How Much Is A Money Order At Drug Mart

Canadian food retailer

Loblaw Companies Express

Type	Public
Traded as	TSX: L
Manufacture	Retail
Founded	Toronto, Ontario, Canada (1956; 66 years agone  (1956))
Headquarters	Brampton, Ontario, Canada
Primal people	Galen Weston Jr. (Chairman and President)[one] [two]
Products	Apparel Cash and conduct Disbelieve store Hypermarket Supercentre Supermarket Superstore Warehouse order
Brands	See list
Revenue	$51.859 billion CAD (2020)[3]
Net income	$i.131 billion CAD (2019)[3]
Owner	George Weston Limited (47%; as of 2016)[4]
Number of employees	almost 200,000 (2019)[3]
Subsidiaries	Loblaws Pharmaprix President'due south Selection Financial Shoppers Drug Mart Valu-mart Real Canadian Superstore No Frills
Website	www.loblaw.ca

Loblaw Companies Express is a Canadian retailer encompassing corporate and franchise supermarkets operating under 22 regional and marketplace-segment banners (including Loblaws), besides as pharmacies, banking and apparel.^[5] Loblaw operates a individual label plan that includes grocery and household items, clothing, baby products, pharmaceuticals, cellular phones, general merchandise and financial services. Loblaw is the largest Canadian food retailer, and its brands include President's Choice, No Name and Joe Fresh.^[6]

Well-nigh of Loblaw's 136,000 total-time and part-fourth dimension employees are members of the United Nutrient and Commercial Workers, with the exception of workers at The Existent Canadian Wholesale Club in Alberta, who are members of the Christian Labour Association of Canada.^{[ citation needed ]}

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.

History [edit]

"Nosotros Sell for Less" [edit]

Loblaw Groceterias Express, shop No. one, 2923 Dundas St. W., Toronto, Ontario, postcard, c. 1919.

In 1919, Toronto grocers Theodore Pringle Loblaw and J. Milton Cork opened the first Loblaw Groceterias store modelled on a new and radically dissimilar retail concept, namely "self serve".^[7] The traditional grocery store provided a high level of personal service simply was a labour-intensive functioning. 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 guild and so tallied by hand and added to the client's account. Home commitment, by wagon, was usually included free of charge. Loblaw and Cork, friends from the days when both worked as immature clerks in the Cork family grocery store, believed they could cut costs by introducing self service combined with cash and conduct. While greenbacks stores were not new, the idea of allowing customers to select their own merchandise was a new concept. The pair had heard of the Piggly Wiggly "self serving store" in the United States and travelled to Memphis, Tennessee, to see it in operation start manus.^[8] With customers allowed to scan freely, pick upward their ain goods and then pay cash at a central checkout counter, with no credit or home delivery, operating costs were reduced. The ii came away convinced that a similar manner of performance could work in Canada. But Loblaw had his sceptics:

In the early days when I started the cash and carry business, I was told that it could non be washed, merely 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.^[9]

The first Loblaw Groceterias Co. store opened at 2923 Dundas St. W., Toronto, in June 1919. Months later on, a 2d location, at 528 Higher Street, followed. The 'groceterias' name was apparently derived from cafeteria - a popular self serve restaurant format.^[ten] Forth with the Loblaw proper 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 conspicuously marked:

From the entry, one passes through a turnstile which permits egress but. Just inside are piles of market baskets from which the client helps himself and proceeds in his quest for food at lower prices. Out in front, the shelves are packed with bottled and canned appurtenances, whose names are household words, all plainly tagged with price. Further back, one finds teas, coffee fancy biscuits and cheese, all wrapped ready to comport home .... The customer having selected her purchases, carries her basket to one of the counters near the point of exit. Here her purchases are quickly totaled on an calculation car and she receives her skid. While she pays the bill her groceries are neatly packed in a larger bag.."^[11]

While produce was limited and fresh meats largely excluded from the early on stores, sales proved strong. Within its starting time v months of functioning, the chain's 2nd location had expanded its sales room into that function of the store normally reserved for storage. In spite of the success of the new groceteria format, Cork did not feel that traditional, total-service grocery stores were in danger of going out of business since many customers still valued the extension of credit, private serve and domicile delivery. A yr later, another Toronto grocer, C.B. Shields, joined with Loblaw and Cork.^[12]

Loblaw Groceterias Co. Limited shop, Higher St. and Palmerston Blvd., Toronto, postcard, ca. 1923

In improver to being a proponent of self serve, Loblaw was also a business firm believer in "the fundamentally audio principle of the chain store organisation"^[thirteen] and its ability to deliver ameliorate cost and superior quality to through its buying ability. Iii years after the opening of the first store, there were nine groceterias throughout Toronto.^[14] The visitor had also expanded into the United States with Loblaw Groceterias Inc. outlets in Buffalo, New York.

