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Omnichannel no longer enough as retailers shift focus to customer decision-making: Report

By
Mario Toneguzzi
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Andrea Piacquadio photo
Andrea Piacquadio photo

For several years, retailers have invested heavily in delivering an omnichannel experience: online purchasing, in-store pickup, fast delivery, inventory visibility, simplified returns and mobile experience.

Today, these features no longer represent a competitive advantage. They have become baseline expectations.

The real challenge facing Canadian retail has shifted. Consumers can easily find information, compare products, check stock and buy wherever they want. Yet they hesitate more, compare more and abandon purchases more easily when faced with too many choices, a lack of guidance, or a fragmented experience.

Omnichannel has largely resolved the technical friction points of the shopping journey. However, it has not eliminated the main friction that remains today: the difficulty of making a decision.

These findings come from the Omnichannel Barometer developed by Sid Lee and Haigo, which assesses the maturity of customer experience across multiple industries in Canada.

The analysis draws on a combination of field research and real-world experience testing, covering 82 evaluation criteria, to understand how consumers actually experience their journey, from discovery through to purchase and the in-store experience.

What the Barometer reveals across industries:

While the challenges vary from sector to sector, one trend stands out: consumers have access to all the information they need, but companies still struggle to turn that information into a decision.

  • Beauty: digital inspires and informs, but the final decision remains deeply sensory. The challenge is creating continuity between digital experiences and the in-store experience.
  • Automotive: consumers start their journey online, but often have to start over at each step, between manufacturers, dealers, financing and after-sales service.
  • Home renovation: consumers think in terms of projects, while purchase journeys are still largely organized around products rather than the needs they’re meant to fulfill.
  • Sportswear: consumers are more informed than ever, but the sheer volume of options makes decisions harder and increases hesitation.
  • Furniture: all the information is available, but consumers lack the tools to compare options and picture them in their own space.
  • Retail (general): retailers offer a multitude of products and services, but journeys remain largely uniform and poorly personalized to consumers’ actual needs.

Across all sectors studied, one conclusion stands out: the brands delivering the best experiences are no longer simply the ones with the most touchpoints. They’re the ones that succeed in connecting the different stages of the journey, making information genuinely useful at the moment of decision, reducing doubt throughout the purchase process and maintaining a consistent experience between digital and in-store.

The full Barometer can be downloaded here.

Guewen Loussouarn
Guewen Loussouarn
Vitaly Gariev photo
Vitaly Gariev photo

In an interview with Retail Insider, Guewen Loussouarn, CEO of Haigo, spoke about the issue.

Question: Your report argues that omnichannel is now table stakes rather than a differentiator. What specific evidence from the Barometer convinced you that the competitive battleground has shifted from access and convenience to helping consumers make decisions?

Answer: Our 70 extensive shopping sessions, online and in store, across all major retailers in Canada showed us that the basics were fully fixed.

Consumers can:

● Find the nearest store

● Check if the product is sold there

● Access key product information everywhere

● Access their purchase history from anywhere

The e-commerce and in-store systems and data are connected, the technical barrier has fallen. But once the infrastructure is fixed, you need to go back to the experience itself: How do you put all the data in motion and in context to help the consumer make a decision? What features or information are really useful?

For example: if I am in the middle of a DIY project, I want to know everything about a specific piece of equipment.

● Is it useful for my particular project and level of expertise?

● This goes beyond the product description, and requires advice from experts from the retailer, or reviews from other consumers with similar interests and profiles.

Can I get it right now?

● If I’m looking online, I need the exact stock and to put it aside for me so I don’t waste a store trip to see how it actually looks and ask questions to an expert.

● If I’m already in the store and it’s not available, I want it to be delivered extra quickly or to pick it up from another store.

These simple examples showcase that Omnichannel is not only about having the information in the system, but to really engineer it into services that make sense from a consumer point of view, to help from Discovery to Purchase, and even further, to Use.

Q: Across the industries you studied, what are the most effective examples of retailers reducing “decision friction,” and what practical strategies should Canadian retailers prioritize over the next 12 to 24 months?

A: In the report, for each industry, we give a clear vision of the “must haves” and the potential delighters.

This being said, on decision making, Automotive and Beauty retailers are standing out, for two different reasons.

Beauty: Helping consumers make the right choice

In the Beauty sector, top retailers have cracked the “fit” aspect of decision making. They create assurance that you’ll make the right choice.

Online product pages are built to make consumers clearly understand if the product is for you or not.

With:

● Reviews filterable by skin type

● Ingredient benefits explained in simple words

● Smart integration of AI for try on or to check the compatibility with other products you already have In store, sales assistants are called Beauty Advisors for a clear reason: they are here to help and get everything they need to make it personal.

They know about the trends every day to anticipate client requests, can access the list of products you already bought to check for compatibility, order anything for you to get delivered at home… from a mobile phone that they have with them on the floor.

Automotive: Supporting a major decision

For Automotive, top performers are great to help you understand all the features and make your car truly your own.

They help you make a big and costly decision that is not only about a purchase, but a project for years.

Online, the mix of technical and inspirational content is handled perfectly, you can prepare your store visit with easy to use configurators, and even plan for financing. This makes the in store experience a special moment where the sales team are companions who know why you are here, as a prepared confirmation point.

Q: The research found different pain points in sectors like beauty, automotive, furniture and home renovation. Which industry is currently doing the best job of connecting the digital and in-store experience, and what lessons can other retailers learn from it?

A: Beauty and Automotive are standing out because you can feel that the omnichannel experience has been designed to be omnichannel.

Many retailers had a store and an e-commerce strategy, with specific directors who sometimes had conflictual objectives (each online sale could be considered a stealth from a store sale).

If it seems like data and tech infrastructure are not siloed anymore, the organization silos are still visible.

A best practice we are seeing is the rise of Chief Omnichannel Officers inside the most mature retailers.

At the crossroads of marketing, customer experience and tech, these roles connect the dots naturally.

Consumers don’t want to shop online or in store, their journey is not linear and in the store, they will continue to check on their mobile for comparison, reviews or pricing.

Internal silos and scopes should not create complexity in this context.

The other thing we noted is that not all store teams are equipped well to answer consumer needs.

Sometimes they share an old computer with an antique system to check stock, prices or product specifications.

If the consumer can get the information on his mobile before your salesperson on the floor, or if the conclusion of an in-store discussion is that the person you’re talking to cannot order for you or suggest the closest store that has the product in stock, it’s not telling a good story.

The omnichannel experience should be as fluid for the consumer as it should be for the floor teams.

Finally, we noticed that the brands mastering omnichannel understood that the human side of retail has to live across the whole experience. Just as consumers expect the store teams to be available, expert and kind, they want part of this human expertise and empathy to be accessible online.

