Mountain Equipment Company (MEC) has been acquired by a group of private Canadian investors with deep industry experience and a vision of reshoring some manufacturing to Canada, says the retailer.
This transaction shifts MEC’s ownership to a Canadian group with domain expertise, a deep belief in MEC’s purpose and a long-term vision for the business, it said.
Tim Gu
“The new investor group is led by Tim Gu, who brings a deep background in Canadian retail, manufacturing, and investment. Tim is Chairman of Unisync Corp. (TSX: UNI), a publicly traded Canadian uniform and workwear company, as well as an investor in Canadian heritage brands including Tilley and Roots. He founded and operates E.star International Inc, a Toronto-based apparel manufacturing facility established in 1999, which supports Canadian jobs and champions “Made in Canada” production — values that closely align with MEC’s heritage and mission,” said MEC in a statement.
“Partnering with Tim strengthens MEC’s ability to reinvest in domestic manufacturing and enhance the authenticity, quality, and innovation of the MEC Label product line.
“MEC represents the best of Canadian spirit — adventure, resilience, and community,” said Gu. “As a lifelong believer in Canadian manufacturing and innovation, I’m proud to join MEC’s journey. Together, we’ll strengthen its foundation, expand its reach, and ensure that MEC remains an essential part of Canada’s outdoor culture for generations to come.”
“There has never been a better time to celebrate being Canadian” said Hlynsky. “Today marks the beginning of MEC’s next chapter, grounded in the values that built MEC from the start. We will continue to evolve and innovate in order to stay relevant to the next generation of outdoor enthusiasts, and we will remain true to what sets MEC apart: expert staff who live and breathe the outdoors, stores that are anchors for outdoor communities and an unwavering commitment to providing the best assortment of outdoor gear found anywhere. MEC being back in Canadian hands means we are more committed than ever to equip Canadians for all trails ahead.”
Alex Wolf
“Kingswood is pleased with the investments we’ve made in the business over the past four years and the resulting growth in MEC’s brand offerings and private label,” said Alex Wolf, Managing Partner of Kingswood Capital Management. “Turning it over to Tim and his team makes sense at this juncture and positions MEC to grow its presence across Canada.”
The company has been Canada’s leading outdoor specialty retailer since 1971, built on a legacy of expert staff, community connection, and a passion for the outdoors. Its purpose is to equip Canadians for a lifetime outdoors.
With 24 stores and over 6 million members nationwide, the brand is more than a retailer—it’s a community for outdoor enthusiasts.Whitby was most recent opening in July 2024.
It was founded in 1971. Mountain Equipment Co-op filed for court protection from creditors and was acquired by Kingswood Capital Management in 2020, which ended the brand’s 49-year history as a co-operative.
Centered around the theme “Learn the Facts. Take Action. A Caring Community in Action,” this year’s initiative features an interactive display and community donation drive to spark meaningful conversations, dispel common myths and amplify the voices of local families navigating food insecurity, according to a news release.
Throughout the month of May, The CORE Shopping Centre invites visitors to engage with an interactive pop-up display that highlights the vital work of Brown Bagging for Calgary’s Kids (BB4CK). Designed to raise awareness about food insecurity in Calgary, the installation empowers visitors to take meaningful action by learning about the challenges faced by families and kids in our city. To further enrich the experience, BB4CK volunteers will be on-site during lunchtime activations throughout the campaign, distributing signature Brown Bag postcards, answering questions and encouraging participation in the display. To maximize the campaign’s impact, long-time BB4CK partner ARC Resources Ltd. will generously match all monetary donations made throughout the campaign, up to a total of $50,000,” it said.
Stephanie Gauthier
“This display is a way to bring the conversation out into the open. Brown Bagging It Month is about increasing awareness about food insecurity and the work we, as a community, do to support over 7,800 kids every school day,” said Stephanie Gauthier, Brown Bagging for Calgary’s Kids Executive Director. “Our partnership with The CORE gives us the chance to bring those conversations into a public space in a meaningful way — right in the heart of the city.”
Officials say shoppers looking to make a direct and meaningful impact are encouraged todonate kid-friendly snack items at the designated collection area on Level 2 of The CORE Shopping Centre.