In 1928, with 69 stores throughout Ontario, the company unveiled its new state-of-the-art head office and warehouse at Armada and Bathurst streets, along today's Lake Shore Blvd, in Toronto. At a toll of $1.25 million, the Loblaw warehouse was likened to a "temple of commerce" and hailed as a model of efficiency.^[15] Ane paper report described information technology as, "the virtually modernistic warehouse edifice of its kind in the dominion."^[16] The warehouse, which served every bit a distribution centre and manufacturing depot, included an interior loading dock that could simultaneously suit eight railway freight cars and 23 large trucks. It featured its ain electric tram railway, four giant ovens for blistering 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 section. A "punched carte" tabulating system, forerunner to today's estimator, would be installed for tracking inventory every bit the get-go of its kind in the Canadian grocery industry.^[17] 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 twelvemonth, the American company expanded beyond New York State with the opening of outlets in Chicago, Illinois.^[15]

Depression and war [edit]

By October 1929, Loblaw Groceterias' rapid expansion had attracted the attention of competitor Rule Stores Express, another Toronto-based food shop concatenation. In a letter to its shareholders, Dominion management put forward a plan to buy a controlling involvement in Loblaw, funded by a preferred share offer.^[18] Weeks later on, though, stock markets around the world collapsed and the proposed conquering never took place.^[8] In spite of the onset of the Great Depression, Loblaw connected to expand, admitting at a slower pace. By 1930, the chain boasted of 97 "spotlessly clean Groceterias" in Ontario.^[xix] Past 1936, that number had grown to 111, but press reports indicated the company had curtailed further expansion in order to increase the scope of its product offerings at the concatenation's existing outlets. Meanwhile, the visitor fabricated 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 effectually by the time of the sale. The company retained its l stores in Buffalo, New York, which were profitable operations.^[20]

In 1933, visitor co-founder Theodore Pringle Loblaw died suddenly of complications from pocket-size surgery. Eulogized as "the Merchant Prince"^[21] by the press, Loblaw was remembered not only for his accomplishments in business simply also his religious conviction and personal philanthropy that benefited local charities such every bit the Kiwanis Boys Clubs of Toronto and the Stevenson Memorial Hospital of his hometown of Alliston, Ontario.^[22] After Loblaw'south expiry, co-founder John Milton Cork (1870-1957) took charge of the company.

During the early on 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 concatenation's 'self serve' format and the need to cutting meats and weigh produce, the new departments proved popular with customers. Past 1936, over half of all Ontario locations had been converted to the new format that expanded sales "without a corresponding increase in store overhead."^[23] The company also began updating the appearance of its stores to the new, mod, streamlined wait. In terms of branding, while the chain oft promoted itself as "Loblaw's" in newspaper ads, information technology wasn't until 1939 that the beginning "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 as well featured - a beginning in Canada. Loblaw besides began introducing other mod civilities such as "electronic eye" automatic doors and mechanical ventilation systems for the comfort of shoppers.^[24]

Post-war expansion [edit]

Shop construction, halted during World War II, resumed in the tardily 1940s as Loblaw undertook a plan of "expansion and modernization."

Parking lots, a new phenomenon for the concatenation, became an of import pattern component of the company's "super markets" in the post-state of war era. In particular, the Loblaw promoted its new "rear entrance and leave 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" ac, introduced by Loblaw in 1949 - the first Canadian grocery chain to do then. ^[25] In spite of such innovations, the concatenation nevertheless hearkened back to its retail roots with references to the "self-serve" nature of its fruit, vegetable and meat departments.^[26]

Garfield Weston [edit]

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.^[27] Weston, president of George Weston Express, whose interests included blistering, grocery wholesaling, and newspaper manufacturing, acquired 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 take his old friend and colleague George C. Metcalf appointed to the lath of directors, besides as named vice president and general manager. By 1953, though, Garfield Weston had secured majority control through parent company George Weston Express^[28] and Metcalf was appointed president of Loblaw Groceterias.^[29] With Weston in command, a programme of rapid expansion, peculiarly through acquisition, followed as the company extended its holdings beyond Ontario into other regions of Canada and into the United States.

Loblaw Companies Limited [edit]

In 1953, Loblaw Groceterias acquired majority control of Loblaw Inc., the former American branch of the visitor with stores in New York Country, Pennsylvania, and Ohio, through a purchase of stock from George Weston Express.^[30] That same year, Loblaw likewise bought the Ability Supermarkets chain of Toronto. More noteworthy, though, was its decision to take a 25 percent pale in Chicago-based National Tea Co., a major supermarket concatenation with some 750 stores in twelve states, iii years later. With an ever-increasing array of retail assets, Loblaw Companies Limited was incorporated in 1956 as property company for Loblaw Groceterias and the recently acquired holdings south of the edge. That aforementioned year, Loblaw likewise announced a major new thrust into Western Canada with 32 supermarkets slated for construction.^[31] 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 Due north America.

