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THE TECHNOLOGY & E- COMMERCE ISSUE
Aided by advances in
technology, today's retail
experience is bringing
extraordinary to life
What experiencetdoes
expec
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Deliver a 24/7 unified and highly personalized shopping experience every time.
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PACE (Personalized Automated Customer Engagement)
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CANADIAN RETAILER THE TECHNOLOGY & E-COMMERCE ISSUE 2018
FEATURES
E-COMMERCE STR ATEGY
10 IMPROVING THE CUSTOMER EXPERIENCE WITH E-COMMERCE
Digital is transforming retail. Find out how refining e-commerce
strategies can differentiate your business from competitors.
TECHNOLOGY DESIGN
12 THE IMPORTANCE OF DESIGNING RETAIL
TECHNOLOGY DEPLOYMENTS
Avoid the hassle and cost of a clumsy technology deployment
by designing it and doing it right the first time.
SOCIAL MEDIA 12
16 USING SOCIAL MEDIA TO PROMOTE AND GROW
YOUR BUSINESS
How small and mid-sized retailers can leverage social tools to
stand out in the crowd and apart from their competitors.
A-COMMERCE
18 AUTOMATIC FOR THE PEOPLE
The rise of automated commerce is already helping to reshape
the customer experience. But is it the future of retail?
PAYMENTS
24 PAYMENT SOLUTIONS FOR THE DIGITAL WORLD
Offering alternative payments options to consumers can help
18
satisfy their desires and enhance their shopping experience.
STORE DESIGN
26 AN IMMERSIVE NEW RETAIL REALITY
Today’s consumer seeks connections. Samsung Canada is in-
novating, providing its customers with experiences that invite
them to engage with the brand on all levels.
IN-STORE TECHNOLOGY
36 IN-STORE TECHNOLOGY TO TRANSFORM CANADIAN
RETAIL EXPERIENCE
In-store technology is helping retailers drive sales and improve
the customer experience. Find out how they're doing it by
creating more immersive physical environments. 36
SMART DATA
41 ARTIFICIAL INTELLIGENCE: COMING TO A STORE NEAR YOU
Understanding the legal implications of artificial intelligence
is critical for retailers looking to leverage its power.
BR AND LOYALTY
42 BLURRING THE BOUNDARIES BETWEEN PHYSICAL
AND DIGITAL COMMERCE
By enabling mobile devices to become payment and promo-
tional engines, agnostic of hardware, retailers can break the
technological limitations to innovate at the point-of-sale. 50 56
OMNICHANNEL PAYMENTS
46 THINK UNIFIED SHOPPING EXPERIENCE
Giving the choice of payment method, whenever and wherever
DEPARTMENTS
customers want, is helping retailers drive business and loyalty. 4 EDITOR’S NOTE
RETAIL ECONOMY 6 RETAIL CURRENTS
48 CSCA RETAIL 100 8 UNDER THE BANNER
A look at the top 100 retail conglomerates operating in Canada 9 AT ISSUE
as ranked by total estimated annual retail sales in fiscal 2017. 58 ADVERTISERS’ INDEX ON THE COVER
Design by Scope Media with
E-COMMERCE LOGISTICS
50 HARNESSING THE POWER OF 4PL
image by gettyimages.ca/
Believe_In_Me
The explosion of e-commerce is presenting retailers with big

opportunities, and a need to innovate within their supply chains.
TECHNOLOGY & E-COMMERCE | CANADIAN RETAILER | 3
EDITOR'S NOTE
Enabling the retail

experience TECHNOLOGY & E- COMMERCE | VOL . 28 ISSUE 6
publisher
WHEN it comes to technological development, no industry in- Diane J. Brisebois
novates to find practical applications and uses for technology
senior director of marketing
like retail. To serve the customer better, to enhance experiences a n d c o m m u n i c at i o n s
for both the customer and the retail employee, to improve oper- Branka Stavric
ational efficiencies and exploit previously unseen opportunities editor-in- chief
—retailers are constantly seeking out new ways to leverage tech- Sean C. Tarry
nology to elevate retail as a whole. (416) 922-6678, ext. 286
It’s with this in mind that Canadian Retailer developed this starry@retailcouncil.org
special Technology & E-Commerce Issue, shining a light on the art direction
technologies being used today within the retail environment and Scope Media
exploring the technologies of tomorrow that might present new hello@scopemedia.ca
opportunities to further improve the retail experience, whether contributors
in-store or online. Lisa Cook, Christopher Daniel, Denise
We start by looking at technology deployments (‘The import- Deveau, Jesse Donaldson, Nader Henin,
ance of designing retail technology deployments’ on pg. 12) and Tony Hernandez, Michael LeBlanc,
how a designed deployment can assist the plan, allowing busi- Bruce Mayhew, Craig Patterson, Carole J.
Piovesan, Randy Scotland , Carol West
nesses to deploy their technology right the first time, avoiding
the headaches and hassles of clumsy, costly roll-outs. director, sponsorship
a n d pa r t n e r s h i p s
The notion of automated commerce is on the rise, with both Mary Markou
retailers and customers alike. In ‘Automatic for the people’ (pg. mmarkou@retailcouncil.org
19) we take a look at what A-commerce might mean for the retail client engagement and sales
industry going forward and how data—structured and unstruc- Daniel Holland
tured—artificial intelligence, the Internet of Things and predict- dholland@retailcouncil.org
ive analytics are helping to set the framework for a brand new editorial office
retail experience. 800 – 1881 Yonge Street, Toronto, ON M4S 3C4
We also explore the different technologies currently being Phone: (416) 922-6678 | Fax: (416) 922-8011
used in-store, like augmented and virtual realities, to elevate the www.retailcouncil.org
in-store customer experience in ‘In-store augmented reality tech- production office
nology to transform Canadian retailing’ (pg. 36). Transcontinental Interweb
And, as it relates to the moving of product quickly and seam- 1603, de Montarville Blvd.
Boucherville, QC J4B 5Y2
lessly to satisfy the ever-increasing e-commerce demands of to- Phone: (450) 655-2801 | Fax: (450) 641-3650
day’s digital consumer, we highlight the value in 4PL relationships
in ‘Harnessing the power of 4PL’ (pg. 54) and how these stratregic Canadian Retailer is published six times each
partnerships can help retailers innovate to realize the potential of year by Retail Council of Canada. Members
receive complimentary copies of the magazine
e-commerce in Canada. with membership. The annual subscription
In addition, we also present the CSCA Retail 100—a snapahot of rate for non-members is $36.75 + tax.
the top 100 retail conglomerates operating in Canada as ranked Publication Mail Agreement No. 40063389
by total estimated annual retail sales in fiscal 2017. Return undeliverable Canadian addresses to:
Circulation Department, 1881 Yonge Street,
As always, we hope you and your teams find the Technology & Suite 800, Toronto, Ontario M4S 3C4
E-Commerce Issue of Canadian Retailer insightful and inspiring cdnretailer@retailcouncil.org.
and wish all of our readers a Happy Holidays and an amazing We welcome your article suggestions and
start to 2019. any photographs pertaining to retailing in
Canada. Please note the opinions expressed
in Canadian Retailer do not necessarily
Sincerely, reflect those of Retail Council of Canada.
printed by transcontinental interweb

Sean C. Tarry
Editor-In-Chief Like RCC on Facebook
Canadian Retailer Follow RCC on Twitter @RetailCouncil

Connect with RCC on LinkedIn
Watch RCC at www.youtube.com/
user/RetailCouncil
4| CANADIAN RETAILER | TECHNOLOGY & E-COMMERCE

4 Reasons to Ditch
Your Legacy POS System
®
Here are 4 reasons to ditch your legacy POS and move
to a cloud-based system:
Why Now is the Integrate new software solutions to achieve
1
Time to Upgrade to a omnichannel capabilities
Cloud-Based System A cloud-based POS uses open Application Programming

Interfaces (APIs) for integration, making it easier for
developers of other software like e-commerce, ERP or
The point-of-sale system has long been the accounting to integrate their software with the POS
heart of a retail store as the system on which system. As a result, users of cloud-based POS systems can
easily access the tools they need to achieve omnichannel
everything else depends. So, it’s understandable capabilities such as real-time inventory and a 360-degree
when retailers hesitate to replace this view of the customer.
workhorse with something new.
2 Implement modern capabilities
Unfortunately, the marketplace is much less Cloud-based POS solutions typically deliver all of these
forgiving. A POS is still the heart of the retail omnichannel features: endless aisle, click and collect,
real-time multichannel reporting via any browser, email
store, but it’s no longer working alone. Today’s receipts, consistent consumer experience, return to store,
POS solutions must help retailers recognize and and complete visibility to customer records from any
reward customers. They must accept mobile channel. Retailers can change a price once and have it
appear in every channel. Critically, a cloud-based POS
wallets and comply with strict payment facilitates real-time inventory across channels, supporting
requirements. They must move to where the omnichannel transactions and enabling retailers to
customers are, whether shoppers are browsing minimize carrying costs by optimizing inventory.
the aisles or visiting a sidewalk event. And they

3 Make mobile a POS centerpiece
must support omnichannel activities like click
and collect or online returns with real-time Mobile POS is a big hit because of the flexibility it gives
retailers to drive a more engaging customer experience.
access to sales and inventory. When the POS is mobile, retailers can take the transaction
to the customer.
Legacy POS applications were never written to
do all that, and adding those capabilities is
4 Achieve payment compliance
either costly or not possible. Cloud-based POS In the cloud-based POS model, the software developer
software’s ability to handle this and more, and ensures the solution is compliant with PCI, EMV, PII and
other requirements. Because cloud solutions are built on
at a lower cost, is why the entire industry is an open, Internet-based platform, it’s easy to integrate
shifting to cloud, especially in the mid-market. new payment methods as they become available.
Visit www.iQmetrix.com/Specialty-Retail
Ready to make the leap into the cloud? to learn about iQmetrix’s cloud-based POS
+ retail management solutions.
RETAIL CURRENTS
IMPROVING THE THE “PHYGITAL”

IN-STORE EXPERIENCE EXPERIENCE
American Express recent- American Express’ Canadian Retail
ly released findings from Insights Report cites the importance
its sixth annual Canadian of the “phygital” retail experience
Retail Insights Report, reveal- and ways retailers are trying to
ing, among other things, the capitalize on the opportunity.
ways retailers are planning
53
Percentage of
to improve the in-store cus- % retailers, excluding
tomer experience through the gas industry,
the use of technology. currently offering online
shopping, reservations or
97% of retailers think improv- ordering say it has increased
ing the in-store experience sales and revenue.
is important and 69% say
45
Percentage of
that investing in new tech- % retailers surveyed
nologies is important to the who say they're
success of their business. making investments in
online fulfilment solutions
29% say they will consider like "buy online, pick
using automation or data up in store," email and
personalization to improve text marketing (42%),
the experience for their cus- payments technology
tomers in-store, and 14% are (38%) and mobile apps
interested in implementing (38%) in an effort to
artificial intelligence or integrate the online and
augmented reality. offline retail experience.
ONLINE, OFFLINE AND EVERYWHERE IN BETWEEN

There’s no sense anymore in retailers trying
to figure out their online shoppers and offline
shoppers. According to new research conducted
%
61
of shoppers
65%
of shoppers
83%
of in-store shoppers
by Retail Council of Canada, successful retail- did at least one did at least one more likely already
online activity offline activity know where they’re go-
ers “will meet consumers’ needs in their desired prior to an in- prior to an online ing to make a purchase
channel throughout the purchase journey. store purchase. purchase. compared to online.
THE SOCIALIZATION OF THINGS

According to the CIRA, 74 per cent of Canadians spend at least 3-4 hours online per day. The third most
popular online activity is engaging on social media. But where are they socializing?
Facebook 80% LinkedIn 45% Google+ 40% Instagram 39% Pinterest 36%
Twitter 35% YouTube channel Snapchat 24% Own Youtube Online discussion forum
subscription 27% channel 13% (excluding Reddit) 10%

VIRTUAL SPENDING WINNING WITH HEALTH AND SAFETY
The International Data Corporation (IDC)
Canada recently released a report that states
spending on augmented and virtual reality will
reach around $602 by the end of 2018.
The estimated spending on augmented and virtual

reality technology by 2022.
#3
The RCC/WSIB Safety Group received rebate returns of nearly
Retailers will make the third largest
$500,000 in 2018.
investment, behind only the consumer
and healthcare provider industries.
Recently, Retail Council of Canada (RCC) in partner-
ship with Ontario’s Workplace Safety & Insurance Board
(WSIB), awarded participants of the association’s Safety
A VOICE IN THE MATTER Group program with nearly $500,000 in rebate returns.
Adoption of smart speakers in Canada The Safety Group, now in its 12th year, is an innova-
is soaring. According to recent research tive, voluntary-based initiative implemented by the
conducted by Edison Research and Triton, WSIB that offers participants benefits that include op-
8% of Canadians 18 and older have access portunities to network with fellow retailers about health
to a smart speaker, presenting substantial and safety topics and issues, remaining in-the-know
opportunities to those brands that can about Ontario’s health and safety legislative changes
hear the call. and consultations, and to decrease administrative costs
around loss-time injuries and illnesses.
“It’s a fantastic initiative, and one that RCC remains
proud to be a part of,” says Sonny Brar, RCC’s Vice
Both
President Member Relations and Education. “Every
retailer wants to ensure a healthy and safe work environ-
Amazon ment for their employees. This Safety Group Program is
Echo Google an excellent way for RCC to be involved and to support
Home
our members reach their health and safety goals.”
The RCC/WSIB Safety Group program, which has
been a huge success during the course of its first decade
returning hundresed of thousands of dollars back to par-
ticipating retailers, achieved a final score of 86 per cent
63% of Canadian smart speaker
owners own just a Google Home in 2018 and ranked 7th out of 24 sponsors in Ontario.
device. 30% own just an Amazon For more information about The Safety Group pro-
Echo device. 7% own both Google gram and ways to get involved, contact Sonny Brar at
Home and Amazon Echo devices. sbrar@retailcouncil.org.
CALENDAR
NRF Big Show eTail Canada
Sunday, January 13 – Tuesday, January 15, 2019 Tuesday, May 7 – Thursday, May 9, 2019
Jacob K. Javits Convention Center, New York City, NY Hyatt Regency, Toronto, ON
Retail Council of Canada Retail Marketing 2019 Retail Council of Canada STORE 2019
Thursday, April 18, 2019 Tuesday, May 28 – Wednesday, May 29, 2019
The Delta Hotels Downtown, Toronto, ON The Toronto Congress Centre, Toronto, ON
Retail Innovation Conference For more information concerning RCC and other
Monday, May 6 – Wednesday, May 8, 2019 industry events, visit www.retailcouncil.org/events.
Convene, New York City, NY
www.retailcouncil.org/cdnretailer TECHNOLOGY & E-COMMERCE | CANADIAN RETAILER | 7

UNDER THE BANNER
LEADING THE GEEKS

Passion, experience and a one-team mentality inspires
Best Buy Canada success
BY SEAN C. TARRY
MAT Povse is the Senior Vice President of Retail and Geek

Squad Services at Best Buy Canada, responsible for 180
retail stores across Canada as well as the development
and fulfilment of Geek Squad programs and services.
Povse joined Best Buy in March 2014 as Vice President
of Merchandising, a role in which he was instrumental in
the development and execution of the Major Appliances
expansion plan in Canada. Since then, he has held nu-
merous leadership roles, most recently as Vice President
of Geek Squad Services.
Povse has a passion for teamwork. His one-team men-
tality, combined with his broad work experience, inspi-
res collaboration between different business functions
leading to increased productivity. His development of
new and innovative partnerships, and the integration of
services and retail have enhanced Best Buy’s omnichan-
nel approach and set foundations for future growth.
Soon after Povse took up his latest role, he embarked on
a coast-to-coast tour, rolling up his sleeves and working
shifts in Best Buy stores across the country. The learning
experience led to over 200 small-but-mighty initiatives to
enhance both the employee and customer experience.
Prior to Best Buy, Povse was Vice President of Sales
for LG Electronics and has also held key positions at
Compaq, TELUS & XM Satellite Radio.
He holds a Bachelor of General Studies, Business and
Liberal Arts from Simon Fraser University in Burnaby,
British Columbia.
GET TO KNOW MAT POVSE

Candid questions from Canadian Retailer elicit candid responses from Best Buy Canada’s Senior Vice President
of Retail and Geek Squad Services.
What makes a great leader? Do you shop in-store or online?