Reviews and advice on how to use the product by a real team member or the ability to book a video call or an in-store appointment can make a lot of difference to bridge the online and store experience, but also to create brand preference.

Vitaly Gariev photo
Vitaly Gariev photo

Q: Personalization has been a retail buzzword for years, yet your findings suggest many customer journeys remain generic. What’s preventing retailers from delivering truly personalized decision support, and how can they overcome those barriers?

A: The key to personalization is data collection, analysis and activation across all channels. Yet, consumers are now expecting what we call a “data dividend”: as a brand, you have to demonstrate why consumers shall give you access to your information or just log in to your account.

The consumer journey mixes several devices and can take several days:

I start a LLM (Large Language Model) search on my personal mobile during my commute to work, check the brand website on my professional laptop during lunch break, go in store to look at the product for real,

then make my decision on the family laptop with my partner before buying from the store that has the product in stock the next weekend, and in between I might have adblocked remarketing banners on my social feeds.

Three different digital devices were used, brand website and LLM were leveraged, two different stores were visited, many digital ads didn’t get interactions… that’s a lot of reasons for the retailer to lose track of where you are in the journey and what you are exactly looking for.

The key is therefore to build trust through transparency and recognition to get the authorization to access the data which will fuel personalisation.

It’s another basic of retail which needs to be done well across all channels: the good old loyalty account and its benefits.

Amongst our 82 evaluation criteria, several are directly related to it and the most liked by consumers is the ability to pay with loyalty points, online or in store.

Also, personalization is expected by consumers as a perk, not as a marketing trick. There is more perceived value for the consumer when they are shown really complementary products after they visited a few pages than when you offer them 5% off if they subscribe to your newsletter straight away when they land on your homepage, and you don’t know why they are here.

That’s why our CX approach aims at finding the right balance between the consumer and the brand interests.

Q: As AI-powered shopping assistants, recommendation engines and conversational commerce become more common, how do you see these technologies changing the customer decision-making process, and where do you think Canadian retailers are still underestimating their potential?

A: Only 53% of the shopping sessions we did in Canada showcased a minimal offering of AI via a chatbot, so it’s not as common as expected.

This being said, understanding why and how consumers are using LLMs in their journey is a big topic we have been tackling with various retailers recently, and we are thinking about creating a “Prompt Index” to publicly share useful learnings across industries.

What we learned is that consumers from all ages and digital maturity are using more and more public LLMs for discovery, comparison, price hunting and usage advice.

If we go back to the personalization topic, it’s easy to understand why.

LLMs are capturing a big chunk of the intent and consumer knowledge that make them very relevant and trustworthy.

Examples:

● In beauty, it knows your skin type and the kind of look you appreciate.

● In grocery, it’s the recipes you like.

● In renovation, it helped you shape your project and understood your level of expertise from the tutorials you asked it to provide.

ChatGPT or Gemini are available 24/7 and you can ask them questions with no shame of being judged or no doubt that you are being tricked to buy something you don’t need or that the salesperson has an incentive to sell you right now (yet).

From a consumer perspective, it’s powerful. But retailers have several advantages over LLMs that they can play well.

First, in their respective sector, they have the best first party data from providers, experts and consumer reviews.

In their field, retailers will always be more specialized than a generalist generative AI.

Second, they manage the full process, including loyalty rewards that are very valuable for the consumers, and the delivery or pick up process that can be a real pain point if not done well.

Third, retail is and will always be a human business, and Canadian shoppers value this aspect a lot.

The paradox of the frictionless experience that AI could provide is that it doesn’t create emotions, memories, nor brand preference.

At best, LLMs will be personal shopping assistants, but consumers still appreciate the basics and foundations of retail:

● The service

● The ability to see and test the product

● The conversation with an expert

The omnichannel challenge is therefore to make these traits available anywhere and anytime.As the tech is now mature, the service layer can be properly improved, with the know-how that retailers have since decades.

More from Retail Insider:

Retail Insider Convenience Retail Report: Food-Led Formats and Digital Loyalty Redefine the Channel

Wilkes & Bowens Debuts at Toronto’s Stackt Market Ahead of Bloor Rebrand

By
Craig Patterson
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Wilkes & Bowens at Stackt Market in Toronto. Photo: Craig Patterson

Wilkes & Bowens has opened its first branded retail space at Stackt Market in downtown Toronto, offering shoppers an early look at the identity that will eventually replace Toronto Designers Market at the Holt Renfrew Centre on Bloor Street.

The temporary shop, operating as the Wilkes & Bowens BDC Fashion Residency, brings together clothing, jewellery, accessories and other products from a curated roster of Canadian designers. Presented in collaboration with Black Designers of Canada, the residency is scheduled to remain at Stackt through August 2.

Tyler Ferguson, a designer and member of the family behind Wilkes & Bowens, was managing the location when Retail Insider visited. She confirmed that the Stackt activation is the first physical retail space to operate publicly under the Wilkes & Bowens name.

The pop-up marks a visible step in the evolution of Toronto Designers Market, which operates from a permanent store on the concourse level of the Holt Renfrew Centre at 50 Bloor Street West.

The retailer describes Wilkes & Bowens as the next chapter for Toronto Designers Market, debuting at Stackt before the new identity is brought to the permanent Bloor Street location.

A Temporary Home for Canadian Design

The Wilkes & Bowens residency occupies a compact double-container space at Stackt, with frontage facing one of the development’s gathering areas.

The location gives the merchandise a strong visual presence within the shipping-container development, where visitors move between stores, restaurants, events and public spaces.

Ferguson said the assortment combines designers familiar to customers of the Bloor Street store with additional brands selected for the Stackt residency. The collaboration has a particular focus on Black Canadian designers.

“We’ve brought in designers customers may recognize from our Yorkville boutique, along with other Canadian brands, with a particular focus on Black designers,” she said.

Designers and labels represented in the space include Caffrey Van Horne, Sully & Son, Zoba Martin, Villa Aburi, Life Liveth in Me, 75th & Bespoke, Monoxide, Myrtle & Oswald, Perletta and the Wilkes & Bowens house label.

Several of the participating brands are already sold through the Bloor Street store, while others were added for the temporary residency. The Toronto Designers Market website lists more than 20 participating brands, including Monoxide, Wilkes & Bowens, Villa Aburi, Zoba Martin and Meg, although its online vendor roster does not reflect every designer currently carried in the physical store.

Ferguson said the Stackt assortment was assembled to introduce customers to established designers and less familiar names.

“It’s a strong mix, and I’m proud of the number of Canadian brands we’ve been able to bring into the space and introduce to new customers,” she said.

Tyler Ferguson at Wilkes & Bowens at Stackt Market in Toronto. Photo: Craig Patterson

Building Visibility for Canadian Brands

The residency addresses a persistent challenge for independent Canadian fashion and accessory brands: shoppers cannot support designers they rarely encounter in mainstream retail environments.

