SJC has launched Content Factori™, a proprietary AI-powered platform that reduces marketing production timelines from weeks to hours, tackling one of the biggest pressures facing Canadian marketers.
A first-of-its-kind solution, it is already in-market with major Canadian retailers and purpose-built to help brands create more content at scale while contending with tighter budgets, said the company.
It said the platform works by turning raw data into targeted, on-brand creative for omnichannel marketing, including retail flyers, e-commerce, social media and digital signage. This provides marketers with immense speed and scale while preserving the quality they demand.
Kin-Man Lee
“Content Factori™ was developed over 18 months in direct response to our clients’ need to shrink marketing lead times and costs,” said Kin-Man Lee, President, SJC Communications Group. “It exponentially scales our production, creative and project management expertise to allow brands to deliver impactful marketing campaigns at scale and faster than ever before. Our clients are already experiencing that impact.”
SJC said Content Factori™ addresses marketers’ toughest pressures: producing more variations, across more channels, on tighter budgets. By ingesting data such as pricing, images and brand guidelines, the platform automates the creation of unlimited campaign assets, solving a critical bottleneck for retail and CPG brands.
Key benefits of Content Factori™ for brands and retailers include:
● Speed & Efficiency: Cuts production timelines from weeks to hours, getting campaigns to market faster while reducing costs.
● Scale & Personalization: Generates campaign variations across stores, regions, languages, and even dialects.
● On-Brand Quality: Ensures every asset consistently reflects brand guidelines.
● Intelligence: Uses AI to continuously refine campaigns for stronger impact.
Content Factori™is the newest addition to AI Worx, SJC’s suite of AI-enabled creative production services, which also includes AI Blends, 3D visualization and virtual production. Unlike generic AI tools, AI Worx is purpose-built for retail campaigns, with SJC’s creative expertise embedded into every output, said the company.
Sylvie Lamont
“Our hybrid process ensures strategy and creativity are led by people, while AI accelerates execution,” said Sylvie Lamont, Chief Creative Officer, SJC. “With our AI solutions, brands don’t have to choose between speed and creativity; they can have both.”
SJC is a full-service media, marketing and print company founded in 1956. The company delivers creative production at scale, media and commercial print to connect brands with their audience through storytelling that informs, inspires and drives action. Through full-production creative studios, advertising technology, print infrastructure and distinct media brands, SJC partners with clients across North America to meet their evolving
marketing needs. Its media portfolio includes Chatelaine, Toronto Life, Maclean’s, FASHION, HELLO! Canada and Today’s Parent, reaching more than 23 million Canadians each month across print, digital, video, social and events.
“It gets a ton of content created off of single information handoffs from retailers and basically allows retailers to execute a ton of content to be anywhere they need to be within the market, in front of the right people at the right time,” he said.
“We saw that marketing in general, especially in the retail space, has become way too complex. It was manual just to create simple pieces of content, weeks and weeks and weeks of approval management and that is something we’re bringing to the market that was developed by people who have that lived experience with the retailers.”
“If you take a look at the volume of content that brands and retailers create year over year and every year that much more than the year prior, so if you needed to look at the amount of channels that are in the market today compared to even five years ago, it’s substantially greater and retailers and brands feel the need to utilize all of these channels or as much as they can afford in whatever combination that best delivers on the challenge,” he said.
“A brand or a retailer wants to make sure that they’re in market across every channel where consumers are living. Creating that content is expensive. The new platform has been created to allow marketers to create content as required to be deployed wherever they need it, whenever they need it, in real time.”
Calculation of courier capacity of major sales events is a critical exercise to retailers that aim at keeping customers happy and operations within a profitable range. It is in case of high-demand like seasonal sales, promotional campaigns or product launches that the logistics systems can be under a lot of pressure in case of poor preparation. Proper planning enables the retailers to achieve the expectations of the delivery, minimize wait time and control expenses without making any difference in the provision of a consistent experience to the customers. Knowledge of the complexities of courier capacity and prediction of the challenges are the key aspects of the process.
When retailers plan courier capacity, they are supposed to put into consideration various aspects such as order volume, speed of delivery, geographic reach and available budget. This is due to the sudden spikes that sales events bring to shipping services that cannot be planned. Through the examination of the past data and projection of demand, retailers will be able to distribute resources properly and see loopholes in the logistics chain. Bottlenecks can be avoided through proper planning and the entire supply chain will run more efficiently.
Assessing Historical Data
Past sales event analysis helps in getting a good understanding of the courier demand. Retailers are also able to review patterns of orders, delivery time, and peak time to approximate the amount of shipments that will be required to be handled. Past data may be used to outline the trends like regional demand differences, desirable delivery times, and possible supply chain bottlenecks. Such insights help the logistics teams to scale the courier capacity depending on the projected needs as opposed to guesswork.
Besides the volume indicators, retailers are expected to consider the performance statistics of past cooperations with shipping companies. By evaluating reliability, speed and flexibility of the couriers, the businesses can determine which ones can manage surges effectively. This analysis can also be used to make decisions regarding the diversification of courier partners or temporarily negotiating an increase in capacity. The historical approach is therefore the basis of informed planning or can avoid the last minute inconveniences in the critical sales periods.
Forecasting Sales Event Demand
Demand forecasting is essential to be carried out efficiently so that the courier capacity can be matched to the expected order volumes. Retailers will be able to use predictive analytics and market trends to determine the quantity of orders that are likely to be made at particular sales events. These projections must include factors like product popularity, marketing campaigns and the seasonal behaviors. Realistic projection can enable the business to stay out of underestimating and overestimating the courier needs, each of which can cause serious operational consequences.
The other aspect of forecasting involves the consideration of geographic distribution of customers and even the logistical constraints that may be encountered. Some areas might be demanding more, and more resources of couriers will be needed to avoid delays. Through the modeling of various situations, the retailer is able to better allocate capacity and when additional services are to be added. Proper forecasting will make sure that customers still get their deliveries as quickly as possible in even a season with unusually high demand.
Collaborating with Courier Partners
Excellent communication and partnership with courier companies is also fundamental in organizing sales events. Retailers are advised to communicate order spikes to shipping services in advance and negotiate possible options to handle the situation with the increased volume. The collaborative planning may also involve bargaining of temporary expansion of services, providing priority delivery options, or even to arrange specific transport during peak hours. This is a proactive strategy that reduces the chances of late deliveries and improves the reliability of the service.
