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Liquidation vs. Markdown: What Retailers Get Wrong

By
Retail Insider
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Retailers obsess over buying strategy.

They argue over assortment depth. They optimize their open-to-buy models. They analyze pricing ladders and promotional calendars in exhaustive detail. Yet when inventory underperforms, strategy seems to give way to reflex.

The instinct is rather predictable: mark it down, mark it down again, and finally consider liquidation when the margins are largely depleted.

That sequence feels disciplined. In many cases, it quietly destroys profitability.

Markdown and liquidation are not interchangeable discount tactics. They are different strategic tools entirely. One is designed to optimize in-channel sales. The other is designed to protect capital and remove risk from the channel entirely. Retailers get into trouble when they treat inventory liquidation as a last resort rather than a parallel strategic option.

The Strategic Divide: Selling vs. Exiting

To understand the mistake, you have to separate two concepts that are often blended together.

Markdown is a strategy of selling. Liquidation is a strategy of exiting.

A markdown is based on the assumption that the product still belongs in the original retail channel. It assumes demand exists but needs price adjustment. Liquidation assumes the product no longer belongs in that channel. It prioritizes capital recovery and removal over in-store optimization.

The difference is more than semantic. It determines how capital flows through the business.

When a retailer clears out aged inventory through a cycle of repeated price reductions, they are making an implicit assumption that the product still has strategic value in-channel. But often this assumption is false.

The Financial Distortion No One Talks About

At first glance, markdown appears superior to liquidation because it produces more revenue per unit. That comparison is incomplete.

Most retailers measure markdown performance at the SKU level: margin percentage, sell-through rate, weeks on hand. What often goes unexamined is how markdown affects the rest of the assortment.

When customers walk into a store and purchase heavily marked-down merchandise, that spend does not exist in isolation. It replaces something else. Retail traffic is finite. A customer who spends $250 on clearance goods discounted 60 percent is unlikely to spend that same $250 on new arrivals carrying a significantly stronger margin.

Revenue may look healthy. Contribution declines.

This is margin displacement. Clearance inventory does not simply lower margins on specific SKUs. It shifts basket composition toward discounted goods. Over time, blended gross margin compresses, even if sales volume appears stable.

Add the physical implications. Clearance racks occupy prime floor space. Digital homepages feature markdown banners. Marketing energy moves toward aged products instead of newness. Markdown does not just reduce price. It reallocates attention, space, and margin opportunity.

Why Retailers Stay in Markdown Too Long

If the math is this clear, why do retailers over-rely on markdown? The answer is structural.

Markdown feels controllable. It remains inside the business. Pricing decisions, visual presentation, and timing are internal. Liquidation, by contrast, carries stigma. Many executive teams view it as an admission that the buy was wrong. Markdown still appears as retail revenue. Liquidation recovery may be accounted for differently, which affects internal optics.

There is also optimism bias. Merchants often believe one more reduction will unlock demand. Sometimes it does. Often it does not. Hope extends markdown cycles well beyond the point where they make financial sense.

When Liquidation Becomes the Strategic Choice

Liquidation is frequently misunderstood as giving up. It is often the more disciplined financial decision. It makes sense when product has aged beyond realistic demand windows, when multiple markdown rounds have failed to restore velocity, when clearance inventory is displacing higher-margin assortment, when working capital needs to be redeployed, or when brand positioning is at risk from excessive discounting.

Unlike markdown, liquidation removes products from the primary channel. That matters. Once aged inventory exits, it stops competing for attention. It stops conditioning customers to expect steep discounts. It frees up floor space for fresh storytelling and restores merchandising focus.

Per-unit recovery may be lower. Total contribution can be higher.

Execution Matters: Not All Liquidation Is Equal

One of the reasons that retailers are reluctant to liquidate is that of brand leakage. Poorly handled liquidation can result in product resurfacing in unintended channels, undercutting retail partners and disrupting pricing architecture. That concern is valid, which is why execution matters.

Established secondary market platforms such as B-Stock and Liquidity Services provide structured auction environments and controlled buyer access. Established companies like Overstock Trader and Total Surplus Solutions work with vetted buyer networks and controlled distribution channels to protect brand positioning while maximizing recovery. This structured approach is very different from simply dumping inventory into the market.

It’s important to only work with reputable firms that offer vetted buyer networks, geographic or channel controls, transparent bidding processes, clear documentation, and brand-sensitive distribution strategies. Liquidation becomes risky when it is unmanaged. It becomes strategic when it is structured. Retailers who partner with disciplined liquidation specialists are not abandoning brand integrity. They are protecting it while accelerating capital recovery.

The Time Value of Inventory

There is another factor often missing from this debate: time. Inventory aging is not neutral. Every additional week inventory remains unsold, capital stays tied up, storage and handling costs accumulate, trend relevance declines, and assortment flexibility decreases.

Retail operates on velocity. Slow capital rotation limits agility. If liquidation converts inventory to cash sooner and enables reinvestment in higher-performing goods, the net present value of that decision may exceed incremental markdown revenue. In fast-moving categories, speed often outweighs theoretical margin recovery.

