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Toronto non-mall retail (Odds & Ends)

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From: http://www.canada.com:80/ottawaciti....html?id=207ad6b3-c4f2-4860-8b66-67439a8461b3
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Canada's national Tiger
Ottawa's low-key retailer has quietly opened 182 outlets from sea to sea

Kristin Goff
The Ottawa Citizen

Saturday, November 17, 2007

It seems typical of Ottawa-based Giant Tiger Stores Ltd. that it has no grand plans to promote its new status in the Canadian retail market.

The low-profile company intends to send out a press release marking the fact that it is now a coast-to-coast Canadian retailer. The opening of a Truro, N.S., store on Nov. 3 and one in Cranbrook, B.C. last month filled the last links in its cross-country chain of 182 stores.

It is also, as it turns out, the largest Canadian-owned national discount retailer in Canada, now that Zellers and its parent, The Bay, were taken over by U.S. businessman Jerry Zucker.

Giant Tiger is, not surprisingly, proud to be Canadian and flies banners in stores to back up that point. But it is not likely to run a national marketing campaign to promote its latest milestones.

"The strength of Giant Tiger is at the local level," says Jeffrey York, the 44-year-old president. He makes clear that the company doesn't intend to distract customers or its franchisees by focusing on the national company.

"The strength is our people at the local level."

Its strategy of opening stores in small communities or as a "neighbourhood store" in larger cities offering a wide variety of goods at bargain prices, and letting local managers adjust the merchandise to suit their local areas, has helped the company survive a challenging retail environment in recent decades.

Rising competition and changing trends have killed department stores chains like Simpsons and Eaton's as well as discount chains like K-Mart and Woolco. The latter was bought out by Wal-Mart when it came to Canada in 1994.

Len Kubas, a Toronto retail consultant, says Giant Tiger has managed to do well in this environment because it is focused on a retail segment that is not going head-to-head with Wal-Mart.

Giant Tiger is "an impressive operator" that has managed to position itself as a "variety and convenience" store, where people can pick up everything from bargain-priced fashions to food products without driving to the suburbs, he said.

"It is highly focused in terms of what it does" said Mr. Kubas. "It doesn't offer high fashion. It is sort of more than a dollar store but not a department store."

Giant Tiger's people say they've not only survived but thrived in the post-Wal-Mart retailing era.

"Wal-Mart has been no problem at all, obviously since we've grown so much," said Gordon Reid, 74, who founded Giant Tiger in 1961 and now serves as chairman.

Mr. Reid opened the first store on George Street in the ByWard Market with plans to develop a discount chain in Canada after he gained insight into the trend by working with retailers in the United States.

Privately owned Giant Tiger had around $220 million in annual sales and 63 stores by 1994 when Wal-Mart entered the Canadian retail market. Since then, it has nearly tripled its stores and increased sales to $1.3 billion this year.

Part of the growth was due to a deal in 2000 with the North West Co., allowing the Winnipeg company exclusive rights to open franchised Giant Tiger stores in Manitoba, Alberta, Saskatchewan and British Columbia. So far, North West has 25 stores.

But a lot of the growth has been organic. Years before Wal-Mart moved to Canada, Giant Tiger spent time studying Wal-Mart's strengths and weaknesses in the U.S., said Mr. York.

They came up with a five-year strategy to emphasize more fashionwear, lower prices and increase their ability to "be nimble" or react quickly to changes, in preparation for the changes that it expected Wal-Mart would bring.

The company lets managers decide what to stock in individual stores, picking from a menu of Giant Tiger goods. Items are delivered by courier daily. The company, which has a team of globe-trotting fashion buyers, has also become efficient at delivering bargain-priced versions of the next trend quickly, sometimes within a few weeks.

Ironically, the competitive pressures that contributed to the disappearance of K-Mart, Woolco and others turned out to be a boon to Giant Tiger.

Since the late 1960s, Giant Tiger has worked on a franchise model that involves recruiting experienced retail managers, setting them up in a corporate store and then financing them to turn the store into a franchise operation that the manager would own.

It was a policy that attracted lots of highly experienced managers as the retail industry went through it sharp adjustment. At one point there were 17 ex-K-Mart managers running Giant Tiger stores, along with "a flood from Zellers and Wal-Mart," according to Mr. Reid.

Mr. Reid set out in 1961 to deliberately build a national discount retail chain. It was clear to him that the retail operations needed to grow to be able to order in quantities that would make the system work.

But the franchise idea just came along as a stroke of luck.

