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Vistar Media Research Shows How Seasonal Products Shape Canadian Consumer Behaviour

Vistar Media photo
Vistar Media photo

From Pumpkin Spice Lattes to holiday cups, some seasonal products have become cultural cues consumers recognize instantly. For advertisers, there’s a lesson: the more iconic the product, the less an ad may need to say.

New Canadian research from Vistar Media and Angus Reid found 39% of Canadians took action after seeing OOH advertising, including 22% who searched online for a brand.

Scott Mitchell, Managing Director, Canada at Vistar Media, said the strongest brands have built such recognizable visual identities that consumers can understand the message almost instantly. 

“You see a certain cup, colour palette or piece of seasonal imagery and you already know what brand it is and what time of year it represents. That kind of recognition is incredibly valuable because an ad doesn’t have to spend much time explaining itself,” he said.

“For retailers, the lesson is that distinctive brand assets matter. It could be packaging, a colour, a shape or even a familiar way a product is presented. When those cues have been reinforced consistently over time, they can do a lot of the communication on their own. A Pumpkin Spice Latte is a good example. At this point, consumers don’t need a lengthy message explaining what it represents. The product itself has become shorthand for the arrival of fall.”

Vistar Media photo
Vistar Media photo

The role of nostalgia

Mitchell said seasonal products are interesting because people often associate them with much more than the product itself. 

“They can remind you of a particular time of year, a tradition or even a routine you’ve repeated for years. When a familiar holiday cup returns, for example, it can signal the beginning of the holiday season in a way that feels almost ritualistic,” he said.

“That gives brands an emotional foundation they don’t necessarily have to rebuild every year. Consumers already bring their own memories and associations to the experience. The opportunity is to build on that familiarity without simply repeating what came before. The strongest seasonal marketing feels recognizable, but still gives people something new to notice.”

Anticipation is part of the experience

Mitchell said it takes time for a seasonal product to go from being a limited-time offering to something consumers actively anticipate every year.

“You can’t manufacture a tradition overnight. The products that become genuine seasonal moments tend to return consistently enough that consumers start to expect them, talk about them and eventually use their arrival as a marker of the season itself,” he said.

“That anticipation is an important part of the experience. The launch is no longer simply, “this product is available again.” People know it’s coming, they watch for it and there’s a sense of occasion around its return. In some cases, the conversation starts before the brand has even said much.

“That consistency matters for retailers, too. There’s pressure to reinvent the seasonal playbook, but consumers may already be telling you which products or traditions are worth keeping. When something returns year after year and people begin to look forward to it, it stops feeling like a limited-time promotion and starts becoming part of the season itself.”

Timing and location matter

Seasonal advertising has a natural window where the message makes the most sense, and context can make that window much more effective. A fall food or beverage ad can land differently on a cool morning commute than it does weeks earlier when people are still thinking about summer, explained Mitchell.

“Similarly, an ad for a holiday retailer near a shopping district has a different role than the same message appearing somewhere disconnected from the shopping occasion,” he said.

“That’s where out-of-home (OOH) advertising has a natural advantage in seasonal campaigns: the environment can become part of the creative. Marketers can think about where someone is, what they may be doing and what makes sense at that particular point in the season.

“And that exposure can lead somewhere. Our recent Canadian research with Angus Reid found that 39% of Canadians took action after seeing OOH advertising, including 22% who searched online for a brand. The physical ad may be the starting point, but the consumer journey can continue well beyond it.”

Lesson learned from building recognizable moments

You don’t necessarily need a completely new idea every season. What do consumers already recognize, remember and look forward to from us?, added Mitchell.

“If customers genuinely look forward to a product, visual identity or tradition, that’s an asset worth building on. Keep the elements people recognize, but give them a reason to rediscover them each year, whether through a new variation, a creative refresh or a different way of introducing the season,” he said.

“There’s also a tendency in advertising to say too much. Seasonal campaigns are a good reminder that when a brand has done the long-term work of building recognition, simplicity can be an advantage. Sometimes one familiar image or product can carry more meaning than a headline ever could.”

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Toronto Hair-Removal Clinic Owner Sees Shift Toward Sugaring, Laser and Long-Term Savings

Aroma Waxing & Laser Clinic photo
Aroma Waxing & Laser Clinic photo

Mary Miljan opened Aroma Waxing & Laser Clinic in Toronto in 2008 and today the brand has three locations in Toronto and Mississauga.

She’s spent about 18 years working with clients and watching this business change from the ground up.

What she finds interesting isn’t only which treatments people choose, but how the way they spend has changed too. Years ago most of the conversation was waxing. Now the business gets so many questions about sugaring, men’s grooming, laser, hormonal hair growth and PCOS (Polycystic Ovary Syndrome), darker skin tones, and whether it makes financial sense to keep paying for temporary hair removal for years.

The business has even built a little calculator that gives people an estimate of what shaving, waxing or sugaring may cost over time compared with a laser package.

In an interview with Retail Insider, Miljan talks about the business and trends she is seeing.

Mary Miljan
Mary Miljan

How have customer preferences and spending habits in the hair-removal market changed since you opened Aroma in 2008?

When I opened Aroma in 2008, waxing was really the main conversation. People came in for their wax, came back five weeks later, and that was how it all began. From there we expanded our hair removal to Sugaring services then laser hair removal. 

