Consumer Electronics Retail in Canada February 2021: Marketline Industry Profile

MarketLine Industry Profile
Consumer Electronics Retail in Canada

February 2021
Reference Code: 0070-2033
Publication Date: February 2021
Primary NAICS: 4431
Secondary NAICS: N/A
WWW.MARKETLINE.COM
MARKETLINE. THIS PROFILE IS A LICENSED PRODUCT
AND IS NOT TO BE PHOTOCOPIED
© MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED Page | 1

Industry Profiles
1. Executive Summary
1.1. Market value

The Canadian consumer electronics retail market grew by 1.5% in 2020 to reach a value of $26,695.7 million.
1.2. Market value forecast

In 2025, the Canadian consumer electronics retail market is forecast to have a value of $27,954.7 million, an increase of
4.7% since 2020.
1.3. Category segmentation

Communications equipment is the largest segment of the consumer electronics retail market in Canada, accounting for
36.4% of the market's total value.
1.4. Geography segmentation

Canada accounts for 6.2% of the Americas consumer electronics retail market value.
1.5. Market rivalry

The consumer electronics retail market has several large chain players coexisting with small independents. It is
relatively easy for a company to step up its sales volume in response to market conditions, easing rivalry.
1.6. Competitive Landscape

Amazon vies with Best Buy for the top position in this market, whilst Apple also challenges. The integration of Amazon
and Apple as both manufacturers and retailers of electronics gives them both particularly powerful standing in Canada.
The COVID-19 pandemic has led to a deceleration in 2020 which has intensified competition between leading players
with closures of stores a particular issue for many retailers. This is expected to lead to a strong decline in 2021 which
will create further issues.

Industry Profiles
TABLE OF CONTENTS
1. Executive Summary 2
1.1. Market value ................................................................................................................................................2
1.2. Market value forecast ..................................................................................................................................2
1.3. Category segmentation................................................................................................................................2
1.4. Geography segmentation.............................................................................................................................2
1.5. Market rivalry...............................................................................................................................................2
1.6. Competitive Landscape ................................................................................................................................2
2. Market Overview 7
2.1. Market definition .........................................................................................................................................7
2.2. Market analysis ............................................................................................................................................7
3. Market Data 9
3.1. Market value ................................................................................................................................................9
4. Market Segmentation 10
4.1. Category segmentation..............................................................................................................................10
4.2. Geography segmentation...........................................................................................................................11
5. Market Outlook 12
5.1. Market value forecast ................................................................................................................................12
6. Five Forces Analysis 13
6.1. Summary ....................................................................................................................................................13
6.2. Buyer power...............................................................................................................................................15
6.3. Supplier power ...........................................................................................................................................17
6.4. New entrants .............................................................................................................................................19
6.5. Threat of substitutes ..................................................................................................................................21
6.6. Degree of rivalry.........................................................................................................................................22
7. Competitive Landscape 23
7.1. Who are the leading players? ....................................................................................................................23

Industry Profiles
7.2. Are any new products or services likely to favor certain players?.............................................................23
7.3. How has the COVID-19 pandemic affected leading players?.....................................................................24
8. Company Profiles 25
8.1. Amazon.com, Inc........................................................................................................................................25
8.2. Best Buy Co Inc...........................................................................................................................................29
8.3. Apple Inc ....................................................................................................................................................32
9. Macroeconomic Indicators 35
9.1. Country data ..............................................................................................................................................35
Appendix 37
Methodology ...........................................................................................................................................................37
9.2. Industry associations..................................................................................................................................38
9.3. Related MarketLine research .....................................................................................................................38
About MarketLine....................................................................................................................................................39

Industry Profiles
LIST OF TABLES
Table 1: Canada consumer electronics retail market value: $ million, 2016–20(e) 9
Table 2: Canada consumer electronics retail market category segmentation: $ million, 2020(e) 10
Table 3: Canada consumer electronics retail market geography segmentation: $ million, 2020(e) 11
Table 4: Canada consumer electronics retail market value forecast: $ million, 2020–25 12
Table 6: Amazon.com, Inc.: Key Employees 27
Table 7: Amazon.com, Inc.: Key Employees Continued 28
Table 9: Best Buy Co Inc: Key Employees 30
Table 10: Best Buy Co Inc: Key Employees Continued 31
Table 12: Apple Inc: Key Employees 33
Table 13: Apple Inc: Key Employees Continued 34
Table 14: Canada size of population (million), 2016–20 35
Table 15: Canada gdp (constant 2005 prices, $ billion), 2016–20 35
Table 16: Canada gdp (current prices, $ billion), 2016–20 35
Table 17: Canada inflation, 2016–20 35
Table 18: Canada consumer price index (absolute), 2016–20 36
Table 19: Canada exchange rate, 2016–20 36

Industry Profiles
LIST OF FIGURES
Figure 1: Canada consumer electronics retail market value: $ million, 2016–20(e) 9
Figure 2: Canada consumer electronics retail market category segmentation: % share, by value, 2020(e) 10
Figure 3: Canada consumer electronics retail market geography segmentation: % share, by value, 2020(e) 11
Figure 4: Canada consumer electronics retail market value forecast: $ million, 2020–25 12
Figure 5: Forces driving competition in the consumer electronics retail market in Canada, 2020 13
Figure 6: Drivers of buyer power in the consumer electronics retail market in Canada, 2020 15
Figure 7: Drivers of supplier power in the consumer electronics retail market in Canada, 2020 17
Figure 8: Factors influencing the likelihood of new entrants in the consumer electronics retail market in Canada, 202019
Figure 9: Factors influencing the threat of substitutes in the consumer electronics retail market in Canada, 2020 21
Figure 10: Drivers of degree of rivalry in the consumer electronics retail market in Canada, 2020 22

Industry Profiles
2. Market Overview
2.1. Market definition

The consumer electronics retail market is comprised of the sales of communications equipment, computer hardware
and software, consumer electronics, household appliances, and photographic equipment. Communications equipment
includes retail sales only of answer machines, fax machines, fixed-line telephones, mobile phone accessories and mobile
phones. Computer hardware and software includes retail sales only of desktops and laptop computers, software,
memory sticks, CD packs, hard disks and other data storage devices, computer peripherals, PDAs, organizers,
calculators, and satellite navigation systems. Consumer electronics includes retail sales of CD players, DVD players and
recorders, hi-fi systems, home theatres, in-car entertainment systems, portable digital radios, radios, televisions and
video recorders, home use and portable games consoles. Household appliances includes major domestic appliances (air
conditioners, dishwashers, dryers, freezers, hobs and extractors, microwave ovens, refrigerators, stoves, vacuum
cleaners and washing machines) plus minor domestic appliances (blenders, coffee machines, deep fryers, food
processors, grills, hair products, hair trimmers, curling tongs, razors, hand-held mixers, irons, juicers, kettles, stand
mixers, toasters, sun lamps and fans). Photographic equipment includes camcorders, cameras, projectors, camera and
camcorder accessories, binoculars and telescopes. The market is valued at retail selling price (RSP) with any currency
conversions calculated using constant 2020 annual average exchange rates.
Forecast figures presented in this report are calculated using crisis scenarios for the retail market. The length of the
pandemic and restrictions introduced by various countries are still difficult to predict, though many governments had
introduced national lockdowns and temporarily banned the sale of products that are deemed "non-essential". The
length of the pandemic and restrictions imposed by governments around the world is not certain, therefore the impact
on this market is difficult to predict. The data used in this report has been modelled on the assumption of a crisis
scenario and has taken into consideration forecast impacts on national economies.
For the purposes of this report, the global market consists of North America, South America, Europe, Asia-Pacific,
Middle East, South Africa and Nigeria.
North America consists of Canada, Mexico, and the United States.
South America comprises Argentina, Brazil, Chile, Colombia, and Peru.
Europe comprises Austria, Belgium, the Czech Republic, Denmark, Finland, France, Germany, Greece, Ireland, Italy,
Netherlands, Norway, Poland, Portugal, Russia, Spain, Sweden, Switzerland, Turkey, and the United Kingdom.
Scandinavia comprises Denmark, Finland, Norway, and Sweden.
Asia-Pacific comprises Australia, China, Hong Kong, India, Indonesia, Kazakhstan, Japan, Malaysia, New Zealand,
Pakistan, Philippines, Singapore, South Korea, Taiwan, Thailand, and Vietnam.
Middle East comprises Egypt, Israel, Saudi Arabia, and United Arab Emirates.
2.2. Market analysis

