Toronto-based intimates brand Knix, known for its leak-proof underwear, wireless bras, and bold marketing campaigns, is beginning to expand into physical stores after several years of selling products online only.
The brand, founded in 2013, opened its first two permanent retail stores in October—one in Vancouver’s Kitsilano neighbourhood, and one on Toronto’s Queen Street West. In addition, under a new partnership with Nordstrom, the full line of Knix products is available at all Nordstrom locations across Canada until the end of 2019.
PHOTO: KNIX
Knix’s direct-to-consumers online sales strategy has been very successful for the brand in recent years, helping the company become the sixth fastest growing company in Canada based on three-year revenue growth, according to Report on Business’s 2019 ranking of Canada’s Top Growing Companies.
However, after having success with pop up shops in the past, as well as with its by-appointment-only showroom, Knix determined that some customers liked having the opportunity to try on the products before making a purchase.
“We’ve seen that there’s interest [in shopping at physical stores],” says Knix founder and CEO Joanna Griffiths. “We know that there is a group of people who want to touch and feel and get fitted for the product.”
PHOTOS: KNIX
Griffiths notes that with bras, especially, it can be challenging for customers to determine the right size. To ease the experience for customers shopping online, Knix offers a flexible returns and exchange policy, as well as customer support seven days a week.
“We’ve done as much as we can to remove every barrier for online shopping,” Griffiths says. “But, some customers just want to come and touch and feel the product. So, it felt like it was time to open [some stores], and really invest and put our best face forward, and create more of a branded experience compared to what we’ve done before.”
PHOTOS: KNIX
Dominated by shades of pale pink and yellow, the new stores have a warm and bright feel, and each features an original mural by Toronto-based artist, Leia Bryans.
The Toronto store, at approximately 2,500 square feet, is significantly larger than the 1,100-square-foot Vancouver store. “We’re testing two different concepts,” Griffiths says.
PHOTOS: KNIX
A key difference in the Toronto location is the spacious fitting room area, which contains multiple individual change rooms as well as a seating area. The entire fitting room section can be separated from the rest of the store by a curtain, which aims to create a private and comfortable space for customers.
“We want to redefine the fitting room experience,” Griffiths says. “We’re trying to make it feel like a bridal salon.”
PHOTOS: KNIX
PHOTOS: KNIX
Knix will likely explore the possibility of opening additional locations once the brand has had time to assess the performance of the first two stores, Griffiths says. “We have a lot that we want to learn from the two locations, and then we’ll take best practices and go forward from there.”
The Nordstrom partnership, meanwhile, creates additional physical touch points for Knix in Toronto and Vancouver, while also bringing the brand’s products to Calgary and Ottawa.
“We really wanted to create a moment within Canada where people can go and have as many locations to try the product on as possible,” Griffiths says.
The new distribution strategy comes as Knix has been steadily growing its product offerings. The brand recently launched a maternity and post-partum collection, as well as a product line geared towards teens.
All of Knix’s products are inspired by customer input, according to Griffiths. “We’ve really embraced our relationship with our end customer,” she says.
Knix also incorporates its customers into its marketing and advertising campaigns. The brand’s ads showcase real women of all shapes and sizes and at various stages of life, in an effort to help women feel comfortable in their own skin. Earlier this year, the brand was presented with the 2019 Retail Marketing Innovation Achievement Award from the Retail Council of Canada.
Griffiths attributes the company’s growth and success to its commitment to its customers. “The way that we’ve been building our brand, we’ve really put our customers at the epicentre of everything we do,” she says. “We tell their stories. We are facilitating conversations that aren’t being had elsewhere, and it’s really connecting people.”
International fragrance and beauty brand Equivalenza’s motto is “a perfume for everyone”.
Now that will include the Canadian market as the Barcelona-based retailer prepares to open its first store in Montreal led by Corinne Barrès, Equivalenza’s Master Franchisee in the country – with many more stores expected on the horizon.
“They’re very well-known in Europe. When you walk into a shop you have a massive wall of fragrances and then you select the fragrance according to the olfactive family,” says Corinne. “It’s 80 per cent of our sales and then we have 20 per cent of the rest of our sales which are cosmetics.”
She said the first location in Canada will open in the Montreal Eaton Centre in Montreal in the early part of December.
PHOTO: EQUIVALENZA
She believes Canada can accommodate more than 40 stores in the next five to 10 years.
Corinne will own the first Montreal store.
“My role basically is to recruit a franchisee and to really develop and create the franchisee network in Canada. I will have a couple of shops on my own but then to have 40 shops and more I will have to recruit franchisee people,” she said.
Corinne left France 15 years ago and lived in different countries with her husband and three children. She has more than 20 years of experience in the information technology field as a sales director.
PHOTO: EQUIVALNEZA
After working in Montreal for four years, she realized that she wanted to do something different with her career. When in the UK, Corinne and her husband ran a restaurant. She started investigating and researching for a concept that didn’t exist in Canada.
“There was no point for me to open something that was already in Canada,” says Corinne.
She discovered Equivalenza.
“I phoned Equivalenza. I analyzed the Canadian market and I thought it was a great opportunity because there was no real concept like Equivalenza with a large range of perfumes at really affordable prices. So I contacted Equivalenza and presented the market. I presented myself and said I wanted to launch your brand in Canada,” said Corinne instead of Barrès, who then negotiated the contract for Canada where she has the exclusivity to develop the brand in the country.
PHOTO: EQUIVALENZA FACEBOOK
Equivalenza is known for providing consumers with high-quality fragrances at affordable prices. Since it was founded in 2011, it has grown to more than 800 stores in 27 countries – Spain, Italy, Andorra, Portugal, France, Germany, Austria, Luxembourg, United Kingdom, Romania, Ireland, Greece, Belgium, Netherlands, Tunisia, Mexico, Brazil, Peru, Panama, Dominican Republic and the Caribbean, Chile, Angola, Mozambique, Cape Verde, South Africa, and South Korea.
