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Bakebe Baking Studio Opening 1st Canadian Location in Markham

Photo: Bakebe

Bakebe, the Hong Kong-founded experiential baking studio that has made waves across Asia, is entering the Canadian market this fall. The innovative co-baking concept, created by celebrity entrepreneur Venus Chi, will debut at CF Markville Mall in Markham, north of Toronto. This marks Bakebe’s first Canadian location and the beginning of what could be a broader expansion into North America.

Founded in 2018, Bakebe has pioneered what it calls “co-baking,” where guests can create professional-quality cakes guided by an interactive app. The model has proven popular in Hong Kong, Malaysia, and the Philippines, where Bakebe has become a go-to destination for celebrations, group outings, and social media-worthy experiences.

“Toronto is incredibly diverse, creative, and family-oriented. It felt like the perfect city to introduce Bakebe in North America,” said founder Venus Chi in an interview with Retail Insider. “Markville Mall was an exciting choice because it’s a high-traffic, well-loved retail hub that’s actively embracing experiential concepts. It gives us a great launchpad into the Canadian market.”

Venus Chi, founder of Bakebe. Photo: Bakebe

A New Model for Baking Experiences

The Bakebe concept was born out of Chi’s frustration with traditional baking classes. After a disappointing experience in which a class she booked was cancelled, she experimented with self-teaching via YouTube. The outcome, however, was a costly waste of ingredients and time. “I realized that so many people love the idea of baking, but they’re intimidated by the process, or they don’t have the tools or space,” she said.

Bakebe solves that problem with its app-driven system. Guests select a recipe from a tablet, follow detailed step-by-step video and graphic instructions, and bake in a premium, Instagram-worthy studio environment. Every tool and ingredient is provided, and trained staff remain available to help if needed. The model has been refined over the years to ensure what Chi describes as a 95% success rate, with health-conscious, low-sugar recipes and cakes designed to be both beautiful and approachable for beginners.

“Unlike a traditional baking class, Bakebe is completely self-guided through our custom app, which means guests can move at their own pace—solo or with friends,” said Chi. “It’s an experience that’s both structured and creative.”

From Hong Kong to Global Expansion

Bakebe has steadily grown beyond its flagship in Hong Kong, where it became known as a haven during the pandemic. For many, it was a therapeutic outlet in an otherwise stressful urban environment. The studios proved adaptable, serving as spaces for birthdays, proposals, dates, and team-building events.

“We realized this concept had universal appeal,” Chi explained. “So we expanded to Malaysia and the Philippines, where we tailored the experience slightly to fit local tastes and preferences. Each new location brought fresh insights that helped us refine the model further.”

The Canadian debut represents Bakebe’s entry into Western markets and a strategic step toward expansion in North America. According to Chi, the team is already scouting additional sites in Vancouver, Montreal, and Calgary.

“Canada is a great testing ground with a lot of cultural overlap with the U.S., and the insights we gain here will help shape how we grow across the continent,” she said.

Photo: Bakebe

Inside the Markville Studio

The new Bakebe at CF Markville will closely mirror the brand’s Asian studios while incorporating localized elements. The interior design blends café aesthetics with studio functionality, aiming for what Chi describes as an “Instagram dream.” Guests will find bright interiors, fully equipped baking stations, and a premium atmosphere intended to encourage creativity.

When arriving, customers select from a menu of recipes, ranging from whimsical themed cakes to elegant multi-layer creations. After choosing, they don their aprons and begin the project. The app provides step-by-step guidance with timers and visuals, ensuring even beginners can produce professional-looking results.

At the end of the session, cakes can be enjoyed on-site or taken home. The experience is designed for flexibility, accommodating individuals, couples, families, and groups. “Bakebe is multi-generational and inclusive. It’s really for anyone who wants a fun, creative, hands-on experience,” said Chi.

Positioned at the Heart of Experiential Retail

Bakebe’s arrival in Canada highlights a broader shift in retail toward experience-driven concepts. Shopping centres are increasingly curating tenants that offer more than just products, responding to consumer demand for activities and social engagement.

“Bakebe sits right at the center of experiential retail, because it’s not just about what you buy—it’s about what you do,” said Chi. “People crave experiences they can share, remember, and learn from. Bakebe turns a retail space into a creative playground, and that aligns perfectly with how malls and shopping centres are evolving.”

This shift is particularly relevant for Markville, a centre that has actively embraced food, entertainment, and lifestyle concepts alongside traditional retail. For Bakebe, the location provides both visibility and an audience aligned with its target demographic of young families, students, professionals, and social groups.

Photo: Bakebe

Group Events and Social Celebrations

One of the most successful drivers of Bakebe’s growth in Asia has been its popularity as a venue for group activities. Guests book sessions for birthdays, bridal showers, anniversaries, and corporate team-building events. The Canadian studio will emphasize this same role, marketing itself as a go-to destination for celebrations and social gatherings.

“We’ve seen parents book sessions for their kids, couples come for date nights, and companies host team-building events,” Chi said. “Bakebe is designed to be more than just a studio—it’s a space where people create memories together.”

The experience also taps into the growing appeal of “edutainment” for children, where activities combine learning and fun. For parents seeking alternatives to traditional party venues, Bakebe offers a hands-on activity with a delicious reward at the end.

Technology Meets Creativity

Bakebe’s app is central to its success, providing a structure that makes baking accessible without removing creativity. Each recipe is broken into clear, visual instructions, with video clips personally developed and edited by Chi to ensure clarity.