Ferguson said consumer interest in Canadian design is present, but visibility remains uneven.

“I don’t think people are deliberately choosing not to support Canadian design,” she said. “It often comes down to which brands have their attention and what is directly in front of them.”

She said presenting Canadian brands in accessible physical locations can translate that interest into purchases and help designers build enduring businesses.

“If we can get more Canadian brands in front of people, it will lead to more sales and stronger support for Canadian design,” Ferguson said. “We want as many people as possible to discover these brands and help them grow into lasting homegrown businesses.”

That mission has long been central to Toronto Designers Market, which describes itself as a curated boutique where Canadian designers, artists and artisans can showcase and test their collections in a working retail environment. The store carries products across categories including clothing, jewellery, accessories, furniture and décor.

From Toronto Designers Market to Wilkes & Bowens

The Stackt pop-up also advances a rebranding process first discussed publicly in 2025.

Toronto Designers Market owner Karen Ferguson told Retail Insider last year that the company planned to adopt the Wilkes & Bowens name as it expanded its focus beyond Toronto. She said the existing name had become a practical limitation for a business seeking to represent designers from across Canada and potentially enter other markets.

“With ‘Toronto Designers Market,’ the name itself is limiting if we want to expand beyond this city,” she said at the time. “Wilkes & Bowens allows us to create something that isn’t confined to one city, opening the door to future locations across Canada and even internationally.”

Tyler Ferguson said the family believed the retailer had outgrown the Toronto Designers Market identity.

“The name came with certain constraints,” she said. “Wilkes & Bowens is a return to our family legacy and a way of honouring where we started and where we came from.”

The family has a long history in business, and the name recognizes Karen Ferguson’s parents. Tyler said the new identity is intended to provide a foundation for the company’s next phase of growth.

“This is the name we’ll be building the next decade of the business around, and we’re very excited about it,” she said.

Karen Ferguson previously explained that Wilkes was her mother’s maiden name and Bowens was her own maiden name, with both representing the family foundation upon which she wanted to build the company.

Wilkes & Bowens already exists as a house label within the store. Under the rebranding strategy, the name will also become the public identity of the multibrand retail platform currently known as Toronto Designers Market.

Wilkes & Bowens at Stackt Market in Toronto. Photo: Craig Patterson

A Full Rebrand Planned for Bloor Street

The permanent store at the Holt Renfrew Centre has not yet completed its conversion.

Tyler Ferguson said the company is working through a full rebrand involving the name, brand colours and other elements of its public presentation.

“We’re in the middle of the rebranding process now,” she said. “It has been a substantial undertaking, but we expect to launch the new identity soon.”

An official launch date for the Bloor Street conversion has not been announced.

“My mom has been saying, ‘New name, same great team,’” Ferguson added.

Toronto Designers Market relocated from Parkdale to its current 1,450-square-foot Bloor-Yorkville store in 2023. The move introduced a more consistently curated model, with participating brands presented within a unified retail environment.

The business was founded in 2015 by entrepreneur Joshua James. Karen Ferguson, who had been one of its original participating designers, acquired Toronto Designers Market in 2019 and later led its relocation to the Holt Renfrew Centre.

The retailer has also developed an incubator function alongside its sales operations. Karen Ferguson previously told Retail Insider that the company assists designers with practical aspects of growth, including wholesale pricing, UPC codes, inventory requirements and fulfilling larger purchase orders.

The Wilkes & Bowens identity is intended to carry that model forward while retaining the retailer’s focus on Canadian-owned and Canadian-designed brands.

Wilkes & Bowens at Stackt Market in Toronto. Photo: Craig Patterson

Tyler Ferguson and Monoxide

Tyler Ferguson’s role in the Stackt residency reflects the family’s direct involvement in Canadian fashion and design.

She is the founder and designer behind Monoxide, a jewellery and accessory brand launched when she was 18. The company is now celebrating 14 years in business.

“I’m the designer and maker behind Monoxide,” she said.

Ferguson said Monoxide has called Toronto Designers Market and Wilkes & Bowens home for more than a decade. For the Stackt residency, she brought back several archival designs.

“I’m revisiting some archival pieces and bringing back designs that didn’t receive enough time in the spotlight when they were first released,” she said. “It has been exciting to give them another opportunity.”

Monoxide has also collaborated with Canadian fashion retailer Meg on a collection that Ferguson said is available through Meg’s stores and website. Meg is among the brands currently listed by Toronto Designers Market.

Wilkes & Bowens at Stackt Market in Toronto. Photo: Craig Patterson

Future Pop-Ups Under Consideration

The Stackt residency may also serve as a test for additional temporary Wilkes & Bowens locations.

Ferguson said the company wants to hear where customers would like to see Canadian design presented and confirmed that further activations are being explored.

She mentioned the Distillery District, The Well, Toronto Eaton Centre and Yorkdale as examples of places where a future pop-up could potentially operate. None has been confirmed.

“We want to know where people would go to shop Canadian design,” she said. “We’re prepared to go where the customers are.”

For now, the Stackt residency gives the company a temporary presence outside Bloor-Yorkville and introduces the Wilkes & Bowens name to a new audience.

It also provides an early look at the retailer’s planned next chapter: a broader platform for Canadian design built from the foundation of Toronto Designers Market, under a family name intended to travel beyond the city where the business began.

More from Retail Insider:

Retail Insider Books & Entertainment Report: Fandom, Community and Experience Reshape the Market

By
Lee Rivett
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Retail Insider has released its Q2 2026 Books & Entertainment: Fandom, Community and Experience Reshape the Market, authored by Craig Patterson as part of Retail Insider Reports. Retail Insider Reports are designed to deliver executive-level insights across major retail sectors and can be accessed through the Retail Insider Report Hub.

The report examines developments across Canada’s books, music, gaming, collectibles, hobby entertainment, movie exhibition and entertainment-focused retail sectors. Drawing on Retail Insider reporting, company disclosures, earnings call transcripts and broader industry research, it explores the commercial trends influencing retailers, landlords, developers, brands, investors and other industry stakeholders.

General Themes

  • Fandom drives commercial growth – Retailers are increasingly building communities around intellectual property, collecting and cultural participation rather than simply selling products.
  • Specialty physical retail remains resilient – Curated bookstores, record stores and collectibles retailers continue to attract consumers through discovery and community.
  • Experiential entertainment strengthens retail destinations – Entertainment venues are becoming increasingly important traffic drivers for shopping centres and mixed-use developments.
  • Digital content is becoming event-driven – Streaming platforms are creating curated experiences around major cultural moments to deepen engagement.
  • Nostalgia continues to influence purchasing decisions – Legacy brands, vinyl, retro toys and character merchandise demonstrate the enduring commercial value of emotional connection.
  • Books are becoming social destinations – Independent bookstores are expanding beyond retail by incorporating events, hospitality and community programming.
  • Control of intellectual property matters more – Brands that own customer relationships and proprietary content are strengthening their competitive positions.

