Advertisement
Home Blog Page 148

How Chi Junky founder Rachelle Wintzen built Toronto’s pioneering full-service wellness studio over 12 years

Rachelle Wintzen
Rachelle Wintzen

Rachelle Wintzen, founder of Chi Junky, Toronto’s first full-service, music-forward movement studio, launched her business in 2014, long before boutique wellness evolved into the premium category it is today. 

Over the past 12 years, she’s built one of Toronto’s most enduring studio brands – and a model that has influenced some of the city’s biggest players. 

Her approach to hyper-curated, white-glove movement experiences set a new standard in the industry, which ultimately led Sweat + Tonic to bring her on pre-launch to design their full-service model and movement programming. 

“After almost 10 years living in New York and finding so much inspiration there with the level of customer service, creativity of brands, and offerings I used much of that to inspire Chi Junky. When I moved back to Toronto and spent two years studying the Toronto marketplace, I went to almost every single studio in the city. I studied the experience as a customer, what worked, what didn’t and how I could use what I experienced in NYC and Toronto to create Chi Junky,” explained Wintzen.

Rachelle Wintzen
Rachelle Wintzen

“The problem I tried to solve in the marketplace stemmed from my own personal struggle (which is the same for many), which was the challenge of trying to get to a class, leaving the house for a long day ahead carrying your gym bag, work bag, yoga mat, water bottle and more. If you forgot your mat it was make or break if I got to the class or not or pay the rental fee for a less desirable rental mat. At the time I was also teaching in home private classes, a service that is a luxury experience and a barrier for most people. That is when the idea for Chi Junky came to me.

“Chi Junky started as a semi-private full service studio that had no more than four people in a class for that individual attention and luxury full service experience. I provided alkaline water, tea service, mats, props and towels all for $25 a person! I wanted to offer a premium experience but at the same competitive price of a standard class drop in fee, I felt strongly that money should not be the breaking point that prevents someone from getting to experience a luxury service. The goal was to make it as easy as possible to get to a class.”

Wintzen said it is hard to believe it has been 12 years, from the humble beginnings of a 150-square-foot room that fit four mats, being a one-woman-show to what the studio has become today – a team of 40 strong and 4,000-square-foot space. 

“I never thought the studio would become what it has. I attribute the 12-year success to many things. For one, I never settle. I am constantly seeking ways to improve, innovate and raise the bar within Chi Junky. I am always seeking inspiration not just from within my own industry but a lot from my background which was high end hospitality. I worked in that industry in NYC for almost a decade and that taught me so much and are the principles that I use to drive Chi Junky to this day. 

“12 years later you will still find me cleaning the mats, folding our blankets crisply, ensuring I know the names of our members, curating experiences that stem far beyond a typical class and always looking for ways to innovate. I have my hand on everything within the business almost to a fault. Many would say I need to delegate way more but I truly believe that the high level that Chi Junky operates is because I am invested heavily in the small day-to-day details. I also cannot take all the credit, my team is exceptional and they also care deeply about the studio. We love to care for people and while it is a movement studio, we are all in the business of hospitality and customer service first and foremost.”

Rachelle Wintzen
Rachelle Wintzen

From day one the vision for Chi Junky was to create a space that felt like a home away from home, noted Wintzen.

“This concept remains the same today, all you have to do is show up and let us take care of the rest. I mean that literally. I never enjoyed schlepping everything I needed for a class all over the city. So I changed that and created the first full service studio. When you come to Chi Junky you just need to show up. There is alkaline water on tap with glasses available so you don’t need to bring that clunky water bottle, towels, mats and all the props you need for each class meticulously laid out for you.

“Each of our signature classes has its own prop – styled set up for you and the best part at the end of each class you just get to get up and leave everything there for us to clean up. This is intentional so you can stay in your post class zen state and not worry about cleaning a mat, putting props away and you can just get on with your day. You can even leave your towel on the floor and we will take care of that for you too. We aim to offer a full-service five-star experience from top to bottom.

“All of our props are premium with lululemon mats and plush props from b,halfmoon. Over the years I have found ways to keep improving the full service experience. We have a manual for how we fold every towel in the building from the restrooms to the sweat towels in the studio. The attention to detail and intention behind every small detail is what makes the Chi Junky experience what it is. Down to folding each blanket perfectly, the Chi Junky way, yes there is a Chi Junky blanket folding method too. Each prop is placed in a certain way to create a visually stunning room to walk into which immediately creates a sense of calm.”

Wintzen said she proudly opened and operated the Chi Junky studio at Sweat and Tonic with large success within its first location in 2019. 

Photo: Chi Junky
Photo: Chi Junky

“Since my departure, the Chi Junky full-service experience continues to live on at Sweat and Tonic within all locations. When I first started the concept of full-service in the industry 12 years ago this was unheard of, but now I see this becoming almost an expectation within the high-end boutique fitness space. Pre-pandemic we started to see more high end brands start to enter the marketplace however the pandemic heartbreakingly flatlined a lot of studios,” she said.

“We are now seeing a boom in the industry that we have never seen before. More and more premium fitness brands are opening multiple locations and what is really exciting is that for the first time these brands are entering the New York marketplace, which used to be the other way around. Toronto has significantly leveled up the experience and is exploding right now. There is a welcome trend right now of leaning more into wellness as a social outlet where people are looking to adopt a healthier lifestyle and spend their time socializing less and less over drinks and more in the wellness space.

“Places like Chi Junky become where you go to socialize in a healthy way and become the third space, the third most important place in your life you spend the most time, with home as number one, followed by work and then the third space, your wellness space.”

Photo: Chi Junky
Photo: Chi Junky

As the boutique fitness space becomes more crowded, what advice would she give to founders trying to build a wellness brand with true staying power?