Someone who is convinced by a purpose, Both, but you can’t beat an in-store experience when you get to
inspires others to feel the same, and then creates connect with really great people.
the ideal environment for everyone to excel.
Which do you prefer—fiction or non-fiction?
What’s your favourite getaway locale? I’d say non-fiction, in general. I do read fiction and admire the
Nearby, that would be Kelowna or Tofino. Further creativity, especially if it’s still grounded in some realism and history.
away, I’ll take any of the Hawaiian Islands.
How would you describe your management style—hands-on
What’s more important—education or hands-off?
or experience? Definitely situational. When I’m learning, I like to get right into
The beauty is they aren’t mutually exclusive. the details, so I’m very hands on. But in general, I believe in
Both are important. It’s what you do with either empowering people and letting them fly.
that counts.
What’s the next big game-changer in retail?
What’s your favourite mobile device? There’s still plenty of scope in the current hot themes of
Probably my phone because of how it personalization and frictionless shopping. It’s likely that AI and
seamlessly connects me to everything else. VR/AR will be the technology that will advance us in both.

AT ISSUE
THE FUTURE AIN’T

WHAT IT USED TO BE
E-commerce continues to evolve, presenting retailers in
Canada with boundless opportunity
BY MICHAEL LEBLANC
TWENTY years ago, give or take, I

launched my first e-commerce site in
Canada. We were to be a beta-test for
the U.S. market in the frothy days of
Time magazine covers that heralded
“The End of the Mall”. We were going
to be the brand out front—vendor di-
rect—ground-breaking, trailblazing.
Several days after we launched, I
rang up a friend of mine and asked
him to order something from the
site—anything—so we could ring up
our first sale. These were pre-Goog-
le days, so priming the pump was a
little bit more… hands-on. And as it
turned out, the .com inventory had
already been sold to a retailer, so it
didn’t even exist in the warehouse.
By the way, all those things they say
about the pioneers are true.
Fast-forward 20 years, and digital
retail has passed dozens of tipping
points. The tale of the tape isn’t yet in from Holiday elements have moderated how retailers in Canada
2018. But there is no question that Canadians, have prioritized their .com investments.
and retailers in Canada, are moving quickly up But now is the time. As Yogi Berra said, “The
the adoption curve. Retail Council of Canada future ain’t what it used to be”. Some of what we
and Leger surveyed 2,500 Canadian consumers thought would be a winning formula even three
coast-to-coast, learning that online accounted for years ago is relegated to the dustbin of strategic
26 per cent of their intended Holiday spend, with planning (remember “land-grabs” and “first-mover
the balance in brick-and-mortar stores. For Black advantage”). Other touchstones like rich product
Friday (now officially the Canadian consumer’s fa- images and details, confirmation that the product
vourite shopping holiday, according to the study), is in-stock, better navigation, and a relentless fo-
Canadians told us online shopping would account cus on the customer with an eye to an integrated
for closer to 50 per cent of spend on the day. omnichannel experience, have stood the test of
The evolution of e-commerce has been different time. Digital is rewiring the entire shopping expe-
in Canada for a number of practical reasons: a di- rience, from what happens on the store floor to the
seconomy of scale; different density of population; configuration of the packaging products arrive in.
disparity in availability of private equity dollars However, one thing is clear: the dollars are there
to fund new retail ideas (though that has changed for retailers to go get—consumers have never been
now); the realities of our geography; the lack of a ca- more willing to switch brands, not just for price, but
talogue culture and corresponding talent pool; and for experience, convenience and a personalized
the fact that Canadians, unlike many Americans, shopping journey. So, strap yourself in my fellow
pay sales taxes on their online orders. All of these retailers, the ride has just begun.

E-COMMERCE STRATEGY
IMPROVING THE
CUSTOMER EXPERIENCE
WITH E-COMMERCE
How refining strategies through the lens of the consumer
can differentiate your business from competitors
BY NADER HENIN, Director Digital Payments, Interac Corp.
DIGITAL is transforming almost every industry when it comes to the evolving needs and priorities
and impacting how many run their business. of consumers? One of the ways is to understand
Retail is no exception. Consumers have for years what is driving trends and behaviour in e-com-
been moving online, and more recently to mobile merce and find new ways to adapt and meet your
devices, to make purchases. A person is no longer customers both online and on their phones.
constrained to shopping in a store or from their
home computer—they can make a purchase whe- E-commerce and mobile commerce growth
never and wherever they want. And they want a in Canada
great customer experience when doing so. Online purchasing continues to grow signi-
In response to these changing consumer beha- ficantly in Canada with no signs of slowing down.
viours, the onset of the digital economy, and the E-commerce purchases will make up 9 per cent
impact of the mobile device, retailers are continu- of all retail sales in 2018, as 19.8 million digital
ally refining their focus and making their custo- buyers across Canada complete nearly $57 bil-
mer experiences faster, more intuitive, and more lion worth of purchases. Canadians also love to
convenient. New developments such as in-app shop using their mobile phones—76 per cent own
purchases, social commerce and online purchase a smartphone and eMarketer predicts mobile
with in-store pickup are just some of the ways transactions will make up 30 per cent of all e-
retailers are adapting to the digital economy to commerce transactions in 2018. These numbers
better serve their customers. highlight the changing relationship between con-
So, how do retailers stay ahead of the curve sumers and retailers.
10 | CANADIAN RETAILER | TECHNOLOGY & E-COMMERCE

Customer experience is the key differentiator THE DIGITAL
TRANSFORMATION
In order to capitalize on this continued growth, reviewing and refi-
ning your e-commerce and mobile strategy through the lens of the
customer and their experience is key.
Payments is an integral part of any businesses' e-commerce strat- 76%
Percentage of Canadians
egy, directly impacting the overall customer experience. The expe-
who own a smartphone
rience should make it easy for the customer to purchase a product,
9%
provide a consistent payment method and provide a great multi-
channel experience.
According to the Canadian Internet Registration Authority (CIRA),
Estimated percentage
customers shop online because it’s easy and convenient. Ease and
of all retail sales in
convenience will depend on your business and the customers you Canada in 2018 that will
service. As retailers consider their customer purchasing experience, be purchased through
they should be looking at how simple it is to pay for the product or e-commerce
service online.
Research shows that the way Canadians pay in-store is the way they
want to pay online. Millennials in particular are currently using their
debit card for many of their in-store purchases. This means that if a
19.8M
The number of digital
customer is accustomed to using their debit card at your brick-and- buyers across Canada
mortar location, their preference will not change when they buy from
you online. This becomes heightened for retailers where the in-store
and online experience is blended—for example where a product can
be purchased online and then picked up in-store.
$
57B
The estimated value
A possible point of friction for customers in a multi-channel expe- of purchases made via
rience is returns. When a person buys a product online, they will e-commerce in 2018.
want to return in-store. Because debit is accepted at POS, it makes it
easier for the consumer and the in-store staff to process the return, thereby improving
the overall customer experience.
And when it comes to today’s customer experience, security has to be top-of-mind
30%
Estimated percentage of
e-commerce transactions
for the retailer. Offering consumers a secure and trusted payment method is equally
that will be made with
important and has to be balanced with a great customer experience. mobile in 2018
A trusted, low cost solution Source: eMarketer

Brands today are under more scrutiny than ever when it comes to building and
maintaining trust with their customers. At Interac, we are focused on helping
Canadian retailers connect with their customers through payment solutions that are
trusted, low cost and secure. With Interac Debit, retailers benefit from real-time trans-
actions processing, and chargebacks never occur. We are also one of the lowest-cost
payment acceptance options.
For mobile and e-commerce transactions, we help offer security and a smooth cu-
stomer experience through solutions that leverage our Interac Token Service Provider
(TSP). Tokenization protects customer’s sensitive financial information by replacing
it with a randomly generated sequence of numbers that is unique to the customer, their
account and device. This removes the worry of businesses around PCI compliance
while providing their customers with secure, seamless payment options.
In a digital landscape, retailers must embrace change to make it easy and conveni-
ent for consumers to spend money with them. An agile e-commerce strategy is critical
to enabling a seamless customer experience, building trust, and meeting consumers
where they are today—online and on their mobile phones.
For more information about Interac Debit Solutions and how it can help
you grow your business, visit https://business.interac.ca/interac-debit.
www.retailcouncil.org/cdnretailer TECHNOLOGY & E-COMMERCE | CANADIAN RETAILER | 1 1

TECHNOLOGY DESIGN
THE IMPORTANCE
OF DESIGNING
RETAIL TECHNOLOGY
DEPLOYMENTS
Avoid the hassle and cost of a clumsy technology deployment
by doing it right the first time
BY LISA COOK, Co-Founder/Owner, OPL Technologies
YOUR technology team has spent eight months te- implementation. And in the end, they shouldn’t
sting your latest technology solution that is going be expected to know how to implement solutions.
to take your stores into the next generation of re- That’s not why you hired them. The skills needed
tail. You’ve been assured that everything is ready to develop innovative technology solutions are
to be deployed and that they expect to be complete not the same skills required for a successful im-
within three months. You’re excited! You ask “What plementation. This is why it is vitally important
are you waiting for? Let’s get this technology pu- that you design your retail technology deploy-
shed out and running!” Next thing you know you’re ments, not just plan them.
getting a call from the Vice President of Store Even when project managers are used to guide
Operations screaming at you about the catastrophe and lead the deployment, they tend to focus on
that is happening at the stores. Then commences what tasks need to be done and when they need to
the nightmare of stopping the deployment so you be executed. However, they don’t usually focus on
can try to figure out what happened, praying that how those tasks will be completed. The reality for
you can recover not only your standing with the retailers is that simply “planning” your technology
company’s executives, but your team’s image. deployment is not enough. You need to “design”
The cause for this outcome which seems to your technology deployment. A deployment plan
happen all-too-often, is very simple. Technical usually tells you what you are going to do. Whereas
people are really, really good at developing very a deployment design tells you how you will actual-
cool solutions. But they are absolutely terrible at ly do it. Consider the following example.

DEPLOYMENT PLAN DEPLOYMENT DESIGN
Confirm which stores List of stores to be updated, including store number and full street address. Associated details
will be updated. would include store manager name, size and layout of store, equipment receiving requirements,
storage availability, unique building aspects, and hours of operation.
Establish timeframe The business drivers for the requested timeframe and financial impact to the business if missed.
during which the Actual schedule of which stores will be deployed, with considerations for preferred in-store times,
deployment needs to blackout periods, ramp periods, and availability of store personnel. An associated milestone sche-
be done. dule and process for handling schedule changes are included.
List of equipment to All specific details of the equipment to be installed, including make, model, size of device in box,
be installed. and weight. Associated specifics include how and who will procure, configure, and ship, how DOA
equipment will be handled, and how legacy equipment will be dispositioned.
Complete site survey Schedule of site surveys by store with assigned technician for each, communication methods to
for each store. be used by store operations, checklist or survey script to be used by technician, estimated length
of time to complete the survey, method of collecting information and transmitting back to project
team, and how the results will be stored and used in the deployment process.
Establish installation Fully documented step-by-step instructions for the technician to follow during the deployment.
script. This script must include all the details and must be 100% accurate. This requires iterative testing
until it can be executed flawlessly and includes every single aspect of the install from the time the
technician enters the store until the time they exit.
Establish deployment Established levels required for proper support (e.g.: L1, L2, L3, etc.), how many resources required
help desk. for each level, knowledge and experience requirements, how tickets will be opened and maintai-
ned through the problem management lifecycle, scripts and guidelines to be used by the help
desk personnel, hours of operation with associated coverage schedule, and escalation processes.
Avoiding unnecessary cost

There are hundreds of examples of cost overruns that occur
in all types, sizes, and complexities of deployments. But let’s
take one simple example to illustrate the effectiveness of a de-
ployment design.
Design for success Continuing with our wireless deployment example, there was
Imagine you have a project to a requirement for cabling to be completed for additional and
deploy updated wireless infrastruc- relocated wireless access points prior to the deployment techni-
ture to 800 of the 1,500 stores that cian arriving at the store to upgrade the wireless infrastructure.
you have in your portfolio and that There were numerous stores that did not have this work com-
you’ve been given six months to pleted prior to installation because either the store was moved
complete it. While this seems very up on the schedule or the technician did not show up. While a
straightforward, simply providing a schedule was provided to the project management team, they
schedule of stores, a list of compon- did not implement a change management process to communi-
ents to install along with an instal- cate schedule changes which would have allowed cabling work
lation checklist, and a notice to the to be adjusted. Additionally, call aheads were not performed to
stores will not produce the desired ensure that the cabling work was completed prior to the arrival
outcome for your business. Instead, of the deployment technician. A revisit charge was incurred at
every aspect and detail of the de- $150 each for 118 stores totaling $17,700. Additionally, each store
ployment should be considered had to be rescheduled later in the master schedule which added
and documented in a deployment ten days and an additional $20,000 for resources to remain af-
design. The chart above illustrates ter the original scheduled completion date of the project. A total
how this would look in a deployment of $37,700 of unplanned costs were added to the project simply
plan versus a deployment design. because the deployment was never designed.

TECHNOLOGY DESIGN
EXAMPLE BENEFIT HOW BENEFIT’S ACHIEVED
Reduction or elimination of reschedules By designing readiness assessments throughout the deployment, the status
and revisits. of the store is known ahead of time.
Maximized deployment time in the store. Having a step-by-step, fully tested deployment script eliminates deploy-
ment technicians “figuring it out” or interpreting instructions incorrectly
while in the store.
All deployment participants know what is With all processes and procedures fully documented, expectations
expected which eliminates rework or the are properly set, and all participants know how to handle exceptions
negative impact of miscommunications. expeditiously and efficiently.
Minimized impact to the store and With a fully detailed deployment script, deployment technicians get in and
increased customer satisfaction for the get out much faster, doing the job correctly the first time, producing greater
end users. acceptance and satisfaction.
Identify gaps and omissions early and A deployment design requires the review of all details related to the deploy-
with enough time to correct. ment which means all the potential issues that were not thought of during
the technology solutioning phase will be quickly discovered.
Eliminate costs associated with Designing the appropriately placed checkpoints will allow proactiveness
expediting resources and equipment. and identification of issues while there is time to take corrective action
without additional costs.
While every business plans their

deployments, few take the time to
go through a formalized design
process for their deployments. The
deployment design should be a part
of the deployment plan along with
the proper amount of time required
to complete. Depending on the size
and breadth of your project, this
could be a significant amount of
time. But the time and money that a
design will save you is well worth it.
In today’s highly competitive retail
environment, it is critical to ensure
that the technology is deployed
flawlessly, expeditiously, and seam-
lessly while ensuring the store con-
tinues operationally. Developing a
deployment design will allow you
to meet all of these objectives and
ensure retail success.
For more information about OPL

Technologies and how developing
a deployment design can help your
business avoid deployment head-
aches including unnecessary costs,
visit https://opltechnologies.com.