Equally big as Loblaw had grown, food retailing remained highly competitive and special promotions and customer loyalty programs were introduced every bit a mode of attracting and retaining consumers. During the 1950s, auto giveaways were a popular highlight of many grand openings of new Loblaws supermarkets. In 1959, the visitor entered the trading postage stamp wars with its ain Lucky Green Stamps. Loblaw president George Metcalf brought shop managers together for an early on morning meeting in Toronto to make the surprise announcement, informing them that the stamps, redeemable for household gifts, had already been delivered to their stores. While at beginning quite popular, the program was finally concluded in 1967 every bit customers increasingly saw trading stamps equally an expensive promotion that translated into higher prices at the checkout counter.^[32]

Stagnation [edit]

During the 1960s, while Loblaw set record sales, corporate profits declined.^[33] An era of ambitious expansion had paid off in terms of revenue growth just evidently at the expense of profitability. As shareholders complained about a lack of data from the visitor, frustrated analysts, unsure as to the corporate construction or holdings, became increasingly reluctant to recommend the stock. Loblaw almanac meetings were improve known for their distribution of cookies, cake and groceries than information on operating performance.^[34] While George Metcalf remained head of Loblaw Companies Express, chairman W. Garfield Weston began making changes to senior executive ranks, including the appointment of Leon Weinstein, former caput and son of the founders of Power Supermarkets, equally president of Loblaw Groceterias Co. Limited from 1968 to 1970.^[35] Weinstein soon indicated his intent to "finish giving abroad baskets of groceries at almanac shareholder meetings and try to raise dividends."^[36] To notice out what Loblaws shoppers thought about the chain, Weinstein introduced a questionnaire on his personal letterhead, "asking customers to bank check-off their complaints," and received 65,000 replies, or three times the number expected.^[37]

In spite of attempts to get a handle on operational issues, Loblaws was still perceived as an "ailing supermarket chain."^[32] Meanwhile, pre-revenue enhancement profits for Loblaw Companies Express declined from $45.six million in 1966 to $18.6 million in 1971, "and and then vanished altogether."^[38] By the late 1960s, the company had begun selling assets. Betwixt 1968 and 1974, Loblaw sold $164 million in holdings to corporate parent George Weston Express in an credible extension of "financial assist." ^[39] Yet Loblaw continued to make acquisitions. In 1969, it bought a controlling interest in Sayvette, a money-losing Toronto-based discount section store chain and went on to spend $8.7 meg to acquire 100 pct buying. But as competition heated upwardly, losses mounted and stores were airtight. The concluding Sayvette shut its doors in belatedly 1977.^[40]

Reinventing Loblaws [edit]

Consumers shopping at Loblaws

Past the early 70s, Loblaw was struggling under the weight of too much debt with millions of dollars of financial obligations coming due over the side by side few years. At the same fourth dimension, its stores were desperately in need of refurbishing and sales were in virtual free fall. Within a year, the company's share of the crucial Ontario marketplace had been cut in half as a result of price wars amid the major chains. South of the border, things looked somewhat meliorate but just on the surface, with many of the visitor'due south supermarkets in large American inner cities in decline. A Canadian imperial commission written report years afterward noted "the company'south failure to spend sufficient funds on the refurbishing of its existing supermarkets and the opening of new ones," in addition to a dividend policy that could not exist justified on the footing of earnings.^[39] Loblaw also found itself constrained by various financial arrangements. In particular, then-called "lease and leaseback" agreements effectively prevented it from closing many of its smaller, money-losing outlets. To make matters worse, senior management was ofttimes 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 have a close look at the concatenation to run across if it could exist saved. In February 1972, Galen Weston was appointed Chief Executive Officer of Loblaw Companies Limited. With financing secured through a family belongings 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 shop chain, nosotros didn't look very good. As a 100 store chain, nosotros looked very good indeed."^[41] In addition to dozens of store closures, warehouse operations were consolidated and new distribution centres built.

Galen Weston side by side brought in Toronto designer Don Watt. Known for his innovative production packaging and utilize of photography, Watt proposed a consummate makeover of Loblaw's corporate image and retail space. Although Watt had little feel 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 information technology doesn't work, it doesn't matter. If information technology works - good." ^[42] On a budget of only $thirty,000, the renovations took place at nighttime and so the shop could stay open up during the day. Forth with a complete redesign inside and out, that included new colours and a new repeating '50' Loblaws logo, Watt made changes to traditional grocery shop layout. He doubled the floor infinite of the produce department and moved it from the back of the store to the front end. He too introduced new design elements such moveable bins and huge photograph enlargements of fresh fruits, vegetables and meats to graphically convey quality and freshness. Woods panelling covered over old walls and cleaved mirrors to requite the interior a fresh, contemporary feel. Within the kickoff few months of the remodelling, sales increased 60 pct.^[42]

Meanwhile, on the promotional side, a new advertising entrada was rolled out which featured Canadian actor William Shatner of Star Expedition fame. Television set viewers were told that, "More than the price is correct...but by gosh, the toll is right." Other changes involved the introduction of basic managerial techniques, such as profit and loss statements at the store level. But as the company slowly regained market share in Ontario, it began bleeding red ink when information technology came to its U.Due south. operations and in particular its National supermarket chain. The company initiated a like 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 every bit management cited "anticipated big extraordinary losses" by year's end. The company also sold its Chicago Segmentation of National supermarkets, purchased past A&P, after continued losses. In Canada, Nabob Foods Limited was as well sold off. Meanwhile, parent George Weston Express injected an boosted $29 million into Loblaw through a purchase of treasury shares.^[43] By the terminate of the decade, through rationalization of both its retail stores and various businesses, Loblaw Companies Express, as well as George Weston Limited, had returned to profitability. One Canadian business magazine described what W. Galen Weston and team had pulled off every bit a archetype turnaround saga:

Afterward 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. ^[38]