Retail Insider Coverage

Retail Insider’s reporting throughout the quarter documented how leading operators are redefining books and entertainment retail through specialization and experience. Coverage included Sonic Boom’s expansion into a 13,000-square-foot flagship store in Toronto, illustrating continued demand for curated physical media, alongside Cineplex’s opening of Canada’s largest Playdium at Vaughan Mills and the company’s record first-quarter revenue. Retail Insider also followed Splitsville’s Canadian expansion, Roku’s launch of Soccer Zone ahead of the FIFA World Cup and Liberty Entertainment Group’s 40-year milestone.

The report also highlights the evolution of bookstores through concepts such as Book Bar in Toronto’s Mirvish Village and emerging romance-focused bookstores in Toronto and Ottawa. Retail Insider’s coverage of Pop Mart’s Canadian expansion and developments involving Toys “R” Us Canada further illustrates how collectibles, intellectual property and customer engagement are becoming central competitive advantages across the sector.

Broader Industry Coverage

The report concludes that Canadian books and entertainment retail is moving beyond traditional product categories toward business models centred on participation, discovery and community. Physical retail continues to perform where it offers experiences that digital channels cannot easily replicate, whether through curated merchandise, events, collecting or social interaction.

These shifts also carry implications for retail real estate and operations. Entertainment concepts are increasingly serving as destination anchors that encourage longer visits and repeat traffic, while retailers with strong intellectual property, loyal customer communities and distinctive experiences are better positioned to differentiate themselves. At the same time, experiential formats require disciplined execution, as operators balance higher operating complexity with the opportunity to build lasting customer relationships.

Editor’s Take

The strongest message from this report is that Canadian books and entertainment retail is becoming defined less by what retailers sell than by why consumers choose to visit. Fandom, community, intellectual property and memorable experiences are increasingly determining competitive advantage across bookstores, collectibles, entertainment venues and specialty retailers. Operators that transform stores into gathering places and cultural destinations are demonstrating that physical retail remains highly relevant when it creates engagement that extends beyond the transaction.

Conclusion

The full Q2 2026 Books & Entertainment: Fandom, Community and Experience Reshape the Market provides a detailed examination of the companies, trends and commercial developments shaping Canada’s books and entertainment sector.

Readers can access the complete report, along with the full library of Retail Insider Reports, through the Retail Insider Report Hub.

Gen Z is Redefining the Checkout Experience for Canadian Retailers

By
Craig Patterson
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Image: Konek by Interac

For years, retailers have focused on making checkout faster and easier. One-click payments, digital wallets and streamlined online experiences have all been designed to reduce friction, improve conversion and keep shoppers from abandoning their carts.

Now, a new generation of consumers is changing the conversation.

While speed and convenience remain important at checkout, Kris Zanuldin, Head of Konek at Interac, notes that many Gen Z shoppers also want something more: control over how they pay, along with payment experiences that reflect their expectations around privacy, security and data protection.

Zanuldin, who has more than two decades of experience in payments, e-commerce and fraud prevention, says retailers may need to rethink the final stage of the customer journey as Gen Z becomes a more influential consumer cohort.

Kris Zanuldin
Kris Zanuldin

A Generation With a Different Relationship With Money

Gen Z has become one of Canada’s most commercially active and influential consumer cohorts. At the same time, younger consumers are navigating economic realities that differ from those faced by previous generations, including higher living costs and changing definitions of financial success.

Many are embracing digital-first financial tools and treating money management as part of their broader wellness routines.

“How they pay isn’t just transactional, it’s deeply personal,” says Zanuldin.

That mindset is reshaping expectations around the checkout experience. For Gen Z consumers, the ability to choose how they pay, and to know their information remains protected, can influence purchasing decisions.

The Privacy Paradox

One of the more interesting aspects of Gen Z’s payment behaviour, according to Zanuldin, is an apparent paradox.

While some younger consumers share many aspects of their lives online, they may also be particularly mindful of how their financial information is collected, used and protected.

“A bank account is one of the most complete records of how a person lives their life,” says Zanuldin. “Gen Z gets it. They don’t want their sensitive financial data or card details tracking them across the web.”

That desire for control and security is creating new expectations for retailers.

“Financial data is like a personal boundary for many Gen Z Canadians,” he says. “When merchants respect that boundary, they’re more likely to win their trust. When they don’t, consumers may choose to shop elsewhere.”

For retailers, payment privacy and consumer trust are becoming meaningful competitive differentiators.

The Cost of Getting Checkout Wrong

For retailers, these changing expectations carry real financial consequences.

According to Baymard Institute1, the average online shopping cart abandonment rate is approximately 70 per cent in North America and remains one of the most significant challenges in e-commerce. Consumers frequently abandon purchases because their preferred payment method is unavailable or because the checkout process feels too long or complicated.

For Gen Z consumers, the stakes may be even higher.

“The business risk is massive, and it directly hits a merchant’s bottom line,” says Zanuldin.

Retailers that fail to align their checkout experiences with evolving expectations risk losing both transactions and long-term customer loyalty. According to Zanuldin, younger consumers are often willing to move quickly to another retailer if the checkout process does not meet their expectations around convenience, privacy or payment choice. They are also digital natives and expect seamless, hassle-free online experiences.

Trust Is Becoming a Competitive Advantage

Retailers have long viewed convenience as a central goal of digital commerce. Zanuldin believes that mindset is evolving.

“It tells retailers that convenience is now table stakes,” he says. “Most payment providers today offer a relatively fast checkout experience. The new competitive advantage is trust.”

That trust can influence more than a single purchase.

“Retailers who build that trust don’t just win the transaction, they win the relationship.”

As Gen Z’s share of consumer spending rises, those relationships could become increasingly valuable.

Responding to Changing Consumer Expectations

Payment providers are responding to these evolving expectations by giving consumers more control and flexibility over how they pay online.

Konek, powered by Interac and backed by Canada’s leading banks, was designed around several priorities that Gen Z consumers value, including security, control and flexibility.

In addition to debit and credit payment options, Konek enables Canadians to pay directly from their bank’s chequing or savings account, subject to merchant acceptance, giving consumers more flexibility and more ways to pay at checkout when completing transactions online.

The digital wallet, that was created with Canadians’ preferences in mind, is designed to simplify checkout by enabling consumers to set up once, securely link their participating bank and authenticate future purchases using passkeys, using face or fingerprint. According to Zanuldin, the goal is to provide retailers with a payment experience that reflects the way consumers want to pay while remaining straightforward to implement.

“Konek is incredibly simple to integrate, platform-agnostic and built to evolve dynamically alongside Canada’s changing consumer landscape,” he says.

