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Shoppers Drug Mart Expands Pharmacy Care as Loblaw Tests Lower-Priced Food Offer

By
Craig Patterson
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Image: Shoppers Drug Mart

Loblaw Companies Limited is increasingly looking to Shoppers Drug Mart’s pharmacy and healthcare business to drive growth, while testing changes aimed at making the chain’s traditional front store more competitive with value-conscious consumers.

During Loblaw’s second quarter of 2026, pharmacy and healthcare-services same-store sales increased 7.5 per cent. Front-store same-store sales rose by a more modest 1.3 per cent.

The difference points to an evolving role for Shoppers Drug Mart and Pharmaprix within Loblaw’s broader business. The retailer is expanding its pharmacy and healthcare network, opening new care clinics and smaller formats, and investing in systems intended to give pharmacists more time with patients.

Loblaw is also testing a refreshed food offer in selected Shoppers locations, with more products at lower prices. Buy online, pick up in store has now expanded to 500 locations.

Pharmacy and Healthcare Services Lead the Business

Drug-retail sales increased 6.1 per cent during the quarter, while same-store sales rose 4.6 per cent. Pharmacy and healthcare-services same-store sales outpaced the front store, supported by continued strength in specialty and chronic prescriptions. Prescription volumes increased 3.4 per cent on a same-store basis, while the average prescription value rose 5.5 per cent.

Loblaw President and CEO Per Bank said chronic prescription volumes continued to rise in the mid-single digits. Specialty pharmacy and healthcare services recorded strong double-digit gains.

The results reflect a broader role for pharmacists, whose responsibilities increasingly extend beyond dispensing prescriptions to include medication reviews, vaccinations and other services permitted under provincial regulations.

Loblaw has supported that shift by adding consultation and clinic space, opening new pharmacy locations and moving some routine prescription-filling work away from individual stores.

Three new Shoppers Drug Mart locations opened during the second quarter, contributing to a net increase of approximately 2.6 per cent in pharmacy square footage.

Loblaw said it remains on track to open approximately 75 stores across its businesses during 2026. Its previously announced investment plan included 34 new Shoppers Drug Mart and Pharmaprix pharmacies and care clinics.

Per Bank
Per Bank

GLP-1 Medications Add to Prescription Volumes

GLP-1 medications have become an important contributor to pharmacy performance.

Bank said stronger prescription volumes during the quarter were driven primarily by GLP-1 drugs, alongside continued strength in chronic-disease management and services such as medication reviews.

The market is beginning to change as lower-priced generic alternatives enter parts of the category. While lower prices could reduce the value of an individual prescription, Loblaw expects increased volumes to offset some of that pressure.

Chief Financial Officer Richard Dufresne said preliminary planning for 2027 indicated that GLP-1 sales could continue to rise at a double-digit rate in dollar terms, despite price reductions. Loblaw also expects gross-profit dollars and the gross-margin rate associated with the category to improve.

Executives said the category could support more patient education, medication management and ongoing chronic-disease care.

Bank said pharmacists at Shoppers can help patients understand available treatment options and support safe and appropriate use in coordination with other healthcare providers. That approach is reflected in a collaboration announced in July between Shoppers Drug Mart and Obesity Canada.

The initiative offers eligible patients access to a virtual weight-management program in participating provinces. Care may involve a nurse practitioner, a registered dietitian and the patient’s chosen pharmacist. Medication may be prescribed when clinically appropriate.

The collaboration presents obesity as a chronic disease requiring evidence-based care and ongoing support. It also shows how Shoppers is connecting pharmacy services with a wider network of health professionals.

Pharmacy Care Clinics Continue to Expand

Shoppers Drug Mart has been rapidly expanding its Pharmacy Care Clinic network. The company marked the opening of its 200th clinic in September 2025 and had said it expected to reach 250 clinics by the end of that year. Loblaw has not publicly confirmed a current 2026 total, although new pharmacies and clinics continue to open.

The network had grown considerably from early 2024, when Shoppers reported operating 74 Pharmacy Care Clinics and outlined plans for dozens more. Recent openings illustrate how the concept is evolving. Some clinics have been added to existing stores, while others are incorporated into new locations or developed as smaller pharmacy-and-care formats serving specific communities.

Bank highlighted one such location during Loblaw’s second-quarter call: a smaller-format pharmacy and care clinic in a new residential development in Toronto’s west end.

The company did not identify the project, but the opening suggests Loblaw can bring pharmacy and clinical services into growing residential areas without requiring the footprint of a conventional full-size Shoppers store.

Seven Pharmacy Care Clinics opened in Surrey, British Columbia, in September 2025. Services available through the locations included minor-ailment assessments, injections, vaccinations and medication reviews. Some included private or child-friendly consultation rooms and care concierges.

Shoppers also opened a clinic at the University of Ottawa in 2025, integrated with the university’s Student Health and Wellness Centre.

In Quebec, new Pharmaprix stores are being designed with space for chronic-disease management, vaccinations and other pharmacist-provided services.

The model will vary by market because pharmacists’ scope of practice and the funding of pharmacy services differ across Canada. Loblaw can still use the Shoppers and Pharmaprix networks to add healthcare capacity where provincial regulations and local demand support it.

Centralized Filling Supports Patient Care

The clinic expansion is also being supported by changes behind the pharmacy counter. Loblaw operates seven Central Pharmacy Services facilities across Canada. The network supports more than 1,110 pharmacies and processes approximately 70 million prescriptions annually.

Moving repetitive filling work away from individual stores can give pharmacists more time for consultations, medication reviews, vaccinations and chronic-disease services.

The strategy therefore involves changes to pharmacy operations as well as the addition of consultation rooms and clinics. That infrastructure may become increasingly important as prescription volumes rise and provincial governments broaden pharmacists’ responsibilities.

Shoppers Tests More Food at Lower Prices

While pharmacy and healthcare services are leading the business, Loblaw is also examining how the Shoppers front store can become more useful for everyday purchases.

The company is piloting a food refresh in selected locations. Bank said the updated stores carry more food SKUs at lower prices. Seventeen stores had completed the changes by the time of Loblaw’s second-quarter earnings call, with another 11 underway. Bank indicated that the pilot would soon extend to more than 30 locations.

Loblaw has not identified the participating stores or disclosed detailed performance figures. It has also not specified which food categories are being expanded or whether the changes include new layouts and fixtures.

Bank said the early results were encouraging, while the company continued to review and adjust the offer.

The pilot reflects Loblaw’s effort to make Shoppers a more compelling destination for fill-in grocery and convenience purchases, particularly while consumers remain focused on value.

