The Montreal chapter of the Canadian Italian Business Professional Association (CIBPA) is hosting a free webinar entitled Real Estate in the New World. Don’t miss this great opportunity to hear from leading real estate professionals who will provide insights into the current state and future outlook of the industry, spanning from office to retail. [Sign Up Here]
The free webinar will take place January 14, 2021 at 12 noon Eastern/9am Pacific Time.
Moderated by Angela Civitella, CEO & Founder, Intinde and Vice-President, CIVDEV, learn from the experience and expertise from leading real estate professionals, including:
Interior of the Golden Goose Flagship in Milan, Italy. Photo: A13 Studio
Upscale Italian fashion brand Golden Goose, known particularly for its pricey sneakers, will open its first standalone Canadian store soon at Toronto’s Yorkdale Shopping Centre. It’s the latest luxury brand to move into Yorkdale, which has become Canada’s epicentre for luxury brand stores.
The Golden Goose store will span about 1,600 square feet in a retail space immediately south of the Louis Vuitton flagship store that opened in October. Yorkdale’s Golden Goose will feature a full range of fashions for men, women, and children including the brand’s popular sneakers, ready-to-wear clothing, bags, and accessories. The store was expected to open this month though there may be delays given recent COVID shutdowns.
The store was expected to open this month but because of pandemic related lockdowns, the opening has been delayed. Ontario Premier Doug Ford is expected to announce a province-wide 28 day shutdown that will see Golden Goose’s opening delayed until early 2021.
Golden Goose was founded in Venice, Italy in the year 2000 by Alessandro Gallo and Francesca Rinaldo. The company was owned by Italian fund DGPA SGR between 2013 and earlier this year when Golden Goose was sold to investment firm Permira. The deal closed in June and Permira is now spearheading a direct-to-consumer store expansion which launched under the previous owner.
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Interior of the Golden Goose Flagship in Milan, Italy. Photo: A13 Studio
Interior of the Golden Goose Flagship in Milan, Italy. Photo: A13 Studio
Interior of the Golden Goose Flagship in Milan, Italy. Photo: A13 Studio
Interior of the Golden Goose Flagship in Milan, Italy. Photo: A13 Studio
Interior of the Golden Goose Flagship in Milan, Italy. Photo: A13 Studio
Interior of the Golden Goose Flagship in Milan, Italy. Photo: A13 Studio
Globally, Golden Goose operates about 95 stores in major markets. Seventeen of those stores are located in the United States. Two Golden Goose stores are located in New York City — on Madison Avenue and in Soho, with other stores located in primary and a few secondary markets. Enclosed shopping malls house the majority of Golden Goose’s US stores including the Mall at Green Hills in Nashville, Lennox Square in Atlanta, Northpark in Dallas, Scottsdale Fashion Square near Phoenix, and Houston Galleria, among others.
Construction hoarding at Toronto’s Yorkdale Shopping Centre. Photo: JMClick image for interactive Yorkdale mall floor plan
More Golden Goose Stores Could Open in Canada
More Golden Goose stores could open in Canada. Given the number of locations in Asia, the Vancouver market could very well become home to a Golden Goose retail store. Toronto’s Bloor-Yorkville area, which continues to add new luxury brand stores, could be another target. Given that Golden Goose has opened stores in markets such as Nashville, there is a possibility that the brand could eventually open mall-based stores in markets such as Edmonton and Calgary and the Montreal market might also support at least one Golden Goose storefront.
In Canada, Golden Goose footwear is available at various retailers. Hudson’s Bay carries an expansive assortment for women, while Holt Renfrew carries the footwear line for both genders. Nordstrom and other retailers in Canada also carry the pricey Golden Goose sneakers that are typically priced in the $600 to $900 range depending on style. Some might be turned off by the ‘aged’ look of many of Golden Goose’s footwear styles which appear to have been worn previously with an element of being ‘dirty’.
Toronto’s Yorkdale Shopping Centre has become the epicentre of luxury brand retail in Canada, housing more luxury stores than Toronto’s Bloor-Yorkville area and downtown Vancouver. Toronto’s Bloor-Yorkville, which will see the addition of Isaia and The Webster stores in 2021, will see a unique resurgence that could see the neighbourhood gain market share.
The COVID-19 pandemic is disrupting consumer habits. Canadians developed an intense interest in baking in the early days of the crisis, leading to flour and yeast shortages. They bought less sunscreen in the absence of tropical vacations, and they are dressing down in sweatpants while working over Zoom.