By 2019, the company's strategy to increase on-line sales of groceries was well established. (Loblaw stores were offer either delivery or client 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 run into online being more relevant and more important to customers going forrard. That's why nosotros're focused on it", said Greg Ramier president of the market division at Loblaw Cos., in an interview by the Toronto Star. ^[44]

No Proper name and No Frills [edit]

Loblaw also moved to rejuvenate its own private label program past allocating millions of dollars to the evolution of in-shop brands. In addition to redesigned packaging, the visitor imposed strict quality control standards. CEO W. Galen Weston observed at that place was footling point updating packaging only for the consumer to discover that the product inside, that had disappointed in the first identify, was no better than earlier. Then, in 1978, the visitor joined the generics movement with the introduction of 16 "No Name" items, marketed in simple black and xanthous packaging. The new line was heavily promoted with advertised savings of between 10 and xl percent.^[45] At a fourth dimension of loftier aggrandizement and consumer complaints about ever increasing food prices, No Name proved popular, with sales exceeding the visitor's own projections, as noted by Loblaws president Dave Nichol:

Since Loblaws introduced its 16 no-name products, information technology has sold 1 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 2 and a half weeks what we originally estimated would exist our annual requirements.^[46]

When ane competing food industry executive was critical of Nichol, noting the irony of heavily advertizing No Name when generics typically went unadvertised to concur down costs, Nichol pointed out that Loblaw had not increased its promotional budget but but redirected its advertising dollars towards the new line. A year later, the number of No Name products had increased to a hundred different items and represented 5 percent of Loblaws sales.^[47]

Within months of the No Proper noun launch, Loblaw opened a image No Frills store in East York. Also known every bit 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 everyman overall prices in Toronto." Though customers had to pack their own groceries, bring their ain bags or pay 3 cent apiece, and argue with a limited selection of only 500 items, shoppers crowded the store on opening mean solar day.^[48] Customers gave upwards other standard conveniences, such equally total-service meat or dairy departments, since refrigeration units had been removed to cut costs. In spite of the limited choice and minimal service, the get-go No Frills store proved a success and within months the company converted two more Loblaws locations to the new deep discount format.^[49]

President'southward Selection [edit]

While the original No Proper name line-upwards was promoted every bit basic, everyday items at considerable savings, Dave Nichol eventually began experimenting with the product line-up by calculation more upscale items. Products such equally Gourmet Barbecue Sauce, Escargot and imported jams began appearing in the familiar yellowish and black generic packaging. When President's Blend Gourmet Java was launched in time for Christmas 1983, it was before long outselling every other grocery particular on Loblaws shelves. Nichol concluded that consumers wanted to become up-market and the determination was made to develop an unabridged line of upscale products under its own individual characterization brand.^[50]

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 coin, President's Choice was personally endorsed by Nichol as president of Loblaw Supermarkets.

The introduction of the premium line likewise coincided with the advent of an advert flyer entitled "Dave Nichol'southward Insider'due south Report." Based on a California supermarket flyer called "Trader Joe's Insider's Study,"^[51] and referred to as "a mix of Mad magazine and Consumer Reports, zaniness and food tips, wrapped up in a comic book format,"^[52] the insert proved pop with Ontario households. The flyer also became an important advertising vehicle for President's Choice, which it came to exclusively promote. One of Nichol'southward early product evolution successes was President's Choice The Decadent Chocolate Fleck 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 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'southward best selling cookie."^[52]

Superstore [edit]

The 1980s also saw farther innovation with regards to store formats. In Western Canada, Westfair Foods, a Loblaw subsidiary, unveiled its first superstore in Saskatoon, Saskatchewan, in 1979. Opened nether the SuperValu banner, it was subsequently renamed the Real Canadian Superstore. Modelled after the European hypermarket, the "combination store" included a large pick of general merchandise, along with a total 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 direction could build stores on its own terms, rather than be dependent on shopping mall construction. Sudbury, Ontario saw the first Superstore format in 1981 coinciding with the opening of the Sudbury Supermall.

In 1985, with 9 Real Canadian Superstores across Western Canada, Loblaw tried to duplicate their success in Eastern Canada with the opening of its start combination store at Pickering, Ontario. Somewhen, 13 superstores, iv times the size of a conventional supermarket with about a third of the infinite devoted to general merchandise, were opened in Ontario and the Maritimes. Sales, however, lagged. Past 1988, with corporate profits almost cut in half, the visitor downsized eight of the operations, in some cases changing store banners and leasing out the redundant space to other retailers.^[53] "Had Loblaw Companies not owned the existent estate, the conversion and sub-leasing penalties might have proven prohibitive."^[54]

Expansion [edit]

By the mid-1980s, Loblaw Companies Express had go Canada's largest supermarket retailer. Much of that success could exist attributed to the effectiveness of the company'southward "control label" or individual label program. In the example of President'southward Choice, a cardinal direction strategy had been to create a line of unique products at competitive prices, available nowhere else but Loblaw stores.

