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The Future of Malls in Canada Includes Pedestrian-Friendly Microcities: Feature

By
Sean Tarry
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RENDERING OF RENOVATED OAKRIDGE CENTRE: QUADREAL

It wasn’t that long ago, perhaps only about three or so decades back, when the shopping centre served as the hub of activities and events for many communities across Canada. It was where young people went to hang out and talk with their peers, and was also the venue for many Saturday afternoon family outings. But things have changed since then. Due in equal parts to the rise of ecommerce, evolving consumer behaviour and habits, and the diversification of suburban land use and development, the shopping centre seems to have — save some unique examples — lost a bit of its identity and panache through the years, nearly rendering some mall locations in the country as outliers — teetering on the proverbial periphery of the areas they serve. Thanks to creative, forward-thinking strategy and execution exhibited by some of Canada’s leading property developers, however, the shopping centre has experienced a recent surge in popularity and interest and is poised for a return to its halcyon days, once more becoming the heart of civic connectivity and engagement.

The ways in which today’s developers are making this happen are multifaceted, often centralized in strategies that are anchored to the tenets of human need and desire. And supported by an acute understanding of today’s consumer experience, they’ve managed to elevate the very notion of the shopping centre to the next level, ushering in awe-inspiring mixed-use plans for the mall of tomorrow, resulting in the construction of cities unto themselves with a multitude of retail offering providing the epicentre of interactivity and fulfillment.

According to Deloitte’s ‘Future of the Mall’ report released earlier this year: “The mall of the future will be a destination that feeds the functional requirements of our lives as well as our need to be social. It will be a thriving community where people will live, work, play, and eat. It will not be your parents’ mall — so much so that we might no longer call it a “mall” anymore at all.”

The Continued Evolution of Mixed-Use

The mixed-use concept, in which commercial and residential properties are combined at a location to optimize space and enhance convenience for residents and visitors, is not an entirely new one. But it’s a concept that continues to grow and evolve, seemingly in synchronicity with today’s mobile, convenience-driven consumer. And it’s one that, through the type of work being done by property developers like QuadReal Property Group, seems on the precipice of completely changing the shopping centre and consumer experiences altogether.

“What we’re trying to do is create communities, places where people can come to live and enjoy life and to connect emotionally close to home,” says Andy Clydesdale, QuadReal’s Executive Vice-President of Retail. “When people visit a shopping centre, they aren’t just going there to buy something. They’re going there to connect, to a place of destination where their senses are enhanced, from touch to smell to what they see and hear. Through our strategy and execution, we want to help bring the joy back to the shopping centre visit for the customer and to keep presenting them with reasons to continue returning.”

QuadReal is a global real estate investment, operating and development company headquartered in Vancouver that manages retail properties across the country totalling more than 5 million square-feet. Their portfolio is vast and includes successful locations in British Columbia, Alberta, Ontario, and Quebec. It’s a forward-looking, forward-thinking company that has become known for its intelligent investments and willingness to challenge the contemporary way of doing things while remaining true to its commitment to “create sustainable environments that bring value to the people and communities it serves”. And there are perhaps no better examples of this vision and commitment than what’s being reflected in the work and planning that the company’s executing around three of its properties: Bayview Village in Toronto, Cloverdale Mall in Etobicoke, and Vancouver’s Oakridge Centre.

RENDERING OF RENOVATED BAYVIEW VILLAGE: QUADREAL

Adding and Enhancing Value

It’s all part of a strategy that was started by the company a little more than four years ago, Clydesdale explains, with focus on a starting point to develop properties in major cities that are located on or near mass transit lines, and which presented the opportunity to be enhanced or have value added. Plans for each property include the addition of purpose built rental, condos and affordable and inclusive housing, along with what Clydesdale calls “an appropriate level of retail” based on the mall and its location.

“We’re not trying to be everything to everybody,” he says. “We’re developing these properties with a certain level of curation that aligns with our brand. Each one of our properties is different, representing different things to the areas they serve. We approached our planning for our locations by looking at them each holistically to understand what each of them required in order to create an exceptional experience for the communities we operate in.”

Cloverdale Mall, for instance, provides QuadReal with the opportunity to completely transform the location and area immediately surrounding it. The developer plans to raze the aging, one-storey mall in phases and in its place will construct what Clydesdale describes as a “microcity”, consisting of a unique design that includes multiple residential towers totalling more than 4,000 rental units, parks and green spaces, a food-oriented market building, and an arts and culture community centre, along with all of the other amenities required by a community. The area is enveloped within a triangular plot of land by Highway 427, The East Mall and Dundas Street and will be accessible from each major road, connected by a network of streets designed to help residents and visitors easily and fluidly navigate the expansive space. A retail Main Street will serve to anchor the development, complementing ‘Cloverdale Square’ proper.

In addition, in an effort to make the area more pedestrian-friendly, several pedestrian-only routes and cycling connections will provide comfortable travel to the Square and other areas on the property. The massive 1,800 vehicle parking lot that currently surrounds Cloverdale will also be replaced by integrated above-grade and multi-level below-grade parking, conveniently located for visitors and residents to easily access retail and residential structures.

Bayview Village, located at Bayview and Sheppard in Toronto, on the other hand, presents QuadReal with a slightly different opportunity.

RENDERING OF RENOVATED bayview village: QUADREAL
RENDERING OF RENOVATED BAYVIEW VILLAGE: QUADREAL
  • RENDERING OF RENOVATED BAYVIEW VILLAGE: QUADREAL
  • RENDERING OF RENOVATED BAYVIEW VILLAGE: QUADREAL

“Bayview Village is a very successful shopping centre,” Clydesdale asserts. “It’s very unique and very curated and has solidified its position in the marketplace. So, we knew that we needed to be sensitive not to disrupt the great retail that already exists at the mall, and instead enhance it by adding a little bit of lifestyle retail along with some new rental and condo buildings and improved access to transit.”

And that’s exactly what the developer has planned, with a vision to modernize the southwest portion of Bayview Village by extending a multi-level storefront out to Sheppard. The addition of new rental and condo residential units, a green space and urban park, and an outdoor retail promenade offering a luxuriously-spaced common area and gathering spot for visitors and residents help to create another community-like environment. And, not too dissimilar from QuadReal’s plans for Cloverdale, amenities and structures on the Bayview Village property will be made accessible by a series of interconnected walkways and bike lanes, allowing for another extremely pedestrian-friendly experience.