Today clients know a lot more before they even walk through the door. They ask about waxing versus sugaring, sensitive skin, ingrown hairs, laser, different machines, skin tones, hormones and how many treatments they may need.

I also think people are more careful about how they spend their money. They are not only asking what the appointment costs today. They are thinking about how often they have to come back and what they are going to spend over the next five or ten years.

But one thing hasn’t really changed. People still want to feel comfortable, they want somebody experienced taking care of them, and they want the service done properly.

What trends are you seeing in demand for waxing, sugaring, laser hair removal and men’s grooming, and what do those trends tell you about how consumers are making decisions?

Waxing is still a very big part of our business, especially Brazilian waxing. We have clients who love waxing and have been doing it for years.

Sugaring has definitely become much more popular. Years ago a lot of people didn’t even know what it was. Now clients come in specifically asking for it, especially people with sensitive skin or people who prefer a more natural form of hair removal.

Laser has grown because people are looking more at the long term. They get tired of shaving, ingrowns or repeating the same waxing appointment over and over, and eventually they start asking whether laser makes more sense for them.

Men’s grooming has changed a lot too. Men are much more comfortable coming in for back, chest, Brazilian, beard and laser services. It is not unusual anymore.

What I see is that clients want choices. They want us to explain the difference between the services and then let them decide what works best for their skin, lifestyle and budget.

How have conversations around hormonal hair growth, PCOS and hair removal for people with darker skin tones changed the services customers are seeking and the questions they are asking?

People talk about these things much more openly now.

We see women who tell us they have PCOS or hormonal hair growth on the chin, face or other areas. They want to know why the hair keeps coming back and whether laser is still worth doing.

I always explain that hormonal hair can behave differently. Laser can help a lot, but somebody with PCOS may need more treatments or more maintenance because the hormones can continue producing new hair. I think it is important to explain that before starting instead of promising everybody the exact same result.

Clients with darker skin tones are also asking much better questions now. They want to know what machine we use and whether it is appropriate for their skin.

For lighter skin we can use Alexandrite, and for darker skin we use YAG. The wavelength and the settings have to be right for the person’s skin. That is where having an experienced technician really matters.

The questions today are much more educated. Clients want to understand what you are doing and why, and I think that’s a good thing. 

Are customers becoming more focused on the long-term cost of temporary hair-removal methods such as shaving, waxing and sugaring compared with investing in laser hair removal?

Yes, I think people are looking at the long-term cost much more now.

We have clients who have been waxing for years, sometimes the same areas every four or five weeks. At some point they start thinking about how much time and money they are putting into temporary hair removal and whether laser would make more sense for them.

I don’t tell everybody they should switch to laser because that’s not true. Some people love waxing, some prefer sugaring, and others are ready to start their laser journey. 

But people want to understand the difference in cost over five or ten years, not just what today’s appointment costs. That’s why we put the calculator on our website. It gives people a simple way to compare what they may spend over time on shaving, waxing or sugaring versus a laser package and then decide for themselves.

Aroma Waxing & Laser Clinic
Aroma Waxing & Laser Clinic

What do you see as the biggest opportunities and challenges for independent hair-removal businesses in Toronto and the broader Canadian market over the next few years?

I think one of the biggest opportunities is specialization.

Hair removal looks simple until you have been doing it for almost 20 years. Then you realize how different every person’s skin and hair can be. You have different skin types, hair types, hormonal growth, sensitive skin, ingrowns, different waxes and different laser settings.

Independent businesses have an advantage because we can really get to know our clients instead of treating every appointment exactly the same.

I also think having good staff is extremely important. You can have a hair removal clinic and the best machine, but if you don’t have experienced people doing the treatments and taking care of the clients, none of that matters.

Keeping good employees is a big part of running this kind of business. When technicians stay, they get to know the clients, the clients trust them, and that relationship is very hard to replace. Training somebody properly takes time. Experience takes even longer.

The challenge is that there is a lot of competition and sometimes everything gets compared by price. But hair removal is not just a product where the cheapest one is automatically the same. The technique matters. The person doing it matters. With laser, the machine and settings matter too.

For independent businesses, I think the future is going to be about experience, education and trust. Clients have more information than ever, so you have to be able to explain what you’re doing, be honest about what they can expect, and have a team that knows what they’re doing.

That is probably the biggest thing I’ve learned since 2008. The equipment changes and the trends change, but good people and good service are still what keep clients coming back.

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Twenty Two Media Launches foodism Creator Program With Six Toronto Influencers

Krista Faist
Krista Faist

Twenty Two Media has launched The foodism Creator Program, a new strategic initiative pairing Toronto’s most respected food, drink, travel and lifestyle creators with foodism’s media ecosystem. 

Recognizing that social-first content has reshaped how people discover dining, travel and local experiences, the new program will collaborate with well-known creators to produce captivating, mobile-first storytelling distributed across both creator channels and foodism’s owned platforms, explained the company.

Six brand ambassadors have been onboarded to represent key culinary and lifestyle pillars:

Ambassadors carefully curated and vetted

For foodism’s brand partners, the company said the program offers a turnkey way for brands to participate, with foodism managing everything end-to-end: from campaign briefs and creator matching to production, editorial oversight, platform optimization and multi-channel amplification. 