“Stay true to your intention, values and integrity. Lean into what your unique offering is and never settle. Once you find your concept that sticks, keep innovating and raising the bar within your own offering,” she said.

“Never stay too long in something comfortable, live in the discomfort of always striving to do better. Even if your space doesn’t have all the bells and whistles or deep pockets, get really resourceful, get scrappy (that is true entrepreneurship), and never compromise on exceptional customer service. Above all invest heavily in taking care of your community, they are what will give you staying power against all odds.”

More from Retail Insider:

New survey finds Canadians struggle to understand credit card terms as hidden fees disrupt budgeting: Affirm

Photo: Kindel Media
Photo: Kindel Media

Credit cards may be one of the most common ways Canadians pay for everyday expenses, but new research from Affirm shows the terms and conditions behind them are among some of the most confusing everyday documents Canadians encounter. 

According to a national survey of 1,501 Canadians, only 41% ranked credit card terms and conditions among the top three easiest documents to understand, compared to 72% for medication labels, 69% for furniture assembly manuals, and 42% for tax forms, said the company.

This confusion is costing people money. Nearly three in five (59%) Canadians say hidden or unexpected credit card fees have derailed their ability to budget, with more than one in three (36%) saying it happens at least occasionally, it added.

Wayne Pommen
Wayne Pommen

“Fairness and transparency should be the standard for every Canadian using credit,” said Wayne Pommen, Chief Revenue Officer at Affirm. “For too long, people have been accepting confusing terms and unexpected fees as part of the deal. Canadians deserve better, and that means financial tools built around clarity and trust, not surprises. Transparent, predictable payment options are proving that a better path is not only possible, it already exists.”

For decades, credit cards have been seen as a convenient financial tool, garnering 98% familiarity with Canadians, explained Affirm. However, it said new data paints a different picture, revealing a growing disconnect between how Canadians think about credit cards and how they actually impact their finances.

Photo: Mikhail Nilov
Photo: Mikhail Nilov

“Rewards and points remain a top motivator for using credit cards (65%). But as financial pressures mount, many Canadians are also carrying balances — with the Bank of Canada reporting that roughly half of cardholders carry a balance for at least two consecutive months. These fees and compounding interest charges can add up quickly, leaving people feeling trapped in cycles of debt,” explained Affirm.

“As the holidays approach, many Canadians are seeking greater clarity from their favorite payment methods. More than one-third of (36%) Canadians say credit cards don’t actually reflect their financial realities.”

More from Retail Insider:

Adelaide Club launches ‘The Retreat,’ Toronto’s newest state-of-the-art recovery and wellness destination

Photo: The Adelaide Club
Photo: The Adelaide Club

The Adelaide Club, Toronto’s original premium athletic club, has unveiled The Retreat, a new state-of-the-art recovery space designed to help members recover, reset, and restore. 

The company said the launch marks a new era for the Club, coinciding with its refreshed brand identity, campaign “Together I Grow,” and an all-new website experience.

Nestled within the Club’s downtown space located at First Canadian Place, The Retreat redefines recovery as an essential part of performance. Warm, calming, and entirely dedicated to restoration, it invites members to move better, feel better, and live better—whether they’re athletes, professionals, or simply looking to recharge, it said.

Photo: The Adelaide Club
Photo: The Adelaide Club

“Our members push hard—in sport, in business, in life,” said Clive Caldwell, CEO of the Adelaide Club. “The Retreat was built to help them recover with the same purpose they bring to everything else. It’s a place where performance meets peace.”

Inside The Retreat, members will experience leading-edge technology that blends innovation with tranquility:

● HydroMassage Beds (440 G3 Lounge): Heated water massage that eases soreness, improves circulation, and melts away stress—no change ofclothes, no getting wet.

● Hyperice Recovery – Normatec: Air compression therapy trusted by elite athletes to enhance mobility, boost recovery, and reduce soreness.

● PEMF Therapy Mat: Pulsed Electromagnetic Field technology to relieve pain, reduce inflammation, and support natural healing.

● Additional tools: Percussion massage devices, stretching and mobility equipment, ambient lighting, and soothing music complete the experience.

The brand said access to The Retreat is included in all Adelaide Club memberships, reinforcing the Club’s commitment to integrated wellness. 

HydroMassage sessions can be booked through the Adelaide Club app, while all other recovery tools are available on a first-come, first-served basis during regular Club hours.

Photo: The Adelaide Club
Photo: The Adelaide Club

“The unveiling of The Retreat comes alongside the launch of the Club’s new campaign, “Together I Grow,” celebrating the community, connection, and shared progress. The refreshed visual identity and new website reflect this evolution, uniting performance, recovery, and belonging under one cohesive brand,” said the company.

“This next chapter is about growth—personal, physical, and collective,” said Caldwell. “We’re not just a club where you train; we’re a place where you grow, together.”

More from Retail Insider:

Photo: The Adelaide Club
Photo: The Adelaide Club

Holiday shopping: where online convenience meets in-store experience: True Media (Op-Ed)

Photo: Any Lane
Photo: Any Lane

By Megan Buchite, Integrated Media Planner at True Media

The holidays are fast approaching and the shopping season is officially in full force. *cue the Christmas music on repeat*

Shoppers are back in action, looking for the best deals and coveted holiday gifts – and now more than ever are looking for the most value when navigating gift giving this season. But how exactly are consumers deciding what and where are “worth” their highly coveted time and money when finding that perfect gift?

