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Eagle Eye ‘Connected Consumer Report’ Reveals Canadian Shopping Preferences

Online is overtaking the store for browsing, search and discovery phases of the shopping journey, while brick and mortar is still the preferred venue for completing a purchase, says a new research report by Eagle Eye.

The Connected Customer report said establishing consistent digital customer connections and extending those connections into the store is an essential advantage for retailers and brands.

The report found that Canadian consumers visited three digital channels on average before making a purchase and Canadians are more likely to complete their purchase in a store (77 per cent).

MIYA KNIGHTS, HEAD OF INDUSTRY INSIGHT, EAGLE EYE SOLUTIONS

Miya Knights, Head of Industry Insights at Eagle Eye Solutions, said the consumer survey confirmed that consumers are increasingly using digital to inform their purchasing journey.

“They prefer to browse on a website before purchasing in-store,” said Knights. “Canadians in the context of how much they have incorporated digital into their pre-purchase mix were pretty much in line with the other markets that we surveyed (UK, US and Australia). About 67 percent are saying that they visit websites before making purchases,” she said.

“But actually, Canada was the only country that came out highest in terms of the portion of customers that then go on to visit a store. That has many far-reaching implications, but I think the good news is it confirms the store is an essential part of the consumer engagement mix.”

LEIDEN, THE NETHERLANDS – June 17, 2018: Hudson’s Bay store. The Hudson’s Bay Company is a Canadian retail business group.

The report also found:

  • Canadian consumers are significantly more likely to visit a ratings and review website (33 per cent) or social network (31 per cent) than consumers in other regions surveyed;

  • 74 per cent of Canadians choose a retailer based on the best price, while 64 per cent are influenced by the variety of offers and 63 per cent by a loyalty scheme;

  • 59 per cent surveyed collected or used loyalty points or vouchers recently;

  • 61 per cent of Canadian consumers conducted at least one online activity prior to purchase in-store; and

  • 64 per cent of Canadian consumers said relevancy in marketing is very important to them.

“Canadian consumers prefer to research products online and on their mobile devices before buying, but ultimately complete their purchase (including ‘click & collect’) in a traditional store. Retailers should therefore support customer shopping journeys by bringing digital connections in-store, using mobile apps and other interactive touchpoints, such as electronic shelf labels, to make the shopping experience easier and faster,” said the report.

“By all accounts, Canadians are active online. Ecommerce sales growth in Canada increased 18 per cent year-over-year as of April 2019 versus only 2.8 per cent growth for brick and mortar,” it added.

Key findings of the report include:

  1. Many Canadian consumers prefer to carry out research online and via mobile before making a purchase. Retailers and brands must support the entire shopping journey and establish digitally enabled, data-driven customer connections. Generations X, Y and Z are using more channels before making a purchase – up to 3.4 touchpoints for high-value purchases – reinforcing the need for retailers across sectors to have a consistent omnichannel presence;

  2. Digital customer connections provide invaluable shopping journey data that should be used to gain insights into what influences a customer’s choice of retailer. “Value for money” is still the top driver of consumer choice. But their growing expectation of rewards and recognition also has a powerful influence on whether a consumer chooses a particular retailer or brand;

  3. Although price and promotions are the main influencers on a consumer’s choice of retailer, it is essential to take action and demonstrate added value doesn’t always have to mean a discount. Canadians perceive loyalty program apps as added value. It’s their most favored means for promotion delivery;

  4. Taking effective and timely action in response to customer needs, preferences and expectations can boost engagement, as a prerequisite to promote loyalty that can drive sales and frequency. Relevancy (i.e., something consumers want or like) is the most important factor in whether the vast majority (94 per cent across all regions) of consumers across markets, age groups and gender redeem a promotion.

“Canadian consumers, like shoppers worldwide, are increasingly digitally connected. They have effectively migrated the browsing, searching and discovery phases of their shopping journeys to digital channels, though they still prefer to complete their purchases in a store,” said the report. “Effective performance marketing provides a way for retailers and brands to engage with consumers through any channel – and at any phase of their journey.

“Effective performance marketing also enables retailers and brands to follow their customers across touchpoints and understand them better by tracking their behaviors and preferences. Anonymous, mass-market, traditional marketing is not enough anymore. Retailers and brands must embrace personalization, shopping convenience, sustain relevance, and market “in the now” to engage with their customers and influence their purchasing habits more effectively.

“This is where the DIAL (Data, leading to Insight, driving Action to promote Loyalty) approach matters most. The “give to get” dynamic of most loyalty programs, which rewards consumers who provide access to their shopping information is evolving. Consumers today expect more from their chosen retailers and brands. This is why retailers and brands must always keep their eyes on the prize — to attract new customers, increase interaction and improve retention. In this fast-changing retail environment, retailers must utilize digital customer connections and data to develop insights into their behaviors for more effective marketing that can drive sales and foster more loyal repeat customers.”

Knights said the underlying factor in consumer trends is the increasing adoption of technology and that they are increasingly embracing the use of mobile for shopping.

“That’s anywhere and everywhere,” she said. “The whole search, browse and discovery phase of the shopping journey is increasingly going to be conducted by digital and increasingly via mobile technology. So, it is essential that retailers and brands harness this opportunity consistently, both online and in-store.”

Eagle Eye is a leading SaaS technology company transforming marketing by creating digital connections that enable personalized performance marketing in real time through coupons, loyalty, apps, subscriptions and gift services. Eagle Eye AIR enables the secure issuance and redemption of digital offers and rewards at scale, across multiple channels, enabling a single customer view.

It creates a network between merchants, brands and audiences to enable customer acquisition, interaction and retention at lower cost whilst driving marketing innovation. The company’s current customer base comprises leading names in UK Grocery, Retail and Food & Beverage sectors, including Asda, Sainsbury’s, Tesco, Waitrose and John Lewis & Partners, JD Sports, Burger King, Greggs, Mitchells & Butlers, Pizza Express and in Canada, Loblaws, Shoppers Drug Mart and Esso.

