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Research Indicates Likelihood of Extended Back-to-School Shopping Season in Canada [Feature]

The back-to-school shopping season. It’s a season – and a lucrative one, too – which merchants across the country were by and large robbed of in 2020. Influenced by lockdowns and social restrictions associated with the COVID-19 global pandemic, as well as a distinct lack of return to campus and schoolground activity, one of the most profitable annual periods on the retail calendar was negated. However, as restrictions from coast to coast continue to loosen and retailers everywhere welcome visitors back to their physical storefronts, many industry observers are expecting a return of back-to-school spend in 2021. And, although this may be true, Tamara Szames, Director, Industry Advisor, Canada Retail at The NPD Group, suggests that the shopping season may extend well into Fall, posing considerations for merchants as they continue to plan a busy and important fourth quarter.

“It’s important to notice, as we move deeper into the back-to-school shopping season in Canada, that we’ve been seeing the season go later into the year recently,” she says. “If we think about ten years ago, July and August were very much the key months when kids and their parents would be getting ramped up for a return to school, and it would trickle just a little bit into September. Now, we’re recognizing September as another key month in the back-to-school season. Although retailers start to pump out products in early or mid-July, the bulk of the sales are starting to happen at the end of August and the beginning of September. With the impacts of COVID, sales last year happened throughout September and even into October.”

Mixed results

In fact, Szames points out just how significant the shift in sales has been. September and October 2018 represented 24 percent of children’s school apparel sales, a number that grew to 27 percent in 2020. However, she also recognizes that there is little that can be accurately adjudged against 2020 numbers going forward, suggesting that to properly determine just how lucrative a season it might be, projections have got to be comping against results of the 2019 shopping season. And, she adds, the extent of success experienced by retailers will depend on the verticals and categories that they operate within.

“Softlines, like apparel, footwear and beauty faced an extremely challenging 2020,” she says. “That’s where we’re going to see some of the biggest growth and move toward recovery back toward 2019 levels. But then there are categories like computer technology that are going to be hard pressed to comp off the extreme, record-breaking growth that they experienced in 2020. The data that we’re seeing is suggesting that the category has already been seeing a declining trend, especially for products like notebook computers, which are huge for back-to-school. It’s still representative of huge growth over 2019, but not comping 2020 numbers. In essence, as a result of the fact that comping within most categories is going to prove to be extremely difficult, the back-to-school shopping season may actually be overshadowed by the recovery coming out of COVID, interrupting what many are anticipating.”

Stunted back-to-school recovery

With respect to softlines, the declines experienced in 2020 were dramatic. Typically, one-third of children’s footwear spend in the third and fourth quarters of the year are related to purchases made for back-to-school. Because many kids didn’t return to their physical classrooms last year, the category was hit by a 48 percent decrease in sales. Similarly, children’s apparel and sportswear declined 60 percent over the back half of 2020. And, as more children return to school this September, so, too, will the back-to-school spend. However, as one-third of Canadian parents expect that their children aged 5 to 18 will begin the 2021-2022 school year in a hybrid manner, the season may be further impacted.

“The industry will experience something of a recovery this back-to-school season,” Szames says. “However, because many kids across the country will be entering their school year in a hybrid model again, we aren’t going to see a full recovery. In addition, we can also anticipate buying that’s more reactive than proactive. Parents with kids are sort of waiting to see what happens, and will likely continue to do so into September and October. This presents retailers with challenges with respect to the timing of placement of their product assortment on shelves, the amount of time they keep those products on the shelves and the promotions that they develop for the season.”

Timing and assortment

Szames goes on to explain that successes will likely be experienced by the retailers that place the right product assortment on their shelves at the right time, underscoring what she calls the “COVID factors” as the biggest impediments to spending. However, she adds that the elongation of the back-to-school shopping season deeper into the Fall months also threatens to disrupt other important seasons coming up on the retail docket, creating potential headaches for merchandising and marketing teams everywhere, jeopardizing their ability to fully capitalize on all of the fourth quarter opportunities.