Founding Partners are Francisco Morán and Miguel Aznar.
The company’s mission is to provide consumers with high-quality fragrance, cosmetic and aroma products by creating emotions and unique experiences. And its vision is to be the world’s leader in single-brand perfumery and cosmetics by providing a unique experience in its stores with the highest quality and minimal environmental impact.
Corinne is working with commercial real estate broker Roger Rhéaume and his company Himalaya in Montreal for retail space selection as the brand expands further into Canada.
HARRY ROSEN’S UNIQUE FACADE IS ON THE LEFT SIDE OF THE RENDERING, WITH A TOWER ABOVE. IMAGE: GIANNONE PETRICONE ASSOCIATES.
A bold proposal to transform a key block on Toronto’s Mink Mile will involve integrating the existing Harry Rosen flagship store into the podium of what will become one of Canada’s tallest buildings. It’s the latest development news in Toronto’s rapidly changing Bloor-Yorkville area, which houses a substantial number of luxury stores including several Canadian flagships.
Publication Urban Toronto reported on Monday of this week that a proposal by Krugarand Corporation for 80 Bloor Street West has been brought forth to the City of Toronto, which will include an 874 foot 79-storey mixed-use tower that will include a substantial retail component at its base. Included will be 1,430 residential condominium units in the massive tower, as well as three levels of retail space at the base facing onto Bloor Street. [Download architectural plans/floor plans (PDF)]
CLICK IMAGE FOR INTERACTIVE GOOGLE MAP
The tower will integrate the existing five-level Harry Rosen flagship store at 82 Bloor Street West, with part of the tower rising directly above it. More than 32,000 square feet of new retail space to the east of Harry Rosen will also be part of the proposal, spanning three levels including street level retail as well as second-floor and lower-level space. The Harry Rosen store spans 50,280 square feet according to the report, and the overall retail space when the project is built will encompass about 83,000 square feet.
A limited number of parking spaces are part of the proposal. In total, 172 spaces are proposed for the entire project, 32 of which will be allocated for visitors as well as for the retail space in a five-level underground parking structure. The development will be connected to the TTC Bay subway station via an escalator from a Bloor Street entrance downstairs into the concourse level retail component. Valuable retail space availability will be optimized as the residential tower will have a relatively small lobby on the main floor which will lead to a grander fifth-floor ‘sky lobby’.
RENDERING OF THE NEW TOWER AT THE NORTHEAST CORNER OF BLOOR ST. W. AND BELLAIR STREET.
ABOVE: CONCOURSE LEVEL OF THE PROPOSED REDEVELOPMENT. RETAIL SPACE WILL BE ACCESSED FROM AN ESCALATOR FROM STREET LEVEL, AND A NEW CORRIDOR WILL CONNECT THE CONCOURSE TO THE TTC ‘BAY’ SUWBAY STATION
ABOVE: STREET LEVEL OF THE NEW 80 BLOOR ST. W. PROPOSAL. INCLUDED WILL BE A LARGE RETAIL SPACE AS WELL AS A SHARED LOBBY FOR THE MASSIVE RESIDENTIAL TOWER AS WELL AS LOWER-LEVEL RETAIL. THE BACK END OF 80 BLOOR WILL ALSO HOUSE LOADING DOCKS AND SERVICING AREAS.
ABOVE: SECOND LEVEL OF THE NEW DEVELOPMENT, WHICH WILL FEATURE A CONSIDERABLE AMOUNT OF RETAIL SPACE. THE CURRENT 80 BLOOR BUILDING HOUSES A ‘GOODLIFE FITNESS’ ON ITS SECOND LEVEL.
The existing 18-storey 80 Bloor Street West office building will be demolished for the new development. Current retail tenants include Roots and Banana Republic, as well as a second-floor fitness centre and optical and medical retail tenants above it. The adjacent 1200 Bay Street tower is not part of the redevelopment proposal — 1200 Bay Street includes a 6,500 square foot retail space recently vacated by Davids Footwear at 66 Bloor Street West, as well as two restaurants facing onto Bay Street.
LOOKING TOWARDS THE NORTHWEST OF THE PROPOSAL FROM THE SOUTHWEST CORNER OF BAY STREET AND BLOOR. IMAGE: GIANNONE PETRICONE ASSOCIATES
IMAGE LOOKING NORTHWEST FROM THE MANULIFE CENTRE AT 55 BLOOR ST. W. A ‘GAP’ STORE IS TO THE FAR RIGHT OF THE IMAGE, WITH HOLT RENFREW TO THE RIGHT OF IT. IMAGE: GIANNONE PETRICONE ASSOCIATES
The additional retail space at 80 Bloor Street West presents an opportunity for brokers to add new retail tenants to the area. At the same time, some have said that leasing space in the area has been a challenge, and several spots on the strip are already either vacant or are for sublease.
Luxury retail is a possibility for the new 80 Bloor retail podium, which is strategically positioned between Harry Rosen’s flagship and Holt Renfrew’s flagship which is located about 285 feet east of the new development. Luxury brands have typically located west of the Harry Rosen store along the stretch of Bloor Street leading towards Avenue Road, while Holt Renfrew boasts numerous luxury brand stores in a building which is also seeing a major overhaul that will be completed next spring. Given that the luxury stretch of Bloor Street West spans only about 900 feet, expanding it might make sense as brands eye moving into the area.
