Roots store at Vancouver International Airport. Image: Roots
Roots has expanded its presence in Vancouver with a new store at Vancouver International Airport, adding travel retail to a growing mix of flagship, destination, shopping centre and experimental formats.
The store is located after security near Gate E88 in YVR’s U.S. Departures Terminal and was opened in partnership with Hudson, part of global travel retailer Avolta. Roots and YVR marked the opening on July 23 with an event attended by airport partners, media and invited guests.
The location gives Roots access to Canadian and international travellers at one of the country’s busiest gateways. It also follows a period of investment in the retailer’s physical network, including a significantly larger Robson Street flagship, major renovations at Vaughan Mills and Mont-Tremblant, and the launch of a smaller pilot concept in Toronto.
“Our product assortment is uniquely suited for comfort and travel, making airports a natural extension of our retail strategy,” said Meghan Roach, President and CEO of Roots Corporation. “Opening at YVR allows us to connect with both Canadian and international travellers at a key global gateway, building on our longstanding success of serving consumers in tourism and travel destinations.”
Travel-Focused Assortment at YVR
The YVR store carries a focused selection of Roots apparel, accessories and giftable merchandise. Products include the retailer’s Original Sweats, Vancouver graphic fleece and T-shirts, Made in Canada collections, Cabin socks, Beaver stuffies and keychains.
Select Vancouver graphic fleece and T-shirt styles are exclusive to the airport location, giving travellers access to products tied specifically to the city.
The assortment draws on several categories where Roots has strong brand recognition. Its sweats and casual apparel are suited to travel, while Vancouver graphics and smaller accessories provide options for visitors seeking Canadian-branded gifts.
The airport store also extends a localized merchandising strategy that Roots has used at other destination locations. Its downtown Vancouver flagship carries a dedicated Vancouver Collection, while stores in tourism markets such as Mont-Tremblant adapt their merchandise and presentation to their surroundings.
“We’re thrilled to partner with YVR and Hudson to bring Roots to the airport,” said Melinda MacDonald, Vice President of Wholesale and Business Development at Roots Corporation. “As we continue to expand our travel retail presence, this new location allows us to bring Roots heritage, signature products and spirit of adventure to millions of travellers from all around the world.”
Meghan Roach
Roots Builds Its Travel Retail Presence
Roots already has a presence at Taiwan Taoyuan International Airport and says it is exploring additional travel retail opportunities across Canada.
The partnership with Hudson gives Roots access to Avolta’s experience operating in airport environments, where retailers face different requirements than they would in conventional street or shopping centre locations. These can include security restrictions, extended hours, limited storage and a customer base making purchases within a relatively short period.
For Roots, the YVR format creates an opportunity to reach travellers without replicating the size or full assortment of a traditional store. The product mix centres on recognizable apparel, destination graphics, Canadian-made merchandise and smaller items that are easy to carry during a trip.
Roots has more than 100 corporate stores in Canada, two stores in the United States and more than 100 partner-operated stores in Asia. The company also sells internationally through its e-commerce platform and a branded storefront on Tmall in China.
A Larger Roots Presence in Vancouver
The airport opening comes about a year after Roots relocated and expanded its longstanding Robson Street flagship.
The retailer opened its new store at 929 Robson Street, at the corner of Hornby Street, in 2025. It replaced the former Roots flagship at Robson and Burrard, where the company had operated for more than 30 years. Arc’teryx subsequently expanded into the former Roots space.
The new flagship occupies a large corner location previously divided between Peloton and TWG Tea. Roach said the store is considerably larger than its predecessor and extends almost half a block along Robson and Hornby streets.
Its design incorporates natural references associated with Vancouver and the Roots brand. Features include a preserved moss wall, a moss sculpture of the company’s beaver logo, light wood finishes and a ceiling installation featuring a commissioned image of Stanley Park.
Digital screens and holographic displays are used throughout the space for campaigns and brand storytelling. Large windows along both streets give the store a prominent presence on one of Canada’s best-known shopping corridors.
The flagship also introduced a dedicated Vancouver Collection, displayed across an entire wall and available exclusively at the location.
“We dedicated an entire wall to Vancouver product because we know this store attracts a mix of locals and visitors,” Roach previously told Retail Insider. “Tourists want something that feels distinct to the city, while Vancouverites appreciate the nod to their community.”
The YVR store brings that destination-specific approach into an environment where many customers will be leaving Vancouver or Canada. Together, the two locations give Roots distinct positions in the market. Robson Street serves downtown residents, regional shoppers and tourists, while the airport store is built around departing travellers.
Roots Tremblant store. Photo: Roots
Renovations at Vaughan Mills and Mont-Tremblant
Roots has also been updating established stores in several markets.
Its Vaughan Mills location completed a major transformation in April 2025, while the Mont-Tremblant store reopened following renovations in July of that year. The projects formed part of a wider effort to modernize key locations while adapting each design to its setting.
Vaughan Mills is one of Roots’ busiest shopping centre stores. Its renovation introduced lighter finishes, simplified merchandising and digital touchpoints suited to a high-traffic mall environment.
“When we were thinking about the concept and how we modernize the experience, we wanted to make sure we considered all the different types of stores we operate,” Roach told Retail Insider at the time.
The Mont-Tremblant renovation retained elements of the existing location, including its wood floors, while introducing brighter colours, digital screens and references to nature. Moss installations and other features connect the space with Roots’ Canadian identity and outdoor heritage.
Mont-Tremblant offers a useful comparison with YVR. Both locations serve customers who encounter Roots during a trip and may be particularly interested in products associated with Canada, comfort and outdoor living.
Roach has said Roots looks at its stores by category, including flagship street locations, destination stores and high-traffic shopping centre units. Each format receives a somewhat different treatment based on its setting and customer base.
Roots at CF Toronto Eaton Centre (Image: Dustin Fuhs)
Updated Store Design Spreads Across the Network
Several elements now appearing in Roots stores were introduced through the company’s updated concept at CF Toronto Eaton Centre.
The design uses brighter interiors, natural materials, clearer product organization and digital storytelling. Roots has since adapted parts of the concept for Robson Street, Vaughan Mills, Mont-Tremblant and other locations.
The company has indicated that it is identifying successful features that can be introduced more widely, including in stores that do not receive a complete renovation. That allows Roots to update parts of its network gradually while reserving larger capital investments for strategically important or high-traffic locations.
Roach previously identified Robson Street, Vaughan Mills and Champlain Mall as locations receiving investment, while also discussing plans to test a smaller retail concept.
That experimentation became more visible with the opening of Roots Outpost in Toronto.
Roots Outpost at 1096 Yonge Street in Toronto. Photo: Craig Patterson
Roots Outpost Tests a Smaller Format
Roots opened the pilot Roots Outpost concept at 1096 Yonge Street in Toronto’s Rosedale commercial district in October 2025.
The location sits near the site of the first Roots store, which opened at 1052 Yonge Street in August 1973. The smaller-format store combines archival pieces, contemporary merchandise, Canadian art, heritage objects and products from local makers.