“We keep seeing retailers pushing holidays earlier in the calendar,” she says. “We start to see Halloween product before the end of the summer. And we see the Christmas and holiday season start in October. All of these promotions and product blend the seasons, putting retailers at risk of missing opportunities as a result of overlapping shopping seasons. Indications have been fairly clear that the consumer wants to feel good again, and they’re going to be willing to spend in the fourth quarter as we re-emerge from the pandemic. So, in the end, much of the recovery that we’ll see concerning back-to-school sales will come down to the timing of strategies between competitors and how far forward they’re each going to push their holiday assortment and promotions.”

Retail gut check

In addition to softlines, Szames says that The NPD Group are also watching the performance of back-to-school office supplies which are a perennial standard among the back-to-school shopping basket. And, with respect to tracking the performance of this category, and others, she says that it’s interesting to note what happened in the United States when their economies opened and restrictions loosened back in Spring of this year. What resulted was a bit of an ebb and flow with respect to consumer spend, which spiked when many of the schools in multiple states were reopened back in March. But, although consumer activity south of the border is often looked at as something of a barometer for behaviour and sentiment in Canada, Szames stresses that the uncertainty still surrounding much of the retail landscape means that a bit of a gut check will be required by merchants everywhere in order to succeed this back-to-school shopping season.

“When schools opened in the US in the Spring of this year, the consumer was relatively cautious. They were spending, but it was very much reactive, which extended the season, breaking it up into micro seasons. This is likely what Canadian retailers can expect as we move further into this year’s back-to-school shopping season. And, again, it’s going to come down to the brands that have the product that the consumer’s looking for at the time they’re looking for it. Retailers selling online will have a bit of an advantage here as they have the ability to offer an endless aisle. However, for everyone else, it’s going to come down to timing, intuition and knowing when to transition seasons in-store to capture the most of the consumer’s interest and spend.”

Related Retail Insider Articles

Toronto Pearson 1st Canadian Airport to Launch E-Commerce Platform

Image: The Shops at Pearson

Toronto Pearson has launched The Shops at Pearson, a first for Canadian airports, which is an online retail store that brings the travel shopping experience into people’s homes.

Giovanna Verrilli

Giovanna Verrilli, Director, Commercial Development at the Greater Toronto Airports Authority, said the launch involves just one partner at this time, Dufry. They operate both Duty Free and Duty Paid stores within the airport and offer retail items that are exclusive to the airport.

“During the pandemic, we were seeing that buying behaviour was switching to an online model and we thought it was the perfect time to embrace and enhance our existing online offers,” she said.

“Creating an online retail store also gives us the opportunity to connect with travellers who aren’t ready to travel just yet. With The Shops at Pearson, we are able to bring the products travellers love to them. They can experience the convenience of shopping at home for products that are normally only available while at the airport.

“At this time, we have only partnered with Dufry. As we expand the e-commence program, we will work to add more airport partners to the program. One day, we’d love to expand the program to include all retail outlets in our e-commerce program.”

The total square footage of the overall retail program at the airport is just over 253,000 square feet.

Image: Duty Free by Dufry at Toronto Pearson

The Greater Toronto Airports Authority is the operator of Toronto – Lester B. Pearson International Airport, Canada’s largest airport. Toronto Pearson has been named “Best Large Airport in North America serving more than 40 million passengers” for four years in a row by Airports Council International (ACI), the global trade representative of the world’s airports.

“This will be a permanent program providing there is interest from the public in it,” said Verrilli.

“We believe if (other airports) see the success and the value to the retailer partners, they will follow suit.”

George Minakakis

Veteran retail expert George Minakakis, a global retail executive with over 25 years of experience, said clearly, we’ve heard a lot about the number of retailers struggling during the pandemic. Needless to say, The Shops at Pearson have not come up in many discussions.

“Devoid of millions of travellers, I can only imagine how much volumes have dropped. My take is that if it weren’t for the pandemic, this marketplace might never have come to fruition. They had a captured audience, and foot traffic malls would be thrilled to have,” said the CEO of the Inception Retail Group. “It really is indicative that the travel industry will likely struggle for a few more years before it returns to pre-pandemic levels.

However, these shops are not luxury brands from a retail perspective, and you can buy most of these products anywhere.

“If this was the Dubai airport where I have been in the past, and you had a marketplace to that, I would be more excited. Perhaps this is the lesson Pearson is about to learn that they need to upgrade their offerings. I would give Pearson a six out of 10 for innovation, but it is a four out of 10 for the retail options. We need to keep in mind that online marketplaces are going to become oversaturated.

