Lake Shore Boulevard (often incorrectly compounded as Lakeshore Boulevard ) is a major arterial road running along more than half of the Lake Ontario waterfront in the city of Toronto , Ontario, Canada. Prior to 1998, two segments of Lake Shore Boulevard (from the Etobicoke – Mississauga boundary to the Humber River and from Leslie Street to Woodbine Avenue ) were designated as part of Highway 2 , with the highway following the Gardiner Expressway between these two sections.
163-419: Loblaw Companies Limited is a Canadian retailer encompassing corporate and franchise supermarkets operating under 22 regional and market-segment banners (including Loblaws ), as well as pharmacies, banking and apparel. Loblaw operates a private label program that includes grocery and household items, clothing, baby products, pharmaceuticals, cellular phones, general merchandise and financial services. Loblaw
326-506: A classic turnaround saga: After 10 years of ruthless, painful reorganization, which involved divestitures, acquisitions and massive store closings, he and his team have transformed the Weston-Loblaw group into a lean, profitable, progressive, rational, superbly managed company – a winner and a world leader in what is still a perilous, savagely competitive business. By 2019, the company's strategy to increase on-line sales of groceries
489-412: A complete makeover of Loblaw's corporate image and retail space. Although Watt had little experience in supermarket design, Weston gave him the go ahead to remodel one of the stores. Weston reportedly told Watt that, "Loblaws is in such trouble that if it doesn’t work, it doesn't matter. If it works – good." On a budget of only $ 30,000, the renovations took place at night so the store could stay open during
652-433: A consumerist culture, where a high level of consumption was attainable for a wide variety of ordinary consumers rather than just the elite. In Medieval England and Europe , relatively few permanent shops were to be found; instead, customers walked into the tradesman's workshops where they discussed purchasing options directly with tradesmen. In the more populous cities, a small number of shops were beginning to emerge by
815-482: A controlling interest in Sayvette , a money-losing Toronto-based discount department store chain and went on to spend $ 8.7 million to acquire 100 percent ownership. But as competition heated up, losses mounted and stores were closed. The last Sayvette shut its doors in late 1977. By the early 1970s, Loblaw was struggling under the weight of too much debt with millions of dollars of financial obligations coming due over
978-522: A day, and many consumers across the globe have Internet access both at work and at home. The broad pricing strategy is normally established in the company's overall strategic plan. In the case of chain stores, the pricing strategy would be set by head office. Broadly, there are six approaches to pricing strategy mentioned in the marketing literature: operations-oriented, revenue-oriented, customer-oriented, value-based , relationship-oriented , and socially-oriented. When decision-makers have determined
1141-572: A distribution centre and manufacturing depot, included an interior loading dock that could simultaneously accommodate eight railway freight cars and 23 large trucks. It featured its own electric tram railway, four giant ovens for baking a ton of cake and half a ton of cookies a day, huge drums for blending tea, 22 thousand feet of ammonia-filled pipes for refrigeration, and a system of pneumatic tubes for sending messages from department to department. A "punched card" tabulating system, forerunner to today's computer, would be installed for tracking inventory as
1304-612: A family holding company that freed Loblaw from its leaseback agreements, Weston began rationalizing operations, shutting down dozens of unprofitable stores while remodelling those that remained. "As a 200 store chain, we didn't look very good. As a 100 store chain, we looked very good indeed." In addition to dozens of store closures, warehouse operations were consolidated and new distribution centres built. In 1973, Galen Weston brought in Toronto designer Don Watt . Known for his innovative product packaging and use of photography, Watt proposed
1467-566: A flexible workforce which is available when needed but does not have to be paid when they are not, part-time workers ; as of 2012 70% of retail workers in the United States were part-time. This may result in financial problems for the workers, who while they are required to be available at all times if their work hours are to be maximized, may not have sufficient income to meet their family and other obligations. Retailers can employ different techniques to enhance sales volume and to improve
1630-508: A foothold in an existing market, a prospective retail establishment must overcome the following hurdles : When discussing the impact of technology on shopping and retail, e-commerce is often the first thing that comes to mind for retailers. However, technologies such as big data, artificial intelligence, computer vision and the Internet of Things have used data to transform every part of the shopping experience, from browsing to checkout. It
1793-440: A form of escapism where they are free to indulge fantasy and freedom. Hedonic shoppers are more involved in the shopping experience. Many different shopper profiles can be identified. Retailers develop customised segmentation analyses for each unique outlet. However, it is possible to identify a number of broad shopper profiles. One of the most well-known and widely cited shopper typologies is that developed by Sproles and Kendal in
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#17327802574021956-498: A full service outlet or minimal service outlet, such as no-service in the case of vending machines; self-service with only basic sales assistance or a full service operation as in many boutiques and speciality stores. In addition, the retailer needs to make decisions about sales support such as customer delivery and after sales customer care. Place decisions are primarily concerned with consumer access and may involve location, space utilisation and operating hours. Retailers may consider
2119-408: A half weeks what we originally estimated would be our annual requirements. When one competing food industry executive was critical of Nichol, noting the irony of heavily advertising No Name when generics typically went unadvertised to hold down costs, Nichol pointed out that Loblaw had not increased its promotional budget but simply redirected its advertising dollars towards the new line. A year later,
2282-412: A lack of feedback channels for both parties. In addition, because retail enterprises needed to redevelop client relationships for each transaction, marketing costs were high and customer retention was low. All these downsides to transactional marketing gradually pushed the retail industry towards establishing long-term cooperative relationships with customers. Through this lens, enterprises began to focus on
2445-679: A letter to its shareholders, Dominion management put forward a plan to purchase a controlling interest in Loblaw, funded by a preferred share offering. Weeks later, though, stock markets around the world collapsed and the proposed acquisition never took place. In spite of the onset of the Great Depression, Loblaw continued to expand, albeit at a slower pace. By 1930, the chain boasted of 97 "spotlessly clean Groceterias" in Ontario. By 1936, that number had grown to 111, but press reports indicated
2608-402: A limited selection of only 500 items, shoppers crowded the store on opening day. Customers gave up other standard conveniences, such as full-service meat or dairy departments, since refrigeration units had been removed to cut costs. In spite of the limited selection and minimal service, the first No Frills store proved a success and within months the company converted two more Loblaws locations to
2771-512: A mix of food products and consumable household items such as detergents, cleansers, personal hygiene products. Retailers selling consumer durables are sometimes known as hardline retailers – automobiles , appliances , electronics , furniture , sporting goods , lumber , etc., and parts for them. Specialist retailers operate in many industries such as the arts e.g. green grocers, contemporary art galleries , bookstores , handicrafts , musical instruments , gift shops . To achieve and maintain
2934-453: A multiple-vendor space, operating under a covered roof. Typically, the roof was constructed of glass to allow for natural light and to reduce the need for candles or electric lighting. Some of the earliest examples of shopping arcade appeared in Paris, due to its lack of pavement for pedestrians. While the arcades were the province of the bourgeoisie, a new type of retail venture emerged to serve
3097-468: A new loyalty program that would allow customers to redeem 'points' for free groceries – which later became "PC Points." Within a year, Loblaw would have more than a hundred President's Choice Financial kiosks and bank machines. After almost 25 years at the helm of Loblaw Companies Limited, Richard J. Currie retired as company president in November 2000. John Lederer, a veteran Loblaw executive, took over