“The app breaks everything down into easy-to-follow instructions, so even beginners can get great results,” she said. “But there’s always room for customization—whether it’s how you decorate, how you plate your creation, or what flavours you add. It’s like paint-by-numbers, but for baking.”

This fusion of technology and creativity is what sets Bakebe apart, giving it an advantage over both traditional classes and static café concepts.

Photo: Bakebe

Partnerships and Support in Canada

The Canadian launch is being supported by Accencis, a partner with expertise in both real estate and brand-building. “Accencis has been an incredible partner in bringing Bakebe to Canada,” said Chi. “They understand both the real estate side and the brand-building side, and they’ve helped us localize the experience while staying true to our core.”

With their backing, Bakebe is planning not only to introduce its concept in Toronto but to build the operational framework for future Canadian locations.

Looking Ahead: Expansion and Evolution

While cakes remain Bakebe’s signature, Chi is already exploring ways to expand the brand into adjacent creative and culinary activities. “We want Bakebe to be a hub for creative expression—not just baking,” she said. Future possibilities include workshops in dessert-making, edible art, floral cake decorating, and even DIY drink pairings.

The long-term goal is to keep evolving with the needs of its community, positioning Bakebe as both a retail concept and a lifestyle experience. Success, according to Chi, is measured less by revenue and more by resonance. “Are people coming back? Are they sharing their experience? Are we becoming part of the local culture and community? That’s how we measure success,” she said.

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JD Sports to Open Downtown Montreal Flagship

Future JD Sports at 777 Ste-Catherine St. W. in downtown Montreal. Photo: Victor DiLallo Balsis

JD Sports is preparing to launch a massive flagship store in downtown Montreal, continuing its rapid Canadian expansion with one of its largest retail investments in the country to date. The UK-based sports fashion giant has secured the landmark property at 777 Ste-Catherine Street West, with an opening slated for 2026.

The three-level, 26,000-square-foot store will represent a defining move for JD Sports in Quebec, further strengthening the brand’s presence in Canada. Jordan Karp, head of Savills Canada represented JD Sports in the least deal. Karp and Manon Parisien of Aurora Realty Consultants co-listed the property owned by landlord Pontegadea, the global real estate arm of Inditex founder Amancio Ortega. Pontegadea owns the building, which is one of the most prominent retail assets in Montreal.

The site at 777 Ste-Catherine Street West holds a commanding corner position at McGill College Avenue, offering prime visibility in Montreal’s busiest retail corridor. The building features over 54 feet of frontage on Ste-Catherine and 120 feet on McGill College, ensuring exposure to thousands of daily pedestrians.

The property was previously home to Banana Republic, which shuttered its flagship store there in 2021, leaving one of the city’s most visible retail vacancies. Retail Insider previously profiled the property, noting its potential for large-format tenants and its proximity to anchors such as Holt Renfrew Ogilvy, Simons, and the under-construction Apple flagship.

With its large open floor plates, flexible design, and location near major office towers and McGill University, the building is regarded as one of Montreal’s most marketable retail properties. The arrival of JD Sports will restore the site’s flagship status, enhancing the momentum of Ste-Catherine Street West’s ongoing transformation.

Future JD Sports at 777 Ste-Catherine St. W. in downtown Montreal. Photo: Maxime Frechette

Flagship Potential for Montreal

The new JD Sports Montreal flagship at 777 Ste-Catherine West will span three levels, offering a multi-brand retail showcase that aligns with the company’s global strategy. In international markets, JD Sports flagships in London, Paris, Vancouver and New York have become destinations for sports fashion enthusiasts, and the Montreal location is expected to follow suit.

By occupying one of Montreal’s most visible retail corners, JD Sports will be positioned to capture both local shoppers and the large student population nearby. Its format will emphasize exclusive releases, community engagement, and experiential activations that reflect the brand’s identity as a trend-driven leader in sportswear.

The opening will also bolster Montreal’s growing cluster of sports and lifestyle brands along Ste-Catherine Street West, which already includes Nike, Adidas, Lululemon, and the recently added New Balance flagship.

JD Sports flagship store at 1042 Robson Street in downtown Vancouver. Photo: JD Sports

JD Sports’ Canadian Expansion

The Montreal flagship is part of JD Sports’ broader push to establish itself as a leader in Canada’s sportswear market. Since opening its first Canadian stores in 2021, the company has grown quickly through both mall-based and street-front locations.

In June 2025, JD Sports opened its first Canadian flagship on Vancouver’s Robson Street, a three-level immersive retail environment showcasing exclusive brand collaborations, large-scale LED installations, and interactive shop-in-shops for Nike, Adidas, and New Balance. The Montreal flagship will follow a similar experiential model, bringing the company’s global flagship formula to Quebec.

As of mid-2025, JD Sports operated 35 stores across the country, with plans to reach 80 to 100 within five years of entry. Upcoming store openings will include both shopping centre locations and high-profile urban flagships. Downtown Toronto is widely expected to be a future flagship market, with potential sites including Bloor Street, CF Toronto Eaton Centre, or Queen Street West.

Future JD Sports at 777 Ste-Catherine St. W. in downtown Montreal. Photo: Maxime Frechette

Ste-Catherine Street’s Transformation

The flagship opening comes at a time of renewed investment and revitalization along Ste-Catherine Street West. Montreal’s central shopping artery has seen a wave of new store openings in 2025, including Sephora’s second downtown location, Chico pet supplies, Marché Floh vintage fashion, and Rodd & Gunn menswear. Experiential cafés and independent boutiques have also arrived, contributing to the district’s retail diversity.