Unique to this program, ambassadors are carefully curated and vetted for alignment with foodism’s editorial standards, giving brands access to content guided by a trusted media brand with deep credibility within the local food and beverage scene. The result is a premium, brand-safe environment where partners can reach engaged audiences through authentic creator storytelling backed by foodism’s authority, it added. 

“With the constantly evolving media landscape, audience behaviours have shifted, and people are increasingly discovering dining, travel and local experiences through social content,” said Krista Faist, Founder of Twenty Two Media and Publisher of foodism. “By pairing our creators with foodism’s production team, brands get mobile-native video backed by editorial trust.”

The foodism Creator Program is now live and available for brand partnerships. For more information on the foodism Creator Program, including deliverables and pricing click here.

Audience behaviour has shifted

Twenty Two Media is a women-owned and women-led Canadian publishing house and creative agency founded in 2015 that produces premium consumer content. 

Faist said the initiative launched now because audience behaviour has shifted — people increasingly discover local dining and lifestyle through social-first vertical video, and advertisers are prioritizing authentic creator partnerships. 

“While print, digital display and editorial stories remain vital for establishing brand authority, social-first vertical video has become essential for discovery,” she said.

“Our brand partners know vertical video is essential to a complete media mix, but often struggle to produce or invest in content that feels authentic and maintains brand safety and editorial polish. We are launching this program to offer brands the best of everything. We want them to have their cake and eat it too!”

Krista Faist
Krista Faist

Faist said the creator program is going to expand its ability to work with its clients. 

“We already bring a solid media mix to the table with print, web, newsletter, social and experiential and now we’re adding creator story-telling. So if you love foodism, our audience and what we produce, this is a way to further keep everything under one roof. And that’s really the biggest business opportunity here: brand teams are BUSY, and they want less and less segmentation with their media spend, creative and campaign execution. We offer it all under one trusted brand,” she said.

“When we set out to build this roster, we weren’t just looking at follower counts or vanity metrics-we wanted creators who represent the absolute best of Toronto’s food, beverage, and lifestyle culture and have real authority in their specific niches.

“Each of these six creators brings legitimate expertise, whether it’s chef-led culinary content, sommelier-backed wine education, craft mixology, or local restaurant discovery. More importantly, they’ve built high-trust, highly engaged audiences who actually take their recommendations. They share our standards for visual polish and brand safety, making them a seamless extension of the foodism brand.”

Completely turnkey process

Faist said the creator program is a completely turnkey process. 

“We handle everything end-to-end—matching the brand with the right creator, handling strategy and scripting, leading production, and managing all approvals.  Distribution is where the real value lives: every campaign combines organic creator posting with guaranteed reach across foodism’s channels—including custom vertical video, newsletter inclusion, and built-in targeted paid media amplification.  Rather than selling one-off posts, we’re focusing on offering this as a premium add-on to broader foodism media packages. Pricing is performance-backed based on guaranteed impressions, giving brands turnkey production, authentic storytelling, and publisher scale in one seamless buy,” she said.

“We measure success by campaign performance and audience growth. For advertisers, we prioritize reach, view completion rates and real engagement like saves and shares, which indicate genuine consumer interest. We’ve also integrated third-party creator analytics tools so our partners receive clear, verified reporting across both creator and foodism channels.

“Commercial success also looks like repeat partnerships, strong campaign sales and expanded audience reach. Ultimately, a winning campaign is one where the brand sees real cultural relevance and product consideration, our creators produce content they’re proud of, plus our audience discovers something new and exciting.”

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Daily Synopsis: October 19, 2026

Welcome to the Daily Synopsis by Retail Insider. We hope you enjoy the 12 articles we published covering key developments in Canadian retail. Here are a couple highlights with a full list of the day’s articles thereafter.

Primaris REIT is reshaping its portfolio by selling its 50% stake in Kingston’s Cataraqui Centre for $41.8 million while investing $411 million to acquire Upper Canada Mall in Newmarket. This shift targets higher-performing assets with more growth potential amid difficulties in re-leasing large vacant spaces like the former Hudson’s Bay at Cataraqui. Separately, Golf Town is planning a three-to-five-year modernization of its 50 stores inspired by its $15 million Oakville flagship, which features advanced custom fitting and interactive golf technology to boost customer engagement.

Consumer spending plans have softened in Canada’s third quarter of 2026 due to trade uncertainty and rising inflation expectations, despite improvements in financial health and business sentiment. Statistics Canada reported a 3.1% year-over-year increase in consumer prices in September, driven by gasoline and energy costs, while grocery inflation eased. In this environment, retailers must balance technology integration with human-centred service, as investing in knowledgeable staff and physical stores remains essential to maintain consumer trust and loyalty.

🗞️ The Day’s Retail Insider Article List

🌐 Canadian Retail News From Around the Web

Primaris to Sell $41.8 Million Stake in Kingston’s Cataraqui Centre Amid Portfolio Reshaping

Cataraqui Centre in Kingston, ON. Image: Primaris REIT

Primaris Real Estate Investment Trust has agreed to sell its 50% managing interest in Cataraqui Centre in Kingston, Ontario, for $41.8 million, continuing its strategy of disposing of selected shopping centre properties while directing investment toward other Canadian retail assets.