Preparing for the Next Era of Commerce

Checkout has long been viewed as the final step in the purchasing journey. For many Gen Z consumers, it has become another touchpoint where brands either earn trust or lose it.

As Gen Z’s influence on consumer spending continues to grow, retailers may find that payment choice, privacy and trust are becoming increasingly important drivers of loyalty and conversion.

“You’re not just offering a payment option that Gen Z wants right now,” says Zanuldin. “You are making an investment that can futureproof your business for the next decade of digital commerce.”

Sponsored by Konek. Konek is a digital wallet powered by Interac Corp. and backed by Canada’s leading banks, providing Canadians with more ways to pay online while helping merchants deliver secure and flexible checkout experiences.

  1. Source: Baymard Institute, 50 Cart Abandonment Rate Statistics 2026. Baymard calculated an average online shopping-cart abandonment rate of 70.22 per cent based on 50 separate studies. The page was last updated September 22, 2025. ↩︎

Poor customer service abroad is driving travellers to switch banks: Gradient Labs

By
Mario Toneguzzi
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Gustavo Fring photo
Gustavo Fring photo

Google searches for “best bank for travel” are up 1,032% in the past year. The data explains why.

A study by Gradient Labs, a company building AI agents for finanсial services, finds that 39% of travellers have switched or seriously considered switching banks after a poor support experience abroad.

The issue is widespread: 1,000 of the 1,998 travellers surveyed reported experiencing a card, payment, or banking issue abroad in the past two years. 

  • Nearly a quarter (23%) waited 30 minutes or more to speak to someone at their bank abroad, and 6% nеver got through at аll. 
  • Half of respondents rated their bank as unhelpful, with one in three waiting days for a resolution.

The loyalty damage is lasting. 35% of affected travellers actively warned friends or family away from their bank based on how it handled a prоblem abroad.

The inverse is smaller but telling: 12% have recommended a bank specifically because it handled an issue well.

Dimitri Masin
Dimitri Masin

“Our research shows that banking problems abroad are common and costly: 40% of travelers have lost more than $200, and one in four has been forced into dеbt. At the same time, rapid resolution is entirely achievable. Banks that pull it оff are not the ones with fundamentally superior infrastructure,” said Dimitri Masin, CEO of Gradient Labs.

“They provide fаst, human-like incident response, 24/7, in any language, across аll channels and аll time zones. This is exactly the kind of consistency a competent AI agent can provide. And loyalty is truly at stake, as frequent travelers are actively looking for a bank that won’t let them down abroad.”

Masin said two things matter overseas: time and resolution. 

“Every minute spent waiting in line abroad has a real cost, such as a missed flight, disrupted plans, or a night you didn’t book. And a stranded customer doesn’t need to wait 30 minutes to find out why their card is blocked; they need it working again, and as quickly as possible,” he said.

Research suggests poor service abroad can drive customers to switch banks. What are the most important actions banks can take to retain those customers?

“Make customer experience a top priority. It’s a product that must compete on speed and problem-solving, in the customer’s language, at any time of day, and be handed over to a specialist with full context when needed. Consistency is crucial: deliver the same fast and high-quality results at 3 AM in a foreign time zone as at 3 PM at home, every time. That’s a design choice banks can make now,” said Masin.

‘The thing is, infrastructure can’t simply be “fixed.” It’s a highly regulated industry, and many of the seemingly problematic aspects are actually essential: fraud monitoring, background checks, and consumer protection obligations exist for a reason. However, customer service can be improved within these parameters, and that’s encouraging. Most problems abroad boil down to legitimate activity being flagged as unusual, and they’re quickly resolved if customers can contact their bank quickly and actually get through to let the bank know it’s them.

Masin said Gradient AI agents can deliver faster, more consistent support. 

Atlantic Ambience photo
Atlantic Ambience photo

“Our agents are already doing this in production for names like Wise, Current, Zego and Pockit, so this isn’t theory. In every single deployment across our customer base, customer satisfaction scores are higher than human teams,” he explained.

“At one of the largest AI support deployments in European banking,  at a digital bank with around 10 million customers, the agent runs at a 98% quality score, above the bank’s own 95% human benchmark, with 84% CSAT (Customer Satisfaction Score) on complex cases like disputes and blocked payments. Pockit reached 70% end-to-end resolution and 80% CSAT within six months.”

In 2025, international inflows reached record levels and continue to grow, meaning that for a growing share of customers, “banking abroad” is simply banking, added Masin. 

“I expect customer service quality to become a real driver of customer acquisition and retention in the next few years, ranking alongside fees and bonuses. People will no longer compare their bank’s service quality to other banks,” he said. 

“They will compare it to the service quality of their favourite consumer apps like Uber or Amazon. And supporting cross-border transactions is a near-perfect testing ground for it: high interest rates, responsiveness, strict rules, and clear results.”

More from Retail Insider:

AI security spending rises as retailers face surge in deepfake and identity attacks: Thales

By
Mario Toneguzzi
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Mikhail Nilov photo
Mikhail Nilov photo

A new report from global technology company Thales reveals how global IT and security professionals at retail organizations across 20 countries view data security in the age of AI. The report illustrates how AI security stacks up against other security operations and data security initiatives:

Key findings from the report:

  • Spending on AI security is rising: 32% of retail organizations have a dedicated budget for AI security, while 52% fund it through existing security budgets.
  • The speed of AI development puts security teams on the back foot: 72% of retail organizations cite rapid changes in AI ecosystems as their leading security concern, undermining the ability of traditional tools to keep pace.
  • AI Attacks are Already Hitting Retailers: 61% of respondents have already experienced deepfake attacks, and 48% have suffered reputational damage from AI-generated misinformation.
  • Identity is the Primary Target: 51% of retailers rank identity and access management as a top-three security priority as attackers increasingly exploit user credentials.
  • Human Error vs. Geopolitical Threats: Nation-state attackers and hacktivists were cited as the top security concerns; however, reality shows that 27% of retail organizations reported human error as the leading cause.

The full report is available here. 

Todd Moore, Global Vice President of Encryption Products at Thales, said the biggest challenge is that AI is moving faster than most organizations can adapt. 

“Retailers are trying to secure an environment that’s changing every few weeks, not every few years. The first thing they need to do is get visibility into their data. Our research found that only 37% of retailers say they know where all of their data is stored, and if you don’t know where your sensitive data lives, you can’t protect it from AI or anything else,” he said.

“Over the next year, I’d focus on discovering and classifying your data, strengthening identity controls, and encrypting your most sensitive information. Those fundamentals become even more important in an AI-driven world.”

Todd Moore
Todd Moore

Moore said AI has dramatically lowered the cost of deception. 

“A fake executive voice, a fraudulent customer support message, or convincing misinformation about a brand can all be created in minutes. Retailers have always worried about protecting transactions, but now they also have to protect trust,” he said.