Eagle Eye is headquartered in Guildford, United Kingdom and has offices in Manchester, Toronto and Melbourne.

How COVID-19 and the Oil Price War Could Lead to Cheaper Food in Canada

Most analysts agree that the oil price war is only beginning. With cheap oil abound, this will impact the entire agrifood market, from farmgate to plate. The novel coronavirus pandemic is also compounding what is already a fragile global economy.

The current novel coronavirus pandemic and the oil price war is causing a massive sell-off in equity and crude oil markets this week, and to a much lesser extent the agricultural commodities. These are just the latest occurrences that are keeping a lid on potential price rallies for agriculture. Farmers hoping to increase returns saw their plans vanish this week. Around the world harvests are strong and nothing is moving up as many commodities are going sideways or down due to weak demand. The same can be said in the livestock industry, as hog and cattle prices are also dropping due to weak global demand. In other words, most farmers are looking at an average year, at best.

PHOTO: HISTORY.COM

The coronavirus is affecting food retail, but mostly food service. China is a good example. With consumers terrified of contracting the coronavirus, China’s restaurants have been reporting a 90% drop in customers. This scenario has played out for several weeks, spoiling demand for many major agricultural commodities. Other reports suggest that the food service industry in the Western world, including in Canada, is slowly being affected by the spread of the virus. As such, food delivery apps have been much busier, allowing consumers to eat “out” while dining in, although no official reports have been provided. Many observers have also noticed an unusually greater number of empty seats in many food establishments. Tourism is surely being affected as well. Ultimately, most consumers will be spending less on food.

The good news for all of us is that food inflation will likely be lower than expected over the next few months. Input costs will likely be dropping in food manufacturing. But most importantly, with lower energy costs, distribution will be less of an issue. In fact, consumers may see bargains at the grocery store sooner rather than later. As oil price wars continue, we may see more deals in many parts of the grocery store, from meat products to bakery and everything in between.

However, one macroeconomic factor remains a wild card, the Canadian Dollar. The Loonie is getting hit hard, given its resilient link with oil. It’s currently at its lowest level in many years, affecting our importers buying power. A weakened Canadian Dollar versus the Greenback led to the cauliflower situation we experienced a few years ago. If it drops further, many items we import will cost more, from produce to canned goods, to many other processed foods we purchase daily.

Markets are clearly in turmoil. What is not helping is the uncertainty on two levels. First, we still know little about COVID-19 which is why Ottawa opted to fund several research projects related to the novel virus. The United States’ oversight and policy toward the coronavirus has been weak. Wanting to contain panic and collective hysteria for fear of not overwhelming hospitals and clinics, the United States’ is making many nervous. The US’s response has ranged from testing delay to a shortage of supplies and of healthcare workers. While Americans are skeptical of China’s ability to contain the virus, the rest of the world is looking at the United States with great skepticism.

In Canada, the response has been measured, targeted and for the most part, appropriate. One exception however is the Canadian Food Inspection Agency. Many questions relating to food safety linger and deserve clear answers. The federal agency should be as proactive as industry in informing the public and industry about what is happening, and what we should be doing to protect ourselves. Most of the agency’s interventions have generally gone unnoticed.

PHOTO: CANADA FOOD INSPECTION AGENCY

The virus knows no borders so whatever happens elsewhere will impact Canada. Both food retail and service industries have been proactive in informing the sector and the public about what is being done. Rigour on cleaning protocols across the industry have been ramped up, but risks can never be entirely eliminated. Intrinsically, some consumers are taking proper precautions and are preparing well, which is entirely appropriate, but it shouldn’t be overdone. Consumers should incrementally buy enough dry goods, frozen foods and water to remain autonomous for 4 to 5 days. The run for toilet paper has been disproportionate and, quite frankly, silly. Our collective preoccupation for microbes, coupled with our fixation to follow every single news items on social media, every minute, likely created this hysteria. We should stay calm, remain civil and buy provisions a little at a time.

The virus and the oil price war are affecting the economy. That is certainly top of mind for many right now. In the end, the global economy is currently not designed for dirt cheap oil, especially Canada’s. We may get there one day, but it needs more time. Even if many want the Canadian economy to turn to renewable energy sources, the oil industry still represents about 10% of our economy. This is clearly impacting our economy and this quick shift is catching industry and governments alike off-guard. The next few weeks and how we handle this situation will be critical.

Opening Date and Updated Store Details Announced for Montreal Luxury Retailer ‘Holt Renfrew Ogilvy’

PHOTO: HOLT RENFREW/GENSLER

Holt Renfrew has announced the completion date of its highly anticipated Holt Renfrew Ogilvy store in Montreal, and the retailer has also revealed how the store will be configured along with some of the brands that will be included. When it opens next month, Holt Renfrew Ogilvy will become the largest luxury store in Canada, by far, spanning 250,000 square feet and boasting almost 100 luxury brand concessions over its six-levels.

Holt Renfrew says that Holt Renfrew Ogilvy will mark its completion with an opening on Friday, April 10th. The store, which is currently under construction, is located at 1307 Ste-Catherine Street West at the corner of Rue de la Montagne. Montreal’s existing Holt Renfrew store, which has operated nearby at 1300 Sherbrooke Street West since 1937, will close to coincide with the opening of the expanded Holt Renfrew Ogilvy store. Selfridges Group, the parent company of Holt Renfrew, bought the 180,000 square foot Ogilvy department store on Ste-Catherine Street in 2011 and subsequently announced that it would merge the two stores into one that would be named ‘Holt Renfrew Ogilvy’.

Last spring, two of the six retail levels at Holt Renfrew Ogilvy were completed. That included a 25,000 square foot basement beauty hall which is the largest in the Holt Renfrew chain, housing many of the world’s leading beauty and fragrance brands. Holt Renfrew Ogilvy’s fourth floor men’s store opened at the same time, spanning a whopping 40,000 square feet with 25 luxury brand concessions, a personal shopping suite, and an entrance directly into the adjacent newly built Four Seasons Hotel and Private Residences.

