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Ottawa’s Beef Import System May Be Keeping Prices High

Meat in a grocery store. Image: Meat

We recently received information from a reliable industry source about how the federal government is administering beef import permits. If accurate, it raises serious concerns about whether Ottawa is knowingly sustaining an outdated and opaque system that keeps beef prices unnecessarily high. At a time when many families are struggling with food costs, this is more than a bureaucratic issue—it directly affects affordability.

Canada’s beef import rules operate under a tariff-rate quota system. A limited volume of beef can enter the country at a low tariff, but anything beyond that is slapped with a steep import charge. When supply tightens or when specialty products are required, supplemental import permits are meant to provide flexibility and help stabilize the market. For years, the system worked reasonably well.

But the structure behind the process has not kept pace with today’s realities. The committee originally created to provide guidance—the Beef and Veal Tariff Rate Quota Advisory Committee—has not met since 2015. For a decade, no formal mechanism has existed for importers, retailers, or independent distributors to participate in discussions with government about how permits are allocated. Instead, decisions have shifted informally toward a small group of influential players, including major domestic processors who have a vested interest in limiting imports. The transparency and balance once built into the system have eroded.

Adding to this complexity is the broader concentration of market power in the sector. Beef packing and processing in Canada is dominated by two foreign-owned private companies: Cargill, based in the United States, and JBS, headquartered in Brazil. Together, they control the overwhelming majority of beef slaughter and processing in this country. When a sector is this concentrated, and when a federal system restricts competition through import controls, the beneficiaries are obvious. Any policy that tightens import access—intentionally or not—further entrenches the dominance of these two multinational giants.

The consequences are no longer theoretical. Our source described a case where a long-established importer has beef sitting in bonded storage in Canada. The product is legally imported and properly documented. The importer applied for a supplemental permit to release it into the market at the regular tariff rate. The application was refused. The justification offered—that the beef had been purchased abroad at a price “too low” compared with U.S. prices—makes little economic sense. The product did not come from the U.S., and competitive pricing has never been grounds for rejecting a permit. With no permit, the importer must wait until the next quota year or pay the full over-quota tariff. Ironically, the only reason paying the tariff is even possible now is because beef prices have climbed so sharply. The federal government, of course, collects that tariff revenue.

Cases like this raise an uncomfortable question: does Ottawa actually want to keep beef prices high? If the goal were genuinely affordability, the government could issue supplemental permits when supply conditions justify them. It could restore a functioning advisory committee to ensure balanced input. It could provide clear and transparent criteria for permit decisions. Instead, legitimate requests are rejected, supply is restricted even when product is physically present in the country, and both processors and Ottawa benefit from elevated prices.

It is also notable that the Canadian Meat Council—an organization that represents many of the largest processors and has remained silent on other controversial issues such as cloned meat—is convening a meeting next week specifically on this issue. When an industry group known for avoiding public controversy suddenly mobilizes around beef import policy, it suggests something significant is happening behind the scenes. The fact that the Council is coordinating internally before any government meeting reinforces the perception that influence over Canada’s beef import rules lies primarily with one side of the sector.

Some might argue that Canada does not need more imported beef because we are a major producer. That may be true, but this debate is not about increasing imports for the sake of it. It is about ensuring the system functions fairly. When import decisions are guided by outdated rules, opaque rationale, and concentrated influence, the result is artificial scarcity and higher prices. Consumers feel the impact directly at the meat counter.

This is, at its core, a competition issue. When two foreign-owned processors dominate the market and appear to influence how import permits are administered, the Competition Bureau should take a close look. Beef is not supply-managed, but the current arrangement increasingly resembles supply management in everything but name.

Ottawa owes Canadians answers. Why are supplemental permits being denied on questionable grounds? Why has no advisory committee met in a decade? Why do processors hold so much influence over import access? And why is beef already in the country prevented from reaching consumers at reasonable prices?

If affordability is truly the priority, the federal government needs to prove it. Canadians deserve a system that serves the public interest—not one that quietly keeps prices high.

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Vancouver Landmark The Post Sold in Record Office Deal

The Post in Vancouver. Image: QuadReal

QuadReal Property Group announced Wednesday that it has sold The Post, the vast mixed-use redevelopment that dominates an entire downtown block, in what real estate insiders describe as the largest Vancouver office transaction in the city’s history. Though the company did not disclose the buyer or price, industry sources say the purchaser is Pontegadea Group, the global investment vehicle of Spanish billionaire Amancio Ortega. If confirmed, the acquisition would mark one of the most high-profile Canadian additions to the family office’s expanding global portfolio.

Green Street News said in a report this week that the purchase price was more than $1.1 billion in cash.

QuadReal, which is owned by the British Columbia Investment Management Corporation, said it will continue to manage the property. The firm emphasized continuity for Amazon, Sony Pictures Imageworks and the growing roster of retailers and service providers that occupy the sprawling complex. The decision to retain management reflects QuadReal’s long-term commitment to Vancouver’s real estate landscape, even as it recycles capital into new projects across Canada and abroad.

The announcement lands at a pivotal moment for Canadian commercial real estate. Rising interest rates, a shift toward hybrid work and investor caution have slowed office transactions in most major cities. Yet The Post stands out as an exception. The reported scale of the deal underscores both the scarcity of marquee office properties in Vancouver and the global investor appetite for well-leased, centrally located assets.

The Post carries a 2025 assessed value of $924,208,000 according to BC Assessment. Market observers say the final sale price likely exceeded the assessed value by a significant margin, given the strength of the tenant roster, the newly completed redevelopment and the long-term income stream associated with Amazon’s large office presence. The size alone reinforces why this was widely viewed as a defining Vancouver office transaction, setting a new benchmark for institutional sales in the region.

“The Post” in Downtown Vancouver after Loblaw’s City Market opening. Photo: Lee Rivett.

Breathing New Life Into a Mid-Century Giant

The Post has long been synonymous with Vancouver’s civic and architectural history. Originally built in 1958 as a Canada Post processing facility, the building was a quintessential modernist landmark designed by McCarter Nairne & Partners, the firm responsible for some of the city’s most recognizable postwar structures. Its heritage bones, however, did not diminish the scale of the challenge when QuadReal undertook what would become one of Canada’s most ambitious adaptive reuse projects.