3260-486: A noted business disruption called the retail apocalypse in recent years which several retail businesses, especially in North America, are sharply reducing their number of stores, or going out of business entirely. The distinction between "strategic" and "managerial" decision-making is commonly used to distinguish "two phases having different goals and based on different conceptual tools. Strategic planning concerns
3423-483: A permanent retail shop-front. Research from July 2008 suggests that China exhibited a rich history of early retail systems. From as early as 200 BCE, Chinese packaging and branding were used to signal family, place names and product quality, and the use of government imposed product branding was used between 600 and 900 CE. Eckhart and Bengtsson have argued that during the Song dynasty (960–1127), Chinese society developed
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#17327802574023586-706: A product is placed on the shelves has implications for purchase likelihood as a result of visibility and access. Ambient conditions, such as lighting, temperature and music, are also part of the overall retail environment. It is common for a retail store to play music that relates to their target market. Two different strands of research have investigated shopper behaviour. One is primarily concerned with shopper motivations. The other stream of research seeks to segment shoppers according to common, shared characteristics. To some extent, these streams of research are inter-related, but each stream offers different types of insights into shopper behaviour. Babin et al. carried out some of
3749-402: A prominent UK executive and longtime advisor to the senior Weston, took on the job of deputy chairman. Dalton Philips was later named Loblaw's chief operating officer. Reaction to the management shakeup was mixed, with Richard Currie critical of the move, saying it was unnecessary, while Dave Nichol expressed his personal frustration that it took five quarters of declining earnings before action
3912-528: A proponent of self serve, Loblaw was also a firm believer in "the fundamentally sound principle of the chain store system" and its ability to deliver better price and superior quality to through its buying power. Three years after the opening of the first store, there were nine groceterias throughout Toronto. The company had also expanded into the United States with Loblaw Groceterias Inc. outlets in Buffalo, New York. In 1928, with 69 stores throughout Ontario,
4075-613: A purchase of stock from George Weston Limited. That same year, Loblaw also bought the Power Supermarkets chain of Toronto. More noteworthy, though, was its decision to take a 25 per cent stake in Chicago-based National Tea Co. , a major supermarket chain with some 750 stores in twelve states, three years later. With an ever-increasing array of retail assets, Loblaw Companies Limited was incorporated in 1956 as holding company for Loblaw Groceterias and
4238-435: A range of both qualitative and quantitative factors to evaluate to potential sites under consideration. Macro factors include market characteristics (demographic, economic and socio-cultural), demand, competition and infrastructure (e.g. the availability of power, roads, public transport systems). Micro factors include the size of the site (e.g. availability of parking), access for delivery vehicles. A major retail trend has been
4401-413: A rebellion of consumers and retailers against highly advertised, and therefore pricey, national brands. Its products have found their way into more than 1,200 stores in 34 states. The biggest deal is with Wal-Mart, which had $ 73 billion in sales in 1993. Dave Nichol, the man behind President's Choice, reports that Wal-Mart's volume on Sam's American Choice and Great Value lines, also developed by Loblaw's,
4564-481: A second location, at 528 College Street, followed. The ’groceterias’ name was apparently derived from cafeteria – a popular self serve restaurant format. Along with the Loblaw name, the outlets featured big "We Sell For Less" signs across their storefronts. Inside, the stores were clean and well lit, with items neatly displayed and clearly marked: From the entry, one passes through a turnstile which permits egress only. Just inside are piles of market baskets from which
4727-468: A six-lane arterial road to the Don Roadway, where it curves onto the former Keating Street and continues east to Woodbine Avenue, eventually becoming a four-lane arterial road. The Keating section is straight from Cherry Street to Woodbine. It is an older industrial area that is in transition in the western part. Housing and retail has been built along the road further to the east. Lake Shore Boulevard
4890-448: A strictly legal sense, a store that sells the majority of its merchandise directly to consumers, is defined as a retailer rather than a wholesaler. Different jurisdictions set parameters for the ratio of consumer to business sales that define a retail business. Retail markets have existed since ancient times. Archaeological evidence for trade, probably involving barter systems, dates back more than 10,000 years. As civilizations grew, barter
5053-433: A time of high inflation and consumer complaints about ever increasing food prices , No Name proved popular, with sales exceeding the company's own projections, as noted by Loblaws president Dave Nichol: Since Loblaws introduced its 16 no-name products, it has sold one million units with many repeat purchases. "The suppliers of a number of these products can't keep up with the demand. In several cases, we've sold in two and
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5216-432: A total known value of US$ 2.255 trillion have been announced. The largest transactions with involvement of retailers in/from the United States have been: the acquisition of Albertson's Inc. for US$ 17 billion in 2006, the merger between Federated Department Stores Inc with May Department Stores valued at 16.5 bil. USD in 2005 – now Macy's , and the merger between Kmart Holding Corp and Sears Roebuck & Co with
5379-412: A value of US$ 10.9 billion in 2004. Between 1985 and 2018 there have been 46,755 mergers or acquisitions conducted globally in the retail sector (either acquirer or target from the retail industry). These deals cumulate to an overall known value of around US$ 2,561 billion. The three major Retail M&A waves took place in 2000, 2007 and lately in 2017. However the all-time high in terms of number of deals
5542-399: A way of attracting and retaining consumers. During the 1950s, car giveaways were a popular highlight of many grand openings of new Loblaws supermarkets. In 1959, the company entered the trading stamp wars with its own Lucky Green Stamps. Loblaw president George Metcalf brought store managers together for an early morning meeting in Toronto to make the surprise announcement, informing them that
5705-455: A wholesale division that purchases blocks of accommodation, hospitality, transport, and sightseeing which are subsequently packaged into a holiday tour for sale to retail travel agents. Some retailers badge their stores as "wholesale outlets" offering "wholesale prices." While this practice may encourage consumers to imagine that they have access to lower prices, while being prepared to trade-off reduced prices for cramped in-store environments, in
5868-424: Is a redesignation of the old Lakeshore Road , which still runs from Burlington to Mississauga. From here its route follows closely, though not always within sight of, the shoreline of Lake Ontario eastward through the city to Ashbridges Bay , where it curves north and becomes Woodbine Avenue at Woodbine Beach . The former route of Highway 2 briefly follows Woodbine then turns right onto Kingston Road east. From
6031-475: Is a strong relationship between a store's positioning and the socio-economic status of customers. In addition, the retail strategy, including service quality, has a significant and positive association with customer loyalty. A marketing strategy effectively outlines all key aspects of firms' targeted audience, demographics, preferences. In a highly competitive market, the retail strategy sets up long-term sustainability. It focuses on customer relationships, stressing
6194-402: Is important for organizations to embrace digital disruption in order to gain a competitive advantage. When an industry experiences digital disruption, it typically signals that consumer needs are shifting. Retailers enhance their analytics process and make better informed decisions thanks to big data, artificial intelligence, computer vision, and the Internet of Things. The use of data by retailers
6357-417: Is loosely based on the marketing mix , but has been expanded and modified in line with the unique needs of the retail context. A number of scholars have argued for an expanded marketing, mix with the inclusion of two new Ps, namely, Personnel and Presentation since these contribute to the customer's unique retail experience and are the principal basis for retail differentiation. Yet other scholars argue that
6520-493: Is mostly evident in the following aspects, based on the above-mentioned new technologies: Many leading brands choose to target tourists who specifically travel to shop or spend money while on vacation. According to the Global Retail Tourism Market Report 2019–2023, the value of the global shopping tourism market was estimated to be around $ 1.2 trillion in 2018. The report also forecasts that