“These donations will support BB4CK’s School Lunch and Summer Programs, providing nourishment to children who would otherwise go without. Adding a fun and creative twist, The CORE’s retail tenants will participate in a Brown Bag Decoration Contest, each receiving a plain brown bag to artistically express what community, food or kindness means to them. Designs will be showcased on social media, and the winning design will be featured in a dedicated post on BB4CK’s Instagram,” they say.
Kaitlan Caldwell
“What began as Brown Bagging It Day — a national day celebrated each year on May 25 — has grown into a month-long movement, and we’re proud to continue our partnership with this amazing organization,” said Kaitlan Caldwell, Marketing Manager at The CORE Shopping Centre. “We can’t wait to welcome everyone to the pop-up, share in the fun activities and rally even more support through our donation drive!”
The CORE is located in the heart of downtown Calgary along Stephen Avenue. It has four levels and 600,000 square feet of retailers, restaurants, services, and events space.
Brown Bagging for Calgary’s Kids (BB4CK) is a community-funded charity dedicated for over 30 years to ensuring kids in our city have access to the food they need to thrive. Together with its BB4CK community – volunteers, parents, school staff, and donors – it connects kids to food through the school lunch program, summer camps, and by supporting families with grocery cards. It is committed to providing low-barrier, dignified access to food, ensuring kids feel cared for and supported by their community.
Healthy Planet, Canada’s largest health and wellness e-commerce website and retail chain, is expanding its footprint in Ontario with the opening of its first-ever Niagara Falls location. The new store, located at 7481 Oakwood Drive, is set to open its doors on Friday, June 13.
This marks a key milestone for the fast-growing brand as it continues to bring its affordable, high-quality health products to more communities across the province, said the company.
Muhammad Mohamedy
“We are excited to expand into Niagara Falls and continue to share our passion for health and wellness with this vibrant community,” says Muhammad Mohamedy, General Manager of Healthy Planet. “We believe everyone deserves access to affordable, high-quality products that support a healthier lifestyle, and Healthy Planet is proud to bring that to Niagara Falls.”
The new store will offer a wide range of health and wellness products, including organic foods, vitamins, supplements, natural beauty products, sports nutrition, and eco-friendly household items. Unique to the Niagara Falls location is a selection of premium, fresh organic produce, giving shoppers even more access to clean, natural options—all under one roof.
Healthy Planet is known for being a trusted destination for health-conscious Canadians, offering a curated mix of vegan, gluten-free, and organic products. Customers will also have access to dietary professionals and naturopaths in-store to help guide them on their wellness journey.
“Our mission is to simplify the path to wellness by offering a wide range of trusted products, expert guidance and a strong focus on Canadian-made options, so every customer feels supported in their health goals,” adds Mohamedy.
To celebrate the grand opening, Healthy Planet is inviting the Niagara Falls community to visit the new store and discover its full range of wellness offerings—from natural skincare and supplements to sports nutrition and eco-conscious household goods.
Founded from humble beginnings as a small kiosk in a strip mall, Healthy Planet now operates 38 locations across Ontario and continues to grow. With its in-store holistic nutritionists, free health seminars, and Canada’s largest online health store, Healthy Planet is on a mission to help Canadians live healthier, naturally.
Bloomberg reported on Thursday that Canada’s food industry is now facing fewer counter-tariffs when importing products from the United States, except for orange juice, coffee and alcohol. For many, this came as a surprise. According to the federal government’s own records, on April 16 — in the middle of the election campaign — Mark Carney, not yet elected, opted to eliminate most of the retaliatory tariffs imposed by his predecessor, Justin Trudeau.
What’s more, the tariff remissions took effect on May 7, the day after Carney’s first official meeting as Prime Minister with President Trump in Washington.
For the food industry and consumers alike, this is welcome news. The “dollar-for-dollar” tariff response that Trudeau championed was always a high-risk strategy against the world’s largest economy. These countermeasures may have fit a political narrative — propping up nationalism under slogans like “Elbows Up” — but they were economically counterproductive. Tariffs on key food ingredients and finished goods raised costs for Canadian importers, manufacturers, and ultimately consumers.
