Zeze Peters, Founder and CEO of Beam.city and a former rocket scientist, said the company has introduced DNA, its unified advertising automation platform. DNA uses artificial intelligence to plan, automate, and optimize multi-media ads on millions of sites from one interface, and get great results fast.
BEAM.CITY DNA PLATFORM USES AI TO PLAN, AUTOMATE, AND OPTIMIZE MULTI-MEDIA ADS
He said the simple-to-use platform lets a retailer set their idea in minutes and DNA handles the technical details across channels like Google, Snapchat, Instagram, and Facebook — this helps them reduce waste in ad spending, boost ad performance, and save many hours in manpower and costs.
The Beam.city DNA Shopify app is now available, so Shopify merchants can effortlessly get started with a single button click. “The only thing they have to do is come with their creativity and then let the platform handle the technical details,” said Peters.
Beam.city was founded in 2017 as the “world’s first video-based shopping mall,” and pivoted to meet the greater need to help stores with digital advertising, explained Peters.
“We pivoted in November from being the world’s first video-based shopping mall to DNA, which is a unified advertising automation platform that helps businesses plan, run and optimize their ads on Google, Facebook, Snapchat, Instagram, Yahoo, Bing, and YouTube and get really great results without having any previous training”.
Peters said artificial intelligence and algorithms are used to help retailers set up, monitor and optimize their promotions. “It means you can create and run all your ads on any major platform from one interface and get really good results.”
The company’s DNA platform is currently being promoted to Canadian businesses but Peters said it will expand its reach beyond Canada in the coming months.
“For retailers the key thing is they’re trying to go online and reach customers. With COVID-19 a lot of customer attention has really, really shifted online — eCommerce grew 149% in April in some markets but a lot of physical store retailers haven’t been able to take advantage of this,” said Peters.
“At this point there are a lot of really great programs like Digital Main Street that try to help them go online, but a lot of these businesses don’t know how to attract the right customers. To do so, they can use SEO or try to run ads themselves but it takes a lot of time to figure out how to use any one tool. In fact, if you want to make a good promotion on Google Adwords, make a really good one, you may need a month of training to get expertise, and thousands of clicks in their interface, to make a good ad.
“On our platform you can make a really good performing ad in tens of clicks and get really good results because the system applies best practices for how to structure and promote your ads. You can give it a persona of your ideal customer and it will predict where that customer lives and works anywhere in Canada. Finally, you can import existing data and it will start exactly where you are and help you get better results quickly.”
BEAM.CITY DNA PLATFORM CAN BE APPLIED ACROSS SECTORS OF RETAIL INDUSTRY
He said the tool is an industry agnostic one and can be used by any sector of the retail industry.
Zeze Peters is a Cornell educated former rocket scientist with 20 years of software and engineering experience, who previously led large teams on multiple continents to build million dollar platforms for Fortune 1000 companies using applied A.I., eCommerce and big data.
Beam.city is part of the DMZ, a top global accelerator in Toronto, as well as the Microsoft for Startups program.
The numbers are truly sobering for the hospitality industry.
A new report suggests the industry could lose up to $20 billion in revenues in the next year, of which 30 percent may be due to telecommuting.
And the devastation that will have for business owners is staggering.
“We are likely to see at least one restaurant out of four disappear within the next year if not more,” said Sylvain Charlebois, Professor, Food Distribution and Policy, Faculties of Management and Agriculture, Dalhousie University.
“Industry experts that we consulted with believe that our numbers are actually quite conservative.”
IS TELECOMMUTING OBLITERATING THE HOSPITALITY INDUSTRY?
The Agri-Food Analytics Lab at Dalhousie University, in partnership with Caddle, conducted a comprehensive nationwide survey to assess how many Canadians are thinking of changing their lifestyle to spend more time working from home. A total of 10,851 Canadians were surveyed on telecommuting and food expenses at the end of July.
“Things don’t look great for sure, especially for restaurants located downtown everywhere. The one thing that is coming quite clear is that there are a lot of short-term issues that we need to address — fear, anxiety, the vaccine, jobs. Things like that,” said Charlebois, who is Senior Director of the Lab.
“But the one thing that may actually change forever is telecommuting. Telecommuting is going to get people to work more from home and as soon as you spend more time at home you will consume food differently.”
The survey found that 23.6 percent of Canadians intend to work more often at home in a year from now, although many Canadians either don’t know (18.4 percent) or won’t know what they will do in a year from now (22 percent). Quebec has the highest percentage with 28.9 percent of respondents saying that they want to work more often at home. Ontario is second at 24.8 percent.
The report found that Millennials (1981-1996) have the highest percentage with 25.3 percent. Of the group who said yes, 20.6 percent said they would work from home on a full-time basis. Of the people who intend to work from home, 57 percent plan to spend less at the restaurant because of working from home. The highest rate in the country is Ontario at 59 percent.