6683-639: Is served by the Toronto Transit Commission 's 507 Long Branch streetcar route and the rush-hour 508 Lake Shore , the 110B limited service branch of the Islington South bus route runs along the street between Long Branch Loop and 30th Street. There is no full transit service along the street in Old Toronto because of its historic status as a Highway 2 bypass of busy city streets and its present status as an alternative to
Loblaw Companies - Misplaced Pages Continue
6846-399: Is sometimes known as the retail servicescape . The store environment consists of many elements such as aromas, the physical environment (furnishings, layout, and functionality), ambient conditions (lighting, air temperature, and music) as well as signs, symbols, and artifacts (e.g. sales promotions, shelf space, sample stations, visual communications). Retail designers pay close attention to
7009-501: Is the largest Canadian food retailer, and its brands include President's Choice , No Name and Joe Fresh . It is controlled by George Weston Limited , a holding company controlled by the Weston family ; Galen G. Weston is the chair of the Loblaw board of directors, as well as chair of the board of directors and CEO of Canada-based holding company George Weston. Most of Loblaw's 136,000 full-time and part-time employees are members of
7172-449: Is the sale to business or institutional customers . A retailer purchases goods in large quantities from manufacturers , directly or through a wholesaler, and then sells in smaller quantities to consumers for a profit . Retailers are the final link in the supply chain from producers to consumers. Retail markets and shops have a very ancient history, dating back to antiquity. Some of the earliest retailers were itinerant peddlers . Over
7335-520: The Piggly Wiggly "self-serving store" in the United States and travelled to Memphis, Tennessee, to see it in operation first hand. With customers allowed to browse freely, pick up their own goods and then pay cash at a central checkout counter, with no credit or home delivery, operating costs were reduced. The two came away convinced that a similar style of operation could work in Canada. But Loblaw
7498-489: The Retail Format (i.e. retail formula) should be included. The modified retail marketing mix that is most commonly cited in textbooks is often called the 6 Ps of retailing (see diagram at right). The primary product-related decisions facing the retailer are the product assortment (what product lines, how many lines and which brands to carry); the type of customer service (high contact through to self-service) and
7661-816: The SuperValu banner, it was later renamed the Real Canadian Superstore . Modelled after the European hypermarket , the "combination store" included a large selection of general merchandise, along with a full supermarket component. Touted as a "one-stop shopping" destination, the new superstore carried some 30,000 SKUs (stock-keeping units), which expanded to 40,000 over the next decade. The new format not only provided economies of scale and permitted lower retail prices, but also meant that management could build stores on its own terms, rather than be dependent on shopping mall construction. Sudbury, Ontario saw
7824-873: The United Food and Commercial Workers , with the exception of workers at The Real Canadian Wholesale Club in Alberta, who are members of the Christian Labour Association of Canada . Loblaw's regional food distribution divisions include Westfair Foods Ltd. in Western Canada and Northern Ontario, National Grocers Co. Ltd. in Ontario, Provigo Inc. in Quebec, and Atlantic Wholesalers Ltd. in Atlantic Canada. In 1919, Toronto grocers Theodore Pringle Loblaw and J. Milton Cork opened
7987-521: The 100 fastest-growing U.S. retailers based on increases in domestic sales. Since 1951, the U.S. Census Bureau has published the Retail Sales report every month. It is a measure of consumer spending , an important indicator of the US GDP . Retail firms provide data on the dollar value of their retail sales and inventories. A sample of 12,000 firms is included in the final survey and 5,000 in
8150-606: The 13th century. Outside the major cities, most consumable purchases were made through markets or fairs. Market-places appear to have emerged independently outside Europe. The Grand Bazaar in Istanbul is often cited as the world's oldest continuously operating market; its construction began in 1455. The Spanish conquistadors wrote glowingly of markets in the Americas. In the 15th century, the Mexica ( Aztec ) market of Tlatelolco
8313-482: The 18th century, the typical retail store had no counter, display cases, chairs, mirrors, changing rooms, etc. However, the opportunity for the customer to browse merchandise, touch and feel products began to be available, with retail innovations from the late 17th and early 18th centuries. By the late 18th century, grand shopping arcades began to emerge across Europe and in the Antipodes. A shopping arcade refers to
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#17327802574028476-577: The 1950s, as part of the Gardiner project, Lake Shore Boulevard east of the Humber was doubled in width by widening into the right of way of Lakeshore Road, replacing it, which resulted in the demolition of the rail overpass leading to the Queen/Roncesvalles intersection by 1960. East of Sunnyside, a six-lane road was constructed to the area of Bathurst and Fleet Streets. Lake Shore Boulevard in
8639-456: The Atlantic to experiment with catalogue sales. In the post-war period, an American architect, Victor Gruen developed a concept for a shopping mall; a planned, self-contained shopping complex complete with an indoor plaza, statues, planting schemes, piped music, and car-parking. Gruen's vision was to create a shopping atmosphere where people felt so comfortable, they would spend more time in
8802-593: The Boulevard Club. In the downtown section, Lake Shore criss-crosses, runs parallel and underneath the elevated section of the Gardiner Expressway. It is designated Lake Shore Boulevard East east of Yonge Street . This section travels through the old rail lands and port district. The streets in this area predate the designation as Lake Shore Boulevard but were connected in the 1950s prior to being renamed in 1959. From Dan Leckie Way to Yonge Street,
8965-630: The Gardiner Expressway. However, there is a limited service bus route , the 145 Downtown / Humber Bay Express Eastbound, an extra-fare Downtown Express route that runs between Kipling Avenue in Etobicoke, where it overlaps with the 501 streetcar line, and Bathurst Street, where it turns off to serve the downtown core. One of only two regular services, the 80 Queensway bus travels along Lake Shore between Ellis Avenue and Parkside Drive. The only other regular service route along Lake Shore in Old Toronto
9128-579: The Kiwanis Boys Clubs of Toronto and the Stevenson Memorial Hospital of his hometown of Alliston, Ontario. After Loblaw's death, co-founder John Milton Cork took charge of the company. During the early 1930s, Loblaw Groceterias began converting many of its outlets to "Market Stores" that featured full-service meat and produce departments for the first time. Previously excluded because of the chain's 'self serve' format and
9291-612: The Lakeshore Road connected to Queen Street just west of today's St. Joseph's Health Centre . In the 1910s, an overpass over the waterfront rail lines was built to connect Queen Street to the Lakeshore Road at Roncesvalles Avenue. At the same time, Lake Shore Boulevard was extended as a four-lane roadway east to the Exhibition Place area. In October 1954, the Lake Shore Boulevard bridge over the Humber
9454-549: The Maritimes. Sales, however, lagged. By 1988, with corporate profits almost cut in half, the company downsized eight of the operations, in some cases changing store banners and leasing out the redundant space to other retailers. "Had Loblaw Companies not owned the real estate, the conversion and sub-leasing penalties might have proven prohibitive." By the mid-1980s, Loblaw Companies Limited had become Canada's largest supermarket retailer. Much of that success could be attributed to
9617-467: The advanced one. The advanced estimated data is based on a subsample from the US CB complete retail and food services sample. Retail is the largest private-sector employer in the United States, supporting 52 million working Americans. In 2011, the grocery market in six countries of Central Europe was worth nearly €107bn, 2.8% more than the previous year when expressed in local currencies. The increase
9780-518: The appointment of Leon Weinstein, former head and son of the founders of Power Supermarkets, as president of Loblaw Groceterias Co. Limited from 1968 to 1970. Weinstein soon indicated his intent to "stop giving away baskets of groceries at annual shareholder meetings and try to raise dividends." To find out what Loblaws shoppers thought about the chain, Weinstein introduced a questionnaire on his personal letterhead, "asking customers to check-off their complaints," and received 65,000 replies, or three times
9943-406: The availability of support services (e.g. credit terms, delivery services, after sales care). These decisions depend on careful analysis of the market, demand, competition as well as the retailer's skills and expertise. Customer service is the "sum of acts and elements that allow consumers to receive what they need or desire from [the] retail establishment." Retailers must decide whether to provide
