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Daily Synopsis: May 22, 2026

Welcome to the Daily Synopsis by Retail Insider. We published 10 articles on Friday, highlighting key developments across Canadian retail sectors and foodservice expansions.

Retail sales rose to $72.7 billion in March as gasoline station sales increased amid fuel price hikes, while core retail sales excluding fuel and vehicles edged down. Meanwhile, Tim Hortons announced a $400 million investment to build or update 480 locations across Canada, focusing on modern design and digital ordering enhancements. The sports retail sector maintained growth with seven consecutive quarters of gains driven by fanwear and athletic footwear, supported by rising soccer popularity ahead of the FIFA World Cup.

 

Foodservice brands continue to innovate as Tahini’s expands its Shawarma Ramen offering nationally after successful initial sales, and SKYBIRD Asian Grill opened its fourth location as it targets urban markets. Loyalty programs see a shift with Canadians preferring everyday reward redemptions over large aspirational purchases, underscoring retailers’ need for simple, relevant engagement options.

🗞️ The Day’s Retail Insider Article List

 

🌐 Canadian Retail News From Around the Web

How Canadian Retail Businesses Can Reduce Staff Turnover With Better HR Software Tools

Leaving jobs too soon keeps causing headaches for stores across Canada. When workers exit fast, hiring gets pricier while shoppers notice gaps in help. Team spirit dips. Managers juggle more stress alongside stock checks and daily goals. Seasons shift. Shoppers want new things. Keeping staff feels just as crucial now as drawing people into shops. Stores ignoring this trend tend to see work slow down. Service wobbles without steady hands. Tools powered by tech are stepping in quietly – especially software that guides workers from day one to later roles.

The Price Companies Pay When Retail Workers Leave

Most retail businesses fail to see how much employee turnover really costs. Hiring replacements means posting job ads, holding interviews, bringing people onboard, then spending weeks teaching them the ropes. When gaps appear in schedules, current workers pick up more hours – this wears them down over time. Stress builds, moods sour, effort slips. All these small drains add up fast, particularly if a brand runs many stores or leans hard on temporary crews.

Most people notice when store employees keep changing. Seeing the same workers helps shoppers feel more at ease. Frequent exits of seasoned team members chip away at confidence in the brand. Stability tends to grow where companies invest time keeping their crew together. Long-term teams shape predictable visits, which stands out sharply among similar stores.

Employee Experience Affects How Long People Stay

Staying put feels easier when workers know what’s happening, get steady hours, plus see a path ahead. Retail staff sometimes grumble about changing shifts, slow replies to questions, or murky rules. Tiny problems like these might slip under the radar at first – yet pile up quietly over time. One thing leads to another until walking away starts making sense.

A paycheck alone won’t fix how people feel about work. These days, folks want honesty, room to move, yet also clear answers when they need them. When companies set up proper start guides, make learning tools easy to reach, while keeping messages fast and simple, workers begin to trust the place. Feeling backed like that? It leads to deeper involvement, along with sticking around much longer.

Smarter Hiring and Starting Work

Before a single day of work starts, feelings about the job already form. Slow hiring or messy start-up steps leave sour tastes right away. When stores hire fast, spell out what’s needed, one person fits into their role much smoother. First days go better if someone shows the way instead of leaving questions hanging.

Starting off right matters when someone joins a team. Electronic setup systems make sure everyone gets the same info about rules, paperwork, or learning steps. Instead of waiting, newcomers fill out digital forms at their own pace. They might check how things work before day one even arrives. Getting logins and guides early cuts down confusion later. When people understand what comes next, they start contributing sooner. Staying longer often follows when the beginning feels clear.

Better Scheduling and Workforce Planning

Shift timing sits at the heart of tension in store jobs. When hours shift suddenly, lives get disrupted – balance fades fast. Workers juggling family or study against erratic timetables start looking around. Stability matters; without it, people walk. Though pay gets attention, predictability holds weight just as heavy.

Most people work better when shifts fit their lives. Schedules built around real availability tend to feel less frustrating. Overtime rules get followed without constant checking. Workload needs to shift day to day, yet balance stays possible. Time tracking happens without endless paperwork piling up. Clarity comes easier when changes show instantly. Staff notice when decisions aren’t arbitrary. Respect often shows through consistent timing. Lower turnover follows when days off stay protected. Fewer last-minute dropouts happen if fairness guides planning.

Helping Retail Teams Share Information

Some days, retail workers shift between areas or sites without clear links. When news on deals or rules trickles out unevenly, gaps show fast. Confusion grows where messages stall – trust slips slow but sure.

Messages land better when everyone uses the same digital space for updates, replies, and reviews. Because voices get heard fast, people start counting on leaders more. Where talk flows clear, staff sense they matter instead of fading into the background.

Spotting Turnover Clues with Data

Turnover often catches stores off guard when staff walk out. Spotting red flags sooner works better than reacting late. Missing shifts more often might mean someone is checking options elsewhere. When schedule problems keep happening, it could point to fading interest. Engagement slipping? That quiet shift can signal a mind already halfway gone.