The visitor as well began extending the brand's market place across Canada, making international inroads and in detail into the highly competitive American market. By the early 1990s, not only were PC products increasingly available at select U.S. regional supermarket bondage, Loblaw was supplying retail behemothic Wal-Mart, marketing President's Pick products under the brand Sam's American Selection, later shortened to Sam's Selection, named after company founder Sam Walton. All indications were that Loblaw's control label program was starting to pay off southward of the edge:

President's Pick, the upscale private label at Loblaw'due south supermarkets, has been a resounding success in the United States - and has fired a rebellion of consumers and retailers against highly advertised, and therefore pricey, national brands. Its products have plant their way into more than than i,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'due south Choice, reports that Wal-Mart's volume on Sam'south American Choice and Great Value lines, likewise developed by Loblaw's, was up 300 percent last yr.^[55]

Meantime, though, Wal-Mart had announced what media reports likened to an "invasion of Canada," namely the acquisition of 120 Woolco stores across the state.^[55] Though Wal-mart was barred from selling the private-label line developed by Loblaw in Canada, the two retailers eventually parted visitor every bit they increasingly became competitors in the Canadian marketplace.

In November 1993, it was announced that Dave Nichol, who for the past decade had been so closely associated with President's Selection in terms of promotion and production development, was leaving his senior executive post to become a individual characterization consultant. Initially, both he and Loblaw expressed the desire to continue working together, with Nichol remaining on in the part of PC spokesman. Just equally Nichol moved forwards 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, the relationship deteriorated. Nichol hosted a couple more issues of Dave Nichol's Insider's Report but and so vanished from the comprehend. The November 1994 edition dropped his name to become simply The Insider's Study.^[56] While media coverage of the Nichol/Loblaw split had been extensive, it seemingly had niggling or no negative touch on make disinterestedness. News reports later indicated that Loblaw, post-Nichol,was experiencing stronger-than-ever corporate earnings.^[56]

As Loblaw expanded operations in Canada under an assortment of regional and market segment store banners, by the mid 1990s information technology 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'due south objective to movement strategically, which included exiting markets if capital could exist better deployed elsewhere. He further stated the company's intent to enter the Quebec market.^[57] In 1998, it did so with the purchase of Provigo, the Quebec-based supermarket chain with close to 250 outlets.^[58] 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 viii other markets. The Provigo acquisition meant that Loblaw had become the leading food retailer in Quebec, with Metro a shut second. That same twelvemonth, Loblaw also fabricated 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 plough a profit, Loblaw kept calculation more stores and more foursquare footage through acquisition and new construction:

Loblaw president Richard Currie laughs at the notion that Canada has as well many grocery stores. At that place's a lot of floor space, he allows, but never enough in the large, modern, well-equipped, one-end shopping supermarkets that some Canadians like. Loblaw keeps expanding its armada of 900 stores, calculation almost x percent to its floor space and sales each year, while increasing its profit margin.^[59]

1998 also saw Loblaw get the starting time Canadian nutrient retailer to extend its product mix into the realm of banking with the launch of President'south Choice Financial. Promoted as a very basic no-hassle, no-fee form of personal banking, conveniently located where you practice your grocery shopping, PC Financial kiosks and automatic tellers began springing-up in supermarkets across the state. While Loblaw provided the branding, the service-end was made possible through a partnership with the Canadian Regal Bank of Commerce.^[60] Loblaw too promised a new loyalty programme that would allow customers to redeem 'points' for free groceries - which later became "PC Points."^[61] Within a year, Loblaw would have more than a hundred President'south Choice Fiscal kiosks and bank machines.

Management shakeup [edit]

After almost 25 years at the helm of Loblaw Companies Express, Richard J. Currie retired every bit company president in November 2000. John Lederer, a veteran Loblaw executive, took over the top job.^[62] 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 visitor updated facilities and it. And, once again, Loblaw made an effort to offer more general merchandise in its stores in the promise of condign more of a 'one-terminate' shopping destination for consumers – all moves presumably designed to gainsay the threat posed by a "looming Wal-Mart incursion"^[63] 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, primal staff, such as company buyers, had quit rather than relocate to the new corporate headquarters. Loblaw began losing money, quarter later on quarter, and past the cease of financial 2005 the company had recorded its get-go year-end loss in almost twenty years.^[63]

In September 2006, John Lederer resigned equally president of Loblaw Companies Limited and W. Galen Weston stepped down as chairman of the board. Weston'due south son, Galen Thou. Weston, was appointed executive chairman, while one-time Canadian Tire retail caput Mark Foote became president and Allan Leighton, a prominent Britain executive and longtime advisor to the senior Weston, took on the job of deputy chairman. Dalton Philips was after named Loblaw'due south main operating officer. Reaction to the management shakeup was mixed, with Richard Currie critical of the motility, saying it was unnecessary, while Dave Nichol expressed his personal frustration that it took five quarters of failing earnings before action was finally taken.^[63]

With the new management squad in identify, Loblaw completed a 100-solar day consultation in which senior executives met with store managers and employees to hear their concerns and complaints. Weston subsequently introduced a "simplify, introduce and grow" strategy designed to "fix the basics" by refocusing the company's attending on food retailing. He also publicly declared that it would take at least three years to turn operations effectually equally the company continued to piece of work out kinks in its supply concatenation 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 the visitor and in particular, its in-store private label products.^[64] With the 2008 financial crisis and recession, Loblaw began to heavily promote not just President's Choice just also its generic No Proper noun products as an economical alternative to college-priced national brands. In a television commercial reminiscent of Nichol from the 1980s, Weston presented two shopping carts, 1 filled with No Name items and the other with comparable national brands to show how consumers might save on their grocery bills.^[65]

Joe Fresh [edit]

Within a Joe Fresh shop.