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#173278025740210106-418: The block of voting stock from Loblaw co-founder J. Milton Cork. Although the share purchase did not represent majority control of Loblaw, Weston was able to have his old friend and colleague George C. Metcalf appointed to the board of directors, as well as named vice president and general manager. By 1953, though, Garfield Weston had secured majority control through parent company George Weston Limited and Metcalf
10269-440: The broad approach to pricing (i.e., the pricing strategy), they turn their attention to pricing tactics. Tactical pricing decisions are shorter term prices, designed to accomplish specific short-term goals. Pricing tactics that are commonly used in retail include discount pricing, everyday low prices , high-low pricing, loss leaders , product bundling , promotional pricing, and psychological pricing . Two strategies to entice
10432-399: The buyer, money back guarantee and buy one get one free , were devised by 18th-century retail entrepreneur Josiah Wedgwood . Retailers must also plan for customer preferred payment modes – e.g. cash, credit, lay-by, Electronic Funds Transfer at Point-of-Sale (EFTPOS). All payment options require some type of handling and attract costs. Contrary to common misconception , price is not
10595-462: The centuries, retail shops were transformed from little more than "rude booths" to the sophisticated shopping malls of the modern era. In the digital age , an increasing number of retailers are seeking to reach broader markets by selling through multiple channels, including both bricks and mortar and online retailing . Digital technologies are also affecting the way that consumers pay for goods and services. Retailing support services may also include
10758-549: The chief executive officer. The profit margins of retailers depend largely on their ability to achieve market competitive transaction costs. The strategic retail analysis typically includes following elements: At the conclusion of the retail analysis, retail marketers should have a clear idea of which groups of customers are to be the target of marketing activities. Not all elements are, however, equal, often with demographics, shopping motivations, and spending directing consumer activities. Retail research studies suggest that there
10921-419: The choice of policies aiming at improving the competitive position of the firm, taking account of challenges and opportunities proposed by the competitive environment. On the other hand, managerial decision-making is focused on the implementation of specific targets." In retailing, the strategic plan is designed to set out the vision and provide guidance for retail decision-makers and provide an outline of how
11084-411: The company and in particular, its in-store private label products. With the 2008 financial crisis and recession, Loblaw began to heavily promote not only President's Choice but also its generic No Name products as an economical alternative to higher-priced national brands. In a television commercial reminiscent of Nichol from the 1980s, Weston presented two shopping carts, one filled with No Name items and
11247-399: The company continued to work out kinks in its supply chain and upgrade computer systems. By the end of 2007, Loblaw had returned to profitability. Since the departure of Dave Nichol a decade and a half before, Loblaw had been without a spokesman to pitch its brands and supermarkets. In 2007, in a major shift on the promotional side, executive chairman Galen Weston became the new public face of
11410-522: The company had curtailed further expansion in order to increase the scope of its product offerings at the chain's existing outlets. Meanwhile, the company made a partial retreat from the U.S. market with the sale of its 77 Loblaw Groceterias Inc. stores in Chicago, Illinois, to the Jewel Tea Company. The stores had never shown a profit, although they had largely been turned around by the time of
11573-413: The company unveiled its new state-of-the-art head office and warehouse at Fleet and Bathurst streets, along today's Lake Shore Blvd , in Toronto. At a cost of CA$ 1.25 million, the Loblaw warehouse was likened to a "temple of commerce" and hailed as a model of efficiency. One newspaper report described it as, "the most modern warehouse building of its kind in the dominion." The warehouse, which served as
11736-600: The company's divisional operating structure, including the newly created hard discount division, encompassing NOFRILLS and Maxi - with the Real Canadian Superstore banner joining the Market Division. In 2006, Loblaw and Canadian fashion designer Joe Mimran teamed up to launch " Joe Fresh " a line of low-cost clothing from contracted suppliers in Asia. Promoted as chic but highly affordable clothing,
11899-528: The company's intent to enter the Quebec market. In 1998, it did so with the purchase of Provigo, the Quebec-based supermarket chain with close to 250 outlets. In order to comply with Competition Bureau concerns, Loblaw sold 47 Loeb stores in Ontario, acquired through the Provigo deal, to Metro-Richelieu and agreed to divest stores in eight other markets. The Provigo acquisition meant that Loblaw had become
12062-418: The consumer's store choice and addresses the consumer's expectations. At its most basic level, a retail format is a simple marketplace , that is; a location where goods and services are exchanged. In some parts of the world, the retail sector is still dominated by small family-run stores, but large retail chains are increasingly dominating the sector, because they can exert considerable buying power and pass on
12225-425: The current competitive retail market, and are also the future of retail enterprises. Presentation refers to the physical evidence that signals the retail image. Physical evidence may include a diverse range of elements – the store itself including premises, offices, exterior facade and interior layout, websites, delivery vans, warehouses, staff uniforms. The environment in which the retail service encounter occurs
12388-453: The customer experience, such as Add-on, Upsell or Cross-sell; Selling on value; and knowing when to close the sale. Transactional marketing aims to find target consumers, then negotiate, trade, and finally end relationships to complete the transaction. In this one-time transaction process, both parties aim to maximize their own interests. As a result, transactional marketing raises follow-up problems such as poor after-sales service quality and
12551-404: The customer helps himself and proceeds in his quest for food at lower prices. Out in front, the shelves are packed with bottled and canned goods, whose names are household words, all plainly tagged with price. Further back, one finds teas, coffee fancy biscuits and cheese, all wrapped ready to carry home .... The customer having selected her purchases, carries her basket to one of the counters near
12714-470: The customer’s account. Home delivery, by wagon, was usually included free of charge. Loblaw and Cork, friends from the days when both worked as young clerks in the Cork family grocery store, believed they could cut costs by introducing self service combined with cash and carry . While cash stores were not new, the idea of allowing customers to select their own merchandise was a new concept. The pair had heard of
12877-519: The day. Along with a complete redesign inside and out, that included new colours and a new repeating 'L' Loblaws logo, Watt made changes to traditional grocery store layout. He doubled the floor space of the produce department and moved it from the back of the store to the front. He also introduced new design elements such as moveable bins and huge photo enlargements of fresh fruits, vegetables and meats to graphically convey quality and freshness. Wood panelling covered over old walls and broken mirrors to give
13040-627: The downtown was built to connect Fleet and Harbour Streets and was a service road for the Gardiner. East of downtown, Keating Street was built east to Woodbine as part of the project. When the Gardiner was completed to the Don River, Lake Shore Boulevard was re-routed to Keating and the Keating Street section was renamed Lake Shore Boulevard. Lake Shore Boulevard is commonly compounded as Lakeshore Boulevard. Many traffic signs, transit shelters and other signs contradict each other, sometimes on
13203-412: The earlier month. For the first 10 months of 2022, retail sales increased by 15.5% by measuring the exact time of 2021. Among its bordering countries, on retail trade percentage of GDP, Armenia ranks more increased than Turkey, but it is still lower than Georgia. Lake Shore Boulevard Lake Shore Boulevard's western terminus is Etobicoke Creek , the western boundary of Toronto. Its western section
13366-426: The earliest investigations into shopper motivations and identified two broad motives: utilitarian and hedonic. Utilitarian motivations are task-related and rational. For the shopper with utilitarian motives, purchasing is a work-related task that is to be accomplished in the most efficient and expedient manner. On the other hand, hedonic motives refer to pleasure. The shopper with hedonic motivations views shopping as
13529-481: The early department stores were more than just a retail emporium; rather they were venues where shoppers could spend their leisure time and be entertained. Retail, using mail order, came of age during the mid-19th century. Although catalogue sales had been used since the 15th century, this method of retailing was confined to a few industries such as the sale of books and seeds. However, improvements in transport and postal services led several entrepreneurs on either side of
