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Canada’s 1st Fully Automated Restaurant Opening this Summer

By
Mario Toneguzzi
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Image: Box'd by Paramount

Canada’s first fully-automated restaurant is coming to Toronto as Canada prepares to experience life in a post-COVID-19 world.

Box’d, by Paramount Fine Foods, will revolutionize the way consumers order and pick up food. Located at 4 King St. W., in the heart of Toronto’s financial district, Box’d is not your typical restaurant. It has simplified the order process, so Torontonians don’t have to spend time standing in line or waiting for their food to be prepared.

Guests place their order in advance via a mobile app or they can order at a digital kiosk in-store. Digital status boards within the restaurant update guests when their food is ready and lead them to their pickup location. Digital cubbies and shelves identify orders and create a streamlined experience.

“We are excited to bring the Box’d experience to Toronto,” said Mohamad Fakih, CEO and President of Box’d by Paramount Fine Foods. “Throughout the COVID-19 pandemic, many Torontonians chose to cook their meals at home, but as the restrictions ease and more businesses open people are looking forward to eating out. We understand that people may still be a little wary of public places, so we have created a dining option that is fast, efficient, and safe.”

4 KING ST WEST. PHOTO: GWLRALEASING.COM
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He said the design looks beautiful, will save a lot of time and will resolve the biggest problem in the food industry today.

“You have limited amount of staff, limited amount of space to serve as many customers as you can at the same time and a lot of the area is only busy three hours a day, four hours a day, so how much can you pull out food and deliver food at the same time within those three/four hours,” said Fakih.

Also for consumers, lineups are getting longer and slower these days to pick up food in various establishments.

“There is a great technology behind it that organizes the order by the minute of ordering and when do they want pick up. So the consumer will have the option when they want to pick it up,” said Fakih.

“The food will always come out fresh. When the food is prepared fresh and the staff are not overwhelmed, they produce better, they produce more and because of the point of pick up we have 20 cubbies there is no bottleneck . . . The cubbies will deliver food fast in an organized, great way that the sales will get much higher.”

PARAMOUNT FINE FOODS LOCATION IN YORKVILLE, TORONTO. PHOTO: PARAMOUNT FINE FOODS

The idea for the concept was in the works before the COVID-19 outbreak.

“When the coronavirus hit, this has become a story like I had a crystal ball, which I didn’t. This is very good for coronavirus because number one you’re ordering and paying through a website or a kiosk in-house and then you’re picking up from a divided, separated, sanitized cubby that we sanitize after each order and prepared by only one chef that will seal your order to make sure that only one person touched it and that same chef will load it in the cubby and you’ll come in, you’ll see your name with the cubby number and you’ll go to that cubby and you retrieve your order by tapping on the glass, the glass will open and you’ll pick up your order. No one else touched it but yourself and the one chef,” said Fakih.

A concierge in the location will greet people and help people if they need it.

Chef Tomer Markovitz has created lunch and dinner menus with vegan and vegetarian options. Each have sustainable packaging and express menu options that are accessible in just a few quick and efficient taps.

“The state-of-the-art technology used throughout Box’d will revolutionize and transform how consumers experience dining on-the-go and will help our guests feel safe,” said Markovitz. “With one chef per meal, all meals are sealed and delivered to sanitized, individual cubbies which simplifies the process and keeps cleanliness and safety top of mind.”

Menu items will feature Paramount Fine Foods famous hummus and traditional Middle Eastern flavours and spices in new and exciting recipes created by the chef. From salads to Box’d hot dishes, delicious oven-baked wraps and refreshing smoothies, Box’d provides a multitude of fast, healthy options for everyone.

“Being fully automated means Box’d can offer Canadians a new and exciting ‘smart’ way to experience eating out safely,” said Ahmed Daify, the Box’d franchisee for Paramount Fine Foods. “Box’d will be the first automated restaurant with a certified chef. We will be hiring at a time when the service industry needs it the most. We are excited to bring this opportunity to Canada, since Canada is a country of hope.”

Fakih said the plan is to roll out the concept to other locations. It’s a great concept for places such as sports arenas, universities, for example.

“And we will expand it across Canada. We have a lot of franchisees who are very excited and I’m hoping there will be more. So far everyone has shown their excitement. We have interest to expand it everywhere,” he said.

Images from Box’d by Paramount

Box’d by Paramount (Image: Jump Branding & Design)
Box’d by Paramount (Image: Jump Branding & Design)

In Memoriam: Catherine Hill, Founder of Luxury Retailer ‘Chez Catherine’

By
Craig Patterson
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CATHERINE HILL

One of Canada’s most prolific luxury retailers passed away this month. Catherine Hill was the founder of multi-brand luxury retailer Chez Catherine which operated for 30 years with stores in Toronto, Montreal and in Florida, including licensed boutiques for some of the world’s leading brands.

Over the years, customers frequented Chez Catherine stores for a range of luxury brands that could not be found elsewhere. Styles in Chez Catherine stores were colourful and bold and catered to a woman who wanted to be seen.

