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Rethinking Retail Concepts

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Retail sales throughout the world were on an upswing, or at best very stable and growing. Then the Pandemic happened. It is still with us and will be for some time. Retailers, Mall Managers responded in kind to the safety measures issued by the state, province, or district they were located in. At the time, initial thoughts were that this pandemic would pass by relatively quickly like a flu season of old, and when it did not the brain trust within the retail sector were forced to rethink their retail/store concepts and the buildings/locations where they were located.

Long-term planning had been simple, putting as many stores into a finite building, being able to charge rent while creating demand for the location. That could not work if a pandemic happens, as we know enclosed areas allow for the spread of a virus to staff and customers alike. What to do?

Retailers responded with the introduction of permanent and portable air cleansing systems. Also, spraying systems were introduced spraying the store of any virus contamination that has fallen upon the retail furniture. These elements did not answer the question of how retailers could protect customers and staff. Retailers were closed and then allowed to open with the limited customer and staff entry. The stores were open but running at a loss.

Those retailers with a large footprint were able to accept more customers in a controlled manner. There really was not much the retailers could do.

Developers, retail planning teams began to plan for the future, for surely this pandemic will eventually fade away. Their plans will show that the pandemic had a true influence on their plans.

1. Open Air Malls. Retailers have their own stores which could be isolated should a breakout occur. The concept has been tried in the southern warm regions, but not so much in seasonal-influenced areas. We have learned that open areas allow any virus to dissipate and customers to have their safe distance while shopping. Further introduction of open-air malls is the creation of a center for the community, with the introduction of outdoor art, activities, and gathering areas for concerts and community presentations.

2. The introduction of coding. All products are coded. A customer picks up a product, tests it for wear, and upon leaving the store is charged for the said product. Retailers have realized that customers are much more independent than previously, therefore customer service from retail staff can be limited. Less staff are needed. Customers can either have key chains with their credit card code on them or share their card upon entering. Some chains have offered encoding into a customer’s arms, under the skin. Extreme but perhaps fashionable in time.

3. Mall will be located further from the city core, using the less costly available land and also isolating the mall and its customers to the said mall. Deprive customers of mass retail environments by attracting them to a singular mall. Keeping the customer within that mall environment is key. That is where mass communications bring the customers in and building a community self serve environment is essential. Carnivals, concerts, multiple podiums of interactive entertainment will capture the customer’s attention and pocket book too.

4. Retailers will be opening fewer new stores, but developing larger existing ones. Through redevelopment, a larger environment will appear, along with the introduction of multi-media pods. Flagship stores act as both a sales and catalog medium to the customer. See what you like, and then go to the pods and buy items at 15% off with shipping included. Less traffic at the cashier counter, but growth in the retailer sales. Marketing and media instore planning becomes essential for the retailer’s sales and margins. Downscaling staff will be the rule, introducing and connecting customers to multi-media technology essential.

5. Retailers will partner with media giants such as Telus, Bell, and Rogers who provide phones and watches with the capability to hold identity and credit card information. Enter a store and you can be identified to the retailer, telling it what your past requirements may be. A sign-in when entering, these devices can also act as the retailer’s cashier.

Retailers will make every effort to not just serve their clients within their retail stores but also make an effort to reach their customers in their homes too. Cheap or free delivery will be essential, while customers’ multimedia usage is of prime importance for the delivery of retailers’ new product lines and promotions.

A new level of retailing has arrived where even bargain mass merchandisers are upscaling within their markets. Retailers wish to present themselves and their products in such a way that allows them to charge more, increasing their margins in all avenues of retail. Customers like to think they are buying the best product, and are willing at times to pay for that image. Dollar Stores will exist for those in need, while those who have the cash will be entertained and offered the latest item.

Steven Kaszab
Bradford, Ontario
skaszab@yahoo.ca

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Roots sees room for expansion in activewear, reports $5.2M Q2 loss and sales drop

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TORONTO – Roots Corp. may have built its brand on all things comfy and cosy, but its CEO says activewear is now “really becoming a core part” of the brand.

The category, which at Roots spans leggings, tracksuits, sports bras and bike shorts, has seen such sustained double-digit growth that Meghan Roach plans to make it a key part of the business’ future.