13692-645: The eastbound offramp from the expressway (which provides the large majority of the traffic along Lake Shore east of this point). on the Humber River bridge. The splitting of Lake Shore was done at the time of the expressway's construction, as new bridges were built to connect to the terminus of the Queen Elizabeth Way highway. The highway to the west has become part of the Gardiner, and the Lucky Lion monument which designated its starting point
13855-500: The effectiveness of the company's "control label" or private label program. In the case of President's Choice, a key management strategy had been to create a line of products available nowhere else but Loblaw stores. The company also began extending the brand's market beyond Canada, making international inroads and in particular into the highly competitive American market. By the early 1990s, not only were PC products increasingly available at select U.S. regional supermarket chains, Loblaw
14018-613: The end of the twentieth century, stores were using labels such as "mega-stores" and "warehouse" stores to reflect their growing size. The upward trend of increasing retail space was not consistent across nations and led in the early 21st century to a 2-fold difference in square footage per capita between the United States and Europe. As the 21st century takes shape, some indications suggest that large retail stores have come under increasing pressure from online sales models and that reductions in store size are evident. Under such competition and other issues such as business debt, there has been
14181-400: The environment, thereby enhancing opportunities for purchasing. The first of these malls opened at Northland Mall near Detroit in 1954. Throughout the twentieth century, a trend towards larger store footprints became discernible. The average size of a U.S. supermarket grew from 31,000 square feet (2,900 m ) square feet in 1991 to 44,000 square feet (4,100 m ) square feet in 2000. By
14344-519: The expense of profitability. As shareholders complained about a lack of information from the company, frustrated analysts, unsure as to the corporate structure or holdings, became increasingly reluctant to recommend the stock. Loblaw annual meetings were better known for their distribution of cookies, cake and groceries than information on operating performance. While George Metcalf remained head of Loblaw Companies Limited, chairman W. Garfield Weston began making changes to senior executive ranks, including
14507-529: The first Canadian grocery chain to do so. In spite of such innovations, the chain still hearkened back to its retail roots with references to the "self-serve" nature of its fruit, vegetable and meat departments. In 1947, a major shift in corporate ownership took place with the purchase of 100,000 Class B shares of Loblaw Groceterias Co. Limited by Canadian industrialist W. Garfield Weston . Weston, president of George Weston Limited, whose interests included baking, grocery wholesaling, and paper manufacturing, acquired
14670-429: The first Loblaw Groceterias store modelled on a new and radically different retail concept, namely "self serve". The traditional grocery store provided a high level of personal service but was a labour-intensive operation. Customers typically had to wait while a clerk fetched items from behind a counter. Other goods, such as sugar and flour, had to be individually weighed and the order was then tallied by hand and added to
14833-589: The first Superstore format in 1981 coinciding with the opening of the Sudbury Supermall. In 1985, with nine Real Canadian Superstores across Western Canada, Loblaw tried to duplicate their success in Eastern Canada with the opening of its first combination store at Pickering, Ontario. Eventually, 13 superstores, four times the size of a conventional supermarket with about a third of the space devoted to general merchandise, were opened in Ontario and
14996-597: The first of its kind in the Canadian grocery industry. For Loblaw employees, the warehouse included amenities such as bowling lanes and a billiards room, along with an auditorium for putting on plays. That same year, the American company expanded beyond New York State with the opening of outlets in Chicago, Illinois. By October 1929, Loblaw Groceterias' rapid expansion had attracted the attention of competitor Dominion Stores Limited, another Toronto-based food store chain. In
15159-404: The front of the store, which is known as the decompression zone . In order to maximize the number of selling opportunities, retailers generally want customers to spend more time in a retail store. However, this must be balanced against customer expectations surrounding convenience, access and realistic waiting times. The way that brands are displayed is also part of the overall retail design. Where
15322-592: The hope of becoming more of a 'one-stop' shopping destination for consumers – all moves presumably designed to combat the threat posed by a "looming Wal-Mart incursion" as the retail giant announced the opening of more Supercentres in Canada. But as supply chain problems took root, customers began to complain of empty Loblaw shelves and out-of-stock items, while suppliers expressed their frustration coordinating deliveries to distribution centres. Unsold general merchandise began piling up in warehouses. Meantime, key staff, such as company buyers, had quit rather than relocate to
15485-438: The idea of retail is often associated with the purchase of goods, the term may be applied to service providers that sell to consumers. Retail service providers include retail banking, tourism, insurance, private healthcare, private education, private security firms, legal firms, publishers, public transport, and others. For example, a tourism provider might have a retail division that books travel and accommodation for consumers plus
15648-448: The importance of added value, customer satisfaction and highlights how the store's market positioning appeals to targeted groups of customers. A retail mix is devised for the purpose of coordinating day-to-day tactical decisions. The retail marketing mix typically consists of six broad decision layers including product decisions, place decisions, promotion, price, personnel and presentation (also known as physical evidence). The retail mix
15811-410: The insert proved popular with Ontario households. The flyer also became an important advertising vehicle for President’s Choice, which it came to exclusively promote. One of Nichol's early product development successes was President’s Choice The Decadent Chocolate Chip Cookie, which took over a year to develop. Nichol and his team insisted on the use of real butter and twice as much chocolate per cookie as
15974-471: The interior a fresh, contemporary feel. Within the first few months of the remodelling, sales increased 60 percent. Meanwhile, on the promotional side, a new advertising campaign was rolled out which featured Canadian actor William Shatner of Star Trek fame. TV viewers were told that, "More than the price is right...but by gosh, the price is right." Other changes involved the introduction of basic managerial techniques, such as profit and loss statements at
16137-466: The largest retail market in the world in 2016. In 2016, China became the largest retail market in the world. In the Republic of Armenia, retail trade has been increasing recently. In October 2022, it increased by 23.1% year by year, which was the most considerable rise since April 2021, faster than the 20.7 per cent increase recorded a month earlier. Retail dropped by 1.9% after accumulating 2.1%in
16300-521: The late 1940s as Loblaw undertook a program of "expansion and modernization." Parking lots, a new phenomenon for the chain, became an important design component of the company's "supermarkets" in the post-war era. In particular, Loblaw promoted its new "rear entrance and exit stores," with checkout counters at the back that allowed shoppers, increasingly motorized and suburban, direct access to their cars. Other modernizations included "healthfully-cool refrigerated" air conditioning, introduced by Loblaw in 1949 –
16463-552: The latter countries, this fraction is an increase over 1970, but there are other countries where the sector has declined since 1970, sometimes in absolute terms, where other sectors have replaced its role in the economy. In the United States the sector has declined from 19% of GDP to 14%, though it has risen in absolute terms from $ 4,500 to $ 7,400 per capita per year. In China the sector has grown from 7.3% to 11.5%, and in India even more, from 8.4% to 18.7%. Emarketer predicts China will have
16626-473: The leading food retailer in Quebec, with Metro a close second. That same year, Loblaw also made another regional acquisition with the purchase of the 80-store Agora chain in Atlantic Canada. While other food chains, such as the Oshawa Group, struggled to turn a profit, Loblaw kept adding more stores and more square footage through acquisition and new construction: Loblaw president Richard Currie laughs at
16789-463: The leading national brand. Although The Decadent was sold in only 17 percent of Canadian supermarkets, compared to 98 percent for Nabisco's Chips Ahoy!, "it fast became Canada's best selling cookie." The 1980s saw further innovation with regard to store formats. In Western Canada, Westfair Foods , a Loblaw subsidiary, unveiled its first "superstore" in Saskatoon, Saskatchewan, in 1979. Opened under