CLICK FOR INTERACTIVE GOOGLE MAP. PHOTO: GOOGLE MAPS
BASEMENT LEVEL BEAUTY HALL WHICH OPENED LAST SPRING. PHOTO: HOLT RENFREW
FOURTH LEVEL MEN’S FLOOR WHICH OPENED LAST SPRING. PHOTO: HOLT RENFREW
GROUND FLOOR CONSTRUCTION AT HOLT RENFREW OGILVY. BOUTIQUES INCLUDE, LEFT-TO-RIGHT: HERMES, GUCCI, LOUIS VUITTON. PHOTO: MAXIME FRECHETTE
NEW STAIRWAY AT AT HOLT RENFREW OGILVY. PHOTO WAS TAKEN IN THE BEAUTY HALL ON THE LOWER LEVEL. PHOTO: MAXIME FRECHETTE

This week, the retailer revealed that a total of 11 luxury brands will operate boutique concession spaces on the main level with street-facing entrances onto Ste-Catherine Street and Rue de la Montagne. Boutiques that are already open include Tiffany & Co., David Yurman, Bottega Veneta, Prada and a 3,300 square foot bi-level Chanel boutique which carries the brand’s range of ready-to-wear as well as bags, accessories and footwear. Other brands set to open in the coming weeks facing Ste-Catherine Street will include Louis Vuitton and Hermes. Gucci, Dior, Saint Laurent and Fendi will soon join them with entrances facing into the luxury hall.

Additional space on the second floor of Holt Renfrew Ogilvy will also house various leather goods brands. The second floor will also house a large women’s footwear department featuring world-renowned luxury brands as well as women’s contemporary fashions, jewellery and watches, and a Café Holt restaurant that will be operated by Toronto-based Chase Group. The brand assortment currently offered in the nearby Holt Renfrew store will be expanded given the additional space at Holt Renfrew Ogilvy.

RENDERING OF THE NEW ‘CAFÉ HOLT’ ON THE SECOND FLOOR. IMAGE SUPPLIED BY HOLT RENFREW
THE ‘CAFÉ HOLT’ WILL LOCATE ON THE SECOND FLOOR OF HOLT RENFREW OGILVY, DIRECTLY ABOVE THE SMALL GREEN CAR IN THIS PHOTO. IMAGE VIA MAXIME FRECHETTE, TAKEN MARCH 10 2010.
RENDERING OF ‘THE APARTMENT’ ON THE SECOND FLOOR. IMAGE SUPPLIED BY HOLT RENFREW

The store’s third floor will house women’s designer brands that will include a collection of luxury boutiques housing women’s ready-to-wear. That will include concessions for Prada, Saint Laurent, Gucci, Balenciaga and others, according to Holt Renfrew.

The fifth floor will house personal shopping suites that will include ’the Apartment’, a luxury shopping area for top VIP clients as well as events. The historic Tudor Hall (a 300-seat music facility built in 1928) has been refurbished and will be unveiled next month as well.

PROGRESS AT HOLT RENFREW OGILVY ON MARCH 1ST. PHOTO: MAXIME FRECHETTE

At 250,000 square feet, Holt Renfrew Ogilvy will become one of the largest dedicated luxury stores in the world. In North America, only three similar stores are larger according to our research. Saks Fifth Avenue’s New York City flagship spans nearly 650,000 square feet, and the combined men’s/women’s Bergdorf Goodman stores in New York City span just over 315,000 square feet. The Neiman Marcus store in San Francisco spans just over 250,000 square feet according to the company.

In Beverly Hills, California, Saks Fifth Avenue will downsize its presence according to a report in WWD when the retailer relocates into the 125,000 square foot storefront vacated by Barneys New York. The 175,000 square foot ‘Saks East’ and 110,000 square foot ‘Saks West’ stores will close for redevelopment once the new Beverly Hills Saks Fifth Avenue’s renovations are completed.

We’ll follow up on this article with a visit to Montreal next month to report on Holt Renfrew Ogilvy’s grand opening.

New Horizon Mall in Calgary Reaches Leasing Milestone with Entertainment Centre Tenant

New Horizon Mall in Calgary Reaches Leasing Milestone with Entertainment Centre Tenant

Since its completion in 2018, the New Horizon Mall on the outskirts of Calgary has experienced many challenges and bad press over the perceived slow pace of retailers opening their doors at the unique shopping centre.

But the mall, which is a marketplace of collective entrepreneurs, artisans and fresh market vendors, has been gaining momentum of late and is now 53 per cent leased with the recent announcement that a third, and the largest anchor tenant, Sky Castle, a family entertainment centre, will open this fall.

It will occupy 34,000 square feet on the second floor of the mall and will feature a climbing zone, little kids mini-town, mini-carousel, snow castle, Ferris wheel, donut slide and multi-slides, toddler jumping zone, castle stage and interactive games.

“Sky Castle is a game changer for New Horizon Mall. There was a lot of interest in this space from many different organizations but we wanted a strong anchor tenant that will attract shoppers and families and we are ecstatic to have Sky Castle on board,” said Ross Cannata of New Horizon Mall Inc., the company formed by the developers of the mall to manage the 114,000 square feet of space it owns.

Other anchor tenants include Prairie Horizon Fresh Market, with 23,000 square feet, and the Best Shop, a 15,000-square-foot Chinese department store.

“This is certainly significant news and well received by all the unit holders and store owners,” said Scott Smith, general manager of New Horizon Mall. “Based on the feedback I’ve received, they’re all excited to see another anchor tenant come. It’s going to be kind of a real game changer for the mall. We’ve now got three large anchors secured and this is really going to make a difference for people visiting the mall and shopping here.”

New Horizon Mall, located just south of the CrossIron Mills shopping centre along the Queen Elizabeth II Highway and just outside the City of Calgary limits, is a unique concept as Alberta’s first condo mall where retail space was sold and owners either operate their own store or lease to another store operator. Officials says 98 per cent of the total retail space has been sold.

CLICK FOR INTERACTIVE GOOGLE MAP

With three anchor tenants and more than 100 stores open, approximately 110,100 square feet is now leased and New Horizon Mall is now 53 per cent leased with total retail space available at 204,975 square feet.