Merely while the company continued to struggle with supply chain issues and its partial retreat from general merchandise, one initiative in item, in the non-food category, was showing considerable promise. In 2006, Loblaw and Canadian fashion designer Joe Mimran teamed upwards to launch Joe Fresh.

Promoted as chic merely highly affordable habiliment, the new line sold in supermarket and superstore aisles. Joe Fresh sales soon exceeded the company's ain projections and Loblaw began expanding into children's clothing, shoes, lingerie, beauty and bathroom products. In 2010, the kickoff standalone store opened in Vancouver and Loblaw announced plans for 20 outlets across Canada. More recently, Loblaw unveiled a number of Joe Fresh permanent and pop-up stores in New York City and surrounding region in what one Loblaw executive described as "very much a pilot project."^[66] But Mimran, the old co-founder of Social club Monaco, spoke less cautiously, envisioning 800 Joe Fresh stores across the United states of america within five years, with Asia and Europe the side by side logical international markets to take the brand.^[67]

Surroundings [edit]

Under Weston, Loblaw refocused its efforts in the expanse of corporate social responsibility, and in particularly on the environs, in issuing annual CSR reports.^[68] A line of more environmentally friendly Dark-green products was launched (although many environmentalists and concerned consumers would consider them to exist examples of greenwashing). Weston appeared in TV commercials to promote "Canada's greenest shopping bag," a reusable grocery bag made of 85 percent post-consumer recycled plastic, designed to reduce the number of disposable numberless that concluded up in landfill sites past a billion a year. Loblaw also unveiled one energy efficient, low emissions environmental flagship store in Scarborough, Ontario, and became the start Canadian supermarket chain to install a air current turbine to supply renewable electricity to one of its stores.

In November 2008, Greenpeace declared that Loblaw was selling xiv out of 15 fish species on that organization's "redlist" of those considered to be the virtually destructively farmed, and staged protests at some Toronto-expanse locations.^[69] The company denied the allegations,^[lxx] while the accuracy of the redlist itself has been challenged by U.South. government regulators and by the fish industry.^[71] Loblaw has since committed to sourcing all of its seafood from sustainable sources by 2013, and now features several Marine Stewardship Quango-certified products under its President's Option product line.^[72] Greenpeace's ratings of Loblaw's seafood initiatives have improved over the years and are now above all other national retailers (and second-highest of all retailers ranked), but were even so classified as a failing grade in its 2010 report, based on an absence of labelling indicating where or how seafood is fished or farmed, and connected sale of some redlist species.^[73]

T & T and Blackness Label [edit]

T & T Warden Store in Markham

In July 2009, Loblaw extended its presence in the indigenous retail market with its appear buy of T & T Supermarket Inc., Canada's largest chain of Asian food stores, for some $225 million - $191 million in cash and the rest in preferred shares. Founded in 1993, the 17 store chain, with outlets in British Columbia, Alberta and Ontario, recorded more than than half a billion dollars in annual sales. T&T CEO Cindy Lee noted that some of the supermarket'south customers already referred to it as the Asian Loblaws.^[74]

Loblaw rented a Toronto avant garde fine art gallery as properties to the launch of its new "Black Label" line of gourmet food products. The luxury grocery items, marketed nether the President's Choice brand, were showcased via a glory chef by-invitation-but dinner party.^[75] Promoted as "affordable indulgences," the products range in price from $1.99 to $24.99. "From the smoky bacon marmalade, to the crumbly eight year old cheddar, to the cherry shiraz fruit jelly," the eclectic line-up is designed to compete with specialty stores. Though dubbed "PC Black Characterization," the brand proper noun doesn't actually appear on any of the items, with its largely black and white packaging and photography the primary clue to the product line's identity:

"Information technology goes dorsum to our first successful controlled brand production in a xanthous and blackness package with No Proper name on information technology. It wasn't until six years later that we really put "No Name" on the packaging," Ian Gordon, vice president at Loblaw Brands Limited, explained.

Loblaw has published its own book of recipes. "The Gluttonous'due south Companion" lists an eclectic assortment of dishes prepared using Blackness Label products including Cheddar Bacon Marmalade Toast and Porcini Glazed Mushrooms with Pancetta.^[76]

Maple Leaf Gardens [edit]

Loblaws at Maple Leaf Gardens

In 2004, Loblaw Companies purchased Maple Leaf Gardens, a former hockey arena in Toronto. In 2009, the visitor announced a $threescore million projection, in which it would partner with Ryerson Academy to construct a flagship Loblaws store at its basis level, likewise equally a multi-purpose athletics complex (the Mattamy Able-bodied Centre) for Ryerson in its upper levels, featuring volleyball and basketball courts, and a full-sized hockey rink. These plans had been delayed due to financial concerns, criticism over the buy by residents, and weather imposed by MLSE forbidding the purchaser from unduly using the building equally a competing sports venue.^[77]

