Advertisement
Advertisement
Home Blog Page 150

Marda Loop businesses in Calgary look ahead as construction wraps up

Marda Loop
Marda Loop

Major construction was a pain for quite some time for many businesses in Calgary’s Marda Loop neighbourhood.

But completion of construction finally has businesses, from retailers to restaurants to services, optimistic about the future and the return of consumers, many of whom had shied away from the district.

Bob van Wegen
Bob van Wegen

“Marda Loop has always been one of Calgary’s most dynamic and diverse neighbourhoods,” said Bob van Wegen, Executive Director at Marda Loop Business Improvement Area (BIA). “With the major construction behind us, we’re excited to welcome Calgarians back to shop, dine, and explore. Every visit supports local businesses and strengthens our city’s economy.”

For the past few years, about 200 local businesses had to be resilient in the face of construction and infrastructure upgrades.

Paul Morissette
Paul Morissette

“For us, Marda Loop isn’t just a place to run a business, it’s where we connect with our neighbours, celebrate milestones, and create experiences people remember,” said Paul Morissette, owner of Fresh Kitchen, who is also President of the Marda Loop BIA Board of Directors “After weathering the challenges of the past few years, it feels incredible to look out our front door and see people enjoying the sidewalks, patios, and energy of the street again. This community has a renewed spark, and we can’t wait to be part of its next chapter.”

His business has been around for about 17 years.

Morissette said it’s been a tumultuous couple of years, for sure, for business owners. 

“We (BIA) represent over 200 businesses and services in the business area, and it’s impacted retailers and I’m also a retailer that has been affected by it, with year over year, customer count decreases. People just don’t want to risk coming the neighborhood anymore because traffic, construction woes, parking issues and stuff like that. So we’ve seen some retailers go and for sure, it’s a sad situation, but we also, because of the vibrancy of that neighbourhood, the popularity of that neighborhood, we’ve seen businesses come in too. So it’s not all doom and gloom for sure,” he said.

“It’s still a very positive place to do business. And we’re also quite excited now that construction is wrapping up to get back to those customer accounts, and putting Marda Loop back on top of mind, where it’s a great, vibrant place to shop in Calgary.”

Marda Loop
Marda Loop

What needs to be done when it comes to city construction in business areas?

“I think the best thing that we can probably ask for is clear and concise communication right from the parties involved, whether it’s the City of Calgary or their subcontractors or contractors. I know the Marda Loop BIA as an advocate for the businesses in the neighbourhood, that’s all we really sought, to open up the lines of communication to get realistic deadlines, realistic timelines involved, things like that,” explained Morissette. 

So I think construction in its form is disruptive, Renovation is disruptive. So all we can try to do is minimize that in the best way, by just getting a true and realistic timeline from the people involved. And that can be a challenge, for sure, because you’re at the whim of weather, you’re at the whim of labour issues, who knows. But at the end of the day, we’re still businesses trying to exist. And minimizing that from going forward would be the biggest thing you could ask for.”

More from Retail Insider:

Mastermind Toys Opens Pop-Ups at Holt Renfrew

Mastermind Toys pop-up at Holt Renfrew, 50 Bloor St. W. in Toronto. Photo: Mastermind Toys

Mastermind Toys has entered the luxury retail landscape with five new holiday pop-up boutiques inside Holt Renfrew stores across Canada. The collaboration, which runs from November 1 until early January 2026, introduces the toy retailer to a premium audience in four major markets.

The initiative includes pop-ups at Holt Renfrew’s Bloor Street and Square One locations in the Greater Toronto Area, as well as stores in Montreal, Calgary, and Vancouver. The move marks an unexpected yet strategic pairing between Canada’s largest specialty toy retailer and the nation’s leading luxury department store chain.

Marcello Piane, Vice President of Store Operations at Mastermind Toys, said, “It’s a great opportunity to work with Holt Renfrew and reach new customers during the holiday season.

Marcello Piane

The partnership allows Mastermind Toys to extend its footprint beyond its traditional standalone stores, connecting with a new demographic of customers who frequent Holt Renfrew’s curated retail environments. Each boutique features a tailored selection of premium toys, collectibles, and exclusive holiday merchandise.

“We wanted to make sure each pop-up felt Unique and Playful,” Piane explained. “The assortments are curated to suit the market and reflect Holt Renfrew’s luxury positioning while maintaining our own sense of fun and discovery.”

The Toronto Bloor Street pop-up, located on the mezzanine level of Holt Renfrew’s flagship store at 50 Bloor Street West, sits near the women’s footwear department and next to a Longchamp boutique. The mezzanine level also features holiday gifts and the Holts Café restaurant, creating a seamless integration between gift shopping and luxury experiences.

Mastermind Toys pop-up at Holt Renfrew, 50 Bloor St. W. in Toronto on November 1, 2025. Photo: Craig Patterson

Inside the Bloor Street Pop-Up

At the Toronto Bloor Street location, the Mastermind Toys pop-up offers a mix of nostalgia, craftsmanship, and luxury appeal. Among the highlights is a limited selection from Germany’s Steiff, the heritage toy brand recognized for inventing the teddy bear in 1902. One of the Steiff bears featured in the boutique is priced at around $700, with a handcrafted rocking horse costing even more.

Manager Josie Grech described the collaboration as “a unique, specially curated experience for Holt Renfrew customers.” She added, “Some items you’ll only find in this location. The Barbie collection and several exclusive Lego designs were chosen specifically for Holt Renfrew Mastermind pop-ups, alongside beautiful Coco Village and Cuddle + Kind products.”

Coco Village, a Quebec-based brand recently acquired by Mastermind Toys’ parent company, adds a design-led aesthetic to the mix. The line includes baby furniture, puzzles, and arts and crafts items. Grech noted that the assortment aims to balance premium materials with educational play.

