HRMT 5110 (P60)
ARITZIA ANALYSIS REPORT
Canadian company’s Analysis
Team #4
Satwinder Singh, Gagan Preet Kaur, Harpreet Kaur, Kiranjit Kaur, Manpreet Kaur,
Preeti
HRMT 5110: Strategic Human Resources Mangement
Date – November 9, 2022

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ARITZIA ANALYSIS REPORT
Contents
About Company..................................................................................................................................2
Abstract...................................................................................................................................................2
Identification of key issues .....................................................................................................................3
PESTEL Analysis ...................................................................................................................................5
SWOT Analysis ......................................................................................................................................8
Industry Analysis ..................................................................................................................................10
Competitive analysis.............................................................................................................................11
Corporate analysis.................................................................................................................................12
Mission, Vision, and Values .................................................................................................................12
Decision Making Criteria......................................................................................................................14
Rational decision making......................................................................................................................14
Options..................................................................................................................................................15
Key Recommendations and Action plans .............................................................................................16
Action Plan............................................................................................................................................17
References.............................................................................................................................................20
Appendix1. ARITZIA’S Financial Performance.......................................................................................22
Appendix2. ARITZIA’s business model infographic...............................................................................22

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About Company
ARITZIA was started in 1984 by Brian Hill. The first store was opened in a 70-year-old
departmental store in Vancouver, Canada. The idea was simple to design beautiful clothes
with exceptional service and they have been successful in doing so with over 100 plus stores
in North America and an e-commerce platform (ARITZIA, 2022).
Abstract
ARITZIA built a substantial and sustainable competitive advantage. Therefore, ARITZIA is planning to
open unique boutique stores that offer ambiance and unique shopping experience to their
customers. These boutiques will be opened in strategic locations such as in busy streets for its
stores. A multi-brand product portfolio can also be the best option for ARITZIA that enables it to
meet the constantly changing fashion demands of its customers. Moreover, by using vertically
integrated business model – can develop its capacity to manufacture and sell high-quality fashion
products at fair prices. Apart from that, ARITZIA cares about the well-being of the its staff,
customers, and community engagement which ensures the company's long-term financial strength.

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Identification of key issues
1. A decline in net revenue – In 2021, the company faced a downfall in net revenue.
Compared to $275.4 million in the same period the previous year (2020), net revenue
dropped by 2.9% to $267.5 million (Aritzia, 2021).
Reason
The decline in net revenue was primarily caused by a decline in retail sales of $57 million as
a result of 39 government-mandated boutique closures (due to the pandemic, COVID-19) and
an $18 million reduction in operating hours and occupancy restrictions in its open boutiques
(Aritzia, 2021).
Result
Although it was offset by the revenue of the new boutiques if it was not mitigated then it
could adversely affect the business and the reputation of the company.
2. Strong competitors - Based on brand reputation, product quality, clothing style, and
pricing, there is intense rivalry in the market. Aritzia is competing with other strong brands
such as Lululemon, Zara, Club Monaco, and many more (Murray Wealth Group, 2019).
Reason
As Aritzia, most of the rivals are sizable, dependable businesses with a stellar reputation
globally, a sizable clientele, solid supplier ties, strong financial conditions, numerous outlets,
marketing, and other resources.
Result

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High levels of market competition may reduce Aritzia’s sales. If competitors sell their
products at lower prices than Aritzia, it can affect profit margins and sales. Due to inflation,
most people think about money saving. So, they can easily attract by these kinds of offers.
3. Heavy reliance on the United States –
The majority of our net revenue is generated in Canadian dollars, while the vast majority of
our cost of goods sold is expressed in U.S. dollars (Aritzia , 2022). A global online retailer,
aritzia.com is run by Aritzia LP and derives the majority of its eCommerce net sales in the
US. The second-largest portion of their eCommerce net sales come from Canada
(Aritzia.com, n.d.).
Reason
The main cause of this dependence is that the US has the finest economic and geographical
conditions, and the company makes more money from sales there than in any other nation.
Result
Changes in the value of the U.S. dollar relative to the Canadian dollar might have a
significant impact on our operational performance and gross profit margins (Aritzia , 2022).
4. Concentration in the urban market and stagnation in the rural markets -
More concentration on the cities as compared to the outback is a continuing challenge for
Aritzia in the retail (apparel) sector (EMBA Pro, 2022).
Reason
One of the causes is the slow rate of product acceptance in rural markets. Second, because of
the long distances and inadequate infrastructure, Aritzia finds it more expensive to serve rural
consumers than metropolitan ones (EMBA Pro, 2022).