Revenue Is Not the Same as Contribution

The most common mistake retailers make is anchoring to revenue instead of contribution. Consider two scenarios:

Scenario A: The extended markdowns create $1 million in revenue at heavily compressed margins.

Scenario B: Liquidation generates $600,000 in recovery. The floor space and capital saved result in $700,000 in new sales at full margin.

Scenario A may have greater revenue on paper. Scenario B may have greater profitability.

Retailers that focus only on per-unit recovery miss this broader equation. The goal is not to extract the highest revenue from each distressed SKU. It is to maximize total contribution across the assortment.

A More Disciplined Framework

Instead of defaulting to markdown first and liquidation last, retailers should evaluate both paths simultaneously. The relevant questions are whether meaningful demand is still present, whether price elasticity is strong enough to justify further reductions, whether clearance inventory is distorting margin mix, what the opportunity cost of occupied floor space actually is, and how quickly recovered capital could be redeployed.

If the math shows that continued markdown reduces overall assortment profitability, liquidation is not failure. It is a strategy. The highest-performing retailers treat inventory exit with the same rigor as inventory buying.

The Real Strategic Error

Retailers do not misunderstand markdown. They do not misunderstand liquidation. They misunderstand timing.

Markdown is powerful when used within a productive demand window. Liquidation is powerful when used before margin erosion accelerates. Stretch markdown too long and it becomes a margin leak. Delay liquidation too long and it becomes a distressed event rather than a strategic decision.

In volatile retail environments, a disciplined exit strategy is a competitive advantage.

Buying well matters. Selling well matters. Exiting well may matter most of all.

Understanding Hermès Resale: Scarcity, Strategy, and the Birkin Market

By
Retail Insider
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Hermès sits in a category of its own. The brand’s most sought-after handbags operate less like seasonal fashion and more like controlled-distribution goods with an unusually active secondary market. 

How Hermès resale pricing really works

Resale pricing is the market’s response to a simple imbalance: demand concentrates around a small set of iconic models and specifications, while supply is intentionally limited and unevenly distributed across boutiques and regions. 

When retail access is constrained, the secondary market becomes the place where availability is transparent, even if prices aren’t comfortable.

That’s why two things can happen at once: retail pricing moves in relatively predictable steps, while resale can trade at a premium for high-demand combinations of size, leather, color, and hardware. Condition and provenance matter, but so does timing. 

When access feels tighter, premiums tend to widen. When sentiment cools, buyers get pickier and the strongest pieces are typically those with clean condition and clear documentation.

Why Hermès remains dominant

Hermès’ dominance isn’t just branding. It’s a production philosophy built around craftsmanship and training cycles, plus unusually disciplined distribution. 

The company grows capacity slowly and keeps control over where product goes, largely through its own boutiques. That discipline prevents the market from being satisfied through volume.

Even when Hermès expands, its craft model limits how fast production can scale without eroding standards. 

In its Hermès 2024 full-year results presentation, the company points to ongoing investment in leather goods workshops and training, useful context for why supply stays tight relative to global demand and why resale premiums persist.

The strategy behind getting a Birkin at retail

People often describe the Birkin as a waitlist item. Most stores treat it more like an allocation item. Allocation means inventory is limited, and decisions tend to be made at the store level based on timing, local client demand, and relationships with sales associates.

A realistic strategy is less about chasing a single bag and more about becoming a known client with consistent preferences. 

Clarity helps: be flexible on a few variables, understand that popular specifications will take longer, and focus on a relationship that feels mutual rather than transactional.

It also helps to separate myth from math. There is no universal, published spend requirement for a Birkin. 

In some boutiques, cumulative spend can influence how a client profile is perceived; in others, it matters less than consistency, product mix, availability, and the store’s existing client base. Spending more is not a guarantee, understanding the system is the real advantage.

Luxury culture and exclusivity, without the fantasy

Hermès is a case study in how exclusivity is maintained. Scarcity creates narrative, and narrative creates demand, but it’s more productive to view it as a system than a personal judgment. The brand decides how much to release, where to release it, and how it prefers to distribute it.

That system has emotional consequences, but it also has economic ones. When access becomes uncertain, the resale market becomes the pressure valve. 

Buyers who want certainty pay for it, either through the time required to build boutique relationships or through resale premiums that buy immediacy.

Buying through resale responsibly

Resale can be the most practical path for buyers who prioritize immediacy, but it requires a higher standard of diligence. 

A serious Hermès resale purchase should center on verification: independent authentication, transparent condition reporting, and clear policies that reduce uncertainty around provenance.

Where can buyers purchase authentic Hermès bags in Canada? Rome Station is a specialist resale platform that offers immediate access to authenticated inventory without boutique waitlists or pre-spend expectations, supported by a multi-layer authentication process.

Its founder, Lillian, has spent more than 15 years immersed in Hermès and began building her sourcing-and-verification operation in 2009, later establishing a Vancouver presence when resale was still niche in North America. Her approach is rooted in a simple idea: “Hermès doesn’t reward spending more, it rewards understanding.”