GLOBAL E-COMMERCE
E-COMMERCE: GLOBAL
CONSIDERATIONS IN A
CANADIAN CONTEXT
BY CAROL WEST, President of the Canadian Society of Customs Brokers
THERE are few issues today as complex for cross-border traders holders to the table. These include representati-
as e-commerce. And there are few issues which have so quickly ves of e-commerce platforms, foreign e-vendors,
mobilized global efforts to harmonize requirements, both to fa- and fulfilment warehouses. We have to be inclusi-
cilitate the increasing volumes of e-commerce, and to meet the ve, but also mindful of the need for harmonizati-
needs of Customs administrations to manage the associated risk. on and consistency of processes, and considerati-
Let’s start with the complexity of defining e-commerce. Diffe- ons of legal liability and compliance obligations.
rent countries may define e-commerce by online ordering and Additionally, we are seeing more B2B e-com-
payment, small package, low value, transportation mode, or merce and more e-commerce shipments moving
purchaser. This creates a dilemma: different definitions mean by modes other than courier and post. We have to
different challenges, making it impossible to find a common so- ensure that our processes manage risk and faci-
lution to manage these shipments. litate e-commerce transactions across all modes.
The World Customs Organization (WCO) recognized this Finally, we can’t lose sight of the pressure on
when it established its Working Group on E-Commerce and de- our own Customs administration to manage the
veloped the WCO Framework of Standards for E-Commerce. For volumes of transactions under e-commerce. It has
the purposes of the Framework, it was agreed that e-commerce been said in many different contexts, including e-
has the following attributes: commerce, that the status quo is not an option. We
• Online ordering, sale, communication and possibly payment, need to better understand what our government
• Cross-border movement, knows and doesn’t know related to e-commerce
• Tangible goods, and risk management and revenue collection. We need
• Destined to a consumer (commercial and non-commercial). to work constructively with our government on
data elements, data flows, and business processes.
There are a number of reasons why Canadians need to change We need to do that within the work which is occur-
their thinking about e-commerce. ring globally at the WCO, in which both CBSA and
First, e-commerce is broader than what we know as Courier our own organization are deeply engaged.
Low Value or Low Value shipments. Years ago, we developed ex-
cellent processes in these areas which need to be reconsidered
Carol West is the President of
in a broader context and modernized so that they can realize the Canadian Society of Customs
the full benefit of data analytics. Brokers, a member of the WCO
Next, we need to change our thinking about de minimis, espe- Private Sector Consultative Group,
cially with the intention to separate the threshold for duty from that and a member of the WCO Work-
ing Group on E-Commerce.
of tax under CUSMA (Canada-United States-Mexico Agreement).
Third, the business of e-commerce has brought new stake-

SOCIAL MEDIA
How small and m

id-sized retailers
can leverage soci
al tools to stand
out in the crowd an
d apart from
their competitors
BY BRUCE MAYH
EW, Professiona
Trainer, Conferen l Development
ce Speaker & Exec
utive Coach
YOU are a small or
mid-sized business
promotion budget. Yo with a limited
u also know that if yo
attention to social m u don’t pay
edia you are missin
tomers and revenue. g out on cus-
But you are not a so
expert. What social cial media
media promotion sh
Let me help by sh ould you use?
aring best practices
earlier this year by discussed
four social media ex
a panel discussion I perts during
moderated, as well as
perience as a small my own ex-
business owner.

Build a smart website Expand your social media influence
The panel all agreed a website is critical. Studies suggest Combining strategies can help keep your
many consumers won’t consider a business that doesn’t brand top-of-mind and give your customers
have a website—even if they have a social media presence greater value. Expanding your social media
like a business Facebook page. A great website has four influence might be as small as adding a Twitter
important duties: account or it may be a multi-platform, fully in-
1. Offers a safe and convenient way to find your business. tegrated series of internally—and externally-
2. Provides a level of credibility. focused campaigns and paid promotions.
3. Outlines your core competencies (what you are great at). Blenders Eyewear is a great example of how
4. Begins to build a relationship…a promise. one company combined social media plat-
forms to significantly grow their brand and
When developing and writing your website, keep in business. First, they promoted their glasses
mind that SEO (Search Engine Optimization) is critical to through Facebook ads by doing something
its success. SEO helps people find your website when they wonderful; they shared positive customer
are using search engines like Google or Bing. Not using testimonials instead of talking about their
SEO is like buying a new car and choosing not to put gas product. Blenders doubled down on their suc-
in it. If you are going to cut a corner with your marketing, cess by asking customers to share photos of
don’t cut it on SEO. themselves on their Instagram feed using the
The panelists also agreed that to build an effective hashtag #blenderseyewear. This zero-cost
website, leaders need to know the company values, mis- technique is called User Generated Content
sion and vision. This is all about knowing your company (UGC). In this case, Blenders literally turned
and knowing your audience. By doing this preliminary customers into models and brand ambassa-
research, every image, word, testimonial and link will dors and added lots of activity to their social
share a cohesive purpose. You will also be able to use this media feeds. Blenders then created even
information within all of your other marketing materials more consistency by using this fun, casual
and promotions to ensure customers have a clear, consist- approach for their website theme.
ent, impactful message and experience.
This preliminary research will also
save you time and money in the long-
“EXPANDING YOUR SOCIAL MEDIA INFLUENCE MIGHT
run. Don’t rush this process. Great com- BE AS SMALL AS ADDING A TWITTER ACCOUNT OR
panies take the time to involve suppliers, IT MAY BE A MULTI-PLATFORM, FULLY INTEGRATED
customers and employees. I also recom- SERIES OF INTERNALLY—AND EXTERNALLY-FOCUSED
mend hiring an external facilitator to
assist in this process. Consider two mis- CAMPAIGNS AND PAID PROMOTIONS.”
takes often made when planning values,
mission and vision: 1) the company is impatient, copying Social media marketing mistakes
ideas from another company (or worse, their competitors), I think it’s only fair in writing this to share
and 2) one person spends an hour writing them without two common social media marketing mis-
input from anyone else. takes for businesses to avoid.
When creating a social media campaign
Add video to your website don't forget to make all stakeholders and em-
As with most things, one is good and two or more is ployees aware of your social media objectives,
better. Same goes for your social media mix. schedule and intended audience. When you
Video is often overlooked, but presents a great oppor- engage your stakeholders and employees, you
tunity to build trust, understanding and relationships with turn everyone into a brand ambassador.
your customers. “Adding video isn’t too expensive and is A second mistake when implementing a so-
an important way to bring your product/service to life,” cial media campaign is to treat social media
says Janine Harris from Keyring Media Inc. “Video is also as a one-way form of communication. Social
a great way to share key messages and testimonials.” media provides the amazing opportunity to
One important question with respect to video is, ‘Do have conversations in real-time and show
you want your look polished or more organic?’ Either way, your customers you are listening.
the recommendation is to make sure you deliver quality. You don’t need lots of money to run a success-
Even an organic, self-shot video will improve significantly ful social media campaign. But you do need to
when it’s edited by a professional who can adjust lighting be creative, know your audience, and your val-
and clean up audio. ues, mission and vision as a business.

A-COMMERCE
AUTOMATIC
FOR THE
PEOPLE
The rise of automated commerce is already
reshaping the customer experience. But is
it the future of retail?
BY JESSE DONALDSON
FOR forward-thinking retailers, a-commerce is the new e-commerce. Born out of

the intersection of big data, AI, the Internet of Things, and predictive analytics,
automated commerce (not to be confused with augmented commerce) is a set
of innovations that could transform the customer experience in the decades to
come, not only allowing consumers to outsource key purchasing decisions, but
also helping retailers to improve efficiency, products, and services—not just in-
store, but behind-the-scenes, online, and even right in the home.
“There are a lot of applications,” notes Daniel Moneta, EVP of Corporate De-
velopment at MMB Networks, an IoT Connectivity company. “There are ware-
houses with robots picking up things and bringing them to packers. We're see-
ing retail locations they're experimenting with, where they don't even have cash
registers. You just walk in, scan with your phone, grab what you want, and leave.”
“Retailers are increasingly
adopting technology that has “WHAT WE'RE WORKING ON IS TAKING
advanced retail science baked ADDITIONAL SETS OF DATA; UNSTRUCTURED
in,” adds Jeff Warren, VP of
Strategy at solutions firm Or-
DATA—THE VOICE OF THE CLIENT, WEATHER
acle Retail, “and that can im- DATA, IOT SENSOR DATA FROM A REAL-TIME
prove the overall customer ex- PERSPECTIVE. WE'RE USING IT TOGETHER,
perience by better anticipating AND THEN THESE MODELS BEGIN TO LEARN,
customers' next purchases. In AND TO OPTIMIZE.”
practical terms, retailers are — CHARBEL SAFADI, IBM Canada
generating more accurate fore-
casts, reducing inventory levels and reducing markdowns by leveraging plan-
ning and demand forecasting solutions with embedded AI. Also, predictive ana-
lytics and AI can provide more personalized and relevant communications to
consumers—supporting a faster and more tailored shopping experience. Finally,
connected devices can streamline the customer experience outside the store,
with IoT-enabled reordering functions or via voice assistants capable of quickly
placing orders or carrying out changes to orders.”
Descriptive, predictive, and prescriptive

While a-commerce is still relatively new, it is simply the next step in a digital
revolution that has both disrupted and reshaped the retail ecosystem over the past
two decades, building on developments in online shopping and data collection.
And online is where a-commerce's potential is perhaps the most obvious, allowing
today's retailers to automate virtually every stage of the purchase journey—from
order management, to order fulfillment, to recommendations. And now, thanks
to advances in AI and machine learning, online shoppers can even take part in
a digital version of the in-store experience; known as conversational commerce,
AI can now provide consumers with a digital assistant capable of understanding
their purchase history and their needs, and field their questions in real-time.
“We expect that conversational commerce will be widely embraced across
critical activities such as order management—specifically with order inquiry and
maintenance,” Warren says. “Automation in back-end operations—through direct
integration of digital assistants with core enterprise applications—allows retailers
to automate mundane tasks. Case in point: with direct integration between plan-

A-COMMERCE
ning systems like offer optimization to digital as- “Advanced analytical tools allow retailers not
sistants, retailers can automate promotions, target- only to understand what happened, but also look
ed offers and markdowns to engage omnichannel forward to what might happen, and what action to
customers with personalized offers. Additionally, take to maximize business value,” Warren says. “It
with respect to customer service, digital assistants can be descriptive, predictive, and prescriptive. IoT
provide the first line of defence for questions and and big data play an essential role in both under-
mundane tasks that service representatives would standing demand and automating fulfillment.”
otherwise execute countless times per day.” And, as Oracle's research demonstrates, an
However, one of the biggest a-commerce in- increasing number of consumers are not only
novations is one that, from a customer perspec- embracing demand forecasting as a concept,
tive, has taken place mostly behind the scenes: but many seem willing to share their data in ex-
automated demand forecasting. This technology change for a more personalized retail experience.
is capable of using AI and machine learning to “We commissioned a research study this fall that
predict customer demand before it even happens. examined emerging trends across 15 countries,”
And companies that have adopted it are already explains Warren. “We asked consumers what their
reaping huge benefits. According to a 2017 sur- appetite was for push communications from their
vey by the McKinsey Global Institute, proactive grocery and pharmacy retailers based on personal
AI adopters in the retail sphere have already seen device data. We found that the interest is there—
their profits rise 15 per cent above the industry albeit more prevalent in Latin America and the
average. The study predicts that in the years to Middle East versus North America or Europe.”
come, demand forecasting alone could reduce According to Oracle's research, 21 per cent of
transportation costs by 5-10 per cent, warehous- North American and 26 per cent of European shop-
ing costs by 25 per cent, and lead to a massive 65 pers would be willing to allow retailers access to
per cent reduction in sales lost due to unavailable their device data in exchange for communication
product. German-based retailer Otto is using de- tailored to their needs. But in Latin America and
mand forecasting to determine their whole inven- the Middle East, that number rose to 49 per cent
tory, something that has already been accurate and 56 per cent, respectively. However, as a study
up to 90 per cent of the time. Automated demand conducted by analytics and tech company Reply
forecasting is different from traditional models in cautions, that reach only goes so far; while today's
that it allows machines to automatically interpret consumers are eager to integrate technology into
all manner of data—not just customer purchasing their shopping experience, they're only comfort-
habits, but a complex ecosystem of in-store, on- able with retailers automating the purchasing
line, and external factors. process, not the purchasing decision itself.
“Automation needs to be understood in a way
UNDERSTANDING THE FUTURE that considers users’ feelings of individuality and
+15% -5-10% 21
uniqueness,” the report warns. “No
% one wants to believe that a machine
Proactive AI adopters Demand forecasting Percentage of North can accurately predict their behav-
in the retail sphere could reduce transpor- American shoppers iour or the decisions they make. In
have experienced a tation costs by 5-10 per who are willing to allow general, users showed strong re-
profit rise 15 per cent cent, warehousing costs retailers access to
above the industry by 25 per cent, and lost luctance to entrust a machine with
their mobile devices in
average. sales by 65 per cent. exchange for tailored decisions they consider to be genu-
Source: McKinsey Global communication. inely their own while they value the
Institute 2017 survey feeling to stay in control.”
“AI and machine learning have changed the ap- Minding the store
proach fundamentally,” explains Charbel Safadi, Luckily, when it comes to automating the pur-
Canadian AI Team Leader at IBM. “Historical data chasing process, many retailers are on board—
is important, but that is only one set of data points something that is even happening in-store. One of
that organizations have been using to predict the the most talked-about examples of brick-and-mor-
future. What we're working on is taking additional tar a-commerce is Amazon Go. Back in January of
sets of data; unstructured data—the voice of the 2018, Amazon opened its first cashierless retail lo-
client, weather data, IOT sensor data from a real- cation, an 1,800-square-foot facility in Seattle that
time perspective. We're using it together, and then uses AI and computer vision to log customer pur-
these models begin to learn, and to optimize.” chases, and charge credit cards without any need

Amazon Go in Seattle pioneered the cashierless checkout and the groundwork for a-commerce.
for a physical checkout. And while the technology the image of that shoe. Then we use vision tech-
itself has yet to be adopted at scale, it's something nology—which is entirely AI-driven—to under-
consumers are excited about; according to a recent stand the characteristics of that shoe and use that
SOTI study, 73 per cent of consumers want mPos metadata to match it with our available catalogue,
for quicker checkout times, and 61 per cent would dynamically bridging the gap between the con-
use a self-serve kiosk instead of speaking to a sales sumer's behaviour and our product inventory.”
associate. But in the world beyond Amazon, a-com-
merce has slowly been integrating with brick-and- Automation nation
mortar locations in all manner of other ways. In the future, these innovations may also be
In 2013, Starbucks began connecting its fridges common in our homes. The smart appliance mar-
and Clover coffee machines to the internet, al- ket—worth an estimated $20 billion—is developing
lowing them to digitally update recipes and infor- thermostats and appliances capable of learning
mation in real-time. In 2017, UK grocery retailer consumer habits and tailoring their usage accord-
Tesco trialed an automated delivery service that ingly. Smart fridges will be able to detect when food
was able to deliver groceries via a six-wheeled ro- has gone bad, and place online orders for delivery.
bot to anywhere within a three-mile radius within Much of this is still years away —and many of the a-
an hour. Back in 2015, Target was one of the first re- commerce innovations at the retail level have yet to
tailers to introduce a digital shopping assistant—a be adopted at scale. But, Warren says, as the years
smartphone app that uses GPS technology to aid in pass, as costs come down and infrastructure grows,
the purchase journey, giving customers directions, and as more and more retailers—be they small,
bringing up comparison information for products large, or mid-size—join the a-commerce revolution,
they approach, and automatically alerting consum- adoption may end up being all but automatic.
ers to promotions nearby. And as Safadi notes, “Increased efficiency, intelligent starting points,
companies like IBM and Cortexica are taking the reduction in mundane tasks—these are all advan-
Shopping Assistant concept even further, integrat- tages of automation,” he says. “We also see more
ing computer vision with mobile technology to consistency between strategy and execution, sim-
provide automatic recommendations to consum- plified decision-making and maximized accuracy
ers, based on nothing more than image data. and scale using artificial intelligence, machine
“A consumer can take a picture or upload a learning, and decision sciences. The net effect is
snapshot of a person and we're able to understand that retailers can free up their personnel and fun-
and classify any object in that image,” he says. nel those resources toward managing more com-
“We can tell where the shoes are and even extract plex projects and more creative endeavours.”