“Malls and Department stores (Saks Fifth Avenue and The Bay) have or are adding theirs, in addition to the ones that already exist. Brands also need to ensure that they are not over-exposing themselves and that their customers don’t get confused about where they are buying from, that happens on the internet.  At the end of the day, retailers globally in malls, airports, and high streets need to rethink how they conduct business despite all the hubris about rebounds.”

Larry Leung, Principal of consultancy Experience The Skies who works with clients on crafting and assessing their customer experience strategy, said, “The Shops at Pearson program provides the Greater Toronto Airport Authority (GTAA) and its retail partners with the opportunity to engage potential customers outside of travelling,” says Larry Leung, Principal from Experience The Skies who works with clients on crafting and assessing their customer experience strategy., said, “The Shops at Pearson program provides the Greater Toronto Airport Authority (GTAA) and its retail partners with the opportunity to engage potential customers outside of travelling.”

“Along with the shop and pickup concept introduced earlier, customers have more reasons to engage with the airport online and social media assets regularly. The rich data from searches and purchases will help the GTAA shape future product and service introduction thereby improving overall customer experience. Other Canadian airports can easily introduce similarly shopping concept powered by the Shopify platform,” he added.

According to a report by Statistics Canada, Toronto/Lester B. Pearson International enplaned and deplaned 13.0 million passengers in 2020, down sharply from almost 50 million in 2019. Domestic traffic fell 70.4 per cent (from 17.7 million to 5.2 million) international traffic fell 73.4 per cent  (from 17.9 million to 4.8 million), and transborder traffic fell 78.0 per cent (from 13.6 million to 3.0 million).

The new online shopping experience The Shops at Pearson will have products available for delivery in Ontario.

“We know people love grabbing their favourite products while at the airport, and now they don’t need to travel to get the items they want. As not everyone is ready to travel yet, we are bringing the stores people love directly to them. It’s simple for Ontario residents to order online and have products shipped directly to their homes. From beauty products to fashion accessories, the same travel shopping experience can be enjoyed at home with The Shops at Pearson, and there are even some with heavily discounted prices,” said the airport.

“The launch of The Shops at Pearson is a perfect complement to our existing suite of online services at torontopearson.com.”

Cadillac Fairview Innovates by Launching Mall-Based Delivery and Return Service

CF Pacific Centre
CF Pacific Centre - Photo by Lee Rivett

Canadian shopping centre owner Cadillac Fairview has launched a unique delivery service for the Greater Toronto Area, through CF Sherway Gardens, with plans to introduce CF Delivery in the near future to major markets in Vancouver and Montreal.

Cadillac Fairview has partnered with Swyft to offer retailers at CF shopping centres preferred shipping rates and a “compelling, centralized environment to complement their existing omni-channel logistics.”

Jose Ribau

“In the spirit of retail agility, we continue to explore new technology and value-based opportunities for our partners to stand out and deliver on new consumer expectations,” said Jose Ribau, Executive Vice President, Digital and Innovation. 

“Our partnership with Swyft is an example of how we continue to put retailers and customers at the centre of our offerings, while collaborating with like-minded companies who share a mutual goal of streamlining the shopping experience.”

Cadillac Fairview said CF Delivery will provide highly competitive same-day and next-day delivery rates across three major markets including the Greater Toronto Area, Vancouver, and Montreal with outbound packages coming from a CF property as a centralized fulfilment hub. The same delivery services with Swyft can also be directly integrated with the retailer’s regional distribution centre and other non-CF storefronts across the three major markets.

Aadil Kazmi
Aadil Kazmi

“As a leader in the shopping centre industry, Cadillac Fairview has some of the most productive and most sought after malls in Canada, and we are thrilled to partner with them as they continue their journey of bridging the gap between brick-and-mortar and online shopping,” said Aadil Kazmi, Swyft’s co-founder and current CEO. “Swyft helps retailers of any size provide affordable same-day delivery and, with the increased consumer demand for same day delivery witnessed during the last year and a half, customers are yearning for hybrid accessibility to their favourite retailers.”

Gary Newbury, an analyst and expert in supply chain management, said this is another great example of mall owners/managers stepping in to fill gaps where individual retailers – especially independents or small format specialty retailers – find it difficult to navigate scaling last mile propositions, or very uncommercial due to lower than needed demand.