The bigger takeaway is that Hermès rewards informed behavior. Whether you pursue a Birkin through boutiques or through resale, the smartest move is the same: understand the distribution logic, stay realistic about your specifications, and choose channels that reduce uncertainty rather than amplify it.

Flexible Footprints: Using Modular Construction To Adapt to Changing Retail Formats

By
Retail Insider
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The retail industry currently faces a period of rapid transformation. Consumer preferences shift quickly, and the traditional model of long-term commercial leases in static brick-and-mortar buildings often fails to keep pace. Retailers now require physical spaces that can grow, shrink, or relocate based on real-time market data. Modular construction offers a practical solution to this volatility. By utilizing off-site manufacturing processes, businesses can deploy high-quality retail environments in a fraction of the time required for traditional builds.

As brands experiment with pop-up concepts, neighborhood-specific showrooms, and hybrid fulfillment centers, the ability to adapt the physical footprint becomes a primary competitive advantage.

Accelerated Deployment and Structural Efficiency

Speed serves as the most significant driver for adopting modular systems in the retail sector. When a developer chooses a pre-engineered building for a new shopping complex, they significantly reduce the timeline from groundbreaking to grand opening. Factory-controlled environments allow for the simultaneous preparation of the site and the fabrication of the structure.

Because technicians manufacture the modules in a weather-protected facility, the project avoids setbacks caused by rain, snow, or extreme temperatures. Retailers benefit from this predictability, as it allows for precise inventory planning and marketing launches. Furthermore, these structures meet or exceed the rigorous building codes of permanent installations, ensuring that the accelerated pace does not compromise the safety or longevity of the retail space.

Financial Advantages of Scalable Infrastructure

Modular systems fundamentally change the capital expenditure model for modern retailers. Traditional construction involves high upfront costs and significant risks associated with onsite labor and material waste. In contrast, the modular process minimizes waste through precise engineering and material recycling within the factory setting.

Beyond the initial build, the inherent flexibility of these units allows owners to adjust their investments over time. If a specific location sees higher-than-expected foot traffic, the business can simply add more modules to increase the floor area. Conversely, if a market underperforms, the retailer can disassemble the units and move them to a more profitable region. This mobility protects the company’s capital by preventing the total loss of investment often associated with closing a traditional storefront.

Supporting Diverse Retail Formats and Logistics

The industry now encompasses various formats, including drive-thru coffee kiosks, massive warehouse clubs, and automated ‘dark stores’ for last-mile delivery. Modular construction supports this diversity by offering a kit-of-parts approach to design. Architects can configure standardized components into unique layouts that serve specific operational needs. For instance, a brand might require a structure that prioritizes a large loading dock for delivery drones while maintaining a small, high-end showroom for walk-in customers.

Modular manufacturers can integrate specialized HVAC systems, heavy-duty flooring, and advanced security tech directly into the units during the assembly phase. This customization happens without the complications of coordinating multiple subcontractors on a busy urban job site. The resulting structures function as high-performance tools tailored to the specific logistical demands of the business.

Integration with Defense and Remote Operations Standards

The technology powering modern modular retail actually draws heavily from industrial and defense sector innovations. For decades, military organizations and energy companies have relied on rapid-deployment structures to establish operational bases in remote or harsh environments. These sectors demanded buildings that could withstand extreme stress, facilitate easy transport, and offer immediate functionality upon arrival.

Retailers are now reaping the rewards of these rigorous engineering standards. The same structural integrity required for a remote research lab now ensures that a suburban retail module can handle heavy foot traffic and frequent reconfiguration. By adopting these industrial-grade standards, the retail industry gains access to a level of durability and portability that traditional commercial construction simply cannot match.

Environmental Stewardship Through Reusability

Sustainability has moved from a niche concern to a core business requirement for major retail entities. Modular construction aligns with these environmental goals by emphasizing the reuse of materials. Traditional demolition generates massive amounts of landfill waste when a store closes or undergoes a major renovation. Modular buildings, however, allow for deconstruction. Workers can take the building apart, refurbish the components, and use them in a new project elsewhere.

Additionally, the tight tolerances achieved in a factory setting result in superior insulation and energy efficiency. Retailers lower their operational costs through reduced heating and cooling needs while simultaneously meeting their corporate social responsibility targets.

Conclusion

The shift toward modular systems represents a fundamental departure from traditional real estate philosophy in the retail sector. Commercial developers and global brands no longer view physical storefronts as permanent, depreciating assets tied to a single geographic coordinate. Instead, these entities now treat their physical infrastructure as a versatile toolkit capable of rapid reconfiguration to meet fluctuating market demands.

Ultimately, the adoption of these flexible footprints allows the industry to minimize financial risk while maximizing the operational efficiency of every square foot of occupied space. This strategic transition ensures that the built environment functions as a dynamic driver of growth rather than a static overhead cost.

