Search the Community

Showing results for tags 'stores'.



More search options

  • Search By Tags

    Type tags separated by commas.
  • Search By Author

Content Type


Forums

  • Real estate projects
    • Proposals
    • Going up
    • Completed
    • Mass Transit
    • Infrastructures
    • Cultural, entertainment and sport projects
    • Cancelled projects
  • General topics
    • City planning and architecture
    • Economy discussions
    • Technology, video games and gadgets
    • Urban tech
    • General discussions
    • Entertainment, food and culture
    • Current events
    • Off Topic
  • MTLYUL Aviation
    • General discussion
    • Spotting at YUL
  • Here and abroad
    • City of Québec
    • Around the province of Québec.
    • Toronto and the rest of Canada
    • USA
    • Europe
    • Projects elsewhere in the world
  • Photography and videos
    • Urban photography
    • Other pictures
    • Old pictures

Calendars

There are no results to display.

There are no results to display.

Blogs

There are no results to display.

There are no results to display.


Find results in...

Find results that contain...


Date Created

  • Start

    End


Last Updated

  • Start

    End


Filter by number of...

Joined

  • Start

    End


Group


About Me


Biography


Location


Interests


Occupation


Type of dwelling

Found 29 results

  1. MONTREAL - It’s the talk of downtown: big changes are said to be coming to Ogilvy’s and Holt Renfrew. The buzz is that Holt’s will close in its current location, move into Ogilvy’s, and the Art Deco Holt building will become condos. Sales staff in the area worry about their jobs, while merchants wonder what effect the loss of a retail anchor on Sherbrooke St. W. would have on the foot traffic for boutiques on Crescent and de la Montagne Sts. The rumours come after Selfridges Group Ltd., owners of Holt Renfrew, acquired Ogilvy’s this summer. Terms for the sale, which closed on Sept. 8, were not disclosed. The sale came just a year after a consortium of Quebec real estate investors bought the historic department store. “As of now, it’s business as usual for both,’’ said Jean-Sébastien Lamoureux, a spokesman for SGL, part of the billionaire Weston family’s empire. The Toronto family also owns Selfridges department store in the United Kingdom, stores in Ireland and the Netherlands, and controls Canada’s Loblaw grocery chain. An Ogilvy’s branch at Quartier Dix30 had been set to open next August. SGL still plans to open a store in Phase 3 of the South Shore mall, but no date for the opening has been set, said Lamoureux of National Public Relations. “Rumour is rumour,’’ said Ogilvy president Michel Théroux. “There’s no way to kill a rumour.” “The owners are studying a lot of scenarios,’’ Théroux said, emphasizing he has no information on any changes. He, too, tells employees it’s business as usual. A retail analyst, as well as executives speaking off the record, say that merging Holt Renfrew and Ogilvy’s stores is logical. The big question, said one source, is the future of Ogilvy’s as a heritage brand. “They’re not looking to walk away from it as brand, but it won’t be the name on the door,’’ the source said, adding that Ogilvy’s has great recognition and appeals to many people who don’t shop at Holt’s. “Heritage and tradition is worth something, but at the end of the day – I don’t know. We’re all waiting.” Holt’s has about 64,000 square feet of selling space compared with Ogilvy’s 120,000 square feet. About 80 per cent of Ogilvy’s is leased to boutiques, including Louis Vuitton, Ports, Les Chaussures Ogilvy (actually run by Jean-Paul Fortin shoes) and the large Design Louis George boutique on the fourth floor. Holt’s, with 11 stores across Canada, leases space to Hermès, Chanel, Links, Max Mara and the fur boutique. The future of many of those leased boutiques is at risk, a source said, wondering how the brands from the two stores will be merged. The source said Holt Renfrew has to face up to competition across Canada and in Montreal, with U.S. chains moving in and with the online shopping onslaught . “It’s time for a wow store in Montreal,’’ the source said. “I don’t know where the bagpipes will be.” Whatever is in store is years away, observers say. Asked whether Montreal can afford two high-end department stores, consumer analyst Neil Linsdell said there is definitely enough money here. “But when you get on that very high end, you’re not competing with everyone else in Montreal, because you probably have more travelled customers,’’ said Linsdell, of investment bank Versant Partners. “To a certain extent, you’re probably competing with London, New York.” In every sector, the selection is greater in the U.S., he added. “You can be very successful at either end of the market, high end or low end. Everybody is being squeezed in the middle,’’ Linsdell said. “High end is probably a better place to be.’’ To Théroux, Montreal has had room for the two high-end stores in the past, so he sees no reason that should not be in the case in the future. That said, Montreal is a small market and not a shopping destination for well-heeled tourists. “It’s not Toronto, it’s not New York. So you have to be a little bit different – offer things that people enjoy and like. We have to be humble,’’ he said. “Let’s address quality for the Montreal market.’’ He said the Louis Vuitton boutique at Ogilvy’s does very well; its accessories are affordable for many people. “But can we have a Prada boutique (with a) full assortment, etc., etc.? I’m not sure.” Real estate agent Liza Kaufman, who sells the adjacent Ritz condos, had heard the rumours, too. She said she thinks nobody really knows the plan. “There is going to be a Holt Renfrew,’’ she said. “Holt’s is a national brand. Ogilvy’s is only local. I do love Holt Renfrew. I love the location, obviously. Having said that, the store is small.’’ She and her clients travel and do a lot of their shopping elsewhere, she said, for the greater selection and the better prices. Kaufman said she thinks it’s business as usual for five years. As for possible changes to the real estate on Sherbrooke St. W., she suggested storefronts could remain on Sherbrooke St. W. even if the building becomes condos. “I would hope that other retailers take over that space if Holt’s does move,’’ Kaufman said. Linsdell noted that the demographics of an aging population favour the construction of more condos in the downtown area. And on the city council side: “There seems to be a war on the commuter.” Linsdell does not predict a major backlash from Montrealers by a move to Ogilvy’s by Holt Renfrew. It could be considered just a real estate play, he said, with Holt’s moving to the much roomier Ogilvy quarters and not losing that much in the availability of product.“There’s the immediate payoff on the real estate, selling it to a condo developer,’’ he said. Last week, the Quartier du Musée association staged a fashion show featuring designers in the area. Marie Rouzaud, coordinator of the group, said the goal is to keep designers and artisans – be it fashion or chocolate – and small businesses in the area. “We suffered because of the construction. Everywhere downtown is difficult, because parking is expensive, taxes are high,’’ Rouzaud said. “It’s hard to survive. Boutiques close, and big chains come in. Downtown must keep its authenticity,’’ she said. “If Holt Renfrew moves, it will be sad for the quartier.’’ The arrival of Montreal’s first Anthropologie, a U.S. chain store with a devoted following, and Tiffany’s jewellers is seen as good news in the short term. Both are expected to open early next year, Anthropologie next to Holt’s on de la Montagne, Tiffany’s in the new Ritz condo project on Sherbrooke. Designer Michel Desjardins, who opened a bright atelier-boutique on Crescent St. two years ago, said he likes the shopping corridor created by Holt’s and Ogilvy’s from Sherbrooke to Ste. Catherine St. “The circuit would be broken,’’ he said, if Holt’s were to wind up on Ste. Catherine, which he characterizes as less luxe than Sherbrooke. For Sally Yep, a boutique owner on de la Montagne, it’s difficult to imagine the merging of the two stores. “You always think of them as being separate fashion visions. I have the impression that Holt’s is going to stay strong,’’ she said. “Holt is the dominant brand. Ogilvy has more tradition.” Another merchant, not wishing to be named, also spoke of the different characters of the two stores. “It would be terrible without a free-standing Holt Renfrew and Ogilvy,’’ she said. “There is a clientele that is loyal to these stores.’’ http://www.montrealgazette.com/business/changes+predicted+Ogilvy+Holt+Renfrew/5756714/story.html