CHEZ CATHERINE IMAGE: NEWSPAPER AD, 1988

Catherine Hill opened her first Chez Catherine location in Toronto in 1972 and soon relocated it to the Hazelton Lanes shopping centre, now called Yorkville Village. The Chez Catherine boutique carried luxury brands including Claude Montana, Issey Miyake, Ungaro, Rena Lange, Gianfranco Ferré, Christian Lacroix, John Galliano, Karl Lagerfeld, Basile, and Christian Dior among others. Chez Catherine also operated separate boutique spaces at Hazelton Lanes for some of the world’s biggest names. In 1979, she opened Canada’s first Giorgio Armani boutique at Hazelton Lanes which operated for about seven years. The boutique “never made any money” said Ms. Hill in an article in the Montreal Gazette in 1987. The Armani boutique was replaced with a Versace boutique, joining other Chez Catherine boutiques at Hazelton Lanes that included Krizia and a Valentino boutique which occupied about 1,500 square feet next to her Chez Catherine space.

Some of Toronto’s wealthiest women shopped at Chez Catherine, some of whom also spent winters in Florida. In 1979, Ms. Hill opened a Chez Catherine storefront at 210 Worth Avenue in affluent Palm Beach, carrying designers such as Laura Biagotti, Giorgio Armani, Vicky Tiel, Gianfranco Ferré and Issey Miyake. The boutique’s interior featured yellow carpets, copper coloured walls and a massive porcupine chandelier. The boutique relocated to South Country Road in 1987 where it operated for several years.

In 1987, as well, Ms. Hill expanded Chez Catherine into the Montreal market in a partnership with the upscale Ogilvy department store (now called Holt Renfrew Ogilvy). Chez Catherine operated a multi-brand space as well as boutiques within Ogilvy for brands including Versace, Krizia and Valentino. The 1,500 square foot Valentino boutique was located on the ground floor of Ogilvy on the corner facing Ste-Catherine St. W. and Rue de la Montagne with a street-facing entrance on Montagne. Chez Catherine operated within Ogilvy until the early 1990s and the Valentino boutique was eventually replaced with a Louis Vuitton store.

CATHERINE HILL, RIGHT, WEARS A VALENTINO GOWN AT AN EVENT WITH DAUGHTER STEFANIE HILL IN 1986. PHOTO: TORONTO PUBLIC LIBRARY ARCHIVES

In 2002, former Globe & Mail journalist Marina Strauss featured Catherine Hill in an article when Chez Catherine was closing. Ms. Strauss said in the article, “There’s no doubt, as many fashion writers have observed, that owner Catherine Hill was in a league of her own. She had exclusive contracts to carry the best of the best. Women walked out of the boutique in the chic Yorkville district of Toronto with tens of thousands of dollars worth of elegant outfits. Ms. Hill knew how to take care of her customers with her impeccable eye for style.”

CATHERINE HILL IN FRONT OF HER NEW VALENTINO BOUTIQUE AT OGILVY ON MOUNTAIN STREET IN MONTREAL IN 1987. MS. HILL IS WEARING A VALENTINO COAT WITH FUR TRIM IN THIS PICTURE. PHOTO: GEORGE BIRD FOR THE MONTREAL GAZETTE VIA NEWSPAPERS.COM

Ms. Hill got started in the fashion business as a buyer for the downtown Eaton’s department store in Montreal. She was hired as a buyer for the upscale Eaton’s Townhouse department which at the time carried luxury brands such as Ungaro, Oscar de la Renta, Halston and others. Ms. Hill founded Chez Catherine after taking a risk and a $10,000 loan — a pillow in her Yorkville condominium residence had the words embroidered “To eat the fruit on the tree, you have to go out on a limb”, according to a Toronto Star article in 2009 by late journalist David Livingstone.

She was born in Hungary and as a teenager in 1944, was taken to Auschwitz where Ms. Hill survived — the rest of her family didn’t. She eventually moved to Rome and then Paris before moving to Canada. Ms. Hill spoke fluent Hungarian, Czech, German, French, Italian and English. She was featured in a book by British author Linda Grant called ‘The Thoughtful Dresser’, and Ms. Hill also spent countless hours writing her own memoirs.

TORONTO’S HAZELTON LANES SKATING RINK IN 1976. PHOTO: TORONTO PUBLIC LIBRARY ARCHIVES

Catherine Hill passed away in Toronto on June 2, 2020 at the age of 94, and was predeceased by husband Cecil Hill who died in 2002 also at the age of 94. She is survived by her daughter and business partner Stefanie Hill (Stefanie is married to Greg Mahon). Ms. Hill’s grandchildren include Zach and Ben. An obituary published for Ms. Hill this month described her as being “known for her style, her strong character and a no-nonsense attitude that carried her through a long life filled with international travel and glamorous social events”.

Memorial donations can be made to The Catherine Hill Memorial Fund c/o The Benjamin Foundation 416-780-0324 or www.benjamins.ca or a charity of your choice.

COVID-19 ‘Surcharges’ Opposed by Majority of Canadians Polled

By
Mario Toneguzzi
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A recent survey in British Columbia suggests most residents are opposed to COVID-19 surcharges in the economic aftermath of the pandemic.

The survey, by Insights West, found that 62 percent are opposed but also 75 percent think things will cost more overall as the economy opens up.

Insights West is a full-service marketing research firm based in Vancouver.

Steve Mossop, President of Insights West, said consumer sentiment in BC has shifted to hyper-localization and support of businesses that are part of the local economy.

“Small and medium-sized businesses have been disproportionately affected by the pandemic, putting them front and centre in the media spotlight. And while consumers are not willing to pay for COVID-19 specific surcharges, there is an overall expectation that things will cost more, and there seems to be a willingness to accept this,” he said.