Megan Buchite
Megan Buchite

Online to Offline:

With Black Friday & Cyber Monday leading the way, shopping online to accomplish holiday gifting needs has become increasingly more popular over the last decade. But this year we are starting to see an interesting shift in that trend. Salesforce projected online spending between November 1 and December 31 to rise 2.1% this year, lower than the 4% increase in 2024. While many turn to online shopping for ease of access, conveniences and of course to get the best price for highly sought after items, others just begin their shopping journey online, but it doesn’t end there. Many shoppers begin their journeys online by researching and comparing product offerings. But we’re not just seeing a traditional search through Google anymore, we’re seeing younger generations shifting their discovery and research for new and trending products to social media and AI technology at increasing rates.

Price conscious consumers are taking notice of the online processes that can add to their total costs like shipping fees, purchase minimums and return fees – adding hassle to a process where shoppers are already trusting what they see online is what they get. When value is most important, being able to do an in-person, quality check of a product is now bringing more people in store to see the products they’ve researched online. In-store shopping allows for shoppers to see, feel and even sometimes sample a product before committing their cash to it. For the first time in years, PwC reports that 53% of consumers plan to do their holiday shopping in physical stores, tipping things back to the brick and mortar side of the scale.

Experience AND Tradition:

The holiday season brings a unique ambience different from any other shopping season. In-store holiday experiences bring more interaction and tradition, creating moments full of emotion and connection within the buying process.

Window shopping through the mall on your way to visit Santa. Strolling the local downtown shops to see the light displays. The ‘holiday spirit’ primes people to be more in the mood to treat themselves and others. Retailers build an advantage in this spirited momentum, drawing shoppers into store fronts and further creating those memorable experiences and traditions that can be shared with friends and family as shoppers continue their buying journey.

What Does This Mean For Advertisers?

For advertisers, it’s about meeting in the middle. It’s now more important than ever to bring a strong media mix that is an accurate representation of what customers can expect to find from you both on and offline. You want to be along for the full ride of your customers’ buying journey from the product discovery on TikTok, to the online research on Reddit to the promotional and branded experience in store. Media professionals should also be strategic and mindful that the trend for in-store purchasing is on the rise. With shoppers returning to a more “traditional” form of shopping there is a great opportunity to meet them on the road and in the store with more traditional channels for messaging such as radio and OOH.

Photo: Leeloo The First
Photo: Leeloo The First

Advertisers should plan holiday campaigns that utilize an omni-channel approach to best meet customers where they are along their journey. Shaping messaging and creative that emphasizes not only product value but builds loyalty and sentiment through creating memories and sharing experiences to their customers now and into the new year.

Megan is an Integrated Media Planner at True Media. Megan is a curious and creative marketing professional who enjoys continually learning about the ever changing media and marketing landscape as well as diving into and learning about her client’s industries.

More from Retail Insider:

Canadian Retail News From Around The Web For December 1, 2025

Canadian Retail News From Around The Web

News at a Glance

Retail Insider is streamlining its Canadian retail news from around the web to include a handful of top news stories that can be viewed quickly during the day. Here are the top stories from the past 48 hours.

Local shopping, resale gain traction as Canadians look for Black Friday bargains (CTV)

Black Friday crowds hit malls as retailers brace for a busy day (Global)

Black Friday the ‘pinnacle’ for businesses in a struggling economy (CTV)

Affordability still a focus for majority of Canadian out Black Friday shopping (CTV)

Can Canadians still trust Canada Post with holiday mail after months of strikes? (CBC)

Canada Grocery Code office finalizes governance framework, opens industry-wide recruitment (Grocery Business)

From love stories to horror: the rise of themed bookstores (CBC)

Indigenous businesses deserve to be at the table in Buy Ontario Act, say advocates (CBC)

Canadian Taxes on Vintage Shopping: The Truth (Fashion Magazine)

Mary Macleod’s Shortbread Announces New Corporate Developments as It Marks 40+ Years in Business (Newswire)

If you want to shop ethically this holiday season just buy less, Guelph prof says (CBC)

‘Doesn’t make any sense,’ Former Simons employees speak out after layoffs at Eaton Centre location ahead of Black Friday (NOW Toronto)

Toronto neighbourhood fighting to stop demolition of strip mall (BlogTO)

CAFA Comes to Montreal in 2026 + More Fashion News (Fashion Magazine)

B.C. shoppers prioritizing buying local this holiday season, report reveals (Western Investor)

A push to boycott Amazon in Quebec, especially during the holidays, is ongoing. Does it make sense? (Yahoo)

Black Friday remains retail’s busiest day in Saskatoon (CTV)

Calgary developer looking to revitalize ‘bad luck corner’ at 17th Ave. and 14th St. (CBC)

Calgarians flock to take advantage of Black Friday deals (CTV)

‘I thought it would be packed’: Black Friday shoppers notice smaller crowds from years past at West Edmonton Mall (CTV)

Canada Black Friday Sales Rise on Strong Holiday Demand

Shoppers on Sainte-Catherine Street take advantage of deals on Black Friday in Montréal on Nov. 29, 2024. THE CANADIAN PRESS/Christinne Muschi

Canadian retailers saw meaningful gains over Black Friday 2025, according to new Salesforce data shared with Retail Insider on Saturday. The figures point to a solid start to the holiday season, although analysts caution that the lift came with signs of growing financial strain on consumers.

Online and in-store spending on Black Friday reached an estimated $865 million in Canada, which marked a 6 percent increase compared to last year. The results reflect steady demand, rising discount activity, and the growing role of artificial intelligence in how Canadians shop. Average discounting reached twenty eight percent, slightly higher than the twenty seven percent seen last year, contributing to higher conversion rates across several categories.