Courier partners may also give information on how delivery routes can be optimised, how to deal with seasonal peaks, as well as contingency plans. The more open relations the retailers have with the providers, the more flexible and helpful it is in the cases when the unexpected demand occurs. Productive cooperation will guarantee that the logistics processes will not be disrupted even in the most problematic periods of sale, and prevent the decline in customer satisfaction.
Evaluating Internal Capacity
Retailers are needed to evaluate in-house logistics as well as out-source courier capacity. This involves checking the operations in the warehouse, order processing system, packaging resources and staff availability. Effective internal operations are very important to avoid delays prior to the dispatch of shipments into the courier network. Using the possible internal bottlenecks, a business can introduce changes like the introduction of new staff, automation of the processes, or even longer working hours.
Storage and handling needs of the high demand products are also a part of internal evaluation. With proper preparation, orders are able to be met within a short time and with a high degree of accuracy which minimizes chances of mistakes or delays. By matching the internal resources with the courier capacity, the flow between the process of ordering and delivery becomes smooth. A correct organizational planning would improve the overall efficiency and make the retailer more likely to satisfy the expectations of the customers.
Implementing Flexible Shipping Options
Providing customer friendly shipping solutions can be a way of equalizing the number of couriers and customer demands. The services offered by the retailers, i.e. express delivery, regular shipping or pickup points, can give their customers an opportunity to choose the services which better meet their needs. This flexibility allows distributing the demand across the available courier resources more effectively and eliminates pressure on the priority delivery channels.
It is also possible to reduce congestion during peak times by introducing such options as scheduled deliveries or other pick-up locations. The retailers are to make such alternatives transparent to the customers and to encourage them to make decisions that do not exceed logistics. A flexible shipping solution is also a way to increase operational efficiency, as well as the general customer experience, which leads to brand loyalty and repeat business.
Leveraging Technology
Technology is a very important aspect in the process of planning and management of courier capacity in sales events. Complex order management systems, predictive analytics tools, and real-time tracking software are able to assist retailers to follow demand, spot bottlenecks, and resource allocation. These tools facilitate dynamism in adjustments, including diversion of a shipment, being able to re-arrange a delivery, or the ability to have multiple courier services coordinate in real-time.
Manual work can also be minimized through automation and processing time can be enhanced. Combining order information and courier systems, the retailers are able to optimize routing, better manage inventory and provide timely delivery. The use of technology allows taking decisive action and enhancing the capability to respond to unforeseen demand variations. The technological solution is more transparent about logistics processes and helps optimize shipping services.
Planning for Contingencies
Sales events may include disruptions which are hard to predict and handle despite the meticulous forecasting and preparation. Another thing that retailers should consider is to have contingency plans to deal with the possible situation of courier delays, supply shortages, or system failures. Contingency plans can involve having reserve courier contracts, keeping spare stock or having some leeway in the delivery costs to counter-effect shocks.
Another element of contingency preparation is that it trains personnel on how to react to emergencies and develops effective communication standards. Retailers can decrease the number of disruptions in operations and preserve customer satisfaction by forecasting the potential difficulties and preparing practical solutions. Good contingency planning guarantees stability and solidifies the dependability of the logistics operations when the demand is high.
Monitoring Performance During Events
Courier performance may be actively monitored in the process of sales events to detect the problems promptly and take corrective actions. Retailers are expected to monitor the delivery times, customer complaints and order delivery rates in real time. Such information can be immediately adjusted, including changing the shipments or making arrangements with other courier services.
Performance monitoring is also an insight to future planning. The information gathered at the peak times can drive the capacity projection, demonstrate the capacity of weaknesses and strengths in the internal process, and inform the association with the shipping services. This is through continuous monitoring that will enable the retailers to maintain high standards of service whilst realizing maximum courier capacity over the sales event.
Optimizing Costs
A major aspect of planning involves balancing between the courier capacity and cost considerations. Retailers should calculate the economic outcomes of expanding delivery services, negotiate temporary extensions of services, and provide flexible shipping opportunities. Concentrating on cost-efficient options, including cheap shipping options or joint ventures, may lower costs without affecting the quality of services offered.
Optimization of costs also entails evaluation of the trade-offs made on speed, reliability and prices. Through meticulous handling of courier contracts and logistics within the companies, retailers are able to operate effectively whilst managing the cost of shipping. Considerate cost management makes sure that the times of high demand are not only profitable and viable to the business.
Conclusion
The sales event preparations related to courier capacity planning is a complex task that involves historical data examination, correct prediction, partnering with the courier companies, and in-house logistics analysis. To provide an efficient environment, retailers need to use technology, offer flexible shipment, plan contingencies and real-time monitoring performances. The strategic planning enables business to keep its customers satisfied, reduce costs and be effective in addressing the changes in demand.
The combination of these strategies will help the retailers to cope with the intricacies of the large volume sale and make sure that their shipping services are stable and effective. The pre-planning and flexibility allows companies to respond to the expectation of their customers and provide them with a smooth shopping process, even when the most difficult sales events occur. Proper management of courier capacity is thus a vital part of the contemporary retail business and one of the important determinants of business effectiveness.
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 48 hours.
October’s headline numbers point to a consumer who is still spending—just not always in in ways we might expect. All Stores rose 2.4% YOY, while All Stores less Automotive, Food, and Pharmacies climbed 5.1% YOY. For a month with the World Series in Canada, an event that typically concentrates spend into experiences, this is modest growth. October’s consumer demand likely shifted from at-home consumption to out-of-home occasions, diluting gains in several store-based categories while boosting hospitality.
The October results for Foodservices and Drinking Places are not yet released. We are cautiously optimistic that those figures will show the offset reflecting packed watch parties, licensed venues, and event-driven footfall. This will help to explain why traditional at-home categories underperformed. JCWG will publish a shorter, special edition of the Canadian NRB on Foodservices and Drinking Places in the first week of January to validate this thesis.
Retail Food and Beverage results hint at substitution into hospitality. Grocery Stores were up only 2.6% YOY, a soft print in an inflation-normalising environment. Meanwhile, Beer, Wine and Liquor Stores fell -5.1% YOY. Two dynamics likely explain this:
Experience substitution: Consumers choosing bars and restaurants over stocking up for home viewing.