The contrast with the United States is stark. Despite imposing tariffs on food products from Canada, Mexico, and other countries, the U.S. saw food inflation fall to 2.0% in April. In Canada, food inflation continues to rise. Our unemployment rate is ticking upward. The U.S. jobless rate remains stable. The policy gap — and its consequences — are increasingly visible.
Still, the Carney government’s lack of transparency is concerning. On April 10, during the election campaign, Carney briefly paused his campaign to convene a cabinet committee meeting on tariffs. At the time, the move raised eyebrows. Now, it’s clear he was preparing to walk back Ottawa’s retaliatory measures. Yet the public was not informed, at least not openly. No formal announcement was made during the campaign. Voters were left in the dark — arguably to avoid alienating the Elbows Up base.
Good policy? Yes. Transparent leadership? Not quite.
The other concern is how grocers, particularly Loblaw, are handling the tariff conversation. Loblaw has been warning Canadians of an imminent wave of price hikes due to tariffs, marking affected products with a “T” symbol in stores. According to Loblaw’s communications team, the symbol applies only to finished goods still subject to tariffs — items like pasta, rice, soap, and shampoo. About half of these items are food products.
They add that the government’s decision to lift tariffs on U.S. ingredients used in Canadian-made goods — like granola bars — is a relief. Fair enough. But it raises the question: Why continue to escalate public messaging about tariff-related inflation when the federal government is clearly moving away from that approach?
Yes, some retaliatory tariffs remain. But the list is shrinking, not growing. The tone from Ottawa has shifted. And so should the narrative from grocers.
In the U.S., Walmart is echoing similar concerns about price hikes, but that’s a different market with different dynamics. In Canada, where supply chains are already under strain and consumer confidence is fragile, this kind of messaging from industry leaders can easily veer into fear-mongering.
This entire episode — from opaque policymaking in Ottawa to corporate messaging campaigns — has been frustratingly opaque. But with a new government in place, there’s reason to believe that Canada’s approach to trade with the U.S. will be more strategic and less reactive.
What we need now is candour. The Trudeau era of performative economics is over. It’s time for both the Carney government and Canada’s grocers to level with Canadians. The politics of fear and slogans should give way to data, transparency, and a renewed focus on affordability and competitiveness.
Tahini’s Restaurants, one of Canada’s fastest-growing restaurant chains, has announced the grand openings of two new locations in Ontario this May: one in Toronto’s vibrant Queen and Spadina neighbourhood and another in the heart of Newmarket. These openings mark an exciting milestone for the Mediterranean fusion brand as it continues its rapid national expansion.
The Toronto location, situated at 430 Queen St. W., will officially open its doors on May 25. “Opening at Queen and Spadina is a huge milestone for us,” said Omar Hamam, Founder and CEO of Tahini’s. “This corner represents the heart of Toronto’s energy and culture, and we’re proud to now be part of such a vibrant and diverse community.”
Omar Hamam
The downtown Toronto restaurant is owned and operated by Charitha Gurram, a seasoned hospitality professional with a passion for bold flavours and exceptional service. “Opening this restaurant is a dream come true,” said Gurram. “It’s the result of vision, dedication, and a genuine love for creating memorable moments through food and service. We’re ready to make Tahini’s a local favourite on Queen Street.”
Just a week earlier, on May 18, Tahini’s will open its newest Newmarket location at 17480 Yonge St. “This is such an exciting milestone for Tahini’s as we continue expanding across Canada,” said Hamam. “Newmarket is a vibrant and fast-growing community, and we’re thrilled to introduce our fresh take on Mediterranean cuisine to the neighbourhood.”
The Newmarket location is operated by Kalyan and Anitha, a husband and wife duo whose shared love for food and community drives their work. “This opportunity means so much to us,” said Kalyan. “We’ve always dreamed of owning a restaurant that brings people together over great food, and Tahini’s allows us to do just that. We’re excited to welcome the community and share the bold flavours that make this brand so special.”
Tahini’s is widely recognized for its bold, globally inspired take on Mediterranean classics. Signature dishes include the Crispy Spice Shawarma, Jamaican Jerk Shawarma, and the newly launched Korean BBQ Shawarma, all made with fresh ingredients and packed with flavour.
With over 60 locations across Canada and plans to reach 100 by the end of 2025, Tahini’s is continuing to grow rapidly and is actively seeking franchise partners and area representatives to help bring its unique offerings to more communities.