Consumer habits form around regular patterns of daily activity such as commuting, working and recreation. As these patterns change, so do consumer habits.
When people stop commuting, their spending habits change. (Manny Fortin/Unsplash)
These changing habits are having a significant impact on independent, Main Street retailers, particularly during the holiday season. To adapt in 2021 and beyond, retailers need to strengthen their ability to connect with existing customers and capture new customers as habits change — perhaps permanently.
There is no doubt that COVID-19 is putting a great deal of stress on many small Canadian retailers. Forced shutdowns were a major challenge in March at the start of the pandemic, and then again for certain regions, including Toronto and Peel in Ontario, since November.
As the crisis hit, I started interviewing independent retailers to understand the challenges they were facing in an ongoing study.
Consumers Developing New Habits
Habits are repetitive consumer behaviours that are tied to commuting patterns, hobbies, brand loyalties and preferences, as well as social behaviour. COVID-19 has caused significant disruption to consumer habits because people are working from home, restricting social behaviour and travel, and in general reflecting on what is most important to them.
These disruptions to consumer habits present both risk and opportunity for retailers. On the one hand, retailers are dealing with long-time customers whose habits are changing. For example, one comic book retailer in a medium-sized southwestern Ontario city noted that some of its comic book collectors suddenly stopped collecting — the result of personal reflection, perhaps, or shifting priorities.
Others had doubled down, spending more money on comics they might have otherwise spent on trips to a Comic-Con conference.
These changing habits are not isolated to comic books. A Dalhousie University study found that 4.2 million more Canadians are ordering food online than they were before the pandemic and this trend isn’t expected to dissipate.
More generally, customers are picking up new habits such as baking and or other leisure-time hobbies in the absence of other options, like going to the movies. These are all changes that influence consumption habits.
Stay Close to Customers, Double Down on Service
For retailers seeking to benefit from these new habits, this is a time to stay very close to customers and double down on service and engagement. Be inquisitive and thoughtful about how to reach existing and new customers in creative ways.
This might seem counter-intuitive in a time of social distancing, Plexiglas and face masks. However, retailers have demonstrated tremendous creativity in maintaining and creating connection with customers. They’re reaching customers using social media, including Instagram and Facebook.
One women’s fashion retailer in a small southwestern Ontario city typically holds fashion shows to highlight new seasons of clothing. With COVID-19 restrictions, the show shifted online.
Others are using Facebook Live or Zoom calls to show inventory to customers, either en masse or through personal “tours.” Well-established retailers are even using email and telephone to reach loyal customers.
In delivering products and services, many local retailers have sought to add value for stressed-out customers. From jewellers to kitchen supply stores, retailers hand-delivered products to customers, strengthening relationships in the process.
At physical locations, retailers offered curbside pickup and appointments to show products to customers who were nervous about COVID-19 or at high risk. Providing a safe environment for customers has been the top priority for most retailers in my study so far.
Head tailor Soheil Khorrami, left, demonstrates a safe way to fit a blazer for a customer at Tom’s Place in Kensington Market in Toronto in June 2020. THE CANADIAN PRESS/Nathan Denette
However, while an independent retailer’s online presence is critical, online options risk blurring the line between Main Street shops and behemoths like Amazon. Customers who shop at smaller retailers are different, looking to shop local and benefit from personal service, and so independent retailers need to keep the focus on these value propositions, using the internet as a support.
Screenshot of Ben McNally Books Twitter page
This means recognizing that an online presence isn’t a panacea for Main Street retailers, but rather another tool to engage customers and strengthen human connection.
Many Main Street retailers are keenly aware of the risk of losing customers permanently due to COVID-19, and are focusing on building a strong online footprint in support of their physical, community-based presence. As we head into 2021 and the end of the pandemic is in sight due to new vaccines, those efforts are particularly important.
Brent McKnight is an Associate Professor in the DeGroote School of Business at McMaster University.
Read More of The Conversation From Retail Insider:
A new aspect of Ikea's app that allows consumers to virtually place an augmented piece of furniture in their home to see how it looks before they buy it. Photo: Ikea
By Devin Partida
Canadian retailers have faced a tough year. 2020 brought the COVID-19 pandemic, with spikes and waves of the virus fluctuating. As vaccines slowly come about, it’s important for retailers to focus on their economic recoveries.
The main way to come back stronger than ever is to capitalize on the latest interactive shopping tech tools. Here are the five areas to focus on for next year:
Virtual Shopping
Whether a consumer shops on an app or on the retailer’s site, virtual shopping is the next big thing. Some sites have already begun immersive, 360-degree explorations of a fully furnished room or set. Consumers can explore the furniture and accessories and get tips.