For the hospitality industry, Charlebois said he doesn’t think it will get better soon. It’s just a matter of knowing more of what’s going to happen in the fall.
“42 percent of people surveyed have no idea where they’re going to be or what they’re going to be doing a year from now,” he said. “There’s a lot of uncertainty out there. But for people working some of them are actually planning to move. Some people are planning to do different things. There’s a lot going on there which makes the entire situation much less predictable.”
Prior to the pandemic 36.8 percent of respondents were going to a restaurant for a meal/break at least twice a week, explained the report. That number goes down to 23.3 percent when asked about plans after the pandemic is over.
“This is a significant drop of 36.6 percent of people who intend to visit restaurants at least twice a week, during the work week. Numbers show though that more people are willing to visit a restaurant only once a week after the pandemic (76.7 percent after versus 63.2 percent for before),” said the report.
The report said 21.7 percent of respondents stated that their employers are planning to allow people to work from home more often. Of respondents whose employer is considering allowing staff to telecommute, 35.1 percent intend to relocate within a year. Of respondents who stated that their employer plans to allow more people to work from home 52.9 percent intend to do it permanently. Of these respondents 70.1 percent intend to spend much less time and money at restaurants.
A total of 10.7 percent of respondents are looking at relocating since telecommuting is possible. The highest rate is in Quebec, at 14.1 percent. A total of 17.4 percent of Gen Zs are planning to relocate due to the possibility of telecommuting, the highest rate of all generations, added the report.
“The financial impact on the food industry will be significant as more people work from home and potentially outside of urban cores . . . While the future lies in uncertainties, this may represent a loss of up to $20 billion over the entire year for the hospitality industry. As more people stay home to telecommute there is a notable shift seen in the economy. This shift in work locations may be responsible for at least 30 percent of lost sales in food service for this coming year alone. Restaurants located in urban cores across the country will be affected the most,” it said.
But Charlebois said there is opportunity for entrepreneurs to relocate.
“And to think about different models like ghost kitchens for example. The use of food delivery apps is going to be critical as well. Instead of just actually waiting for the money to show up at your doorstep, you’re going to have to go after the money. That’s basically what’s happening right now,” he said.
COVID-19 has closed the doors of countless retailers, but has also presented a unique opportunity for businesses to expand their e-commerce capabilities.
Over the last few years, there has been an increasing call for digital transformation amongst small to large retailers. As the COVID-19 crisis hit, it’s no surprise that there was a massive spike in e-commerce sales. As a direct result, retailers have felt an accelerated call for a functional online presence.
In response to the countless small businesses in need of a quick pivot to digital, Digital Main Street partnered with Google to launch the ShopHERE Program. The program offers small businesses one-to-one assistance in building an online store with associated training.
Digital Main Street is proud to be supporting brick-and-mortar retailers who have had to shut their doors. Equally, they are excited to be a part of home-based retailers’ venture into e-commerce, as they have an unprecedented opportunity to reach a wide audience.
Businesses across Ontario are getting online by the thousands, as communities experience a growing desire to shop local.
Amidst the turbulence in multiple industries–with retail being no exception, the retail industry is experiencing a unique movement where local shoppers are committing to shop local more than ever.
Some of Digital Main Street’s ShopHERE graduates are leveraging this momentum and going through the program to take their businesses to the next level. The success stories coming out of the program are a testament to the resilience of small retailers amidst COVID-19, as well as the drive of home-based retailers taking a leap into digital.
Read the success stories of 5 small businesses who reinvented themselves in this global moment–stories of owners who made an opportunity out of a challenge through the ShopHERE Program.
Port Dalhousie-born and bred, Jen and Mike McKenna always dreamed of opening their own premium canine outfitter–Little Chief. This local pet store was forced to shut down amidst COVID-19 but responded by getting online.
“The ShopHERE program has been vital to our business during the COVID-19 crisis, allowing us to quickly pivot from our brick and mortar storefront to being fully online, while offering curbside pick-up and free local delivery.”
After four and a half years, the owners of PLENTEA, a local tea cafe in downtown Toronto, have decided to close its doors because of COVID-19. However, they are grateful for the program, which allowed them to continue business online.
“The ShopHERE PRogram was great because you actually have a consultant at your fingertips to fine tune your website. Going online is definitely the way of the future.”
Luma is an acclaimed jewelery designer whose collection has been showcased at international exhibitions. However, like many business owners operating in the midst of COVID-19, attracting new customers is harder than ever. While many entrepreneurs know that taking their businesses online is a solution to helping keep their clientele, the work associated with going digital can often become overwhelming or disincentivizing.
“Getting online is a step I always pushed away as I never felt comfortable doing it on my own. The ShopHERE Program is a godsend for small businesses and artists! Having a store online made it easy for me to stay connected with my clients all over the world. It was a great learning experience.”