“The answer is stronger identity verification, better monitoring for abnormal behaviour, and making sure employees know how to recognize AI-enabled social engineering. Ultimately, the organizations that verify identities instead of simply trusting what they see or hear will be much better positioned.

Moore said attackers have realized it’s often easier to log in than to hack in. 

“AI makes phishing, credential theft, and impersonation much more convincing, so identities have become the new perimeter. Once someone steals legitimate credentials, they can often bypass traditional security controls,” he explained. 

“The mistake many retailers still make is thinking about identity as just an employee login problem. Every customer account, API, machine identity, and now AI agent needs to be authenticated and governed. As AI creates more digital identities, identity security becomes the foundation for everything else.”

The report suggests that nation-state actors and hacktivists dominate security concerns, yet human error remains the leading cause of many incidents. Why is there still such a gap between perceived threats and the realities retailers face?

Anna Shvets photo
Anna Shvets photo


“I think it’s human nature. We worry about the sophisticated attacker we see in the headlines, but most breaches still start with everyday operational problems such as a misconfiguration, a stolen credential, or someone clicking the wrong thing. Our research found human error remains the leading cause of breaches, and complexity is a big reason why. Security teams are managing more tools, more cloud environments, more identities, and now AI. The simpler you can make your security operations, the fewer opportunities there are for mistakes,” noted Moore.


“I don’t think organizations necessarily need a completely separate AI security budget, but they do need to avoid treating AI as a bolt-on project. AI touches your identity systems, your cloud infrastructure, your data, and your applications. If you’re simply moving money from one security priority to another, you may create gaps somewhere else. The best investment is strengthening the foundation by knowing where your data is, encrypting it, protecting identities, and simplifying your security architecture. Those investments pay off whether you’re defending against traditional attacks or AI-powered ones.”


More from Retail Insider:

Air Canada Amenity Kits Spotlight Canadian Brand Partnerships

By
Retail Insider
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Air Canada Collection Display

By Larry Leung, Founder and Experience-in-Chief, Transformidy

Air Canada’s latest investment in passenger comfort offers a useful case study in how a large service company can use everyday customer touchpoints to introduce Canadian brands, demonstrate business capabilities and support future growth.

Beginning in August, the airline will introduce new comfort products across its cabins on international flights. Economy and Premium Economy passengers will receive six-foot polar-fleece blankets, while Air Canada Signature Class customers will see upgraded duvets and pillows.

Air Canada has also partnered with Sahajan, the Canadian skincare company founded by Lisa Mattam, to include Lip Karma balm and The Hand Remedy cream in its amenity kits. Sahajan combines Ayurvedic traditions with modern clinical science, giving the program a Canadian wellness story that fits the realities of long-distance travel.

Cabin humidity can fall to between 10 and 20 per cent, making dry skin a common concern for passengers. The products therefore serve a practical purpose during the flight while introducing travellers to the Sahajan brand.

Hunter Amenities, a Burlington, Ontario-based hospitality products company, developed, manufactured and sourced the kits. It also manufactures the two Sahajan products for the program at its Burlington facility. Founded in 1981, Hunter works with hospitality, travel and retail partners in more than 120 countries.

Each participant brings a distinct capability to the partnership. Sahajan contributes its wellness expertise, product story and founder-led identity. Hunter provides formulation, manufacturing, sourcing, packaging and the ability to deliver at airline scale. Air Canada gives passengers an environment in which they can experience the products during a relevant moment in their journey.

At the unveiling event at Park Hyatt Toronto, I spoke with members of Air Canada’s product team, Hunter Amenities CEO Dave Lemmon and Sahajan founder and CEO Lisa Mattam. The conversations explored the path from initial concept to final execution, along with the time, coordination and operational discipline required to launch the program across Air Canada’s international network.

What passengers see as a compact assortment of comfort products is the result of a much larger undertaking. Every item requires development, testing, manufacturing, sourcing, packaging and alignment among the participating brands. The products must also be delivered consistently across a complex airline operation.

The value of the partnership extends beyond what passengers find inside the amenity kit.

For Air Canada, the products provide a tangible expression of its customer-experience strategy. Sahajan gains exposure in a setting where its wellness proposition is particularly relevant. Hunter demonstrates its ability to convert a brand collaboration into a program capable of operating across an international airline network.

Exposure, however, does not automatically produce lasting commercial value.

Air Canada Amenity Launch

Passengers may use and enjoy the products without remembering the companies behind them or understanding the expertise required to create the program. The business challenge is to build appropriate connections between the onboard experience and the wider stories of Sahajan and Hunter while preserving the exclusivity of Air Canada’s offering.

For Sahajan, the partnership introduces its products and Canadian wellness positioning to an international audience. That visibility could strengthen recognition of its wider portfolio, deepen its association with travel wellness and create opportunities in related retail, hospitality and service settings.

Hunter’s opportunity is less visible to passengers but equally important. An amenity kit does not reveal the complexity of the operation behind it. The program nevertheless demonstrates Hunter’s ability to coordinate product development, manufacturing, sourcing, packaging, sustainability considerations and brand collaboration at scale.

That record of execution may support future conversations with prospective partners across aviation, hospitality and other experience-focused industries.

The next stage of partnership value does not depend on placing airline-exclusive products on store shelves. The larger opportunity is to identify which capabilities, customer needs and brand stories can support credible future experiences or collaborations.

Air Canada, Sahajan and Hunter Amenities bring together customer reach, wellness expertise, manufacturing knowledge and operational scale. Those complementary strengths could support other relevant offerings or experiences for Canadian consumers.

The partnership also provides a useful lesson for retailers, suppliers and brand leaders. Strong collaborations can fulfil an immediate business need while giving each participant a chance to demonstrate its capabilities, deepen customer relationships and explore new sources of value.

Air Canada’s new amenities may begin with a better night’s rest in the sky. Their longer-term value will depend on how effectively the companies involved build on the experience once passengers return to the ground.

More from Retail Insider:

From The Desk: Navigating Retail Growth Amid Trade Shifts and Experience-Driven Strategies

By
Craig Patterson
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The Canadian retail landscape continues to evolve rapidly, driven by a nuanced interplay of strategic physical expansions, technology-enabled service innovations, and the ever-present undercurrent of global trade uncertainties. This week, a steady stream of announcements underscore how retailers and real estate players alike are seeking growth through experiential environments, strategic partnerships, and diversification, even as external pressures like tariff threats and economic policy shifts introduce caution into investment and operational decisions.

Notably, the period from mid- to late-July coincides with several key industry calendar moments, such as the ramp-up to the Fall Toronto Gift + Home Market, reminding retailers of the criticality of in-person buying and supplier connections ahead of the holiday season. Meanwhile, emerging consumer demand centred on wellness, convenience, and curated brand offerings plays out vividly across sectors from apparel to food service and retail real estate development.

