HGO Fall 2024 by MediaEdge

HOME GOODS MERCHANDISER

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14 A FAMILY AFFAIR

Wilson Furniture has been a fixture in historic downtown Oshawa, Ont., for decades, making it the city’s oldest retailer. 2024 marks 90 years at the same location for the third-generation, family-run business.

6 NOT LIKE OTHER GENERATIONS

A small cohort of young adults known as zillennials are challenging marketing and consumer norms. How can brands in the home goods sector effectively engage this widely unrecognized microgeneration?

WHAT’S HOT IN THE KITCHEN

In the world of appliances, new designs and exciting features are continually being released. From luxe minimalism to Wi-Fi capability and app integration, the most recent offerings are all about simplifying life in the home.

OUT WITH THE OLD

In an effort to stay ahead of the ever-changing mattress market, the latest research from the Better Sleep Council offers insights into why and when consumers purchase a new mattress, including which demographics wait the longest. 34

FORGET THE FOUR PS

There’s a growing demand for more personalized, unique and relevant consumer experiences. Here’s how shifting from the four Ps to the four Es of marketing can help retailers foster enduring brand-customer relationships.

FALLING INTO FALL

Autumn is without a doubt my most cherished season. Gone are the days of my blanket-less bed, as it was often too hot to sleep with anything more than a sheet in summer. It’s now donned with a cozy down comforter to cocoon in at night after spending a chilly day in nature. The kitchen is filled with the aromas of my favourite fall foods — slow cooker stews, hearty root vegetable soups and oven-baked pies. And I finally have an excuse to change up my home decor. This involves swapping out floral pillows with bold-striped ones in rich, deep hues; re-accessorizing my coffee table with a salt-glazed pottery vase filled wheat sheaves, a bowl of small-size gourds and vintage books with brown-toned covers; piecing together a pretty yet practical vignette in my entryway by adding a plaid throw to my wooden bench and a big wicker basket to fill with outdoor essentials; and hanging a foliage wreath on my front door to create a warm welcome.

Retailers also make seasonal changes to their showrooms at this time of year — or at least they should, says brick-and-mortar expert Bob Phibbs. Creating themed displays is a great way to capture consumer interest and encourage purchases. This is among several visual merchandising tips in Hidden Forces, written by the Retail Doctor to help guide shoppers through your store.

As with previous issues, this latest edition is full of insightful articles to help retailers of big-ticket home goods better their business. Topics covered in the ensuing pages include how to effectively target the newest microgeneration, zillennials; when and why people enter the mattress replacement cycle; the power of social media influencer partnerships to attract customers; and the future of physical stores.

Looking at trends, something retailers, manufacturers and distributors need to stay on top of, What’s Hot in the Kitchen explores new home appliance roll-outs as well as specific styles and functions consumers are craving. Then, in Designed to Sell, four furniture companies share the pieces flying off their showroom floors, providing a snapshot of what’s in demand.

Our Canadian company profile is Wilson Furniture, which has essentially called the corner of Centre and Bond streets in Oshawa, Ont., home for the past 90 years. The third-generation, family-run business is the city’s oldest retailer, held in high esteem by customers, both new and old, especially those who have been shopping there for upwards of 40 years.

As I now turn my attention to the final issue of 2024, please don’t hesitate to reach out if there’s a specific subject you’d like to see covered, you’re interested in penning a piece or you want to participate in our expert Q+A, otherwise known as Observations.

Clare Tattersall

PUBLISHER

Kris McFadden krism@mediaedge.ca

PRESIDENT Kevin Brown kevinb@mediaedge.ca

GRAPHIC DESIGNER

Thuy Huynh-Guinane roxyh@mediaedge.ca

PRODUCTION

COORDINATOR

Ines Louis Inesl@mediaedge.ca

PROGRAMMATIC ACCOUNT MANAGER

Rhea Sood rheas@mediaedge.ca

EDITOR Clare Tattersall claret@mediaedge.ca

ART DIRECTOR Annette Carlucci annettec@mediaedge.ca

CIRCULATION Adrian Holland circulation@mediaedge.ca

DIGITAL MARKETING DIRECTOR Abhinav Dadarkar abhinavd@mediaedge.ca

SOCIAL MEDIA DIRECTOR Steve Chester stevec@mediaedge.ca

Home Goods Merchandiser is published four times annually — Spring, Summer, Fall and Winter — for Canada’s bigticket home goods industries. Subscriptions are free to qualified participants in Canada’s big-ticket home goods industries. Subscribe at www.homegoodsonline.ca. Readers from outside Canada may purchase subscriptions for $40 Cdn. For subscription inquiries, e-mail circulation@mediaedge.ca. Return undeliverable Canadian addresses to: Home Goods Merchandiser 2001 Sheppard Avenue East, Suite 500, Toronto, Ontario M2J 4Z8 MediaEdge Communications and Home Goods Merchandiser disclaim any warranty as to the accuracy, completeness or currency of the contents of this publication and disclaims all liability in respect to the results of any action taken or not taken in reliance upon information in this publication. The opinions of the columnists and writers are their own and are in no way influenced by or representative of the opinions of Home Goods Merchandiser or MediaEdge Communications.

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NOT LIKE OTHER GENERATIONS

Zillennials struggle to get ahead and it’s impacting retail habits

BY NIKOLAS LOPEZ

YOUNG CANADIAN ADULTS, OFTEN grouped as zillennials (Gen Z and millennials), face significant challenges in achieving the same life milestones as their parents. Homeownership, a comfortable lifestyle and financial stability all seem out of reach. For brands, bridging the gap between zillennials’ aspirations and the unique challenges they face is the key to unlocking a relationship with this consumer cohort — it is essential for any brand looking to resonate in today’s market.

Recent research, from a poll of approximately 3,000 zillennials, shows this generation

is more likely to be concerned about their financial future compared to previous ones. In fact, almost three-quarters agree those before them had better chances at financial success. Additionally, more than 60 per cent of zillennials report the current economic climate has made them more conscious of saving and preparing for the future. As a result, they are more cautious in their spending and look for long-term value in the products they purchase.

The tough high inflationary environment that zillennials are facing is especially evident in the housing market where nearly three-quarters (73

per cent) of young renters say they rent because they can’t afford to buy a home. Almost twothirds (64 per cent) don’t believe they’ll be able to buy one anytime soon. This has a direct impact on how much they’re willing or able to spend on extras, including home goods. Simply put, when rent eats up so much of income, there’s not much left for other purchases.

Higher housing costs are also creating a shift in the long-term financial planning of these Canadians. Even though young adults are feeling the financial strains, they are still ‘young’ and want to enjoy what life affords at

this stage by going out with friends. Nearly half (47 per cent) say they’ve dipped into their savings to fund leisure activities, while more than one-third (34 per cent) report they can’t cover all their expenses without taking on debt. The ‘live for today’ mindset means spending money on big-ticket items takes a backseat to more immediate needs like rent and groceries.

The constant juggling of financial burdens — whether it’s student loans, job insecurity or the rising cost of living — can take a toll on zillennials’ emotional well-being. There is growing concern around the mental health of young consumers. Many in this generation are grappling with high levels of anxiety (48 per cent) and depression (48 per cent). Zillennials may shy away from making big financial commitments not just because of money constraints; they’re mentally exhausted from the pressures of everyday life.

For those within the home goods industry, the challenge in engaging young consumers is rooted in how to communicate and market effectively despite the economic challenges this group faces. The marketing strategies that worked for baby boomers or Gen X won’t resonate the same way with zillennials. To engage this audience, brands need to adapt and acknowledge the financial hurdles they face, while also appealing to their long-term aspirations of homeownership and stability.

So, how can brands effectively engage zillennials?

One potential strategy is offering flexible payment options. With many zillennials reporting they are living paycheque to paycheque, brands that offer instalment plans or financial options are more likely to be seen as responding to these consumers’ needs by making it easier to invest in high-quality products while avoiding a large

upfront cost. The key here is listening to customers and providing solutions to make purchasing easier, given the current economic realities facing young Canadians.

Traditional marketing strategies that worked for previous generations may miss the mark. Zillennials are more informed and valuedriven, relying heavily on digital platforms to guide their purchasing decisions. More than 70 per cent of zillennials prioritize brands that align with their values; however, 60 per cent state price is above everything else. One of the best ways to communicate a brand’s values is through social media channels.

This generational cohort relies heavily on social media for purchase decisions, with platforms like Instagram, YouTube and TikTok playing a critical role. For brands to stand out, they need to go beyond traditional advertising and focus on authenticity. This means partnering with trusted influencers, promoting user-generated content and aligning with values that resonate with zillennials. Brands should also be transparent about their social responsibility efforts, showcasing sustainability and ethical practices to further connect with this discerning demographic.

While zillennials want the same things their parents had, the current economic climate is holding many of them back. For the home goods industry, this presents both a challenge and an opportunity. By adjusting marketing strategies to acknowledge these financial realities, offering flexible purchasing options and aligning with the values of today’s younger consumers, brands can build meaningful connections and drive sales. The key is understanding where zillennials are today and meeting them there with empathy, flexibility and value-driven marketing.

Nikolas Lopez is an associate vice-president with Leger’s public affairs and communications team. Leger is the largest Canadian-owned market research firm in the country, offering expert insights to help brands make informed decisions. Nikolas has been a co-chair of the Leger youth study since 2021. The study explores the values, behaviours and opinions of Gen Z and millennial Canadians. His expertise helps organizations navigate the complexities of engaging younger audiences in an everevolving digital and social landscape.

“The ‘live for today’ mindset means spending money on big-ticket items takes a backseat to more immediate needs.”