Shoppers stores are often located in established residential areas and operate for longer hours than many traditional retailers. A broader and more competitively priced food assortment could support quick grocery trips, evening visits and purchases made alongside prescriptions or healthcare appointments.

Loblaw has described the initiative as a pilot involving additional products and lower prices within the existing front-store business. It has not positioned Shoppers as a discount grocery banner. The company is expected to provide further information about the initiative at its investor day later in 2026.

Beauty Remains Central to the Front Store

Beauty has long helped distinguish Shoppers from conventional pharmacies and convenience retailers. Prestige cosmetics was one of the stronger categories during the second quarter. Over-the-counter products and baby merchandise also performed well. Shoppers operates approximately 440 Beauty Boutique locations across Canada, giving the company a substantial presence in prestige and premium beauty.

The food pilot is being introduced within a broader mix that includes beauty, personal care, over-the-counter health products, baby items, household essentials and seasonal merchandise. Beauty and health-related categories remain central to the front store as Loblaw works to strengthen food and convenience.

Loblaw also reported that shrink at Shoppers had returned to pre-pandemic levels. Management said it remained focused on further reductions but was pleased with the progress made.

Digital Pickup Reaches 500 Stores

Shoppers has expanded buy online, pick up in store to 500 locations. The service allows customers to order front-store products online and collect them from a participating store. Bank said the program provides added convenience while generating incremental purchases during the pickup visit.

Customers arriving to collect an online order or attend a pharmacy appointment have another opportunity to shop while they are in the store, whether that involves filling a prescription or purchasing beauty, food or household products.

Digital services also extend to pharmacy and healthcare. Shoppers customers can use online tools to manage prescriptions, receive reminders and book selected appointments and services. Digital ordering and appointment tools give customers another way to engage with the store and provide Loblaw with more opportunities to connect pharmacy, healthcare and retail activity.

A Larger Role in Community Healthcare

The expansion comes as pharmacists take on more responsibility within Canada’s healthcare system. Many Canadians continue to face difficulty accessing timely primary care. Pharmacies are widely distributed, frequently open outside conventional medical-office hours and staffed by regulated healthcare professionals.

Shoppers Drug Mart and Pharmaprix operate more than 1,300 retail pharmacies across Canada, giving Loblaw a network that reaches major cities, suburban communities and smaller markets.

Provincial governments have gradually expanded pharmacists’ authority to assess and prescribe for certain minor ailments, administer vaccinations, renew some prescriptions and provide other clinical services. Those responsibilities vary by province and do not replace physicians, hospitals or comprehensive primary care. They do allow pharmacies to provide selected services closer to where patients live.

For Loblaw, the expanding scope of pharmacy practice creates an opportunity to use an established retail network as a larger part of its healthcare business.

The Drugstore Format Continues to Evolve

Shoppers Drug Mart’s future may look different depending on the market. Some locations will continue operating as large beauty, pharmacy and convenience destinations. Others may take the form of smaller pharmacies and care clinics embedded in residential developments or institutional settings.

The healthcare strategy is already delivering measurable results, while the front-store food pilot is still taking shape. Together, the initiatives point to a drugstore format that continues to evolve, combining pharmacy, healthcare, beauty and convenience retail in ways that reflect changing consumer expectations and the expanding role of pharmacists in communities across Canada.

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Apple Reports Financial Growth in Q3 2026

By
Lee Rivett
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Apple is experiencing notable financial growth as reflected in its most recent quarterly report. For the three months ending June 27, 2026, Apple’s total net sales reached $109.4 billion, a significant increase from $94 billion in the same quarter of the previous year.

The growth was largely driven by sales in both products and services. Product sales amounted to $78.7 billion, up from $66.6 billion a year ago. Meanwhile, service revenue increased to $30.7 billion, compared to $27.4 billion in Q2 2025.

Apple’s gross margin for the quarter also reflected an upward trend, climbing to $54.8 billion, compared to $43.7 billion for the same period last year. This growth indicates not only increased sales but also a robust operational performance for the company.

Quarterly Earnings Overview

Operating expenses did see an increase, rising to $19.1 billion from $15.5 billion, primarily driven by heightened research and development expenditures and administrative costs. The operating income for the company in this period was $35.7 billion, surpassing the $28.2 billion reported in the previous year.

Other income and expenses positively contributed to Apple’s earnings, resulting in income before income taxes of $36.3 billion. Following the provision for income taxes, which was $6.5 billion, the net income for the quarter stood at $29.8 billion, compared to $23.4 billion in the same quarter the previous year.

Sales by Region and Product Category

Breaking down sales by region, Apple reported that the Americas contributed $45.8 billion to total sales, closely followed by Europe at $29.4 billion. Greater China accounted for $18.8 billion, while Japan and the Rest of Asia Pacific provided sales of $6.6 billion and $8.9 billion, respectively. Each region showed solid growth, reflecting Apple’s expanding presence in the global market.

When categorized by product, the iPhone remains the most significant contributor to Apple’s revenue, accounting for $54.3 billion in sales, an increase from the previous year’s $44.6 billion. The Mac and iPad also posted growth, generating $10.4 billion and $6.2 billion in sales, respectively.

In the market for wearables, home and accessories, Apple reported sales of $7.9 billion, reflecting a positive trend in this segment as well.

Financial Position

From a financial positioning perspective, Apple’s balance sheet remains strong. As of June 27, 2026, total assets were valued at $383.3 billion, compared to $359.2 billion reported in September 2025. Current assets included cash and cash equivalents amounting to $39.5 billion, slightly increasing from $35.9 billion from the previous year.

The total current liabilities were recorded at $149.3 billion versus $165.6 billion earlier, showcasing a reduction in short-term financial obligations, which enhances the company’s liquidity position. In addition, shareholder equity increased to $107.5 billion from $73.7 billion, suggesting a robust investment environment.

In terms of cash flows, net income for the nine months ended June 27, 2026, totaled $101.5 billion, a rise from $84.5 billion in the same period the year prior. Operating cash flows showed a strong performance, generating $117 billion, significantly outpacing the previous year’s $81.8 billion.

Overall, Apple Inc. continues to demonstrate solid financial performance, underpinned by an effective strategy in both product innovation and market expansion. The results position the company favorably as it approaches the upcoming quarters.

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Aesop Expands Canadian Store Network with New CF Richmond Centre Location

By
Craig Patterson
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Future Aesop location at CF Richmond Centre. Photo: Ritchie Po

Construction hoarding has gone up for a new Aesop boutique at CF Richmond Centre near Vancouver, marking the latest Canadian expansion for the Australian skin care and fragrance brand.

