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Indigo Unveils First-of-its-Kind Beauty and Wellness Shop-in-Store in Vancouver: Interview/Photos

By
Mario Toneguzzi
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Indigo store on Robson Street in Vancouver. Image: GoToVan via Flickr

Indigo, Canada’s largest book and lifestyle retailer, is launching what it describes as the first of its kind Beauty and Wellness shop at the Indigo Robson Street store in Vancouver.

The company said the new initiative, in about 1,300 square feet of space, offers customers an elevated beauty and wellness shopping experience, curated with an expanded assortment of must-have beauty and wellness essentials.

“The new Robson and Beauty Wellness shop takes a shop-in-shop approach. It’s beautifully designed, giving customers an opportunity to explore the expansive assortment and test and interact with the products, with everything they’re looking for all in one place,” said Pam McDermott, Merchant Vice President of Lifestyle.

Photo: Indigo

“Indigo introduced the shop as a response to increased customer demand and excitement about our existing assortment. Whether it’s a great book or an exciting new product, Indigo has remained focused on providing customers with the essentials that support them on their individual wellness journey, whether they’re just starting out or know what they’re looking for.  We believe that self-care, beauty, and wellness are for everyone. Our goal is to continue to expand our offerings and connect our customers with the best possible assortment of books, brands, and products we know they’ll love, and we’re thrilled that the new shop does exactly that.”

McDermott said Indigo has seen a consistent and increased interest in the Vancouver market for beauty and wellness that continues to grow.

“As one of our more recently opened locations, the Robson store has the space to grow this business in a significant way. In creating this Beauty and Wellness Shop, we’re able to offer an interactive environment where customers can gather, shop the assortment and engage with the product in a meaningful way. The space also gives us the opportunity to give retail presence to categories that have traditionally only been available online, helping to build awareness of the wellness assortment as a whole,” she said.

“While Robson is the only store with a shop of this scale, many of our stores across the country have a great in-store wellness experience with a similar assortment and selection of brands that customers can shop and enjoy.”

Photo: Indigo

Katharine Poulter, Chief Commercial Officer, Indigo, said the retailer’s beauty and wellness business has seen consistent, increased customer demand as the self-care category continues to grow throughout and beyond the pandemic.

“This shop is a natural extension of our existing book, beauty and wellness business. We know that our customers turn to us for information and resources, as well as curated products, to help them live their lives on purpose. We’re excited to offer the Vancouver community an elevated in-shop experience and an even broader assortment of brands to support them on their wellness journey. Whether they’re just starting out or are seasoned beauty and wellness shoppers, there’s something for everyone,” she said.

Indigo said some of the best brands in beauty and wellness will be available including Origins, Shiseido, Bala, Therabody, The Detox Market, Three Ships, Patchology, Blume, Foreo and Bushbalm.

The first Indigo location opened in Burlington Ontario in 1997. Indigo Books & Music Inc., as it exists today, was created in August 2001 upon the merger with Chapters Inc.

As of January 1, it operated 88 superstores under the banners Chapters and Indigo and 85 small format stores, under the banners Coles and Indigospirit.

In its most recent financial results, Q3 for fiscal year 2022 and the 13-week period ended January 1, revenue for the quarter increased $65.3 million or 17.9 per cent to $430.7 million compared to the same period last year, and $47.0 million or 12.2 per cent to pre-pandemic levels (13-week period ended December 28, 2019.)

Indigo reported net earnings of $45.1 million ($1.62 net earnings per basic common share) compared to net earnings of $30.7 million ($1.11 net earnings per basic common share) last year, an improvement of $14.4 million or 46.9 per cent.

Natural Grocer ‘The Sweet Potato’ Opening 2nd Toronto Storefront with Plans for Expansion: Interview

By
Mario Toneguzzi
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The Stack Toronto, rendering: thestack.ca

The Sweet Potato, a neighbourhood natural grocer stocking local and organic produce, meat and dairy, plus gluten-free items, will be expanding this year into its second location as the anchor retail tenant at Toronto’s newest luxury apartment rental community, The Stack.

