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Canadian Company Launches Low-Fee Online Food Delivery Platform

A Calgary tech company is providing local restaurants with a more profitable alternative to food delivery apps by offering an easy-to-use platform that allows businesses to keep their revenue.

Helcim, a payments company, has developed and launched an Online Food Ordering platform to provide restaurant owners with the ability to quickly and easily accept online orders.

Helcim

“We were tired of seeing restaurant owners exploited during this incredibly trying time,” said Helcim CEO Nicolas Beique. “The restaurant industry has slim margins as it is and with takeout orders nearing 100 percent of their business through the pandemic, I knew this model wasn’t sustainable. We knew we had to do something to help.

“We’ve just opened the gates and now we’re actively looking at working with local merchants and we’re now communicating to all of our customers across both Canada and the U.S., saying this is now ready, it’s successful and we invite you to come and consider it so that you can take back control and save on fees from the delivery apps.”

The Online Food Ordering Platform Helps Restaurants to Quickly and Easily Accept Online Orders

Helcim has been in business for about 10 years with about 7,000 customers across Canada and the United States. The company is a payments company that allows small and medium size businesses to accept credit and debit card payments.

“When everything happened with COVID, the feedback we were getting from our restaurant owners was about how they were getting squeezed from delivery apps for the 30 percent commissions plus taking all the tips. We’re a payments first company but we have a focus on software. We realized we could do something about this to help them out,” said Beique.

“So we put together this pilot program to launch online food ordering that would allow them to drive traffic away from those apps towards this platform and keep control of their customer’s experience. That was the big focus. We piloted it with Kinjo Sushi to help us work out the bugs and make sure they were happy with it and now we’re starting to roll it out to more and more customers.”

Online food ordering is automatically included with every Helcim account for no additional fee. Helcim is currently waiving its $20 monthly fee for six months to help businesses get back on their feet in the wake of COVID-19.

“Essentially the idea is they create a link on their website where they primarily direct pickup orders and curbside orders and the customers can either go to that website or use it on their mobile phone. It feels similar to other delivery apps where you see the full menu and you quickly add items to your cart,” said Beique. “But they keep full control. It’s really keeping the full control over the customer experience. So they see all the customer’s contact information, they can build that relationship with their customers and really maintain control which is important.”

He said Kinjo rolled the initiative out to all six of its Calgary locations on Father’s Day. They did more than 1,200 orders on Father’s Day weekend through the system and just one location alone did $8,000 in sales.

“If you do some quick math on that at would typically be 30 percent commission, that means that just on one day alone that’s $2,400 back in their pocket on top of that tip. Restaurant owners work really hard. They deserve to keep their revenue. They deserve to keep their own tips. And that’s the impact of them being able to retain that control and not give all that business to the delivery apps,” said Beique.

“We're so happy to be working with Helcim. Every day means hundreds of dollars saved, and tips that go back to our hardworking staff,” said Mark Wang, Vice President & Co-Owner of Kinjo. “By having our own food ordering website, we get to directly create lasting relationships with our customers.”

Canadian Consumers Eager to Visit Stores & Restaurants Again: Study

WAITER WALKING AMONGST TABLES IN A QUIET RESTAURANT

Canadians are ready and eager to visit stores again as retailers across the country reopen their places of business amid the COVID-19 pandemic.

And it’s obvious they have missed certain popular destinations over the spring when businesses were shut down due to fears that the coronavirus would spread.

Canadians Ranked Restaurants and Bars Above all other Retail Sectors in Terms of ‘Most Missed’

A consumer survey by the International Council of Shopping Centers found that restaurants, bars, or other eating places were the top venues missed during lockdown by 68 percent of consumers followed by shopping centres (54 percent), physical stores to buy goods (51 percent), personal services (40 percent), and movie theatres (36 percent).

“As businesses begin to slowly reopen after closing due to the COVID-19 outbreak, the reality about the “next normal” for consumer spaces is emerging. Following the pandemic, the retail real estate industry should expect consumers to visit physical establishments again, but take a slightly more cautious approach,” said the Industry Insights report.

Other key findings include:

  • Two-thirds (66 percent) of consumers would feel comfortable visiting brick-and-mortar stores within two months or sooner once the immediate crisis is over;

  • The majority of adults (66 percent) say they will make the purchases they had planned but could not because of the pandemic;

  • As of now, 55 percent of Canadian consumers say they have no plans to cut back on spending, or will do so for only five months or less;

  • About four-fifths (78 percent) of consumers say this crisis made them more aware of the importance of small businesses in their communities and will likely support them more in the future;

  • Over two-thirds (69 percent) of consumers will limit direct contact with other people as much as possible;

  • Consumers are most interested in seeing frequent cleaning/ sanitizing (67 percent), more hand sanitizer and disinfecting cloths (57 percent), measures facilitating social distancing (57 percent), staff training on hygienic protocols (50 percent) and occupancy limits (50 percent); and

  • Less than one-third (32 percent) of Canadians believe economic conditions will improve over the next 12 months.