The approximately 1,741-square-foot store will be located in a prominent section of the shopping centre beside Coach and near L’Occitane en Provence. Jo Malone London, MAC Cosmetics and Le Creuset are located across the corridor, placing Aesop within an established cluster of premium beauty, fashion and lifestyle retailers. An opening date has not been announced.

The Richmond boutique reflects a broader strategy that has unfolded over more than a decade. Since opening its first Canadian stores in 2015, Aesop has steadily assembled a network of standalone locations that differs from the wholesale distribution model used by many prestige beauty brands.

The forthcoming Richmond location will become Aesop’s sixth store in the Metro Vancouver region, joining boutiques in Gastown, Kitsilano, on Main Street, at Park Royal in West Vancouver and at the corner of Robson and Thurlow streets in downtown Vancouver. The Robson Street location opened in January 2026, becoming the brand’s second downtown Vancouver store and its fifth in the region.

Retail Insider has identified 17 operating Aesop signature stores across Canada, including the Robson Street location. The Richmond boutique would bring that total to 18.

A Different Approach to Growth

Aesop’s Canadian expansion stands apart within the beauty industry.

Many premium beauty brands rely primarily on wholesale distribution through retailers such as Sephora, Shoppers Drug Mart and department stores. That approach provides national reach without requiring brands to build and operate their own retail network.

Aesop has taken a different path. While the company has maintained selected wholesale relationships over the years, including previous concessions inside Saks Fifth Avenue stores in Canada, it has invested heavily in standalone retail, giving it direct control over merchandising, customer service and the environment in which shoppers experience the brand.

That strategy has become increasingly relevant as Canada’s department-store landscape has changed. Nordstrom closed its Canadian operations in 2023, while Hudson’s Bay and Saks Fifth Avenue exited the market in 2025, leaving fewer traditional department-store channels for prestige beauty brands.

Aesop had already established a significant network of standalone stores before those closures. Rather than depending heavily on department-store distribution, the company had invested in its own retail presence across several Canadian markets.

The stores also allow Aesop to control nearly every aspect of the customer experience. Products are introduced through consultation, customers can test formulations at the brand’s signature basins, and the retail environment is designed specifically around Aesop’s philosophy rather than sharing space within a multi-brand cosmetics department.

Operating its own stores gives Aesop ownership of pricing, merchandising, customer relationships and service standards while allowing the architecture itself to become part of the brand experience.

The strategy helps explain why the company continues investing in new physical locations such as CF Richmond Centre despite the rapid growth of e-commerce.

Aesop at Yorkdale. Photo: Dustin Fuhs
Aesop at Yorkdale. Photo: Dustin Fuhs

Building a Canadian Network

Aesop entered Canada in 2015 with three architecturally distinctive boutiques on Queen Street West in Toronto, in Vancouver’s Gastown neighbourhood and in Westmount, Montreal.

From the beginning, the company focused on neighbourhoods known for independent retail, design, restaurants and established local communities rather than pursuing rapid expansion across shopping centres.

Its Queen Street West store, designed by Toronto architecture practice superkül, became one of the company’s first Canadian signature locations. The Gastown boutique followed in a heritage building at 19 Water Street, establishing an early presence in one of Vancouver’s best-known shopping districts.

Montreal soon became another important market. Aesop expanded across Westmount, Mile End, Old Montreal and Petite-Bourgogne, with each location reflecting its surrounding neighbourhood. The Mile End store was designed by Montreal architecture firm naturehumaine, while Alain Carle Architecte designed boutiques in Westmount and Petite-Bourgogne, incorporating materials and architectural references inspired by each community.

Toronto followed a similar pattern. After Queen Street West, Aesop opened in Rosedale before later adding locations in Midtown Toronto and Yorkville. The former Rosedale boutique has since closed, and the space is now occupied by Canadian fashion brand Smythe.

In Vancouver, the company expanded from Gastown to Kitsilano before opening a Main Street boutique inspired by the work of renowned Vancouver architect Arthur Erickson.

These stores established a consistent approach. Aesop built collections of carefully selected locations serving different neighbourhoods across Canada’s largest cities.

Expanding into Canada’s Leading Shopping Centres

As the brand matured, its real estate strategy evolved. Aesop demonstrated that its design-led retail concept could successfully translate to enclosed shopping centres without losing the qualities that distinguished its streetfront boutiques.

The company entered CF Toronto Eaton Centre in 2018 with its first Canadian mall-based signature store before expanding into other leading regional shopping centres, including CF Chinook Centre in Calgary, CF Rideau Centre in Ottawa, Yorkdale Shopping Centre in Toronto, Square One in Mississauga and Park Royal in West Vancouver.

Aesop has remained selective, choosing high-performing regional centres with strong luxury and premium retail adjacencies. CF Richmond Centre fits that strategy. The new store will join an established collection of premium retailers, including Coach, L’Occitane, Jo Malone London and MAC Cosmetics, while becoming part of a shopping centre that has continued strengthening its luxury and premium tenant mix as redevelopment progresses.

At approximately 1,741 square feet, the Richmond boutique will also rank among the company’s larger Canadian locations.

Aesop store on 4968 Sherbrooke Street West in Montreal. Photo: Aesop

Growth Under L’Oréal

Founded in Melbourne in 1987, Aesop has grown into a global skin care, body care and fragrance company recognized for its architecture as much as its products.

Brazilian beauty group Natura became Aesop’s owner before selling the company to L’Oréal in a US$2.525 billion transaction completed in 2023.

Since then, Canadian expansion has continued. The Robson Street boutique opened earlier this year, while Richmond Centre represents the next addition to the company’s growing network.

Although online shopping continues to expand across the beauty industry, Aesop’s investment in physical retail reflects the role its stores play in communicating the brand. Each location is individually designed, yet all share a consistent emphasis on materials, craftsmanship, service and customer experience.

That philosophy has remained remarkably consistent as the company has grown.

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Gildan reports “strong” Q2 results, net loss of $50 million, announces sale of HanesBrands Australia

By
Mario Toneguzzi
-
Photo: Gildan Activewear website
Photo: Gildan Activewear website

Gildan Activewear Inc. announced on Thursday financial results for the second quarter ended June 28, 2026, showing a net loss $50 million compared to a loss of $137.9 million a year ago.

The company also announced that it has entered into a definitive agreement to divest its HanesBrands Australian Business to BBFIT Investments Pte Ltd for an enterprise valuation of approximately $700 million Australian dollars (or approximately USD$490 million), subject to customary purchase price adjustments.

“The Company had communicated its intention to pursue a sale of HAA and announced the launch of a formal sale process in its fourth quarter 2025 earnings release, at which time the business was classified as held for sale and reported as discontinued operations,” it explained in a news release.