IMAGES: GIANNONE PETRICONE ASSOCIATES FOR KRUGARAND CORPORATION
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At the same time, disruption caused by the 80 Bloor tower construction could pose a challenge to the overall flow of pedestrian traffic on the Mink Mile. Many luxury shoppers will visit Holt Renfrew at 50 Bloor Street West before making their way westward towards flagships for brands such as Hermes, Gucci, and Louis Vuitton. The area is in a state of transition, though luxury brands are still leasing in the area — in September we reported on Dior’s opening of an impressive 13,300 square foot flagship at The Colonnade at 131 Bloor Street West, and US-based women’s brand St. John Knits will open soon across the street at 130 Bloor Street West.
In the long run, the transformation of Bloor-Yorkville is good news. Groceraunt concept Eataly will open to the public on November 13 at the Manulife Centre at 55 Bloor Street West, which also saw a new Shoppers Drug Mart store open in the summer as well as the renovation of a basement-level LoblawIndependent CityMarket grocery store. Development at the corner of Bloor and Yonge Streets will include a newly renovated/rebuilt Cumberland Terrace at 2 Bloor Street West, as well as a reported Apple flagship store at the southwest corner of the intersection at the base of Sam Mizrahi’s‘The ONE’ development. A W Hotel will open next year at the Hudson’s Bay Centre, which is also expected to see significant changes as a new subway platform is reconfigured below. Thousands of new residents will move into Bloor-Yorkville over the next several years in massive towers currently being built in the area.
VIEW FROM CUMBERLAND STREET/VILLAGE OF YORKVILLE PARK FACING SOUTHEAST TOWARDS THE NEW TOWER. THE 10 BELLAIR STREET CONDOMINIUM TOWER IS TO THE RIGHT, WITH A RETAIL PODIUM HOUSING A HOLT RENFREW MEN’S STORE, HERMES, ZEGNA AND BARRY’S BOOTCAMP. IMAGE: GIANNONE PETRICONE ASSOCIATES
A FEW FROM THE CORNER OF BLOOR ST. W. AND ST. THOMAS ST. TO THE NORTHEAST, WITH HARRY ROSEN’S STORE RETAINED AND A TOWER RISING ABOVE. IMAGE: GIANNONE PETRICONE ASSOCIATES
HARRY ROSEN’S BLOOR STREET FLAGSHIP IN TORONTO. THE BUILDING ON THE RIGHT, HOUSING BANANA REPUBLIC AND ROOOTS, WILL BE DEMOLISHED FOR THE NEW DEVELOPMENT WHILE HARRY ROSEN WILL REMAIN. IMAGE: HARRY ROSEN
Yorkville Avenue is also seeing growth in luxury retailers as landlords such as First Capital Realty develop new projects. Already, brands that have opened on Yorkville Avenue since 2016 include Christian Louboutin, Chanel, Brunello Cucinelli, Versace, and Off-White. More are said to be on the way with the redevelopment of 101 Yorkville Avenue as well as in spaces recently vacated by Diesel and Anthropology.
We’ll report back with updates on the 80 Bloor Street West proposal, which will change the face of a key block of Toronto’s famed stretch of Bloor Street West. A timeline has not yet been revealed as to when construction will begin or when the tower project will be finished.
The highly anticipated True Outliers fashion brand has officially launched after ample social media hype and was kicked-off with a flashy by invitation-only opening party in an affluent area of Toronto in September. The unique brand, already a favourite amongst influencers and celebrities, is being spearheaded by entrepreneur Moses Mandelbaum who is part of the family that owns Toronto-based fashion manufacturer and distributor Gertex.
The unique True Outliers brand currently includes a range of stylish warm parkas that feature ethically sourced real mink lining and collar as well as a cotton outer shell containing dense 650 ‘fill power’ down — it could be the warmest jacket on the market to date. Each of the jackets can be customized with a monogram and a wider range of styles will be rolled-out as True Outliers continues to grow its operations this year as it looks to 2020 and beyond.
The company’s website states, “A True Outlier doesn’t care to belong. A True Outlier dares to be different. They require no blessing from others and are true to themselves. Welcome to the Tribe of True Outliers.”
The brand’s well-attended opening party was held on the evening of September 10th at the Struck Contemporary Art Gallery on Dupont Street in Toronto’s Annex area. Attendees were treated to food and drinks while viewing and trying on samples of the newly launched parka collection. Many notable locals were in attendance, not to mention artists showcasing their craft.
True Outliers’ marketing is edgy with a hint of sex appeal, featuring a diverse range of attractive models wearing the parkas. In some campaign photos, fit male models wear the brand’s parkas shirtless, creating an attention-grabbing contrast of image that is seen in other marketing campaigns. In the summer, for example, True Outliers held a photoshoot in Florida for a campaign to showcase the line with palm trees in the background, again referencing contrast that is part of the brand’s ethos.
Mr. Mandelbaum spent nearly three years developing the new line. “We sourced the best materials possible and created a design that is both functional as well as fashionable,” he said.
True Outliers’ initial parka design feature a three-quarter length style with cuts for both men and women. Jackets currently come in black, navy blue, and khaki green cotton shells. Detachable mink lining currently includes black and brown “with more colours to follow” according to Mr. Mandelbaum.
The cotton shells are down filled with a quality and warmth comparable to competitors who claim to have the warmest jackets available. True Outliers’ mink lining and collars further add to the warmth of the parka.
“I used cotton for the outer jacket shell so that the jacket can breathe, and cotton won’t become shiny with wear as is the case with some competitors that use polyester,” said Mr. Mandelbaum. Rivets under the arms allow the jackets to ‘breath’, which means a person won’t overheat while wearing one of True Outliers’ parkas, even indoors. The jacket design is well thought out and includes several discrete pockets to hold various items.