The redevelopment added 1.1 million square feet of office space atop renewed historic façades and introduced a vast retail atrium on the ground floor. The design preserved signature structural elements while opening the interior to daylight and integrating contemporary materials. The building began welcoming tenants in 2023 after years of phased construction and stands today as one of the largest mixed-use complexes in the country.

For a city often criticized for losing older buildings to demolition, The Post became a symbol of reinvention. Its transformation reconnected a dormant block with the surrounding business district, injecting restaurants, grocery, fitness and community amenities into a once-closed-off industrial site.

“The Post” atrium with Starbucks in front of Loblaw’s City Market entrance. Photo: Lee Rivett.

Amazon Anchors a New Commercial Hub

The presence of Amazon, which occupies a large portion of both office towers, has shaped The Post’s identity and economic gravity. As one of Amazon’s most significant hubs in Canada, the location houses thousands of employees across engineering, e-commerce, operations and media teams. Sony Pictures Imageworks, another major tenant, reinforces the building’s appeal as a magnet for digital and creative industries.

On the retail side, Loblaws CityMarket opened a 40,000 square foot grocery store, bringing full-service fresh food to a part of downtown that has historically lacked large-format grocery offerings. Evolve Strength, a premium wellness center, contributes more than 17,000 square feet of health and fitness operations. Cafes, food providers and boutique retail round out the mix, creating a self-contained ecosystem for workers and residents.

The integration of workplace, retail and community space has been central to The Post’s success and to its attractiveness in the investment market. The building’s steady leasing momentum demonstrates how hybrid work patterns have not eliminated demand for high-quality, amenity-rich office environments.

Why Pontegadea Is the Expected Buyer

While QuadReal declined to comment on the identity of the buyer, the market quickly centred on Pontegadea. The Spanish family office has shown persistent interest in large-scale Canadian assets, particularly trophy office towers and logistics centers. Its 2022 purchase of Royal Bank Plaza in Toronto, one of the country’s most prominent office complexes, signaled its readiness to pursue high-profile acquisitions in stable, long-term markets.

Pontegadea’s strategy centers on core real estate in global gateway cities. The company maintains a low debt ratio, an understated public profile and a preference for long-term income stability. Its holdings already include properties in London, New York, Madrid, Miami, and Toronto, along with logistics centres and renewable energy investments across Europe and North America.

The Post fits squarely within that strategy. It is irreplaceable in location, architecturally significant and anchored by some of the world’s largest corporate tenants. Its combination of heritage character and contemporary infrastructure also aligns with Pontegadea’s approach to sustainability and value retention.

The acquisition also expands Pontegadea’s presence in Western Canada, where the group has previously invested in logistics facilities, including Amazon-distributed warehouses. For a firm whose portfolio already exceeds €110 billion in total assets, the opportunity to acquire a Western Canadian landmark was likely too compelling to ignore.

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10 POS Systems to Know in 2025

Today’s point of sales systems do more than just ring up sales — they track what you have in stock, help staff make smart recommendations, and provide real-time insights about your business.

Here are 10 POS systems that are shaping retail’s digital transformation, from simple solutions for new businesses to sophisticated platforms powering major retailers.

1. Manhattan Active® Point of Sale: Built for the AI-Powered Enterprise

Manhattan Active® Point of Sale is a leading enterprise POS solution, purpose-built to unify selling, service, and fulfillment across digital and physical channels. Its cloud-native, microservices architecture delivers real-time access to customer profiles, enterprise inventory, and fulfillment options, enabling associates to provide personalized, brand-consistent experiences such as curated lookbooks, appointment management, and tailored recommendations.

The platform also supports lightning-fast offline checkout by storing essential data on devices, ensuring service continuity even during outages. In Fall 2025, Manhattan will introduce agentic AI capabilities, including an Intelligent Store Manager, which will help retail managers operate their stores more efficiently.

As part of the Manhattan Active® Omni suite, the POS integrates seamlessly with order management, fulfillment, and AI-powered customer engagement tools like Maven—making it more than a register, but the central nervous system of unified commerce. Already proven in enterprise deployments and designed to integrate seamlessly and easily, Manhattan Active POS is the store application of choice for retailers ready for the retail needs of today and tomorrow.

2. Square: A Simple POS for Growing Businesses

Square’s reputation was built on making POS technology simple for small businesses. It offers easy setup, clean interfaces, and straightforward connections between in-store sales and online commerce. In 2025, Square launched the Square Handheld, a portable device that handles payments, scans barcodes, and takes high-quality product photos all in one lightweight tool.

Square works well for businesses that need a stepping stone to modern POS software.

3. NCR Voyix: Established Technology with Modern Updates

For decades, NCR has been making cash registers and POS systems for millions of checkout lanes worldwide. Now operating as NCR Voyix, the brand’s Unified Point of Sale system connects checkout terminals with payment processing and back-office management, with recent updates including modern touchscreen interfaces and self-checkout options.

Battle-tested in fast-paced environments, NCR Voyix excels when speed matters most.

4. Lightspeed: Deep Inventory Control for Specialty Retailers

Lightspeed is known for its ability to handle sophisticated inventory management for brands like clothing stores that have complex product catalogs. It simplifies tracking detailed product information, managing supplier relationships, and connecting in-store sales with online commerce.

Lightspeed works best for established retailers who need granular, SKU-level control and elegant reporting.

5. Shopify POS: Bridging Online and In-Store Sales

Shopify POS acts as a seamless bridge between your Shopify site and physical store, automatically sharing inventory, customer information, and sales data between both channels. It provides purchase-driven customer profiles, giving staff customized access levels based on their roles.

Shopify POS is particularly appealing for direct-to-consumer brands opening their first physical locations.

6. Toast: Built for Food Service

Toast is often seen as the POS of choice for the food service industry, handling tableside ordering, tip processing, staff scheduling, payroll, and kitchen workflow management. It integrates smoothly with delivery services and comes with restaurant-specific features like menu engineering tools that help optimize profitability. The system also includes specialized hardware that’s designed to handle the spills, heat, and fast pace of commercial kitchens.