Spotting patterns in team data lets managers see issues early, so problems do not grow large. When leaders act on clear findings, responses fit better – maybe more coaching shows up, new shifts get tested, or growth talks begin. Fixing things ahead of time usually costs far less than hiring someone new after a departure.

Improving Skills and Job Growth

Most people stick around if they believe things might get better. When shop staff do not clearly see how they could move ahead, they often treat the job like a short stop. Hopes tend to fade slowly without chances to grow skills or take on new tasks.

Most workers stay longer when they see a path forward. Learning tools built right into company HR software follow who finished training, what skills people are building, how close someone is to hitting targets. Firms spending on ongoing growth show they back their team’s wins. Moving ahead step by step keeps people engaged. Stronger teams grow from within, ready for bigger roles down the road.

Canadian Business Focused Solutions

Out here in Canada, retailers deal with specific rules about pay, worker rights, and what needs to be filed on time. Tools shaped by those local details tend to smooth out daily tasks while lowering slipups. Off-the-shelf software often stumbles when handling how things really work across different areas.

Because they match national work rules and company habits, certain firms look for Canadian HR software. When tools follow regional laws, daily tasks often run faster. Managers find things easier. Workers notice fewer hassles. Efficiency grows behind the scenes.

Supporting Compliance and Workplace Wellbeing

Out of step with local rules? That lands companies on shaky ground – especially when each province sets its own pace. Slip up here, trust erodes fast; people notice who follows through versus who cuts corners. When fairness shows in day-to-day decisions, fewer heads turn toward the exit.

Integrated tools that combine workforce management with health and safety software help businesses maintain records, monitor incidents, and communicate safety procedures effectively.  Workers tend to believe leadership more if they see clear safety steps are taken. Staying out of harm’s way at work makes people stick around longer because it shows the company cares.

Using Technology to Keep People Longer

Sure, tools help – yet people stick around because they feel seen and heard. Leadership matters most when words match actions every single day. Messages flow better where digital paths exist instead of paper trails piling up. Recognition grows stronger if it shows up regularly, not just during reviews. Systems keep routines steady even when stores get busy or staff shift roles. What holds teams together isn’t software – it is trust built through repeated moments that add up.

Workers leaving jobs too soon? Canadian stores might fix that by checking how daily routines shape worker happiness. Smoother check-ins happen when systems respond quicker, treat shifts fairly, keep talk open, follow rules reliably. Starting strong means people stay longer – fewer exits mean steadier teams, less cash spent replacing folks, crews ready for surprises.

Start with listening – how workers feel matters just as much as what they do. Instead of guessing shifts, smart tools adjust schedules based on real availability, cutting confusion fast. When feedback flows freely between team members and leaders, trust grows without extra meetings. Some stores skip outdated methods by using digital checklists that guide training step by step. Fewer errors happen when tasks link smoothly across departments, like restocking tied to sales alerts. Happy staff often stay longer, especially if growth feels possible rather than promised. Systems built for daily needs help managers act early, not late. Lower turnover shows up quietly – in fewer temp hires, steady faces at registers, less retraining. Over time, routines shaped around people – not paperwork – keep operations running smoother than before.

How Last-Minute Gifting Behavior Is Changing With Faster Delivery Expectations

Last-minute gifting used to mean a rushed stop for flowers, a card, or a gift card near the checkout lane. Today, the behavior is more complex. Shoppers still need speed, but they also expect choice, tracking, polished packaging, and gifts that feel personal. This article was created by reviewing current retail delivery trends, online gifting habits, and common urgent life moments that drive search behavior.

For retailers, last-minute gifting is no longer just a holiday issue. It is part of everyday commerce. People search urgently when someone gets sick, starts traveling, has surgery, loses a loved one, or faces a sudden life change. The shopper is not browsing casually. They want a gift that arrives fast and still feels thoughtful.

Urgent Gifting Is Becoming More Search-Driven

Many last-minute gift searches now begin with a problem, not a product. A shopper may type “send soup to sick friend,” “gift delivery tomorrow,” “care package for surgery recovery,” or “same day sympathy gift.” These searches show clear intent. The buyer already knows why they are shopping. What they need is a trusted option like GiftLips that fits the moment.

This is where faster delivery has changed expectations. A gift arriving in a week may work for a birthday planned. It may feel too late for illness, recovery, grief, or an unexpected trip. In urgent moments, timing becomes part of the message. A gift that arrives while someone is still in the hard part can feel more caring than one that shows up after the need has passed.

A get-well care package fits this new behavior well. It speaks to a real-life moment, offers comfort, and solves a practical problem. Food, tea, soft treats, and ready-to-heat meals help the recipient without asking them to shop, cook, or host anyone.