Founded in 2012, Tahini’s is a category-leading quick service restaurant group specializing in Mediterranean fusion. With locations across Canada, partnerships with FreshCo, and a line of retail products, Tahini’s has been fueled by nearly 2 billion views across its channels and is now preparing for international growth.
As global trade tensions and shifting consumer preferences continue to reshape the retail landscape, one Canadian company is not only weathering the storm — it’s thriving because of it. Toronto-based Apollo Health and Beauty Care, the country’s largest private label manufacturer in the health and beauty space, is seeing a significant uptick in demand for its Canadian-made products.
Founded in 1993, Apollo has grown into a manufacturing powerhouse supplying innovative personal care products across North America.
“We’re an absolute leader in the Canadian and North American landscape, manufacturing innovative products for Fortune 50 retail, for large consumer products goods companies, [and] for any number of interested parties who want to bring innovation, disruptive, beautiful product across a myriad of platforms to the marketplace,” said Charles Wachsberg, CEO of Apollo.
Charles Wachsberg
With facilities based in Canada and distribution spanning the U.S., Canada, and Mexico, Apollo operates within the framework of the United States-Mexico-Canada Agreement (USMCA), formerly NAFTA. That compliance has allowed the company to remain resilient in the face of international trade volatility.
“Our products are all USMCA compliant,” said Wachsberg. “We are operating in a tariff-free construct as an essential business and certainly as a compliant business to existing trade parameters existing between the U.S. and Canada.”
In 2023, the Canadian beauty market had an estimated revenue of $11 billion. This was projected to grow to $12.36 billion CAD in 2025, according to TFO Canada.
Despite global uncertainty, Apollo’s operations are unaffected by tariffs in its core markets. “There are no reciprocal tariffs both on the outbound or on the inbound within the Canadian marketplace and other markets,” he said. “Our USMCA status provides us with the umbrella of duty-free transactions.”
But it’s not just trade policy that’s fueling Apollo’s momentum. A new wave of consumer nationalism is playing an increasingly important role at the retail level.
“There has very much been a patriotic response in the U.S., and for the first time, Canadians are showing a patriotic bent that transcends beer and hockey,” said Wachsberg. “The support for Canadian innovation, Canadian production, [and] Canadian talent, which is plentiful, is changing behaviour at the register.”
According to Wachsberg, this trend is more than just a short-term reaction. “That behaviour, irrespective of what happens in the months and years to follow, may very well be a permanent shift,” he said. “It’s nice to be associated with that, and it’s nice to see Canadian pride and Canadian instincts running into the decision tree of what consumers purchase.”
Apollo’s operations span three core business pillars: private label manufacturing for major retailers, tolling services for large consumer brands, and the development of its own brands, which Wachsberg describes as “a holistic ecosystem of very prestigious, very unique products across all of the desired product platforms of constant use.”
In recent years, Apollo also played a critical role in public health, becoming “the largest manufacturer of PPE goods for Ontario” during the pandemic, and supplying disinfectants at scale.
Wachsberg believes that the loyalty to Canadian-made goods is strong enough that many consumers are even willing to make personal trade-offs.
“Canadians are prepared to make decisions even to the point of compromise,” he said. “We’re not going to buy bourbon because bourbon comes from regions outside of Canada, very specifically Kentucky.”
Yet when it comes to Apollo, compromise isn’t required.
“There is no compromise because we are a platform agent in the Canadian space. We’re truly a Canadian treasure,” said Wachsberg. “Apollo’s products would stand on merit as best in class and as unique on a global stage and it just so happens to be made by the ingenuity and innovation of Canadians.”
New Sephora store at 241 Rue Ste-Catherine W. in Montreal. Photo supplied
Sephora Canada has opened its newest retail location on Ste-Catherine Street West in downtown Montreal, marking its 18th store in Quebec and bringing its total Canadian store count to 132. The opening of this location not only expands the brand’s reach in one of Canada’s most important urban centres, but also signals confidence in the resilience of physical retail amid shifting shopping habits.
Located at 1241 Ste-Catherine Street West, the new 4,130-square-foot store replaces a former Armani Exchange location and is positioned between The North Face and a recently opened New Balance store. This stretch of Ste-Catherine Street has seen a surge in leasing activity, bolstered by nearby openings from Alo Yoga and a major Apple flagship under construction across from Holt Renfrew Ogilvy.