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Result
If it will continue going on, then it may affect the brand image and the sales of the brand as
well.
5. Use non-ecofriendly materials –
According to ethical brand ratings,” the environmental policies of Aritzia received a "Not
Good Enough" rating. The company does use certain environmentally friendly materials,
such as organic cotton, but we couldn't find any concrete evidence that it has made any
efforts to lessen or completely do away with dangerous chemicals. We also couldn't find any
proof that Aritzia reduces textile waste when producing their goods” (Rauturier, 2022).
Reason
Maybe the company pays more attention towards other factors such as profit and sales.
Result
The result of this could be very bad, might be the company have to pay a fine for this or they
can lose their customers or sales.
PESTEL Analysis
PESTEL Analysis is a tool used by strategy makers to make better decisions. PESTEL stands
for Political, Economic, Social, Technological, Environmental, and Legal factors that affect a
company’s macroenvironment (EMBA Pro, 2022). Aritzia is influenced by a wide range of
factors, including government decisions, consumer spending behaviour, social trend,
advancement in technology, consumer activism for the environment, the regulatory
framework for environmental factors, and the legal system (EMBA Pro, 2022).

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Political factors:
Due to the worldwide pandemic, Aritzia faced significant disruptions because 96 retail
boutiques were closed by the government of Canada and the US. The pace of recovery and
the pandemic adversely impact the financial condition of the business. Also, trade
restrictions, tariffs, and additional quotas can reduce the supply of Aritzia’s products (Aritzia,
2021). Some other political factors include political instability in the Canadian market
changing policy with a new government and armed conflict (EMBA Pro, 2022).
Economic factors:
Change in the value of US and Canadian dollars can impact revenue because the cost of
goods sold and operating cost is derived in U.S. dollars. The cost, availability, and quality of
can fluctuate due to inflationary pressure, tariff rates, foreign currency exchange rates, and
labour costs. In addition, the growing inequality in society will result in downward pressure
on consumer spending behaviour (Aritzia, 2021).
Social factors:
This company designs product, develops new brands, incorporates third-party brands, and
adjusts the brand’s position to meet customer’s demands, when the company’s predictions do
not match client’s preferences, then it faces the problem of excess raw material. Moreover,
currently, there are 68 boutiques in Canada and 33 in North America. Hence, the client base
outside North America and Canada is limited during future expansion outside North America.
This company may face the problem of linguistic and cultural differences, and international
client tastes and preferences (Aritzia, 2021).

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Technological factors:
The business is managed through a computer system, including employees, clients, inventory,
payroll, and record and process transactions. However, it could adversely impact the business
through computer viruses, damage to computer systems, cyber-attacks, telecommunication
and computer failure. It would take a huge investment to fix the computer system and the
company can suffer loss due to the disclosure of data (Aritzia, 2021).
Environmental factor:
The suppliers and manufacturers of Aritzia’s product operate in international markets.
Countries have different environmental laws and policies. So, any failure in maintaining
client service level, and social and environmentally sustainable practices could negatively
impact the reputation and brand image.
Legal factors:
Aritzia do not own any patent or intellectual property rights in the fabric used in merchandise.
It is the main threat that rivals can sell and manufacture products with the same style,
fabrication, and characteristics at lower prices. Also, the company has registered its
trademark in many foreign countries. However, some holders can have the same marks which
cannot prevent imitation of the name or exclusive brand (Aritzia, 2018).

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SWOT Analysis
Strengths
1. Multi-channel approach: Because of the multi-channel business, it provides Everyday
luxury experience to the client during the pandemic by giving beautiful products,
engaging service, an aspirational environment, and engaging communication (Aritzia,
2021).
2. Market leadership position: Aritzia has a strong market position in the retail industry
due to which the business can quickly scale the success of new products (EMBA Pro,
2022).
3. Employee engagement as well as diversity in the workplace: Aritzia paid $25 million
to the Aritzia community so that no employee will suffer due to the boutique closer in
a pandemic. Also, it provides diversity, equity, and inclusion at all levels of the
organization (S&P SWOT & PESTLE.com, n.d.).
Weakness
1. Declining market share: Aritzia’s competitors are investing more in marketing and
sales of their product, implementing pricing, and distribution policies which can
reduce the company's revenue. Aritzia is making efforts to maintain its position in the
industry (Aritzia, 2018).
2. High price: Aritzia has a limited customer base due to its highly priced products
(Strauss-Bate, 2015).
3. Supply chain: Most of its products are manufactured outside North America. When
these products are sold internationally, it imposes additional quotas, restrictions, and
tariffs, resulting in a decrease in the supply of products (Aritzia, 2018).