Hudson’s Bay Collapse: One Year After the CCAA Filing

By
Craig Patterson
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Signage outside the former Hudson's Bay flagship store in downtown Toronto, May 2025. Photo: Craig Patterson

March 7, 2026 marks one year since Hudson’s Bay sought creditor protection under the Companies’ Creditors Arrangement Act, a moment that fundamentally reshaped Canada’s retail landscape. For many observers, the Hudson’s Bay CCAA filing marked the collapse of a 355-year-old institution that had been woven into the country’s commercial and cultural fabric since the fur-trading era.

The filing ultimately led to the complete liquidation of Hudson’s Bay’s Canadian operations, the closure of its stores, and the loss of thousands of jobs. More broadly, it accelerated conversations about the future of department stores, the evolution of shopping centres, and the changing nature of retail real estate in Canada.

Retail expert Carl Boutet, who commented extensively on the situation during the unfolding proceedings, says the outcome was not entirely surprising when viewed through the lens of the company’s ownership structure and financial burden.

“In hindsight, the moment the writing was on the wall was when HBC got carved out from Saks Global,” Boutet said in an interview. “When the company pivoted toward a global strategy and the Canadian banner was separated from that structure, it was clear that Hudson’s Bay would be left to fend for itself.”

That moment, he argues, set the stage for the events that followed.

Carl Boutet with Ruby Liu, May 14, 2025. Photo: Linda Qin

The Financial Reality Behind the Collapse

At the time of the Hudson’s Bay CCAA filing in March 2025, the company’s financial position was already dire. Court filings revealed the retailer had roughly $3 million in cash on hand, while carrying more than $1.1 billion in secured debt and hundreds of millions in unpaid obligations to suppliers and landlords.

The liquidity crisis was immediate. Without new financing, the company warned it would soon be unable to meet payroll obligations. At the time of filing, Hudson’s Bay employed more than 9,000 people across Canada.

Hudson’s Bay and others cited several structural factors behind the insolvency. Among them were declining foot traffic in physical stores, rising occupancy costs for downtown flagship locations, and the ongoing shift toward e-commerce. A lack of investment in stores was also a huge factor.

Boutet believes the financial burden alone does not fully explain the collapse.

“It wasn’t just the debt,” he said. “It was the erosion of goodwill. Suppliers, landlords, and partners still wanted to see Hudson’s Bay survive. But that goodwill was destroyed over time.”

He added that rebuilding trust became increasingly difficult as the situation deteriorated.

“You’re not talking about destroying goodwill that was built over five years. You’re talking about destroying goodwill that was built over 300+ years.”

Shuttered Hudson’s Bay store at Toronto’s Yorkdale Shopping Centre on the evening of June 1, 2025. Photo: Craig Patterson

From Restructuring to Liquidation

Initially, the creditor protection filing was framed as an opportunity to restructure the company and preserve at least part of its operations.

The court approved a $16 million debtor-in-possession financing facility intended to stabilize operations and fund payroll, rent, and other immediate expenses.

However, the restructuring effort collapsed quickly.

Within one week of filing, Hudson’s Bay announced that it would begin liquidating its entire business if additional financing could not be secured. The announcement put thousands of jobs at risk and signaled the likely end of the historic retailer.

Liquidation sales began in late March 2025 and ultimately exceeded financial projections. Between mid-March and early May, hundreds of millions of dollars in merchandise were sold as the company wound down operations.

By June 1, 2025, all remaining Hudson’s Bay stores across Canada had closed permanently.

The shutdown marked the end of the oldest operating company in North America.

The Human Impact

Behind the financial and legal proceedings was a profound human toll.

Court filings indicated that approximately 8,347 employees were terminated as the company liquidated its retail operations.

Many of the affected workers had spent decades with the retailer, particularly in downtown flagship stores that had served as major employers in urban centres.

The CCAA proceedings also raised concerns among employees and retirees about pensions, severance, and benefit protections. Unions representing some of the workforce urged the company to safeguard wages and benefits as the restructuring process unfolded.

While some corporate employees remained temporarily to assist with the wind-down and legal administration of the estate, the majority of the workforce was gone by early summer 2025.

The Room women’s luxury department at the Hudson’s Bay Queen Street flagship store in Toronto on May 31, 2025. Photo: Craig Patterson

The Sale of the Hudson’s Bay Brand

Although the physical stores disappeared, the Hudson’s Bay brand itself survived.

In June 2025, Canadian Tire Corporation acquired the company’s intellectual property portfolio for approximately $30 million. The deal included the iconic multicoloured HBC Stripes, the Hudson’s Bay name, the coat of arms, and several private-label brands.

Canadian Tire described the purchase as a form of stewardship of an important Canadian retail symbol.

The transaction created the possibility that Hudson’s Bay products could appear in various forms across Canadian Tire’s network of stores, which includes SportChek, Mark’s, and Party City.

Boutet believes the brand still carries value.

“Wherever there’s brand equity, there’s value to be monetized,” he said. “The question is how that value is expressed in the future.”