Toast works best for food service businesses that need industry-specific functionalities.

7. Vend: Multi-Store Management Made Simple

Vend, now part of Lightspeed as its Retail POS (X-Series), is a cloud-based POS that was designed for multi-location retailers, offering features like cross-location inventory management, customer loyalty programs, and real-time reporting across all stores. Even if the network goes down in one store, the system keeps working and then syncs back up to the cloud when the connection returns.

Lightspeed Retail POS (X-Series), formerly known as Vend, appeals to retail chains that need to coordinate across multiple locations.

8. Bindo POS: Mobile-First for Flexible Retailers

Bindo is an iPad-based POS that’s built for mobility and flexibility. It includes smart features like automatic upselling suggestions, promotion recommendations, and comprehensive customer management. Notably, the system’s open API allows for custom development, making it appealing to businesses with unique needs that standard POS systems don’t address.

Bindo works well for retailers who prioritize mobility and customization above all else.

Shift4’s POS combines basic functions with broader business management tools, making it popular with franchises and quick-service restaurant chains. It includes employee scheduling, customer relationship management, and detailed reporting that works seamlessly across multiple locations.

Shift4 works best for businesses that prioritize consistency in chain locations.

10. KORONA POS: Flexible Solutions for Unique Retailers

KORONA POS stands out for its extensive customization options. It’s popular for niche retailers like museums, wineries, specialty shops, and ticketed venues, each of which has unique operational needs that standard systems often can’t handle. Its open API and scalable design accommodate businesses with unusual requirements that cookie-cutter retail POS systems simply can’t address.

KORONA POS appeals to specialized retailers who need flexibility and customization above everything else.

POS Systems Powering the Future of Retail

From mobile-first solutions for SMBs to highly specialized restaurant and grocery systems, today’s POS platforms are driving retail’s digital transformation. Each of the ten highlighted here brings unique strengths, but for enterprise retailers navigating omnichannel complexity, Manhattan Active® Point of Sale stands apart as the benchmark solution.

With its cloud-native architecture, upcoming agentic AI features, and seamless integration into unified commerce operations, Manhattan Active POS isn’t just keeping pace with retail transformation—it’s defining it. For retailers seeking to align brand, associates, and operations at enterprise scale, it represents the future of the POS market in 2025 and beyond.

Canadian consumers looking for value this holiday shopping season: Accenture report

Photo: Tim Douglas
Photo: Tim Douglas

Accenture’s 19th Annual Holiday Shopping Survey finds Canadian consumers are choosing strategy over spontaneity as they head into the holiday season. According to the Canadian data, more than half of those surveyed (53%) say they’ll actively look for sales and promotions, compare prices and shop around to make the most of their budget. In a sign of the times, more than 60% say they’ll use AI to help them shop.

“Retailers are going to need to think and act more strategically to bring value to consumers this year, especially as many anticipate a decline in disposable income,” said Fawad Baig, Retail Industry Lead, Accenture Canada. 

Fawad Baig
Fawad Baig

“AI can be a powerful differentiator – not just for comparing products or finding the best deal, but for reimagining the entire customer journey. From personalized product recommendations and AI-powered styling tools to predictive inventory and dynamic pricing that keeps essentials affordable, leading retailers are already using AI to create more intuitive, relevant and efficient experiences that build trust and loyalty.”

The report outlines five key trends shaping how Canadians plan to shop this season and what retailers need to do to meet consumers expectations.

TREND 1: HOLIDAY SHOPPING GETS SMARTER WITH AI

Consumers are turning to AI for help. 61% plan to use generative AI for holiday shopping. Over half (57%) already use gen AI tools, up from 31% in 2024.

What retailers can do:

  • Refine AI tools: 42% of Canadians prefer brand-specific AI assistants for tailored advice, while 37% favour platforms like ChatGPT or Copilot. Retailers should optimize AI to offer what customers are looking for, including:
    • Product comparisons (59%).
    • Help finding purchase locations (54%).
    • Gift ideas and inspiration (47%).
  • Boost AI visibility: Consumers are most likely to use AI to help shop for electronics (73%), home appliances (63%), and personal care products (56%). Retailers should ensure their brand and messaging are discoverable in AI searches.

“This holiday season, Canadians are embracing AI like never before. With 61% planning to use generative AI for shopping and more than half already doing so, retailers have a clear opportunity to meet consumers where they are. Shoppers want AI tools that make life easier, from comparing products and finding purchase locations to inspiring gift ideas. Retailers that refine their AI experiences and ensure their brand is visible in AI-driven searches will be best positioned to capture demand, especially in categories like electronics, home appliances and personal care,” said Baig.

TREND 2: DISCOUNTS ARE ON THE “NICE” LIST

Shoppers are budget-conscious. 41% expect less disposable income this holiday season than they did last year. Many feel overwhelmed by ads (53%), too many choices (46%), and fear of buyer’s remorse (43%).

What retailers can do:

  • Lead with value: 53% of consumers will seek sales and compare prices; 40% will set clear budgets. Retailers should meet this demand with clear promotions and competitive pricing.
  • Think beyond big sale days: Only 15% plan to start shopping on Black Friday, and just 2% on Cyber Monday. Most shoppers (67%) plan to start earlier than that. Retailers should offer value throughout the season to capitalize on shoppers’ long lead times.
  • Ease the stress: Shoppers say retailers can simplify the experience by being transparent about pricing (53%), making comparisons easier (51%), and improving product discoverability (51%).

“Canadians aren’t waiting for Black Friday or Cyber Monday this holiday season. More than two thirds plan to start their shopping even earlier, so they have enough time to find the best deals and discounts. With many expecting tighter budgets, they’re hunting for sales, setting clear spending limits and putting value first. Retailers need to focus on flexible, season-long deal and discount strategies that can adapt to changing demand and make the most of existing inventory – because Black Friday and Cyber Monday alone are no longer enough for consumers,” added Baig.