  2. C'est un bon cas d'étude pour les écoles de gestion... via Bloomberg Target Will Abandon Canada After Racking Up Billions in Losses Target Corp. (TGT) will abandon its operations in Canada after less than two years, putting an end to a mismanaged expansion that racked up billions in losses. The Canadian business is seeking court approval to begin liquidation, the Minneapolis-based retailer said today in a statement. The move will lead to a $5.4 billion writedown. This is the first major strategic shift made under Chief Executive Officer Brian Cornell, who took over for Gregg Steinhafel last year. Steinhafel had seen Canada as burgeoning market for Target, the second-largest U.S. discount chain, because so many Canadians already knew the brand and would cross the border to shop at American stores. Fixing the Canada unit, which amassed more than $2 billion in operating losses since 2011, has been a top priority for Cornell. After taking the reins in August, he spent a portion of his early days at the company touring operations in Canada. The woes plaguing the company’s 130 stores there ranged from empty shelves to prices being higher than locations in the U.S. “We were unable to find a realistic scenario that would get Target Canada to profitability until at least 2021,” Cornell said today. “This was a very difficult decision, but it was the right decision for our company.” Target announced its foray into Canada in 2011 with the purchase of 220 locations from Zellers Inc., a subsidiary of Hudson’s Bay Co., for about C$1.8 billion. The deal cemented the chain’s first expansion outside the U.S., where it had about 1,750 stores at the time. Target’s shares have rebounded since taking a hit following a data breach during the 2013 holiday season. The stock had gained 21 percent to $74.33 over the past 12 months through yesterday. To contact the reporter on this story: Matt Townsend in New York at [email protected]
  3. Not a good day for retail! http://ottawacitizen.com/business/local-business/sony-announces-it-will-close-all-sony-stores-in-canada Sony Corp. will close all 14 of its Sony Stores across Canada as the company continues to struggle to reshape its business. The company made the announcement on Thursday in a memo to the employees of its stores — including its Ottawa location in the Bayshore Shopping Centre — telling them that the stores will cease operations within the next two months. The company confirmed the news in a statement released to The Citizen. “Over the next 6 to 8 weeks we are closing our Sony Stores in Canada and will redirect all of this business through our national network of Sony retailers, our online store … as well as through our Sony-trained Telesales team,” read the statement. “Our network of Sony authorized retailers offer a full range of Sony products and will be supported by our in-store Merchandisers and Product Trainers on an ongoing basis in order to ensure that our past customers have continued access to knowledgeable Sales consultants who can support their ongoing Sony electronics needs.“ The company’s news came on the same day that Target announced it would be shuttering all of its retail stores in Canada. Sony did not say how many jobs are affected by the decision. The closure comes as Sony is struggling to reshape its business amidst years of losses. For the current fiscal year which ends in March, the company is estimating a $1.9 billion (U.S.) loss. Within the last year the company sold its Vaio personal computing business and spun out its TV manufacturing operations. It is now reported to be considering exiting the TV business entirely. The company is also considering options for its lacklustre cellular phone division.
  4. St. Catherine Street: the changing of the guard Remember that little boutique where you bought the leather jacket 15 years ago? It’s gone. If you have not visited St.Catherine Street in Montreal since the early 1990s, you would not recognize it. Of the stores that were located in the prime area between Bishop and University, not more than fi ve are still in existence. The locallyowned stores are gone, replaced at first by national retail chains, which in turn are giving way to international chains. Storefront retail throughout North America has been in decline for many years. St. Catherine Street is the exception. Rental rates have quadrupled. Vacancies are nonexistent. It is not just any street. Fifteen kilometres long, St. Catherine comprises 1,200 stores, making it the largest concentration of retail outlets in Canada. The street is witness to 3,500 pedestrians per hour, 250,000 offi ce workers at lunchtime, and 100,000 students per day, keeping the street alive at all hours. Furthermore, eight subway stations, 30 kilometres of underground walkways with 178 entrances, and 2,000 underground stores totalling 36 million square feet (sq. ft.) of floor space are used by 500,000 people on a daily basis. In street front retail, if you don’t have a store on St. Catherine Street, you have not made it. There are two strategies for retail chains entering Quebec: 1) open a fl agship store on St. Catherine Street; or 2) open four or five stores in major malls around Montreal, and a flagship store on St. Catherine Street. At the corner of Peel and St. Catherine, three of the four corner stores have changed in the past year. The newcomers are H&M (Hennes & Mauritz of Sweden) with 20,000 sq. ft; Guess with 13,000 sq. ft; and American Eagle, with 17,000 sq. ft and Apple Store. In the last five years, more than 20 flagship stores have opened here, mostly multinationals, such as: Lululemon, Oakley, American Eagle, Esprit, Garage, Guess, Khiels, Geox, GNC, Ecco Shoes, H&M, Mango, French Connection, Quicksilver, Marciano and Adidas. The shortage of space forces stores to take minimal frontage on the ground floor, and more space on the second and third fl oors. Ground fl oor space that leased in the early 1990s for $50 net per sq. ft. (psf ), with the landlord offering $25 per sq. ft. for leasehold improvements, now leases for $200 net psf and up, plus $30 psf for operating costs and taxes. And some of the stores spend $5 million renovating the space. But as they say in Rolls Royce dealerships, if you have to ask the price, you can’t afford it. Some of these stores are not making money, but they are here for image and marketing purposes. All the other banners are here, so they have to be here too. Whereas the mixture of stores constantly evolves, most of the landlords have been here for 30 or 40 years. They have seen the market go up and down. In this market, they will turn down all but the best. For one vacancy last year, there were four multinational chains trying to outbid each other for the space. http://www.avisonyoung.com/library/pdf/National/Fall-Winter_2008_AY_National_Newsletter.pdf
  5. 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.”
  6. Canadian retail sales up in 2008: Report By Derek Abma, Canwest News ServiceJanuary 9, 2009 10:04 AM A report released Friday by Canada's largest processor of credit- and debit-card transactions indicates people were spending more money this past holiday season than the year before despite the downbeat economic environment. Moneris Solutions said its data for December sales indicates "resilience" in consumer spending last month and "dramatic growth" for certain categories, such as department stores and clothing retailers. Moneris said it processed two per cent more sales in all merchant categories in December compared with a year earlier. It said sales at department stores — which includes Wal-Mart and Zellers — were up nine per cent, and sales at apparel outlets were up six per cent. "Canadian consumers and retailers are owed a little bit of credit," said Brian Green, senior vice-president of Moneris Solutions. "Despite the inclement weather and despite all the noise about the economy, consumers went out and they bought more this year than they did last year, and retailers gave them a reason to do that." Green said retailers should be credited for their holiday sales performance because they responded to "a more difficult economy" by providing discounts, conducting successful promotions, and ensuring a positive experience for the people that came to their stores. He said in better economic times, the increase in holiday sales processed by Moneris has been as much as seven per cent. Richard Talbot, president of retail-analysis group Talbot Consultants, said he's not surprised by these numbers and never expected this past holiday season to be as bad as some expected. "I was not a great believer in the doom and gloom for Canada that we were led to believe in the media ahead of time because that wasn't the feedback I was getting from the retailers I deal with," he said. Talbot said the economic situation in Canada is not as dire as in the United States, though there could be more difficulties for domestic retailers in the coming year as the downturn for Canada's largest trading partner, the U.S., spills across the border. Moneris' figures for December showed sales for discount retailers, such as the various "dollar stores," were down 11 per cent from the year before. Moneris said it processed nine per cent less sales for wholesale outlets last month, a category that includes Costco. Green said it's possible the bargains being offered by department and specialty stores cut into some of the business for discount and wholesale outlets. Moneris said the average transaction value in December was three per cent less than a year before. Green said it was the first time Moneris, which has been doing these holiday-season comparisons for eight years, has seen a year-to-year decline in the average transaction amount. The company attributed this to a combination of discounting, lower gasoline prices and overall economic conditions. © Copyright © The Montreal Gazette
  7. (Courtesy of The Globe and Mail) I have a feeling many women will be happy with this news.