The Prairie Horizon Fresh Market has recently opened and Best Shop opened in July 2019.

The Torgan Group developed New Horizon Mall in conjunction with its partner, MPI Property Group.

“New Horizon Mall is here to stay. The developers have stepped up with initiatives promoting the mall, leasing incentives,” said Cannata. “With more than 53 per cent of all retail space in the mall leased, Prairie Horizon Fresh Market opening in early March and a massive family entertainment centre New Horizon Mall now has significant momentum.

THE BEST SHOP OPENING. PHOTO: NEW HORIZON MALL
JUST RIPE – PHOTO: NEW HORIZON MALL

“(New Horizon Mall Inc.) owns and retains for lease 85,000 square feet of retail space, 27,000 square feet of storage space, and 2,200 square feet of kiosk space that is not developed . . . Plus we also own the underground parking area.

“The developer-owned space is at 86 per cent leased. There are negotiations going on now for another seven per cent of our space. Although the space size is not in the tens of thousands of square feet, the prospective tenants that I’m dealing with now will be significant traffic generators. Those negotiations are for another 4,000 square feet. And I have about 7,000 square feet left to go. Each of them is about 3,000 square feet.”

Cannata said the three anchor tenants will lead other retailers to open their doors in the New Horizon Mall. With leasing crossing the 50 per cent threshold for the entire mall, that’s going to promote additional tenant inquiries, he said.

“It’s all good news from our perspective. We’ve been waiting for something big and I’m pretty sure this is big,” said Cannata of the Sky Castle announcement. “It’s going to generate families and kids to come and see this.”

Hudson’s Bay Co. Launches Strategic Rebranding Amid Privatization

PHOTO: HBC

Canada’s most iconic retailer is rolling out a new, strategic brand direction that encourages Canadians to Live a Colourful Life.

The marketing campaign is a milestone for the Hudson’s Bay Company as it celebrates its 350th anniversary with a new brand vision and purpose.

“Showing Canadians that we understand what matters to them today, and reinforcing our connection, is at the core of our new strategy and creative platform. As a brand, we echo the values of our country and the pride we have in our way of life – focused on inclusivity, meaning and happiness,” said Allison Litzinger, Vice President Marketing | Brand, Customer & Loyalty for HBC.

“We want to inspire Canadians to live their best style and explore the colourful life they can design for themselves at Hudson’s Bay through our unmatched breadth of stylish and quality products.”

Hudson’s Bay has 89 stores across Canada as well as thebay.com

HUDSON’S BAY FLAGSHIP STORE ON QUEEN ST. W. IN TORONTO. PHOTO: HBC

The well-known Canadian retailer is evolving its business on a number of fronts: elevating its merchandise assortment, investing in digital and e-commerce, shifting its marketing focus to increased digital, adjusting its service model, and using data and customer feedback to inform decisions – all to enhance and improve the customer experience.

The campaign which will run across the country on television, in cinemas and on social and digital platforms, is meant to share the retailer’s philosophy and its purpose and to connect with Canadians through common values.

“More cultural intervention than traditional campaign, our Live a Colourful Life platform is a call to action to live a life filled with rich, meaningful and diverse experiences,” said Daniel Koppenol, Vice President, Creative Director at HBC.

“We developed the work to centre around the idea that you never quite know something until you feel it. It might be the feel of a fabric, the weight of a glass, or the embrace of a loved one. Feeling gives life colour. The work amplifies what we’re able to offer as a lifestyle-centric marketplace and is the first step in redefining our purpose and reestablishing our connection to Canadians.”

PHOTO: HBC

So what does it mean to live a colourful life?

Hudson’s Bay describes it this way:

“We believe that colour isn’t just colour. It’s an expression of a life well-lived: never boring, always real, and full of feeling, thoughtfulness and style. A colourful life is a life filled with feeling. The feeling of light summer dresses on a long weekend, of being wrapped in warm blankets by a toasty fire, of crisp new suits, soft couches and of delicate wine glasses for dinner parties that carry on well past dessert. The feeling of a life filled with experiences you can design at Hudson’s Bay.

“From products to experiences to people, we want to inspire, enable and enhance how Canadians live, and perhaps more importantly, how they feel. Because the more you feel, the more colourful life becomes.”

HBC, incorporated in 1670, is North America’s oldest company.

Recently, HBC announced it successfully completed its plan of arrangement resulting in HBC becoming a private company.

“This is a great outcome for HBC and all of its stakeholders. The continuing shareholder group is resolved to doing what is right for our customers, associates, communities and partners. As current and future generations change the way they live, shop and work, we are committed to transforming HBC to capitalize on these shifts. It will take patient capital and a long-term view to fully unleash HBC’s potential at the intersection of real estate and retail,” said Richard Baker, HBC’s Governor and Executive Chairman, in a news release.

Under the terms of the plan of arrangement to take HBC private, the company has purchased for cancellation all of its common shares, excluding shares owned by certain continuing shareholders, for cash consideration of $11.00 per common share. The company’s common shares were delisted from the Toronto Stock Exchange last week and HBC has ceased being a reporting issuer in all of the provinces and territories of Canada.

Why Personalization is Crucial to the Customer Experience for Brands Targeting Canadians

PHOTO: QMINDER

By Aleena Mazhar

For brands doing business in Canada today, the need for personalization is greater than ever before. Consumers are exposed to between 4,000 – 10,000 ads in the span of a day, and as a brand, there is a need to stand out. One of the most impactful ways to be noticed is to provide consumers with added value that’s specific to their lives. 90 per cent of consumers find personalized experiences appealing and 80% believe they are likely to purchase from a brand that offers these curated experiences.

There are varying degrees and moments to personalization within customer experience (CX) strategy, and brands that do this well build an omnichannel approach that utilizes their customer data to add value in many different ways. They are able to overlay their digital experience with their physical experience to continuously learn about their customers. These data points can then help them build experiences that connect personally with their consumer in a meaningful way and deliver better CX – 86% of consumers say this is their main driver, with more and more companies investing the necessary budget to do so.