Its presentation is more curated than that of a conventional Roots location. Apparel and vintage items are displayed in a gallery-like setting, allowing the company to place greater emphasis on product history, materials and craftsmanship.
Roots Outpost also gives the retailer a place to test limited-run merchandise. The store has carried archival apparel, rare vintage pieces and small leather capsules produced using materials from the company’s Toronto factory.
Local pottery, soaps, candles and apothecary products have also appeared in the assortment, supporting the location’s role as a neighbourhood and community-focused concept.
The Outpost differs in size and purpose from the new YVR store, though both illustrate how Roots is developing formats around particular customers and locations. One draws on the company’s history in Rosedale, while the other presents Roots to travellers moving through Vancouver.
Selective Investment in Physical Retail
The recent projects point to a selective approach to Roots’ store network.
The company is directing investment toward prominent flagships, productive shopping centre stores, tourism destinations and smaller concepts that can be used to test new ideas. Store design, merchandise and storytelling are adjusted according to the role each location plays within the network.
Roots operates a mature Canadian store base, making renovations, relocations and format changes an important part of its growth strategy. The expanded Robson Street store increased the retailer’s presence within an established market, while the Vaughan Mills and Mont-Tremblant projects improved two productive existing locations.
YVR adds another channel without requiring the assortment or footprint of a full flagship.
Roots said in 2025 that additional renovations were being prepared, subject to discussions with landlords. Roach also indicated that recognizable design elements from recent projects could eventually be introduced across a wider portion of the chain.
Store Investments Continue During Strategic Review
The physical retail investments are continuing as Roots undergoes a broader strategic review.
In March 2026, the company announced that its board had begun examining alternatives that could include a full or partial sale, strategic partnerships, joint ventures, changes to its capital structure or other transactions. Roots retained J.P. Morgan Securities Canada as its financial advisor and Torys LLP as legal counsel.
The company said there is no assurance that the review will result in a transaction and that operations are continuing normally during the process.
The review followed a period of improved business performance. Roots reported sales of $71.5 million for the third quarter ended November 1, 2025, an increase of 6.8 per cent from the previous year. Direct-to-consumer comparable sales increased 6.3 per cent, while adjusted EBITDA rose 5.3 per cent to $7.5 million.
For the first nine months of fiscal 2025, direct-to-consumer comparable sales increased 11.5 per cent, supported by stronger online traffic and improved conversion in stores.
The recent retail projects show that Roots continues to make operational and real estate investments while the strategic review proceeds.
Additional Canadian Airport Opportunities Under Consideration
Roots has not identified which Canadian airports could follow YVR, although the company has confirmed that it is exploring further travel retail opportunities across the country.
Future locations could build on lessons from YVR, including the performance of destination graphics, Canadian-made merchandise, casual apparel and smaller accessories within an airport setting.
The partnership model could also give Roots a way to enter additional airports through operators that already understand passenger flows, terminal requirements and travel retail merchandising.
The products that define the holiday shopping season are often selected months before consumers make their first purchases.
For retailers, August is one of the most important buying periods of the year, providing an opportunity to discover new merchandise, strengthen supplier relationships, and finalize assortments before the busiest shopping season begins. That is why buyers from across Canada gather each summer for the Fall Toronto Gift + Home Market, taking place August 9 to 12, 2026, at the Toronto Congress Centre – North.
Hosted by the Canadian Gift Association (CanGift) as part of its 50th-anniversary year, the trade-only event brings together hundreds of exhibitors representing the gift, home, lifestyle, fashion, gourmet food, stationery, wellness, toy, jewellery, and seasonal merchandise categories. Whether you’re looking for your next best-selling product or searching for new supplier relationships, the market offers an efficient way to prepare for the months ahead.
Discover Products That Differentiate Your Business
Consumers continue to look for products that feel distinctive and memorable, creating opportunities for retailers that offer merchandise not found everywhere else.
The Fall Toronto Gift + Home Market allows buyers to explore hundreds of product lines in one location, compare brands side by side, and discover emerging companies alongside established suppliers. Instead of scheduling dozens of individual appointments throughout the year, retailers can evaluate a wide range of merchandise over four productive days.
From giftware and home décor to gourmet food, fashion accessories, stationery, wellness products, toys, jewellery, and seasonal collections, the market showcases products designed to help retailers build assortments that reflect changing consumer preferences.
Build Stronger Supplier Relationships
While digital buying tools have become increasingly sophisticated, wholesale retail continues to be built on relationships.
Meeting suppliers in person provides an opportunity to examine product quality, discuss merchandising strategies, ask questions, and establish connections that often lead to long-term business partnerships.
As Dwayne McKillop, President and CEO of the Canadian Gift Association, has said, “Nothing can replace the importance of face-to-face business.”
Those conversations remain one of the defining strengths of wholesale markets, offering retailers insights that extend well beyond the products themselves.
Discover Canadian Brands
One of this year’s highlights is Proudly Canadian, presented in partnership with the Canadian Federation of Independent Business (CFIB).
The feature showcases Canadian-made products and growing businesses, making it easier for buyers to discover merchandise created by domestic manufacturers and entrepreneurs. As interest in supporting Canadian businesses continues to grow, the initiative provides retailers with another way to source products that reflect local craftsmanship, innovation, and quality.
For emerging companies, it also creates valuable exposure to buyers from across Canada, reinforcing CanGift’s long-standing role in supporting business growth and product discovery.
Connect with the Industry
The Fall Toronto Gift + Home Market is about more than buying products.
It is an opportunity to exchange ideas with fellow retailers, learn about evolving consumer preferences, discover merchandising inspiration, and reconnect with industry colleagues from across the country. Whether you’re operating a single independent boutique or managing multiple locations, the market offers valuable opportunities to gain fresh perspectives while preparing for the important holiday selling season.
Celebrate 50 Years of CanGift
This year’s market takes place during a milestone year for the Canadian Gift Association, which is celebrating its 50th anniversary in 2026.
For five decades, CanGift has connected retailers and suppliers through wholesale markets that encourage product discovery, business development, and long-term industry relationships. The Fall Toronto Gift + Home Market continues that tradition as Canada’s flagship wholesale buying event for the gift, home, and lifestyle industries.
Plan Your Visit
Fall Toronto Gift + Home Market
Dates: August 9–12, 2026
Location: Toronto Congress Centre – North 650 Dixon Road, Toronto
Show Hours
Sunday, August 9: 9:00 a.m. – 6:00 p.m. Monday, August 10: 9:00 a.m. – 6:00 p.m. Tuesday, August 11: 9:00 a.m. – 6:00 p.m. Wednesday, August 12: 9:00 a.m. – 1:00 p.m.
The Fall Toronto Gift + Home Market is open exclusively to qualified retail buyers and industry professionals. Qualified buyers receive complimentary admission.
Whether you’re refreshing an established assortment, discovering Canadian-made products, or preparing your business for the holiday shopping season, the Fall Toronto Gift + Home Market offers one of the year’s best opportunities to source new merchandise, strengthen supplier relationships, and gain inspiration from across Canada’s gift, home, and lifestyle industries.