Midori Miyamoto, Marketing Manager for the grocer, said there is no firm date for the opening of the new location but it likely would be by November of this year.

Rendering of the Bayview store, image supplied

The Sweet Potato has been at its current Vine Avenue location for about five years in about 10,000 square feet of space. Its second location at 730 Hillsdale Avenue East at Bayview will be about 16,000 square feet. 

“We’re a local, independent, owner, natural and organic food store, “ said Miyamoto. “We’re a community-based business.”

She said the company’s focus on local produce and locally-grown foods is a good match for the neighbourhood, which is underserved in that area and has a sophisticated palate.

Ali Fieder and Calvin Holland of Avison Young are representing The Sweet Potato in its Canadian expansion and negotiated the lease deal for the retailer. The team at DWSV Realty negotiated the Bayview lease deal on behalf of the landlord.

The Sweet Potato began about 15 years ago as a small organic weekend market in High Park, in the west end of downtown Toronto. It then moved into its first location of about 3,000 square feet but years later moved the operation into its current 10,000-square-foot space on Vine Avenue in The Junction.

Jay Brown, Owner of The Brown Group of Companies which is behind the development of The Stack, said The Stack, in the Leaside neighbourhood of Toronto, is a project near and dear to his heart as it has taken so much of his time from the land assembly to the development and construction.

“It was really, really important to me that I got the right retailers,” he said. “I didn’t want a revolving door of people who go in and out. And retail is tough. It was getting tough even before COVID and COVID sort of kicked that into high gear. But I really wanted the right mix of retail and the right retailers.

Rendering of the Bayview store, image supplied

“I went out to The Sweet Potato store with my wife and my daughter and I was immediately impressed at the products that they carried and the way it looked. It’s really sort of farm to table, organic, with an emphasis on healthy lifestyle brands and I was really, really impressed.

“The Junction area has a lot of similarities with Leaside. So we started talking to the owners and they’re terrific people. They’re really passionate about what they do. They’re really invested in what they do and they really seem to care and have a real pride of ownership and it just seemed to be a great fit for this building and this neighbourhood.”

The Stack has 146 apartments and about 18,000 square feet of retail at grade. The rest of the retail space of about 2,000 square feet will be taken up by Maker Pizza.

Residents started moving into the project on April 1.

According to The Sweet Potato’s website, at 16, Digs Dorfman worked after school, stocking the shelves of his grandfather’s grocery store. As a lifelong Type 1 Diabetic, Digs has always been passionate about finding tasty, healthy, and affordable food, so as a part-time high-school gig, it was a natural fit (pun intended) with his interests and lifestyle, it said.

“After a young adulthood working in the Montreal and Toronto music scenes, he surprised himself by finding his way back to the family biz, when in the Spring of 2005 he started running the High Park Organic Market,” said the company.

“Over the next few seasons, Digs began to feel more and more like a part of the community as he got to know the many kind and interesting neighbourhood residents who would pass by each week. At the same time, he began to feel more and more that eating well shouldn’t cost a fortune, and started forming strong relationships with local farmers who were just as passionate about healthy food as he was.

“But people would always ask: where are we going to go to buy healthy food once the market shuts down at the end of the season? How about a local place where we can shop year-round? So, he bought some old fridges and some old wooden shelves and opened The Sweet Potato a few months later just north of the park in a cozy little neighbourhood known as The Junction.

“Three weeks after opening, Digs hired a brilliant temp named CJ to help him organize the new office, and as it turned out, the two worked really well together. Digs asked him to stay on as an office manager, and as the store grew, CJ became an increasingly integral part of its operations. Nine years later, they’re business partners with an amazing and vibrant team of staff and managers working beside them.”

The Sweet Potato moved in the fall of 2017 into the 100-year-old building on Vine Avenue, which was just around the corner from the original location, and added a bakery, a butcher, a fancy cheese island – and space for two carts to pass each other in the aisles.