EVERY PATH TO PURCHASE IS DIFFERENT, AND, PERSONALIZATION IN RETAIL AIMS TO SERVE EACH INDIVIDUAL BASED ON THEIR NEEDS AND BEHAVIORS. PHOTO: INSTAPAGE

The leader in CX personalization is Amazon. They have made it easy, convenient and practically automated as it relates to product purchasing and fulfillment. They build recommendations from your order data and frequency that is personal to your unique shopping habits. They’ve also played with the physical manifestation of their brand with Amazon Go. This “grab and go” brick-and-mortar retail experience is expected to grow with Amazon opening a 10,400 sq. foot retail store in Seattle. Their physical cashless experience is still experienced within their app, continuing to personalize the shopping journey and get to know more about their customers through AI and facial recognition that they have installed within the store. The app helps trigger purchases in-store, with a consumers’ behaviour being tracked every step of the way.

Another great example of a leader in personalization is Nike, who aims to completely understand the needs of every athlete – and believes that if you have a body, you are an athlete. Nike goes deep with its customers to find meaningful and personalized ways to connect.

Their first step in personalization is realizing one size doesn’t fit all. Nike’s apps like Nike Run Club and Nike Training Club all provide different services for different people that buy their product. They know that a runner has different needs than a CrossFit enthusiast, so they create a community specific to each niche.

NIKE+ MEMBERSHIP PERSONALIZATIONS. PHOTO: YUJINLEE

The introduction of Nike+, a membership program that provides customers with exclusive access, personalized experiences, one-of-a-kind products, and advice from real athletes and influencers, has taken Nike’s brand engagement to the next level. This type of deep relationship building between the brand and its loyal fans allows Nike to create micro experiences that are member-only, frequent, and personal. They continue to exemplify this through local run clubs, exclusive meet and greets, and community first product launches.

While Amazon and Nike are two completely different brands, they have both personalized the customer experience. For brands that are looking to be more personal, they should consider the following tactics:

  1. Personalization should be omnichannel by looking at your customer experience journey in a holistic manner. A brand must create connections between both your digital experience, and how your brand is experienced in the physical world through experiential and retail channels. Experiential marketing within the physical environment through events, brand experiences, and one-of-a-kind moments help build brand loyalty in a meaningful way.

  2. Personalization should consistently evolve, measured through rich data at all points of the customer experience. Think through the data within each part of the experience and leverage it to add value to the customer. These data points should drive sales through retargeting customers with content, products, and experiences that are unique and relevant to them. It will also help brands learn more about their consumer.

  3. Personalization should be relevant. The value a brand adds for its customer must be consistent and relevant in order for it to be unforgettable, including the value added touchpoint with custom labels on products. Brands that are only consistent with a lack of relevance become forgettable, while brands that are relevant only once in a while don’t stand out. Creating a two-way dialogue with consumers that is always timely will be noticed.

Personalization is one of the key drivers of purchase consideration for brands – with 40% of people likely to spend more when their shopping experience is highly personal, and 75% of people more likely to purchase from a company that knows their name and purchase history. If done well, personalization will create brand loyalty, repeat purchases, and make your brand an integral part of your consumer’s life.

Aleena Mazhar

In the past eleven years, Aleena Mazhar has grown up within the ever-evolving live experience business. Her focus is to create experience-led integrated campaigns for brands that are looking to get noticed. Working with top tier clients on award winning work, Aleena works with a strong team of creative problem solvers to build moments of human connection that drive her clients’ businesses forward. Her passion for coaching a team, and solving big complex creative problems drives her continued excitement for the marketing industry.

Iconic Vancouver Luxury Retailer ‘Leone’ to Shutter Store After 33 Years

PHOTO: LEONE VIA GOOGLE MAPS

Multi-brand luxury retailer Leone will shutter its Vancouver store this spring after 33 years of operation. The retailer introduced many of the world’s top brands to the Vancouver market over the years, some of which have since opened standalone stores or have moved into competing multi-brand retailers.

Leone has begun a clearance sale and will shutter within the next three months according to an employee in the store. 

We reported last month that Leone had downsized its store substantially after it exited a large lower-level space that was home to contemporary fashion brands as well as an in-store cafe. The retailer has since decided to pull the plug on its operations entirely amid intense competition in Vancouver’s luxury retail market. 

Map: Leone Instagram
SINCLAIR CENTRE LEASE PLAN

Luxury retail sales in Vancouver are said to be seeing a downturn for several reasons. The coronavirus scare has reduced the number of Chinese visitors to the city while many are avoiding social situations. However the coronavirus is only a recent phenomenon and other issues are more likely at play. That includes a boycott by some Chinese after Canada arrested Huawei’s CFO in December of 2018 as well as issues surrounding Hong Kong protesters where Prime Minister Justin Trudeau expressed a pro-democracy sentiment. A crackdown on money leaving China is also said to have had an impact on luxury retail sales in Canada and particularly in Vancouver. 

Leone introduced many luxury brands to the Vancouver market over the years, many of them Italian. Founders Alberto and Maria Leone opened the current Leone storefront at 757 West Hastings Street in the Sinclair Centre in 1987 in a 12,000 square foot one-level space that resembles an Italian galleria. When it opened, a Versace fashion boutique was a first for the city and it remains operational today. In 1996 the basement level space spanning nearly 12,000 square feet was added for contemporary brands with the floor being called ‘A-Wear’ and then ‘L2’, and a mezzanine level was subsequently added to house additional fashions that formerly included a Burberry boutique and a footwear area. 

As discussed in our previous article, Alberto and Maria Leone moved to Vancouver from Montreal in 1970 and after opening a hair salon, introduced a fashion concept called ‘Alberto Boutique’. Several locations opened prior to them being amalgamated into one storefront at CF Pacific Centre in 1974, which remained operational until the current Leone space opened at the Sinclair Centre in 1987. At the time, the store cost about $4 million to build. 