The City of Montreal continues to advance a multi-phase streetscape improvement program designed to enhance the pedestrian experience. Wider sidewalks, additional greenery, new plazas, and upgraded street furniture are being installed, while underground infrastructure is being modernized. These efforts have contributed to strong pedestrian traffic, particularly on evenings and weekends.

The addition of JD Sports will further amplify this momentum, strengthening Ste-Catherine Street’s position as one of Canada’s most competitive retail corridors.

Globally, JD Sports has established itself as a dominant force in sports fashion retail, with thousands of stores spanning Europe, North America, Asia, and Australia. Listed on the FTSE 100 Index, the company reported revenues of £5.94 billion in 2025, up 18 percent year-over-year.

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PetSmart launches monthly pet birthday events

Credit: PetSmart (PRNewsfoto/PetSmart Canada)

PetSmart Canada is introducing a new monthly in-store celebration for pet birthdays and gotcha days at all of its locations nationwide.

According to new survey data released by the company, 75 per cent of Canadian pet parents celebrate their pet’s birthday or gotcha day, while 47 per cent wish they could do more.

To meet that interest, PetSmart is rolling out its Birthday + Gotcha Bash events, which will take place once a month at stores across the country. The gatherings will feature free treats, fun activities and a $5 off birthday coupon, available exclusively to attendees.

Bradley Breuer
Bradley Breuer

“Every pet deserves to be celebrated, especially on their birthday or gotcha day,” said Bradley Breuer, vice-president of marketing at PetSmart. “PetSmart’s Birthday + Gotcha Bash celebrations are designed to make those special days unforgettable, turning milestones into joyful moments. We’re excited to help make every pet feel like the guest of honour.”

Upcoming event dates include Oct. 4, Nov. 8 and Dec. 7, 2025. Events will be held in all Canadian PetSmart stores, as well as locations in the U.S. and Puerto Rico, while supplies last.

The retailer has more than 160 stores across Canada.

Pet owners are also encouraged to join the PetSmart Treats Rewards program and update their profiles with their pet’s information to receive birthday offers and gotcha day surprises.

Party supplies and celebration essentials are available for purchase at PetSmart.ca.

The survey was conducted by the Angus Reid Forum between Sept. 18 and 22, 2025, and included a representative sample of 1,010 English-speaking Canadians. The survey has a margin of error of +/- 3.1 percentage points, 19 times out of 20.

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Edo Japan Accelerates Canadian Expansion to New Markets

Image of a French language-branded 'Edo Japon' location. Image: Edo Japan

Edo Japan’s national growth story is unfolding across Canada’s retail landscape, with the Calgary-founded quick-service brand accelerating expansion into new provinces and urban markets. The company, known for its approachable Japanese teppan-style meals, plans to add hundreds of locations from British Columbia to Atlantic Canada over the next few years, with Ontario and Quebec emerging as the core focus of its multi-year expansion strategy.The company, which began with a single teppan grill at Calgary’s Southcentre Mall in 1979, now counts more than 200 restaurants nationwide and is investing in new store formats, menu innovation and digital ordering as it grows.

“We’ve held onto the original foundation,” said Dave Minnett, President & Chief Executive Officer of Edo Japan. “From our first Calgary location to the more than 200 restaurants today, the same principles apply – freshly prepared food, made to order, with a focus on hospitality. He added that the brand’s franchise model, conceived to give families and entrepreneurs a path to ownership, remains central to the company’s growth plan.

Dave Minnett

Quebec Expansion

Later this year, Edo Japan will reintroduce the brand in downtown Montréal with a redeveloped flagship at Montreal Eaton Centre, marking the start of a province-wide expansion. For the Quebec market, the brand will be presented locally with a small name variation, Edo Japon, as an early signal of cultural respect and adaptation to language requirements. Everywhere else in the article and across Canada, the brand remains Edo Japan.

“Quebec represents a significant long-term growth opportunity for Edo Japan,” said Jeff Parkinson, Vice President, Restaurant Development at Edo Japan. “Consumer demand for Japanese cuisine is already strong, and we see excellent potential in both enclosed mall and high-street environments. We’re actively engaging with developers and landlords who share our long-term vision for the market, while partnering with experienced local operators to build a strong, sustainable presence across the province.”

The Montreal Eaton Centre location gives the brand a high-trial environment to relaunch. ““Montreal Eaton Centre provides the visibility and traffic we need to accelerate brand awareness,” added Parkinson. “It’s a high-profile setting that allows guests to experience the brand at its best. Our updated design, digital menu systems, and a modernized menu that extends well beyond our signature teriyaki meals.”

“We’re taking a deliberate, long-term approach to growth,” said Parkinson. “That means working closely with developers and landlords to secure the right locations and ensure each new restaurant adds value to the surrounding tenant mix. We’re focused on sustainable expansion with experienced multi-unit franchise partners who understand the market and share our commitment to building a strong foundation in Quebec.”

Jeff Parkinson

From Prairie Staple to Cross-Canada Platform

Edo Japan’s national footprint has widened rapidly in recent years, moving from a Western Canadian staple toward a coast-to-coast platform. Ontario has emerged as the leading growth market, with a strategic mix of suburban street-front sites and select urban placements. Last year, the company opened a high-profile restaurant at Yonge and College in Toronto, a milestone that Minnett characterizes as the brand’s first true foray into a dense downtown landscape.