The Canadian market saw growth of 1.5% in 2020. However, in 2021 a decline of 5.6% is expected as the effects of the
Covid-19 pandemic take effect.
The Canadian market accounts for 6.8% of the North American market, making it the second largest.
The Canadian consumer electronics market had total revenues of $26.7bn in 2020, representing a compound annual
growth rate (CAGR) of 3.2% between 2016 and 2020. In comparison, the US and Mexican markets grew with CAGRs of
3.3% and 3.2% respectively, over the same period, to reach respective values of $343.5bn and $20.1bn in 2020.

Industry Profiles
Sales of consumer electronics through online pureplay channels have been on the rise for a while in Canada, reflecting
a global trend in consumer behavior. Internet penetration is high at 91% in 2019 according to the World Bank. This has
been accelerated in 2020 with lockdowns causing store closures and forcing demand online. One contributor to growth
in 2020 is the increase in working from home leading to demand for certain products such as headsets and computer
screens. Also, as a result of working from home people have more time at home which may have boosted demand for
products such as household appliances.
The communications equipment segment was the market's most lucrative in 2020, with total revenues of $9.7bn,
equivalent to 36.4% of the market's overall value. The Household Appliances segment contributed revenues of $6.6bn
in 2020, equating to 24.7% of the market's aggregate value.
The market share of online pureplay retailers is still behind that of specialist stores in Canada, but they are by far the
fastest-growing distribution channel. Online pureplay’s growing market share is making competition more intense in
this market. Traditional players are having to step up their ecommerce activities, and consumer behavior is leaning
away from brand loyalty as faster means of acquiring consumer electronics abound.
The performance of the market is forecast to decelerate, with an anticipated CAGR of 0.9% for the five-year period
2020-2025, which is expected to drive the market to a value of $28.0bn by the end of 2025. Comparatively, the US and
Mexican markets will grow with CAGRs of 2.1% and 5.7% respectively, over the same period, to reach respective values
of $381.4bn and $26.5bn in 2025.
Despite performing well in 2020, a decline is expected in 2021. The boost to replacing electronic products will subside
and the economic effects of the pandemic and store closures will be felt. However, with a vaccine on the horizon there
is hope that the worst of the crisis will be over during 2021. There is likely to be a boost once life returns to normal
which should see the market return to growth. With electronic devices constantly evolving with new technology,
demand is unlikely to subside for any long period of time.

Industry Profiles
3. Market Data
3.1. Market value

The Canadian consumer electronics retail market grew by 1.5% in 2020 to reach a value of $26,695.7 million.
The compound annual growth rate of the market in the period 2016–20 was 3.2%.
Table 1: Canada consumer electronics retail market value: $ million, 2016–20(e)
Year $ million C$ million € million % Growth

2016 23,565.4 31,595.8 20,649.5
2017 24,656.0 33,058.1 21,605.1 4.6
2018 25,506.8 34,198.8 22,350.6 3.5
2019 26,305.5 35,269.6 23,050.4 3.1
2020(e) 26,695.7 35,792.8 23,392.4 1.5
CAGR: 2016–20 3.2%

SOURCE: MARKETLINE MARKETLINE
Figure 1: Canada consumer electronics retail market value: $ million, 2016–20(e)

Industry Profiles
4. Market Segmentation
4.1. Category segmentation

Communications equipment is the largest segment of the consumer electronics retail market in Canada, accounting for
36.4% of the market's total value.
The Household appliances segment accounts for a further 24.7% of the market.
Table 2: Canada consumer electronics retail market category segmentation: $ million, 2020(e)
Category 2020 %
Communications Equipment 9,716.7 36.4%
Household Appliances 6,602.6 24.7%
Computer Hardware & Software 5,087.4 19.1%
Consumer Electronics 4,468.8 16.7%
Photographic Equipment 820.4 3.1%
Total 26,695.9 100%

Figure 2: Canada consumer electronics retail market category segmentation: % share, by value, 2020(e)

Industry Profiles
4.2. Geography segmentation

Canada accounts for 6.2% of the Americas consumer electronics retail market value.
The United States accounts for a further 80.2% of the Americas market.
Table 3: Canada consumer electronics retail market geography segmentation: $ million, 2020(e)
Geography 2020 %
United States 343,542.7 80.2
Canada 26,695.7 6.2
Mexico 20,134.1 4.7
Rest Of The Americas 37,819.2 8.8
Total 428,191.7 99.9%

Figure 3: Canada consumer electronics retail market geography segmentation: % share, by value, 2020(e)

Industry Profiles
5. Market Outlook
5.1. Market value forecast

In 2025, the Canadian consumer electronics retail market is forecast to have a value of $27,954.7 million, an increase of
4.7% since 2020.
The compound annual growth rate of the market in the period 2020–25 is predicted to be 0.9%.
Table 4: Canada consumer electronics retail market value forecast: $ million, 2020–25
Year $ million C$ million € million % Growth

2020 26,695.7 35,792.8 23,392.4 1.5%
2021 25,211.7 33,803.1 22,092.0 (5.6%)
2022 26,110.1 35,007.7 22,879.3 3.6%
2023 27,031.0 36,242.4 23,686.2 3.5%
2024 27,661.4 37,087.6 24,238.6 2.3%
2025 27,954.7 37,480.9 24,495.6 1.1%
CAGR: 2020–25 0.9%

Figure 4: Canada consumer electronics retail market value forecast: $ million, 2020–25

