Good news: If you would like to open a small-scale retail business in Toronto — and you have a property that is residentially zoned on a major street (in one of the approved areas), or you have a corner property on a designated “community street,” or you have a property that abuts a non-residential use such as a park or public school — you may now be allowed to do it, with some restrictions. (Consult your local planner for exact details.)
This, as we talked about recently, is meaningful progress for Toronto. But as is always the case, it was not easy. Toward the end, local community groups even started using AI slop in an attempt to terrify the public into thinking that this would be a harbinger of littering hoodlums loitering in all of our neighborhoods.
Thankfully, this city has people like Dan Seljak, Blair Scorgie, and many others — including, of course, the EHON team at the City — who have been instrumental in getting something passed, even if it had to change a little along the way. City building ain’t easy. They should all be proud of what they've accomplished. I look forward to seeing what kind of local entrepreneurship this unlocks. Go Toronto.
Here's a timely article talking about the difference between 7-Eleven stores in North America versus Japan, and why the Canadian company, Alimentation Couche-Tard, wants to buy the Japanese company for $47 billion:
So far, owner Seven & i Holdings Co. hasn’t been able to replicate that success at its 13,000 US and Canadian stores, better known for their constantly rolling hot dogs and 30-ounce soft drinks than their fresh food or their ability to inspire effusive posts from social media influencers. The Tokyo-based company, which has been closing underperforming North American stores faster than it’s been opening new ones, is now the target of a $47 billion takeover bid by a Canadian rival that says it can do a better job translating that overseas magic to the market.
I have no idea if this will happen, but Couche-Tard has been trying to buy the company since 2005. If successful, this will create the largest convenience store operator in the world. It will also go down as one of the largest foreign takeovers in Japan. (On a related note, Couche-Tard tried to buy French grocery chain Carrefour SA in 2021, but that was blocked by the French Finance Minister.)
What is clear, though, is that there's an obvious user-experience gap between the stores in Japan and the stores in Canada and the US. As we talked about here, convenience stores in Japan serve solid food and act very much as community hubs. I didn't know this until right now, but in Japan, people also use these stores to do things like send parcels and pay utility bills, and top chefs regularly judge the food.
However, this is based on a supply-chain network that is, at least right now, unique to Japan:
In Japan, which is much smaller, the chain relies on a robust supplier network, where inventory and food preparation take place at more than 150 factories churning out breakfast, lunch and dinner. Product lineups and displays change quickly based on consumer tastes, with each store responsible for analyzing the sales of every product and adjusting orders to reduce waste and control inventory. It’s a management method known as tanpin kanri, which was even taken up as a Harvard Business School case study. “Japan’s convenience stores’ food preparation central kitchens and logistics infrastructure would be more challenging to establish and operate efficiently over vast areas in the US,” Boston says.
There appears to be universal consensus that the key to unlocking additional value is more fresh food and overall better offerings. And presumably Couche-Tard is of the opinion that it will be a better operator and that it can figure out whatever supply chain is needed. Time will tell. But I find it interesting that all of this is arguably about creating a kind of "local corner store" that better serves people's needs.
Cities used to have these in spades. But then we zoned them away, scaled everything up, and optimized around rolling hot dog cookers and big gulps. So in many ways, this story is about a return to fundamentals. It's about figuring out a way to serve quality products to local neighborhoods, in a globalized world. That sounds simple enough, but it's clearly not easy.
Cover photo by Lisanto 李奕良 on Unsplash
One of the reasons why "new small-scale retail, service, and office uses" are now permitted in low-rise neighborhoods of Toronto -- and why many are on to talking about these uses in our laneways -- is because it's a way to serve the "needs of residents" and "reduce local automobile trips". But what are these needs exactly? And if you had to choose only one, what would it be?
Let me provide some further background.
According to this mapping, 94% of Parisians live within a 5-minute walk of a bakery. And according to this mapping, 94% of people in Mexico City live within a 5-minute walk of a taqueria. So in other words, these two cities seem to have the kind of "small-scale retail, service, and office uses" that satisfy at least some of the needs of their residents.
People in Paris need bread. And people in Mexico City need tacos. But what do people in Toronto need? I'm not sure we have a perfectly parallel thing. But according to Instacart, the top-selling grocery item last year across both the US and Canada was -- bananas. One and four carts typically contain them, and apparently this number has remained fairly consistent.
So maybe this should be our small-scale retail and walkability test metric: What % of the population lives within a 5-minute walk of fresh bananas? (I'm open to other food suggestions here.)