This organization is a long-standing, community-driven specialty retailer focused on showcasing and supporting Canadian handmade craft, art, and design. Operating as a co-operative model, the business represents and sells work from a large network of independent artisans and makers, creating a highly curated retail environment centered around craftsmanship, creativity, and local production.
From $156M in retail sales in 2018 through $1.2B in sales in 2019 to $2.6B in sales in 2020, the rate of growth has been astonishing. To service that demand, thousands of people have been hired, hundreds of stores have been built, dozens of brands established, and chains created that span the country. Even during the pandemic, cannabis retail sales grew 118%, and predictions are for significant growth still to come.
Our social isolation looks like it will ease as vaccines are delivered, and projected to become readily available in the coming months. Health regulations, while still tight, are loosening or at least remaining stable in many areas. Business has, to a great degree, adapted to remote work. But the impact on mental health remains to be dealt with, and the importance of previously existing, major societal issues such as diversity, equity and inclusion has been magnified over the past year.
In the past 12 months, retailers have had to adapt their sales processes and practices in ways they hadn’t tried before. Many of these new methods represent opportunities for the future.
We didn’t anticipate that almost a year later, like many organizations, we would not have returned and would still remain working remotely. We didn’t anticipate that the drop in our open orders would be so immediate, and last for such an extended period of time.
Community. Connection. Familiarity. These unite us and make us feel part of something greater than ourselves. A strong sense of community creates a feeling of belonging for everyone, including retail staff and customers.
Before the COVID-19 pandemic, the Chief Marketing Officer (CMO) role was already in a state of flux, with multiple high profile brands moving away from that specific title. There was a belief the focus needed to move from developing and executing marketing strategies, to growing the business and activating customers by tapping into their mindset.
Anyone who knows me well knows that I have a strong aversion to public speaking. As a recruiter, I'm naturally more comfortable asking the questions. When I was asked by my friends David Ian Gray and Gary Newbury and the team at The Business of Retail (TBOR) to join them and for their podcast, I hesitantly agreed. I admire George Minakakis's and this knowledgeable team's candid insights and perspectives on retail, especially during these times. Thanks for the opportunity to share JRoss's perspective on the changing Canadian retail employment landscape.
Retailers increasingly rely on diverse, multidisciplinary teams. These combine the collective capabilities of people with different gender identities, different ethnicities, cultures, ages and generations, and more.
Retail organizations are busy navigating changing day-to-day operations while trying to also forecast an uncertain future. In a world where change and uncertainty are the norms, having the leadership talent required to successfully adapt and change direction is crucial.