RENDERING OF RENOVATED OAKRIDGE CENTRE: QUADREAL

The Transformation of Oakridge Centre

Plans for the development and enhancement of each of these locations are impressive, speaking directly to QuadReal’s core principle of adding value to the communities it serves. And it’s also encapsulated well in the developer’s plan and strategy for its Oakridge Centre location in Vancouver. The Centre will undergo a near-complete overhaul and is set to close for construction, save Crate & Barrel and Hudson’s Bay Company locations and the Centre’s south medical building, at the end of the month.

According to Clydesdale, a unique multi-phased redevelopment project like Oakridge highlights the value of the developer’s internal multi-asset class expertise. It also presents it with the opportunity to work with a world class partner like Canada’s leading luxury residential and mixed-use real estate development company, Westbank Corp. Redevelopment of the Centre will result in the creation of more than a million square feet of new retail space, 750,000 square feet of which will be catered to the indoor shopping experience with 250,000 square feet of outdoor shopping that will be made accessible by pedestrian-only walkways. Rental and condo units housing approximately 6,000 residents will also be erected on the periphery of the site.

The Centre will also include the construction of The Kitchen – a nearly 65,000 square foot, two-level ‘foodie experience’ venue with the capacity to seat 1,600 guests. And with an offering that promises to include a plethora of diverse food and beverage purveyors and a robust array of freshly prepped, ready to eat or take-home food, cooking classes, culinary events, as well as the use of innovative concepts like ghost kitchens and the latest in food delivery technology, The Kitchen is sure to become an attraction unto itself. The mezzanine will be the location of a 32,000 square foot pub that will be spacious enough to seat another 1,000 guests. In addition, an outdoor patio, accommodating 800 more guests, will lead to an incredible nine-and-a-half-acre rooftop park that will feature a half dozen distinct areas that can be leveraged for unique uses of both recreational and leisure varieties.

When construction is complete, Oakridge will also be the home to a brand new 100,000 square foot community centre consisting of a childcare facility, fitness centre, gymnasium, youth and senior activity centres, performance hall and a 21,000 square foot branch of the Vancouver Public Library. And, just like Cloverdale and Bayview Village, the development of Oakridge will be optimized for greater accessibility to transit, with an emphasis on pedestrian travel and comfort.

“The development and enhancement of each of these locations, from a planning and strategic perspective, have been designed with the guest and resident experience in mind first and foremost,” says Clydesdale. “And we’ve built flexibility into the designs as well that will allow us to evolve the use of certain spaces on these properties as consumer needs and behaviour change, with the goal to continuously improve access to them and the experience on site.”

More Than Just Retail

Some of these future improvements will include the exploration of autonomous modes of transportation to deliver and pick up guests from the shopping centres, the ability for residents to order meals, groceries, and other products from the comfort of their residence and have it delivered to their door and, of course, the ongoing research and development of mobile and digital technologies that will help support the experiences QuadReal’s properties provide for its patrons.

Combining QuadReal’s plans for these sites with its vision, focus on the fundamentals of the retail experience and desire to add value to the areas its properties serve, the developer is helping to raise the bar concerning tomorrow’s shopping experience.

“We’re helping to build communities and hubs of central activity and interaction for the people living in and visiting these communities. It’s how we envision sites like these operating going forward. The shopping centre experience today is about more than a simple retail offering. It’s about providing guests with a multipurpose destination that encourages them to live and shop, to engage with one another and to be entertained.”

MEC Sale to Private Owner will Negatively Affect Brand Trust: Expert

By
Mario Toneguzzi
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EXTERIOR OF VANCOUVER’S MEC FLAGSHIP STORE. PHOTO: MEC

The sale of Vancouver-based retailer MEC (Mountain Equipment Co-op) to a U.S.-based private investment firm raises a number of questions about how Canadian consumers will respond to the change in ownership.

How will this acquisition affect consumers’ trust in MEC? How will it affect consumers’ trust in the retail industry? What’s to come? There are so many questions people are asking about the sale to Kingswood Capital Management while the well-known retailer remains under creditor protection in Canada.

A CANADIAN BRAND BEING ACQUIRED BY AN AMERICAN BRAND INEVITABLY ERODES CONSUMER TRUST

Dr. Saul Klein, Dean of the University of Victoria’s Gustavson School of Business, said his guess is that this will erode trust significantly for a few reasons.

“One is when we see a Canadian brand being acquired by an American one, that has a negative impact. We saw that quite sharply with Tim Hortons a few years ago. That was again one of the most trusted brands in Canada and then new ownership came in and started making changes. It really undermined a big part of the value proposition for Canadians,” said Klein.

“For MEC, I think it’s going to be even stronger because of the co-op structure. The customers are members and it’s hard to gauge how many, but a significant number of their members are quite unhappy with this. As members of a co-op they have a very different view on what the purpose of the organization is. And MEC on their home page would say they are about values not profits. That’s a big part of what kept people going to MEC. It’s those values about ethical sourcing, about playing a positive role in society, active on the climate front.

“The risk is that the new owners by necessity will have to cut costs and have to push some kind of a turnaround and the risk is they might get away from some of those value-based elements that are a big part of what makes MEC such a trusted brand in

For the past five years, the Gustavson Brand Trust Index has been tracking consumers’ trust in brands with MEC consistently holding the top spot as one of the most trusted brands in Canada.

There are a number of challenges taking place against the MEC sale. An online petition by members is opposing it as members are raising money for legal fees to challenge it.

“We’re living in very strange times,” said Klein. “In a normal year, I would have thought that MEC probably could have recovered. They had a financial problem in 2019. But to restructure and cut costs and get things going just when the pandemic hit made it impossible. We’ve seen so many retailers fail during the pandemic and MEC wasn’t in a good position to get through it. That certainly also undermines the trust.”

The overall trust of a company like MEC comes from its values, the quality of its products, and the quality of the service.“The people in the stores really had an in depth understanding of what they were doing, and they were similar to their customers in the sense that they shared the same enthusiasm for the outdoors,” said Klein.