“I was quite surprised (but the survey findings). I really thought there would be support because all along we’ve seen support in previous polls that we’ve done about supporting your local businesses, BC businesses, neighbourhood businesses.

“We have to expect higher prices, that’s the reality. But I think what happened is we have opposition to the label ‘surcharge’. I think maybe that’s it. It’s the labelling. If you think back to our conditioning as consumers back to not that long ago when fuel was going sky high and airplane surcharges on plane tickets and BC ferries and different other transporting industries, there was a huge backlash and people just wouldn’t accept it. The mistake that airlines made is they labelled it and made people think about it and look at it. Maybe the lesson learned here is they should have just raised their prices. These things cost money.”

Mossop said there’s also a misperception of the word surcharge. People were calling it a tax. And we all know how people these days associate with that word.

Here are some of the key highlights according to the survey:

  • 37 percent of British Columbians are ‘strongly opposed’ to surcharges and 25 percent are ‘somewhat opposed’. Younger residents (18-34 years) are less opposed (52 percent) than older residents (63 percent among those 35-54 and 65 percent among those 55+);

  • Opposition lessens depending on the sector in question, however, as some industries appear to be seen as more justified in putting these surcharges in place. Hair salons are at the top of the list, with a slim majority (51 percent) within the province supporting surcharges, with support for restaurants (47 percent) and other small businesses (46 percent) not far behind;

  • While a large minority is also sympathetic to the concept of surcharges for other personal health service providers (44 percent), and other service providers (42 percent), opposition is firmly entrenched when it comes to large chain retailers (only 20 per cent support and 75 percent oppose) doing the same thing;

  • Younger residents (18-34) are much more supportive than older residents for these surcharges when it comes to hair salons, restaurants and other small, non-chain retailers, as support levels are 10-20 points higher, perhaps because this segment is far more likely to be employed in these sectors and a higher level of empathy exists;

  • 75 percent believe that once the Canadian and local economy opens up more fully we can expect higher inflation. This belief is split between 33 percent who expect ‘a lot higher inflation’, and 42 percent who feel there will be ‘a little higher inflation’. Only five percent believe we will enter into a post-pandemic era of deflation;

  • 64 percent agree that ‘we will have to accept that we will have to pay more in the future for many products and services’, including 17 percent who ‘agree strongly’, and 47 percent who ‘agree somewhat’;

  • There is strong agreement about actively trying to buy from businesses that form part of the local neighbourhood (79 percent), BC businesses (81 percent) and Canadian businesses (82 percent); and

  • There is also a strong desire to avoid businesses who have reportedly been unfair to their employees as part of the response to the pandemic, as 63 percent of BC residents agree with this.

Mossop said the surcharge could be here to stay for a long time especially with concerns about a possible second wave of the coronavirus.

So there’s, as there is, more emphasis placed on health and safety such as face masks and sanitizing “those have a cost to them,” he said.

And of course businesses will pass those costs along to consumers.

Canadian Fashion and Apparel Event INLAND Finds Success Virtually Amid COVID-19

By
Jessica Finch
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PHOTO OF INLAND EVENT. PHOTO: INLAND

Canadian retail platform INLAND has navigated the uncertain waters of the COVID-19 pandemic by providing independent, Canadian brands with a platform to share their stories, all in the hopes of maintaining brand awareness and cultivating community during these uncertain times.

In the wake of COVID-19 and the news that the Canadian fashion and apparel event ‘INLAND’ was to be cancelled this past spring, the organization saw an opportunity to virtually promote those who need it most. Allowing a variety of Canadian brands to ‘takeover’ its Instagram platform for a day, INLAND’s #DailyDesignerStory series has given brands a place to spotlight themselves, while also creating a safe space to tell stories about their individual COVID-induced trials and tribulations.

Since lockdown hit mid-March, each day a new designer has been given free reign on INLAND’s Instagram page for 24 hours. With room to showcase products, talk about the brand’s ethos, and discuss the hurdles imposed by COVID-19, designers have been able to expand their reach to consumers, both new and old. Their stories are then saved to the highlight reel on INLAND’s Instagram page for followers to return to at a later date if they wish.

Recently, INLAND featured posts from an array of industry leaders and experts, all of whom spoke about their own personal stories and shared some insights into what might be next for the Canadian fashion landscape. Some notable names include Kelly Drennan, Fashion Takes Action; Sage Paul, Indigenous Fashion Week Toronto; Kate Mullin, Vancouver Fashion Week; Vanja Vasic, Fashion Art Toronto; Vicky Milner, Canadain Arts & Fashion Awards; Angela Campagnoni, Atlantic Fashion Week.

Sarah Power, INLAND’s Founder and Director, describes INLAND as “a community where shoppers and local brands come together to celebrate the Canadian story through a fresh assortment of mindfully-made, local fashion, accessories, and jewelry. The goal is to transform shopping into a meaningful shared experience and to increase awareness about local fashion options that value people, the planet and personal style in equal measure”.

Currently held as a biannual event, INLAND showcases emerging Canadian designers by providing an elevated in-person shopping platform for brands that otherwise largely rely on direct-to-consumer sales. “Canadian-based retailers and designers have to work very hard to get noticed, and I find that interesting considering Canada is a global leader in conscious, diversity-driven style,” says Power. “We live in such a multi-cultural, creative country where people are launching some of the most innovative businesses — all of which deserve to be at the forefront of consumer investment. INLAND is a highly-curated, thoughtful selection of brands that aims to elevate our extraordinary local talent and redirect spending back towards the Canadian economy.”