Canadian retailers are spending more on technology than at any point in the past decade. Cloud platforms, point-of-sale systems, digital signage, and security tools now run every corner of the store, not just the back office. But for many multi-location chains, the harder problem isn’t the budget line. It’s the sprawl underneath it: dozens of telecom carriers, ISPs, cloud vendors, and security providers, each with its own contract, renewal date, and support desk, spread across every location a retailer operates. That complexity is starting to look less like an IT headache and more like a genuine business risk.
Why Vendor-Neutral Advisory Is Gaining Ground
Retail IT teams weren’t built to manage a dozen simultaneous vendor relationships. Most retail organizations have a handful of IT staff covering everything from POS troubleshooting to cybersecurity policy, and few have deep telecom procurement expertise. Yet a single mid-size chain might juggle contracts with two or three internet providers, a managed security vendor, a cloud hosting partner, and separate carriers for mobile and voice, each up for renewal on a different schedule.
That mismatch between in-house capability and vendor complexity is why more retailers are turning to independent, vendor-agnostic advisory firms rather than negotiating deals directly with any single provider. CommQuotes is one example of this model: an advisory firm that compares telecom, cloud, and connectivity options across hundreds of providers on a retailer’s behalf instead of pitching a single vendor’s product line. For a retail operator without a dedicated telecom procurement team, that kind of outside comparison can mean the difference between renewing a contract on autopilot and actually finding a better fit for a growing footprint.
This isn’t a new idea in retail. Chains have long used managed service providers for day-to-day network operations. What’s changing now is the point at which retailers bring in outside expertise, earlier, at the procurement stage, rather than only after something breaks.
The Rising Cost of Fragmented Retail Technology
US retailers are projected to push technology budgets to $113 billion in 2026, a 6.6% jump year-over-year, according to Forrester’s “US Tech Forecast 2026 For Retail.” Gartner puts the global figure even higher, forecasting worldwide retail technology spending will hit $388 billion by 2026, with AI-related investment growing nearly 25% annually.
Much of that spend reflects how central cloud infrastructure has become to daily retail operations. Cloud adoption in retail now sits at 96.9%, the highest of any industry, and retail and eCommerce businesses report the highest overall cloud usage at 79%. Inventory systems, customer data, payment processing, and loyalty programs all run through cloud infrastructure that didn’t exist in most retail environments a decade ago.
That growth has a cost most trend reports skip over: integration pain. 61% of retailers report delays deploying new IT tools because of compatibility issues with legacy systems, and folding a cloud-based ERP into legacy POS terminals extends implementation timelines by an average of 7 months. For a chain running 50 or 200 locations, that’s a year or more of mismatched systems while trying to keep stores running normally. Retail Insider has covered similar strain in the connectivity space before, noting how multi-location networking challenges push chains toward outside help just to keep locations online during upgrades.
Cybersecurity Risk Is Now a Boardroom Issue
Vendor sprawl isn’t just an efficiency problem. It’s a security exposure. Between 70% and 80% of retail businesses experienced a cyberattack in 2025, and the average retail data breach now costs $3.54 million, a 17% increase, according to IBM’s Cost of a Data Breach Report 2025. RH-ISAC data shows retail security incidents climbed from 725 to 837 between 2023 and 2024, with confirmed breaches rising from 369 to 419 over the same period.
Every additional vendor in a retailer’s stack is another point of contact, another login, another potential gap between systems that weren’t designed to talk to each other. A retailer running five different ISPs across its store network, each with its own security posture and patch schedule, has a harder job securing that network than one working from a smaller, coordinated vendor set. IBM’s own guidance on holiday-season retail cybersecurity makes a similar point: attackers increasingly target the seams between systems, not just the systems themselves.
This is why loss prevention and security have moved from a store-operations line item to a board-level agenda item at most retail chains. Retail Insider’s own coverage of core retail risk management has tracked this shift in detail, and the underlying driver is the same one showing up in vendor management: fragmented systems create fragmented accountability, and fragmented accountability is where breaches happen.
What This Means for Multi-Location Retailers Heading Into 2026-27
The practical response isn’t complicated, even if it’s not easy to execute. Retailers need to audit existing vendor contracts against actual usage, not just renewal dates, and consolidate providers where the numbers support it. That doesn’t mean chasing a single-vendor setup for its own sake. Redundancy across critical systems, like a backup internet connection at high-volume locations, still matters. But it should be a deliberate choice, not an accident of never reviewing the contract stack.
Retail Insider’s Q2 2026 reporting on commerce infrastructure investments makes a related point: retailers that treat infrastructure decisions as strategic, tied to growth plans and risk tolerance, are outperforming those that treat them as a recurring procurement chore. Cloudflare’s guidance on holiday-season readiness echoes this from the security side, noting that retailers who plan connectivity and security capacity well ahead of peak periods avoid the scramble that leads to costly downtime.
For a 15-location chain, this might mean a single procurement review this year. For a 200-location operator, it likely means an ongoing process, revisiting vendor relationships on a rolling basis rather than only when a contract expires.
Conclusion
Retail technology budgets aren’t shrinking, and neither is the risk that comes with the systems those budgets fund. As Canadian retailers keep adding cloud platforms, connectivity providers, and security tools across their store networks, the ones that manage that complexity well, whether through in-house expertise, tighter vendor consolidation, or independent advisory relationships, will be the ones that avoid the costly downtime and breaches now hitting their less-prepared competitors. The infrastructure conversation in retail has moved past “what to adopt.” It’s now about who’s actually managing what gets adopted.
Whether a customer is reading a product description, comparing brands, browsing a buying guide, or interacting with AI-powered customer service, they are constantly making decisions based on the credibility of the information in front of them. Today, that trust faces a new challenge: the explosive growth of AI-generated content.
Generative AI has become an everyday tool for retailers, marketing teams, agencies, and eCommerce operators. Product pages can be created in minutes. Customer emails can be personalized instantly. Social media campaigns can be launched at unprecedented speed. While these capabilities improve efficiency, they also introduce an important question:
How do businesses know when AI is helping—and when it’s becoming a liability?
This is exactly where Lynote.ai enters the picture.
Rather than treating AI as something to fear or blindly embrace, Lynote.ai provides businesses with practical tools to understand, verify, and refine AI-generated content. Its combination of advanced AI detection and intelligent humanization makes it especially valuable for retailers who depend on authentic communication to build customer confidence.
AI Content Is Everywhere in Retail—Whether Customers Notice or Not
Few industries have adopted AI as quickly as retail.
Marketing teams rely on language models to draft newsletters and advertising copy. Marketplace sellers generate thousands of product descriptions. Customer support teams automate FAQs and responses. Internal teams create reports, supplier communications, and training materials using AI every day.
The productivity gains are undeniable.
However, AI-generated text often shares recognizable patterns:
repetitive sentence structures
overly polished wording
generic explanations
predictable transitions
missing brand personality
Consumers may not consciously identify AI-written content, but they often recognize when something feels “off.” That subtle loss of authenticity can reduce engagement, weaken brand identity, and ultimately affect purchasing decisions.