OUT WITH THE OLD

When and why consumers purchase new mattresses

BY KATHRYN GREENE

THE MATTRESS REPLACEMENT CYCLE IS AN important metric for the sleep products industry, illustrating when manufacturers and retailers can expect shoppers to return to the marketplace. The latest survey from the Better Sleep Council (BSC), which leads consumer research and education for the International Sleep Products Association, reveals when consumers expect to purchase a new mattress and what triggers them to do so. Findings are from a recent survey of 1,039 adults in the U.S. No comparable survey has been conducted in Canada.

STATISTICALLY SPEAKING

According to the survey, consumers predominantly expect a mattress to last between eight to 10 years, yet nearly half reported they replace their mattress within seven, which is consistent with the BSC’s recommendation.

There is discrepancy between when consumers anticipate entering the replacement cycle and when they actually do, and variation depending on gender, age, location and number of children. At the broadest level, men and women expect to wait an average of 9.6 years to replace their mattresses. But in reality, men enter the replacement cycle sooner than women (8.6 years versus nine).

Perhaps unsurprisingly, consumer age makes a difference. According to the survey, millennials wait the shortest time, an average of 6.5 years. That’s in contrast with baby boomers and older generations who wait the longest at 11.7 years. In the middle are Gen Z and Gen X, who expect to purchase a replacement mattress at 7.1 years and 9.2 years, respectively. Gen X experiences the smallest gap between expected and actual years between replacement, 9.3 compared to 9.2.

The report found that where consumers live — rural, suburban and urban areas — also influences purchasing decisions. Those in rural areas tend to wait the longest to replace their mattress (10 years) compared with those in urban areas with the shortest cycle (7.4 years). Suburban areas land in the middle with an average of 9.3 years.

Family size affects how long consumers keep a mattress, too. Those with no children at home

entered the replacement cycle after 9.2 years. Respondents with at least one child at home waited approximately 8.5 years.

BYE-BYE MATTRESS

For 34 per cent of respondents, their mattress’ age triggers them to buy a new one, but other factors can also impact a consumer’s return to the marketplace. The most common reason for replacement is the deterioration of the mattress itself (77 per cent), including discomfort, sagging in the middle or becoming too noisy or squeaky. Next is a health or comfort reason (71 per cent).

Among those who get a new mattress for health reasons, their top cause for replacement (cited by a little more than half of respondents) is the feeling it is no longer providing a good night’s sleep, followed by the mattress being too soft (25 per cent), body changes like weight gain or aging (14 per cent), the mattress being too firm (12 per cent) or a doctor’s recommendation (10 per cent).

Other triggers include mattress improvement or upgrades (37 per cent) and home or lifestyle improvement (34 per cent). The home improvement group is more likely to have a mattress four years old or less when compared with those whose mattresses are five years or older (37 per cent versus 28 per cent).

Of those who purchased a new mattress for home improvement, 16 per cent said they made the purchase because they were moving to a new house or apartment. Other reasons included needing a mattress for a guest room or kid’s room (12 per cent), a lifestyle change like marriage, divorce or new job (nine per cent), or redecoration (seven per cent).

CONSIDER THE SOURCE

Most consumers (57 per cent) rely on their own experiences rather than outside sources when deciding how frequently to replace a mattress. Outside sources that helped consumers decide when to enter the replacement cycle were word of mouth (24 per cent) and online reviews (21 per cent). The least popular sources of information were recommendations from retail sales associates (10 per cent), references on consumer sites or blogs (10 per cent) and

Men and women expect to wait an average of 9.6 years to replace their mattresses. But in reality, men enter the replacement cycle sooner than women at 8.6 years compared to nine.

what medical professionals recommend (nine per cent), suggesting information from trusted individuals within consumers’ networks holds more weight than that of third parties.

SOMETHING NEW

Once consumers decide to shop for a new mattress, when do they plan to buy? And what?

Of the 81 per cent of respondents who said they were planning to replace their mattress, 33 per cent plan to do it within two years, compared with eight per cent in the next few months. Those on longer timelines for replacement expect to purchase a mattress in the next three to four years (19 per cent), five to seven years (16 per cent) or eight to 10 years (eight per cent). Just five per cent planned to wait 11 years or longer. Although most knew when they would replace their mattress, 13 per cent of consumers were unsure. Surprisingly, six per cent stated they did not plan to replace their mattress.

A little more than half of respondents with replacement plans intend to buy only a mattress, compared with 36 per cent who plan to get a new mattress set (mattress and flat box spring or foundation), and 13 per cent who said they would purchase a mattress and adjustable foundation. For consumers who expect to buy a mattress soon, many know the size they’ll be purchasing and how much they want to spend. According to the survey, eight in 10 respondents would buy a king, California king or queen size. On average, those consumers are willing to spend approximately $1,300 US for a mattress or mattress set. Smaller sizes are less popular, with just 10 per cent of consumers intending to buy a full-size or double mattress, followed by four per cent who plan to purchase a twin size.

ON BRAND

The power of advertising is well-documented and the sleep products industry is no exception. Onethird of consumers who have purchased a mattress say that an advertisement was one of the reasons they began shopping, typically prompted by a sale, special offer or coupon. Other information included in advertising that inspired a purchase was state-ofthe-art technology (39 per cent), followed by a new mattress brand (26 per cent).

Interestingly, two-thirds of consumers say their current mattress is a different brand than their previous one. Further broken down, those consumers’ top three reasons for purchasing a different brand included a low price or discount

(38 per cent), better brand reputation (31 per cent) or dissatisfaction with their previous mattress or mattress set (21 per cent). Of the 13 per cent of consumers whose current mattress is the same brand as their previous one, almost half said it was related to satisfaction with their last mattress or mattress set. Perhaps unsurprisingly, fewer than half of consumers said they are highly likely to purchase the same brand as their current mattress. According to the survey, only one-quarter of respondents said they are “highly knowledgeable” about mattress brands.

MONEY TALKS

Similar to mattress replacement cycle timing, demographics influence spending behaviour. According to the survey, the amount consumers spend steadily increased from the youngest to the oldest generations, suggesting older consumers are more likely to pay more. Baby boomers and the silent generation (born 1928-1945) are willing to pay, on average, $1,405 US. That number decreases with every generation below it. On average, Gen X is willing to shell out $1,233 US, compared with $1,075 US for millennials. That’s a

sharp contrast with Gen Zers, who expect to spend just $656 US.

Education is also a factor. On average, those with a college education were open to spending approximately $211 US more than those without a diploma.

Once again, consumers’ locations seem to make a difference, too. Those in urban and rural areas were willing to spend a relatively similar amount ($1,034 US and $1,060 US, respectively). In contrast, those in suburban areas expect to pay more, an average of $1,320 US.

So, how does consumer spending today compare with 2016 and 2020?

With dollar value adjusted for inflation, the amount consumers expect to pay, their willingness to pay and their actual spending have all decreased.

Of those surveyed, half of consumers believe mattresses are fairly priced, although four in 10 believe they are too expensive. Just five per cent were unsure. None thought they were too cheap for their perceived value. Another trend worth noting is that since 2020, the perceived price of a mattress has decreased.

Kathryn Greene is the senior editor for Sleep Savvy and BedTimes magazines, both International Sleep Products Association (ISPA) publications. Kathryn graduated from the University of Georgia’s Grady College of Journalism and has a decade of writing experience. Her byline has appeared in Hospitality Design, Boutique Design, TripSavvy, Topsail Magazine, Southern Bride and more. Before joining ISPA’s publications team, she was an associate editor at Hospitality Design, covering products, hotels, restaurants and retail projects around the world.

Two-thirds of consumers surveyed said their current mattress is not the same brand as their previous one. The top reasons for purchasing a different brand include more attractive pricing, better brand reputation or dissatisfaction with their former mattress.

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• Domestic production

Bedroom furniture

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A Family Af fair

Oldest home furnishings store in Oshawa, Ont., turns 90, marking major milestone for third-generation Wilson Furniture BY CLARE TATTERSALL

FIVE YEARS. THAT’S HOW LONG HALF OF All new businesses will survive, according to the Business Development Bank of Canada. By the 10-year mark, only one-third will still be in existence. So, when a company has been around for nine decades, it’s something to celebrate. And that’s exactly what Wilson Furniture is doing to commemorate the incredible achievement. In addition to hosting employee and vendor partner appreciation events at its showroom in Oshawa, Ont., the city’s oldest and perhaps best-known home furnishings retailer is holding several major storewide sales throughout 2024, offering customers up to 25 per cent off all merchandise.

“A 90-year business is very rare,” says Darryl Sherman, third-generation co-owner of the Canadian independent furniture and mattress specialist. “It represents credibility.”

But, he adds, this is only one factor in trying to reach existing customers and new ones who are not familiar with the store, both of which need to be motivated to come to the showroom.

Why?

Because unlike when Wilson Furniture first opened in the 1930s — then-Ed Wilson’s Furniture Co., named after Darryl’s grandfather — the hub of the city is now more north, having moved with growth and expansion.

“We are one of the last major retailers,” says Darryl about historic downtown Oshawa. “The good news is that as a go-to destination for furniture, our customers will travel here and overcome issues like inconvenient parking.”

Wilson Furniture has essentially been at the same corner block location, 20 Centre St. North, since its original founder opened the local business in 1934. At a time when brass beds and iceboxes were popular during the cash-strapped Great Depression, the retailer started as a second-hand furniture and appliance shop in a former roller-skating rink. As the years passed, Ed began selling new furniture and, being the com-

munity-minded person that he was, helped recent arrivals to Canada and the region furnish their first home by offering layaway and credit terms that were otherwise hard to obtain. His old-fashioned layaway plan is still available today, along with free financing options.

“He made furniture accessible,” says Darryl fondly of his grandfather, whom he spent much time with growing up. “He told me furniture should be affordable but your products don’t have to be the cheapest. What people really want is good value.”

Words that continue to guide Wilson Furniture’s mission of providing quality furniture at reasonable prices.