“The big question is going to be what are the new owners going to do. As a private equity firm, they have to make money or find a way to make the organization profitable. They have said that they’re going to keep 17 out of the 22 stores in operation but are their stores going to look different? Are they going to be able to attract new customers in greater numbers than they’re going to lose existing customers? I think many of the current customers will not stay with MEC. And if they try and attract new customers, they risk diluting their core position which is what probably got them into a little bit of trouble to begin with. So they’re in a catch 22 here.”

MEC OWNERSHIP CHANGE JUST ANOTHER RIPPLE IN THE TIDAL WAVE OF CHANGE HAPPENING IN CANADIAN RETAIL

Bruce Winder, author of RETAIL Before, During & After COVID-19 and President of Bruce Winder Retail, said the MEC situation represents the clash of two very different worlds.

“On the one side is the original co-op members, customers and grassroots origins of this storied green Canadian brand. On the other side is Kingswood, a private equity firm that personifies late stage capitalism. Sort of a battle between left and right. Not unlike a broader battle we face in modern society,” said Winder.

“So far, Kingswood has said all the right things to try and win over MEC stakeholders — sending an open letter to members that tried to calm the waters. Meanwhile, some co-op members have raised money to obtain legal representation and potentially block, if not re-shape the deal.

“This is not a great way to start a business relationship and probably sets the stage for several years of distrust and disagreement. I can’t help but think about the tumultuous 3G Capital/Tim Horton’s franchisee relationship that played out in the media over the last half decade or so. We all saw how tough that was and the impact it had on the business.”

Winder said trust is a critical part of any union and so far, at least on the MEC side, it is non-existent.

“But what happened to the MEC board? Did they not obtain the sign-off from members before the deal? It sounds like they may not have. If so, that may be a clue to a culture that was toxic to begin with – at least between members and the group that steered the broken retailer. Was this part of the underlying problem to begin with?,” added Winder.

“The irony is that both sides need each other. MEC needs funding and expertise to reconfigure its business model to make money and remain a going concern. Kingswood needs a strong, differentiated niche business that is in distress so that they can apply their financial wizardry to make strong returns for their investors.

“Will they be able to work together to accomplish their goals? Time will tell. One thing is for certain. If the two sides can’t find common ground the customer will suffer the most in the end.”

Michael Kehoe, a retail specialist with Fairfield Commercial Real Estate in Calgary, said the recent ownership change at MEC is another ripple in the tidal wave of change on the Canadian retail landscape.

“MEC has an established pattern of customer traffic and sales and that will be hard to disrupt even in these challenging times. The loyalty to the brand lies in the quality product offering and the customer service. I am expecting some MEC locations to close as the new ownership sets in. Now with the loss of the MEC Co-op status the playing field has been levelled in this retailing category.”

Ulta Beauty Halts Plans to Expand into Canada

By
Craig Patterson
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Photo: Ulta Beauty

Popular US-based beauty retailer Ulta Beauty has halted plans to expand into Canada after announcing plans to open stores last year. The beauty behemoth would have competed with retailers such as Sephora and Shoppers Drug Mart as well as department stores and other retailers carrying beauty products. 

In April of this year, Ulta Beauty said that it had planned to delay the Canadian expansion by about six months — plans were originally in place to open the first storefronts this year. Last year, former Globe & Mail journalist Marina Strauss first reported that sources had confirmed that Ulta Beauty was looking to open its first Canadian stores in late 2020 or early 2021.

Dozens of Ulta Beauty stores were expected to open across the country in major markets, including a mix of suburban units as well as some urban storefronts. In the United States, where Ulta Beauty operates more than 1,200 stores, some locations are in big-box centres to keep costs down. 

Last year, Ulta Beauty retained broker Sam Winberg of Retail CND to find space for the retailer’s first Canadian locations. Inside sources informed us that the retailer was looking for space in Canada and was speaking to some prominent landlords about opening in malls and other high-traffic areas. 

INTERIOR OF ULTA BEAUTY. PHOTO: ULTA BEAUTY

In an SEC filing on Wednesday September 23, Ulta Beauty said that its Canadian expansion was put on hold. “Ulta Beauty continues to believe international markets provide a long-term growth opportunity for the Company. However, given the current operating environment, the Company has decided at this time to prioritize growth of its U.S. operations and is suspending its planned expansion to Canada.”

As a result of breaking leases, Ulta Beauty will incur tens of millions of dollars in costs. The company said that it was in the process of a “limited to early-stage infrastructure buildout,” which included securing several smaller retail storefronts for the retailer. “In conjunction with this decision, the Company expects to incur costs in the range of $55 million to $65 million, the majority of which will be recognized in fiscal 2020,” according to the filing document.

COVID-19 affected sales at Ulta Beauty. For the quarter ended August 1 2020, the retailer’s net sales fell 26.3% to USD$1.2 billion, down from USD$1.7 billion in the year prior. Net income was USD$8.1 million, down from a whopping USD$161.3 million in the same quarter of last year.

The news will come as a shock to Canadians who were anticipating Ulta Beauty’s entry into the Canadian market. Prior Retail Insider reports about the retailer saw thousands of readers, indicating a strong brand awareness for Ulta Beauty in Canada. 

There’s a possibility that Ulta Beauty will eventually expand into Canada. A representative at the company provided a statement to Retail Insider saying, “We continue to believe international growth is a longer-term opportunity for Ulta Beauty and we’ve learned a great deal throughout this process. When the time is right to reengage international opportunities within our growth strategy, we will certainly apply these learnings.” 

INTERIOR OF ULTA BEAUTY. PHOTO: ULTA BEAUTY

Ulta Beauty has been referred to as the ‘Home Depot of beauty retailers’ with an expansive offering of brands in experiential stores. The retailer was founded in Bolingbrook, Illinois, in 1990 by Terry Hanson and Richard E. George, and it has become the largest beauty retailer in the United States. Ulta Beauty is said to be a one-stop shop that offers mass and prestige beauty, skincare, and haircare products in addition to unique services all under one roof; the company’s motto is “All Things Beauty, All in One Place”. Ulta Beauty’s loyalty program boasts more than 32 million members — that’s twice as many as Starbucks as a comparison. 