Photo: Tim Douglas
Photo: Tim Douglas

TREND 3: RETURNS MATTER—EVEN IF THEY DON’T HAPPEN

Return policies influence purchase decisions. While 61% don’t plan to make returns this year, strict policies can still deter shoppers.

What retailers can do:

  • Make returns easy: 61% avoid retailers with strict or no-return policies. 65% say they want to be able to return online stores in-store; 69% want free shipping or access to a prepaid label.
  • Reduce return rates: Most returns happen due to poor quality (45%) and bad fit (43%). Retailers can improve accuracy in product descriptions (51%), detail materials and durability (46%), and highlight trustworthy reviews (38%).

“Canadians are steering clear of stores with strict return policies, even though more than half don’t plan on making returns this year. Shoppers want the option to return online orders in-store and they expect free shipping or access to prepaid return labels.  With most returns happening because of poor quality or fit, accurate product descriptions, clear details on material durability and trustworthy reviews can make all the difference. Retailers need to be thinking about flexible return policies and clear product information – helping minimize the unknowns of ordering online while simultaneously reducing the number of returns altogether,” noted Baig.

TREND 4: IN-STORE EXPERIENCES ARE BACK

Physical stores are regaining popularity. Just over half (51%) of Canadians plan to shop in person. Top reasons: seeing products firsthand (41%), taking items home immediately (37%), and easier returns and/or exchanges compared to online (33%).

What retailers can do:

  • Create memorable experiences: 52% are influenced by exclusive in-store promotions or product drops, and 42% by festive atmospheres. Retailers should offer seasonal environments and limited-time product drops.
  • Prioritize convenience and value: Department stores (45%) and mass merchants (44%) are top destinations. Shoppers are drawn by better prices, discounts and promotions (54%), convenient locations (47%), and loyalty rewards (44%).

“Canadians are rediscovering the value of in-store shopping, with just over half planning to visit physical stores this holiday season. The ability to see products firsthand, take items home immediately and enjoy hassle-free returns is driving this resurgence. Retailers that create memorable experiences through festive atmospheres and exclusive product drops will stand out. At the same time, convenience and value remain key, with shoppers gravitating toward department stores and mass merchants for competitive prices, loyalty rewards and easy access,” said Baig.

Photo: Toàn Văn
Photo: Toàn Văn

TREND 5: TRAVEL GIFTING IS PERSONAL AND PRACTICAL

Canadians planning to gift travel want meaningful experiences. Nearly two-thirds (63%) say holiday travel creates stronger memories than physical gifts. But half will stay domestic, and 55% are influenced by geopolitical and global events.

What retailers can do:

  • Offer flexible options: Canadians gifting travel tend to do so to their partners (52%), or for their families and themselves (38%). With 68% wanting more out of every dollar spent and 53% open to “book now, pay later,” providers should emphasize affordability and tailored packages.
  • Build trust with AI: Gen AI is gaining traction in travel planning—used by 24% via online travel agencies, 20% via airlines, and 19% via hotels. Travel brands should make AI tools accessible, transparent, and helpful across the booking journey.

“Travel gifting is becoming a deeply personal choice for Canadians, with nearly two-thirds saying holiday travel creates stronger memories than physical gifts. While many are staying domestic and mindful of global events, they’re also looking for flexibility and value, whether through tailored packages, affordability or book-now-pay-later options. For travel brands, trust and convenience are critical, and AI is emerging as a powerful tool to simplify planning and booking. Making these experiences accessible and transparent will help retailers deliver the meaningful, practical travel gifts Canadians want this season,” said Baig.

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Aritzia to Open 40,000 Sq. Ft. Vancouver Flagship in 2027

Rendering of the future four-level 41,800 sq ft Aritzia store at Robson and Howe in Vancouver. Rendering: Aritzia

Aritzia has confirmed that it will open a new retail flagship at CF Pacific Centre in downtown Vancouver, securing one of the most anticipated retail spaces in the country. The Vancouver-based fashion company will launch a four-level, 40,000 square foot store in 2027 at the corner of Robson Street and Howe Street, taking over part of the former Nordstrom premises that have remained vacant since mid-2023.

The announcement ends widespread speculation about who would occupy the high-profile corner within the 230,000 square foot former department store footprint. Cadillac Fairview has spent the past year preparing the space for subdivision into four major retail units, and Aritzia is the first tenant formally confirmed for the property. The new Aritzia Vancouver flagship will occupy over 17% of the entire former Nordstrom store’s retail space.

“Vancouver is where our story began, and we’re thrilled to bring an even more impactful Aritzia experience to the heart of the city with our new Pacific Centre Flagship,” said Jennifer Wong, CEO of Aritzia, in a statement. “Expanding our collection of iconic flagships, this boutique represents an exciting step in our growth strategy as we continue to build our presence in North America and beyond.”

Former Nordstrom store at 799 Robson Street in downtown Vancouver. Photo: Bridge Electric

A Significant Addition to Aritzia’s Flagship Portfolio

The upcoming location represents one of the company’s largest investments in physical retail to date. Aritzia has been expanding its flagship program in major North American cities, including large-format openings in New York and Chicago. The company’s Chicago store on North Michigan Avenue currently stands as its largest, measuring approximately 46,000 square feet. Several of Aritzia’s New York locations, including boutiques in SoHo and on Fifth Avenue, range from 30,000 to 40,000 square feet.

The new Aritzia Vancouver flagship will exceed the brand’s current downtown presence at 1100 Robson Street, (corner of Thurlow) which totals about 13,000 square feet including the adjacent Wilfred unit. The CF Pacific Centre store will be nearly three times larger, allowing the retailer to showcase a significantly expanded product offering and introduce experiential elements that match its largest American flagships.

Aritzia has also been growing its local footprint. Earlier this year, the company opened major new stores at Guildford Town Centre in Surrey and in Vancouver’s Kitsilano neighbourhood on the same day. The Guildford location, at roughly 22,000 square feet, is currently the largest Aritzia store in Canada.