The BC strike that disrupted alcohol distribution, suppressing October in-store sales.
Taken together, the data is consistent with a month where social, licensed consumption took share from retail channels. If Foodservices and Drinking Places post strong gains, it will affirm that October’s “modest” retail picture masked robust out-of-home spend.
For the first time in recent memory, Cannabis Retailers declined -1.0% YOY. This bears watching. Part of the weakness could rhyme with alcohol’s decline if a segment of consumers is embracing broader sobriety, not just trading between substances. Market structure matters, too: the initial post-legalisation rush produced dense store networks. In many trade areas, supply still exceeds sustainable demand, pressuring sales per store and accelerating rationalisation. The October downtick could be an early indication of a shakeout continuing into 2026.
Amid mixed discretionary categories, Clothing and Accessories Stores advanced 8.2% YOY, extending a strong 2025. We’re seeing positive reports across the fashion spectrum: Dynamite is up 31.6% YOY, Roots is up as well at 6.8% YOY, and many banners are citing both sales growth and healthy margins. Investment in store experience such as assortment curation, service, and visual presentation, appears to be paying off, supporting the view that Q3 strength is carrying into Q4 as shoppers seek fresh product and occasion-driven wardrobes.
As we approach the end of the year, JCWG is thinking about:
Will Foodservices and Drinking Places show significant October growth, confirming the experience substitution thesis?
What are the impacts of a later Black Friday on November cadence and December pull-forward?
Which day will emerge as the busiest of the year—and will it be driven by in-store traffic or digital peaks?
Is Cannabis’ October downtick a blip, or is full sobriety gaining traction across cohorts?
How are YOU preparing your banners, categories, and stores for 2026’s demand shape?
Retail Sales by Product Category, Same Month Comparison
Sales for the Month of October
Oct-25
Oct-24
YOY
All Stores
72,453,802
70,730,575
2.44%
Motor Vehicle and Parts Dealers
20,505,278
20,383,383
0.60%
Gasoline Stations
6,320,117
6,433,882
-1.77%
All Stores Less Automotive
45,628,407
43,913,310
3.91%
Food and Beverage Stores
13,252,345
13,054,942
1.51%
Supermarkets and Other Grocery Stores*
9,537,695
9,295,782
2.60%
Convenience Stores
711,993
720,255
-1.15%
Specialty Food Stores
983,860
911,263
7.97%
Beer, Wine and Liquor Stores
2,018,797
2,127,642
-5.12%
Health and Personal Care Stores
6,176,325
5,939,257
3.99%
All Stores Less Automotive, Food, and Pharmacies
26,199,737
24,919,111
5.14%
General Merchandise Stores
9,812,903
9,348,167
4.97%
Furniture, Home Furnishings, Electronic and Appliance Stores
3,824,155
3,761,387
1.67%
Furniture Stores
1,213,976
1,215,232
-0.10%
Home Furnishings Stores
806,850
736,771
9.51%
Electronics and Appliance Stores
1,803,329
1,809,384
-0.33%
Clothing and Accessories Stores
4,026,746
3,740,024
7.67%
Clothing Stores
3,182,624
2,942,880
8.15%
Shoe Stores
407,363
409,798
-0.59%
Jewellery, Luggage and Leather Goods Stores
436,758
387,347
12.76%
Sporting Goods, Hobby, Book and Music Stores
4,272,187
3,840,014
11.25%
Building Material and Garden Equipment
4,263,747
4,229,519
0.81%
Miscellaneous Store Retailers
2,963,150
2,589,881
14.41%
Cannabis Retailers
451,727
456,274
-1.00%
Foodservices and Drinking Places
Retail Sales by Store Category, Year to Date Comparison
Year-to-Date Sales Ending October
Oct-25
Oct-24
YTD
All Stores
691,382,850
660,513,382
4.67%
Motor Vehicle and Parts Dealers
195,918,062
183,553,480
6.74%
Gasoline Stations
62,290,796
64,595,863
-3.57%
All Stores Less Automotive
433,173,992
412,364,039
5.05%
Food and Beverage Stores
130,652,737
127,248,553
2.68%
Supermarkets and Other Grocery Stores*
93,500,031
90,513,860
3.30%
Convenience Stores
6,928,799
7,229,377
-4.16%
Specialty Food Stores
9,373,767
8,762,472
6.98%
Beer, Wine and Liquor Stores
20,850,142
20,742,846
0.52%
Health and Personal Care Stores
59,153,353
55,126,616
7.30%
All Stores Less Automotive, Food, and Pharmacies
243,367,902
229,988,870
5.82%
General Merchandise Stores
91,590,554
87,558,145
4.61%
Furniture, Home Furnishings, Electronic and Appliance Stores
36,048,974
34,417,486
4.74%
Furniture Stores
11,911,662
11,433,488
4.18%
Home Furnishings Stores
7,241,062
6,766,452
7.01%
Electronics and Appliance Stores
16,896,250
16,217,547
4.18%
Clothing and Accessories Stores
35,913,591
32,642,818
10.02%
Clothing Stores
28,002,843
25,297,944
10.69%
Shoe Stores
3,864,530
3,830,122
0.90%
Jewellery, Luggage and Leather Goods Stores
4,046,215
3,514,753
15.12%
Sporting Goods, Hobby, Book and Music Stores
39,358,976
36,268,682
8.52%
Building Material and Garden Equipment
40,455,807
39,101,736
3.46%
Miscellaneous Store Retailers
26,515,775
23,731,056
11.73%
Cannabis Retailers
4,594,144
4,252,318
8.04%
Foodservices and Drinking Places
Ecommerce Sales
Oct-25
Oct-24
Ecommerce Sales, YTD
39,933,311
37,803,651
5.63%
Ecommerce Sales, YOY
4,101,766
4,251,816
-3.53%
Regional Sales, Year to Date Comparison
Region
Year-to-Date, 2025
Year-to-Date, 2024
YTD
British Columbia
85,000,432
79,388,838
7.07%
Vancouver
42,834,106
39,607,961
8.15%
Alberta
80,323,663
76,284,170
5.30%
Prairies*
40,956,831
39,274,948
4.28%
Ontario
229,704,750
219,233,785
4.78%
Toronto
101,444,125
98,225,191
3.28%
Québec
138,235,752
132,698,758
4.17%
Montréal
68,293,918
65,902,241
3.63%
Atlantic Canada
42,478,360
40,780,716
4.16%
Territories
2,229,266
2,121,593
5.08%
NATIONAL RETAIL BULLETIN
Stay up to date with JCWG’s monthly analysis on U. S. and Canadian retail sales.