“The success of our Yonge and College restaurant is shaping how we think about urban development,” said Minnett. “It reaffirmed that our brand performs exceptionally well beyond traditional mall settings. Street-front locations now represent about 75 percent of our new openings, and they’ve become the primary driver of our expansion.”

The brand has also crossed into Atlantic Canada, opening in Fredericton and mapping additional Maritimes locations. “Ontario is number one for growth, Quebec is next, and the Lower Mainland is on our radar,” Minnett said. “We are building density on Vancouver Island and in the Interior, and now the Lower Mainland is coming.”

Edo Japan expects to maintain a cadence of 20 to 25 new restaurants per year in Canada. “We project to be at about 215 as we come into January 2026,” Minnett said. “Looking a little further out, we expect to be at about 275 as we move into the spring of 2028.” He emphasized that the pace will continue to be guided by franchisee success. “Franchisee profitability is at the forefront of our principles. If you lose that, you do not have a scalable model.”

Image: Edo Japan

Menu Evolution, Technology and The “Masters of the Grill”

Edo Japan has invested in a thoughtful evolution of the menu that respects the brand’s roots at the grill. The signature teriyaki meals remain the heart of the offer, complemented by ramen with a “killer broth,” poke bowls that have earned a permanent place after a strong trial, sushi that supports recognition in new markets and a fast-growing bubble tea program designed to reach younger guests.

“We want new items to earn their way onto the menu,” Minnett said. “Poke bowls have done so well we are keeping them, and you can expect another entry or two in that category next year.” A new store design prototype debuted this summer in Ontario, starting in Oakville and then Burlington, with a West Vancouver mall location planned as another early adopter. “We will learn and then scale that out across new stores and renovations starting in spring 2026,” Minnett said.

Technology is reshaping the guest experience and operations. Digital ordering now represents roughly 30 percent of revenue across the system. “Cooking fresh to order has always been one of our defining principles,” said Minnett. “While that approach takes a little more time, it’s also what makes our food stand out. Our app helps bridge that gap by allowing guests to order ahead and enjoy freshly prepared meals right when they’re ready.” The company has layered in loyalty to reward repeat visits and encourage families to pre-plan, which also helps restaurant teams sequence the grill.

The same mindset applies to delivery. “Our food travels well and presents well,” Minnett said. “Canadians are looking for convenience. We like those channels when quality holds.”

Responsible Franchising and Operational Discipline

Edo Japan’s expansion is anchored in a disciplined franchise approach. The brand operates a small number of corporate training restaurants and invests in regional leadership to provide on-the-ground support. “We have extensive training programs,” Minnett said. “We also scale our organization in parallel with growth. We believe we need good leaders close to communities, working with franchise partners. For example, we already have several operations leaders in Ontario with around 20 stores and more to come.”

Fit is as important as finance. “We start by ensuring like-mindedness,” Minnett said. “People who understand hospitality and the day-to-day reality. We sometimes ask candidates to mirror a franchisee behind the counter for a day. There is no better way to see it firsthand.”

Edo Japan location on College Street in Toronto. Photo supplied

Urban Experiments and U.S. Learnings

While Canada remains the focus, Edo Japan is running a controlled pilot in the United States to refine the concept for new contexts. The first American restaurant opened this spring in Chandler, Arizona, with a second set for Scottsdale Fashion Square and a third in Gilbert. The company is partnering in a joint venture with a Canadian family operator to manage the localization process.

“We understand that not everything translates seamlessly across markets,” said Minnett. “Portion expectations differ, and guest preferences can shift in subtle ways. These early learnings allow us to fine-tune the concept thoughtfully before considering broader scale.”

What Edo Japan learns in U.S. malls and high-traffic districts may inform future urban moves in Canada. The Yonge and College restaurant in Toronto has already validated demand for Edo Japan in dense, mixed-use neighbourhoods with strong daytime and evening populations.

Canadian Future

As the brand grows across provinces, that sensibility is shaping how Edo Japan partners with franchisees, suppliers and communities. The company’s test-and-learn discipline, proudly Canadian sourcing, and emphasis on franchisee economics form a through-line from Alberta to Ontario and, now, to Quebec.

“We see enormous runway here at home,” Minnett said. “We’re proud of our Canadian roots, and that pride shows up in everything we do. From our sourcing to our store design. we’ll keep modernizing while staying true to what Canadians have loved about Edo Japan for more than 45 years.”

For more information on leasing or franchising opportunities with Edo Japan ahead of ICSC, please contact: Jeff Parkinson, Vice President,  Restaurant Development, at: jeffp@edojapan.com

Tim Hortons raises $942K for Indigenous groups

Tim Hortons in CF Market Mall (Image: Mario Toneguzzi)

Tim Hortons says its fifth annual Orange Sprinkle Donut campaign has raised $942,000 for Indigenous organizations across Canada.

Held annually on Sept. 30, the initiative donates 100 per cent of proceeds from Orange Sprinkle Donut sales to five Indigenous organizations: Orange Shirt Societythe Gord Downie & Chanie Wenjack Fundthe Indian Residential School Survivors Society (IRSSS)Ulnooweg Education Centre, and in Quebec, the New Pathways Foundation.

The fundraising campaign was created in 2021 by a group of Indigenous Tim Hortons restaurant owners. Since its inception, it has raised more than $5.3 million.