Retailer News

Retailers continue to refine and expand their physical footprints in ways that align with evolving consumer preferences and strategic market positioning. Roots’ new travel retail store at Vancouver International Airport leverages high-traffic travelling audiences with curated Canadian-made products, signalling a targeted focus on experiential and location-aware retail formats. Similarly, UNIQLO’s expansion with a second Winnipeg store emphasises large-format growth to capture urban markets, in line with its national strategy. Meanwhile, international brand Rains opened its second Canadian store at Yorkdale, underlining Canada’s rising importance for contemporary lifestyle brands integrating retail, wholesale, and e-commerce channels.

The grocery and convenience sectors are not standing still either. After Walmart gained exclusive Canadian rights to Esprit’s apparel line, adding recognizable fashion depth to its offerings, Staples strengthened small business shipping services through a new partnership with Canada Post. At the same time, Amazon enhanced its Prime membership benefits in Canada with the rollout of Amazon Family and Add to Delivery features, reflecting ongoing investments to improve convenience and customer experience amid intensifying e-commerce competition.

The wellness sector remains a vibrant growth area. Toronto’s Sweat and Tonic club opening joins Montréal’s Bota Bota spa expansion in underscoring a broadening trend toward multifaceted wellness destinations in mixed-use real estate. Meanwhile, Shoppers Drug Mart’s new obesity care partnership illustrates how pharmacy-led health services are deepening their role in integrated virtual care offerings.

On the real estate front, Bramalea City Centre’s revitalization with Walmart Canada, UNIQLO, and Victoria’s Secret illustrates evolving retail mix strategies and community programming that support sustainable customer engagement. Meanwhile, RONA’s reacquisition of Atlantic Canadian stores reflects operational consolidation strategies enhancing logistical and retail presence in key regional markets.

Canadian retail continues to display resilience, albeit with inflationary and cost pressures that are eroding margins in some sectors. According to Statistics Canada, May 2026 retail sales rose by 1.0%, fuelled mainly by gains in gasoline stations and fuel vendors, suggesting a cyclical component influenced by price volatility. The latest CPI data showing a 2.8% annual rise highlights moderated inflation but persistent price pressures in grocery and travel segments, which continue to shape retailer pricing and consumer budgets.

The fast food segment posted growth through innovation and expansion; A&W’s Q2 results showcased sales and revenue increases supported by same-store sales and new franchising initiatives, reflecting consumer demand for familiar, value-driven offerings enhanced by promotional pushes. Meanwhile, the gaming and sports sectors continue capitalizing on experiential retail, as discussed in the recent sporting goods and outdoor report, where participation and engagement drive loyalty and differentiated retail environments for landlords and operators alike.

The jewellery market also demonstrates clear bifurcation between luxury experiential formats and accessible premium offerings, per the Retail Insider jewelry report, reinforcing that high-touch physical retail remains vital. Birks Group’s strong fiscal results and planned expansion are emblematic of this trend, despite overall sector challenges. Meanwhile, home furnishings retailers are restructuring around service, value, and accessibility, as the home furnishings report notes, adapting stores to experiential hubs with knowledgeable staff to counter softer demand.

Retailer People News

Leadership developments reflect efforts to guide retail and cooperative entities through complex market conditions. After an extended search, Calgary Co-op appointed Andrew Clarke as CEO, bringing extensive international expertise and a members-first focus that will be pivotal for maintaining competitive operational growth. Such fresh leadership is critical in bridging community values with business momentum in cooperative retail models.

Retailer Op-Eds

The recent announcement of proposed 50% U.S. tariffs on Canadian imports has spurred significant debate around the future of Canada’s food and beverage trade. Sylvain Charlebois, in his op-ed on the tariff risks, highlights the urgent need for Ottawa to intensify direct negotiations with Washington to preserve vital market access. This looming trade volatility threatens not just exporters but the entire retail supply chain, underlining how geopolitical factors can reverberate through commercial real estate and retail investment dynamics.

In a complementary examination of consumer behaviour, Charlebois’s analysis of permanent daylight time adoption outlines subtle but meaningful shifts in dinner habits that may redistribute spending from grocery stores to foodservice establishments. This time policy shift underscores how even non-economic factors can influence retail patterns and competitive landscapes, further complicating food sector strategies in interconnected urban markets.

Editor’s Take

This week’s retail coverage paints a portrait of an industry steering through a complex convergence of opportunity and risk. On one hand, physical retail expands thoughtfully — with wellness clubs, experiential jewellery, and lifestyle apparel brands broadening their footprints into carefully selected urban and regional markets. On the other, looming tariff threats and sustained inflationary pressures compel sharper operational focus and heightened agility.

Retailers capturing growth are those integrating digital innovation with authentic physical experiences, as seen in Amazon’s Prime upgrades and Walmart’s exclusive Esprit partnership. Meanwhile, real estate players must align with tenants who offer broad experiential appeal and stable necessity-based business – a strategy epitomized by Choice Properties REIT’s focus on retail anchors and industrial logistics. The synthesis of these dynamics suggests that success will favour adaptable actors who balance prudent investment with meaningful customer engagement amid an uncertain external environment.

Looking ahead, leadership shifts like Calgary Co-op’s new CEO appointment and strategic funding deals in luxury retail highlight the importance of fresh perspectives and capital in navigating evolving market and consumer complexities. The impact of broad socio-political forces – from trade policy to daylight time changes – underscores a perennial reality for Canadian retailers and investors: anticipating and adapting to external disruptors is as vital as responding to shifting local demand.

This Week’s Articles

Retailer News

Retailer People News

Retailer Op-Eds

News From Around the Web

Best GS1 QR Code Generator: Tested for GS1 Compliance

By
Retail Insider
-

GS1 Digital Link (DL) QR codes are a new type of barcode that combines two functions into one code.

They can be scanned at retail checkout like a traditional barcode and also open a webpage when scanned with a smartphone. This allows businesses to use a single barcode for sales transactions while giving customers access to product information, instructions, promotions, and other online content.

Because of these benefits, more companies are starting to test these types of QR codes. Some want to improve product information and customer engagement. Others are preparing for industry requirements and compliance programs that support the use of these next-generation barcodes.

As adoption grows, more businesses are looking for the best GS1 QR code generator to help them create these codes correctly.

That is important because not all platforms comply properly. A code may open a webpage without problems, but the data inside may not fully follow GS1 standards. This can create issues when the barcode is used in retail stores, supply chains, and other systems that rely on standardized product data.

To help you choose the right platform, we reviewed several GS1 code generators with global rules compliance as our first priority.

Best Overall: QR TIGER

QR TIGER is the best overall generator available today because it provides the core features businesses need for GS1 compliance while also offering advanced tools beyond basic QR codes.