The Survey Showed a Correlation Between Demographics and Retail Sectors

Michael Kehoe, Lead Ambassador in Canada for the New-York based ICSC, said the survey highlights several important factors in Canada related to an economic recovery and anticipated consumer shopping preferences and behaviour as many economies across the country reopen.

“The generations in Canada are clearly split with Baby Boomers having missed going to restaurants and personal service establishments more than Millennials and Generation X. The Millennials missed the gym and movie theatres more than other generations and Gen Xers missed being able to stay in hotels and visit tourist sites. ICSC confirms that Canadian consumers remain cautious about venturing out but a high number plan to visit bricks and mortar stores for non-essential purchases as soon as possible, in fact that is their top priority,” said Kehoe, a veteran of more than 40 years in the industry and broker/owner of Fairfield Commercial Real Estate in Calgary.

“Additional ICSC Insights indicate that 51 percent of Canadians believe that economic conditions 12 months from now will be worse with only 23 percent of those in the Prairie Provinces believing that economic conditions will have improved 12 months from now. Such low levels of consumer confidence are a concern in consumer real estate circles where the recovery is expected to see a gradual improvement over time. Millennials and Gen X will lead the way in spending with physical stores, restaurants, and bars according to the ICSC.

“Bricks and mortar stores rated high on the ‘Comfortable to visit’ scale. Malls and open-air shopping centres also scored high on preferred shopping venues to frequent after the COVID-19 crisis subsides. Consumer sentiment at 78 percent being more aware of the importance of small business in Canadian communities is a positive sign as small business will lead the way within any post lockdown recovery.”

Kehoe said the importance for retailers, brands, shopping centres and their owners to have a social conscience with actual related programs and activities is highlighted within the ICSC Insights where 73 percent of consumers will be more likely to purchase from firms that acted responsibly and helped comminutes and first responders during the COVID-19 outbreak.

“I have stated throughout the crisis that in the court of public opinion, consumers will vote with their feet and their wallets where they will shop and that socially conscious brands will benefit,” added Kehoe.

Retailers Across Canada Embracing BarterPay Platform Amid COVID-19

PHOTO OF EXTERIOR OF BARTERPAY LOCATION. PHOTO: BARTERPAY

BarterPay is a unique platform which retailers and other businesses are using at an increasing pace to meet the cash flow challenges brought on by the COVID-19 pandemic.

John Porter, Founder and CEO of BarterPay, based in Hamilton, Ontario, said the unique concept helps business owners barter their sunk-cost, idle inventory (or spare capacity) for what they need instead of having to dip into precious cash.

“We’re a social impact enterprise that helps any business (or charity) in Canada get the things they need without using money. Instead, they can just trade their own goods and services to acquire what they need,” said Porter.

“Barter is the oldest form of commerce, it’s how business was invented. But, for two parties to enter into a fair trade, each side has to want what the other person has to offer, and here’s the catch, at the same time and at the same value. It’s actually called the double coincidence of wants.

John Porter

So, to solve the problem, BarterPay has created a platform that allows a business to open an account. They can then offer up their goods in exchange for a Barter Credit. One Barter Credit equals one Canadian dollar for valuation, accounting, and tax purposes. So now, a business can offer up their idle inventory or spare capacity, earn Barter Credits at retail value and, regardless of who’s acquired their goods or services, they can take this newly earned Barter Credit (that doesn’t expire) and use it to barter and trade with any other member in the BarterPay community locally, regionally, provincially or across Canada.

“No longer are businesses having to find direct one-to-one barter relationships, they can simply join BarterPay where it’s a one-to-many bartering ecosystem”, says Porter. “Cash is still king, it’s the oxygen of any business, you can’t run your business on barter, but barter is a tool that must be utilized when goods and services are sitting idle and cash is scarce”.

The concept is now in over 20 cities across Canada from Victoria to Moncton and growing quickly. There are close to 4000 businesses already on the platform. Businesses are joining daily and Porter said the network effect is starting to kick in. “The bigger the BarterPay community gets, the bigger it gets”, says Porter.

They now have signed partnerships with numerous associations including Restaurants Canada, Retail Council of Canada, Imagine Canada, the Ontario Chamber of Commerce, and many more in the works. These large groups are starting to understand the power of organized bartering and they want to educate their members about how to incorporate this innovative solution into their business, especially at a time where all SME’s across Canada need support.

Typical service-based businesses are attracted to the system for a number of reasons. What’s the value of an unsold hotel room? An empty seat at a sporting event? What’s the value of an unbilled hour for an architect, dentist or massage therapist?

“Service-based businesses like to use BarterPay because they can take what would be expiring time with no value, and monetize it at full value into Barter Credits. Then, they can use the Barter Credits to offset regular cash expenditures,” said Porter. “This improves their bottom line tremendously and also brings in brand new, unsolicited clients and customers, people who were not spending with them before”.

For the retail system, they’re attracted to barter because of idle inventory that normally would be sold for heavy discounts. Now, they can take all this paid-up inventory, that’s not selling, and barter it to get back what they need all while realizing their full margin on the goods.