Hope Bagozzi
Hope Bagozzi

“Thank you for helping us raise $942,000 in just one day for Indigenous organizations,” said Hope Bagozzi, chief marketing officer for Tim Hortons. “The incredible support from guests and Tims restaurant owners is a testament to how we can all come together to make a difference.”

Shannon Henderson, chief operating officer of the Orange Shirt Society, said the campaign represents more than financial support.

“We are deeply moved by Tim Hortons continued dedication to the Orange Shirt Society through the Orange Sprinkle Donut campaign,” said Henderson. “Your generosity is more than a donation — it’s a powerful act of reconciliation and remembrance. These contributions help us sustain meaningful programs that uplift Indigenous voices, educate communities, and support healing across generations. Thank you for standing with us and helping ensure that Every Child Matters.”

Tim Hortons Orange Sprinkle Donut campaign raised $942,000 for Indigenous organizations (CNW Group/Tim Hortons)

The Gord Downie & Chanie Wenjack Fund said the campaign helps extend the reach of its educational programs.

Sarah Midanik
Sarah Midanik

“With support from the Orange Sprinkle Donut campaign, the Gord Downie & Chanie Wenjack Fund is reaching more than 9,500 educators from coast to coast to coast through our Legacy Schools program,” said Sarah Midanik, president and CEO. “This year, as we commemorate the 10th anniversary of the Truth and Reconciliation Commission’s Final Report and 94 Calls to Action, Tim Hortons continued support enables us to broaden our reach and create meaningful opportunities for educators and students to respond to the Calls to Action.”

Angela White
Angela White

Angela White, executive director of the Indian Residential School Survivors Society, said the support helps address increasing demand for services.

“IRSSS is honoured to once again be a beneficiary of the Orange Sprinkle Donut campaign, and we are grateful to Tim Hortons and their guests across Canada for this generous support,” said White. “The demand for our services continues to grow each year, and this partnership helps ensure we can reach more communities, including remote areas, with the healing resources they need today and for generations to come.”

At the Ulnooweg Education Centre, the funds contribute to youth-focused cultural programming.

Chris Googoo
Chris Googoo

“Our partnership with Tim Hortons’ Orange Sprinkle Donut campaign helps us create spaces where Indigenous youth can grow together,” said Chris Googoo, chief operating officer. “These camps encourage confidence, culture, and connection, ensuring that Indigenous youth leave with stronger community ties and a brighter outlook for the future.”

Marie-Claude Cleary
Marie-Claude Cleary

Marie-Claude Cleary, general manager of the New Pathways Foundation, said the campaign directly impacts First Nations youth in Quebec.

“The New Pathways Foundation wishes to express its deep gratitude to the Tim Hortons family who, year after year, support First Nations youth with heart through this meaningful campaign,” said Cleary. “Thanks to this commitment, we are able to continue our mission and offer youth from First Nations communities in Quebec opportunities that truly match their dreams.”

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Cozey launches Vela and Ushi dining collections

Vela Dining Collection (CNW Group/Cozey Inc.)

Cozey has entered the dining room furniture market with the launch of its new Vela and Ushi Dining Collections, says the company.

The Montreal-based furniture brand said the launch reflects a significant step in its expansion strategy, extending its offerings beyond living and outdoor spaces.

Frédéric Aubé
Frédéric Aubé

“This is an exciting moment for us,” said Frédéric Aubé, founder and CEO of Cozey. “While earlier this year, we expanded our outdoor collection, Mistral, to include dining, this launch brings us into entirely new territory, inside the home. We’ve brought the same modular innovation and Cozey design principle to the dining space with collections that are stylish, flexible, and made to evolve with our customers’ needs and lifestyles.”

Both dining collections emphasize Cozey’s design principles of adaptability, simplicity and modern living. The company said the pieces are rooted in Japandi and mid-century modern styles, with each collection intentionally designed to be interchangeable for flexible styling options.

According to Cozey, the modular features of the new lines include expandable dining tables and removable, machine-washable seating covers. The goal, the company said, is to offer customers the ability to personalize and adjust their dining spaces as needed.

Ushi Dining Collection (CNW Group/Cozey Inc.)

The Vela Dining Collection extends Cozey’s existing Vela line and includes a multi-functional bench that can be used in any room of the home. The Ushi Dining Collection, while compatible with Vela chairs and benches, introduces a new design with softer, rounded lines inspired by mid-century aesthetics.

Both collections are available in walnut and oak finishes and seat four to six people, with optional extensions available. Seating covers come in seven colour options: Sage, Lemon Zest, Ash, Cerulean, Parchment, Snowdrift and Nightfall. Fabrics include Chenille, the company’s patented Aquaforte™ (stain-resistant and waterproof), and a newly developed durable bidirectional weave.

Prices for the new dining sets start at US$1,260 for standard four-person seating.

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UNIQLO opens its 3rd store in Calgary at CrossIron Mills

Uniqlo at CF Chinook Centre (Image: Mario Toneguzzi)

Global apparel retailer UNIQLO will open its sixth store in Alberta at 10 am Friday October 3, with opening events highlighting the brand’s commitment to the local community.

Spanning over 15,000 square feet, UNIQLO CrossIron Mills Mall, just outside of Calgary, will showcase UNIQLO’s unique customer experience and LifeWear lineup for men, women, and kids, said the retailer.

The brand also has stores in Calgary at CF Chinook Centre and CF Market Mall.