Retailers with beauty products in Canada may breathe a sigh of relief, at least for now. LVMH-owned Sephora operates more than 100 stores in Canada and has seen remarkable success here by gaining a significant share of the market. Shoppers Drug Mart, which continues to expand its BeautyBoutique concepts both within its stores as well as with standalone beauty storefronts, will retain a market share that it was sure to lose with Ulta Beauty’s Canadian entry. Other retailers that would have been hit by Ulta Beauty’s Canadian entry include department stores such as Hudson’s Bay and Nordstrom and even discounters such as Walmart. 

One beauty category that has been hit hard in particular is lipstick, as face masks have been mandated in public indoor spaces in many parts of Canada. The work-from-home trend as well as limited social gatherings has also resulted in reduced sales for other beauty products as well. 

COVID-19 has hit retailers hard globally, including in Canada. Some international brands that planned to expand into Canada have put plans on hold and are waiting to see how the situation plays out. Travel restrictions have resulted in less international tourist dollars, which is hitting markets such as Vancouver and other destinations in a big way. A vaccine, which is not guaranteed to come to fruition, is a hoped for saviour to get things back on track. Given that we appear to be entering a second wave of the COVID-19 pandemic, the future of retail in Canada is again uncertain as we approach 2021.

Noticed Your Grocery Bill Seems to be Getting Higher? Here’s Why.

By
Sylvain Charlebois
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Every month, Statistics Canada reminds us that life is getting more expensive. But for food, the situation has been unique over the last few decades. Based on numbers released recently, the price of a typical grocery basket has increased by about 240% since 2000. Some will think that such a percentage is expected, given the effects of inflation. Perhaps, but the overall cost for other products and services in the economy did not increase as much as food did – far from it.

TYPICAL CANADIAN GROCERY BASKET INCREASED BY 240% SINCE 2000

In fact, it is when we compare the consumer price index with the food price index over the last 20 years that we see a rather marked divide. Except for Iqaluit, all provinces and territories have seen their consumer price indices outstripped by the food price index. In most cases the food price index has gained at least 10 points more in 20 years. The differences are larger in Eastern Canada.

In Quebec, the difference between the two is 23.1 points and in Nova Scotia, 21.3 points. The place where the food price index exceeded the general price index the most is in New Brunswick, with 25.8 points. In other words, over the past 20 years, Canadian households, especially in Eastern Canada, have had to spend more of their budgets on food. It is especially in the last decade that the gap between the two indices has widened. For the Eastern provinces, the reasons vary between the lack of regionally based food processing and the higher logistical costs of serving some remote markets.

Some may say a sustained rise in food prices may be harmful to the poorest citizens. Well, yes and no.

North America has been the realm of discounted food for quite some time. We are just coming out of an era in which we have been bent on buying the cheapest food products. For a generation, food industrialization has led us to consume both good and questionable food and we accepted our fate without thinking much about it. But things are different now. As affordability remains a priority for the agri-food sector, quality, the provenance of food, and the ecological footprint that our choices represent bring their share of complexity and additional costs. The demanding consumers that we have now become have plenty of choice, all year round. With more innovation, quality is also much, much better, but there is certainly a price to pay for that. As a result, the industry has been catching up to our expectations by managing higher costs and passing some of the increases onto us. It will only get worse with COVID-19. Simple economics.

But the fact remains that some people are struggling to make ends meet. Poverty is invisible, but it is there, it surrounds us, and will become more of a challenge over the next several months. It is high time to evaluate the possibility of a guaranteed minimum income, for greater financial equity for all.

Despite higher food inflation, there is still some good news for bargain hunters. For several years now, we have focused on discussing the more expensive food products. It is just human nature, but did you know that there are a few products priced almost the same as they were 20 years ago? According to Statistics Canada, flour has increased by 38% since 2000. That’s not much. Even better, peanut butter is about 5% more expensive than in 2000. Of course, prices will vary depending on the region, the type of store, and the time of year. But peanut butter has been relatively cheap for 20 years. But apparently, sugar is dirt cheap in Canada.

According to Statistics Canada, white sugar is almost the same price as it was in 2000, at $2.40 per 2 kilograms. Although there are only three sugar producers in Canada that control the market, Redpath, Lantic, and Rogers in the West, the price of sugar has barely changed in the last two decades.

The sugar industry operates mostly behind the scenes, and everything is negotiated privately. Canadian prices are based on world sugar prices, which are significantly lower than prices supported by tariffs in the United States and Europe. Canada’s low import tariffs also mean that global competition for refined sugar keeps prices low here compared to the United States. In fact, sugar prices in Canada are on average about 35% lower than U.S. sugar prices.

So, there you have it. Food prices are going up, but at least sugar and peanut butter remain a bargain.

215: GUCCI Opening in Edmonton, HBC’s The Room Adds Menswear

By
Retail Insider
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This week Craig & Lee talk about Gucci opening a standalone store in West Edmonton Mall and HBC’s The Room shifting strategy by adding menswear in the Vancouver location.

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.

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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/

La Maison Simons Adds Second-Hand Luxury Goods Departments to Stores

By
Craig Patterson
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Square One Simons

You can now buy a Louis Vuitton bag at La Maison Simons for the first time, though the bag won’t be new. Simons has partnered with two second-hand luxury retailers to carry a selection of merchandise in the Edito departments in four Simons stores as well as on Simons.ca.

SIMONS PARTNERSHIP WITH LXRANDCO & VSP CONSIGNMENT IS FIRST FOR CANADIAN RETAILER

Simons struck a partnership with luxury resellers LXRandCO and VSP Consignment on the initiative, which last week saw new collections rolled out at Simons’ stores at Place Ste-Foy in Quebec City, downtown Montreal, Square One in Mississauga, and at CF Rideau Centre in Ottawa.

Bag and accessory brands carried at those Simons stores as well as online include Louis Vuitton, Chanel, Prada, Hermès, and others. Women’s apparel brands include names such as Versace, Sonia Rykiel, John Galliano, Miu Miu, Saint Laurent, and Jean Paul Gaultier, among others.

SCREENSHOT OF SIMONS WEBSITE FEATURING VINTAGE ACCESSORIES AS PART OF LXRANDCO COLLABORATION
SCREENSHOT OF SIMONS WEBSITE FEATURING VINTAGE ACCESSORIES AS PART OF LXRANDCO COLLABORATION

Prices for some of the products found online are still in some instances into the thousands of dollars. An orange Hermès Birkin bag is priced at $18,995, while a Louis Vuitton ‘Sac Shopping’ can be had for $1,495. Some of the designer apparel is more reasonably priced. A vintage Oscar de la Renta dress is priced at $395, a Sonia Rykiel lace-up dress is priced at $295, and a Christian Lacroix jacket can be had for $375 on the website, for example.