Retailers therefore face a balancing act: benefiting from AI efficiency without sacrificing genuine communication.
Detection Has Become More Sophisticated Than Simple Pattern Matching
Many AI detectors available today still rely on relatively shallow statistical analysis. They may identify obvious AI-generated text, but performance often drops once the content has been rewritten or lightly edited.
Lynote.ai approaches the challenge differently.
Its best free ai detector is designed to recognize content produced by virtually every major language model, including GPT-5, Gemini, Claude, LLaMA, and other modern AI systems. More importantly, it is capable of identifying AI-generated text even after it has been paraphrased or intentionally “humanized” by other rewriting tools.
That capability matters.
As AI writing tools become more advanced, simply looking for repetitive wording is no longer enough. Detection now requires understanding writing behavior, linguistic consistency, and deeper contextual signals.
According to Lynote.ai, its detector achieves up to 99% accuracy under supported conditions while offering multilingual detection across English, Spanish, French, German, Portuguese, and numerous additional languages. For retailers operating internationally, that broad language coverage eliminates the need to rely on multiple specialized tools.
Humanization Isn’t About Fooling Readers
The term “AI humanizer” sometimes carries the wrong impression.
Some assume humanizers merely replace words with synonyms or randomly alter sentence structure. Those approaches typically make content less readable rather than more natural.
Lynote.ai takes a far more thoughtful approach.
Its best ai humanizer analyzes the logic, context, tone, and flow of a document before rewriting it. Instead of changing isolated words, it restructures sentences while preserving meaning and improving readability.
The result is content that sounds like it was written by an experienced professional instead of generated by a machine.
This distinction becomes particularly valuable in retail.
Product pages need to persuade without sounding robotic.
Buying guides should educate while maintaining authority.
Email campaigns should feel personal rather than automated.
Brand storytelling requires consistency that generic AI outputs often struggle to achieve.
Lynote.ai’s humanization engine supports outputs originating from ChatGPT, Gemini, DeepSeek, Claude, and other major AI systems. With support for more than 80 languages and customizable bypass modes, businesses can adapt content for different publishing environments while maintaining a natural writing style.
Standing Out in an Increasingly Crowded Market
The AI software landscape is expanding rapidly.
Well-known platforms like Originality.ai, GPTZero, Copyleaks, and Winston AI have earned strong reputations in AI detection, each serving different user groups and use cases.
Lynote.ai distinguishes itself by combining both sides of the workflow.
Instead of asking users to switch between separate detection software and rewriting platforms, it allows them to evaluate content and improve it within one ecosystem.
That integrated experience saves time for content teams, agencies, and retailers managing large publishing pipelines.
The ability to detect rewritten AI content also addresses a limitation that many traditional detectors continue to face. As AI-generated writing becomes increasingly sophisticated, identifying heavily edited machine-generated text has become one of the industry’s biggest technical challenges.
Retail Success Still Depends on Human Trust
Technology changes quickly.
Consumer expectations do not.
Customers still respond to brands that communicate clearly, honestly, and naturally.
AI can dramatically accelerate content production, but speed alone rarely builds loyalty. The brands that succeed will be those using AI responsibly—leveraging automation while ensuring every customer interaction feels authentic.
That philosophy aligns closely with what Lynote.ai is building.
Its detection technology helps organizations understand where AI has influenced content. Its humanization capabilities help transform that content into writing that reflects genuine communication rather than mechanical generation.
For retailers navigating increasingly competitive digital markets, this combination is becoming less of a convenience and more of a strategic advantage.
As AI continues reshaping commerce, the question is no longer whether businesses should use artificial intelligence. The more meaningful question is whether they have the right tools to ensure AI supports trust instead of undermining it.
Lynote.ai makes a compelling case that the future belongs to organizations capable of achieving both efficiency and authenticity—and in retail, that balance may ultimately be the strongest competitive advantage of all.
Retail Insider Reports are designed to deliver executive-level insights across major retail sectors and can be accessed through the Retail Insider Report Hub.
Drawing on Retail Insider’s reporting, company disclosures and broader market research, the report examines Canadian convenience retail, including convenience stores, fuel retailers, grab-and-go foodservice, neighbourhood retail, tobacco alternatives, beverages and related convenience formats. It explores the commercial forces reshaping a sector that is increasingly expanding beyond its traditional dependence on fuel and tobacco.
General Themes
Foodservice Drives Growth — Prepared meals, coffee, grab-and-go products and meal bundles are becoming increasingly important contributors to store economics.
Neighbourhood Convenience Evolves — Operators are positioning stores as destinations for everyday meal occasions and grocery top-up shopping rather than only quick fuel-related purchases.
Digital Loyalty Becomes Strategic — Loyalty platforms are evolving into customer engagement systems that integrate payments, personalization and data.
Beverages Gain Importance — Beverage innovation is creating new traffic opportunities while giving brands a platform for product discovery and immediate-consumption occasions.
Store Networks Are Being Optimized — Retailers are investing in larger, modern formats while reassessing older locations that no longer fit changing customer expectations.
Fuel Remains Foundational — Fuel continues to generate traffic, but retailers are increasingly using those visits to drive broader in-store purchases and stronger customer relationships.
Retail Insider Coverage
Retail Insider’s reporting throughout the quarter documented many of the developments shaping the report’s conclusions. Coverage included 7-Eleven’s decision to close hundreds of stores as it shifts toward larger food-focused formats, Circle K’s continued expansion strategy centred on foodservice and loyalty, and Jones Soda’s significant expansion into Circle K locations across Eastern Canada. The publication also examined Scene+’s nationwide rollout across Shell Canada locations and Cascadia Liquor’s enhanced loyalty platform.
Taken together, these stories illustrate how convenience retailers are broadening their value proposition through prepared food, beverage innovation, digital engagement and more modern store formats. Rather than representing isolated company announcements, they reflect wider structural changes occurring across the Canadian convenience sector.
Broader Industry Coverage
The report suggests convenience retail is entering a more competitive phase as operators increasingly overlap with quick-service restaurants, coffee chains, grocery retailers and specialty beverage concepts. Success is becoming less dependent on individual product categories and more closely tied to a retailer’s ability to capture multiple customer visits throughout the day through food, beverages, loyalty and convenience.
Digital capabilities also continue to grow in importance. Loyalty platforms, mobile engagement and customer data are becoming operational tools that support personalization, faster transactions and repeat visits. At the same time, network quality is emerging as a more significant competitive advantage than network size alone as retailers modernize portfolios while reducing exposure to older formats.
Editor’s Take
The report concludes that Canadian convenience retail is no longer defined primarily by fuel and tobacco. Those businesses remain important, but the industry’s next phase will be shaped by operators that successfully combine foodservice, beverages, digital loyalty and modern store formats into a broader daily-use platform. The sector’s strongest performers appear to be building businesses capable of serving multiple customer needs across the day while strengthening long-term customer relationships beyond individual transactions.
Esprit has returned to Canada through an exclusive collection at Walmart, bringing the once-prominent mall brand back to Canadian shoppers more than a decade after its North American store network disappeared.