The transaction, announced October 16, is expected to close by January 6, 2027, subject to customary closing conditions and any required regulatory approvals. The purchaser has not been publicly identified, and Primaris intends to use the net proceeds for debt repayment and general trust purposes.

The sale comes as Primaris completes its $411-million acquisition of Upper Canada Mall in Newmarket, Ontario. The two transactions provide an interesting comparison of how the REIT is allocating capital across its Canadian shopping centre portfolio, including properties with substantial vacant retail space.

Cataraqui Centre Faces Significant Vacancy

Located at 945 Gardiners Road, Cataraqui Centre spans approximately 572,600 square feet and serves Kingston and surrounding communities in eastern Ontario. The enclosed shopping centre opened in 1982 and underwent renovations in 2022.

Its tenant mix includes Sephora, Sport Chek and Marshalls, along with fashion, footwear, beauty and service retailers. According to Primaris, the property currently has 67% in-place occupancy, leaving considerable space available for leasing.

The largest vacancy is the former Hudson’s Bay department store, which occupied approximately 113,000 square feet. The location closed during the retailer’s nationwide liquidation in 2025, removing a major anchor tenant from the shopping centre.

Primaris regained control of the former department store premises in June 2025 following the disclaimer of Hudson’s Bay’s lease during insolvency proceedings. The space represents a substantial re-leasing opportunity, although no replacement tenant or specific redevelopment plan has been announced.

Despite its vacancy challenges, Cataraqui Centre continues to generate significant retail sales. Primaris reported current same-store sales productivity of $639 per square foot in its October 16 announcement, compared with $626 per square foot for 2025 and $616 in 2024.

Re-leasing a former department store of this size can involve subdividing premises, upgrading building systems and accommodating the requirements of incoming retailers. Such projects can require substantial capital, with costs and potential returns varying considerably between properties.

Primaris Continues Portfolio Reshaping

Primaris has been actively adjusting its Canadian shopping centre portfolio through acquisitions and dispositions, concentrating investment in properties where management sees stronger long-term growth opportunities.

The REIT has identified approximately $500 million in potential dispositions over three years, including selected non-core shopping centres, land and outparcels. The Cataraqui Centre transaction is part of that capital-recycling program.

“The sale improves overall portfolio quality, reduces exposure to assets with more limited growth opportunities, simplifies ownership structures, and provides additional financial flexibility to support strategic growth initiatives and capital allocation priorities,” said Alex Avery, Chief Executive Officer of Primaris REIT, in the company’s announcement.

The disposition will eliminate Primaris’ managing interest in a property it has classified as non-core. The REIT has not disclosed the specific financial assumptions behind its decision to sell, although its stated strategy involves directing capital toward assets expected to deliver stronger long-term value.

Alex Avery
Alex Avery

The company has also been consolidating ownership of selected shopping centres. Earlier in 2026, Primaris acquired the remaining 50% interest in Regent Mall in Fredericton, New Brunswick, for approximately $64 million, bringing that property under full ownership.

The Regent Mall acquisition provides an important distinction. Primaris continues to invest in regional shopping centres outside Canada’s largest metropolitan markets, while making different investment decisions about individual properties.

Upper Canada Mall Acquisition Shows Investment Priorities

Primaris completed its $411-million acquisition of Upper Canada Mall in Newmarket on October 15, adding approximately 990,000 square feet of retail space to its portfolio. The shopping centre serves Newmarket and the northern Greater Toronto Area, with retailers including Apple, Aritzia, Browns, Lululemon, Uniqlo, Sport Chek and Winners.

As previously reported by Retail Insider, Upper Canada Mall generated approximately $888 per square foot in annual tenant sales productivity and $271 million in annual commercial retail unit sales.

Its reported sales productivity is considerably higher than Cataraqui Centre’s $639 per square foot. The figures cover different reporting periods, but they provide a useful indication of the relative sales performance of the two properties.

Upper Canada Mall also has substantial vacant retail space. Primaris identified approximately 263,400 square feet of former anchor and large-format premises with potential for re-leasing, creating opportunities to introduce additional tenants and increase rental income.

The Newmarket property occupies approximately 76 acres, providing potential for future development. Its location in the northern Greater Toronto Area also offers access to a substantial regional customer base, although leasing and development returns will depend on market demand and capital requirements.

Both properties therefore present opportunities to generate income from vacant space, but the financial prospects of those opportunities can differ considerably. Sales productivity, demographics, tenant demand and the cost of preparing premises for new occupants all influence the economics of repositioning a shopping centre.

For Primaris, Upper Canada Mall represents a substantial investment in a property where management sees opportunities for income growth. The Cataraqui Centre disposition reflects the REIT’s decision to direct capital elsewhere within its portfolio.

The Future of Cataraqui Centre

The sale comes as Canadian shopping centre owners continue addressing vacancies left by Hudson’s Bay’s collapse. The retailer’s departure created large blocks of available space across the country, requiring landlords to assess replacement tenants, subdivision opportunities and alternative uses.

For regional mall owners, the financial challenge involves balancing the cost of re-leasing or repositioning vacant space against the rental income that can realistically be achieved. Properties with stronger tenant sales and established demand from expanding retailers may offer more attractive returns on that investment.

Cataraqui Centre remains an established retail destination in Kingston, with national tenants and considerable available space. The proposed transaction will introduce a new ownership arrangement as decisions about the former Hudson’s Bay premises and other vacancies remain outstanding.