16952-512: The market division at Loblaw Cos., in an interview by the Toronto Star . Loblaw also moved to rejuvenate its own private label program by allocating millions of dollars to the development of in-store brands. In 1978, the company joined the "generics" movement with the introduction of 16 " No Name " items, marketed in simple black and yellow packaging. The new line was heavily promoted with advertised savings of between 10 and 40 percent. At
17115-429: The market will grow at a compound annual growth rate (CAGR) of 6.7% from 2019 to 2023. In 2023 Kogan Page published a critically acclaimed book " Leading Travel and Tourism Retail ", which researched in depth the travel retail sector post COVID . Among retailers and retails chains a lot of consolidation has appeared over the last couple of decades. Between 1988 and 2010, worldwide 40,788 mergers and acquisitions with
17278-755: The meaning of the word retail (in English, French, Dutch, German and Spanish) refers to the sale of small quantities of items to consumers (as opposed to wholesale ). Retail refers to the activity of selling goods or services directly to consumers or end-users. Some retailers may sell to business customers, and such sales are termed non-retail activity. In some jurisdictions or regions, legal definitions of retail specify that at least 80 percent of sales activity must be to end-users. Retailing often occurs in retail stores or service establishments, but may also occur through direct selling such as through vending machines , door-to-door sales or electronic channels. Although
17441-596: The mid-1980s. Sproles and Kendall's consumer typology has been shown to be relatively consistent across time and across cultures. Their typology is based on the consumer's approach to making purchase decisions. Some researchers have adapted Sproles and Kendall's methodology for use in specific countries or cultural groups. Consumer decision styles are important for retailers and marketers because they describe behaviours that are relatively stable over time and for this reason, they are useful for market segmentation. Retail formats (also known as retail formulas ) influence
17604-476: The most important factor for consumers, when deciding to buy a product. Because patronage at a retail outlet varies, flexibility in scheduling is desirable. Employee scheduling software is sold, which, using known patterns of customer patronage, more or less reliably predicts the need for staffing for various functions at times of the year, day of the month or week, and time of day. Usually needs vary widely. Conforming staff utilization to staffing needs requires
17767-440: The need to cut meats and weigh produce, the new departments proved popular with customers. By 1936, over half of all Ontario locations had been converted to the new format that expanded sales "without a corresponding increase in store overhead." The company also began updating the appearance of its stores to the new, modern, streamlined look. In terms of branding, while the chain often promoted itself as "Loblaw's" in newspaper ads, it
17930-448: The needs of the working poor. John Stuart Mill wrote about the rise of the co-operative retail store, which he witnessed first-hand in the mid-19th century. The modern era of retailing is defined as the period from the industrial revolution to the 21st century. In major cities, the department store emerged in the mid- to late 19th century, and permanently reshaped shopping habits, and redefined concepts of service and luxury. Many of
18093-486: The new corporate headquarters. Loblaw began losing money, quarter after quarter, and by the end of fiscal 2005, the company had recorded its first year-end loss in almost twenty years. In September 2006, John Lederer resigned as president of Loblaw Companies Limited and W. Galen Weston stepped down as chairman of the board. Weston's son, Galen G. Weston , was appointed executive chairman, while former Canadian Tire retail head Mark Foote became president and Allan Leighton ,
18256-402: The new deep discount format. While the original No Name line-up was promoted as basic, everyday items at considerable savings, Dave Nichol eventually began experimenting with the product line-up by adding more upscale items. Products such as Gourmet Barbecue Sauce, Escargot and imported jams began appearing in the familiar yellow and black generic packaging. When President’s Blend Gourmet Coffee
18419-532: The new line is sold in supermarket and superstore aisles. Joe Fresh sales soon exceeded the company's own projections and Loblaw began expanding into children's wear, shoes, lingerie, beauty and bath products. In 2010, the first standalone store opened in Vancouver and Loblaw announced plans for 20 outlets across Canada. Loblaw unveiled a number of Joe Fresh permanent and pop-up stores in New York City and
18582-522: The next few years. At the same time, its stores were badly in need of refurbishing and sales were in virtual free fall. Within a year, the company's share of the crucial Ontario market had been cut in half as a result of price wars among the major chains. South of the border, things looked somewhat better but only on the surface, with many of the company's supermarkets in large American inner cities in decline. A Canadian royal commission study years later noted "the company's failure to spend sufficient funds on
18745-442: The notion that Canada has too many grocery stores. There's a lot of floor space, he allows, but never enough in the large, modern, well-equipped, one-stop shopping supermarkets that some Canadians like. Loblaw keeps expanding its fleet of 900 stores, adding about 10 percent to its floor space and sales each year, while increasing its profit margin. In 1998, Loblaw become the first Canadian food retailer to extend its product mix into
18908-575: The number expected. In spite of attempts to get a handle on operational issues, Loblaws was still perceived as an "ailing supermarket chain." Meanwhile, pre-tax profits for Loblaw Companies Limited declined from CA$ 45.6 million in 1966 to $ 18.6 million in 1971, "and then vanished altogether." By the late 1960s, the company had begun selling assets. Between 1968 and 1974, Loblaw sold $ 164 million in holdings to corporate parent George Weston Limited in an apparent extension of "financial assistance." Yet Loblaw continued to make acquisitions. In 1969, it bought
19071-659: The number of No Name products had increased to a hundred different items and represented five percent of Loblaws sales. Within months of the No Name launch, Loblaw opened a prototype No Frills store in East York. Also known as a 'box store,' since items were not individually shelved but left in their cardboard shipping cartons, usually with the front cut away, the new store advertised "the lowest overall prices in Toronto." Though customers had to pack their own groceries, bring their own bags or pay three cents apiece, and contend with
19234-533: The other with comparable national brands to show how consumers might save on their grocery bills. On April 18, 2023, Loblaw announced that Galen Weston will be stepping back from the day-to-day activities as president and CEO. Per Bank, who has led Denmark's largest retailer, Sailing Group , for over a decade has been named the successor and will join the company in early 2024. Galen Weston will remain chairman of Loblaw and CEO of holding company George Weston Ltd. In early 2024, new CEO Per Bank announced new changes to
19397-405: The point of exit. Here her purchases are quickly totaled on an adding machine and she receives her slip. While she pays the bill her groceries are neatly packed in a larger bag.." While produce was limited and fresh meats largely excluded from the early stores, sales proved strong. Within its first five months of operation, the chain's second location had expanded its sales room into that part of
19560-484: The process from transaction to relationship. While expanding the sales market and attracting new customers is very important for the retail industry, it is also important to establish and maintain long term good relationships with previous customers, hence the name of the underlying concept, "relational marketing". Under this concept, retail enterprises value and attempt to improve relationships with customers, as customer relationships are conducive to maintaining stability in
19723-429: The product and service mix will optimize customer satisfaction. As part of the strategic planning process, it is customary for strategic planners to carry out a detailed environmental scan which seeks to identify trends and opportunities in the competitive environment, market environment, economic environment and statutory-political environment. The retail strategy is normally devised or reviewed every three to five years by
19886-430: The provision of credit, delivery services, advisory services, stylist services and a range of other supporting services. Retail workers are the employees of such stores. Most modern retailers typically make a variety of strategic level decisions including the type of store, the market to be served, the optimal product assortment, customer service , supporting services, and the store's overall market positioning. Once