A Strategic Downtown Investment
This new Sephora location is the company’s second store in downtown Montreal. The first opened in 2012 at Complexe Les Ailes and was later renovated and integrated into the expanded Montreal Eaton Centre, where it reopened in 2019 as a 12,500-square-foot flagship. That larger store remains one of the biggest Sephora locations in the country.
Opening a second downtown store signals renewed confidence in the vitality of Montreal’s core retail zone, particularly as other shopping destinations like Royalmount draw interest away from the traditional downtown core. With the addition of the Ste-Catherine Street West location, Sephora deepens its physical presence in a key Canadian market.
New Sephora at 1241 Rue Ste-Catherine St. W. in Montreal. Image: Sephora
Elevating the In-Store Beauty Experience
Inside the new store, customers will find a selection of more than 340 leading beauty brands across categories including skincare, makeup, fragrance, and haircare. From high-end labels to affordable finds, the assortment aims to be accessible to a broad range of customers.
The store features signature services like Makeup Services and Colour iQ Shade Matching, enhancing the in-store experience with personalized consultations. These offerings continue to differentiate Sephora’s physical spaces from traditional beauty retailers and department store counters.
The Sephora Collection, the brand’s private label line known for its value and performance, is also prominently featured in the new store.
Sephora on Ste-Catherine St. W. in Montreal. Photo: Victor DiLallo Balsis
Building on a Nationwide Expansion Strategy
Sephora’s continued expansion in Canada follows an aggressive growth trajectory that began in 2004 with its first store at CF Toronto Eaton Centre. In November 2021, the company announced plans to open approximately 50 new locations nationwide, targeting underserved secondary markets and regional shopping centres.
The new Montreal store reflects a dual focus: solidifying its presence in major urban hubs while expanding access in smaller cities. Sephora is expected to surpass 160 stores across the country by spring 2026.
Real estate expert Jeff Berkowitz of Aurora Realty Consultants has played a pivotal role in guiding the brand’s Canadian store rollouts since Sephora’s entry into the market, and has negotiated Sephora’s store leases. Strategic site selection continues to be a core factor in Sephora’s physical retail success.
Sephora on Ste-Catherine St. W. in Montreal. Photo: Victor DiLallo Balsis
Competitive Positioning in a Crowded Market
The addition of a second downtown Montreal location also positions Sephora competitively against other luxury beauty destinations in the city. Nearby, Holt Renfrew Ogilvy’s 25,000-square-foot beauty hall continues to serve as a premium anchor for Montreal’s beauty scene.
With its curated product selection, experiential in-store services, and omnichannel integration, Sephora offers a compelling alternative for beauty shoppers seeking variety, access, and rewards.
This strategy may prove especially valuable as speculation grows that Ulta Beauty, Sephora’s U.S.-based rival, could renew its efforts to enter the Canadian market. Ulta previously explored a Canadian launch before delaying those plans.
Digital Integration and Omnichannel Capabilities
Sephora’s physical expansion is complemented by its robust digital infrastructure. Canadian consumers can shop online and take advantage of services such as Buy Online, Pick-Up In-Store (BOPIS), enabling a seamless omnichannel experience that blends digital convenience with in-person service.
The Sephora App also plays a key role in customer engagement, offering personalized recommendations, product tutorials, and early access to new releases. These tools help to bridge the gap between discovery and purchase, whether customers are shopping in-store or from home.
Under construction: Apple flagship store at Ste-Catherine and De la Montagne in Montreal. Photo: Victor DiLallo Balsis
Loyalty as a Brand Pillar
Central to Sephora’s long-term growth in Canada is its Beauty Insider loyalty program, which launched in 2007. The program includes three tiers: Beauty Insider, VIB (Very Important Beauty Insider), and Rouge, each offering increasingly valuable rewards such as early sale access, free shipping, and exclusive gifts.
With millions of members across the country, the loyalty program fosters customer retention and encourages repeat purchases, helping to solidify Sephora’s market dominance in an increasingly competitive beauty sector.