Industry Profiles
6. Five Forces Analysis

The consumer electronics retail market will be analyzed taking electronics specialists; hypermarkets, supermarkets and
hard discounters; entertainment software specialists; and online pureplay retailers as players. The key buyers will be
taken as individual consumers, and manufacturers of consumer electronics devices and parts as the key suppliers.
6.1. Summary
Figure 5: Forces driving competition in the consumer electronics retail market in Canada, 2020
The consumer electronics retail market has several large chain players coexisting with small independents. It is
relatively easy for a company to step up its sales volume in response to market conditions, easing rivalry.
The Canadian consumer electronics retail market is characterized by large volumes of small buyers, end-users or
consumers. As the impact on a retailer of losing any particular customer is nominal, buyer power is relatively weak, as in
any retail sector. The number of potential consumers is growing in line with the integration of smart devices in people's
expectations of everyday life, and with rising average wages.
Major retailers often buy stock directly from manufacturers, such as LG and Samsung. These are large multinationals,
with considerable bargaining strength. Electronics manufacturing benefits from scale economies, and so it is likely that
there will always be a preponderance of large manufacturers upstream of the retailers.
Retailers rarely integrate backwards into manufacturing, but some manufacturers run high street retail chains to sell
their own products exclusively. However, it is unlikely that manufacturers would ever extend themselves so far into
direct-to-consumer business that the pure retailers become unimportant for their sales.
Consumers have few switching costs to tie them to existing retailers. Retail markets tend to be labor-intensive, but the
skill sets required for many customer-facing staff are not hard to find. On the other hand, competing directly with
leading incumbents would require larger resources, in order to develop infrastructure in terms of retail distribution and
branding.
Substitutes for consumer electronics, defined restrictively here as audio and video devices, include the broader range of
ITC categories. For photographic equipment, the threat of substitution is largely from smartphones, which have been
eating away at camera sales for some time. For computers, various products included in this market can pose a

Industry Profiles
competitive threat for one another, i.e. tablets are cutting into traditional computer sales, providing the more common
alternative for mobile access. For communication equipment, landline telephones are increasingly being substituted for
mobile devices, for example. Individual household appliances were introduced to ease the labor involved in many
household chores and, as such, most have become central to modern households. However, some traditional methods,
including the air drying of clothes and hand washing of dishes, are still perfectly viable substitutes to their technological
counterparts, i.e. tumble-dryers and dishwashers.

Industry Profiles
6.2. Buyer power
Figure 6: Drivers of buyer power in the consumer electronics retail market in Canada, 2020
The US consumer electronics retail market is characterized by huge volumes of small buyers, end-users or consumers.
As the impact on a retailer of losing any particular customer is nominal, buyer power is weak.
Consumer electronics specialists are the dominant channel in this market, accounting for 58.9% of the market in 2018.
It is difficult for retailers of consumer electronics to differentiate themselves from online pureplay retailers, which make
up for a lack of on-hand expertise with customer reviews.
Greater deliberation usually occurs over more expensive items, such as refrigeration and washing appliances, while
cheaper items such as microwaves and toasters are usually bought with lower expectations in terms of life cycle. Buyers
expect more expensive appliances to have longer lifespans to avoid the need to purchase them frequently. Consumers
focus on efficiency and quality as well as cost. Such deliberation increases buyer power as it forces retailers to consider
the relevant sensitivities of buyers in terms of price and quality.
Except perhaps for high-end 'boutique' electronics specialists, or the retail outlets operated by manufacturers such as
Samsung and Apple, most retailers quite often sell exactly the same products made by the major electronics
manufacturers. Complement this with the price sensitivity of consumers, especially for 'big ticket' items such as
televisions, and the lack of significant switching costs, and buyer power starts to look stronger.
While there is a possibility of market players forward integrating, by setting up their own retail spaces, this is not
commonplace. The main example of this happening is Apple Stores. By 2023, Apple anticipates operating over 600
stores, up from 511 as of August 2018, in 24 countries. While these stores focus solely on Apple products, which
weakens buyer power, consumers can also shop around other retailers that also stock Apple products (Authorized
Apple Resellers). However, this takes a lot of resources to set up, local foot traffic, real estate, and local legal
requirements, which can deter players who can sell direct to consumers online instead. Very few companies have
chosen to pursue this route.
Across the world, hypermarkets, supermarkets, and showrooms have been closed at points during 2020 due to the
lockdowns imposed in response to the COVID-19 pandemic. This has affected the sales of various consumer electronics
products in these retail outlets. On the other hand, online sales have risen, with leading pureplay firms such as Amazon
seeing sales soar as a result of lockdowns forcing consumers to shop online.
Firms have adopted remote working in order to continue with their business operations. Working from home for
employees has led to boosted demand for computers, laptops, and peripherals. Meanwhile, online teaching and

Industry Profiles
meetings have helped increase the sales of headphones and Bluetooth headsets. However, sales for products such as
televisions and other high ticket items have reduced due to reduced consumer confidence and spending power due to
the economic uncertainty caused by the pandemic.
Overall, buyer power is moderate.

Industry Profiles
6.3. Supplier power
Figure 7: Drivers of supplier power in the consumer electronics retail market in Canada, 2020
Major retailers often buy stock directly from manufacturers, such as Apple and Samsung. These are large
multinationals, with considerable bargaining strength. Electronics manufacturing benefits from scale economies, and so
it is likely that there will always be a preponderance of large manufacturers upstream of the retailers.
Retailers rarely integrate backwards into manufacturing, but some manufacturers run high street retail chains to sell
their own products exclusively. Samsung and Apple are both examples of this. However, beyond the very largest
manufacturers with brand images that are widely recognized, it is unlikely manufacturers would ever extend
themselves so far into direct-to-consumer business that the pure retailers become unimportant for their sales.
Consumer electronics retail is a fairly commoditized market, particularly in appliances. Even an innovative product soon
stimulates manufacturers into producing similar items. For instance, Apple products such as the iPhone 11 Pro, one of
the most desirable consumer electronics products of 2019, incorporates a number of features from Samsung, such as
wireless charging and OLED screens. Supplier power is strong in certain areas of the market. Smartphone
manufacturers depend upon a small number of companies for components not made in-house. Apple sources
numerous parts for iPhones from Samsung because no other company possesses the resources to make parts on the
scale and to the quality Apple requires. This is demonstrated through the iPhone X in 2018, where Samsung is reported
to have made approximately $110 per iPhone X that was sold, as Samsung makes the OLED display, NAND flash, and
DRAM chips in the iPhone. Unless another company emerges that can match Samsung, the Korean conglomerate will
continue to enjoy substantial supplier power.
Supplier power for parts of the market such as household appliances is rising based upon recent economic data. During
2018, consumer confidence in Canada was relatively high, thanks to an uptick in the economy and a poorly performing
housing market, which made property cheaper for consumers. Household appliances typically receive a boost in sales
when the economy is doing well because the number of house renovations rises significantly. Because such items often
have a lengthy replacement cycle, when sales rise rapidly, leading suppliers are frequently in heavy demand, enabling
the best performing suppliers to exert power over buyers.
However, whilst this is true for smartphones and other goods in the consumer electronics market, the same cannot be
said for household appliances, fixed-line phones, CD players and a plethora of other electrical goods. Cheap products
have been made possible by the standardization of components, lowering production costs and enabling more
suppliers to be present in the market. For high-end products, some manufactures are backwards integrating into