“It starts with a clear plan, team partnership, and the passion to make it all come together,” said Marcello Piane. “A special thank-you to Joanne Tobin (District Manager), Marley Llakaj (Director, Visual Merchandising), Arif Mukhtar (VP, Retail Development), and our Store Managers who went above and beyond to make this happen — Josie, Jackie, Jamie, Samantha, Bree, and Peter. Your dedication and support brought this to life in a beautiful way, and we are incredibly grateful. Also, a special thanks to our Buyers, Allocators, and Warehouse & Distribution, Marketing, and IT Teams. Your combined efforts and collaboration are very much appreciated.”

Mastermind Toys pop-up at Holt Renfrew, Square One in Mississauga. Photo: Mastermind Toys

Curated Assortments With a Luxe Touch

Each of the five Holt Renfrew pop-ups reflects both Mastermind Toys’ educational philosophy and Holt Renfrew’s luxury sensibility. Products from Steiff, Coco Village, and Cuddle + Kind embody craftsmanship and social impact, aligning with both retailers’ emphasis on quality and values-driven shopping.

“The Cuddle + Kind line is a beautiful addition,” said Grech. “Each doll is handcrafted and ethically produced, with meals donated for every item sold. They’re the kind of toys that children grow attached to, becoming their companions over the years.”

Other notable items include high-end wooden toys, plush animals, and seasonal exclusives that appeal to both children and collectors. “It’s all about storytelling and discovery,” said Piane. “We want families to find something special that sparks imagination.”

Mastermind Toys pop-up at Holt Renfrew Ogilvy in downtown Montreal. Photo: Mastermind Toys

Aligning With Holt Renfrew’s Holiday Vision

The timing of the collaboration was deliberate, coinciding with Holt Renfrew’s annual transformation into a festive holiday destination. The partnership provides both brands with an opportunity to create experiential retail moments that blend playfulness with sophistication.

According to Grech, preparations began in late summer. “Once the partnership was confirmed, everything came together quickly,” she said. “Our teams worked closely to design the spaces, merchandise the displays, and make sure it reflected both Mastermind’s spirit and Holt Renfrew’s holiday aesthetic.”

Each location was designed collaboratively, using fixtures and signage consistent with Holt Renfrew’s standards while maintaining Mastermind Toys’ signature colours and interactive displays. The result is a cohesive in-store experience that stands out amid high-end fashion and accessories.

Mastermind Toys pop-up at Holt Renfrew in downtown Calgary. Photo: Mastermind Toys

A Season of Strategic Expansion for Mastermind Toys

The Holt Renfrew partnership follows a period of renewed growth and reinvention for Mastermind Toys under its new ownership. Acquired in 2024 by Unity Acquisitions Inc., a consortium led by Canadian retail veterans Joe Mimran, Frank Rocchetti, and David Lui, the brand has been evolving from a specialty toy store into a broader children’s lifestyle destination.

This year, the company also welcomed toy industry executive Stéphane Tétrault, founder of Imports Dragon and co-owner of McFarlane Toys, as co-owner and investor. Under the leadership of CEO John Bayliss, appointed in May 2025, Mastermind Toys has launched its “3.0” experiential store concept, featuring expanded assortments and more immersive shopping environments.

In October 2025, the company opened its first downtown Montreal flagship, signaling a deeper national push. Around the same time, its sister brand Coco Village debuted at Quartier DIX30, further cementing the company’s expansion into Quebec.

Mastermind Toys pop-up at Holt Renfrew, 50 Bloor St. W. in Toronto on November 1, 2025. Photo: Craig Patterson

Luxury Meets Play: A New Retail Frontier

The partnership between Mastermind Toys and Holt Renfrew reflects a broader shift in luxury retail, where experiential and family-oriented concepts are finding a place alongside high fashion. Holt Renfrew has increasingly embraced pop-ups and short-term activations, using them to showcase new collaborations and bring fresh energy to its stores.

Earlier in 2025, Holt Renfrew hosted the Tilley Sport pop-up at its Bloor Street flagship in Toronto. The launch included a 40-look runway presentation and a green carpet experience featuring designer Kim Newport-Mimran’s new Tilley Sport collection, with the concept slated to rotate to Square One and Yorkdale later in the year.

Recent additions such as Maje and Levi’s further highlight Holt Renfrew’s evolving strategy. The French contemporary label Maje opened boutiques at Square One, Calgary, and Montreal in August following the end of Hudson’s Bay, while Levi’s relaunched its premium denim line through elevated in-store experiences. Together, these efforts reinforce Holt Renfrew’s leadership in luxury retail and its appeal to younger consumers seeking accessible-luxury offerings.

The initiative also coincides with a new leadership era. Holt Renfrew’s recently appointed CEO, Franco Savastano, formerly led Swiss department store Globus under the Selfridges Group, where he oversaw a major modernization of the brand. His arrival follows the departure of Sebastian Picardo earlier this year and signals continued innovation ahead for Canada’s top luxury department store.

More from Retail Insider:

DUER expands in Calgary with new CF Market Mall pop up (Photos)

Photo: Duer
Photo: Duer

DUER, the Vancouver apparel brand behind Performance Jeanswear, has expanded its Calgary presence with a second retail location at CF Market Mall. Open from November 1 through spring, the new space offers a range of men’s and women’s apparel just in time for the holidays. 

Hot on the heels of new store openings in Victoria, San Francisco, and Portland, the Market Mall pop-up is part of the retailer’s ongoing retail expansion strategy as the brand explores new ways to connect with communities and make its products more accessible across North America, said the retailer.