“To celebrate the opening of CrossIron Mills, the brand has planned a weekend of festivities for the community, including limited in-store offers, a commemorative gift with purchase for in-store shoppers, and so much more. The opening celebration will include a ribbon-cutting ceremony, a taiko drumming performance by Yama no Oto, complimentary madeleines from world-famous Japanese bakery Uncle Testu, and free coffee from local roaster De Mello for the first 300 customers,” it said.

“In addition, the first 100 customers will receive a UNIQLO-branded stainless steel water bottle. Also, throughout the opening weekend, customers can test their luck and spin the UNIQLO Garapon Wheel, a Japanese lottery game full of surprise and excitement, for a chance to win such exclusive prizes as Instax Mini Cameras, UNIQLO-branded Kinto Water Bottles, Pocky snacks, and Ito or En Oi Ocha Green Tea.”


Opening Day Schedule: 
9:15 am – First 300 customers in line will receive complimentary madeleines and
coffee
9:35 am – Yama No Otto Taiko Performance
9:45 am – Opening Speeches
9:55 am – Ribbon Cutting Ceremony
10:00 am – Doors Open to Customers 

Grand Opening Ceremony at Uniqlo CF Chinook Centre (Image: CF Chinook Centre)


“Since opening this first location in Toronto in 2016, the brand has offered a unique guest experience with its innovative lineup of LifeWear, simple, high-quality, everyday clothing thoughtfully crafted with life’s needs in mind and constantly evolving to modern life. Through the lens of innovation, LifeWear is designed to make everyone’s life better. UNIQLO CrossIron Mills will continue offering the current LifeWear apparel lineup for men, women, kids, and babies, seasonal collaborations, and the UT (UNIQLO T-shirt) range of graphic T-shirts and other items,” explained the retailer.

“As with elsewhere in the world, CrossIron Mills is part of the UNIQLO global business model that seamlessly combines its retail stores’ world-class shopping and service experience with the
complementary convenience of its uniqlo.com online store. UNIQLO opened its first store in Hiroshima in 1984 and now has over 2,500 stores worldwide, including 34 in Canada, and online at UNIQLO.ca.”

The company said it creates LifeWear apparel based on the Japanese values of simplicity, quality, and longevity.
LifeWear offers timeless designs, supreme fit, and comfort, and is shaped by customer needs to improve their daily lives.

UNIQLO is a brand of Fast Retailing Co., Ltd., a leading Japanese retail holding company with global headquarters in Tokyo, Japan. UNIQLO is the largest of eight brands in the Fast Retailing Group, the others being GU, Theory, PLST, Comptoir des Cotonniers, Princesse tam.tam, J Brand and Helmut Lang.

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Peavey Mart Returns with Prairie Relaunch in Fall 2025

Peavey Mart in Red Deer, Alberta (Image: Peavey Mart)

Peavey Mart, once one of Canada’s most recognizable farm and ranch retailers, is preparing to relaunch in Western Canada this fall after shuttering all 90 of its locations earlier in 2025. Backed by a new group of investors under the name 2707162 Alberta Ltd., the revived retailer will open four Alberta stores in Spruce Grove, Westlock, Camrose, and Lacombe in late 2025, with plans to expand into other prairie markets as capital and operational momentum grow.

The relaunch marks a dramatic turnaround for a brand with deep prairie roots that abruptly disappeared earlier this year. Once celebrated for serving farmers, ranchers, acreage owners, and homesteaders, Peavey Mart’s nationwide closure left a gap in rural communities that had relied on it for decades.

“We know that the closure of Peavey Mart stores left a gap for many customers,” said Doug Anderson, who is part of the leadership team behind the relaunch. “Our investors and ownership group recognizes the importance of Peavey Mart in the Canadian retail landscape, and we’re grateful for the opportunity to relaunch the brand in these communities.”

A Leaner, More Focused Strategy

Unlike its previous iteration, which pursued a national presence with 90 locations, the new Peavey Mart will focus on a smaller, regional footprint. The ownership group has outlined plans to open between seven and twelve stores in Alberta and Saskatchewan, rebuilding the business with more financial discipline and an emphasis on profitability.

Kurt Schultz, Lead Merchant and a member of the new operations team, noted that the relaunch will centre on Peavey Mart’s traditional core customers. “We’re bringing back the Peavey Mart that people know and love,” he said. “A Peavey Mart focused on the needs of the farmer, rancher, acreage owner, homeowner and homesteader, with a strong emphasis on providing value for dollars spent in our stores.”

That model will be supported by a new 40,000-square-foot distribution facility in Red Deer County, designed to handle supply chain needs and ensure consistency in operations. Recruitment has already begun for warehouse staff and store-level employees, with information posted on the company’s careers website.

When doors reopen, customers will find many of the brands they once associated with Peavey Mart returning to shelves. Labels such as Harvest Goodness, Rolling Acres, Scotts, Dickies, Pit Boss, and Shell are expected to feature prominently. At the same time, the new ownership group has pledged to emphasize high-quality, unique, and locally sourced items that reflect the entrepreneurial character of Western Canada.

Liquidation signs at Peavey Mart’s former Red Deer store on Saturday, January 25, 2025. Photo: Joel Graham via Facebook

Lessons from Collapse and Path to Recovery

Peavey Mart’s sudden downfall in early 2025 sent shockwaves through the Canadian retail industry. Parent company Peavey Industries LP sought creditor protection under the Companies’ Creditors Arrangement Act (CCAA) after struggling with soaring inflation, supply chain challenges, and weakening consumer confidence. At its peak, the chain had nearly 100 outlets across Canada, including 90 Peavey Mart stores and six MainStreet Hardware locations.