“The pandemic has certainly accelerated consumer interest in online services, whether that is BOPIS (buy online, pick up in store), curbside or delivery to a point of convenience (home or a nearby collection point). And much of what consumers learnt through lockdown will “stick” and become their way of preferring to do business as life continues to unfold,” he said.

“Using a combination of carriers to provision for the last mile activity – getting the product from the store to where the consumer wants to receive it –  and supplementing this with an innovative returns handling approach via ReturnBear is starting to move towards a “Mall of the Future” concept. To fully enable this, it requires all retailers to link their POS systems to the mall owner’s systems to enable a single delivery across multiple banners, rather than the consumer relying on the carrier to consolidate deliveries.”

If we think about “Mall as a service” for consumers, it requires this level of integration, he added. It also requires a different strategy to facilitate confidence of stock accuracy, as shelf stock balance is notoriously out of date by the time it is uploaded to the website/app. 

“Much work still needs to be done in this area, as consumers really lose confidence when they order one thing and receive substitutions or no stock. Many “systems” do not provide backorder functionality with an accurate date for fulfillment, much less interact with the customer to accept or reject this,” explained Newbury.

“The other side of this equation does still feel a fair way off. What is the strategy for the mall? Are landlords still using 2010s approaches to keep tenant occupation high? Signing up long term deals to meet their investor requirements for steady income? Or are we likely to see some further adventurous announcements from our Canadian mall owners/managers arising while we are living through these unprecedented times where we can throw a few things in the air to create innovation? After all, such public spaces have traditionally created experiences – the Saturday afternoon visit to the mall for instance. Creating excitement for the local community is key.

“This is a great announcement and shows that despite the retailing industry struggling for air, especially those in discretionary spending categories, the mall is moving forward quickly with innovative and consumer centric concepts.”

Image: Ravel by CF

Cadillac Fairview said its Ravel by CF service is intended to provide a frictionless shopping experience for consumers.

CF Eats is a service designed to support food retailers and restaurants manage online orders more efficiently and seamlessly and the shopping centre owner’s partnership with ReturnBear is intended to help retailers realize a faster, more efficient return process.

CF Eats is available at all the shopping centre owner’s properties. 

Ravel by CF has also partnered with Deliverect to offer food retailers and restaurants the ability to create their own online virtual storefront, and manage third party orders and menus all in one place.

ReturnBear introduced its first physical drop off points at two CF shopping centres in Ontario this summer. It was launched in July at CF Toronto Eaton Centre and CF Fairview Mall. It provides shoppers with a hassle-free return experience with instant refunds without the burden of waiting in long lines in-store or making a trip to the post office. For retailers, it saves time and cost on processing returns so they can restock and resell returned items without missing a beat, said Cadillac Fairview.

Podcast [Interview] The Future of Shopping Centres in Canada Discussion

The Interview Series: With Special Guests Gary Newbury and Jeff Davenport

Craig talks with experts Jeff Davenport and Gary Newbury about the future of shopping centres in North America including mixed-use and online fulfillment as the pandemic disrupts the business model.

The Interview Series 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 Weekly podcast where Craig and Lee discuss popular content published on Retail Insider which is part of the The Retail Insider Podcast Network.

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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/

Artitalia Group Inc. and Denim Society Bring Phygital to Carrefour Laval

Image: Artitalia Group Inc.

Montreal – August 19, 2021 – Montreal-based manufacturer Artitalia Group Inc. has designed and manufactured the first ever unmanned kiosk for Denim Society. Always at the forefront of innovation, Artitalia Group brings together the online and offline shopping experience. Through Artitalia Group’s smart locker solution, the Addobox, this new venture offers Denim Society’s customers a seamless and fully integrated omnichannel solution. 

For over 35 years, Artitalia Group has specialized in designing and manufacturing custom products for some of the biggest names in the retail, hospitality & restaurant, material handling, and mail & parcel industries. Now with the surge in online shopping and the growing need to make consumers feel more connected to brands they trust, Artitalia Group joined with Denim Society to create a hybrid solution where customers can browse through items on display or shop online directly on 1 of 4 integrated touch screens.

Denim Society, a premium quality denim online marketplace provides quality jean-wear at accessible pricing in multiple product categories. With a keen focus centered on denim related products, Denim Society keeps its research and development team at the cuff of proving their customer quality fabrics, refined washes, and finishes.