Publicly traded LXRandCo was founded in Montreal in 2012 and operates concession spaces in Canada at 11 Hudson’s Bay stores in the Montreal, Toronto, Vancouver, Calgary, Edmonton, and Winnipeg markets. In the United States, LXRandCo operates locations at 11 Century 21 store locations — all are set to close with the recent bankruptcy of Century 21 which will result in its stores shuttering this fall.

VSP Consignment, which operates a physical store in Toronto as well as an e-commerce site, was founded in 2013. The retailer describes itself as the only large-scale resale company in Canada for luxury/premium fashion, with a ’sister store’ in Calgary called Vespucci which spans more than 10,000 square feet. For Simons, VSP Consignment curated an archive of fashions from the 70’s, 80’s, 90’s, and early 2000s.

SCREENSHOT OF SIMONS WEBSITE FEATURING VINTAGE WOMEN’S APPAREL AS PART OF VSP CONSIGNMENT COLLABORATION
SCREENSHOT OF SIMONS WEBSITE FEATURING VINTAGE WOMEN’S APPAREL AS PART OF VSP CONSIGNMENT COLLABORATION

INTRODUCTION OF VINTAGE APPAREL PART OF SIMONS ECO-FRIENDLY INITIATIVE

The introduction of vintage clothing and accessories is part of an eco push on the part of Simons, which is on trend. Some brands carried at Simons have an eco-slant as part of the retailer’s ‘Vision’ initiative including products with recycled fibres, organic cotton and linen, natural dyes and other characteristics. CEO Peter Simons said in 2018 that he wanted to make his stores ‘net zero’ in terms of energy usage, which was first achieved with the retailer’s Galeries de la Capitale unit in Quebec City. Electric car charging stations were also installed in stores such as the Londonderry Mall Simons unit which opened in 2017.

The Edito departments at Simons stores were already known for carrying luxury brands, none of which were second-hand. Big names at Edito include Balmain, Moschino, Chloé, Dries Van Noten, Issey Miyake, Marni, McQueen, Nina Ricci, Vivienne Westwood, and others. In the spring of 2020, Simons was said to have had issues with credit insurance for deliveries and as a result, designer merchandise from Edito departments was moved online for clearance. As of this week, new designer products appear to have been added online at Simons.ca for the fall.

Simons was in a challenging financial situation which was made worse by store closures due to COVID-19. Peter Simons said in the summer that the retailer had regained profitability and that vendors would be paid on time. Among other challenges included Simons losing Canada Goose as a brand, with Simons selling millions of dollars of the pricey parkas annually.

The Quebec City-based large format fashion retailer is unique in the way it does business. Stores across Canada are architecturally unique and are unlike anything in North America. The majority of products carried in Simons’ stores are in-house labels, while the retailer also carries a range of mid-priced and luxury brands.

The ‘high-low’ shopping environment is said to result in higher sales for the in-house brands — after seeing a pair of $1,000 pants, the $79 version looks much more appealing for many. Carrying luxury brands also elevates Simons in the eyes of consumers, and there’s no retailer like it in the United States.

Simons was founded in Quebec City in 1840 and operates 15 stores across the country. Its first store outside of Quebec opened in October of 2012 at West Edmonton Mall in Edmonton. Simons now operates stores in the Vancouver market (Park Royal in West Vancouver), Edmonton (West Edmonton Mall and Londonderry Mall), Calgary (The CORE), Toronto (Square One in Mississauga), Ottawa (CF Rideau Centre and Promenades Gatineau), Montreal (downtown, Galeries d’Anjou, CF Carrefour Laval, Promenades St-Bruno), Sherbrooke (Carrefour de l’Estrie), and Quebec City (Place Ste-Foy, Galeries de la Capital and a standalone unit in Old Quebec City).

Stores average about 100,000 square feet and feature fashions for men, women and kids as well as for the home. A limited selection of footwear is available in stores — and unlike a department store, Simons lacks beauty departments.

World’s 1st VUSE Storefront Opens in Downtown Toronto [Photos]

By
Mario Toneguzzi
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EXTERIOR OF NEW VUSE STORE ON TORONTO’S QUEEN STREET WEST. PHOTO: JESSICA FINCH

Imperial Tobacco Canada has opened a new retail store in Toronto that offers adult consumers a full-range of VUSE vapour products with the possibility of other stores opening in the future in other Canadian centres.

“The opening of our first VUSE store in Canada is an important component of our harm reduction strategy and an integral part of our goal to reduce the health impact of our business by offering a greater choice of less risky products to adult consumers,” said Ralf Wittenberg, President and CEO at Imperial Tobacco Canada.

“We have come a long way but there is still significant progress to be made. Health Canada’s acknowledgment of vaping as a less harmful alternative to cigarettes is indicative of the shift we’re seeing around the world. This global movement among public health authorities is still unknown to most smokers, and that is where our efforts must be placed: creating the necessary awareness among adult smokers to make the switch.

“As technology advances and social attitudes towards reduced risk products change, we believe that embracing the principles of harm reduction can play a key role in helping Health Canada achieve its goal of reducing Canada’s smoking rate to less than five per cent by 2035. We are particularly proud to be opening this store during these difficult times. This one location has the potential to have a positive impact on thousands of smokers in Toronto, and we look forward to opening VUSE stores in other Canadian cities when and where regulations permit.”

INTERIOR OF VUSE STORE WITH INTERACTIVE CUBE. PHOTO: JESSICA FINCH
INTERIOR OF NEW QUEEN STREET WEST VUSE STORE IN TORONTO. PHOTO: VUSE

Mathieu Nadon, Head of New Generation Products for Imperial Tobacco Canada, said the company is on this quest of transforming tobacco into building a better tomorrow.

“Up to now we were building our brands through traditional retail mainly and online and we decided to start our own retail space with this opening,” he said.

“The store will offer a full range of our VUSE vapour products. It will host future alternative products if we decide to enter into new space but really it’s all about offering less risky product of our Imperial Tobacco Canada portfolio to adult consumers in Canada.”