“Right now there are thousands of retailers sitting on idle inventory, they simply couldn’t react fast enough to the pandemic shutting things down”, said Porter. “We’ve had lots of retailers, big and small, utilizing BarterPay to convert their extra slow-moving goods into Barter Credits so they can further their business during this difficult time”.

Special Edition 16: BarterPay Targets Retailers in Canada with Idle Inventory

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An off-schedule podcast discussion with John Porter, Founder & CEO of BarterPay. Mr. Porter discusses the BarterPay community which chooses to leverage idle inventory in the BarterPay network for products & services that offset real cash costs.

The Weekly podcast by Retail Insider Canada is available on Apple Podcasts, Stitcher, TuneIn, Google Play, or through our dedicated RSS feed for Overcast and other podcast players.

Interview Details

  1. John Porter, Founder & CEO of BarterPay
  2. Retailers Across Canada Embracing BarterPay Platform Amid COVID-19

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Canadian Custom Suit Company Launches AI Tech for Virtual Measurements

Photo: Suitablee

Montreal-based tailoring company Suitablee has launched a unique and innovative service using technology to create custom-tailored suits that are available online.

“We wanted to make the traditional art of tailoring smarter,” said co-founder and CEO Jean-Sebastien Siow. “We thought, ‘How do we operationalize, make this efficient, and eliminate the errors and guesswork?’”

AI Eliminates the Need for Guesswork

Using Artificial Intelligence, the company, owned by two engineer brothers Jean-Sebastien and Jean-Jeremie, who is COO, used infrared body scanners and data from thousands of body measurements to create an online tool that eliminates the need for store visits, guesswork, and corrections. The sizing questionnaire includes 12 straightforward inquiries to generate custom garment measurements, patterns, cuts, and fit preferences, all on their online platform.

With its combined design tool and online fitting technology, the company is now able to deliver a perfectly-tailored suit, tuxedo or dress shirt 95 per cent of the time, explained Jean-Sebastien Siow.

The company’s roots began in October 2015.

“We started brainstorming probably a year before that. Just putting ideas together. Finding what the issues were with the menswear industry and just sort of mapping out a vision for it,” said Siow.

The automation part of the company using AI to automate sizing was launched just recently.

“We started off working in rain and snow going to people’s homes, measuring them, learning everything we needed to do to be successful clothiers and we said look we need to make this easy. It needs to be affordable. It needs to be accessible,” he explained.

“Data is key in today’s world and we’ve measured thousands of people over the last five years and we’ve become very good at it – understanding things such as measurements but not only measurements but how do body measurements translate into actual garment measurements.

 

 
 
 
 
 
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“We would take about 20 to 25 measurements. We would take images. So we had an infrared scanner that we developed and we were basically taking body scans of all of our customers to sort of understand how do measurements translate into actual body shapes, into shoulder curves, are you hunched, are you not hunched. How does that impact actual garment and patterns? We’ve been able to collect all that data through not only manual measurements but through qualitative sort of answers.”

Bespoke is now Remote

The Suitablee website offers customers the option to click on the “Create Your Own Size” button and answer 12 questions, ranging from height measurements to the client’s typical posture. They can then use the state-of-the-art design tool, which includes hundreds of fabrics and designs, to further customize their suit. When complete, the order is placed, and the data is used to tailor the garment according to the precise specifications. The suit is then shipped and delivered within four weeks.

“We wanted to simplify it,” said Siow. “We can serve someone in Miami just as well as we can serve someone in L.A., without having to send a professional to take measurements.

“The vision for the company was to make custom suits accessible online for anybody in North America at a price that was affordable. We now have a wealth of knowledge and data with respect to serving our customers.”

Siow said the company’s services are available to anyone in North America.

“Customers who purchase custom suits online I think have been used to in the last five to 10 years entering their own measurements. That option exists but we definitely recommend going with our automatic sizing,” he said.

“For the customer who likes the true bespoke experience, going into a store, getting sized up, five six times, that’s not our customer. Those customers like to pay $2,3, $4,000 and get the full six-week experience of having to go back and forth. We’re sort of like the middle of the 20 year old all the way up to 50 year old guys that don’t like shopping, guys that don’t like to leave their homes. They want to pretty much be able to click . . . they just want the process to be easy and seamless and it needs to be affordable.

“It’s the typical average guy who buys clothes online but is willing to make a step further beyond buying off the rack ready to order sizes.”

Toronto’s Leslieville Flea Adopts New Hybrid Virtual/In-Person Approach to Markets

PHOTO OF VENDORS AND SHOPPERS AT THE LESLIEVILLE FLEA AT ASHBRIDGE ESTATE. PHOTO: THE LESLIEVILLE FLEA

Curated Toronto flea market Leslieville Flea has shifted into the digital world, embracing virtual markets as the COVID-19 pandemic has temporarily halted its in-person community events.

And now that physical distancing measures are being lifted and the pop-up market is preparing to re-launch its in-person markets, Leslieville Flea plans to move forward with a hybrid approach that combines the best of both worlds.

Co-founders Brigid Elmy and Christine Roberts launched Leslieville Flea in 2013 to help local businesses and artisans get exposure and sell their products. The market specializes in vintage goods, sustainable products ,and handcrafted items.