Retailers that perform well in this space usually answer three questions fast. Can this arrive soon? Is it right for the situation? Will the recipient know it was sent with care? Product pages that make delivery dates, gift notes, and package contents clear can reduce doubt at the exact point a shopper is ready to buy.

The shift also changes how brands should think about search. Category pages built around occasions like illness, recovery, sympathy, travel, and “thinking of you” can match how people actually look for gifts. Searchers may not know the brand yet. They know the situation. Retailers that organize products around those moments have a better chance of meeting the need.

Faster Delivery Has Raised The Standard For Thoughtfulness

Speed once felt like a bonus. Now it often shapes the purchase decision. Shoppers may compare arrival dates before they compare flavors, colors, sizes, or packaging. Retail Insider has covered how fast shipping continues to influence customer behavior, while delivery performance remains tied to trust and repeat purchasing.

That does not mean every shopper wants to pay for the fastest option. Many still care about value. The change is that customers expect clear choices. They want to know what is available today, tomorrow, later this week, or with free shipping. Unclear delivery windows can push shoppers to another retailer.

Tracking has also become part of the gift experience. When someone sends a gift across the country, the shipping update becomes reassurance. It tells the buyer that their gesture is moving forward. For emotional gifts, that reassurance matters. A late or confusing delivery can make the buyer feel as if they failed to show up.

Retailers can respond by designing last-minute gifting paths that remove friction. That means visible cutoffs, simple checkout, curated gift sets, and easy message fields. The buyer should not have to build a basket from scratch under pressure. A small set of clear options can feel more helpful than endless choices.

The recipient experience matters just as much. A good urgent gift should be easy to open, use, store, and enjoy. Ready-to-heat meals, snack boxes, flowers, self-care items, and digital-plus-physical gifts work well because they require little effort. 

Retailers should also avoid overpromising. A fast delivery promise can win the sale, but reliability protects the relationship. This is especially true when the gift is tied to illness, sympathy, or recovery. In those situations, the delivery is not just logistics. It is part of the gift’s emotional value.

The New Last Minute Gift Feels Human, Not Rushed

Last-minute gifting is not becoming less thoughtful. It is becoming more responsive. Shoppers are reacting to life as it happens, then looking for gifts that help them show care from a distance.

That distance is a major factor. Friends and families are often spread across cities, states, and time zones. A person may not be able to bring soup, help with errands, or sit in a waiting room. Sending something quickly becomes a way to be present when being there in person is not possible.

Illness is one of the clearest examples. When someone hears that a friend has the flu, is having a rough recovery, or has a family health issue, they may immediately search for something useful and warm. The best gift does not require a long conversation. It simply says, “You are cared for.”

Travel also drives urgent gifting. A missed birthday, a sudden work trip, or a family emergency can create a need for fast support. Shoppers want flexible delivery and gifts that can meet the recipient where they are.

For retailers, the opportunity is to pair speed with empathy. Content can help guide the buyer before purchase. Articles and category pages can answer questions like what to send someone who is sick, what to send after surgery, or what to send when you cannot visit. This kind of content supports search while also helping shoppers make better decisions.

The brands that win last-minute gifting will not rely on speed alone. They will make the whole path easier, from search to checkout to delivery. They will clearly show arrival dates, offer useful gifts, and make the message feel personal. That is how last-minute shopping becomes a thoughtful act instead of a rushed fix.

From The Desk: Retail Resilience and Experiential Growth in Canadian Markets

This week’s retail news shows a continued focus on experiential retail and sustainability as businesses navigate ongoing economic pressures. Canadian consumers are changing how they shop for footwear, fashion, and foodservice, prompting brands to invest in immersive in-store experiences and technology-driven consumer insights to strengthen engagement. At the same time, major cultural events are driving creative retail activations that combine shopping, entertainment, and community.

These trends come as retailers face cautious consumer spending and inflationary pressures. In response, retailers and commercial real estate operators are refining strategies that emphasize value, convenience, and differentiation. As summer approaches, the industry’s ability to respond to changing consumer expectations and rising costs will shape which retailers perform strongest in the months ahead.

 

Retailer News

Vivobarefoot’s decision to open its second Canadian store on Toronto’s Queen Street West signals a nod to the rising consumer interest in wellness-driven, minimalist footwear and the power of physical retail in fostering community. This move highlights a niche footwear segment successfully integrating sustainability with performance, a theme that resonates across urban Canadian markets.

Complementing this, the imminent Time Out Market Vancouver opening at Oakridge Park dramatically enhances the mixed-use appeal by integrating vibrant culinary offerings and cultural programming in a 51,000-square-foot format. This development underscores how retail destinations are leveraging food and lifestyle experiences to anchor community hubs, a trend that mirrors initiatives like adidas’s transformation of Toronto’s STACKT Market into a World Cup fan hub that capitalizes on major events to generate immersive retail atmospheres.

The unveiling of Leger and Plus Company’s Smart Persona platform introduces a game-changing tool for real-time, data-driven consumer insights. By harnessing AI and synthetic personas, retailers and commercial real estate professionals gain dynamic feedback mechanisms to quickly test marketing strategies and product concepts, fostering agility in a market where rapid shifts define competitive advantage.