Harvey’s QSR Restaurant Chain Looks to Add 200 Locations in Canada in National Rollout

By
Mario Toneguzzi
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Image: Harvey's

Since 1959, Harvey’s has been a staple of the Canadian quick service restaurant industry and even through the pandemic the iconic national brand has continued to grow its footprint across the country.

David Colebrook, President of Harvey’s, said the food establishment opened about 10 new locations in the past two years and has about 300 now in Canada with plans to grow to about 500 within the next few years.

David Colebrook

“We’ve had great success in the last two years. Obviously as things were locked down we were still allowed to do takeout and drive-thru, primarily. So Harvey’s has fared very well and has been one of the fastest growing QSR burger chains in Canada over the last two years,” said Colebrook.

“The last two years have been very difficult on the overall restaurant industry, the food service industry, with the impact of COVID and the closure of dining rooms. Restaurant people in general are some of the most entrepreneurial and adaptive people you will ever find. I think people managed through it whether it was takeout or delivery all those sorts of options of how they kept their businesses going.

“The key thing for Harvey’s, because we have drive-thru and or takeout, it allowed us to still be open and serve Canadians. Obviously when COVID first came in March 2020 everyone was significantly impacted but QSR as a whole was able to rebound including Harvey’s. Full service restaurants had a much more difficult time because of the dining room situation.”

Image: Harvey’s in Stoney Creek, Ontario.

Colebrook said the company’s target is to grow significantly in Canada from coast to coast.

The brand is not represented in BC but plans are to eventually grow into that market as well.

“We are looking to get to our long-term goals of around 500 units which we think is a good target for us and achieve that in the next five to 10 years,” he said. “And we’re very focused on it. Constantly looking at sites, looking at partnerships and we’re open to different formats and different sizes. It doesn’t have to be just a one size box with a drive-thru. We’re open to inline opportunities as well as gas station additions and other options like universities and colleges, many different types of formats in order to grow.”

Rendering: Harvey’s
Rendering: Harvey’s

Colebrook said Harvey’s has had a great growth platform over the last few years by first and foremost focusing on what made it famous and made it grow into a great brand originally more than six decades ago which is customization, quality and a flame-grilled burger.

“That has been the pillar of the growth. The other key pillar of the growth has been making a difference in our community which is another part of our mission,” he said. “We’ve done a lot of things, particularly I would say in the last two years, to really amplify that part of our strategy.”

It’s donated to the food banks in Canada. By the end of this year, it will have planted 84,000 trees in the country to reduce the carbon footprint. Almost all the packaging is made using recycled materials. It also sources primarily Canadian ingredients where it can. The Harvey’s RV has also been driving across Canada giving away burgers to frontline workers throughout the pandemic. And it has raised money for youth hockey and supported the Professional Women’s Hockey Players Association.

Video Interview: Arlene Dickinson Discusses What She Looks for When Investing in Companies

By
Mario Toneguzzi
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Video Interview: Arlene Dickinson Discusses What She Looks for When Investing in Companies

Arlene Dickinson, CEO of Venturepark and Managing General Partner of District Ventures Capital, discusses what she looks for in a venture when she is investing in companies.

Dickinson talks about the food, health/wellness and services industries, the state of entrepreneurship, being a judge on the Dragons’ Den TV show, and the future of entrepreneurship.

Youtube video

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 Commercial Real Estate Sector in Canada Recovering Following Pandemic Chaos: Report/Interview

By
Mario Toneguzzi
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Rue Sainte-Catherine (Provencher_Roy, CIMA+S.E.N.C via Montreal.ca)

Retail was one of the commercial real estate sectors that suffered the most during the COVID-19 pandemic but has exhibited signs of sheer resilience and recovery, says a report by commercial real estate firm Colliers. 

“With the progression of vaccine rollouts and ease of public health restrictions, many indoor spaces reopened, and there has been a stellar increase in foot traffic. People are swiftly moving back to their normal commuting patterns, and the caution from travel is subsiding. Consumers continue to spend on goods, food, entertainment, and recreation. A sentiment of hope and confidence is returning among consumers, retailers, retail landlords, and investors,” says the 2022 Retail Outlook.