“We’ve given the brand and Carrefour Laval a modern take on the future of retail with our innovative pop-up shopping experience. Our goal is to introduce the new online marketplace to Carrefour Laval customers by allowing them both to view a sample of the collection, as well as the opportunity to browse the website live. The pick-up (delivery) and drop off (returns) features are an added bonus highlighting the easy-to-use e-commerce shopping platform.” said Cynthia Kreidi, Director of Marketing/E-commerce at Jeaniologie.  

“The kiosk was designed to offer a unique omnichannel experience. It combines the comfort of shopping in-store with the convenience of buying online. With access to our Addobox, shoppers can place their purchases on Denim Society’s website and then retrieve their items in our smart locker”, said Enzo Vardaro, SVP, Chief Commercial Officer.

Once an order is completed and placed within the Addobox, the customer is immediately sent a notification that will allow them to retrieve their purchase quickly with a simple scan or pickup code. Artitalia Group also designed and manufactured a hassle-free return box to circumvent parcel returns to the store. The return box is a quick and effortless solution where a customer can initiate a return through Denim Society’s online store, a notification will then be sent to Demin Society notifying them that the item has been returned to the drop box.

The pandemic has accelerated the shift to e-commerce from traditional physical stores to e-shopping, which means that customers are comfortable enough to buy online and pick-up in store. Research has shown that buy-online, pick-up-in-stores solutions give retailers an edge. With the bonus of this hybrid kiosk concept, Artitalia Group and Denim Society have found the perfect solution to cater to both online and brick-and-mortar type shoppers.   

About Artitalia Group

With over 35 years of experience and fueled by innovation and creativity, Artitalia Group offers quality products and services required to manage end-to-end custom programs, from conception to completion. With offices in Canada, the United States, and China, Artitalia Group employs more than 500 employees in facilities that total 1 200 000 sq. ft. It serves clients across four markets: Retail, Hospitality & Restaurant, Material Handling, and Mail & Parcel. Artitalia Group takes pride in offering custom solutions to challenging issues and provides peace of mind to its valued clients. 

For more information visit www.artitalia.com

For media inquiries please contact Evi Mitzinis at emitzinis@artitalia.com

Labour Shortage in the Food Industry? Nonsense. Our Labour Market Has Been Broken For Years [Sylvain Charlebois]

Hiring Sign at Craft Beer Market on Yonge Street in Toronto (Photo by Dustin Fuhs)

“We’re hiring” signs are simply everywhere. Some blame overly generous employment insurance programs which is keeping many highly capable individuals in their homes. Others will point to the younger generation not willing to work or are blaming the virus itself, because people are in fear of it. Rumours of agism have also emerged to explain why we are seeing more boomers exiting the market altogether. The fact of the matter is that it is likely a mixture of several factors. Blaming one factor more than others is baseless. Regardless of the reason, the labour shortage we see in Canada has not only been there for a while, but it is also happening elsewhere around the industrialized world. The food industry, of all sectors, is likely one of the most affected by what is happening.

Let’s start with the most obvious issue we see as consumers almost every day: The labour deficit in food service. Restaurants are cutting hours, even closing several days a week just because they can’t get anyone to serve, cook or clean. A recent survey this summer suggested that restaurant operators are now providing more incentives to their new employees. A total of 40% are offering extra paid vacation, 37% hope to persuade new hires with better job titles, while more than a third are offering signing bonuses, sometimes over $1,000. As wages rise though, so are applicants. Some ice cream shops and independent restaurants have doubled wages in recent months, and many of them were flooded with applicants. With more money, candidates will show up. In the U.K., wages in food service have risen by almost 15% in 6 months.

But with low margins coupled with highly unpredictable demand patterns in food service, it’s not that easy. Many restaurant operators have next to no cushion to increase wages. To offset staffing woes, many are now reverting to different managerial decisions by limiting the number of operating hours. Some are closing Mondays, Tuesdays, and Wednesdays, or are opening fewer hours during the day. In fact, don’t be surprised if a greater number of restaurants are managed like flights in the airline industry. Airlines will only have flights if they can fill the aircraft. If not, they’ll cancel it, one way or another. More restaurants are likely to open only if most seats can be filled and will menu manage differently. In other words, expect fewer choices. In fact, some restaurants have started to offer only one or two choices of entrees. Given financial pressure points, competition, and higher input costs, it is the only way for operators to run a profitable operation.