The initial collection is available at select Walmart Canada stores, on Walmart.ca and through the Walmart app. It includes knitwear, denim, layering pieces and everyday basics in sizes XS to XXL.
Walmart is positioning the launch around renewed interest in 1990s fashion, giving the collection the potential to reach Canadians who remember shopping at Esprit stores and younger consumers encountering the brand for the first time.
The collection was developed in collaboration with Centric Brands, a global licensing and brand-management company that is taking on a growing role in Walmart Canada’s apparel business.
Centric also worked with Walmart and KnitWell Group to introduce Lane Bryant to Canada earlier this year. Centric has told Retail Insider that additional brands are expected to follow, although the company has not yet identified them.
The developing relationship suggests that Esprit is part of a broader effort to bring recognizable apparel names into Walmart’s Canadian network.
That strategy is unfolding as Walmart works to capture a larger share of the country’s fashion and beauty market, supported by more than 400 stores, a national ecommerce platform and a customer base already visiting regularly for groceries and household essentials.
The opportunity has become more visible since Hudson’s Bay closed its remaining stores on June 1, 2025, removing one of Canada’s largest multi-brand sellers of apparel, accessories, cosmetics and home products.
Esprit Collection Arrives at Walmart Canada
The Esprit assortment includes casual pieces drawing on the brand’s history in colourful, accessible fashion. Walmart describes the collection as combining nostalgic influences with updated silhouettes for today’s shoppers.
The retailer has not disclosed how many stores are carrying Esprit, how long the exclusive arrangement will run or whether the collection could eventually expand into additional product categories.
The launch gives Esprit a considerably broader Canadian platform than its previous comeback attempts. Through Walmart, the brand can reach shoppers across the country without establishing its own stores, distribution infrastructure or Canadian retail organization.
Walmart gains an exclusive name with decades of recognition. Esprit built its identity around casual apparel, distinctive advertising, colourful stores and a highly recognizable stencil-style logo.
Although the brand began in California, it eventually developed into a global fashion business with a particularly strong presence in Europe and Asia.
For many Canadians, however, Esprit remains closely associated with the country’s shopping centres during the 1980s, 1990s and 2000s.
Image: Walmart Canada website
A Familiar Brand in Canadian Malls
Esprit was once a regular tenant in major Canadian malls, operating stores in large metropolitan markets and regional shopping centres.
Former locations included CF Toronto Eaton Centre, Yorkdale Shopping Centre, CF Sherway Gardens, Bayshore Shopping Centre in Ottawa and Metropolis at Metrotown in Burnaby, along with stores in other communities.
Its Canadian locations carried women’s and men’s apparel, denim, accessories and casual wardrobe staples. The company also operated the younger-oriented edc by Esprit label at various points in its history.
Esprit held a sizeable position in the mid-market fashion sector, alongside other international and Canadian apparel chains that relied heavily on enclosed malls.
Its visual identity helped distinguish the company. Esprit’s stores and advertising drew from modern art, graphic design and architecture, creating a presentation that was unusually distinctive for a broadly accessible clothing brand.
By the late 2000s, Esprit faced growing competition from fast-fashion chains and a wider selection of international retailers. Its North American business struggled to remain profitable while the company directed greater attention to its larger operations overseas.
North American Stores Closed in 2012
Esprit announced in 2012 that it would close all 93 of its company-operated stores across Canada and the United States.
The withdrawal followed mounting losses in the region and an unsuccessful effort to find a sustainable path for the business. Esprit explored the possibility of continuing through a licensing partner but ultimately closed its company-operated North American stores.
For Canadian shoppers, the decision caused the brand to disappear from malls relatively quickly. Esprit merchandise remained available sporadically through wholesale accounts and independent retailers, but the national chain Canadians remembered was gone.
The departure came during a period of substantial change in the middle of Canada’s apparel market. In the years that followed, several familiar fashion chains contracted, entered insolvency or left the country as competition intensified and shopping habits shifted.
Former Esprit store at West Edmonton Mall
A Brief Canadian Comeback in 2016
Esprit attempted to rebuild a Canadian presence four years after its North American withdrawal.
Montreal-based Freemark Apparel Brands brought the company back to Canada in 2016, beginning with a roughly 2,000-square-foot women’s store at West Edmonton Mall. The opening marked Esprit’s first North American retail location following the 2012 closures.
A second store opened at Metropolis at Metrotown in Burnaby. The approximately 2,500-square-foot location carried both men’s and women’s collections.
The new stores were smaller and more boutique-oriented than many of Esprit’s former mall locations. Freemark discussed a much larger Canadian rollout, with the possibility of eventually operating approximately 30 stores across the country.
A Square One location in Mississauga was also announced as part of the planned expansion, although confirmation that it ultimately opened has been difficult to establish.
The broader rollout did not take hold. Freemark later encountered financial trouble, and the Canadian Esprit stores closed.
Esprit Shifts Toward Licensing
Esprit considered another North American revival during the early 2020s, opening temporary spaces in markets including New York and Los Angeles and discussing plans to re-establish permanent stores.
Retail Insider reported in 2022 that Canada was among the markets being considered as part of that strategy.
The attempted comeback was followed by further financial difficulty. During 2024, Esprit operations in several European markets entered insolvency or bankruptcy proceedings, leading to store closures, job losses and a sharp contraction of the company’s directly operated business.
Esprit Holdings Limited, the Hong Kong-listed company that owns the brand, subsequently moved toward an intellectual-property management and licensing model.
Under that structure, Esprit can work with outside companies to design, source, manufacture, distribute and sell merchandise under its name.
Centric Brands is the partner involved in the Canadian Walmart launch. Esprit Holdings remains the brand owner, while Centric provides the operating expertise required to bring the collection to market.
The arrangement allows Esprit to earn revenue from its name and design heritage without rebuilding the costly store network that once supported the company.
For Walmart, the partnership provides access to an established label that can be developed for the retailer’s price points and customer base.
Centric Builds a Brand Pipeline at Walmart
Esprit follows the January 2026 Canadian launch of Lane Bryant, which arrived through a partnership involving Walmart Canada, Centric Brands and Lane Bryant owner KnitWell Group.
The Lane Bryant collection was introduced online and in 320 Walmart stores, giving the U.S. plus-size fashion brand a substantial Canadian presence without opening standalone locations.
The launch filled a gap in Walmart’s women’s fashion assortment while bringing a recognizable name into its apparel departments.
The Esprit partnership applies a similar model to a different customer group. Esprit carries broad recognition among Generation X and older Millennials, while its 1990s heritage may appeal to younger shoppers interested in fashion from the period.
Centric’s involvement in both launches points to a repeatable strategy. The company brings expertise in licensing, product development, sourcing, merchandising, marketing and distribution. Walmart supplies the physical and digital reach.
Centric has indicated to Retail Insider that other brands are expected to enter Walmart Canada, suggesting the partnership is developing into a broader pipeline of branded apparel. The names and timing of those future launches have not been disclosed.