Jane Domenico

Jane Domenico, SVP & National Lead, Retail Services with Colliers, said retailers are entrepreneurial at heart.

“They saw change coming and they shifted and changed their operating business. When we couldn’t get masks, we saw a lot of people change to producing masks and selling masks. Things of that nature are part and parcel of being a strong retailer,” said Domenico.

“And retail has been evolving. The change that was brought on by COVID is an acceleration of those changes. So once retailers were thinking about their online presence and their click and collect programs, what it did was accelerate those changes and accelerate those plans.

“When people think retail it’s all lumped into one big bucket. But I would say there are four types of retail. There’s the enclosed mall fashion, there’s the necessities retail and then there’s large format which is a mixture of the fashion tenancies and the necessity tenancies together. And then there’s podium or street level retail. Each of them had opportunities and things about their nature that allowed them to pivot and change to meet the COVID economy.”

Domenico said the lack of bankruptcies experienced in the past two years is the story of the retailers as they shifted throughout the pandemic and came out in a new way.

The Colliers retail report said there has been a strong economic recovery with robust growth in the labour market, a boost in home-grown and foreign consumer demand and a greater adaptation of ecommerce. An increase in spending, foot traffic and consumer confidence paved the way for a potential reset. Even though retail vacancy rates are expected to continue to decline, and rental rates are expected to stabilize across the country in 2022, there are concerns to be aware of, it said.

Those concerns include: Omicron has slowed down activity through the start of 2022, though the severity of its forces will be lesser compared to previous waves; with supply chains bottlenecking again in the first quarter of 2022, Canadian consumers should expect delayed shipments, higher prices, and less stock in their local stores and online; and labour shortages continue to pose a dominant issue for retailers and restaurants. 

Domenico said supply chain challenges in the past two years have changed both the retailer and the consumer.

“Smart consumers went to stores and bought the products that they wanted for the holiday season of 2022 or they chose to do a click and collect program versus delivery,” she said. “I think click and collect will remain to be a very popular and more affordable option for both the retailer and the consumer . . . This is the first time that the just-in-time model has really shown its problems when there’s a disruption . . . Supply chain is probably one of the biggest factors that our retailers are going to be having to manage and work around. 

“It’s an opportunity for Canadian manufacturers to hopefully fill the need for our retailers.”

Domenico said retailers will be looking to ensure that their employees are being treated properly to keep them there. But there are so many jobs available now and it’s really an employee marketplace.

“So smart retailers will ensure that they’re offering their employees a safe and secure workplace and the shopping environment for their consumers. They will be proactive ensuring that their hourly rates are market based. All these things still cost money and put further pressure on the retailer but if you don’t have good people in your stores or in your delivery channels and in your distribution network, you can’t get the product out and therefore the consumer will have dissatisfaction,” she said.

“So concentrating on those items and trying to retain employees is going to be key.”

Domenico said that for the first time this summer the country will see tourism returning. That will potentially improve retail sales across the board. 

The Colliers report said international shipping costs had already been rising for several years before the onset of the COVID-19 pandemic, which only exacerbated the situation, exponentially increasing transportation expenses. 

“Supply chains were severely affected, especially at the height of the pandemic in 2020, and the trend will continue well into 2022. The following are the main factors that are currently affecting international shipping rates. There is a global shipping container shortage, few alternatives to ocean freight, especially when it comes to transporting low-cost products, and the demand for international shipping which skyrocketed in 2020, hasn’t slowed down. These factors have resulted in higher prices for consumers’ goods and services,” it said.