Ikea has developed a function on its app where consumers can virtually place an augmented piece of furniture in their home to see how it looks before they buy it.
Another option for virtual shopping is for consumers to look around the store from the site. No entry is necessary — they can see everything that specific Canadian retailers have in stock at the moment.
Interactive Displays
Touch screens are the best way to provide an experience for customers to interact with that will lead them to a purchase. For instance, the Ralph Lauren flagship store in New York City has touch-screen mirrors that make suggestions and recommendations for consumers based on the clothes they’re trying on. They can also see what’s in stock in the store or call for assistance.
Other displays like Hello Sense are also interactive platforms where consumers can get assistance and personalized recommendations for any of their needs. Interactive displays are clean, sleek and easy to use, leading to higher chances of a purchase.
Pepper, the Japanese-based AI assistant. Photo: SoftBank Robotics
Assistants
In-store and online, assistants guide consumers in numerous ways and meet their needs. Online interaction could be something as simple as a chatbot that answers questions and recommends items to a customer based on their purchase history or preferences.
As for in-person stores, robotic assistants are becoming more common. Canadian retailers can work with robots like Pepper, the Japanese-based AI assistant, to answer consumer questions, guide them to specific products and make suggestions. Pepper is programmable, meaning retailers can program it to help in whatever way they’d like.
If not a robot, retailers can opt for standard interactive systems that show inventory and can assist consumers in finding items.
Audio and Visual Experiences
Direct interactive tools work wonders, but indirect experiences can also enhance a consumer’s shopping trip. The audio and visual experience that goes into a Canadian retail store can be a factor that draws people in.
The Hunter flagship store in Japan has a moving ceiling that mimics the sky. Other places focus on music or calming sounds. Retailers may also use window displays that feature various products and items from the store.
The architecture of a brick-and-mortar store can also draw consumers in. Greener structures are environmentally friendly and add an intriguing factor that helps stores stand out.
Instagram’s new shopping tab. Photo: Instagram
Social Media Sales
Social media is a powerful tool for retailers of all kinds. It’s a way to connect with consumers, no matter what forces keep stores closed. Sales through social media are now more interactive than ever.
Instagram recently introduced the shopping tab where consumers can find personalized items based on their browsing history. Here, Canadian retailers should monopolize the field and advertise their products. Then, they can draw more people in right from social media.
Since social media users are already interacting with a social platform, Instagram and other social media sites are now some of the latest, most innovative places to find sales.
A Canadian Retail Recovery
With these steps, Canadian retailers can focus on making their stores as interactive and engaging as possible. These five areas will draw consumers in and boost revenue — a critical feat for a pandemic recovery. Now is the time for retailers to get with the latest modern technology so Canada can pull ahead in the retail game.
Devin Partida
Devin Partida is a writer and blogger, as well as the Editor-in-Chief of ReHack.com
Retail Insider recently toured Toronto’s famed ‘Mink Mile’, consisting of the stretch of Bloor Street West between Avenue Road and Yonge Street. For decades the street has been considered to be Canada’s leading luxury retail stretch, with some comparing it to Fifth Avenue in New York City.
Club Monaco 157 Bloor Front Entrance with the Royal Ontario Museum. Photo by Dustin Fuhs
The tour starts at the southeast corner of Bloor Street and Avenue Road where a Club Monaco flagship store is currently located. The retail space is for lease with Club Monaco expected to vacate in a few months time.
Vacated Starbucks in Yorkville. Photo by Dustin Fuhs
Starbucks recently shut its store at the Renaissance Plaza at 150 Bloor Street West. It was located directly behind the Louis Vuitton flagship ‘Maison’ facing Bloor Street. Starbucks has said that it will shut/relocate about 300 locations in Canada over the next few months.
Prairie Girl Yorkville. Photo by Dustin Fuhs
Prairie Girl Bakery, located in the same complex as Starbucks, has also shut its location that faces the back of the Church of the Redeemer. Prairie Girl once operated five locations and now operates just one on Victoria Street.
Bloor from Avenue Road. Photo by Dustin Fuhs
The above photo was taken from the corner of Bloor Street and Avenue Road looking Eastward along the Mink Mile. The Louis Vuitton flagship store spans nearly 18,000 square feet over two levels, making it the largest in Canada by far.