“It’s an area … you will see us continue to expand upon,” she told analysts on a Friday call.

The Toronto-based retailer’s push into activewear has taken shape over many years and included several turns as the official designer and supplier of Team Canada’s Olympic uniform.

But consumers have had plenty of choice when it comes to workout gear and other apparel suited to their sporting needs. On top of the slew of athletic brands like Nike and Adidas, shoppers have also gravitated toward Lululemon Athletica Inc., Alo and Vuori, ramping up competition in the activewear category.

Roach feels Roots’ toehold in the category stems from the fit, feel and following its merchandise has cultivated.

“Our product really resonates with (shoppers) because you can wear it through multiple different use cases and occasions,” she said.

“We’ve been seeing customers come back again and again for some of these core products in our activewear collection.”

Her remarks came the same day as Roots revealed it lost $5.2 million in its latest quarter compared with a loss of $5.3 million in the same quarter last year.

The company said the second-quarter loss amounted to 13 cents per diluted share for the quarter ended Aug. 3, the same as a year earlier.

In presenting the results, Roach reminded analysts that the first half of the year is usually “seasonally small,” representing just 30 per cent of the company’s annual sales.

Sales for the second quarter totalled $47.7 million, down from $49.4 million in the same quarter last year.

The move lower came as direct-to-consumer sales amounted to $36.4 million, down from $37.1 million a year earlier, as comparable sales edged down 0.2 per cent.

The numbers reflect the fact that Roots continued to grapple with inventory challenges in the company’s Cooper fleece line that first cropped up in its previous quarter.

Roots recently began to use artificial intelligence to assist with daily inventory replenishments and said more tools helping with allocation will go live in the next quarter.

Beyond that time period, the company intends to keep exploring AI and renovate more of its stores.

It will also re-evaluate its design ranks.

Roots announced Friday that chief product officer Karuna Scheinfeld has stepped down.

Rather than fill the role, the company plans to hire senior level design talent with international experience in the outdoor and activewear sectors who will take on tasks previously done by the chief product officer.

This report by The Canadian Press was first published Sept. 13, 2024.

Companies in this story: (TSX:ROOT)

The Canadian Press. All rights reserved.

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Talks on today over HandyDART strike affecting vulnerable people in Metro Vancouver

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VANCOUVER – Mediated talks between the union representing HandyDART workers in Metro Vancouver and its employer, Transdev, are set to resume today as a strike that has stopped most services drags into a second week.

No timeline has been set for the length of the negotiations, but Joe McCann, president of the Amalgamated Transit Union Local 1724, says they are willing to stay there as long as it takes, even if talks drag on all night.

About 600 employees of the door-to-door transit service for people unable to navigate the conventional transit system have been on strike since last Tuesday, pausing service for all but essential medical trips.

Hundreds of drivers rallied outside TransLink’s head office earlier this week, calling for the transportation provider to intervene in the dispute with Transdev, which was contracted to oversee HandyDART service.

Transdev said earlier this week that it will provide a reply to the union’s latest proposal on Thursday.

A statement from the company said it “strongly believes” that their employees deserve fair wages, and that a fair contract “must balance the needs of their employees, clients and taxpayers.”

This report by The Canadian Press was first published Sept. 12, 2024.

The Canadian Press. All rights reserved.

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Transat AT reports $39.9M Q3 loss compared with $57.3M profit a year earlier

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MONTREAL – Travel company Transat AT Inc. reported a loss in its latest quarter compared with a profit a year earlier as its revenue edged lower.

The parent company of Air Transat says it lost $39.9 million or $1.03 per diluted share in its quarter ended July 31.

The result compared with a profit of $57.3 million or $1.49 per diluted share a year earlier.

Revenue in what was the company’s third quarter totalled $736.2 million, down from $746.3 million in the same quarter last year.

On an adjusted basis, Transat says it lost $1.10 per share in its latest quarter compared with an adjusted profit of $1.10 per share a year earlier.

Transat chief executive Annick Guérard says demand for leisure travel remains healthy, as evidenced by higher traffic, but consumers are increasingly price conscious given the current economic uncertainty.

This report by The Canadian Press was first published Sept. 12, 2024.

Companies in this story: (TSX:TRZ)

The Canadian Press. All rights reserved.

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