SINCLAIR CENTRE WITH LEONE ON THE CORNER. PHOTO: CANADIANHISTORY.CA
Photo: Leone Closing Announcement via Instagram
INSIDE LEONE. PHOTO: LEONE FACEBOOK

The Sinclair Centre Leone became a hit with visiting celebrities and affluent tourists and locals seeking out high-end designer fashions. In years past, the store housed boutique spaces for brands such as Armani Collezioni, Dolce & Gabbana and Iceberg. Leone introduced many other high-end brands to the Vancouver market over the years. 

Alberto and Maria Leone, following their divorce several years ago, sold the Vancouver store in 2015 to former TV and theatre actress Nicole Yang, who moved to Canada from China about 25 years ago. Under Ms. Yang’s direction, Leone targeted a Chinese demographic with private shopping and events and the store’s website is also translated into Chinese.

Vancouver’s luxury retail scene saw intense competition about five years ago when Nordstrom opened its 230,000 square foot flagship store at CF Pacific Centre, while at the same time Holt Renfrew expanded its store in the same mall to more than 190,000 square feet. Both stores carry many of the luxury brands that were once housed at Leone in years past. In Holt Renfrew, many of the brands are housed in leased concession boutiques as brands increasingly seek to sell direct-to-consumer. 

INSIDE LEONE. PHOTO: LEONE FACEBOOK
THE FORMER MEZZANINE LEVEL FOOTWEAR SALON IN 2015— THE SAME LEVEL ONCE HOUSED A BURBERRY BOUTIQUE AND AS OF LAST MONTH, HOUSED CONTEMPORARY FASHIONS FORMERLY LOCATED ON THE RECENTLY SHUTTERED LOWER LEVEL. PHOTO: LEONE VIA GOOGLE MAPS

Other luxury brands formerly at Leone also opened standalone boutiques in downtown Vancouver’s Alberni Street ‘Luxury Zone’, which resulted in some brands pulling out of multi-brand retailers such as Leone. Luxury retail in the downtown core has polarized with a focus on the ‘Luxury Zone’ as well as at Holts and Nordstrom at CF Pacific Centre. Brands are increasingly seeking to sell to consumers directly in curated store environments that are designed, merchandised and staffed by the brands themselves. Brands are also increasingly communicating with consumers via social media and online channels while also seizing the opportunity to collect consumer data. 

Leone’s closure is a major blow to the West Hastings Street ‘Heritage District’ which has seen luxury brands exit over the past decade. At one time, the stretch of Hastings Street between Hornby Street and Granville Street was positioned as an up-and-coming luxury area. Standalone stores for Chanel, Plaza Escada, Alfred Dunhill, Hugo Boss Woman and others operated in the area. The 5,000 square foot Chanel store exited its 900 West Hastings Street location in 2010, which coincided with an expansion of the brand’s presence at Holt Renfrew. The 13,000 square foot Sinclair Centre Plaza Escada store, which featured a cafe and at one time was the largest Escada store in the world, shuttered several years ago and was replaced by a much smaller storefront at 710 Thurlow Street (corner of Alberni Street).

Several upscale retailers continue to operate in the area, including a soon-to-be-renovated Maison Birks flagship jewellery store and a Roche Bobois furniture store. Nearby at 456 Howe Street, a Cartier store remains though sources say that it will relocate this fall to the 755 Burrard building and will also have frontage on Alberni Street. 

VANCOUVER-JUN 27, 2014: Versace boutique in downtown Vancouver, one of about 80 in the world. The Italian brand projects European glamour and a rock-star attitude, according to company literature.

The Rise of Pre-Owned Luxury Fashion Marks Shift Amid Sustainability Movement

UPPER FLOOR OF THE ORIGINAL LUXURY VINTAGE RESALE BOUTIQUE – DECADES, INC. IN LOS ANGELES

For the fashion industry, the movement towards buying luxury, secondhand, vintage, and neo-vintage represents a form of alternative fashion consumption. It’s one that meets the expectations of consumers looking to elevate their social status by acquiring pieces that are rare or carry status at a lower price-point.

Luxury resale – buying and selling of preowned luxury goods – is a booming business that is fueled by digital selling platforms like Vestiaire Collective, Fashionphile, Chrono24, Watchfinder & Co, and others. Early adopters such as The RealReal and 1st Dibs have expanded into retail with consignment stores specializing in luxury proliferating, and thrifting has developed caché.

Four Resale Drivers

Luxe Digital Online identifies the four main drivers of luxury resale growth as digital, affordability, collectability, and changing consumer preferences towards sustainability and experiences. In this new context, secondhand shopping is perceived as a responsible way for new affluent generations to acquire unique items without the negative impact of buying fast fashion. Luxury brands have an advantage over fast fashion retailers – all ages purchase luxury products for their longevity and prestige.

Secondhand vs. Luxury Vintage

Before this desire of the ‘woke’ generation to embrace resale, there was a mainstream fascination with vintage luxury that can be traced back to 2001 where both Renee Zellweger (Jean Dessès and Julia Roberts (Valentino) dressed in vintage for the Academy Awards. The wearing of vintage at such a high-profile event thrust secondhand fashion into the spotlight and celebrities embraced this new avenue of individuality.  

JULIA ROBERTS IN VINTAGE VALENTINO GARVANI PHOTO: USATODAY.COM

The following spring, a vintage Azzaro that was purchased from Decades, Inc., in Los Angeles, was worn by Nicole Kidman when she attended the New York premiere of Moulin Rouge, and the next morning she and the dress were on the cover of WWD. 

CAMERON IN FRONT OF MANNEQUINS – COURTESY OF HOLT RENFREW

The founder of Decades, Inc. and self-proclaimed ‘King of Vintage’ Cameron Silver recently collaborated with Holt Renfrew to create a private shopping event in Vancouver, at the exclusive ‘The Apartment’ shopping floor. 