Tiffany & Co . Photo by Dustin Fuhs
Tiffany & Co. relocated its Bloor Street store to 150 Bloor Street West in 2012 and operates there to this day. “Non-essential” stores in Toronto are shut until at least December 21 due to the pandemic, and many retailers are offering curbside pickup. Next to Tiffany & Co. is a three level Burberry flagship store.
Italian luxury women’s fashion brand Max Mara operates a store at 151 Bloor Street West, as does footwear brand Stuart Weitzman. Not in the photo: Montblanc and Peloton in the same building.
Bogner Bloor. Photo by Dustin Fuhs
We reported last month that German ski apparel brand Bogner had opened its first corporate store in Canada at The Colonnade at 131 Bloor Street West. Bogner will remain open until March and its lease could be extended to become a permanent storefront if it performs well.
Above: The Colonnade at 131 Bloor Street West. The architecturally-significant complex was the first mixed-use building in Canada. When it opened in 1963, it contained a two-level shopping centre with about 50 stores, an office component, and a rental apartment building above.
Now, The Colonnade’s retail component is more of a ‘strip mall’ with large retailers facing onto Bloor Street, including a large Dior flagshipwhich opened last year, Coach, Prada, Cartier, Escada, and Moncler which is next to Bogner.
Prada Bloor 131 Bloor Unit 105. Photo by Dustin Fuhs
Christian Dior operates a 13,400-square-foot flagship store which opened at The Colonnade last year. The space was once occupied by Chanel which relocated to 98 Yorkville Avenue in the fall of 2017. The Dior flagship is currently the largest in North America, and an even larger flagship will be unveiled at the corner of E. 57th Street and Madison Avenue in New York City next year.
110 Bloor St. Photo by Dustin Fuhs
The 110 Bloor Street West retail podiumwill see an overhaul that will include a new exterior as well as a new set of retail tenants. Winners/HomeSense will remain open and the Brooks Brothers store has yet to formally announce a departure. All of the other Bloor Street facing spaces were recently vacated and a beauty retailer appears to have opened a pop-up in the former Guerlain space prior to government mandated shutdowns last month.
Kit and Ace and L’Occitane stores at 102 Bloor Street West. Both stores are located at the base of a condominium building which was once an office tower.
Former Pottery Barn 100 Bloor. Photo by Dustin Fuhs
French luxury brand Hermes opened its 6,000-square-foot flagship at 100 Bloor Street West in the fall of 2017. The two-level store is stunning and houses an additional 6,000 square feet for back-of-house.
Cole Haan 101 Bloor. Photo by Dustin Fuhs
US-based footwear brand Cole Haan for years has operated a store at 101 Bloor Street West, at the corner of St. Thomas Street. For years there have been questions if Cole Haan would remain at this location. At one time sources had said that a location would also open at Toronto’s Yorkdale Shopping Centre.
The Harry Rosen flagship store at 82 Bloor Bloor Street West spans five levels and about 50,000 square feet, occupying the corner of Bloor and Bellair Streets.
The building at 83 Bloor Street West formerly housed Hugo Boss’ Canadian flagship store prior to relocating to the Yorkdale Shopping Centre. The building for several months has housed a pop-up clearance store for retailer V Hazelton. H&M-owned COS occupies a large three-level store at 83 Bloor Street West.
Vacant Bloor. Photo by Dustin Fuhs
The former MAC Cosmetics storefront at 91 Bloor Street West is currently for lease. Luxury brand MCM’s only Canadian storefront is located next door at 93.
Sephora 77 Bloor. Photo by Dustin Fuhs
Beauty retailer Sephora operates a large store at 77 Bloor Street West. The beauty industry has had to modify its service offerings due to the pandemic.
80 Bloor. Photo by Dustin Fuhs
The 80 Bloor Street West office tower houses a Roots store at its base. Until recently, Banana Republic also had a store which shut in the fall. Both 80 and 82 Bloor Street West will eventually be demolished for a mixed-use development that will include three levels of retail space below a massive condominium tower.
The above photos are of the commercial podium of the Manulife Centre at 55 Bloor Street West.
Holt Renfrew 50 Bloor. Photo by Dustin Fuhs
Luxury retailer Holt Renfrew recently completed the facade of its flagship store at 50 Bloor Street West. Retail Insider will profile this in a separate article also showcasing renovations to the store’s main floor.
Former HSBC. Photo by Dustin Fuhs
A retail space is for lease at 19 Bloor Street West. Scotiabank formerly occupied the entire building and it has since downsized to occupy the eastern portion of the building. CBRE is listing the vacant space which can be demised. Footwear retailer Town Shoes once operated at the corner and according to records, it opened in 1979.