Some observers have speculated about potential future concepts, including specialty retail formats or tourism-oriented stores celebrating Canadian heritage.

For now, however, the Hudson’s Bay name exists primarily as a brand rather than a retail network.

Hudson’s Bay Stripes collection at Canadian Tire [Toronto, 839 Yonge Street] December 5, 2025. Photo: Craig Patterson

Ruby Liu’s Attempt to Revive the Department Store

One of the most dramatic chapters of the CCAA process involved Vancouver-based entrepreneur Ruby Liu, who attempted to acquire up to 28 former Hudson’s Bay leases in order to launch a new department store concept.

Hudson’s Bay reached an agreement to pursue the lease assignments in May 2025, and Liu made deposits totaling more than $15 million as part of the proposed transaction.

However, landlords strongly opposed the deal.

They raised concerns about the viability of the proposed business model and Liu’s ability to meet the long-term obligations associated with the leases.

Following a contested court hearing, the Ontario Commercial Court ultimately sided with the landlords and blocked the forced assignment of 25 of the leases.

Rendering of a Ruby Liu department store. Image: Ruby Liu Investment Corp./Central Walk

The decision was widely seen as significant because it reinforced the rights of property owners to control tenanting within their properties.

Boutet recalls his early meeting with Liu during the spring of 2025.

“What struck me was that we talked a lot about philosophy and about creating destinations,” he said. “I got the impression that she saw these large boxes almost like mini malls.”

The concept involved dividing large spaces into curated environments hosting multiple brands and experiences.

While Boutet found the idea interesting, he also had reservations.

“My concern was that the concept hadn’t been proven elsewhere,” he said. “If you believe in the model, you need to demonstrate it first in your own malls.”

Although the court blocked the majority of the lease assignments, Liu retained three locations at malls she already owned in British Columbia. Sources at Central Walk indicate that no Ruby Liu department store concept will be moving forward at these locations.

Weihong (Ruby) Liu in front of the Court House at 330 University Avenue in Toronto on June 23, 2025. Photo: Craig Patterson

The Changing Role of Department Stores

The collapse of Hudson’s Bay reignited debate about the future of the department store format in North America.

Boutet believes the sector may eventually reinvent itself in new forms.

“Commerce moves in cycles,” he said. “We’ve seen swings from big box to specialty retail and back again.”

One possibility is a hybrid model combining retail with food, entertainment, and social experiences. Such concepts were central to early department stores but faded over the past several decades.

“There may be opportunities to go back to those origins,” Boutet said.

However, he acknowledges that the appetite for massive retail spaces appears to be declining.

As online shopping captures a larger share of consumer spending, retailers are reconsidering the size of their physical footprints.

“If 20 or 30 percent of consumption moves online, then maybe stores deserve to be 20 or 30 percent smaller,” he said.

The Impact on Shopping Centres

Hudson’s Bay’s disappearance has also reshaped the structure of shopping centres.

For decades, department stores served as anchor tenants at the ends of malls, forming the so-called “barbell” model that drove traffic through the property.

That model has been eroding for years.

“I don’t think department stores have been driving traffic in malls for at least a decade,” Boutet said.

Instead, malls are increasingly relying on a mix of residential development, entertainment uses, grocery stores, and medical services to attract visitors.

Large former department store spaces are now being redeveloped for a variety of purposes, including mixed-use projects that combine retail with housing and offices.

Even a year after the initial filing, the legal process surrounding Hudson’s Bay remains ongoing.

The stay of proceedings in the CCAA process has been extended several times as the court-appointed monitor continues to administer creditor claims and finalize the company’s remaining obligations.

The proceedings involve complex issues including creditor recoveries, lease disputes, and asset sales.

Secured lenders have already received partial repayments from liquidation proceeds, while unsecured creditors face significant shortfalls.

The process has also generated legal disputes involving landlords and other stakeholders.

As of early 2026, the monitor continues to oversee the wind-down of the estate and the resolution of outstanding claims.

People talking outside the Hudson’s Bay Company post in Aklavik, NT, 1956.
(courtesy Library and Archives Canada/1971-271 NPC)

Looking Back at a Retail Institution

For many Canadians, Hudson’s Bay was more than a retailer.

Founded in 1670 as a fur trading company, it played a central role in the country’s early economic development before evolving into one of Canada’s most recognizable department store chains.

Its multicoloured stripe motif became a symbol of Canadian heritage.

Boutet believes the closure carries a cultural weight that exceeds the financial scale of the business.

“Even though Sears Canada was financially larger when it collapsed, Hudson’s Bay had a deeper historical and social impact,” he said.

The company’s disappearance triggered widespread public interest and nostalgia.

“It generated more public attention than almost any retail closure we’ve seen,” Boutet said.

More from Retail Insider:

Enoteca Monza opens at CF Market Mall in Calgary (Video, Photos)

By
Mario Toneguzzi
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Enoteca Monza photo
Enoteca Monza photo

Enoteca Monza recently held grand opening celebration to commemorate the opening of its first location in Alberta, expanding the brand to Western Canada, from its base in Quebec.