“We started because of the need to provide platform for small business and for artisans to be able to show their wares,” says Elmy.

PHOTO OF VENDORS AND SHOPPERS AT THE LESLIEVILLE FLEA AT ASHBRIDGE ESTATE. PHOTO: THE LESLIEVILLE FLEA

The duo typically hosts 15 to 18 one-day or two-day markets throughout the year in locations around the city, such as Ashbridge Estate, the Distillery District, and the Broadview Hotel. “We’ve been all over the city,” Elmy says.

Experimenting in the Face of COVID-19

When the pandemic began, Leslieville Flea was forced to cancel its April market. Once it became clear that physical distancing requirements would be in place for an extended period of time, Elmy and Roberts decided to try hosting an online market in May. Over a period of several days, participating vendors had the opportunity to take over Leslieville Flea’s Instagram Stories to promote their items. The participating vendors are also listed on Leslieville Flea’s website.

Although many retailers have gravitated towards online and e-commerce alternatives throughout the pandemic—some for the first time—for a concept like Leslieville Flea, shifting online presented an especially drastic change. Elmy says the in-person markets are opportunities for locals to gather in their community.

“The outdoor markets [we host] are not just about shopping,” she says. “They’re really about community, and a community of vendors, and connecting to a neighbourhood and getting out and saying hello to your neighbours.”

Since the virtual concept meant a major change in dynamic, it was an experiment for Leslieville Flea.

“We honestly didn’t know how well it was going to go at first, but it was very well received by both our vendors and our shoppers,” Elmy says. “People were really missing the flea market; they wanted to be able to reach out and connect with vendors again, and to be able to get the really unique items (our vendors offer). You wouldn’t see these items in a regular store, so people really missed that.”

PHOTO OF MODEL WEARING FASHION ITEMS FROM VENDORS. PHOTO: THE LESLIEVILLE FLEA

A Digital Presence Means More Opportunity for Vendors

In addition to the positive response from existing customers and vendors, Elmy and Roberts realized that the digital concept unlocked the opportunity to expand the market’s reach to a much bigger audience.

“We can now go anywhere, we can go across Canada, and that is one of our future plans,” Elmy says.

Given the success of the inaugural online market, Leslieville Flea hosted a second digital market in June, in partnership with Toronto’s west-end Stackt Market. Through the partnership, customers could pick up the online items they’d purchased in-person at Stackt. That provided an option that both customers and vendors appreciated, Elmy says.

With Toronto having entered Stage 2 of the reopening framework in late June, allowing more businesses to resume operations, Leslieville Flea is now planning to resume its in-person markets. The first is planned for Sunday, July 19th in the outdoor space at Ashbridge Estate. A series of new measures aim to help keep attendees safe, including hand sanitizer upon entry, a requirement for vendors to wear masks, a distance of at least six feet between booths, and one-way traffic aisles.

Even though the traditional markets are getting back on track, however, Leslieville Flea also plans to continue with its virtual markets, offering a hybrid approach for vendors and customers. The next virtual market will begin on July 13th. “It gives people an option and it gives us reach,” Elmy says.

Retail Privacy Challenges in Canada Amid COVID-19

ANIMATED IMAGE INDICATING THE CONTACT TRACING SYSTEM

COVID-19 has raised a number of privacy law issues. In particular, the proliferation of contact-tracing apps has resulted in a virtual “arms race” to develop effective measures to be used by public health bodies to locate sources of the virus and slow down the spread.

The Canadian government recently announced that they are collaborating with Shopify and Blackberry on an app that the Federal government would own and operate, set to launch as early as July 2020. Use of the app will be entirely voluntary but, if fully implemented, the personal data of as many as 30 million Canadians’ personal information will be given to the custody of the Federal government. How this app will differ from the Trace Together app developed and deployed in Alberta remains to be seen.

While details of the app have not yet been released, the larger question remains as to what privacy law challenges retailers face, and what they must do to remain compliant with public health measures. Here are some of the potential privacy issues that retailers may face in the era of COVID-19.

Retail Location Outbreak “Hot Spots”

In South Korea, aggressive-contact tracing included the mandatory download of an app programmed to send text alerts to people who have been to establishments where an outbreak has occurred or where an infected person may have shopped. The app uses GPS coordinates from customer mobile phones to identify anyone who may have been to the same location. While the text does not identify the name of the person(s) who were infected, it gives a specific date and a range of time of the transmission. The objective is to advise other customers who may have been there to take action by getting tested for COVID-19 and to abide by local public health laws.

In comparison, the new app for Canada, according to Prime Minister Justin Trudeau, will be “completely anonymous, because it’s low maintenance, because it is completely respectful of your privacy, — including no location services or geotagging of any sort”. Despite this, retailers may still face challenges in their obligations to provide personal information to health authorities.

From a retailer’s standpoint, the disclosure of an outbreak to the public may have a negative effect on business, as prospective customers may wish to avoid a “hot spot”. Even if a retailer has taken extensive measures to add protective measures, such as wearing masks, sanitizing, installing plexiglass barriers, limiting traffic for social distancing, and spacing out merchandise and tables, this may still result in negative publicity.