The transaction is expected to close in the second half of 2026, subject to the receipt of required regulatory approvals and customary closing conditions. Proceeds from the transaction will be used to pay down a portion of the company’s outstanding debt, accelerating Gildan’s return to the midpoint of its target leverage framework of 1.5x to 2.5x net debt to trailing twelve months pro forma adjusted EBITDA, it said.

“The integration of HanesBrands continues to progress as expected. The Company is well on pace to generate approximately $100 million in targeted synergies for 2026, with the vast majority of synergy-capture initiatives planned for 2026 already implemented. We also continue to expect to realize approximately $250 million of annual run-rate cost synergies over the next three years and continue to pursue additional synergy-capture opportunities beyond our synergy target as the integration progresses,” it said.

“With regards to previously communicated integration initiatives to accelerate footprint optimization, we completed our initial supply chain footprint rationalization and we remain in the process of reallocating production volumes across our consolidated network leveraging Gildan’s low-cost vertically integrated manufacturing operations to support synergy capture. The Company will continue to optimize and increase capacity through 2026 to support growth into 2027. Furthermore, distribution capacity is being optimized and planning efforts remain on track to standardize IT systems across facilities and key supply chain and manufacturing processes, further driving efficiencies.”

Photo: Gildan Activewear website
Photo: Gildan Activewear website


“We delivered strong results this quarter as our teams continued to execute with discipline against our strategic priorities. We continue to make excellent progress integrating HanesBrands and capturing synergies, while leveraging the combined strength of our brands, manufacturing network, and commercial capabilities, and investing strategically in innovation. While we remain mindful of the external environment and given the strength of our business fundamentals and the momentum we are building, our focus could not be clearer: control what we can control, execute our strategy, capture the significant opportunities ahead and drive profitable growth and long-term
shareholder value,” said Glenn J. Chamandy, Gildan’s President and CEO.

Second quarter net sales from continuing operations were $1.58 billion, up 72.3% over the prior year. Wholesale sales were $769 million compared to $781 million, down 1.5% versus the prior year, and down 5.8%. Retail sales were $813 million versus $137 million in the prior year. The company generated gross profit of $460 million, or 29.1% of net sales, versus $289 million, or 31.5% of net sales, in the same period last year.

Gildan photo
Gildan photo

Year-to-date Operating Results

Net sales from continuing operations for the first six months ended June 28, 2026, were $2.75 billion, up 68.6% versus the same period last year. Wholesale sales were $1.32 billion, down $86 million or 6.1%. Retail sales were $1.43 billion, up $1.20 billion versus the same period last year.

Gildan said it generated gross profit of $738 million, up $227 million versus the prior year.

Gildan is a leading manufacturer of everyday basic apparel. The company’s product offering includes activewear, underwear, socks, and intimates sold to a broad range of customers, including wholesale distributors, screenprinters, embellishers, retailers or e-commerce platforms, as well as global lifestyle brand companies and directly to consumers.

Gildan markets its products in North America, Europe, Asia Pacific, and Latin America, under a diversified portfolio of Company-owned brands including Gildan®, Hanes®, Comfort Colors®, American Apparel®, ALLPRO®, GOLDTOE®, Peds®, Bali®, Playtex®, Maidenform®, Bonds®, as well as Champion® which is under an exclusive licensing agreement for the printwear channel in the U.S. and Canada and Polo Ralph Lauren® also under a licensing agreement.

Gildan owns and operates vertically integrated, large-scale manufacturing facilities which are primarily located in Central America, the Caribbean, North America, and Asia.

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Pattison Food Group arrives on DoorDash, bringing Western Canada’s grocery staples home

By
Mario Toneguzzi
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Save-On-Foods photo
Save-On-Foods photo

DoorDash is partnering with Pattison Food Group, Western Canada’s leading Canadian owned and operated grocer, to bring on-demand grocery delivery to more households. From urban cities to rural communities, consumers across British Columbia, Alberta, Saskatchewan, Manitoba, and the Yukon can now order on DoorDash from over 200 stores owned by Pattison Food Group, including Save-On-Foods.

Whether you’re stocking up on groceries for the week or grabbing what you need for tonight, the stores Canadians have counted on for decades are now available at your door. Pattison Food Group’s largest banner, Save-On-Foods anchors the new partnership, giving customers access to a full supermarket experience on demand – from fresh produce and bakery to everyday pantry staples and household essentials, it said.

DoorDash photo
DoorDash photo

Alongside Save-On-Foods, five additional Pattison Food Group banners – including Urban Fare, Quality Foods, PriceSmart Foods, Nesters Market and Buy-Low Foods – bring even more choice to the platform, spanning value, premium, specialty, and neighbourhood formats across the region, added DoorDash.

“For more than 110 years, we have been committed to helping Western Canadians feed their families and enjoy the moments that matter most,” said Jamie Nelson, President of Pattison Food Group. “By partnering with DoorDash, we are meeting customers where they are at and making it even easier for them to shop for the quality products they know and trust from our stores, so they can spend less time worrying about their grocery list and more time with family and friends.”

Jamie Nelson
Jamie Nelson
Charles Shoener
Charles Shoener

“Grocery is one of the fastest-growing categories on DoorDash in Canada and partners are at the heart of how we’re building a platform that reflects how Canadians actually shop,” said Charles Shoener, Head of North America Grocery Partnerships at DoorDash. “Pattison Food Group has built an incredible family of banners across Western Canada, and we’re proud to help them extend their reach and connect with even more customers in new ways.”

More Rewards members can link their account on DoorDash to unlock member-exclusive pricing and earn points across participating Pattison Food Group banners, bringing in-store savings into the delivery experience. Consumers can sign up for More Rewards directly on DoorDash or link an existing account by entering the email address associated with their More Rewards account at checkout, said the company.

“To celebrate the launch, consumers can save 30% off an order of $65 or more (up to $25) from participating Pattison Food Group banners on DoorDash from July 31, 2026 to August 13, 2026 using promo code SAVEMORE30 at checkout.”

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DoorDash photo
DoorDash photo

Canada Goose reports Q1 Fiscal 2027 results while company expands year-round relevance

By
Mario Toneguzzi
-
Canada Goose at Oakridge Park in Vancouver. Photo supplied

Canada Goose Holdings Inc. announced Thursday financial results for the first quarter ended June 28, 2026, saying total revenue increased by 10.3%.

“Our first quarter is another proof point that our strategy is working,” said Dani Reiss, Chairman & CEO of Canada Goose. “We’re successfully evolving Canada Goose into a year-round luxury brand, with customers engaging across more seasons and categories. We expanded gross margin, improved profitability, and deepened engagement around the world. Together, those results are building a stronger, more productive, and more profitable business.”

