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Retail Sales Growth Masks a Shift to Experience Spending

By
J.C. Williams Group
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Real Sports in Toronto. Photo: Scotiabank Arena

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 OctoberOct-25Oct-24YOY
All Stores72,453,80270,730,5752.44%
Motor Vehicle and Parts Dealers20,505,27820,383,3830.60%
Gasoline Stations6,320,1176,433,882-1.77%
All Stores Less Automotive45,628,40743,913,3103.91%
Food and Beverage Stores13,252,34513,054,9421.51%
Supermarkets and Other Grocery Stores*9,537,6959,295,7822.60%
Convenience Stores711,993720,255-1.15%
Specialty Food Stores983,860911,2637.97%
Beer, Wine and Liquor Stores2,018,7972,127,642-5.12%
Health and Personal Care Stores6,176,3255,939,2573.99%
All Stores Less Automotive, Food, and Pharmacies26,199,73724,919,1115.14%
General Merchandise Stores9,812,9039,348,1674.97%
Furniture, Home Furnishings, Electronic and Appliance Stores3,824,1553,761,3871.67%
Furniture Stores1,213,9761,215,232-0.10%
Home Furnishings Stores806,850736,7719.51%
Electronics and Appliance Stores1,803,3291,809,384-0.33%
Clothing and Accessories Stores4,026,7463,740,0247.67%
Clothing Stores3,182,6242,942,8808.15%
Shoe Stores407,363409,798-0.59%
Jewellery, Luggage and Leather Goods Stores436,758387,34712.76%
Sporting Goods, Hobby, Book and Music Stores4,272,1873,840,01411.25%
Building Material and Garden Equipment4,263,7474,229,5190.81%
Miscellaneous Store Retailers2,963,1502,589,88114.41%
Cannabis Retailers451,727456,274-1.00%
Foodservices and Drinking Places

Retail Sales by Store Category, Year to Date Comparison

Year-to-Date Sales Ending OctoberOct-25Oct-24YTD
All Stores691,382,850660,513,3824.67%
Motor Vehicle and Parts Dealers195,918,062183,553,4806.74%
Gasoline Stations62,290,79664,595,863-3.57%
All Stores Less Automotive433,173,992412,364,0395.05%
Food and Beverage Stores130,652,737127,248,5532.68%
Supermarkets and Other Grocery Stores*93,500,03190,513,8603.30%
Convenience Stores6,928,7997,229,377-4.16%
Specialty Food Stores9,373,7678,762,4726.98%
Beer, Wine and Liquor Stores20,850,14220,742,8460.52%
Health and Personal Care Stores59,153,35355,126,6167.30%
All Stores Less Automotive, Food, and Pharmacies243,367,902229,988,8705.82%
General Merchandise Stores91,590,55487,558,1454.61%
Furniture, Home Furnishings, Electronic and Appliance Stores36,048,97434,417,4864.74%
Furniture Stores11,911,66211,433,4884.18%
Home Furnishings Stores7,241,0626,766,4527.01%
Electronics and Appliance Stores16,896,25016,217,5474.18%
Clothing and Accessories Stores35,913,59132,642,81810.02%
Clothing Stores28,002,84325,297,94410.69%
Shoe Stores3,864,5303,830,1220.90%
Jewellery, Luggage and Leather Goods Stores4,046,2153,514,75315.12%
Sporting Goods, Hobby, Book and Music Stores39,358,97636,268,6828.52%
Building Material and Garden Equipment40,455,80739,101,7363.46%
Miscellaneous Store Retailers26,515,77523,731,05611.73%
Cannabis Retailers4,594,1444,252,3188.04%
Foodservices and Drinking Places

Ecommerce Sales

Oct-25Oct-24
Ecommerce Sales, YTD39,933,31137,803,6515.63%
Ecommerce Sales, YOY4,101,766 4,251,816-3.53%

Regional Sales, Year to Date Comparison

RegionYear-to-Date, 2025Year-to-Date, 2024YTD
British Columbia85,000,43279,388,8387.07%
Vancouver42,834,10639,607,9618.15%
Alberta80,323,66376,284,1705.30%
Prairies*40,956,83139,274,9484.28%
Ontario229,704,750219,233,7854.78%
Toronto101,444,12598,225,1913.28%
Québec138,235,752132,698,7584.17%
Montréal68,293,91865,902,2413.63%
Atlantic Canada42,478,36040,780,7164.16%
Territories2,229,2662,121,5935.08%

NATIONAL RETAIL BULLETIN

Stay up to date with JCWG’s monthly analysis on U. S. and Canadian retail sales.