Canadian retail sales October figures point to a soft start to the holiday shopping period, with total sales declining 0.2 per cent to $69.4 billion, according to new data released by Statistics Canada. The pullback followed a strong late summer and early fall, reinforcing signs that consumer spending remains under pressure amid elevated household costs and cautious sentiment.
While the October results disappointed, Statistics Canada’s advance estimate for November suggests a rebound of 1.2 per cent. However, the agency cautioned that the preliminary figure will be revised, as is standard with early estimates.
The October decline was largely driven by weaker performance at beer, wine and liquor stores, where sales fell 10.6 per cent. Statistics Canada said the drop coincided with a strike and labour disruptions in British Columbia, which affected supply and store operations during the month.
Food and beverage retailers overall posted a two per cent decline. Within that category, sales at supermarkets and other grocery retailers fell 0.7 per cent, indicating that even essential spending softened as consumers continued to manage higher food costs.
Discretionary Spending Shows Mixed Signals
Beyond food and alcohol, results across discretionary categories were uneven. Sales at clothing, clothing accessories, shoes, jewelry, luggage and leather goods retailers declined 0.7 per cent in October. Health and personal care retailers also posted a modest decrease of 0.3 per cent.
In contrast, furniture, home furnishings, electronics and appliance retailers recorded a 1.1 per cent gain. Along with clothing and electronics, this category remains one of the few areas showing consistent positive momentum, offering some support to overall Canadian retail sales October trends.
Auto Sales Provide Modest Support
Motor vehicle and parts dealers reported a 0.6 per cent increase in sales, with new car dealers posting a 0.5 per cent gain. While the auto sector has experienced volatility throughout the year, October’s results suggest stable demand heading into the final quarter.
However, when excluding gasoline stations, fuel vendors, and motor vehicle and parts dealers, core retail sales fell 0.5 per cent in October. This measure provides a clearer view of underlying consumer demand and highlights ongoing weakness across much of the retail landscape.
Volumes Point to Ongoing Pressure
In volume terms, retail sales dropped 0.6 per cent in October, underscoring that the decline was not solely driven by pricing effects. Statistics Canada noted that the underlying trend in real sales remains negative, with only a limited number of discretionary categories continuing to post gains.
As retailers head deeper into the holiday period, Canadian retail sales October data illustrate a cautious consumer environment. While early November figures hint at a rebound, the overall outlook suggests that shoppers remain selective, prioritizing value and delaying non-essential purchases where possible.
Toronto has a new grooming concept for dog owners who want predictable pricing and frequent care. Splash and Dash Groomerie & Boutique has opened its first Canadian location at CF Shops at Don Mills in North York, introducing a membership-based approach built around unlimited bath and brush visits, along with add-on services and a small boutique retail assortment.
The new store is owned and operated by Toronto entrepreneur Nada Shepherd, who says the model aims to make grooming feel simpler for busy pet parents. “Toronto is a city that truly loves its pets, and we’re excited to offer something new and accessible for local dog owners,” Shepherd said. “Our membership model makes grooming easy, affordable, and stress-free, all in a welcoming, community-focused environment.”
Splash and Dash’s brand promise is straightforward, bring dogs in more often, keep them cleaner between full grooms, and build habits around routine care. The company markets itself as a “safety-first” grooming concept that combines recurring membership revenue with a standardized store format that includes a retail boutique.
Nada & David Shepherd
A New Tenant for CF Shops at Don Mills
The Toronto location sits within CF Shops at Don Mills, an open-air urban retail environment known for its restaurant mix, weekly programming, and high pedestrian traffic. Cadillac Fairview has been actively promoting Splash and Dash’s opening through the property’s news and store listings, positioning it as a services-focused addition to the tenant roster.
The store’s address is listed as 10 Clock Tower Rd., Unit B001A, at Shops at Don Mills.
Shepherd said the location choice was intentional, and based on how people actually use the centre. In her words, retail has long tracked “bags in hands.” For this concept, she watched for something else. “When I was looking for locations, I was looking for dogs in hands,” Shepherd said, describing repeated visits to assess dog traffic in real time.
Shepherd also pointed to the centre’s community atmosphere, which she compared to an earlier era in Toronto’s neighbourhood retail culture. She added that she valued the security presence and the sense of safety for staff and customers. She referenced having experienced a major retail incident in the past, which shaped her view of what a long-term location needs to feel like.
From Fashion and Teaching to Pet Services
Shepherd’s background is not in grooming. She comes from fashion and entrepreneurship, with experience that spans wholesaling, retailing, and manufacturing. “I’m coming from fashion,” she said, noting she previously operated a label for a decade and once had a shop at Bayview Village. She also said she spent several years teaching business at a university, holds an MBA, and is pursuing a doctoral business degree with a focus on generative AI.
Splash and Dash Groomerie & Boutique at CF Shops at Don Mills
That mix, operations, service, and systems, helped draw her toward franchising as a structure. “This isn’t my first kick at the can,” she said. “No business is guaranteed, but I like the way franchising is run.”
Shepherd said she worked with a franchise broker, Gary Prenevost of FranNet, to evaluate multiple concepts before landing on pet services. She described comparing opportunities in several categories, including wellness, before choosing grooming as the right combination of fundamentals and personal fit. “Their business fundamentals are sound,” she said.
A Franchise Brand with Plans for Canada
Splash and Dash operates as a franchise system, with corporate offices listed in St. Petersburg, Florida. Industry franchise sources describe the concept as having launched in 2009 and expanding via franchising in subsequent years, with the brand’s differentiation tied to its membership model.
Shepherd emphasized that her agreement is a franchise relationship, not a licensing structure. “We’re actually a proper franchise,” she said. She also said the company does not issue master franchise agreements for entire provinces or countries. Instead, it appears to be supporting a market-by-market build.