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Opportunities
1. Invest in the digital platform to accelerate e-commerce: From fiscal 2016 to 2020, e-
commerce sales grew by 36%. In fiscal 2021, this e-commerce business increased to
88%. Aritzia plans to invest more in a digital platform which means providing a more
luxury experience to the customers (Aritzia, 2021).
2. Geographic extent expansion across North America: opening more boutiques is the
key to Aritzia's growth strategy. In addition, these boutiques will support the e-
commerce business by increasing sales, building brand awareness, and acquiring more
clients. Also, there is an opportunity to acquire real estate in North America, where
the company has its boutique in approximately 100 locations (Aritzia, 2021).
3. Product expansion: By fiscal 2025, this company plans to double their products
through breadth, depth, and new categories, including colour, size, length, and new
style The company plans to increase brand loyalty to satisfy the demand of clients
(Aritzia, 2021).
Threat
1. Consumer trends: Consumer discretionary spending has an impact on revenue,
including consumer disposable income level, consumer debt, consumer confidence
levels, and natural disasters (Aritzia, 2021).
2. Weather: Boutiques with extreme weather conditions (heavy snowfall, rainstorms, ice
storms) could it adversely impact the financial result of Aritzia (Aritzia, 2018).
3. Competition: Though Aritzia is a leader in product innovation but still is facing
challenges from local and international competitors (EMBA Pro, 2022).

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4. Foreign exchange: The majority of the cost of goods sold is derived in U.S. dollars.
Therefore, fluctuations between the U.S. dollar and the Canadian dollar can affect the
gross profit margins (Aritzia, 2021).
Industry Analysis
Aritzia is a Canada-based company the works, creates, and design retail fashion brands. It
designs house and fashion boutique (Aritzia Inc, 2022). This company has 6569
employees, and the annual revenue is $1.3 Billion. Aritzia ranks 12th
among its top ten
competitors in terms of revenue, and the average of top ten competitors is $4.7 B.
Aritzia’s revenue has increased by 15.5% in the past four quarters (from Q3 2021 to Q2
2022) which can be seen in the graph below (Owler, 2022). In Q3 2023, Aritzia’s target is
to generate revenue between $565 million and $590 million (Aritzia Inc., 2022).
Aritzia’s business level strategy is differentiation. To differentiate from its competitors, the
company offers energy innovative products that are designed in-house. They focus on
innovation and artistic design without compromising quality.
 Target market (WHAT): Currently the company operates in Canada and the US
and manufactures products only for women.
 Products (WHO): Aritzia has a variety of independent brands, each with its own
focus, that are treated as independent labels. Designing and styling products in a
creative way helps the company to get a premium price for them.
 (HOW): The stores reflect the culture of the city in which they operate by
providing excellent customer service.
The corporate strategy of the company is constrained by moderate diversification levels.
Rather than offering customer a single brand or service, the company offers a variety of
brands that are vertically integrated fashion houses. Under Aritzia, all these brands share

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a common technological and distribution channel. As a result of this strategy, Aritzia has
a more market power since its brands are vertically integrated (Business and Corporate
level strategy, 2022).
Aritzia’s business model is based on three key pillars:
 Differentiated global sourcing strategy
 Innovation-focused business model
 Seamless omnichannel platform (Dixon, 2019).
Competitive analysis
It is an analysis of evaluating strengths and weaknesses. It also helps in assessing the
competitors’ products, services, and sales tactics. Conducting a full competitive analysis once
a year is a good business practice (Kazim, n.d.).
Some of the competitors of Aritzia are Lululemon Athletica, Urban Outfitters, American
Eagle Outfitters, Guess, Abercrombie & Fitch, and Revolve Group (Aritzia Inc, 2021).
Financial and competitive advantage – Even after the impact of covid, Aritzia was still
relatively stable. Although some businesses have greater gross margin trends, this is still
respectable and suggests a competitive advantage because rivals are unable to successfully
reduce their profits (Aritzia Inc, 2021).
Profitability metrics – Considering the profitability metrics, Aritzia is just a bit short of its
competitors. The average ROE is 30.8% and Aritzia has 28.5%. However, their revenue is
second highest at 32.6% than the competitors which have an average of 24% (Aritzia Inc,
2021).
Immune to fashion risk – Aritzia is immune to the fashion risk because of its multi-brand
strategy. With its stable of in-house brands, Aritzia has the flexibility to expand or contract a

