Monthly Archives: March 2026

Signs of ethics, accountability, brand equity

Some grocery stores carry tens of thousands of sku’s; at some point, errors happen. Errors abt customer safety are atop each retailer’s priority list. Behind that- errors that cause a whiff of deception; and could damage a banner’s reputation. This article mentions a $10k penalty for ‘Made In Canada’ signage errors; but the fine isn’t really the significant cost; the big ‘cost’ is a loss of customer trust, investor faith. https://www.cp24.com/local/toronto/2026/03/20/2-grocery-stores-in-ontario-fined-10k-each-for-mislabelling-some-food-items-as-canadian/

Marketers & retail management staff must reign in any impulse to slap on a not-quite-accurate sign, b/c small missteps cost brand equity. If misinformation here came from a specific (unnamed produce) supplier who inaccurately portrayed an item’s ‘Made In Canada’ status, their (behind-closed doors) ‘penalty’ cd be loss of a big customer. If the error traces to careless decisions by retail staff, new store training is evidently needed.

Usually the big loss of trust is with the customer facing entity; this article names Fortinos & Real Canadian Superstore, but what’s unusual is that a diligent reporter, Alex Arsenych, names names beyond these 2 customer-facing entities (banners), also mentioning ‘the L Word’- Loblaws, the banners’ owner/supplier.

Marketers Take Note: If you expect to be anonymous/safe from controversy that’s a direct/ indirect outcome of your decisions, beware! Diligent reporters can ‘out’ you. And what if Head Office Marketing doesn’t ‘technically’ commit a sin, just their agency partners’? No dice. You own your agencies work. In 2018, Aeroplan & CBC Radio hired a Montreal-based agency for attitude segmentation research; the firm (whose name rhymes with ‘Slop’) surveyed the public with Degree of Agreement statements smacking of bigotry, misogyny. Anyone recall the name of that research agency? Nope? But Aeroplan & CBC Radio brands wore the transgression for years online. Those brands forced to take a painful equity hit each time a new customer googled eg ‘Aeroplan Survey Offends’

-for those seeking schadenfreude, though CBC took it down, for now, you can still read about it here: https://news.mcmaster.ca/aeroplans-troublesome-purity-of-the-country-survey-is-nothing-new/

Store in a Store

Excluding Grocery & Drugstores, more traditional multi-supplier retailers are hitting rough waters; many went Chapter 11 eg Sears, Woolco, Zellers, The Bay, Neiman Marcus, Lord & Taylor, Saks*, JCPenney*, Nordstrom Canada, Shopko, etc. We still have Holts, Macy’s, Bloomingdales, Canadian Tire, Walmart, Kohl’s, and some (salvaged) Saks & JCPenney stores. They all feel pressure to adapt or suffer and that’s one reason many are experimenting w ‘Store in a Store‘ -a hybrid of traditional Multi-Supplier Store on one end, and a fully Brand-run Flagship outlet at the other end, of a control/selection continuum.

Examples: FedEx courier stores in Staples; Bouclair home decor & UPS package delivery in Walmart; Party City & Petco in Canadian Tire; Wine Rack in Metro, Sobeys & Zehrs.

Holt’s has long used ‘Store In a Store’ (SinS) for designer lines. The brands themselves influence selection, layout & merchandising of sub-footprint zones w/i the overall store. What varies in the different Hybrid experiments is the extent to which supplier brands influence/manage staff training, in store promotion & checkout. SinS formats can’t match the brand autonomy, ambience & selection control of an Own-Store eg a flagship outlet run by a brand like adidas, Nike, Boss, Cole Haan. But fashion brands are foremost interested in brand management & marketing, not in being a retailer, so I bet many brands quietly hope retail chains’ SinS efforts work out & win consumers (as long as the purchases are not by shoppers who would have bought the brand at the flagship store or on the brand’s website anyway!)