  8. January 15, 2009 By PATRICK McGEEHAN The retailing of recorded music will take another step toward extinction in early April, when the Virgin Megastore in Times Square closes to make room for Forever 21, a popular chain that sells moderately priced clothing. The closing, which was announced to the store’s 200 employees this week, will leave the Virgin store on Union Square as the last Manhattan outpost of a large music chain. The future of that store has not been decided, Simon Wright, the chief executive of Virgin Entertainment Group, said on Wednesday. Stores that sell prerecorded CDs and DVDs have been done in by the popularity of digitized music that can be downloaded from the Internet onto iPods and MP3 players. But Mr. Wright said that the Times Square store, which has about 60,000 square feet of selling space, is not simply a victim of technological progress. It has remained “very, very profitable” by shifting its merchandise toward apparel and electronics, including iPods, he said, adding that those two categories accounted for about 25 percent of sales during the holiday shopping season. “Stores that rely completely on recorded music have a difficult future,” he said, “but we’ve been changing our business quite dramatically.” But the chain’s owners, two big New York-based real estate development companies, saw greater potential in leasing the prime space to Forever 21. The Virgin chain, once part of Sir Richard Branson’s business empire, has been owned since 2007 by the Related Companies and Vornado Realty Trust. It comprised 11 stores when it was acquired, but now will be down to just five, two of them in California. Virgin closed other stores late last year. The Times Square space, on the east side of Broadway near 46th Street, will be closed for at least a year before it reopens as Forever 21’s largest location. It will be combined with some adjoining space to create a 90,000-square-foot store that will be triple the size of any of Forever 21’s three current stores in Manhattan, said Lawrence Meyer, a senior vice president of Forever 21. Forever 21 is a Los Angeles-based chain that sells trendy clothing for young women and men. It competes with other moderately priced retailers like H & M and Gap stores. “This is a bigger format,” Mr. Meyer said. “It’s going to be a fashion department store. It’s going to offer a deeper assortment of women’s apparel and men’s apparel.” Mr. Meyer said the recession had not diluted his company’s enthusiasm for making a big splash in an expensive area like Times Square. He declined to specify the rent Forever 21 will pay. “We have been doing O.K. in this environment because we have always given great value to our customers,” Mr. Meyer said. “Our stores are exciting and we want to create an exciting environment in Times Square.” http://www.nytimes.com/2009/01/15/nyregion/15virgin.html?_r=1&scp=3&sq=virgin&st=cse
  9. (Courtesy of Urban Photo) Its an old article from 2008. Plus I found an another article about the grocery chain.
  10. Toronto : The downside of up TENILLE BONOGUORE Globe and mail Old Toronto is booming, thanks to a flood of new condo dwellers. So why are prime retail strips awash in 'for lease' signs? Tenille Bonoguore recently counted 54 empty storefronts on one stretch of Queen alone. With rents soaring, is it only cashed-up chains that can survive? The garlands were up, the Christmas songs were playing, but inside the Danforth Avenue store Paper and Presents, the mood was anything but merry. It was December, 2007, and instead of spreading good cheer, customers were hurling abuse about cross-border price discrepancies. Store owner Grace Wong was facing her second year without drawing a paycheque, and she was fed up with skyrocketing business costs. After 15 years as an independent retailer, she finally realized that it was time to go. "The Danforth has really changed. It's not as vibrant," Ms. Wong said this week from the store that will close this summer. "Stores are flipping, and nobody wants to take a chance. I wouldn't choose a place where stores keep flipping over. ... That's not a good sign." Like many tenant retailers, Ms. Wong pays both rent and part of the property taxes. The combination had reached $5,500 a month for her 800-square-foot storefront, a hike of 40 per cent in five years. Meanwhile, insurance had risen to $1,800 a year, up 50 per cent in 10 years, and other costs were soaring. She was caught in the unprecedented blaze of interest in downtown retailing that is reshaping Toronto's shopping strips, and threatens to turn the city into a whitewash of chain stores. Ms. Wong's is one of seven stores that have closed, or are preparing to close, this year in the Danforth Business Improvement Area. Thirty shut up shop last year, 10 of which had been open for less than two years. The empty storefronts don't reflect a lack of demand - just the opposite. Demand for downtown retail on hot strips like Queen Street, Bloor Street, Yonge at Dundas, and now Yonge at College, has driven up rents, speeding up turnover and forcing out the independent shops that made the strips vibrant in the first place. "A lot of landlords are making the rent so high because they're hoping for a Starbucks or a major chain to come in. They're waiting for the big guys," said Ms. Wong, who is opening an online Japanese paper store. Or storefronts turn into what Charlie Huisken, of This Ain't the Rosedale Library, calls "retail hotels" - a building that hosts a continuing rotation of short-lived ventures. "I don't know if that's a problem of [the retailers] lacking capital, or whether it's because the rents are too high. It might be a combination of the two. They pop up and just disappear," said Mr. Huisken, who recently moved his bookstore from Church and Wellesley to Kensington Market, partly because of escalating rent. Mr. Huisken believes that independent business can survive in the city centre only if retailers are given a mandatory option to buy property. Others wonder if the independents can survive at all. BIG BOX, BRAND OR BUST All of the factors that appear to help business - an influx of residents, increasing demand for downtown property - are sending independents running for shelter. John Crombie, senior managing director and national retail director for Cushman & Wakefield LePage, said he has never seen such demand for downtown retail space. Yorkville now commands rents of $300 per square foot, making it the third-priciest retail space in North America. Storefronts at Queen West and Spadina now cost $125 to $150 a square foot, and a ripple effect is washing across the city. The hot residential market of the past few years has had an impact too: Mushrooming condo developments seem poised to produce ready-made customer bases, which landlords can use as a basis for rent hikes. The condos can increase competition too, because of the retail spaces included in such developments. Meanwhile, Toronto businesses are paying some of the highest property-tax rates in North America, and subsidizing relatively lightly taxed residents. The City of Toronto has pledged to even that out over the next 15 years by shifting more of the tax burden from businesses to homeowners. But that could prove little comfort when new property valuations are issued this fall for the 2009 tax year, says the Canadian Federation of Independent Business's Ontario vice-president, Judith Andrew. "If there are really trendy spots that are seeing values go way up ... their share of the total assessment pie goes up and their share of the tax bill goes up too. That's bad news for retailers, even if they're renting," Ms. Andrew said. As independents are being priced out of hot neighbourhoods, cashed-up chains and luxury or trendy brands are moving in, Mr. Crombie said. "There's no question that there's a [residential] filling-in, and they're saying it's more of an affluent consumer coming down," he said. That's an irresistible prospect for big-brand players Queen Street West is a perfect example of the cycle. The city's best-known shopping strip is full of chains, such as Gap, H&M, Zara, Billabong and HMV, that use cheaper, globally homogeneous product to nab the city's disposable income. Brand flagships are getting in on the action too, with Mexx opening its own storefront and Crocs about to do the same. As they move in, the displaced stores seek cheaper locations. Historically, that has meant moving farther west. Now, Queen Street is threatening to run out of western succour. Just look to Parkdale's speedy transformation from blighted hovel to boho-chic haven. "I think there's a frustration for the smaller ma-and-pa regional players, but what can you do? It's really only following consumer behaviour," Mr. Crombie said. "... I've never seen such an interest in downtown street properties." At the start of last year, the Greater Toronto Area had almost 185 million square feet of retail real estate, more than two-thirds of which was in shopping centres and big-box stores. Until now, suburban malls held the most appeal to retailers. But that changed for Toronto in 2007, according to Cushman & Wakefield LePage's annual report. Vacancies on retail strips dipped to 8.4 per cent in 2007, down from 8.5 per cent the previous year and 9.7 per cent five years previous. Meanwhile, vacancies in shopping centres rose to 7.4 per cent, up from 6.7 per cent in 2006. Danforth BIA president Glyn Laverick said it's essential that small businesses be given a helping hand if they are to survive. "There's not an awful lot of support from an institutional or governmental level for small business. There's really not a plethora of grants available if you're not opening a manufacturing company," Mr. Laverick said. One hopeful note is that there are still plenty of people bellying up for the challenge. While the Danforth BIA has lost 37 businesses since January, 2007, 29 others have opened up. NICHE IS THE WORD Studio