The Calgary restaurant is expected to create 50 local jobs and further strengthen Monza’s national presence.

Founded in 2010, Enoteca Monza has grown to 10 locations across Canada and was acquired by Foodtastic in 2018.

Enoteca Monza photo
Enoteca Monza photo

“Our goal has always been to create a space where people can gather, share authentic Italian dishes and feel transported, even if only for an evening, to the heart of Italy,” said Sabrina Larouche, Marketing Manager for Enoteca Monza.

“Monza features an easygoing yet refined setting where guests can enjoy antipasti such as arancini, slow-cooked meatballs and burrata, a range of carpaccio, along with wood-fired pizzas, fresh pastas, seafood and steaks. A selected wine list and hand-crafted cocktails complement the menu. Monza is designed for everything from weeknight dinners to special celebrations, bringing together quality ingredients and welcoming hospitality,” said the company.

Foodtastic is a leading franchisor of restaurant brands in Canada, with over 1,200 restaurants and $1 billion in sales.

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Casavogue Celebrates 54 Years with Anniversary Savings

By
Retail Insider
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For more than half a century, Casavogue has been a destination for high-end furniture in Montréal, helping homeowners create comfortable and thoughtfully designed living spaces. Established in 1972, the family-founded showroom has built its reputation on curated collections, attentive service, and long-standing relationships with international furniture manufacturers. This year, Casavogue is celebrating its 54th anniversary with a special offer designed to thank the clients who have supported the business over the decades.

To mark the occasion, Casavogue is offering $500 off for every $3,000 spent, applicable to a wide selection of sofas, bedroom sets, and dining sets throughout the showroom. The anniversary promotion provides an opportunity for customers to refresh their homes while enjoying meaningful savings on foundational pieces designed for everyday living.

Dixon fabric sectional sofa by Charles David

A Celebration of Home and Design

Anniversary milestones often invite reflection, and for Casavogue, the occasion highlights more than five decades of serving Montréal homeowners. Over the years, the showroom has evolved alongside changing design preferences while maintaining a consistent focus on quality craftsmanship and refined furniture collections.

The anniversary promotion focuses on some of the most essential elements of the home. Sofas and seating collections anchor the living room as spaces for conversation and relaxation. Bedroom sets shape personal retreats where comfort and design intersect. Dining sets, meanwhile, remain central to gatherings with family and friends, hosting celebrations, holidays, and everyday meals.

By applying the promotion across these key furniture categories, Casavogue encourages customers to consider meaningful upgrades that enhance both comfort and design throughout the home.

The Trieste + Rimini dining set by Charles David

A Trusted Montréal Furniture Destination

Casavogue’s longevity reflects a strong relationship with the Montréal community. The 38,000-square-foot showroom presents a wide range of high-end furniture across two floors, allowing visitors to explore complete room settings and coordinated collections.

The store’s reputation has also been recognized publicly. In 2025, Casavogue was named one of the Top 3 Furniture Stores in Montréal by ThreeBestRated, a recognition that highlights its strong customer satisfaction and long-standing presence in the local market. The showroom also maintains a 4.9-star rating on Google Reviews, reflecting positive feedback from clients who value both the product selection and the service experience.

Together, these recognitions reinforce Casavogue’s position as a trusted destination for high-end furniture in Montréal.

Calvera sectional sofa in vegan leather

Now Open Sundays for Greater Convenience

As part of its continued commitment to customer service, Casavogue has also expanded its accessibility by opening its doors on Sundays. The decision reflects changing lifestyle patterns, as many clients prefer to visit furniture showrooms on weekends when they have more time to explore and make thoughtful purchasing decisions.

With the addition of Sunday hours, families and professionals can now visit the showroom together and experience the collections at a relaxed pace. From sofas and seating arrangements to dining and bedroom collections, the expanded hours allow customers greater flexibility when planning their visit.

Visit Casavogue to Celebrate the Anniversary

Customers are invited to celebrate Casavogue’s 54th anniversary by visiting the showroom or exploring the collections online.

The current promotion of $500 off for every $3,000 spent on sofas, bedroom sets, and dining sets offers an ideal opportunity to refresh living spaces while taking advantage of anniversary savings.

Visit the Casavogue website to learn more.

Opening hours:

Monday to Friday: 9:30 a.m. to 6:00 p.m.
Saturday and Sunday: 9:30 a.m. to 5:00 p.m.

Casavogue is located at 8260 boulevard Saint-Michel, Montréal, QC H1Z 3E2.


For more information, call +1 514-360-3565 or book an appointment to receive personalized advice.

*Retail Insider partnered with Casavogue for this announcement. To work with Retail Insider, email Craig Patterson at craig@retail-insider.com

VIDEO: Iran conflict’s impact on retailers and consumers

By
Mario Toneguzzi
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Rising tensions in the Middle East could push oil prices higher and create new challenges for retailers and consumers if the conflict persists, according to retail analyst Bruce Winder.