CAMPAIGN IMAGE. PHOTO: TRUE OUTLIERS
That includes two hidden pockets, including one on the outside of the jacket as well as an interior pocket that is accessible from within the jacket’s interior zipper area. The pockets are well thought-out and can hold a wallet and other items, as well as a mobile phone that includes the largest iPhone and android styles.
The large fox fur collars, also ethically sourced, can be unbuttoned on a chilly day to entirely cover one’s face. “True Outliers’ jackets are impenetrable to the cold,” said Mr. Mandelbaum.
Mink lining was chosen because of mink’s warmth, as well as the fact that it doesn’t shed like rabbit fur, according to Mr. Mandelbaum. “Rabbit hairs will get all over your outfit and are tough to get off of your clothing. Worse than that, in the matter of months, shedding will get worse and worse.” He went on to explain that mink is also lighter than other furs while still being the warmest.
“More than that, mink is incredibly soft. Out of all the furs it feels so good on your skin. We all want the softest thing to protect our bodies and mink is so soft.” The parka’s mink lining can be detached in about 15 seconds, according to Mr. Mandelbaum, depending on weather and consumer preference.
CAMPAIGN IMAGE. PHOTO: TRUE OUTLIERS
Mr. Mandelbaum decided to use real fur rather than ‘faux fur’, partly for environmental reasons as well. “Real fur is environmentally responsible”, he said. “From family owned fur farms to local stores and boutiques, even on a mass scale, real fur is a renewable resource”.
“When an old fur coat is done with, it can be sold and restyled. It has years and years of wear, before being discarded and eventually decomposed. Old fur can even be used as compost for your backyard,” he went on to say.
“Fake fur is made in part by non-renewable materials such as plastics and nylon. When someone is done with a fake fur coat, they throw it in the garbage. The problem with fake fur is that it can sit in a landfill for years and since it’s not made from anything natural it cannot decompose.”
He went on to say, “Genuine fur means quality, and real fur will last for years and years. From small town furriers to the high fashion runways of Paris and Italy, real fur means consistent quality without sacrificing the environment.”
PHOTO: TRUE OUTLIERS WEBSITE
The outer cotton lining on True Outliers’ parkas can be washed in a washing machine on the cold setting and hung to dry. Fur specialists are suggested if the mink requires any cleaning.
Prices for the first run of True Outliers parkas, both for women and men, are currently $1,800 each. While the price point is higher than that of some competitors, the pricing could be considered reasonable considering the high-quality materials, design, and mink fur lining both within the jacket as well as the jacket collar.
Mr. Mandelbaum said that he’s in talks with several well-known US-based fashion retailers to carry the initial True Outliers line and is in talks with others. However, distribution will be very limited to retailers that match the brand ethos, and distribution will otherwise be limited to maintain brand cachet. Trunk shows are also part of the brand strategy, as is pop-up retail and events. At some point, True Outliers retail stores are also a possibility as the brand expands into other product categories in the coming years.
“I have a vision for the next 15 years for the True Outliers brand which will eventually include other product categories,” says the 26-year-old Mr. Mandelbaum, who has worked for family company Gertex from the distribution floor to head office.
TRUE OUTLIERS EVENT SPACE. PHOTO: GEORGE PIMENTEL
The True Outliers brand also has a charitable component by donating 10% of proceeds to a charity called Chai Lifeline Canada, which helps families cope with pediatric illnesses. True Outliers will donate to the charity of choice for partners involved with hosting trunk shows.
“Part of the brand is also about giving back,” explained Mr. Mandelbaum, who is a direct descendant of the Cohen line that stems from the founder of the first priesthood of Jerusalem. The double-hand symbol used in True Outliers’ branding is the symbol of the priest in Judaism. It is passed down generation-to-generation by families that are direct descendants of the first Jewish priest Aaron. Mr. Mandelbaum explained how the symbolism behind the Cohen symbol is vast, essentially being the highest sign of blessing as Cohens give blessings to others.
“The only person in history to ever be awarded the title of Cohen was a man named Pinchas”, noted Mr. Mandelbaum. “He received the honour after being a True Outlier himself.”
Clothing retailer Old Navy has reached a milestone in Canada with the recent opening of its 100th store in the country as the company looks to nearly double its footprint in North America in the coming years.
The 100th store was opened on October 30 in Medicine Hat, Alberta.
Pooja Sethi, VP and Head of International at Old Navy, said the retailer’s first of 12 stores in Canada opened in April 2001.
“We are so proud of our Canada business and believe it is an important market for our brand,” she said.
“One of the top comments we receive from our customers is that our stores are not close enough, especially in smaller markets. We want to be where our customers shop and live and opening new stores in smaller markets will help us bring the store experience closer to home and introduce the brand to new customers.”
PHOTO: OLD NAVY DEERFOOT CITY TWITTER
Old Navy is a San Francisco, California-based brand founded in 1994, and this year marks the brand’s 25th anniversary. The first three stores opened in California in 1994. In 1997, it was one of the first retailers to reach $1 billion in sales within four years of opening. In 2000, oldnavy.com launched. After launching in Canada in 2001, the company launched in Mexico in October 2015 and now have 25 stores in Mexico City, Puebla, Querétaro, and Quintana Roo, making its store expansion in Mexico its fastest to date. Today, Old Navy has more than 1,100 stores globally.
“(Recently) we announced our plans to continue growing our fleet at a pace of approximately 75 stores a year, including entering small underserved markets. Over the long term, we believe there is white space for us to nearly double our store footprint in North America,” said Sethi.
In Canada, Old Navy also opened recently in Deerfoot City in Calgary, McArthurGlen outlets in Vancouver, and in Grandview Corners in Surrey, B.C.. The Montreal Eaton Centre location, which opened in 2004, has also been renovated. A report from a news publication in Kamloops, British Columbia, notes that recent building applications showed plans for an Old Navy store. It would occupy part of the space vacated by Sears last year at Kamloops’ Aberdeen Mall.