Under construction at 1 Bloor Street West is ‘The ONE’ tower which will rise more than 1000 feet above the Yonge and Bloor intersection when completed in a couple of years. A boutique hotel will open below the condominium portion of the tower, and sources say that Apple will open a large flagship store at the corner as well.
The Indigo store at the Manulife Centre, facing Bay Street, recently saw a complete renovation inside and out as part of the overhaul of Manulife Centre’s commercial podium.
Thank you for coming with us on this tour of Toronto’s Mink Mile. Feel free to comment below.
As the holidays quickly approach, Digital Main Street and Facebook Canada have teamed up to share a roundup of Canadian small businesses in their ‘Love Your Local Flyer’.
In a bid to make last minute shopping easier, while also hoping to inspire Canadians to shop local this holiday season, the dynamic DMS/Facebook partnership has resulted in a Holiday Gift Guide featuring more than 250 Canadian small businesses.
Showcasing more than 600 unique, local products from hundreds of Canadian small businesses — all of which ship to the Greater Toronto Area — the ‘Love Your Local Flyer’ links the customer directly to each retailers’ online store, allowing each small business to showcase its individuality this holiday season.
The digital flyer provides a personalized shopping experience, sharing a curated selection of relevant and local products for each individual person that engages with the platform.
Some participating retailers include:
Cup of Té: Cup of Té is a premier online retailer of loose leaf organic teas and teaware. Based in Toronto, they are dedicated to enriching lives through the experience of premium teas specially made from organic ingredients with each taste offering unique benefits to tea lovers all over the world and every drop telling a story.
Bohten: Inspired by the beauty of the landscapes found in Ghana, Nana Boateng Osei, began a project to combine a love of nature, style and Africa into an eyewear company, called Bohten Eyewear.
Sisters Sage: Lynn-Marie & Melissa-Rae Angus are the sister co-founders of Sisters Sage, an Indigenous brand that hand-crafts wellness and self-care products inspired by their culture and traditions. They were born and raised in East Vancouver, Canada. Their heritage is Gitxaala, Nisga’a, and Metis Nations. They use traditional indigenous ingredients to create modern self-care and wellness products.
COVID-19 has had devastating impacts on main street businesses this year, and the ‘Love Your Local Flyer’ initiative is just another in a long string of programs designed and successfully executed by Digital Main Street to ensure as many small businesses stay afloat during this time as possible.
Each participating small business received free support through the Digital Main Street Programs, made possible by the Federal Economic Development Agency for Southern Ontario, Province of Ontario, and key corporate sponsors.
Check out the Holiday Flyer between December 9 – December 21, 2020 for a curated list of local gifts.
During a time that will likely long be remembered as one of the more difficult periods in recent human history, stirring up confidence and optimism within the retail industry in Canada can seem inordinately challenging. The COVID-19 global pandemic and its impacts on business have been cold and unforgiving for many, resulting in a rash of bankruptcies and store closures. For others, whose operations have persisted through the crisis, the negative repercussions have been significantly felt, and they continue ongoing. Considering everything that the industry’s endured over the past nine months or so, the situation can be summed up as bleak, in the least. Despite the current retail climate, however, Montreal-based outerwear retailer, Point Zero, is braving the elements and forging ahead with an incredible plan to grow its network of stores across the country.
Expanding for the Future
The retailer, which just celebrated 40 years of business, recently opened 7 new stores in Ontario and Quebec and is now embarking on an aggressive strategy that will see them open up a further 50 stores in locations right across the country by the end of 2021. The impressive expansion will bring the retailers store count to over 70 and provide the already highly recognizable Point Zero brand with an established national physical presence in Canada. And, although the move may seem contrary to current conventional retail wisdom, Maurice Benisti, the company’s Founder and CEO, explains that it’s a necessary move for the company to secure its future success, despite the negative impacts that the industry has been collectively struggling through.
Maurice Benisti
“You have to continue growing, or you die,” he says assuredly. “We understand how challenging it’s been for many within the industry as a result of the COVID-19 pandemic. Everybody has suffered. And we’re sure that we’ll continue to be presented with challenges. But, we’re also just as sure that these effects won’t last forever. We’re all going to get through this difficult time. And when we do, the Point Zero brand will be well-positioned to service our amazing customers with exceptional store experiences wherever they are in Canada.”