Winder said the war involving Iran is already disrupting energy flows through the Strait of Hormuz, a key corridor for global oil shipments. If the conflict continues for an extended period, he expects oil prices to remain elevated, increasing transportation and supply chain costs for manufacturers, importers and retailers.

Those higher costs could eventually feed into retail prices, contributing to inflation on store shelves. At the same time, Winder said higher fuel costs would reduce consumers’ disposable income, leaving households with less money for discretionary purchases as more of their budgets go toward gasoline and rising food prices.

He noted that ongoing global uncertainty — including geopolitical conflicts, shifting trade policies and recent economic shocks — makes it difficult for businesses to plan inventory, pricing and hiring. That uncertainty can also weaken consumer confidence and spending.

To manage the pressure, Winder said retailers are focusing on controlling costs and expanding private-label offerings while increasing promotions to help shoppers manage tighter budgets.

He added that value-oriented chains such as Dollarama and grocery banners like No Frills and Maxi may benefit as consumers increasingly seek lower-priced options.

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MR MIKES SteakhouseCasual Surpasses 50 Locations in Canada

By
Lee Rivett
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MR MIKES Kitchener Exterior, 2026 - Source: Mr Mikes Restaurants - Edits by Evan Nagy
MR MIKES Kitchener Exterior, 2026 - Source: Mr Mikes Restaurants - Edits by Evan Nagy

Photos are available as links further down in this press release: https://www.globenewswire.com//news-release/2026/03/03/3248639/0/en/mr-mikes-steakhousecasual-accelerates-national-expansion-adds-7-new-locations-in-2025-and-surpasses-50-restaurants-across-canada.html

Canadian casual dining chain MR MIKES SteakhouseCasual is entering a new phase of national growth after surpassing 50 restaurants across Canada, driven by the addition of seven new locations in 2025. The milestone reflects renewed momentum for the long-established brand as it targets further expansion in Ontario and Atlantic Canada.

Headquartered in Burnaby, British Columbia, the company said the recent growth represents a 15 percent year-over-year increase in locations. The brand now operates more than 50 restaurants nationwide and is aiming to reach 100 units across the country in the years ahead.

The MR MIKES SteakhouseCasual expansion highlights the company’s strategy of building its presence through franchised locations in both established and emerging markets across Canada.

MR MIKES Bonnie Doon, Edmonton location. Photo By: Jody Wall Photography

Seven New Restaurants Opened in 2025

In 2025, MR MIKES added seven new restaurants that strengthened its presence across Western Canada while also advancing its footprint in Ontario.

New restaurants opened in Lacombe, Lethbridge, Rocky Mountain House, and Edmonton’s Bonnie Doon area in Alberta. Additional locations launched in Castlegar and Kelowna in British Columbia, along with a new restaurant in Kitchener, Ontario.

The Ontario opening represents continued eastward growth for the brand, which historically built its presence across Western Canada before expanding further into Central Canada.

“This past year validated the strength of our strategy and the enduring appeal of our concept,” said Andy Lewicki, Director of Sales and Franchising. “Our disciplined approach to unit economics, marketing that doesn’t take itself too seriously, and an operations model built around consistency and hospitality is resonating with both guests and franchise partners. We’re seeing increased demand from operators who want a brand with a proven track record and we’re just getting started!”

The recent openings illustrate growing franchise interest in the brand, particularly among multi-unit operators seeking restaurant concepts with established operational models and strong brand recognition.

A Long-Established Canadian Casual Dining Brand

Founded in 1960 by brothers Bob and Nick Constabaris on Granville Street in Vancouver, MR MIKES began as a cafeteria-style steakhouse designed to make steak dinners affordable for everyday families.

The concept expanded quickly in its early decades. By 1970 the chain had reached 50 locations, and at its peak in the 1980s the brand operated nearly 80 restaurants across Western Canada.

In more recent years the company has undergone a significant transformation following its acquisition by RAMMP Hospitality Brands. Beginning in 2011, the chain shifted away from its traditional cafeteria-style format and introduced the modern “SteakhouseCasual” concept that combines full-service dining with a more relaxed lounge experience.

The repositioning also included retiring the brand’s well-known salad bars and introducing updated restaurant designs that divide locations into two distinct areas: a family-oriented dining room and the brand’s urbanLODGE lounge environment.

MR MIKES Lacombe, AB Location. Source: Mr Mikes Restaurants

urbanLODGE Lounge Concept Drives Differentiation

A defining feature of the modern concept is the urbanLODGE lounge, which is designed as an adult-friendly social space featuring board games, televisions, and a casual rec-room style atmosphere.

The lounge concept is paired with a traditional dining room that caters to families and larger groups, creating a two-part restaurant format intended to appeal to a broad range of customers.

“MR MIKES is all about what sets us apart: genuine hospitality, a relaxed vibe, and great food served with a side of personality,” said Tony Zidar, President and Chief Operating Officer. “With our unique mix of casual dining and the urbanLODGE lounge experience, we offer something guests can’t find anywhere else. Whether you’re here for a family dinner or to unwind with friends, MR MIKES delivers an experience that keeps Canadians coming back.”