Buy Now, Pay Later Surges as Shoppers Seek Flexibility

Caila Schwartz, Director of Consumer Insights at Salesforce, said the topline growth demonstrates a resilient shopper, but one increasingly reliant on flexible payment options. She noted that the share of Buy Now, Pay Later transactions climbed from two point eight percent a year ago to more than five percent this Black Friday. 

Caila Schwartz
Caila Schwartz

Schwartz said this was a clear indication that many Canadians are depending on installment plans to manage holiday spending, with retailers leaning into aggressive promotions to capture that demand.

Payment preferences also continue to change in ways that suggest consumers are searching for flexibility. Aside from the sharp rise in Buy Now, Pay Later activity, mobile wallet usage grew to eighteen percent from sixteen percent last year. Both trends came at the expense of traditional credit and debit transactions, which fell from eighty percent of sales last year to seventy five percent this year.

AI-Driven Search Plays a Growing Role in Discovery

Alongside those shifts in payment behaviour, the role of AI has expanded rapidly. Salesforce reported that Black Friday AI-search-referred traffic in Canada increased fivefold compared to last year. The company said one hundred and seventy three million dollars in Canadian online purchases were influenced by AI and digital agents on Friday alone. Schwartz said AI has moved beyond being a helpful enhancement to becoming a key driver of product discovery for both retailers and consumers. She added that conversion rates originating from AI-powered search tools were four times higher than those from social channels, suggesting that shoppers are increasingly using AI to narrow choices and find value more efficiently.

Traffic patterns continue to evolve across platforms. Social media’s share of Black Friday traffic fell slightly to twelve percent from thirteen percent last year. Mobile traffic also dipped to seventy four percent from seventy five percent, although mobile ordering grew to sixty percent from fifty seven percent, which shows that shoppers are still comfortable completing purchases on their phones even if browsing patterns are shifting.

Outlook Heading Into Cyber Monday/Cyber Week in December

While the Canadian consumer remains active heading into December, the data suggests that retailers will need to monitor how shoppers respond to ongoing economic pressures throughout the final weeks of the holiday season. Retail Insider will provide further updates as Cyber Monday and early December numbers become available.

More from Retail Insider:

When the Aisle Turns Dangerous

A shopping trip is usually routine, but when a dog bite occurs inside a business the situation becomes far more complicated and many injured customers begin wondering one question: are retail stores liable for dog bites? While dog owners are most often held responsible, there are situations where a store itself may also be legally accountable. Understanding how liability works inside a retail environment can help victims and business owners know what to expect after an incident.

General Responsibility for a Dog Bite

In most cases the primary liability falls on the dog’s owner. Many states hold owners responsible even if the dog had never shown signs of aggression before. Although the owner is usually the first party named in a claim, the location of the bite can make a significant difference. A bite that happens indoors during normal business hours raises questions about property safety and whether the store should have taken steps to prevent the injury.

A retail store is not automatically liable for every dog related injury on its premises. Instead, the core factor is negligence. If the business failed to act reasonably to protect customers, ignored visible warning signs, or created an environment where an attack was more likely, liability could extend beyond the dog owner.

When a Store Might Share Liability

A store may be considered partially responsible if employees were aware of the dog and had reason to believe it posed a danger yet took no action. For example, if staff observed the dog growling, pulling away from its handler, or snapping at passersby but continued to allow it in the public space, the store may be seen as contributing to unsafe conditions.

Liability may also exist when stores permit pets inside without implementing policies intended to maintain safety. A retailer that advertises itself as pet friendly but fails to require leashes or provide clear behavior rules is more exposed to legal claims. This is especially true if management previously received complaints or witnessed concerning behavior from a specific animal.

Dog Friendly Stores Face Higher Risk

Pet supply stores, grooming salons, home improvement chains, and any retail setting that openly welcomes animals must take greater precautions. Because dogs are expected inside these environments, customers reasonably assume the business has taken steps to ensure safety. A store in this category may need to enforce leash requirements, maintain animal free lanes, limit crowding, and separate animals that appear stressed.

If a bite occurs because a business did not respond to escalating tension between dogs or failed to train employees on how to handle animal incidents, the injured person may have grounds to pursue a claim. The more a store encourages dogs inside, the greater its duty to prevent harm.

When the Dog Belongs to the Store

Liability becomes even more direct when the store itself owns the dog. A guard dog, a resident shop pet, or even a friendly greeter animal is under the business’s control. If that dog bites a customer, the store cannot shift responsibility to an outside party. In these cases the business may be treated much like any dog owner and can be held accountable for injuries and damages.

Conclusion

Retail stores are not automatically at fault every time a bite occurs inside their walls. Most often the dog’s owner carries responsibility, yet a business may also face liability if it ignored warning signs, allowed unsafe conditions, or owned the dog directly. Every case turns on the facts, and determining fault depends on whether the store exercised reasonable care to protect those who walked through its doors.

The shopping habits driving Zoomers and Gen Alpha in the US

Generation Z, also commonly referred to as Zoomers, is the demographic cohort born between the mid-to-late 90s and the early 2010s. The majority are the children of Gen X, born between the mid-60s and the late 70s, and it is expected that many will be the parents of Generation Beta, the cohort born between 2025 and 2039. Gen Z were the first to grow up with technology as an established commodity, with the majority having had access to online videos and content since they were young, while many of them played online games such as Minecraft and Club Penguin as well. They were dubbed the “digital natives”, but many of them end up struggling in digital workplaces.

Gen Z has been described as less hedonistic on average than the generations that preceded them, consuming less alcohol and being more focused on school and job prospects. They are better at delaying gratification compared to teenagers who lived in the 60s, have greater awareness when it comes to mental health issues, but are also dealing with the negative effects of excessive screen time and sleep deprivation. Generation Alpha are the children and teenagers born between the early 2010s and the mid-2020s. They are the first group that has never experienced a world without smartphones and social media.