It has always been Opeongo Soaps owner, Tammy’s dream to have an online store, but she never had the time or technical skills to do so. She worked closely with her ShopHERE Helper to create a fully functional and personalized e-commerce website. Otherwise, she states taht she would have never been able to afford setting up an e-commerce platform for her small business.
“Without the ShopHERE program I would never have been able to afford to have it professionally done! I have all my needs met on one platform! My Helper was able to research and find the perfect apps to help me with my wholesale accounts as well. The time I will save in just creating shipping labels is mind blowing!”
Smellis Beard Oil has seen immense growth following its entrance into the digital world. Having an e-commerce website supported the adjacent growth of the small business. With limited e-commerce experience, a ShopHERE Helper was able to help this small business get online in a matter of days.
“I had 2 orders within two days of going live! I hadn’t had an order in months. Programs like the ShopHERE one are available to help small businesses in ways that might have never been possible before.”
Looking for more ShopHERE success stories–perhaps in your region? Check out Digital Main Street’s Success Stories page, which is updated periodically.
Small businesses are the fabric of any community’s pulse. Let’s do our part and support local.
Are you a medium to large retailer? Are there any small retailers or home-based businesses you can nominate for the program? Send them to the ShopHERE page for more info.
*Retail Insider has partnered with Digital Main Street on content about small businesses in Canada.
The COVID-19 pandemic has affected nearly all industries, but the retail sector has felt it more than most. Social distancing regulations and lower spending rates have left many Canadian retailers in a tough position. As the pandemic continues, retailers of all sizes need to prepare for more market fluctuations.
Retail sales fell 26.4% in April, and continue to fluctuate amid the uncertainty of the COVID-19 economy. Despite these changes, there are steps that retailers can take to mitigate the damage. Below are five practices the retail market can adopt to stay afloat in the pandemic.
1. Maximize Online Channels
While in-store sales have plummeted, that’s not the case with online purchases. E-commerce sales now account for 10% of all sold goods in Canada, putting them at the highest they’ve ever been. If retailers hope to maximize their profits at this time, they’ll have to emphasize their online stores.
Social distancing regulations prevent many would-be customers from entering brick-and-mortar stores but don’t affect online sales. If retailers don’t list much if not all of their merchandise online, they limit how much product they can move. Alternatively, by maximizing their online channels, they become more versatile and can survive further disruptions.
2. Embrace Elasticity
The COVID-19 economy is a tumultuous one, and the outlook of the post-COVID market is uncertain. In the face of this uncertainty, retailers will have to adopt a more flexible approach to doing business. Supporting multiple ways to sell and deliver products ensures businesses can survive more market fluctuations.
Retailers that adopt practices like curbside pickup or delivery services can perform better. Fluctuations can affect the profitability of other sectors or services that retail relies on. If stores don’t have options they can turn to when these changes come, they may suffer.
3. Diversify Supply Chains
Just as the retail market needs to be elastic with their services, they need to vary their supply chain systems. It’s impossible to tell what product sources or logistics companies will see further disruptions under COVID-19. According to the Organisation for Economic Cooperation and Development (OECD), retailers should diversify their sources of goods to survive these changes.
Having multiple options is the key to success in an uncertain time. Keeping a diversified portfolio helps investors survive market fluctuations, and a similar approach aids retailers. Without diversity, disruptions along the supply chain can affect a retailer’s profitability.
4. Demonstrate Empathy
The stresses of the COVID-19 pandemic affect everyone, not just a single store and not only retailers. Businesses can take this opportunity to show fellow Canadians that they care about them and how this situation affects them. Ethical motivations aside, demonstrating empathy in a time of hardship can help improve a retailer’s public image.
Canada will get through the pandemic by working together, so now is the time for compassion. If a retailer doesn’t help others, they can’t expect people to help them in return. In a time of substantial change, retailers can become a consistent force of positivity.
5. Keep Consumers Updated
Retailers should keep customers in mind during the pandemic. According to one survey, 46% of Canadians report feeling regularly stressed during this time, and uncertainty plays a considerable role. In light of this stress, consumers will appreciate a consistent source of information, which retailers can provide.
As the situation continues to change, customers may be unsure about how stores are operating. Given their stress levels, retailers can’t expect them to seek out this information on their own, so they need to provide it. Stores need to communicate often and clearly about their response to developing circumstances to keep consumers informed.
Navigating the COVID-19 Economy
There’s still a considerable amount of uncertainty surrounding the COVID-19 economy, but businesses should expect further market fluctuations. These changes can be challenging to deal with, but with a flexible approach, retailers can survive them. If retailers cling to old practices, they may succumb to the recession, but adaptation can keep them afloat.
Intuit Canada, a leading global financial platform company known for products such as QuickBooks, TurboTax, and Mint, has joined Digital Main Street in its mission to facilitate 50,000 Canadian small businesses to establish themselves online over the next year through the development of e-commerce storefronts.