The broader retail landscape reveals a mixed financial picture underscored by inflationary pressures and evolving consumer behaviour. Statistics Canada reported that Canadian retail sales rose driven largely by gasoline stations amid global supply disruptions, yet core retail sales softened slightly, reflecting consumer tightening. This nuance highlights the challenges retailers face navigating fluctuating demand and cost increases, a dynamic further amplified by the latest CPI data showing a 19.2% surge in energy costs with consequences for operating costs and discretionary spending.

Corporate results add depth to this picture. Lightspeed Commerce’s improved financials, despite a net loss, reflect operational progress through increased revenues and positive cash flow, emphasizing the ongoing importance of technology solutions for omnichannel retail and hospitality sectors. Similarly, Corby’s record third-quarter results driven by ready-to-drink products illustrate brand resilience despite softer near-term outlooks, while The Home Depot’s steady performance amid housing affordability concerns underscores the sector’s ability to maintain growth through strategic store expansion and product relevance.

Retailer People News

Thought leadership continues to emphasize the intersection between retail and community infrastructure. George Minakakis’s advocacy for modernizing municipalities with business-like agility highlights the critical role of AI-driven economic development and operational reform in supporting vibrant suburban commercial real estate markets. His perspective connects retail ecosystem health directly to municipal innovation and infrastructure resilience, particularly as population growth pressures mount.

Meanwhile, companies like Soul7 Produce are carving new growth paths through social entrepreneurship and sustainable innovation. Their expansion into the U.S. market with affordable snacks made from upcycled produce reflects a business model that not only meets rising consumer demand for health and sustainability but also aligns retail growth with community impact and waste reduction.

Retailer Op-Eds

Industry opinion pieces underscore long-term shifts reshaping the retail environment. The significant growth of luxury resale in Canada captures a consumer mindset prioritizing investment value and sustainability, normalizing resale as a parallel market that brands and retailers must integrate into strategic planning. This parallels Aritzia’s success discussed in another editorial, where an “Everyday Luxury” strategy coupled with experiential brand ecosystems demonstrates how fashion retailers can thrive amid market fragmentation.

Additional analyses highlight ongoing grocery challenges, with food inflation easing slightly but remaining an acute pressure primarily driven by structural supply chain costs and emerging recycling regulations that increase compliance burdens, as explained in Food Inflation Cools and Recycling Rules. These factors complicate retailer efforts to balance affordability against sustainability goals, emphasizing the need for pragmatic adaptations in retail and commercial real estate sectors tied to food distribution.

 

Editor’s Take

The latest developments show that Canadian retail is changing, but the market remains resilient. Retailers are using experiential concepts and technology to strengthen connections with consumers as inflation and shifting spending habits continue to affect the industry. Expansions by brands such as Vivobarefoot and Time Out Market demonstrate how wellness, culture, and community-focused retail can help brands stand out in a competitive market.

At the same time, AI-powered tools such as Smart Persona are giving retailers and landlords better insights into consumer behaviour, helping them respond more quickly to changing trends. Financial results across the industry also show that consumers remain cautious as inflation and rising costs continue to pressure household spending, creating challenges for retailers including Lightspeed and Corby Spirit and Wine.

Broader industry trends, including sustainability initiatives, municipal modernization, luxury resale growth, and experiential fashion, show how retailers are adapting to changing consumer expectations. For retailers and commercial real estate leaders, this remains an important time to strengthen customer engagement, improve operations, and position their businesses for long-term growth.

This Week’s Articles

Retailer News

Retailer People News

Retailer Op-Eds

News From Around the Web

Luxury Shoppers Are Still Spending, But More Carefully: Canada Goose

Canada Goose at CF Sherway Gardens (Image: Canada Goose)

Canada Goose delivered strong growth in fiscal 2026, but the more revealing part of the company’s earnings call may have been how often executives discussed conversion, customer engagement, and cautious shoppers rather than traffic growth.

Executives repeatedly focused on store productivity, staffing, customer behaviour, and increasingly selective spending patterns, offering a revealing look at how luxury retailers are adapting to a more cautious consumer environment.

Canada Goose reported 18% fourth quarter revenue growth and a 10% increase in direct-to-consumer comparable sales, even as management acknowledged softer traffic in some tourism-heavy urban markets and a more uncertain outlook for luxury spending heading into fiscal 2027.

The contrast is becoming more visible across luxury retail. Consumers are still spending, particularly at the high end of the market, but purchases now appear far more considered than they were during the post-pandemic luxury surge.

Luxury Retailers Shift Focus Toward Conversion

During the earnings call, Canada Goose repeatedly pointed to stronger conversion across stores and e-commerce, suggesting that while fewer people may be casually browsing, shoppers entering stores are arriving ready to buy.

