The Increasingly Bleak Outlook for Canadian Grocery Stores

Craig Patterson
Craig Patterson
Now located in Toronto, Craig is a retail analyst and consultant at the Retail Council of Canada. He's also the Director of Applied Research at the University of Alberta School of Retailing in Edmonton. He has studied the Canadian retail landscape for the past 25 years and he holds Bachelor of Commerce and Bachelor of Laws Degrees. He is also President & CEO of Vancouver-based Retail Insider Media Ltd.

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Empty grocery stores could be a sign of the future as grocery stores struggle to make profits and consumer preferences for more choice and services, including online shopping, evolve. Photo: Clark Young/UnsplashEmpty grocery stores could be a sign of the future as grocery stores struggle to make profits and consumer preferences for more choice and services, including online shopping, evolve. Photo: Clark Young/Unsplash

Empty grocery stores could be a sign of the future as grocery stores struggle to make profits and consumer preferences for more choice and services, including online shopping, evolve. Photo: Clark Young/Unsplash

By Sylvain Charlebois, Professor in Food Distribution and Policy, Dalhousie University

Retail food prices are not moving much these days. They are barely higher than last year, with a modest increase of 0.5 per cent.

In fact, according to Statistics Canada, prices dropped over all by 0.7 per cent over the winter months. South of the border, U.S. grocers are dealing with the same issue. Since our economy has some momentum, you would expect food retail prices to inch higher. But they are not moving, and for several reasons.

Grocers will always pick the right time to raise prices. Unemployment is near historic lows, consumer confidence is relatively high and inflation is inching upward — normally, these are perfect market conditions. Not so at the moment.

Photo:  OwnCloudPhoto:  OwnCloud

Photo: OwnCloud

For one thing, both Walmart and Amazon are at war trying to attract customer loyalty through online strategies. Walmart’s online food sales were disappointing in the last quarter, but sales are growing nonetheless.

And generic brands are becoming increasingly popular as consumers trade down. Brands are becoming less important to a growing number of consumers, so trading down has become less embarrassing and more of a statement consumers want to make while shopping.

Loyalty — the most powerful tool a grocer needs to increase sales — is almost non-existent nowadays. The power has now firmly shifted into the hands of consumers, and grocers know it. With interesting tweaks to their strategy, profits are still there, but market shares are not.

Photo:  CPS CardsPhoto:  CPS Cards

Photo: CPS Cards

Cutting costs

For the past few years, grocers have been cutting costs and passing the savings onto consumers, all the while hoping that the perfect inflationary environment would return so that they could raise prices again. The return of food inflation was exactly what the grocery industry was hoping for, but so far, results have been disappointing.

What they did not expect was to lose the ability to increase retail prices. With higher general inflation, costs are increasing and grocers are now getting hit in more ways than one.

Grocers can try to justify their poor financial performance, citing higher minimum wages and how much pressure they are under, but top-line growth revenues are painfully idle for most of them. All grocers are moving aggressively on their online strategy, and all are also looking at home delivery, as soon as possible.

In many markets — Toronto, Guelph, Ont., Halifax, Vancouver, among others — the number of stores is increasing. There are almost 39,000 food and beverage stores in Canada, which is up more than five per cent from about two years ago.

It seems some grocers are remaining in this funk of building new stores just for the sake of it. Bricks-and-mortar stores may remain a sign of business success from the perspective of some executives, but this just isn’t true anymore.

Pressures are also coming from the online market, as more small- and medium-sized companies are chipping away at market shares in some specific food categories. It’s not just Amazon, but a portfolio of intriguing small companies using virtual platforms to brand and commercialize high-value products that cannot be found elsewhere, like Bonduelle or Naak.

Innovation could lead to growth

Innovation is always seen as a logical path to growth in the grocery business, but how we define innovation in food is also changing.

Many innovative products are becoming known in Canada, like the cricket-protein bars sold by Naak, but most are not sold by major grocers. They are sold online or through independent shops.

This is another major problem that grocers in this country will need to fix and quickly. If grocers’ capacity to increase revenues is hampered by more competition, the consequences of these pressures will be shared with food processors and others in the supply chain. To make matters worse, relationships within the food value chain have not been great in recent years.

Despite the food retailing woes we are seeing in North America, food services is a different story entirely.

Prices have gone up by more than four per cent since the beginning of the year, and the sector is not showing signs of slowing down.

The convergence between retailing and service will be a definite attraction for a food-retailing sector desperate for growth.

*This article was originally published on The Conversation. Read the original article

The Conversation


Dr. Sylvain Charlebois is Dean of the Faculty of Management at Dalhousie University in Halifax. Also at Dalhousie, he is Professor in food distribution and policy in the Faculty of Agriculture. His current research interest lies in the broad area of food distribution, security and safety, and has published four books and many peer-reviewed journal articles in several publications. His research has been featured in a number of newspapers, including The Economist, the New York Times, the Boston Globe, the Wall Street Journal, Foreign Affairs, the Globe & Mail, the National Post and the Toronto Star. Follow him on twitter @scharleb.

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  1. From an outside perspective, The grocery industry is ripe for massive disruption. Why are grocery stores so often located in clusters together? Grocery stores should be spread out, and focus on serving the needs of a specific geography rather than such a heavy competition with each other. Also, the store layouts need a massive rethink – I don’t expect my local grocery store to have the decor of a Cactus Club – I do expect reasonable basis and good value from a grocery store that’s located close to me… so, that’s why I’m quickly finding ways to order my grocery and household essentials from Amazon. I won’t spend money with Walmart because they do a horrible job of maintaining their stores.


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