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brand's space in a boutique in response to changes in fashion and/or even launch new brands
if fashion trends go in a different direction (Murray wealth group, 2019)
Unique boutiques - While some businesses take pride in creating experiences that are
somewhat similar, Aritzia works to give each of its locations a comparable yet distinctive
atmosphere. Retailers have studied physical interaction is still important for many customers.
Nike and amazon have done a similar thing by creating direct-to-consumer and traditional
models (Murray wealth group, 2019).
Corporate analysis
2021 has been an amazing year for which the stock price has almost doubled from $26 to
$50. Aritzia has a lot of advantages which will be discussed that includes strong profitability,
growth, brand recognition, management team, and competitive edge. Revenues have
consistently grown except for the year 2021 where covid has reduced the profits. In 2021 the
revenue was $905.9 million compared to $340.1 million in 2014. The expected growth in
2022 is 48.81%. For the years 2023 and 2024, the expected growth is 14.99% and 12.64%
respectively. Return on equity for Aritzia is 20% in the year 2021, the only year they saw
negative results is 2017 (Aritzia Inc, 2021).
Comparatively, net income increased from 57.75 million to 79.52 million Canadian dollars.
Comparatively to CAD 0.52 a year ago, basic earnings per share from continuing operations
were CAD 0.72. Diluted earnings per share from continuing operations were CAD 0.69
compared to CAD 0.50 a year ago (Investing.com, 2022).
Mission, Vision, and Values
Mission
Aritzia emphasizes diversity in the workplace. Their mission is to promote an atmosphere
where everyone can pursue a fulfilling career while being inclusive, diverse, and

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representative of the communities in which they operate. This commitment is extended to all
applicants and employees, regardless of their racial origin, citizenship status, creed, country
of birth, religion, sex, gender identity, gender expression, sexual orientation, marital status,
family situation, age, disability, or any other protected characteristic (Aritzia, 2022). They are
committed to helping women succeed in life and improve their mental well-being (Aritzia,
2022).
Vision
The vision is to provide luxury everyday clothing to women by making beautiful clothes,
creating exceptional clothes, and an ambitious environment (Indeed, 2022).
Values
Aritzia believes that values are what we reflect. These are the underlying ideas that guide us,
unite us as a People, and uphold the values of standard luxury. Here are the 6 values that
Aritzia reflects as an organization.
Creativity – Everything starts with creativity.
Loyalty – Relying upon and trusting each other.
Excellence – Constantly working to achieve world-class results.
Good judgment – Thinking smartly as an organization.
Integrity – Always doing the right thing.
Teamwork – Employees are wonderful on their own, but we are even better when they work
together (Aritzia, 2022).

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Decision Making Criteria
For effective and efficient decisions, it is important to choose the best options that will bring
favorable outcomes to Aritzia. Covid-19 has financially impacted the organization. There are
a lot of issues which are important to address and solve through decision-making criteria by
applying an effective model. The main criteria that Aritzia used to make this decision are:
1. The potential market for their product
2. The costs associated with each option
3. The feasibility in supply chain
4. Increase share of their market
Rational decision making
We will use Rational decision-making model which is used by most organizations to take
effective decisions (Uzonwanne, 2016). There are 7 steps which are
1. Identifying the problem that requires a solution: The first step in the rational decision-
making model is identifying the problems. Aritzia faced many issues as mentioned
above.
2. Identifying the solution scenario: This step involves choosing criteria that could impact
the decision’s outcome. For solving the Aritzia problems, the criteria can be time, cost,
effectiveness, and productivity.
3. Carrying out a gap analysis: This step involves the identification of gap between the
problem and solution. These are the policies affected by PESTEL and SWOT.

