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http://tmagazine.blogs.nytimes.com/2012/09/18/north-stars/ The Montreal neighborhood of Mile End, long a working-class Jewish enclave (and the namesake of two culty New York delis), has changed considerably in recent years, getting quietly but unmistakably hip, with dozens of restaurants, bars and boutiques now dotting its streets. Librairie Drawn & Quarterly The offshoot of a local publishing house, this shop attracts fans of graphic novels and art books with regular readings and workshops. 211, rue Bernard Ouest; (514) 279-2224; drawnandquarterly.com. Éditions de Robes The owner, Julie Pesant, believes every woman needs a good dress. She stocks mainly her own designs, many in black or white, all on-trend and priced at about $250. She’ll even alter them. 178, rue St.-Viateur Ouest; (514) 271-7676; editionsderobes.com. Royal Phoenix All are welcome at this gay bar, which also serves as an informal clubhouse for members of Montreal’s red-hot roller derby scene (mtlrollerderby.com). Other reasons to go: the music, the warm-weather terrace and the over-the-top poutine, which comes with pulled pork. 5788, boulevard St.-Laurent; (514) 658-1622; royalphoenixbar.com. Thierry Arnold Boulangerie Guillaume Boulangerie Guillaume This artisanal bakery’s bread is often described as the best in the city. Other delicious offerings include the sticky apple-caramel buns, white chocolate brioche and coffee from the local roaster Saint Henri (sainthenri.ca). 17, avenue Fairmount Est; (514) 507-3799; boulangerieguillaume.com. Les Montures A favorite of plugged-in stylists, this small shop specializes in dead stock and vintage eyeglasses and sunglasses. Though big names like Dior are represented, the owner, Nicolas Hamel, values style over pedigree, with a preference for specs from the 1960s and ’70s. 174, rue Bernard Ouest; (514) 507-8282; lesmontures.com. A version of this article appeared in print on 09/23/2012, on page M218 of the NewYork edition with the headline: North Stars.

World poutine-eating contest to be held in Toronto. Yes, that's right. T.O. By Andy Blatchford (CP) – 20 minutes ago MONTREAL — One of Quebec's cultural symbols has been called everything from disgusting, to heart-attack inducing, to delectable. But can the increasingly popular Quebecois dish known as poutine -that messy mix of french fries, sauce and cheese curds -now be considered a gooey source of Canada-wide pride? When a gang of professional "eaters" from the United States and a handful of Canadian amateurs battle for the world poutine-eating championship, it won't go down in Montreal, Quebec City, or anywhere else in la belle province. It will be held in, of all places, Toronto. And due to provincial contest rules, Quebecers hoping to eat their way to the title won't be allowed to even take part. No longer seen as just working-class grub from small-town Quebec, poutine now has fans across Canada and beyond. The concoction has been integrated into haute cuisine and has secured niches under the bright lights of the Big Apple and Los Angeles. "I think it shows that poutine has become a national meal," Charles-Alexandre Theoret, author of the 2007 book "Maudite poutine!" ("Damned poutine!") said of the upcoming all-you-can-eat showdown on May 22 at BMO Field in Toronto. "It was once a Quebec meal, but now it's everywhere." A dozen stars of Major League Eating, a circuit best known for its stomach-turning, rapid-fire hot dog eating contests, will have 10 minutes to wolf down as much poutine as they can. "You must use a fork, so there's going to be certainly some skill involved," said Mike Antolini, a spokesman for the International Federation of Competitive Eating. "It's going to test their capacity, but also their hand speed and technique." The champ wins a modest sum of $750 and bragging rights. Antolini said organizers considered poutine-serving joints in Montreal to serve the fare, but eventually chose Smoke's Poutinerie, a Toronto-based chain. "I know that Montreal maybe feels like poutine is theirs, but we are going to be crowning a champion in Canada, and I think that's the most important thing because poutine certainly is Canadian first and foremost," he said. Of course, that hasn't always been the case. For years, the towns of Warwick and Drummondville have duelled over the true birthplace of poutine, but one thing has never been questioned: it's from Quebec. Warwick claims the dish was invented by local restaurant owner Fernand LaChance in 1957, while Drummondville insists that restaurateur Jean-Paul Roy blended the first poutine in 1964. To help cement its claim, Drummondville started holding an annual poutine festival in 2008. Regardless of its exact origins, poutine has long had a complicated bond with Quebecers, many of whom have looked down their noses at what some have called a culinary abomination. "It's a love-hate relationship, there are younger generations who feel fine with it, and almost make it a cool icon," said Theoret, whose book takes a historical look at poutine. "But older generations didn't grow (up) with it and think that it's low class, low life. They're really ashamed about it." For the poutine-eating contest, three Canadians will be selected through a sweepstakes to join the race. In an ironic twist, Quebec laws don't allow its residents to apply. "I don't argue with lawyers," said Smoke's Poutinerie owner Ryan Smolkin, who has five restaurants and one mobile kitchen in his growing poutine empire. All of them are in Toronto, but he's expanding to other parts of Ontario and plans to eventually open up shops across the country and around the world. The Ottawa native imports cheese curds from Quebec's Eastern Townships and tops his poutines with authentic chicken-based sauce. But he said he's never tried to pretend he's a Quebecer. "I know where the roots are, I know what it's all about and I'm trying to maintain that heritage for sure, and the Quebec influence," said Smolkin, who opened his first restaurant 15 months ago. "I respect and want to take that heritage and culture into my brand and help spread that across the world." With poutine's popularity spreading in the United States, he wanted to make sure the dish was "Canadianized" before an American restaurant tried to claim it. "It's been too isolated to Quebec," he said. "Nobody's just tried to take it big outside Quebec, so I'm trying to do that."