The company says the combination of casual dining, community engagement, and a relaxed brand identity has helped position the concept for continued growth in Canadian markets.

Signature Menu Items Anchor Brand Identity

While MR MIKES is known primarily as a steakhouse, one of its most recognizable menu items remains the Mikeburger, a long-standing signature product that dates back to the brand’s early years.

Unlike traditional round burgers, the Mikeburger is served on a toasted French loaf and features a beef patty, garlic butter, and the brand’s proprietary Mikes Sauce. Over time, additional variations have been introduced, including versions topped with bacon, lettuce, tomato, sautéed mushrooms, and other ingredients.

The broader menu includes Canada AAA steaks such as centre-cut sirloin, rib eye, and filet mignon, along with casual dining staples including ribs, pasta dishes, and stir-fry options.

MR MIKES Sirolion with shrimp topper. Source: Mr Mikes Restaurants

Expansion Plans Focus on Ontario and Atlantic Canada

With more than 50 locations now operating across British Columbia, Alberta, Saskatchewan, Manitoba, and Ontario, the company is actively seeking franchise partners as it works toward its long-term goal of reaching 100 restaurants nationwide.

The next phase of the MR MIKES SteakhouseCasual expansion is expected to prioritize Ontario and Atlantic Canada, where the brand sees opportunities in secondary markets and growing regional communities.

The company says interest from entrepreneurs and multi-unit franchise operators continues to increase as the concept demonstrates scalability and operational efficiency compared with traditional full-service steakhouses.

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Tim Hortons partners with Canadian Paralympic Team

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Mario Toneguzzi
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Photo: Tim Hortons

Tim Hortons says it is deepening its commitment to Canadian sport through a three-year Official Supporter partnership with the Canadian Paralympic Committee (CPC).

The partnership furthers the company’s long-standing commitment to supporting sport and Canadian athletes, including investments in getting kids active like the Timbits Hockey and Soccer programs, said the company.

At the upcoming Milano Cortina 2026 Paralympic Winter Games, it will serve its coffee to Canadian Paralympic Team athletes, plus coaches and staff, as a comforting taste of home.

Hope Bagozzi
Hope Bagozzi

“We’re incredibly proud to serve our coffee to Canadian Paralympic Team throughout the 2026 Paralympic Winter Games and to support these remarkable athletes as they realize their dreams on the world stage. They inspire countless Canadians here at home, and we can’t wait to cheer them on every step of the way,” said Hope Bagozzi, Chief Marketing Officer for Tim Hortons.

How Tims is celebrating the Canadian Paralympic Team with Canadians

  • Supporting Paralympic athletes: The company will provide coffee service at the Milano Cortina 2026 Paralympic Games to Canadian Paralympic athletes, coaches, and staff.
  • Supporting CPC events: It will also provide coffee service to numerous CPC events across Canada, including the Paralympic Foundation of Canada’s ParaTough Cup series. As the partnership develops, Tim Hortons and CPC will explore opportunities to engage Canadians with Paralympic sport through digital storytelling, community activations and future Games cycles.
Francois Robert
Francois Robert

“We are thrilled to welcome Tim Hortons as an Official Supporter of the Canadian Paralympic Committee,” said Francois Robert, Chief Commercial Officer of the CPC. “Their commitment to celebrating Canadian athletes and supporting sport across the country demonstrates the values we share around excellence and community. We look forward to working together to bring Canadians closer to Paralympic sport.”

Tim Hortons is Canada’s largest restaurant chain operating in the quick service industry with nearly 4,000 restaurants across the country. Tim Hortons has more than 6,000 restaurants in Canada, the United States and around the world. For more information on Tim Hortons visit .

The Canadian Paralympic Committee is a non-profit, private organization in collaboration with 28 member sport organizations.

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Yamazaki Home launches in Canada

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Mario Toneguzzi
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Yamazaki Home best-selling products
Yamazaki Home best-selling products

Yamazaki Home is now available in Canada.

In Japan, the United States, and beyond, Yamazaki Home is famous for creating home goods, housewares, and what it calls “happy-making objects with a small-space sensibility.”

“Yamazaki Home is popular in urban areas in the United States, since many of their items are designed to fit small apartments and maximize tight spaces. From compact condos in Toronto to cozy apartments in Vancouver and family homes everywhere in between, Canadian households can now experience the brand’s signature blend of minimalism, functionality, and warmth,” said the company in a news release.

“They’re bringing their cosmopolitan designs up north to help households across Canada organize, simplify, and beautify.”

A household name in Japan, Yamazaki Home started as a small, family-run ironing board manufacturer over a century ago. As the needs of their customers evolved, so did the company. Today, the retailer said it sells products that run the gamut from elegant leaning ladders to sleek steel bread boxes. Every year, they work to continue providing unique, innovative solutions tailored to the way their customers live.

“Yamazaki Home is universally recognized for bringing simplicity, quality, and intelligent, considered design to everyday items,” it said.

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