“While we don’t have any new store openings to announce at this time, we are excited to continue to grow our store fleet so even more customers can experience the Old Navy brand,” said Sethi.
Real estate company JLL represents Old Navy in Canada and is negotiating deals for new stores under the direction of Lawrence Hildebrand and Chris Canuel.
“At Old Navy we believe in the democracy of style. This is what guides our brand and our business, and it means that everyone should be able to participate in fashion, at every age in the family, every income level, and every size. These principles are part of our brand’s DNA and have been with us since the brand was founded 25 years.
“Old Navy serves the whole family and we believe that style should be accessible to everyone. Our target customer is one looking quality, on-trend fashion at an exceptional value – accessible pricing is a part of our DNA.”
Sethi said the retailer is really excited for the holidays, adding that this year, it has “some incredible” gifting items, including its famous cozy socks and sleepwear, as well as lots of great fleece and outwear for the Canadian winter.
“I was trying to create Canadian made items out of wool but doing it as ethically as possible which meant accessing Canadian wool, Canadian milled, Canadian produced, but also dyeing by hand in natural dyes so you’re not dealing in chemical dyes. It was a small project that started as Handmade in Canada and as Handmade in Canada grew, I got into apparel. It became Pure Wear Canada,” said Hunter.
PHOTO: W1 HUNDRED
PHOTO: W1 HUNDRED
“Then I decided I wanted to grow it more into the apparel direction, but I also wanted to focus on getting it to a level of being even more local. So I have this idea – I’ve been working with mills in Canada accessing fibre – what if we could go make it even more local? What if we could bring this down to a hundred-mile wardrobe? I’ve been working on that since then. That’s where the W1 Hundred comes from. That’s what I’m working towards. Being able to use the closest fibre that I can get, milled as close as I can and then local production.”
Hunter said she has been working with mills in Prince Edward Island for her two previous projects. But she found a mill in Linden, Alberta with its own herd. She is going to now be able to use Alpaca fibre from their herd, milled on their site and within one hundred miles of where she makes the clothing.
“That’s the main goal. It’s local production. Ethical production using Canadian farmers, knowing where your fibre comes from the most part. Really, really clean supply chain. Really, really pure,” said Hunter.
“What makes people want this? First of all, Canadian made. There’s a real desire for Canadian made product out there right now. There’s a desire to support Canadian, especially with wool. It allows them to support right down to the farmers, the mills, that sort of thing,” said Hunter.
“The second thing people like is they know who’s making it, they know who’s crafting it. It’s not some vague idea of a factory on the other side of the world. They know who it’s coming from. I’m very transparent about exactly how it’s made. People like to know that you’re doing natural fibres, especially now that there’s a big plastic free movement. That’s huge that people know they can get natural. Natural dyeing. You’re not flushing chemicals out into the water system.
“I kind of see what I’m doing as an extension to when people started to look to the 100-hundred-mile diet where people are buying from local farmers. It’s kind of an extension of that mindset where people want to know where it’s coming from, how it’s made and value the product for that.”
Hunter said she has some ideas long-term in how to run a different business model.
“I think it is time to offer new options to retailers, allow them to be more reactive while having more choice. I believe I can give them options to work with that are more than just the physical product. I've come to the textile/apparel business in an around-about way, having owned a professional photography business for two decades, plus being a working artist. This background leaves me always thinking ‘how can this be done differently?’ I think the time is right for different,” she said.
On Tuesday, November 19, Retail Council of Canada (RCC) will be hosting a half-day Retail Cannabis Forum at the Toronto Reference Library’s Bram & Bluma Appel Salon. This will mark this year’s second RCC event focusing on retail cannabis. It is a must-attend event for retailers, vendors, and suppliers interested in new opportunities in this emerging – yet highly regulated – retail market.
Canada’s leading cannabis retailers and industry experts will share their perspectives and challenges from recent developments in the retail cannabis sector (which now includes the sale of edibles, extracts, and topicals). Those who attend will have the opportunity to learn about the best-in-class retail cannabis marketing, merchandizing, and design models, as well as aspects of staff training and customer education that are critical for success in this ever-changing sector.
Nurturing New Growth: Deloitte Canada’s 2019 Study
Deloitte’sJennifer Lee will deliver key findings and updates from Deloitte’s 2019 study looking at Canada’s role in the global market. Findings cover edibles and alternative products, and projected market size in Canada for consumer profiles. She’ll also indicate some areas that may pose as potential roadblocks for future cannabis retailers.
Cannabis Trailblazer Secrets
High Tide Inc.’s CEO Raj Grover will share his reflections on the tremendous evolution of business in the first year of legalized cannabis and the opportunities that lie ahead.
How Cannabis is Redefining Retail Training & Education
Westleaf Inc.’sKris Newell will share how this retailer has grown its unique and respected employer brand by attracting the right talent and providing new staff with the training they need to be successful.
If you’re already going to this event, why not maximize your learning potential by attending RCC’s Brick and Mortar Retail Forum happening at the Toronto Reference Library that same morning? This event covers the newest trends in physical retail, including performance metrics, unique customer experiences, and brand-enhancing store designs presented from various retail industry perspectives.
*Retail Insider has partnered with Retail Council of Canada on events. To work with Retail Insider, email: craig@retail-insider.com
As part of the brand’s global transformation, Subway Canada is raising the bar for guest experience thanks to a multi-million dollar investment by the company which is seeing more than 2,900 locations in Canada getting a fresh look.
The FreshNOW vision includes new flavours, a new design and decor, and enhanced customer service training initiatives. Company officials estimate the total cost of the enhancement program to be about $9.5 million.