Benisti launched the Point Zero brand in 1979 with a focus on creating functional and stylish weather-wear for men. Driven by his passion for the fashion industry, he quickly grew the company, developing a reputation of respect, even adoration, among Point Zero’s customer-base for the quality of product that the company produces. By the mid-eighties, Point Zero had reached near iconic status, solidifying it as one of Canada’s leading fashion lifestyle brands. And, with the help of Benisti’s wife, Nicole, the company continued to succeed during the years and decades that followed, expanding its focus and offering to include women’s and childrenswear.
Designs on Growth
Today, in addition to the Point Zero brand, the husband and wife fashion duo also produce its luxury Nicole Benisti line of women’s clothing. The pieces, designed in Montreal, are described by the company as attire that combines luxury with streetwear “for the modern-day woman, exuding effortless elegance, sophistication, and glamour”. Pieces from the Nicole Benisti collection are often worn by celebrities, including Celine Dion, Jennifer Lopez, and others, and can be found in high-end department stores and boutiques alongside Louis Vuitton, Gucci and Prada. The brand has a remarkably strong international presence, recently opening a store in Shanghai, China, and is a portion of the business that Benisti is extremely proud of, calling it the company’s “super-luxury” offering. Its introduction and explosion in popularity the world over has bolstered the all-Canadian, Montreal-based operation and, as Benisti points out, has helped fuel its growth, positioning it well for its planned expansion of Point Zero stores.
“The Nicole Benisti product is very impressive,” he says. “And the success that we’ve enjoyed as a result has elevated the company to the same level as many well-known European brands. We’re really excited about the opportunities that it provides for the company and has allowed us to stretch our thinking with respect to the possibilities and potential of the brand. And, the growth that we’ve experienced as a result also allows us to take a more holistic approach toward the overall growth of the company, which is obviously reflected in our plans to open more Point Zero stores.”
Exterior of a Point Zero store in Montreal. Photo: Point Zero
Opportunities During Difficult Times
Currently located in Ontario and Quebec, with a handful of stores in Mexico and the Middle East as well, Point Zero’s expansion represents massive growth for the brand and the company, and provides an inspiring example of Canadian-made innovation and excellence during a difficult time when growth doesn’t seem like a realistic objective for most. It’s also reflective of the company’s positive attitude toward business and uncanny ability to continue realizing opportunities within the Canadian market. The most recent opportunity, explains Benisti, is in the more agreeable lease rates that have resulted from the unfortunate circumstances of COVID-19.
“The market seems to be in our favour at the moment,” he says. “The landlords are more realistic today with respect to the leases they’re charging in relation to the traffic that’s being generated. It’s providing us with access to a number of locations in many communities right across the country at rates that are reasonable enough to allow us to move forward with our current growth. There’s plenty of space available out there at the moment. And because we’re in the position to capitalize on this availability, we’re going to be able to realize an opportunity to engage more of our Canadian customers with the great Point Zero retail experience.”
Innovating to Evolve
Benisti explains further that Point Zero’s expansion plans include a number of locations within ‘A’ malls across the country, with partnership negotiations currently taking place with all of the major landlords in Canada. It’s all part of Point Zero’s dedication to innovate in order to continue evolving with its customer and provide them with the very best outerwear fashion possible – something its been doing for more than 40 years now. And, with the introduction of the brand’s ‘No Alternative Planet’ product, the innovation continues unabashed.
Exterior of a Point Zero store. Photo: Point Zero
A line of stylish winter coats, the ‘No Alternative Planet’ product leverages recycled plastic water bottles for use as polyfill. It’s an innovation that aligns with Point Zero’s commitment to become carbon-neutral by 2025. And, as Benisti proudly points out, it allows the company to make a meaningful contribution toward the sustainability of the planet, reflecting the values that it shares with its loyal fanbase.
“Our customers care about the environment and the future of the planet,” he says. “And it’s also something that is very much a part of the Point Zero culture as well. We want to be able to give back to the planet, to make sure that we’re doing things as sustainably as we can to minimize the impact that we have on it and preserve it for future generations. Our ‘No Alternative Planet’ product is an excellent example of our commitment. The coats are produced to the same superior quality as the rest of our Point Zero coats, offering the same durability and protection against temperatures as drastic as -40 degrees Celsius. We’re very pleased about the outcome of this innovation and are excited about the introduction of ‘No Alternative Planet’ to our growing line of outerwear.”
Sustainable Thinking
The line, and Point Zero’s commitment to the environment, is a remarkable statement made by a company celebrating 40 years of business. It reflects its adaptability and willingness to think creatively to find solutions to the problems we all share. And, it also proves to show that the customer is always at the centre of the Montreal-based company’s focus. Offering a product that promotes environmental sustainability, Benisti explains, fits nicely into Point Zero’s overall mandate of sustainability, providing an unmatched quality of product and timeless designs, ensuring that longevity is comprehensively built into every item it produces. It’s a dedication to and focus on the customer that Benisti talks about with a sincere fervour, and is one that he says will continue to drive the company well into the future.