The sale is expected to close in early January 2027. Further details about the purchaser, future property management and potential leasing plans have yet to be announced.

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Golf Town Plans National Store Modernization Following $15 Million Oakville Flagship

A redesigned full-service footwear section anchored by FootJoy’s FJ FitLAB at Golf Town Oakville

Golf Town is planning significant expansion and modernization across its Canadian retail network over the next three to five years, using its new $15-million flagship store in Oakville, Ontario, as a model for future investment.

The retailer, which operates 50 stores nationally, is exploring additional flagship locations in major Canadian markets while preparing to introduce selected features of the Oakville concept into existing stores. Plans include expanded custom fitting services, equipment personalization, updated merchandising and a forthcoming website replatforming.

Barry Williams, President and Chief Merchandising Officer of Sporting Life Group, which operates Golf Town, Sporting Life and Team Town Sports, outlined the strategy in written responses to Retail Insider.

“The Oakville flagship is the blueprint for Golf Town’s broader growth strategy,” Williams said. “Golf Town’s growth journey is far from over, with significant expansion and modernization plans set over the next 3–5 years.”

Oakville Flagship Provides Model for Future Investment

Golf Town’s new Oakville location spans 40,000 square feet, approximately two-and-a-half times the size of a typical store. The $15-million investment marks the retailer’s 50th Canadian location, with grand-opening celebrations scheduled for October 17 and 18.

Located at 290 North Service Road West, near Glen Abbey Golf Club, the store serves an established golf community in Oakville and is accessible to customers throughout the Greater Toronto Area and Southwestern Ontario. Williams said Golf Town had wanted to develop a flagship concept for several years, with active planning beginning in late 2025.

The location combines a large merchandise assortment with custom fitting facilities, golf simulators, putting technology and equipment personalization. It also provides space for clinics, events and activities intended to encourage customers to visit throughout the year.

Golf Town is examining how these features can be incorporated into other stores. Williams said locations do not need the size or investment level of the Oakville flagship to offer many of its services.

“A location doesn’t need a 40,000 sq. ft. footprint to deliver this level of service,” he said, identifying StudioX custom fitting, brand presentations, modern merchandising and personalization as priorities for future investment.

The company has not identified which existing stores will receive upgrades or announced locations for additional flagships. It has also not disclosed a capital budget for its broader modernization plans.

Retail Insider previously reported on the Oakville flagship’s $15-million investment and store features. Williams’s additional comments provide further detail about how the concept is expected to influence Golf Town’s national operations.

Expansive 1,300 sq. ft. putting green featured alongside Golf Town’s first-ever dual-projector PuttView installation, Oakville store. Image: Golf Town

Custom Fitting and Personalization Drive Store Strategy

Golf Town has made specialist services a major component of the Oakville flagship, investing in technology that allows customers to test equipment and work directly with trained employees.

The store includes five Foresight simulator bays, two StudioX custom fitting bays equipped with Zen Green technology, a dual-projector PuttView putting studio and a 1,300-square-foot putting green. Quintic putter analysis technology and Golf Town’s Master Club Fitters provide additional resources for customers seeking equipment suited to their individual playing characteristics.

Williams said the technology combines swing and ball-flight data with specialist advice to help golfers make informed equipment decisions. Foresight simulators are already available throughout Golf Town’s network, while Oakville brings several fitting and putting technologies together in a larger setting.

The flagship also introduces Golf Town’s first in-store personalization service, with a staffed Pro Shop offering wedge stamping, golf ball logo printing and customization of accessories such as tees and headcovers.

Williams said the service allows customers to work directly with staff on customized equipment while reducing turnaround times. Personalization is among the features the retailer expects to incorporate into future store investments.

The company has not provided conversion rates or other financial data showing how fitting appointments and personalization services affect sales. These services nevertheless provide opportunities to engage customers through equipment testing and specialist advice.

Dedicated shop-in-shops for top golf brands, including TaylorMade, Callaway, Odyssey, PING, and Titleist. Image: Golf Town Oakville

Expanding Customer Activity Beyond the Golf Season

The Oakville flagship has been designed to accommodate golfers throughout the year, including during periods when outdoor courses are closed or operating on reduced schedules.

Indoor simulators, putting facilities and fitting services allow customers to practise and test equipment during the off-season. Golf Town also plans to host clinics, product events and appearances by golf ambassadors.

The company is piloting new off-season league concepts to encourage regular customer activity. Williams described the flagship as a gathering place where retail, services and participation in the sport can support one another.

Golf Town is assessing the store through several measures beyond merchandise sales. Williams said the company tracks customer traffic, fittings, simulator sessions, expert services and event registrations alongside sales performance.

These indicators will help the retailer understand how customers use the format as it considers investments elsewhere in Canada. Golf Town has not disclosed specific financial targets for the flagship or projections for the services it offers.

Canadian Golf Participation Supports Investment

Golf Town’s plans follow several years of strong golf participation across Canada, providing a favourable backdrop for investment in stores and customer services.

According to the National Golf Course Owners Association Canada’s 2026 Pulse Report, rounds played at Canadian golf courses increased 7.9 per cent in 2025 compared with 2024. The association also reported that rounds were 36.4 per cent above 2019 levels.

