chronique - automne 2011

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Le magazine des locataires du Fonds de placement immobilier Allied Properties QUÉBEC • MONTRÉAL • TORONTO • WINNIPEG • KITCHENER • CALGARY • EDMONTON • VANCOUVER • VICTORIA AUTOMNE 2011 UN DÉLICE RÉCONFORTANT Petits Gâteaux se construit une cuisine industrielle pour pouvoir répondre à la demande [ PAGE 16 ] Wooky Entertainment : Un des plus grands fournisseurs de jeux créatifs pour filles [ PAGE 12 ] Attraction Média : Sept entreprises de médias sous un même toit [PAGE 10] + À Toronto : Patagonia freine nos ardeurs de consommateurs À Montréal : Un spécialiste du transport redonne vie au dernier étage d’un édifice historique Allied Properties : Une expansion vers l’ouest

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Page 1: Chronique - Automne 2011

Le magazine des locataires du Fonds de placement immobilier Allied Properties

Q U É B E C • M O N T R É A L • T O R O N T O • W I N N I P E G • K I T C H E N E R • C A L G A R Y • E D M O N T O N • V A N C O U V E R • V I C T O R I A

AUTO

MNE 201

1

UN DÉLICERÉCONFORTANT

Petits Gâteaux se construit unecuisine industrielle pour pouvoir

répondre à la demande

[ PAGE 16 ] Wooky Entertainment : Un des plus grands fournisseurs de jeuxcréatifs pour filles

[ PAGE 12 ] Attraction Média : Septentreprises de médias sous un même toit

[ P A G E 1 0 ]

+• À Toronto : Patagonia freine nos ardeurs de consommateurs

• À Montréal : Un spécialiste du transport redonne vie audernier étage d’un édifice historique

• Allied Properties : Une expansion vers l’ouest

Page 2: Chronique - Automne 2011

KING WEST CENTRAL, TORONTO / – The staff atPatagonia’s first corporate store in Canada is no doubt pleasedto see the number of Torontonians sporting the brand’s iconicmountain range logo. But don’t buy its outdoor technicalclothing unless you need it, insists its Ventura, Californiaheadquarters, intent on promoting responsible consumerism.

“We need to focus on how we manage consumption first,”says Andrea Reekes, a former B.C. guide who now heads the3,000-square-foot store on King Street West. Open since lastDecember, it regularly hosts environmental groups, facilitatesgrants, and promotes sustainable practices, among which is the notion that, ‘if you don’t need our stuff, don’t buy it.’

In September, the company announced the launch of aPatagonia-specific online marketplace powered by eBay thatwould allow gently used gear and vintage fleece jackets to findnew owners. Accessible from its online store, the marketplaceis meant to turn prospective new gear buyers into re-users.

A cynic may see it as a marketing gimmick, but the company has been deeply committed to grassroots environmental movements long before green business

practices became commonplace. In many ways, Patagonia isthe embodiment of founder Yvon Chouinard’s philosophy of living modestly while having the gear you need to spend as much time outdoors as possible.

By its own account, Patagonia estimates the hardcore out-door enthusiast for whom it develops its technical clothing is likely only a small percentage of its actual customer base.But the rest of its fans are glad to benefit from the high standards this dictates. As such, Patagonia uses its retail channel as a way to deliver environmental messages, and has been doing so virtually since its start as a climbing piton manufacturer, in late 1950’s.

Featuring environmental campaigns in its advertising and catalogues, Patagonia also commits one percent of its total sales or 10% of its pre-tax profits, whichever is more, to environmental activism. Since 1985, when the programOne Percent for the Planet was first launched, Patagonia has donated over $43 million to over 1,000 organizations,mostly to grassroots causes.

“A grant of $1,000 or $2,000 can make a big difference

[ R E T A I L ]

Patagonia’s King West store an environmental

It’s been a year since Patagonia on King Street West opened its doors. Here is a list of the environmentalorganizations it has hosted, helped or otherwise supported:

• Lake Ontario Waterkeeper• PERL (Protecting Escarpment

Rural Lands)• Friends of the Rouge River

Watershed• Community Bicycle Network• LEAF (Local Enhancement and

Appreciation of Forests)• TEA (Toronto Environmental

Alliance)• Stop the Mega Quarry• The David Suzuki Foundation

• The PINE (Primitive IntegratedNaturalist Education) Project

• Stop the Escarpment Highway

• The Evergreen Brickworks• Bikes Without Borders• TREC (Toronto Renewable

Energy Cooperative)• Friends of Trinity Belwoods• The Blue W• Earth Rangers

al l iedpropert iesre i t .com • 2

Page 3: Chronique - Automne 2011

to small groups,” says Reekes, explaining that thePatagonia approach to environmentalism is to fund small local initiatives that are less likely thannational organizations to put grant money towardsinfrastructure.

That’s not to say it doesn’t support larger organizations. In fact, when it opened in Decemberof 2010, the store was allotted a few thousand dollars to grant to a local group. Its staff chose todonate to the Toronto office of the David SuzukiFoundation (coincidentally another Allied PropertiesREIT tenant).

Every year, staff and customers are asked to rank three environmental initiatives (short-listed bystaff ) for first, second and third-place grants varyingfrom $1,000 to $2,500. Last year Lake OntarioWaterkeeper, the PINE (Primitive IntegratedNaturalist Education) Project and the EvergreenBrickworks all received funds from the PatagoniaToronto grant program.

But facilitating grants is just part of the work done here. It’s mostly about facilitating discussionsand awareness programs, explains Reekes.

“We have hosted an event almost every monthsince we opened. And on a smaller scale we invitegroups to set up an information table in our loungearea,” says Reekes.

Acting as a blueprint for sustainable retail,Patagonia’s model hopes to lead by example andchange by doing. n

patagonia.com/ca

3 • FALL 2011

action centre By Yvan Marston

Patagonia à Toronto : un centre d’actionenvironnementaleOuvert depuis décembre dernier, le premier magasin Patagoniaau Canada est enchanté de voir le nombre de Torontois arborerle logo mythique de la marque. « Mais n’achetez pas nos vêtements de plein air de haute technologie si vous n’en avezpas besoin », insiste le siège de la marque, situé à Ventura enCalifornie, dont l’intention est de promouvoir une consommationresponsable.

« Nous devons gérer le phénomène de la consommation »,explique Andrea Reekes, ancienne guide en Colombie-Britannique qui dirige maintenant les 3000 pieds carrés dumagasin de la rue King Ouest. Ce magasin accueille régulière-ment des groupes d’action environnementale, participe à l’octroi de subventions et fait la promotion de pratiquesdurables, parmi lesquelles l’idée de base : si vous n’avez pasbesoin de nos produits, ne les achetez pas.

En septembre, la société a annoncé le lancement d’unmarché Patagonia en ligne en collaboration avec eBay qui permetau matériel et aux laines polaires d’occasion et en bon état de trouver un nouveau propriétaire. Accessible à partir de saboutique en ligne, ce marché est destiné à faire de potentielsacheteurs d’articles neufs des acheteurs d’articles d’occasion.

Les cyniques pourront y voir une stratégie de marketing,mais Patagonia est profondément engagée auprès des mouvements écologistes depuis des années, et ce bien avantque les pratiques écologiques ne deviennent monnaie courantedans les entreprises.

Les campagnes pour la protection de l’environnement qu’elle intègre dans ses publicités et ses catalogues ne sont pas ses seules actions. Patagonie reverse aussi 1 % de sonchiffre d’affaires ou 10% de son bénéfice avant impôt (le plusimportant des deux) à des groupes œuvrant pour des causesenvironnementales.

Depuis que le programme One Percent for the Planet a étélancé en 1985, Patagonia a fait don de plus de 43 millions de dollars à quelque 1 000 associations, principalement à desmouvements locaux.

« Nous avons organisé un événement presque tous les mois depuis l’ouverture. Par ailleurs, à plus petite échelle, nousinvitons des groupes à installer une table d’information dansnotre réception », indique Andrea Reekes. n

Patagonia started as a climbing piton manufacturer in the late1950’s and has used retail channels to deliver environmentalmessages virtually since then.

TORONTOPh

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Page 4: Chronique - Automne 2011

al l iedpropert iesre i t .com • 4

60-year-old customs brokerage and transport firm breathes new life into top floor of historic Montreal property. By Yvan Marston

TRANSPORT ARCHITECTS

CITE MULTIMEDIA, MONTREAL / – For Jay Goldman,there is no straight line from point A to point B. The president and CEO of Milgram, a 60-year-old Montreal-based firm focused on customs brokerage, internationalfreight forwarding and truck transportation says the biggest change he’s seen in his industry is how quickly things change.

Whether it’s a raging typhoon in Malaysia, a crumblingdictatorship in North Africa, changes in currency valuationsor plummeting housing prices in the U.S., it all affects theway the millions of tons of cargo move around the worldevery day. And change has come upon his firm as well, as the office of 250 employees settles into its new headquarters.

Perched on the top floor of 645 Wellington in Montreal’sCite Multimedia, Milgram’s team performs the complex inter-related functions of arranging and tracking transportation as well as managing the necessary cross-border paperwork –all within sight of McGill Street’s federal customs buildingand steps from the office it occupied for 60 years.

BRIGHT EXPANSE “We have been expanding rapidly forsome years and we set a goal of getting everybody workingmore closely together,” says Goldman from the bright expanse of the new space.

Behind him, the rich palette proffered by the sandblastedbrick walls and eight-by-eight fir beams is set off by the glowing white of the workstations and the fire-engine reddoors and accents. Light from eight-foot-high factory-style windows and strategically placed skylights fills the space.

“We had defined our vision for the company as one

where we would work as a single unit to capture all aspects of our clients’ business,” continues Goldman. But the formeroffices, with staff spread out over three and a half floors as it was, proved a hindrance to this vision.

“It was hard to talk about being an integrated logistics team when people couldn’t even see each other,” he says.

Now, with everyone on one floor, work flows more efficiently and employees work more collaboratively. Theopen space organizes Milgram’s groups by function, andteams are strategically located to improve communication and workflow.

ENGAGING EMPLOYEES Milgram represents a wide range of importers, everything from major retailers and pharma to small ‘mom and pop’ operations.

In a business where the many factors that drive pricing are beyond its control, Milgram is establishing its reputationfor service and value. And it is ensuring that quality by engaging its employees with the space it has built.

A closer look at the beams set throughout the angular space shows a custom steel bracket affixing strengtheningspans to the already beefy joists holding the painted woodceiling. “That’s for the roof deck,” explains Goldman.

Set six feet above the roof level to provide views unobstructed by the rooftop mechanical structures, the deck is a 58-by-34-foot area laden with patio furniture and built to hold 150 people. It was something of a secretwith which the company surprised its employees.

CENTRAL LOCATION In a relationship-focused business suchas Milgram’s, it is important to acknowledge the key value of staff. As Goldman walks enthusiastically through the splitlevel space, nodding friendly greetings to colleagues as hegoes, he points out amenities like the employee bistro, wherea skylight brightens the fully equipped kitchen and where aswipe card-accessible market allows employees to buy freshsandwiches and snacks.

Maintaining a central location and adding a rooftop deck were some employee-focused values of the move. Butthere were other benefits. The move also gave Milgram theopportunity to upgrade its IT infrastructure (including theaddition of an emergency generator), and build a brightly lit onsite physical storage unit holding three of the seven years of paperwork a logistics company is required to keep.

From a chance tour of a neglected class ‘I’ building a yearago last September, Milgram has found a space befitting itsvision. Not far from where it all started, and in line withwhere it wants to be. n

milgram.com

[ L O G I S T I C S ]

Milgram CEO Jay Goldman wanted office space that would promoteservice integration.

Page 5: Chronique - Automne 2011

5 • FALL 2011

Des architectes du transport Pour Jay Goldman, il n’y a pas de ligne droite pour aller du point A au point B. Président et chef de la direction de Milgram, société établie à Montréal il y a 60 ans etspécialisée dans le courtage en douane, le fret internationalet le transport par camion, il explique que le plus grandchangement qu’il ait connu dans son secteur, c’est le rythme auquel se produit le changement.

Un typhon en Malaisie, une dictature renversée en Afrique du Nord, le yoyo du cours des devises ou l’effon-drement des prix de l’immobilier aux États-Unis sont autantde bouleversements qui ont des conséquences sur les millions de tonnes de fret qui parcourent le monde chaquejour. Mais le changement est aussi à l’ordre du jour chezMilgram ces temps-ci, alors que les 250 employés de sonéquipe s’installent dans leurs nouveaux bureaux.

Perchée au dernier étage du 645 Wellington au sein de la Cité Multimédia de Montréal, l’équipe de Milgram accomplit les fonctions complexes et interdépendantes que sont l’organisation et le suivi du transport et la gestiondes documents nécessaires pour le passage des frontières,tout ceci à proximité de l’immeuble des douanes fédéralesde la rue McGill et du bureau que Milgram a occupé pendant60 années.

« Nous avons connu une croissance rapide pendantplusieurs années et nous nous sommes maintenant fixécomme objectif de renforcer la collaboration entre noséquipes », affirme Jay Goldman pour expliquer le choix de ce nouvel espace.

Maintenant que toutes les équipes sont au même étage,le travail se fait de manière plus efficace et en collaborationplus étroite. Dans ce grand bureau paysager, les groupessont organisés par fonctions et les équipes ont été placéesde manière stratégique dans le but d’améliorer l’efficacitédes opérations et la communication.

Milgram compte parmi ses clients une vaste gammed’importateurs, qu’il s’agisse de grands détaillants, de multinationales pharmaceutiques ou encore de petites entreprises familiales. n

The second floor filing room was reinforced with steel beams to hold the weight of just three of the seven years worth oftransport records Milgram is required to store.

MONTRÉAL““It was hard to talk about being anintegrated logistics team when people

couldn’t even see each other”

Page 6: Chronique - Automne 2011

BATHURST STREET, TORONTO / – Making an impactin the furniture business demands floor space. That’s whatconvinced Rusteak’s owners to expand the Asian antique andreproduction furniture business by moving much of it into183 Bathurst Street. The new space – encompassing the whole lower level of the building – creates an atmosphere that demonstrates the adaptability of the store’s inventory.

While specializing in Asian furniture, the store also featuresmodern sofas and chairs upholstered in Canadian Steven &Chris designs.

“I want people to see that they can buy a really cool rusticcoffee table, and it will go perfectly with any modern sofadesign,” says Warren Cann.

A co-owner in the business with his mother Heather, Cann sources the furniture on bi-yearly buying trips to China, Indonesia and India.

“I am mainly drawn to reclaimed materials,” he says. “I’llfind old architectural fragments, old wood or farming imple-ments, and have them made into new, functional pieces.”

The shop demonstrates this eclectic source material, while also coalescing in a cohesive style where worn woodenpanels hang elegantly above an ultra-modern sofa, next to an antique cupboard with an aged, patina finish.

Cann understands his strengths – unique product at a reasonable price. Although he has competitors in the city that deal in similar designs, that competition is shrinking by the day.

Mostly because there is less supply overseas, notes Cann.“But also, the prices are getting out of control. We’re talking30% increases in a year. In this industry, you have to be really creative and move a lot of inventory.”

Part of the excitement of the job for Cann is the thrill of the customer interaction. He got his start in the furniturebusiness as a teenager, working for one of his current comp etitors. He realized then that he enjoys finding the right fit for the client and the thrill of coming up with new design concepts that will excite his customers.

There are certain designs, of course, that he finds never go out of style.

“Dining tables made of reclaimed wood are always going tobe something that fascinates people,” says Cann, adding thathe may custom build such tables in Canada soon. “As mycosts increase overseas, I’ll likely try to do more of this here.”

Another trend in reclaimed wood construction is the moreindustrial-type design that mixes reclaimed wood with iron, or iron accents presented alone. And, of course, those uniquepieces of furniture you can’t find anywhere else will always be the main draw for this growing business.

One other trend that Cann keeps focused on is the envi ronmental impact of his purchasing. All of the pieces in the showroom floor are made from reclaimed wood, not illegally harvested teak.

“I have been eco-conscious all my life, so if I can buy something that is recycled instead of from a plantation, I’ll do so. It just makes sense to re-use what we can.”

The only big concern for Cann right now is getting enoughproduct on his showroom floor to demonstrate the breadth of his vision. If you’ve been in recently, expect to see morenew items on display soon. n

rusteak.com

al l iedpropert iesre i t .com • 6

Top 3 reasons to buy furniture made from reclaimed wood: 1. You can save a forest. Having shopped in the

Indonesian furniture markets, Warren Cann says using reclaimed wood and reviving older pieces savesforests, leading to a healthier global landscape.

2. When it’s built right, it lasts. Much of this wood hasstood the test of time, and with the right treatment, it will last for years to come.

3. Every piece of furniture tells a story. Cann has personally been involved in the acquisition of everypiece on his showroom floor, and each has its own story. It’s more than just furniture.

OLD meets NEWWhere worn wood panels hang elegantly above ultra modern sofas, Rusteak’s furniture combines reclaimed wood with contemporary design.

[ R E T A I L ]

Rusteak’s solid wood, reproduction furniture is made with reclaimed or salvaged

woods from old railroad ties, telephone poles and even demolished buildings.

Page 7: Chronique - Automne 2011

7 • FALL 2011

TORONTO

Page 8: Chronique - Automne 2011

al l iedpropert iesre i t .com • 8

Located across the street from the secondphase of Calgary’s Bow Tower, Art Central(100 – 7th Avenue S.W.) is a restored heritageproperty built in 1929 and originally knownas the Jubilee Block.

The Lougheed Building at the corner of 6th Avenue SW

and 1st Street SW in thedowntown core has been an

important part of Calgary’sbusiness and political

landscape for most of thelast century.

On the Stephen Avenue Mall,adjacent to the Bang & OlufsenBuilding Allied acquired earlierthis year, the Alberta HotelBuilding (804 – 1st Street S.W.)was built in 1889 and 1901, andextensively restored andrenovated in 1972 and 1997.

C A L G A R Y

Page 9: Chronique - Automne 2011

9 • FALL 2011

GOING WESTAllied Properties REIT holdingsexpand from Calgary to Edmonton, Vancouver and VictoriaLast year’s acquisition of the Lougheed building in Calgaryand 840 Cambie in Vancouver marked the start of AlliedProperties REIT’s decisive move into markets west ofWinnipeg. In the spring of this year, Allied president andCEO Michael Emory announced acquisitions in Calgary,Vancouver and Victoria and in the summer press releasessignaled closings on six Calgary properties and another two in Edmonton.

By the fall, a regional office was set up in Calgary’sLougheed Business Centre to manage the growth in thesemarkets, with a more permanent office and staff expansionin the works.

In owning and managing the properties it has acquired inCalgary, Allied has essentially become a part of a downtownrevitalization effort that has come about over the last 20 years and continues today, says Alec McColm, Allied’sWestern Director.

“Buildings like Art Central and Fashion Central havebeen a part of the revitalization and we’ll be working withdowntown associations and continuing to co-promoteevents and merchant activities,” he says.

Indeed, the trend of people wanting to enjoy downtownplaces or live close to downtown, is helping to drive a continued interest in businesses wanting to operate in orclose to the core.

In Victoria, the office and retail tenant mix of 8-10Bastion Square on the East side of Wharf Street connects toa vibrant historical district that is a part of the city’s fabric.

And in Vancouver, the Allied properties in Gastown,Crosstown and Yaletown are not only historic in character,but have made similar transformations from maintained heritage buildings to sought-after brick and beam space.

Allied Properties REIT buildings all draw on three key strengths: being close to the core, offering quality archi-tectural and design environments, as well as being essentiallyless expensive to lease than space in a conventional tower or major mall. By expanding its national portfolio, it canoffer national tenants seeking space in western markets the character space they know, under the same capable management they expect. n

Alliedpropertiesreit.com

[ R E A L E S T A T E ]

This Yaletown building at 840 Cambie Street, near the intersectionwith Robson Street, was the first Vancouver building in Allied’sportfolio. Tenants here include Microsoft and Ubisoft (the latterholds space in Allied’s Montréal and Québec City portfolios).

VA N C O U V E R

Built in 1863 and extensively restored and renovated in the 1990s,8-10 Bastion Square, also known as the MacDonald Block, is set inVictoria’s historic quarter off Wharf Street.

V I C T O R I A

The Revillon Boardwalk Building (10310 - 102nd Avenue and10230 - 104th Street) was built in the early 1900s and is locatedat the western edge of the financial core, across the street fromanother Allied property, the Metals Limited Building.

E D M O N T O N

Page 10: Chronique - Automne 2011

al l iedpropert iesre i t .com • 10

UN AMOUR DE PETIT GÂTEAU

Montreal cupcake maker buildsindustrial kitchen to meet risingdemand for its little cakes.

Une pâtisserie montréalaise se construitune cuisine industrielle pour répondre à lademande croissante.

Page 11: Chronique - Automne 2011

11 • AUTOMNE 2011

Le gâteau dans toute sa coquetterieAVE. DU PARC, MONTRÉAL / – Il y a quelque temps déjà queChristine Mitton a franchi la barre des 100 000 cupcakes. En effet, elle estime aujourd’hui que son équipe a préparé plus de 1,5 million de ces petits gâteaux frais depuis l’ouverture, il y a quatre ans, de Petits Gâteaux, sa pâtisserie de l’avenue Mont-Royal. Pour pouvoirrépondre à la demande de ses délicieuses gourmandises, qui vont duclassique cupcake au chocolat ou à la vanille à ceux plus innovants au fromage de chèvre et aux bleuets ou au thé et aux canneberges, la petite boutique avait besoin d’une plus grande cuisine.

Donc c’est au 6300 avenue du Parc que l’équipe s’installeraprochainement. Bénéficiant d’une grande salle spacieuse au rez- de-chaussée et d’un accès à plusieurs plateformes de chargement,c’est le lieu idéal pour la petite pâtisserie, d’autant plus qu’il est biensitué, au centre-ville avec accès facile en transports en commun.

« Il aurait été plus facile de s’installer dans un parc industriel, maisnos employés vivent à Montréal et la plupart d’entre eux se rendent ici à vélo ou par les transports publics », explique Christine Mitton, en ajoutant que d’être au cœur de la ville lui permet aussi d’avoir accès aux talents culinaires de l ’Institut de tourisme et d’hôtellerie du Québec et d’autres écoles.

L’équipe de Christine Mitton, qui compte aujourd’hui 20 employés,devrait s’élargir encore en 2012, une fois que la cuisine des nouveauxlocaux sera opérationnelle. La majeure partie de la croissance, qui aconduit au déménagement, vient du large réseau de distribution dontPetits Gâteaux bénéficie.

Actuellement, 40 points de vente comptent sur leur livraison quotidienne de ces délicieux petits gâteaux et le service de restauration,très sollicité, est passé des mariages (certains nécessitant plus de 800 cupcakes) aux événements d’entreprise.

Cet automne, lors du lancement du comité officiel chargé descélébrations de 2017, la ville a servi des cupcakes aux couleurs del’événement. Pour tous les jours, Petits Gâteaux offre, en plein cœur du Plateau, une sélection d’une douzaine de petits gâteaux savoureuxen format mini ou régulier et frais du jour. n

petitsgateaux.ca

The little cakes that could It was some time ago that Christine Mitton passed the100,000 cupcake mark. Indeed, she now estimates her team has made more than 1.5 million of the freshtasty treats since she opened her Mont Royal bakeryPetits Gâteaux four years ago. To meet the growingdemand for her desserts, which range from classicchocolate or vanilla to more innovative goat’s cheeseand blueberry or tea and cranberry, the little shop needed a bigger kitchen.

Enter 6300 Avenue du Parc.

With a large ground floor space and access to loading docks, it was a good fit, but it was its down-town location with easy access by public transit made it ideal.

“It would have been easier to go to an industrialpark somewhere, but our employees live in Montrealand most of them bike or take public transit,” saysMitton, adding that being in the core also gives heraccess to the culinary talent from l’Institut de tourismeet d’hôtellerie du Québec and other schools.

Now numbered at 20, Mitton’s team is expected to grow again once the kitchen at 6300 Avenue du Parcis operational in the new year. Much of the demand driving this move comes from Petits Gâteaux’s largedistribution network.

Currently, 40 resellers count on daily deliveries ofthe cheerful little cakes and a busy catering departmenthas moved from doing weddings (some needing asmany as 800 cupcakes) to corporate events.

In fact, this fall, the city served branded cupcakeswhen it launched the official committee for the 2017celebrations. For everyday, Petits Gateaux’s Mont Royalstore offers a selection of a dozen different types, available in regular and mini, and made fresh daily. n

L’histoire du cupcakeLe petit gâteau est d’origine anglo-saxonne et doit son nom « cupcake » aux tasses à mesurer qui ont permis de mesurer lesingrédients en termes de tasse plutôt qu’au poids.

Mais ce n’est pas tout, ces contenants (les tasses à thé parexemple) ont servi de moule à cuisson à une époque où cela prenaitun temps fou pour faire cuire un gros gâteau.

Ici au Québec, le cupcake a fait son apparition dans les cuisinesau cours des années 50. Les cupcakes faisaient partie des habitudeset des plaisirs des Nord-Américains mais tranquillement, ils ont étéabandonnés au profit des produits achetés de toutes sortes maisjamais aussi bons.

En 2003, ils renaissent à New York grâce à la fameuse pâtisserieMagnolia dans le West Village et à l’émission télévisée Sex and the City.

Les cupcakes se conservent à la température de la piècedans un contenant hermétique (plat ou sac en plastique). Ils restent ainsi moelleux et savoureux pendant trois jours.

MONTRÉAL

Page 12: Chronique - Automne 2011

AVENUE DE GASPÉ, MONTRÉAL / – Créer une synergielorsqu’on regroupe deux sociétés est déjà difficile, mais quandon rassemble neuf marques sous un même toit, il vaut mieuxsavoir ce que l’on fait. Heureusement, Richard Speer a les compétences pour et le résultat, c’est Attraction Média, ungroupe composé d’une marque de commerce et de huit sociétésœuvrant dans le divertissement et qui totalisent ensemble plusde 25 ans d’expérience.

Installé depuis un peu plus d’un an au 8e et dans une partiedu 9e étage du 5455 avenue de Gaspé, le siège sociald’Attraction Média est en fait une série d’espaces de bureauxréunissant sept sociétés (la huitième est installée dans d’autresbureaux) et ayant chacune une fonction spécifique et unecouleur qui lui est propre, ce qui permet à chaque entreprised’avoir son identité et de bénéficier d’un certain niveau d’au-tonomie pour réaliser ce qu’elle sait le mieux faire, principale-ment produire et créer.

À L’ÉCHELLE MONDIALE Cirrus Communications, la premièreà arriver sous l’égide d’Attraction Média quand le groupe a été créé en 2002, a une présence de taille dans le secteur de laproduction cinématographique et télévisuelle, tout comme CitéAmérique, Bubbles Television (Paquet Voleur) et La Boîte deProd (Ça Sent Drôle!). Delphis Films et Formaction.tv sont,elles, spécialisées dans la distribution à l’étranger et ConnexionFilms International apporte à l’ensemble du groupe son expertisedans le domaine de la co-production à l’échelle mondiale.

Attraction Média est également un acteur dominant dans le secteur de la création publicitaire. Avec Jet Films et La

Cavalerie, elle s’occupe de près de la moitié de la publicitétélévisuelle produite au Québec. Réunies ensemble, ces entités constituent un des plus grand groupe de production de la province.

ÉLÉMENT-CLÉS « Nous avons formé ce collectif pour rassembler les meilleurs talents créatifs au Québec sous un mêmetoit », explique la directrice des communications KathleenPréfontaine. Alors que la première étape de ce rassemblements’apparentait à un processus d’acquisition et de restructurationorganique, Attraction Média semble à présent vouloir créer une synergie, et ce nouveau siège en est un des éléments clés.

Dans ses bureaux, après le hall de réception central se trouveun long couloir menant à la cafétéria où sont installées unesérie de créations ressemblant à des salles de séjour. Chacune a été conçue et mise en place par l’une des entités (certaines ne sont pas encore complètement terminées) et constitue lesymbole des différents talents de l’ensemble de l’équipe.

« Quand le groupe a été formé », explique KathleenPréfontaine, « chacune des entreprises disposait d’un jour pour « recevoir » les autres, leur offrant petit-déjeuner, déjeunerpuis « cinq à sept » tout en prenant le temps de se présenter et d’exposer ses projets. »

NOMINATIONS ET PRIX INTERNATIONAUX Vétéran du monde de la production, Richard Speer, président et chef de la direction d’Attraction Média, a débuté dans ce secteur en1999 en entrant dans l’équipe de Jet Films, alors un des grandsacteurs de la publicité au Québec. Puis en 2000, il a fondé Go Films et fait l’acquisition de Cirrus Communications en 2002. La même année, il fonde ce qui allait devenir leregroupement qu’on connaît aujourd’hui, Attraction Média.

À ce jour, Attraction Média a déjà effectué 16 co-produc-tions internationales pour le cinéma et la télévision avec l’Allemagne, le Brésil, la Corée., la France, la Grande-Bretagneet l’Irlande. Ensemble, les diverses entités ont reçu 230 nominations, 137 prix et elles ont produit plus de 1 000 heures de contenu visuel. n

attractionmedia.ca

al l iedpropert iesre i t .com • 12

[ M E D I A ]

PÔLE D’ATTRACTIONAvec sa structure innovatrice, Attraction Média rassemble sept entreprisescomplémentaires et autonomes sous un même toit.

“Ensemble, les diverses entités ont reçu

230 nominations, 137 prix et elles ont produit plus de 1 000 heures de contenu visuel.

Page 13: Chronique - Automne 2011

13 • AUTOMNE 2011

MEDIA GET-TOGETHERWith hosted lunches, team-buildingdisplays and a focus on autonomy,Attraction Media’s innovative companystructure gets seven media firmsworking together in one space.AVENUE DE GASPE, MONTREAL / – Creating synergy as twocompanies come together can be a challenge, but whenyou bring nine brands under a single umbrella, it’s best to know what you’re doing. Happily, Richard Speer does,and the result is Attraction Media, a collective of eightentertainment companies and one trademark bringingtogether more than 25 years of experience.

Housed for just over a year in space on the eighth andpart of the ninth floor at 5455 de Gaspe Avenue, Attraction’sheadquarters is actually a series of designated officespaces for seven firms (one is off site). Each space iscolour-coded and companies are given a level of identityand autonomy to do what they do best, which is mainlyproducing and creating.

Cirrus Communications, the first company to comeunder the Attraction Media umbrella when it was formed in 2002, has a prominent presence in film and televisionproduction, as does Cité Amérique (located on separatepremises), Bubbles Television (Paquet Voleur) and La Boîte de Prod (Ça Sent Drôle!). Delphis Films and Formaction.tv specializes in international distribution andConnexion Films International brings global co-productionexpertise to the mix.

Attraction is also a dominant player in advertising creation. With the work of Jet Films and La Cavalerie, itaccounts for almost half of the television advertising produced in Quebec. Altogether, this collective forms one of the largest production groups in the province.

“The company was formed to bring together all the best creative talent in Quebec into one firm,” explainsdirector of communications Kathleen Préfontaine. While the first stage of that process might have been acquisitionand organic restructuring, Attraction appears to be busybuilding synergy, and this new headquarters is a key part.

To date, Attraction has already completed 16 interna-tional theatrical and television co-productions with countries such as Brazil, France, Germany, Great Britain,Ireland, and Korea, and globally, the member companieshave received 230 nominations, 137 awards and have produced more than 1,000 hours of programming. n

MONTRÉAL

Ça sent drôle! is a youth-targetedsketch comedy show produced by La Boîte de Prod and airing on VRAK TV.

Ça sent drôle! : Nouvelle émissionjeunesse de sketchs comiquesdiffusée à VRAK TV et produitepar La Boîte de Prod.

C.R.A.Z.Y. (2005) produced by Cirrus Communications, won 51 awards and sold in 80 countries.

C.R.A.Z.Y. : Long métrage produitpar Cirrus Communications,gagnant de 51 prix et vendu dans80 pays.

The Crimson Petal and the White isa television miniseries producedby Cité Amérique in co-productionwith Origin Pictures from the U.K.(Airing on TMN and Movie Centralin November).

The Crimson Petal and the White :Mini-série produite par CitéAmérique en coproduction avecOrigin Pictures (Royaume-Uni) qui sera diffusée sur TMN et Movie Central en novembre.

Page 14: Chronique - Automne 2011

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Chef de Cuisine Jason Maw (Star Fish) and Chef Tawfik Shehata (Vertical, Ballroom)work the hardwood-charcoal grill usinglocally-sourced fare.

Page 15: Chronique - Automne 2011

15 • FALL 2011

ST LAWRENCE MARKET AREA, TORONTO / – Ablock from Front Street East’s busy destination dining strip, The Bowery is building a faithful clientele by mixingtop quality cuisine with a New York speak-easy vibe.

“It’s a casual atmosphere, but the food is not,” says Thanos Tripi, director of new business development for Uniq Lifestyle, the entertainment group behind the venture.Indeed, The Bowery represents something truly different for Uniq whose venues like The Brant House and TheBallroom dot downtown west’s lounge landscape.

“Nightclubs offer entertainment for one part of the night, but we really didn’t have a place where someone could have a full evening experience,” he says.

PUNCHBOWLS AND BOOTLEGS From cocktails and punchbowls (a form of shared cocktail, see sidebar) to appetizers, to dining, to slipping downstairs into the basement’s Bootleg by Bowery to catch a mixed live band/DJset, The Bowery expects its patrons to ‘sip, savour and stay.’

The menu’s hearty, locally-sourced fare is done on anopen, hardwood-charcoal grill under the watchful eyes ofChef Tawfik Shehata and Chef de Cuisine Jason Maw.

From the embers, the talented duo is producing dishessuch as a 24-ounce rib eye with shaved Parmigiano, a 10-ounce strip loin, venison, rack of lamb and even an octopus appetizer.

Given its casual downtown resto-vibe, The Bowery drawsfrom the area’s thirsty office workers who come to shareeverything from drinks and tales of weekly woe to chorizoand buffalo mozzarella pizzas and Albacore tuna crudo.

In fact, a new ‘Cinq à Sept’ program, drawing on the term for after work get-together, or the naughtier Galliceuphemism for a sweet time to meet one’s mistress, offers $5 drink specials and free appetizers, every Monday through Friday from five to seven.

WHAT’S INSIDE THAT COUNTS The menu offers plenty of comfort as does the distinctive open concept space. The large fluorescent orange armoire at the front of the house and the bright tiles by the grill provide colourful accents tothe long space’s richly dark palette of deep brown woods and burgundy banquets.

The orange is also a nod to the industrial notion of thefarm, as is the Brooklyn-design chandelier made of hayracksand the exposed steel posts. (‘Bowery’ is an Anglicization of an old Dutch word for ‘farm’, explains Tripi.)

The former tenant had the space set out as two rooms, butThe Bowery team decided to open the centre wall and put a20-foot steel bar as a focal point. Adjacent, another bar offersa wide open view of the kitchen whose smoky aromas fill theroom while a chilled retro soundtrack sets a relaxed tone.

STAYING POWER Custom neon art gives the front diningarea a distinctive focal point, while commissioned Canadian artwork such as a large canvas of a building in New Yorkspeak to the space’s theme.

More atmosphere can be derived from the details – the dining room’s reclaimed wooden chairs are direct fromNYC and vintage mismatched silverware add personality to each table setting.

Forming an unpretentious and engaging space, TheBowery is in many ways anything but a nightclub. Its bountiful menu and emphasis on openness is designed to be a place where people will want to meet, again and again. And as the neighbourhood continues to develop alive/work population, having a place where you can sip,savour, stay can add real value. n

thebowery.ca

TORONTO

FARM FRESH NYCNamed for New York’s eclectic neighbourhood, The Bowery serves hearty local farecooked on a charcoal grill and served in a chilled-out atmosphere. By Yvan Marston

[ R E S T A U R A N T ]

What is a punchbowl?Before the cocktail, people shared punchbowls. It’s a traditionThe Bowery is inviting back with a modest menu of mixesincluding a Beefeater Gin and Ginger Beer bowl, a Bacardi andCognac mix and a Grey Goose vodka and sparkling wine con-coction. Each is mixed with a variety of other juice ingredientsto make it a refreshing way to truly share a glass with friends.

“The Bowery expects its patrons

to ‘sip, savour and stay.’

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The Power of AccessorizingHow an upstart Montreal toy company became one of the world’s largest suppliers of creative craft products for girls. By Yvan Marston

CITE MULTIMEDIA, MONTREAL / – Sporting ashaved head and stubbled chin, his stylish striped shirtstraining slightly against broad shoulders, Kevin Richeris the unlikely czar of an arts and crafts toy empire fortween girls.

His Montreal-based company, Wooky Entertain -ment, is Toys R Us’s largest supplier of creative products for girls five to 12. That means that in any of the 840 U.S. stores and 716 locations in 34 othercountries, three-quarters of the shelf space dedicated to‘creative tween’ product is occupied by Richer’s items.

From build-your-own jewelry kits to fashion sketchpads, tattoos, messenger bags and iron-on transfers,Wooky products are tapping into a category of youngbuyers who have abandoned Barbie for the more adultpursuit of fashion accessorizing.

WORLDWIDE NETWORK It is the fall tradeshow seasonand Wooky’s Montreal office on the fourth floor of 75 Queen Street has the palpable atmosphere of an airlinerreadying for takeoff.

“In four years we went from zero to developing 200 products and distributing in 45 countries,” says Richer, who is opening five European offices in 2012.

Indeed, four years ago, Richer may not have had product,but he had a global network. An R&D manager in the toyindustry for 10 years prior to starting Wooky in 2007, heestablished a worldwide network of exclusive distributors andthen set to work developing product with a company lean onadministration and made up mostly of designers.

Quality of service was a key offering, explains marketing VPChristina Sklavenitis. While it sounds obvious, the reality in

the toy industry is that international markets are often treated as secondary by large U.S. toy makers whose priority is to service the domestic buyers.

For a small Canadian upstart with innovative products, filling that service gap was enough to establish a foothold.Now, Wooky has a widespread presence in France, the UK,Germany, Belgium, Switzerland and Australia. What’s more, it owns a factory in China with a satellite office andshowroom to host clients.

UNTAPPED POTENTIAL The jewelry kits, by far the company’s fastest growing product line, are private labeled for some clients as well as developed under Wooky’s ownbrand “Style Me Up”.

“The brand is in its infancy, but it has tremendousuntapped potential,” says Sklavenitis, who recently announcedWooky’s partnership with Boston-based FashionPlaytes, anonline community where tween girls can design clothing andaccessories. Here, the Style Me Up! brand will have its ownfashion design studio where tweens can design tops, dressesand jewelry and have them delivered to their homes in twoweeks.

Other brands such as its innovative stackable Block Crayonsfor toddlers, its easy-use-Mixy jewelry for the four-to-eight-year-old crowd and Mathable, a math-focused board gamewith a style of play similar to Scrabble, are also driving growthin the company that is expecting to expand into adjacent spaceas its staff grows from 30 to possibly 50 by this time next year.

“We’re really a brand development company,” explainsSklavenitis. “Toys are just where it starts.” n

wookyentertainment.com

[ T O Y S ]

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17 • FALL 2011

DESIGNERS WANTEDWooky Entertainment wants designers of allstripes to join its fast-growing team to designgames and activities. Send resumes to:[email protected]

Wooky Entertainment recherche des designers. Les personnes intéressées sontinvitées à envoyer leur curriculum vitae à[email protected].

Wooky Entertainment : une entreprise montréalaise devenue l’un des plus grands fournisseurs de jeux créatifs pour filles

MONTRÉALAvec sa barbe de deux jours, son crâne rasé et sa chemise

à rayures un peu étriquée cachant de larges épaules, KevinRicher est le patron quelque peu atypique d’un empire mondialdu jouet spécialisé dans les boîtes de jeux créatifs pour filles.

Wooky Entertainment, dont le siège social est à Montréal,est le premier fournisseur de jeux créatifs pour filles de 5 à 12 ans des magasins Toys R Us.

Ses articles, qui vont des coffrets de création de bijoux fantaisie aux cahiers de dessin de mode ou aux tatouagesscintillants, sont destinés aux jeunes clientes qui ont délaisséla poupée Barbie pour se tourner vers les accessoires de mode.

« Partis de zéro il y a quatre ans, nous avons depuisdéveloppé 200 produits, aujourd’hui distribués dans 45 pays »,explique Kevin Richer qui ouvrira en 2012 cinq bureaux en Europe.

« La qualité du service est un élément-clé », affirmeChristina Sklavenitis, vice-présidente du marketing. Un argument évident à première vue, mais qui sous-tend unevraie réalité : dans le secteur du jouet, les marchés interna-tionaux sont souvent considérés comme secondaires par les grands fabricants américains, dont la priorité est de servir la clientèle locale.

Wooky bénéficie aujourd’hui d’une forte présence enFrance, au Royaume-Uni, en Allemagne, en Belgique, en

Suisse et en Australie. Qui plus est, elle est propriétaire d’une usine en Chine, où elle possède également une salled’exposition et un bureau satellite pour y recevoir des clients.

Les coffrets de création de bijoux sont de loin la gamme de produits qui connaît la croissance la plus rapide. Certainsclients y apposent leur propre marque, d’autres les vendentsous la marque de Wooky, « Style Me Up ».

Quant aux autres produits, comme les Block Crayons qui s’empilent pour les tout-petits,les bijoux Mixy faciles à créeravec des clips pour les 4 à 8 anset Mathable, un jeu de sociétésemblable au Scrabble basé surles maths, ils participent euxaussi à la croissance de Wooky,qui prévoit étendre encore sesbureaux si son équipe passe de30 à 50 personnes dans lesdouze prochains mois.

« En réalité, nous sommesune société de développementde marques », explique ChristinaSklavenitis. « Les jouets ne sontque le point de départ. » n

Page 18: Chronique - Automne 2011

ST. LAWRENCE MARKET AREA, TORONTO / – Overthe last 20 years, Gabriele Paganelli has built a reputation asToronto’s go-to chef for authentic Northern Italian flavours.

His downtown ristorante was producing a Risotto Fagianoe Tartufo that won an international food competition in NewYork and foodies began to recognize the name Paganelli farmore easily than that of his establishment Romagna Mia(named for the region of his birth).

That’s pretty much why the sign outside the Front StreetEast location says Paganelli’s but inside, you can expect thesame authentic Italian culinary experience as before, in fact,perhaps even more authentic. On a few acres of land justsouth of the city, Paganelli has a farm that raises boars, which can be found on the menu.

NORTHERN ITALIAN More than just a truly authentic northern Italian restaurant, Paganelli’s is morphing into abrand. Besides its other Woodbridge location, it also offers full-service catering, a boutique of traditional Italian

salumi (made by Chef Paganelli), and private cooking classes.

The name change is intended to create buzz and give this restaurant that has been popular for the last 14 years a fresh face.

He says regular patrons shouldn’t worry: All the signaturedishes that put Romagna Mia on the map aren’t going anywhere. But customers can expect to find new dishes thatwill soon become lasting favourites, such as OctopusCarpaccio pizza.

DYNAMIC EATING While couples seeking a romantic soireeand ardent foodies are just as likely to share the space as ebullient families, the restaurant makes every dish available in family-style platters so that large groups can share.

“Family-style dining creates communication at the table.They share. It makes for more dynamic eating,” saysPaganelli, adding that it also creates an experience that tendsto bring families back.

al l iedpropert iesre i t .com • 18

PAGANELLI’S PLACEA 14-year-old Italian eatery’s chef gets the recognition he deserves as Toronto’s Romagna By Micayla Jacobs

Page 19: Chronique - Automne 2011

19 • FALL 2011

TORONTO

Mia renamed and rebranded in his honour.

Semi-private areas throughout the restaurant can accommo-date large groups for private events and corporate functions, giving groups their own area (equipped with projection screens)while still allowing them to enjoy the atmosphere of the restaurant.

And if the event is elsewhere in the city, Paganelli’s offers fullservice catering, with most of the items on the menu available in large quantities.

TAKE PAGANELLI’S HOME For smaller meals, Paganelli’s also lets you take the experience home, not only through itsboutique and extensive take out services, but through a cooking class taught by Paganelli starting this fall.

Designed as much for team building events as for individual’swho just can’t get enough Paganelli, the cooking classes will run in the evenings showcasing three dishes accompanied bywine and appetizers. n

paganellis.com

Chef profile: Gabriele PaganelliBorn in a region of Italy known for its centuries-old techniques of producing such gastronomicdelights as Parmigiano-Regganio cheese,Prosciutto di Parma and Balsamic vinegar, Chef Gabriele Paganelli came to Canada in 1991 and opened Romagna Mia in 1997.

Over the past twelve years, his accoladesinclude first place for the 2001 Golden SpoonRisotto Competition and the 2000 Silver SpoonRisotto Competition. In Luxembourg, he won the bronze medal at the ExpoGast 2002 WorldChampionships. Recently, he was accreditedwith the Maestro di Cucina from theAssociazione Professionale Cuochi Italiani inFrascati, Rome. In New York, his Risotto Fagianoe Tartufo and Strozzapreti alla Romagnola InCamicia di Parma Prosciutto took second andthe third place in the best recipe of NorthAmerica 2003-2004 competition organized by La Cucina Italiana magazine. n

Page 20: Chronique - Automne 2011

RICHMOND STREET WEST, TORONTO / – The two new heavy bags hanging in the west side of the space, someadditional mirrors on the east side and industrial wire shelvingat the back laden with a mix of old but mostly new pads, headgear and sparring gloves are just the more obvious signs ofgrowth at Old School Muay Thai on Richmond Street West.

Enrollment is up and a complement of seven instructors andseven more assistants run morning, lunchtime and after-worksessions. But the biggest change here since its 2009 opening has been its switch to full not-for-profit status.

“You’ll never get rich running a Muay Thai club,” says ownerJames Hines. “It’s something you do for the love of the sport.”

Known as the art of the eight limbs, Muay Thai, or Thai boxing as it is sometimes called, uses elbows and knees in addition to fists and feet, to perform a range of combative techniques that make it one of the more aggressive martial arts.A head taller than anyone else in the space, the lanky Hines,known as ‘Kru’ (instructor) James, originally intended for hisgym to give back by developing a not-for-profit division thatwould support at-risk youth by giving students subsidized access to training.

After three years, his at-risk youth program was not onlygrowing, but yielding measurable outcomes. To the point wherethe Trillium Foundation, a provincial organization that offersgrants to Ontarians working to enhance the quality of life in

their communities, provided financial support to buy newequipment.

Now, paying members support the gym infrastructure whilegrants from the Trillium foundation cover the costs associatedwith offering a Muay Thai program to at-risk youth everydayjust before the after-work class gets started.

“If the training is good but expensive, that’s not viable,” says Hines. “What we’re offering is qualified instruction at a reasonable price.” n

oldschoolmuaythai.com

al l iedpropert iesre i t .com • 20

Thai boxing gym goes 100% not-for-profitAffordable paid memberships yield fitness results while at-risk youth program delivers lifestyle discipline

[ H E A L T H ]

Why Muay Thai? Because some studentshave dropped 30 to 50 lbs.People often don’t want to start sweating to the art of theeight limbs is because they can’t get over the idea of hitting something, says James Hines owner of Old SchoolMuay Thai. “But there are so many things to learn and todo that you’ll never get bored,” he says, adding that that’swhy his students keep coming back. And sustainability iskey to any fitness routine, says Hines who has helped 20 students lose 30 lbs, 12 lose 40 lbs and 10 lose 50 lbs.

Phot

o: A

lex

Yeo.

Page 21: Chronique - Automne 2011

EXCHANGE DISTRICT, WINNIPEG / – October 9th wasa day fifteen years in the waiting for many Winnipeggers, andLance Thomson was no exception. When the blades of thecity’s beloved Jets began carving hometown ice for the first timesince the franchise was sold to Phoenix, Thomson was not onlypresent but working as the official team photographer.

“On a personal level, having the NHL return to Winnipegis fantastic and I’m thrilled by the huge impact it’s having onthe city, but it’s even more exciting that I get to be involvedon a professional level.”

After a long relationship with the Jet’s owner, True Northand its former team the Manitoba Moose, Thomson was aneasy choice as head photographer. Indeed, a business relation-ship helps, but becoming official team photographer draws on all the skill and experience only a veteran shooter canbring. And given that Thomson started taking pictures at ten,he’s brought to the position a wealth of experience.

YOUNG PROFESSIONAL Since the day he bought his firstcamera with money earned from a paper route, he washooked. From a young age he started watching photographersof his hometown paper, The Brandon Sun, where he wouldeventually become a full-time photographer before finishinghigh school.

With a solid news photo portfolio, Thomson landed a coveted spot at the Brooks Institute of Photography inCalifornia, still one of the only schools in the world to offer a degree in professional photography (most schools offer

photography as a specialty within a fine arts program).

The countless hours he spent in the darkroom as a studenthelped him develop a keen eye for photo editing that wouldlater be the fundamental skill needed to perfect digital images.Indeed, while the medium of photography has changed, thistechnical training is still just as relevant. “The basics of highquality photography – lighting and composition – are still thesame,” he says.

SKILL AND INNOVATION But skill must be combined withinnovation to stay ahead, and here Thomson is no slouch,having developed his own pole camera system that he usespredominantly for real estate clients.

“I can photograph the house, the front yard and the riverbehind to show where the house sits and the area around it. It gives a unique angle and an entirely different perspective,”he says, explaining that the system is made up of fiberglasspoles that are assembled on site to a height of 40 feet with aremote viewer that allows him to frame the shot.

Operating as a Winnipeg photographer since 1982,Thomson works mainly on the commercial projects, sometimes shooting editorial for Style Manitoba, ManitobaBusiness and other magazines as well as catalogue images for local companies.

Besides being the Winnipeg Jets’ main photographer,Thomson is also the official photographer for the FolkloramaFestival. Not bad for a ten-year-old with a dream. n

lancethomsonphotographic.com

21 • FALL 2011

Shoots and ScoresVeteran Winnipeg photographer lands coveted spot as Jets new official shooter.By Micayla Jacobs

[ P H O T O G R A P H Y ]

Capturing the magic of aFolklorama event, one of thelargest and longest runningmulticultural events of its kind in the world.

Using his custom-designed pole cam,Thomson captureslow altitude shots of real estate thatprovide a morecomplete view of the area.

WINNIPEG

Page 22: Chronique - Automne 2011

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CHANGING TACKS When the home deco market began to suffer, Montreal’s ADzif started selling its decorative wall-mount stickers in France. By Yvan Marston

[ H O M E D E C O R ]

AVE. DU PARC, MONTREAL / – ADzif began making a name for itself four years ago when founder MarylineLambelin and business partner Pierre Paré adapted the decorative large-format wall stickers popular in Europe forthe North American market. Now, ADzif and its mur*murbrand are shipping new product to France, the very countryLambelin was visiting when she came upon the idea.

“The French market is dominated by two large players and they have flooded the market with their creative,” saysLambelin. “So if you go into any big box store there, thestickers will all be the same.”

ADzif ’s creative concepts offer something different.Cartoon characters for kids, poetic musings defining wordslike soul, love and family as well as adhesive mirrors, andclocks that can be formed into wall decorations, togetherformed a collection of almost 1,000 different items and illustrations never before seen in France.

A POETIC SIDE “I think the poetic side captured their imagination,” says Lambelin of the buyers for Leroy Merlin,a ubiquitous French-based building and decorating centrewith 290 stores across 12 countries (mostly Europe).

Experienced in the large format printing business,Lambelin and Paré left that trade in 2006 and retooled theirskills to manufacturing large-scale decals that can be used toadd a colourful accent or detail to an otherwise blank wall.

They developed ADzif as their boutique brand, andmur*mur for Rona and Reno Depot. Business was briskfrom the start, but when the 2009 downturn hit, home decorating as a category suffered economically.

STUDIO & PRODUCTION When the Montreal Chamber of Commerce hosted buyers from Leroy Merlin, ADzifimpressed them not only with its creative, but also with itsmerchandising abilities (it builds its racks and displays for all its customers and has adapted baskets to function inLeroy Merlin stores).

With 14 employees spread over three separate spaces all on the same side of the building, ADzif has a creative studio,a CNC machine shop to cut plastics and other materials into intricate shapes, as well as a large format printer andvinyl cutter, a production area and a shipping area.

Using a stable of 15 artists, ADzif draws talent fromaround the world. New York, Brazil, Czech, Peru, France and of course Montreal are some of the places from which its talent hails. Working currently to establish itself in theEuropean market with its mur*mur brand, ADzif hopeseventually to be shipping all three of its lines to a new andever-expanding marketplace. n

adzif.ca

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23 • FALL 2011

AV. DU PARC, MONTRÉAL / - ADzif a commencé à se faire un nom il y a quatre ans, lorsque sa fondatrice, Maryline Lambelin, et son associé, Pierre Paré, ont adapté les grands autocollants dedécoration murale, qui connaissaient tant de succès en Europe, pour les vendre sur le marché nord-américain.

Aujourd’hui, ADzif et sa marque mur*mur envoient leurs produitsen France. C’est justement là-bas que Maryline Lambelin, en 2006,lors d’un voyage, a eu l’idée de la conception de l’entreprise ADzif. « Le marché français est dominé par deux grands acteurs et il a été inondé par leurs créations », explique Maryline Lambelin. « Donc, dans toutes les grandes surfaces, on retrouve les mêmesautocollants. »

UN CÔTÉ POÉTIQUE Les concepts créatifs d’ADzif apportentquelque chose de différent. La collection compte près de 1 000créations et illustrations inédites en France proposant, par exemple des visuels organiques ou des définitions poétiques de mots comme « âme », « amour » ou « famille », des horlogesadhésives et des miroirs décoratifs.

« Je pense que le côté poétique de nos visuels a captivé leurimagination », dit Maryline Lambelin des acheteurs de Leroy Merlin, une grande chaîne française d’articles de bricolage et dedécoration, comptant 290 magasins dans 12 pays (principalementen Europe).

Spécialisés dans le domaine de l’impression grand format,Maryline Lambelin et Pierre Paré ont quitté ce secteur en 2006 pour élargir leurs compétences et se tourner vers la fabricationd’adhésifs muraux grand format pouvant être utilisés pour apporterune touche ou un détail de couleur à un mur vierge.

Ils ont développé trois marques de commerce pour leurs différents marchés : ADzif pour les boutiques de décoration,mur*mur une ligne exclusive pour Rona et Réno Dépôt et Mia&copour les grandes surfaces. Le développement de l’entreprise

a été rapide, mais dernièrement, le ralentissement économique dusecteur de la rénovation au Canada les a contraint à se repositionner.

STUDIO ET PRODUCTION Lorsque la Chambre de commerce de Montréal a reçu des acheteurs de Leroy Merlin, ADzif les aéblouis non seulement par sa créativité, mais aussi par ses activitésde marchandisage (elle construit elle-même tous les présentoirs de ses produits pour ses clients ; elle les a d’ailleurs adaptés spécialement pour les magasins Leroy Merlin).

La plus grande difficulté est bien entendu la distance. C’est une question de confiance, explique Maryline Lambelin, il fautsavoir agir de manière décisive et rapide.

« Étant donné que nous ne sommes pas une très grande entreprise, nous pouvons facilement et rapidement nous adapteraux changements », ajoute-t-elle.

Avec 14 employés répartis dans trois espaces différents, maisdu même côté du bâtiment, ADzif compte un studio de graphisme,un atelier avec découpeuse pour matériaux rigides, ainsi qu’uneimprimante grand format et des découpeuses de vinyles, un atelier de production et une zone d’expédition-inventaire.

« Rien n’est laissé au hasard. Nous produisons tous les emballages et les présentoirs », explique Maryline Lambelin, « mais même avec une présentation impeccable en magasin et la meilleure qualité de vinyle, le produit ne se vendra pas si le design n’est pas différent et original.»

ADzif collabore avec 15 artistes du monde entier pour offrir descréatifs aux inspirations variées. New York, le Brésil, la RépubliqueTchèque, le Pérou, la France et bien sûr Montréal ne sont quequelques-uns des lieux de provenance de ses artistes talentueux.

Essayant actuellement de s’imposer sur le marché Européen par le biais de sa marque mur*mur, ADzif espère à plus long termepouvoir exporter ses trois marques de commerce sur ce nouveaumarché et en devenir le leader des produits de décoration. n

Un virage bien amorcé : Lorsque le marché de la décoration d’intérieur a commencé àralentir, ADzif a décidé de se tourner vers la France pour vendre ses adhésifs muraux

Branching out beyond wall coverings, ADzif also makes wall clock kits, mirrors, iPhone skins and magnetic appliance covers.

MONTRÉAL

Page 24: Chronique - Automne 2011

al l iedpropert iesre i t .com • AUTOMNE 2011

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Rédacteur en chef: Yvan Marston • Graphisme: Gravity Design Inc.

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INCOMING...

CROSSTOWN, VANCOUVER / - En juin, AlliedProperties REIT a ajouté un édifice du patrimoine de classeA à son portefeuille de Vancouver. La Sun Tower, située au128, rue Pender Ouest, se trouve dans un quartier connusous le nom de Crosstown en raison de sa situation entreYaletown et Gastown.

Relativement proche d’autres bâtiments d’Allied, la SunTower, du nom de son ancien propriétaire, The VancouverSun, avait été baptisée World Building à sa construction en 1912 alors qu’elle était le siège d’un autre quotidien, The Vancouver World.

Avec ses 17 étages et ses 272 pieds de haut, elle a été leplus haut édifice de l’Empire britannique pendant deux ans.Outre par sa taille, c’est par les corps de femmes aux seinsnus, dont les formes sculptées soutiennent la corniche situéeà mi-hauteur du bâtiment, qu’elle a attiré l’attention.

Ayant fait scandale il y cent ans, ces ornements sontaujourd’hui appréciés comme un détail unique et bienvenude l’architecture par ailleurs classique de l’édifice. Avec sa stature toute symétrique et son dôme vert patiné, la Sun Tower est restée l’un des symboles de fierté de l’histoirede Vancouver pendant des années.

Après d’importantes rénovations ces deux dernièresannées, sa situation au centre-ville, les commodités modernes qu’elle propose et sa structure intérieure pleine de caractère sont autant d’atouts qui font d’elle l’un des édifices favoris des entreprises de services créatifs. Le bureau de Vancouver de MacLaren McCann y est installé,comme le sont plusieurs cabinets d’architecture et de design. Par ailleurs, Kalev Fitness Solution, la salle de gymsituée au niveau inférieur, y propose une salle d’exerciceéquipées de machines italiennes Techno Gym, des servicesd’entraînement personnel et des vestiaires de luxe.

Proche du quartier des affaires, la Sun Tower a l’avantaged’être baignée dans l’atmosphère d’un quartier en pleine

évolution. Crosstown abrite de certains des restaurants les plus en vue du moment. Parmi eux, Chambar, qui propose une variété étonnante deplats de cuisine belge degrande qualité et le café Médina, qui appartient au mêmepropriétaire et est loin d’être un petit café ordinaire.

De l’autre coté la rue, on trouve Wild Rice, un restaurantqui porte la cuisine asiatique (que l’on retrouve dans toute laville bien sûr) à un autre niveau. Il est l’un des restaurants lesplus appréciés par la critique à Vancouver. Quant à Bao Bei,une « brasserie chinoise », elle fait salle comble tous les soirs.

Plus loin, le cinéma Tinselton propose aux cinéphiles des films indépendants et étrangers qu’on ne peut voir dans aucune autre salle. Des boutiques de design commeProvide et Nest Interiors avec leurs articles de décorationintérieure dernier cri venus du monde entier se sont installésrécemment et de nouvelles galeries d’art, des magasins devêtements et des cafés y ouvrent leurs portes régulièrement.Crosstown est réellement un quartier en mouvement, et laSun Tower y est au cœur. n

suntowerbuilding.com

UN SITELÉGENDAIREAllied acquiert la perle du patrimoine historique de Vancouver.

La Sun Tower a été construite en 1912. Le bâtiment a été commandépar L.D. Taylor, maire de Vancouver pendant de nombreuses années,pour abriter le quotidien The Vancouver World. Quand elle a étéachevée, cette tour de 17 étages était le plus grand bâtiment de toutl’Empire britannique.

[ H I S T O R I Q U E ]

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