There are, however, instances where Canadian retailers have proactively advised the public of outbreaks at their locations. In addition to notifying the media, Superstore and London Drugs sent e-mail advisories to all customers on their mailing list in order to advise them of outbreaks at certain locations, or instances where no outbreaks occurred but where staff have tested positive. By disclosing this themselves, without divulging any personally identifiable information about the affected employees, these brands demonstrated corporate responsibility and adherence to public health safety measures. Additionally, the self-reporting complies with local Occupational Health & Safety regulations.

Protecting Employee Privacy

One key responsibility retailers must adhere to is to safeguard employee privacy. Because an employee’s diagnosis of COVID-19 is his or her personal health information, it must be safeguarded in the same way as other sensitive personal data, such as Social Insurance Number, financial information, home address, and the like. Therefore, employers are not at liberty to disclose the identity of the employee who tested positive, at least not to the public at large. The same obligation applies to a retailer’s customers, although it may not always be possible for a brand to know which customer has tested positive, as patrons may simply browse or pay in cash, leaving no trace of their identity (except perhaps in surveillance videos recorded on security cameras).

Despite this obligation to safeguard privacy, retailers may be required to provide the personal information of their employees on Covid-19 to public health authorities that may require it. For instance, under the federal Personal Information Protection & Electronic Documents Act (PIPEDA), a private entity is obliged to disclose personal information they hold to a government institution that requests and requires it. Specifically, this would include instances where a public health body has the legislative authority to compel the disclosure of this personal information in a public health emergency, such as BC’s Freedom of Information & Protection of Privacy Act (FOIPPA). The intention of both the private and the public sector privacy legislation is to harmonize the circumstances under which personal information may be disclosed during a pandemic, and not to act as barriers to disclosure. Similarly, there are provisions under health laws that provide an additional avenue where personal information may be shared for public health reasons.

This does not mean that a retailer is free to provide all information they may have on their staff to a public health body. The retailer must disclose only the employee’s personal information as required by the public health authority for contact-tracing purposes. Retailers must not publicly disclose the name of the infected employee, as that person has their own privacy rights under the law. Additionally, “outing” the name may lead to unintended negative consequences, such as “doxing” on social media, and the resulting public humiliation that accompanies such nefarious practices.

Privacy Compliance: The Retailer’s Challenge

From a practical standpoint, what should retailers do to comply with privacy legislation? Although there is no uniform Canadian legislation at this point, there are a number of privacy laws and guidelines that may provide some workable solutions.

As a privacy best practice, retailers should only collect, use, and retain the personal information they need in order to do business, disclose it only to those who have a legitimate reason where it is necessary to do so, and destroy the data if it is no longer needed. The over-collection of personal information without a legal basis can lead to privacy complaints and discipline, such as the Loblaws gift card controversy from October 2019. In terms of regulatory penalties, look no further than the Competition Bureau’s hefty $9.5 million penalty against Facebook where third-party personal information was collected without proper consent or notice.

An example of a best practice comes from an Order issued by Dr. Bonnie Henry on the guidelines to re-opening and operating restaurants during a state of emergency. When a restaurant, café, or pub must collect and retain the contact information of one person per dining party, in order to provide provincial medical officers with the information required to perform contact tracing. It is not dissimilar to collecting the name, phone number, and e-mail of patrons who use OpenTable or other online restaurant booking services. After 30 days, the information must be destroyed in accordance with the Order.

The Future of Retail in Privacy

Retailers must operate on the principle of collecting only what they actually need, not what they think they need, and not over-collect personal information “just in case”. Retailers must always remember that they are responsible for the personal information they collect, and also ensure that they are not improperly disclosing personal information, which may lead to not only an invasion of privacy, but to large corporate fines. Privacy, even in the time of a global pandemic, must not be waived if a brand wants to maintain its integrity.

Balmain Expands Canadian Presence with Multiple Shop-in-Store Boutiques

INTERIOR OF NEW BALMAIN BOUTIQUE AT YORKDALE SHOPPING CENTRE. PHOTO: AMACHRIS CORPORATION

French luxury brand Balmain is expanding its presence in Canada by opening partner boutiques housing the brand’s ready-to-wear fashions for both men and women. The shops are part of a partnership with Holt Renfrew, which is rolling out the new Balmain spaces that feature the latest design, including ample use of glass and millwork with a ‘Parisian’ inspired design.

Last week after Holt Renfrew reopened its store after a temporary closure, women’s Balmain boutique was unveiled in Holt Renfrew’s highly productive store at Toronto’s Yorkdale Shopping Centre. The 440-square-foot Balmain shop-in-store is located on the second level women’s fashion floor. The Balmain boutique features Parisian-inspired finishes that include Versailles oak floor panels with each plank having been aged manually. Ample use of mirrors in the space creates a more expansive feel that contrasts with intricate millwork and fixtures, highlighting the edgy women’s Balmain fashions that are contained within.

The Yorkdale women’s boutique follows the recent completion of a men’s Balmain space also in Holt Renfrew at Yorkdale Shopping Centre, located on the store’s main level in the recently completed menswear department. The men’s Balmain space also features Parisian-inspired finishes including mirrored walls that differentiate the shop from other vendors on the floor nearby.