Community Engagement and Brand Alignment
Sephora Canada has also aligned itself with broader community initiatives, reflecting evolving consumer values. In June 2021, the retailer launched a campaign celebrating National Indigenous History Month, collaborating with Indigenous artists and creators. The campaign underscored Sephora’s public commitment to inclusion and representation.
More recently, in January 2025, the company became a founding partner and official beauty partner of Toronto Tempo, Canada’s inaugural WNBA franchise. This partnership aligns Sephora with women’s empowerment and sport, further embedding the brand into Canadian culture.
Retailers across Canada are bracing for significant disruptions as a nationwide Canada Post strike looms, with a walkout set to begin as early as May 22. From e-commerce deliveries and flyer distribution to supply chain logistics in remote areas, the strike could reverberate through key segments of Canadian retail during the lead-up to the back-to-school season.
Gary Newbury, supply chain expert and founder of RetailAID, warns the consequences could be long-lasting.
Gary Newbury
“Retailers who were caught off guard last year should have learned their lesson,” he said. “This isn’t just a labour dispute—it’s a wake-up call for the retail sector to modernize.”
Strike Threat Follows Prolonged 2024 Labour Dispute
The current situation echoes the labour unrest of late 2024, when more than 55,000 Canada Post workers went on strike for 32 days, ending only after the Canada Industrial Relations Board ordered a return to work on December 17. The federal government extended the collective agreement to May 22, 2025, to allow for continued negotiations.
Talks between Canada Post and the Canadian Union of Postal Workers (CUPW) have since stalled. The union is demanding a 24% wage increase over four years and greater protections for rural workers. Canada Post, meanwhile, wants to introduce part-time weekend delivery workers to enhance flexibility and competitiveness. A federal mediator and a government-appointed Industrial Inquiry Commission have been involved, but no resolution has been reached.
“We’re in the same place we were five months ago,” said Newbury. “Only now, we’re heading into another peak retail period—this time, back-to-school.”
E-Commerce Retailers Scramble for Alternatives
Parcel shipping will bear the brunt of the disruption, particularly for small and mid-sized e-commerce retailers who rely on Canada Post for affordable delivery services.
“Many independent retailers already took a hit during the last strike,” said Newbury. “They’ve since been contacting FedEx, Purolator, and UPS to establish new partnerships.”
Even for retailers who still use Canada Post, the uncertainty is driving change. “Some have rate shopping software that compares carriers in real time. AI is already helping retailers choose faster, cheaper alternatives,” he noted.
Consumers may see longer delivery estimates or be encouraged to shop in-store. “Orders placed after May 19 could get trapped in the system,” Newbury warned. “If the strike starts on May 22, mail and parcels sitting at sortation centres might be stuck for weeks.”
Remote Communities Face Disproportionate Risk
Canada Post remains a vital service in many rural and remote communities where private courier services don’t operate consistently. According to Newbury, these areas could face critical delivery delays—not only for online orders, but also for legal documents, pension cheques, and government payments.
“Those who are vulnerable—like seniors on Employment Insurance or people needing legal documents—don’t always have digital options,” he said. “During the last strike, Canada Post may have found a way to get some critical mail through, but it wasn’t consistent.”
Retailers in these areas are in a tough position. “They often don’t have the volume to justify using UPS or FedEx,” Newbury said. “When Canada Post goes down, so do their e-commerce operations.”
Image: Canada Post
Back-to-School Supply Chain Under Threat
Although most store inventory moves through freight trucking and not Canada Post, Newbury cautions that a strike could derail online orders for back-to-school products—particularly in rural or suburban markets where families rely on online shopping.
“This is about timing,” he said. “Back-to-school flyers, online deals, and promotional sales often hit weeks in advance. If your flyer doesn’t get delivered or your parcels don’t ship, you miss the season.”
He added that consumers may opt to shop in-store more frequently to avoid delays. “There could be a short-term surge in local shopping, especially if retailers communicate early and clearly,” he said.
Flyers and Promotions Also Caught in the Crossfire
While much of the media focus has been on parcel delays, Newbury pointed to another overlooked but vital service—flyer distribution. For years, Canada Post has been a primary delivery channel for weekly retail flyers, especially since the closure of many community newspapers.
“This has been bread-and-butter work for Canada Post,” said Newbury. “In places like Oshawa, where local papers like Oshawa This Week folded, flyer delivery became a key function.”