Toronto was chosen as the store location because it is the largest city in Canada. The store is on Queen St W.

“We’ll see how this one goes and if we’re able to secure good locations we will definitely be looking for more locations elsewhere in Canada.”

The company says multiple studies and academic journals have reaffirmed the less harmful nature of vaping products. Many health groups, including Public Health England, have estimated that vaping products are at least 95 percent less harmful than traditional cigarettes.

“In order for these vapour products to achieve their full potential, it will require the federal and provincial governments to implement a science and evidence-based regulatory framework — a framework that allows and supports the appropriate communication to adult smokers, ensures the availability of these products to adults who are looking for an alternative to cigarettes, and enforces the protection of youth from gaining access to these products,” it says.

INTERIOR OF VUSE STORE WITH INTERACTIVE CUBE. PHOTO: JESSICA FINCH
INTERIOR OF NEW QUEEN STREET WEST VUSE STORE IN TORONTO. PHOTO: JESSICA FINCH

A select portfolio of Imperial Tobacco Canada’s vapour products will continue to be available at convenience stores.

“Obviously our store is a vape shop but we wanted to make sure it was beyond an ordinary vape shop so for any adult consumer - a smoker, a vapour - they would be able to discover our products like never before. That’s something we wanted to make sure we were able to offer - a one of a kind retail experience,” said Nadon. “We have immersive technology and expertise obviously with a VUSE flavour bar where you can navigate all the flavours and really understand the spectrum of choice that you have and we have a VUSE by you section where you can customize your device and really express yourself.

“That’s really a global store so if you go anywhere in the world you would see a similar store because VUSE is a global brand. That’s also a good thing. When we’re able to travel again consumers will recognize the brand and how it presents itself.”

CF Chinook Centre in Calgary Marks 60 Years as it Looks to Future Change

By
Mario Toneguzzi
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EXTERIOR ENTRANCE TO CF CHINOOK CENTRE

When Mervyn “Red” Dutton, Reg Jennings, and Frank Kershaw formed Chinook Shopping Centre Ltd., little did they know 60 years ago that CF Chinook Centre would become one of Canada’s most productive malls and a retail destination for so many consumers from near and far.

The centre was originally designed as an open air shopping complex anchored by Woodward’s with opening day tenants including Holt Renfrew, Birks, Reitmans, United Cigar, and others. Before it became Chinook Centre, the centre was originally two different malls — Southridge and Chinook. The mall was designed with innovative escalators without steps. The centre featured 45 stores and services in its opening year. A branch of the Calgary Public Library anchored the centre when it first opened.

As CF Chinook Centre celebrates its 60th anniversary in Calgary, the Cadillac Fairview-owned mall continues to evolve, make changes, and deliver a premier shopping experience for local consumers and those from abroad.

OPENING DAY OF CHINOOK CENTRE, AUGUST 1960.
MUSICAL PERFORMANCE FOR THE OPENING OF WOODWARD’S. PHOTO: WOODWARD’S FACEBOOK PAGE
THE AREA IN THE 1950S PRIOR TO CONSTRUCTION OF THE MALL. PHOTO: GLENBOW MUSEUM ARCHIVES
CF CHINOOK CENTRE IN 1960. SIMPSONS SEARS (SOUTHRIDGE MALL) IS UNDER CONSTRUCTION AT THE TOP OF THE PHOTO. PHOTO: WOODWARD’S FACEBOOK PAGE
IMAGE FROM THE CALGARY HERALD, AUGUST 13 1960 VIA NEWSPAPERS.COM

CF CHINOOK CENTRE CELEBRATES 60 YEARS WITH GENEROUS DONATION TO SENIORS SECRET SERVICE

“Since opening our doors in 1960, CF Chinook Centre has consistently maintained its position as a marquee destination in Calgary,” said Paige O’Neill, General Manager of CF Chinook Centre. “This can largely be attributed to our team’s unwavering commitment to delivering exceptional experiences for our guests and continue to help build a more inclusive, sustainable, and vibrant community.”

To celebrate the 60th anniversary, the Centre is doing a number of things. There’s an online contest where people can win gift cards as well as going through some fun trivia and taking a historical look at Chinook Centre. There are 60 facts online in honour of 60 years at Chinook.

“It’s a fun way to showcase the pre-opening in the 60s and 70s sort of following our 50th anniversary book that we put out and going beyond that for our 60th year. So there’s some fun stuff to do for customers that they can enter to win gift cards. We also have in the mall one of our hoarding walls to celebrate and just do some visuals of the old Chinook, the new Chinook. Going through the phases of time.

“Also the Chinook Centre team got together and voted on a charity to support for our 60th anniversary as well. The Seniors Secret Service was the recipient of $12,800 and that’s $200 per every person that works at Chinook.”

“We’re thrilled to celebrate six decades of operation. This marks an incredible milestone for our business and is a true testament to the strength and tenacity of our employees and our retail partners,” said Cam Gresko, Vice President of Operations of Cadillac Fairview. “We recognize we would not have attained this achievement without the support of our local community. Community is at the heart of our business, and it will continue to be a driving force as we look to maintain our legacy in Calgary.”

INTERIOR OF CF CHINOOK CENTRE SHOWING SPORTCHEK AND NORDSTROM. PHOTO: CADILLAC FAIRVIEW

O’Neill said the founders were visionaries in their time.

“I do believe that they felt that this property, this location within the City of Calgary, they were re-inventing retail and their long-term dreams and visions have come to fruition even more than probably what they anticipated at the time,” she said. “They were true visionaries.

“The fact that these gentlemen were able to do things on a handshake with themselves with retailers and when they sold properties and added properties it’s just a testament to hopefully how all of our developers are trying to work with clients today as well.”

CALGARY’S CHINOOK CENTRE HAS PERPETUALLY REINVENTED ITSELF OVER 60 YEARS

O’Neill said one of the keys to Chinook’s success for the past 60 years, besides attracting attractive retailers for shoppers, is the mall’s ability to continually reinvent itself and the reinvestment that owners have put into the property during that time.