Former Esprit store at Scarborough Town Centre. Photo: Wikimedia Commons
Walmart Expands Its Fashion and Beauty Ambitions
Walmart has traditionally built much of its apparel business around value, wardrobe basics and private labels such as George.
Recognizable third-party and licensed brands can strengthen that assortment by increasing customer familiarity and giving shoppers a greater reason to browse the apparel department.
Walmart has also been giving greater prominence to established apparel labels, including Levi Strauss products, while adding exclusive brands aimed at particular customer groups.
A similar effort is underway in beauty. The retailer has introduced exclusive and younger-skewing beauty names, expanded inclusive product ranges and strengthened categories that can encourage shoppers to add discretionary purchases to routine store visits.
Apparel and beauty can help Walmart increase the value of each customer trip. Both categories may also shift perceptions among consumers who know the retailer primarily for groceries, household goods and opening-price-point merchandise.
Walmart’s scale gives it a considerable advantage. A brand entering the retailer’s network can quickly gain exposure across much of the country, including communities with limited access to department stores or dedicated fashion chains.
An Opening Following Hudson’s Bay
The disappearance of Hudson’s Bay has left Canada with fewer national retailers capable of selling multiple apparel and beauty brands under one roof.
Hudson’s Bay completed the liquidation of its remaining department stores in June 2025. Its departure removed a large amount of retail space and disrupted established distribution channels for fashion, cosmetics, footwear and home brands.
Walmart’s apparel strategy was likely in development before the Bay completed its liquidation. The department store’s closure nevertheless creates a larger opening for retailers willing to invest in branded discretionary categories.
Former Hudson’s Bay customers will not move to a single replacement. Their spending will be divided among specialty chains, ecommerce platforms, off-price retailers, beauty stores, warehouse clubs and mass merchants.
Walmart is well positioned to capture part of that market, particularly among shoppers seeking recognizable brands at accessible prices.
Esprit provides a useful test of that opportunity. The brand retains enough recognition to attract attention, while its licensing model allows the collection to be developed specifically for Walmart’s distribution network. The retailer can draw on Esprit’s history without assuming the cost of restoring the company’s former mall-based format.
Add to Delivery, the latest feature for Prime members, is designed to make it easier to add what customers need when they remember they need it.
The launches are part of the company’s broader effort to add new benefits to Prime as competition in e-commerce intensifies. Amazon said Add to Delivery is available through the Amazon Shopping app and Amazon.ca on mobile devices, enabling Prime members to add millions of eligible products to deliveries that have not yet shipped without paying additional shipping fees.
The announcements come as Amazon underscores its growing economic presence in Canada. The company said it has invested more than $65 billion in its Canadian operations since 2010, employing more than 46,000 people across the country, while a third-party economics consulting firm estimated those investments generated an additional $55 billion in spillover value-added effects to Canada’s gross domestic product between 2010 and 2024.
“We’re always looking for ways to make Prime even more valuable for our members, and Amazon Family is a natural extension of that commitment, giving Prime members in Canada the ability to share select Prime benefits with one other adult in their household at no additional cost,” he said.
“Whether it’s keeping a gift purchase a surprise or simply maintaining personalized recommendations and account security, each person keeps their own account while enjoying shared Prime benefits. It’s another way we’re continuing to evolve Prime by adding benefits that offer customers greater convenience, flexibility, and value.”
Gouveia said Amazon’s roots run deep in Canada.
“Since the launch of Amazon.ca in 2002, we’ve grown to more than 46,000 employees and coast to coast. Since 2010, we’ve made direct investments in our Canadian operations of more than $65 billion, and a third-party economics consulting firm estimates that those investments contributed an additional $55 billion in spillover value-added effects to the Canadian GDP between 2010 and 2024.
“That includes investing in our operations and technology, creating employment opportunities, raising our average hourly base wage to $24.50 per hour, and helping businesses of all sizes access the products, services, and tools they need to operate efficiently.
“At a time when value matters more than ever, we’re also continuing to innovate on behalf of customers through new Prime benefits, delivery innovations, and shopping features that make shopping simpler and more convenient. Together, Amazon’s investments help support Canadian businesses and communities while creating an even better experience for our customers.”
Photo: Amazon
Gouveia said we’ve all had that moment — you place an order and immediately remember something you forgot.
“Add to Delivery solves exactly that. With a single tap, Prime members can add eligible items to an upcoming delivery without going through checkout again, and with no added shipping fees. It’s about making shopping with Amazon even more convenient and adapting to how Canadians actually shop — one need at a time, as they arise,” he said.
“Our focus is on making shopping more convenient, not on changing how customers shop. We don’t always remember everything we need in a single moment, and Add to Delivery gives Prime members a simple way to add what they need, when they remember they need it. If we can still add to a delivery that’s arriving later today or tomorrow, members will see the Add to Delivery option as they shop, and with one tap they’re done.”
Gouveia said the biggest impact is for customers as Add to Delivery gives Prime members more flexibility by allowing them to quickly add eligible items to an upcoming delivery without placing a separate order. It’s an easy, fast, and free way to avoid creating new orders for last-minute additions.
“From an operations perspective, there’s no meaningful change to how our network functions. Our employees who are picking, packing, and delivering to customers are doing the same thing whether an order arrives the same day, next day, or in two days — and the same is true when an item is added to an existing delivery. Amazon has built a network that places products closer to customers, which means items are travelling fewer miles and experiencing fewer handoffs between the time an order is placed and the time it arrives on customers’ doorsteps,” he said.
“The process is consistent regardless of delivery speed, which allows us to continue improving the customer experience without adding operational complexity. Across the company, Amazon continues to invest in initiatives that advance long-term sustainability goals as well, including expanding its fleet of electric delivery vehicles, reducing packaging, and offering delivery options that help consolidate eligible orders like Add to Delivery.”
Gouveia said Amazon is excited to bring Add to Delivery to Prime members in Canada as part of its continued focus on delivering convenience and value globally.
“This feature reflects our broader commitment to making shopping as simple and seamless as possible for Canadians. The feature is available across millions of products — from pantry staples and pet toys to electronics, clothing, books, and more — and works on the Amazon Shopping app and Amazon.ca on mobile devices. We know customers appreciate solutions that save them time, and Add to Delivery is another example of how we’re evolving to meet Prime members where they are,” he explained.
Gouveia said Prime has always been about bringing together convenience, value, and a great shopping experience, and Add to Delivery is another way it’s making shopping simpler for members.
“As Prime continues to grow in Canada, we’re able to keep investing in new features and benefits that make the membership even more valuable. Just this month, we also launched Amazon Family, which lets Prime members share select benefits with one other adult in their household at no additional cost. It’s all part of our ongoing commitment to delivering more value for Prime members and continuing to innovate on their behalf,” he said.
Bota Bota, spa-sur-l’eau has opened a second floating vessel at Montréal’s Old Port, marking a significant expansion of the wellness destination as it increases capacity and adds new facilities aimed at enhancing its existing spa experience.
The Pavillon officially opened July 15, adding nearly 2,000 square metres (20,000 square feet) of new space. Docked perpendicular to the original vessel, the expansion introduces additional amenities focused on relaxation while extending the spa’s signature water circuit. The project received financial support from Québec’s Ministry of Tourism through the Tourism Industry Recovery Assistance Program.