He explained that flyer circulation was suspended during last year’s strike to avoid the cost of printing ads that would sit undelivered in trailers or sortation facilities. “If the flyers arrive weeks late, the promotions are already expired. Retailers don’t want to waste that budget.”
Retailers should have already begun shifting their strategy, he added. “Following the debacle over last year’s peak trading, retailers ought to have been pushing consumers to go digital—viewing flyers online, signing up for emails, or using mobile apps with personalized offers.”
Newbury said he suspects flyers were mailed out this week for delivery next week, with the expectation that distribution will halt entirely once a strike is confirmed. “Retailers can’t afford to gamble on whether their flyer will ever make it into mailboxes.”
Canada Post’s Long-Term Viability in Question
Canada Post has struggled with declining letter volumes for over a decade, with annual mail dropping from 10 billion letters to less than 2 billion. Parcel volumes surged during the early days of e-commerce but have become increasingly competitive as Amazon and private carriers build out their networks.
“Canada Post had an opportunity to be the backbone of Canadian e-commerce,” said Newbury. “Instead, they shut down local sort centres, centralized operations, and failed to innovate.”
He pointed out that simple changes—such as restoring local mini sortation centres—could significantly improve delivery speed and efficiency. “If I send a package within Whitby, why does it have to go to Mississauga and back? That makes no sense.”
Federal Government Faces Mounting Pressure
Because Canada Post is a Crown corporation, the federal government plays a direct role in its governance. Newbury argued that Ottawa has been too passive in handling the dispute.
“They sent in a mediator, but they haven’t asserted control,” he said. “If they’re going to keep funding a business that loses $750 million to $1.5 billion annually, taxpayers deserve better oversight.”
He added that without serious intervention—either to modernize operations or renegotiate labour agreements—Canada Post could lose more ground to private competitors. “We’re not talking about a few parcels here. This is systemic. It’s a reputational hit they might not recover from.”
Retailers Must Act Now
With the strike deadline approaching, Newbury urged Canadian retailers to act immediately.
“Retailers need two contingency strategies: first, secure alternative carriers; second, be transparent with customers,” he said. “Let them know there could be delays. Encourage local pickup where possible.”
Some small retailers may even suspend online sales altogether. “If the cost of using a private carrier outweighs the margin on the sale, it’s not worth it. A few are already saying, ‘Come to the store instead,’” said Newbury.
As for flyers, Newbury noted: “This week may be the last reliable opportunity to distribute printed promotions for a while. After that, the shift to digital needs to accelerate.”
Retail Insider is streamlining its Canadian retail news from around the web to include a handful of top news stories that can be viewed quickly during the day. Here are the top stories from the past 24 hours.
Hudson's Bay stripe products at the Queen Street flagship store in Toronto on March 15, 2025. Photo: Craig Patterson
Canadian Tire will acquire key intellectual property from the Hudson’s Bay Company, including its iconic multicolour stripes, historic coat of arms, and a suite of brand trademarks, in a $30-million transaction subject to court approval.
The deal comes as Hudson’s Bay, Canada’s oldest company, continues the liquidation of its department stores across the country under court protection granted earlier this year.
The transaction includes trademarks for Hudson’s Bay, The Bay, the recognizable HBC coat of arms, and the company’s multicoloured stripes—design elements that have become emblematic of Canadian retail history. The Hudson’s Bay Company dates back to 1670 and had long used the stripes as a branding element, most notably on wool blankets and outerwear.
“Some things are just meant to stay Canadian,” said Canadian Tire President and CEO Greg Hicks in a statement released Thursday. “We are honoured to welcome many of HBC’s leading brands – including the iconic HBC coat of arms and the Stripes – into our Canadian Tire family.”
Deal Part of Broader Sales Process
Instagram post from Canadian Tire, indicating the acquisition of Hudson’s Bay’s IP
The agreement was reached as part of a court-supervised process under the Companies’ Creditors Arrangement Act (CCAA). Hudson’s Bay has been seeking buyers for its assets since filing for creditor protection on March 7, citing more than $1.1 billion in liabilities and ongoing operating losses.