(Courtesy of CBC News)

Gretzky confirms Coyotes in trouble MATTHEW SEKERES January 16, 2009 VANCOUVER -- Phoenix Coyotes head coach Wayne Gretzky confirmed yesterday that the troubled NHL franchise requires financial assistance and is seeking an investor who could help keep the team in Arizona. The Coyotes could lose as much as $45-million (all currency U.S.) this season, including interest payments, and owner Jerry Moyes is looking for a partner. He also is speaking to city officials in Glendale about the lease arrangement at the community-owned Jobing.com Arena. Yesterday, when Gretzky was asked whether the owner could continue to operate the club, given its losses, he deferred queries to Moyes. But Gretzky, the club's coach and managing partner, also signalled that Moyes requires investment in the franchise and financial relief from the city of Glendale. "I don't think it is any big secret that Mr. Moyes has asked for new partners or investors," Gretzky said. "Mr. Moyes is doing the best he can in working with the city and city officials. Our responsibility is to come, show up and play, and play the best we can." Since The Globe and Mail began documenting the Coyotes' economic woes last month, no one from the club's management had confirmed that it was seeking financial help. A TSN report on Wednesday said that as much as 80 per cent of the team is expected to be sold in the next two months, and that Moyes would retain as much as 20 per cent. Barring a sale, the club could be forced into bankruptcy proceedings. It is possible the Coyotes could be disbanded or moved out of Phoenix before next season. The Coyotes entered a game against the Vancouver Canucks last night in seventh place, a playoff spot, in the Western Conference. The team is trying to snap a seven-year postseason drought behind a youth movement that features seven players who are 22 or younger. "The older players definitely don't let [the financial trouble] be a distraction, but the younger players don't understand it, maybe," said defenceman Derek Morris, the team's union representative. "We realize that things aren't good, but they are still treating us first-class here. They're allowing us to play hockey."