Launched in 2014, INLAND is a free public event in downtown Toronto and features up to 70 Canadian brands for both the spring event in May and again for the fall event — which typically happens in September, although this year may look a little different depending on the status of COVID come the end of summer.

In its six years , INLAND has showcased over 500 Canadian brands from across the country including Vancouver, Calgary, Montreal, Toronto, Ottawa, and Halifax. “INLAND gives brands the opportunity to connect face-to-face with customers, which is often vital for building loyal relationships with customers, while also generating media attention for the fashion community” says Power, “the event is highly-experiential and this May, because the event was cancelled, I had to think of another way for designers to connect with customers. Our Instagram takeover’s are intimate and genuine. This digital learning has proven to be new direction for INLAND. Plans to launch a permanent online Canadian designer ecommerce platform are definitely in motion.”

Dedicated to supporting local talent and domestic industries, INLAND also focuses heavily on promoting ethical and sustainable brands. Quite often the brands involved operate on a small scale, selling made-to-order and small-batch products, generally all sourced within Canada.

 

 
 
 
 
 
View this post on Instagram
 
 
 
 
 
 
 
 
 

 

#DailyDesignerStory ✨ Just wanted to take a pause to say how inspiring it is been to connect with so many amazing, uplifting female entrepreneurs through this IG Takeover series. We’re smiling big time over here with gratitude and deep respect for your energy, beauty and determination. . . Today, Corrine, founder and designer for Toronto-based @biko_official takes us through her studio and shares a bit about her DAILY HERO project and how BIKO is donating 15% of sales to the @secondharvestca COVID-19 Emergency Relief Fund. . . Follow along everyday to hear what Canadian designers are up to right now as they navigate business and creativity during lockdown. This week, we’ll also hear from 3 designers who are stuck isolating overseas. . . Today @biko_official Wed @slush_b * From Amsterdam Thur @henandbear Fri @unlikeofficial * From the Philippines Sat @shopzafira * From Bahamas Sun @sonyalee_official

A post shared by INLAND (@made_inland) on

In the wake of reopening and the beginning of the ‘new normal’, INLAND’s ‘Daily Designer Series’ will soon come to an end.

“We’ve heard stories about being stuck in quarantine overseas, about shifting production to make PPE, donation efforts, collaborations, financial loss, cancelled orders, decreased sales — the list of impacts and changes goes on and on. It’s been a very challenging time for everyone. The common theme in everyone’s story however has been a genuine sense of optimism about how — as creators and consumers — we have the opportunity to build a better, more meaningful future based on mutual respect, diversity, and connectedness — with each other and to the environment.

Hearing these stories has really highlighted how much our individual choices and actions have massive societal and global consequences. Fashion operates on creativity and change. It’s the most personal and expressive way for us to visually articulate who we are and what we care about — which is why this moment in time is so critical.”

Whilst there’s no denying that COVID has done a lot of harm, it’s clear that INLAND has achieved what it initially set out to do, proving that the Canadian retail landscape is more inovative, resilient, and connected than perhaps ever before.

To view the designer stories, visit INLAND’s Instagram page @made_inland.

Retail Council of Canada Webinar: In Conversation with Walmart Canada CEO Haio Barbeito on Plans & Strategies for Success During COVID-19

By
Retail Insider
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In Conversation with Retail Leaders in Canada

Retail Council of Canada is announcing its third online webinar in a series called In Conversation with Retail Leaders in Canada. Walmart Canada CEO Haio Barbeito will speak with Retail Council of Canada President Diane J. Brisebois at 4:00 pm Eastern/1:00 pm Pacific on Wednesday, June 24, as part of the webinar series featuring one-on-one conversations with Canada’s top retail leaders.

Tickets for the webinar featuring Mr. Barbeito can be purchased here. 

Haio Barbeito will share Walmart Canada’s plans and strategies for success during the COVID-19 pandemic. Walmart Canada made headlines this month, partnering with Shopify to expand their web marketplace business, amid other changes. Now, more than ever, Walmart is thinking creatively about their physical assets, focusing on ecommerce, all while keeping their customers’ evolving needs at the core of their decision making. Learn more on June 24 by signing up for the webinar. 

In Conversation with Retail Leaders in Canada is an online series that launched this month featuring in-depth conversations between RCC President and CEO Diane J. Brisebois and Canada’s top retail leaders and industry insiders. The webinar series aims to assist everyone in the retail industry who has been forced to reconsider how their organization’s teams, operations, inventories and policies will need to adjust to ensure a strong retail recovery.

Following Mr. Barbeito’s segment on Wednesday, June 24, the In Conversations with Retail Leaders in Canada webinar series speakers include:

  • Calvin McDonald, CEO lululemon athletica Inc. June 30, 2020 12:00pm-1:00pm EDT

  • Greg Hicks, President & CEO Canadian Tire Corporation Ltd., July 15, 2020 3:00-4:00pm EDT

[Buy tickets to be part of the conversation with Walmart Canada’s Haio Barbeito]

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

Why E-commerce Site Owners Need to Adopt Web Accessibility Amid COVID-19

By
Craig Patterson
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SOURCE: DEPOSITPHOTOS

The coronavirus has placed more than half of the world’s population under some kind of restricted movement order. Around the globe, schools are closed, workplaces are shut, public spaces like parks, churches, and shopping malls are shuttered. There’s nowhere to go but online —  for news, socializing, but especially for shopping.