Gary Lenett (Image: Britney Gill / DUER)

“Retail has always been part of our DNA. We love getting people into our product because once they try on a pair of DUERs, they instantly understand what makes them different. Pop-ups give us the flexibility to test, learn, and create more of those in-person moments that bring the brand to life,” said Gary Lenett, company Founder.

“Calgary has been one of our strongest communities from the start, so a second location here feels like a natural next step. We’re bullish about retail and the role it plays in our growth strategy. And less serious but just as true, we’re on a mission to help people live more effortlessly, and the best way in is to get more people in pants.”

Grounded in the belief that performance apparel should never compromise on style, the company said it designs for effortless living – infusing heritage fabrics like denim, canvas, and twill with technical features such as stretch, temperature control, and a signature gusset in the men’s collection. The result is clothing built to move and made to look great. 

More from Retail Insider:

DUER opens 1st store in San Francisco, ushers in a new era of denim (Photos)

DUER opens 1st standalone store in Victoria, expanding West Coast retail presence (Photos)

Photo: Duer
Photo: Duer
Photo: Duer
Photo: Duer
Photo: Duer
Photo: Duer
Photo: Duer
Photo: Duer ‘
Photo: Duer
Photo: Duer

Cineplex reports box office revenue decline in Q3

Cineplex Junxion at Erin Mills Town Centre (Image: Erin Mills Town Centre)

Cineplex Inc. released its financial results for the three and nine months ended September 30, 2025, showing that third quarter box office revenues of $159.5 million, decreased $15.4 million or 8.8% from $174.9 million in the prior year.

The decrease is due to a 9.1% decrease in theatre attendance, driven by a stronger film slate in the prior year, which included Deadpool & Wolverine, said the company.

Third quarter theatre food service revenues of $116.3 million decreased $14.3 million or 10.9% compared to the prior year, primarily due to a 9.1% decrease in theatre attendance. 

Ellis Jacob

“The consistency of film product and the continued appetite for premium experiences remained evident throughout the third quarter despite not having a title comparable to last year’s historic Deadpool & Wolverine,” said Ellis Jacob, President and CEO, Cineplex. “Audiences responded enthusiastically to a diverse slate of original and international films, reinforcing the value of our elevated and immersive theatrical offerings.

“Cinema media remains a premium platform for advertisers, with sustained year-over-year growth reflecting resilience despite a challenging advertising market. Subsequent to quarter end, we announced the sale of Cineplex Digital Media, which will enhance our financial flexibility, enabling us to reduce leverage, pursue strategic share repurchases within the parameters of our current debt agreements and allocate capital toward broader corporate priorities.

“We also saw contributions from our Location-Based Entertainment portfolio, with the addition of three new venues in late 2024, driving incremental revenue over the prior year. Together, these achievements underscore our commitment to delivering consistent cash flow and long-term value for our shareholders.”

Cineplex is a top-tier Canadian brand that operates in the Film Entertainment and Content, Amusement and Leisure, and Media sectors. Cineplex offers a unique escape from the everyday to millions of guests through its circuit of 171 movie theatres and location-based entertainment venues. In addition to being Canada’s largest and most innovative film exhibitor, the company operates ‘Eats & Entertainment’ (The Rec Room), complexes specially designed for teens and families (Playdium), and an entertainment concept that brings movies, amusement gaming, dining, and live performances together under one roof (Cineplex Junxion). It also operates successful businesses in cinema media (Cineplex Media), digital place-based media (Cineplex Digital Media or CDM), alternative programming (Cineplex Events) and motion picture distribution (Cineplex Pictures).

More from Retail Insider:

Canadian Tire reports strong Q3 retail revenue growth

Image: Canadian Tire

Canadian Tire Corporation, Limited announced Thursday financial results for its third quarter ended September 27, 2025, indicating strong retail revenue growth

The retailer said consolidated comparable sales were up 1.8%, with growth across banners; retail revenue growth remained strong, up 3.2% and up 5.9% excluding petroleum; Normalized Diluted Earnings Per Share was up 6.5% to $3.78 on a continuing operations basis, while Diluted Earnings Per Share (EPS) was $3.13, down 11.8%; and Annualized dividend increased from $7.10 to $7.20 per share, alongside an intention to repurchase up to $400.0 million of Class A Non-Voting Shares by the end of 2026.

Greg Hicks
Greg Hicks

“In a continued dynamic consumer environment, we grew retail sales for a third consecutive quarter,” said Greg Hicks, President and CEO, Canadian Tire Corporation. “At the same time, we completed a transformative reorganization, a key building block to better operating efficiency and value creation under our True North strategy. Our confidence is reflected in our continued strategic investments, our dividend increase and our share repurchase program.

“Our Triangle Rewards program has real momentum and is contributing to loyalty sales growth. We announced a new Tim Hortons partnership in Q3, with new Royal Bank of Canada and WestJet programs on track to launch in 2026. Partnering with leading Canadian programs will accelerate our brand scale, our data insights, and sales — while rewarding loyalty in more parts of our customers’ daily lives.”  