In the 1950s, Ed’s daughter Helen married Bob Sherman and the couple moved to Oshawa from Toronto, as housing was more affordable than the city where they met. Bob was brought into the small family-run business and literally learned it from the ground up, working at first as a delivery truck driver. In 1962, Darryl’s grandfather retired and his parents took over ownership, changing the name to Wilson’s Furniture.

During the ‘60s, Bob and Helen bought the building next door and rooming house beside it.

Once the tenants had moved out, they demolished the walls between the two and renovated to create Wilson Galleries, a second showroom of sorts.

“It was leading edge at the time,” says Darryl. “It had room settings with furniture on display.”

Every inch of the combined space was used to the fullest to accommodate the growing number of product offerings. In the basement were ready-to-assemble kitchen sets next to the furnace. The attic stored coffee tables and deep-discounted items under the rafters.

“Little old ladies would climb the steep ladder-type stairs and crawl around up there to find a deal,” reminisces Darryl, who, along with his brother Jory, grew up in the business and would work there after school and on weekends.

Wilson Furniture’s showroom is 17,000 square feet spread over three floors.

“I used to dust the furniture, vacuum the floors and clean the ashtrays in return for enough money for lunch at Woolworths and a movie at the Regent Theatre,” he says. “My brother and I were very fortunate that our parents encouraged us to participate in all aspects of the business, from deliveries to attending furniture shows. And when we were teenagers, we actually helped customers when it was busy.”

Darryl continued to work at the store through university, playing to his strengths of sales, customer service and marketing, while Jory focused on logistics and warehousing. But the end goal was never to make a career of it. Rather, he wanted to be a lawyer.

After graduating from the University of Windsor in the early ‘80s, and passing the bar exam, Darryl was well on his way to setting up his own practice. However, a fire altered that trajectory.

In November 1984, when his parents were away on a buying trip overseas, the business next door, Chapman’s Automotive, burned to the ground and heavily damaged Wilson’s Furniture. Upon their return and learning what happened — Darryl had kept it secret because he didn’t want to ruin their travels — Bob and Helen decided to tear down the old store and adjacent gallery and build the showroom that currently houses the business. Darryl agreed to serve as project manager and oversee the rebuild. He essentially worked two jobs for 24 months before becoming the first in his class to retire from the legal profession, though his degree still hangs on his office wall.

“I basically lived in my car, travelling between Toronto, where I lived and also worked at a community legal clinic for low-income seniors, the Advocacy Centre for the Elderly, and Belleville, where I was also doing some legal work, and then the project site in Oshawa,” he explains. “When the store reopened in 1987, we tripled our business and that’s when I decided I was all in.”

Boasting a sprawling 17,000 square feet spread over three floors, the showroom, renamed Wilson Furniture without the apostrophe ‘s,’ featured decorated and accessorized room settings. With changing consumer needs, galleries were created to feature home office furniture and a much larger selection of recliners, including lift chairs to better serve three generations of customers.

Darryl says the new store was such a change from the previous iteration that the initial response was somewhat worrisome.

“We had a lot of people say, ‘I don’t know if I can afford to shop here’,” he recalls.

That’s when he coined the catchphrase, “We just look expensive,” to reflect the roots of their

business in the heart of what was then still a General Motors town. (The century-old automotive assembly plant, once considered the biggest in the world and Oshawa’s largest employer, has significantly scaled back operations in recent years, as part of a global restructuring plan.) The slogan immediately resonated with consumers, putting Darryl’s mind at ease.

In the ensuing years, he and Jory took on greater roles in the business that eventually was passed on to them. The timing of their succession, however, was unexpected.

“It was 1996, and we needed an excuse to have a sale. My dad was turning 65, so I suggested a retirement sale,” says Darryl. “At the end, my dad packed up and was leaving. I asked where he was going and he said he’s retiring. I told him I was just kidding about the retirement sale, but he was ready and that was that.”

Though it was still another four years until the brothers officially took over the family business, Darryl, as president, began to gradually implement changes. One was that Wilson Furniture stopped selling furniture directly off the showroom floor. This moved the business to a more custom order model, enabling customers to tailor pieces to their own tastes and design requirements and have them delivered within a few months after purchase. In doing so, sales soared, as there was no downtime to restock the floor model, which generally took three months.

“A successful sofa would now sell five or six times a month in different fabrics,” explains Darryl about the move to custom ordering. “That amounted to anywhere from 50 to more than 70 sales a year for a single furniture piece.”

Today, customized upholstery represents 65 per cent of Wilson Furniture’s business.

Additional changes included increased focus on staff training because, as Darryl puts it, a business is only as good as its team (the company’s currently 11 people strong and includes several staff that have been there more than 15 years); introduction of updated styles to offer not just traditional pieces but also transitional and more contemporary ones that appeal to a broader demographic; and conversion of Wilson Furniture’s clearance outlet that served as a temporary location during the rebuild into an exclusive leather furniture store. Opened in 1998, it’s located just one block north of the main showroom and predominantly features furniture from Palliser and Elran.

Both brands rank among the business’ present-day best-sellers. Others include Decor-Rest and Superstyle (custom upholstery), Lay-Z-Boy and Best Home Furnishings (recliners and

Wilson Furniture president Darryl Sherman.

accent chairs), Canadel and Winners Only (dining room), Magnussen and Hammary (occasional), Liberty Furniture and Vaughan Bassett (bedroom), and Kingsdown and Serta Simmons (mattresses).

Respecting the philosophy of their parents and grandparents, the Sherman sons continue to hand-pick all of the store’s offerings, from bigticket items like couches to small table lamps and accent pieces, and carry a large assortment of Canadian-made furniture, identified by a red maple leaf tag. Sixty per cent of upholstery products are from this country, with the balance sourced from the United States. For case goods, including dining room and occasional pieces, there is a higher ratio of imports, 75-25 per cent.

“It’s important to us as a local retailer that’s invested in our community to support Canadian furniture suppliers as much as possible,” says Darryl.

With consumers increasingly seeking homegrown products, especially environmentally conscious younger generations, it also makes sense.

Darryl says that although Wilson Furniture’s clientele is predominantly comprised of those

over-40 because of the quality price point — fabric sofas range from $1,500-$3,000 — he has observed more millennial shoppers in-store, something he wishes his father could see, among other achievements.

But in 2012, Bob passed away at age 80, after battling various illnesses. His wife Helen, now 90, remains the family matriarch and was all smiles Sept. 27, at Wilson Furniture’s most recent anniversary celebration, where she enjoyed a trip down memory lane, flipping through old photo albums and reminiscing of days gone by with family and clients-turned-friends.

Reflecting on the last 12 years since his dad’s death, Darryl says business has not been altogether smooth sailing but he and Jory have weathered the storms: economic downturns; the continuing rise and influence of big-box chains, which make Wilson Furniture higher-end by default in a working class community because of the race to the bottom; the expedited growth in e-commerce; and the Covid19 pandemic — dubbed the calamity of the century.

Wilson Furniture was among many brickand-mortar retailers forced to shutter their doors

“When the store reopened in 1987, we tripled our business and that’s when I decided I was all in.”

TOP: A crowd gathers outside Ed Wilson’s Furniture Co. in the 1950s. BOTTOM: Darryl’s dad, Bob, in the showroom in the 1970s. RIGHT: 1985 groundbreaking ceremony for new store. Ed Wilson and Helen and Bob Sherman are joined by then-Oshawa mayor Allan Pilkey.

“I used to dust the furniture, vacuum the floors and clean the ashtrays in return for enough money for lunch at Woolworths and a movie at the Regent Theatre.”

not once but twice in the first year of the pandemic due to government-mandated lockdowns. The closures not only negatively impacted the company’s bottom line but also resulted in lost staff, as employees either took early retirement or moved to industries with more pandemic-resilient jobs. They also (temporarily) altered how the business operated, shifting its focus to in-stock items from custom orders due to long delivery delays extending up to six months, and made it reliant on online sales. Initially, Wilson Furniture didn’t have an e-commerce platform but since a new website was in the works prior to the pandemic, one was quickly launched. When allowed to reopen, store hours were reduced to 10 a.m. to 5 p.m., and the store remained closed two days a week (Tuesday and Wednesday) due to staff shortages. While much has since returned to ‘normal,’ the changes to hours of operation remain in effect.

“With many people still working from home, at least some of the time, they’re more flexible when it comes to shopping,” explains Darryl. “They can take an hour or two through lunch and come during the day, so reintroducing evening hours didn’t make sense.”

For those who can’t visit the showroom during regular hours, private appointments are available. And when Darryl’s at the store, which is most of the time, he’ll hang a sign on the door that says customers can simply call and he’ll let them in.

It’s this personal touch that’s a hallmark of Wilson Furniture and a reason for its enduring success. Darryl sums it up succinctly, “There are two types of stores: transactional and relationship. We’re a relationship store.”

This is abundantly evident from Google reviews and the plethora of five-star ratings for excellent service and customer satisfaction. Further, many of

the store’s customers are repeat shoppers and multi-generational families, says Darryl.

“We have customers come back to us that bought furniture 20, 30 and even 40 years ago,” he notes. “In many cases, it’s not because the furniture is worn. It’s still in good condition but they’re tired of it and want a change. Or they’re coming in now with their children who are looking for quality products.”

Looking to the future, Darryl remains as energized as he was when he sold his very first sofa. While faced with challenges like the current economic headwinds that have dampened sales and reaching new customers given the store’s geographic location, he’s optimistic about the year ahead, though it’s firmly rooted in realism.

“There are indications 2025 is going to be a better year from a sales standpoint,” says Darryl, citing recent interest rate cuts and the likelihood Canada’s central bank will continue to ease its monetary policy in order to stave off recession, which, in turn, could boost consumer spending and borrowing. “But will it be a banner year? I don’t know.”

When it comes to unknowns, the biggest is whether there be another generation to take over the store. Neither Darryl nor Jory have children. Their sister Dani has three but none have shown any inclination of wanting to pursue the succession path. While hopeful there will be a fourth generation to continue the family business, Darryl is content with the right now and expects to be around to celebrate Wilson Furniture’s centennial year.