Canadian Retail Sales Dip in October, November Rebound Seen

By
Craig Patterson
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Downtown Montreal. Image: Toonie Tours

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.

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Splash and Dash Opens First Canadian Location in Toronto

By
Craig Patterson
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Photo: Splash and Dash Groomerie & Boutique

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 Mills
Photo: 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 Mills
Photo: 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.

More from Retail Insider:

Big Chicken Enters Canada With Plans for Expansion

By
Craig Patterson
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Shaquille O’Neal. Image: Big Chicken

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.”

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Boxing Day Still Matters for Canadian Retail, New Data Shows

By
Craig Patterson
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Black Friday shopping. Photo: Unsplash

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.

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WingsUp! sees delivery drive growth, expansion

By
Mario Toneguzzi
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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.

Darren Czarnogorski, President of WingsUp! restaurants, has been watching these shifts closely.

“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
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!
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.”

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AI-Driven Pricing May Be the Next Shock to Canadian Grocery Shoppers

By
Sylvain Charlebois
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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.

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Canadian Retail News From Around The Web For December 19, 2025

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Retail Insider
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Canadian Retail News From Around The Web

News at a Glance

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.

Canada shoppers face first holiday season without Hudson’s Bay since 1881 (Costar)

Lululemon shares up after Elliott Management builds US$1B stake, seeks CEO change (The Canadian Press)

Massive retail theft ring dismantled in three province police operation, 21 charged (CityNews Toronto)

Thieves dressed as Santa and his elves steal $3K worth of goods from Montreal grocery store (CBC)

Shop Canadian this holiday season at the Buy Canadian online department store (NOW Toronto)

B.C. supermarket to pay $750,000 over washroom videos that ended up on Russian porn site (CTV)

New Ethnic Supermarket to open in Burlington, Ont. in September (Grocery Business)

Ottawa’s “shoeman” laces up for retirement; Kiddie Kobbler St. Laurent set to close (CTV)

Organized crime group busted in theft of over $1M in drugstore face creams, razors in Ontario and Quebec (CBC)

Victoria businesses and police reshaping the ‘wild west’ image of downtown (Vancouver Island Free Daily)

NRG Haus to Bring Social Wellness Club to Liberty Village (6ix Retail)

The ultimate holiday gift guide to Toronto’s Roncesvalles neighbourhood (BlogTO)

Actual Body Opens Regenerative Wellness Clinic in Toronto 

By
Craig Patterson
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Actual Body Toronto. Photo: Pat Ryder

Actual Body Toronto has officially opened its first regenerative wellness clinic near Yonge and Sheppard, introducing a concept that blends science-based treatments with a hospitality-influenced guest experience. The clinic, which opened September 30, brings acoustic wave therapy, autologous exosome treatments, and a focused men’s sexual health program to a neighbourhood where demand for innovative health services is growing rapidly.

Founded by entrepreneur Ricky Fung, best known for creating the well-established Chronic Ink tattoo brand, Actual Body Toronto is an expansion into the wellness category. The clinic aims to deliver regenerative treatments that help support sexual function, pain reduction, hair restoration, and long-term skin health. With design, technology, and a wellness philosophy shaping the concept, the new clinic enters a competitive Toronto market with a distinct offering.

“We are building something grounded in science and guided by the belief that the body already knows how to repair itself,” says Fung. “Actual Body is designed to support that process rather than replace it.”

Ricky Fung

A Founder Known for Spotting Emerging Cultural Shifts

Fung has spent almost two decades building businesses that bridge culture, personal expression, and wellness. Chronic Ink’s rise from a single location to a multi-city creative brand reflected a period when tattoos were shifting into mainstream acceptance. The company, known for specializing in Neo-Traditional Asian tattooing, expanded across Toronto, Vancouver, Las Vegas, New York, and Taiwan.

His entry into regenerative wellness began with a personal experience. After living with a shoulder injury for more than 20 years, Fung visited a small clinic in Scarborough on the recommendation of a friend. A single acoustic wave therapy session resolved his chronic pain, prompting him to research the science behind it. The experience became the catalyst for what eventually evolved into Actual Body Toronto.

“It was unexpected,” says Fung. “I had tried every treatment available. Suddenly the pain was gone. That pushed me to dig deeper into how the technology worked.”

Fung spent months studying the clinical literature, meeting practitioners, testing equipment, and exploring supplier networks. He later secured exclusive Canadian rights to a proprietary acoustic wave therapy device used in men’s health and orthopedic applications, laying the groundwork for the clinic’s launch.