North American revenue increased 11% during the quarter despite softer traffic in some tourist-oriented urban locations, while direct-to-consumer comparable sales rose 10%.

Management also spent considerable time discussing staffing, training, customer experience, and digital integration as the company works to improve productivity across its retail network.

“We are applying greater rigor to improve productivity across our network,” said Chairman and CEO Danny Reiss.

Luxury retailers are investing more heavily in client relationships, experiential retail, and digital integration as discretionary spending becomes less predictable.

Retailers are also paying closer attention to the productivity of each store visit rather than relying primarily on higher mall traffic to drive growth.

New luxury wing at Toronto’s Yorkdale Shopping Centre. Photo: Craig Patterson

Canadian Consumers Becoming More Careful With Spending

Recent Canadian consumer research points to similar changes in shopping behaviour.

NielsenIQ said many Canadians are becoming more cautious with discretionary purchases as affordability pressures continue affecting household budgets. The report also noted that consumers are placing greater focus on controlling spending and making more selective purchasing decisions, including among higher-income households.

Consumers are still spending, but impulse purchases appear less common than they were several years ago.

Even within luxury retail, shoppers remain willing to spend on products they see as differentiated or worthwhile, though many purchases now appear more researched and prioritized.

Canada Goose’s own results reflected that dynamic. The company reported strong apparel growth and improving direct-to-consumer performance, even as executives acknowledged softer tourism flows and uneven traffic patterns in some markets.

Luxury Market Becoming More Polarized

Industry analysts have also pointed to a cooling luxury environment as aspirational luxury consumers begin pulling back after several years of elevated spending.

A recent Bain luxury market analysis found that growth across the sector has slowed as luxury brands become more dependent on higher-income shoppers.

In Canada, similar patterns are emerging. Earlier this year, a JLL retail study described what analysts called a “barbell” retail economy, where luxury and value-oriented retailers continue outperforming while middle-market discretionary retail faces greater pressure. Retail Insider JLL luxury retail analysis

In Toronto’s Bloor-Yorkville district, luxury brands continue expanding even as broader discretionary retail spending remains uneven.

Canada Goose executives also cited geopolitical tensions, softer tourism flows, and cautious discretionary spending as ongoing risks facing the luxury sector.

At the same time, the company still delivered strong growth, particularly in apparel and direct-to-consumer retail, suggesting affluent consumers remain willing to spend when products and brand positioning resonate.

Oakridge Park in Vancouver. Image: QuadReal

Retailers Working Harder for Every Sale

Luxury retail has changed considerably since the rapid spending surge that followed the pandemic.

For several years, many brands benefited from unusually strong demand, rising tourism, and aggressive discretionary spending. The luxury environment now feels far more cautious than it did several years ago.

Consumers are still shopping, but retailers no longer seem able to rely on traffic growth and impulse purchasing the way they once did.

Instead, the focus has shifted toward stronger conversion, customer retention, tighter inventory management, and making each store visit more productive.

What stood out during Canada Goose’s earnings call was not simply that the company delivered strong results. It was how much of the discussion focused on operating discipline, conversion, and more selective shoppers.

Luxury consumers remain active, but retailers are now operating in a market where every purchase matters more.

More from Retail Insider:

Why Food Brands Are Quietly Reversing Skimpflation

Photo: Jell-O

Most consumers have heard of shrinkflation. Less quantity, same price. It is highly visible and easy to notice, especially now that everyone carries a smartphone, takes pictures, and collectively compares products online. Consumers have become far more vigilant. Shrinkflation has long been perceived as a legal, yet deceptive, way to protect margins while quietly reducing value.

But another phenomenon has been unfolding more discreetly, and most consumers barely notice it. It is called “skimpflation.”

 

This occurs when manufacturers replace higher-quality ingredients with cheaper substitutes while keeping prices relatively stable. Artificial ingredients replace natural ones. Cocoa butter is swapped for alternatives. Sweeteners, oils, fillers, and flavoring systems are reformulated to cut costs. Unless consumers closely examine nutritional labels and ingredient lists, these changes often go undetected. Yet the food itself has fundamentally changed.

For years, the food industry justified these adjustments as necessary responses to inflationary pressures, volatile commodity markets, and increasingly price-sensitive consumers. In many cases, companies believed shoppers cared more about price than formulation. That assumption may now be changing.

A growing number of major food companies are quietly reversing course.

Jell-O, the iconic gelatin brand known for its bright colours and highly processed formulations, recently announced the launch of Jell-O Simply, a product line free from synthetic dyes and artificial sweeteners. The new line also contains 25% less sugar than traditional ready-to-eat Jell-O products. More importantly, Kraft Heinz has committed to removing certified synthetic colors across its portfolio by the end of 2027, including in legacy Jell-O products.

The confectionery sector is experiencing a similar recalibration. Products formulated with cocoa butter substitutes are increasingly losing appeal among consumers seeking authenticity and better quality. Reports suggest that Hershey plans to return to more traditional chocolate recipes next year, while other manufacturers are exploring similar moves. Barry Callebaut, one of the world’s largest chocolate suppliers, has acknowledged that a full recovery in cocoa demand may still take several years, but the direction is becoming clearer: consumers are paying more attention to what is actually in their food.