They also experienced the effects of the pandemic as young children, and many of them have been defined by their perceived addiction to screens, earning them the somewhat pejorative nickname “iPad kids”. Streaming, social media, and portable digital technology have increasingly dominated children’s entertainment in the 2020s, while some studies suggest that obesity and allergies have also become increasingly prevalent since the late 2010s. As these generations come of age, studies and research begin to focus on their shopping habits and the ways in which they want to spend their money, as well as the manner in which their choice makes them different from Millennials, Gen Xers, and Baby Boomers.

Image source: https://unsplash.com/photos/a-group-of-young-people-walking-down-a-street-bxp6MjHuqQs 

Nostalgia

Nostalgia is a big deal for Gen Z. Many of them seem to yearn for a time when they weren’t even born, an idealized era when today’s challenges and complex pressures (including the looming threat of climate change that is paired with economic struggles and the rise of technologies such as AI) either didn’t exist or weren’t so pressing. 80s and 90s styles are popular among the Zoomers, but the enduring trend is for 2000s styles, many of them dating back to the days when Gen Z members were young children themselves, and therefore more carefree.

You may have noticed a lot of Harry Potter, Lego, and Miffy references on clothing and accessories. Early 2000s Disney is also a source of comfort for many. The renewed popularity of Lilo and Stitch following the 2025 remake of the 2002 classic animation led many to want to add some cute items to their wardrobes, such as mini backpacks, crossbody bags, pins, and t-shirts. This nostalgia also extends to capturing personal memories, with many turning to photo books as a creative way to preserve favorite moments and aesthetic snapshots from their childhood and teen years. After all, who doesn’t love Lilo and Stitch? Buying apparel depicting these characters as a young adult is a fairly new phenomenon, and one that shows Zoomers are prepared to spend money on things that make them happy.

Algorithms

Online shopping has become increasingly popular since the days of the pandemic, and the younger generations love the accessibility and wide range of options it provides. About 50% of the Gen Z respondents who participated in a recent study revealed that online algorithms based on their preferences had a positive impact on their shopping experiences. Consuming more content allows their algorithms to become increasingly personalized so that they come in contact with even more items, creating a symbiotic cycle. Younger shoppers also report that they’re quite likely to purchase the goods recommended by their algorithms, in contrast with Millennials and Gen X.

However, some have also become increasingly aware of the fact that algorithms can lure them into compulsive shopping, especially since social media posts create the impression that you absolutely need and want an item that you end up not being that keen on after it is delivered. The fear of missing out is also a huge driver for many, but those who are interested in sustainability also point out that excessive shopping can impact the environment (through the creation of excessive waste and emissions), financial well-being, and the concept of personal style itself, as everyone seeks to replicate a certain look instead of branching out.

The landmark generation

Born exclusively in the 21st generation, Gen Alpha is known as the landmark generation. However, researchers have noted that there are few retail spaces dedicated exclusively to them. This is odd since they’re expected to be the largest generation in history, with more than 2 billion people born between 2010 and 2024. Many of them went directly for grown-up brands like Lululemon, Sephora, Target, and Walmart. The influence of their Millennial parents is felt here, as these are the brands that Generation Y are known to love and enjoy.

The younger Gen Alpha kids, whose parents still shop for them, end up with products for which their parents did quite a lot of research beforehand. The nostalgia factor is important here as well, with Nintendo, Disney, Lego, and Fisher-Price being among the favorites. Apple and Amazon are also among the generation’s favorites, also because of their parents. Most of those who have Gen Alpha kids, approximately 60% according to recent data, say that their children consume shopping content online. The kids themselves are guided by the influencers they follow in about 30% of cases, fueling the interest companies show for influencer partnerships.

To sum up, while Gen Z and Gen Alpha are just entering the world of retail shopping, with the latter still having their parents shop for them more often than not due to their young ages, analysts and experts have already recorded the presence of several trends and specific approaches that they have. To remain competitive, business owners will have to come up with strategies that attract these demographics, but focusing on sustainability and avoiding shopping for items you don’t need and don’t even want in the long term needs to become more important as well.

Cadillac Fairview Reignites Toronto’s HBC Holiday Windows

Former Hudson's Bay/Simpsons building at 176 Yonge Street in Toronto. Photo: Craig Patterson

Toronto’s historic Hudson’s Bay building at Queen and Yonge is set to glow again during the 2025 festive season, as landlord Cadillac Fairview launches a new program to lease the former department store’s street-facing display windows to brands and agencies. The initiative aims to reanimate one of the city’s most storied corners, while offering marketers an unusually large, street-level canvas on three major downtown corridors.

For decades, Torontonians associated the building with elaborate animated Christmas displays, first under Simpsons, then under Hudson’s Bay. Those Queen Street windows have been dark following the store’s closure June 1, prompting a steady trickle of nostalgic social media posts. According to Cadillac Fairview, that emotional connection is exactly what the program is tapping into, even as the format evolves.

“Just this morning a friend sent me a TikTok where people were panning those former windows and saying Toronto is not Toronto without them being activated,” says Jeff Simmonds, Director of Specialty Leasing at Cadillac Fairview. “There is definitely something in the air this time of year around those windows.”

Jeff Simmonds

The Cadillac Fairview holiday windows program will begin with a major unnamed brand taking over the run of seven street-level windows on Yonge Street for Holiday 2025, while additional bays along Bay and Richmond Streets are being offered to brands looking for high-impact seasonal displays or year-round storytelling opportunities.