In Shepherd’s telling, that Canadian build is underway. She said two other Ontario projects are in motion beyond her own store, with one location having a signed lease. She described the franchisor as flexible in the early stages, allowing local operators to refine site selection and timelines as the brand learns the Canadian operating environment.
She also shared an ambitious long-term signal from the U.S. side. “Their ultimate goal is to go public in 2033,” Shepherd said, describing it as one of the factors she evaluated when deciding to proceed.
Photo: Splash and Dash Groomerie & Boutique
How the Membership Works at Don Mills
The service pitch starts with frequency. Shepherd said the store offers four membership tiers, priced by dog size, and designed to encourage routine visits rather than infrequent, high-cost grooms.
“We have four categories of membership starting at $59.95 all the way up to $119 for your extra large dogs,” she said. The membership includes “unlimited bath and brushes,” along with key maintenance items. In her words, the plan covers “bath, brush, blowout, nails and ears unlimited.”
For customers who want full-service grooming, Shepherd said the store offers an additional membership option that provides a groom every four weeks at a discounted rate for members. She framed the bath membership as a way to extend the time between more expensive grooms, while keeping the dog in good condition.
Shepherd also described a menu of shampoos and specialty options based on coat type and frequency, including gentler products intended for dogs who come in weekly.
The brand promotes “unlimited” bathing memberships broadly, positioning them as a core part of its model.
Photo: Splash and Dash Groomerie & Boutique at CF Shops at Don MillsPhoto: Splash and Dash Groomerie & Boutique at CF Shops at Don Mills
Add-Ons, Retail, and a Boutique Assortment
Beyond grooming, the Don Mills store includes a boutique retail component, stocked with treats, toys, and seasonal items. Shepherd said the franchise supplied initial inventory for opening, but she plans to source more local brands over time.
Among the products she highlighted are Bosco and Roxy’s, a London, Ontario-based dog treat company known for decorated cookies and seasonal assortments. She said the store is carrying holiday merchandise including packaged tins, an advent calendar, and candy cane-shaped treats.
Shepherd also mentioned Cycle Dog products made from recycled materials, and said the boutique will evolve as the business grows and customer preferences become clearer.
The broader Splash and Dash format typically blends grooming with boutique retail in a standardized setting, aligning the services business with incremental product sales.
A 1,265-Square-Foot Fit in a High-Traffic Node
Shepherd said the Don Mills store measures just under 1,300 square feet, roughly 1,265 square feet by her estimate. She described its positioning as near familiar anchors, across from Anthropologie and close to The Ten Spot and Tim Hortons, in a section that draws steady foot traffic.
That matters for a grooming concept, since the model relies on repeat visits and habit formation. Shepherd also pointed to the local customer mix, including residents in surrounding condo buildings.
She described seeing large dogs coming from nearby apartments, which she believes reflects a broader shift in urban pet policies and living patterns. “Some of the dogs I’m getting from the surrounding buildings are large dogs,” she said, adding that it surprised her given prior restrictions in rental housing. For larger breeds living in smaller spaces, she argued that grooming becomes a practical need, not just an indulgence, because shedding and coat care can quickly overwhelm an apartment.
Photo: Splash and Dash Groomerie & Boutique at CF Shops at Don MillsPhoto: Splash and Dash Groomerie & Boutique at CF Shops at Don Mills
Leasing and Construction Partners Behind the Build
For the Don Mills deal, Shepherd said she worked with The Behar Group on leasing, and credited the team for navigating negotiations effectively. She mentioned Adam Henechowicz and Michael Saperia as the brokers involved, with Jordan Snow also being part of the deal.
On construction, she credited Octopus Renovation Group, describing an on-time, on-budget build despite aggressive timelines. She mentioned David Yosef as the owner.
A Launch Offer Aimed at Driving Trials
To accelerate awareness, Shepherd said the store has been running a limited-time promotion tied to social media advertising: $25 grooms for any dog, any size, with the campaign running through December 31. She said the offer has generated strong demand, and that the store may carry momentum into January depending on scheduling.
For a membership-driven model, early trial is critical, since the business depends on converting first-time customers into recurring monthly members.
What This Opening Signals in Canadian Pet Retail
Pet retail in Canada has long been anchored by food, veterinary care, and big-box supply chains. Grooming has existed across formats, from independent operators to large multi-service pet stores. What Splash and Dash is bringing to Toronto is a structure that looks more like a subscription business, where the company tries to normalize frequent visits and reduce the “big bill” feeling associated with full grooms.
It is also arriving at a moment when mixed-use nodes like Don Mills increasingly serve as neighbourhood main streets, not just shopping destinations. Services that produce repeat, routine visits can be valuable to landlords, because they support steady weekly traffic patterns.
Shepherd framed the appeal in human terms, not just financial ones. She said working with dog owners feels different than selling fashion, and she finds the customer interactions more emotionally positive. “It’s a really nice side of humanity,” she said. In a city where pets often function as family members, that sentiment is also part of the business case.
Big Chicken, the fast casual chicken brand founded by NBA Hall of Famer Shaquille O’Neal, has officially entered the Canadian market with the opening of its first location in Hamilton, Ontario. The debut marks a significant milestone for the brand as it begins what executives describe as a long term, nationwide growth strategy across Canada, anchored by a mix of arena based locations and future brick and mortar restaurants.
The Hamilton location opened inside the newly transformed TD Coliseum in late November, coinciding with the venue’s reopening following a $300 million redevelopment. The arena, which now seats approximately 18,000 guests, is positioned as a major entertainment hub for the Golden Horseshoe and is home to the National Lacrosse League’s Toronto Rock, along with a growing slate of concerts and large scale events.
For Big Chicken, the choice of Hamilton was both strategic and symbolic. “Canada’s been on our roadmap for some time,” said Josh Halpern, CEO of Big Chicken, in an interview with Retail Insider. “We have a Canadian franchise disclosure document in place, we have already sold a Canadian franchise agreement, and we should have stores opening in the Greater Toronto Area next year.”
A Partnership Rooted in Live Entertainment
Josh Halpern, CEO of Big Chicken
Big Chicken’s first Canadian location was made possible through its ongoing partnership with Oak View Group, the global live entertainment and venue management company that operates TD Coliseum. The relationship between the two organizations stretches back several years and includes Big Chicken locations in major arenas across the United States and the United Kingdom.