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4. Gathering facts, options, and alternatives: This step focuses on how the company would
be able to compete in the competitive market. The company should lower their prices to
attract customers.
5. Analysing option outcomes: The company should analyse option outcomes available to
them such as Invest in the digital platform to accelerate e-commerce, low prices, Open
more outlets.
6. Selecting best possible options: Aritzia should offer cheaper products to the customers so
that people can buy the products depending on their financial conditions and the
company
7. Implementing decision: It is the last step in the rational decision-making model. In this,
the alternative the company should focus on cost, market share.
Options
Considering the analysis of external and internal factors affecting the company, we
considered several options as possible recommendations for Aritzia for expanding their
business (Aritzia, 2021):
1. Expanding their online presence
2. Opening new stores in different locations
3. Penetration of previously untapped markets
4. Increasing the amount of time spent on advertising and marketing
5. Efforts to provide better service to customers
6. Establishing customer fidelity initiatives
7. Providing promotional prices and sales
8. Developing better options for online shopping

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The above options would be the best way to reach Aritzia target market and grow their
business. After looking at all of the choices, we agreed that the best course of action for the
firm would be to concentrate on lowering prices, launching new items, and expanding into
new areas. We feel that these solutions will bring the greatest advantage to the firm in the
long term and will assist to improve sales and earnings.
Key Recommendations and Action plans
1. Aritzia should be more transparent with its customers and partners regarding its
business model and financials. The company should clarify how it will continue operating
despite losing some key suppliers and partners (Godinho, 2019). They should also explain how
they will maintain their customer service standards while lowering costs by cutting some of
their staff over time.
2. Aritzia should be more transparent with its employees about how they are expected to
perform tasks to keep customers happy during this transition period. The company should
also ensure all employees know what resources are available to them if they need support or
information about changes in the business model or operations over time.
3. Aritzia needs to ensure that all employees understand why changes are being made.
This will ensure that everything is clear about what needs to be done and what changes might
occur in their jobs or responsibilities at any given time.
4. Aritzia should further integrate the Brian Hill brand, as this will help it achieve its
goals of becoming a vertically-integrated, innovative design house and boutique. It is
recommended that Aritzia become the designer of choice for Brian Hill's retail and non-retail
brands.

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5. Another recommendation is to create a new logo for Aritzia that reflects its
transformation from a fast fashion retailer to a luxury designer label. The new logo should
also incorporate elements from past logos and brand identities to preserve the history of Aritzia
as well as its reputation for innovation.
6. Aritzia can continue working with Brian Hill, the Chief Executive Officer, on creating new
product lines for him to sell through his retail stores and online marketplace, thereby
increasing sales.
7. Also, Aritzia can work under the CEO to create new partnerships with celebrities
promoting Aritzia's products on social media channels such as Instagram and Facebook.
This will help increase awareness about Aritzia among consumers who may not yet be familiar
with it but might still be interested in trying out their products because they are famous or have
been featured in popular media outlets such as Vogue Magazine (Godinho, 2019).
Action Plan
Task Task Owner Implementation Time-
bound
Ensuring increased
transparency
Operational
managers,
employees, and
employers
Publishing company values
Being honest when it comes to
customer data collection
6 months
Increasing
transparency with
employees
CEO, managers, and
employees,
Disclosing information
Speaking honestly with other
employees
Sharing information on
business performance
6 months

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Providing a clear
understanding of
changes taking place
within the company
CEO, managers, and
supervisors
Communicating changes
openly and honestly.
Communicating changes in a
down-to-top manner.
6 months
Creating a new logo CEO, supervisors,
managers, and other
stakeholders
To reflect on the achievement of
the company.
Researching to create a
meaningful logo shows it's a
successful business.
6-12
months
Creating new
partnerships with
celebrities.
CEO, supervisor,
managers, and other
stakeholders
By consulting experts.
Understanding what motivates
the partner.
Considering the partners’
values
6-12
months
Creating new product
lines
CEO, managers, and
other stakeholders
Defining the target users of new
product lines.
Understand the bottom line of
developing the new product
lines.
1 year

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HR Implications
Aritzia's strategy is centered on the company's commitment to creating a unique shopping
experience for every client by building a vertically-integrated, innovative design house and
boutique. The company focuses on creating products that are not only fashionable but also
functional and affordable.
The human resource implications of this strategy include the following: 1. Aritzia's employees
must be able to adapt quickly to market and business environment changes. 2. Employees must
work together effectively to achieve their goals and maintain profitability. 3. Employees must
be able to motivate each other through positive reinforcement and teamwork growth rather than
individual rewards or punishments based on performance alone.