Industry Profiles
component making, allowing some to become suppliers to rivals. Apple produces parts that go into the LED display
panels made by rivals.
As the majority of rare earth materials come out of China, non-Chinese suppliers are at a disadvantage. These suppliers
are able to offer more competitively priced products as a result of lax labor laws. Though Chinese suppliers have
suffered from negative stories in recent years, such as poisoned water supplies and miners dying young, the lack of
alternatives to rare-earth materials in this market make these an essential element of the IT hardware market,
therefore increasing supplier power.
Suppliers for components will likely range between larger companies that supply a range of parts, to more specialized,
smaller companies. This is due to the highly specialized nature of the business. Manufacturing semiconductors, for
example, is only done by a small number of companies such as Intel, Samsung, Qualcomm and SK Hynix; in addition to
the majority of the supply coming from Taiwan. This increases supplier power as there are fewer options available.
However, for other components such as hard-disks, there is an increased risk of backwards integration as players seek
more control over the manufacturing process, which lessens supplier power.
Acquisitions or mergers in the semiconductors suppliers market, on which leading consumer electronics companies
depend, have a direct impact on manufacturers, weakening their power. For example, Qualcomm attempted to acquire
the Netherlands-based semiconductor manufacturer NXP for a fee of $47bn before abandoning the deal in early 2018.
Had the deal gone ahead, the players' power when negotiating with Qualcomm would have been reduced.
Also, where a manufacturer has valuable intellectual property, it can choose to generate revenue through licensing
agreements rather than defending exclusivity in order to charge high prices. For example, Blu-ray player manufacturers
must pay a royalty to the Blu-ray format patent holders for each player they make. From the perspective of retailers,
this will tend to weaken supplier power, as it means that no one supplier monopolizes a particular product category.
The impact of COVID-19 on the supply chain of the market has not been catastrophic as manufacturing predominantly
takes place in the Asia-Pacific region, where the virus was generally handled well. As a result, manufacturing resumed
quickly.
Overall, supplier power is moderate.

Industry Profiles
6.4. New entrants
Figure 8: Factors influencing the likelihood of new entrants in the consumer electronics retail market in Canada, 2020
Canadian high streets tend to be dominated by a few large retail chains, although it is still possible for independent
consumer electronics retailers to survive. However, entry on a small scale is possible without the need for vast amounts
of capital, complex regulatory compliance, or the acquisition of intellectual property.
Consumers have few switching costs to tie them to existing retailers. Retail markets tend to be labor-intensive, but the
skill sets required for many customer-facing staff are not hard to find.
On the other hand, competing directly with leading incumbents such as Best Buy would require larger resources, in
order to develop infrastructure in terms of retail distribution and branding. Large incumbents will tend to benefit from
extremely large economies of scale, pushing their unit costs down, making them difficult to beat on price.
Complementing this, central administrative costs may not rise as quickly as revenue as the number or size of stores
increases, and the cost of implementing an e-retail website may be easier for a large company to absorb. Moderate
growth in the market will attract some new entrants.
E-commerce is rising in importance for the Canadian consumer electronics market, accounting for 8.2% of market value
in 2017. Electrical items benefit over other consumer markets because many people will gain knowledge about certain
devices through word-of-mouth. Furthermore, many consumers are interested in purchasing updated versions of
products they already own, removing many factors that may deter online shopping. Companies have found many
consumers are willing to shop over the internet provided they are able to try out a physical item before buying.
‘Showrooming’ is becoming increasingly commonplace, enabling consumers to compare prices against the online
offering. This enables companies to run stores cheaper because there is minimal need for stock. For possible new
entrants, the trend towards online shopping reduces the barriers to entry by lowering the need for a network of
physical stores. Furthermore, it places an emphasis on developing brand image online, which can be achieved much
quicker and at a lower cost than would otherwise be the case.
Entering the market remains difficult, however, and demands extensive resources. Next-day-delivery is becoming much
more commonplace in built-up areas, especially in areas of high income, which are generally regarded as being very
accepting of new technology. Fast turn-around times from the point of order to dispatching a delivery is an area of
fierce competition, forcing new entrants to invest heavily in advanced warehouse technology to compete against
established players. For retailers of big household appliances, this is particularly important. Due to the large size and
weight of washing machines and other household appliances, storing and then transporting goods is somewhat harder
than hand-held electronic devices, raising barriers to entry.

Industry Profiles
The market remains attractive to new entrants due to the healthy rate of growth it is currently experiencing and is
predicted to have in the coming years. However, new entrants will almost certainly be entering an extremely
competitive market dominated by global players. Communications equipment is dominated by smartphones, the
manufacture of which in the West is primarily carried out by Samsung, Apple and Google. Consequently, new entrants
are most likely to enter the consumer electronics market via niches, but scaling up operations is very important due the
speed at which leading companies can move to either acquire a potential rival or to create new products to beat the
competition.
All in all, there is a strong risk of new entrants, but this will be more significant in rapidly-expanding segments than in
sluggish ones. This may be through product innovations such as smart TVs.
Overall, the threat of new entrants is assessed as strong.

Industry Profiles
6.5. Threat of substitutes
Figure 9: Factors influencing the threat of substitutes in the consumer electronics retail market in Canada, 2020
The threat of substitutes for consumer electronics products varies greatly depending on the product. For the
generalists, ranging from small second-hand electronics shops to supermarkets to online pureplay retailers, a new
substitute product can usually be assimilated into existing stock and it is easy to adapt. For instance, affordable laptops
like the Google Chromebook are now replacing demand for tablets, but retailers have been unaffected, simply
redistributing their stock. As the market is increasingly characterized by generalist retailers, especially in the online
pureplay segment, substitutes are increasingly seen as opportunities rather than threats.
Certain types of specialst retailer have recently fallen foul of substitute consumer electronics products, but there are
not currently any indications that this could happen again soon. Audio and photographic hardware specialists are a
notable example, having been impacted by the integration of their products into smartphones. The integration of
computing power, however, has not had the same effect; smartphones can often meet the average consumer’s needs
for processing power, but laptops still have obvious advantages, and computer specialists remain unthreatened.
Switching costs are low for the consumer, and the price of substitute products is always calculated to make these
attractive and attainable to at least one section of the market.
In conclusion, substitute products are abundant but represent a diminishing threat to increasingly generalist retailers,
and are therefore assessed as moderate.

Industry Profiles
6.6. Degree of rivalry
Figure 10: Drivers of degree of rivalry in the consumer electronics retail market in Canada, 2020
The shrinking pool of competitors in consumer electronics retail is having a dampening effect on rivalry in the Canadian
market. However, with the exception of Amazon, the leading online pureplay competitor, players tend to be large
chains with a great deal to lose, and higher stakes are making for fiercer competition. Closures of major retailers' stores
in Canada have put thousands of jobs at risk; the number of GameStop stores, landmarks in the Canadian consumer
electronics market, was reduced to 5,600 globally in 2019, from 7,000 the previous year. A major factor here is the ratio
of fixed costs to revenue, which for chains of physical stores is becoming higher relative to online pureplay.
The average product in the consumer electronics category will represent a significant outlay for most consumers, but
the cost of switching products or retailers is low and incentives are high. This is particularly true for this product
category because of the rapid pace of trends in technology, and the tendency for consumers to pass on or resell devices
once they are no longer on-trend.
Since retailers are largely offering undifferentiated products, they aim instead to stock the most desirable products and
target consumers in every price-bracket. Rivalry is therefore focused around pricing, and as online pureplay retailers
such as Amazon drive down the average consumer’s price point, this rivalry is more intense than ever.
In theory, physical stores can compete successfully with online pureplay with their specialist sales assistants. This is
particularly the case with expensive products such as household appliances and computers. Sales assistants can also
help to convert browsing consumers to paying customers, resisting the trend for those consumers to just view products
in the shop before buying them online.
However, Amazon threatens to make sales assistants as redundant to the consumer as the physical store, with its
prolific online reviewers. Consumers in Canada have long been able to do extensive research at home before buying
electronics products, using reviews from online vendors and other sites like YouTube, where independent professional
reviewing has practically become a sector in itself.
Consumer confidence has been on a gradual upward trend over the past two years, helping to generate growth. A
healthy economic outlook also encourages housing renovations, helping the household appliance segment expand.
Prominent cities in Canada – most notably Vancouver – have experienced a housing bubble, and the subsequent fall in
house prices increased consumer confidence in the household appliances segment.
Overall, the degree of rivalry is moderate.