Between March and May, online sales skyrocketed in Canada, as some sectors such as household appliances even experienced 625% year on year growth. Furthermore, these new consumer behaviours focusing around e-commerce are likely to stay after the pandemic.

SOURCE: STATISTA

However, while online shopping is a lifeline for consumers stuck at home, one billion people with disabilities are cut off from the internet as well as bricks-and-mortar stores.

For users with disabilities, the internet is a necessary evil

It’s a double blow because internet users with disabilities rely on internet shopping more than the fully able. People with disabilities are more likely to have underlying comorbidities, such as diabetes or heart conditions, or compromised immune systems that put them in the high-risk category. They’ve mostly been self-isolating for longer and more stringently than the rest of the population, increasing their dependence on online services. 

Users with disabilities are more likely to need specific medication and diet items regularly, but these are becoming harder to find as the corona crisis bites deeper, forcing consumers to scour smaller online stores which are more likely to be non-accessible. Writing in Vogue about having disabilities and dealing with Covid-19, Je Banach mentions that “Supplements that we normally take daily to stay as well as possible have been disappearing online.”

Anyone over age 65 is considered high risk for Covid-19, but the over-65s are also significantly more likely to have a disability. Older people are not digital natives, making them more likely to find e-commerce sites hard to navigate at the best of times. Many have never made an online purchase before corona forced them to do so, but now they have to work it out alone, because it’s too risky for someone to show them what to do.

E-commerce websites are frequent accessibility offenders

Even in non-corona times, e-commerce sites are one of the biggest targets of accessibility lawsuits. They are frequently small businesses that are run on a shoestring, without the funds or personnel to make their websites accessible. Many still don’t know about their legal requirements under accessibility laws. 

The corona pandemic has created more non-accessible online stores, as retail businesses hurried to add online sales capability, throwing up hastily-created websites that are hard to navigate even when fully able.

We’re talking about issues like:

●      Failing to support screen readers that blind users need to navigate online;

●      Not making a site keyboard navigable for users who can’t point and click on a mouse, preventing anyone with motor disabilities, arthritis, muscle weakness, limb injuries or amputations from moving easily through the site;

●      Confusing layouts that leave users with cognitive decline bewildered and lost;

●      Hard-to-read displays with low contrast ratios, poor color choices, tiny text, etc. that make it difficult for users with low vision or weak eyes to read instructions, descriptions, guidance in form fields, and more;

●      Presenting vital information such as price and product description in an image without descriptive alt tags, so screen readers can’t pick it up;

●      Using flashing gifs and animations that can trigger dangerous seizures in users with photosensitive epilepsy;

●      Hiding crucial details about delivery and returns in fine print that is almost impossible to find on the site, and/or in jargon that is unclear to many visitors.

How can E-commerce site owners respond?

Some of these are easy to solve without any special training or tools, like choosing larger fonts and higher contrast ratios, plotting an intuitive layout, and rewriting sales details in easy-to-understand language. But others require expert input, such as including ARIA attributes for screen readers and supporting full keyboard navigability. Even apparently simple steps, like adding descriptive alt tags to every image, can be overwhelming if you’re selling thousands of products, each with multiple images.

Solving these challenges fully means paying thousands of dollars for manual accessibility solutions which can take months to complete the process, and then paying again every 6 months to a year, because software updates and new product additions render your website non-accessible. It’s unaffordable and impossible for small businesses.

Alternatively, you can use accessiBe, the only fully-automated web accessibility solution. It’s easy to use; all you have to do is paste a single line of JS code into the source code of your site. Because it uses AI to do the heavy lifting, accessiBe can make any site fully accessible within 48 hours for pricing tiers that are far lower than manual accessibility solutions.

ACCESSIBE’S PLATFORM ON SPROUTS FARMERS MARKET

The algorithm rechecks your site every 24 hours to ensure that you remain compliant, and that your site is navigable by keyboard and optimized for screen-readers. This enables screen reader users, keyboard-only users, and everybody else to successfully access every corner of your site, including forms, pop-ups, and image-based content.

Non-accessible e-commerce sites are shooting themselves in the foot

Failing to incorporate web accessibility hurts E-commerce businesses themselves. It costs serious income, as users with disabilities won’t hang around on sites that are difficult to navigate. They’ll simply move on to one that is fully accessible.

Just as importantly, small businesses are losing valuable goodwill. Many people are making an effort to support local small businesses online, but the user who is effectively kicked off a site because of their disabilities isn’t going to try to support your business, and may warn others away from it. Nate Smith, Group Manager of Product Marketing for Adobe Analytics, says “Right now, retailers need to ensure smooth, frictionless, and fast experiences on their E-commerce websites. Meeting your customers’ needs and expectations at a time like this could either make or break your brand.”

On top of all that, SMBs with non-accessible sites run the risk of being sued. ADA title III lawsuits against small businesses have leaped since 2018. At a time of stress, fear, and anxiety, more users with disabilities would sue the E-commerce site that cuts them off from vital services. And during Corona, small businesses can’t afford an average $20,000 for an out-of-court settlement.