E-COMMERCE STATS
THE AMAZON EFFECT

CANADIAN MILLENNIALS
72% of 18-34 year- 64% of 18-34 year-olds use social 77% of Canadian online shoppers
olds browse online media to research compared with buy from Amazon.
with intention of 53% of 35-54 year olds and only 21% of all Canadians who shop
buying something 29% of over 55s. online are Amazon Prime Members
compared with and 27% of Amazon customers have
65% of 35-54 year 48% of 35-54 year-olds click on joined the premium membership.
olds and only 41% search engine ads compared with Amazon Prime membership is much
of over 55s. 47% of 18-34 year olds and only higher among younger shoppers.
31% of over 55s. (28% of those 18-34 versus 19% 35-54
and 16% of over 55s).
CART ABANDONMENT
72% of Canadians who abandon 90% of people would
shopping carts cite shipping consider completing an
costs as the reason. 40% stated abandoned shopping
a retailer’s return policy caused cart for a large discount
them to abandon a purchase. (20-50% discount).
26% felt that an email
reminder about the
product would get them
back to complete the
order at a later date.
MOBILE BARRIERS
53% find typing 52% highlighted 49% find text too
in checkout fields difficulty viewing im- small on mobile
a major hurdle ages well enough on devices, making
to shopping on a handheld devices as it hard to read the
mobile device. a contributing factor information about
to not purchasing on the product.
smartphones.
SOCIAL MEDIA
MOBILE WALLETS
47% of Canadians
13% of consumers between the 11% of those 35-54, compared use social media at
ages of 18-34 use their mobile to only 2% of consumers over least once a month
wallets at least once a week as do the age of 55. for inspiration.

ONLINE INFLUENCERS
75% of Canadian shoppers think free 67% are more likely to buy
shipping is a key factor when deciding from a Canadian specific site.
what site to buy from, placing shipping 57% highlighted the need for
related concerns at the top of shopping free shipping on returns.
influencers Canadians look for online.
THE STATE OF
E-COMMERCE
IN CANADA
Canadian e-commerce sales show no signs of
slowing. But do you understand the drivers
behind consumer online behaviour?
COMPILED BY SEAN C. TARRY
BUYING FOREIGN
ONLINE GROCERY
VOICE ASSISTANTS
44% of 18 -34 year olds 61% of 18-34 year-olds and
42% of Canadians that have a voice 55% of 35-54 year-olds bought
assistant have used it to buy some- bought groceries online,
compared to 33% of 35 -54 from a foreign website in the
thing online but only 16% of them last 12 months compared to
regularly us it for purchases. and 12% of 55+ year olds.
29% of 55+ year-olds.
Source for all stats: Ayimia and Insights West’s 2018 Canadian E-commerce Monitor

PAYMENTS
PAYMENT SOLUTIONS
FOR THE DIGITAL WORLD
Digital is influencing the way consumers want to pay for their purchases.
Retailers that offer alternative payments options can help reduce
friction and enhance the customer shopping experience.
BY SEAN C. TARRY
THE world is changing all around us. Techno-

logical developments continue to influence the
way we interact with things and the way we
approach daily tasks. And this couldn’t be any
more true than it is within the retail industry.
The proliferation of digital, and everything
that comes along with it, is impacting the retail
shopping journey and the ways consumers want
to make purchases. And the businesses that
ensure the availability of alternative methods
of payment will take a crucial step toward
meeting the needs and preferences of today’s
digitally-connected consumer, while removing
unnecessary friction from the purchase process
and elevating their engagement with them.
Canadian Retailer magazine sat down
recently with David Berube, Executive Director,
Client Consulting with Chase Merchant Ser-
vices in Canada, to discuss the trends driving
today’s consumer purchasing behaviour and
the need for businesses to offer them the tools
and solutions to make the retail experience
more seamless and enjoyable.
Chase is the leading provider of merchant
services with over $1 trillion in annual processing
volume and has been serving the world's largest
brands, new e-commerce start-ups, and thou-
sands of small businesses for more than 25 years.
Canadian Retailer: Considering the digitization of our

world—a digital revolution that continues to influence
the way we all live and interact with everything around Providing alternative methods of
us—what trends are you seeing with respect to the way payment across all channels satisfies a
consumers want to pay for their purchases? fundamental customer need.
David Berube: Consumers are seeking a seamless experience for alternative methods of payment
across all channels. They want to be able to pay for their outside of debit or credit cards. And
purchase in the moment, whether in-store, on their computer, then you have forms of payments like
or on their mobile device. We’re experiencing the continued WeChat and AliPay and consumers
expansion of the digital wallet and the ability to support a seam- who visit our country and prefer to
less and ubiquitous payment experience across all channels. pay for purchases using the same me-
And we’re also seeing significant growth in consumers’ want thod they use in their own country.

CR: How can Chase Merchant Services help its clients meet the needs and prefe-
rences of today’s consumer?
DB: We help merchants of all sizes get ready to accept any type of payment their
customers want to use, including digital wallets and alternative methods. And so, it’s
really just about providing them with the tools they need to compete and continue
to grow their businesses. When it comes to payments, we are a one-stop-shop to help
merchants transact safely and securely, make it easy for their customers, and make
the settlement process seamless. We have experts in all forms of payments and we
serve retailers in all industries locally.
CR: How can the payment solutions that

Chase Merchant Services provide help
remove friction from the shopper’s overall
retail experience?
DB: When e-commerce started to grow,
there were concerns about complicating the
checkout process, leading to shopping cart
abandonment. The same concern holds true
in the the digital omni-space where retailers
want to interact in-app, online and in stores—
and customers expect the same experience,
regardless of the channel. If there’s a com-
plexity in the steps required to complete a
purchase, consumers will go elsewhere. It’s
about eliminating unnecessary additional
steps that slow down a consumer’s payment
experience and removing the friction.
CR: Where do you see the world of payments

heading? What will the payment experience
be three to five years down the road?
DB: There will be continued growth in the
Internet of Things where payments are em-
bedded in everything that we do. Ordering
groceries through your fridge and ordering
laundry detergent and fabric softener by
touching a button on your washer will
become a pervasive reality. It will provide a
convenience factor, especially for products
we use every day. In addition, knowing that
convenience is a critical factor for consu-
mers, there will be widespread adoption of
technology like augmented reality in the
digital space to allow consumers to feel
more comfortable making customized and
personalized purchases, like clothing and furniture. These kind of technologies will
continue to become more accessible to merchants of all sizes, leveling the playing
field and further enhancing the retail payment experience.
For information about the ways Chase Merchant Services can

help your business offer the payment experience customers
crave, visit https://merchantservices.chase.ca/en.

STORE DESIGN
AN IMMERSIVE
NEW RETAIL
REALITY
Samsung Canada is innovating, providing its
customers with experiences that invite them
to engage with the brand on all levels
BY SEAN C. TARRY
THE way consumer shop today is drastically different

than the way they did only five years ago. And it con-
tinues to evolve as the digital transformation permeates,
influencing and changing just about everything the retail
industry touches. Yet, one thing that remains the same
is the customer’s desire to interact with a brand and its
products, giving retailers and brands the opportunity to
provide experiences that meet this need.
Canadian Retailer sat down with Patricia Heath, Vice
President, Retail Excellence, Samsung Canada, to find out
how its CF Toronto Eaton Centre Samsung Experience
Store (CF TEC SES) is allowing the brand to achieve that
goal, and then some.
Canadian Retailer: What was the impetus behind the

new Samsung store branding philosophy?
Patricia Heath: Our ongoing retail strategy is largely
based on our commitment to helping Canadians dis-
cover, connect and reach their own passions through the
power of curiosity. We’re inviting guests to connect our The CF TEC SES invites customers to engage with the brand.
ecosystem and their passions through innovative experi-
ences that will engage, educate, and entertain. CR: How does the new store design of the
The CF TEC SES is simply unlike anything we have Samsung stores help support enhanced service
ever done before in Canada. It’s a defining example of our and an improved experience for the customer?
steadfast pursuit of premium, immersive retail innova-
PH: Consumers need to see, touch and feel products
tion. We are constantly innovating with our technology
to understand how they can seamlessly integrate
as well as the ways it can be experienced. And we believe
technology into their lifestyle. They can do this
that curiosity is fundamental to unlocking our passions
like never before at our CF TEC SES as the store
and potential. This is why we’ve designed our CF TEC
delights all five senses through showcases, events,
SES to be a platform that excites people to explore and
experiences and demos. We want guests to ex-
discover what they are most passionate about.
perience the fully-customizable, fully-connected
Samsung ecosystem from the moment they walk
through the door.

A fully-functioning demo kitchen, equipped with a range of Samsung home appliances.
Though Samsung has over 3,400 retail locations worldwide, product featured at an event; 29 per
people may not think of us as a traditional retailer. Our TEC SES cent were likely to. Taking that into
is one of a very few select Samsung stores globally that sells consideration, our strategy and plan-
every product within the Samsung ecosystem—home appli- ning teams can understand how we
ances, consumer electronics, mobile, and more. We offer a fully- best engage the Samsung ecosystem
functioning Samsung demo kitchen, interactive Samsung Gear in our events for a natural approach
VR and Gear360 zones, the full range of Samsung smartphones that will resonate with consumers.
and tablets, and a TV Experience Zone showcasing Samsung de- We continue to see, and hear, about
sign innovations like The Frame. We also have onsite, expertly the importance of experience within
trained customer service consultants and technicians to provide our consumer journey at our CF
education, troubleshooting and repairs. Toronto Eaton Centre location—truly
driving purchase consideration.
CR: How does Samsung hope the customer interacts This is just one such example, but
within the new store design? represents the type of qualitative
knowledge, and understanding, we
PH: For the 50 million annual guests that visit the CF TEC, the
glean from our visitors.
intention is for CF TEC SES to be a dynamic and inspirational
destination. We want to connect guests to hands-on experi-
ences with new products that can empower their daily lives. CR: Looking ahead two to three
We leverage our entire ecosystem of products to explore new years, what does the future of
methods of retail immersion alongside our partners to provide a the Samsung store experience
uniquely customized experience for each guest. look like?
We are committed to delivering elevated customer experiences PH: We are focused on the evolution
through a space that opens up a world of possibilities and in- of the CF TEC SES and look forward
spires, while empowering guests to connect with whatever makes to having even more Canadians
them most curious about the world. The store offers an extensive experience it for themselves. We
calendar of events including innovative, premium and entertain- are committed to bringing all
ing sessions with a variety of local partners and charities. Canadians closer to the Samsung
ecosystem through innovative and
CR: Given that the focus of the new store concept is on elevated experiences—be it through
showcasing and informing about the product rather than retail, product launches or events.
simply selling the product, what kind of metrics are being We are continuing to evolve the
used to measure its success? And what does Samsung operation and design of the CF TEC
anticipate based on these metrics? SES all the time. Samsung retail
PH: We listen to our guests, gather their feedback, and leverage innovation delivers premium experi-
their insights to take a holistic approach that will deliver what ences that invite discovery, and as
our guests want from our brand. we continue to reimagine ways to
For example, one of our recent visitor surveys that followed a delight our consumers, we are able to
special event hosted by a well-known Toronto chef informed us glean new data and insights that will
that 62 per cent of respondents were very likely to recommend a inform future strategies.

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RetailCouncil.org/education
or call 1 (888) 373-8245 ext. 320.
VO L . 1 . 3 SUCCESSION PLANNING
PRESENTED IN PARTNERSHIP BY
Protecting the legacy

of your business
Five important business succession questions for
independent retailers
SPECIAL FROM BDO CANADA
AS an independent retailer, the idea of selling or Most retailers start considering succession too
exiting your business may seem like a foreign late in the game, often because they feel over-
concept. After years of hard work, dedication, and whelmed or apprehensive about handing over
focus, your business is a vital part of your identity. their business. The very idea of transitioning
Leaving it all behind is difficult for many business management and leadership—let alone owner-
owners to imagine. ship and control—is daunting. Rather than mak-
Planning the transition of your business is one ing a strategic decision, they may be triggered
of the most significant tasks you’ll undertake. To by a significant life event, unexpected personal
protect your legacy and your finances, it is crucial obstacle, or changes in the market, or they may
to get the succession process right. simply be tired of the daily grind and feel ready
for retirement.
Why should I worry about succession? Without a proper succession plan in place,
Analysts estimate that more than half of small retailers run the risk of receiving a less than
to medium-sized businesses do not have a suc- optimal deal for themselves, their family, and
cession plan—yet 37 per cent of business owners their business when it comes time to sell. They
surveyed by BDO last year said they expected to may even see their painstakingly built enter-
retire within five years. prise crumble once they have made their exit.

SUCCESSION PLANNING
THE THREE FEARS OF BUSINESS SUCCESSION

One of the biggest challenges for independent
retailers is overcoming the three major fears of
succession. Addressing these fears before they
become unmanageable is important.
1. Loss of control. Independent retailers are just
that—independent. They have purposely chosen
a career and created an enterprise that provides
freedom and autonomy. Succession is nerve-
wracking, since it eventually leads to handing
the business over to someone else and allowing
them to make decisions.
2. Loss of wealth. For most independent retailers,
the business is their central source of financial
security; letting go of that livelihood can be a
frightening prospect. If they lack confidence in
their successor, that fear can feel overwhelming.
3. Conflict. In a family-owned and–operated busi-
ness, conflict is inevitable. Succession often
involves difficult decisions, and business owners
worry about competing interests and disagree-
ment among their children, or between family
members and the management team.
What does succession really mean? • Finding a financial buyer. Whether independ-
Succession is more than just a transaction. It’s ent or part of a group, financial buyers are often
a complex and often emotional process that has motivated by a larger investment strategy. This
implications for your operations, your finances, type of buyer — typically a Canadian or global
your workforce, and even your family. private equity firm — may hold the business for
Independent retailers have a number of options short-term growth and sell for a profit within a
available when transitioning their business: few years.
• Family succession. Passing your retail busi- • Finding a strategic buyer. A competitor or
ness on to your children or other family mem- someone with a similar business may be in-
bers can be a natural choice, but it still requires terested in acquiring your retail operations in
long-term planning and careful consideration. order to expand their own enterprise. Typically,
It is important that you have open, honest, and a strategic buyer will have a long-term plan in
ongoing conversations with family members mind, which can be advantageous when it’s
about the future of the business, and their role time to talk price.
within it, to ensure that everyone is committed No matter which buyer you choose for your
to the same goals. business, make sure they are the right fit. Both
• Selling to current employees or managers. If your peace of mind and your financial security
leaving your retail business to a family member could depend on this decision.
is not an option, consider selling your store to
a trusted employee or manager. A long-term How can I prepare my retail business?
employee, or group of employees, can often A common mistake for many business owners
bring the enthusiasm, business savvy, and in- is underestimating the time and effort involved
depth market knowledge needed to keep your in the succession process. Once you make the
business healthy. decision to exit your retail business, the time
• Taking on an equity partner. While tradition- from pre-transition to post-transition can take
ally a silent partner, an equity partner can also three to five years. In some cases, it can take up
be an active participant in your business. This to seven years until the deal is completed.
type of “hire your buyer” approach can benefit Whether selling or passing your business on
both parties; as you work together to pass on to the next generation, there are specific actions
knowledge, they are able to invest gradually, for that independent retailers should take for a
a more natural transition. smooth (and profitable) changeover:

Understand the value of your business
Conducting a formal valuation is an important first step. Know-
ing what your retail business is worth can help you find the right
buyer and negotiate a favourable price. A valuation can help you
take a holistic view of your business, including how you generate
revenue and where to make additional investments. It is also a
critical tool for planning your financial future.
Enhance your business value drivers

Every business has both tangible and intangible drivers which
contribute or detract from the overall worth. For retailers, tan-
gible drivers can include real estate, inventory, store fixtures, and
technology. Intangible drivers include your retail brand, manage-
ment team, customer knowledge base, supplier base, and both
personal and enterprise goodwill.
By measuring and managing value drivers, independent retail-
ers can improve their competitive advantage and increase the
overall value of their business.
Transition intellectual, human, and social capital

Passing on or selling your business requires more than show-
ing someone the stockroom or walking them through the books.
Many aspects of a retail business are gained through hard-won
experience and are not easily transferable, such as the ability to
predict changes in consumer shopping habits or understanding
your sustainable competitive advantage. It takes time to acquire
this level of knowledge and “big picture” mindset, even for those
who have been involved in the business for a number of years.
PERSONAL GOODWILL VS. ENTERPRISE GOODWILL
Consider the current market Two types of goodwill can define a retail business.
While the retail market is relatively stable in Canada, it is also Personal goodwill refers to the relationships and
reputation you hold as a business owner. Enterprise
going through change and disruption. Competition is fiercer and goodwill is the way people feel about your business,
the bar for success is getting higher. Retail has been performing separate from any particular individual, and can
well in Canada for the past few years, but retailers should question include your brand equity, culture, human capital,
how long that will last and how their business would fare in the next and other factors. It is crucial to maintain a healthy
balance, as personal goodwill cannot be passed on
upturn or downturn. Give thought to the timing of your exit and the
to a successor.
external forces that could impact your business in the future.
Draft a formal succession plan

Carefully crafted, a succession plan can help you strengthen your business, position yourself for
the best possible exit, and preserve the legacy you intend to leave. A good succession plan is stra-
tegic and should address:
• The business value of your enterprise and how to drive that value.
• Your needs as the retail business owner and the needs of your family, such as financial planning
and wealth management plans.
• The timeline and milestones for selling or transferring the business.
• Detailed financial records of physical and financial assets, such as inventory, leasehold improve-
ments, property leases, and liabilities.
• The transfer of management and leadership roles, particularly for employees or family members
who will continue to be involved in the business.
• Retention plans for key employees.
• Financial and investment decisions, such as whether you will continue to hold shares in the
business and how they will be paid out.
• Vendor, investor, and lender relationships.

SUCCESSION PLANNING
THE THREE TYPES OF INTANGIBLE BUSINESS CAPITAL

There is more to your business than your buildings and your balance
sheet. Intangible assets are sometimes difficult to measure but can
Why do I need a succession plan if I’m not contribute significantly to the worth of your retail business.
ready to retire?
• Human Capital. The employees, associates, and third-party advisors
A succession plan is your roadmap to who support the day-to-day operations and help you make strategic
retirement, but it can also help you rethink business decisions.
your retail operations and make strategic • Social Capital. The mission, values, and relationships you develop are
decisions for business growth. While you important components of your retail business and its success. Social
may not be ready to exit just yet, creating a capital is a key reason people continue to do business with you or
succession plan offers the following benefits: return to your store.
• Increasing the value of your business • Intellectual Capital. The hundreds of small, instinctual actions you
by assessing your store operations and perform as a business owner every day. Your knowledge of your
customers, your suppliers, and the retail market informs your product
potential for expansion. mix, marketing plans, pricing strategies, store locations, and more.
• Replicating success by developing formal
systems and processes.
• Identifying gaps in your workforce, such
When should I start planning?
as the need for a dedicated marketing
It’s never too early to begin planning for succession.
team or additional training for managers
Ideally, independent retailers should start mapping out a
to assume leadership roles.
course of action in their late 40s or early 50s. Finding the
• Establishing financial security by right buyer and executing a plan can take several years—
prompting questions about wealth man- and changes in the retail landscape are constant and fast.
agement, risk factors, and how much of Planning for succession often requires the help of third-
your net worth is tied up in the business. party professionals. A professional services and advisory
• Planning the best possible time for your firm like BDO can help you develop a strong succession
exit to align with both the market and plan as well as a more valuable retail business through
your personal situation. services that include valuation and value enhancement,
tax planning, and strategy and operations advisory. Our
At one point or another, you are going advisors can also help retail business owners to develop a
to leave your business. If life changes in wealth management plan for life after you exit your busi-
an unexpected way, such as an illness or a ness—an often-overlooked aspect of succession.
change in family circumstances, that exit
could be sooner than you anticipated. Being
prepared means you have a contingency To get started, contact our Business Transition Services team
plan to protect yourself and your family. or email us at retail@bdo.ca.
It’s not easy for retailers and consumer businesses

to keep up with the many changes facing the retail
industry. BDO’s Retail and Consumer Business
Practice understands the impact of shifting market Retail Council of Canada
forces on businesses in this industry, tailoring 800 – 1881 Yonge Street, Toronto, ON M4S 3C4
strategies to help clients proactively manage the Phone: (416) 922-6678 | Fax: (416) 922-8011
wide range of issues affecting their businesses. www.retailcouncil.org

HEALTH & SAFETY
ENSURING A
HEALTHY AND
SAFE WORK
ENVIRONMENT
There are a variety of unwanted behaviors
that can occur in a workplace ranging from
offensive remarks to violence. The way in
which companies respond to and manage
these issues is critical to avoid risks.
BY SEAN C. TARRY
RETAIL is about people. It’s about the customers who enter retail establishments. And it’s about the hard-working
employees who provide those customers with the service and expertise that sets the industry apart from others. So,
it should come as no surprise that protecting the retail environment against the threats of violence and harassment
is a top priority for retailers operating in Canada.
Canadian Retailer recently sat down with Kate McNeill-Keller, Partner with McCarthy Tétrault, to understand the
threats of violence and harassment in the retail workplace and the steps that retailers should take in order to ensure
a healthy and safe environment for their customers and employees.
Canadian Retailer: How does violence and harass-
“...THERE’S THE REPUTATIONAL RISK FOR
ment, or the threat of violence and harassment, affect
the workplace? A RETAILER WITH RESPECT TO PERCEP-
TION, WHETHER ACCURATE OR NOT, THAT
Kate McNeill-Keller: There are multiple buckets of risk THE RETAILER DOESN’T PROTECT ITS
that are created as a result of violence or harassment in
the workplace. The most important risk is the human
WORKPLACE AND WORKERS...”
risk and the harm that these kinds of behaviours can — KATE McNEILL-KELLER, MCCARTHY TETRAULT
cause to individual employees and customers and other mem-
bers of the community who may be engaged in a workplace envi- are conducted internally or by external bodies like
ronment both in terms of physical harm and psychological harm. the Ministry of Labour. And then there’s the poten-
The second bucket is the legal harm that employers may have to tial harm to security. Although these are workplace
deal with, from litigation by an employee to investigations that issues, because they sometimes happen in a bricks

and mortar retail setting, they may incidentally in- CR: For retailers that are interested in developing
volve and impact members of the community. And a culture of safety and a harassment-free envi-
then, overarchingly, there’s the reputational risk for ronment, what do you recommend they do to take
a retailer with respect to the perception, whether necessary steps toward these improvements?
accurate or not, that the retailer doesn’t protect its
workplace and workers or promote a healthy and M-K: Do an audit to figure out where your gaps
safe environment to work, shop or engage. are. Do you have a policy that addresses these is-
sues? Do you have a program that corresponds
CR: How important is it for retailers to under- with that policy? What steps have you already
stand how to identify these behaviours and to taken to address these issues? Then do an au-
be armed with the proper knowledge, skills and dit of the experience you offer as an employer.
strategies to respond to them? What’s the nature of your environment? Do you
have bricks and mortar locations? What’s your
M-K: It’s extremely important and always has been. experience with these issues? Is there a repor-
Employers have a statutory obligation to make sure ting structure? Are there real or perceived bar-
that there are programs and a policy in place to riers to reporting of incidents? It’s like a risk/
prevent and manage of violence and harassment in hazard assessment, assessing it through the lens
the workplace under legislation like the Occupatio- of conduct. Once these audits are complete and
nal Health and Safety Act and the Human Rights information’s been gathered, it’s easier to fill any
Code. Part of that obligation is to train and edu- gaps that might exist.
cate employees regarding company expectations
around workplace conduct. Training managers and
For information about the ways McCarthy Tétrault
frontline supervisors concerning their responsibili- can help your business take the necessary steps
ties and ways to identify and address concerns that toward a healthier and safer work environment,
are occurring within the workplace is also critical. visit www.mccarthy.ca/en.
JOIN THE STRONGEST RETAIL ADVOCACY ASSOCIATION IN CANADA.
Be Heard. Save Money. Stay Informed.

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IN-STORE TECHNOLOGY
AUGMENTED reality involves an interactive experience in a real-world In-store technology,

environment where in the case of a store for example, products are such as virtual and
“augmented” by computer-generated perceptual information, some- augmented reality,
times across multiple sensory modalities. The idea is that augmented is changing the way
reality will alter one’s perception in the real-world environment, and by that consumers
adding technology such as computer vision and object recognition, in- interact with retailers.
formation about the physical surroundings can become interactive and It’s part of an effort
digitally manipulatable. Ultimately, the goal for retailers is to create a by retailers to drive
useful educational experience that will also impress the consumer. sales and improve the
Engaging physical stores are critical to retail success—while some
customer experience
may have predicted that physical retail would die as e-commerce
by creating more
gains traction, studies now indicate that physical and online chan-
immersive physical
nels drive sales to each other. When a retailer with online and brick-
environments, at a time
and-mortar stores opens physical locations, for example, it’s often the
case that sales increase across both channels, while the reverse is also when some retailers
true—if an omni-channel retailer closes stores, online sales will suffer. are experiencing a
Brick-and-mortar retailers in Canada may be disadvantaged to a downward trend in
degree initially, however. Online shoppers have become accustomed foot traffic.
to streamlined, curated experiences that, when executed properly, BY CRAIG PATTERSON
are essentially frictionless from start-to-finish. In-store experiences
are often the opposite—lineups, out-of-stock product, distractions as
well as other disappointments and hurdles may help drive custom-
ers online. Experts are saying that Canada is on the cusp of mass-
adoption of augmented reality and related technologies that are
being tested in the United States as well as in other markets.

Virtually fitting
Companies such as Bodymetrics are in-
stalling dressing booths in stores that offer
customers full body-scanning. Using the
body scan, customers can view different
outfits on themselves without the need to
ever physically try on the clothing. In the
United States, for example, Bloomingdale’s
is using these ‘virtual dressing rooms’,
while Neiman Marcus offers consumers
the ability to see their outfits in a 360-de-
gree view with a ‘memory mirror’. This is
proving to be a hit with consumers for the
fact that it is convenient, not to mention
experiential to those who have never en-
countered such technologies.
Retailers such as TopShop and Uniqlo,
both operating in Canada, are testing out
similar ‘magic mirror’ technologies with
plans to eventually bring the technology
to its Canadian stores.
Zara, which also operates a vast net-
work of stores in Canada, is testing out an
innovation where customers hold up their
smartphones to sensors on shop windows
to view models wearing selected outfits.
Fashion brand Timberland created a
‘virtual fitting room’, turning the installa-
tion into one of the store’s main window
displays. The company says it drove a sig-
nificant amount of foot traffic into the store.
Smartphones are key to much of the aug-
mented reality being tested in stores. And,
in some instances, the use of smartphones
is blurring the lines of physical and online
retail as apps allow users to shop and ex-
perience brands almost anywhere. Some
beauty brands are using augmented real-
ity in stores with great success. Sephora’s
“Virtual Artist” technology allows users to
see what makeup might look like on them
without trying it on.
Other brands such as UK-based Charlotte
are using ‘magic mirror’ technology as
well. It partnered with software provider
Holition to install augmented reality-en-
abled mirrors in its store. Customers can sit
in front of the mirror that scans an image of
their face, and then see their face with ten
of the brand’s top looks in under a minute,
without physically wearing any makeup.
Technologies being leveraged by retailers in

Canada are helping to create a more immer-
sive and engaging retail experience.

IN-STORE TECHNOLOGY
Virtual and augmented reality technology adds layers to the retail experi-
ence and provides another way for customers to interact with retailers.
In early 2018, French conglomerate L’Oreal ac-

quired Canadian innovator ModiFace. The firm
is now part of L’Oreal’s Digital Services Factory,
which is a dedicated network that designs and
develops new digital services for the group’s
brands. The ModiFace technology, specifically,
can be used on one’s mobile device anywhere,
which means its usefulness extends beyond that
of a physical retail space.
Sporting goods retailer Decathlon is working
The comfort of your home with Valtech to create a virtual reality experience
The same could be said of augmented reality for Decathlon’s range of tents. The retailer has
technology being used by furniture retailers more than 200 varieties of tents but didn’t have
such as Ikea and Wayfair. Apps allow consumers room at its Montreal store to display all of them.
to view products in their homes prior to mak- With the help of virtual reality goggles, shoppers
ing a purchase—in 2017, Ikea launched its ‘Ikea can view the tents in a variety of locations that
Place’ app that makes it possible for consumers wouldn’t be possible with simple store displays.
to view 3D and true-to-scale models of furniture
in their living space by using the app and their Leveling the playing field
camera. Ikea said that because customers are not Manolo Almagro, Managing Partner of Q Div-
shopping in stores as often anymore, the Ikea ision provides examples of how technology such
Place app is a way for people to see furniture in as augmented reality can be used to enhance the
their homes before they either come to the store physical experience. One of the most cost-effect-
to make a purchase or make a purchase online. ive examples is Lightform, which is essentially a
Macy’s also implemented an immersive furniture design tool that can be used to project augmented
shopping experience that allows for browsing reality in physical spaces. Technology such as
and visualization of a much larger assortment of that can put in-store augmentation in the hands
furniture than that found in a typical store. of smaller retailers for the first time.

For less than $2,000, Lightform allows end- centre landlords and airports are also testing out
users to create visuals for projected augmented similar technology.
reality using content creation software powered Jeremy Bergstein, CEO and President of The
by computer vision hardware. The process has Science Project, explained how in-store technol-
been simplified to the point where no experience ogy such as augmented reality is there to influ-
is required by the end-user in order to project ence consumer behaviour, which can be extended
graphics into spaces that can make them appear to include food-related retail. For example, a cus-
to be almost magical. For example, a store selling tomer may, using technology, be able to virtually
camping gear could project a burning campfire, see a meal in a restaurant, or items in a grocery
then create a light-induced ‘rain storm’ that turns store, including how they may be prepared and
into snow—this unique and variable experience is how they would otherwise look on the dinner
not only impressive to customers, it can also be table. In-store technology presents the oppor-
used to demonstrate and educate. tunity to better optimize physical retail spaces
as centres of consumer behaviour, driving retail
Transforming the retail space sales across both channels.
Technology such as Lightform can also activate
retail spaces and even shopping centres. And each Augmented reality technology has the potential to
transform the physical retail environment.
activation can be unique to keep things fresh. It’s
a cost-effective way to temporarily transform a
space. Given the popularity of Instagram, accord-
ing to Almagro, such technology can serve to
expand retailer awareness through social media
shares and related interaction.
Almagro explains how footwear brand Airwalk
hosted ‘virtual pop-ups’ in the United States where
consumers downloaded an app and went to loca-
tions in major cities where they could hold their
phones and tablets in the air to see the ‘invisible
store’. The technology, in essence, created a retail
space where there wasn’t one, and the pop-ups re-
sulted in a huge spike in sales for Airwalk as well
as approximately $5-million in earned media. “…TECHNOLOGY SUCH AS AUGMENTED
Augmented reality glasses are expected to gain REALITY CAN BE USED TO ENHANCE THE
hold in Canada and the impact on retailers could PHYSICAL EXPERIENCE. ONE OF THE MOST
be substantial if the technology is widely adopted.
‘Focals by North’, a subsidiary of Waterloo-based COST-EFFECTIVE EXAMPLES IS LIGHTFORM,
Thalmic Labs Inc., opened a retail space in WHICH IS ESSENTIALLY A DESIGN TOOL THAT
November of 2018, showcasing a range of custom- CAN BE USED TO PROJECT AUGMENTED
built smart glasses with a holographic display
that only wearers are able to see. The technology
REALITY IN PHYSICAL SPACES.”
might eventually be integrated into physical ex-
periences such as shopping in retail stores, which
could further help create immersive physical re- 3D brand interaction
tail experiences in Canada as well as globally. Shopping in stores has always been a visual
Augmented reality technology is increas- experience, and in-store technology is taking that
ingly being used by retailers and landlords to to a new level. And while it’s in its early days, aug-
help guide consumers through spaces. Home mented and virtual reality is able to help retailers
improvement chain Lowe’s, for example, is test- deliver more engaging, immersive experiences
ing its ‘Navigation One’ technology in two of its in custom-created surroundings that tie together
stores. An in-store navigation app, powered by physical and online channels with 3D experiences.
Google Tango, uses augmented reality technol- And from a marketing perspective, this can help
ogy to create a mobile experience that guides retailers engage consumers in more meaningful
shoppers through the store. Shoppers can create ways while increasing the amount of time a cus-
a shopping list and the app identifies the quick- tomer interacts with a brand while creating more
est route on foot to find all of the items. Shopping rememberable experiences.