Industry Profiles
7. Competitive Landscape
Amazon vies with Best Buy for the top position in this market, whilst Apple also challenges. The integration of Amazon
and Apple as both manufacturers and retailers of electronics gives them both particularly powerful standing in Canada.
The COVID-19 pandemic has led to a deceleration in 2020 which has intensified competition between leading players
with closures of stores a particular issue for many retailers. This is expected to lead to a strong decline in 2021 which
will create further issues.
7.1. Who are the leading players?

Amazon.com, Inc.
Amazon has been a major disruptor of consumer electronics retail for over a decade. The e-commerce giant is
responsible for the huge drive in online pureplay sales in the market, although it does not benefit from all online sales,
despite being the catalyst for their growth. Its influence over consumer behavior and the pressure it has exerted on
incumbent retailers, particularly electronics specialists like Best Buy, has led those competitors to ramp up their own e-
commerce strategies. Amazon’s dominance in this market has been boosted by its entry into consumer electronics
manufacturing, and it is currently the leading proponent of smart home assistants.
Best Buy Co Inc
With a chain of over 1,100 brick-and-mortar stores across North America, Best Buy is the largest and most lucrative
multi-channel electronics retailer in Canada. In the firm’s 2020 fiscal year report it reported that 70% of the US
population live within 10 miles of a Best Buy store. Despite the success of its online store, which accounted for 17% of
domestic revenue in the 2020 fiscal year, Best Buy still lagged behind Amazon in terms of overall electronics sales.
A major part of the company’s current strategic focus is its customer service, with its Geek Squad customer advisors
available 24/7, in addition to an in-home consultation service. Best Buy Assured Living is the retailer’s first foray into
health technology, providing consultation and products for healthy living and assistance of the elderly. These are
services with which it differentiates itself from Amazon, although the e-commerce giant’s sophisticated and prolific
reviewing system is making in-store assistance redundant in the eyes of some consumers, particularly for lower-end
electronics products.
Apple
Apple pioneered the luxury consumer electronics category, and its stores differentiate themselves from other brick-
and-mortar electronics outlets with an explicitly premium feel. The world’s most valuable company is currently in the
process of renovating many of these stores, since they are often too small to accommodate its product range, which
has been massively expanded over the last decade. Like other brick-and-mortar retailers, Apple makes customer service
a focal point of its stores, and customer advisors can be booked for one-on-one assistance with products. The unrivalled
demand for Apple’s products across categories, particularly the iPhone, has brought combined sales through its online
and physical stores almost in line with general sales through Best Buy’s channels.
7.2. Are any new products or services likely to favor certain players?
Amazon and Apple are the only two leading companies in Canada’s consumer electronics landscape which both
manufacture and retail their own electronics products. This means that new releases from either company will directly
benefit the company’s online and physical stores. Apple’s iPhone and Amazon’s Alexa were particularly notable for this
in recent years.
Apple is of course primarily a manufacturer, whose products are widely stocked by its retail competitors, but its stores
have been hugely successful marketing tools, drawing consumers with a premium feel and extensive try-before-you-

Industry Profiles
buy offering. The cyclical and highly-anticipated release of the latest iPhone consistently brings consumers in their
droves to brick-and-mortar Apple stores, and the product has been an especially potent driver in Canada. Over the
2017–2018 financial year, Apple kept all of its Canadian stores open, whilst its larger competitor Best Buy was forced to
close four.
2018 was a significant year for Amazon, as it saw demand for its Alexa devices, which were released towards the end of
2017, support increased traffic to its online store. Since then the firm has released new products incorporating Alexa
for example the firm introduced a reimagined family of Echo devices in 2020. As well as this 2020 saw the latest AI
advancements used to make Alexa more natural, conversational, and useful. These advancements included a new
capability that allows Alexa become more knowledgeable by asking questions to fill gaps in her understanding. Like
Apple’s products, Alexa devices are purchasable through Amazon’s competitors, but its brand-alignment with the most
popular online store in Canada means that they have been a key driver of online traffic for the retailer.
7.3. How has the COVID-19 pandemic affected leading players?

In Canada online pureplay firms such as Amazon have benefitted from increased online demand for consumer
electronics with lockdown causing physical store closures. Hypermarkets, supermarkets, and showrooms have been
closed at points during 2020 due to lockdowns imposed in response to the pandemic. This has affected sales of various
consumer electronics products in these retail outlets. Amazon has grown hugely with the pandemic causing an
accelerated shift to online shopping. The firm reported in October 2020 in Q3 that operating cash flow, over the trailing
12 months, increased year-on-year by 56% to $55.3bn from $35.3bn. Best Buy saw online sales grow by 17% in the
2020 fiscal year as the firm looked to bolster its multichannel capabilities through enhancing its digital platforms.
Overall, demand for products has not been impacted too badly with working from home policies causing a surge in
demand for laptops, headsets and accessories. However, demand for higher ticket items is expected to have fallen due
to financial uncertainty and reduced disposable income as a result of issues caused by the pandemic.

Industry Profiles
8. Company Profiles
8.1. Amazon.com, Inc.
8.1.1. Company Overview
Amazon.com, Inc. (Amazon or 'the company') is a retailer that offers its products through online and physical stores.
The company offers a range of merchandise, including books, apparel, home and garden tools, electronics, toys and
baby games, sports and outdoor products, automotive and industrial products and other general merchandise
products. It also provides services that includes web services, order fulfillment, publishing, advertising and co-branded
credit cards services. The company manufactures and sells electronic devices, including Kindle e-readers, Fire tablets,
Fire televisions (TVs) and Echo. Amazon markets its products through its website, www.amazon.com. Amazon also
operates through various international websites. It has business presence across North America, Europe and Asia-
Pacific. The company is headquartered in Seattle, Washington, the US.
The company reported revenues of (US Dollars) US$280,522 million for the fiscal year ended December 2019 (FY2019),
an increase of 20.5% over FY2018. In FY2019, the company’s operating margin was 5.2%, compared to an operating
margin of 5.3% in FY2018. In FY2019, the company recorded a net margin of 4.1%, compared to a net margin of 4.3% in
FY2018. The company reported revenues of US$88,912 million for the second quarter ended June 2020, an increase of
17.8% over the previous quarter.
8.1.2. Key Facts
Table 5: Amazon.com, Inc.: key facts
Head office: 410 Terry Avenue North Seattle, Washington, United States
Number of Employees: 798000
Website: www.amazon.com
Financial year-end: December
Ticker: AMZN
Stock exchange: NASDAQ
SOURCE: COMPANY WEBSITE MARKETLINE
8.1.3. Business Description
Amazon.com, Inc. (Amazon or 'the company') is an online retailer. The company offers a range of products and services
through its physical stores and e-commerce site, amazon.com. The company offers a range of merchandise, including
books, apparel, home and garden tools, toys and baby games, sports and outdoor products, automotive and industrial
products and other general merchandise products. It also sells electronic devices, such as Fire tablets, Kindle e-readers,
Echo devices and Fire TVs. Moreover, it offers a membership program called Amazon Prime, which provides customers
unlimited free shipping option on over 100 million items, access to unlimited streaming of thousands of movies and TV
episodes, and other benefits. The company also provides advertising services and order fulfillment services to its
consumers. The company operates through three business segments: North America, International and Amazon Web
Services (AWS).
The North America segment focuses on retail sales of consumer products (including from sellers) and handles
subscriptions through North America-focused online and physical stores. This segment also includes export sales
generated from the online stores. In FY2019, the North America segment reported revenue of US$170,773 million,
which accounted for 60.9% of the company's revenue.