Brillantine owner Ferdinand Suzara spent last Christmas doing a bit of shopping of his own. Eleven years after establishing the retail beachhead on West Queen West, the design boutique owner was on the hunt for a new 'hood. Not that there was anything wrong with his spot just west of Ossington: He had hoped to buy the building from his landlord, as they had discussed, but his landlord was in no rush to sell. And who could blame him? That part of town will soon welcome hundreds of new residents as part of the City of Toronto's Queen West Triangle densification plan. Mr. Suzara started looking elsewhere, snapping up a more affordable building in Parkdale instead. Studio Brillantine and its inventory of leading-edge design products had opened long before Ossington's hipster influx. So the posters announcing the move shocked the neighbourhood. "Our whole block is up for sale. It's just in the air for this block," Mr. Suzara said as he started preparing for the August move. The south-Roncesvalles area his store is moving to still holds the edgy appeal of Queen West's earlier days, he said, but the clock is ticking. By his reckoning, the chain stores will start arriving in five or 10 years. As the cycle gains speed, independents scramble to seek out the last shrinking oases of affordability. The Danforth's Carrot Common is one such hub. Roncesvalles Avenue where it meets Queen West is quickly becoming another. Shannon Doyle moved her gourmet nook The Mercantile to "Roncy" in May, despite having a legion of loyal customers on College Street. But the rental of her tiny College storefront was about to jump 45 per cent, by her calculations (a figure with which her landlord disagrees), and there was no way she could keep up. Plus, the College strip she had entered in 1999 had disappeared in a slew of bars. It was time to go. "You're really watching businesses move or close," said the diminutive Ms. Doyle, now happily serving her new regulars. " ... They're just flipping every year. You want to say to a landlord, 'Why not just have a good tenant and work with them?' "It has to stop eventually, or everything's a Gap." Space: the final frontier Source: Cushman & Wakefield LePage Toronto Retail Strips: Average Overall Vacancy 2002 - 9.7% 2006 - 8.5% 2007- 8.4% Retail Strip Examples: Vacancy Over 5 Years Yorkville 2002 - 10% 2007 - 7.7% Chinatown 2002 - 8.6% 2007 - 8.2% Pape & Danforth 2002 - 15% 2007 - 9% Yonge & Wellesley 2002 - 8.3% 2007 - 9.1% Dundas & Dufferin 2002 - 13.7% 2007 - 12.9% Source: Cushman and Wakefield LePage
  11. Dana FlavelleBusiness Reporter Dana Flavelle Business Reporter There’s a bill before the U.S. Congress that would allow Americans to bring back $1,000 worth of Canadian goods duty-free after just a few hours of shopping across our border. Meanwhile, Canadians can’t bring back anything from the U.S. duty-free until they’ve been away for 24 hours. Even then the limit is $50. This protectionism is one of the reasons U.S. retailers who open up shop in Canada can charge higher prices here than in their home market, an economics professor says. “There are two reasons prices are higher in Canada,” said Ambarish Chandra, a professor with the University of Toronto’s Rotman School of Management. “It is more expensive. Retailers here have to pay higher taxes and have somewhat higher costs. But a larger part of it is because they can get away with it.” Canadians can complain all they like but unless they do more cross-border shopping, retailers here will charge whatever the market will bear, Chandra said. The same barriers exist online: Canadians are charged duty on items shipped across the border. The Consumers Association of Canada says it has lobbied Ottawa to raise the limits, noting the maximum exemption - $750 after a week-long stay - hasn’t changed in more than 15 years. But the consumer group says its efforts are always opposed by Canadian retailers. The Retail Council of Canada denies it has lobbied the government on this issue. “In an age when you can shop around the world, travellers’ exemptions would be the least of our concerns,” said council president and chief executive Diane Brisebois. “We have not had any conversations with the government about exemptions.” Ottawa doubled the exemption for 48-hour trips outside the country to $400 from $200 in 2007, but has no plans to make further changes at this time, said a spokesperson for federal Finance Minister Jim Flaherty. “We continually monitor the adequacies of the travellers’ exemption for Canadians. This includes taking into consideration the impact of any further modifications on the government’s budgetary balance and the impact on Canadian retailers,” the minister’s office said in a written statement. The U.S. currently allows $200 for same-day shopping. The issue of retail price parity arose again this week after some Canadian customers complained U.S. retailer J. Crew is charging higher prices in its new Canadian store and on its Canadian website than in its U.S. stores and on its U.S. website. The difference in the stores averages 15 per cent; the difference online is up to 40 per cent, once taxes and shipping are included. Canadians have been railing about price differences between the two countries ever since the Canadian dollar rose to parity with the U.S. greenback in 2007 after years in the doldrums. “It’s come to the fore again because the Canadian dollar is so strong and so many U.S. retailers are coming here,” said Lynn Bevan, a partner with the consulting firm RSM Richter in Toronto. Bevan said retailers who bring their operations north of the border face a slew of higher costs, from duty and freight to real estate and labour. Overhead costs in Canada are spread across fewer stores, and in some cases the Canadian business is separately owned and must pay royalty and other fees to the U.S. parent. “It’s not like Canadian retailers are making out like bandits,” she said. Prices were on average 20 per cent higher in Canada than in the U.S. on a broad range of goods from DVDs to luxury cars to golf balls, according to a survey last April by Doug Porter, deputy chief economist at BMO Capital Markets. The only times the price gap has closed in the past four years are when the Canadian dollar has dropped below the U.S. greenback, Porter said. http://www.thestar.com/business/article/1043928--canadians-need-higher-duty-free-limits-prof-says
  12. Microsoft to Open Stores, Hires Retail Hand By NICK WINGFIELD Microsoft Corp. said it hired a former Wal-Mart Stores Inc. executive to help the company open its own retail stores, a strategy shift that borrows from the playbook of rival Apple Inc. The Redmond, Wash., company said it hired David Porter, most recently the head of world-wide product distribution at DreamWorks Animation SKG, as corporate vice president of retail stores for Microsoft. In a statement, Microsoft said the first priority of Mr. Porter, who is also a 25-year veteran of Wal-Mart, will be to define where to place the Microsoft stores and when to open them. A Microsoft spokesman said the company's current plans are for a "small number" of stores. [microsoft store and retail concept] Microsoft In a warehouse near its Redmond, Wash., campus, Microsoft created mockups for how Microsoft products might be displayed either in its own stores or in a retailer's. [microsoft store or retail concept] Microsoft It remains to be seen whether the effort can add some pizzazz to Microsoft's unfashionable image, which Apple has sought to reinforce with ads that mock its competitor. Mr. Porter, in a statement, said there are "tremendous opportunities" for Microsoft to create a "world-class shopping experience" for the company's customers. "The purpose of opening these stores is to create deeper engagement with consumers and continue to learn firsthand about what they want and how they buy," Microsoft said in a statement. The move is a sign of the deeper role consumer-technology companies are playing in the retail business, despite the many risks of straying from their traditional businesses of making hardware and software. Apple, of Cupertino, Calif., encountered widespread skepticism when it first began opening its own retail stores in 2001. Eight years later, though, Apple's chain of more than 200 stores around the world are widely credited with helping the company boost sales of its Mac, iPod and iPhone product lines. The Apple stores, with their eye-catching architecture, highly-trained sales staff and "genius bars" that provide technical support, gave Apple a way to showcase its products in an environment where they weren't lumped in with a gamut of other electronics items. Sony Corp. and Bose Corp. also operate their own stores. At the same time, some large electronics retailers have fallen on hard times amidst the weakening economy. CompUSA Inc. last year closed most of its retail stores, while Circuit City Stores Inc. is in the process of shutting down all of its stores and laying off more than 30,000 employees. Microsoft has long flirted with the idea of doing its own store, even as it has tested ways that retail partners can better sell Microsoft products. In a 20,000-square-foot warehouse near its campus in the suburbs of Seattle, Microsoft has tested various retail concepts, complete with shelves displaying Xbox games and big computer monitors with touch-sensitive screens. Key details about Microsoft's retail plans still need to be worked out, though. Microsoft said the stores could feature a range of products from personal computers running its