THIRD-QUARTER CONTINUING OPERATIONS HIGHLIGHTS

  • Consolidated comparable sales were up 1.8%, led by continued strong performance at SportChek and strong performance in Ontario and Quebec at Canadian Tire Retail (CTR).
    • CTR comparable sales were up 1.2%, as stronger growth in Ontario and Quebec was partially offset by Alberta. Four of CTR’s five divisions grew, and Automotive was up for the 21st consecutive quarter. Discretionary sales growth outpaced essential sales for the first time since 2021.
    • SportChek delivered its fifth consecutive quarter of comparable sales growth, up 4.2% against strong comparable growth in the prior year, helped by back-to-school and back-to-hockey sales. Areas of growth included athletic clothing and footwear as well as leisure footwear and hard goods like golf and hockey.
    • Mark’s comparable sales were up 2.5%, with strength in workwear and jeans on earlier demand for fall seasonal products. Growth at new-concept Bigger Bolder Better (BBB) stores remained strong.
  • Loyalty sales outpaced non-loyalty sales, with loyalty members up in the quarter.
  • CTR Dealer restocking of non-seasonal and fall/winter categories, along with strong sales across other banners, drove strong growth in Retail Revenue and retail gross margin. Excluding Petroleum, Retail Revenue was up 5.9%; Retail gross margin rate was 35.8%, up 57 bps.
  • Normalized for the True North expenses, Diluted EPS was up 6.5% to $3.78. Normalized IBT was broadly stable at $297.7 million, compared to $296.7 million in the same quarter last year. Favourable normalized retail IBT offset a decline in Financial Services income before income taxes (IBT), primarily reflecting previously communicated investments in the business.
  • Diluted EPS was $3.13, down $0.42 or 11.8%, mainly due to expenses related to the Company’s True North transformation.

The company said its True North transformative growth strategy, launched in Q1 2025, is designed to drive core retail growth through four strategic cornerstones: disciplined capital investments in digital and store experiences; an expanded Triangle Rewards loyalty system; more personalized and data-driven customer relationships; and a more agile, tech-driven and efficient operating company.

The transformation is underway, with progress on a number of fronts, it explained.

“CTC began operating under its newly implemented operating structure at the end of Q3 2025, following the completion of its anticipated restructuring, with a first full quarter of savings from the restructuring expected in Q4 2025. The Company announced a further expansion to its Triangle Rewards partnerships, with Tim Hortons becoming the fourth marquee Canadian brand to partner with CTC. Previously announced partnerships with RBC and WestJet are expected to be in market in Q1 and Q2 of 2026, respectively. The Company’s existing loyalty partnership with Petro-Canada added close to 70,000 linked members in Q3, reaching a total of 518,000,” said Canadian Tire.

“The Company is on track to complete 54 store enhancement projects in 2025, enhancing omni-channel capabilities and adding 0.3 million square feet to the network. During Q3, store project completions included Mark’s BBB stores in Laurier, Quebec, Vaughan, Ontario, and Cross Iron Mills, Alberta, and SportChek Destination Sport stores in Windsor, Ontario, and in Richmond, British Columbia. A new replacement CTR store opened in Kelowna, British Columbia, in early Q4.”

Canadian Tire Corporation, Limited’s banners include Canadian Tire; Party City and PartSource; Mark’s; SportChek, Hockey Experts, Sports Experts, Atmosphere; and Pro Hockey Life across nearly 1,700 retail and gasoline outlets.

More from Retail Insider:

RW&CO Opens New Concept Flagship Near Montreal

Pictured: RW&CO’s new flagship storefront at Promenades Saint-Bruno. The store features refined neutrals and deeper hues for a sleek, modern retail experience, designed to inspire and elevate the customer journey. (CNW Group/Reitmans (Canada) Ltd)

Canadian fashion brand RW&CO has opened its first flagship store at Promenades Saint-Bruno, marking a milestone in its 25-year history and a key moment in parent company Reitmans (Canada) Limited’s broader retail transformation.

The 7,800-square-foot location, the largest RW&CO store to date, introduces a reimagined brand identity, combining modern design with a renewed focus on customer experience. The launch signals the next phase of Reitmans’ multi-brand growth strategy and reflects the company’s efforts to evolve with Canadian shoppers’ changing tastes.

“This moment represents much more than a rebrand. It marks a pivotal milestone in our five-year strategic plan and it’s a reimagining of what RW&CO stands for,” said Margaret Thouez, General Manager of RW&CO, in a statement. “We’ve evolved to meet our customers where they are today and where they aspire to be tomorrow.”

A New Direction for a Canadian Brand

Founded in Montreal in 1999, RW&CO has long been recognized for its professional and casual wear collections for men and women. The brand’s evolution now aims to meet the needs of the modern “work-from-anywhere” customer, offering collections that combine versatility, fit, and quality.

The new flagship embodies this shift. Designed in Canada, the store integrates contemporary design cues with lounge-style fitting areas and open, light-filled spaces meant to encourage discovery and comfort. Every detail, from layout to materials, reflects RW&CO’s updated visual identity, first revealed in September.

“This flagship brings our new brand story to life,” Thouez said. “It’s about creating a space where design, innovation, and connection intersect — a place that reflects how Canadians live and work today.”

RW&CO Saint Bruno store (CNW Group/Reitmans (Canada) Ltd)

Design Meets Purpose

Beyond aesthetics, RW&CO’s flagship introduces a concept that merges fashion retail with community engagement. The store will serve as a platform for creative collaborations, events, and local talent showcases, extending the brand’s reach beyond traditional retail.

The company described the new store as a “purpose-driven retail environment that fosters creativity and community,” aligning with Reitmans’ vision to create meaningful and lasting experiences across its banners.

The flagship’s design uses neutral tones, sustainable materials, and modular displays to emphasize craftsmanship and approachability. The atmosphere mirrors the brand’s positioning — sophisticated yet accessible, catering to customers seeking timeless, well-made apparel that transitions easily from work to leisure.

Part of a Broader Reitmans Transformation

RW&CO’s new direction is a cornerstone of Reitmans (Canada) Limited’s long-term strategy to modernize its three banners: Reitmans, PENN., and RW&CO. Under the leadership of CEO Andrea Limbardi, the company has sought to reposition its brands around differentiated experiences and a renewed emphasis on Canadian design.

With 391 stores across the country, including 84 RW&CO locations, Reitmans remains one of Canada’s largest specialty apparel retailers. The company has placed renewed focus on innovation, omni-channel integration, and community relevance to stay competitive amid international retail expansion in Canada.