 

This shift is not driven solely by health concerns or marketing optics. Economics also play a central role.

Over the last several years, many major brands diluted their value proposition through aggressive cost engineering. As formulations changed and quality perceptions deteriorated, consumers increasingly realized that lower-priced private-label products were offering a remarkably similar experience at a discount. In some categories, national brands effectively trained consumers to trade down.

That is a dangerous trend for the food industry.

Competing exclusively on price creates a race to the bottom that rarely benefits anyone over the long term, including manufacturers, retailers, or consumers. While affordability remains critical during a period of persistent food insecurity and household financial strain, the industry cannot cut its way to sustainable growth. Innovation, quality, trust, and product differentiation remain essential drivers of long-term competitiveness.

Consumers may accept smaller packages during difficult economic times. What they are far less willing to tolerate is the perception that the food itself has been quietly downgraded.

The recent return to simpler recipes, recognizable ingredients, and more authentic formulations suggests that many food companies are beginning to understand an important economic reality: value is no longer defined solely by price. Increasingly, consumers are reassessing what they are actually paying for.

More from Retail Insider:

Retail sales jump to $72.7 billion in March: Statistics Canada

Andrea Piacquadio photo
Andrea Piacquadio photo

Retail sales increased 0.9% to $72.7 billion in March. Sales increased in four of nine subsectors, led by gasoline stations and fuel vendors but core retail sales, which exclude gasoline stations and fuel vendors and motor vehicle and parts dealers, were down 0.1% in March, according to a report released Friday by Statistics Canada.

In volume terms, retail sales decreased 0.7% in March. Retail sales were up 2.1% in the first quarter of 2026, marking a seventh consecutive quarterly increase. In volume terms, retail sales increased 1.2% in the first quarter, added the federal agency.

“The largest increase in retail sales in March was observed at gasoline stations and fuel vendors (+12.4%). The increase in March coincided with higher gas prices related to the supply shock resulting from the conflict in the Middle East. In volume terms, sales at gasoline stations and fuel vendors fell 1.9% in March,” explained Statistics Canada.

“Sales at motor vehicle and parts dealers fell 0.5% in March, with lower sales at used car dealers (-4.0%) leading the decline. Sales at new car dealers edged down 0.1% in March after recording two consecutive monthly gains. Automotive parts, accessories and tire retailers (+2.2%) were the only store type within this subsector to post an increase.”

Core retail sales edged down 0.1% in March after two consecutive monthly gains. The decrease was led by lower sales at building material and garden equipment and supplies dealers, which fell 2.9% in March following a 0.7% decrease in February. in March, lower sales were also recorded at general merchandise retailers (-0.5%), which fell for the first time in three months. The largest increase in core retail sales in March came from food and beverage retailers (+0.5%). The increase was led by a 0.8% increase in sales at supermarkets and other grocery retailers (except convenience retailers), said the report.

On a seasonally adjusted basis, retail e-commerce sales increased 1.5% to $5.1 billion in March, accounting for 7.1% of total retail trade, compared with 7.0% in February, said Statistics Canada.

Statistics Canada also provided an advance estimate of retail sales, which suggests that sales increased 0.6% in April.

“The inflation effect was expected in March and is going to carry through to April with the CPI showing goods prices rising a cumulative ~1.8% (seasonally adjusted) through these two months. The sinking volumes figures suggest consumers are already cutting back, as higher energy prices eat into budgets,” said Andrew Hencic | Director & Senior Economist, TD Economics.

Andrew Hencic
Andrew Hencic


“Our outlook is that private domestic demand (and particularly consumer demand) will be subdued in the second quarter, largely due to significantly higher energy prices. Provided energy prices begin falling in June, this should provide some relief and help private domestic demand gain traction in the second half of 2026. For the Bank of Canada, the current slack in the economy should allow them to look through the initial energy shock and wait for more clarity on how pervasive inflation pressures are becoming.”

More from Retail Insider:

Tim Hortons to build or renovate 480 restaurants across the country

Tim Hortons photo
Tim Hortons photo

Tim Hortons announced Friday that Canadian restaurant owners are investing $270 million, in addition to Tim Hortons corporate investing an additional $130 million, in a plan to build or renovate 480 restaurants across the country.

Nationally, 280 Canadian restaurant owners are investing in 400 renovations, with another 60 Canadian restaurant owners investing in 80 new locations. There are 1,500 Canadian restaurant owners who own and operate 4,000 Tim Hortons restaurants from coast to coast.

“Tim Hortons was built in Canada by Canadians, and we are proud to continue investing in Canada to give our guests beautiful, modern restaurants to enjoy,” said Axel Schwan, President of Tim Hortons. “These are Canadian families investing their own money in their own communities – and that’s something we’re proud of.”