Windows operating system to cellphones running the company's Windows Mobile operating system to its Xbox videogame console. One of Mr. Porter's tasks will be to figure out whether to actually sell computers rather than merely show off their features. Any decision that favored some PC makers and left others off store shelves could anger some hardware partners. Stephen Baker, an analyst at NPD Group Inc., which tracks retailers, said Apple doesn't face the dilemmas Microsoft will in the retail business because Apple makes the hardware and software for its products. "That's going to be a big challenge for Microsoft," Mr. Baker said. A spokeswoman for Hewlett-Packard Co., one of Microsoft's biggest hardware partners in the PC business, declined to comment on Microsoft's retail strategy. Spokesmen for Dell Inc. didn't respond to requests for comment. Microsoft's store plans could also irk existing retail partners like Best Buy Co., on whom Microsoft is especially dependent for sales to consumers. Best Buy representatives didn't return calls requesting comment. Microsoft said it will share the lessons it learns from its own stores with other retailers. The failures of other stores opened by technology companies will loom over Microsoft as it launches its stores. In 2004, computer maker Gateway Inc. shuttered a network of more than 188 company-owned retail stores after weak sales. Microsoft itself operated a Microsoft store inside a movie-theater complex in San Francisco beginning in 1999, but two years later shut down the store -- which showcased, but didn't sell, Microsoft products.
  13. Full article can be found here: http://business.financialpost.com/2011/05/26/target-unveils-canadian-stores/ List of Quebec Stores • Galeries d,Anjou, Anjou • Faubourg Boisbriand, Boisbriand • Carrefour Angrignon, Lasalle • Mega Centre Notre-Dame, Laval • Galeries Chagnon , Levis • Place Longueuil, Longueuil • Place Alexis Nihon, Montreal • Place Vertu, Montreal • Terrarium Shopping Centre, Pointe Claire • Les Galeries De La Capitale, Quebec City • Place Fleur De Lys, Quebec City • Place Laurier, Quebec • Le Carrefour Rimouski, Rimouski • Promenades Saint-Bruno, Saint-Bruno-de-Montarville • Carrefour Saint-Georges, Saint-Georges • Carrefour Richelieu, Saint- Jean sur-Richelieu • Carrefour du Nord, Saint Jerome • Carrefour de L,Estrie, Sherbrooke • Les Rivieres Shopping Centre, Trois Rivieres
  14. Metro name to be largest in Canada with consolidation of five banners in Ontario 48 minutes ago MONTREAL — Venerable grocery banners Dominion and A&P will soon disappear as Canada's third-largest surpermarket chain, Metro Inc. (TSX:MRU.A), plans to consolidate five store names in Ontario under the Metro moniker, born 47 years ago in Quebec. Metro will become the most common supermarket name in Canada, boasting 376 stores in Quebec and Ontario, after 158 stores in Canada's largest province are converted over the next 15 months. Metro will have 376 stores in Quebec and Ontario, after 158 stores in Canada's largest province are converted over the next 15 months. The move supplants IGA as the most common grocery banner, although that chain's stores are owned and operated by different companies across the country. Metro announced Thursday it will spend $200 million to rebrand its stores in Ontario, where the company had been operating under the A&P, Dominion, Loeb, The Barn and Ultra banners. "For Quebecers, it's good news to see a banner that we know well establish itself in Ontario to become the largest banner in Ontario," CEO Eric La Fleche said in an interview. The change will see the disappearance from Canada's retail landscape two venerable grocery names: Dominion and A&P. The conversion will start next month with the rebranding of 49 Dominion stores in Toronto. Hamilton will then lose The Barn, followed by the removal of Ultra in Guelph and Burlington. By the end of 2008, 60 stores will be converted. Loeb will disappear early next year before A&P is converted by the end of 2009. The long-awaited change comes as the Ontario grocery market is in the midst of intense competition, which has driven down profits as chains have been forced to lower their prices to win or keep customers. Besides pressure from the two biggest national grocers, Loblaws (TSX:L) and Sobey's (TSX:EMP.A), Metro faces challenges from U.S.-based department store operator Wal-Mart and Toronto-based Shoppers Drug Mart (TSX:SC), which have both increased their grocery sales. "We think that in Ontario we will be stronger with one banner than with five and we think that the $200 million that we will invest in our stores will help us to better compete in that market," said La Fleche, who recently took over from longtime CEO Pierre Lessard. The only banner not included in the change is Food Basics, which competes in the discount food segment of the grocery market. There are also no immediate plans to open the Metro Plus banner or Brunet in-store pharmacies in larger Ontario stores. No store closures are forecast. The banner consolidation will produce savings by allowing the company to publish one flyer and market one store name. "I think you get more bang for your buck under one name. You can build better equity and more brand awareness across the province and have a more consistent shopping experience across the province," he said. While some stores will only be "refreshed," others will receive major upgrades. Metro's private label brands Selection and Irresistibles will continue to be added to store shelves. Newly stylized Metro signs will be added to Quebec locations over the next two to three years. La Fleche said the name on the store is secondary for consumers than the entire shopping experience. "They want to buy from people they know and trust. They want to buy good product and they want fair price. That's what we're all about and this move is about making that even better." The banner consolidation comes nearly three years after Metro purchased A&P Canada. It recently conducted extensive consumer research and considered maintaining two banner names. The decision was delayed a few months as the company tackled internal IT systems conversions and intense market pressures in Ontario. "We had a lot of work to do to set the foundation and be in a position to do these kinds of moves," La Fleche said. Operating under one banner could make it easier for Metro to eventually expand operations but the company said there are no immediate plans for acquisitions in Western Canada. Metro hopes the changes will improve its financial results, but wouldn't disclose targets. In its financial statement Thursday, the chain reported it earned $92.6 million for the latest quarter, up 3.7 per cent from $89.3 million for the corresponding 2007 period. Sales jumped just under one per cent to $3.37 billion from $3.34 billion for the corresponding quarter last year. Excluding decreased sales of tobacco products, sales were up 1.5 per cent over last year. Earnings per share rose to 82 cents compared with 77 cents last year, an increase of 6.5 per cent. "We resolved the issues associated with our new information systems in Ontario and achieved good performance in our Quebec operations," said La Fleche. With annual sales of nearly $11 billion and a workforce exceeding 65,000, Metro is Quebec's second biggest grocer and a growing food retailer in Ontario. On the Toronto Stock Exchange, Metro shares rose $1.33 to $26.77, a gain of 5.23 per cent. ___________________________________________________________________________________________________ METRO deviendra la plus importante bannière alimentaire en Ontario Un investissement de 200 millions $ pour regrouper les supermarchés de la compagnie sous la bannière Metro Toronto, le 7 août 2008 : METRO Inc. (TSX :MRU.A) a annoncé aujourd’hui qu’à partir de septembre 2008, elle regrouperait ses cinq bannières de supermarchés conventionnels en Ontario sous la bannière Metro. Le lancement de la bannière Metro en Ontario sera soutenu par un investissement de 200 millions $, dédié à la rénovation des magasins, à l’amélioration de l’offre alimentaire, ainsi qu’à la réalisation d’une campagne de marketing pour créer, avec ses 158 épiceries, la bannière alimentaire la plus importante de la province. La conversion des bannières Dominion, A&P, Loeb, The Barn et Ultra sous la bannière Metro sera effectuée d’ici les quinze prochains mois. Les magasins Food Basics ne sont pas touchés par ce changement, puisqu’ils œuvrent dans le secteur des magasins d’escompte. « La décision de lancer la marque Metro en Ontario fait partie d’une stratégie à long terme visant à capitaliser sur l’efficacité des activités d’exploitation et de marketing en unissant les forces individuelles des bannières existantes en Ontario et en mettant en commun les meilleures pratiques de nos magasins du Québec et de l’Ontario », a expliqué Eric La Flèche, Président et chef de la direction de METRO Inc. La transition vers Metro débutera en septembre à Toronto avec la conversion des magasins Dominion, de sorte que les magasins Dominion, Ultra et The Barn seront convertis avant la fin de 2008. La conversion des magasins Loeb suivra au cours des six premiers mois de 2009 et celle des magasins A&P avant la fin de 2009. Lorsque le programme de consolidation de la bannière sera complété, le réseau de magasins Metro sera constitué de 376 supermarchés conventionnels au Québec et en Ontario, dont 218 au Québec. METRO investira 200 millions $ pour moderniser ses magasins et accroître l’offre de produits afin de mieux répondre aux préférences des consommateurs ontariens tout en continuant à offrir des prix très compétitifs. La compagnie a commencé à planifier la conversion des bannières ontariennes après l’acquisition d’A&P Canada en 2005. En prévision du projet annoncé aujourd’hui, elle a intégré ses systèmes de gestion de l’information et renforcé sa chaîne d’approvisionnement. La compagnie en profite également pour dévoiler un nouveau logo Metro qui devient le logo de la bannière ainsi que celui de la Société. « Nous sommes très heureux d’entreprendre cette nouvelle étape dans la croissance de METRO », a déclaré M. La Flèche. « Nous bâtissons sur des fondations solides, grâce à notre stratégie ciblée sur l’alimentation, à nos excellents emplacements et à une équipe d’employés soucieux d’offrir à nos clients un service exceptionnel. Nous sommes emballés par les nouveautés qui seront offertes en magasin à partir de septembre. » METRO INC. Avec un chiffre d’affaires annuel de près de 11 milliards $ et plus de 65 000 employés, METRO Inc. est un chef de file dans les secteurs alimentaire et pharmaceutique au Québec et en Ontario, où elle exploite un réseau de près de 600 marchés d’alimentation sous plusieurs bannières dont Metro, Metro Plus, Super C, A&P, Dominion, Loeb et Food Basics de même que plus de 250 pharmacies sous les bannières Brunet, Clini Plus, The Pharmacy et Drug Basics.