Intuit Canada is set to help Digital Main Street advance its online web platform, enabling small businesses to receive direct 1-on-1 support through consultation meetings and online webinar training sessions.
“Now more than ever, digital transformation is key to small business success,” said David Marquis, Country Manager, Intuit Canada. “We are thrilled to be joining Digital Main Street to help Canadian small businesses get online and equip them with important digital skills they need to recover and grow.”
According to a July 2020 survey done by the Canadian Federation of Independent Business (CFIB), 57% of small businesses have entirely reopened and around 53% think it will take more than six months to get back to normal profitability. The Ontario government has revealed that about 40% of small enterprises in the province do not have a website. The correlation between ecommerce and survival is undeniable in a post-COVID world, and by adopting and optimizing an online presence, small businesses may be able to avoid permanent closures.
“We are committed to doing everything we can to help our main street small businesses get through this crisis,” said Toronto Mayor John Tory in a statement. “The Digital Main Street program operated by the Toronto Association of Business Improvement Areas (TABIA) would not be possible without the generous community and corporate support of the partners involved. I am thrilled that Intuit Canada is joining the Digital Main Street network today to strengthen the support already in place for main street businesses through this innovative program.”
Over the next year, this new collaboration will support Digital Main Street initiatives across Canada in the following ways:
By increasing the capacity of Digital Main Street programming, including supporting advanced development of the online web platform, which is a hub for small businesses to receive on-demand training.
By supporting the continued growth of the ShopHERE program powered by Google Canada, to help get 50,000 businesses online this year through the development of e-commerce storefronts.
By increasing the capacity of the Digital Service Squad, enabling small and medium sized businesses to receive direct 1-on-1 support through consultation meetings and online webinar training sessions.
“Our partners have been at the heart of everything we have done over the last 5 years, supporting over 20,000 businesses across Ontario and now the country,” said John Kiru, Executive Director of TABIA. “With the need for digital adoption amongst small main street businesses amplified by these unprecedented times, we are thrilled to have Intuit Canada joining our network that also includes: Google, Mastercard, Shopify, Microsoft, and Facebook. We are looking forward to working with them to continue increasing our capacity and support resources for the small main street business community.”
To learn more about Digital Main Street and the programs and learning opportunities available to main street business owners, visit www.digitalmainstreet.ca
*Retail Insider has partnered with Digital Main Street on content about small businesses in Canada.
Woman with protective mask and gloves shopping in supermarket during COVID-19 pandemic or corona virus. Protect yourself against highly contagious coronavirus.
During the COVID-19 pandemic, four consumer segments have emerged in Canada, according to a new report by EY.
COVID-19 HAS REVEALED FOUR CANADIAN CONSUMER SEGMENTS
In terms of demographic distinctions, the four segments reflect how consumer sentiment deviates between certain factors such as age, family structure, and employment status, said the report:
Save and stockpile (35.5 percent of consumers): These consumers seem more conservative, showing higher concern for their families and the long-term outlook. More than a third (37 percent) are now spending more on groceries, while most are spending less on clothing (73 percent) and leisure (80 percent);
Cut deep (27 percent of consumers): This segment of consumers is mostly aged 45 years and older and about 25 percent have lost their jobs either temporarily or permanently. As a result, the majority (80 percent) of them are shopping less frequently, with more than half (60 percent) buying essentials only. In terms of brand perception, 35 percent believe that brands are far less important in the current climate;
Stay calm, carry on (25.2 percent of consumers): These consumers do not feel directly impacted by the pandemic and are not changing their spending habits. In this segment, 16 percent are spending more on groceries, which is the lowest compared to the other segments. Similarly, their consumption patterns across clothing and footwear decreased the least compared to the other segments (34 percent); and
Hibernate and spend (12.3 percent of consumers): Mainly those ranging between the ages of 18-44, including millennials and Gen Z, seem to be the most concerned about the impact of the pandemic. They have increased grocery spend the most (57 percent) spending more compared to the other segments. However, they have also increased spend across clothing (nine percent) and leisure (29 percent) the most, with 51 percent of them highlighting that brands are now more important to them.
Rodger So, Partner and Western Canada Consumer and Technology Leader for EY, said consumer behaviour is changing and technology is a driver of that disruption.
“The paradigm has been shifting way before 2020 and COVID-19 in many ways accelerated those trends and we think it’s important for us to anticipate how that consumer world will change and evolve throughout COVID and post COVID. This study has really been helpful for us to get a glimpse of where that’s heading toward and how that’s shifting,” said So.
“We feel that consumers shape the future where businesses can thrive in a post COVID world.”