“We have a big partnership with Oak View Group across a lot of their arenas,” Halpern explained. “They called me about 18 months ago and asked whether Big Chicken would want to be part of the Hamilton project. The ability to come into the market through a venue like this and start teaching people about Big Chicken is pretty amazing.”
Oak View Group Hospitality Senior Vice President Chris Nelson described the addition of Big Chicken as a natural extension of the arena’s fan focused strategy. He said the brand aligns well with the energy of live events and the expectation of elevated food offerings in modern venues.
Since its founding in 2018, Big Chicken has built a strong presence in non traditional locations, including arenas, cruise ships, casinos, and even a U.S. military base. That strategy has allowed the brand to build awareness quickly while testing markets ahead of more permanent restaurant development.
Big Chicken’s first Canadian location in Hamilton. Image: Big Chicken
Early Reception in Hamilton Shows Promise
While Halpern has yet to personally visit the Hamilton location since its opening, early feedback has been encouraging. “From what I’ve heard, people have been really, really positive on it,” he said. “Oak View Group does a great job figuring out how to marry our standard operating procedures with venue timing, because you have a very limited window to serve a lot of people.”
Big Chicken’s menu is designed for high throughput environments, and the brand consistently ranks among the top grossing food concepts in the arenas where it operates. According to Halpern, the Hamilton location is following that same trend, benefiting from strong event traffic and a customer base eager to try new offerings.
TD Coliseum guests have access to Big Chicken’s signature sandwiches, including The Original and Shaq’s Spicy Maple Crunch, along with sides such as Sweet Fire Fries. The menu is positioned to deliver bold flavors that resonate with both sports fans and concertgoers looking for something beyond standard arena fare.
Image: Big Chicken
A Flexible Real Estate Strategy for Canada
While the Hamilton opening is arena based, Big Chicken’s Canadian strategy is not limited to live entertainment venues. Halpern emphasized that the brand is deliberately flexible when it comes to real estate formats, a philosophy shaped by both the founder’s personality and the realities of modern food service.
“We have corporate restaurants, franchise restaurants, arenas, cruise ships,” Halpern said. “When you think about Shaquille O’Neal, he could show up anywhere. So whether it’s a brick and mortar location on a major intersection, an arena in Hamilton, or a casino in Niagara, if we can be there, we want to be there.”
That adaptability is expected to be a key advantage as Big Chicken evaluates opportunities across Canada, where consumer patterns, traffic flows, and real estate dynamics have shifted since the pandemic.
Targeting Major Canadian Markets
Looking ahead, Big Chicken has its sights set on major metropolitan markets across the country. Ontario is the immediate focus, supported by an existing franchise agreement and active discussions with additional operators. However, the brand is also exploring opportunities in Western Canada and beyond.
“At the end of the day, we want to be in all the major metros,” Halpern said. “We are looking for multi unit operators who like to have their hands in the business day to day and who want to grow with an emerging brand.”
He noted that until a concept reaches roughly 100 to 150 units, it remains in a phase of refinement. Entering Canada, Big Chicken is intentionally pacing its growth to ensure operational consistency and strong local relevance.
Big Chicken’s first Canadian location in Hamilton. Image: Big Chicken
Balancing Global Brand Standards With Local Taste
One of the recurring themes in Big Chicken’s expansion strategy is what Halpern refers to as “go global, be local.” While the brand is built around universal elements like fried chicken sandwiches and comfort food, the execution is tailored to regional preferences.
“Sauce profiles are a little bit different in Canada,” Halpern explained. “Sides you would expect to see on the menu can be a little different than in the United States. We really try to execute a global brand in a way where locals view it as their own.”
This approach has already taken tangible form in Hamilton, where Big Chicken introduced a Canada specific sandwich that does not exist anywhere else in the world. The sandwich features a hot maple honey profile developed collaboratively with Oak View Group’s corporate chef and Cisco Canada’s culinary team in Mississauga.
“That’s not just lip service,” Halpern said. “We are already doing it.”
Supply Chain and Operational Foundations
To support its Canadian rollout, Big Chicken has partnered with Cisco Canada to manage sourcing and supply chain logistics. Establishing a reliable, scalable supply chain was a prerequisite for entering the market, particularly given the brand’s ambitions for multi market expansion.
“We start with the supply chain first,” Halpern said. “If we can protect the supply chain and have good marketing insights, and we are talking to the Canadian consumer, we like our ability to put a good menu together.”
The brand’s leadership team has also invested significant time in understanding Canadian franchising regulations, consumer expectations, and real estate considerations. Halpern said Big Chicken plans to work closely with the Canadian Franchise Association and experienced legal and advisory partners as it expands.
Learning From International Experience
Big Chicken’s confidence in Canada is informed by its previous international expansion, most notably in the United Kingdom. The brand entered the U.K. through an arena location in Manchester, also in partnership with Oak View Group, demonstrating that its model can translate beyond the U.S.
“That showed us that we can execute internationally,” Halpern said. “Now we are opening brick and mortar stores next year in Canada and in Honduras, with other countries potentially following.”
Those experiences reinforced the importance of local execution while maintaining brand consistency, a balance Big Chicken believes is essential for long term success outside its home market.
Franchising Interest Builds Ahead of Broader Rollout
Interest from prospective Canadian franchisees is already emerging, even at this early stage. Halpern said he has spoken with groups in markets such as Edmonton, signaling appetite for the concept beyond Ontario.
“Our head of franchising would love nothing more than to vet Canadian franchisees,” he said. “We have done a lot of infrastructure work up front, and next year we are going to start bringing other brands in the Craveworthy portfolio into Canada as well.”
Craveworthy Brands, which became a managing partner and investor in Big Chicken earlier this year, oversees a portfolio that includes concepts ranging from pizza and Indian cuisine to cookies, cinnamon rolls, and casual dining restaurants. The company is exploring the possibility of a broader Canadian franchise disclosure document that could support multiple brands.
Navigating a Shifting Canadian Restaurant Landscape
Halpern acknowledged that Canada’s restaurant market is undergoing structural change, shaped by evolving work patterns, population shifts, and cautious development following the pandemic.