Holiday Windows Return To A Storied Corner

The Queen and Yonge corner has anchored Toronto’s retail core for more than a century. Simpsons opened on the site in the 1890s and began creating Christmas windows aimed at children and their parents in the early 1900s. Archival accounts point to themed window displays at the store as early as 1913, with generations of families making a seasonal trip downtown to see the mechanical Santa scenes, toy vignettes, and storybook winter villages.

When the banner changed from Simpsons to Hudson’s Bay in 1991, the Christmas windows remained a constant. Under The Bay, the flagship typically presented five interconnected animated scenes along Queen Street each year, many designed and fabricated by specialists who also worked on major New York department stores.

Yonge Street/former Saks windows at the Former Hudson’s Bay/Simpsons building at 176 Yonge Street in Toronto. Photo: Dustin Fuhs / 6ix Retail
Former Hudson’s Bay window display in Toronto. Image: Shutterstock

Installation was a complex operation. Teams of visual merchandisers and technicians spent days building the dioramas, crawling through hidden access panels to adjust props and repair motors. Hundreds of mechanisms ran day and night throughout the season, all above a busy subway station that sent vibrations through the building.

The outdoor windows went dark in 2023 and 2024 as the section of Queen Street in front of the building closed for Ontario Line construction. Hudson’s Bay shifted its holiday focus indoors, while commentators began to describe the traditional animated windows as effectively gone in their historic form. For Simmonds and his team, the public response to that absence made clear that the city still cared deeply about what happened at the building’s base.

“Those windows became part of people’s holiday ritual,” he says. “They were never just about selling product. They were about memory and emotion.”

Yonge Street/former Saks windows at the Former Hudson’s Bay/Simpsons building at 176 Yonge Street in Toronto. Photo: Dustin Fuhs / 6ix Retail

Two Buildings, Three Streets, Dozens Of Window Bays

Cadillac Fairview has a unique vantage point on that heritage. The company acquired the Hudson’s Bay / Simpson’s Tower complex in 2014 through a roughly 650-million-dollar sale-leaseback with HBC, folding the historic property into CF Toronto Eaton Centre while Hudson’s Bay continued to operate as tenant.

Today, the complex at 176 Yonge Street and 401 Bay Street includes a series of window runs that wrap around three sides of the block. Some are classic deep vitrines originally designed for storytelling displays, while others are shallower bays that lend themselves to bold graphic campaigns.

Simmonds breaks it down simply. The most visible opportunity for Holiday 2025 is the run of seven windows on Yonge Street between Richmond and Queen, including the former Louis Vuitton corner. These are the traditional deep displays that many Torontonians remember from past seasons, and they have already been leased to a single brand for this coming holiday.

Richmond Street Aga Khan Museum windows at the Former Hudson’s Bay/Simpsons building at 176 Yonge Street in Toronto. Photo: Craig Patterson

“There are seven windows on the Yonge Street side, and all of them are now spoken for by one group,” he notes. “We are really excited. As a team, we have been working for quite a while to get the right partner locked in there.”

On the Bay Street side, just south of Simpson’s Tower, Cadillac Fairview has two connected window boxes that operate as a pair. Those bays already hosted a recent campaign for Sinai Health, produced with Diamond Marketing, that used bikinis and fabric in a bold women’s health message designed to stop pedestrians in their tracks.

Along Richmond Street, the façade includes roughly a dozen windows. Five westerly bays at Richmond and Bay are currently wrapped in a museum campaign, while other sections of the run remain available. Historically, some of those Richmond windows were covered over with advertising skins when Hudson’s Bay was still operating the store, which meant many Torontonians never experienced them as true display vitrines. Simmonds says that is changing.

“Anything is on the table for me,” he explains. “I am more than happy to work with brands who are looking to activate. We have the means to make these windows work, whether it is a full 3-D takeover or a static call to action.”

Bay Street frontage of the former Hudson’s Bay/Simpsons building at 176 Yonge Street in Toronto. Photo: Craig Patterson

From Animated Dioramas To Experiential Media

A key difference between the historic displays and the current program is that Cadillac Fairview is positioning the windows as an out-of-home and experiential platform rather than traditional department-store visual merchandising. The Hudson’s Bay holiday windows concept is less about a single retailer promoting its own assortment and more about hosted storytelling by external brands, agencies, cultural groups, and even charities.

“In out-of-home, static posters are one thing,” Simmonds says. “What we are offering is a chance to take something over, to build an immersive moment at street level, where people can really spend time with your story.”

That can mean different formats on different sides of the building. Deep windows on Yonge and Bay Streets are well suited to animated scenes, mannequins, or sculptural builds, while Richmond Street lends itself to large graphic treatments, bold typography, and QR codes aimed at drivers and cyclists. Traffic is often slow on Richmond, and Simmonds notes, with a smile, that motorists have plenty of time to absorb a message while they wait.

The first brand to take all seven Yonge Street windows is planning to start with a wrapped teaser campaign, covering the glass with static messaging before the full reveal later in the season. Simmonds says discussions have even included the idea of inserting a visible countdown clock into the run, so that people on the sidewalk can watch the days tick down to launch.

“It is a clever way to build anticipation while our teams are inside bringing the displays to life,” he says. “You get that sense that something is happening again at that corner.”

Yonge Street/former Saks windows at the Former Hudson’s Bay/Simpsons building at 176 Yonge Street in Toronto. Photo: Craig Patterson

Beyond December: A Year-Round Platform For Big Moments

While holiday will be the emotional anchor, Cadillac Fairview is explicit that it does not view the program as a one-season experiment. Once installations prove out on Yonge, Bay, and Richmond, the company expects the Hudson’s Bay holiday windows initiative to evolve into a flexible platform that can support other moments on the cultural calendar.