In the early days, "we were opening stores but we weren't making any money because the people who were managing them were just the people who were available," Mr. Reid said. Things changed when one manager, Jean-Guy Desjardins, wanted to start his own store in Maniwaki, and Mr. Reid formed a partnership with him.

It was an 'ah-ha' moment.

"Gee, the store made money and I didn't have to do anything. He did the advertising, he found the location, he merchandised it to suit his customers, he did everything," Mr. Reid recalls. "And, I thought, 'by golly, that's a good system.'

"From that point on all our stores were franchised."
 
From: http://www.reportonbusiness.com/servlet/story/RTGAM.20071116.wdecision1117/BNStory/robExecutive/home
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Mark Pacinda: How do you say ‘Boston Pizza' in French?
BERTRAND MAROTTE
Globe and Mail Update
November 16, 2007 at 6:19 PM EST
When Boston Pizza International Inc. decided it wanted to crack the Quebec market four years ago, the B.C.-based chain's executive team was warned by industry veterans that they shouldn't even bother.

Outsiders have had a notoriously tough time winning over Quebec consumers, and the eatery business is particularly difficult, given the sometimes puzzling culinary preferences of the francophone majority, they were told.

No doubt about it, La Belle Province presents its own challenges as an island of predominantly French language and culture in North America.

THE LANDSCAPE

Companies keen on making a foray into Quebec with their product or service need to be alert to the differences and respect the predominance of the French language.

To cite one recent case of what can happen when you fail to heed Québécois sensibilities: Coffee chain Second Cup sparked public protests and complaints last month when it dropped from some of its signs the two French words – “Les cafés†– that appeared before its English name.

BOSTON PIZZA'S ENTRÉE

Boston Pizza president Mark Pacinda decided his company was ready to expand into Quebec, but not before it built a credible base in the province.

The results so far indicate that the bet on Quebec is a winner. After just 21/2 years, Boston Pizza will have 24 restaurants in the province by the end of the year and is on track to have 50 by 2010.

The chain boasts more than 280 Canadian locations and sales last year of $647-million.

“We really took our time going in,†Mr. Pacinda says. “The first thing is that we wanted a Quebec team on the ground.â€

A separate regional head office for Quebec was opened in the Montreal suburb of Laval 18 months before the first outlet was opened, in 2004.

Quebec City native Wayne Shanahan was hired to spearhead the Quebec strategy.

GOING QUÉBÉCOIS

Once the button on a Quebec launch was pressed, no detail was overlooked. For example, research was conducted into whether a French version of the brand name was warranted. “There's obviously no translation for Boston or for Pizza and we decided the name as it is would work,†Mr. Pacinda said.

A key discovery was that Quebeckers want to have the option of a multicourse lunch, not just the more packaged “combo plate†offering.

“They want a ‘table d'hôte,' in other words an entrée, a salad and desert,†he said.

Also, because wine has more of presence in the province than in the rest of the country, Boston Pizza's wine list in Quebec was expanded from the standard eight choices to 25 labels, Mr. Shanahan says.

The fine-tuning was even extended to the pizza pie: In Quebec, the cheese goes on as a final layer, not underneath the toppings. The Boston Pizza version was dubbed “La Québécoise Boston.â€

And two Quebec standards – poutine and sugar pie – were included on the menu.

LE FRANÇAIS, TOUJOURS LE FRANÇAIS

Making sure that all business is conducted in French was also important, Mr. Shanahan said.

Many companies that move into Quebec, and even some local anglophone firms, don't bother to ensure that legal and business paperwork, and even day-to-day communications, are in French, he said.

“What you want to do is essentially be a francophone company.â€

In another first for Boston Pizza, a local advertising agency was hired.

A separate ad campaign was created, including billboards that displayed a Quebec vanity licence plate with the words “Boston, QC†on it.

LESSONS LEARNED

Boston Pizza's carefully plotted wooing of the Quebec market is a strategy increasingly practised by retailers eager to make inroads in the province or consolidate their position.

Wal-Mart Canada Corp., for example, went on the offensive in the wake of the outcry over its decision two years ago to shut its Jonquière store after it became the first outlet in North America to be unionized. Wal-Mart insisted the closing was because the store wasn't meeting its financial targets.

The retail behemoth nonetheless was portrayed as a cold corporate outsider that cared not a whit about Quebec society.

A “Buy Quebec†campaign was launched last year, aimed at sourcing more homegrown products and groceries while playing to the province's regional tastes and local pride.