The Saint-Bruno store, located about 20 kilometers from downtown Montreal, acts as both a symbol and a testing ground for Reitmans’ new retail strategy. The flagship is expected to inform future store designs across RW&CO’s network and guide how the brand interacts with consumers online and in person. 

RW&CO Saint Bruno store (CNW Group/Reitmans (Canada) Ltd)

More from Retail Insider:

KONEK, powered by Interac and leading Canadian Financial Institutions launches Canada’s Homegrown e-Commerce Payment platform with Staples Canada as first national merchant

Image: KONEK

Interac Corp. (Interac) has introduced KONEK, a new Canadian-made e-commerce payment solution designed to give merchants and consumers greater choice, trust, and control in how they pay online. Backed by Canada’s major financial institutions and launching nationally with Staples Canada as the first participating national retailer, KONEK represents a major evolution in the country’s digital payment landscape.

“KONEK is a new Canadian e-commerce payment solution that’s designed to give Canadians more choice and trust when they’re transacting online,” said Kris Zanuldin, Head of KONEK at Interac, in an interview with Retail Insider. “We saw an opportunity to bridge a gap in the market, where accessibility, convenience, and security weren’t being fully met.”

The platform arrives as retailers seek alternatives to costly payment networks and as Canadian consumers increasingly demand simpler, faster, and safer online transactions.

Bridging the Gap in Canadian Online Payments

Interac developed KONEK in collaboration with Canada’s leading financial institutions. The system operates as both an authentication entry point and a payment method, enabling customers to log in through their existing online banking credentials with their participating financial institution and securely complete purchases from a chequing, savings, credit, debit, or line-of-credit account, depending on merchant acceptance.

“KONEK was built to deliver trust, accessibility, and convenience,” said Zanuldin. “On the merchant side, there’s frustration with rising payment costs and increasing fraud, while consumers are becoming more conscious about privacy and security. We wanted to solve for both.”

He noted that trust and privacy rank among Canadians’ top priorities in digital commerce, particularly among younger generations. “Our research shows that over half of Gen Z consumers prefer pay-by-bank options if they’re available,” he said. “They want flexibility and confidence that their data is protected.”

Merchant Benefits: Lower Costs, Higher Conversions

For retailers, KONEK addresses long-standing pain points, including high transaction fees, complex integrations, and growing fraud exposure. Zanuldin explained that KONEK’s structure, developed in collaboration with financial institutions, helps reduce payment related costs while improving checkout conversion rates.

“For merchants, it’s about increasing revenue and reducing costs,” he said. “Many solutions focus on one or the other, but KONEK does both. We help maximize conversions while lowering the cost of payments.”

Based on data from the Baymard Institute the average large e-commerce site can gain up to a 35% increase in conversion rates through optimized checkout flow and design. KONEK’s integration gives consumers a streamlined checkout experience that is designed to reduce friction and minimize cart abandonment.

“Payment choice is critical,” added Zanuldin. “When customers can pay how they want, whether by chequing and savings accounts, debit, or credit, they’re less likely to abandon their carts. KONEK helps merchants close that gap.”

Reducing Fraud with Bank-Grade Security

Fraud prevention is another cornerstone of KONEK’s design. The platform integrates directly with financial institutions’ multi-layered fraud detection systems, incorporating tokenization, encryption, and real-time authentication.

“Fraud is an ongoing battle,” said Zanuldin. “The good news is that with KONEK, merchants gain access to some of the best fraud detection and prevention systems in the country, powered by the financial institutions themselves.”

Retailers using KONEK also benefit from full fraud liability shift, meaning they are not held responsible if a customer authenticates through KONEK and later reports fraudulent activity. “That’s a huge advantage for merchants,” Zanuldin explained. “It helps reduce risk and protect their bottom line.”

Seamless Integration for Merchants

To make adoption as frictionless as possible, KONEK was developed as a modern API-based platform that works across operating systems and networks. Its first payment processor integration partner is Moneris, allowing retailers to integrate KONEK directly through existing acquirer relationships.

“We wanted integration to be modern, easy, and operationally simple,” said Zanuldin. “Partnering with existing acquirers, ensures that retailers don’t face new reporting or settlement challenges. It all fits seamlessly into their existing systems.”

This approach reflects the long history of Interac and its collaboration with the Canadian financial ecosystem. “Our goal is to make life easier for merchants, not more complicated,” he added.

Simplified Checkout for Consumers

For consumers, the KONEK experience is designed to be fast, secure, and intuitive. At checkout, customers simply select the KONEK button, choose their participating financial institution, and authenticate using their online banking credentials. Once enrolled, they can use passkeys login — such as Face ID or Touch ID –for one-click checkouts.

“After authentication, customers see their full range of payment options,” Zanuldin said. “That’s what makes KONEK special. You can pay directly from your chequing or savings account, credit, debit, or line of credit, depending on merchant acceptance, all within one experience.”

The system automatically fills in billing and shipping details from the user’s banking profile, which can be edited before purchase, helping speed up transactions while maintaining accuracy.

“Our vision is simple: pay who you want, how you want, easily,” Zanuldin said. “That’s what we’ve built KONEK to do.”

A Made-in-Canada Solution for a Diverse Market

KONEK’s Canadian origins are central to its identity. Developed and operated domestically, the platform reflects both the regulatory environment and the diverse consumer base unique to Canada.

“Canada is a diverse nation, and payment preferences vary,” said Zanuldin. “KONEK was built to reflect that. It’s about choice, inclusivity, and flexibility.”

He added that Canadian businesses benefit from a payments system that understands the local regulatory and financial landscape. “It’s important for a payment solution to recognize what it means to operate in Canada. KONEK does exactly that.”