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References
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https://s21.q4cdn.com/489771965/files/doc_financials/2022/q4/Aritzia-Inc-Q4-2022-
MDA.pdf
Aritzia. (2018). Aritzia Inc. Retrieved from
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(2021). Aritzia. Retrieved from
https://courses.moodle.kpu.ca/pluginfile.php/752026/mod_resource/content/1/Dossier_Ari
tzia_Annual_Report.pdf
Aritzia. (2021). Annual report 2021.
Aritzia. (2021, May 11). Aritzia Reports Fourth Quarter and Full Year Fiscal 2021 Results. Retrieved
from Investors.aritzia: https://investors.aritzia.com/investor-news/press-release-
details/2021/Aritzia-Reports-Fourth-Quarter-and-Full-Year-Fiscal-2021-Results/default.aspx
Aritzia Inc. (2022). Retrieved from Reuters: https://www.reuters.com/markets/companies/ATZ.TO/
Aritzia Inc. (2022, October 12). Aritzia Reports Second Quarter Fiscal 2023 Financial Results.
Retrieved from Cision: https://www.newswire.ca/news-releases/aritzia-reports-second-
quarter-fiscal-2023-financial-results-
826249983.html#:~:text=For%20fiscal%202023%2C%20Aritzia%20currently,%241.875%20bil
lion%20to%20%241.9%20billion.
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https://ecommercedb.com/store/aritzia.com
Business and Corporate level strategy. (2022). Retrieved from Course Hero:
https://www.coursehero.com/file/66102971/strategy-and-porters-editeddocx/
CourseHero. (2022). Swot Analysis of Aritzia Inc. Retrieved from
https://www.coursehero.com/file/139670685/aritzia-swot-analysisdocx/
Dixon, T. (2019, May 9). Aritzia Inc: Positioned For Long Term Growth In The Retail Sector. Retrieved
from Seeking Alpha: https://seekingalpha.com/article/4262211-aritzia-inc-positioned-for-
long-term-growth-in-retail-sector
EMBA Pro. (2022). Aritzia (Canada) SWOT Analysis / SWOT Matrix. Retrieved from Embapro:
https://embapro.com/frontpage/swotcoanalysis/2693-aritzia
EMBA Pro. (2022). What is PESTEL Analysis and why PESTEL Analysis is important? Retrieved from
Executive MBA Pro: https://embapro.com/frontpage/pestelcoanalysis/2693-aritzia
EMBA Pro. (2022). What is SWOT Analysis? What is included in SWOT Analysis of Aritzia? Retrieved
from EMBA Pro: https://embapro.com/frontpage/swotcoanalysis/2693-aritzia
Murray Wealth Group. (2019, May 21). Market Research #12: Aritzia. Retrieved from
Murraywealthgroup: https://murraywealthgroup.com/aritzia/
Owler. (2022). Aritzia. Retrieved from Owler: https://www.owler.com/company/aritzia
Rauturier, S. (2022, July 27). How Ethical Is Aritzia? Retrieved from Good on you:
https://goodonyou.eco/how-ethical-is-aritzia/

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S&P SWOT & PESTLE.com. (n.d.). Aritzia Inc. SWOT and PESTLE Analysis. Retrieved from
https://www.swotandpestle.com/pdf/index.php?id=10634/2209/2210
Strauss-Bate, C. (2015, December 04). Aritzia S.W.O.T Analysis. Retrieved from Prezi:
https://prezi.com/j5t4orao3eqh/aritzia-swot-
analysis/#:~:text=Some%20weaknesses%20Aritzia%20has%20are,people%20would%20buy
%20from%20them.
Uzonwanne, F. C. (2016). Rational Model of Decision Making. Global Encyclopedia of Public
Administration, Public Policy, and Governance, 1-6.

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Appendix1. ARITZIA’S Financial Performance
Image from: https://www.owler.com/company/aritzia
Appendix2. ARITZIA’s business model infographic
https://seekingalpha.com/article/4262211-aritzia-inc-positioned-for-long-term-growth-in-
retail-sector

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