Throughout CF Chinook Centre’s 60-year history, the shopping centre has undergone several redevelopments to continue matching shoppers’ expectations, as well as to evolve to meet ever changing consumer shopping preferences. CF Chinook Centre recently completed a major $101 million redevelopment project that includes: the new 61 Avenue S.W. pedestrian bridge, the revitalization of the centre’s Dining Hall to include 835 seats and feature 20 dining retailers (by GH+A Design), the South property redevelopment, and the welcoming of the first Saks Fifth Avenue in Western Canada to the shopping centre in February of 2018. Nordstrom's first store in Canada opened there in September of 2014. The centre which featured 45 stores on opening day now offers more than 250 stores and services.

“Continually reinvesting in not only Calgary but in the community and the retail environment along with all of these amazing in mall and exterior mall events and programs,” said O’Neill of the events which have included the Stampede Breakfast, the charity bazaar, the senior citizen teas.

“It has been a place where the community can come and visit and connect with people and that’s still happening today in different ways. Maybe not so much through COVID. But continually trying to come up with creative and energetic experiences customers and Calgarians can enjoy.”

Through every decade, Chinook Centre adapted to the environment and found creative ways to develop the mall into a social gathering place — truly becoming a city within a city. It has worked hard at creating a sense and atmosphere of community.

“These are very challenging times for a lot of our retail clients. But we recently opened Arc’teryx. Dyson opened (recently) with their own store. We have OVO which is Drake's brand that’s opening shortly. The Aritzia team are building this huge 'super centre' Aritzia which will have a cafe in it which opens off centre court. Lululemon is expanding into their location next door and they’ll be open by Christmas,” said O’Neill.

“It is challenging times but we do have new clients joining us and we do have existing clients reinventing themselves moving towards success. It’s really a testament to retail and how they can survive.”

IMAGE VIA NEWSPAPERS.COM
THE NEW WOODWARD’S AND HOLT RENFREW STORES AT CHINOOK CENTRE IN CALGARY IN 1960. PHOTO: GLENBOW MUSEUM ARCHIVES
IMAGE VIA NEWSPAPERS.COM

FUTURE PLANS CALL FOR MIXED-USE DEVELOPMENT ON CF CHINOOK CENTRE PROPERTY

Future plans call for mixed-use development on the CF Chinook Centre property.

“We’ve had numerous conversations with respect to how Chinook could still evolve on the site itself. We’ve been working with the City of Calgary on future plans for development on the site which could include hotel, or office tower, open air space. We also own the land across the street where the Scotiabank is and again plans in place for perhaps a condominium tower with retail and restaurants on the bottom to go along with the beautification of 61st Avenue that the city did a couple of years ago,” said O’Neill.

“Those are still out there but they’re not in the books for the next little while. But again this is one of those properties that we’re fortunate gets reinvested in and people look to the future as to what that could look like. With this challenging environment it probably won’t happen in the very near future but the plans never die.”

Uber Eats Canada Launches FarmFresh Initiative for Exclusive Orders

By
Mario Toneguzzi
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UBER EATS APP OPEN ON SMARTPHONE

A new Uber Eats #FarmFresh initiative has been launched in Toronto to help restaurants offset the cost of their fresh ingredients while also supporting local farmers and producers.

Uber Eats has partnered with 100km Foods Inc. to give qualifying restaurant partners access to up to $1,000 in credits to purchase fresh ingredients from local farmers and create signature #FarmFresh dishes available exclusively on Uber Eats. These special #FarmFresh items will be prominently displayed on the app, encouraging customers to discover new farm-to-table favourites.

UBER EATS SUPPORTS LOCAL AGRICULTURE WITH #FARMFRESH INITIATIVE

The launch of #FarmFresh in Toronto is a global first for Uber Eats in support of local agriculture.

“We created #FarmFresh, a global first for Uber Eats, because our Canadian customers are so passionate and conscious of their food choices and how eating fresh, local meals can support both restaurants and farmers,” said Lola Kassim, General Manager, Uber Eats Canada.

“Through incredible partnerships like this one with 100km Foods Inc. and dedicated restaurants that are prioritizing locally-sourced foods, we’re hoping to expand #FarmFresh initiatives to even more communities.”

As founders of Toronto-based 100km Foods Inc, Grace Mandarano and Paul Sawtell have seen firsthand the impact of the pandemic on their local farmer and restaurant partners alike.

“When COVID hit and restaurants were mandated to close, the customer base that was built over the last 12 years vanished overnight for our network of farmers,” they said. “The #FarmFresh initiative with Uber Eats provides a welcome boost for both restaurants and local farms alike, and Uber Eats customers get some delicious dishes to choose from made from the freshest and best quality ingredients Ontario has to offer.”

The company began in 2008 with its wholesale operation and it launched its retail operation in response to COVID with direct to consumer and home delivery this summer.

The company is a local food distributor connecting small and medium size farms to urban markets. Traditionally that was directly to restaurants but now it delivers to individual homes as well.

“Uber approached us. They connected us through a mutual chef friend and what they were looking to do was support small independent restaurants obviously who are struggling extraordinarily right now and local producers that are also definitely feeling the COVID pinch as well,” said Sawtell, who is also the company’s CEO.

“The chef recommended that they connect with us because that’s exactly what we do. We connect farms and chefs. They approached us with this initiative that they wanted to support restaurants by providing them with credits to purchase from local farms and if that was something we would be able to help facilitate. Of course, this is right up our alley. This is exactly what we do. So we thought it was a great opportunity not only to support struggling restaurants but the farm side as well.

“Less has been talked about by how producers have been impacted but many of the local farmers that traditionally supplied a restaurant they saw their revenue astronomically decline as well. So they’ve been struggling to find other markets for their products or planting less. Just the unpredictability of everything is a real challenge especially in agriculture that you have to plan way far in advance to be able to harvest and meet demand for markets and in this case a market that disappears. So it was a win, win, win for all we felt and we are happy to participate.”

RECENT OFA SURVEY SHOWED 88% OF FARMERS HAVE SUFFERED FINANCIALLY DUE TO COVID-19 PANDEMIC

A recent Ontario Federation of Agriculture (OFA) survey found that 88 percent of farmers said that their farm has suffered negative financial impacts due to COVID.

“We care deeply about the ingredients we use in our menu and love working with 100km Foods Inc. to source fresh foods and support local farmers whenever we can,” said David Cherry, co-owner of Lady Marmalade. “Uber Eats is giving us an opportunity to help more Torontonians discover amazing dishes made with locally-sourced ingredients while also thinking about the dedicated farmers that are putting food on our tables.”