“The Point Zero customer means everything to us. And we intend to keep pushing, innovating with technology to make sure that we’re constantly and consistently meeting their evolving needs. We’re going to continue expanding our presence throughout the country and the world, improving our ecommerce offering and performance and digital capabilities, and providing an even better, more enjoyable in-store Point Zero experience. If we remain focussed and maintain our creative mentality with respect to everything that we do within our business, our potential, and the opportunities to grow the Point Zero brand, will only continue to increase.”
The Dragons’ Den television judge has a diverse portfolio that includes multi-theatre cinemas, restaurants, a construction company, and his personal fashion brand, Mr. Sunshine.
Now he is venturing out into a new initiative launching an innovative e-commerce platform in Montreal called Lovefoodtogo.com which brings gourmet snacks and complete meals, including from his restaurant Giulietta Pizzeria, right to the doorsteps of consumers.
Love Food to Go Focuses on Delivering Gourmet Snacks Directly to Your Door
Currently, the platform represents about 40 food manufacturers with the potential to grow in the future.
“Now, more than ever, we are eating in, but sometimes, we want comforting and delicious meals without having to do the dishes. Lovefoodtogo.com offers direct to your doorstep delivery of gourmet, high-end meals that customers can now enjoy in the comfort of their home — including Giulietta’s Italian pizzas,” said Guzzo.
“We thought it is great to get our food into a retail space like a Costco or a Loblaw but one of the big problems is that grocery stores don’t carry the same things in big cities versus small cities. Costco isn’t everywhere. So why wouldn’t we offer the frozen food part of the retail space that’s right now being sold to the Costcos and Loblaws of the world. Why wouldn’t we put it online and allow people to buy some of those products. That’s how the idea started.”
But Guzzo said the idea was taken a step further.
“Now it’s going to actually be a platform where I can test the retail viability of some of the products that we want to launch.”
Consuming locally is more important than ever during the pandemic as more and more consumers look to support their local products.
Love Food to Go’s core value is that it wants to promote local manufacturers in Quebec and Canada by making their high quality and unique products available at the consumer’s doorstep.
By Choosing Love Food to Go You’re Supporting Local Employment & Canadian Family businesses
By choosing Love Food to Go, people support local employment and help Canadian family businesses.
“We’re now going to release a whole bunch of retail products that will be either under the Giuletta brand, either under the partnership brands that we have but also under the Mr. Sunshine while supplying my movie theatres and retail and grocery stores and so forth,” said Guzzo.
Screenshots from the Love Food to Go website
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“The first orders we got for pizza was in New Brunswick. Then we had some out West in Calgary. It’s another way for us getting direct access to less than obvious areas that don’t necessarily have the big city availability of those products while also making it very convenient.
“Ultimately it’s a product that’s across Canada. It’s a frozen food concept. So it’s got to be delivered to you within 24 hours. We’re trying to make it as easy as possible.”
While the concept works very well under the current trends caused by the pandemic, the real inspiration, said Guzzo, was figuring out a way to get their products to areas of the country that don’t have the brands that have come together under the Love Food to Go’s umbrella.
“While we want to respect the brick and mortar customers we have, okay how do we get to somewhere else? How do we get further reach without necessarily having to go in that area and convince one by one the stores that carry our product.
“This was something that was in the works for six, seven months before the pandemic. It’s just that the pandemic created an urgency of ok let’s get it done. We can actually accelerate this. Eventually the plan is to develop it into an almost frozen food subscription model.”
Special Edition 21: TC Transcontinental and its Retail Product Strategy: Interview
An off-schedule podcast discussion with Greg Neath, VP – Business Development In-Store & Direct Marketing and Premedia at TC Transcontinental Printing. Craig and Greg discuss the TC Transcontinental’s product expansion strategy in Canada, and how the company grew to become the largest of its kind in the country.
TC Transcontinental is a leader in flexible packaging in the United States, Canada and Latin America. It is also Canada’s largest printer. The company has over 8,000 employees, the majority of which are based in Canada, the United States and Latin America.
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Recipe Unlimited, Canada’s largest full-service restaurant company, has launched its second multi-branded takeout and delivery-focused concept restaurant, Ultimate Kitchens, in Toronto.
The company opened its first location in March.