The expansion represents a major investment for the Montréal-based business as it broadens its operations more than 15 years after the original concept was introduced. The company said the new vessel was designed to strengthen the relationship between water, architecture and wellness that has defined the spa since its opening.
Bota Bota photo
Québec Tourism Minister Amélie Dionne said the project aligns with the province’s efforts to strengthen wellness tourism and generate economic activity.
“Wellness tourism is a sector with great potential, and Québec is increasingly distinguishing itself in this rapidly growing global market. We are counting on unique experiences such as those offered by Bota Bota, spa-sur-l’eau to boost the economic benefits of tourism in Québec. Thanks to its innovative concept, this project will raise the city’s profile while generating valuable benefits for the local economy,” said Dionne.
“Montréal’s tourism entrepreneurs are demonstrating great creativity in their efforts to provide every visitor with an exceptional experience. I am pleased that our government is supporting an inspiring project like Bota Bota, spa-sur-l’eau, which will have a positive impact on our city and our economy,” said Rouleau.
Amélie DionneChantal RouleauJean Pelland
The new pavilion was designed by Sid Lee Architecture, which also worked from the vision established when Bota Bota was first conceived more than 15 years ago. According to the company, the latest addition offers a contemporary interpretation of that concept while integrating with the existing floating spa.
“We sought to create an architecture that reveals the landscape rather than imposes upon it, one that invites guests to slow down, be present, and experience the river, the garden, and the city as a cohesive whole,” explained Jean Pelland, principal partner at Sid Lee Architecture.
The company said the expansion includes a larger sauna designed for Aufguss ceremonies with views of the surrounding waterfront, a panoramic outdoor bath, an indoor bath incorporating light, sound and vegetation, and new cold baths featuring lighting inspired by heart coherence principles.
The project also includes redesigned changing rooms, including a gender-neutral section developed according to universal accessibility principles.
“Our new Pavillon builds on Bota Bota’s vision of creating an environment where every moment becomes an experience, enriched with new spaces designed to bring people together. True to our founding philosophy of integrating well-being into everyday life, each element has been thoughtfully designed to offer a unique perspective, where architecture and landscape come together inviting guests to pause and reconnect,” said Emond.
The company said the Pavillon is now open to visitors at its Montréal Old Port location.
In an interview with Retail Insider, Emond talked about the news.
Question: What inspired the decision to expand Bota Bota with a second vessel, and why was now the right time to do it?
Answer: The idea for a second vessel came directly from guest demand. During peak periods, we simply couldn’t accommodate everyone who wanted to experience Bota Bota. We had anticipated this “good problem” as early as 2018–2019, which led us to purchase our first barge in 2020.
After the pandemic, it became clear that our vision had outgrown that initial plan, so we acquired a larger barge in Matane and transformed it into what is now the Pavillon.
This expansion goes beyond adding capacity. It gave us the opportunity to completely rethink the guest journey from start to finish. With more spacious facilities, larger locker rooms, improved circulation, and innovative experiences, each space is now designed to make every visit more comfortable and immersive The demand is clear, making this the right time to invest in an experience that is even more seamless, comfortable, and true to what Bota Bota is known for.
Q: How does the new Pavillon build on the original Bota Bota experience while offering something new for returning guests?
A: The Pavillon was designed to naturally extend the Bota Bota experience while preserving the calm and restorative atmosphere that defines the spa. Rather than recreating what already exists, it introduces new spaces and rituals that enrich the wellness journey and water circuit experience.
Our new sauna was purpose-built for Aufguss sessions, with tall ceilings, a high-performance heater, and integrated sound and lighting to create an immersive multisensory ritual. Guests are then guided to a dedicated cold experience featuring multiple cold baths with lighting designed to encourage slower, more controlled breathing.
The Pavillon also introduces a unique indoor bathing area where the atmosphere evolves throughout the day. A dynamic soundscape changes with the weather, season, and time of day, while integrated lighting, lush vegetation, and custom-designed furnishings create the feeling of bathing in nature year-round.
Finally, the Pavillon adds a second low-voice area where guests can quietly connect with friends and loved ones. While the original boat remains a silent space, this addition responds to growing demand from guests looking to personalize their wellness journey, while preserving the peaceful atmosphere throughout the spa.
Bota Bota photo
Q: The Pavillon will feature a sauna dedicated to Aufguss ceremonies. What makes that experience unique, and why was it important to include?
A: Our Aufguss sauna offers a more immersive wellness ritual than a traditional sauna. Led by a trained sauna guide, each ceremony combines heat, essential oils, music, and choreographed towel movements to create a multisensory experience that stimulates both body and mind.
It was important to include because it reflects the growing interest in guided wellness experiences while fitting naturally into Bota Bota’s water circuit of hot, cold, and relaxation. Our team receives extensive training to deliver each ceremony with intention and attention to detail, ensuring every guest feels fully immersed.
Q: How did the design and architecture of the Pavillon incorporate its waterfront setting in Montreal’s Old Port and the views of the St. Lawrence River?
A: The Pavillon was designed to celebrate its unique waterfront setting while creating a deeper connection between guests and their surroundings. Expansive windows,panoramic terraces, and carefully positioned relaxation spaces highlight the panoramic views of the St. Lawrence River, the Montréal skyline, the Lachine Canal locks, Habitat 67, and the iconic Silo No. 5.
The new ship was also designed to balance introspection with connection, offering spaces where guests can reflect quietly or enjoy gentle social interaction. Together with the original silent boat and the Gardens introduced in 2015, the three areas now offer complementary experiences that respond to different ways of enjoying wellness.
Architect Jean Pelland describes the Pavillon as “what would happen if the original boat and the Gardens had a baby.” The design blends the maritime character of the original ferry with more biophilic touches inspired by the Gardens, incorporating more greenery and natural elements to create a calming environment. This balance of architecture, nature, and shared wellness is what makes the Pavillon unique.
Bota Bota photo
Q: What do you hope visitors will feel or take away after experiencing the new Pavillon for the first time?
A: We hope guests leave feeling renewed, inspired, and deeply immersed in their wellness journey. The goal was to create a space that encourages visitors to slow down, discover new rituals, and enjoy moments of relaxation, connection, and presence.
These new spaces allow guests to reconnect with themselves and others in meaningful ways, while staying true to Bota Bota’s philosophy of wellness. Ultimately, we hope the Pavillon becomes a place passengers want to return to, offering a new experience to discover with every visit.
Shoppers Drug Mart and Obesity Canada have launched a collaboration aimed at expanding access to obesity care, supporting public education about obesity as a chronic disease, and reducing weight bias and stigma through evidence-informed initiatives, including a free virtual weight management program available in participating provinces.
The organizations said the alliance will focus on improving awareness of obesity, promoting evidence-based care resources, and supporting multidisciplinary approaches to long-term weight management for eligible Canadians.