Regenerative Therapies Driving Growth in the Canadian Wellness Category

Actual Body Toronto is centered on two core technologies that are increasingly influencing the global wellness market: Acoustic Wave Therapy and autologous exosome therapy.

Acoustic Wave Therapy, or AWT, uses controlled sound waves to stimulate blood flow, promote microvascular development, and support tissue regeneration. It is widely used internationally for sexual health, injury recovery, circulation improvement, and certain aesthetic goals.

At Actual Body Toronto, AWT is offered across four categories: sexual health rejuvenation, cellulite reduction, pain relief, and non-surgical fat loss acceleration.

Men’s sexual health has become one of the clinic’s strongest-performing service lines, driven by both clinical outcomes and increased consumer openness around sexual wellbeing. Fung notes that many clients are seeking alternatives to pharmaceuticals or invasive procedures, and AWT offers a non-surgical option with measurable results.

This category includes one of the most significant findings from the clinic’s early testing: measurable increases in penile size among participants undergoing AWT for erectile function.

Photo: Actual Body Toronto

Clinical Findings on Erectile Function and Size Enhancement

Before launching the business, Fung recruited 20 volunteers from his personal network to test the AWT device under informal but evidence-informed conditions. Nineteen participants reported measurable improvements in erectile strength, firmness, and function. Many also documented increases in penile size ranging from 0.4 inches to approximately one inch after completing a series of sessions.

The results appear to align with broader research on angiogenesis, the process by which AWT stimulates new blood vessel formation. Fung says this regenerative response can lead not only to improved erectile performance but also, in certain cases, increased size.

“The mechanism is biological,” says Fung. “When microvascular density increases and circulation improves, tissue is better supported. What we have seen in our early testing is that this can lead to a measurable change in size for some clients. It is a regenerative outcome rather than an artificial enlargement.”

Sessions take only a few minutes, require no anesthesia or recovery period, and rely entirely on sound-based stimulation rather than injections or surgical intervention. Fung says the accessibility of the treatment has lowered barriers for men who might not otherwise seek help for sexual health concerns.

“We see clients across a wide age range,” he says. “For many of them, improvements in function or confidence are life-changing.”

The clinic expects this service category to remain a key pillar of its business as demand continues to grow in the GTA and across Canada.

Photo: Actual Body Toronto

Autologous Exosome Therapy and the Expansion of Regenerative Aesthetics

The second major offering at Actual Body Toronto is autologous exosome therapy. Exosomes are naturally occurring messenger cells responsible for delivering regenerative signals within the body. At Actual Body, they are derived from a client’s own platelet-rich plasma, processed, stabilized, and then used in treatments related to hair restoration, skin rejuvenation, and anti-aging.

These treatments complement the clinic’s regenerative focus by leveraging the body’s own cellular communication system. According to Fung, clients are looking for skincare and anti-aging solutions that feel more natural and deliver gradual, compounding improvements.

“This is a category with significant potential,” says Fung. “It gives clients a way to work with their biology, not against it.”

Exosome stabilization is a key differentiator. Once extracted from the body, exosomes typically lose efficacy quickly. Actual Body Toronto uses a laboratory process that encapsulates and preserves them, allowing for both microneedling treatments and topical applications that penetrate the skin barrier.

The clinic expects the exosome program to become an anchor for its broader expansion strategy.

Hullmark Centre at 4773 Yonge St in Toronto. Photo: Metropolitan Commercial Realty

A Design Strategy That Supports the Clinic’s Positioning

Actual Body Toronto also distinguishes itself through the design of its physical space. The 800-square-foot clinic was developed with VLC Studio and creative director Vanessa Cesario to create a calming, cocoon-like environment. Walls feature a warm limewash finish in Cardamom by Bauwerk, while a curved glass block wall offers visibility into the clinic’s lab.

Brushed steel millwork and a sculptural Concord Lighting installation composed of more than 100 hand-assembled fins contribute to a modern, wellness-forward aesthetic. A signature scent supplied by Saje, combined with a pre-treatment grounding session through a headset-based relaxation program, reinforces the clinic’s emphasis on sensory experience.

“We designed the clinic to be restorative from the moment a client walks in,” says Fung. “The treatments are technical, but the environment is built for comfort.”

Actual Body Toronto. Photo: Pat Ryder

Client Outcomes Illustrate Demand for Regenerative Care

Although the clinic is new, Fung says early client outcomes have reinforced the need for accessible regenerative treatments in Toronto. Clients with longstanding injuries, such as chronic back or shoulder pain, have reported improvements after only a few sessions. Others seeking greater sexual confidence or improved performance have sent feedback describing meaningful changes in daily life.