Corona raises the stakes for accessible e-commerce sites

It’s ironic that just when we are obeying shelter-in-place restrictions to protect the most vulnerable population, non-accessible e-commerce sites are letting them down. Unable to leave home and at high risk of dying from Covid-19, people with disabilities are now cut off from their only lifeline by non-accessible e-commerce sites that add insult to the injury already caused by coronavirus. e-commerce stores need to step up their accessibility practices to protect their own income, brand reputation, and risk of being sued, but also to meet their responsibility to support all humans with all abilities.

Empire to Expand FreshCo Grocery Banner in Western Canada

By
Mario Toneguzzi
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PHOTO: SUPERMARKET NEWS

Empire Company Limited is aggressively expanding its FreshCo discount banner in Western Canada with its next six locations in the market including the first ones in Alberta.

Mike Venton, General Manager, Discount for the company, said the brand is really resonating with the Western Canadian shopper.

“We’re seeing a strong appetite for discount grocery options and our fresh product assortment continues to differentiate us from our discount competitors. Our three most recent new FreshCo’s in Western Canada (Kelowna, Kamloops, Williams Lake) and the four locations set to open in Central Canada (Saskatchewan) in Summer 2020 have all been well-received and we look forward to bringing the discount shopping experience to even more communities in Western Canada,” he said.

There are currently 110 FreshCo stores open in Canada which include locations in British Columbia, Manitoba, and Ontario. This summer, FreshCo will be coming to Saskatoon and Regina and in Spring 2021, Alberta, which Venton said are all exciting milestones in the brand’s expansion.

Empire has now confirmed 28 of approximately 65 locations in Western Canada. In fiscal 2018, the company announced plans to convert approximately 25 percent of its underperforming Safeway and Sobeys locations to FreshCo over a five-year period.

PHOTO: KELOWNANOW

“Breaking ground in Alberta is a significant milestone in our Western Canadian expansion. We have now opened or planned locations in every province in Western Canada,” said Venton. “Our FreshCo expansion into Western Canada is more relevant than ever before, as economic realities continue to shift. We are seeing a strong appetite for discount grocery options as the brand continues to resonate with the Western Canadian shopper.

“Our FreshCo stores have a variety of offerings that make us stand apart like best-in-market price guarantees, in-store pharmacies at many locations and a leading selection of unique items many of which are multicultural assortments that are tailored to the local markets.”

Since the first FreshCo opened in April 2019, the grocery giant said it has opened 14 FreshCo stores in B.C. and two in Manitoba. By the end of the second quarter of fiscal 2021, it plans to open two additional FreshCo stores in B.C. and four in Saskatchewan.

“The company will work with the union that represents impacted employees in Manitoba to ensure that all terms of the collective agreements are met. Options will be provided, including the opportunity to work at Safeway stores within the network or the new FreshCo locations,” it said.

The two Alberta FreshCo store locations are both located in Edmonton, in Heritage and Tamarack. The Tamarack location is a new construction site and the store is planned to open in Spring 2021. The Sobeys store in Heritage will close for renovation in Fall 2020 with plans to open as FreshCo in Spring 2021.

The four future Manitoba FreshCo store locations are: Sargent, Niakwa Village, Pembina & McGillivray, and Henderson & Bronx. The Safeway locations will all close in Fall 2020 with plans to open as FreshCo in Spring 2021.

“Store closure costs of the Safeway and Sobeys stores that will be converted to FreshCo will be charged to earnings in the first quarter of fiscal 2021 and are estimated to be approximately $4 million before tax,” said Empire.

Empire is headquartered in Stellarton, Nova Scotia. Empire's key businesses are food retailing, through wholly-owned subsidiary Sobeys Inc., and related real estate. With approximately $26 billion in annual sales and $14 billion in assets, Empire and its subsidiaries, franchisees and affiliates employ approximately 123,000 people.

  • PHOTO: SAFEWAY
  • IN 2018 THE COMPANY ANNOUNCED PLANS TO CONVERT APPROXIMATELY 25 PERCENT OF ITS UNDERPERFORMING SAFEWAY AND SOBEYS LOCATIONS TO FRESHCO OVER A FIVE-YEAR PERIOD. PHOTO: SOBEYS

In early March, Empire announced its financial results for the third quarter ended February 1, saying it recorded adjusted net earnings of $123.7 million ($0.46 per share) compared to $72.9 million ($0.27 per share) last year, an increase of 69.7 percent.

“We are pleased with our progress. Our execution has markedly improved and we continue to grow our bottom-line much faster than our major competitors," Michael Medline, President & CEO, Empire, said at the time. "Project Sunrise is on track and the momentum continues with our expansions of FreshCo in the West and Farm Boy in Ontario, as well as the upcoming launch of Voilà in the GTA. And in May, we will unveil our next three-year plan."

Empire is in the final year of Project Sunrise. The strategy is on track and yielding benefits that are expected to exceed management's initial expectations, said the company, adding that realized approximately $100 million of these benefits during fiscal 2018 through organizational design, strategic sourcing cost reductions and improvements in store operations. In fiscal 2019, the company realized a further approximate $200 million of benefits, driven by initial rollouts of category resets and cost reductions in other areas.

“Sales for the quarter ended February 1, 2020 increased by 2.4 percent driven by the consolidation of Farm Boy results, the expansion of FreshCo in Western Canada, internal food inflation and higher fuel prices. Internal food inflation was 2.2 percent (2019 – 1.8 percent) which reflects the price inflation of the Company's actual mix of product prices. These increases were partially offset by temporary store closures in Western Canada pending their conversion to FreshCo and promotional activity,” explained Empire.