Trust remains a defining factor. “Canadians have a deep level of trust in Interac and in our financial institutions,” Zanuldin said. “By aligning KONEK with those institutions, retailers inherit that trust. It’s a powerful differentiator.”

Staples Canada Leads as First National Retail Partner

The first national merchant to adopt KONEK is Staples Canada, which offers the payment option on Staples.ca and Bureauengros.com The rollout represents a milestone for both Interac and Canadian retail, as Staples showcases the potential of the platform.

 “They are the first retailer to demonstrate what we mean by a more convenient, trustworthy, Canadian-built payment experience,” Zanuldin confirmed.

He described Staples Canada as an ideal early partner. “They’re a well-established national brand with strong e-commerce operations, and they share our vision for improving the online customer journey. It’s a great fit.”

Future Expansion and Long-Term Vision

As KONEK scales across Canada, Interac is already focused on expanding its functionality and reach. The company sees the platform as a foundation for future e-commerce payment innovation, supporting account-to-account transactions, recurring payments, and embedded financial experiences.

“Canada deserves a better payment service, one that’s accessible, trustworthy, and built for our market,” said Zanuldin. “We’re on a multi-year journey to make that a reality.”

He also emphasized the potential for KONEK to drive growth in Canada’s e-commerce ecosystem. “Digital payments are still evolving here,” he said. “As more commerce shifts online, Canadian merchants need a homegrown option that helps them compete and lowers their costs. That’s what KONEK offers.”

Merchants who are interested in learning more about KONEK can visit KONEK.ca

This feature was developed in partnership between Retail Insider and KONEK to highlight innovation within the Canadian retail industry.

How Old City Media Uses Experiential Marketing Campaigns as a Secret Weapon Against Theft and Customer Apathy for Retail Brands

According to statistics published by the National Retail Foundation (NRF) in 2024, there was a 93% increase in shoplifting incidents in stores in 2023 compared to five years earlier. This alarming statistic makes it clear that for retailers, theft is a legitimate problem that needs to be stopped now. 

However, retailers may overlook one of their most effective solutions to curb this retail theft: experiential marketing. “While people often think of shoplifting and retail theft as ‘petty theft,’ the truth is that for retailers, the consequences are anything but petty,” says Ray Sheehan, founder of Old City Media, a leading experiential marketing firm based in Philadelphia. 

Studies have found that US retailers lost approximately $45 billion to retail theft in 2024 alone. Even if the value of the stolen products is relatively small, theft and its effects can compound quite quickly.  

To curb the growth of retail theft, many retailers have implemented anti-theft measures, such as installing additional cameras, removing self-checkout lines, or utilizing physical barriers like locking cabinets. Yet, many of these methods have proven ineffective at actually stopping theft. And worse yet, some of these approaches burden the customer experience of those who wouldn’t steal, putting off potential customers.

How experiential marketing strategies could be a brand’s best way of curbing retail theft 

That being said, experiential marketing may be the key to helping retailers thwart potential shoplifters before they even get the chance to think about stealing from their store. By employing techniques common to experiential marketing, such as having brand ambassadors interact with customers and creating more interactive shopping experiences, retailers could see shrinkage levels drop as a positive externality.

One of the main reasons experiential marketing efforts serve as such a powerful hedge against retail theft is that they increase the presence of human employees in the store. When you have brand ambassadors working throughout the store, it means more sets of eyes to deter thieves.

“Of course, our brand ambassadors are not security, and they should not be treated as such,” says Sheehan. “It’s not their job to catch or apprehend shoplifters. But simply having more people on the floor during experiential marketing events makes potential wrongdoers feel more wary, as it increases their likelihood of getting caught.”

Experiential marketing also shifts the retail environment from a transactional to an interactive one. When a customer goes to a traditional brick-and-mortar retailer, they’re likely just browsing the shelves and putting whatever products they want to buy in their carts. However, when a retailer effectively implements experiential marketing, their goal is no longer merely to purchase products but instead to interact with a knowledgeable brand ambassador and get guidance on their purchasing decisions. 

These in-person marketing experiences engage customers in a way that no other experience could replicate. Marketers who deliver this through pop-ups, brand activations, and engagement marketing in stores will find that it goes far beyond simply selling the brand’s products or services and boosting brand awareness. 

In this way, experiential marketing is also a powerful tool in brands’ arsenals to fight customer apathy.

How engagement marketing tools fight customer apathy

When a customer visits the storefront of their average grocery store, they probably don’t have a strong connection to the brand itself; they’re likely there for the express purpose of purchasing food. However, when they visit a high-end clothing or accessory store, they tend to have a stronger alignment with that specific brand. More general retailers would be wise to replicate the success of these high-end brands’ experiential campaigns to create increased brand awareness.

Furthermore, through immersive experiences, retailers can build a feeling of value and reciprocity that creates a psychological barrier to theft for potential wrongdoers. 

“By using strategies like giveaways and offering free branded merchandise, brands are creating a sense of brand loyalty that makes it harder for people to take something that isn’t theirs,” says Sheehan. “After all, why would someone want to steal from a company that just gave them something?”

How experiential marketing campaigns can redefine the brand experience and ease shrinkage

Indeed, with an effective use of experiential marketing, brands can entirely reshape their store’s dynamics. A great example of this can be found at your local Apple Store. 

Apple has built its entire retail experience around experiential marketing. From interactive experiences using virtual reality and augmented reality to its open-concept retail layouts and engaged employees, everything about the Apple Store is designed to make shopping there a unique and memorable experience. Although the retailer also employs traditional loss prevention strategies, such as mechanical locks and alarms, the way they create the shopping experience is also a form of loss prevention in itself.