Industry Profiles
The International segment includes the retail sales of consumer products (including from sellers) and subscriptions from
internationally focused online stores. This segment also includes export sales from international online stores (including
export sales from their respective sites to customers in the US, Canada and Mexico), but excludes export sales from
North American online stores. In FY2019, the International segment reported revenue of US$74,723 million, which
accounted for 26.6% of the company's revenue.
The Amazon Web Services (AWS) segment includes global sales of compute, storage, database, and other AWS service
offerings for start-ups, enterprises, government agencies, and academic institutions. In FY2019, the AWS segment
reported revenue of US$35,026 million , which accounted for 12.5% of the company's revenue.
Amazon serves four primary customer sets: consumers, sellers, developers and enterprises, and content creators. The
company also develops and produces media content. Amazon fulfills customer orders through its fulfillment centers
and delivery networks that it operates in North America and other foreign countries; co-sourced and outsourced
arrangements in certain countries; and digital delivery. Amazon serves sellers by offering programs that enable them to
sell their products on their websites and also on Amazon's websites. The company earns fixed fees, per-unit activity
fees and interest on such transactions. The company serves developers and enterprises through AWS, which provides a
broad set of global compute, storage, database, and other service offerings. Amazon serves content creators such as
authors and independent publishers through Kindle Direct Publishing, an online platform that allows independent
authors and publishers to select a royalty option and make their books available in the Kindle Store. The company also
offers its own publishing arm, Amazon Publishing. It also offers programs that allow authors, musicians, filmmakers,
application developers, and others to publish and sell content.
Geographically, the company classifies its operations into five regions: the US, Germany, Japan, the UK, and Rest of the
World. In FY2019, the US accounted for 69% of the company's revenue, followed by Germany (7.9%), the UK (6.3%),
Japan (5.7%), and Rest of the World (11.1%).

Industry Profiles
Table 6: Amazon.com, Inc.: Key Employees
Name Job Title Board

Andrew R. Jassy Chief Executive Officer Amazon Web Services Senior Management
Brian T. Olsavsky Chief Financial Officer Senior Management
Brian T. Olsavsky Senior Vice President Senior Management
Global Head - Movies Marketing, Amazon
Christian Davin Senior Management
Studios
Daniel P. Huttenlocher Director Non Executive Board
David A. Zapolsky General Counsel Senior Management
David A. Zapolsky Secretary Senior Management
David A. Zapolsky Senior Vice President Senior Management
Indra K. Nooyi Director Non Executive Board
Indra Nooyi Director Non Executive Board
Jamie S. Gorelick Director Non Executive Board
Jeffrey A. Wilke Chief Executive Officer Worldwide Consumer Senior Management
Jeffrey M. Blackburn Senior Vice President Business Development Senior Management
Jeffrey P. Bezos Chairman Executive Board
Jeffrey P. Bezos Chief Executive Officer Executive Board
Jeffrey P. Bezos President Executive Board
John Boumphrey Head UK Operations Senior Management
Jonathan J. Rubinstein Director Non Executive Board
Judith A. McGrath Director Non Executive Board
Keith Alexander Director Non Executive Board
Mike Hopkins Head Video Entertainment Business Senior Management
Patricia Q. Stonesifer Director Non Executive Board
Rosalind G. Brewer Director Non Executive Board
Ruth Diaz Director Amazon Fashion, Europe Senior Management
Business Development Executive, EMEA-
Sahar Baghery Senior Management
Amazon Prime Video
Sally Singer Head Fashion Direction, Amazon Fashion Senior Management
Sameer Batra Director Mobile Business Development Senior Management
Saurabh Srivastava Head Amazon Fashion India Senior Management
Shelley L. Reynolds Controller Senior Management
Shelley L. Reynolds Principal Accounting Officer Senior Management
SOURCE: COMPANY FILINGS MARKETLINE

Industry Profiles
Table 7: Amazon.com, Inc.: Key Employees Continued

Shelley L. Reynolds Vice President Senior Management
Soumya Sriraman Head Prime Video Channels, US Senior Management
Thomas O. Ryder Director Non Executive Board
Wendell P. Weeks Director Non Executive Board

Industry Profiles
8.2. Best Buy Co Inc
Best Buy Co Inc. (Best Buy) is a multi-national retailer of electronic products. The company primarily offers consumer
electronics, computing and mobile phones, appliances, entertainment products, home office products, and related
services including consultation, design, set-up, protection plans, technical support, educational classes, delivery and
installation for home theater, mobile audio and appliances. Best Buy offers their products under various brands such as
Best Buy, Future Shop, Geek Squad, Magnolia, Best Buy Mobile, Dynex, Platinum, Yellow Tag, Insignia, Pacific Sales,
5Star, Rocketfish, Modal and My Best Buy. It sells its merchandise at retail stores, online, mobile applications and
through call centers. The company’s operations are spread across the US, China, Canada and Mexico. Best Buy is
headquartered in Richfield, Minnesota, the US.
The company reported revenues of (US Dollars) US$43,638 million for the fiscal year ended February 2020 (FY2020), an
increase of 1.8% over FY2019. In FY2020, the company’s operating margin was 4.6%, compared to an operating margin
of 4.4% in FY2019. In FY2020, the company recorded a net margin of 3.5%, compared to a net margin of 3.4% in
FY2019.
8.2.2. Key Facts
Table 8: Best Buy Co Inc: key facts
Head office: 7601 Penn Avenue South , RichField, Minnesota, United States
Website: www.bestbuy.com
Financial year-end: February
Ticker: BBY
Stock exchange: New York Stock Exchange
Best Buy Co Inc (Best Buy) is retailer of consumer electronics. The company offers various products including
appliances, audio, video games, TV and home theatre, computers and tablets, cell phones, wearable technology,
movies and music, home, garage and office, smart home, security and WiFi, drones, toys and collectibles and cameras
and camcorders.
The company classifies its business operations into two reportable segments: Domestic and International.
BestBuy offers various services including appliance services, installation, setup and repair and support services.
As of February 2020, Best Buy operates through a network of 1,175 large-format and 56 small-format stores. The
company’s major suppliers include Apple, Samsung, Sony, Hewlett-Packard, and LG Electronics.