FIVE CANADIAN CONSUMER SEGMENTS ARE FORECASTED TO FOLLOW THE COVID CRISIS
According to the EY report, these are the next five consumer segments that will appear following the COVID crisis:
Get to normal (28 percent of consumers): The majority (63 percent) are above the age of 45. They are mostly indifferent about the future and appear to have the lowest trust in any institution. About 41 percent responded that they are unlikely to pay a premium for goods and services at all, the highest among all segments, and they are somewhat indifferent about actions taken by brands to mitigate the COVID-19 impacts. They are also the least willing to share their data compared to the rest of the segments;
Cautiously extravagant (25 percent of consumers): This segment reports a high level of optimism across all segments despite high recession concerns. Nearly half (47 percent) of respondents believe that leisure activities will return within weeks to the way they were before COVID-19 and 66 percent expect to spend more on leisure activities in the long term. More than three quarters (76 percent) believe the way they travel will return within months to the way it was before the pandemic, with 65 percent expecting to spend more on their vacation plans. They are the most willing to share their data if it helps find a vaccine or develop treatments;
Stay frugal (23 percent of consumers): This segment includes representation from all age groups and remains the most pessimistic about the future. About one third (32 percent) or more are concerned about how they will travel, access health care, socialize or shop after the pandemic; 67 percent will likely decrease their spend on vacations, 55 percent on leisure, and 65 percent on restaurants. This segment is highly sensitive to price, with 62 percent responding that luxury has become less important. However, 42 percent would pay a premium for products made domestically;
Keep cutting (15 percent of consumers): Mostly aged 45 and older, these respondents believe more than other segments that it will take a long time to return to the way it was before COVID-19. Approximately three quarters (74 percent) expect a global recession and 53 percent are extremely concerned about their jobs and finances. In terms of spending, 57 percent cited purchasing essentials only and 54 percent indicated that they will change the products they buy as a result of the pandemic; and
Back with a bang (9 percent of consumers): This is the smallest group of respondents, mostly aged below 45. Their key concerns about the impact of the pandemic are jobs and finances, as well as their family wellbeing. They are the most optimistic about the future — 50 percent are spending more on groceries and they consider price as a key factor in determining which items to buy, while 34 percent are willing to share their data if they are rewarded.
So said almost half of the respondents in the EY survey expect to go back to normal in a few months.
“For now, it’s important that companies focus on making consumers and staff feel safe and continue to have the (good) customer experience,” he said. “But we also found that two thirds of respondents feel they’ll be going to stores less. It’s more important than ever that (company’s) continue to invest in the omni-channel experience and we feel that those that embrace online shopping will have a faster recovery.”
So said this is the perfect time for companies to think about their business model.
“A lot of the retail and restaurant clients that I’ve been talking to in the last couple of months are still very focused on the now. The reacting stage. How are we reacting to COVID? Survival and resiliency is really top of mind,” he said. “But now that things are starting to get a little bit normal we’ve been talking to clients about the next step beyond because we know that customer behaviour is changing and through the COVID it will continue to change.
“So we feel at EY that companies need to understand behavioural changes and customer changes in order for them to serve customers better and be ready for that future consumer.”
So said COVID has indeed fundamentally disrupted businesses but this is also an opportunity to make investments for the future.
“Be innovative and of course be agile by shifting to a more resilient and nimble operating model. Companies who are very stagnant and not nimble and stay with the old ways will see themselves fall behind very quickly,” he said.
THE HEALTH CLINIC BY SHOPPERS LOCATION AT LAWRENCE AND DUFFERIN. PHOTO: THE HEALTH CLINIC BY SHOPPERS
By Jessica Finch
Shoppers Drug Mart Inc. is expanding its services to include walk-in medical clinics as part of an effort to drive foot traffic to its retail stores. The retailer has announced the opening of its first managed medical clinic in Toronto with plans for a national rollout.
Owned and operated by Shoppers Drug Mart, the Health Clinic by Shoppers is a primary-care and family practice clinic, providing patients with convenient, one-stop access to medical services and trusted advice.
SHOPPERS DRUG MART WILL OPEN THREE MEDICAL CLINICS IN THE GTA
Located at a standalone Shoppers Drug Mart store near the corner of Lawrence Avenue and Dufferin Street at 770 Lawrence Avenue West, the clinic is only the first of three expected to open over the next year in the Greater Toronto Area as a pilot for a much bigger initiative that will act as a draw to Shoppers Drug Mart stores. The Lawrence Avenue clinic is about a kilometre south of the Yorkdale Shopping Centre.
Coming at a time when healthcare is being prioritized more than ever before, the clinic hosts a suite of family medicine services and aims to make healthcare more accessible for patients with extended operating hours and increased technology, such as online appointment booking and virtual care options through Medeo solutions and electronic health records via the AccuroEMR platform.
“We know Canadians want and need more from their primary care. The world changed quickly and dramatically this year, highlighting the need for more accessible healthcare options for patients – whether that means extended hours and more convenient locations for in-person services, or virtual care services for all patients including those who don’t currently have access to a family physician,” says Jeff Leger, President, Shoppers Drug Mart. “The Health Clinic by Shoppers combines convenience and technology in a way that is increasingly relevant to Canadians looking for health and wellness support.”