Outfits like Boston Pizza and Wal-Mart will obviously never be known as true Québécois companies.

But as Normand Turgeon, a marketing professor at the business school HEC-Montréal, wryly notes: âœIf you're going to be a bottle blond, you're better off choosing the right shade.â€
 
From: http://www.thestar.com/article/277276
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Going to the wall for the Asian mega-mall

Condo malls – common in Asia, but not in North America – have appealed to new immigrants who want to set up their own business.

The phenomenon is largely responsible for the explosion of Asian malls in the GTA.

Before 1989, all shopping centres were typically owned by developers who leased out their units, according to a Ryerson University study.

In a condominium mall development, units are purchased by individual investors. The owners form a corporation, collectively owning the building and shared spaces. The developer collects a management fee. The first condo mall was the Chinatown Centre in Toronto's downtown Chinatown, built in 1989.

A multitude have been built since then, the most prominent being Markham's Pacific Mall.

A decade ago, Carole Bell, then deputy mayor of Markham, was roundly criticized for saying Asian malls and signs were driving away non-Asians. Today, more than one in three Markham residents identify themselves as ethnic Chinese, and the issue is more likely to be about traffic than anything else.

Tony Wong


Scarborough/Markham border is ground zero as developers battle for share of market
Nov 17, 2007 04:30 AM
TONY WONG
BUSINESS REPORTER
On the site of a former Canadian Tire store in Toronto's east-side Scarborough neighbourhood, Sheldon Esbin is showing off his gleaming new mall.

"This used to be the garage bay," says Esbin, pointing to a restaurant that serves upscale Shanghai cuisine. No oil changes here, but crispy shredded ginger eel will set you back $13.99. Over in what would presumably be sporting goods is a cosmetics boutique. A pint-sized jar of face cream sells for $568.

"You could go on vacation for that," laughs Esbin, CEO of Splendid China Tower, an Asian-themed mall that opened earlier this year.

While most people won't be beating a path to Scarborough to buy pricey face cream, Esbin hopes they'll at least sample some of his other stores once they get over the sticker shock.

At the border between Scarborough and Markham, the neighbourhood surrounding his site has one of the largest residential concentrations of ethnic Chinese in Canada. The area has become ground zero in a battle of developers for the growing Asian market.

Not since the 1970s and 1980s, when Chinese migration moved north to Scarborough, then upward to Markham and Richmond Hill, has there been such a massive amount of planned development in the GTA.

Covering 96,000 square feet at Kennedy Rd. and Steeles Ave., Splendid China is directly across the street from the 270,000-sq.-ft., glass-wrapped Pacific Mall and the separately owned 300,000-sq.-ft. Market Village Mall – which bill themselves as the largest indoor Asian mall complex in North America – on the Markham side.

But that title won't last long. A five-minute drive east at Middlefield and Steeles, another 435,000-sq.-ft. mall is under construction. That mall, its developer says, will claim the title.

But the other malls don't plan to sit idly by. They each have plans to expand; Splendid China by as much as 200,000 square feet and Market Village and Pacific Mall by up to a combined 300,000 square feet.

When the dust is settled, about one million square feet of Chinese retail mall space is in development or being planned for the area – equivalent to a new office skyscraper in downtown Toronto.

"This is the most extensive development we've had in some time. What you are seeing is the birth of a major new shopping district," says Shuguang Wang, chair of the department of geography at Ryerson University, who has written studies on Chinese commercial activity.

A major reason for all the activity is that ethnic Chinese have been the fastest growing immigrant group in Canada over the last two decades, says Wang, and the majority settle in the GTA. Chinese is the third- most-spoken language in Canada, after French and English.

"The malls are appealing to the new waves of immigration that are looking for services," says Wang. While the GTA already has five Chinese districts – in Markham, Mississauga and Scarborough, and two in Toronto – the border between Markham and Scarborough is the new frontier. And right now, it's high noon.

At Scarborough Community Council last month, lawyers for the Markham malls argued expansion at Splendid China could have a severe impact on already clogged roads.

In a battle that promises to become more heated, Splendid China lawyers claimed the Markham malls simply want to delay the application of a competitor.

A decision on the Splendid China application is expected to come before the Ontario Municipal Board in December.

One person who isn't happy about all the new building is Sam Cohen, the developer who created the Pacific Mall more than a decade ago and turned it into Toronto's most successful Asian mall development.