  15. (Courtesy of The Gazette) I just wish L'Occitane store wouldn't be in Westmount. I know they have a small kiosk at The Bay. We need more stores/restaurants/hotels in Montreal. - Century 21 (Department Store) - Jamba Juice - Pret a Manger Many more
  16. plannersweb.com/2014/02/walmart-stores-go-small-urban/ <header style="color: rgb(51, 51, 51); font-family: 'Minion W01 Regular', Times, serif; font-size: 15px; line-height: 21px;"> Taking a Closer Look Walmart Stores Go Small and Urban by Edward McMahon </header>Can big box retailers think outside the box? A few years ago the idea of a pedestrian friendly big box store would have been laughable, but as urban living has become more popular the major chain retailers are paying attention and beginning to build urban format stores. On December 4, 2013 Walmart opened its first two stores in Washington, DC and the new stores illustrate the lengths to which brick and mortar retailers will go to get into rapidly growing urban markets. Compared to the old “grey-blue battleship box” that has saturated suburban and small town America, the new urban Walmart on H Street, NW in Washington is a remarkable departure. <figure id="attachment_13030" class="thumbnail wp-caption aligncenter" style="padding: 0px; line-height: 20px; border: none; border-top-left-radius: 0px; border-top-right-radius: 0px; border-bottom-right-radius: 0px; border-bottom-left-radius: 0px; -webkit-box-shadow: none; box-shadow: none; -webkit-transition: all 0.2s ease-in-out; transition: all 0.2s ease-in-out; margin: 0px auto; width: 520px;"><figcaption class="caption wp-caption-text" style="font-style: italic; font-size: 14px; padding: 9px; color: rgb(85, 85, 85);">View of Walmart on H Street, NW in Washington, DC. Photo by Edward McMahon.</figcaption></figure> Whether you love them or loathe them, this building proves that Walmart — one of the most recognizable symbols of modern suburbia — is going urban. Who ever thought that Walmart shoppers could sleep upstairs and shop downstairs, but that is exactly what residents of the new Walmart near downtown Washington will be able to do. The 83,000 square ft. store built in partnership with JBG Rosenfeld is in a mixed use building topped by four stories of apartments. Instead of acres of asphalt, the parking is underground. In addition to the Walmart, there is another 10,000 square ft. of retail space wrapped around the outside of the retail giant. Retail tenants currently include a Starbucks and a bank, with more to follow. The residential portion of the building contains 303 apartments, a fitness center, a lounge area, a roof deck, and a swimming pool. <figure id="attachment_13034" class="thumbnail wp-caption aligncenter" style="padding: 0px; line-height: 20px; border: none; border-top-left-radius: 0px; border-top-right-radius: 0px; border-bottom-right-radius: 0px; border-bottom-left-radius: 0px; -webkit-box-shadow: none; box-shadow: none; -webkit-transition: all 0.2s ease-in-out; transition: all 0.2s ease-in-out; margin: 0px auto; width: 520px;"><figcaption class="caption wp-caption-text" style="font-style: italic; font-size: 14px; padding: 9px; color: rgb(85, 85, 85);">View of roof deck and pool on top of the H Street Walmart in Washington, DC. Photo courtesy of JBG Companies.</figcaption></figure>The main store entrance sits right on the sidewalk and shoppers will use an escalator to reach the store level. The store itself offers more groceries than a typical Walmart and the shopping floor is day lighted by real windows. Designed by MV+A Architects and the Preston Partnership, the H Street Walmart is a handsome urban building with traditional human scale details. It includes cornices, individual multi-pane windows, an interesting corner feature at the main entrance, and a separate entrance for residents. It is a fully urban, pedestrian friendly building. Whether you love them or loathe them, this building proves that Walmart — one of the most recognizable symbols of modern suburbia — is going urban. While the H Street store is by far the better of the two new urban Walmart’s in Washington, the other new store on Georgia Avenue, NW is also a significant departure from the typical suburban store design. Built on the site of an abandoned car dealership, the Georgia Avenue Walmart is a 102,000 square foot store on a four acre site. <figure id="attachment_13036" class="thumbnail wp-caption aligncenter" style="padding: 0px; line-height: 20px; border: none; border-top-left-radius: 0px; border-top-right-radius: 0px; border-bottom-right-radius: 0px; border-bottom-left-radius: 0px; -webkit-box-shadow: none; box-shadow: none; -webkit-transition: all 0.2s ease-in-out; transition: all 0.2s ease-in-out; margin: 0px auto; width: 520px;"><figcaption class="caption wp-caption-text" style="font-style: italic; font-size: 14px; padding: 9px; color: rgb(85, 85, 85);">View of the new Walmart on Georgia Avenue in Washington, DC. Photo by Edward McMahon.</figcaption></figure>Given the small size of the property, the only way to build a large store was to eliminate surface parking and bring the store right up to the sidewalk. The parking is located in a garage located directly below the store. While the building is not mixed use, it does greet the street and represent a real evolution for Walmart. The lesson here is that cities that want good design are going to have to demand it. In addition to the two stores that opened in December, 2013, Walmart has announced plans for four additional stores in Washington. Based on a review of their plans, some will be walkable, urban format stores, others will not. Dan Malouff, a design critic with the Greater Greater Washington blog, says that one will be unquestionably urban, one will be a hybrid, and two will be almost completely suburban. 1 The lesson here is that cities that want good design are going to have to demand it. <figure id="attachment_13042" class="thumbnail wp-caption aligncenter" style="padding: 0px; line-height: 20px; border: none; border-top-left-radius: 0px; border-top-right-radius: 0px; border-bottom-right-radius: 0px; border-bottom-left-radius: 0px; -webkit-box-shadow: none; box-shadow: none; -webkit-transition: all 0.2s ease-in-out; transition: all 0.2s ease-in-out; margin: 0px auto; width: 520px;"><figcaption class="caption wp-caption-text" style="font-style: italic; font-size: 14px; padding: 9px; color: rgb(85, 85, 85);">Design rendering of Walmart now under construction in Washington’s Fort Totten neighborhood. Graphic courtesy of JBG Companies.</figcaption></figure>Building an Urban Format Store Can Walmart build an urban format store? The answer appears to be yes, but it also appears that the only thing standard in an urban format big box store is its lack of standardization. Building suburban big box stores is simple. Buy a 20 acre suburban greenfield site. Build a large, free standing rectangular single floor building on a concrete slab. Plop the building in a sea of parking. A Walmart Supercenter in the suburbs of Atlanta, for example, is essentially identical to one in the suburbs of Chicago or Cincinnati. This model simply won’t work in a dense urban area. The two things that have kept Walmart out of cities were its inflexibility on design issues and opposition from labor unions and civic activists who oppose the company because of its low wages and negative impact on existing local businesses. Now that it appears that Walmart is willing (when pushed by local government) to adapt its stores to the urban environment, it is likely only a matter of time before the retail giant moves into cities all over the country. <figure id="attachment_13043" class="thumbnail wp-caption alignleft" style="padding: 0px; line-height: 20px; border: none; border-top-left-radius: 0px; border-top-right-radius: 0px; border-bottom-right-radius: 0px; border-bottom-left-radius: 0px; -webkit-box-shadow: none; box-shadow: none; -webkit-transition: all 0.2s ease-in-out; transition: all 0.2s ease-in-out; float: left; margin: 0px 10px 10px 0px; width: 320px;"><figcaption class="caption wp-caption-text" style="font-style: italic; font-size: 14px; padding: 9px; color: rgb(85, 85, 85);">Walmart Neighborhood Market in Chicago’s Loop. photo by Eric Allix Rogers, Flickr Creative Commons license.