SHOPPERS DRUG MART IS HIGHLY REGARDED AND TRUSTED BY MANY CANADIANS
Shoppers Drug Mart Inc. is one of the most recognized and trusted names in Canadian retailing. A study conducted by Field Agent Canada in April showed that Canadians ranked Shoppers highly in terms of retailers to depend on during the COVID-19 pandemic.
As Shoppers — which is an independent operating division of Loblaw Companies Limited — expands its range of healthcare services, the company has assembled a team of individuals with extensive experience in health clinic operations and management, and established a Physician Advisory Board to support the design and implementation of the new health clinic model.
“The COVID 19 pandemic has had a substantial impact on both the way Canadians access health care and on how physicians deliver primary care to their patients,” says Dr. Barry McLellan of the Health Clinic by Shoppers Physician Advisory Board. “Through an enhanced experience of consistent quality of care, convenient hours, technology-enabled and virtual care services all delivered in a modern clinic space, the Health Clinic by Shoppers is uniquely positioned to provide high-quality, patient-centred healthcare to Canadians.”
The convenience and dependability associated with Shoppers Drug Mart makes it highly attractive to Canadians. With almost 1,300 Shoppers Drug Mart and Pharmaprix stores operating in prime locations in each province and two territories, the company also licenses or owns 47 medical clinic pharmacies operating under the name Shoppers Simply Pharmacy, and provides cosmetic dermatology services at two standalone ‘The Beauty Clinic by Shoppers’ locations.
The new medical clinics aim to drive consumer loyalty to Shoppers Drug Mart amid intense competition. Edmonton-based Rexall has expanded with stores across the country and other players are also looking to gain market share. Other retailers such as Walmart have also introduced walk-in clinics to some stores which have seen success in terms of patients using in-store pharmacies while also shopping for other goods while on site.
Shoppers Drug Mart remains the largest drug store chain in Canada, and has also innovated by opening full-service grocery stores in some locations in an effort to increase foot traffic as well as frequency of visits. The company’s Loblaw PC Optimum Rewards loyalty program has also said to be highly successful after an initially bumpy rollout in early 2018.
Are traditional job boards not working for you? Do you dislike seeing a high volume of applications come through from candidates who aren’t even in your area, let alone the same country? Sure, you can post your jobs for free on traditional job boards, but free doesn’t always mean free when they waste your time. This is why we spent more than a year asking employers such as McDonald’s Canada, Recipe Unlimited, etc. what they want to see in a recruitment platform targeted to their industry. Out of the research, Swob Inc. was born.
SWOB FOCUSES ON HELPING EMPLOYERS IN HIGH-TURNOVER INDUSTRIES
Swob is an award-winning recruitment platform developed to help employers in high-turnover industries such as Retail, Food Service, and Hospitality, find qualified local talent.
IMAGE SHOWCASING SWOB FEATURES
With businesses reopening, it’s more important than ever for employers to hire all the staff they need, in a fast, efficient and cost-effective manner. All of the features unique to Swob were developed from employer feedback, as it was evident that the job boards already available were not sufficient. For example, a Tim Hortons Franchisee in Toronto mentioned to us his frustrations when posting on other traditional job boards. He mentioned that when he would post part-time roles for his store in Toronto, he would receive applications from candidates in Vancouver, which was a complete waste of his time. Once we heard this, we took his feedback and developed a solution called ‘Maximum Applicant Distance’, which allows employers to select how far they want candidates to apply from, ensuring local applicants. Now employers find people who are close by their stores. Swob has also developed a ‘Web-Based Careers Page’, which allows employers to showcase vacant job opportunities on their own website, without the costs of having to hire a developer. This feature will help attract more qualified candidates to your business.
SWOB LOGO
A recent survey indicated that 85% of Swob users feel comfortable returning to work and are actively seeking employment. Although businesses have reopened, many employers are struggling to retain staff and hire new employees. A member of the Store Operations team at M&M Food Market reports: “We use Swob to recruit for general temporary help for our 300+ locations across Canada during the pandemic. The initial set up of our ads went very quickly and the admins’ responses to any questions we did have was timely and helpful. The platform is easy to use and we particularly liked the feature that allows us to copy a previous ad. This is very useful when we are recruiting for the same position across the network.”
A survey completed by Retail Insider in partnership with Best Retail Careers Inc., reports that “the vast majority of retailers surveyed are looking to hire into the fall and winter of this year”. The findings also suggest that “66% of respondents said that they were looking to hire only part time staff, and about 35% said that they would hire full time staff”. If you’re an employer getting ready to hire, don’t waste your time and resources posting your roles on traditional job boards. Find out why companies such as McDonald’s, Leon’s, Lone Star Texas Grill, Bell Canada, and more have made the switch and are now using Swob to hire.
Visit www.swobapp.com and sign up for our 30-Day Free Trial. Let Swob focus on bringing the right candidates to you.