“Canadian shoppers have more choices on where to buy products than ever before. They can go to their local mall, order online for delivery, or even order online and pick up in-store. Shoppers also have more options for returning their purchases – they can mail them back or return them to a nearby store. Since the beginning of the COVID-19 pandemic, most Canadians have increased their online shopping, and according to Canada Post, parcel deliveries rose by more than 24 per cent in the first eight months of 2020. Delivery of all those online purchases means more courier vans are emitting more greenhouse gases contributing to climate change. A study by Deloitte found that the environmental impact of shopping in-person at a traditional brick- and-mortar mall can be up to 60 per cent more environmentally sustainable than online shopping.

“The study found that several factors, including increased returns (40 per cent) of online purchases versus seven per cent in the case of brick-and-mortar) and additional packaging contributed to ecommerce’s negative environmental impact. At the same time, mall shoppers buy, on average, 3.5 products per trip and visit other places on their way to the mall, which lowers the emissions related explicitly to their mall visit because their outing was divided between multiple stops.”

Colliers said Canada’s retail vacancy rate declined 100 basis points from year-end 2020 down to 7.7 per cent in Q4 2021. With the lifting of many more public health restrictions expected in the first half of 2022, retail fundamentals will continue to improve across the country as more consumers return to shopping and dining in restaurants, it said.

“Many big and small retailers have closed their stores across Canada through the past couple of years. Unfortunately, we keep hearing about more stores closing permanently or filing for bankruptcy because of the pandemic. The upside is that many brands have expanded in Canada in the past year, and many more have major expansion plans or plan to enter the Canadian market for the first time in 2022. As a result, we expect vacancy rates to continue to decline in 2022,” added Colliers.

“Retail rents across provinces depict a fast rebound in 2021 after a significant dip in 2020. The government set up multiple platforms to aid businesses, including rent relief, wage support and loan programs. Yet, many small businesses and restaurants continued to experience closures due to the accumulation of debt and the inability to create an online presence. Rents should continue to stabilize in 2022 as they continue to move closer to pre-pandemic rates.” 

Michael LeBlanc Discusses RCC STORE Conference 2022 as it Returns In Person

By
Mario Toneguzzi
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As many will attest, the retail industry in Canada has been profoundly impacted by the ongoing COVID-19 pandemic.  

Because of the changing retail landscape, it’s more important now than ever that people in the retail industry gather to discuss those changes and what they mean for the future.

“Retail Council of Canada’s annual STORE Conference, this year on May 31 to June 1, 2022 at the Toronto Congress Centre, is the perfect occasion for the industry to bring everyone together to discuss the critical topics affecting retail today,” said retail expert Michael LeBlanc, Founder and President of M.E. LeBlanc & Company, top retail influencer, podcaster, and Senior Retail Advisor with Retail Council of Canada.

“The modern retail customer is savage and a savvy operator. Roger Martin, who is a favourite retail strategist of mine, talks about consumer behaviours as declining assets on your balance sheet. What they used to do, how they used to shop, and what they value, has been altered if not transformed by the COVID era. The challenge in front of us is to understand the difference between short-term accommodations to these unusual times in our lives, versus longer-term systematic changes of consumer behaviours and structure. This to me is what it all boils down to, and what – as an industry – we need to address,” observed LeBlanc. 

“We know that COVID accelerated a bunch of things – ecommerce of course being the poster child for that. We know some of that is sticking around. But, what we know less about, is what behaviours have changed forever. I think what’s irrevocably been changed, in terms of how consumers shop, is the role of social media platforms, the role of influencers, and that the “pre-shop” element has become even more interesting and, in some ways, more complex.

“As I often tell retailers I speak with, ‘I don’t know what you’re spending on social media or influencers, but double it, just double it’. And here’s the paradox; those platforms are getting so expensive that retailers are now turning to stores for customer acquisition.

“The cost of customer acquisition was so high through the social platforms that the large marginal dollar is now better spent on a great location, in a great mall, with lots of great traffic. Fascinating, isn’t it? Very different from pre-pandemic. Very different from 10 years ago. These are topics that will be explored at RCC STORE 22, and which I know will sparks tons of new ideas and discussions,” emphasized LeBlanc.

More information on RCC STORE 22 can be found on the STORE Conference website.