“To me, there is no reason why those windows cannot become Lunar New Year windows, FIFA windows, or Winter Olympics windows,” Simmonds says. “We have a massive year ahead of us in Toronto and in Canada. Until I am told otherwise, I look at these as an opportunity.”

That longer view matters because the future of the Hudson’s Bay building itself remains uncertain. The store has closed, and various scenarios have circulated in political and real estate circles, from potential government use to future mixed-use redevelopment. Any large-scale repositioning will take time, however, and the windows give Cadillac Fairview a way to keep the street engaged in the interim.

The company is also looking at nearby assets. At the southwest corner of Bay and Queen, Cadillac Fairview has completed a dramatic renovation of the historic Two Queen building, which now features a new ground level designed for retail or activation uses. There are no confirmed plans there for this holiday period, but Simmonds expects the address to play a role in future city-wide celebrations.

“The Two Queen project is absolutely beautiful,” he says. “My job is to keep walking those spaces, taking meetings, and finding the right fit. When we bring a brand into a redeveloped building like that, we want it to feel aligned with who we are as a company.”

Aga Khan Museum advertising on the Richmond Street side of the Former Hudson’s Bay/Simpsons building at 176 Yonge Street in Toronto. Photo: Craig Patterson

Specialty Leasing With An Experiential Mindset

The windows program sits within Cadillac Fairview’s specialty leasing team, which focuses on promotional activations, filming, pop-ups, and other non-traditional uses rather than just short-term store leases. Simmonds, who spent about a decade in experiential marketing before joining Cadillac Fairview ten years ago, says that background shapes how he looks at the portfolio.

“Any time I see a space that a brand can occupy, I am all over it and my team is all over it,” he notes. “We are always asking what can be done with a space, not just how it has been used in the past.”

That approach has already produced notable work at CF Toronto Eaton Centre, from centre court activations to branded takeovers tied to blockbuster movies and major sporting events. The Hudson’s Bay holiday windows program extends that logic to the building envelope itself, turning a closed department store into a changing gallery of narratives as different partners cycle through.

Simmonds says outreach for the windows has combined direct contacts with agencies and an unexpectedly creative use of AI tools. The team has been using generative platforms to mock up sample window concepts tied to specific brands, then sending those visuals to marketers to help them picture what a takeover could look like.

“If you think about the top ten brands you associate with holiday, chances are we have created a speculative window concept for them and sent it to someone on their side,” he acknowledges with a laugh. “We wanted people to see that these are not theoretical spaces. They are real, and they are ready.”

Newly reopened skyway from CF Toronto Eaton Centre into the former Hudson’s Bay/Simpsons building at 176 Yonge Street in Toronto. Photo: Craig Patterson

Linking Street, Skywalk And Mall

All of this happens within a larger circulation strategy at CF Toronto Eaton Centre. Cadillac Fairview recently reopened the elevated bridge that connects the mall to the former Hudson’s Bay building, allowing shoppers to move between the complex and the rest of the property at the upper level as well as through the underground concourse.

“There is a series of new corridors that guide people into the building and across the bridge,” Simmonds says. “That bridge is iconic, and we wanted it open in time for the holiday period so that we could maximize traffic for our retailers.”

As the mall prepares for a busy season that includes new openings like Eataly within the centre, the window initiative gives visitors another reason to explore the block at street level. Simmonds notes that retailers inside CF Toronto Eaton Centre may also choose to use some of the available bays to promote their own seasonal stories, pointing shoppers toward in-mall capsules and collections.

How Brands Can Participate

The windows will be priced on a negotiated basis that reflects factors such as length of term, production complexity, and whether a brand is taking a single bay or an entire run. Simmonds confirms that budgets need to account not only for leasing costs but also for building and installing the physical displays, which can be comparable to major trade show booths in terms of fabrication and logistics.

“Outfitting these windows is not something you do on a whim,” he says. “If you want to do it right, you invest in creating something that people will remember.”

At the same time, simpler executions remain possible, particularly along Richmond Street, where brands can deploy bold creative and QR codes in a more traditional out-of-home format. Cultural institutions, public-sector organizations, and non-profits are part of the conversation, building on the precedent set by the recent women’s health installation.

For Simmonds, the opportunity is as much about place-making as it is about media impressions.

“Those windows have always meant something to Torontonians,” he says. “If we can help brands become part of that story, while keeping this corner animated and interesting as the city evolves, that is a win for everyone.”

Brands, agencies, and cultural partners interested in future window opportunities can contact Cadillac Fairview’s specialty leasing team, led by Simmonds, to discuss availability on Yonge, Bay, and Richmond Streets for Holiday 2025 and beyond.

More from Retail Insider:

Discretionary Spending Leads Canada’s September Retail Growth

CF Pacific Centre in Vancouver. Photo: Cadillac Fairview

September’s Canadian retail picture reflects shifting consumer psychology as much as economics. With All Stores up 5.7% YOY and discretionary (All Stores less Automotive, Food, Pharmacies) up 7.7% YOY, we see three significant forces: the September 17 Bank of Canada rate cut nudged confidence and big-ticket intent; the September 1 removal of retaliatory tariffs eased price pressure on select imports; and a warmer-than-usual month extended late-summer spending. Together, these factors favoured categories where consumers perceive value, novelty, or seasonal utility.

Despite more back-to-office mandates that should boost daypart trips, Convenience Stores (and Gas Stations) are the only categories down YTD, which are intertwined. Our view hasn’t changed: the ongoing alcohol integration is cannibalizing margin and space. Valuable cooler/shelf real estate has been reallocated to low-margin alcohol, crowding out higher-margin, higher-frequency items (single-serve beverages, snacks, grab-and-go). Add sizable, sunk investments in fixtures and compliance, and reversibility is low, so we don’t see a near-term rebound.