Custom retail build specialists Amachris Corporation brought both of the Yorkdale Balmain spaces to life. This included general contracting work and the overall build-out of the in-line women’s boutique, which took about seven weeks to complete. All millwork and fixtures were fabricated in Europe and delivered to Canada. Amachris Corporation also built the stunning 6,000-square-foot ‘world of’ Gucci concession at Holt Renfrew Yorkdale which was profiled in Retail Insider in the summer of 2019.

Amachris Corporation built a men’s Balmain shop-in-shop in the Holt Renfrew flagship store at CF Pacific Centre in Vancouver. The Vancouver Balmain boutique was the second of its kind in Canada for the brand.

Last fall, Holt Renfrew unveiled a women’s Balmain space at Holt Renfrew’s Vancouver store, though it lacks the intricate interior detailing of the two Balmain spaces at Holts Yorkdale. Vancouver was the first store in Canada to feature a dedicated Balmain space, and the brand is now growing its presence in Canada through a partnership with Holt Renfrew.

At Holt Renfrew Ogilvy in Montreal, which reopened this month and is nearly completed, Balmain men’s fashions are housed in an area within the 40,000-square-foot men’s floor that was unveiled in the spring of 2019. Women’s Balmain fashions was unveiled last week as well in a shop-in-store on the third floor.

Balmain has been growing its presence in Canada over the past several years. Holt Renfrew began carrying the edgy brand several years ago amid increased competition from several other retailers that picked up Balmain in years past. When department store retailer Hudson’s Bay revamped its luxury women’s department ‘The Room’ in Toronto in October of 2009, Balmain became one of the key brands that helped make The Room a significant destination for affluent women living in and visiting the city. Balmain was also part of the brand matrix of The Room in Vancouver when it opened in September of 2011. Balmain men’s fashions are also carried on the fifth-level men’s floor of Hudson’s Bay’s flagship on Queen Street in downtown Toronto.

Saks Fifth Avenue, which opened its downtown Toronto flagship in 2016 in the same building as Hudson’s Bay, features an assortment of Balmain fashions for both men and women. Holt Renfrew, which has been beefing up its luxury brand offerings in response to the increased competition, is taking things one step further by creating dedicated boutique spaces while at the same time offering various luxury vendors dedicated leased concession spaces inside of Holt Renfrew stores.

Quebec City-based La Maison Simons has carried the Balmain brand for several years within the men’s and women’s ‘Edito’ designer departments at several of its stores. A handful of other retailers in Canada also picked up the line, which saw a ‘rock and roll’ resurgence under the direction of designer Olivier Rousteing who became the head designer at Balmain in 2011.

Sources say that Balmain could open standalone stores in Canada in the coming years as the brand grows its direct-to-consumer channel. Balmain is said to have been interested in opening a freestanding store on Yorkville Avenue in Toronto as well as a unit in downtown Vancouver near the Alberni Street ‘Luxury Zone’. Balmain announced last year that it planned to open a network of stores globally amid a direct-to-consumer push for the brand — though it remains to be seen if COVID-19 has impacted those plans.

Balmain was founded in Paris by fashion designer Pierre Balmain in 1945. In 2016 Mayhoola Investments acquired Balmain for a figure reported as close to €500 million. Balmain has seen rapid sales growth since then as the brand grows its wholesale channels as well as its standalone boutique presence that includes stores in major cities such as Paris, London, and Milan, as well as US cities including New York City, Los Angeles, Las Vegas, and Miami.

Pierre Balmain was born in France in 1914 and after studying architecture, he began designing dresses. He worked for atelier Robert Piquet and others and after serving in the French air force, he opened his first boutique at 44, rue François 1er in Paris. He released his first collection in October of 1945 and his first fragrance, called ‘Jolie Madame’, in 1949. After Pierre Balmain’s death in 1982, the house was led by Erik Mortensen, who was described by Vogue magazine as “Pierre Balmain’s right hand” — Mr. Mortensen had worked as Mr. Balmain’s assistant since 1951. In 1982, Peggy Huynh Kinh joined Balmain to provide artistic direction for women’s ready-to-wear and women’s and home accessories license studios. After Mr. Mortensen’s retirement in 1990, designer Hervé Pierre took over until 1992 when New York City-based designer Oscar de la Renta took the reins of Balmain until his exit in 2002. Under Oscar de la Renta’s direction, Balmain’s designs took on a more modern and simple aesthetic that was in contrast to the more ornate and glamorous designs of previous designers. The shift was due, in part, to the decline in the popularity of haute couture and related looks.

In 2005, designer Christophe Decarin joined Balmain with a goal of transforming the brand. That included introducing expensive and flashy pieces that were in sharp contrast to Balmain’s designs in years past. Jewel-encrusted women’s jackets with exaggerated shoulder pads costing well into the thousands of dollars shocked fashion followers. At the same time, Hollywood celebrities and the wealthy began to embrace the rock-and-roll styles under Mr. Decarin’s direction — the very high price point also offered differentiation from other luxury brands. Mr. Decarin left Balmain in 2011 amid claims that the brand had become more about his star status rather than the clothing itself.