The platform uses a guided, step-by-step setup process, making it easier for businesses unfamiliar with technical GS1 formatting to create GS1 Digital Link QR codes.

Notably, this is the only platform we tested that actually verifies your GTIN (barcode number) during setup. It helps you catch and fix typing or copying mistakes before your QR code is created, saving you from costly printing errors.

This is especially important because there is a common misunderstanding about how dynamic QR codes work.

While you can change where the link redirects a user at any time, the actual URL encoded inside the QR code (in this case, the GS1 Digital Link) cannot be changed once it is generated or printed. So, making sure you get this part correct from the start is essential.

Users can also add more than basic GTIN data, including batch numbers, expiration dates, serial numbers, and other product information. Multiple linking options are available as well, giving businesses flexibility on where the QR code directs users. 

All QR codes are dynamic, meaning the destination link and its content can still be edited even after the codes are already printed.

The standout feature is the product page builder.

QR TIGER provides 10 product page themes that can be reused or redesigned for different products. Each theme includes organized sections for images, descriptions, videos, reviews, FAQs, and additional links.

Here is a sample of what we were able to make with their free plan: https://qr4.be/01/09506000134352/22/2A/10/ABC/21/12345

The platform also prioritizes scanability over visual customization. Many heavily designed QR codes may still scan on smartphones, but can create problems for retail barcode scanners. 

That becomes a serious issue for GS1 implementation, especially in checkout environments where consistent scanning matters. QR TIGER keeps customization within designs while maintaining reliable scan performance. 

Because at the end of the day, a visually impressive QR code means very little if scanners struggle to read it consistently.

QRCodeChimp

QRCodeChimp added GS1 QR code generation to its existing QR code platform. It includes the basic features needed to create these codes, including GTIN support, additional product data fields, and dynamic QR codes that can be updated after printing.

Users can choose from several output options, including a single URL, a platform-created product page, a dynamic PDF, or a PDF gallery that displays links to multiple PDF documents.

However, there are a few issues.

The first concern is the amount of design freedom available. QRCodeChimp allows users to heavily customize their QR codes, including designs that may fail barcode verification testing. 

Users familiar with GS1 QR code printing guidelines can avoid these issues, but those unaware may create designs that look good while reducing scan performance.

Second, QRCodeChimp adds extra information to the web address stored inside the QR code. For example:

https://gs1.qrcc.pro/01/09506000134352/10/ABC?17=214124&gs1qr=tdzoqar0ebk0

The gs1qr=tdzoqar0ebk0 portion is not part of the GS1 DL standard and appears to be used for QRCodeChimp’s internal system.

This extra data does not affect how the QR code works on phones or barcode scanners. However, it does increase the amount of information stored in the QR code.

More data creates a denser QR code, which may require a slightly larger symbol size than a QR code containing only the GS1 data needed.

Scanova and Uniqode

Both Scanova and Uniqode can generate GS1 Digital Link QR codes and include the basic features needed for product identification. 

Both platforms support dynamic QR codes, extra product data, and different link options such as a single URL or a product landing page. They also provide tools for managing QR codes and their linked content.

However, during our testing, we found a few issues that keep them from being fully GS1-compliant.

The first issue is how they format data attributes in the URL. For information such as expiration dates, packaging details, and other GS1 data, both platforms used path separators (/) instead of query parameters.

GS1 Digital Link requires these data attributes to come after a question mark (?), with an equals sign (=) connecting the identifier to its value and an ampersand (&) separating additional data fields.

For example:

Correct: ?13=240101&17=260101

Incorrect: /13/240101/17/260101

The QR codes still worked during testing, but this format does not follow the standard.

Uniqode also includes a matching 1D barcode with each QR code, which is a useful feature. However, during testing, we found that the barcode was shortened to make it smaller and placed very close to the QR code. 

This reduced the quiet zone, which is the white space around the QR code that scanners need to read it properly. These changes can slow down scanning and, in some situations, even cause scan failures.

Another concern is the amount of design customization available. Similar to QRCodeChimp, both platforms allow users to create heavily styled QR codes. 

Hopefully, these issues will be fixed in future updates.

Hovercode

Hovercode is a clean and easy-to-use all-in-one QR generator. During our testing, we did not find issues with its GS1 Digital Link format, which is a good start.

The platform supports a single link or a link page. It also allows basic GS1 data such as batch numbers, serial numbers, and expiry dates.

However, these are only a small part of what these codes can store. GS1 has over 200 application identifiers for different types of product information. Hovercode only supports a few of the most common ones. This may work for simple products, but it can feel limited for more complex needs.

Another issue is the lack of GTIN validation. The system accepts any 14-digit number without checking if it is a real GS1 code. This can lead to mistakes before printing.

We also found a problem with other GS1 identifiers like SSCC and GLN. The platform shows support for them, but still forces a 14-digit input.

Some of these codes are not always 14 digits, so they cannot be entered correctly. If a platform supports these identifiers, it should also accept their correct format. Otherwise, the feature does not work properly.

Hopefully, this will be improved in future updates so full GS1 support can be done correctly.

Use a GS1 Verified QR Code Platform

Across all tools reviewed, QR TIGER stands out as the best GS1 QR code generator.

One key reason is compliance strength. QR TIGER follows Digital Link rules closely and is built with the correct GS1 structure from the start.

It follows Member Organization standards by working with them and by providing feedback from testing based on those rules. As a result, it is a partner solution of GS1 US, GS1 UK, and GS1 Singapore.

It also has strong practical features. The newest update is GTIN validation, which helps catch errors before generating QR codes. It supports dynamic QR codes, structured product data, and product pages with clear layouts.

During comparison, other platforms showed gaps in validation, data structure, or scan reliability. Some still work, but may carry risks in strict retail environments.

For businesses that want both GS1 compliance and strong real-world functionality, QR TIGER remains the most reliable choice.

Daily Synopsis: Jul 24, 2026

By
Retail Insider
-

Welcome to the Daily Synopsis by Retail Insider. We hope you enjoy the 9 articles we published covering key developments in Canadian retail.

Roots opened a new travel retail store at Vancouver International Airport targeting both domestic and international travellers. Esprit has returned exclusively at Walmart through a licensing partnership to offer updated apparel collections. Amazon introduced Amazon Family and Add to Delivery for Canadian Prime members to enhance convenience and flexibility in shopping.

The Keg launched its first-ever delivery service via DoorDash to offer select menu items from more than 100 locations. Retail Insider also published stories about Bota Bota expanding its spa with a second floating pavilion in Montréal, Shoppers Drug Mart partnering with Obesity Canada on virtual weight management, and Medik8 launching in all Sephora Canada stores as part of its North American expansion.

🗞️ The Day’s Retail Insider Article List

🌐 Canadian Retail News From Around the Web

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