"It's a free country. Anyone can build. But the problem is, if you put a new mall in, you could have a problem with over-saturation. Especially when you have all these malls so close together selling the same items, it becomes like a zoo," says Cohen. "Just because one mall does well, now you have everybody coming at once."

Cohen is worried about traffic spilling over from Splendid China across the street, creating congestion for clients at his mall and impacting his own expansion plans, which may include a hotel on site.

A mechanical engineer by training, the 63-year old developer formed Torgan Group with a partner more than 20 years ago and started building strip plazas and medical buildings throughout the GTA. Cohen says he built Pacific Mall because he "thought it would work well. I imagined a town with streets and avenues and a lot of daylight. So I put in a lot of windows."

Behind Cohen's glass-enclosed Pacific Mall sits the rustic Market Village, with retail shops that would fit into an Anne of Green Gables theme park. Most people think the malls are part of the same development since they share parking space, but they have different owners.

Market Village is the most poignant symbol of the change in Markham's demographic. Built as a general mall, with touches of Victoriana, almost two decades ago, it played up the rural roots of Markham – a place to have tea and crumpets, not dim sum.

More than 10 years ago, sensing change in the area, lawyer and developer Rudy Bratty decided to change it to Asian development. The success of Market Village led to other Asian building in the area, which led to controversial comments by then-deputy mayor Carole Bell that there were too many Asian theme malls in Markham and that "everything's going Chinese." One wonders what she'd say now.

Certainly, with mainland China the No. 1 source of immigration to Canada, and many newcomers settling in the Markham area, the prevailing sentiment is to build – and the bigger the better.

Market Village's expansion has already been zoned and approved by Markham, says the mall's lawyer, Barry Horosko. The expansion, combined with plans by Pacific Mall, would bring another 300,000 square feet of space to the market.

Horosko says his client isn't opposed to the expansion of Splendid China, but wants to make sure the City of Toronto "does a proper job in making sure the necessary road improvements are in place."

Splendid China's Esbin, a lawyer turned investment banker and developer, says he's spending millions on road improvements.

But right now, the malls are competing for consumers. Esbin says they can co-exist, and possibly bring new customers to the area.

"It's about mall wars. We're all trying to get market share, but it's a big market," he said.

The war may exact a toll. Apart from the traffic, the area is also in danger of being overbuilt, with too many retail stores targeting a narrow community, warns Wang.

But all the new development could produce a destination shopping point and potential tourist draw, especially if Canada receives Approved Destination Status with China, which would mean more tourists from the mainland, she says.

"I don't think we will see this kind of intense activity again for a long time," Wang says.

Meanwhile, as the Markham and Scarborough malls fight over future market share, Terry Yiu is busy constructing his 21st-century vision of what an Asian mall should look like.

A five-minute drive east along Steeles Ave. from Splendid China, Yiu broke ground this summer on what must surely be the death star of Asian shopping malls, on a massive 8.5-hectare site in Scarborough.

The 435,000-sq.-ft. first phase will already make it the largest such mall in the Greater Toronto Area.

"We are building a regional mall, not a neighbourhood mall. This will be a destination point for consumers," says the 41-year-old developer, who has another 8.1 hectares to work with for phase two.

Yiu's aiming high, starting with his mall's name.

The Landmark is a legendary mall in Hong Kong's central financial district, housing Christian Dior, Louis Vuitton and China's only Harvey Nichols department store.

The Scarborough Landmark won't have quite the same cachet, but Yiu wants to eschew what he calls the "junky" flea market aesthetic of some Asian malls.

His mall, with the look of a space-aged aircraft hanger, will give a nod to its Canadian farming roots. Two heritage homes, the Underwood House and the William Stone house, will be preserved and placed inside the mall, possibly for use as coffee houses or restaurants.

"People shop in Canada for needs. But people shop in Hong Kong for wants. Shopping is like a religion in Hong Kong," says Yiu, who grew up in Hong Kong before moving to Canada to study chemistry at the University of Guelph. "This design is the culmination of shopping for three years in malls around Asia."

The first phase will offer shopping and entertainment zones, and Yiu's open to ideas for the second phase. "The sky's the limit," he says.

"It's a chance to build something special."
 