The location, Loblaws at Maple Leaf Gardens, opened on Nov 30, 2011; the 85,000 foursquare-human foot shop features many historical and architectural features of the old Gardens, including the spot where centre ice one time stood. Information technology as well features artwork honouring notable events and concerts held at the arena, including murals and a blue maple leaf sculpture (in honour of the Toronto Maple Leafs) constructed from its seating. The store as well includes an LCBO location, and a Joe Fresh store.^{[78] [79] [80]} Loblaw executive chairman Galen Weston explained that the shop was designed to "[reimagine] the urban supermarket".^[81]

Choice Properties [edit]

In December 2012, Loblaw announced that information technology would spin-off most of its real estate properties into a new publicly listed real estate investment trust.^[82] The move would let Loblaw to monetize the value of its real manor holdings, invest in its grocery business organization, and take advantage of the tax advantages of the REIT structure. Loblaw shares increased 24% on the news.^[82] On July 5, 2013, the new REIT, Choice Backdrop REIT, held a $400 million IPO.^[83]

Loblaw retained majority ownership in the new company. In Feb 2018, Selection announced that it would learn Canadian Real Estate Investment Trust (CREIT), a diversified commercial REIT, for $3.ix-billion.^[84]

Shoppers Drug Mart and Pharmaprix [edit]

On July 15, 2013, Loblaw appear that information technology would acquire Canada'due south largest chemist's shop chain, Shoppers Drug Mart (branded "Pharmaprix" in the Province of Quebec), for CA$12.iv billion in a greenbacks and stock bargain. Galen K. Weston indicated the possibility for shop brands from the two chains to announced in each other's stores following the merger, and that the merger would give Loblaw greater buying power for health and health products. The merger received blessing by both shareholders and the Competition Bureau, assuasive Loblaw to close the deal on March 28, 2014. Shoppers Drug Mart and its administration will continue to work as a separate operating division of Loblaw Companies Express.^[85]

Following the purchase, the Shoppers Drug Mart loyalty plan Optimum was merged with Loblaw's PC Plus plan to class PC Optimum.^[86]

[edit]

Loblaw operates under many banners throughout Canada, so as to appeal to different niches but also to present the illusion of greater competition. While most of these banners are not probable to exist abased in the nigh future, during much of the 2000s, the visitor focused on developing the large-format Real Canadian Superstore imprint, which is gradually replacing some Loblaws and Zehrs locations in Ontario, equally a national rival to Walmart Canada.

Additionally, as role of a 2006 agreement with unionized employees in Ontario, Loblaw announced that it would innovate a new nutrient-centred supermarket format (originally called the "Bang-up Canadian Food Shop") for locations not converted to the Superstore format. This format has since opened under the proper name "Loblaw Great Food". In total, 44 existing Ontario stores were planned to exist converted to either the Superstore or Great Food format between 2006 and 2010, in add-on to new construction and existing Superstores.^{[ citation needed ]}

The banners are listed below based primarily on their 2006 format classifications within Loblaw,^[87] though some private locations may not match the specified format.

Superstore [edit]

• Atlantic Superstore (The Maritimes)
• Dominion Stores (Newfoundland)
• Real Canadian Superstore (Ontario, Western Canada, and Yukon)
• Maxi (Quebec)

"Great Nutrient" [edit]

• Loblaws / Loblaw Great Food / Loblaws CityMarket (Alberta, British Columbia and Southern Ontario)
• Provigo / Provigo Le Marché (Quebec; some franchised)
• T & T Supermarket (British Columbia (Greater Vancouver), Alberta (Calgary, Edmonton) and Ontario (Greater Toronto Surface area, Ottawa)
• Zehrs / Zehrs Peachy Food (Southwestern Ontario, South Cardinal Ontario, Central Ontario)

Primarily franchised [edit]

• SaveEasy (Atlantic Canada)
• Fortinos (Hamilton, Toronto and suburban Golden Horseshoe)
• SuperValu (Western Canada)
• Store Like shooting fish in a barrel Foods (Western Canada)
• Lucky Dollar Foods (Western Canada)
• Red & White Food Stores (Atlantic Canada)
• Valu-mart (Ontario)
• Freshmart (Ontario, Quebec, Nova Scotia)
• Your Contained Grocer (Atlantic Canada, Alberta, British Columbia, Northwest Territories, Ontario, Ottawa area, Saskatchewan, and Yukon)

Difficult discount [edit]

• Extra Foods (Western Canada and Ontario; some franchised)
• Maxi / Maxi & Cie (Quebec)
• No Frills (National except Quebec and the Territories; franchised)

Wholesale / Greenbacks and deport [edit]

• Atlantic Cash & Carry (Atlantic Canada)
• Entrepôts Presto (Quebec)
• Society Entrepôt (Quebec - formerly Club Entrepôt Provigo)
• NG Cash & Comport (Ontario) - took on the sometime National Grocers Co. Ltd banner
• Wholesale Club (Ontario, Western Canada and Nova Scotia)

Liquor [edit]

• Real Canadian Liquorstore (Alberta, Saskatchewan)

[edit]