In food distribution, the situation is beyond comprehension. On farms and in processing, labour shortages are not just about convenience and profitability. It also means that a lot of food goes to waste. Around 35.5 million tonnes of food goes to waste across Canada’s supply chain each year according to a recent Second Harvest report. Short-staffed operations have only seen produce like mushrooms, lettuce and broccoli not making it to the human food chain, just because getting enough bodies out in fields was not possible. Canadian food manufacturing had 28,000 vacancies before the pandemic. Some suspect that number may have gone up by as much as 50% since March 2020.

In food retail, if you see an empty shelf, it’s not because we’re running out of food. It’s likely because nobody was available to fill it. Or the supplier may have run out of truckers. Like it or not, it is mostly likely staff-related.

Not only do governments need to find ways to incentivise people, young and old, to participate in the economy, educational institutions like high schools, colleges and universities also need to value the food industry and showcase it as a viable career path. The current situation is certainly getting many employers to think different about how to manage their business. But they need help.

The reality though is that our labour situation is everyone’s business. Canada has provided one of the most educated workforces in the agri-food sector, in the world, from farm to fork. Many farmers, people in food processing and distribution now have graduate degrees. Wages and revenues have barely moved in tandem with the amount of knowledge gain, novel technologies used, and skills acquired by the workforce in the industry. For the most part, while the food industry has long provided Canadians with high quality, safe food products we all reasonably expect, it’s always been about cheap calories for consumers. High quality food products require strong human capital. 

In sum, we’re not really experiencing a labour shortage per se, far from it. It is very much a lingering broken labour market which has gotten worse because of the pandemic. All of it of course is galvanized by an economy filled with consumers looking for the best deals, most of the time by choice, necessity, or both. If you’re already willing to pay $30 for that next club sandwich at a restaurant, or pay an extra 10% in tips, or even an extra 5% to 10% for food at the grocery store, it means you’re very much aware of what lies ahead.

Blaming food companies and restaurants is easy. Asking them to increase to merely wages without paying more for their food and service is just not realistic. At least not anymore. 

Canadian Retail News From Around The Web For August 25th, 2021

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Popeyes Louisiana Kitchen Opening Many More Locations in Canada Despite the Pandemic, with Plans to Enter More Provinces: Interview

Image: Popeyes Louisiana Kitchen, Inc.

Popeyes Louisiana Kitchen has seen tremendous growth in Canada in the past five years with more to come as the company continues its expansion plans across the country.

Robert Manuel

Rob Manuel, General Manager in Canada for the company, said growth has been heightened over the last three years. In that period of time, Popeyes opened 100 locations in Canada.

“It’s really been kind of growing a lot over the last couple of years. Currently it’s what we’re seeing for 2021 and what we hope to continue in the future,” he said.

“We’re not currently from coast to coast. We’re actually from Ontario, West. So we’re in all the provinces between Ontario and BC. And we recently announced that we’ll be opening in Atlantic Canada in early 2022.”

Popeyes opened in Canada in 1984 – the first international market outside of the United States. That first location was in Toronto. Up until 2016, there were only locations in Ontario in Canada and before that it was a Toronto-based brand.

Popeyes Louisiana Kitchen on Front Street in Toronto – Photo by Dustin Fuhs

Today, in Canada, the company has just over 260 locations.

Popeyes’ overall current store count is 3,577 and they’re found in 37 different countries.

In Canada, Manuel said the company’s footprint is evolving over time.

“A Popeyes’ prototype restaurant is around 2,200 square feet, ideally with a drive thru. If you look at our historical footprint in Canada we’ve had a lot more inline restaurants. But we’re starting to do a lot more of the kind of larger free-standing drive thrus. They currently represent over 50 per cent of our new units. So we’re starting to see a lot more of those coming down the pipeline. And certainly that’s our focus going forward,” he said.

Manuel said chicken QSR (quick service restaurant) is a busy category.

Image: Popeyes Louisiana Kitchen, Inc.