Sawtell said the initiative is actively looking for new participants and it’s a great opportunity for local restaurants to support and offset their cost of goods and create dishes that are featuring local farmers while supporting local farmers along the way.

“There’s lots of room for growth. We just launched and this program runs through the end of November. So we’re hoping to get a lot more participants,” he said.

Canadian Retail Sales Continue to Crawl Back

By
Ed Strapagiel
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CF TORONTO EATON CENTRE. IMAGE: GETTY

There is a V-shaped recovery underway in retail sales, according to the latest data from Statistics Canada. How things are playing out varies among the main retail sectors however, and retail life is still not back to the pre-pandemic business as usual.

Total Canadian retail sales were down 3.4% year-over-year for the 3 months ending July 2020, but this is a significant improvement compared to recent results. The above chart shows that the 3 month average retail sales growth rate (orange line) is now heading up the second leg of the V, and is likely to cross into positive territory in another month or two. The underlying 12 month trend (green line) has now turned upward as well, but so much damage has been done that it may not get back to zero growth for the year 2020 overall.

Food & Drug

Retail sales growth in the Food & Drug sector actually got a boost from COVID, as these stores remained open for the most part. This trend appears to be continuing for now, but it’s difficult to see it going on indefinitely.

Sector retail sales were up 8.8% year-over-year for the 3 months ending July. The 3 month trend (orange line in the chart) continues to be strong, and the underlying 12 month trend (green line) may be on its way to record levels. Some of this might actually be a permanent gain at the expense of the restaurant industry.

At supermarkets & other grocery stores retail sales were up a strong 12.2% year-over-year for the 3 months ending July. Convenience stores and specialty food stores, which had a slow start to 2020, have rebounded with year-over-year sales increases of 13.8% and 11.2% respectively in the latest 3 month period.

Health and personal care stores also may be coming around. After a few rough months, their retail sales now appear to be heading in the right direction with a gain of 1.1% year-over-year for the 3 months ending July.

Store Merchandise

The Store Merchandise sector demonstrates a classic V shaped collapse and recovery and is now on the upstroke side. What is unpredictable however how it can come back. There’s likely to be some permanent loss to e-commerce as more consumers have discovered online shopping recently. The sector’s retail sales were down just 0.6% year-over-year for the 3 months ending July, a much better result than in recent months. In July alone, retail sales were up 7.3%, and this appears to be a good indication of where things are headed.

General merchandise stores weren't as badly affected by COVID, particularly as compared to mall-based specialty retailers. Also, this group includes combination stores that are partly in the food business as well some large retailers that may be more developed in e-commerce. The general merchandise group's retail sales were up a healthy 11.5% year-over-year for the 3 months ending July.

Clothing and clothing accessories stores however have had a rough time, and there have been a number of bankruptcies and store closures among their ranks. While many other retail types have gotten on the road to recovery, retail sales were still down a huge 36.1% year-over-year for the 3 months ending July.

There were mixed results for other retailers in this sector. Sales at furniture and home furnishings stores were down 10.9% in the period, but building material and garden equipment & supplies dealers gained 6.4%.

The Automotive & Related sector shows a particularly deep V shape. Retail sales seem to be on a path to recovery now, but there's still a long way to go. Sector sales were down an ugly 14.5% year-over-year for the 3 months ending July, although that's actually an improvement over recent performance.

Retail sales growth at new car dealers remains negative, down 15.6% for the period, but that's "less bad" than some of the results earlier in the year. Gasoline station sales were even worse, declining 24.5% in the last 3 months versus a year ago.

Automotive & Related is the main drag on total Canadian retail sales. If excluded, total sales would be down 1.0% year-over-year for the 3 months ending July instead of down 3.4%.

By The Numbers

Special Note: Statistics Canada revised historical data with the February 2019 release. Unadjusted monthly data were revised back to January 2018, while seasonally adjusted data were revised back to January 2015. Those keeping score should update their files. The analysis in this report is always based on unadjusted data.

For definitions of store types, see Statistics Canada NAICS.

Canadian E-Commerce Sales

The pace of Canadian retail e-commerce sales roughly doubled in Q2 2020 thanks to consumers switching to online shopping. For the 3 months ending July, sales were up 86.9% year-over-year. This is actually slightly off earlier results but still at a nosebleed level by any measure.

Overall, e-commerce represented about 4.9% of Canadian retail sales for the 12 months ending July 2020, including both pure play as well as brick & clicks stores. In July alone, e-commerce's share of total retail was 4.8%. Note that Canadian consumers may also buy online from foreign websites which is not captured in these numbers.

Location based retail is the same as that in the preceding "By The Numbers" table. It's what's normally reported as Canadian retail sales. Except that it isn't. Location based retail excludes another section called Non-Store Retailers (NAICS code 454), which includes electronic shopping and mail-order houses, which in turn is where (mostly) pure play e-commerce businesses are. For the 12 months ending July 2020, electronic shopping and mail-order houses had an estimated $18.4 billion in e-commerce sales.

But that's not the only source of e-commerce, as (mostly) bricks & mortar location-based retailers also sell online. For the 12 months ending July 2020, this group had an estimated $11.5 billion in e-commerce sales. With electronic shopping and mail-order houses, there's a grand total of $29.9 billion in e-commerce sales by Canadian operators. Note that this does not include foreign e-commerce purchases made by Canadian consumers, but it does include e-commerce purchases made by foreigners at Canadian operations.

For electronic shopping and mail-order houses, an estimated 90.3% of their sales are allocated to e-commerce. For (mostly) bricks & mortar retailers, it can be estimated that 1.9% of their total sales are attributable to e-commerce.

In the final section of the above table, (mostly) pure play operators (namely, under electronic shopping and mail-order houses) generated an estimated 61.6% of all e-commerce sales in Canada, while (mostly) bricks & mortar location-based retailers' share of e-commerce was 38.4%.

For more explanation on the e-commerce numbers, see Statistics Canada: Retail E-commerce in Canada.

This analysis is updated monthly as new numbers are published by Statistics Canada. If you would like notification from Linkedin of when an update becomes available (and you've read this far), please connect with Ed Strapagiel on LinkedIn.

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