20049-530: The realm of banking with the launch of "President's Choice Financial." Promoted as a very basic no-hassle, no-fee form of personal banking, conveniently located where you do your grocery shopping, PC Financial kiosks and automatic tellers began springing-up in supermarkets across the country. While Loblaw provided the branding, the service-end was made possible through a partnership with the Canadian Imperial Bank of Commerce . Loblaw also promised
20212-546: The recently acquired holdings south of the border. That same year, Loblaw also announced a major new thrust into Western Canada with 32 supermarkets slated for construction. Other acquisitions followed, including Atlantic Wholesalers in the Maritimes with its associated retail outlets. At its height, Loblaw Companies Limited would represent the third largest grocery retailer in North America. As large as Loblaw had grown, food retailing remained highly competitive and special promotions and customer loyalty programs were introduced as
20375-416: The refurbishing of its existing supermarkets and the opening of new ones," in addition to a dividend policy that could not be justified on the basis of earnings. Loblaw also found itself constrained by various financial arrangements. In particular, so-called "lease and leaseback" agreements effectively prevented it from closing many of its smaller, money-losing outlets. To make matters worse, senior management
20538-468: The relationship deteriorated. Nichol hosted a couple more issues of Dave Nichol's Insider's Report but then vanished from the cover. The November 1994 edition dropped his name to become simply The Insider's Report. While media coverage of the Nichol/Loblaw split had been extensive, it seemingly had little or no negative impact on brand equity. News reports later indicated that Loblaw, post-Nichol,
20701-743: The road travelled through. The section south of Exhibition Place was infilled in the 1950s, at the same time as the Gardiner Expressway project. The original shoreline is elevated along the north side of the street. The area east of the Exhibition was infilled earlier. The original shoreline is north of the Boulevard, and the Queen's Wharf lighthouse is on the north side of the street. The Sunnyside/Exhibition section has much open space with some development, including recreation facilities, such as Ontario Place , Sunnyside Bathing Pavilion , Palais Royale and
20864-485: The sale. The company retained its 50 stores in Buffalo, New York, which were profitable operations. In 1933, company co-founder Theodore Pringle Loblaw died suddenly of complications from minor surgery. Eulogized as "the Merchant Prince" by the press, Loblaw was remembered not only for his accomplishments in business but also his religious conviction and personal philanthropy that benefited local charities such as
21027-469: The same corner, as illustrated in the photograph. According to the official bylaws that designated the road, the correct format is "Lake Shore Boulevard". This mistake is likely due to confusion with Lakeshore Road to the west, where the single word format is actually correct. In Etobicoke, from just east of the Etobicoke Creek ( Long Branch Loop ) to the Humber River ( Humber Loop ), the street
21190-567: The savings in the form of lower prices. Many of these large retail chains also produce their own private labels which compete alongside manufacturer brands. Considerable consolidation of retail stores has changed the retail landscape, transferring power away from wholesalers and into the hands of the large retail chains. In Britain and Europe, the retail sale of goods is designated as a service activity . The European Service Directive applies to all retail trade including periodic markets, street traders and peddlers. Retail stores may be classified by
21353-623: The shift to multi-channel retailing. To counter the disruption caused by online retail, many bricks and mortar retailers have entered the online retail space, by setting up online catalogue sales and e-commerce websites. However, many retailers have noticed that consumers behave differently when shopping online. For instance, in terms of choice of online platform , shoppers tend to choose the online site of their preferred retailer initially, but as they gain more experience in online shopping, they become less loyal and more likely to switch to other retail sites. Online stores are usually available 24 hours
21516-541: The south side of the street has been entirely converted to high-rise condominium development. West of Yonge, Lake Shore is one-way westbound, while eastbound traffic travels along Harbour Street. East of Yonge, Lake Shore is one single road under and alongside the Gardiner. The 509 Harbourfront and 511 Bathurst streetcars serve the adjacent Fleet Street from Exhibition Place to Bathurst Street, but there are no regular service transit routes along Lake Shore in this area. . East of downtown, Lake Shore Boulevard continues as
21679-459: The stamps, redeemable for household gifts, had already been delivered to their stores. While at first quite popular, the program was finally concluded in 1967 as customers increasingly saw trading stamps as an expensive promotion that translated into higher prices at the checkout counter. During the 1960s, while Loblaw set record sales, corporate profits declined. An era of aggressive expansion had paid off in terms of revenue growth but apparently at
21842-614: The store level. But as the company slowly regained market share in Ontario, it began bleeding red ink when it came to its U.S. operations and in particular its National supermarket chain. The company initiated a similar program of rationalization and renewal which saw hundreds of stores closed and others remodelled. In 1976, Loblaw suspended the dividend on both its Class A and B shares as management cited "anticipated large extraordinary losses" by year’s end. The company also sold its Chicago Division of National supermarkets, purchased by A&P , after continued losses. In Canada, Nabob Foods Limited
22005-401: The store normally reserved for storage. In spite of the success of the new groceteria format, Cork did not feel that traditional, full-service grocery stores were in danger of going out of business since many customers still valued the extension of credit, individual serve and home delivery. A year later, another Toronto grocer, C.B. Shields, joined with Loblaw and Cork. In addition to being
22168-584: The strategic retail plan is in place, retailers devise the retail mix which includes product, price, place, promotion, personnel, and presentation. The word retail comes from the Old French verb retaillier , meaning "to shape by cutting" ( c. 1365 ). It was first recorded as a noun in 1433 with the meaning of "a sale in small quantities" from the Middle French verb retailler meaning "a piece cut off, shred, scrap, paring". At present,
22331-479: The street gets nearer to Humber Bay , the Mimico area becomes almost entirely residential and somewhat older as it was one of the first areas of cottage development for city dwellers. East of Park Lawn Road, the street is lined to the south with recently built condominium towers on the former stretch of motels known as "The Motel Strip". No motels now remain from the period when travelers would stay at motels here, which
22494-469: The street opposite Brookers Lane after crossing back to the south side; although Lake Shore still has an overlapping two-way section east of this point entirely south of the Gardiner. The streetcar line runs along this segment for a short distance before leaving the street to enter Humber Loop via a short tunnel under the expressway. Lake Shore then briefly downgrades to a two-lane local street and then becomes one lane (and one way) eastbound as it merges with
22657-444: The surrounding region in what one Loblaw executive described as "very much a pilot project." But Mimran, the former co-founder of Club Monaco, spoke less cautiously, envisioning 800 Joe Fresh stores across the United States within five years, with Asia and Europe the next logical international markets to take the brand. Retailer Retail is the sale of goods and services to consumers , in contrast to wholesaling , which
22820-493: The top job. As president, Lederer moved forward with a number of strategic initiatives. Administrative functions were consolidated as a new corporate headquarters was unveiled in Brampton, Ontario. Warehouse operations were streamlined with the opening of new distribution centres as the company updated facilities and information technology. And, once again, Loblaw made an effort to offer more general merchandise in its stores in
22983-402: The type of product carried. Softline retailers sell goods that are consumed after a single-use , or have a limited life (typically under three years) in they are normally consumed. Soft goods include clothing , other fabrics , footwear , toiletries , cosmetics , medicines and stationery . Grocery stores , including supermarkets and hypermarkets , along with convenience stores carry
23146-417: The western city limit, Lake Shore Boulevard (designated Lake Shore Boulevard West), originally part of Lakeshore Road, is a four-lane arterial road through the neighbourhoods of Long Branch , New Toronto and Mimico . This section is lined with commercial and retail uses and served by streetcars . The area furthest to the west was more industrial in character, which continues to be converted to other uses. As