“I think one of the things that makes Popeyes unique and special and really loved by customers is the food and the food quality in particular. I think one of the things we take a ton of pride in is the fact that most of our products are hand-battered, and breaded in our restaurants, featuring Louisiana marinades. All of our products are marinaded for at least 12 hours. We like to say that our product is cooked slow and served fast so you’re able to get what feels like southern home cooking in more of a QSR space,” he explained. “It’s really what differentiates us from a lot of just QSR as a category – the quality of food and ingredients you’re getting in our restaurants.”

Looking into the future, Manuel said the company believes it has lots of room for growth in Canada.

“What market research tells us is there’s still increasing demand from Canadians and because we’re not coast to coast today and still somewhat under-penetrated in a lot of Western Canada, we still think we’ve got a fair amount of runway ahead of us for growth,” he said.

“There’s certainly demand from Canadians and we’re working hard to make sure we can fulfill that.”

The company opened 26 locations last year and recently it just passed 20 this year.

Image: Popeyes Louisiana Kitchen, Inc.

Manuel said the company will continue to add new locations this year. Factors in choosing locations include traffic counts, visibility, population density.

“We’ve been going through some market planning of optimizing the brand across Canada and really identifying where we want to be and where we think it makes sense for us,” he said.

Manuel said the image of the restaurant is improving as it is being modernized with a more contemporary image which was introduced last year. Drive thrus are an added convenience and will play a bigger role in the future for the brand.

The brand will also continue to focus on digital which has been accelerated during the pandemic.

“The biggest change we saw in the short term was really the increase in the delivery business. Going back through 2018, 2019, and into 2020, delivery was a growing part of our business for sure, and you certainly saw the growth of the industry of Uber Eats and Skip the Dishes of the world and that service. During March, April 2020 it really became a reliance on that service as people felt comfortable and safe using it,” said Manuel.

Customers have discovered the convenience of that service and will continue to use it, he added.

“When we probably look back whenever and wherever the dust settles on this, I think that’s one of the things that will have changed in the industry. We’re excited to see traffic coming back to the restaurant but I think that delivery business isn’t going anywhere.”

Image: Popeyes Louisiana Kitchen, Inc.
Image: Popeyes Louisiana Kitchen, Inc.
Image: Popeyes Louisiana Kitchen, Inc.
Image: Popeyes Louisiana Kitchen, Inc.
Image: Popeyes Louisiana Kitchen, Inc.

Ivanhoé Cambridge to Outsource Canadian Shopping Centre Operations to JLL

Ivanhoé Cambridge and JLL enter strategic alliance for Canadian retail operations (CNW Group/Ivanhoé Cambridge Inc.)

Commercial real estate firm JLL is assuming operations of Ivanhoé Cambridge’s retail properties across Canada.

As of October 1, Ivanhoé Cambridge will transition the operations of its Canadian shopping centres over to JLL, the largest third-party retail property management company in North America.

“I think this alliance reinforces the degree of complexity that exists within the retail real estate sector,” said Bruce Winder, author of RETAIL Before, During & After COVID-19 and President of Bruce Winder Retail. “The pandemic has accelerated many trends that were in play before 2020 such as the growth of e-commerce, the decline of department stores and the polarization of shopping malls between the haves and have nots.

“Add in the pandemic and one can see how being a retail landlord is not for the faint of heart. JLL should bring a fresh approach to managing Ivanhoé Cambridge’s portfolio for this emerging retail arena through the addition of digitally native brands, the integration of online shopping and more experiential consumption.”

Image: Metropolis at Metrotown (Ivanhoé Cambridge)

Michael Kehoe, broker/owner of Fairfield Commercial Real Estate in Calgary, said the strategic alliance between Ivanhoé Cambridge and JLL is a significant development on the Canadian commercial real estate scene.

“The alliance comes at a time when the bricks and mortar retail and retail real estate in general is in a period of disruption and change. JLL, the largest third-party management group in North America, brings abundant operations and leasing muscle to the partnership and this bodes well for the Ivanhoé real estate properties and projects,” he said.

“I am certain that with fresh eyes and boots on the ground JLL will provide the innovation and horse power needed in these challenging times that will lead to positive results over time across this national portfolio.”

In a statement to Retail Insider, Ivanhoé Cambridge said it is refocusing on its core business as a real estate investor and concentrating on what it does best: buying, increasing value and selling.