Store closing sales began in February 2025, leaving thousands of employees and loyal customers in limbo. For rural communities in particular, the disappearance of the retailer created immediate challenges, as alternatives for agricultural and homesteading supplies were limited.

By April 2025, investors moved to secure the rights to the Peavey Mart name and intellectual property with the intention of preserving the brand in a more sustainable format. The approach, targeting a smaller set of profitable prairie markets rather than a national footprint, reflects an effort to avoid repeating past missteps.

Building an Agile Business Model

A recurring theme in the relaunch is agility. The ownership group has emphasized the importance of creating a culture that allows for quick pivots and close collaboration between store teams, distribution staff, and office leadership.

“Creating an agile business model is critical to our success,” Schultz explained. “This will ensure we can pivot quickly to meet customer expectations and build a profitable operation that lasts.”

Anderson echoed the sentiment, noting that the company’s mandate is to ensure a collaborative approach that adapts to customer needs while maintaining financial discipline. By scaling growth carefully and avoiding heavy debt loads, the ownership group hopes to create a leaner and more resilient version of Peavey Mart.

While the first four stores will open in Alberta, expansion into Saskatchewan is already under consideration. As a second group of investors joins the ownership structure, more locations in historically strong markets are expected to follow.

The relaunch strategy suggests a slow and deliberate growth trajectory, with each new store evaluated for long-term sustainability. Unlike the aggressive expansion of the past, the new Peavey Mart will prioritize community demand and operational stability over sheer scale.

A Legacy of Prairie Retailing

Peavey Mart’s legacy stretches back to 1967, when it began serving prairie customers with hardware, tools, and agricultural supplies. Its identity has long been tied to grit, resilience, and the rural way of life in Western Canada. That cultural connection, combined with decades of customer loyalty, makes the relaunch an emotionally charged one for both communities and employees.

The company’s emphasis on returning to its roots reflects an awareness that Peavey Mart’s value proposition lies in serving everyday needs of rural Canadians rather than competing directly with larger national chains.

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Rental industry growth slows to 2.5% in 2024: Statistics Canada

Photo: Statistics Canada
Photo: Statistics Canada

The consumer goods rental and general rental centres industry groups saw a slowdown in revenue growth in 2024 following two consecutive years of double-digit increases, according to new data released by Statistics Canada.

Total operating revenues for the industry rose by 2.5 per cent to $3.9 billion in 2024. Operating expenses increased at the same rate, reaching $3.1 billion, while the overall operating profit margin remained steady at 21.2 per cent.

Ontario accounted for the majority of industry activity, contributing 60.9 per cent of total operating revenues and 77.7 per cent of the nominal growth in 2024. British Columbia, Alberta and Quebec together represented 14.3 per cent of the growth, with the remaining 8.1 per cent coming from other provinces and territories.

Individuals and households made up the largest customer base for the sector, generating 66.3 per cent of sales in 2024. This marked a slight decrease of 0.9 percentage points from 2023. Businesses accounted for 29.3 per cent of sales, while governments, not-for-profit organizations, public institutions and foreign clients made up the remaining 4.3 per cent.

The three largest components of operating expenses in 2024 were salaries, wages, commissions and benefits (28.9 per cent), amortization and depreciation (21.6 per cent), and the cost of goods sold (15.9 per cent).

The consumer goods rental industry group, which primarily rents or leases personal and household goods such as electronics, furniture and appliances, reported operating revenues of $3.0 billion in 2024, an increase of 2.8 per cent from the previous year. Operating expenses for the group rose 2.6 per cent to $2.3 billion, resulting in an operating profit margin of 23.4 per cent.

The general rental centres industry group, which rents consumer, commercial and industrial equipment, recorded operating revenues of $879.8 million in 2024, up 1.6 per cent. Operating expenses rose to $758.3 million, yielding a profit margin of 13.8 per cent.

Statistics Canada noted a modest rise in residential construction investment, with housing starts in the first half of 2025 up 2.3 per cent over the same period in 2024.

Looking ahead, the agency stated, “The consumer goods rental sector may be positively affected by lower interest rates, with the Bank of Canada cutting its policy rate by 2.25 percentage points since June 2024, along with easing inflationary pressures.”

Statistics Canada said a complete financial picture for the 2025 reference year will be available when survey data are published in 2026.

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How to Choose the Right Surplus Inventory Buyer for Your Business

Surplus inventory is a problem that businesses of all sizes have to deal with. This can happen for a number of reasons. Some products might be seasonal so they’re, in demand, at times of the year while others might be overstocked or discontinued. Then there are the items that get returned by customers. Whatever the reason, unsold inventory is a burden. It takes up space in warehouses that could be used for something. It means having money tied up in products that aren’t selling when that cash could be better used somewhere else.

Selling off that inventory to a buyer who specializes in overstock can be a decision but beware. Not all of them are created equal. Some are going to give you a deal while others will actually help you get something worthwhile out of it. Picking the one can make all the difference. It’s either you get some cash back that you can actually use or you’re stuck with a deal that’s so bad it’s hardly worth the trouble of clearing out the space.

When dealing with surplus inventory buyers there are key things to look out for. A good buyer should be someone you can work with in the run, someone who shares your vision for managing stock. To find a partner there are essential questions to ask upfront. Certain warning signs can also help you avoid making a mistake. By being vigilant and doing your diligence you can create a partnership that fits with your overall inventory goals.