“We were taught by our parents that we are very fortunate to be here, so I’m happy to come to work each week and make every day a good day,” he says. “It is an honour to do what we do, serving our customers, putting a smile on their face and building incredible relationships.”

Sixty per cent of Wilson Furniture’s upholstery products are from Canadian manufacturers. The other 40 per cent are sourced from the United States.

What’s Hot in the Kitchen

Appliances embrace rich textures, lavish metals and app integration technology to elevate the heart of the home

BY ELIZABETH KAPCHIS

THE KITCHEN IS OFTEN DESCRIBED AS THE heart of the home and for good reason. It serves as a central gathering space where family and friends come together, sharing not only meals but also stories, laughter and maybe even their kids’ homework. The act of preparing food can be a communal experience, fostering connections and creating lasting memories. Whether it’s a quick breakfast or festive dinner, the kitchen becomes a backdrop for moments of togetherness. The aromas of cooking, the sound of clattering dishes and the chatter of conversation all contribute to an inviting atmosphere that makes this space a favourite hub of family life.

The idea behind ‘fall kitchen trends’ as an overall arching theme is the return to warmth and ‘lived-in’ textures and details. Think of a New York City brownstone and its unique details that give this type of home classic and timeless characteristics, Nancy Meyers movie

sets and Meg Ryan fall/coastal grandma summer.

What is it about these styles that people gravitate to?

Classic silhouettes. Chic and simple lines. A relaxed feeling and personal touches. Comfy, cozy, fall-like. It’s very similar to cooking recipes at this time of year when our foods turn to darker root vegetables and roasts. Same goes for our paint colours and seasonal decor. Natural materials like wood, leather, linen and stone are favoured. This directly relates to the craftsmanship and aesthetic being introduced with new appliances. Options like leather panels and unique door hardware enable people to further incorporate the kitchen into their home life, elevating it from utilitarian to stylish.

Kitchen design is evolving with a blend of elegance and functionality. This season, key trends highlight the beauty of curves, darker tones, rich

Support for more than just your body

Experience advanced motion isolation, consistent head-to-toe support, and contouring pressure relief for a truly restorative night’s sleep.

“This integration can help streamline daily routines and enhance efficiency.”

textures and a minimalist look to appliances, with push to open and knock to open capabilities. The integration of technology into kitchen appliances is also transforming how we interact with them, catering to tech-savvy consumers who value convenience.

MIX AND MATCH

There’s a growing trend of mixing materials to create layered, dynamic designs. The JennAir Leather Cuts Panel limited edition collection achieves this in the kitchen, transforming the classic stainless steel front of a refrigerator into something tactile, warm and seductive. Each panel is crafted from fine Italian leather often worked with in haute fashion houses and reflects prevailing rich, dark colour trends like

black, cognac, burgundy and azure green. Textures vary from traditional leather style with an embossed grain to emulated crocodile skin to a pebbly pattern.

The Monogram Designer collection is revolutionizing the appliance landscape with the launch of the industry’s first 96-inch-high custom refrigeration panels. This floor-to-ceiling design, along with customizable hoods and handles, allows homeowners to create a tailored aesthetic that resonates with their style. Inspired by the elegance of fine jewelry, the brass and titanium panel finishes present a bold, lavish aesthetic. Both feature sustainably sourced, Greenguard gold-certified, durable leather handles.

SMART AND CONNECTED

Appliances are gradually becoming increasingly ‘smart’ and Wi-Fi enabled. This connectivity allows for a range of activities through user-friendly apps, providing seamless interaction with kitchen appliances from anywhere via a smartphone. For instance, by using the thinQ app for LG smart appliances, homeowners can check the contents of their fridge, see when water filters need replacing, send cooking instructions straight to their oven and monitor laundry cycles, receiving an alert when a cycle has completed. The app also allows for voice control through Alexa-enabled devices or Google Assistant. This integration can help streamline daily routines and enhance efficiency, making cooking and managing the kitchen more effortless. Whether it’s setting a timer to preheat the oven on the way home from work or adjusting the temperature of a smart refrigerator when leaving the cottage for the weekend, these features add a level of convenience that fits into busy lifestyles.

Taking high-tech appliances to the next level are innovations like the Hestan Cue Smart Cooking system and Monogram’s SmartChef cookware. These products often come with built-in technology that syncs with smart appliances to ensure optimal cooking results, adjusting temperatures and times based on the recipe being prepared. Incorporating sophisticated cooking modes that take the guesswork out of meal preparation, these functions often include preset cooking times and temperatures for various dishes, making it easier for home chefs to achieve professional results.

Elizabeth Kapchis is a dedicated member of the designer relations team at Goemans Appliances. Elizabeth graduated from York University in 2013, with a bachelor of fine arts, majoring in visual art. With a keen eye for design and creativity, she excels at building relationships within the appliance industry and fostering innovative collaborations. In her spare time, Elizabeth enjoys painting custom shoes and creating various pieces for her woodburning art.

The Monogram Designer collection debuts the appliance industry’s first-ever custom 96-inch high refrigeration panels. The brass line presents a bold elegant aesthetic, based on the fundamentals of classical architecture, in gold and polished hues.

To promote your products, service and for general business inquiries, please contact Kris McFadden at 416-512-8186 ext. 240, 416-979-8929 or krism@mediaedge.ca.

ATHE ATELIER LUX DESIGN EXPERIENCE: Elevated store design by passionate professionals

telier LUX Design is a small but mighty commercial interior design ﬁrm that specializes in store design for Canadian retailers. Carrie Chubey, native to Winnipeg, is the owner and operator. Following 12 years in Mega Group’s design department, Carrie has conceptualized and executed projects ranging from renovations to new builds for numerous furniture, appliance, and mattress stores. She boldly ventured and opened her design ﬁrm in 2015.

Atelier LUX Design is based out of Quebec and is fully bilingual. The company is committed to supporting women in the design industry, employing a team of talented women who collectively share a passion for design and innovation. The hardworking team is dedicated to delivering the best to their clients, from Canada’s coast to coast.

At Atelier LUX Design, experienced commercial design professionals thoroughly examine each part of your project to ensure your space is designed to maximize sales per square foot. In addition to creating a strong visual identity, they support your vision for your environment, including materials selection, circulation flow, and all finishing details. They believe that every aspect of your business should reflect your brand and provide nothing less than the best!

WHAT IS INVOLVED IN CREATING A CUSTOM INTERIOR DESIGN?

The interior design process typically involves ﬁve essential steps for creating a functional and aesthetic ﬁrst-class space to suit your business needs:

1. Site survey: A survey of the space facilitates an accurate and detailed plan, providing a reliable base for the next phases of the project. If the location is remote, measurements taken by the client, inclusive of photos and/or videos can save time and travel expenses.

2. Preliminary plans: Preliminary plan proposals enable you to explore different layout options and consider overall flow and function of the space. This step simplifies discussion and adjustments before confirming final choices and moving on to the more detailed design phase.

3. Inspiration & 3D concept: A mood board is initially presented to illustrate a concept with inspirational images that deﬁne the atmosphere and style of the project. The concept is then reﬁned during 3D modeling complete with renderings to depict how the concept will be applied in your space.

4. Technical drawings: The technical plans involve detailed drawings used for construction purposes. They communicate every detail of the project and for the bidding process to choose the right professionals to complete the work.

5. Project management: Project management helps ensure the work adheres to the plans and facilitates answers to any onsite questions during construction. From coordinating trade questions to monitoring deadlines, overseeing budgets, and resolving issues, project management provides peace of mind that your design will be delivered exactly as promised.

WHAT SEPARATES ATELIER LUX DESIGN FROM OTHER DESIGNERS?

Atelier LUX Design manages the project from start to ﬁnish. During the preliminary planning stage, the team manages and assesses the bids, asking the right questions and eliminating any surprises.

Atelier LUX Design experts support retailers with smart choices and responsible budgets, without compromising on vision and ﬁnal look. They are experts at project time management, and at working closely with the contractors and retailers to manage milestones.

By conducting regular virtual meetings, the team keeps the project running smoothly, addressing issues swiftly, such as back-ordered materials and construction delays.

Atelier LUX Design professionals use technology for accurate results. Working with store layouts in 3D means they can demonstrate exactly what your new store will be. They put together realistic walkthrough videos of your personalized space, so you can get a lifelike feel for your fresh design. Nothing is left to chance, everything is to scale, and provides a sense of the materials, lighting and colours before construction begins.

Atelier LUX Design has worked on an impressive range of retail projects, including Accent Gaspé, Accent Trois Rivières, and Accent Edmundston, to name a few. Along with these projects, the company also:

• Developed a new mattress store concept for Cantrex, currently being implemented in their existing Accent locations.

• Are credited designers for Bentley luggage stores, helping to develop the new concepts for their stores across Canada for their 3 brands including Bentley, Riona and Tracker.

• Have worked with commercial concept stores including SIMA, which is a banner group for pools and spas.

Atelier LUX Design is talented and versatile, working to address the needs of each client with unique, custom designs.

‘’Our niche is understanding the ﬂow of a furniture store and maximizing the wow factor! We want customers to be impressed when they walk into a store. Circulation and pathways are important, but we also want them to get emotional and fall in love with the product,” says Carrie Chubey. “The salespeople provide professional product knowledge, and we inspire emotion and showcase the store’s products at their best.”

HOW CAN ATELIER LUX DESIGN HELP YOUR COMPANY?

The commercial design team offers the perfect blend of creativity and functionality, dedicated to your vision and your needs. Every square foot of space will be allocated to maximize the effect, creating a unique blend of elements for ﬂawless harmony with your brand image.

Contact the professionals at Atelier LUX Design to schedule a call or visit www.atelierluxdesign.com to learn more.