In past years prior to COVID, over 2,500 retail leaders from across Canada regularly attended the STORE Conference.

This year, more than 75 speakers will talk about today’s pressing retail challenges. The agenda will include sessions on: innovation in store operations, leveraging the newest technology frontiers, changing values for employee and customer experiences, customer insights, and supply chain fortification.   

“Right now, more than ever, our industry needs the kind of insights that RCC’s STORE Conferences are so famous for initiating. The combination of world-renowned retail thought leaders’ information-packed presentations, exhibitors sharing cutting-edge retail solutions, plus the informal conversations that are remarkably easy to initiate at STORE will be especially powerful this year, said LeBlanc.  

“I can’t stress this enough for retailers. It’s the chance to get your team together in a retail learning environment. Many head office support teams have been virtual, are now moving to hybrid, and are looking for opportunities to get people together to build teams. Team rapport and ideas don’t happen in the boardroom or head office anymore. Bring everybody you can to STORE. Get them together. Not at a random event, but at the best-in-class retail event.”

LeBlanc said RCC STORE 22 is also an opportunity to help build professional networks and retail careers.  

“You can’t learn that stuff from YouTube and we’ve been missing the in-person learning experience for a couple of years,” said LeBlanc. “If you want to develop your career, develop your insights, and develop your team, come to RCC STORE 22. “ 

To be part of this year’s in-person RCC STORE Conference in Toronto, visit https://storeconference.ca for tickets. Take advantage the advanced rates by booking by April 29, 2022 and save $100.

*Partner content. To work with Retail Insider, email: craig@retail-insider.com

Canadian Retail News From Around The Web For April 25th, 2022

By
Retail Insider
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Canadian Retail News From Around The Web

News at a Glance

Retail Insider is streamlining its Canadian retail news from around the web to include a handful of top news stories that can be viewed quickly during the day. Here are the top stories from the past 24 hours.

Adidas Launching ‘Halo’ Concept Stores in Canada: Interview with President Alim Dhanji [with Renderings]

By
Mario Toneguzzi
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Adidas at CF Toronto Eaton Centre (Renderings: Adidas)

The new concept ‘halo’ store by retail sportswear giant Adidas is closer to opening its nearly 13,000-square-foot space at the CF Toronto Eaton Centre, joining 69 stores worldwide with the unique initiative.

Alim Dhanji

Alim Dhanji, President of Adidas Canada, said the halo store concept has been in the market for many years. 

“The inspiration behind the halo store opening this summer for us will be the brand’s best expression and it brings diversity, credibility, sustainability through product, design, experience all under one roof,” he said.

Future Adidas Halo Store at CF Toronto Eaton Centre (Image: Dustin Fuhs)
Adidas at CF Toronto Eaton Centre (Renderings: Adidas)

Lesley Hawkins, VP Retail for the company, said the store is on the first level at the bottom of the escalators in the mall where the prior Urban Planet space was located.

Lesley Hawkins

“This is really our opportunity to offer consumers the latest innovations in footwear and apparel. But beyond that, it’s also an opportunity to tell the stories of our Toronto communities and we have a lot of different communities throughout the Greater Toronto Area,” said Hawkins. “And our ability to engage with those communities through this store, we will be doing that through a digital print shop. We actually have a Toronto City shop which will have unique Toronto inspired products that will be available there. 

“There will also be a community meeting space. Throughout the whole store you will see a lot of digital touchpoints and this will really allow the consumers to really experience a fully immersive journey with very much a sustainability lens . . . and throughout the store you’ll find that there is space for every member of the family whether you’re looking for some products and some experiences of what the true heritage of our brand, with our original collection, or there’s a very interactive young athlete area or quite frankly the ultimate fan zone space as well.

“There is a lot for everybody in all corners of the store.”

Adidas at CF Toronto Eaton Centre (Renderings: Adidas)

Adidas opened its first halo store in New York City on 5th Avenue in 2016, and have subsequently opened many halo stores in key cities around the world including Dubai and London most recently.