23309-424: Was also sold off. Meanwhile, parent George Weston Limited injected an additional $ 29 million into Loblaw through a purchase of treasury shares. By the end of the decade, through rationalization of both its retail stores and various businesses, Loblaw Companies Limited, as well as George Weston Limited, had returned to profitability. One Canadian business magazine described what W. Galen Weston and team had pulled off as
23472-557: Was announced that Dave Nichol, who for the past decade had been so closely associated with President's Choice in terms of promotion and product development, was leaving his senior executive post to become a private label consultant. Initially, both he and Loblaw expressed the desire to continue working together, with Nichol remaining on in the role of PC spokesman. But as Nichol moved forward with plans to develop his own Dave Nichol brand of private label products with Cott Corporation of Toronto, presumably in competition with President's Choice,
23635-489: Was appointed president of Loblaw Groceterias. With Weston in control, a program of rapid expansion, particularly through acquisition, followed as the company extended its holdings beyond Ontario into other regions of Canada and into the United States. In 1953, Loblaw Groceterias acquired majority control of Loblaw Inc., the former American branch of the company with stores in the State of New York, Pennsylvania, and Ohio, through
23798-514: Was constructed in sections; partly through the building of new roads east of the Humber River, partly through connecting existing roads. West of the Humber River, Lake Shore Boulevard was part of the old Provincial Highway. The road east of the Humber was built in sections, the first being a separate road parallel with Lakeshore Road, in conjunction with the development of the Sunnyside Amusement Park waterfront infill. Previously,
23961-399: Was destroyed by debris floating downstream in the flooding caused by Hurricane Hazel . A two-lane bailey bridge was quickly put in place and used for several months. A bus shuttled TTC passengers across the bridge as the streetcar line from downtown to Long Branch was severed. The original bridge was repaired and used until new bridges were built as part of the Gardiner Expressway project. In
24124-555: Was experiencing stronger-than-ever corporate earnings. As Loblaw expanded operations in Canada under an array of regional and market segment store banners, by the mid-1990s it divested the last of its retail holdings south of the border with the sale of National supermarkets in St. Louis and New Orleans. At the time, Loblaw president Richard Currie reiterated the company's objective to move strategically, which included exiting markets if capital could be better deployed elsewhere. He further stated
24287-457: Was finally taken. With the new management team in place, Loblaw completed a 100-day consultation in which senior executives met with store managers and employees to hear their concerns and complaints. Weston subsequently introduced a "simplify, innovate and grow" strategy designed to "fix the basics" by refocusing the company’s attention on food retailing. He also publicly declared that it would take at least three years to turn operations around as
24450-575: Was generated foremost by the discount stores and supermarket segments, and was driven by the skyrocketing prices of foodstuffs. This information is based on the latest PMR report entitled Grocery retail in Central Europe 2012 National accounts show a combined total of retail and wholesale trade, with hotels and restaurants. in 2012 the sector provides over a fifth of GDP in tourist-oriented island economies, as well as in other major countries such as Brazil, Pakistan, Russia, and Spain. In all four of
24613-553: Was in 2016 with more than 2,700 deals. In terms of added value 2007 set the record with the US$ 225 billion. Here is a list of the top ten largest deals (ranked by volume) in the Retail Industry: As of 2016, China was the largest retail market in the world. The National Retail Federation and Kantar annually rank the nation's top retailers according to sales. The National Retail Federation also separately ranks
24776-504: Was launched in time for Christmas 1983, it was soon outselling every other grocery item on Loblaws shelves. Nichol concluded that consumers wanted to go up-market and the decision was made to develop an entire line of upscale products under its own private label brand. Modelled on the Marks & Spencer St. Michael in-house brand, and touted as being equal to or better in quality than competing national brands at less money, President’s Choice
24939-506: Was met with scepticism: In the early days when I started the cash and carry business, I was told that it could not be done, but my contention was that the people of Toronto and Ontario would welcome the opportunity to carry their groceries home, providing I could offer them higher qualities at a much lower price than they were used to paying. The first Loblaw Groceterias Co. store opened at 2923 Dundas St. W., Toronto, in June 1919. Months later,
25102-538: Was not until 1939 that the first "Loblaws" signs went up on store facades – replacing the Loblaw Groceterias Co. Limited signage. In addition to the new meat and produce departments, frozen food sections were also featured – a first in Canada. Loblaw also began introducing other modern amenities such as "electronic eye" automatic doors and mechanical ventilation systems for the comfort of shoppers. Store construction, halted during World War II , resumed in
25265-434: Was often reluctant or intransigent when it came to making operational changes. Faced with the possible bankruptcy of Loblaws, Garfield Weston asked his youngest son, W. Galen Weston , a successful entrepreneur and retailer in his own right, to take a close look at the chain to see if it could be saved. In February 1972, Galen Weston was appointed chief executive officer of Loblaw Companies Limited. With financing secured through
25428-414: Was personally endorsed by Nichol as president of Loblaw Supermarkets. The introduction of the premium line also coincided with the advent of an advertising flyer entitled "Dave Nichol’s Insider’s Report." Based on a California supermarket flyer called " Trader Joe’s Insider’s Report," and referred to as "a mix of Mad magazine and Consumer Reports, zaniness and food tips, wrapped up in a comic book format,"
25591-429: Was relocated nearby to the south of the Lake Shore Boulevard, just east of the Humber. East of the river, Lake Shore becomes a six-lane parkway -like arterial along Lake Ontario, with vistas of the city and lake. From the to Bathurst Street , the roadway is built on land infilled into the lake. The section east of the Humber was infilled in the 1910-1920s and was part of the Sunnyside Amusement Park development, which
25754-472: Was replaced with retail trade involving coinage. Selling and buying are thought to have emerged in Asia Minor (modern Turkey) in around the 7th-millennium BCE. In ancient Greece , markets operated within the agora , an open space where, on market days, goods were displayed on mats or temporary stalls. In ancient Rome , trade took place in the forum . The Roman forum was arguably the earliest example of
25917-432: Was supplying retail giant Wal-Mart , marketing President's Choice products under the brand Sam's American Choice, later shortened to Sam's Choice, named after company founder Sam Walton. All indications were that Loblaw's control label program was starting to pay off south of the border: President's Choice, the upscale private label at Loblaw's supermarkets, has been a resounding success in the United States – and has fired
26080-585: Was the largest in all the Americas . By the 17th century, permanent shops with more regular trading hours were beginning to supplant markets and fairs as the main retail outlet. Provincial shopkeepers were active in almost every English market town. As the number of shops grew, they underwent a transformation. The trappings of a modern shop, which had been entirely absent from the 16th- and early 17th-century store, gradually made way for store interiors and shopfronts that are more familiar to modern shoppers. Prior to
26243-479: Was then just outside the Toronto city limits. East of Brookers Lane, the route geometry of Lake Shore becomes complicated due to the interchange with the parallel Gardiner Expressway ; which runs tight up against it to the north near the Humber River crossing: The westbound lanes cross the Gardiner (running along the north side of it) and are intertwined with the ramp from the westbound expressway which meets
26406-421: Was up 300 percent last year. Meantime, though, Wal-Mart had announced what media reports likened to an "invasion of Canada," namely the acquisition of 120 Woolco stores across the country. Though Wal-mart was barred from selling the private-label line developed by Loblaw in Canada, the two retailers eventually parted company as they increasingly became competitors in the Canadian marketplace. In November 1993, it
26569-404: Was well established. (Loblaw stores were offering either delivery or customer pickup of orders placed on-line.) In spite of the limited sales in this category, about 10% of the market for all retailers, the company continued to move forward with the concept. "I see online being more relevant and more important to customers going forward. That’s why we’re focused on it", said Greg Ramier president of
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