Carrie Chubey Interior Designer/Owner

Carrie is an interior designer and the founder of Atelier LUX Design. She uses her expertise and passion to create unique and functional spaces that reﬂect individuality and purpose.

Her work aims to craft meaningful spaces that connect people and inspire them. Driven by the desire to make a positive impact through design, she brings a distinctive vision, enthusiasm, and ingenuity to every project.

HIDDEN FORCES

How to silently guide shoppers’ choices BY

BOB PHIBBS

GETTING CUSTOMERS AS A PRIMARY objective can be a misnomer. Many retailers look to attract them but don’t consider what they really want — increased purchases.

Accomplishing this takes more than just boosting a social media post or doing a live stream. You have to capture the eyes before the heart and, by extension, the wallet.

Visual merchandising goes beyond appealing displays; it’s about crafting narratives that resonate with shoppers. Here are seven subtle ways to guide customers through your store.

Utilize vertical space. Often, hanging displays or banners above eye level can effectively utilize space and ensure the store doesn’t appear cluttered. A bright colour at eye level says ‘look here.’ Words like ‘must haves’ spur the fear of missing out. And well-lit displays grab attention and draw passersby into a shop.

Plan pathways. Ensure a logical flow in your store layout. In North America, most people enter a shop and move to the right.

Create ‘locations’ that feature different items. This effortlessly guides the customer from one section to another, increasing the likelihood of multiple purchases.

The brain wants to see order to grasp the environment and how to move through it. When only you know the order or you haven’t planned the flow of traffic in your store, customers are more likely to move on rather than help you move product.

3Create themed and interactive displays. Beyond holidays and seasons, consider topical or pop culture themes that resonate with your target audience. But don’t stick to a single display layout for an extended period. This can result in visual monotony. Failing to rotate products, refresh themes or adjust to changing shop-

per behaviours and seasons results in missed opportunities to capture interest and encourage purchases.

Go a step further and engage shoppers’ sense of touch and interaction by creating displays where they can actively participate, such as touchscreens and ‘try before you buy’ setups.

4Employ a focal point. Each display should have a striking focal point to grab shoppers’ attention immediately. Once you have their attention, the eyes move down to the products. Refrain from overloading display areas as they will look chaotic and can overwhelm shoppers. An overcrowded setup can make it hard for a product to stand out and may deter customers from exploring further because our minds are shut down with too many choices.

Use mirrors. Small stores often have cubbies or areas that are away from windows. Like in a house, a mirror reflects light into the space to make it more airy. Remember, shoppers are drawn to light and away from darkness. Strategically placed mirrors can make spaces look larger and allow customers to envision themselves with a product.

Maintain brand consistency. Ensure your store’s visual identity aligns with the brand’s ethos. This helps in establishing trust and recog-

nition among customers. If not coordinated, it can confuse shoppers. Mismatched narratives — claiming you’re a luxury brand while using a discount sale sign — can reduce the product’s value and weaken the brand experience.

Educate through displays. Sometimes customers don’t know they need a product or feature until they understand what they get out of it — its benefits. Add educational elements like fun facts, usage tips or short stories to your displays.

Bob Phibbs, known as the Retail Doctor, is a renowned expert in brick-and-mortar retail. As CEO, he provides international business strategy, customer service expertise, sales coaching and marketing mentorship. An author of three books and motivational speaker, Bob recently expanded his online retail sales training program, SalesRX. This on-demand platform has led 83 per cent of clients to achieve double-digit growth within six months.

Incorporating themes into displays that change with the seasons helps capture consumer interest and encourage purchases. It also forces retailers to change them up throughout the year to prevent visual monotony.

The Future of Physical Stores

Brick-and-mortar evolving to be an experience, rather than a hub of transactions

BY DOUG STEPHENS

WITH THE RISE OF E-COMMERCE, WHICH the pandemic only accelerated, retailers are clamouring to understand what’s going to happen with respect to the utility, value and operational dynamics of brick-and-mortar stores. But it has become abundantly clear we’ve reached a point where it’s vital that we embrace that the future of physical stores is already here. We simply don’t know what to do with it.

Consider that over the past couple of decades we’ve seen the landscape populate with an incredible array of unique and effective physical store concepts: traditional stores, concept stores, pop-ups, mobile stores, autonomous stores, experiential stores, ambient stores and more. We’ve witnessed an unending spectrum of new technologies designed to enable better, more efficient and immersive store experiences, from QR codes, augmented reality, biometrics and robotics to holograms, geolocation and mobile checkout. We have been presented with a veritable cornucopia of physical concepts and advanced technologies to choose from.

But why are we not seeing more of this come to life in our everyday experiences with retail?

And why is the ‘store of the future’ not where we all shop today?

The answers lie in the retail industry’s deeply entrenched beliefs and behaviours about the core purpose and strategic value of physical stores. Many senior leaders in retail today can’t shake traditional paradigms around what stores are, how they are operated and, most importantly, how they should be measured and valued.

That’s why, before any level of effective change manifests in retail, we need to embark on a vital rethink of each of these things, beginning with how we view the relationship between media and stores.

THE STORE IS MEDIA

There was a time not long ago when media was the all-important lever that drove people to brickand-mortar stores. If retail marketers simply bought enough of the right media, consumers would flock to the thresholds of their stores. In

the 1960s, for example, one ad run in primetime across the three major U.S. television networks could reach 80 per cent of the viewing public. Today, however, audiences are fragmented and dispersed across an online media complex comprised of thousands, if not millions, of different channels, communities and devices. In fact, reaching consumers en masse has never been more difficult or costly. Even the hallowed Superbowl ad has become regarded as a waste of time and money — a holdover from a different media era.

To solve for this problem, media companies have promoted programmatic advertising as the new and better mousetrap, capable of seeking out consumers wherever they are and, in some cases, even tricking them into clicking ads they had no intention to engage with. But even this is proving fruitless. According to the U.S.-based Association of National Advertisers, 70 per cent of programmatic advertising never effectively reaches its intended consumer targets.

So, what are retail marketers to do?

To answer this question, it’s first necessary to understand the changing relationship between media and brick-and-mortar stores. The old role of media was to drive people to stores. In turn, stores merchandised products and provided product information and support to facilitate purchases. Today, however, media in every form has, in essence, become the store. Whether it’s Amazon, a Facebook shop or even a TikTok post, consumers are never more than a click away from millions of product choices and robust levels of accurate information and guidance. And with another click or two, anything they want can be on their doorstep.

But if media is now the store, then why bother with the cost and effort of brick-and-mortar retail?

Because stores have now transformed into a media channel. And the most powerful, meaningful and measurable media channel a brand has at its disposal at that. Imagine asking an advertising agency to price out a marketing campaign that would allow your brand to reach mil-

“As stores have become a media channel and, as such, a means of conveying powerful brand messaging, they must now be measured differently, starting with the preoccupation with sales.”

lions of highly targeted consumers with an immersive branded media experience lasting up to 20 or 30 minutes through which consumers could come to know your company, culture, people and products. The cost would be unbelievable. Yet, at the same time, retail stores across the globe collectively welcome audiences of billions of customers each year. The problem is we’re not regarding physical stores and the audiences they draw as a media channel. And we’re certainly not measuring them as such.

It’s time to accept that in today’s world, the marketing funnel has inverted. The store can no longer be the end; rather, it must be the beginning. And the most powerful media you can produce is the in-store experience consumers are having with your brand right now.

THE MEDIA IS THE MESSAGE

If you accept the idea your store is indeed a powerful media solution, then what message are you conveying? How are you bringing it to life? And is that message consistent and tangible for the consumer across every junction of their experience in-store?

Look at Walmart, a brand that, since 1962, has never deviated from its messaging around price and affordability. Price is and always has been the company’s fanatical obsession. From the ‘Save Money, Live Better’ moniker emblazoned on store facades to every display, in-store com-

munication and price roll-back sign on the shelf, Walmart reinforces that simple yet effective message at all possible opportunities. In doing so, its physical store becomes a living, breathing advertisement for its key brand attribute. Whether the consumer leaves with a cart full of goods or empty-handed, the message still goes home with them. And it’s one that supersedes any particular product or category of merchandise. The message is Walmart is the place to save money.

Most retailers today are not like Walmart and neither can nor should they go toe-to-toe with the multinational retailer on price. The good news is there are plenty of other overarching messages, or fanatical obsessions, that can be conveyed in-store, depending on your brand DNA. Perhaps it’s a message of community, bringing consumers of like values together, or one of joy and entertainment, positioning your store as a fun place to spend time and money. Maybe you are the authoritative voice in your category with highly knowledgeable staff who can speak from firsthand experience, or your products themselves are superior in their design and functionality. Whatever your brand obsession is, you must ensure the consumer is cloaked in it from the

second they enter the store until the moment they leave. It should be consistent and come to life through sound, sight, touch, taste and smell, making your brand experience simply unforgettable.

MEASURE WHAT MATTERS MOST

As stores have become a media channel and, as such, a means of conveying powerful brand messaging, they must now be measured differently, starting with the preoccupation with sales. If today’s shopper often visits a store, leaves without buying anything but later shops the same retailer online to make their purchase, then we can’t simply regard four-wall sales as the definitive measure of store productivity. We need to also consider the store’s inherent media value. This can be defined by multiplying the number of shoppers who enter your store by the approximate market value of the media impressions produced, and then multiplying again by the average net promoter score your store (or stores) receive from shoppers.

In other words, how many media impressions did your store generate? How much would those impressions have cost to acquire through digital or conventional media channels? And were those impressions, on balance, positive or negative?

These metrics are as vital to understanding the health of your store as blood pressure is to understanding one’s overall fitness. And we now have the technological means to qualify and quantify it all. By using things like existing camera infrastructure, people counting technology, heat mapping and net promoter surveys at point of sale, we can begin to form a picture of the value of a store beyond sales — a value that might just shock you.