First Quarter Fiscal 2027 Business Highlights

In the first quarter, it said it advanced initiatives across product, brand, and channels that are strengthening its operating model and positioning the business for sustainable long-term growth.

  • Continued to expand year-round relevance with Apparel, Rainwear, and Windwear increasing their contribution to total revenue, supporting customer acquisition and driving engagement beyond traditional winter categories.
  • Expanded brand visibility through our Spring/Summer ’26 marketing campaigns, strengthening customer acquisition and expanding brand reach through a more disciplined mix of performance and brand-building investments, including our Snow Goose spring capsule and Natural Intelligence summer collection brand campaigns.
  • Further strengthened our DTC operating model, with improvements in conversion and average order value, reflecting continued focus on delivering greater value from its retail network. In the first quarter, it opened four net new stores, bringing the store count to 92 as of the end of our first quarter.
  • Subsequent to the first quarter, it published its fiscal 2026 Impact Report, showcasing the progress of its sustainability impact strategy, including a 50% reduction in Scope 1 and Scope 2 emissions from our fiscal 2019 baseline.
Dani Reiss
Dani Reiss
Canada Goose at Oakridge Park in Vancouver. Photo supplied

First Quarter Financial Highlights

All Year-Over-Year Comparisons Unless Otherwise Noted

  • Total revenue increased 10.3% to $118.9m, up 8.6% on a constant currency basis.
    • DTC revenue increased 8.6% to $84.8m, or up 6.7% on a constant currency basis due to stronger performance in Asia Pacific and North America. DTC comparable sales decline  was 3.2% primarily reflected softer store comparable sales, partially offset by double-digit e-commerce growth.
    • Wholesale revenue increased 66.5% to $29.8m, or 65.4% on a constant currency basis driven by shipping a larger planned wholesale order book, stronger in-season orders from wholesale partners, and shipment timing.
    • Other revenue decreased 63.6% to $4.3m, or 64.4% on a constant currency basis as a result of minimal friends and family activity in the United States compared to the same prior year period.
  • Gross profit increased 12.1% to $74.2m due to higher revenue. Gross margin was 62.4% compared to 61.4% in the first quarter of fiscal 2026, reflecting favourable channel mix and region mix.
  • Selling, general and administrative (SG&A) expenses were $178.0m, compared to $224.9m in the prior year period. The decrease is primarily due to non-recurrence of an arbitration award payment and an earn-out associated with our European knitwear manufacturer recognized in the prior year period.
  • Operating loss was $(103.8)m, compared to operating loss of $(158.7)m in the prior year period, attributable to higher gross profit and lower SG&A expenses.
  • Net loss attributable to shareholders was $(90.8)m, or $(0.93) per basic and diluted share, compared with a net loss attributable to shareholders of $(125.2)m, or $(1.29) per basic and diluted share in the prior year period.
  • Adjusted EBIT was $(103.8)m, compared to $(106.4)m in the prior year period. Adjusted EBIT margin 2 was (87.3)%, compared to (98.7)% in the prior year period.
  • Adjusted net loss attributable to shareholders was $(86.5)m, or $(0.89) per basic and diluted share, compared with an adjusted net loss attributable to shareholders of $(88.2)m, or $(0.91) per basic and diluted share in the prior year period.

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Loblaw reports Q2 revenue growth of 4.1% 

By
Mario Toneguzzi
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Loblaws at Humbertown Plaza in Toronto. Photo: Loblaw Companies

Loblaw Companies Limited announced Thursday its unaudited financial results for the second quarter ended June 20, 2026, indicating total revenue reached $15.27 billion.

Loblaw said it delivered strong second quarter 2026 results.

“In its last quarter prior to the close of the sale of PC Financial, the Company recorded total revenue of $15,270 million and adjusted diluted net earnings per common share growth of 11.9%. Starting in the third quarter of 2026, the Company will no longer report PC Financial results and will begin recognizing its proportionate share of EQB’s net income in its consolidated financial results. Retail sales increased by 4.1% to $15,046 million, reflecting continued strength across the business, including contributions from new store openings. In Food Retail, sales grew 3.3%, supported by higher customer traffic and basket size, and e-commerce sales growth,” it said.

“The Company’s discount banners once again outperformed, reflecting continued consumer demand for value and greater access to Maxi® and No Frills® stores. E-commerce sales continued to grow, supported by PC ExpressTM delivery and integrated third-party delivery options. In Drug Retail, sales grew 6.1%, driven by continued strength in specialty and chronic prescriptions, as well as the beauty and OTC categories. Loblaw continued its focus on strategic expansion, opening 14 stores across its Food Retail and Drug Retail network, including 7 Hard Discount stores, 3 drug stores, and the first T&T® location in California, bringing convenient access to nutritious food, multicultural offerings and essential healthcare services to more communities.”

Per Bank
Per Bank
New concept No Frills store in Komoka. Image: Loblaw Companies

“Customers continue to reward us for delivering on their needs through increased traffic, basket size and topline sales,” said Per Bank, President and Chief Executive Officer, Loblaw Companies Limited. “We are investing in new stores and growth as we make everyday essentials and healthcare more accessible while continuing to deliver strong financial results.”

2026 SECOND QUARTER HIGHLIGHTS

  • Retail revenue was $15,046 million, an increase of $589 million, or 4.1%. Revenue (including Retail and PC Financial was $15,270 million, an increase of $598 million, or 4.1%.
    • Food Retail (Loblaw) same-store sales increased by 1.6% (2025 – 3.5%).
    • Drug Retail (Shoppers Drug Mart) same-store sales increased by 4.6% (2025 – 4.1%), with pharmacy and healthcare services same-store sales growth of 7.5% and front store same-store sales growth of 1.3%.
    • E-commerce sales increased by 19.3%.
  • Retail gross profit percentage was stable at 32.2%, increasing by 10 basis points.
  • Retail operating income was $1,202 million, an increase of $34 million, or 2.9%.
  • Retail adjusted EBITDA was $1,841 million, an increase of $93 million, or 5.3%.
    • Selling, general and administrative expenses as a percentage of sales was flat at 20.0%.
  • Net earnings available to common shareholders of the Company were $751 million, an increase of $37 million, or 5.2%.Diluted net earnings per common sharewere $0.64, an increase of $0.05, or 8.5%.
  • Adjusted net earnings available to common shareholders of the Company were $774 million, an increase of $61 million, or 8.6%. Adjusted diluted net earnings per common share² were $0.66, an increase of $0.07, or 11.9%.
  • Free cash flow from Retail was $856 million, an increase of $235 million. Gross capital investments were $417 million.
  • Subsequent to the end of the second quarter of 2026, the Company completed the sale of PC Financial to EQB Inc. As of the date of closing, Loblaw owned approximately 19.9% of EQB’s issued and outstanding common shares. In connection with the sale, Loblaw received $625 million in cash, representing the release of excess capital, cash consideration from EQB, and the collection of certain commodity tax receivables.
  • Common share repurchases for cancellation are expected to be approximately $2.1 billion for full year 2026 (2025 – $1.9 billion). In the second quarter of 2026, 8.8 million common shares were repurchased for cancellation at a cost of $552 million.