Can Richard Baker reinvent The Bay? MARINA STRAUSS From Monday's Globe and Mail NEW YORK — Richard Baker, the new owner of retailer Hudson's Bay Co.,mingled with the New York fashion elite as the lights dimmed for designer Peter Som's recent show, offering opinions and taking a close look at the latest in skirts and dresses. It's a stark contrast to previous HBC owner Jerry Zucker, who HBC insiders had a hard time picturing with fashionistas in New York. But Mr. Baker, who made his name in real estate, knows it is time for a new approach at the struggling retailer. “As an entrepreneur I'm not necessarily fixated on how things were done in the past,” says Mr. Baker. “We function and we think much more like a specialty retailer rather than a department store retailer. A specialty retailer is much more nimble and willing to adjust to the environment than department stores, historically. Department stores, frankly, haven't changed a whole lot in 100 years.” His Purchase, N.Y.-based equity firm, NRDC Equity Partners, has snapped up a string of dusty retailers, among them HBC's underperforming Bay and Zellers. The Bay operates in the department store sector which is on the wane, squeezed for years by specialty and discount chains. Zellers struggles in a low-priced arena dominated by behemoth Wal-Mart Canada Corp. The need for a makeover is clear: The Bay's sales per square foot are estimated at merely $142, and Zellers', $149 – a fraction of the estimated $480 at Wal-Mart Canada. At Lord & Taylor, which also lags some of its key U.S. rivals in productivity, Mr. Baker has had some success in its efforts to return to its high end Americana roots. But the 47-store chain is feeling the pinch of tight-fisted consumers and, late last month, he unveiled a shakeup at the top ranks of his firm's $8-billion (U.S.) a year retail businesses to try to shave costs. Still, he is pouring money into the chains in other ways, quickly distinguishing himself from Mr. Zucker, who died last spring. While the former owner had named himself CEO despite his lack of merchandising experience, the new owner has handpicked a team of seasoned merchants at the senior levels of his retailers. And while Mr. Zucker shunned publicity and focused on more mundane, although critical, matters, such as technology to track customer demand, Mr. Baker enjoys the limelight. Now he is betting on the fragile fashion sector as an engine of growth. Last fall he set up Creative Design Studios (CDS) to develop designer lines for Lord & Taylor, now, HBC and, eventually, retailers around the world. Mr. Baker is “looking at every one of the properties with a different viewpoint,” says Walter Loeb, a former member of HBC's board of directors and a consultant at Loeb Associates in New York. “He has new ideas. He doesn't want to keep Hudson's Bay in its present form.” Nevertheless, “this team has taken over a not particularly healthy business,” says Marvin Traub, a former executive at Bloomingdale's who runs consultancy Marvin Traub Associates in New York. “They know and understand the challenges. It will take some time to fix them.” What Mr. Baker looks for in retailers is faded brands that have the potential to be revived. Early this year, NRDC acquired Fortunoff, an insolvent jewellery and home décor chain. The synergies among NRDC's various retailers are tremendous, says Gilbert Harrison, chairman of New York investment bank Financo Inc., which advises Mr. Baker. So is the value of the real estate. At HBC, it is estimated to be worth $1.2-billion, according to industry insiders. That's just a little more than the equivalent purchase price of the retailer itself. Lord & Taylor's real estate was valued at $1.7-billion (U.S.) when Mr. Baker acquired the company in 2006 – about $500-million more than he bought it for. “Initially I thought, good luck,” says Mr. Gilbert. “He's bought this in one of the most difficult retail environments that we've seen for 20 or 30 years. … “But he's protected his downside because the basic real estate values of Lord & Taylor and, now Hudson's Bay, certainly help prevent tragedy.” Mr. Baker likes to tell the story of buying Lord & Taylor for its real estate, and then on the way to signing the deal noticed how well the stores were performing. Like most other U.S. retailers, Lord & Taylor has seen business slow down recently. But its transformation to appeal to the well heeled had begun even before Mr. Baker arrived. It had dropped an array of tired brands, such as Tommy Hilfiger and Nautica, and picked up trendier labels, among them Coach and Tracy Reese. Mr. Baker encouraged the strategy of expanding and upgrading higher margin designer handbags and footwear. Ditto for denim wear and funky styles in the women's “contemporary” section under hot labels such as Free People and Diesel. “My job is to understand that we need to get the best brands in the store.” But he also saw the opportunity to bolster margins by stocking affordable lines in the form of CDS brands, with a focus now on Black Brown 1826 men's wear line. “I thought there was a void in the market for exactly the kind of clothes that my friends and I wear, at a right price. Why should we pay $150 for a dress shirt?” he asks, holding up one for $69. Now Mr. Baker wants to borrow a leaf from the Lord & Taylor playbook for HBC. He wants to introduce better quality products with higher margins, and plans to add his design studio merchandise to the stores early next year. Besides the details, he sees a whole new concept for the big Bay department stores. It would entail shrinking the Bay, possibly introducing Lord & Taylor within the stores, and adding Zellers in the basement and Fortunoff jewellery departments upstairs, with office space at the top. Lord & Taylor would serve to fill a gap in the retail landscape between the Bay and carriage trade Holt Renfrew, he says. For discounter Zellers, he seems to take inspiration from Target Corp., the fashionable U.S. discounter, by putting more focus on branded apparel. But he's not averse to selling parts of the business, or real estate, if the right offer came along either. “We're always available to sell things at the right price, or buy things at the right price.”

(Courtesy of CBC News)