IN-STORE TECHNOLOGY
According to Greg Jones, Director of Augmented stores interesting. Some of these technologies
Reality and Virtual Reality at Google, augmented might have been fun at first yet missed the mark
reality is going to “reconnect physical and digital over the long-term. “It should be useful, and the
retail”. He believes that augmented reality is going consumer should receive value. The business must
to be extremely significant to the future of retail. also receive value. Thought is required before an
And it seems that the future isn’t far off. Research investment is made”.
from Digital Bridge shows that 69 per cent of con- Ultimately, if a retailer isn’t addressing the fun-
sumers now expect retailers to launch augmented damentals, augmented reality might not be the
reality apps within the next six months. And recent answer. Gray explained that a store should carry
research from Google shows that 61 per cent of con- at least the core product that people want, in stock,
sumers say that they would prefer to shop in stores and offer an experience where the consumer can
that offer augmented reality. Given statistics like find it and get in-and-out of the store with minimal
that, retailers in Canada should seriously examine hassle when they do not want to explore. Product
operations to see where such technologies can be stock-outs and long lineups could end up driving
implemented, although not all are convinced. consumers to competitors—including online.
Amazon, too, is experimenting with technolo-
In-store navigation apps can help remove friction from gies in their recently opened physical stores. It’s
the shopping experience by offering convenience.
most tech-heavy store concept to date is ‘Amazon
Go’, which is essentially a convenience store con-
cept with technology that allows consumers to
make a purchase by simply picking up items and
leaving the store without waiting in a checkout
line. The back-end is far more complicated than it
appears, however—stores include computer vision,
deep learning algorithms, and a sensor fusion to
automate much of the purchase, checkout and pay-
ment steps associated with the retail transaction.
Amazon Go is being hailed as a revolutionary mod-
el that relies on the prevalence of smartphones and
geofencing technology to streamline the customer
experience, as well as supply chain and inventory
management. There have been some glitches, how-
ever, and Amazon says that it is still learning.
In November 2018, Amazon launched its own
“IN-STORE TECHNOLOGY SUCH AS
augmented reality app for smartphones. While
AUGMENTED REALITY MUST, “SOLVE the technology isn’t initially geared to be used in
A PROBLEM IN ORDER FOR IT TO physical retail spaces, Amazon is expected to fur-
BE SUCCESSFUL. EXPERIENTIAL ther integrate its new technologies as it continues
IN-STORE TECHNOLOGY, INCLUDING to roll out brick-and-mortar retail spaces.
AUGMENTED REALITY, NEEDS TO Retailers are seeking out any advantages
to get ahead at a time of unprecedented retail
SERVE A PURPOSE, OTHERWISE IT
competition in Canada. In 2017, more than 50
IS A GIMMICK.” international brands entered Canada by open-
— DAVID IAN GRAY, DIG360
ing stores, and the momentum continues as the
world increasingly globalizes and brands become
international. Humans by their very nature are
Potential problem solver tactile and social and thus, even as e-commerce
In-store technology must, “solve a problem in continues to gain a share of retail sales, physical
order for it to be successful," says David Ian Gray, retail is ultimately still the primary revenue
Retail Strategist and Founder of consultancy driver for most retailers operating in Canada to-
DIG360. “Experiential in-store technology, includ- day. In-store technology will help retailers create
ing augmented reality, needs to serve a purpose, more engaging and otherwise better retail spaces
otherwise it is a gimmick.” offering consumers a positive retail experience
Gray explains that he’s seen numerous attempts where they are served with convenience and
by retailers to leverage a technology to make their speed in whatever mode they choose.

SMART DATA
ARTIFICIAL INTELLIGENCE:
COMING TO A STORE NEAR YOU
Understanding legal implications of AI critical to leveraging its
power for your business
BY CAROLE J. PIOVESAN, McCarthy Tétrault LLP
ARTIFICIAL Intelligence (AI) refers ARTIFICIAL INTELLIGENCE SYSTEMS

to a computer system that can analyze
massive amounts of data, learn from
the analysis and execute actions in
unconventional ways, over time, with-
out the need for human intervention.
It provides tremendous opportunities
for businesses to identify areas for
improvement, potential increases in
efficiencies, improvements to corpor-
ate strategies and reductions in costs,
among countless other possible uses.
AI in the Retail Space Analyses data Recognizes Self-teaching Makes Solves complex
AI is being utilized across the retail for training and speech and decisions problems
predictions images
sector, changing the way people buy
and sell and the way organizations The capabilities of artifical intelligence are seemingly boundless.
provide services and products to con-
sumers. Consumers are seeking more convenient, responsive Cybersecurity: Companies are encouraged to de-
and personalized services from retailers. AI applications velop comprehensive cybersecurity plans to man-
such as chatbots, advanced recommendation engines, and age risks of data breaches and cyber-attacks. These
price and incentive personalization platforms help organiza- plans streamline communications and improve
tions provide these responsive services. outcomes for companies following a breach.
Advantaged technologies like AI are being used to detect Intellectual Property (IP) Law: AI systems are
counterfeit products, help customers “try-on” products using both users and creators of IP. As a result, they raise
augmented reality, redesign the entire storefront experience, some unique questions from an IP perspective.
reduce the size of warehouses and make inventory manage- These may include patents for AI created products,
ment more efficient, among many other possible use cases. copyright infringement, and ownership rights.
Investments are on the rise in robotics, virtual assistants and AI can improve customer experiences, create effi-
inventory management. In fact, according the CB Insights, ciencies and result in higher profit margins. Organ-
“Top Retail AI Trends to Watch”, retail AI start-ups raised $1.8 izations and legal advisors, however, are grappling
billion across 374 deals from Q1 2013 to Q3 2018. Translation: with the fundamental questions arising from the
AI is hot in retail. transformative technology that is AI. Organizations
that understand the legal risks associated with it can
Some Legal Implications take steps to reduce them and ultimately realize a
There are aspects of AI development and operationalization greater return on the technology’s benefits.
that engage some core legal issues. Developing a deep under-
standing of the AI system the organization is building, buying
or operationalizing is critical to supporting innovation while For more information on navigating the legal risks
associated with artificial intelligence in the retail
mitigating risks. Some top-of-mind issues include: sector, contact Carole J. Piovesan at cpiovesan@
Privacy Law: Large datasets are required to train algo- mccarthy.ca or 416-601-8104.
rithms. These datasets often include personal information
that is subject to privacy protections. Developing good data
governance practices and privacy assessment policies are
key to facilitating AI innovation in your company.

BRAND LOYALTY
BLURRING THE BOUNDARIES

BETWEEN PHYSICAL AND
DIGITAL COMMERCE
Through the selling of prepaid cards via a mobile device,
independent merchants can drive traffic to their stores,
increase loyalty among their customers and level the playing
field with their larger competitors
BY SEAN C. TARRY
IT’S often hard these days to keep up with speed at which technologies are developed. In fact, it can be
downright mind-boggling. And for smaller, independent retailers with fewer resources to draw from than
their larger competitors, understanding which technological solutions to invest in can be daunting.
Fortunately, aided largely by the digitization of the world around us, there are more and more technolo-
gies being developed, like InComm Canada’s suite of mobile solutions, that take the guesswork out of
investment for merchants. The company’s portfolio of digital technologies can allow consumers to use
their mobile devices as gift card and prepaid payment tools and provides the opportunity for merchants
to capitalize on digital promotions that drive traffic to their stores and increase loyalty among consumers.
Canadian Retailer magazine recently sat down with InComm Canada’s General Manager, Felipe
Papaleo, to discuss the benefits of these digital technologies and the ways they can benefit businesses.
Canadian Retailer: In this digital age, how im- and are willing to pay for goods and services,
portant is it for retailers to leverage technologies provided what they purchase meets their needs
that can help them drive traffic to their stores and and expectations. And because today’s digital
loyalty among their customers? consumer is more engaged and socially aware
than any other that's come before, delivering on
Felipe Papaleo: It’s hugely important. Ensuring the promise made to win their share of wallet is
the consumer's buying experience is seamless critical. Therefore, the in-store experience needs
between the physical and digital worlds is one of to be personal. And marketing messages need
the biggest challenges retailers are facing. Every to be customized, providing relevant content in
retailer is trying to keep up with the increased the form of offers, news and promotions to meet
demands and expectations of today’s digital con- their immediate needs, incentivizing them to
sumer who moves fluidly through the digital and visit stores. Ensuring that in-store promotions are
physical worlds without making a conscious dis- linked to digital offerings and content is one of
tinction between them. They value their money the main traffic drivers today.

CR: Aside from the obvious benefits of driving
traffic to the physical store, how can InComm’s
technologies help independent merchants level
the playing field with their larger competitors?
FP: The data that can be gleaned from this tech-

nology is immense for independent merchants
when it comes to leveling the playing field and
growing their businesses. Specific to retailers,
foot traffic and basket analysis are particular data
points that if correctly captured and properly in-
terpreted can be critically important sources of
intelligence to drive initiatives that can influence
consumer behaviour. By offering technologies
that can be used to leverage the power of prepaid
gift cards to drive promotions and then capture
sales that result from such initiatives, InComm
is empowering retailers of all sizes to clearly
understand behavioural data that is meaningful
to them, be it a chain of many corporate stores,
a pool of franchisee locations or an independ-
ent business owner. Such data can then be used
to identify and understand trends to develop
meaningful and personal content that will result
in driving traffic back to the store.
CR: In your estimation, what is the future of

prepaid gift cards?
CR: Tell me about InComm Canada’s digital pre- FP: The prepaid gift card industry, pioneered
paid gift card app and how it can benefit mer- by InComm 25 years ago, outgrew its origins
chants who invest in the technology. of being a simple activation technology to be-
come a global transaction and payments network
FP: InComm is investing in technologies that will deeply rooted in its retail footprint. The prepaid
blur the boundaries between physical and digital functionality commonly linked to gift cards is
commerce, making the online and offline pur- expanding to include uses as diverse as financial
chasing experiences meaningful and seamless. inclusion, financial services, expense control,
Merchants would simply need to download our disbursements, loyalty applications, toll & tran-
mobile POS app and select from a number of plans. sit enablement, and many more. In such a broad
Immediately, the merchant will have access to a environment, prepaid cards will continue to grow
number of titles available for sale via code-to-con- their significance, expand and adapt to the ever-
tent delivery, where no physical cards are present. changing payments landscape in Canada and
The app allows the merchant to participate in geo- globally, remaining true to their original com-
targeted promotions and provides them with access mitment: driving traffic to retail.
to a summary report of purchases. By enabling mo-
bile devices to become payment and promotional
engines, agnostic of hardware, InComm is break- For more information about InComm Canada’s digital
prepaid gift card app, visit www.incomm.com.
ing the technological limitations that so often pre-
vent innovation at the point-of-sale. Similarly, by
investing in in-store promotions linked to digital
platforms for incentives and loyalty, as well as cross
promotions, we are enabling physical retail loca-
tions, big or small, to play in the digital space with
minimal or no IT investment at all.

RETAIL TECHNOLOGY
ELECTRONIC SHELF
MOBILE INTERFACE PERSONALIZATION
The estimat-
$
1.4B
Percentage of con- ed value of Percentage of consum-
60% 41 %
sumers who believe the electronic ers who are loyal to
that by 2025, they will shelf market brands that offer them
carry just a phone by 2023. the opportunity to per-
and no wallet. Takeaway: This is an easy, cost- sonalize products.
Takeaway: As the ubiquity of mobile effective way to provide pricing Takeaway: As the ubiquity of mobile
devices continues to increase, retail- information to the customer. This devices continues to increase, retailers
ers are no longer concerned about technology can also be used to are no longer concerned about “show-
“showroomers”. Now, mobile devices provide retailers with deeper in- roomers”. Now, mobile devices can be
can be used to reduce friction and ventory insights, allowing for more used to reduce friction and enhance
enhance the in-store experience. dynamic in-store merchandising. the in-store experience.
SHOPPE
Retailers continue
to innovate to create
enhanced in-store
experiences. But
TECHNO
which technologies
will be ready to roll
out into the retail
store environment
in 2019?
COMPILED BY SEAN C. TARRY
WAYFINDING TOUCH AND GESTURE AUGMENTED REALITY
$
23.4B
Percentage of Percentage of con-
22 %
45%
hoteliers that sumers who would
planned to add be more likely to
or upgrade loca- The estimated value of the gesture shop at a retail brand
tion technology recognition market by 2013. that offered AR.
in 2018. Takeaway: While only an estimat-
Takeaway: Although other technolo-
Takeaway: This technology offers gies may be overshadowing touch ed 15% of retailers offer this technol-
yet another easy, cost-effective and gesture kiosks, it represents ogy in-store, it represents one of the
way to remove friction from the yet another effective way to engage most promising ways for brands to
in-store experience, providing with customers, providing them with remove friction from the in-store
intuitive in-store directions pow- the information they seek, while experience and enhance the “wow”
ered by GPS interfaces. reducing friction from the in-store factor many within the industry are
shopping experience. seeking to provide.