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Primaris REIT announces Q2 2026 results, leasing momentum “exceptionally strong”

By
Mario Toneguzzi
-
Primaris photo
Primaris photo

Primaris Real Estate Investment Trust announced Wednesday financial and operating results for the second quarter ended June 30, 2026, saying leasing momentum remains exceptionally strong.

“Primaris has full control of all 1.3 million square feet of former HBC (Hudson’s Bay Company) GLA (Gross Leasing Area) and has accelerated negotiations with retailers. The Trust’s leasing strategy is twofold: firstly, execute long-term leases with single tenant and multi-tenant configurations, where appropriate; and secondly, repurpose and subdivide space, to accommodate multiple large format tenants, and/or high-value CRU. While design, permitting, and planning activities are underway, at certain locations, Primaris executed short-term leases with reputable tenants to restore rental income until Re-leasing Plans and Redevelopment Plans are ready to be executed,” it said in a news release.

“At June 30, 2026, approximately 600,000 square feet of former HBC space was leased to high-quality tenants under long-term lease agreements with occupancy dates ranging from early 2027 to mid-2029, with approximately 300,000 additional square feet in advanced lease negotiations. Primaris anticipates the weighted average net rent on this leasing activity to be approximately $17 per square foot. This net rent rate would be lower than the portfolio average reflecting the larger than typical unit sizes for the HBC backfills, but would still be well above the historical HBC net rents of approximately $4 per square foot. The capital investment to redevelop this space is expected to be in the range of $175 million to $225 million. Management’s current estimates and assumptions are subject to change.”

Primaris photo
Primaris photo

    Financial and Operating Results Highlights

    • $174.1 million total rental revenue;
    • $825 per square foot total same stores sales productivity;
    • +0.5% growth in Same Properties Cash Net Operating Income (or +1.1% excluding the $0.4 million prior year property tax recoveries recorded in 2025 over 2026);
    • 91.1% committed occupancy, 86.6% in-place occupancy, and 83.5% long-term in-place occupancy;
    • 80.1% combined operating cost recovery ratio;
    • +7.4% weighted average spread on renewing net rents across 482,000 square feet;
    • 141 CRU lease deals across 287,000 square feet at average net rents of $56.30;
    • +1.3% growth in Funds from Operations per average diluted unit to $0.451; (or +5.4% excluding the impacts of both the $1.9 million terminated transaction costs recorded in 2026 and the $0.4 million higher prior year property tax recoveries recorded in 2025 relative to 2026;
    • 48.8% FFO Payout Ratio;
    • $5.3 billion total assets;
    • 6.0x Average Net Debt to Adjusted EBITDA;
    • $655.1 million in liquidity;
    • $4.9 billion in unencumbered assets; and
    • $21.72 Net Asset Value per unit outstanding.

    Business Update Highlights

    • 84% (881,400 square feet) of former Hudson’s Bay Company space is leased or in advanced negotiations, with 58% (608,500 square feet) under long-term lease agreements;
      • These leases are expected to generate approximately $14.9 million of annual rental revenue, 4x the annual rent previously generated from the space when occupied by HBC;
    • $99.5 million in non-core, shopping centre dispositions which closed on June 1, 2026;
    • $64.0 million strategic acquisition of the remaining 50% interest in Regent Mall in Fredericton, New Brunswick, increasing Primaris’ ownership to 100%, which closed on June 19, 2026;
    • $4.5 million strategic acquisition of the adjoining vacant former HBC box at Devonshire Mall in Windsor, Ontario, which closed on June 5, 2026;
    • $275 to $375 million, or approximately 120 acres, of land identified for potential monetization;
    • $200 million of non-core, non-enclosed shopping centre properties and retail pads identified for potential disposition; and
    • Purchased for cancellation 165,700 Series A trust units under the Trust’s normal course issuer bid program for proceeds of $3.1 million at an average price per unit of approximately $18.44, representing a discount to NAV** per unit of approximately 15.1%.
    Patrick Sullivan
    Patrick Sullivan
    Alex Avery
    Alex Avery
    Rags Davloor
    Rags Davloor

    “Leasing momentum across our portfolio remains exceptionally strong, supported by robust tenant demand and continued progress re-leasing former HBC space,” said Patrick Sullivan, President and Chief Operating Officer. “We are securing high-quality tenants on attractive terms while driving occupancy growth and enhancing the productivity of our centres. Combined with our land optimization strategy, these initiatives are unlocking significant embedded value across the portfolio and positioning Primaris to deliver meaningful NOI growth and long-term value creation for unitholders.”

    “The strength of our operating platform, the quality of our portfolio, and the visibility we have into future growth opportunities continue to differentiate Primaris in the Canadian REIT sector,” said Alex Avery, Chief Executive Officer. “As we execute on our leasing, portfolio optimization, and capital allocation initiatives, we believe we are exceptionally well positioned to deliver above-average earnings growth and long-term value creation for our unitholders.”

    Rags Davloor, Chief Financial Officer added, “Our balance sheet remains a key competitive advantage for Primaris. With low leverage, a conservative payout ratio and substantial liquidity, we are well positioned to execute on our strategic priorities. Combined with our disciplined approach to capital allocation, this financial flexibility allows us to invest in our portfolio, pursue selective acquisition opportunities, execute on our NCIB, and continue creating long-term value for our unitholders.”

    Primaris is Canada’s only enclosed shopping centre focused REIT, with ownership interests in leading enclosed shopping centres located in growing Canadian markets. The current portfolio totals 14.6 million square feet, valued at approximately $5.2 billion at Primaris’ share.

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    World Cup Drives 35% Increase in International Card Spending in Canada: Visa

    By
    Lee Rivett
    -
    Photo: OneSoccer

    Toronto and Vancouver’s role as Canada’s host cities for the 2026 FIFA World Cup helped drive a sharp increase in international visitor spending, according to new payment data released by Visa.

    The company said inbound cross-border card-present volume in Canada increased by more than 35% year-over-year between June 11 and June 30, when the two cities hosted tournament matches.