According to court documents, 17 bids were submitted for various parts of the company, including intellectual property and private-label brands such as Zellers and Distinctly Home. Twelve parties also submitted offers for a total of 39 leases. Canadian Tire disclosed that it was among those bidding for leasehold interests.
The court is expected to review the deal and other asset transactions in the coming weeks, with final approvals anticipated by early summer. The Canadian Tire transaction is expected to close later this summer, pending court approval and other conditions.
Hudson’s Bay Winding Down Retail Operations
The intellectual property sale follows months of failed attempts by Hudson’s Bay to restructure or find a buyer to continue operating select stores. The company initially sought to preserve approximately 40 locations and later reduced its plan to six key stores. According to a confidential investor memo obtained by The Globe and Mail, an $82-million investment would have been required to support those six locations in the first year alone.
With no buyer committing to that plan, the company added those final stores to the liquidation process. Clearance sales are expected to be completed by the end of May, with stores vacated by the end of June.
Hudson’s Bay President and CEO Liz Rodbell commented on the agreement in a statement released Thursday.
“We are grateful that the HBC brand has found a home with another heritage retailer that encapsulates the uniquely authentic Canadian experience,” said Rodbell. “I have no doubt they will be strong stewards of the more than 350-year HBC legacy as they move our iconic brands forward.”
Canadian Tire Expanding Portfolio of Owned Brands
Canadian Tire has increasingly focused on expanding its portfolio of owned and exclusive brands. In recent years, it has acquired several well-known names including Woods (2014), Paderno (2017), and Sher-Wood Athletics Group trademarks (2018). In 2024, owned brands accounted for 37.5 per cent of the company’s total retail sales.
Hicks described the acquisition of the Hudson’s Bay IP as consistent with the company’s “True North” strategy.
“This choice feels as strategic as it feels patriotic,” Hicks said. “It builds on our generational connection to life in Canada.”
Uncertainty Over Future Use of HBC Brands
While Canadian Tire has not disclosed specific plans for how the newly acquired brands will be used, analysts believe the most immediate application will be through merchandise integration.
Retail strategist Carl Boutet said the multicoloured stripes and coat of arms are most likely to appear on products sold in Canadian Tire stores.
Carl Boutet
“I suspect we will see blankets with the stripes on shelves,” Boutet said. “The interesting question is whether they’ll create a dedicated space for the brand, like a shop-in-shop, or simply incorporate it into the existing merchandise.”
Boutet said the acquisition could also serve as a strategic move to block competitors from leveraging the Hudson’s Bay name and legacy.
“This could prevent another player from reviving the brand in a format that might compete with Canadian Tire,” he said.
Brand Licensing Scenarios Unclear
It remains uncertain whether Canadian Tire would consider licensing the Hudson’s Bay name to a third party for retail use. Canadian Tire has so far indicated no interest in operating traditional department stores.
“If someone wanted to use the Bay name in a retail format, they’d likely need a license from Canadian Tire now,” said Boutet. “But I’d be surprised if the company was interested in allowing that.”
Boutet also noted that the acquisition includes customer goodwill and brand equity but raised questions about whether consumer data or customer relationship management (CRM) assets were included in the deal.
“There’s real value in first-party data,” he said. “But privacy regulations in Canada, such as CASL, would limit how transferable that data is.”
Hudson’s Bay stripe products at the Queen Street flagship store in Toronto on March 15, 2025. Photo: Craig Patterson
Value of the Deal and Implications
Boutet said the $30-million price tag likely reflects Canadian Tire’s internal forecasts for product volume, brand leverage, and the promotional value of the acquisition.
“For Canadian Tire, the math is straightforward. They already know what volumes they can move in home textiles or décor,” he said. “This deal gives them a strong national story and a valuable brand that resonates with Canadians.”
The timing of Canadian Tire’s announcement, which came before court approval, raised some eyebrows in the retail community.
“It’s interesting they announced it so early,” Boutet said. “It suggests confidence in the outcome or that the monitor has indicated theirs is the winning bid.”
End of the Line for Hudson’s Bay Stores
The sale of intellectual property further narrows the chances that a new operator could revive Hudson’s Bay as a department store. Some investors had considered relaunching the chain or launching specialty stores under the Bay or Zellers names. Without ownership of those brands or the signature stripes, such plans are unlikely to proceed.
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