Ultimately, experiential marketing may not be a direct countermeasure to combat retail theft, but brands that strategically utilize this marketing method may find that it has an indirect effect in deterring shoplifters from stealing. 

“If your business is looking to maximize its marketing budget — helping fight shrinkage at the same time as you build brand loyalty among your target audience — consider the power of experiential marketing,” Sheehan concludes.

Pierre St-Laurent appointed President & CEO of Empire Company Limited

Pierre St-Laurent

Grocery giant Empire Company Limited has appointed Pierre St-Laurent, as President and Chief Executive Officer of Empire and its wholly-owned subsidiary, Sobeys Inc. St-Laurent will also serve on the Board of Directors of Empire.

This appointment follows the company’s announcement earlier this year of President & CEO Michael Medline’s intention to retire from Empire. Mr. St-Laurent’s appointment is effective immediately with Mr. Medline remaining to support a thorough transition into December.

“After a robust and well-governed succession process that included both an extensive global search and consideration of internal candidates, our Board is delighted to have identified our next CEO from within our organization,” said James Dickson, Chair of the Board of Empire. “Pierre is a seasoned retail executive who has served as one of the key architects of our company’s success and our Board is unanimous that he is the right choice to create long-term value for all of our stakeholders. Choosing a leader from within our senior leadership ranks speaks to the depth of talent in our company and reinforces that our greatest strength lies in our people — those who know our business, live our values and have helped shape our success.

“I am incredibly grateful for Michael’s leadership over the past nine years. He has been the true embodiment of a resilient, adaptable and courageous leader and his impact on our company will be felt for years to come.”

A 34-year veteran of Empire, St-Laurent has served in increasingly senior roles with the company, across the finance, distribution and logistics, retail operations and merchandising functions. In 2019, he was appointed Executive Vice President & Chief Operating Officer for Empire, overseeing the company’s merchandising, operations and supply chain functions across Canada, while also serving as a key member of the company’s executive leadership team. In 2020, he was named one of Canada’s 50 Best Executives by the Globe and Mail’s Report on Business Magazine, said the company.

Sobeys (Image: Nejmark Architect)

“What an incredible honour to lead Empire’s 129,000 teammates and to continue to build upon the foundation of success that we have created together,” said Mr. St-Laurent. “I have been fortunate to work with so many talented colleagues over the years and I am inspired by what we can achieve together in the years to come, for our customers, our teammates and the communities we serve.”

“Pierre is a proven and passionate leader and a fantastic executive who has played a critical role in the transformation and growth of Empire over the past nine years,” added Medline. “He brings a remarkable combination of operational expertise, strategic insight and, importantly, a deep and unwavering commitment to our customers. I am confident he is the leader to take our company to even greater heights.”

Empire said Medline retires from the company after nine years of outstanding contributions to the growth and success of the company. Not only did he lead the difficult transformation and turnaround of what at the time was a struggling business, he has since steered Empire on its current growth trajectory, delivering immense value for shareholders in a dynamic and ever-changing marketplace.

Empire Company Limited is a Canadian company headquartered in Stellarton, Nova Scotia. Empire’s key businesses are food retailing, through wholly-owned subsidiary Sobeys Inc., and related real estate. With approximately $31 billion in annual sales and $17 billion in assets, Empire and its subsidiaries, franchisees and affiliates employ approximately 129,000 people.

More from Retail Insider:

Canadian Tire Launches 1st Hudson’s Bay Stripes Collection

Canadian Tire unveils their limited-edition Hudson’s Bay Stripes holiday capsule, launching December 5, 2025. (CNW Group/Canadian Tire Corporation, Limited)

Canadian Tire Corporation (CTC) is ushering in a new chapter of Canadian retail history with the reintroduction of the Hudson’s Bay Stripes. On December 5, Canadian Tire will launch its first Hudson’s Bay Stripes holiday collection, available exclusively in stores across the country. The limited-edition capsule marks the first step in Canadian Tire’s stewardship of the storied brand since acquiring the Hudson’s Bay intellectual property earlier this year.

“Bringing the Stripes back to Canadians is both an honour and a responsibility,” said Greg Hicks, President and CEO of Canadian Tire Corporation, in a statement. “Recognizing the enthusiasm and nostalgia Canadians hold for the brand, we are determined to reintroduce it with care. As a first foray, this curated Hudson’s Bay Stripes collection is a reflection of our stewardship.”

The holiday capsule includes 26 heritage-inspired products such as the Hudson’s Bay Point Blanket, classic striped ornaments, espresso sets, knitwear, totes, and bedding. Every item has been carefully chosen from past Hudson’s Bay collections, selected for quality and historical resonance. Availability will vary by store, and the products will not be sold online.

Eva Salem, SVP, Marketing and Brand, Canadian Tire

“This is a moment of pride and preservation,” said Eva Salem, Senior Vice President, Marketing and Brand at Canadian Tire, in an interview on Wednesday. “The Stripes have been part of Canada’s story for generations, and we’re thrilled to bring them back through a limited-edition capsule that celebrates their legacy.”

From Legacy to Launch

When Canadian Tire won the $30-million bid to acquire Hudson’s Bay’s intellectual property in spring 2025, including its distinctive multicoloured stripe design, the company faced a tight turnaround. With the deal finalized in June, CTC had only five months to prepare a collection for the holiday season—an ambitious feat in an industry where retailers typically plan a year or more in advance.

“We largely had to work with what we could turn around in five or six months,” Salem explained. “Normally, with these kinds of launches, we plan at least 18 to 24 months ahead. This time, we focused on agility and authenticity, creating something that would resonate deeply with Canadians.”