“There is big demand, but people are being careful because you are signing five or ten year leases,” he said. “Some sites that were great before COVID are not performing the same way today.”
As a result, Big Chicken is relying heavily on local operators to guide site selection. “No one knows the market better than the person on the ground,” Halpern said. “As long as the logic is right and the data supports it, they know the market better than someone flying in for a few days.”
Despite the growing prominence of Black Friday and Cyber Monday, Boxing Day continues to hold a meaningful place in Canada’s retail calendar. New data from Vividata suggests that while the nature of participation has evolved, Boxing Day shopping in Canada remains both resilient and strategically important. Rather than fading into irrelevance, the event has become more deliberate, more researched, and more closely aligned with planned purchasing behaviour.
The latest findings point to a retail moment that is no longer defined by impulse or door-crasher chaos. Instead, Boxing Day has become a destination for consumers who arrive informed, prepared, and ready to complete purchases they have often deferred earlier in the season. This shift has significant implications for retailers, landlords, and brands seeking to understand how seasonal shopping patterns are reshaping consumer decision-making.
“Boxing Day still matters, just not in the way people expect,” said Pat Pellegrini, President and CEO of Vividata. “Black Friday tends to reward impulse buys, while Boxing Day is increasingly about planned purchases. Canadians are waiting, researching, and showing up with purpose.”
Participation Levels Hold Steady Despite Retail Calendar Crowding
According to Vividata’s SCC | Study of the Canadian Consumer, approximately 8.6 million Canadians are expected to participate in Boxing Week shopping this year. That figure represents roughly one in four Canadian adults and has remained remarkably stable in recent years, even as promotional activity has expanded earlier into the fall shopping season.
This consistency challenges the narrative that Boxing Day has been eclipsed by imported retail events. While Black Friday and Cyber Monday have undoubtedly captured consumer attention, Boxing Day shopping in Canada continues to attract a sizeable and committed audience. The difference lies less in the number of participants and more in who they are and how they approach the event.
The data suggests that casual browsing has declined, replaced by a shopper who is more intentional and more decisive. Consumers are no longer treating Boxing Day as an exploratory outing, but rather as a targeted opportunity to secure value on items already identified.
Regional Variations Reveal Where Boxing Day Still Peaks
Boxing Day participation is no longer evenly distributed across the country. Regional performance varies significantly, creating distinct competitive environments for retailers operating in different markets.
British Columbia emerges as the most engaged region nationally. Vancouver residents are 33 percent more likely than the average Canadian to shop Boxing Week, while British Columbians overall are 26 percent more likely to participate. This elevated engagement makes the province the most competitive Boxing Day environment in Canada, both in physical retail settings and online.
Ontario continues to deliver scale rather than disproportionate enthusiasm. The province accounts for approximately 40 percent of all Boxing Week shoppers nationwide, reflecting its population size. Toronto alone represents nearly one in five participants, ensuring that malls, high streets, and e-commerce platforms experience significant volume, even if participation largely tracks demographic distribution.
The Prairie provinces are showing notable strength. Calgary and Edmonton rank among the top five cities in Canada for Boxing Week participation, indicating that value-driven promotional periods continue to resonate strongly in these markets. Retailers in these cities benefit from consumers who remain responsive to pricing incentives and seasonal timing.
Quebec stands apart from the national pattern. Residents continue to under-index on Boxing Day participation, reinforcing that the event’s cultural relevance is not universal. For retailers operating in Quebec, Boxing Day remains a secondary consideration compared with other promotional moments.
A More Mature and Affluent Boxing Day Shopper Emerges
The demographic profile of the Boxing Day shopper has shifted in ways that challenge long-held assumptions. Canadians aged 35 to 49 now make up the largest share of Boxing Week participants, accounting for nearly one-third of all shoppers. This age group tends to balance household needs, career stability, and discretionary spending power, making them particularly receptive to planned purchasing opportunities.
Adults aged 25 to 34 are also more likely than average to shop Boxing Week, while younger consumers are increasingly concentrating their spending earlier in the season. This suggests that Boxing Day shopping in Canada is no longer driven by youth-oriented bargain hunting, but by households making calculated decisions about timing and value.
Income data reinforces this narrative. Participation has increased year over year among households earning more than $100,000 annually, particularly those in the $100,000 to $150,000 range. Rather than signaling financial stress, this trend points to consumers with the means to spend choosing that spending moment strategically.
For retailers, this shift underscores the importance of aligning Boxing Day assortments with consumers who are confident, informed, and less motivated by necessity than by optimization.
Digital Research Shapes Boxing Day Purchasing Behaviour
Boxing Day shoppers are more digitally engaged than the average Canadian consumer. Vividata’s data shows that these shoppers over-index on exposure to online advertising, product reviews, social media content, and influencers. More than one-third report increasing their online shopping frequency over the past year, a figure that reflects broader changes in consumer research habits.
This heightened digital influence suggests that Boxing Day success is increasingly determined well before December 26. Many consumers arrive at the event having already selected specific products, retailers, or brands. The in-store or online transaction is often the final step in a longer decision-making process that unfolds across multiple digital touchpoints.
For retailers, this places greater emphasis on pre-Boxing Day visibility, consistent pricing communication, and ensuring that digital content aligns with in-store availability. Boxing Day shopping in Canada is no longer a standalone event, but the culmination of weeks of research and comparison.
Practical Categories Outperform as Spending Becomes Purposeful
The types of products Canadians purchase on Boxing Day have also evolved. Spending has become more utilitarian, with practical categories outperforming discretionary luxury segments. Apparel remains a standout, particularly women’s clothing, which continues to over-index during Boxing Week.
In contrast, categories such as jewelry underperform relative to the national average. This suggests that consumers are prioritizing wardrobe refreshes, everyday essentials, and household needs rather than indulgent or symbolic purchases. Boxing Day has become less about splurging and more about completing practical shopping lists.
This trend aligns with broader economic signals, as households balance cautious optimism with disciplined spending. Retailers that position Boxing Day assortments around functionality, quality, and clear value propositions are better aligned with current consumer expectations.
Boxing Day Reflects Distinctly Canadian Shopping Behaviour
“While Black Friday has become increasingly American in tone and timing, Boxing Day continues to reflect Canadian shopping behaviour,” Pellegrini added. “It’s more measured, more intentional, and more closely tied to how households actually plan their spending.”