So, the future of physical retail isn’t something on the far-off horizon. It’s here today. The key to realizing it lies in changing long-held paradigms so that we can take from the endless buffet of choices we have to bring physical stores to life. It’s a process of rethinking the purpose of the store as media, the purity and power of the messages we deliver through that media channel and how we measure the millions of media impressions our stores create.

Doug Stephens is the founder and CEO of Retail Prophet, and widely regarded as one of the world’s foremost retail industry futurists. He is an international best-selling author of three books on the future of retail, including his most recent, Resurrecting Retail: The Future of Business in a PostPandemic World.

Interactive technologies mean the consumer is never more than a click away from the product recommendations and critiques of other customers on social media, as well as being in direct communication with the business doing the marketing, through websites and smartphone apps.

The Secret to a Thriving Workplace

Understanding the most common types of employees and how to best manage them

BY DONALD COOPER

BUSINESSES ARE GENERALLY MADE UP OF a number of groups of employees from superstar top performers to toxic troublemakers. They all need to be managed differently because they’re not ‘wired’ the same. Here are the four main types and how to effectively handle each.

Superstars. This is typically a very small percentage of your total labour force. They have the ability and desire to outperform. They

love doing their best and constantly search for ways to improve.

Superstars come in three varieties. There are those who are incredible at what they do and want to keep doing just that. For whatever reason, they don’t want to take on more responsibility or climb up the organizational ladder. Or, just like in sports, they may be outstanding as a player but would be a disaster as a coach or manager because of their skill set or personality. (The

business world is littered with companies who turn their best salesperson into their worst sales manager.) Next are superstars who can and want to move up the ladder. The last group are potential superstars. These people haven’t yet had the opportunity to prove themselves but you see a ‘spark.’ The ability to spot and nurture these employees is a special gift. It’s like being a talent scout in sports or entertainment. This is one of the most valuable skills that any business owner

or manager can develop within themselves. It starts with knowing exactly who you’re looking for.

Create a career path for those who want to advance in the company and potential superstars. Coach, mentor and encourage them, as they’re your future. Give them lots to do; challenge them with interesting projects. Follow-up with them but don’t micromanage. Find out what they want to achieve in their personal life and make a commitment to help them reach their goals. Ask their opinions and listen to what they say.

All superstars should be regularly and appropriately thanked, rewarded and celebrated for their contributions, but not in a way that makes everyone else feel inadequate.

There is such a thing as toxic superstars. These people believe they’re so special that they don’t have to follow the rules or business culture. Either they get on the team or invite them to move on.

2Journeymen. This group is good at what they do, are team players, steady and dependable. Either they don’t want to climb the ladder or they wouldn’t be good at having more responsibility. These employees may be on your frontlines or at some level of management. They’re typically a large percentage of your total workforce.

While they may not be candidates for advancement, it’s important they continue to receive training, coaching and encouragement to do their job better, especially when technology or systems are changing. They also need to be thanked, rewarded, celebrated and listened to in order to keep them engaged and keen, and for you to learn how to do things better. One way to acknowledge the value of their knowledge and contributions is to have them mentor new employees.

3Underperformers. There are two types of underperformers. Those who can be rescued and those who can’t. You have a big investment in the former. If you’ve not created clear job expectations, provided the right training or given them the tools, empowerment or authority to do the job, fix it. Stop wasting

Working

with a toxic

person can

frustrating,

toxicity can cause others to behave in a similar way. Address their negative behaviour early on in the hiring process. If nothing changes, let them go.

“All superstars should be regularly and appropriately thanked, rewarded and celebrated for their contributions, but not in a way that makes everyone else feel inadequate.”

your time on non-performers who simply cannot be rescued. Set them free to find more suitable employment. Remember to do it respectfully and legally.

Toxic employees. Get rid of these people as soon as possible. These employees are

wrecking your team, poisoning your culture and driving good staff away. Whether they have an unfortunate personality, a grudge against the company and are trying to sabotage you or are sociopaths, they have to go. Ensure your documentation is in order, obtain legal advice, if necessary, and pull the trigger.

Donald Cooper has been both a world-class manufacturer and an award-winning retailer. Now a Torontobased business speaker and management coach, he helps business owners and managers rethink, refocus and re-energize their business to create compelling customer value, clarity of purpose and long-term profitability. Donald can be reached at donald@donaldcooper.com.

FORGET THE FOUR Ps

New rules redefining how brands build engagement and cultivate customer loyalty, affinity

BY VINCE GUZZI

THE NATURE OF SHOPPING IS CHANGING, as are the needs, expectations and desires of shoppers. Technological advancements, the evolution of digital and rising influence of Gen Z consumers — whose spending power is estimated to be 10 per cent higher than millennials and will surpass boomers by 2029 — are leading the headwinds of change. These forces require business leaders, marketers and retail operators to think differently.

CHANGING RULES OF ENGAGEMENT

In an effort to deliver value and build brand attraction and conversion, retailers inadvertently are led

down the path of sales events, markdowns and easy payment schemes to build brand stickiness. However, in their desire to make informed choices, consumers are not always making selections based on the lowest price, unless you give them nothing else to consider. For this reason, the work in retailing and marketing needs to push beyond focusing on product features and price points to deliver unique experiences that align with consumers’ personal needs and desires.

EMBRACING THE FOUR Es OF MARKETING

Moving away from the four Ps of marketing — product, price, place and promotion — to focus

on experience, exchange, evangelism and every place, also known as the four Es, takes the approach out of the traditional business-to-business or business-to-consumer context and shifts the attention onto human-to-human connections. This ensures all interactions and exchanges are customer and relationship-centric and, by default, become more attractive propositions. The shift to experience is instigated by the growing difference between doing shopping and going shopping. Today, the shopper journey often does not begin or end at the store. With a myriad of ways in which to satisfy one’s need for research, information, product specifications, perfor-

mance ratings and price comparisons, going to a physical store is a choice so shopping becomes the experience. The rise of placemaking (both permanent and semi-permanent curated experiences) and multi-hyphenate stores where shoppers can benefit from the experience of partnering core and non-core offers, such as Aritzia and A-OK Cafe, are examples of how retailers are thinking differently about how they go-to-market.

Exchange considers the entire value experience a customer derives through the process of engaging with a retailer and moves that engagement from being transactional to more relationship-based. Part of the exchange can be training staff to identify and respond to customer preferences or offering individualized greetings and recommendations. Providing personalized rewards can encourage repeat business and improve brand promotion or positive word of mouth. The growing desire for customization of home furnishings (estimated to increase by a compound annual growth rate of 12 per cent from 2024 to 2028) reflects a shift toward customers actively participating in the design process to satisfy their desire for individual expression through choosing materials, colours and styles.

Evangelism takes brand advocacy to the highest order. It’s two-way marketing activated through content marketing — social media, influencers, traditional public relations and good, old-fashioned word of mouth.

The concept of every place includes the idea of allowing customers to engage with retailers on their own terms, through their own paths to purchase, whether it be online, in store, at home, by phone or through personal exchange.

PLEASURE THE NEW MEASURE

Retailers must think of their brand as an ecosystem of connected experiences and design for the entire customer journey — and that does not necessarily begin or end at the store. A positive customer experience shows a stronger correlation to brand loyalty than customer satisfaction, which is typically based on a single transaction or point in time exchange. Much of what influences customer satisfaction are attributes relating to price and convenience that no doubt are important, but experiential drivers are what deliver cus-

In an effort to deliver value and build brand attraction and conversion, retailers inadvertently are led down the path of sales events but consumers are not always making selections based on the lowest price.

tomer delight. This relationship between functional and emotional drivers can be viewed through the proprietary pleasure index model that gauges the importance of experiential factors against the importance of functional factors like price and convenience, which understandably rank high in consumers’ decision process. The model provides valuable data-driven insights into behaviours, preferences and motivations, helping retailers and marketers tailor their strategies to effectively reach and engage individuals along their path-to-purchase.

The key experiential factors, which are the most compelling attributes that positively impact and deliver customer delight, are categorized into four distinct groups: discovery, quality, choice and cause. These factors work conjointly to deliver an enhanced experience that influences consumer behaviour.

In the home furnishings industry more specifically, if we set price and convenience factors

at 100, these experiential factors index at 122, indicating their greater importance (22 per cent higher) in influencing consumer behaviour, brand attraction and, ultimately, brand loyalty. When buying home furnishings, discovery and quality carry the same level of importance in the consumers’ decision-making process, followed by choice and then cause.

Under discovery, consumers’ insatiable desire to learn and be inspired contribute to building a positive perception around value. Staff who are knowledgeable about what they sell and able to offer design advice contribute positively to building the brand-customer relationship. In addition to the proper training of sales associates and empowering them with the right resources to enable the sales process, providing resources like webinars, workshops, blogs and other educational materials can also be powerful tools.

Striving for quality and excellence is top of consumers’ agenda, especially for Gen Z, and it plays a

Staff who are knowledgeable about what they sell and able to offer design advice contribute positively to building the brand-customer relationship.

“Retailers must think of their brand as an ecosystem of connected experiences and design for the entire customer journey.”

significant role in value creation. Showcasing and communicating the product’s integrity in terms of its durability, materials and craftsmanship are important in delivering a quality story. From an experience perspective, the quality of the service interaction, including it being easy and frictionless across all touchpoints (online and offline), and creating inspiring environments always weigh heavily into the quality equation.

While consumers have become accustomed to having easy access to a wide range of products, curation is highly valued as it shows you understand their needs. Both multifunctional and tech-savvy furniture are examples of innovations that speak to convenience, enhanced functionality and purposeful design that holds the promise of delivering relevant end-user benefits. Insights

into your customer base become critical inputs into the product sourcing process and marketing of your offer. What consumers consider here are other value-added offers and unique products that are tied to your brand to round out their perception of choice. Consumers, especially millennials and Gen Z, turn to product reviews, influencers, blogs, vlogs and word of mouth to determine if the purchase is worth it.