Aritzia at 1100 Robson Street (at Thurlow) in downtown Vancouver on December 19, 2022. Photo: Lee Rivett

A Prime Corner Undergoing Major Redevelopment

The flagship will occupy one of the most visible corners in downtown Vancouver. Robson Street has long functioned as the city’s leading shopping corridor. The site also benefits from transit access via both the Expo and Canada Line SkyTrain stations.

Cadillac Fairview has been conducting extensive redevelopment work within the former Nordstrom building. Demolition began earlier this year to remove existing finishes, fixtures, and layouts, allowing the landlord to create new, large-format units tailored to incoming tenants. Aritzia’s multi-level space is positioned at the southwest corner of the building, facing both Robson and Howe streets.

A rendering of the new store shows significant modifications to the exterior. The redesign features a series of tall arched openings framed in light stone along the building’s base, with greenery integrated into several of the archways. Above the corner, a large digital screen wraps around the upper facade. This approach reflects exterior treatments Aritzia has introduced at other flagship locations, including its Bloor Street and Yorkdale boutiques in Toronto.

No further tenant announcements have been made by Cadillac Fairview for the former Nordstrom, though interest in the remaining space has been strong. The subdivision of the former Nordstrom footprint is one of downtown Vancouver’s most significant retail redevelopment efforts since the property’s previous overhaul for Nordstrom’s arrival in 2015.

Store Design and New Dining Component

Aritzia has indicated that the Vancouver flagship will incorporate design themes inspired by the Pacific Northwest. The interior will serve as the backdrop for what the company describes as its most comprehensive range of apparel, accessories, and brand concepts.

The store will also introduce a “casual-yet-elevated dining concept” which expands on the A-OK Cafe offerings already present in select locations. Although the company has not released details about the menu or layout, the site includes infrastructure that could support a full-service food operation. When Nordstrom occupied the space, the corner area housed Bistro Verde, which featured a large dining room, kitchen facilities, and even a dedicated elevator that enabled after-hours access for restaurant guests.

Food and beverage programming has become an increasingly important feature within flagship retail environments. In Aritzia’s case, the decision to include dining signals the brand’s intention to create an immersive experience that goes beyond traditional fashion retail.

A-OK Cafe at Aritzia, CF Markville (Image: Aritzia)

A Strategic Move in a Changing Downtown Landscape

The arrival of the Aritzia Vancouver flagship comes at a time when large-format retail in downtown Vancouver is adjusting to several significant closures. Besides the former Nordstrom, the city’s historic Hudson’s Bay building nearby now sits empty following the retailer’s exit earlier this year. Market observers have been closely watching how landlords respond to the challenge of repositioning large downtown spaces in a post-pandemic retail environment.

Aritzia’s decision to invest heavily in a prominent, multi-level corner at CF Pacific Centre sends a signal of confidence in the long-term strength of Vancouver’s core retail district. It also highlights the company’s ongoing commitment to physical retail, even as digital channels continue to play a central role in its business model.

For the landlord, the flagship represents a major anchor for the broader redevelopment of the former Nordstrom footprint. Large-scale tenants with strong brand equity and destination appeal are viewed as essential for maintaining foot traffic and supporting the overall tenant mix at CF Pacific Centre, which remains one of Canada’s most productive shopping centres.

The Nordstrom building has been at the centre of Vancouver’s retail landscape for more than five decades. The structure originally opened in 1971 as an Eaton’s department store, later operating as Sears Canada from 2002 until Sears exited the space in 2012. Cadillac Fairview then undertook a comprehensive redevelopment that created new office levels above the retail floors and constructed an expanded mall corridor on the basement level. Nordstrom opened in 2015 and operated for eight years before closing all Canadian stores in 2023.

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ALDO Group Partners with Shopify to Redefine Unified Commerce

Aldo at CF Toronto Eaton Centre. Photo: Aldo

Montreal-based footwear and accessories giant ALDO Group has entered a new chapter in its digital journey through a strategic partnership with Shopify, shifting its global eCommerce operations to the Canadian commerce platform. The transition powers online storefronts for ALDO, Call It Spring, and Sperry, marking a major modernization of the company’s digital infrastructure as it pursues speed, scalability, and innovation in unified commerce.

The move reflects a deliberate pivot away from a heavily customized, maintenance-intensive system toward one designed for flexibility and future readiness. “We did a very bold move eight years ago when we evolved our eCommerce platforms to align with consumer needs,” said Gregoire Baret, Vice President of Customer Experience and Digital Product at ALDO Group, in an interview with Retail Insider. “That approach served us well, but today’s retail environment requires more agility and simplicity.”

Gregoire Baret, Vice President of Customer Experience and Digital Product at ALDO Group

Baret said the retailer’s previous system, built around what is known as a “headless and composable” architecture, had reached a point where it was too complex to efficiently maintain. “It was the right move at the time—it allowed us to connect store inventories, ship from stores, and offer omnichannel services,” he said. “But it became difficult to evolve and maintain. Technology should enable innovation, not slow it down.”

He explained that Shopify’s unified commerce platform offers a simplified ecosystem and faster deployment for new features such as payment options or checkout improvements. “Our first goal was to gain faster time to market,” said Baret. “We can’t spend months delivering updates. The second was to restore autonomy to our teams. Our marketing and merchandising departments can now manage more of their day-to-day operations without relying on IT.”

The emphasis on simplification, agility, and collaboration aligns with ALDO Group’s long-term strategy. “E-commerce stacks can easily become monsters of complexity,” he said. “Shopify enables us to keep things fast, agile, and focused on delivering better experiences.”

Canadian Collaboration

The partnership between ALDO Group and Shopify also represents a uniquely Canadian success story, bringing together two companies that have become international leaders in retail and technology.

“We love that Shopify is Canadian-based,” said Baret. “The platform was built by entrepreneurs who understand merchants and the realities of retail. That shared mindset matters to us.”

Shopify President Harley Finkelstein said the partnership symbolizes the future of retail. “Pairing legacy with innovation is a power move,” he said in a statement. “The ALDO Group has over 50 years of retail experience, and Shopify is building the future of commerce. I can’t wait to see what we’ll achieve together.”

Aldo in North End of Level 2 at CF Rideau Centre (August 2021). Photo: Dustin Fuhs.

