called the Vesuvius Lounge with windows facing onto Bellair Street.
ISAIA Toronto, image taken from Yorkville Avenue (Image: Daniel Green)ISAIA Toronto upper level (Image: Daniel Green)
Gianluca Isaia
The Yorkville Avenue side of the building was built in 1867 and was originally the house of John Daniels, a constable for the village of Yorkville in the mid 1800s. A contemporary addition provides a juxtaposition in architectural styles while also expanding the space substantially from the size of the original residence.
Isaia replaced women’s fashion retailer Pink Tartan which occupied 77 Yorkville Avenue for about a decade prior to its closure last year. Before that, antique retailer The Paisley Shop operated in the space. Hanna Struever of California-based Retail Portfolio Solutions negotiated the lease deal on behalf of Isaia. The Savills Toronto Retail Team under the direction of Jordan Karp listed the space.
In an interview, CEO Gianluca Isaia said that he would like to open a second Canadian Isaia store in Vancouver, noting the strength of the market. Similar to Toronto, the brand would seek out a unique retail space ideally with heritage elements and other unique design features — globally, many of Isaia’s stores are showstoppers such as a location in San Francisco in the city’s only building designed by Frank Lloyd Wright.
ISAIA Toronto, Bellair Street-facing windows (Image: Daniel Green)ISAIA Toronto, Vesuvius Lounge (Image: Daniel Green)
The standalone corporate stores are meant to complement Isaia’s wholesale business in Canada according to Mr. Isaia. Toronto-based menswear retailer Harry Rosen carries the brand, as does Saks Fifth Avenue in downtown Toronto which was open as of December 2021. Luxury multi-brand retailer Nicolas on Cumberland Street said in an interview that he was denied the opportunity to carry the line in 2021 following the announcement of the new Toronto flagship.
Mr. Isaia said that the Toronto market is strong enough to carry the full collection of the brand, noting that it has become a global city with men seeking out luxury finds. The brand is priced at the high-end with suit jackets in the $3,500-$5,000 range, sweaters typically in the $1,000-$1,700 range, dress shirts are priced from $500, and trousers that start at about $675.
ISAIA Toronto, Yorkville Avenue doors (Image: Daniel Green)ISAIA Toronto, upper level ready-to-wear salon (Image: Daniel Green)
The brand is recognized by its tiny red coral logo which is considered to be a good luck charm in Naples. Isaia was founded by Enrico Isaia in Naples, Italy in 1920 as a fabric store. In 1957, brothers Enrico, Rosario, and Corrado Isaia relocated the business to a village near Naples and converted the brand to a men’s tailoring company. The business continues to be family run with 18 stores operating globally as well as stockists in some of the world’s most prestigious multi-brand stores.
Mr. Isaia said in the interview that the brand would look to continue opening stores globally as part of its expansion and that it would examine other markets in North America including Vancouver. A location in Chicago opened several months ago on prestigious Oak Street in the city’s Gold Coast which some compare to Yorkville in Toronto in terms of retail offerings and high-density affluent demographics.
Indigo becomes the first book and gift retailer on Uber, with over 70 locations available on the app across Ontario, Alberta, British Columbia and Quebec.
Andrea Limbardi, Chief Digital Officer at Indigo, said the retailer puts a strong focus on trying to make customers’ lives easier, “trying to make our customers’ lives more joyful’.
Indigo at Manulife Centre in Toronto – Photo by Dustin Fuhs
“And we hear from our customers that they’re incredibly busy, especially our busy parents who have so much going on. Kids to get to school, kids to help with homework, meals to put on the table. And the more convenient options we can give them in order to find the best books and gifts, the better,” she said.
Andrea Limbardi
“With our partnership with Uber, we can have their order to them in sometimes less than an hour. So really adding for them that incredible convenience.”
She said the orders are fulfilled directly from the stores locally which is why they can be shipped as quickly as an hour.
Indigo also has a partnership with Instacart which it launched a year ago which offers a similar service in all provinces across Canada where the retailer has stores.
Indigo Spirit at CF Richmond Centre. Photo: Geetanjali Sharma
Limbardi said the company’s growth in the digital area has been “outstanding” in the past two years.
“We have seen customers come to us in great numbers since the start of COVID for sure but even before then. Our customers, of course, over the course of the last couple of years have become so digitally savvy and we offer many conveniences on our digital platforms,” she said. “Whether it’s this same-day delivery, we also have ship to store and curbside pickup and obviously ship directly to customers’ homes.
“We just finished our second quarter a couple of months ago where our online sales were at 85 per cent above pre-COVID fiscal 2020 and we’re continuing to see strong results there.
“For us at Indigo, certainly our customers have been loving our online experience. One of our key strategic initiatives is around modernizing our digital platforms. So over the next two years we’re investing significantly in the modernizing of all of our digital platforms and with optimism and confidence that our customers are going to continue to choose shopping with us in an omni way because it’s not just about e-commerce or our store network. It’s how they come together and how that experience is easier, better, more seamless for our customers. So we’re investing in it from a full 360 perspective.”
UBER EATS APP OPEN ON SMARTPHONE
Indigo joins other national grocery and retail partners as part of Uber’s global goal to help people around the world go anywhere they want, and get anything they need. Last year, Uber shifted gears to bring grocery, convenience, prescriptions, personal care, alcohol, and more local commerce into the Uber Eats app alongside restaurants. Uber is currently partnered with over 400,000 retail shops and restaurants in more than 6,000 cities across 45 countries and six continents.
Lola Kassim
Lola Kassim, General Manager for Uber Eats Canada, said the partnership is an example of the company’s commitment to continue to innovate and build new partnerships so that Canadians can get anything more easily and faster than before.
“We’re really excited with this partnership, especially Indigo which is a beloved retailer for many Canadians. It is now going to be available through the Uber Eats. At Uber Eats, I think a lot of people would have noticed over the past couple of years, what we’ve been doing is really expanding beyond just being an app you go to get food when you’re hungry,” said Kassim. “We want to be the app that you go to when you want to get just about anything when it comes to local commerce.
“Over the last year we acquired Cornershop which is our grocery service. Now we’re expanding into categories beyond food and grocery . . . For us it’s just another way that we are expanding into that world of being the app where you can get anything.”
The new initiative is quite simple:
Step 1: Open up the Uber or Uber Eats app, and tap Grocery, or open up the Cornershop by Uber app.
Step 2: Select Indigo to view the catalog and available items.
Step 3: Add books, toys and gifts to your cart and check out.
Step 4: Sit back and relax while your books, toys and gifts arrive in as little as 90 minutes.
Indigo shoppers with an Uber Pass will receive $0 delivery for orders over $40.
“When we started it was just about ride sharing. Uber was the place where you tap a button, get a ride, move from A to Z. Then over the last several years of course Uber Eats has grown and I think we’ve really seen, particularly, through the pandemic, how much people are excited about the convenience of being able to order anything through an app. And we’ve also seen how merchants really benefit from having those extra avenues of revenue when people are able to be connected to the services and their goods through our technology,” said Kassim.
The service has expanded into many different areas like alcohol and in Ontario cannabis products.
“We will continue to see new innovative ways that we’re looking at expanding what people can get using technology,” she said.