    The figure captures in-person purchases made in Canada using Visa cards issued outside the country. It provides an early indication of spending generated by international visitors during the tournament, although Visa did not disclose a dollar value or release separate results for Toronto and Vancouver.

    As Canada’s only World Cup host markets, the two cities were at the centre of the country’s tournament-related tourism and commercial activity.

    Visitors attending matches would have generated spending across hotels, restaurants, bars, transportation, entertainment and retail. Visa did not provide a Canadian breakdown by category, making it difficult to determine where the gains were concentrated or how spending differed between the two cities.

    The national figure may also include purchases made outside Toronto and Vancouver, as international travellers could have extended their trips to other parts of Ontario, British Columbia or elsewhere in Canada.

    Visa’s results therefore provide a broad measure of increased international payment activity during the tournament, but not a complete assessment of its economic impact.

    Host Cities See Increased Spending

    Visa released more detailed tournament spending data for the United States, where it tracked activity in individual host and destination cities.

    From the tournament’s opening on June 11 through the Round of 32 matches on June 30, inbound cross-border card-present spending in U.S. host cities increased by nearly 25% year-over-year.

    Card-present transactions rose by as much as 20% in certain host cities on match days, while entertainment and restaurants recorded the strongest growth in cross-border spending.

    Some cities experienced particularly large match-day increases. Kansas City recorded cross-border card-present transaction growth of as much as 1,000% year-over-year on certain match days, while Washington, D.C., and Las Vegas saw increased spending ahead of knockout matches.

    Visa also reported stronger use of contactless payments and public transit systems. Weekly tap-to-pay transit transactions in U.S. host cities reached a peak growth rate of nearly 40%, while Boston recorded an increase of more than 50% during the June tournament period.

    The U.S. findings provide context for the types of businesses and services that can benefit from a major international sporting event. Visa did not provide comparable category or transit data for Toronto and Vancouver, and the American results should not be interpreted as a direct reflection of the Canadian market.

    Mexico recorded an even larger increase in inbound cross-border card-present volume, rising by more than 70% year-over-year during the same period.

    Together, the figures indicate that all three World Cup host countries experienced heightened international payment activity during the tournament, although the scale and distribution varied by market.

    Cross-Border Commerce Remains Strong

    The increase in Canadian visitor spending came during a strong quarter for cross-border payments more broadly.

    Visa reported that total cross-border volume, excluding transactions within Europe, increased by 12% year-over-year during its fiscal third quarter.

    Cross-border e-commerce volume rose 16%, while travel-related cross-border volume increased 10%.

    The company said retail activity, including the timing of major promotional shopping events, contributed to the strength in online cross-border spending.

    Through July 21, cross-border e-commerce volume was running 18% above the previous year, while travel-related volume was up 12%.

    Visa cautioned that June and July were unusually strong periods for cross-border e-commerce. Management said growth would likely return to a more typical relationship with travel spending as the effects of promotional events and calendar timing eased.

    Visa’s overall payments volume increased 10% in constant currency during the quarter, surpassing $4 trillion for the first time in the company’s history.

    The number of transactions processed by Visa also rose 10% to 72 billion.

    Visa described consumer spending as resilient, with continued growth across discretionary and non-discretionary categories. Its most detailed comments about consumer spending patterns, however, related primarily to the United States.

    Digital Payments Continue to Expand

    Visa’s results also highlighted the growing role of digital payment services across retail, e-commerce and delivery platforms.

    Visa Direct transactions increased 21% year-over-year during the quarter. The service enables funds to be transferred directly to eligible cards and accounts.

    DoorDash continues to use Visa Direct to provide payouts to delivery workers in Canada, the United States and Australia. The delivery platform also uses Visa virtual commercial cards that allow Dashers to pay for customer orders at physical retail locations.

    Visa said tokenized credentials were nearing 60% of its global e-commerce transactions. Tokenization replaces sensitive payment information with a secure digital identifier, reducing the need for merchants to handle a customer’s actual card number.

    The company is also expanding payment infrastructure for artificial intelligence-enabled shopping, digital checkout systems and other emerging forms of commerce.

    The developments are part of Visa’s broader effort to expand its role as a technology and payment infrastructure provider serving retailers, financial institutions, platforms and consumers.

    While additional city-level and category-specific data would be needed to fully measure the tournament’s retail impact, Visa’s payment network offers one of the earliest indicators that international visitors generated a meaningful increase in in-person spending during Canada’s portion of the 2026 FIFA World Cup.

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    Samsung Canada Reinforces Role of Physical Retail as Technology Evolves

    By
    Craig Patterson
    -
    New Samsung store opening at CF Richmond Centre in Richmond, BC

    Samsung Electronics Canada is expanding its national retail presence as it takes a deliberate approach to the role of physical stores in an increasingly connected shopping environment.

    The company recently added Samsung Experience Stores at CF Market Mall in Calgary, CF Carrefour Laval in Laval, Quebec, and CF Richmond Centre in Richmond, British Columbia. The openings build on Samsung’s existing network, which includes locations at Square One Shopping Centre in Mississauga, Yorkdale Shopping Centre, CF Sherway Gardens, Scarborough Town Centre, Montreal Eaton Centre and Metropolis at Metrotown.

    Krista Collinson, Head of Direct-to-Consumer at Samsung Electronics Canada

    Together, the new stores reflect Samsung’s view that physical retail remains an important part of how consumers discover and engage with technology. The locations serve several purposes, including product exploration, education and support before and after a purchase.

    “Physical retail in Canada is approached with discipline and intention,” said Krista Collinson, Head of Direct-to-Consumer at Samsung Electronics Canada. “Our focus is not on expansion for its own sake, but on creating meaningful, experience-led destinations where customers can interact directly with our technology.”

    Physical Retail as an Experience Destination

    Samsung’s recent openings extend its branded retail presence into several major Canadian markets. The CF Market Mall store is the company’s first Samsung Experience Store in Alberta, while the Richmond location expands its presence in Metro Vancouver and the Carrefour Laval store strengthens its retail network in Quebec.

    The three shopping centres were also among the country’s highest-performing malls in ICSC’s 2024 Canadian Mall Property Performance rankings. CF Richmond Centre ranked fourth nationally, CF Carrefour Laval ranked tenth in Canada and first in Quebec, and CF Market Mall ranked fourteenth nationally among the participating properties.

    Their selection reflects Samsung’s focus on prominent shopping destinations where customers are already browsing, purchasing and spending time. Mall quality, placement within the centre, store size and neighbouring brands all form part of the company’s evaluation process when considering a location.

    Samsung’s retail strategy comes as shoppers move between online research, mobile apps, social platforms and in-store visits. This has expanded the role of physical retail for technology brands, particularly where products benefit from hands-on demonstrations and expert guidance.