From: http://www.canada.com/nationalpost/...=3fe37bce-7c5f-4046-9735-2e45c0292091&k=80716
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Aritzia tries U.S. on for size
Clothier for the young and well-heeled looks to expand south of the border
Nathan VanderKlippe, Financial Post
Published: Friday, October 26, 2007
VANCOUVER -- Beside the floor-to-ceiling mirrors and textured wood accents that decorate the interior of Aritzia's swish Robson Street outlet hang the racks of designer denim.
These are not your dad's jeans, or even your mother's -- unless your mother's thirst for youth is as substantial as her pocketbook. They are tightly-cut pieces of derriere decoration, some stitched in silver and gold, created specifically for the store's target 15 to 25-year-old woman who is, in the industry parlance, "fashion forward."
A quick jaunt through the store suggests a more proper description might be "obsessed." One pair of jeans sells for $297. Another for $295. Another for $280.

None of which has proven terribly off-putting to Canadian women, who have made Aritzia's wares the coveted finery of the high school and university set; its cheeky TNA line serving as a de facto teen uniform in some halls.
But can Brian Hill, the store's founder and president, charm American women as skillfully -- and as lucratively?
Beginning with a single Vancouver location built more than two decades ago, Aritzia has seen a recent explosion in growth, nearly doubling its Canadian locations in the past two years alone. It now has 26 locations and is number one or two in most of the malls it operates in, with sales often exceeding $1,000 per square foot in stores that feature live DJs and unflaggingly helpful staff.
But its growth has run up against one problem: there just aren't that many Canadians willing to lay out $300 for jeans. So, rather than cheapen his product to expand to smaller markets in Canada, Mr. Hill turned his gaze southward, and hopes that most of a planned 20 new stores in the next three years will be based in the U.S.
His first two will open in a few weeks, in Bellevue, Wash. and San Jose, Calif.
It is a potentially difficult step for a company that has, to this point, moved cautiously and never closed a single location. But it is, said Mr. Hill, a calculated bet -- and one that retail analysts and Canadian mall owners say he has a good chance of winning.
That is not to say it is without risk. There is the U.S. customer, a person who, said Ron Wratschko, the senior vice-president for western Canada with Cadillac Fairview and a major Aritzia landlord, "looks like us, talks like us, eats the same foods as us -- but is not us." Will Aritzia's product mix and price point appeal in the U.S.?
Then there's climate.
"We sell coats and outerwear," said Mr. Hill. "And then we open up in Los Angeles where it's 80 degrees in the winter. What are we going to do with all our sweaters?"
Lastly, there are operational concerns. Can Aritzia replicate its own sales culture in the U.S.?
Oddly enough, the one thing that doesn't worry Mr. Hill is competition, even though aggressive U.S. retailers have mowed under more than one Canadian market entrant in the past.
But recent years have brought so many U.S. names to Canada --including Mexx, Bebe and Guess -- that a mall here now looks little different from a mall there, Mr. Hill said.
"There is nobody in the U.S. right now that we feel we compete with that we're not already competing with in Canada," he said.
He is confident enough that, like in Canada, his U.S. advertising budget is zero. He is instead counting on his clothes, customer service and store location to sell the brand.
And at least one U.S. retail analyst said Aritzia has a product that could resonate there. Dick Outcalt, a partner in Seattle-based Outcalt & Johnson: Retail Strategists, had never heard of Aritzia, but was intrigued by its meticulous attention to the "theatre of retail" and the sustainability focus it presents on its Web site.
"From the Generation Y standpoint I don't think they care whether this company is from Canada or Colombia. If [Aritzia] believes in what they believe in, they're going to give them a try," Mr. Outcalt said.
"The next part of that question is, will [Artizia] be successful? Well, they're certainly not going to be successful if people don't give them a try."
 
A new Starbucks has just opened in the corner of the new Kingswood condo, at the southwest corner of Bloor and Islington. This is now the third Starbucks on that stretch of Bloor in the Kingsway area between Islington and Prince Edward *rolls eyes* How about something original for once!
 
Bed, Bath & Beyond

From: http://www.chainstoreage.com/story.cfm?ID=82912NFX&RefPage=Homepage
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Bed, Bath & Beyond Opens in Canada

Richmond Hill, Ontario - December 7 - Bed Bath & Beyond opened its first store in Canada at the Glen Shopping Center in Richmond Hill, Ontario. The 34,000-sq.-ft. store opened its doors on Friday.
“We are excited to open our first store in Canada and to share our longstanding traditions of exceptional customer service, great value and a broad assortment of merchandise with the GTA [Greater Toronto Area]. Our new location in the town of Richmond Hill, which is experiencing a time of extensive growth, is centrally located off major highways and offers easy access for customers,†said Steven Temares, CEO of Bed Bath & Beyond.
 

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