This stance seems at odds with the Convenience Industry Council of Canada’s reported 12% sales increase from member surveys, touted as a win for alcohol. We think that’s a revenue-mix story, not an earnings or productivity story. Survey gains can reflect price/mix from alcohol without improving gross profit dollars per square foot or trip frequency. In short: dollars up in a survey can coexist with weaker profitability and softer non-fuel comps.

Foodservices and Drinking Places grew 5.2% YOY in September—modest, but logical. Domestic tourism stayed elevated into late summer/early fall, and warmer weather extended patios, which meaningfully supports beverage and occasion-led sales. That said, our foodservice expert flags a caution: higher cheques, not more patrons, are doing the work. Price increases, add-ons, and mix are carrying topline, but traffic remains fragile. As weather normalizes and promotional intensity rises into Q4, operators should watch guest counts and margin dilution closely.

On discretionary spend, Canada (7.7% YOY) is outpacing the US (5.7% YOY). Meanwhile, the US is showing comparatively stronger growth in essential categories. There are two potential reasons for this: First, the US may simply be performing better in staples. Second, tariff pass-through from importers to consumers could be inflating essential spend as importers push costs to consumers.

As we move further into the holiday season, JCWG is thinking about:

  • Will Black Friday remain the highest revenue day for retailers in 2025, or will other days (post-Black Friday weekend, Cyber Monday, etc.) surpass it?
  • With Cyber Monday falling into December, will Canadian retailers experience lower November sales?
  • Beyond Foodservices & Drinking Places, which categories benefit most (Clothing & Accessories, fan gear, TV/home-entertainment adjacencies, etc.) from the Blue Jays playoff run?
  • How are YOU preparing for the upcoming new year and preparing your 2026 strategy?

Retail Sales by Product Category, Same Month Comparison

Sales for the Month of SeptemberSep-25Sep-24YOY
All Stores69,500,20465,727,7255.74%
Motor Vehicle and Parts Dealers19,447,31218,302,3556.26%
Gasoline Stations6,253,3776,180,5631.18%
All Stores Less Automotive43,799,51541,244,8076.19%
Food and Beverage Stores12,854,92012,543,7482.48%
Supermarkets and Other Grocery Stores*9,074,4858,877,1932.22%
Convenience Stores691,299728,582-5.12%
Specialty Food Stores965,394888,8498.61%
Beer, Wine and Liquor Stores2,123,7432,049,1253.64%
Health and Personal Care Stores5,811,0145,358,6948.44%
All Stores Less Automotive, Food, and Pharmacies25,133,58123,342,3657.67%
General Merchandise Stores9,110,9118,643,3595.41%
Furniture, Home Furnishings, Electronic and Appliance Stores3,814,6373,526,6808.17%
Furniture Stores1,222,1791,198,4691.98%
Home Furnishings Stores772,592722,1526.98%
Electronics and Appliance Stores1,819,8651,606,05913.31%
Clothing and Accessories Stores3,847,8863,422,49712.43%
Clothing Stores3,041,7102,667,38414.03%
Shoe Stores391,226392,197-0.25%
Jewellery, Luggage and Leather Goods Stores414,950362,91614.34%
Sporting Goods, Hobby, Book and Music Stores4,189,7683,712,79712.85%
Building Material and Garden Equipment4,170,3784,037,0313.30%
Miscellaneous Store Retailers2,767,9332,425,65514.11%
Cannabis Retailers474,974443,9356.99%
Foodservices and Drinking Places8,664,0308,234,2875.22%

Retail Sales by Store Category, Year to Date Comparison

Year-to-Date Sales Ending SeptemberSep-25Sep-24YTD
All Stores618,929,048589,782,8074.94%
Motor Vehicle and Parts Dealers175,412,784163,170,0977.50%
Gasoline Stations55,970,67958,161,981-3.77%
All Stores Less Automotive387,545,585368,450,7295.18%
Food and Beverage Stores117,400,392114,193,6112.81%
Supermarkets and Other Grocery Stores*83,962,33681,218,0783.38%
Convenience Stores6,216,8066,509,122-4.49%
Specialty Food Stores8,389,9077,851,2096.86%
Beer, Wine and Liquor Stores18,831,34518,615,2041.16%
Health and Personal Care Stores52,977,02849,187,3597.70%
All Stores Less Automotive, Food, and Pharmacies217,168,165205,069,7595.90%
General Merchandise Stores81,777,65178,209,9784.56%
Furniture, Home Furnishings, Electronic and Appliance Stores32,224,81930,656,0995.12%
Furniture Stores10,697,68610,218,2564.69%
Home Furnishings Stores6,434,2126,029,6816.71%
Electronics and Appliance Stores15,092,92114,408,1634.75%
Clothing and Accessories Stores31,886,84528,902,79410.32%
Clothing Stores24,820,21922,355,06411.03%
Shoe Stores3,457,1673,420,3241.08%
Jewellery, Luggage and Leather Goods Stores3,609,4573,127,40615.41%
Sporting Goods, Hobby, Book and Music Stores35,086,78932,428,6688.20%
Building Material and Garden Equipment36,192,06034,872,2173.78%
Miscellaneous Store Retailers23,552,62521,141,17511.41%
Cannabis Retailers4,142,4173,796,0449.12%
Foodservices and Drinking Places75,750,55271,319,8116.21%

Ecommerce Sales

Sep-25Sep-24
Ecommerce Sales, YTD35,785,16433,551,8356.66%
Ecommerce Sales, YOY4,067,7624,203,314-3.22%

Regional Sales, Year to Date Comparison

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

NATIONAL RETAIL BULLETIN

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