Axel Schwan
Axel Schwan

Every dollar of these investments stays close to home. Building and renovating restaurants across the country creates meaningful, ongoing work for local and regional tradespeople – electricians, plumbers, carpenters, masons, painters, tilers, mechanical companies, roofers, general contractors and more – in communities across every province, said the brand.

“Renovation and construction material for Tim Hortons restaurants are sourced through Canadian-owned businesses, with most items manufactured on Canadian soil. Our custom restaurant furniture is handcrafted in Montréal from 100% Canadian-sourced maple. Every piece of signage is designed, fabricated, and installed by Canadian suppliers. And restaurant artwork is conceived by Canadian artists, creatives and brought to life by Canadian makers,” it explained.

Tim Hortons photo
Tim Hortons photo

Renovations and New Builds Improve the Guest and Team Member Experience, according to the company

  • Brighter, more beautiful restaurants: Guests want to visit and team members want to work in nice restaurants. With better lighting, layouts and design, renovated restaurants are more welcoming spaces for everyone.
  • Improved restaurant layouts: Better layouts allow team members to serve guests faster and more accurately.
  • Celebrating our Canadian heritage: As fixtures in communities for more than 60 years, it’s important to reflect and celebrate Tims Canadian heritage and community connection. Canadiana and our commitment to supporting youth through Tim Hortons Foundation Camps is woven throughout the updated design.
  • A standout baked goods showcase: Tim Hortons restaurants sell the most baked goods of any QSR in Canada. At the heart of each restaurant is a beautiful baked goods showcase that shows off our delicious donuts, cookies, Timbits, muffins and more.
  • Improved digital ordering and pick up: Many guests choose to order using the mobile app or kiosk vs at the register. Renovated restaurants make it more clear how to order digitally on site or where to pick up mobile orders.
  • Upgraded kitchen equipment: To ensure that guests always have the best food and drinks, served hot and fresh, renovated restaurants upgrade key pieces of equipment.
Tim Hortons photo
Tim Hortons photo

2026 Tim Hortons Renovations and New Restaurants*

ProvinceNew Tim Hortons RestaurantsRenovated
Tim Hortons Restaurants
Total
Alberta174966
British Columbia84351
Manitoba31013
New Brunswick31922
Newfoundland & Labrador21113
Nova Scotia21517
Northwest Territories101
Nunavut011
Ontario26188214
PEI112
Quebec145165
Saskatchewan31215
Total80400480
*Current estimate as of May 2026
Tim Hortons photo
Tim Hortons photo

In 1964, the first restaurant in Hamilton, Ontario opened its doors. It is Canada’s largest restaurant chain operating in the quick service industry with nearly 4,000 restaurants across the country. It has more than 6,000 restaurants in Canada, the United States and around the world.

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Canadian Tire Jumpstart Charities launches national initiative to build 25 new community soccer pitches

Canadian Tire Jumpstart Charities Launches National Initiative to Build 25 New Community Soccer Pitches Across Canada (CNW Group/Canadian Tire Jumpstart Charities)

Canadian Tire Jumpstart Charities (Jumpstart) is launching a new national initiative to help more kids access the game of soccer closer to home.

Jumpstart recently announced a multi-year commitment to build inclusive community soccer pitches across Canada by 2029. Designed to support free play, local programming and community connection, the initiative represents one of Jumpstart’s largest infrastructure investments focused on youth sport access, it said.  

The first pitch officially opened recently at Toronto’s Harbourfront Centre, with a second opening planned for Surrey, British Columbia on June 5. Additional locations in Edmonton and Winnipeg are expected to follow, with up to eight pitches opening across six provinces by the end of 2026.

Jumpstart, supported by Canadian Tire Corporation, is a national charity committed to enabling lifelong success through access to sport and play for children and youth across Canada by addressing financial, physical, and systemic barriers.

Jumpstart has an extensive national network comprising more than 1,000 grantees and 289 local chapters, and is dedicated to empowering community partners in the development of inclusive programming and infrastructure for Canadian kids of all abilities. It has provided more than 4.5 million opportunities for Canadian kids to get into the game since 2005.

Soccer is now Canada’s most-played youth sport, according to Jumpstart’s State of Youth Sport in Canada report, with half of Canadian youth participating in the game. Yet, affordability continues to be one of the biggest barriers to participation, with nearly half of youth saying sport is too expensive, explained the organization.

“When kids have safe, welcoming places to play close to home, it can change their relationship with sport entirely,” said Marco Di Buono, President, Canadian Tire Jumpstart Charities. “These pitches are about much more than soccer. They’re about creating spaces where kids can build confidence, feel connected, and simply have the opportunity to play.”

Marco Di Buono
Marco Di Buono

Built in partnership with local organizations and municipalities, the pitches are designed as welcoming, accessible spaces where kids and families can gather, play and connect close at home. Alongside free play opportunities, the spaces will also support community programming tailored to local needs, said the organization.