With considerable costs and new protocols, landlords and tenants will have to work together to adapt in order to bring shoppers back, says a new report by the Altus Group.
And it says the opportunity exists now for landlords to either rethink current assets, perhaps by considering more mixed-use space, or focus on rent restructuring in order to keep their retail tenants at least for the short term.
Bolstering consumer confidence to draw consumers back into stores will be a key initiative for the retail industry as it struggles with the economic fallout of the COVID-19 pandemic.
COVID-19 HAS ACCELERATED LANDLORD DECISIONS REGARDING RETAIL STRATEGIES
Ray Wong, Vice President of Data Operations for the Altus Group, said changes in how landlords look at their properties have really been in play for the last number of years due to the challenges in brick and mortar retail.
“It’s an on-going strategy for the landlord. But what the pandemic has done is it’s accelerated a lot of their decisions and strategy or instead of delaying strategies they’re forced to implement a lot of the changes more quickly,” said Wong.
“The key is to be able to get a certain mix of retailers that can draw a crowd, the ability to make the property attractive to bring people in for tenants to survive.
“What the pandemic has done especially with the closures is added to that urgency.”
Wong said the data indicates that retail brick and mortar is struggling but the positive sign is that overall retail sales from April to May have increased by close to 19 percent. However, they remain down from February, pre-COVID, numbers by 20 percent.
“There’s a bit of a pent-up demand where people want to get back into shopping again and they want to get out of their houses. That’s why we’re seeing a bit of an increase,” said Wong.
“But saying that, I think landlords and tenants continue to suffer based on the number of limitations and protocols in place that are limiting some of the consumers getting back into restaurants and retail stores.”
KEEPING TENANTS OPERATING IS OF HIGH PRIORITY FOR LANDLORDS
Wong said it’s important at this time that landlords take a closer look at their leases and what can be done to keep tenants operating, be able to pay rent and to stay on site.
“It’s more important than ever,” he said.
“With retail because of the closures, tenants have been asking for deferment of rent. That’s actually increased from initially two months and now they’re looking at asking for three months because they think it’s going to take longer for people to come back into stores and longer for people to spend.
“The economy is getting a little bit better but it still continues to suffer. Owners are focusing very closely on tenants to find out what is a solution to bring in more confidence in retailers. That could be protocols with COVID-19 with making sure that people feel safe going back into a mall. And there is a difference between outdoor and indoor. I think outdoor, people feel a little bit more safe but landlords in malls they’ve spent a lot of money with protocols with HVAC making sure there’s good air circulation and for people being a lot more comfortable coming back into the mall.”
Wong said retail has always been an opportunity and a risk for investors. But owners are feeling that rents will continue to soften on the retail side.
“But we’re also seeing a little bit more confidence from the investor’s side. They’re getting back into the market,” he said. “The more we get into this year and with a little more confidence and more certainly, we’re going to look at a very slow and gradual recovery. The important thing is it’s starting to be a little bit more positive but again at a slower rate.”
According to a recent blog on the Altus Group website by Erika Siegert, Senior Analyst, and Kruti Desai, Manager of National Research, said Altus Group’s recent Key Assumptions Survey indicated that the vast majority of retail landlords have implemented a deferred payment relief program structure to maintain operations. Still, 43 percent of retail landlords surveyed collected less than 70 percent of rent in April, and even less in May.
“Food-anchored retail, particularly with necessity-based grocery retailers, are expected to perform very well and have gained a spot as one of the top 4 preferred asset classes, according to Altus Group’s Q2 2020 Investment Trends Survey property type barometer. Having remained open throughout the pandemic, landlords with essential retailer tenants, such as grocery stores, pharmacies and even dollar stores, have had more time to adjust to the “new normal”, and to develop physical distancing and safety protocols that work for them,” said the report.
Instacart, the North American leader in online grocery, and Costco recently announced the companies have partnered to launch same-day delivery — as fast as two hours — from 76 Costco warehouses across Canada.
Recently Voilà by Sobeys also launched online grocery delivery service in the Greater Toronto Area with plans for future expansion across the country.
“Grocery delivery has become essential for millions, and we’re proud to make same-day delivery from Costco available to even more Canadians. Now, through the Instacart marketplace and Costco’s new member website, families across Canada can get the groceries and goods they need, delivered to their door in a matter of hours,” said Andrew Nodes, Vice President of Retail, Instacart.
“We want to help retailers reach their customers when, where and how they want to shop. With this launch, we’re extending the reach of Costco in Canada and making it possible for Costco members and non-members alike to access same-day delivery of Costco’s broad selection of groceries and goods.”
INSTACART BAG FILLED WITH GROCERIES READY FOR HOME DELIVERY. PHOTO: INSTACART
Gary Newbury, a national retail supply chain strategist and serial transformation executive, decided to test it out recently and order some groceries. He selected ‘within two hours’ and it was free. So he waited to see what would happen. Newbury lives two to three miles away from the store and the order was at his home in 40 minutes.