“Really it’s a global initiative on a flavour refresh for Subway,” said Terry Dennis, country director of Canada for the company. “It’s aimed to really enhance the guest experience. We’re doing phases as we go through. This is going to update our decor, our menu design, and ultimately a really new robust flavour station that’s really going to enhance the Fresh program.
“This grant program will cover all costs across 2,900 locations. It’s really all about the guests. This FreshNow program is going to provide all our owners, managers, sandwich artists just the tools and the vibrant appearance of our sandwich unit to really raise the bar and offer ultimately a best in class experience for all our guests.”
The first Subway location in Canada opened in June 1986 in St. John’s, Newfoundland. There are currently 3,200 Canadian Subway restaurants.
FreshNOW introduces a number of new initiatives including:
● Flavour Stations with new FreshNOW flavours, sauces and seasonings like its new basil pesto sauce and Subway herb garlic oil;
● New equipment, including new shakers, seasoning grinders and oil dispensers;
● New black menu board design; and
● Enhanced customer service training programs including an employee recognition program.
Dennis said the initiative really starts with the sandwich unit and the company is updating that entire piece of equipment. It’s implementing stainless steel pans to hold the quality products fresher.
The lighting throughout the sandwich unit has been brightened to showcase its vibrant and fresh vegetables.
“We’ve gone with a black menu panel design which really brings out the sandwich choices and it’s really easier for our guests to navigate through those choices that they can make,” said Dennis.
“On top of that, we’re really bringing up the importance of the customer and guest service. We started out doing the training modulars just as we’re getting the FreshNOW implemented over the next couple of weeks to make sure the sandwich artists are properly explained. What’s new. How they can use it. What’s your best choices for the sandwiches. As well as getting feedback to see have we missed anything. What they liked or didn’t like – because this is an ongoing phase that we’ll continue through for the next three or four years. Starting in 2020, we’re rolling out a full enhanced customer service training program. That’s going to be going all year.”
Does Dennis see the company’s footprint growing across Canada?
“That’s a very good question. When we relocate restaurants to higher traffic, the demographics of every town and city changes. We’re really trying to upgrade that footprint. We’re constantly looking at building for the future as we go forward with all of our new innovation.”
A new report estimates that the Canadian luxury apparel market over the next five years will increase by 5.8 per cent in 2019 and by 18 per cent from 2019 to 2023 to $3.2 billion.
“Over the period 2019-2023 the Canadian luxury apparel market will increase at an average annual rate of 3.6 per cent, while the overall yearly growth rate for the Canadian total apparel market during the same period will average between 1.6 per cent and 1.9 per cent,” said the 2019 Canadian Luxury Apparel Market report by Trendex North America, a marketing research and consulting firm.
“The growth of the Canadian luxury apparel market will be driven in 2019 by a 7.8 per cent increase in luxury women’s apparel sales while men’s luxury apparel will increase by 5.2 per cent. As purse suppliers will be introducing fewer styles in 2019, the growth in the luxury purse market should increase by a maximum of 4.8 per cent in 2019.”
PHOTO: RETAIL INSIDER (BOTTEGA VENETA, YORKDALE)
PHOTO: RETAIL INSIDER (BOTTEGA VENETA, YORKDALE)
PHOTO: RETAIL INSIDER (BOTTEGA VENETA, YORKDALE)
The report said the competitive intensity in the Canadian luxury apparel retail market over the next five years will continue to increase and will be driven by a number of developments including:
● An increase in the number of luxury apparel retailer doors, both in A malls and on “High Streets”;
● An increase in luxury apparel brands flagship stores on High Streets and in A malls;
● An expansion of the traditional boundary for High Street areas in both Toronto and Montreal
● Increased presence of luxury apparel retailers in Canada’s better off-price malls (e.g. Toronto Premium Outlets)
● Additional luxury mono apparel brand specialty retailers entering Canada for the first time;
● Growth of luxury apparel e-commerce sales. To what degree will the increase expand luxury apparel sales or simply replace traditional luxury apparel sales in brick and mortar stores cannot be determined; and
● Luxury apparel mono brand apparel/accessories retailers upgrading/expanding the size of their existing Canadian stores.
PHOTO: MICHAEL MURAZ (VALENTINO, TORONTO)
PHOTO: MICHAEL MURAZ (VALENTINO, TORONTO)
PHOTO: MICHAEL MURAZ (VALENTINO, TORONTO)
Randy Harris, president and owner of Trendex North America, said it’s important to note that the luxury apparel market grew by 6.5 per cent last year versus the 1.8 per cent growth for the total apparel market.
“The first reason for the market growing is the unprecedented boom in luxury apparel retail, meaning both the increase in the number of stores and the size of the stores,” he said. “That is partially due to the fact that Canadian malls have been reconfigured to host luxury apparel brands including their flagship stores and the expansion of the luxury zones, primarily in Toronto and Montreal.
“In addition to that we have a growth in ecommerce purchasing for luxury apparel which historically has not been a big factor but is becoming increasingly more so. We have an increase in foreign tourism too . . . Then lastly we have an increase in Millennial purchasing and those are the people that are buying a lot of aspirational luxury brands.”
PHOTO: CHANEL (TORONTO)
PHOTO: CHANEL (TORONTO)
PHOTO: CHANEL (TORONTO)
The key is the accessibility. Quite simply, today there are more luxury retail stores in Canada which exposes many more Canadians to that segment of the retail market.
But Harris has a couple of concerns regarding the luxury market which include a potential decline in tourism which could really happen if the Chinese economy slows down significantly. There are signs that is happening although it’s a gradual decrease versus a big drop.
“The second concern I have is a decrease in Canada’s economy. The forecast for the next couple of years is lukewarm at best. I don’t think anybody believes that the economy is really going to take off. On the other hand, it could slip back depending on what eventually happens with the revised NAFTA agreement that has yet to be signed,” said Harris.