PARTY BY HELEN SIWAK

Silver, who has established himself in North America as the face of luxury vintage, was named one of Time Magazine’s “25 Most Influential Names and Faces in Fashion” in 2002. He went on to star in one of the first Los Angeles-based reality series Dukes of Melrose. In 2012, he won the Visionary Award from The Art of Elysium and published a coffee table book aptly entitled Decades: A Century of Fashion (published by Bloomsbury) that sold-out within 48 hours. 

The Holt Renfrew event is evidence that the collective mentality towards secondhand of any origin, is changing. There was a time, even five years ago, when the notion of a luxury department store entertaining the idea of inviting a non-designer to sell vintage luxury to their VIP clientele would have been scoffed at. 

Now in 2020, Silver is observing the resurgence of secondhand and vintage shopping with the satisfaction in knowing that he played a part in this movement – one that is gathering momentum as the world realizes that we all need to act to slow down the destruction of our environment. 

“The icons of the past always repeated looks, and one can’t fight for a ban on plastic straws if one thinks showing up in the same top twice in their IG feed is a fashion violation. It is both “chic to repeat” and “the best new clothes are old clothes,” but I am also encouraged by new designs and an embracing of sustainability.” 

Silver’s messaging hasn’t changed; the difference is now, people of all generations are listening. “As we enter the second decade of the 21st century, distinctive style is through a medley of vintage and modern, high-end and accessible brands, tailored and sports styles, and an embracing of repeating and repurposing what already exists in your closet.”

Sustainability Making Financial Sense

ThredUp published figures indicating the current market is $24 billion with a projected jump to $51 billion by 2023. Forbes Magazine predicts that by 2025, sales of the non-traditional luxury items, like sneakers, could reach $6 billion. In 2019, the figure was $2 billion. There is a momentum that cannot be ignored.   

JEANS BY THREDUP IG

Last summer, 32 companies (fast fashion and luxury) signed a ‘fashion pact’ that included a pledge to combat greenhouse gasses and emphasize sustainability in the industry. Chanel, Prada, Ralph Lauren, H&M Group, and Zara promised to play its part in reducing the textile industries alarming carbon output. For consumers, shifting away from buying frivolously towards buying items of quality with resale value, is the next surge that luxury retailers are banking on. Secondhand fashion is predicted to overtake the fast fashion market by 2029

How Does the Industry Move Forward?

When addressing the flourishing online/offline retail offerings, Silver says, “There is a distinction between a sole online luxury resale experience and the hybrid retailers with both brick and mortar and digital commerce components. Making pre-loved luxury accessible is wonderful, and the proliferation of online retailers has increased interest, and the growth of the market reflects this. However, the discerning shopper enjoys a visceral experience when procuring vintage and archival fashion, which is difficult to replicate through e-commerce.”

The merging of brick-and-mortar retail and resale has been creating exciting collaborations. In 2017, Hudson’s Bay welcomed LXR&Co. In 2018, The RealReal opened two retail outlets, and in 2019 Vestiaire Collective opened a dedicated boutique in Selfridges department store in London.

Burberry joined forces with The RealReal, and Audemars Piguet is experimenting with trade-ins of the brand’s old timepieces in Switzerland. At the same time, Rolex has filed a lawsuit against La Californienne over ‘altered’ watches which they now claim are ‘counterfeit.’ 

JULIE WAINWRIGHT, FOUNDER OF THE REALREAL. PHOTO: REALREAL

The fashion industry along with the luxury and secondhand markets, combined with an abundance of young consumers thirsting for the next big thing, has created a bit of a free-for-all atmosphere where consumer protections and laws have yet to be written. 

2020 will be an interesting year as Millennials and Generation Z are predicted to continue to generate 85 percent of global luxury sales and expect luxury brands to be aligned with their values. Many luxury brands are still dipping their toes into the luxury resale market and it will be interesting to see how the top labels approach this market. 

One thing is clear though, consumers of all ages have indicated that supporting the resale market is something that they are very keen on and any brands not moving in that direction, will very possibly be left behind.

Winners of The SilverChef Hospitality Awards 2020 Announced

Vancouver – Wednesday, March 4  SilverChef, Canada’s leading hospitality financier, has announced the winners of The SilverChef Hospitality Awards, which recognize the highest standards in Canadian hospitality for innovation, sustainability, and social responsibility and impact. This year’s winners include: Radical Gardens, Somun Superstar and Ozzy’s Burgers.

Each category winner has secured $5,000 in commercial equipment from SilverChef to help grow their business. Radical Gardens – the winner of both the Communitarian Award and the Hospitality Business of the Year – was awarded a total of $10,000 in commercial equipment. The winners were announced on March 3 at an awards ceremony at the RC Show 2020 in Toronto.

The winners and runners-up under each category include:

Hospitality Business of the Year: From the six finalists, the hospitality operator with the highest overall score was crowned the Hospitality Business of the Year, receiving an additional $5,000 reward in commercial equipment. 

WINNER: Radical Gardens – Timmins, Ontario.

Momentum Award: This award recognized establishments that have made the largest leap forward in terms of sustainability or environmental conservation.

WINNER: Somun Superstar – Toronto, Ontario

Runner-up: Knifey Spooney – Kingston, Ontario

Entrepreneur of the Year: This award recognized a new business that had introduced an innovative technology or service offering.

WINNER: Ozzy’s Burgers – Toronto, Ontario

Runner-up: Just Bite Me Meals – St Albert, Alberta

Communitarian Award: This award recognized hospitality operators with the highest standards of social responsibility, either through charitable giving or hiring practices that impact their local communities.

WINNER: Radical Gardens – Timmins, Ontario

Runner-up: Punk Rock Pastries – Vancouver, British Columbia

Robert Phelps, President of SilverChef, said: “We’re delighted to celebrate the winners of the SilverChef Hospitality Awards. The calibre of finalists was inspiring, and we were impressed by the level of creativity and originality from hospitality operators across Canada. However, what particularly stood out was the hospitality owners’ ongoing commitment to tangibly impact their communities – whether from an environmental or social perspective. It’s this unwavering commitment to innovation that makes our hospitality sector such an exciting and dynamic community to be a part of.”