Industry Profiles
Table 9: Best Buy Co Inc: Key Employees

Allison Peterson Chief Customer and Marketing Officer Senior Management
Brian Tilzer Chief Digital and Technology Officer Senior Management
Cindy R. Kent Director Non Executive Board
Claudia Fan Munce Director Non Executive Board
Corie Barry Chief Executive Officer Executive Board
Corie Barry Director Executive Board
Daniel Grossman Chief Medical Officer Senior Management
David W. Kenny Director Non Executive Board
Eugene A. Woods Director Non Executive Board
Hubert Joly Chairman Executive Board
Hubert Joly Director Executive Board
J. Patrick Doyle Director Non Executive Board
Jason Bonfig Chief Merchandising Officer Senior Management
Kamy Scarlett Chief Human Resources Officer Senior Management
Kamy Scarlett President US Retail Stores Senior Management
Karen A. McLoughlin Director Non Executive Board
Kathy J. Higgins Victor Director Non Executive Board
Lisa M. Caputo Director Non Executive Board
Mario J. Marte Director Non Executive Board
Matt Bilunas Chief Financial Officer Senior Management
Matt Furman Chief Communications Officer Senior Management
Matt Furman Public Affairs Officer Senior Management
R. Michael Mohan Chief Operating Officer Senior Management
R. Michael Mohan President Senior Management
Richelle P. Parham Director Non Executive Board
Rob Bass Chief Supply Chain Officer Senior Management
Ron Wilson President International Senior Management
Russell P. Fradin Director Non Executive Board
Thomas L. Millner Director Non Executive Board
Todd G. Hartman Chief Risk and Compliance Office Senior Management

Industry Profiles
Table 10: Best Buy Co Inc: Key Employees Continued

Todd G. Hartman General Counsel Senior Management
Chief Transformation, Innovation and
Whit Alexander Senior Management
Membership Officer

Industry Profiles
8.3. Apple Inc
Apple Inc (Apple) designs, manufactures, and markets mobile communication and media devices, personal computers
(PCs), portable and wearable devices. The company also offers related software, services, accessories, networking
solutions, and third-party digital content and applications. Apple’s product portfolio includes iPhone, iPad, Mac, iPod,
Apple Watch, Apple TV. It offers various consumer and professional software applications such as iOS, macOS, iPadOS,
and watchOS operating systems, iCloud, AppleCare, Apple Pay, and accessories. Apple sells and delivers digital content
and applications through Apple Store, App Store, Mac App Store, TV App Store, Watch App Store and Apple Music. The
company’s business operations span the US, Europe, the Middle East and Asia-Pacific. Apple is headquartered in
Cupertino, California, the US.
The company reported revenues of (US Dollars) US$260,174 million for the fiscal year ended September 2019 (FY2019),
a decrease of 2% over FY2018. In FY2019, the company’s operating margin was 24.6%, compared to an operating
margin of 26.7% in FY2018. In FY2019, the company recorded a net margin of 21.2%, compared to a net margin of
22.4% in FY2018.
8.3.2. Key Facts
Table 11: Apple Inc: key facts
Head office: 1 Apple Park Way , CUPERTINO, California, United States

Telephone: 14089961010
Website: www.apple.com/
Financial year-end: September
Ticker: AAPL
Stock exchange: NASDAQ
Apple Inc (Apple) designs, manufactures and markets mobile communication and media devices and personal
computers. The company sells software, services, accessories, networking solutions and third-party digital content and
applications.
The company classifies its products and services into five categories: iPhone, iPad, Mac, Services, and Wearable, Home
and Accessories.

Industry Profiles
Table 12: Apple Inc: Key Employees

Adrian Perica Vice President Corporate Development Senior Management
Albert Gore Jr. Director Non Executive Board
Andrea Jung Director Non Executive Board
Arthur D. Levinson Chairman Executive Board
Chiara Cipriani Director Video Services Senior Management
Craig Federighi Senior Vice President Software Engineering Senior Management
David Smoley Vice President Senior Management
Deirdre O'Brien Senior Vice President Retail and People Senior Management
Senior Vice President Internet Software and
Eddy Cue Senior Management
Services
Director Worldwide Product Marketing, Apple
Frank Casanova Senior Management
Augmented Reality
Gary Geaves Vice President Acoustics Role Senior Management
Ian Goodfellow Director AI and machine learning technologies Senior Management
Ipsita Dasgupta Country Manager - India Senior Management
Isabel Ge Mahe Managing Director Greater China Senior Management
Isabel Ge Mahe Vice President Senior Management
James A. Bell Director Non Executive Board
Jeff Williams Chief Operating Officer Senior Management
Senior Vice President Machine Learning and
John Giannandrea Senior Management
AI Strategy
John Ternus Senior Vice President Hardware Engineering Senior Management
Johny Srouji Senior Vice President Hardware Technologies Senior Management
Jon Andrews Vice President Software Engineering Senior Management
Kaiann Drance Vice President Marketing Senior Management
Katherine Adams General Counsel Senior Management
Katherine Adams Secretary Senior Management
Katherine Adams Vice President Security Senior Management
Kristen Huguet Manager, Corporate PR Management
Vice President Environment, Policy and Social
Lisa Jackson Senior Management
Initiatives
Luca Maestri Chief Financial Officer Senior Management
Luca Maestri Senior Vice President Senior Management
Michael Schwekutsch Director Engineering, Special Project Group Senior Management

Industry Profiles
Table 13: Apple Inc: Key Employees Continued

Molly Thompson Head Documentaries Senior Management
Monica Lozano Director Non Executive Board
Chief Marketing Officer Chief Marketing
Omar Johnson Management
Officer
Paul Meade Vice President Hardware Engineering Senior Management
Philip W. Schiller Senior Vice President Worldwide Marketing Senior Management
Prashant Paulose Music & Movies Business Manager Management
Rebekah Horne Director Services and Music, Australasia Senior Management
Ronald D. Sugar Director Non Executive Board
Vice President Hardware Design and amp, AI
Ruben Caballero Senior Management
Division
Sabih Khan Senior Vice President Operations Senior Management
Sam Jadallah Head Smart Home Initiatives Senior Management
Soonho Ahn Global Head, Battery Developments Senior Management
Susan L. Wagner Director Non Executive Board
Timothy D. Cook Chief Executive Officer Executive Board
Timothy D. Cook Director Executive Board
Tor Myhren Vice President Marketing Communications Senior Management

Industry Profiles
9. Macroeconomic Indicators
9.1. Country data
Table 14: Canada size of population (million), 2016–20
Year Population (million) % Growth

2016 36.2 1.0%
2017 36.6 1.0%
2018 36.9 1.0%
2019 37.3 0.9%
2020(e) 37.6 0.9%
Table 15: Canada gdp (constant 2005 prices, $ billion), 2016–20
Year Constant 2005 Prices, $ billion % Growth

2016 1,414.4 2.4%
2017 1,445.7 2.2%
2018 1,475.2 2.0%
2019 1,503.0 1.9%
2020(e) 1,529.1 1.7%
Table 16: Canada gdp (current prices, $ billion), 2016–20
Year Current Prices, $ billion % Growth

2016 1,960.1 4.6%
2017 2,045.7 4.4%
2018 2,130.3 4.1%
2019 2,217.6 4.1%
2020(e) 2,300.9 3.8%
Table 17: Canada inflation, 2016–20