</figcaption></figure>Big Boxes are Getting Smaller Another thing that is clear is that big boxes are getting smaller. The new 80,000 square ft. Walmart in Washington is half the size of many suburban Supercenters. What’s more, Walmart is creating new formats uniquely designed for cities. The new Walmart Neighborhood Market, for example, is only 40,000 square feet while the so-called Walmart Express stores are only 15,000 square feet. Walmart has even opened two college stores, at Georgia Tech in Atlanta 2 and at the University of Arkansas in Fayetteville. 3 Each of these stores is less than 5000 square feet in size. [TABLE=class: tg, width: 475] <tbody>[TR] [TH=class: tg-acmm, bgcolor: #F1C40F]Store Type[/TH] [TH=class: tg-acmm, bgcolor: #F1C40F]Square Footage[/TH] [TH=class: tg-acmm, bgcolor: #F1C40F]Date Initiated[/TH] [/TR] [TR] [TD=class: tg-031e]Discount Store[/TD] [TD=class: tg-031e]106,000 sq. ft.[/TD] [TD=class: tg-031e]1962[/TD] [/TR] [TR] [TD=class: tg-031e]Supercenter[/TD] [TD=class: tg-031e]182,000 sq. ft.[/TD] [TD=class: tg-031e]1982[/TD] [/TR] [TR] [TD=class: tg-031e]Neighborhood Market[/TD] [TD=class: tg-031e]38,000 sq. ft.[/TD] [TD=class: tg-031e]1998[/TD] [/TR] [TR] [TD=class: tg-031e]Express Store[/TD] [TD=class: tg-031e]15,000 sq. ft.[/TD] [TD=class: tg-031e]2011[/TD] [/TR] [TR] [TD=class: tg-031e]College Store[/TD] [TD=class: tg-031e]Under 5,000 sq. ft.[/TD] [TD=class: tg-031e]2013[/TD] [/TR] </tbody>[/TABLE] Times have changed. The country’s largest retailers have oversaturated rural and suburban communities. The only place left with more spending power than stores is in our cities. Walmart has made its urban debut. The outstanding question remaining is: what impact will Walmart have on local economies and wages? Washington, DC, City Councilman Phil Mendelson, a co-sponsor of unsuccessful legislation that would have required big box retailers to pay a living wage and benefits, expressed skepticism about the impact of Walmart on the local economy. “I would say, having the world’s largest retailer interested in locating in the city where we’ve lost almost every other department store over the last four decades — that’s a good thing. Having an economic competitor who underprices the market and causes a descent to the bottom, in terms of wages — that is not a good thing.”4 While Walmart is clearly evolving to fit into cities, there is also evidence that the retail giant is willing to break the mold in smaller towns and suburbs. What About Smaller Towns & Suburbs? While Walmart is clearly evolving to fit into cities, there is also evidence that the retail giant is willing to break the mold in smaller towns and suburbs. This is because retail store size is shrinking due to the growth of internet shopping and also because suburbs are changing to stay competitive. Target, Whole Foods, Safeway, Giant, and other chains are already breaking the rules by building smaller footprint stores in multi-story buildings and mixed use developments. Walmart has recently opened several small town stores with parking under the building or with solar installations on the roof. What impact Walmart and other big box retailers will have on cities and the neighborhoods where they locate remains to be seen. Harriet Tregoning, the planning Director in Washington, DC, says that “Walmart does not offer any meaningful shopping experience. It competes solely on price and convenience.” 5Her message to small businesses is that “if you are in direct competition with Walmart you are in the wrong business to begin with.” Instead she says “businesses that offer something Walmart can’t like bars, restaurants and stores selling specialty goods or offering personalized levels of service — will continue to thrive.” In some ways, the idea of national chains opening big new urban stores is a return to the way things once were. In 1960, we called it department store. Today we call it a Walmart. Ed McMahon is one of the country’s most incisive analysts of planning and land use issues and trends. He holds the Charles Fraser Chair on Sustainable Development and is a Senior Resident Fellow at the Urban Land Institute in Washington, DC. McMahon is a frequent speaker at conferences on planning and land development. Over the past 21 years, we’ve been pleased to have published more than two dozen articles by McMahon in the Planning Commissioners Journal, and now on PlannersWeb.com. Notes: Dan Maloutt, “Walmart’s 6 DC stores: Some will be urban, some won’t” (Greater Greater Washington blog, April 26, 2012) ↩ Allison Brooks, “The world’s tiniest Walmart opens in Atlanta” (Atlanta Magazine, Aug. 14, 2013 ↩ Todd Gill, “Now open: Walmart on Campus” (Fayetteville Flyer, Jan. 14, 2011).↩ Ryan Holeywell, “Walmart Makes Its Urban Debut” (Governing Magazine, June 2012) ↩ Id. ↩
  17. U.S. Economy: Retail Sales Drop in October by Most on Record By Shobhana Chandra and Bob Willis Nov. 14 (Bloomberg) -- Retail sales and prices of goods imported to the U.S. dropped by the most on record, signaling the economy may be in its worst slump in decades. Purchases fell 2.8 percent in October, the fourth straight decline, the Commerce Department said today in Washington. Labor Department figures showed import prices dropped 4.7 percent, pointing to a rising danger of deflation, and a private report said consumer confidence this month remained near the lowest level since 1980. ``The weakness in growth is intensifying and inflation pressures have evaporated,'' said James O'Sullivan, a senior economist at UBS Securities LLC in Stamford, Connecticut, who accurately projected the decline in sales. ``Deflation is a word that will be increasingly used over the coming months.'' Spending may continue to falter as mounting job losses, plunging stocks and falling home values leave household finances in tatters. Retailers from Best Buy Co. to J.C. Penney Co. are cutting profit forecasts ahead of the year-end holiday shopping season, when many stores do most of their business. Federal Reserve Chairman Ben S. Bernanke said at a conference today in Frankfurt that continuing strains in financial markets and recent economic data ``confirm that challenges remain.'' The Fed chief said central bankers worldwide ``stand ready to take additional steps'' as warranted. Economists surveyed by Bloomberg News predict the Fed will lower its benchmark interest rate to a record 0.5 percent by March from the current 1 percent. Policy makers next gather in Washington Dec. 16. Stocks, Treasuries Stocks fell and Treasuries rose. The Standard & Poor's 500 Stock Index dropped 1.8 percent to 894.09 at 10:11 a.m. in New York. Yields on benchmark 10-year notes fell to 3.75 percent from 3.85 percent late yesterday. The Reuters/University of Michigan preliminary index of consumer sentiment was 57.9 in November compared with 57.6 last month. The measure averaged 85.6 in 2007. Retail sales were expected to fall 2.1 percent, according to the median forecast of 73 economists in a Bloomberg News survey. Purchases in September were revised down to show a 1.3 percent decrease compared with an originally reported 1.2 percent drop. ``The September-October credit jolt to the economy is showing up in all of the numbers now,'' Ellen Zentner, a senior U.S. macroeconomist at Bank of Tokyo-Mitsubishi UFJ Ltd. in New York, said in a Bloomberg Television interview. ``We're expecting the worst recession, possibly, post-World War II.'' Worse Than Estimates Retailers have now logged the longest string of monthly declines since the Commerce Department's comparable data series began in 1992. Excluding automobiles, purchases decreased 2.2 percent, almost twice as much as the 1.2 percent decline anticipated and also the worst performance on record. Declines were broad based as furniture, electronics, clothing and department stores all showed loses. Demand at automobile dealerships and parts stores plunged 5.5 percent after falling 4.8 percent in September. Car sales are among the most affected as banks make it harder to borrow. Treasury Secretary Henry Paulson this week said the government will shift the focus of the second half of the $700 billion rescue plan from buying mortgage assets to unclogging consumer credit. President-elect Barack Obama and Democrats in Congress are under pressure to push through another stimulus plan even before the new administration takes over. Filling-station sales decreased 13 percent, also the most ever, in part reflecting a $1-per-gallon drop in the average cost of gasoline. Excluding gas, retail sales fell 1.5 percent. Gain at Restaurants Sales at furniture, electronics, clothing, sporting goods and department stores were also among the losers. Restaurants, grocery stores and a miscellaneous category were the only areas that showed a gain. ``Since mid-September, rapid, seismic changes in consumer behavior have created the most difficult climate we've ever seen,'' Brad Anderson, chief executive officer of Best Buy, said in a Nov. 12 statement. The Richfield, Minnesota-based electronics chain said sales in the four months through February 2009 will decline more than it previously estimated. Rival Circuit City Stores Inc. filed for bankruptcy protection this week. Macy's Inc., Target Corp. and Gap Inc. were among the chains that reported same-store sales dropped in October, while shoppers searching for discounts on groceries gave sales a lift at Wal- Mart Stores Inc., the world's largest retailer. Nordstrom yesterday cut its profit forecast for the third time this year. Worst Season J.C. Penney, the third-largest U.S. department-store company, today forecast earnings that trailed analysts' estimates and posted its fifth straight quarterly profit decline as shoppers cut spending on home goods and jewelry. Shoppers are pulling back as the labor market slumps. The unemployment rate jumped to 6.5 percent in October, the highest level since 1994. Employers cut more than a half million workers from payrolls in the past two months. The longest expansion in consumer spending on record ended last quarter, causing the economy to shrink at a 0.3 percent annual pace. The economic slump will intensify this quarter and persist into the first three months of 2009, making it the longest downturn since 1974-75, economists forecast in a Bloomberg survey conducted from Nov. 3 to Nov. 11. Excluding autos, gasoline and building materials, the retail group the government uses to calculate gross domestic product figures for consumer spending, sales decreased 0.5. The government uses data from other sources to calculate the contribution from the three categories excluded. To contact the reporter on this story: Shobhana Chandra in Washington [email protected]