One client with severe pain following a motorcycle accident reported experiencing her first pain-free day in more than 18 years. Another, in his sixties, regained erectile function without the need for injections after completing a series of AWT sessions. A younger client shared that improvements in performance helped resolve long-standing confidence issues in intimate settings.

“These stories matter because they highlight the human impact,” says Fung. “People want treatments that work and that fit their lives.”

Photo: Actual Body Toronto

A Hybrid Business Model Positioned for Scale

While Actual Body Toronto offers a full range of in-clinic services today, Fung says the company will refine its approach as it prepares for expansion. The long-term model is hybrid, combining in-house services with a wholesale product distribution strategy.

The clinic will continue to offer sexual health treatments, including erectile dysfunction programs and performance-focused AWT sessions, as well as select pain-management services. These categories align with the clinic’s exclusive technology rights and deliver clear differentiation in the market.

The cosmetic and skincare components, particularly exosome-based products, will transition into a wholesale model aimed at medical spas, dermatology clinics, and cosmetic practices. Rather than competing with established providers, Actual Body Toronto intends to supply them.

“Thousands of clinics already have the clients,” says Fung. “We can complement what they do by providing the regenerative component.”

Fung notes that his previous experience running a wholesale body jewelry business gives the company an advantage in building a scalable distribution network.

Positioning in a Changing Toronto Wellness Landscape

Toronto has seen a significant rise in wellness concepts over the past decade, including IV therapy lounges, infrared studios, functional health clinics, and recovery centres. Consumers are increasingly seeking non-invasive treatments grounded in science, particularly those that focus on longevity and regenerative outcomes.

Actual Body Toronto is entering the market at a time when wellness is becoming a larger component of mixed-use retail environments. Neighbourhoods like Yonge and Sheppard, which combine high-density residential towers with transit accessibility and service-oriented retail, offer a strong environment for growth.

Fung says the location supports clients seeking privacy and convenience. “People want wellness services close to home,” he says. “This neighbourhood gives us access to a diverse and engaged client base.”

Actual Body Toronto is now open at 4773 Yonge Street, Unit 3D, in Toronto.

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Is Your Toronto Commercial Lease Ready for World Cup 2026?

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Retail Insider
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Financial District in Toronto. Photo: Destination Toronto

By Arman Poushin, Associate in the Commercial Leasing Practice Group at WeirFoulds Toronto

December 5 and 6, 2025 marked major milestones on the road to the FIFA World Cup 2026™. The final groups were drawn on December 5, and the next day FIFA revealed the schedule confirming where every match will be played and when the action will kick off. Toronto will host six World Cup games, including one knockout-round match, guaranteeing massive crowds, global attention, and a summer unlike anything local businesses have seen before.

As bars, restaurants, hotels, retailers, and event spaces begin planning viewing parties and special programming, one question cannot be ignored: Is your commercial lease ready for the World Cup?

With the tournament expected to draw thousands of visitors into the city, even the most routine business operations can turn into potential leasing issues. Thinking ahead now can prevent last-minute headaches when the World Cup kicks off in June 2026.

Start with your lease!

The excitement around hosting World Cup events can make it easy for businesses to forget that many of their planned initiatives like adding themed decorations, expanding patios, hosting ticketed events, installing extra television screens, opening earlier or staying open later may directly conflict with their lease provisions.

A quick refresher on the lease can make all the difference.

For example, signage provisions in your lease often control what can go on windows, patios, or storefronts. A tenant might assume that hanging flags or World Cup banners is harmless, but many leases limit temporary signage or require landlord approval and consent before anything can go up on the exterior of the premises. Check your lease to ensure that hanging any banners or flags, or adding new signage, will be permitted. If not, ask your landlord for consent! And if the signage even looks like FIFA branding, that will introduce a whole different compliance issue (discussed below).

The permitted use clause may also be more limiting than tenants expect. A bar that casually shows sports on television probably won’t have issues with standard match-day viewing, but a full-scale viewing party, a ticketed event, or an outdoor projection screen may go beyond the lease’s scope. The same goes for retail tenants who might want to host crowd-drawing promotions tied to the tournament. Check your permitted use clause to ensure that you are actually permitted to show the games. Lastly, if you intend on serving alcohol during the games, ensure that your lease permits you to do so.