Why Businesses Turn to Surplus Inventory Buyers

Surplus inventory can pile up for many reasons. Businesses override to stay ahead of demand and then find themselves with unsold stock at the end of a season. Discontinued products, canceled purchase orders and customer returns add to the growing pile making it hard to keep an inventory system clean and efficient.

Working with inventory buyers is a practical solution. It allows you to get cash from inventory that would otherwise sit idle. Selling to a buyer also frees up warehouse space, reduces storage costs and gets products out the door so your team can focus on new merchandise or core operations.

But not all buyers are created equal. Some specialize in certain product types, others offer better logistics or faster payment. Choosing the right overstock inventory buyer is key to getting the most value, avoiding delays and making the process smooth from start to finish.

Key Traits of a Reliable Surplus Inventory Buyer

A trustworthy excess inventory buyer should be easy to work with and upfront about their process. Clear communication, honest answers and transparent terms are signs of a buyer that values long term relationships not just quick deals. You should know exactly what to expect from the get go.

Speed and fairness matter too. Look for buyers who provide timely offers based on real market value not vague estimates or unnecessary delays. A good partner will also be able to handle different product types and volumes whether you’re selling a few pallets or an entire warehouse of excess goods.

Logistics support is another big benefit to look for. Coordinating pickups and freight takes time and resources so working with a buyer who manages that side of the transaction can save your team a lot of time. Add that to a strong track record and industry experience and you’ve found a buyer you can count on.

Questions to Ask Before You Sell

Before finalizing a deal with any surplus inventory buyer, it’s essential to do your due diligence. Asking the right questions up front helps you avoid confusion later and ensures you’re working with a buyer who can meet your specific needs.

  1. What kinds of inventory do you accept?

Not every buyer has the same preferences. Some focus on categories like activewear or consumer electronics, while others specialize in customer returns, discontinued lines, or shelf-stable goods. Finding out what they usually accept helps you determine whether your inventory is a good fit.

  1. Do you purchase branded or private label items?

Some buyers stick strictly to private label or no-name products; others are happy to take in store brands and well-known national labels. If your warehouse contains a blended assortment, this is a question that can save a lot of back-and-forth later.

  1. How quickly can you make an offer?

Timing matters when you’re trying to free up space or reduce carrying costs. Ask how long it typically takes them to review your inventory list and provide a formal offer. A reliable buyer should respond within a reasonable timeframe.

  1. Do you coordinate freight and removal?

Logistics can be a headache if you’re handling it alone. Many quality buyers will manage freight, pickups, or partner with third-party logistics providers to make the process easier for you. If they do, ask what kind of support they offer and whether there are any associated costs.

  1. Do you resell, recycle, or export the goods?

Understanding what happens to your inventory after the sale gives you insight into the buyer’s process and helps ensure your brand reputation is protected. If brand protection is important to your business, this is a critical question to ask.

These questions not only help filter out unreliable buyers but also give you peace of mind that you’re entering into a clear and fair arrangement.

Red Flags to Avoid

Not all overstock inventory purchasers will be a good fit for your company. One of the biggest things to watch out for is ambiguous payment terms. If a buyer can’t even explain how or when they’ll pay you, or dodges committing anything to paper, that’s a red flag to approach with caution. Fuzzy or changing offers are another red flag. A reliable buyer should offer a steady price according to your stock list, not keep on fluctuating prices without reason.

Inexperienced or nontransparent behavior can also be a problem. If a buyer is unable to supply references or prior-transaction examples, then it might be a sign that they are inexperienced or not entirely trustworthy. You would also be fine asking what they intend to do with your inventory. If they’re evasive, or can’t provide a clear answer as to where the products will end up, it could result in brand protection issues down the road.

Be cautious of buyers who make promises without getting specific. When someone says “we’ll take anything” or claims to pay a dollar, look for them to back it up with clear examples and straightforward terms. The wrong partner can throw a wrench into the process and exacerbate inventory problems so it’s worth taking the time to vet each potential buyer.

Why the Right Surplus Inventory Buyer is Important in the Long-Term

Choosing the right surplus inventory buyer is not a short-term measure but a long-term strategy to maintain seamless operations and facilitate informed decisions. A reliable buyer ceases to become just another vendor and considers himself your trustworthy resource for any times when excess inventory starts to pile up. 

Having an established excess inventory buyer reduces the stress and uncertainty that usually come with searching for a new party to dispose of inventory each time. Since there is already a relationship established between both parties, the process becomes much faster and more predictable. It can especially help if you need to clear inventory during peak seasons, when your product changes, or when you need to move inventory fast.

It also means a much smoother flow of things on your side. When you know you have a trusted buyer set and ready, it becomes easier going into new product launches and handling seasonal shifts. Risk gets minimized, down time is optimized, and your inventory strategy stays aligned with your business objectives through effortless channel shifting of unsold items.

Conclusion

Surplus inventory is a problem every company will encounter at some point, but how you deal with it is where the difference happens. Having the proper excess inventory buyer on board can allow you to regain value, free up space, and optimize operations without delays and hassles.

Investing the time to qualify possible buyers, ask the proper questions, and monitor red flags means you’re getting into an optimal partnership for your company. The ideal buyer will not only assist you in controlling your existing inventory issues but also be an asset in the future.

If you want to make the liquidation easier and save your bottom line, having a seasoned and trustworthy buyer such as Total Surplus Solutions will make surplus a shrewd, strategic move for your company.