“Canadians love Costco, the assortment, the prices, the service and, prior to COVID-19, the social atmosphere, powered by $1.50 hot dogs!,” he said.
“Prior to the pandemic they had been trialing a B2B service which must have been a great learning opportunity for them. Linking this and their experiences of lengthy queues outside their stores during the pandemic and the strain this represented to their revenue, stock turns and customer service, the deployment of Instacart to provide a direct to home service is a bonus for those customers still nervous of stores, time challenged, or who rank convenience high on their consumer value tree.
“Going straight to home, rather than curbside is the ultimate in consumer convenience, it also avoids all the challenges Walmart and other mass merchants have with the challenge of BOPIS (Buy Online Pick-up In Store). Having a free two-hour home delivery service really should drive revenue for this banner. Consumers need to order more than $35. As a consumer, this is pretty easy to exceed with Costco. You can also tip the driver online.
“There are some caveats though. Although Instacart does allow retailers to quickly ramp up their off-store services using a variable cost model, an on demand service is very resource consumptive for a banner to operate on their own. Instacart is a perfect concept, especially with no commitment to forward volumes.”
VOILA BY SOBEYS GROCERY HOME DELIVERY SERVICE IN ACTION. PHOTO: SOBEYS
For retailers looking to run their own digital fulfillment show, a time window/scheduled service tends to be preferred to allow orders to accumulate and to put together a delivery run which makes sense and is “hopefully” profitable, added Newbury.
Another couple of challenges comes from the infiltration of Instacart into many retailers’ data streams. A sample of the banners using Instacart include Walmart, Loblaws, M&M Food Market, and Staples, plus many others either engaging or looking to engage under FOMO (fear of missing out). This individual consumer level data has significant value when looked across various banners when clustered at residential address level, he added.
“South of the border there have been reported instances of the Instacart delivery operative being rude/menacing and temp abuse for temp controlled products, however, I have not heard of anything here in Canada hitting the headlines,” said Newbury.
“For restaurants and other food service businesses, who, when the Broadline distributors couldn’t provide all their requirements, the customary “urgent run to Costco” can now be better managed with the two-hour convenient service. These business owners, no doubt, where the prices are comparable, are likely to start looking to switch their purchasing to Costco. This service should send a cold shiver through the Broadline distribution sector who typically require customers to order their requirements by 5 p.m. for delivery the next day, often to a time window, and with the risk of shorts. The key task for Costco is to have high availability to ensure this business is won through consistent digital fulfillment service.
“If they are able to pull this off, it’s a direct threat to Sobey’s Voilà proposition in overlapping markets, especially with Instacart’s variable cost profile.”
Bruce Winder, author of RETAIL Before, During & After COVID-19 and President, Bruce Winder Retail, said Costco had no choice but to offer same-day delivery to maintain its competitiveness in the Canadian grocery market.
“It’s funny to think that just a few years ago Canadian grocers were being dragged into any form of delivery by customers and now it’s a table stake,” said Winder. “They were already in the game with two-day delivery that they launched in 2018, but this takes convenience to a whole new level. With Empire’s new Voilà service and established partnerships between Walmart and Loblaw with Instacart, there is a bit of a space race for retailers to outdo each other. The reason for this space race is to compete with Amazon who is the new boogeyman/boogeywoman challenging to dominate this space with its best-in-class supply chain infrastructure and scale.
“The Achilles heel for many grocers (including Costco) is that they charge extra for food to offset the delivery service. This leaves them vulnerable to Amazon who unlike Walmart, Loblaw, and Costco don’t have another powerful mouth to feed in the value chain (ie. Instacart). Instacart is becoming the de facto grocery delivery provider which gives them a plethora of data to harvest and monetize – but also increases their channel power and creates switching costs if grocers eventually offer their own in-house service like Empire.”
Voilà by Sobeys was launched June 22.
Sarah Joyce, Senior Vice President of Ecommerce at Sobeys, said the concept has been expanding gradually across the GTA. It’s now live as far east as Pickering, west as Hamilton and north as Newmarket and pretty much everything in between.
“And we continue to expand,” said Joyce.
Another facility, like the one in Vaughan, is being built in Montreal, to accommodate growth in Quebec and Ottawa and two more centres will be built in Western Canada in the future to support the concept’s growth in those regions.
Voilà is the official grocery delivery service of the Toronto Maple Leafs and NHL also supplies the NHL Hub with their favourite snacks, delivered directly and safely to the Fairmont Royal York in Toronto.
Voilà delivers from a robotic automated warehouse the size of 15 hockey rinks and that carries a broad assortment of thousands of products, including fresh produce, meat and seafood, as well as favourites from Farm Boy and Well.ca — all at affordable prices, no hidden fees or markups, says the company.
Voilà delivers safely to a customer’s door within a one-hour delivery window.