DATA TRACKING
ARTIFICIAL INTELLIGENCE
Percentage of con-
63
ROBOTICS
%
45%
sumers who say they Percentage of
7M
The estimated num- would share personal retailers who will
ber of rudimentary information for a be exploring the
jobs that robots can service they say they use of AI in their
fill today. truly value. stores by 2020.
Takeaway: Robots have the abil- Takeaway: Today’s consumer knows Takeaway: This technology,
ity to fulfill retail roles that don’t that they’re behaviour is being especially when leveraged in-
require critical thinking, allowing tracked in-store. Retailers now have store, can offer retailers insights
retailers to reallocate manpower, the opportunity to make their data that can be the difference when
while creating greater efficiency capture transparent, offering a it comes to converting a browser
across the operation. value-exchange for their opt in. into a buyer.
ER-READY
NOLOGIES
FRICTIONLESS PAYMENT VOICE INTERFACE VIRTUAL REALITY
13 %
50 % $
1.6B
Estimated compound Estimated percent- The estimated
annual growth rate of age of searches that value of the AR
non-cash transactions will be conducted and VR market
until the year 2021. via voice by 2020. by 2025.
Takeaway: This technology is still Takeaway: When it comes to Takeaway: This is another technol-
in its infancy. But, with Amazon Go easing friction within the shop- ogy still in its infancy. But, as today’
leading the charge, many other re- ping journey, few technologies consumer continues to seek out en-
tailers are monitoring results closely are as useful as voice assistants, tertaining, frictionless experiences,
to smooth wrinkles before rolling out helping customers find product VR is set to further transform the
their own pilots in the future. information, and helping retail- in-store shopping journey.
ers engage with them.
Source: High Street Collective’s Retail Innovation Radar 4th Quarter 2018 Report

OMNICHANNEL PAYMENTS
Ingenico's Connected Screen, bridging the gap between the online and physical retail experience.
THINK UNIFIED SHOPPING

EXPERIENCE
Giving customers the choice of payment method, whenever
and wherever they want, helping retailers drive business
SPECIAL FROM INGENICO
OMNICHANNEL has become one of the biggest ignoring what is actually happening in-store.
buzzwords in the retail landscape. While the Retailers need to think beyond the aisle, beyond
strategy is generically understood by retailers, the traditional payment methods, and beyond the
executing on that vision has been far from simple. payment itself, viewing all of it as equally import-
For many, meeting the expectations of today’s de- ant to the business. Think unified.
manding consumer is seen as an overwhelming
and complex task. And it helps explain why only Beyond the aisle
22 per cent of North American retailers consider There are many solutions available beyond the
omnichannel efforts a top priority. standard attended checkout, making it esasy for
Consumers neither understand nor care that retailers to get creative with their in-person pay-
they are traversing across digital and physical ment options. Standalone kiosks have grown in
channels. The experience must be seamless and popularity in recent years and provide a cost-
unified. Retailers need to become hyper-focused effective solution with increased speed and con-
on what customers want from the shopping experi- venience for the consumer. The next evolution is
ence. When it comes to completing a purchase, 73 the Ingenico Connected Screen. The Connected
per cent of consumers report using multiple chan- Screen bridges the gap between online and in-
nels, and typically spend more when they do. person. It allows consumers to browse, shop, and
To properly engage their customers, retailers pay on a secure screen that can be found in-store,
need to truly understand who their customers are. in a mall, or in a short-term pop-up location, mak-
It is a dangerous misconception to put too much ing it simple for customers to pay quickly and be
emphasis on moving everything online while on their way. All without the need for a customer

downloaded app. The screen accepts payment it- Beyond the payment
self without the need for an external pin-pad. Payments is one of the fastest evolving industries
If a more personal consumer experience is de- worldwide. Keeping customers engaged during and
sired, retailers will want to look at adopting in-app beyond the purchase is the best way to gain their
payment solutions and online checkout options. loyalty. Retailers have an abundance of insight into
Not only can consumers shop and pay with mo- consumer buying behaviour. When you look at the
bile apps and online checkout, these options also customer journey through mul-
allow them to order ahead for products or servi- tiple channels you get a deeper PAYING FOR IT ON ALL
ces, pay via a secure checkout form, and then pick- understanding of how your cus- CHANNELS
up their products in the physical store. tomers shop and what they are
Retailers can also leverage mobile pointe of looking for, so you can tailor your 73 %
sale (mPOS) solutions to bring a more person- efforts towards the customer ex- 73% - Percentage of
alized checkout experience to the customer in- perience they desire. Canadian consumers
aisle. With these solutions, associates can look Running the gathered cus- who report using multiple
channels to shop.
up product details, upsell customers and then tomer insight through intelligent
provide a seamless payment experience right
from the point of interaction, which in turn helps
algorithms, retailers can develop
targeted offers at any time of 450M
capture impulse. interaction regardless of where it The estimated number
of consumers leveraging
The future of in-store isn’t in peril, just in tran- takes place. Online intelligence mobile payments by 2020.
sition as brands start creating experiences to en- does not have to be limited to
gage consumers. Smart brands know that the pur-
chase may happen anywhere at any time. Getting
only online engagements. The
same can be said for in-store ac-
1 in 3
The estimated number of
loyalty through in-person experiences ensures the tivities. Creating a complete pro- transactions the mobile
consumer continues to interact with the brand. file of the consumer may convert payment market will
a simple web-based page view account for by 2020, a $2
Beyond the traditional one day into a purchasing op- trillion value
One of the best ways for retailers to meet the portunity the next time the con-
ever-changing shopping needs of consumers, re- sumer is near one of your retail locations. Sound
gardless of demographic, is to accept payments farfetched? Not so. The data is there. It’s just a mat-
beyond the standard plastic card. While debit ter of putting all the pieces together.
card and credit card purchases remain the most
dominant payment method, contactless payments Creating a seamless journey
cannot be ignored. With an expected 450 mil- To capture a customer’s attention, retailers need
lion users by 2020, the mobile contactless pay- to think of shopping as a unified, seamless jour-
ment market will account for 1 in 3 in-store trans- ney. Clearly, customers are engaging across mul-
actions—a $2 trillion value. tiple channels as part of their shopping experi-
To successfully implement new payment meth- ence. And retailers must respond accordingly. The
ods, retailers need to understand the time and ef- moment a customer decides to make a purchase,
fort required. By working with partners who can they will expect to pay where, when, and how they
integrate the new capabilities quickly, with min- want. All obstacles must be thoughtfully removed.
imal impact to their existing infrastructure, retail- Retailers really need to understand who their
ers can go to market more quickly. These partners customers are so they can enable the payment op-
should also be consultative and provide insight tions they expect. It's not about what everyone else
into the coming trends before they are a necessity. is doing, it’s about creating the experience your
Understanding the payments ecosystem and customers want. Retailers who ignore this reality,
the consumer’s desire to use new forms of pay- do so at their own peril.
ment is critical for retailers. You don’t want to lose
customers if their preferred payment type isn’t of-
fered. Maybe your customer wants to pay with a For more information about Ingenico and how its
payment solutions can help your business grow
wearable such as an Apple Watch; with a digital and compete, visit https://payment-services.
wallet, such as Google Pay; or perhaps even QR ingenico.com/ca/en.
code payment schemes like AliPay and WeChat.
Whatever the customer has on them at the mo-
ment of purchase should be enough to make a
sale, in-store and at home as well.

RETAIL ECONOMY
CSCA RETAIL 100 CONGLOMERATES
Colour shows 3 Digit NAICS categories Wal-Mart Stores, Inc.
CSCA
while size shows total sales
Canadian
Dollarama Tire
Pharmasave
Metro Inc.
Weston
Group
McKesson Home Costco
Depot Wholesale Corp
RETAIL
Tim-Br Canadian
Home
Tire Indigo
Hardware
TJX
Lowe’s Leon’s
100
Sears The Ikea Best Canadian
Gap Buy Tire
BMTC Jim
NRDC Pattison
Apple TJX
Empire
Jean
Company
Coutu
Weston Group
NAICS 3 DIGIT
Who’s up and who’s down in Furniture & Home

Furnishings (442)
Health & Personal Care (446)
Clothing & Footwear (448)
Canada’s retail landscape Electronics &
Appliances (443)
Hobby Stores (451)
General Merchandise (452)
BY CHRISTOPHER DANIEL AND TONY HERNANDEZ, Home Improvement (444)
Centre for the Study of Commercial Activity Miscellaneous (453)
Grocery (445)
THE CSCA Retail 100, created by the Centre for the Study of the top conglomerates account for the majority of
Commercial Activity at Ryerson University, brings you the top Canada’s retail economy. For example, the top three
100 retail conglomerates operating in Canada as ranked by total conglomerates (Weston Group, Wal-Mart Stores,
estimated annual retail sales in fiscal 2017. A detailed under- Inc., and Costco Wholesale Corp.) account for 28%
standing of this upper tier of retailers in Canada is important of total non-automotive retail sales in Canada. This
since these are organizations whose economies of scale allow illustrates that a significant share of Canada’s re-
them to exert a significant influence on Canada’s retail econ- tail buying power is concentrated in the hands of a
omy. The top 100 retail conglomerates account for close to 75.5 small number of very large retail organizations.
per cent of non-automotive retail sales in Canada. Considering In addition to these top three conglomerates, the-
the control they exert, understanding the marketing strategies re were a total of 33 organizations with at least one
and positioning that these top 100 retail players adopt provides billion in total sales, and this ‘Billion Dollar Club’
insight into the ongoing processes that are continuously shap- accounted for 67%, or $246 billion, of non-automo-
ing Canada’s retail economy. tive retail sales in Canada for 2017. These retailers
also controlled a network of approximately 21,500
CSCA Retail 100 Profiles: Fiscal 2017 stores and accounted for almost 439 million square
The top 100 retail conglomerates in Canada collectively opera- feet of retail store space. Overall, this Billion Dol-
ted 424 retail chains, controlled $276 billion in total retail sales, lar Club accounts for 89% of total CSCA Retail 100
and accounted for just over 75% of non-automotive retail sales sales, 67% of total Canadian non-automotive sales,
in Canada in Fiscal 2017. The CSCA Retail 100 illustrates that and 42% of total Canadian retail sales in 2017.

CANADIAN RETAIL TOP 10
Capital Est. Retail Sales # of # of Est. Sales
Rank Deployment Plan Control ($Millions) Chains Stores Growth (%)
1. Weston Group (Shoppers Drug Mart, The Real Canadian CAN 46,230 35 2797 0.62
Superstore, No Frills)
2. Wal-Mart Stores, Inc. (Wal-Mart Supercenters, Wal-Mart) USA 32,435 2 410 3.4
3. Costco Wholesale Corp. (Costco) USA 24,634 1 97 9.14
4. Empire Company Limited (Sobeys, Safeway, IGA) CAN 24,215 26 1934 1.72
5. Metro Inc. (Metro, Food Basics, Metro PLUS) CAN 13,175 13 966 3.03
6. McKesson Corp. (IDA Pharmacy, Uniprix, Rexall Drug Store) USA 10,949 11 2234 18.05
7. Canadian Tire Corp. Ltd. (Canadian Tire, Mark's Work CAN 10,202 12 1321 1.95
Wearhouse, Sport Chek)
8. Lowe's Companies Inc. (Lowe's, Rona, Rona Home & Garden) USA 8,637 13 878 8.9
9. The Home Depot, Inc. (The Home Depot) USA 8,122 1 182 3.41
10. Home Hardware Stores Ltd. (Home Hardware, CAN 6,100 4 1069 1.67
Home Building Centre)
2017 Conglomerate Rank Changes Rank Decreases SUMMARY

There were several important changes in the Notable CSCA Retail 100 rank Data from the CSCA
2017 rankings of the CSCA Retail 100. Some of the decreases in 2017 were Searchlight Retail 100 ranking
largest gains and losses in rank were primarily Capital Partners (-34), Fabricland reinforces a number of
due to structural changes such as mergers and ac- (-8), Foot Locker, Inc. (-7), and Sports trends in the Canadian
retail industry.
quisitions, though many were due to actual gains Distributors (-7). Searchlight Capital
or losses in reported or estimated performance. Partners saw their position on the 1 Corporate concen-
tration is high, with
Retail 100 decline following their a small number of
Rank Increases IPO of Roots Corporation. Fabric- conglomerates col-
The greatest increases in the Retail 100 ranks in land, Foot Locker, and Sports Dis- lectively controlling
2017, were Bass Pro Inc (+40), Ashley Furniture In- tributors all saw declines related to a large proportion of
dustries Inc. (+20), and Fairfax Financial Holdings either lower same store sales or re- Canadian retail spend.
Limited (+12). Bass Pro Inc. began talks to acquire duced store counts. 2 The importance of
Cabela’s in 2015 when Cabela’s announced it was U.S. retailers operating
in Canada, which now
considering a sale due to a flagging stock price and Market Control
account for almost
pressure from activist investors. Although close to Canadian controlled conglomera- 42 per cent of the
a deal in late 2016, difficulties emerged in the form tes accounted for 55.9% of the 2017 Canadian market.
of stagnating performance at Cabela’s along with a CSCA Retail 100 sales, a marked 3 The competitive na-
regulatory hurdle in how to handle their credit card decrease from 57.9% in 2012 that is ture of the Canadian
division. In September of 2017 Bass Pro announced largely accounted for by the Lowe’s retail industry, with a
it had agreed to acquire the company for $61.50 per Companies Inc. acquisition of Rona small number of con-
glomerates leading in
share, down from $65.50 in October of 2016, valuing Inc.’s Canadian operations. While each retail sector with
Cabela’s at approximately $4 billion. The acquisiti- other countries, mainly from Euro- the exception of the
on almost doubles total sales for the conglomerate pe, did have a presence in Canada’s fashion sector where
and rocketed Bass Pro Inc. from 77th in 2016 to 37th retail market, their market share in a large number of
retailers compete.
in 2017. Ashley Furniture Industries Inc. moved 2017 of 2.12% pales in comparison to
up in 2017 by 20 spots. Winnipeg based Dufresne the market share of Canadian and
Group, who operates Ashley Furniture stores in Ca- American firms. Debate concerning foreign control
nada under license, made plans in 2015 to greatly of Canadian retail sales continues to be centred on
increase their store footprint by 16 stores, plans that the presence of major U.S. retailers in Canada.
were fulfilled in 2017 with the addition of 17 new
stores. Fairfax Financial increased their ranking by
For more information concerning the CSCA Retail
12 positions with their acquisition of the Canadian Top 100, or to download a full version of the
Toys R Us operations that were still profitable despi- report, visit https://csca.ryerson.ca/products/
te the misfortunes of the U.S. parent company. the-csca-retail-100-2018

The explosion of e-commerce is presenting

retailers with big opportunities, and a need to
innovate within their supply chains
BY RANDY SCOTLAND
FUELED by a demand for ever-faster supply Infosys Consulting, Korn Ferry and Penn State
chain efficiencies, retailers looking to hone their University. The report’s findings were presented at
competitive edge are turning more and more to an international conference this fall in Nashville
their logistics providers for solutions. of the Council of Supply Chain Management
This in turn is driving heavy investments in Professionals (CSCMP).
technology to enhance delivery times and mini- “Retailers continue to emphasize an always-on,
mize order delays and disruptions, especially for always-open shopping experience that provides
e-commerce transactions. seamless interaction across all retail sales chan-
It is also opening up new avenues of collaboration nels, which is forcing shippers and their logistics
between retailers and their logistics providers, also partners to be fluid and move quickly,” the report
known as fourth-party logistics (4PL) providers. states, adding:
According to Penske Logistics, a global player “To keep up with the increasing level of
in this space, 4PL providers take on many of the complexity within the supply chain, compan-
same roles as third-party logistics (3PL) provid- ies must be agile to meet rapidly evolving con-
ers. However, they have much broader respon- ditions. This is particularly relevant as retail-
sibility and accountability in helping the cus- ers and manufacturing locations work to keep
tomer reach its strategic goals. inventories low, respond to faster shipping
"The 4PL is the big umbrella,” explains Andy demands and react to changes in demand pat-
Moses, Senior Vice President of Global Products terns within the global economy.”
at Penske Logistics. “Under the umbrella you
have all of the supply chains—transportation, Benefits of 4PL
warehouses and anything that is moving. The 4PL The complexity of the challenge for many ship-
manages the big umbrella. That brings more sense pers is of such magnitude that adopting a 4PL
of control and ownership." model can be good business practice, says Rick
The scope of the challenge for retailers is out- Blasgen, President and CEO of the CSCMP, a pro-
lined in the 23rd annual 2019 Third-Party Logistics fessional organization offering training and certifi-
Study, sponsored by Penske Logistics along with cation programs internationally.