“With this in mind, we want to standardize our business model for shopping centres in Canada with the one we have in place elsewhere in the world by outsourcing their operations to a strategic partner. Management outsourcing has proven successful at our international shopping centres (Brazil, Europe) as well as in other asset classes (Offices and Logistics),” it said.

Guildford Town Centre
Image: Guildford Town Centre (Ivanhoé Cambridge)

“We selected JLL as a strategic partner because:

  • It is the largest shopping centre manager in North America;
  • Based in the United States and with a global presence, JLL has an impressive track record and expertise, as well as in-depth knowledge of market trends, which is invaluable for our retail assets;
  • JLL shares the same DEI and ESG goal of carbon neutrality by 2040 and has a clear commitment to help us achieve it;
  • JLL is recognized for its leadership as well as its vision for innovation and performance in the current retail environment;
  • JLL has committed to expanding its presence in Canada and Quebec by committing to keeping jobs in Canada, using Canadian suppliers for the properties and investing in the communities.

The company said that in selecting its partner it remained mindful of making a positive impact in Quebec across all of its activities and contributing to Quebec’s economic recovery and vitality.

“The announcement of this new strategic alliance, combined with our ongoing asset disposals and investments in promising sectors, is enabling us to rebalance our portfolio for greater resilience. With a partner such as JLL at our side, we will be able to optimize asset performance, continue to drive innovation and ESG performance,” it said.

As of June 30, Ivanhoé Cambridge had: 41 shopping centres for 27 million square feet including: 21 in Canada (five) in Quebec; 17 in Brazil; one in Germany; one in China; and one in the US.

Ivanhoé Cambridge holds interests in more than 1,100 buildings, primarily in the industrial and logistics, office, residential and retail sectors. Ivanhoé Cambridge held C$60.4 billion in real estate assets as at December 31, 2020, and is a real estate subsidiary of the Caisse de dépôt et placement du Québec, a global investment group.

Laurier Québec
Laurier Québec (Image: Ivanhoé Cambridge)
Alan MacKenzie
Alan MacKenzie

“Through this alliance, we are expanding our presence in Quebec, a strategic market for the growth of JLL given the dynamism of its real estate sector and of its various industries contributing to the Canadian economy. We also look forward to collaborating with Ivanhoé Cambridge to shape growth opportunities, transform through technology and build strong communities in Canada through the COES,” said Alan MacKenzie, CEO, JLL Canada.

“I’m most importantly looking forward to tapping into the Ivanhoé Cambridge retail team’s deep knowledge of the local retail market to combine efforts and increase the value of the Ivanhoé Cambridge properties, benefitting retailers, their customers and our environment.”

In a news release, the companies said the vast majority of Ivanhoé Cambridge’s property team of retail employees are expected to join JLL Canada, whose management team and key decision-making roles will be headquartered in Montreal. JLL also plans to open an office in Québec City in the coming months.

Nathalie Palladitcheff

“We are excited to bring a globally renowned company to deepen its footprint and investments in Quebec. To focus on our core business as a seasoned, clear-sighted real estate investor and to align and standardise our business model globally, we wanted to find a partner with the scale, track record and expertise to continue the optimization of our assets’ performance and lead the industry in defining the future of the retail sector, thus creating long-term value for our depositors,” said Nathalie Palladitcheff, President and CEO, Ivanhoé Cambridge, in a statement. “JLL’s global reputation and like-minded culture will continue to support us, while creating career opportunities for our retail teams joining the JLL family.”

Greg Maloney

“Retail has been going through a transition period over the last decade plus, where the focus has become on creating sustainable and dynamic experiential settings that engage and excite the communities it serves – and the pandemic has acted as a major accelerant on those trends,” said Greg Maloney, CEO, JLL Americas Retail. “Retail is our division’s sole focus and we are thrilled to expand our expertise and footprint in Canada, and Quebec, establishing JLL as the largest third-party retail manager in Canada as well.”

JLL said it will also collaborate with Ivanhoé Cambridge to develop a Centre of Excellence for Sustainability (COES) in Quebec, and an accompanying team, to accelerate the transition to sustainable and inclusive real estate through the development and implementation of current and near-future technologies.

JLL is a Fortune 500 company with annual revenue of $16.6 billion in 2020, operations in over 80 countries and a global workforce of more than 92,000 as of June 30, 2021.

Canadian Retail News From Around The Web For August 24th, 2021

Canadian Retail News From Around The Web

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