Cannabis Retailer Launches Unique Shipping Container Retail Space with Expansion Plans

By
Jessica Finch
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Rendering of future Alchemy store. Photo: alchemy
Rendering of future Alchemy store. Photo: Alchemy

Alchemy is the newest addition to Toronto’s cannabis retail landscape. The Toronto-based brand launched its PopCann store on June 6 and has an aggressive expansion plan set for the coming months.

Richard Browne, Alchemy’s Founder, is focused on creating an experiential, full-service, immersive cannabis experience. Alchemy is designed to be a high-end, boutique cannabis retailer, which is currently housed in a reimagined shipping container located at 2464 Dufferin Street in Toronto.

Alchemy’s PopCann location is a temporary home for the brand while the permanent location is being built on the same property. The flagship store — which is still under construction — is being designed by Toronto-based, multi-disciplinary design firm Studio Paolo Ferrari and managed by Toronto-based construction management company Elevate. Created with the goal of fusing the outside world with the inside, a skylight feature will allow the sun to penetrate the space and bring life to a tropical plant area within the store. The space will also include eight small window digital kaleidoscopes, creating a transcendent, other-worldly environment.

Still in the early stages of its initial launch, and yet to exist in a permanent space, Alchemy saw a good turn out during its PopCann launch. With many excited to experience the interior of the store, converse with highly-trained-staff, and browse available products. Others were still cautious of the potential risk due to the COVID-19 pandemic, but Browne says that “every precaution has been taken to ensure the health and safety of our customers and staff. All employees are wearing masks and gloves, all touch points are sanitized regularly, we only allow a very limited number of customers in the store at a time, and we have installed an in-store ventilation system which hyper cleans the air. The environment would be considered very low risk. We also offer delivery services and curbside pickup for those who are still unsure about shopping in-store”.

Exterior of Alchemy storage container that served as the brand's home for the past few months. Photo: Alchemy
Exterior of Alchemy storage container that currently serves as the brand’s home. Photo: Alchemy

Due to be completed within the next two months, Alchemy’s flagship location aims to provide an elevated cannabis retail experience. Browne talks about his vision of an immersive, hands-on cannabis experience when cultivating the idea for Alchemy. “I wanted to create a space where people can learn about cannabis and the variety of benefits derived from it. To guide and inform the customer journey is a big part of the Alchemy experience. All of our staff are highly trained. They all have Ontario legal store experience, they are all bud tenders and have taken cannabis sommelier courses. It’s a great asset for customers who would like to learn more about cannabis and what products would best suit their needs. I highly encourage people to come in and talk to the staff. That way more people can enjoy the benefits of the industry. It’s definitely the best way to purchase the product.”

The Alchemy website describes the brand as “the modern reinvention of a licensed masterpiece cannabis store, contrasting elements of nature and technology in a temple of transformation for an immersive experience. Our mission is to provide each visitor with the highest quality of products and services tailored to their unique needs. We strive to give back to the community and educate, to challenge traditionally held stigmas of cannabis usage”.

Taking the past few months of uncertainty in its stride, Browne notes that while Alchemy’s construction was interrupted by COVID-19, things are on-course to open at the end of the summer, potentially the perfect time to open a new retail store as everyone is itching to shop and browse once again.

Despite the initial hold-up, there are big plans in the works, some that include expansion across Ontario. “We already have plans for six more locations all across the province. Potentially introducing another brand alongside Alchemy. We also hope to continue to use the shipping container as a temporary location while we build new stores, in much the same way we’re doing currently.”

Cannabis retail has become a major player in the Canadian retail landscape since it became legal in 2018. With many emerging brands competing in the same market, it is refreshing to hear Browne say that the community is encouraging of each other and learning together as a group. “Because the industry is so young people tend to work together and help each other. The sense of competitiveness isn’t as strong as it is in other industries.” Effectively the trailblazers in this aspect of Canadian retail, the numerous emerging Canadian cannabis retail brands are now navigating this new territory with the added pressure of COVID-19, however it would seem most are going from strength-to-strength.

Last week, Retail Insider reported on the aggressive expansion of Choom, another Canadian cannabis retailer successfully navigating the waters of COVID and cannabis. The week before also saw Retail Insider report on the rapid and aggressive expansion of another cannabis retailer, the well-known brand Friendly Stranger.

The movement towards boutique cannabis brands is gaining momentum despite the unanticipated economic downturn due to COVID-19. It will be interesting to watch the innovation that is forecasted within this particular sector of Canadian retail.

With some cannabis retail locations leaving little to be desired, Alchemy is dedicated to creating a sophisticated experience — one that provides the customer with the tools, knowledge, and quality products needed to elevate their cannabis experience — “a magical journey from ordinary to extraordinary”.

Retail Insider looks forward to the opening of Alchemy’s flagship location in the coming months and will provide updates when it opens.

Changes in New and Renegotiated Retail Leases Expected Due to Pandemic: Expert

By
Mario Toneguzzi
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The disruption brought on by the COVID-19 pandemic could lead to changes in leases for the commercial real estate industry impacting both tenants and landlords.

Luciano D’Iorio, Managing Director of Quebec for commercial real estate firm Cushman & Wakefield, said anyone who is looking to renegotiate their lease right now or looking into their lease is certainly going to add clauses that will protect them from such an event like the coronavirus crisis.