Through partners, including Free Play for Kids, Jumpstart added that it will work directly with communities to help shape how each pitch is activated and sustained over time.

The initiative is being advanced in collaboration with the Government of Canada through Sport Canada, alongside support from local donors, Canadian Tire Dealers and CT Real Estate Investment Trust (CT REIT). The Government of Canada is providing $2,165,000 to support the initiative, helping more children and youth access soccer from coast to coast to coast.

Adam van Koeverden
Adam van Koeverden

“Our new government is using sport as our ultimate nation-building tool – that means investing in both places and people,” said Adam van Koeverden, Secretary of State (Sport) and Canada’s FIFA Sherpa. “From the playground to the podium, sport helps young people build confidence, friendships and a sense of belonging while bringing communities together. Communities also need sport infrastructure that provides access and opportunities to play. This initiative will help remove barriers to participation and create spaces where the next generation can grow, thrive and dream big. Investments like this show how sport can unite communities and build a stronger Canada.”

Aligned with Jumpstart’s mission to enable lifelong success through access to affordable sport and play, this work supports community-based investments that expand access, particularly in communities where safe, affordable and inclusive spaces are needed most, noted the organization.

Canadian Tire Jumpstart Charities Launches National Initiative to Build 25 New Community Soccer Pitches Across Canada (CNW Group/Canadian Tire Jumpstart Charities)

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Canadians shifting focus to everyday loyalty rewards, Scene+ and Bond report says

Scene+ photo
Scene+ photo

Canadians are increasingly prioritizing loyalty rewards that are easier to redeem and more relevant to everyday spending habits, according to new findings released by Scene+ and Bond Brand Loyalty.

The companies said Canadians are holding an estimated $13 billion to $15 billion in unredeemed loyalty points, reflecting what they describe as a growing disconnect between the number of available earning opportunities and the complexity of redeeming rewards. The findings are drawn from Canadian data that will be included in The 2026 Bond Loyalty Report, scheduled for release in June.

The report found surveyed Canadians belong to an average of 15 loyalty programs, but many are not regularly using their accumulated points. According to the data, 28 per cent redeem points once a year or less.

The companies said the findings point to redemption becoming a more important measure of whether consumers see value in loyalty programs. While opportunities to earn rewards continue to expand, the report suggests barriers tied to redemption are affecting engagement.

The study also found surveyed Canadians increasingly favour smaller, more frequent rewards over larger aspirational purchases. While travel and other high-value redemptions remain popular, 60 per cent of respondents said they prefer small or medium-value rewards, more than double the share who reported saving for larger redemptions.

The findings come as consumers continue to look for ways to maximize the value of day-to-day spending on essentials and discretionary purchases alike.

“Canadians want rewards that are easy to use and relevant to their everyday lives, as well as their aspirations,” said Tracey Pearce, President of Scene+.

Tracey Pearce
Tracey Pearce

“At Scene+, our goal is to be the program our members use every day, not just something they think about occasionally. That means building around both simplicity and choice, with a curated set of partners that reflect how our members live and spend.”

Scene+ said members can earn and redeem points across a range of categories including groceries, fuel, dining, entertainment, banking, home improvement, travel and online shopping through participating partners such as Sobeys, IGA, Safeway, Foodland, FreshCo, Shell Canada, Swiss Chalet, Cineplex, Home Hardware and Rakuten.

The company said most redemptions are structured so that 1,000 Scene+ points equals $10 in value. It also said active members redeem rewards at least once per month on average, with nine out of 10 redemptions taking place within 30 days of earning points.

According to a news release, a growing number of members are redeeming points across multiple partners, which the company said reflects increased interest in connected rewards ecosystems offering broader redemption options.

The report also found flexibility and choice are becoming more important factors for loyalty program members, particularly as programs expand partnerships across categories and services.

“The 2026 Bond Loyalty Report reveals that partnerships are a strong lever for incremental value in Canada, with the survey data showing measurable year-over-year lifts in experience (53%) and spend (49%) compared to the 2025 Bond Loyalty Report,” said Sean Claessen, chief strategy officer at Bond.

“Scene+ has been smart about this. An integrated ecosystem of everyday earn and redemption partners, and now the expansion with Shell—that’s the kind of ecosystem play that turns a program into a daily habit.”

Scene+ photo
Scene+ photo

The report said surveyed participants rated the importance of ease when receiving and claiming rewards at 73 per cent in 2026, up from 69 per cent a year earlier. Perceived appeal of program rewards also rose to 67 per cent from 62 per cent year over year.

The companies said the findings suggest loyalty programs that simplify redemption and broaden how points can be used may be better positioned to maintain long-term member engagement.

Scene+ is co-owned by Scotiabank, Empire Company Ltd. and Cineplex Inc. The loyalty program said it has more than 15 million members.

Bond said the Canadian portion of its 2026 report collected feedback from more than 9,500 consumers and examined more than 165 loyalty programs across more than 20 sectors.

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