PHOTO: KRISTEN PELOU (DIOR, TORONTO)
PHOTO: KRISTEN PELOU (DIOR, TORONTO)
PHOTO: KRISTEN PELOU (DIOR, TORONTO)
“The third thing I’m worried about is I believe we’re getting to the point that there’s going to have to be a shake out in the market as far as retailers grow because the amount of luxury buildings and outlets that are coming into play far exceeds the rate of which demand is increasing. So if you will, supply is probably growing at a rate that is 50 per cent greater than demand which means that the market is very vulnerable if all of a sudden there is any kind of a downward trend in the growth of the market.”
It’s also aggravated by the growth of luxury apparel retailers in the better outlet malls which never existed five years ago.
“At some point you’ve got to be almost Pollyannish not to think that the market is going to take a hit at some point. So at one hand we’re crowing about all the influx of new luxury retailers in the market for the first time. That’s good news. Always more choices are better for the consumer and you will note when these new people come in they only open one store,” said Harris.
PHOTO: EVAN DION (HERMES)
PHOTO: EVAN DION (HERMES)
PHOTO: EVAN DION (HERMES)
“But I’m worried about it long term if this keeps happening. Bottom line no curve goes up all the time. There’s got to be a downward move. I’m waving a red flag and saying that people need to be cautious.”
The report said the Canadian luxury retail apparel market over the next few years will become more competitive. There will be a slow but steady decrease in the number of Canadian-owned better independent apparel specialty retailers. Flagship store development will continue as the larger stores will be seen as providing a competitive advantage. Premium outlet malls will continue to gain share of the luxury apparel/accessories market.
Gucci – Toronto, ON – Holt Renfrew Yorkdale
PHOTO: GUCCI (YORKDALE)
PHOTO: GUCCI (YORKDALE)
A number of secondary luxury apparel mono brand retailers will either leave Canada entirely, or will relocate from “high streets” to less expensive locations. Holt Renfrew will continue to invest in its stores in order to retain its position as Canada’s preeminent luxury apparel retailer. Simons will come to define a unique niche of luxury apparel retailing. Luxury apparel retailers will develop separate marketing programs targeted to affluent foreign tourists, Improvements in technology will allow for greater customization of the services that luxury apparel retailers provide their customers.
The report said luxury apparel retailers will increasingly compete on both the in-store experience they provide their customers along with their marketing campaigns targeted in some cases, to specific demographic niches (e.g. Asians, Millennials, etc.). The battle for luxury apparel market share will increasingly equally be fought in Canada’s A malls, on expanding “High Street” areas in Vancouver and Toronto and to a lesser degree in Calgary and Montreal.
One of the world’s leading retail analysts and consultants, John Crawford Williams, passed away on September 21, 2019 at the age of 83 while on a trip to visit family and friends in Vancouver. Mr. Williams founded leading Toronto-based retail consultancy J.C. Williams Group amid an illustrious career that included being instrumental in having helped transform the Canadian retail industry over the past several decades.
Mr. Williams was known for saying “I’ve never worked a day in my life” and pursued his passions until his last days. He was born in Vancouver on February 24, 1936. At the age of 15, his first job was in retail as a part-time ‘bagboy’ packing parcels and shelves for 85-cents per hour at a Safeway store in Vancouver while he pursued his studies.
JOHN WILLIAMS IN THE 1970’S AT HIS HOME IN MISSISSAUGA’S LORNE PARK AREA
After high-school, Mr. Williams attended the University of British Columbia and subsequently received a fellowship to attend the Kellogg School of Management at Northwestern University in Illinois, where he earned his MBA. During his studies, he began working at Canadian department store chain Eaton’s which included a summer salesperson position in Eaton’s Vancouver store. His talents saw him promoted to become a head buyer for women’s fashions in Toronto.
Soon after graduating, Mr. Williams continued working with Eaton’s which included a stint as a department manager in Victoria, British Columbia, followed by a promotion that saw him run an Eaton’s store in Chilliwack, British Columbia. Remarkably, at the age of 25, he was the youngest store manager in the entire company at the time.
A YOUNGER MORE SERIOUS JOHN ON HIS WAY TO WORK AT EATON’S IN THE EARLY 1970’S.
Over the course of a decade, Mr. Williams held various senior management and corporate positions, primarily in the realm of women’s fashion, before moving on to work with Canadian advertising giant Vickers and Benson. There, he began a consulting project for Gulf Oil, where he realized that consulting was something that he enjoyed. Given his passion for retail, he took a risk and started his own consulting company.
Mr. Williams founded consultancy J.C. Williams Group in 1974, and his firm grew to become highly respected as he and others worked on a vast array of projects for retailers, consumer goods manufacturers, shopping center developers, downtowns, and governments. Mr. Williams’ specialties included retail and distribution strategy, real estate, and urban revitalization. He traveled the world where he applied his customized “Wow! Factor” to stores and shopping centres globally. Notable clients included the BC Liquor Distribution Company, Henry Birks & Sons jewellers, fashion retailer Le Chateau, Goodwill (Industries) retail, Benjamin Moore paint, MasterCard, Walmart, Levi Strauss, Bell Canada, and others, where he and J.C. Williams Group helped develop new strategic concepts. Under his direction, J.C. Williams Group has also been involved in real estate projects that have included The Dubai Mall, Deerfoot Meadows in Calgary, not to mention many years of work for major landlords including The Rouse Company, Cadillac Fairview, Oxford Properties, and Ivanhoe Cambridge. He delighted in mentoring younger employees and clients over the years.
CELEBRATING CHRISTMAS IN LORNE PARK IN THE 1970’S AT THEIR VERY “BRADY BUNCH” STYLED HOME.