Currently the company has 29 locations in Canada from coast to coast. The locations are a mixture of being in shopping centres, street fronts and strip malls.

“As we look at  our opportunities within Canada and we look at specific trade zones within Toronto as being a key city for us and Vancouver as a key city for us, we looked for areas that had high density but also a meaningful opportunity for us to connect with our consumers and the Eaton Centre provides that opportunity of bringing together high traffic as well as we get lots of tourism within the Eaton Centre,” said Dhanji.

“It created a perfect opportunity for us to connect with our consumer.”

Adidas at CF Toronto Eaton Centre (Renderings: Adidas)

Hawkins said the new halo store will open towards the end of June.

“It will be branded with the Badge of Sport logo that you would normally see both inside the store, on the front facade and also there’s an exterior facade as well. Internally, we refer to it as a halo store but it really is a brand store,” she said.

Dhanji said when the company looks at its overall fleet of stores globally and designing the type of experience it wants to deliver to consumers, the retailer thinks about ‘halo’ as being a full expression of its brand.

“As we think about concepts and what Canada has today and what we’re bringing to market as we expand our fleet, we’re also revitalizing our existing fleet and that’s bringing new store concepts to life within Canada. So that includes the original collection which really does showcase our heritage of the brand. We’re going to be looking at Sneaker Collect for that true sneakerhead and also very excited with our Terrex brand for the outdoor enthusiast and that’s going to be a first for North America. So really excited about bringing the full range of concepts for the Canadian consumer to experience with Adidas,” he said.

Adidas at CF Toronto Eaton Centre (Renderings: Adidas)

Hawkins said the retailer’s other new stores this year will be a blend of brand concept, premium factory outlets and a new concept it will be unveiling in the near future.

“We will be opening more stores this year throughout the country. Another additional four stores,” said Hawkins. “And there will be more retail growth over the coming years which halo will be one of the concepts that we’re going to bring to life. And there will actually be multiple different concepts that we will bring but halo really is our pillar concept. It really does offer that premium, immersive experience.

Dhanji said the brand is excited about the opportunity in Canada for Adidas to continue to grow. 

“Consumers are demanding a truly omnichannel experience. We will be expanding our retail footprint over the next four years. What we want to do is ensure that we’re in the right place at the right time for the right consumer,” he said.

“The consumer is looking for an omnichannel experience where it’s seamless for them to navigate online but also have an experience touch point within our stores and offer that seamless ability to order and pick up or return in store. We’re certainly with the expansion of our fleet going to be able to deliver more of that omnichannel capability.”

The CF Toronto Eaton Centre Adidas location has a number of positions available for the Opening Team, including Visual Merchandising, Back of House, and Part Time & Full Time Retail Sales Associates. Interested applicants can visit Careers.Adidas-Group.com for more information.

Podcast: Retail Insider Marks 10 Year Anniversary, Retrospective with Founder Craig Patterson

By
Retail Insider
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Podcast: Retail Insider Marks 10 Year Anniversary, Retrospective with Founder Craig Patterson

This week Craig and Lee talk about Retail Insider marking 10 years of operations, including how the news platform got started and some memorable happenings in the Canadian retail industry during that time.

Craig Patterson founded Retail Insider in April of 2012 in Vancouver. Operations are now run out of Toronto where Patterson relocated in 2016. This spring Retail Insider is launching Retail Insider the magazine and other initiatives will also be announced this spring.

The Weekly podcast by Retail Insider Canada is available on Apple Podcasts, Stitcher, TuneIn, Google Play, or through our dedicated RSS feed for Overcast and other podcast players. Also check out our The Interview Series podcast where Craig interviews guests from across the Canadian retail landscape as part of the The Retail Insider Podcast Network.

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Drop us a line at Craig@Retail-Insider.com. You can also rate us in Apple Podcasts or recommend us in Overcast to help more people discover the show!