The resulting capsule collection features products that many will recognize from past Hudson’s Bay assortments. Canadian Tire worked closely with the same long-standing suppliers to ensure quality and craftsmanship remained consistent. “The manufacturing is the same, the quality is the same, and in many cases, the vendors are the same,” said Salem. “We wanted this first capsule to be rooted in what people already love.”

A New Stewardship of Heritage

The Hudson’s Bay Stripes are among the most recognizable symbols in Canadian retail history. Their origins date back to the late 18th century when Hudson’s Bay Company introduced the point blanket in 1779. The now-famous green, red, yellow, and indigo stripes on a white background became a hallmark of Canadian identity, adorning everything from outerwear to home décor.

For Canadian Tire, acquiring these assets represented a commitment to preserving and evolving a national symbol. The company’s stewardship extends to Hudson’s Bay’s historic coat of arms, slogans, and several private-label brands, including Distinctly Home and Hudson North. The acquisition did not include the Zellers brand, which was sold separately to Les Ailes de la Mode Inc. in August.

Under the deal, Canadian Tire also obtained Hudson’s Bay’s social media channels, using them to engage directly with Canadians. “We’ve started conversations through our social platforms, asking Canadians what they’d like to see in future collections,” said Salem. “It’s been really fun watching people vote on this-or-that product options and share their ideas. We’re genuinely listening.”

Canadian Tire unveils their limited-edition Hudson’s Bay Stripes holiday capsule, launching December 5, 2025. (CNW Group/Canadian Tire Corporation, Limited)

Inside the Store Experience

While the products will not be available online initially, customers can expect prominent in-store displays at Canadian Tire locations nationwide. Salem confirmed that stores will showcase the Hudson’s Bay Stripes capsule in high-traffic areas, especially near seasonal holiday sections.

“The timing was tight, but we were able to create point-of-purchase materials and cohesive in-store presentations,” she said. “It’s designed as a capsule, everything together in one place, so customers will immediately recognize it when they walk in.”

This initial rollout will be modest in size, but Canadian Tire plans a much broader expansion in 2026. “The spring launch will be more fulsome,” Salem noted. “You’ll see more products, more inventory, and greater accessibility. We want to give Canadians more opportunities to experience the Stripes.”

Tying Into the ‘True North’ Strategy

Canadian Tire’s revival of Hudson’s Bay aligns closely with its corporate “True North” strategy, a company-wide vision that emphasizes celebrating Canadian heritage, community, and values. “At the highest level, our purpose is to make life in Canada better,” said Salem. “The Hudson’s Bay brand ladders up to that perfectly. Canadians care about legacy brands and products that represent our shared story. Stewarding the Stripes allows us to continue that connection in a meaningful way.”

Beyond the flagship Canadian Tire banner, the company is exploring ways to introduce Hudson’s Bay-branded products across other retail chains in its portfolio, including Mark’s and SportChek, potentially by late 2026 or early 2027. “We want the assortments to make sense for each retailer,” Salem said. “Ultimately, we want Canadians to have access to these products wherever they shop in their communities.”

A Modern Take on a Classic Brand

This reintroduction comes as part of a broader retail transition following the closure of all Hudson’s Bay department stores earlier this year. When the Bay shuttered after 355 years in business, Canadians rushed to stores to buy up remaining striped goods. The overwhelming demand made clear that these products hold lasting emotional and cultural value.

Canadian Tire’s approach emphasizes respect for that heritage. Rather than overextending the brand, the retailer aims to balance familiarity with freshness. “We’re not changing the products people love,” Salem said. “There’s nothing to fix. Our goal is to preserve the magic that Canadians associate with the Stripes while introducing thoughtful new additions over time.”

This sense of continuity extends to philanthropic partnerships. Canadian Tire confirmed that it will maintain Hudson’s Bay’s longstanding relationship with the Gord Downie & Chanie Wenjack Fund (DWF). Proceeds from the sale of the Hudson’s Bay Point Blanket will continue to support the fund, which advances reconciliation and Indigenous-led initiatives across Canada. The retailer pledged to donate a minimum of $1 million annually to DWF, regardless of sales volume.

Canadian Tire unveils their limited-edition Hudson’s Bay Stripes holiday capsule, launching December 5, 2025. (CNW Group/Canadian Tire Corporation, Limited)

Looking Ahead: The 2026 Expansion

Canadian Tire plans to significantly grow the Hudson’s Bay product line next year. “We see this as just the beginning,” Salem said. “This holiday capsule is about reconnecting with Canadians and reminding them why they love the Stripes. In 2026, you’ll see us expand into more categories, more stores, and potentially even new retail formats.”

The company has not ruled out the idea of stand-alone Hudson’s Bay Stripes boutiques or shop-in-shop concepts in the future. “We’re exploring everything,” Salem explained. “For now, our focus is on making the products accessible across our existing network, but there’s definitely potential for special retail experiences down the road.”

Canadian Tire’s vast retail network, spanning nearly 1,700 locations across multiple banners, gives it an advantage in bringing the Stripes to communities nationwide. The company’s integrated loyalty platform, Triangle Rewards, could also play a role in future promotions, although Salem said the current capsule does not directly tie into the program.

Consumer Excitement and Nostalgia

Early consumer response to Canadian Tire’s social media campaigns has been overwhelmingly positive. Canadians have expressed nostalgia for the heritage design and appreciation that the brand remains under domestic ownership. “People are passionate about this brand,” Salem said. “We’re seeing emotional responses —memories tied to family traditions, cabins, holidays. The Stripes mean something special to people.”

That emotional connection underscores the broader cultural significance of this acquisition. For many Canadians, the Hudson’s Bay Stripes represent continuity amid change, evoking a shared national history that stretches back centuries. Canadian Tire’s stewardship ensures that this legacy will continue — not as a museum piece, but as a living, evolving brand within everyday retail life.

More from Retail Insider: