Tag: Tim Horton

Life Experiences fit Together like a Mosaic….Sometimes

April 1, 2026

Three recent experiences connected in my mind last week. The pieces clicked, as in a mosaic. These three experiences led me to stories about people who saw demand for services that were unavailable. Their instincts led to successful companies.

The first experience was a talk I went to hear by a business professor. He introduced himself by describing his usual pitch to students, which is to ask them what motivates business. He said the answer is usually money. He responds to that view by describing a situation, a business transaction: when he goes shopping, he wants to purchase specific goods, such as vegetables. Business is about buying and selling goods and services. Money is simply the vehicle that enables goods and services to change hands.

The next experience was speaking with a physiotherapist, who advised me to strengthen my aching legs. Without going into details, I may have something called lazy butt syndrome, or butt amnesia. Muscles can lose their ability to function properly, so it’s important to use targeted exercises to help them remember how to work.  During our consultation, we talked about cycling and bike racks. I mentioned my intent to buy one. She suggested I visit Rack Attack, a store specializing in racks for cars that carry bikes, skis, and other outdoor gear.

The third experience was buying a hanging bike rack from Amazon, which came from Rack Attack. The rack came in a box, partially assembled. Not fully understanding the assembly instructions, I drove over to Rack Attack and asked for help. The young assistant was excellent, showing me how to prepare the full assembly. Searching the store’s website, I learned that the founder of this chain emphasizes customer relations, focusing on the sales, installation, and maintenance of a variety of racks.

Reflecting on these three experiences, that took place in a couple of days, led me to think about what makes companies successful in business.

The very satisfying experience with Rack Attack made me look into the store’s history. Chris Sandy, the founder, worked at a bike shop in Vancouver, BC, Canada. He noticed that most racks did not fit the more aerodynamic car models, which lacked traditional rain gutters. Attaching sports gear racks to these newer cars was difficult. He decided to open a store catering to outdoor enthusiasts who carry gear in their cars. He started by selling products from Thule, Yakima, and others that fit newer cars.

The first store opened in 1996, and Chris quickly expanded by establishing stores in Toronto and other Canadian cities. In 2014, he sold his stores to Banyan Capital Partners, a private equity investor, to raise money for further growth. By 2026, Rack Attack had over 40 stores, with 30 in the US.

The Rack Attack story reminded me of the Running Room, a specialty store selling running shoes and related products. Running Rooms always have a running club. I used to run with them in Ottawa for years. Running with a group is motivating. You meet people with similar interests. On-the-road discussions fill time and take your mind off tired muscles.

John Stanton established the Running Room in Edmonton, Alberta, Canada, in 1984. He was a chubby food industry executive who needed to change his lifestyle for his health. Embarrassed by neighbors watching him try to run, he went outside at dawn to run. He could hardly run a block before sucking for air. But he persevered, became a runner, and opened a one-room store in Edmonton to sell running gear. The store was a huge success, and he expanded the Running Room stores across Canada and the US. Today, there are over 100 Running Rooms, with 8 in the US. The chain employs 1,300 people. John still works and manages the chain with his two sons.

Another example is the Tim Horton franchise. Tim Horton, an NHL player, sought a business after his hockey career ended. He tried several ventures—first, a burger joint, followed by a car dealership, and finally a coffee-and-doughnut shop in Hamilton, Ontario, in 1964. He imagined creating a community hub where people could mingle and enjoy coffee and fresh doughnuts. The idea proved successful: today, there are more than 6,000 locations in 14 countries, growth fueled by key mergers with Wendy’s in 1995 and Burger King in 2014.

These stories back up the business professor’s view of what business is: at its most basic tenet, it is finding an opportunity to sell a product people want. The money part is secondary; the priority is to fulfill an unmet demand for which people are willing to pay. And clearly, the business must be profitable in the long run, otherwise it becomes unsustainable. I would add that good service is also essential to sustain a company and an enthusiastic founder could be a catalyst for future success.

The question is, where can you find ideas for a sustainable business? I do not know that. But, in the high-tech industry, common wisdom says one out of ten startups goes bankrupt. One makes it. The rest struggle on.

In conclusion, it was worth attending the professor’s lecture; it made me think about what business is.

Ordering Made Easy: Exploring Architecture and Interior Design

January 13, 2026

I tried to purchase coffee on the order screen at McDonald’s yesterday. After three attempts at pushing the wrong buttons, I got it right. But it took more than twenty screen taps to get my simple order. To start with, choices were “here or takeout”; then pick one item from dozens of food and drink options; then “hot or cold” from numerous drink choices; then coffee size – three options; then what to put in the coffee; and then pay on the screen or at the cashier. I mean, I could have ordered it verbally by saying, “Small black coffee, please.” Four words. No matter. The screen works for all orders, and the more screens there are, the more people can order simultaneously.

I still prefer to speak with someone when ordering; I prefer a social interaction. As a result, I often end up at Starbucks or Tim Hortons, where one must order by speaking with a barista or server.

Surprisingly, there were many middle-aged people at this outlet next to Algonquin College in the early afternoon. I expected more students instead. And the people occupied the seats around the perimeter, sitting at tables for two and four, leaving the large communal tables in the middle of the restaurant empty.

Yes, I read that McDonald’s new interior design, called Luna, was developed by an Amsterdam consultant. According to the architect, the design concept encourages socializing, saying hello to people, and facilitating conversations. That is the theory, although I did not see people greeting each other and engaging in conversations.

The Luna design concept features large communal tables that are high and surrounded by barstools, as well as smaller tables around the perimeter. There are 10 or more stools around each large rectangular table. I did not see anyone sitting at these tables. But the furniture design and the colors were pleasing. The walls are painted brown, interspersed with grey accents. According to the designers, it is a subdued atmosphere with no bright colors.

And I did not see a children’s play area, a space I had seen years ago at many McDonald’s outlets. Clearly, McDonald’s moved on to cater to an older clientele. It may be a response to demographic changes, or the older age group may be financially better able to eat there.

I remember the original McDonald’s, with its huge Golden Arches to catch drivers’ attention on the highway. Then the company decided to blend the architecture into the residential areas, perhaps encouraged by zoning bylaws, coming up with the Mansard roof, which blends into the neighborhood. And now, the buildings seem to be simple rectangles, with the logo still intact and small Golden Arches along the fascia. These buildings could just as easily be office buildings, such as medical or insurance businesses. I saw how easily these McDonald’s structures could be converted into offices should the neighborhood’s demographics change and the outlet lose business.

I like the new interior designs, though not so much the exterior; the buildings are boxes with dull colors. I don’t know how the designers arrived at designing such boring buildings. Did they envision a plain, innocuous look that would correspond to the challenging economic and political conditions of the last few years, combined with the recent Covid pandemic?

However, I find McDonald’s an attractive stop on the highway, as their food quality is consistently good and they have kept their menu items up to date to satisfy regional tastes. For example, they offer sausage gravy in the southern states. I always look for sausage gravy, a favorite of mine, and I had some at a South Carolina McDonald’s that was excellent. Now, I am not commenting on the nutritional value of their food; that is a different issue.

I make stops at McDonald’s whenever I’m traveling on the highway. But it is certainly not equal to home-cooked meals in terms of nutritional value or compared to a comfortable home environment. But boy, is it ever tasty to chomp into a Big Mac with fries, occasionally? Despite the calories and fat!