If you’ve ever walked into a Dollarama store in Canada, you’ve probably wondered — how can they sell so many different things for just a few dollars and still thrive?
Well, the story of Dollarama is one of smart business decisions, innovation, and the power of understanding what people truly need.
How It All Began
Dollarama’s story started in 1910, when Salim Rossy, a Lebanese immigrant, opened a small variety store in Montreal, Quebec. It wasn’t called Dollarama yet — it was part of a family-run business known as S. Rossy Inc., which sold everyday goods at affordable prices.
Decades later, Salim’s grandson, Larry Rossy, took over the business in the 1990s and had a bold idea: instead of selling items at various prices, what if everything cost just one dollar?
In 1992, Larry opened the very first Dollarama store in Matane, Quebec, and that one decision completely changed the discount retail industry in Canada.
The Rise of an Empire
People loved the concept immediately — simple prices, quick decisions, and surprising variety. Over the years, Dollarama expanded rapidly across Canada.
By focusing on high-volume sales and low margins, the company was able to keep prices low while still making a profit. They achieved this by buying directly from manufacturers around the world, particularly from suppliers in China, which allowed them to offer everyday essentials, party supplies, toys, kitchenware, and seasonal products at unbeatable prices.
In 2009, Dollarama went public on the Toronto Stock Exchange (TSX) — a major milestone that gave them even more capital to grow.
Fast forward to today, Dollarama operates over 1,500 stores across Canada and is valued at billions of dollars. They’ve even expanded internationally by investing in Dollarcity, a Latin American chain with stores in Colombia, Guatemala, El Salvador, and Peru.
Adapting to Changing Times
One of the smartest moves Dollarama made was adapting its pricing strategy. Though it started as a true “everything’s $1” store, the company later introduced multiple price points — up to $5 — to stay competitive while maintaining quality and affordability.
They also modernized their logistics, opening a massive distribution center in Montreal and improving supply chain efficiency with advanced inventory systems.
Despite rising costs and inflation, Dollarama remains a favorite for millions of Canadians who want value, convenience, and trust.
What We Can Learn from Dollarama’s Success
Dollarama’s journey offers powerful lessons for entrepreneurs everywhere:
- Start simple but think big. A single idea — “everything for $1” — turned into a national empire.
- Understand your market. People always look for value and affordability, no matter the economy.
- Build strong supplier relationships. Their partnership with international manufacturers allowed them to offer great products at low prices.
- Adapt to change. Dollarama evolved with customer needs and market realities instead of sticking to one rigid model.
How AwwwStore Connects to This Story
At AwwwStore, we share that same vision — making high-quality products accessible to everyone at the lowest possible price.
Just like Dollarama, we work directly with manufacturers and suppliers, especially in China, to bring an incredible variety of items to people and entrepreneurs who want to start their own dollar stores or buy wholesale at affordable rates.
But what makes AwwwStore special is that we’re taking this model global and digital. We provide a bridge between Latin American entrepreneurs and Asian suppliers, helping small business owners open their own stores without the massive investment or complicated logistics.
Dollarama proved that the dollar store model works — and at AwwwStore, we’re helping the next generation of entrepreneurs bring that same success to their own communities.
In short…
From one small store in Quebec to an international powerhouse, Dollarama shows what’s possible when you believe in the power of affordability. And AwwwStore is here to continue that story — connecting the world, one affordable product at a time.