The collaboration brings together Shoppers Drug Mart’s pharmacy services and Obesity Canada’s education programs in an effort to broaden access to care at a time when many Canadians face barriers to primary care, according to the announcement. The organizations said multidisciplinary and virtual care models can provide additional access points by connecting patients with healthcare professionals outside traditional settings.
Commitment to supporting public awareness and education
As part of the initiative, Shoppers Drug Mart said members of its care team have completed Obesity Canada education programs designed to support evidence-informed and stigma-aware obesity care. The company also said it has committed to supporting public awareness and education efforts related to overweight and obesity.
The collaboration will include joint work on public education campaigns, awareness initiatives, stigma reduction efforts, and the promotion of evidence-based obesity care resources.
Shoppers Drug Mart also announced the rollout of its Weight Management Program, a free virtual service available in participating provinces that connects eligible patients with a multidisciplinary care team that includes a nurse practitioner and a registered dietitian, alongside in-person support from the patient’s preferred pharmacist.
Under the program, patients may be prescribed weight management medication when clinically appropriate as part of a personalized care plan. Participants also receive educational resources, personalized guidance and behaviour-focused tools through the Shoppers Drug Mart website.
Ruchi KumarLisa Schaffer
“At Shoppers Drug Mart, it’s our mission to help Canadians Live Life Well, and we’re proud to work with Obesity Canada to help increase awareness of obesity as a chronic disease and improve access to evidence-based obesity care,” said Ruchi Kumar, VP, Pharmacy Services & Strategic Initiatives at Shoppers Drug Mart. “Through our Weight Management Program supported by a multidisciplinary Care Team, we can help connect more Canadians with resources and guidance that support meaningful health outcomes.”
A complex chronic disease
The organizations said obesity is a complex chronic disease influenced by biological, genetic, environmental, behavioural and social factors. They said the condition is associated with several chronic health conditions, including Type 2 diabetes, cardiovascular disease, hypertension and several cancers, and that access to respectful, evidence-based care can help improve health, quality of life and long-term well-being for Canadians living with overweight or obesity.
Obesity Canada said healthcare professional education is an important component of improving conversations about obesity across the healthcare system and supporting access to evidence-informed care.
“As a complex, chronic disease, obesity deserves the same compassionate, evidence-based care as any other chronic health condition,” said Lisa Schaffer, Executive Director at Obesity Canada. “This reflects a shared commitment to improving awareness, reducing stigma and helping more Canadians understand and access evidence-informed care options. Education is an important part of that work.”
The Weight Management Program is currently available in participating locations in Alberta, British Columbia, Manitoba, Saskatchewan, Ontario, Prince Edward Island, and Newfoundland and Labrador.
According to the announcement, the online-only program provides eligible Canadians with virtual access to nurse practitioners and dietitians, along with pharmacist support from their pharmacy of choice. Developed in part through a licence and services agreement with Launchit Solutions, operating as the Medical Weight Management Centre of Canada, the program includes virtual assessments, ongoing support and educational resources over a 12-month period through the Shoppers Drug Mart website.
Shoppers Drug Mart said the collaboration with Obesity Canada reflects a shared commitment to expanding access to multidisciplinary obesity care while supporting education and awareness initiatives intended to improve understanding of obesity as a chronic disease.
In an interview with Retail Insider, Kumar discussed the initiative.
Question: What motivated Shoppers Drug Mart to partner with Obesity Canada, and what specific gaps in obesity care is this collaboration intended to address?
Answer: Together, Shoppers Drug Mart and Obesity Canada share a commitment to bringing greater awareness to the tools available for Canadians seeking support for their health. Obesity is a complex, chronic disease and a key driver of other chronic health conditions, yet millions of Canadians continue to face barriers accessing primary care and evidence-informed treatment.
Through this collaboration, we’re helping improve access to compassionate, science-backed care while normalizing conversations around obesity and reducing stigma. By combining Obesity Canada’s expertise with our Weight Management Program, we’re making it easier for eligible Canadians to access personalized support from a multidisciplinary Care Team, which includes a nurse practitioner, registered dietitian and a patient’s preferred pharmacist.
Shoppers Drug Mart photo
Q: How does the free virtual Weight Management Program fit into Shoppers Drug Mart’s broader healthcare strategy, and what role do you see retailers playing in delivering primary and preventive care?
A: The Weight Management Program reflects our commitment to helping Canadians Live Life Well by making healthcare more accessible and connected.
The program provides eligible patients with free virtual access to a nurse practitioner and registered dietitian, along with ongoing support from their community pharmacist, creating a holistic, wraparound approach to weight management. As more Canadians face challenges accessing primary care, we believe Shoppers Drug Mart can play an important role in helping connect patients to trusted healthcare professionals and improving access to evidence-informed care that complements the broader healthcare system.
Q: What early indicators or metrics will you use to measure the program’s success, both from a patient outcomes perspective and a business perspective?
A: Our primary focus is on helping eligible Canadians access the care and support they need. Success means patients are engaging with their Care Team, receiving personalized treatment plans, educational resources and tools, as well as ongoing support that helps them stay on track throughout their weight management journey.
From a business perspective, success means building a sustainable, scalable model that expands access to evidence-based obesity care for eligible Canadians while advancing Shoppers Drug Mart’s commitment to accessible, patient-centered healthcare through expanded clinical services.
More broadly, we hope the program helps increase awareness of evidence-informed treatment options while improving access to care for a chronic condition that affects millions of Canadians. As part of our commitment to helping Canadians, we see success as delivering meaningful value to patients and helping alleviate pressure on the healthcare system through greater access to coordinated care.
Q: Obesity Canada has emphasized reducing weight bias and stigma. How has that influenced the design of the program, the training of healthcare providers, and the patient experience?
A: Reducing weight bias is fundamental to providing quality obesity care. The program is built around the understanding that obesity is a chronic disease, and patients deserve compassionate, personalized ongoing care that reflects their individual health needs.
Shoppers Drug Mart Care Team members have participated in Obesity training designed to support evidence-informed and stigma-aware obesity care. This training helps support more informed, respectful conversations with patients and reinforces a care experience grounded in empathy and evidence.
Our multidisciplinary Care Team works closely with patients throughout their journey, providing ongoing support from nurse practitioners, registered dietitians and community pharmacists. By combining medical expertise with education and personalized guidance, we’re helping create a supportive environment where patients feel empowered to make sustainable lifestyle changes.
Q: As pharmacies continue to expand into healthcare services, what additional clinical or virtual care offerings do you see becoming part of Shoppers Drug Mart’s retail model over the next five years?
A: We’re continuing to look for ways to improve access to healthcare and better support the evolving needs of Canadians. As the healthcare landscape continues to change, we see opportunities for pharmacies to play an even greater role in connecting patients to convenient, high-quality care through both in-person and virtual services. Our focus will remain on expanding access to evidence-informed healthcare, supporting patients with coordinated care, and working alongside the broader healthcare system to help Canadians live healthier lives. We see virtual care being increasingly integrated with our retail pharmacy experience, creating a more coordinated care model with our digital tools, virtual providers, and community pharmacists working together to support patients on their care journey.