Industry Profiles
Year Inflation Rate (%)

2016 1.9%
2017 2.0%
2018 2.0%
2019 2.0%
2020(e) 2.0%
Table 18: Canada consumer price index (absolute), 2016–20
Year Consumer Price Index (2005 = 100)

2016 121.3
2017 123.7
2018 126.2
2019 128.7
2020(e) 131.3
Table 19: Canada exchange rate, 2016–20
Year Exchange rate ($/C$) Exchange rate (€/C$)

2016 1.3253 1.4664
2017 1.2970 1.4663
2018 1.2967 1.5305
2019 1.3271 1.4866
2020 1.3408 1.5301

Industry Profiles
Appendix
Methodology
MarketLine Industry Profiles draw on extensive primary and secondary research, all aggregated, analyzed, cross-
checked and presented in a consistent and accessible style.
Review of in-house databases – Created using 250,000+ industry interviews and consumer surveys and supported by
analysis from industry experts using highly complex modeling & forecasting tools, MarketLine’s in-house databases
provide the foundation for all related industry profiles
Preparatory research – We also maintain extensive in-house databases of news, analyst commentary, company profiles
and macroeconomic & demographic information, which enable our researchers to build an accurate market overview
Definitions – Market definitions are standardized to allow comparison from country to country. The parameters of each
definition are carefully reviewed at the start of the research process to ensure they match the requirements of both the
market and our clients
Extensive secondary research activities ensure we are always fully up-to-date with the latest industry events and trends
MarketLine aggregates and analyzes a number of secondary information sources, including:
- National/Governmental statistics
- International data (official international sources)
- National and International trade associations
- Broker and analyst reports
- Company Annual Reports
- Business information libraries and databases
Modeling & forecasting tools – MarketLine has developed powerful tools that allow quantitative and qualitative data to
be combined with related macroeconomic and demographic drivers to create market models and forecasts, which can
then be refined according to specific competitive, regulatory and demand-related factors
Continuous quality control ensures that our processes and profiles remain focused, accurate and up-to-date

Industry Profiles
9.2. Industry associations
9.2.1. Consumer Electronics Association
2500 Wilson Blvd., Arlington, VA 22201-3834, USA

Tel.: 1 703 907 7600
Fax: 1 703 907 7675
www.ce.org
9.2.2. International Electrotechnical Commission
3, rue de Varembé, P.O. Box 131, CH - 1211 Geneva 20, CHE

Tel.: 41 22 919 0211
Fax: 41 22 919 0300
www.iec.ch
9.3. Related MarketLine research
9.3.1. Industry Profile
Global Consumer Electronics Retail

Electrical and Electronics Retail in Europe
Electrical and Electronics Retail in North America
Electrical and Electronics Retail in the United States
Consumer Electronics Retail in Mexico

Industry Profiles
About MarketLine
In an information-rich world, finding facts you can rely upon isn’t always easy. MarketLine is the solution.
We make it our job to sort through the data and deliver accurate, up-to-date information on companies, industries and
countries across the world. No other business information company comes close to matching our sheer breadth of
coverage.
And unlike many of our competitors, we cut the ‘data padding’ and present information in easy-to-digest formats, so
you can absorb key facts in minutes, not hours.
What we do
Profiling all major companies, industries and geographies, MarketLine is one of the most prolific publishers of business
information today.
Our dedicated research professionals aggregate, analyze, and cross-check facts in line with our strict research
methodology, ensuring a constant stream of new and accurate information is added to MarketLine every day.
With stringent checks and controls to capture and validate the accuracy of our data, you can be confident in MarketLine
to deliver quality data in an instant.
For further information about our products and services see more at: http://www.marketline.com/overview/
Disclaimer
All Rights Reserved.
No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form by any means,
electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the publisher,
MarketLine.
The facts of this report are believed to be correct at the time of publication but cannot be guaranteed. Please note that
the findings, conclusions and recommendations that MarketLine delivers will be based on information gathered in good
faith from both primary and secondary sources, whose accuracy we are not always in a position to guarantee. As such
MarketLine can accept no liability whatever for actions taken based on any information that may subsequently prove to
be incorrect.

Consumer Electronics Retail in Canada February 2021: Marketline Industry Profile

Uploaded by

Copyright:

Available Formats

You might also like

Consumer Electronics Retail in Canada February 2021: Marketline Industry Profile

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Consumer Electronics Retail in Canada February 2021: Marketline Industry Profile

Uploaded by

Copyright:

Available Formats

MarketLine Industry Profile

Consumer Electronics Retail in Canada

Reference Code: 0070-2033

Publication Date: February 2021

Primary NAICS: 4431

Secondary NAICS: N/A

© MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED Page | 1

1.1. Market value

1.2. Market value forecast

1.3. Category segmentation

1.4. Geography segmentation

1.5. Market rivalry

1.6. Competitive Landscape

© MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED Page | 2

1.1. Market value ................................................................................................................................................2

1.2. Market value forecast ..................................................................................................................................2

1.3. Category segmentation................................................................................................................................2

1.4. Geography segmentation.............................................................................................................................2

1.5. Market rivalry...............................................................................................................................................2

1.6. Competitive Landscape ................................................................................................................................2

2.1. Market definition .........................................................................................................................................7

2.2. Market analysis ............................................................................................................................................7

3.1. Market value ................................................................................................................................................9

4.1. Category segmentation..............................................................................................................................10

4.2. Geography segmentation...........................................................................................................................11

5.1. Market value forecast ................................................................................................................................12

6. Five Forces Analysis 13

6.1. Summary ....................................................................................................................................................13

6.2. Buyer power...............................................................................................................................................15

6.3. Supplier power ...........................................................................................................................................17

6.4. New entrants .............................................................................................................................................19

6.5. Threat of substitutes ..................................................................................................................................21

6.6. Degree of rivalry.........................................................................................................................................22

7.1. Who are the leading players? ....................................................................................................................23

© MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED Page | 3

7.3. How has the COVID-19 pandemic affected leading players?.....................................................................24

8.1. Amazon.com, Inc........................................................................................................................................25

8.2. Best Buy Co Inc...........................................................................................................................................29

8.3. Apple Inc ....................................................................................................................................................32

9.1. Country data ..............................................................................................................................................35

9.2. Industry associations..................................................................................................................................38

9.3. Related MarketLine research .....................................................................................................................38

© MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED Page | 4

Table 6: Amazon.com, Inc.: Key Employees 27

Table 7: Amazon.com, Inc.: Key Employees Continued 28

Table 9: Best Buy Co Inc: Key Employees 30

Table 10: Best Buy Co Inc: Key Employees Continued 31

Table 12: Apple Inc: Key Employees 33

Table 13: Apple Inc: Key Employees Continued 34

Table 14: Canada size of population (million), 2016–20 35

Table 15: Canada gdp (constant 2005 prices, $ billion), 2016–20 35

Table 16: Canada gdp (current prices, $ billion), 2016–20 35

Table 17: Canada inflation, 2016–20 35

Table 18: Canada consumer price index (absolute), 2016–20 36

Table 19: Canada exchange rate, 2016–20 36

© MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED Page | 5

© MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED Page | 6

2.1. Market definition