Background Music Credit: Hard Boiled Kevin MacLeod (incompetech.com). Licensed under Creative Commons: By Attribution 3.0 License. http://creativecommons.org/licenses/by/3.0/

How Ghost Kitchens Can Help Struggling Restaurants: Op-Ed

By
Retail Insider
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Image: Lightspeed HQ

By Ryan Moreno, CEO of Joseph Richard Group and Meal Ticket Brands

As any restaurant worker or owner can tell you, the Covid-19 pandemic has sent devastating shockwaves throughout the entire hospitality industry.

Following the initial shutdowns in March 2020, the month of April brought the lowest sales period for the industry in over two decades. Sales improved the following year but were drastically slowed by the third and fourth Covid waves that eliminated in-person dining. As of 2021, more than half (51.2%) of food and beverage services in Canada stated that they did not know how long they could continue operations before having to consider closure or bankruptcy. An additional 81% took on additional debt due to the pandemic, with 60% of table-service restaurants operating at a loss.

These numbers and the lasting effects of Covid-19 restrictions can be seen in today’s industry through business closures, staffing shortages, and unfortunately a decreased number of unique independent businesses. The negative impacts trickled down to also impact foodservice operators and suppliers across the country. As the industry re-emerges, business owners and industry suppliers are working to pay off their increased debts and lower operating costs to get services and profits back to pre-pandemic numbers.

A new trend emerging out of this has been an increased reliance on food delivery and take-away solutions. Canadian hospitality data shows that traditional restaurants are seeing annual growth of 11.45% when it comes to food delivery services. By definition, food delivery services refer to any method of take-away experience, whether that is third-party delivery apps, first-person delivery, or pick-up from the location. With most restaurants choosing to partner with third-party delivery services like SkipTheDishes, DoorDash, and Uber Eats, they’re forced to make the difficult choice between meeting customer demands for increased delivery options and losing 20% of profit to the third-party services or not realizing that incremental revenue potential

Big Rock Brewery in Liberty Village (Image: Dustin Fuhs)

Restaurant owners are looking for new ways to tap into this growing trend without having to sacrifice a significant profit margin. This search for a middle ground has opened the door for new opportunities, specifically strategic partnerships between virtual brands and traditional restaurants. Restaurants typically lose 20-25% of profit when partnering with third-party delivery services for existing menus. By introducing a new stream of revenue using ghost kitchens, the surcharge is less impactful to the pre-existing restaurant revenue and less time and money are spent on the creation and operating process behind new menu items. By partnering with ghost kitchens, restaurants open the door to unlocking new earning potential through a program that offers menus, recipes, training, technology, branding, marketing, and promotions.

From the perspective of the ghost kitchen operators, it is imperative to partner with a professional and experienced restaurant that can introduce curated brands to their community. To make this relationship work, the curated brands must fit with the original restaurant audience and fit into the setup of the existing kitchen. Once set up, customers can select the virtual brands from the same method of online ordering as they would with the original restaurant. The virtual brands multiply the digital storefronts and increase incremental revenue potential substantially. The restaurant takes majority of the profit, less fees to the managing virtual restaurant company.

One thing is very clear – Canadians love food delivery services and show no sign of decreasing demand. With the Canadian food delivery market projected to reach $98 billion by 2027, restaurant operators will have to integrate delivery services to stay on top of the growing demand. Many creative strategies are hitting the market (drone deliveries, for example), but not all of them will be a fit for every audience and customer base. Ghost kitchens offer a unique opportunity to increase delivery services and serve a variety of offerings, without losing profits from pre-existing operations. The mutual benefits received by ghost kitchen and restaurant partnerships offer a new approach to overcoming the damage of the past two years. The hospitality industry must work together to rebuild what was lost and ghost kitchens might be the key in doing so.

About Ryan Moreno:

Ryan Moreno is the CEO and co-founder of the collective hospitality group, The Joseph Richard Group (JRG). Since first opening in 2009, JRG has expanded exponentially, now featuring more than 25 unique locations, including an impressive list of restaurants, Public Houses, Liquor Outlets, Private-label beer & wine, ghost kitchens, and a Hotel.

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