Buffalo David Bitton is making a renewed push into the Canadian retail market, launching a new store concept aimed at reconnecting with a loyal customer base while introducing the brand to a new generation of denim shoppers. Under the stewardship of licensee Centric Brands, the first location opened several weeks ago at Toronto Premium Outlets in Halton Hills, followed by an upcoming September opening at Vaughan Mills north of Toronto.
The expansion is being executed in partnership with Toronto-based J2 Retail Management, which is providing retail operations support, visual merchandising, and store setup expertise.
“We want to walk before we run,” said Brent Unger, President of the Lifestyle Division at Centric Brands. “We’re reconnecting with the consumer who has been with us for so long, and once we feel that connection point is strong, we can start to scale and amplify the brand’s presence in Canada.”
A Strategic Return to Direct-to-Consumer Retail
Buffalo David Bitton has long been a prominent name in Canadian denim. Founded in France in 1972 and later establishing a strong foothold in Montreal, the brand built a reputation for stylish, well-fitting denim with European flair and North American accessibility.
For years, the brand was heavily distributed through major retailers, including Hudson’s Bay, where Buffalo achieved significant market share. In menswear, it ranked as the department store’s number two denim brand, while in womenswear it climbed into the top seven brands by sales.
With the changing retail landscape, and the decline of many multi-brand mall denim retailers such as Jean Machine, Bootlegger, and Below the Belt, Buffalo Jeans sees opportunity in controlling its own retail destiny.
“We wanted to be in control of our destiny,” Unger explained. “Some wholesale partners are constrained on space and risk tolerance. By opening our own stores, we can offer a broader assortment and create an experience that fully represents the brand.”
Why Outlet Centres Are the Starting Point
The choice to debut the new Buffalo concept in outlet centres is deliberate. The Toronto Premium Outlets store blends value-driven assortments with a hybrid of outlet and mainline product, offering both men’s and women’s collections.
According to Unger, this approach allows the brand to test customer response without the financial pressures of premium full-price mall rents, which he describes as a challenge for Buffalo’s target price point of $100–$125 for denim.
“If we were selling $225 premium jeans, maybe those rents would make sense,” said Unger. “But we know who we are, and we want to offer great value to our customer without being priced out of the best locations.”
The Vaughan Mills store will differ from the first, with a larger investment in creating an immersive brand experience. “Toronto Premium Outlets was about letting the product stand on its own,” said Unger. “At Vaughan Mills, we’re building more of a brand story, what Buffalo stands for and where it’s going.”
Product Evolution: Modernizing the Brand While Honouring Its Roots
Buffalo’s new retail direction coincides with an evolution in its product offering. The brand is moving from the minimalist styles popular during the pandemic to a more expressive, fashion-forward approach, while retaining its core commitment to fit, fabric, and wash.
“We’ve modernized our aesthetics,” said Unger. “Fits that were popular 15 years ago, like looser and wider men’s jeans or barrel-leg women’s jeans, are coming back in updated forms. We’re balancing trend relevance with our most commercially viable fits.”
Beyond denim, the new stores will showcase Buffalo’s growing range of apparel and accessories, including knitwear, dresses, footwear, sunglasses, and winter accessories. This broader assortment reflects a vision to become more of a full lifestyle brand.
National Expansion Plans — But with a Measured Pace
While the initial rollout is focused on Ontario, Centric Brands has a roadmap for expanding Buffalo nationwide over the next three to five years. The plan calls for strategically placed stores in suburban centres across Canada, but Unger emphasizes that the timing will depend on getting the retail experience right.
“We have one chance to make the right impression,” he said. “We believe there’s a big void for our product in Canada, and the relationship with our customers has been there for 50 years. We want to tap into that, but we’ll do it in a way that ensures long-term success.”
Tariff changes, shifts in Canadian retail real estate, and the exit of certain competitors have affected the pace of expansion. Nonetheless, Centric remains confident in Buffalo Jeans’ potential to grow its direct-to-consumer presence.
The Role of J2 Retail Management
J2 Retail Management’s involvement is central to the rollout’s execution. Founded in Toronto in 2012 by Jodie Wolfe and Brian Le Saux, J2 specializes in turnkey retail services for apparel and lifestyle brands, including logistics, merchandising, store setup, and staffing.
“We could try to build all the retail muscle ourselves, but why not work with experts?” said Unger. “J2 brings the operational intelligence we need to bridge the gap between making great product and delivering great retail experiences.”
J2’s track record includes working with major global brands on Canadian and US retail launches, providing both the creative and operational backbone for successful openings.
Centric Brands’ Wider Portfolio in Canada
Buffalo David Bitton is part of Centric Brands’ lifestyle division, which also manages several other major apparel licenses in Canada. These include Loft, IZOD, Dockers, Caterpillar workwear, Merrell, and the recently signed Esprit.
While Buffalo is the current retail focus, Unger noted that the company’s broader brand portfolio offers other candidates for future direct-to-consumer expansion in Canada.
Heritage Meets the Next 50 Years
Buffalo’s retail revival is built on five decades of brand heritage, a loyal Canadian customer base, and a clear-eyed understanding of its market position. The expansion comes at a time when many apparel brands are rethinking their retail strategies to better connect with consumers directly.
“We’re doubling down on what we want Buffalo to look like in our next three-year plan,” said Unger. “We’re reimagining our denim and our customer experience. We have 50 years of heritage to build on, and we’re modernizing for the next 50.”