Before you start setting up tables and chairs outside, ensure that your lease permits you to use the outdoor area as a patio. You may also need to or want to apply for the CaféTO program, which has its own set of guidelines. Landlords and tenants should consider noise restrictions and rules around operating hours which become relevant for match times, which don’t always align with ordinary business hours. Landlords, especially in mixed-use developments, often set specific opening and closing times, and those don’t automatically change just because Canada is playing.

Even cost-sharing provisions may come into play. Many leases allow landlords to pass through increased operating expenses. More crowds can mean higher utilities, security needs, and waste removal. Tenants planning big events should anticipate that those additional costs might show up in their operating expense reconciliations.

The takeaway? Reviewing the lease now gives businesses room to adjust their plans or seek approvals well before the tournament kicks off.

Photo: The Rabbit Hole

Toronto Will Be Watching – And So Will City Officials

Beyond the lease, tenants should expect heightened attention from the City of Toronto. The City has been clear that it will enforce bylaws related to noise, signage, patios, crowd management, business licensing, and vending. Businesses that push the envelope without permits may face fines or charges. If City staff suspect counterfeit merchandise or improper use of FIFA trademarks, they may also escalate the issue to the rights-holders.

Tenants planning viewing parties should confirm early whether they need special event permits, patio extensions, noise exemptions, or any zoning-related approvals not just from the landlord but from the City. The City’s Community Activation Toolkit (link below) is a helpful starting point, but it doesn’t replace the need to check your lease and talk to your landlord. Most leases include clauses requiring tenants to comply with all applicable laws, by-laws, and regulations. Tenants who are unaware of licensing requirements could unintentionally violate their lease by holding unauthorized or illegal events.

FIFA’s Rules: A Different Layer of Compliance

As if lease provisions and municipal bylaws weren’t enough, businesses hosting World Cup-related events also need to be mindful of FIFA’s strict intellectual property protections.

FIFA’s logos, emblems, mascots, and branded terms like FIFA World Cup™ and FWC26™ are protected worldwide. Businesses can’t use them in signage, menus, or storefront displays unless they have formal authorization. Adding phrases like “unofficial viewing party” won’t fix a violation.

On top of that, FIFA has its own licensing regime for public viewing events. The rules depend on the nature of the event:

  • Regular bars, restaurants, and hotels can show matches on their existing screens without a license, as long as they don’t charge admission, add event-specific sponsors, or host more than 1,000 people.
  • Larger or more elaborate events do require a license, including outdoor gatherings, ticketed events, or anything involving sponsors or large screens.

Applications should be submitted at least 60 days in advance through FIFA’s online Public Viewing Platform. Landlords should also keep an eye on this, as improper use of FIFA branding by a tenant can create reputational or even legal exposure for the property.

FIFA logos

Making the Most of the Moment, Without Breaching the Lease

For tenants, the best approach is to treat the World Cup like a temporary but major operational shift. That means:

  • Reviewing the lease now, not a week before kickoff.
  • Talking to the landlord early about any approvals or flexibility needed.
  • Confirming any municipal permits well in advance.
  • Making sure no marketing materials imply FIFA affiliation.
  • Getting clarity on potential additional rent or operating expense impacts.

For landlords, World Cup planning can be an opportunity to improve tenant communication and building coordination. Establishing consistent rules around signage, noise, patio extensions, crowd control, and FIFA branding can help prevent disputes and keep the property running smoothly.

Final Thoughts

With Toronto hosting six World Cup matches, the summer of 2026 will be one of the busiest and most exciting periods the city has ever experienced. For commercial tenants, it represents a tremendous business opportunity. However, without proper planning, the same crowds and celebrations that draw customers could also create unintended lease disputes, regulatory issues, and licensing problems.

By reviewing their leases, understanding the City’s expectations, and respecting FIFA’s rules, businesses can take full advantage of the World Cup while keeping their operations smooth, compliant, and ready for kickoff.

Should you have any questions about your lease rights, or should you have any other commercial leasing questions, please reach out to Arman Poushin at apoushin@weirfoulds.com or by telephone at 416-947-5018.

City of Toronto Community Activation Toolkit [PDF]

City of Toronto’s FIFA World Cup 26™ website

Arman Poushin is an associate in the Commercial Leasing Practice Group at WeirFoulds. He practises commercial real estate law, advising landlords and tenants on retail, industrial, and office leasing matters, including lease drafting, negotiations, amendments, and due diligence. He previously worked at a large real estate developer and brings a practical, client-focused approach to his leasing practice, with a strong understanding of the Greater Toronto Area market.

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