• Atlantic SuperValu (Atlantic Canada) - operated by Loblaw's Atlantic Wholesalers in the 1990s and became Atlantic Superstore
• Busy-B (Ontario)
• Econo-Mart (Western Canada)
• Gordon's (Ontario)
• OK Economy (Western Canada, Ontario)
• Mr Grocer (Ontario) - rebranded Dominion stores and sold by A&P Canada to National Grocers; name later phased out
• Ability (Ontario) - began as one store in Toronto in 1904 by Samuel and Sarah Weinstein and sold to Loblaws in 1953 and re-branded in 1972;^[35]
• Super Centre (Southern and Southwestern Ontario) - stores converted to other Loblaw's brands and some sold off
• IGA (supermarkets) (Atlantic Canada) rebranded every bit other Loblaws banners

In-store brands [edit]

Loblaw has a number of common products and services at many of its stores regardless of banner. These include:

• President's Selection, no name and T&T private label products
• DRUGStore Chemist's shop and Loblaw Pharmacy.
• "Upstairs at (store name)", a community room / cooking school. The cooking school offers kids, adults and teen cooking classes. As well, community room space is available for rent, and completely organized cooking altogether parties are available for children ages 5–16.
• Joe Fresh, a clothing, accessories and cosmetics brand.
• President'south Choice Fiscal, an issuer of Mastercard credit cards.
• PC Optimum, a rewards plan designed to give points on online offers, through the PC Optimum app, and in-store offers.
• PC Express, an online click and collect programme available at certain Loblaw banner stores.
• J± (jotter, batteries)
• Jogi (sports accessories)
• Jet Set Get (travel accessories)
• Exact (over-the-counter chemist's shop items)
• life (over-the-counter medicinal accessories)
• Teddy's Selection (children's items)
• Theodore & Pringle (optometrists)

Petroleum [edit]

Loblaw formerly operated gas stations co-located with 213 of its stores, under brands such equally Gas Bar, At The Pumps, À pleins gaz, and Refuel. In 2017, Loblaw announced that information technology had sold these operations to Brookfield Business organization Partners for $540 million. The stations were subsequently rebranded equally Mobil.^{[88] [89]}

Corporate governance [edit]

The electric current members of the Board of Directors of Loblaw Companies Limited are: Galen G. Weston (Executive Chairman), Stephen E. Bachand, Paul M. Beeston, Gordon A. M. Currie, Anthony Southward. Fell, Christiane Germain, Anthony R. Graham, John S. Lacey, Nancy H. O. Lockhart, Thomas C. O'Neil, and John D. Wetmore.^[xc]

Controversies [edit]

In Apr 2019 it was reported that Prime Minister Justin Trudeau gave Loblaws a federal grant of $12 million Canadian dollars for new refrigeration units in their stores in order to concord to spending $36 million on upgrading their refrigerators to a more environmentally friendly model.^[91] Both Trudeau and the Canadian Surroundings Government minister Catherine McKenna in April 2019 were criticized for assuasive $12 million taxpayer dollars to become to the second richest family in Canada for new refrigerator installations.^[92] Joanne Dobson, and Meredith Logan, ii of Loblaws top lobbyists, donated thousands of dollars to the Liberal Political party of Canada, and hosted fundraising events for the Liberals and Trudeau family unit.^[93]

In Jan 2018, Loblaws was implicated in price-fixing the cost of bread in Canada, taking function from 2001 until 2015.^[94] The company admitted its involvement in the scheme.^[92] In response to the price-fixing, in January 2018, all consumers were offered the chance to receive a $25 gift carte du jour for bread. Previously, the company had estimated between 3 and 5 meg Canadians would sign upward.^[95] There was some criticism for the Loblaws policy of requiring an ID for the gift cards,^[96] which was investigated by the privacy commissioner of Canada^[97] and resulted in protests.^[98]

Also in 2018, Loblaws was ordered to pay back taxes of $368 million in relation to a banking subsidiary in the Caribbean.^[92] Information technology involved a Loblaws Inc. subsidiary in Barbados that had been renamed Glenhuron Banking concern.^[99] Loblaws had net earnings of around $800 1000000 in 2018,^[92] and profits of $3 billion.^[100]

In August 2019, the Canadian Supreme Court decided that Loblaws could not be held responsible for the Rana Plaza cloth factory disaster which killed 1,130 people and seriously injured ii,520 others in Dhaka, Bangladesh. At the time, the garment factory was under arm's length contract to manufacture items for Loblaws' Joe Fresh brand.^[101]

In January 2020, it was reported that 800 employees were beingness laid off in Quebec and Ontario in 2021 when Loblaws switched to automatic distribution at 2 of its major facilities.^[102] In May 2020, the franchise stated it would re-open service counters in the near future, after beingness closed for the COVID-19 pandemic.^[103] The company hiked employee pay in March 2020 for the coronavirus pandemic,^[104] upping wages by $2 per hour.^{[105] [106]} The spousal relationship Unifor criticized Loblaws for removing the pandemic pay bump in June 2020.^[107] Despite revenue growth, in July 2020, Loblaws reported that profits were downwardly due to expenditures related to the pandemic.^[108] Starting September 1, 2020, information technology was announced that Loblaws and its associated company Shoppers Drug Mart were offering asymptomatic testing COVID-nineteen at all their pharmacies.^[109]

Encounter also [edit]

• Supermarkets in Canada

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External links [edit]

Wikimedia Commons has media related to Loblaw.

• Official website
• Robertstinnett.com – History of National Supermarkets

Source: https://en.wikipedia.org/wiki/Loblaw_Companies

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