“These things happen I guess we say every 100 years or so. So some clauses come and go. Speaking from a Quebec perspective, there used to be clauses in leases that discussed Quebec seceding from the rest of Canada. Of course today in 2020 we don’t see those clauses anymore,” said D’Iorio.

“A lease is an evolving document. And so I think we’re going to have some clauses that are going to be included. It’s a document that has to be win-win for both sides. Both from the investor’s perspective and from the occupier’s perspective.

“I’m sure the tenants are going to want to make sure they protect themselves in a similar situation where if the government comes in and decrees a shutdown then there’s a language for that in the lease. And of course landlords who are typically the sandwich in these situations because they are dependent on their tenants paying rent and they are subservient to their lenders where they have to pay the mortgages, they’re going to want some language to protect them from a similar situation.”

For on the street retail in Montreal and Quebec, some retailers have already started to reopen. The Quebec government has let those retailers open. In Quebec, obviously the essential services were open throughout. With the high street retail, it started to open over the last couple of weeks “and we’re still waiting for word on the malls. I believe it’s going to be the middle of the month. So the effects are different,” said D’Iorio.

“The retailers on the street are starting to open up. They’re starting to see some customers come back. We’ve seen lines forming. Some media reports said it looked like a Boxing Day sale was going on at some of these retailers because people were lined up to comply with social distancing issues. They had to line up on the exterior of the store.

“I think there’s some pent-up demand that’s there. Some of the electronic stores or some of the office supply stores these weren’t opened and were only using delivery services, I think people now just want to physically walk into the stores and actually see and touch what it is they need to supply their home office or just to supply themselves.”

There’s no doubt the retail landscape will see some big changes in the near-term. D’Iorio said that until we see a treatment or vaccine it will be difficult to say how long changes in the retail environment will continue such as wayfinding in stores and plexiglass at cash registers.

“I think going forward we’ll probably see more self-service checkouts. We obviously saw that coming in over the last few years. So we may see more of that and maybe more move towards AI (Artificial Intelligence) where there’s less interaction and less touching of surfaces and touching of products. If you’re handling your own checkout, there’s less interaction with a person. So I would see that maybe we’d see more of that in other businesses beside the ones we’re used to,” said D’Iorio.

Retail is such a tactile experience. People need to touch things. They need to try things. In clothing, they try things on. How will that unfold down the road?

“I think the short term it will be a challenge because when we talk about clothing, trying on clothing, and then how do we treat that clothing once somebody has tried that on, does it have to be steam cleaned and does it have to be removed into a separate area of the store and kept in confinement for 24 hours or so. So certainly in the short term the apparel business is going to have some challenges. It will be interesting to see how they deal with that,” said D’Iorio.

“People need to see and touch and feel and experience. We’re moving towards a retail environment that was more experiential and so people want to be part of something. We can get most things online today but yet we still see lineups in front of electronic stores, we still see lineups in front of different stores that weren’t open during this essential services period. I think there’s hope for a long-term play there.”

In the short-term D’Iorio said there will be change in behaviour as people adjust to the current realities. In the medium and long-term, he believes people are looking to interact with others.

“So real estate is going to play a part of that and real estate is a part of our daily lives. What are people saying to us now? People are saying gee I miss having a coffee, going to the local cafe and just sitting and having a coffee with my friend. Or going out and enjoying a meal,” said D’Iorio. “We all have kitchens but we still miss that restaurant, dining and experience. Short-term for sure challenges but medium and long-term we hopefully as a collective will come out of this and of course it will be dependent on a vaccine or some sort of treatment for it.”

ARITZIA’s Brian Hill Talks About Resilience with Diane J. Brisebois

By
Retail Insider
-
PHOTO: ARITZIA

By Retail Insider

Retail Council of Canada is announcing its second online webinar in a series called In Conversation with Retail Leaders in Canada. ARITZIA founder and CEO Brian Hill will speak with Retail Council of Canada president Diane Brisebois at 4:00 pm Eastern/1:00 pm Pacific on Wednesday, June 17, as part of the webinar series featuring one-on-one conversations with Canada’s top retail leaders.

Tickets for the webinar featuring Mr. Hill can be purchased here.

Since the start of the COVID-19 pandemic, consumers across Canada have embraced e-commerce and in some retail categories, online sales have advanced years into the future. One brand that understands this, having handled soaring growth in digital sales over the past three months, is Vancouver-based womenswear retailer ARITZIA. During the webinar he will discuss how to survive – and thrive – during monumental upheaval.

In Conversation with Retail Leaders in Canada is an online series that launched this month featuring in-depth conversations between RCC President and CEO Diane J. Brisebois and Canada’s top retail leaders and industry insiders. The webinar series aims to assist everyone in the retail industry who has been forced to reconsider how their organization’s teams, operations, inventories and policies will need to adjust to ensure a strong retail recovery.

Following Mr. Hill’s segment on Tuesday, the In Conversations with Retail Leaders in Canada webinar series speakers include:

  • Haio Barbeito of Walmart Canada, June 24 2020 at 4:00pm – 5:00pm EDT

  • Calvin McDonald, CEO lululemon athletica Inc. June 30, 2020 12:00pm-1:00pm EDT

  • Greg Hicks, President & CEO Canadian Tire Corporation Ltd., July 15, 2020 3:00-4:00pm EDT

[Buy tickets to be part of the conversation with Brian Hill]

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

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