The new location, which opened last month, features a fully-integrated digital guest takeout and delivery experience. The participating brands across the two locations include a combination of Swiss Chalet, New York Fries, Harvey’s, East Side Mario’s, Montana’s BBQ, and partner concepts Fresh, Bento Sushi, and Blondies Pizza.
The Goal is to Provide Consumers With Access to Under-Serviced Concepts & Cuisines
Ultimate Kitchens logo
Ultimate Kitchens said it will provide consumers with access to a variety of concepts under-serviced or not available in their local neighbourhood.
“Ultimate Kitchens brings our iconic brands, partner concepts and new cuisines to the homes of more Canadians while providing guests with a one-stop dining marketplace, combining meal variety, quality, value and speed in a single, effortless order. Our new prototype creates a fully digital takeout ordering experience, adding a new channel for guests to conveniently pick up food faster than what they’re accustomed to. Takeout or delivery, you can either enjoy the brands individually or mix and match to get exactly what you want in a single order,” said Frank Hennessey, CEO, Recipe Unlimited.
“This concept represents a significant opportunity for future growth and expansion for Recipe in Canada and beyond our borders. It’s on-point with the shift in consumer behaviour while enabling Recipe to serve markets where it may otherwise be cost prohibitive to build a traditional restaurant. The focus on takeout and delivery will enable us to better serve our guests in these communities.
Recipe Unlimited intends to have a national presence with as many as 12 locations by the end of 2021.
Yianni Fountas, Senior Director, Emerging Brands & Partnerships, Strategic Projects and Business Insights, Recipe Unlimited Corporation, said the first location was a delivery only concept.
“It was our first real crack at exploring the world of “virtual kitchens”, but our plan has always been to move towards a takeout and delivery marketplace model for our guests,” he said, adding that the first location was set up to test and get the operational side of the business up and running.”
Click for interactive Google Map of new Ultimate Kitchens location.
“The second location, which opened in November, features a fully immersive digital takeout experience. Ultimate Kitchens provides a one-stop shop for guests that offers a variety of different restaurants, cuisines – everything, all in one place. We’ve also been able to integrate the operations and IT kitchen systems of all restaurant partners to provide a seamless ordering experience. That means Guests can flip back and forth through the different menus of the participating brands and order their favourite items, from their favourite restaurants – all in one order. It gives you the ability to mix and match.”
“The first two Ultimate Kitchens are located in Toronto, but the intent is to expand and scale nationally by the end of 2021. We’re going to continue to grow. But it’s important to note that this is not a strategy to replace our brick and mortar restaurant business. In my opinion, there will always be a value that our guests place on a restaurant experience – the friendly service or ambiance that cannot be replicated or recreated at home. Ultimate Kitchens complements our existing network and isn’t just a response to the pandemic. For the past few years, we’ve seen a change in consumer trends from our existing business shift more into the takeout and delivery channels. We believe that by focusing on these channels, it can become a growth stream for Recipe outside of our traditional business. This provides us the opportunity to service those markets where we’re currently underrepresented.”
Fountas said Ultimate Kitchens continues to add food partners where it believes it adds value to its customers and helps serve an under-serviced cuisine or concept in certain areas.
“Working with our aggregator partners, we’ve been able to identify the need for additional cuisines and/or concepts by location outside of what Recipe has under its umbrella. From there, we will evaluate whether it makes sense to fill that gap with a third party partnership or explore creating a virtual brand in an effort to create this one-stop marketplace for our guests that satisfies every craving,” he said.
“We personally believe that whether it’s takeout or delivery, Ultimate Kitchens serves a different, convenience-driven, meal occasion that a consumer is looking for. Our objective, or rather our purpose, is to be around to service these new convenience-driven meal occasions in whatever fashion that the guest is looking for.”
Founded in 1883, Recipe Unlimited Corporation is Canada’s largest full-service restaurant company. The company franchises and/or operates some of the most recognized brands in the country including Swiss Chalet, Harvey’s, St-Hubert, The Keg, Milestones, Montana’s, Kelseys, East Side Mario’s, New York Fries, Prime Pubs, Bier Markt, Landing, Original Joe’s, State & Main, Elephant & Castle, The Burger’s Priest, The Pickle Barrel, Marigolds & Onions, and 1909 Taverne Moderne.
As at September 27, 2020, Recipe had 24 brands and 1,355 restaurants, 84 percent of which are operated by franchisees and joint venture partners, operating in 10 countries (Canada, USA, Bahrain, China, India, Macao, Oman, Panama, Saudi Arabia, and the UAE).