Those figures measure activity at golf courses, not equipment or apparel sales, but indicate that participation remains substantially higher than before the pandemic. Williams cited the sport’s continued growth as an important factor behind Golf Town’s investment in Oakville.

The retailer is also expanding its efforts to serve golfers with different levels of experience. At Oakville, Golf Town has redesigned its women’s apparel department to offer a broader assortment and is planning women’s golf clinics.

The company says the flagship is intended to serve everyone from beginners purchasing their first set of clubs to experienced golfers seeking custom fitting and performance analysis.

Fully redesigned women’s shop at Golf Town Oakville

Further Flagships and Store Upgrades Under Consideration

Golf Town’s longer-term plans include potential flagship locations in major Canadian markets and modernization projects across its existing network. The company has not announced additional cities, opening dates or the number of locations that could receive upgrades.

StudioX custom fitting, personalization and updated merchandising are among the features expected to guide future investment. Golf Town is also preparing to replatform its website, although it has not provided a launch date or further details of the digital project.

For the existing store network, the Oakville investment provides a range of services and merchandising features that can be introduced at different scales. Golf Town’s next decisions will determine which Canadian markets receive those investments and how quickly its modernization plans take shape.

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Bank of Canada surveys show consumers pulling back as trade uncertainty persists

Vlad Deep photo
Vlad Deep photo

The Bank of Canada says consumer spending plans weakened and inflation expectations rose in the third quarter of 2026, even as businesses reported improving sales outlooks and consumer financial health strengthened, with both households and firms facing continued uncertainty over trade tensions, tariffs and elevated prices.

The Bank released the reports on Monday.

The Canadian Survey of Consumer Expectations was conducted through an online panel from August 5 to 27. About three‑quarters of responses were collected before trade talks between Canada and the United States broke down on August 21, and the subsequent announcement of new Canadian counter‑tariffs. Follow‑up phone interviews took place from August 24 to September 4, 2026, said the Bank

Overview

  • In the third quarter of 2026, consumers’ long-term inflation expectations rose to match elevated shorter-term expectations. Consumers continued to cite trade tensions and energy prices as key sources of inflation. Expectations at all horizons moved higher after trade talks between Canada and the United States broke down.
  • Consumers reported better financial health than in the previous quarter. Gains in the value of financial assets and greater confidence in the labour market were cited as reasons for the improved expectations of future financial health.
  • Workers’ perceptions of the labour market improved slightly but remain below the survey average. Compared with the previous quarter, labour market perceptions rose among workers who are more exposed to trade with the United States but deteriorated among workers in sectors where artificial intelligence poses a higher risk of task replacement.
  • Despite improvements in financial health and labour market perceptions, spending plans deteriorated from already weak levels. High prices and economic uncertainty continue to weigh on consumers.
Andrea Piacquadio photo
Andrea Piacquadio photo

The Business Outlook Survey was conducted by in-person, video and phone interviews from August 6 to September 2. About three-quarters of the interviews took place before trade talks between Canada and the United States broke down and new Canadian counter‑tariffs were announced. The Business Leaders’ Pulse is conducted online every month; the latest results are from July, August and September. This quarter’s publication also includes results from special consultations in July and August about how firms are adapting to trade tensions and uncertainty, said the Bank

Overview

  • Survey evidence, gathered mostly before the breakdown in Canada‑US trade talks and the announcement of new counter‑tariffs, shows that overall business sentiment improved in the third quarter of 2026 after deteriorating in the previous quarter.
  • Firms reported better sales outlooks than in the second quarter. At the time of the survey, a lessening of the drag from both trade tensions and geopolitical uncertainty in the Middle East largely drove the improvement. Businesses also reported improved outlooks for export sales, supported primarily by solid US demand and high oil prices.
  • Firms’ investment intentions eased slightly but remain robust. Trade tensions and related uncertainty are weighing on the plans of several firms, but solid demand and elevated commodity prices support the investment plans of other firms. Despite some improvements in demand, firms’ hiring intentions remain soft, and most firms plan to keep headcounts unchanged.
  • The majority of firms still report spare capacity, but a slightly larger share than last quarter reported that they would have difficulty meeting an unexpected increase in demand.
  • Firms’ expectations for growth in their input and selling prices moderated but remain elevated. These expectations were often attributed to the impact of high global oil prices and trade tensions.
  • Firms facing larger‑than‑normal cost increases plan to continue passing them on to customers. For several firms, plans to further pass through costs reflect somewhat improved demand conditions and efforts to make up for past margin compression.
  • Compared with the previous quarter, firms’ inflation expectations eased overall but remain elevated.
  • Results collected since the breakdown in Canada‑US trade negotiations suggest that the new US tariffs and Canadian counter‑tariffs are weighing on firms’ outlooks. Inflation expectations have risen alongside the new tariffs and the recent rebound in energy prices. The tariffs are also dampening business sentiment, weakening outlooks for exports and investment, and putting upward pressure on costs and prices.
  • More generally, firms are adjusting to trade tensions through a range of measures, including modifying supply chains, increasing efficiency, exploring new markets and scaling back on capacity.
Maria Solovieva
Maria Solovieva

Maria Solovieva, Economist, TD Economics, said: “Overall, both business and consumer sentiment rose in Q3, although they remained subdued. As with the previous two surveys, the timing of the data collection complicates the interpretation of the results, with responses collected after the collapse of Canada-U.S. trade negotiations pointing to a modestly more negative outlook. Nevertheless, we view overall sentiment as supportive of growth on balance.