  18. Le nom de ce nouveau dirigeant: Jeffrey Sherman. Il avait également été chef de la direction de The Limited Stores et PDG de Bloomingdales/Federated Department Stores. Pour en lire plus...
  19. NRDC Equity buys Hudson's Bay MARINA STRAUSS Globe and Mail Update July 16, 2008 at 1:32 PM EDT Upscale U.S. department store chain Lord & Taylor is about set up shop in Canada. The company that owns Lord & Taylor bought Hudson's Bay Co. on Wednesday and will convert up to 15 of its key Bay department stores to the U.S. retailer's name. The move marries the two oldest department store retailers in North America, and will create an $8-billion (U.S.) merchandising powerhouse for the new buyer, NRDC Equity Partners of Purchase, N.Y. It will combine HBC's Bay, Zellers, Home Outfitters and Fields chains with NRDC's Lord & Taylor and Fortunoff, the jewellery and home decor chain. “By acquiring Hudson's Bay Co. along with previous acquisitions Lord & Taylor and Fortunoff, we will have an unprecedented opportunity to recreate the retail landscape in North America,” said Richard Baker, chief executive officer of NRDC. The newly expanded holding company will be called Hudson's Bay Trading Co. “Enormous potential exists by upgrading the offerings at both the Bay and Zellers and by bringing Lord & Taylor, Fortunoff and CDS into the mix.” CDS, or Creative Design Studios, produces fashion lines. The deal, for an undisclosed amount, comes just three months after the death of Jerry Zucker, the South Carolina businessman who acquired HBC in early 2006 for $1.1-billion and took it private. Mr. Zucker began to make changes at the chains, moving the Bay more upscale and adding new brands to the mix, while renovating Zellers stores and expanding Fields. Last summer, he appointed his chief lieutenant, Robert Johnston, as president of HBC. He was promoted to chief executive officer in April and succeeded Mr. Zucker on his death. Now Mr. Baker, who becomes the 38th governor, or chairman, of HBC, is investing $500-million into the combined new company and is set to put his own stamp on the retailer. Mr. Baker is already familiar with HBC, having sat on its board of directors since 2006. NRDC owns what is believed to be about 20 per cent of HBC. He said in a statement he plans to convert the Bay's most high-profile 10 to 15 stores to Lord & Taylor. It's a high-end U.S. fashion department store chain that was bought by Mr. Baker's holding company in 2006 and has since enjoyed a turnaround under his watch. It has also moved to more high-end fashions after closing some of its weaker outlets, leaving it with 47 stores. HBC has about 580 outlets in all. Lord & Taylor will serve to fill a gap in the Canadian retail landscape between the Bay and the carriage trade Holt Renfrew, Mr. Baker said. He wants to put greater focus on branded apparel at discounter Zellers, he said. He plans to improve its customer service and, in the future, roll out new 125,000-square-foot prototype stores. He will also bring Fortunoff to Canada, both as standalone stores and within the Bay. And he wants to expand NRDC's Creative Design Studios, selling its branded collections throughout North America and internationally. Its brands include Peter Som's eponymous collection as well as the Kate http://www.reportonbusiness.com/servlet/story/RTGAM.20080716.whbcstaff0716/BNStory/Business/home
  20. (Courtesy of The Montreal Gazette) Sucks to be them. Guess the SAQ doesn't want to waste tax payers money to wait and see if all will get better, with people moving into the condo being developed next door. I guess the people complaining are just going to have to cab it or take the metro. I just wonder who will take over the 7000 sq.ft at the Pepsi Forum
  21. MONTREAL - A battle is brewing for Quebec arts and crafts shoppers as North American giant Michaels prepares to enter the province Friday with the opening of seven stores. The move by the Texas-based retailer will put it in closer competition with homegrown DeSerres, which is opening its 18 location in the province and 28th across Canada. After three years of planning, Michaels will open stores in suburban locations in Gatineau, LaSalle, Lachenaie, St-Jean-sur-Richelieu, St-Jerome, Vaudreuil-Dorion, and Laval. The move comes 17 years after it expanded into English Canada. "We wanted to make sure we were 100 per cent compliant to the rules and regulations of the Quebec government and we wanted to make sure that we were going to provide an unbelievable shopping experience to our customer," Tom Making, president of Michaels Canada, said in an interview from St-Jean-sur-Richelieu. He said Michaels translated 2.5 million words to ensure that its packaging and signage was trilingual in English, French and Spanish to service customers in Quebec and the United States. Michaels has invested $20 million in the Quebec stores, hired 500 workers and developed a new store prototype that includes better lighting, wall graphics and wider aisles. It has also signed up four Quebec vendors to supply books, stamping and scrapbooking materials. The Quebec stores will offer the same merchandising as its 92 other stores in Canada, but it will target the Quebec consumer with a larger yarn department, beading area and expanded framing section. "The Quebec public is a very creative customer in crafts, in fine arts and we offer that unique shopping experience in all of our stores." Making said the arrival of Michaels will "enhance" the market along side the 104-year-old DeSerres chain. "We offer a different product line. Our objective is to bring a whole new crafting experience to the Quebec consumer and I think we will enhance one another." DeSerres president Marc DeSerres said Michaels will only have a short-term impact on a few of its nearby stores. "You always have to be concerned when someone with large means comes in your territory but I feel we are prepared," he said in an interview from Paris where he was shopping for new products. "We have a different offer, we're based here, we're Canadian-owned, we know the market and we adjust our stores based on the market." As a smaller company, DeSerres said it can bring in new products and follow trends much quicker than Michaels. While Michaels is strong in crafts, DeSerres said his stores excel at fine arts. They sell canvases made in Montreal, notebooks manufactured in Toronto and artist paints made in Canada. "(Michaels is) putting themselves close to Walmart so the selection is probably close to Walmart's and they will probably compete more with Walmart and the dollar store than us." Michaels operates more than 1,070 big box stores averaging 1,800 square metres and plans to add more stores in Quebec in the next five years. About nine per cent of its more than US$4.2 billion of sales in fiscal 2011 came from Canada. The stores carry more than 35,000 products. Nearly half its sales are in general products and children's crafts, according to its 2011 annual report. The rest is divided among home decor and seasonal, framed and scrapbooking goods. Opened in 1983, it was purchased in 2006 by private equity firms Bain Capital, founded by U.S. presidential candidate Mitt Romney, and The Blackstone Group. Michaels employs about 45,300 workers, including 34,600 who are part-time and nearly 5,000 in Canada. Note to readers: This is a corrected story. An earlier version said Michaels had 89 other stores in Canada Read more: http://www.montrealgazette.com/business/all/Arts+crafts+retailer+entering+Quebec+market+with+seven/7229361/story.html#ixzz26J95n6OG
  22. A facelift for St. Jacques? Tue, 2008-09-02 16:04. Shuyee Lee St. Jacques Street in NDG is known mainly for car dealerships, auto repair shops, seedy motels, vacant lots and empty storefronts. But the borough wants to give it a facelift and attract more residents and stores. It's proposing a bylaw that would bar new body shops, gas stations and other industrial business from opening up and rezone the area as mostly residential with room for restaurants, boutiques, grocery stores and similar "user-friendly" businesses. They're focussing on the stretch between Madison and Decarie. The existing industrial businesses would be allowed to stay. A public consultation is being held tonight at 6pm at 5151 Côte-Sainte-Catherine.