JOHN WILLIAMS WITH CHILDREN MARK (IN FRONT CENTRE), MICHAEL (FACING RIGHT), MEGAN (FACING LEFT), AND ANDREA AS A BABY.
He was also an educator, having given numerous lectures as well as having authored several books. Included was a book called Getting Retail Right! for the International Council of Shopping Centers (ICSC) where he also lectured at the ICSC’s University of Shopping Centers. Mr. Williams also co-authored A Guide to Retail Success for the National Retail Federation, Building a Winning Retail Strategy for the Retail Council of Canada, and Marketing Main Street for Heritage Canada. He was a frequent speaker at industry and association gatherings across the continent.
JOHN WILLIAMS, ON THE BEACH IN THE CARRIBEAN, DURING A WEEK-LONG 80TH BIRTHDAY CELEBRATION WITH HIS CHILDREN AND GRANDCHILDREN.
He was a fixture at the Toronto Central Y for almost 50 years — he was an avid runner and worked out in the facility. He also gave back considerably by offering his time and expertise to the Y as well as the Toronto Public Library and the Art Gallery of Ontario, among others. He was instrumental in fundraising for his Alma Mater, the University of British Columbia, and he organized reunions there and with his classmates from Magee Secondary School in Vancouver, where he grew up.
Mr. Williams was married to Maureen Atkinson, who was also a partner in business at J.C. Williams Group and with whom he enjoyed travelling and hosting countless dinners for family and friends at their home in Toronto’s Riverdale area. He was also grateful to his first wife, Betty, for their years together raising their four children. He is survived by Ms. Atkinson as well as his his four children Mark (Laura), Michael, Megan (Lorenzo), and Andrea; his grandchildren Maddalena, Lily, Ginevra, Olivia, Elliot, Emma, Sophie, and Max; his brothers and sisters-in-law Paul and Coe Williams and Donald and Therese Williams; his nieces and nephews; the whole Atkinson clan; and many friends.
He and Ms. Atkinson hosted an annual “Wisteria Fest” each spring in their Riverdale garden — he loved bold colours, which was also characteristic of his personal fashion style.
After an extended summer vacation with family in Ontario’s Muskoka area, Mr. Williams’ final days took him to Vancouver for a high school reunion where he joined his brothers Donald and Paul for a road trip from British Columbia to Washington State to visit nieces and cousins. On the last day of summer, near the end of their trip, the brothers stopped for ice cream, which was John William’s favourite food. John died peacefully in the car with his brothers at his side.
JOHN WILLIAMS WITH HIS TWO BROTHERS DON (FACING LEFT), AND PAUL (FACING RIGHT) IN VANCOUVER TWO DAYS BEFORE HE PASSED.
J.C. Williams Group continues to operate under the management of partners Lisa Hutchinson and Patrick Watt. Advising partners include Maureen Atkinson and John A. Torella. Maria Ramage is the administrative coordinator at J.C. Williams Group, Kelly Hansen handles marketing and administration, and Rachel Alencar is a research associate with the firm. Long-time alumni include Cathy Ramsamujh and Suthamie Poolgasingham.
Under Mr. Williams’ direction, J.C. Williams formed a partnership with Ebeltoft Group, which is an alliance of more than 30 consultancies from around the world. Other partnerships include Environics Analytics, MasterCard Advisors, McMillan Doolittle Research Consultants, Okamura Consulting, and Total Management Solutions.
JOHN WILLIAMS WITH HIS SON MICHAEL AND GRANDSON MAX DURING THEIR LAST VISIT TO THE MUSKOKA’S TOGETHER. JULY 27TH, 2019.
JOHN WILLIAMS IN IN THE MUSKOKA’S WITH WIFE MAUREEN ATKINSON AND GRANDSON MAX WILLIAMS. PHOTO TAKEN JULY 27TH, 2019.
A personal message from Retail Insider’s founder and Editor-in-Chief, Craig Patterson
John Williams was a personal friend and will be dearly missed. This is the first time that Retail Insider has published an obituary of an individual, and it’s also the first time that I have written here in my own voice since I founded this publication in 2012.
John’s passion for retail got people excited, and his highly animated presentations were impactful. Several months ago he returned from a trip to Italy and he was excited to meet me to discuss what he had observed. We had lunch to discuss the trip, where he described innovative retailers such as La Rinascente — on my desk right now I still have a map of Milan’s shopping streets that John gave me then. I will miss our lunches in Toronto’s downtown core, including at Nordstrom where we met numerous times.
A PHOTO OF JOHN WILLIAMS IN THE GARDEN OF HIS HOME IN TORONTO’S RIVERDALE AREA
He also had an eye on the future, and predicted a time when shopping centres would become high-density communities in a world with autonomous vehicles, drones and other innovations. Sadly he is no longer here to see what is to come, including innovations such as the Toronto waterfront redevelopment by Sidewalk Labs which got the green light to go ahead on Thursday, October 31.
Over the course of his extensive career, John helped shape the retail world that I got excited about in my youth in a small town in Alberta, where I aspired to live in a big city like Toronto. I used to scour newspapers and magazines continuously to learn more about the industry, as I watched retail titans such as Eaton’s and Woodward’s fall. Big city retail got me excited, and John was involved in the initial leasing of the Hazelton Lanes shopping centre in decades past, for example, which I found fascinating — reading about Hazelton Lanes in the 1980’s had gotten me interested in the area of luxury retail, and discussing it with John was like talking to my hero. I wish he were still here so that I could continue to learn more.
Retail Insider has allowed me to chase my own passions, while reconnecting me with my childhood interests which help motivate me to do what I am doing today. In the process I have grown as an individual, and I have made many friends along the way, including incredible people such as John Crawford Williams.