In the home furnishings sector, providing an outlet for the recycling of products, such as disposal services, or initiatives that support the refurbishment and reselling of used items holds value in consumers’ eyes. Brands that also extend their support in helping communities through charitable initiatives and events align with consumers’ desire for self-actualization, which significantly enhances value perception and, in turn, influences brand attraction and drives motivation.

As traditional retail paradigms continue to be challenged, led by the ‘Gen Z effect’ and blurring of the online and offline worlds, this is giving rise to the need to focus on the four Es of marketing. Although e-commerce is not replacing physical retail, it has created a fundamental shift in how consumers perceive value. Customers are increasingly going to stores less for purely utilitarian needs and more for hedonic or experiential requirements, such as learning, discovery, social connection or entertainment. So, engagements, interactions and activations that are right-sized to meet specific customer needs at each touchpoint along the shopper journey become more critical than ever. In general, today’s shoppers are increasingly brand agnostic, which is putting increasing pressure on brand loyalty. Above anything else, authenticity, innovation, information and education, storytelling with passion and purpose, and curated experiences most strongly influence a brand relationship and drive brand appeal. Relevance is a key factor and the design of everything must speak to the customer. If successful, brands create the opportunity to tell their story and deliver a clear and coherent message. Relevancy builds stronger emotional bonds, which are the most effective at driving sustained store traffic and true loyalty.

Vince Guzzi is the managing partner of Watt International, a globally recognized integrated retail agency with more than 55 years’ experience delivering strategic and creative services that help retailers position themselves for growth and success. Watt developed the pleasure index model, a proprietary benchmarking tool to measure what delivers pleasure for different retailers. Vince is a seasoned and multi-disciplined strategist who applies a holistic view to assessing brand and business challenges. He has a proven track record in delivering solutions that get in-market results and build lasting brand equities for clients. Vince can be reached at vguzzi@wattisretail.com.

Brand Lift

Leveraging social media influencers in advertising campaigns validates product offerings in eyes of consumers

BY STEVEN LAMMERTINK

INFLUENCER MARKETING HAS BECOME one of the most powerful and scalable advertising tools in today’s digital landscape. By harnessing the reach, credibility and engagement of influential individuals on social media, brands can subtly promote their products or services in an authentic and relatable way. Rather than casting a wide net, influencer marketing focuses on working with influencers who have deep connections with niche audiences, building trust and reliability.

With the broad reach and high engagement of social media platforms, influencer marketing is

now an essential part of modern advertising strategies. Consumers are increasingly turning away from traditional ads and seeking trustworthy and personal connections. Influencers provide that, bridging the gap between brands and audiences in ways that feel genuine.

The main reason for influencer marketing’s effectiveness is the perceived honesty and realness of influencers. This makes it a unique and complementary strategy in a brand’s marketing mix. Whether the goal is to boost brand awareness, drive purchases or build brand loyalty, influencer

marketing has proven to be a versatile tool. However, like any other strategy, it requires careful planning and deep insights to execute effectively.

UNDERSTANDING INFLUENCER MARKETING

At its core, influencer marketing involves working with individuals who can influence the purchasing decisions of their followers, generally on social media. These individuals, called influencers or creators, have built large followings through authentic engagement with their audiences. The types of influencers range from mega-influencers

(celebrities) to micro-influencers (niche content creators), each offering unique value.

Unlike traditional advertising, influencer marketing seamlessly integrates brand promotion into content creation. This approach is what makes it so effective, leading to higher engagement rates and better brand resonance. But more than that, influencer marketing offers the opportunity for brands to leverage data-backed decisions that ensure their campaigns are truly impactful.

THE SELECTION PROCESS

Choosing the right influencer is a critical step in any successful campaign. Brands need to ensure the influencer’s values, audience demographics and content style align with theirs. It’s not just about follower count — it’s about engagement and relevance. Brands should assess metrics like engagement rate, average impressions, organic cost per thousand impressions (CPM), and past performance on sales and conversion rates. This strategic approach ensures influencer-driven campaigns maximize impact while remaining cost-effective.

LAWS AND REGULATIONS

As influencer marketing grows, so do the legal and ethical responsibilities that come with it. Brands must ensure their campaigns are compliant with disclosure regulations like the Competition Act, which requires influencers to disclose any material connections with the companies they promote. Transparency isn’t just about legality — it also fosters trust between the brand, influencer and consumer.

In addition, brands need to ensure influencer-generated content isn’t misleading or deceptive. Being transparent in partnerships not only adheres to the rules but also strengthens the bond between the influencer and their audience, driving more meaningful engagement.

STRATEGIC PLANNING

A successful influencer marketing campaign starts with a strong strategy. Defining clear objec-

tives and key performance indicators is fundamental.

Are you looking to boost brand awareness, drive conversions or build brand loyalty?

Budgeting and resource allocation are also critical. Partnering with micro-influencers, for example, can often be more cost-effective than working with celebrities, while still delivering strong engagement. However, when launching campaigns with a conversion-focus, you may need to think about including a paid media budget.

COLLABORATION AND COMMUNICATION

Building strong relationships with influencers is essential for a successful campaign. Brands must respect the creative freedom of influencers — they understand their audience best and know what content will resonate.

Effective communication is critical to maintaining the partnership and should include regular check-ins throughout the campaign life cycle. Postlaunch, engage with the influencer’s followers through comments, likes and shares. This can deepen the brand’s relationship with the audience, creating a community around the campaign.

MEASURING SUCCESS AND IMPACT

To measure the success of an influencer marketing campaign, brands must track key metrics like engagement rates, conversions and brand awareness. The use of analytics helps pinpoint areas of improvement and helps you better understand how well each influencer is performing.

Creating a successful influencer marketing campaign is a cyclical process of constantly tracking key metrics and adapting strategy based on campaign performance while pushing new creatives and opening up new creator partnerships. Combined, these efforts can greatly enhance the effectiveness and success of an influencer marketing campaign.

DIFFERENT TYPES OF INFLUENCERS

Influencer marketing is not one-size-fits-all. Different types of influencers, ranging from micro to macro and even celebrities, bring their own strengths to the table. Micro-influencers, for instance, offer higher engagement rates and more personalized interactions with their audiences. Celebrity influencers, on the other hand, provide massive reach, which can significantly boost brand visibility.

MARKET TRENDS

Influencer marketing is an ever-evolving field, with trends shifting constantly. Some of today’s main trends include the rise of micro-influencers, the increasing importance of video content and the shift toward long-term partnerships. Brands need to stay agile and adapt to these trends to maintain a competitive edge.

As for future predictions, with advances in technology and changes in consumer behaviour, influencer marketing is expected to become more data-driven and personalized. The growth of new social media platforms and content formats is another trend to watch out for.

ACTIONABLE STEPS

Influencer marketing is no longer just a buzzword in the digital world but a consequential strategy and an investment worth making. If your brand hasn’t yet integrated influencer marketing into its strategy, now is the time to start. For brands that already use influencer marketing, continuous evaluation and improvement is vital. By aligning with influencers who share your brand’s values, developing creative campaigns and leveraging key metrics, you can drive higher engagement, better conversions and deeper connections with your audience.

Steven Lammertink is the founder and CEO of The Cirqle, an artificial intelligence-powered influencer marketing platform that enables advertisers to seamlessly collaborate with creators and influencers, leveraging first-party data. The Cirqle provides cutting-edge solutions for influencer marketing, offering data-backed technologies to ensure highly effective campaigns. Steven can be reached at steven@thecirqle.com.

DEMYSTIFYING RETAIL MEDIA

What brands, retailers need to know about where it is headed

BY SONIA CARRENO

RETAIL MEDIA IS EXPERIENCING RAPID growth in 2024, evolving far beyond its roots in product listings and search ads. In Canada alone, the sector grew by 23.1 per cent in 2023, reaching $1.2 billion in revenue, with a significant portion of that coming from search, display and video advertising. This growth is expected to continue as retail media expands into new channels, such as connected television, social commerce and in-store digital advertising. Retailers are also forming strategic partnerships with social media platforms, extending their reach and influence in the digital space.

One of the key trends this year is the rise of omnichannel integration. Brands are increasingly coordinating their retail media efforts across multiple touchpoints, signalling a shift toward more unified marketing strategies. Last year, only 17 per cent of marketers reported effective alignment between channels. In 2024, that number has nearly tripled, demonstrating a growing commitment to seamless retail marketing across various platforms.

Despite this progress, challenges remain, particularly with fragmentation. The proliferation of retail media networks and digital channels has made it difficult for brands to consistently measure campaign performance. The lack of standardized data formats and metrics complicates this fur-

ther. However, industry efforts are underway to address these issues, including the development of retail media measurement guidelines by the Interactive Advertising Bureau (IAB), which aim to standardize measurement frameworks and bring clarity to campaign evaluation.

Though results are promising, with 77 per cent of marketers reporting positive campaign performance in retail media, incrementality remains a significant challenge. Without unified standards, brands must continue experimenting with new approaches to measure the real impact of their media investments. Staying informed and adapting to evolving measurement practices will be critical for brands seeking to optimize their results.

The increasing role of artificial intelligence (AI) and data-driven technologies is another major factor shaping the future of retail media. AI tools are being used to enhance targeting, manage campaigns and improve performance measurement. However, the adoption of more

advanced solutions like data clean rooms remains limited, suggesting there is still untapped potential for technological advancement within the industry.

Retail media networks are also facing growing pressure from brands to provide more accessible data and deeper insights. Retailers must adopt sophisticated tools for campaign measurement and collaborate closely with brands and agencies to ensure more effective outcomes.

To help the industry overcome these challenges, IAB Canada and the Retail Council of Canada have partnered to advance digital retail advertising standards and practices. This collaboration aims to bridge the knowledge gap between the digital and retail sectors, providing a unique perspective on the evolution of retail media in this country and globally. By working together, these organizations are poised to shape the future of the retail media supply chain, driving innovation and growth in the sector for years to come.