“The divergence between consumers’ and businesses’ inflation expectations is puzzling: consumers anticipate stronger and more persistent long-term pressures, while businesses continue to view the recent inflation shock as temporary. The focus will remain on the month-to-month inflation prints, as the share of firms intending to raise prices remains elevated. On that note, today’s inflation report suggests that those intended price hikes are still slowly manifesting, giving the Bank little justification for raising rates at next week’s policy meeting.”

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Mississauga entrepreneur opens butter-focused retail shop and expands wholesale business

A Mississauga specialty food retailer focused on flavoured butter has opened its first permanent store as its founder expands into wholesale distribution through partnerships with Ontario food businesses.

Butter Bar Boutique, located at 1006 Lagoon St. in Mississauga’s Port Credit area, features the company’s gourmet flavoured butters alongside specialty foods, kitchen products, entertaining accessories and gifts, with an emphasis on locally made and Canadian products.

Founded by entrepreneur Kate Engineer in 2023, Butter Bar has grown from a market-based operation into a retail business with production support from family-owned The Alliston Creamery. The company has also supplied its packaged butters to other retailers, including SanRemo Bakery and Downey’s Farm Market, with the products at those stores during the recent Thanksgiving weekend.

The boutique’s opening and the wholesale expansion mark the next stage of a business that Engineer initially operated herself, handling production, packaging and sales before partnering with a creamery to increase output.

Kate Engineer
Kate Engineer

From farmers’ markets to retail

Engineer developed Butter Bar after growing up around her family’s restaurant and working in retail marketing and communications. She later launched a fashion public relations agency and founded hospitality training company Servers Excellence before turning her attention to specialty food.

For the first three years of Butter Bar’s operations, Engineer personally made, packaged and sold the company’s butter. She introduced the products at the Port Credit Farmers’ Market and expanded her reach through pop-up shops and the One Of A Kind Show.

“I started Butter Bar out of a love for butter and cooking, and for the first three years, I did every part of it myself — from churning and flavouring to moulding, freezing, wrapping and selling every stick,” said Engineer. “It all began at the Port Credit Farmers’ Market and grew through pop-ups and the One Of A Kind Show. The support has been incredible. Customers kept coming back, sharing our butter with friends and encouraging me to keep going. That following made it clear that it was time to grow. Opening the Boutique and partnering with Alliston Creamery are the next chapter in a business built by hand, with a lot of love and a community that believed in it.”

The partnership with The Alliston Creamery has enabled Butter Bar to increase production and pursue wholesale distribution while retaining control over its flavour recipes. The creamery produces the butter using local Ontario cream and serves as the company’s co-packing and production partner.

The products are packaged in 250-gram portions wrapped in wax paper and placed in custom sleeve boxes. The companies also worked together to introduce the wax-paper packaging as an alternative to conventional foil wrapping.

“The Butter Bar team came to Alliston Creamery with a clear vision, and it challenged us to rethink both how we make butter and how we wrap it, right down to bringing traditional wax paper back into the process. It’s what happens when two passionate Canadian food businesses aren’t afraid to do things a little differently. We’re incredibly proud of these butters and can’t wait to see them debut at the Boutique,” said Marianne of The Alliston Creamery.

Kate Engineer
Kate Engineer

Wholesale distribution adds a growth channel

Butter Bar’s products are now available to retailers, with SanRemo Bakery and Downey’s Farm Market identified as the first businesses to carry the newly packaged collection. The company is seeking additional retail partners, including specialty food stores, gourmet grocers, farm markets, butcher shops, bakeries and gift shops.

Engineer said wholesale distribution complements the opening of the company’s own store by giving customers more opportunities to purchase the products.

“Opening our own Boutique was always part of the dream, but seeing Butter Bar on the shelves of other incredible food businesses is equally exciting,” says Engineer. “SanRemo Bakery and Downey’s Farm Market are destinations people already associate with great food, tradition and gathering, which makes them such natural first retail partners for us. And having the butters arrive just in time for Thanksgiving feels especially perfect — because if there’s ever a weekend that deserves really good butter, this is it.”

The flavoured butters retail for $30 to $34 per 250-gram package, depending on the flavour.

Store focuses on food and entertaining

The boutique combines Butter Bar’s products with a broader selection of specialty pantry items, gourmet foods, kitchen and tabletop products, charcuterie supplies, serving accessories and gifts. Its merchandise selection is intended to appeal to home cooks, hosts and shoppers looking for food-related gifts, while featuring products from Canadian makers.

The store is open Wednesday through Sunday at 1006 Lagoon St. in Mississauga.

Engineer said the permanent location provides an opportunity to present the products alongside other Canadian-made goods and give customers a more complete retail experience.

“There’s something incredibly nostalgic about butter, but there is also so much room to have fun with it,” added Engineer. “We’ve obsessed over everything from the flavours and ingredients to the way the butter is wrapped, boxed and displayed. The Boutique gives us the opportunity to share that entire experience with our customers and introduce them to other Canadian products and makers we love. Ultimately, Butter Bar is about making everyday food feel a little more special — and spreading a little joy along the way.”