Brianna Humphrey at Radical Gardens commented: “Radical Gardens has always put purpose and impact at the heart of its business ethos, so we’re thrilled to have won both the Communitarian Award and the Hospitality Business of the Year. These awards not only recognize our hard-working team, but also our local community who continue to support Radical Gardens day in, day out.”

Alen Zukanovic at Somun Superstar said: “Food waste is a major issue in the hospitality industry and it’s essential that the sector creates more sustainable solutions to minimize this environmental impact. We’re therefore delighted to have won the Momentum Award: it’s an ongoing process to manage our food waste and move towards a more sustainable business model, but it’s great to be recognized for the work we are doing already. This award will inspire us to continue innovating.”

Turgay Kirbiyik at Ozzy’s Burgers commented: “We’re excited to have won SilverChef’s Entrepreneur of the Year award. As a new hospitality operator it can be challenging to navigate the unexpected hurdles that come with opening a new store, so it’s fantastic to be recognized for all the hard-work, determination and effort that has gone into the past few months. We’re now looking forward to seeing our business grow and flourish.”   

Entry to the awards was open to all hospitality operators across Canada, via The SilverChef Hospitality Awards website.

Keep updated of further SilverChef Hospitality Awards news by following along on Twitter @SilverChefCa, Instagram @SilverChefCa and Facebook @SilverChefCanada, using the hashtag #ImpactfulHospitality.

 

– ENDS –

 

About SilverChef

 

At SilverChef our job is to provide flexible hospitality finance and equipment rentals to help hospitality entrepreneurs grow their businesses. Our dream, though, is to help you achieve yours. Founded in 1986, we’ve helped more than 50,000 hospitality businesses around the world bring their business dreams to life by assisting with restaurant equipment finance.

A proud Certified B Corp, SilverChef is part of a movement that is using business and profit as a force for good. B Corp businesses balance profit and purpose through verified social and environmental performance, public transparency and accountability. Through our partnership with Opportunity International, and with the support of our people, customers and partners, we’ve helped to lift 1.5 million people out of poverty – and counting.

 

For more information, visit www.silverchef.ca

 

Media Contact:

Yulu Public Relations

Charlotte Gilmour // Monica McCluskey

silverchef@yulupr.com

(604) 558-1656

CF Fairview Pointe-Claire to See Substantial Renovation Amid Area Redevelopment

Rendering of the future development planned for CF Pointe Claire. Rendering: GH+A Design Studio

The CF Fairview Pointe-Claire shopping centre on the West Island directly west of downtown Montreal is under renovation with an investment of about $30 million including the addition of retailer Simons in the old Sears space.

Jeroen Henrich, Vice President of Development for the eastern portfolio of Cadillac Fairview which operates the shopping centre, said the renovation includes new flooring throughout, new railings, and LED lighting.

“That’s exciting news for the centre. The other very important milestone for us here is that the old Sears box is being repurposed which includes bringing Simons into that end of the mall. Simons has been a great partner for CF and we have them in all three of the other Quebec assets so we’re very excited to bring Simons to the West Island which will be a great addition to the centre,” said Henrich.

“That Sears box was actually one of the biggest we had in the portfolio with 180,000 square feet – three floors with what used to be Eaton’s. Simons will be taking the second and third floors and we’re relocating the food court into the ground floor which will become our new dining hall as well as a number of signature restaurants.

“Overall, in terms of the centre being elevated now with Simons and of course new food offerings, the West Island does not have a huge selection of dining opportunities so we’re very excited to bring some new restaurants and of course the dining hall into the ground floor. We’ll be backfilling the existing food court with two new retailers. I can’t divulge who they are.”

He said the dining hall is slated to open in September and Simons will open in August 2021. Construction is underway. Renovations to the mall are being phased and will also be completed by the time Simons opens.

RENDERING OF REDEVELOPED FOOD COURT. RENDERING: GH+A DESIGN STUDIO

“Retail is obviously constantly changing. It’s a question of staying relevant for our shoppers. Fairview Pointe-Claire is the last one of the four (in the Montreal area) to not have had a renovation in some time. With the arrival of Simons and the new dining opportunities we felt it was an appropriate time to reinvest into the centre adding some new retailers, some new blood if you will, and also by staying relevant,” explained Henrich.

“The centre will have a new contemporary look. It will be a very clean look, lots of glass and light colours, LED lighting, to really put focus on the retail shop windows and draw the eye to our various retailers to make sure that we’re relevant and we continue to offer that shopping experience that people are looking for.”

The current food court is on the north side of the shopping centre on the second floor. That space will be demised into two new retail units. Those tenants will be announced by the time the new food court area opens. The existing food court is about 30,000 square feet and the new dining hall is similar in size. But three to four signature restaurants will be added to the new food area.

Cadillac Fairview’s portfolio consists of four centres basically at the four extremes of Montreal – CF Fairview Pointe-Claire in the west, CF Galeries d’Anjou in the east end of the island, CF Promenades St-Bruno in the south, and CF Carrefour Laval in the north.

“Our portfolio basically covers the four main suburban areas of Montreal,” said Henrich.

RENDERING: GH+A DESIGN STUDIO

“Pointe-Claire does quite well. Our Carrefour Laval is sort of higher than the other three. Fairview Pointe-Claire has about eight million visitors.”

The square footage of the centre is 842,000 square feet without the Sears space. After the redevelopment project it will have more than one million square feet of leasable area.

Another very exciting part of the Fairview Pointe-Claire story is that Cadillac Fairview purchased a few years ago the land adjacent to the shopping centre, just west of the centre. That’s a 50-acre piece of land.

“We’ll be announcing in the next 12 months or so some exciting new developments there. We’re planning basically the new downtown for the West Island which will include residential buildings, high density residential, hotel, some office, some public realm. So the transformation of Fairview Pointe-Claire will become a major anchor for that new development,” said Henrich.

“Montreal is building a new light rail system and we will have a station. The station’s name will be Station Fairview Pointe-Claire. That’s exciting. We’re very excited to have a light rail station on our property which will greatly improve public transportation access to both our shoppers and residents around.”