Designer Olivier Rousteing replaced Mr. Decarin in 2011 after joining the company in 2009 — Mr. Rousteing had previously worked under noted Italian designer Roberto Cavalli. Mr. Rousteing maintained some of the design ethos of his predecessor while lowering prices to be more accessible, though Balmain’s fashions are still priced into the thousands of dollars to this day. Mr. Rousteing is said to have also brought a ‘fresh take’ to the brand’s aesthetic, including adding an Asian influence to the clothing in an effort to attract an Asian demographic, which continues to be responsible for buying a substantial percentage of luxury goods globally.

In 2017, Olivier Rousteing debuted Balmain’s first accessory line, which became an immediate hit with brand fans. In December of 2018, he introduced a new logo for Balmain with a simplified font that marked a departure from the more ornate design of years past.

We’ll continue to follow Balmain’s growth in the Canadian market.

Study Shows 10% of Retail Tenants in Canada Looking to Permanently Shutter

A new survey by commercial real estate firm Colliers International indicates that 10 percent of retail tenants are working on plans to permanently close their businesses.

It said 92 percent of the tenants who could close down are operating small businesses.

“Small businesses are more at risk of closing as a result of not having cash flow to survive a crisis of this magnitude. If all of these tenants were to close, it would lead to a 10 per cent decrease in retail rent collections and a seven per cent increase in retail vacancy based on total square footage assuming there is no new leasing taking place,” said the report, Retail Recovery: Regulations, Cost Increases and Adaptation.

“Similar to any other global crisis, we believe that COVID-19 will impose new ways of doing business that will inevitably change the market and retail. Retail is constantly evolving, and our tenant base has been widely adaptive, with 83 percent reacting to the pandemic by modifying their business in some form. 74 percent of retailers are exploring new sales channels with 41 percent of these tenants looking into online sales and 33 percent exploring alternate sales channels.

“This is in line with the current industry trend towards omnichannel retail. We are seeing retailers of all sizes and types investigating and adopting an omnichannel approach. Owners can support retail tenants’ omnichannel efforts by implementing curbside pick-up programs and proactively managing line-ups and wait times. “

Jane Domenico, SVP & National Lead, Retail Services | Canada for Colliers, said 10 per cent of business closures is a “significant” number.

“We started the conversation talking about the consumer and making sure those initial forays of the consumer are well planned, well thought out, because consumers have a lot of choice today moreso than ever before in my opinion – with online and bricks and mortar,” said Domenico. “We need to make sure that those consumers are satisfied with their experience or else they’ll go elsewhere. And that number will increase as a result.”

She said many small businesses are responding positively to service customers in different ways such as curbside pickup at shopping centres.

“I see expanding beyond what is seen as the traditional,” added Domenico. ‘Retailers have adopted change throughout. These are entrepreneurs. They do it without even thinking about it. I can’t tell you how many retailers, fashion local retailers, that are selling masks now on the high street.

“Being able to look at those opportunities in a cost-effective and profitable way . . . that’s going to be adopted at an accelerated pace.”

Other key findings from the Colliers survey include:

  • 56 percent of retail tenants think government restrictions are very reasonable or reasonable, 24 percent feel they are unreasonable or very unreasonable, and 20 percent are neutral;

  • 42 percent of respondents want more business-specific regulations, while 29 percent feel regulations should be easier to understand and 28 percent believe the regulations need to be more flexible;

  • 93 percent of businesses believe adhering to these regulations will increase overhead costs. Of these businesses, retail tenants were 1.2 times more likely to believe they will face additional costs. As a consumer-facing industry, retail stores require more cleaning, physical distancing protocols and additional staff;

  • The median retail business indicated their overhead costs would increase by around 25 percent. According to Statistics Canada, retail’s average operating profit margin was 4.8 percent in 2018;
  • Gyms, personal care, healthcare and medical tenants will be the hardest hit as these respondents indicated their overhead costs will increase the most, by 30 percent;
  • Tenants across all retail types anticipate that their revenue will start rebounding over the summer to reach 45 percent on average compared to the same period last year. This represents an average increase of five per cent per month from June to August. This increase is dependent on lockdown restrictions easing, businesses reopening as planned and a subsequent revival of consumer confidence;
  • Of the tenants who have a plan to offset the increased costs, 47 percent indicated they would reduce expenses and 17 percent indicated they would raise prices; and
  • As revenue rebounds, 37 percent of respondents believe that more than 75 percent of their workforce will return to work by the end of the summer, while 26 percent say they will rehire 51-75 percent of their workforce. 23 percent believe 26-50 percent will return, and 14 percent think less than 25 percent will be back by summer’s end.

“In a post COVID-19 world, retailers need to do everything they can to reassure consumers that it’s safe to return to brick and mortar retail. Owners can support their retail tenants by helping them apply for government programs, revising leases and implementing flexible operating hours,” said the Colliers report. “While retailers have traditionally shaped the consumer experience, COVID-19 has created a new responsibility for both owners and tenants to actively participate in driving consumer confidence and helping restore foot traffic.