    Across its Experience Store and Express formats, Samsung uses physical retail to demonstrate how mobile devices, connected technologies and its wider ecosystem can fit into daily life. Customers can test products, compare features, ask questions and receive guidance from trained store teams.

    Visitors can explore Galaxy AI features and see how smartphones, wearables, tablets, PCs and other connected devices work together within the Samsung ecosystem. At its stores, Samsung also uses cross-merchandising and interactive product demonstrations to present devices as part of a connected experience.

    “An intentional opening means the space exists to deepen understanding, provide service access, and foster meaningful interaction, not simply to expand footprint,” Collinson said.

    New Samsung store opening at CF Richmond Centre in Richmond, BC

    Helping Customers Understand Connected Experiences

    Education sits at the centre of Samsung’s retail strategy.

    As consumers adopt more connected devices and AI-powered features, Samsung sees its stores as places where customers can understand how new technologies work and how they may apply to their own routines. That includes Galaxy AI features such as Live Translate, Now Brief, photo editing and video creation, along with SmartThings experiences connecting mobile devices, televisions, audio products and home appliances.

    Samsung’s approach is part of its wider ambition to become a “companion to AI living,” a vision shared by TM Roh, CEO and Head of Samsung Electronics’ Device eXperience Division, during the company’s CES 2026 remarks.

    The vision centres on embedding AI across Samsung’s products, services and connected experiences in a way that feels natural, personal and dependable. Physical stores support that objective by giving customers an opportunity to experience the technology firsthand and understand how individual features may be relevant to their lives.

    Samsung’s position is that artificial intelligence should feel approachable and practical. In-store demonstrations allow customers to experience those capabilities directly, with staff explaining features based on individual needs and interests.

    “Our stores are designed to make technology approachable through interactive displays, hands-on experiences, and personalized guidance,” Collinson said. “That personalized approach helps simplify AI, build confidence, and show customers how Samsung technology can add value to their everyday lives.”

    That educational role becomes increasingly important as Samsung’s product ecosystem expands. A customer may visit a store to explore a smartphone and discover how it connects with wearables, tablets, PCs, televisions and home appliances.

    The value of physical retail is especially clear when several products are demonstrated together. AI-powered features and cross-device continuity can be easier to understand when customers can see and test how the devices interact.

    Service, Support and Customer Confidence

    The role of Samsung’s stores continues after a purchase is complete.

    Store teams support customers with device trade-ins, Samsung Care+, data transfers, product setup and SmartThings integration. For many consumers, setting up a new device can be one of the most important parts of the ownership experience, particularly when moving from an older device or connecting several products across the Samsung ecosystem.

    The company says in-store expertise is central to its Experience Store model. Store teams receive product training, leadership development, coaching and ongoing learning support so they can provide technical guidance and personalized recommendations.

    “In-store expertise is foundational to the Samsung Experience Store model,” Collinson said. “Our store teams do much more than help customers make a purchase. They provide technical guidance, troubleshooting support, and personalized recommendations that help customers get the most from their Samsung products and connected experiences.”

    This service-oriented approach recognizes that the customer relationship extends well beyond the sale. Samsung also measures success through trust, loyalty, retention and continued engagement with the brand.

    A return visit for technical support, interest in another product category or a recommendation to another customer can all indicate that a store is creating value over time.

    The Omnichannel Experience

    Samsung’s physical locations are designed to complement the company’s digital ecosystem.

    A customer may first encounter a product through digital advertising, creator content, social media, Samsung Members, Samsung.com or the Samsung Shop App before visiting a store. Others may research online and use a physical location for product comparison, pickup, returns or post-purchase support.

    Samsung’s retail network supports buy online, pick up in store, in-store returns, trade-in programs, financing and direct-to-home delivery for products such as televisions, monitors and appliances. Store teams can also assist with “endless aisle” purchases, allowing customers to select products in a store and have them shipped directly to their homes.

    The new locations in Calgary, Laval and Richmond also provide access to Samsung Care+, technical support, device troubleshooting and online pickup capabilities.

    “Ultimately, it comes back to One Samsung: creating a connected experience across every channel so customers can engage with us in the way that works best for them,” Collinson said.

    The path to purchase may involve several interactions before a decision is made. Customers can also return to the brand through service, support, upgrades or exploration of additional product categories after the sale.

    New Samsung store opening at CF Richmond Centre in Richmond, BC

    An Intentional Approach to Canadian Expansion

    Samsung says its Canadian store growth is guided by long-term strategy and the value a physical location can provide within its market.

    When evaluating new locations, the company considers the local customer base, population growth, brand affinity, trade-area reach and how consumers engage with Samsung products and services. Its goal is to open stores where hands-on product experiences, expert support and personalized service can strengthen the company’s relationship with the surrounding community.

    The stores at CF Market Mall, CF Carrefour Laval and CF Richmond Centre demonstrate that national approach. Their openings broaden Samsung’s direct retail presence across Alberta, Quebec and British Columbia, while the Square One store strengthens the company’s network in the Greater Toronto Area.

    Over the long term, Samsung aims to make its branded store experience accessible to 90 per cent of Canadians. The objective reflects its belief that in-person experiences remain valuable as consumers discover products and learn how emerging technologies work.

    Each store maintains a consistent Samsung brand experience while responding to the community it serves. That can include language support, cultural understanding, local activations and outreach to students, new Canadians and small businesses.

    “While we maintain a consistent Samsung experience across our store network, it’s equally important that each location reflects the community it serves,” Collinson said.

    Community demographics and local demand can also shape the store experience. In some markets, small-business needs may lead to dedicated business-to-business sections or enterprise showcases. Other locations may place greater emphasis on hands-on discovery, personalized guidance or connected-home education.

    The Future of Branded Technology Retail

    Samsung expects branded technology stores to keep developing as immersive destinations where customers can experience AI-powered devices and connected ecosystems firsthand.

    That development comes as consumers expect their devices to work together across different aspects of daily life. Physical retail gives Samsung an opportunity to make those connections tangible and to demonstrate how its products, services and AI features operate within a wider ecosystem.

    “Customers are not just looking for a place to transact,” Collinson said. “They want support, education, convenience, and experiences that help them understand how products can fit into their lives.”

    Samsung’s latest openings across Alberta, British Columbia and Quebec show how the company is putting that strategy into practice across Canada. Its stores provide places where customers can ask questions, try new technologies and learn how connected devices may fit into their lives.

    As Samsung advances its vision of becoming a companion to AI living, physical retail will remain one of the places where that ambition becomes visible, practical and accessible to Canadian consumers.

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