Sonia Carreno is president of the Interactive Advertising Bureau (IAB) of Canada, a not-for-profit trade association exclusively dedicated to the development and promotion of the digital marketing and advertising sector in this country. Sonia has a rich background in digital marketing, leading global strategies for brands like Gillette and Coca-Cola. Her expertise spans performance marketing, creative strategy and consulting for start-ups. Inducted into the Canadian Media and Marketing Hall of Fame, she drives industry innovation in this country.

Seeing is Believing

How to effectively make use of 3-D product visualization technology to optimize furniture trade show results

BY BILJANA VIDOJEVIC

TRADE SHOWS ARE EXCITING EVENTS IN THE furniture industry. Furniture brands devote time, energy and resources to showcase their products in the best possible light.

While the results achieved at trade shows are a driving force behind the success of furniture businesses, preparing for one can feel daunting. From logistics and booth design to product launches and promotional campaigns, the efforts that go into a well-organized trade show presence requires months of planning and preparation. The good news is companies can use the power of 3-D product visualization to speed up and enhance their trade show preparation.

THE IMPORTANCE OF FURNITURE FAIRS

Every year, the biggest furniture events like High Point Market, Salone del Mobile Milano, Maison&Objet and Las Vegas Market are flooded with thousands of exhibitors and visitors from across the globe.

But why are they so important for the furniture industry?

The short answer is sales.

Trade shows are an important sales driver for furniture manufacturers. According to Maison&Objet’s barometer, they are the primary sales channel for 68 per cent of business-to-business furniture brands. Things are slightly different in furniture

retail, where consumer fairs are essential for 27 per cent of retailers.

Over the years, trade shows have established their role as a great way to promote your offerings, meet potential new suppliers and customers, learn more about competitors and keep a pulse on the latest developments in the industry.

END-TO-END SOLUTION

Trade shows are a proven tool in every marketer’s toolbox. And while the concept remains the same at its core, today’s events are significantly different from the ones of the past. Technology has taken centre stage as trade show marketing has evolved and visitors’ expectations have drastically shifted.

The ability to engage visitors, showcase products in high-quality resolution and compensate for limited showroom space has put 3-D product visualization at the forefront of the new trade show experience. The best part: brands can leverage 3-D product visualization at every stage — before, during and after the trade show.

PRE-SHOW TACTICS

Trade show preparations can be nerve-racking. Furniture brands have a huge to-do list of tasks that need to be completed before the event even begins. Booking a booth, planning the booth design, finding a reliable logistics partner, selecting all the products you want to showcase, ordering displays, preparing promotional materials, training the team, and the list goes on.

With all these responsibilities, time is limited to focus on pre-trade show marketing, though it can make all the difference.

Here’s where 3-D product visualization can be handy. Having high-quality product visuals, 360degree views, lifestyle imagery and augmented reality (AR) allows you to prepare a pre-show campaign that will create buzz before the big show and drive traffic to your booth during it.

A tried and tested tactic that can help boost engagement is e-mail marketing. Creating a well-targeted campaign rich with lifestyle imagery of your product offerings is a great way to draw attention and book more meetings. E-mail marketing has proven to be an effective tool for furniture businesses, with an average open rate of 54 per cent, a 6.25 per cent click rate and a 1.75 per cent conversion rate, according to data from software-as-a-service platform provider Klaviyo.

Another way to captivate visitors’ attention is to use high-quality visuals on social media to announce your trade show presence. Posting daily leading up to the event will undoubtedly help you get noticed. But producing all the visuals necessary for your trade show marketing efforts can be costly and time-consuming, especially if voyaging down the traditional route of using product photography. With advances in 3-D product visualization, you can now create photorealistic lifestyle imagery without all the costs, logistics and inconvenience associated with employing traditional product photoshoots.

“Technology has taken centre stage as trade show marketing has evolved and visitors’ expectations have drastically shifted.”

Kiosks allow visitors to browse products that are not on display at a trade show.

“3-D product visualization helps overcome space limitations and creates an endless aisle experience that visitors will enjoy.”

3-D product visualization can also be used to spruce up your product pages. In most cases, your website is the first touchpoint in your buyer’s journey. How you present your products ultimately determines whether buyers will be interested in collaborating with you. Today’s business buyers look for the same digital experiences and features they encounter as consumers. Your website is a destination for end customers, too. This means you should create a pleasant digital experience for a dual audience: business buyers and end consumers. Curating your product detail page content gallery and adding 360-degree views, lifestyle images, alternate angle images and dimension shots will provide dynamic customer experiences.

Not to be overlooked is more traditional marketing efforts, which can benefit from highquality print collateral. Business cards, flyers, brochures, booklets and catalogues are just some of the must-have materials for every trade event. While creation might seem easy, the number of lifestyle images and product visuals needed for a catalogue makes this a Sisyphean task. With 3-D product visualization, you can

showcase products in different colours, fabrics and materials, and present various angles, detail shots and in-context visuals to create dreamy lifestyle settings.

AT THE EVENT

After all the hard work that goes into the preparation for a trade show, it’s time to make the most of your attendance. But no matter how much space you have, there’s never enough to showcase your bestsellers, all-new collections and big, bulky products.

3-D product visualization helps overcome space limitations and creates an endless aisle experience that visitors will enjoy. An endless aisle is a visual merchandising concept of using displays, kiosks and tablets during a furniture market to allow visitors to browse products that are not in the showroom. You can display a full range of items that visitors can interact with via a product configurator to see different variations.

The technology also enables you to present upcoming product lines — those not yet manufactured in time for the event or unavailable due to other logistics issues — enhancing the trade show experience. 3-D product visualization with high-quality, photorealistic product visuals, 360-degree spin and even AR enables you to bring these products to life on the spot.

THE FOLLOW-UP

Trade show marketing doesn’t stop when the event is over. You want to keep buyers engaged long after the event has wrapped up.

Once in-person interactions move into the digital world, you need all the support you can get to move the contract across the finish line. A postevent e-mail campaign is among a number of marketing activities that can keep the conversation going and engage buyers. Reminding trade show visitors about collections you’ve discussed during the show or upcoming product launches can be a great way to spark further discussion. Visuals leave a lasting impression, so make sure to include them in your e-mail campaign. Don’t forget personalization is crucial — one size does not fit all in business-to-business sales. You have to personalize your approach for every client.

Biljana Vidojevic is senior content marketing manager at Chaos Cylindo, a world leader in 3-D visualization technology. As a product of the Chaos portfolio, Cylindo is a 3-D product visualization platform designed to support visual commerce. Hundreds of furniture companies partner with Chaos Cylindo to get superior product visuals across the entire furniture buyer journey. The platform goes beyond high-quality product visualization and gives furniture businesses versatile assets they can leverage across multiple touchpoints.

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DESIGNED TO SELL

Canadian companies dish on what’s flying off their showroom floors

The current economic climate continues to pose challenges for the furniture industry. But it hasn’t wholly hurt the sector. Manufacturers and dealers are still seeing product get snapped up, some offerings more than others. Here, four brands share their best-sellers this year, providing invaluable insight into what’s on-trend and in demand.

STEVE AMBEAU, PALLISER

We’re seeing a new affinity for contemporary motion styles. Styles like our new Essex and Sanibel both showcase modern lines with cutting edge innovation, including triple power motor with recline, lumbar and headrest that come standard, as well as an application-controlled heat and massage. A feature rich offering with a contemporary appeal. We do our best to listen to our customer and work backwards from there. Based on pre-order popularity, we’ve expanded these newly introduced collections to include stationary pieces. Design thinking is what motivates us and drives our business along with one of our core tenets of personalization. Through expanding these popular contemporary motion styles, we’re allowing the more modern consumer to build a sectional or home theatre seating configuration to fit their requirements and lifestyle.

SUNDEEP BAGGA, SUNPAN

We’ve seen demand for furniture that speaks to the trends of curves and mixed materials. Our Jamille collection, particularly our nightstand, has been doing extremely well. The beauty of this collection is how it captures warm tones that create cozy and relaxing environments. It features a contemporary look with great design elements, such as a curved frame wrapped in woven-textured cream faux leather paired with a beautiful brown oak wood top and warm brass metal handles. The option of a large and small size nightstand allows it to bring ample storage into any bedroom space. Other pieces in the collection also add versatility. Because we primarily service better retailers and the design trade, our customers are looking for products that are both timeless and functional.

JADE MERRIMAN, LH HOME

Our Pietro cabinet has shocked us with its retail turns and the diverse client range it has attracted. As one of our higher priced designs, we believe its success is due to the value blend: style, quality and price. It’s a gorgeous arched cabinet bringing a gradual transition from antique to modern style. Our Milo dining chair was first introduced in a neutral soft nude leather. Since its launch, we now stock this in four more colours plus counter stools. This chair is a higher-end product for us, especially in the buttery leather. Milo provides an excellent sit and an extremely versatile look, attracting a wider than anticipated target market. Six years from its launch, our Gia bed and its pairings continue to be top sellers throughout Canada, the United States and Mexico. The style and finish are coastal, and the price is certainly on point for what the market is looking for these days.

ANGELO JR MARZILLI, DECOR-REST FURNITURE

With a growing trend toward smart, multi-functional living solutions, consumer demand for versatile and tech-integrated home solutions are in high demand. Not only do they serve as functional and stylish additions to the home, but they also enhance the everyday experience. Designed to meet the demands of modern living, our motion furniture, available in fabric or leather, is on-trend, combining sleek aesthetics with innovative features like power reclining, adjustable headrests, power lumbar supports, storage features and USB/USB-C charging ports. Beyond just comfort, our motion furniture is domestically crafted with high-quality materials that ensure durability and a luxurious feel. Whether entertaining guests or unwinding after a long day, it adapts to consumers’ lifestyle, providing the ultimate combination of luxury and practicality.