“For the foreseeable future, tenants will need to utilize common areas, such as parking lots, for queuing and curbside pick-up programs. Owners can support this process by ensuring there is signage that encourages physical distancing and orderliness, in addition to hiring additional staff to manage queues.

“‘COVID-19 readiness’ will become a major competitive advantage for well-managed malls and strip centres: Historically, consumers selected shopping venues based on factors such as convenience, proximity and parking. An important factor that has emerged from the pandemic is the ‘readiness’ of the retail centre and how safe the consumer feels when shopping. Owners can support ‘COVID-19 readiness’ and encourage an increase in foot traffic by: Implementing new technologies that assist with physical distancing, scheduling in-store visits, showing the number of shoppers in stores, and communicating new health and safety measures; and Creating targeted communications that show consumer what owners and tenants are doing to create a safe shopping environment by highlighting cleaning and disinfecting schedules.”

How St. Louis Bar & Grill is Cautiously Reopening Restaurant Spaces

EXTERIOR VIEW OF PEOPLE SITTING ON NEWLY-REOPENED ST. LOUIS PATIO WITH SAFETY PRECAUTIONS IN PLACE. PHOTO: ST. LOUIS FACEBOOK

St. Louis Bar & Grill is in the process of reopening its doors to the public after months of COVID-19 shutdowns. The precautionary measures taken by the sports bar to ensure the health and safety of staff and customers are extensive, and quite possibly the calibre that all restaurants and bars should be wishing to emulate going forward.

When faced with the opportunity to reopen, many restaurateurs, although excited by the prospect, are finding the practical aspect of the task daunting. With so many regulations and safety procedures to adhere to, navigating your altered business model in the wake of COVID is complicated. In the spirit of maintaining a restaurant’s atmosphere despite the changes and generating revenue once again — while ultimately ensuring everyones’ safety — St. Louis Bar & Grill have done a stellar job, at least on the surface that is. With a surprisingly high number of Canadians claiming to be nervous at the prospect of returning to restaurants and the government mandates still prohibiting indoor dining, only time will tell how the food and beverage landscape will fair in a post-COVID world.

Last week Retail Insider was taken on a virtual tour of St. Louis’ Yonge and Davisville location to showcase the safety measures implemented by the popular Canadian bar as it readied itself to reopen.

SIGN USED TO INDICATE A SANITIZED AND READY-TO-USE TABLE

Due to operate at government-regulated capacity, physical distancing measures are in place, ensuring guests and employees stay six feet apart at all times. A redesigned floorpan to accommodate 50% capacity helps with this implementation. The restaurant is fitted with directional arrows on the floor and numerous signs and posters on the walls outlining the regulations imposed and reminding people to adhere to them. These signs stretch throughout the interior and exterior of the establishment. There is ‘before you enter’ signage at the front door, alerting guests not to enter the premises if they are experiencing COVID-19 symptoms.

The bar has installed plexiglass shields between and around all booths, creating a bubble-like atmosphere for parties dining within the restaurant. There is also a limit on the number of people allowed to dine per table.

Regarding table settings and service, tables are empty, void of condiments — which can be brought by a server upon request — and food is placed at the end of the table to maintain physical distancing measures between staff and customers.

All reusable menus have been shelved for the foreseeable future and replaced with single-use, recyclable menus that are disposed of after ordering. There is also the option for guests to order on their smartphones using a QR code accessible at all tables.

In the wake of COVID-19 St. Louis has created a new role within its employment lineup: Chief Sanitization Officer. The role of the Chief Sanitization Officer is to clear used glasses, plates, utensils etc., and the CSO is also responsible for sanitizing door handles and other high-traffic touch-points. The CSO is solely responsible for these duties. All surfaces are disinfected after each use and once the CSO has sanitized a table it is clearly marked with a tent card to indicate that it is ready to be occupied by the next party. In addition to this precautionary measure, each server is equipped with their own personal sanitizer that they carry on their person at all times.

Spray sanitizer is available to all guests upon arrival at St. Louis, alongside an employee who’s priority is to welcome guests and educate them on implemented protocols.

Staff screening and health checks occur during every shift, including temperature checks and an extensive list of appropriate questions regarding the status of each individual’s health etc. All front of house and back of house staff are required to wear face masks at all times.

St. Louis Bar & Grill Founder, Brent Poulton, spoke to Retail Insider about his optimism regarding St. Louis’ future and the importance of maintaining a positive atmosphere for guests in a potentially anxiety-inducing situation. “I feel very optimistic going forward because I believe we’re all creatures of habit and those habits don't change overnight. All we can do as a brand is create trust between us and the customers. What we’re doing is identifying peoples’ expectations of what a safe dining environment looks like and we’re striving to create and accommodate that.”

“What we've always emphasized and relied on is the personality and culture behind the brand. I don't think the fact that people are wearing face masks or are sitting beside plexiglass shields is really going to change peoples’ experience. You’re going to get people who are extremely nervous but we hope to be able to prove that we’ve taken all the necessary precautions to keep people as safe and happy as possible.”