Preparing for AI-Driven Retail

The adoption of Shopify’s ecosystem also positions ALDO Group for emerging technologies in artificial intelligence and data-driven commerce. “AI will play a key role in how retailers operate,” said Baret. “We’re focused on three main layers: consumer-facing experiences, merchant-facing analytics, and enterprise-level intelligence.”

He described how Shopify’s infrastructure enables “contextual and conversational commerce,” allowing customers to engage with products directly through platforms such as TikTok, marketplaces, or AI chat interfaces. “We want our products to meet consumers where they are,” Baret said. “Shopify allows us to bring checkout and purchase capabilities to those environments seamlessly.”

AI also supports decision-making behind the scenes. “Shopify’s tools make analytics more conversational,” he explained. “Teams can ask natural questions, such as how a category is performing, and receive actionable insights. It democratizes access to data.”

At the operational level, ALDO’s internal systems are already leveraging AI for forecasting and inventory optimization. “We use algorithms to determine the best product placement and shipping strategies,” said Baret. “It helps ensure the right item is at the right location at the right time.”

Reimagining the Store Experience

While the company’s digital platform is evolving, Baret noted that technology within ALDO’s physical stores continues to play an important role in delivering a consistent customer experience.

“In-store innovation remains core to who we are,” he said. “What began years ago as ‘endless aisle’ technology has matured into more practical, associate-driven tools.”

Each store associate now uses a mobile device to scan items, access inventory data, and make product recommendations in real time. “This not only enhances the customer interaction but feeds valuable information into our analytics systems,” Baret explained. “It helps us understand demand patterns and improve our inventory management.”

He said the long-term goal is complete unification between online and in-store channels. “Whether a customer is shopping online or speaking with an associate in a store, it should feel like one continuous experience,” Baret said. “That sense of continuity is essential to unified commerce.”

Shopify. Photo: smithandandersen.com

A New Chapter in Canadian Retail

For ALDO Group, the shift to Shopify also reflects a strategic repositioning for the future of retail.

“After more than 50 years in business, we still have an entrepreneurial mindset that seeks to innovate and simplify wherever possible,” said David Bensadoun, CEO of ALDO Group, in a statement. “Shopify’s platform lets us bring that mindset to our eCommerce offering, enabling quick adaptation to a constantly evolving retail landscape.”

The project was developed in collaboration with CQL, a Shopify Platinum Partner, alongside ALDO Group’s in-house engineering team. The new sites also integrate advanced search and merchandising tools from Bloomreach to enhance personalization and product discovery.

Baret described the move as a turning point for the company. “It’s not a U-turn, but a change of course,” he said. “We’re moving from a fully customized system to one that’s pre-built and proven, so we can focus our energy on innovation that drives customer value.”

He added that what’s ahead for Shopify gives ALDO confidence in the long-term decision. “The roadmap we’ve seen is very promising,” said Baret. “It confirms we’re investing in a platform—and a partnership—that’s ready for what comes next.”

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One of a Kind Show Celebrates 50 Years in Toronto

Photo: One of a Kind Show

One of Canada’s most enduring cultural and retail events is marking a major milestone. The One of a Kind Show returns to Toronto’s Enercare Centre from November 27 to December 7, 2025, celebrating its 50th anniversary with its largest holiday edition since before the pandemic.

The juried show, known for showcasing handmade Canadian goods, will feature more than 800 artisans this year. It remains one of the country’s most prominent platforms for small businesses, offering a direct connection between makers and shoppers.

“It feels incredible,” said Janice Leung, Show Director. “When the show started in 1975, we were one of the first brands in Canada to really support local, urging the public to buy from independent businesses. The fact that we’re still here 50 years later shows how important that message remains.”

Leung said the anniversary underscores a movement that has outlasted trends. “Shopping local and supporting small businesses is more important than ever. It’s remarkable to see that our show has become the heart of culture, community, and craftsmanship.”

Janice Leung

Adapting to Changing Times

Since its launch in 1975, the One of a Kind Show has evolved alongside the Canadian retail landscape. It began before Sunday shopping existed and long before the rise of e-commerce, yet it has remained relevant by adapting to changing consumer habits.

“The show has changed in many different ways to meet customer needs,” said Leung. “But we’ve stayed true to our roots, celebrating Canadian craft and culture while evolving with the times.”

This year’s edition introduces several new features designed to enhance the visitor experience. A new Vintage Section will make its debut, presenting curated collections of nostalgic and collectible pieces. A European-style Christmas Market will be constructed at the centre of the show floor, surrounded by artisans selling festive décor, gifts, and treats.

“We really want to bring Christmas back,” said Leung. “The One of a Kind Show began in 1975 as a Christmas event created by three friends who wanted a place for artisans to sell their goods. We’re honouring that origin story while reimagining the experience for 2025.”

Photo: One of a Kind Show

Expanded Culinary and Interactive Experiences

Food remains one of the event’s biggest draws, and this year’s Flavours Section will be the largest to date. Visitors will find an expanded selection of gourmet goods, live demos, and sampling opportunities from coast to coast.

“Everyone loves the Flavours section,” said Leung. “This year it’s bigger than ever, giving people even more opportunities to discover amazing food products from across Canada.”

Beyond shopping, this year’s show will feature more live programming than ever before. Daily fashion shows, maker-led workshops, and interactive demos are designed to immerse visitors in the creative process. A new ‘Maker Takeover’ series will invite artisans to host talks, food demos, and DIY sessions across multiple stages.

“People want to engage in hands-on experiences and learn from the makers behind the brands,” said Leung. “That’s why we’ve expanded our programming — to give guests more meaningful ways to connect.”

One of a Kind Show 2024 (Image: Dustin Fuhs)

From Local Beginnings to National Stage

For many small businesses, the One of a Kind Show serves as a launchpad. Over the decades, hundreds of brands have moved from the show’s Rising Stars area to permanent booths, and even to their own retail locations.

“It’s amazing to see how many businesses have grown through this platform,” said Leung. “We’ve seen makers start small, expand to larger booths, and eventually open their own stores. Being part of that journey is something we’re very proud of.”

The show’s community-driven nature has also led to remarkable personal connections. Leung recalled one story about a visitor who discovered a jacket made from repurposed fabric at the show and began sending the artisan her own collected textiles to reuse.

“That story captures the spirit of One of a Kind,” she said. “You’re not buying from a faceless brand. You’re meeting real people and forming meaningful connections. Every piece tells a story.”

Northern Voices and National Representation

A special feature of the 2025 show will be a Northwest Territories Pop-Up, running during the final weekend. It will spotlight five artisans from the North, offering attendees a rare opportunity to see and purchase northern-made goods in person.

“These artisans represent both Indigenous and non-Indigenous creators from the Northwest Territories,” said Leung. “It’s a unique opportunity for guests to experience the artistry and traditions of the North firsthand.”

Photo: One of a Kind Show

Stronger Than Ever After the Pandemic

The 2025 edition will be the largest Christmas show since the event reopened after COVID-19, signalling renewed momentum for small businesses and the creative economy.

“The state of small businesses is strong, they’re bouncing back,” said Leung. “Despite how challenging it’s been over the past few years, their resilience and hard work are paying off.”

The show’s size reflects that rebound, with exhibitors spanning fashion, home décor, art, jewelry, toys, and food. Tickets also include three free readmissions, allowing visitors to return multiple times during the 11-day run.

In an era dominated by digital retail, Leung said the One of a Kind Show continues to succeed because of the power of human interaction.

“When you buy online, you can’t meet the people behind the products,” she said. “At One of a Kind, you can talk to the makers, learn about their process, and understand what inspires them. That’s what keeps people coming back. It’s an experience you can’t replicate on a screen.”

One of a Kind Show Winter 2022 (Image: Dustin Fuhs)

Tickets and Details

Tickets are available online now at oneofakindshow.com and can also be purchased at the box office once the show opens. The event runs November 27 to December 7, 2025, at the Enercare Centre, Exhibition Place, 100 Princes’ Blvd., Toronto.

Show hours are Monday to Wednesday and Saturday from 10 a.m. to 8 p.m., Thursday and Friday from 10 a.m. to 9 p.m., and Sunday from 10 a.m. to 5 p.m. A late-night shopping event is scheduled for Thursday, December 4, running until 11 p.m.

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Canadian Toy Association announces 2025 Hall of Fame Inductees

Photo: Pavel Danilyuk
Photo: Pavel Danilyuk

The Canadian Toy Association has announced the induction of two distinguished leaders into the Canadian Toy Industry Hall of Fame: Steve Totzke, President and Chief Commercial Officer of Mattel, Inc., and Chris Beardall, former President of Toys and Chief Commercial Officer of Spin Master. 

The induction will take place on Wednesday, November 19 at the Canadian Toy Industry Hall of Fame Gala in Toronto, Ontario.

Together, Totzke and Beardall represent more than five decades of leadership, innovation, and dedication to advancing the business of play. Both have made remarkable contributions to the global and Canadian toy industries, nurturing creativity, driving growth, and inspiring teams that have shaped the way children experience joy and imagination through toys, said the Association.

Steve Totzke
Steve Totzke

Totzke has spent 28 years with Mattel, creating and stewarding the company’s world-class global commercial organization and serving as a driving force in making Mattel a leading global toy and family entertainment company. Throughout his career, he has championed Canadian leadership on the world stage, mentoring generations of Canadian executives and strengthening the country’s influence in the global toy community. His legacy is defined not only by business excellence but also by a commitment to philanthropy and inclusivity within the industry, noted the Association.

“It’s a tremendous privilege to be inducted into the Canadian Toy Industry Hall of Fame,” said Totzke. “This honour reflects the incredible teams and mentors I’ve had the good fortune to work with throughout my career at Mattel. I am grateful to Mattel for the nomination and to the Canadian Toy Association for recognizing the work we’ve done to celebrate Canadian innovation and talent on the global stage.”

Chris Beardall
Chris Beardall

Beardall’s career spans more than 23 years with Spin Master, where he played an instrumental role in the company’s evolution from a small Canadian start-up to a global entertainment powerhouse. Known for his creative vision and strategic insight, Beardall oversaw the development and success of many iconic brands including Hatchimals and Bakugan, while leading global sales, licensing, marketing, and product development. His leadership and integrity have earned him widespread respect throughout the international toy community, explained the Association.

“I am deeply honoured to be recognized by the Canadian Toy Association and to join such an esteemed group of industry peers,” said Beardall. “My years at Spin Master were filled with creativity, collaboration, and a shared passion for bringing joy to children around the world. I want to thank Spin Master for their nomination and for the opportunity to be part of such an extraordinary journey.”

Graeme Bissett
Graeme Bissett

The Canadian Toy Industry Hall of Fame celebrates individuals whose exceptional achievements and contributions have made a lasting impact on the toy industry in Canada and beyond. This year’s honourees exemplify the values of creativity, collaboration, and leadership that continue to define and strengthen our community, added the Association.

“On behalf of the Canadian Toy Association and its Board of Directors, I extend heartfelt congratulations to Steve and Chris on their well-deserved induction,” said Graeme Bissett, President, Canadian Toy Association Board of Directors. “Both have demonstrated visionary leadership, creativity, and a lifelong dedication to play that has shaped our industry and inspired those who follow in their footsteps.”

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Shifting consumer behaviour over Christmas shopping: Lightspeed Commerce

Photo: cottonbro studio
Photo: cottonbro studio

Boxing Day once marked the close of Canada’s retail year, but that’s changed. Today, Black Friday and Cyber Monday drive the country’s biggest surge in deals, gifting, and early-season shopping. It’s a clear sign of shifting consumer behaviour and a major opportunity for retailers to capture demand earlier than ever.

More than half of Canadians (51%) say Black Friday has replaced Boxing Day for better deals. The sentiment is strongest among younger Canadians: 60% of those aged 18–24 and 57% of those aged 25–34 agree the shift is complete, according to Lightspeed Commerce.

84% of consumers believe retailers raise prices before Black Friday to make discounts seem bigger, but that skepticism hasn’t slowed shopping momentum. 44% of Canadians plan to shop Black Friday or Cyber Monday this year, rising to 70% among 18–24-year-olds and 62% among 25–34-year-olds, cementing Gen Z and Millennials as the driving force behind the new retail calendar, said the unified point of sale and payments platform. 

Key Holiday Shopping Shifts Canadians Are Making

  • Spending: Consumers are ready to spend. 49% expect to spend up to $250, while 36% plan to spend $250 or more. Younger shoppers are more likely to invest in higher-value purchases, with 33% of 18–24s and 31% of 25–34s spending beyond mid-range budgets.
  • Timing: Shopping starts earlier than ever. 56% of Canadians begin their holiday shopping in mid-October, and most have started, or even finished,  by Black Friday/Cyber Monday. That number rises to 72% among 18–24-year-olds, showing how younger Canadians are setting the pace for early spending.
  • Shopping Style: Canadians remain value-driven. 75% say they always or often use discounts, and 22% of Gen Z discover them through creators and influencers on TikTok or Instagram.
  • Location: Most are also keeping their spending close to home. 79% plan to shop domestically, drawn by better prices (51%), convenience (48%), and loyalty to local retailers (43%). The trend is strongest in Central Canada (79%) and on the West Coast (87%), with shoppers in Toronto (77%), Montreal (80%), and Vancouver (82%) leading the way.

For retailers, the message is clear: the holiday rush now peaks in November. Black Friday isn’t just a U.S. export,  it’s Canada’s new retail reset. The season starts earlier, and Canadians are scrolling, stacking, and spending their way into the holidays.

Mike Ganci
Mike Ganci

Mike Ganci, GM of Retail at Lightspeed Commerce, said over the past decade, Black Friday and Cyber Monday have dramatically reshaped Canada’s retail calendar, displacing Boxing Day as the country’s dominant shopping event. 

“What began as a U.S. import has now fully taken root in Canada — 51% of Canadians now say Black Friday offers better deals than Boxing Day, and nearly half plan to shop during the Black Friday weekend. This shift has not only changed when Canadians shop but also how they plan their holiday spending,” he said. 

“Instead of waiting until after Christmas, consumers are starting earlier, often kicking off their holiday shopping as early as mid-October. This extended shopping window allows them to spread out spending, take advantage of pre-holiday discounts, and avoid the last-minute rush.”

Ganci said 56% of Canadians start shopping by mid-October, and many finish by the end of November.

“For retailers, the traditional “Boxing Day blowout” has evolved into part of a longer, multi-phase promotional cycle that now spans several key milestones — from early fall “pre-Black Friday” events to Cyber Monday online sales and extended holiday promotions through December,” he explained.

“Boxing Day remains relevant, but more as the final wave of holiday sales rather than the single, must-shop event it once was. In essence, October has become the new start of the holiday season, and retailers who adapt with early promotions, omnichannel strategies, and flexible fulfillment options are best positioned to capture this shifting consumer demand.

“Retailers are also turning to in-store experiences to drive sales. Nearly 46% of Canadians say festive music, decorations, and displays make them spend more time in stores. So if you’re seeing those holiday decorations up early, there’s a strategy behind the move.”

Ganci said younger Canadians are setting the pace. 60% of Gen Z and 57% Black Friday has replaced Boxing Day, and 72% of 18-to-24-year-olds start shopping by mid-October.

Photo: Leeloo The First
Photo: Leeloo The First

“This early and intentional approach reflects more than convenience, it speaks to changing values. Gen Z and Millennial consumers prioritize transparency, experience, and community over short-term discounts. They want to support brands that align with their ethics and offer engaging, personalized shopping experiences both online and in-store,” he noted.

“Social platforms now play a defining role in how these shoppers discover products and decide where to spend. Nearly one in four (22%) find deals through TikTok or Instagram creators, highlighting the growing influence of authentic, creator-led marketing. For retailers, this means shifting focus from one-off promotional spikes to continuous engagement, leveraging social discovery, user-generated content, and storytelling to stay relevant in the feed and beyond.”

Ganci said Canadians are becoming increasingly skeptical of seasonal sales tactics, 84% believe some retailers raise prices before Black Friday to exaggerate discounts. 

“This perception has made transparency not just a best practice, but a business imperative. Consumers are far more price savvy, and price histories are only a click away making it easier to tell the difference between genuine value and artificial markdowns,” he added.

“To maintain trust, retailers must take a long-term view. That means earning credibility throughout the year, not just during the holidays. Consistent pricing strategies, honest communication about promotions, and clear explanations of how discounts are structured all reinforce integrity.

“Retailers who demonstrate fairness every month, through loyalty programs, price matching, or consistent service quality, create a foundation of trust that strengthens their peak-season performance.

“When November arrives, those same retailers can promote Black Friday deals with confidence. Shoppers are more likely to engage when they already believe the brand is dependable and transparent. In contrast, those who rely on short-term hype risk alienating savvy consumers who value honesty over theatrics. Ultimately, maintaining trust isn’t about avoiding big discounts, it’s about making those discounts believable. Retailers who stay authentic, consistent, and customer-focused all year long are the ones turning seasonal shoppers into loyal advocates.”

Photo: Pavel Danilyuk
Photo: Pavel Danilyuk

Throughout the year, many Canadians have consciously shifted their dollars toward brands that reflect their values and invest in local communities, said Ganci.

“We’ve seen this consistently play out with the “Buy Canada” movement, which began earlier in the year and has continued to make an impact on buying decisions. This sentiment will play a major role during the upcoming holiday season, where consumers are balancing tighter budgets with a desire to shop responsibly and meaningfully,” he said.

“Of those polled, Canadians continued to show a strong preference for supporting homegrown businesses. 79% of shoppers say they plan to buy from Canadian retailers, motivated by a combination of better prices (51%), convenience (48%), and a genuine desire to support local businesses (43%).

“For independent and domestic retailers, this loyalty presents a major opportunity. By highlighting local roots, emphasizing ethical sourcing, and offering experiences that feel personal and community-driven, they can strengthen emotional connections that global competitors can’t easily replicate.”

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