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Staples Canada launches new business brand targeting organizations of all sizes

Staples photo
Staples photo

Staples Canada has launched a new business-focused brand aimed at bringing procurement, workplace products and services together for organizations ranging from small businesses to large enterprises.

The Richmond Hill, Ont.-based retailer announced Monday the launch of Staples Business, which will offer two purchasing programs with different levels of service, including options for customized procurement, personalized pricing and dedicated account support.

The move brings the company’s business offerings under a dedicated brand as it seeks to address the purchasing and operational needs of Canadian organizations facing multiple suppliers, unpredictable costs and supply uncertainty.

“Staples Business brings everything our business customers rely on together under one brand, building on our long-standing commitment to supporting Canadian businesses for more than 30 years,” said Chris Saniga, chief B2B officer at Staples Canada. “As a Canadian company, we understand the pressures organizations here are facing. Whether it’s a growing startup or a large enterprise, our goal is to take more off their plate so they can focus on what comes next.”

Two programs target different business needs

Staples Business will be available through two programs: Staples Business Preferred, designed for smaller businesses seeking everyday value, and Staples Business Professional, aimed at organizations requiring more customized purchasing arrangements.

The Professional program will offer customized procurement, personalized pricing, consolidated invoicing and dedicated account support. The company said the broader Staples Business offering will combine products and services intended to help organizations manage purchasing and workplace operations through a single provider.

The services include centralized purchasing, next-day delivery, print and marketing services, technology and information technology solutions, and expertise in workspaces, furniture and facilities. Customers will also have access to account representatives and category specialists for personalized support.

Staples Business is intended to serve organizations across a range of sectors, including education, health care, construction, corporate offices and professional services.

The company said the new brand is built around the platform “Behind every business is Staples Business,” reflecting its role in supplying products and services that support organizations’ day-to-day operations.

Staples Canada said the offering is designed to simplify purchasing and administration for businesses that must manage multiple vendors, online portals and invoices while dealing with changing costs and supply challenges.

Staples photo
Staples photo

Technology emerges as fastest-growing category

Technology is the fastest-growing category among Staples Business customers, according to the company, which pointed to changing workplace requirements related to productivity, collaboration and flexible working arrangements.

The retailer’s business offering includes technology and IT solutions alongside traditional office supplies, print services, furniture and facilities expertise. It also combines dedicated business support with a broader portfolio of products and services intended to help organizations manage their operations.

Saniga said the company’s Canadian presence is central to its approach to serving business customers.

“We’re proud to have more than 11,000 associates and operations rooted entirely in Canada, and that enables us to support Canadian businesses in a meaningful way,” added Saniga. “Whether organizations are growing, expanding their teams or adapting to new ways of working, they need a trusted partner that can help them move quickly. With teams rooted in communities across Canada, we’re equipped to deliver the products, services and expertise businesses, when and where they need us.”

Staples Canada said the brand is intended to support businesses at different stages of development, from entrepreneurs and smaller companies to mid-sized organizations and large enterprises. Its services are designed to accommodate organizations seeking routine purchasing as well as those requiring more specialized procurement support.

Launch coincides with rewards campaign

To mark the launch, Staples Business is also highlighting its annual Pay Days rewards event for business customers. The campaign offers customers the opportunity to win more than $75,000 in prizes, including a $10,000 grand prize that one business can spend at Staples, subject to terms and conditions.

Staples Canada is headquartered in Richmond Hill, Ontario, and operates a network of Canadian stores and online services. Its offerings include Staples Print, Staples Business and Staples Studio co-working spaces, serving consumers, educators, entrepreneurs and businesses.

The company said Staples Business will bring its business products, services and expertise together under one brand, with purchasing programs designed to meet the needs of organizations of different sizes.

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OPA! of Greece increases protein portions by up to 25 per cent

OPA! of Greece
OPA! of Greece

OPA! of Greece has increased the amount of protein in its souvlaki skewers by up to 25 per cent across its Canadian locations, a move the restaurant chain says is intended to offer customers greater value without raising prices.

The Calgary-founded quick-service restaurant brand said the larger portions are available now at all its locations nationwide as food affordability continues to influence consumer spending on meals.

“People are thinking more carefully about how and where they spend their money,” said Peter Shafik, director of menu innovation and supply chain at OPA! of Greece. “We know our guests are looking for meals that are filling, high quality and affordable. Rather than increasing prices, we wanted to provide even greater value by serving more protein at an affordable price.”

Portion sizes and value

The company said the change is intended to provide customers with more protein while maintaining its existing approach to pricing and food quality. Its announcement points to rising grocery costs as a factor shaping how Canadians make everyday food decisions.

OPA! cited Statistics Canada data showing food prices have continued to increase over the past year, along with the 2026 Canada Food Price Report, which estimates the average Canadian family will spend nearly $1,000 more on food this year than in 2025.

The company said the increased portions reflect its focus on generous servings and value for customers across Canada.

OPA! of Greece photo
OPA! of Greece photo

Canadian expansion

Founded in Calgary in 1998, OPA! of Greece began with a single restaurant focused on serving Greek cuisine using fresh ingredients. The company has since expanded to more than 120 locations across Canada, including British Columbia, the Prairie provinces and Ontario.

OPA! said its restaurants serve fresh, made-to-order meals and that the increased protein portions are part of its efforts to maintain its customer offering while addressing affordability concerns.

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