This distinction is critical for retailers seeking to balance global promotional calendars with local consumer realities. Boxing Day shopping in Canada is not simply a legacy event, but a uniquely Canadian expression of value-seeking that emphasizes timing, preparation, and confidence.
The findings are drawn from Vividata’s Fall 2025 SCC | Study of the Canadian Consumer and Vividata’s Fall 2025 SCC/Digital. Together, these studies represent Canada’s largest syndicated research into consumer behaviour, based on responses from more than 75,000 Canadians nationwide.
Fresh never frozen (CNW Group/WingsUp! Restaurants)
Across Canada, the takeout-and-delivery model has quietly become one of the strongest pillars of the foodservice industry. As dining habits evolve, consumers are increasingly prioritizing speed, convenience and food that travels well – not just for dinner, but for office lunches, weekend gatherings and group events.
Many restaurant operators are now adapting their business models accordingly. Some are redesigning kitchens to support higher delivery volumes, others are upgrading packaging and many are expanding catering options to meet the rise in group orders.
“We’re seeing consumers embrace takeout and catering not as an occasional convenience, but as an everyday solution,” said Czarnogorski. “Good food that travels well has become its own category – and it’s changing how restaurants operate.”
WingsUp! restaurants were built on a takeout-first model long before it became mainstream, and they’re now experiencing significant growth not only in delivery, but also in group orders and catering for offices, sports teams and community events.
Darren Czarnogorski
Czarnogorski said delivery continues to anchor the company’s business model as the chain expands across Western Canada.
He said the company currently has 38 locations and is building another in Surrey, B.C. He added that WingsUp! is also working to finalize a lease for a site in the north end of Calgary.
“You never really know until we sign it, but we’re having some good conversations,” he said.
Czarnogorski said delivery accounts for between 60 and 70 per cent of the company’s sales.
“That’s a huge chunk of our business,” he said. He added that WingsUp! was built around the idea that consumers would increasingly eat at home rather than in restaurants. “People want more delivery options at home,” he said.
He said the shift in consumer habits has made large dine-in restaurants less viable, especially as rent costs increase.
“People’s habits have changed,” he said, adding that COVID-19 accelerated the move away from going out. He said people feel less need to socialize in person because they follow friends on social media, and many prefer to stay home because time is limited.
Czarnogorski said that emphasis on delivery has influenced how WingsUp! manages food quality in transit. “Whenever we can, we try to do deliveries with our own drivers,” he said, noting that in-house couriers allow better control of timing, handling and presentation.
He said packaging is also central to the product experience. “Packaging has to absorb moisture,” he said. He explained that paperboard and cardboard prevent condensation that can make food soggy, unlike plastic containers and bags. “The key is quick delivery,” he added.
Source: WingsUp!
Czarnogorski said workplaces have begun ordering more catered meals as employers try to entice staff back into offices. “Catering is a big part of it for sure,” he said.
The company’s busiest periods, he said, arrive in late September and again in November and December. “People like delivery when it’s cold,” he said, adding that families tend to stay home to watch sports and movies during those times. “This is the best time of year for our business.”
Loblaws store at Maple Leaf Gardens in downtown Toronto. Photo: Echo Chamber
Canadians have grown accustomed to a lot when buying food. Shrinkflation has reduced package sizes. Skimpflation has diluted quality. Loyalty programs increasingly resemble surveillance rather than savings. Prices often feel disconnected from what is happening at the farmgate. Yet 2026 may mark a more consequential shift: consumers realizing that artificial intelligence itself may be pushing grocery bills higher, not because food costs more to produce, but because the industry knows more about them, individually.
At the center of this shift is dynamic pricing. The practice is not new. Airlines, hotels, and ride-sharing platforms have used it for years, and consumers, however begrudgingly, accept the logic. Groceries are different. Food is not a discretionary purchase. It is a necessity, and the social contract around food pricing has long been grounded in predictability and fairness. That contract is now under pressure.
Crucially, this is no longer just an online issue. With the rapid adoption of digital shelf labels, dynamic pricing can now be deployed inside physical grocery stores. Prices can change in real time and potentially vary by location, timing, or consumer profile. The line between online and in-store pricing is disappearing, bringing algorithmic price-setting directly into the aisles.
Charging different consumers different prices for the same food, in the same store, at the same time, simply because an algorithm decides so crosses an ethical line. Evidence from the United States suggests this is already happening. A recent investigation by Consumer Reports, the Groundwork Collaborative, and More Perfect Union asked 437 shoppers in four cities to purchase identical grocery baskets online at the same time. Nearly three-quarters of items appeared at multiple prices, with some products showing as many as five different price points. On average, price differences reached 13 percent per item and about 7 percent across entire baskets.
Digital price tags via AI-driven pricing allow for rapid price changes in the grocery store. Photo: Popular Science
At one Seattle grocery store, identical baskets ranged from roughly $114 to $124, a spread of more than nine dollars on a single order. Extrapolated over a year, researchers estimate that such pricing variability could cost a family up to $1,200 annually. For households already struggling with food affordability, that is not insignificant.
Once pricing becomes individualized—or appears arbitrary—trust erodes quickly. Consumers are no longer comparing stores; they are unknowingly being compared against each other. Whether online or in-store, the checkout ceases to be a level playing field.
Platforms argue these are limited tests to optimize pricing. But consumers never consented to be part of experiments involving essential goods. Algorithms are trained on data—purchase history, location, loyalty activity—and when pricing decisions are opaque, “randomness” begins to resemble profit maximization by design. Digital shelf labels simply make this easier to execute, faster and at scale.
Canada is already grappling with food affordability and declining trust in pricing. Governments are debating transparency and codes of conduct precisely because consumers feel squeezed. Introducing opaque, AI-driven price variability into this environment—especially in physical stores—would only worsen that distrust.
This is not a rejection of technology. AI can reduce waste, improve forecasting, and strengthen supply chains. But using it to quietly test how much more consumers will pay, without disclosure or consent, breaches a fundamental expectation of fairness.
If two people buy the same food, from the same store, at the same time, they should pay the same price. Full stop. If pricing experiments exist, consumers should be told. And if fairness cannot be guaranteed for essential goods, regulators should intervene—decisively.