He puts it this way: “If you landed here from move on a truck. And not a lot of people are go-
Mars and you had no idea on how to assemble a ing into that industry. That’s going to drive prices,
network, you would go to somebody who has not and more willingness for carriers to do innovative
only all that knowledge but capabilities to acquire things to retain and attract drivers.
the right people for your business.” “But it also means that companies have to con-
“A fourth-party provider is typically viewed as a solidate and move freight together more frequent-
supply chain integrator,” he adds. “It is someone, ly, as opposed to just having one truck go a lot of
or a company, that may assemble and manage all empty miles and that kind of thing. I think there’s
of the resources and capabilities and technology initiatives that we’ll figure out to consolidate and
of somebody’s supply chain, and its providers.” take advantage of the capacity that exists and be
Blasgen believes demand for this type of ser- more productive with it.”
vice is only going to increase.
“This is going to become an “WE JUST LOOK AT E-COMMERCE AND HOW EVERYBODY
important service, particularly if
you are a company interested in a
IS FOCUSED ON HAVING THAT ONLINE EXPERIENCE
global supply chain, or you have VERSUS THE BRICK-AND-MORTAR, AND THE SPEED TO
operations in different parts of GET THE PRODUCT TO THE CUSTOMER.”
the world. To try and keep tabs
— JOE CARLIER, PENSKE LOGISTICS
on what’s going on not only with
regulations and such, but just the technologies Strategic partnerships
that are available on different continents, is an Here’s where having a 4PL provider can be
overwhelming task in many cases.” a logical choice, says Joe Carlier, Senior Vice
He pinpoints two areas that are of special con- President of Global Sales at Penske Logistics.
cern for the supply chain industry: e-commerce “The way we look at it, a 4PL is one level above
and transportation. a third-party provider. A 3PL is almost always a
“Right now, e-commerce is expensive as a per- singular relationship, meaning I am providing a
centage of sales from a supply chain standpoint. So, singular role, either trucking or warehousing or
I think as that scale grows, we’ll get better at that, freight management.
and figure out new and innovative ways to serve the “Acting as a 4PL, you’re really more of a stra-
population that wants that type of service. tegic partner aligned with the shipper, part of the
“I also think there will be a lot more collaboration, upstream planning decision-making processes for
particularly in transportation. When you look at the everything within the supply chain. Underneath
situation, at least here in the U.S.—where you’ve that you would have all of those functions, but
got a lot of truck drivers retiring [and] you’ve got they could be other providers that report up to
a healthy economy—75-80 per cent of our products that 4PL.

“As a 4PL, I am embedded in the

shipper’s business, working with
them on planning, supply chain effi-
ciencies, part of the sourcing to the
different functional areas, and may
even provide my own technology to
have a singular integration point.”
With data security and confiden-
tiality being paramount concerns,
Carlier is asked if there should be
any hesitations about sharing sensi-
tive information.
“From our perspective, no there
shouldn't,” he insists. “Because that’s
what we have attorneys for—to en-
sure those firewalls are in place.”
There are many reasons why retail-
ers and other shippers would want to
embrace the 4PL model, he says.
“When you think about how so
many of these large companies have
grown, so much of that growth has
come through acquisition. You’re
dealing with different ERPS [enter-
prise resource planning systems]
and other [management] systems,
4PLs take remove much of the logistics burden from retailers.
and there’s so much buzz around
data analytics and big data. Says Carlier: “Typically, at the beginning of
“This definitely addresses that consistency the relationship and then at the end of each
throughout the supply chain, and ultimately year, there’s a baselining exercise that occurs,
provides that end-to-end visibility. It’s really dif- and we’re incentivized to continue to drive costs
ficult to provide that with multiple providers down without impacting service. There’s gain-
[and] multiple integration points. And it becomes share components that are typically attached.”
even more complicated when you’re dealing with In their pursuit of supply chain mastery, retail-
growth through acquisition, and you’re dealing ers (and other shippers) and their logistics part-
with [legacy] ERP systems, etc.” ners are continuing to invest heavily in leading-
edge technology, according to the new study.
Changing consumer demands For shippers, the top technology investments
The continued growth in e-commerce—and at- that are being made are being made in ERP soft-
tendant shipping challenges—are also catalysts for ware, warehouse management systems (WMS),
many retailers. transportation management systems (TMS), sup-
“Consumer demands have changed so much,” ply chain visibility, and WMS add-ons (for labour
notes Carlier. “We just look at e-commerce and management and related tools).
how everybody is focused on having that online For logistics providers, the study found the cor-
experience versus the brick-and-mortar, and the responding order of investments are being made
speed to get the product to the customer. All of in WMS, TMS, supply chain visibility, ERP, mo-
that has a direct impact on real-estate and ware- bile applications and WMS add-ons.
housing availability and resources. There’s been “Logistics is being transformed through the
so much conversation around truck drivers and power of data-driven insights, and current tech-
the shortages and the capacity constraints. nology is enabling unprecedented amounts of
“If I’m a retailer, why on earth would I want to data to be captured from various sources along
worry about all of that?” the supply chain,” the study states.
There is, of course, a cost attached to this expertise. “The use of technology is exploding within
The standard compensation package for 4PL provid- every area of the supply chain, which is driving
ers is a management fee plus performance bonuses. increased agility.”

SEE. TOUCH. TASTE. SMELL. HEAR.
EXPERIENCE!
JANUARY 27-31, 2019

TORONTO CONGRESS CENTRE &
THE INTERNATIONAL CENTRE
REGISTER AT
TORONTOGIFTFAIR.ORG
PARTNER MESSAGE SNAPPAY
THE GROWING
IMPORTANCE OF
CHINESE PAYMENT
ACCEPTANCE
With nearly 2 million Chinese tourists planning to visit
Canada in 2019, it’s now critical for retailers in Canada to
ensure a frictionless experience for their customers
BY SEAN C. TARRY
600,000,000 900,000,000 $1.6 billion

There are more than half There are nearly one billion active Chinese tourists spent more than one-and-
a billion active AliPay WeChat users globally. a-half billion dollars in Canada in 2017.
users globally. WeChat is a superfluid and intui- With unrestricted access to funds using AliPay
AliPay (Ant Financial) tive social platform that incorpor- and WeChat Pay customers also tend to spend
is a digital-first, financial ates messaging, phone and video more than if they are using traditional pay-
services company offering capability, social moments market- ment methods. Neilsen just released a study
everything from everyday ing and simple payments. Average that showed that not only do Chinese Tourists
banking, loans, mort- users are on the platform for four spend more than any other group but that 91%
gages and investments to hours a day. A stark contrast to of Chinese tourists indicated they would be
the ability to pay for any the 20 minutes the average user much more likely to spend if the merchant ac-
goods or services. spends on Facebook. cepts Mobile Payment.

$50,000
There is a foreign currency
quota restriction of $50,000
USD per person per year for
Chinese visitors and residents
in Canada.
AliPay and WeChat pay are not
only very easy to use but add
incremental access to funds
beyond the cap. AliPay and
WeChat Pay provide to access
available funds in China.
140,000
The number of Chinese students
currently studying in Canada.
Retailers who are early adopters
will be able to build their brand,
loyalty and sales by connecting
with Chinese customers, in Chi-
nese on their prefered platforms.
SnapPay solutions
SnapPay is a full-service com-
pany that provides best in class
marketing in Chinese on Chinese
platforms to help merchants
reach Chinese customers to build
your brand and drive traffic in-
store or online. The company also
provides best in North America
acceptance solutions: state of the
art in-store standalone devices as
well as a full suite of integrated
and online solutions.
SnapPay’s powerful
marketing platform
• 52% secured buying intention
• 13% collected coupon conversion
• 25% traffic increase on coupon
• 47% extended customer base
1.8 million 1.9 million For retailers interested in

There are nearly 2 million Chinese Nearly 2 million Chinese tourists leveraging SnapPay’s payments
Canadian residents. plan to visit Canada in 2019. solutions, visit www.snappay.ca
or contact Chris Renton at
AliPay and WeChat provide the By 2019 70% of sales in China will
chris.renton@snappay.ca.
same spend benefits to everyday be on Mobile. In Canada luxury
spend categories as well. Anyone brands, entertainment, travel and
with access to funds in China will grocery retailers can leverage
also spend in the Grocery, Enter- marketing and acceptance of AliPay
tainment, QSR, Oil and Gas, Goods and WeChat Pay to bring new cus-
and Service sectors. tomers in store.

ACCESSIBILITY
SCIO helping to create

inclusive workplaces
Spinal Cord Injury Ontario (SCIO) provides a dedicated client service group
offering a number of important services to support individuals living with
an injury as well as a network of business partners. Several retailers such as
Apple, Ikea, Walmart and Home Depot, are among the employers that turn
to SCIO to reach their inclusion goals.
BY SEAN C. TARRY
INTEREST in SCIO’s services has increased in recent years, Employer needs

says Lubna Aslam, SCIO employment counselor. “A lot of re- As for employers, each is assigned a sec-
tailers are approaching us not just from a social responsibility tor-specific account manager who works
standpoint, but also with the understanding that having some- with them to assess and understand their
one on staff with a disability can promote customer loyalty and current business requirements. “This needs
help co-workers.“ analysis provides employers with a good
SCIO’s role is twofold. The first order of the day is preparing understanding of their hiring needs and
potential candidates for employment readiness. The other is the culture,” Aslam says. “That plays a
working with its business partners to ensure a seamless transi- big part in how successful a business
tion for employees with disabilities entering their workplace. can ultimately be in hiring and retrain-
ing people with disabilities.”
All walks of life
Aslam stresses that SCIO deals with a “DISABILITY AWARENESS IS NOT ABOUT
broad base of candidates. “We see people EVERYONE HAVING TO WALK ON EGGSHELLS.
of all ages and levels of education com-
THAT’S NOT WHAT SUCCESSFUL INTEGRATION
ing in to see us, a large number of which
have graduate degrees. It may be an in- LOOKS LIKE. RATHER WE ARE TRYING TO BRING
dividual who is newly injured and needs TOGETHER A SOCIETY THAT DOESN’T CREATE
to change their role within their current DISTANCES BETWEEN PEOPLE WITH DISABILITIES
job. Others have been let go because of AND THOSE WITHOUT.”
downsizing and looking to re-enter the — LUBNA ASLAM, SCIO
workforce. Still, others are first-time job seekers.”
For new candidates, the group offers workshops focused on SCIO handles the pre-screening of
job readiness. Sessions revolve around developing hard and candidates. In the event that they don’t
soft skills, as well building expertise around legal issues and have an ideal candidate for the role, it
disclosure. “Candidates need to learn about what questions works with agencies such as the Discov-
can be asked and how to tackle any inappropriate questions on er Ability Network, Canadian Business
the part of an employer,” she explains. SenseAbility, Job Opportunity Infor-
There is also an assistive technology unit, where individuals mation Network (JOIN), and The On-
can familiarize themselves with innovations that can support tario Disability Employment Network.
them in the workplace, such as speech to text software. “Having this network increases the
Each person also works with an assigned employee counsel- chances of finding the ideal candidate
lor to develop realistic goals. The counselling needed can differ for a role,” Aslam says.
considerably depending on the person’s work experience and Aslam stresses that SCIO’s role does
disability, Aslam says. “The key is to determine realistic and not end once a person is hired. “We
achievable goals and the transferable skills needed to prepare also help the individual and employer
them for entry in the workforce. For example, they may need through the recruitment process to
training on POS systems or customer service.” determine what accommodations may
Once they have established relevant training, job seekers are be required in terms of the workplace
paired with an employment specialist who works with SCIO’s environment, wellness training, and as-
employer partners to determine an appropriate fit. sistive technology.”

SCIO working with people with disabilities and employers to help create a more inclusive society and workforce.
Coaching and assessment Aslam notes that hiring people with disabilities offers prov-
Once a person is hired, SCIO will also en benefits. “Some employers’ most common concerns are
provide job coaching “behind the scenes” absenteeism and accommodation costs around mobility, tech-
to bridge the gap between the job seeker nology adoption and visibility. But according to The Ontario
and the employer to ensure reporting Disability Employment Network, people with disabilities are
and communications are seamless. less likely to be absent, showing 85 per cent above average to
SCIO will also conduct worksite as- average attendance records.”
sessments to determine whether or not The Job Accommodation Network also reports that every
the employer’s place of business is ac- dollar spent on accommodation yields an average return of
cessible enough and to eliminate any $1.26, she adds. “These numbers dispel some of the myths
potential physical or other barriers. In around hiring persons with disabilities.”
addition, team members will conduct Hiring people with disabilities is also good from a consumer
consultations with HR on best practices spending standpoint, she adds. Canadian Business SenseAbil-
and, where needed, disability aware- ity estimates that the buying power of Canadians with disabil-
ness and/or sensitivity training. ities is $55.4 billion—a number that increases to $336.5 billion
“Disability awareness is not about when taking into account family members and friends.
everyone having to walk on eggshells,” “As a person who uses a wheelchair myself, when I pass a
Aslam says. “That’s not what success- place that doesn’t allow me to go in, I feel my business is not
ful integration looks like. Rather we are welcome,” Aslam says. “If you can create a positive experience
trying to bring together a society that for a customer, we are more likely to shop there and will recom-
doesn’t create distances between people mend you to everyone we know.”
with disabilities and those without.”
All services, with the exception of the
disability awareness programs, are pro- For more information about the ways SCIO can help your business
find the right employees, visit ww.sciontario.org.
vided free of charge.

ADVERTISERS' INDEX
ADVERTISER PAGE
Canadian Society of Customs Brokers | www.cscb.ca................................................................................................................................................................................ 15
CGTA | www.cangift.org ................................................................................................................................................................................................................................................................53
Chase Merchant Services | merchantservices.chase.ca/en.....................................................................................................................................................24 & 25
Environment Canada | canada.ca/microbeads-toiletries .....................................................................................................................Outside Back Cover
InComm | www.incomm.com.................................................................................................................................................................................................................................... 42 & 43
Ingenico | ingenico.ca ........................................................................................................................................................................................................................................................46 & 47
Interac | www.interac.ca .................................................................................................................................................................................................................................................... 10 & 11
iQmetrix | www.iqmetrix.com ....................................................................................................................................................................................................................................................5
McCarthy Tetrault | www.mccarthy.ca/en ................................................................................................................................................................................................................41
OmNovos | omnovos.com ............................................................................................................................................................................................................Inside Front Cover
OPL Technologies | opltechnologies.com..........................................................................................................................................................................................................12-14
Samsung | www.samsung.com/ca ........................................................................................................................................................................................................................26 & 27
SnapPay | www.snappay.ca ...........................................................................................................................................................................................................................................54 & 55
Toronto Congress Centre | www.torontocongresscentre.com ...............................................................................................................Inside Back Cover
CANADIAN
SHOPPING
CENTRE
STUDY 2018
Record-breaking year for Canadian shopping centres
Retail Council of Canada’s third Canadian Shopping Centre Study examines Canadian malls on
ranking metrics, such as productivity, size and visitors.
Canada’s top shopping malls continue to thrive with Find out why many top malls in Canada are
leading centres investing in their properties, and performing better than their US counterparts, and
courting top domestic and international retailers. how landlords in Canada are keeping retail spaces
experiential, creative and consumer centered.
To read the full study, visit:

RetailCouncil.org/shoppingcentrestudy

DO YOU SELL
TOILETRIES?
It’s now illegal to sell many toiletries

that contain plastic microbeads.
Find out what’s prohibited

before you stock your shelves.
Canada.ca/microbeads-toiletries

RCC Canadianretailer Technology

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A PU B LICATION OF RETAIL COU NCIL OF CANADA $ 4 .

E-Commerce Mobile App

Let us show you the way.

Watch the video! omnovos.com/video

The explosion of e-commerce is presenting retailers with big

Enabling the retail

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4| CANADIAN RETAILER | TECHNOLOGY & E-COMMERCE

Cloud-Based System A cloud-based POS uses open Application Programming

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IMPROVING THE THE “PHYGITAL”

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TWENTY years ago, give or take, I

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While every business plans their

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RETAIL EDUCATION - CERTIFICATION

RETAIL EDUCATION - PEAK RETAIL

RETAIL EDUCATION SCHOLARSHIP

You could be eligible for a

Protecting the legacy