The Keg Steakhouse + Bar is offering delivery for the first time in its history through an exclusive agreement with DoorDash, making a selection of its menu available from more than 100 locations across Canada and the United States.
The restaurant chain said that customers can now order a range of its signature menu items, including steaks, appetizers and desserts, through the delivery platform, marking a significant expansion of how the company serves customers beyond its restaurant dining rooms.
The move introduces a new sales channel for The Keg after more than five decades of operating primarily as an in-person dining destination. The company said the service is intended to allow customers to enjoy its meals at home for a variety of occasions while maintaining the standards associated with its restaurant experience.
“Delivery represents a new chapter for The Keg as we can offer the same level of care and intention we bring to every guest experience, but now directly to our guests’ homes,” said Jason Butler, Senior Vice President of Operations at The Keg Steakhouse + Bar. “DoorDash shares our commitment to quality. That alignment made them the right partner to help us bring The Keg experience to countless households across North America for the first time.”
The agreement makes DoorDash the exclusive delivery provider for The Keg across both Canada and the United States.
Jason ButlerVishwa Chandra
DoorDash said the partnership adds one of Canada’s best-known restaurant brands to its platform and expands dining options for customers seeking premium restaurant meals delivered to their homes.
“The Keg has built an incredible reputation as one of the most trusted restaurant brands in Canada and as a dining partner in celebrating life’s most meaningful moments,” said Vishwa Chandra, Vice President of Enterprise Restaurant Partnerships at DoorDash. “We’re incredibly proud to be The Keg’s exclusive delivery partner, playing a small part in the moments that will be created at home.”
According to the companies, the delivery menu includes a selection of The Keg’s most popular dishes. Available items include the New York Striploin, Keg Burger, Mushrooms Neptune, Smoked Gouda Spinach Dip, Cheesecake and other menu offerings.
DoorDash photo
To mark the launch, DoorDash is offering promotional discounts on eligible delivery orders from The Keg. Customers in Canada can receive $10 off delivery orders of $40 or more placed until Aug. 5, by using the promotional code KEG10 at checkout, while customers in the United States can receive the same discount using the code 10KEG, while supplies last.
The companies also said eligible DashPass members will receive $0 delivery fees and reduced service fees on qualifying orders from The Keg through the DoorDash platform.
New Sephora store at 241 Rue Ste-Catherine W. in Montreal. Photo supplied
British skincare company Medik8 is expanding its Canadian retail presence through a nationwide launch at Sephora Canada, marking a key step in the company’s broader North American growth strategy following L’Oréal Groupe’s acquisition of a majority stake in the business last year.
The company said its products will become available online at Sephora Canada beginning Aug. 11 and in all 147 Sephora Canada stores starting Aug. 14. The lineup will also be featured in dedicated brand gondolas at 75 locations, while the full Canadian assortment will continue to be available through Medik8.ca.
The rollout coincides with a simultaneous launch through Sephora in the United States and represents the latest phase of Medik8’s international retail expansion. The company said the partnership is intended to broaden consumer access to its clinical skincare products while increasing its presence across North America.
Medik8 brings its science-based approach to skincare to visibly smooth, firm, and revitalize the skin.
“Sephora’s understanding of its skincare client and unmatched scale make it the ideal partner to bring our research-led approach to a broader audience. Our ambition is to establish Medik8 as one of Sephora’s top 10 skincare brands over the next three to five years,” said Simon Coble, Chief Executive Officer of Medik8.
Alongside its Canadian product range, the company is introducing its trademarked CSA Philosophy, a skincare routine centred on vitamin C and sunscreen during the day and vitamin A, also known as retinal, at night.
Medik8 said the routine is designed to address visible signs of skin aging and will form the foundation of its Canadian offering. The launch will also highlight Crystal Retinal, which the company describes as its flagship product and says is its top-selling retinal serum worldwide based on independent market research conducted by Kline & Company analyzing manufacturer-level retinal serum sales for 2025.
According to the company, Crystal Retinal contains retinaldehyde, a vitamin A derivative that it says has been clinically shown to work more quickly than standard retinol while reducing the risk of irritation associated with traditional clinical retinoids.
Sephora Canada said the addition reflects continued demand for clinically focused skincare products.
Marisa Caruso
“As interest in clinical skincare continues to grow, Canadians are actively seeking brands that combine scientific credibility with proven results – Medik8 delivers on both,” said Marisa Caruso, VP, Merchandising, Sephora Canada. “This launch reflects Sephora Canada’s commitment to curating an assortment that empowers our clients to make increasingly informed choices for their long-term skin health. The brand is a welcome addition within our clinical offering, delivering advanced skincare products and further solidifying Sephora’s position as the destination for premium, results-oriented solutions across Canada.”
Medik8 said it manufactures its products through a vertically integrated operating model, with formulation, packaging and shipping handled from its innovation hub in the United Kingdom.
The company said the approach is intended to maintain oversight of product development and manufacturing while supporting its global distribution network.
The Canadian expansion follows L’Oréal Groupe’s acquisition of a majority stake in Medik8 in 2025. The company said the transaction provides additional operational resources to support international retail growth while allowing Medik8 to maintain its research, development and formulation activities.
Welcome to the Daily Synopsis by Retail Insider. We hope you enjoy the 13 articles we published covering key developments in Canadian retail.
Bramalea City Centre is undergoing a major transformation with new retailers like Walmart Supercentre expected in 2027 alongside additions such as UNIQLO and Victoria’s Secret, a revamped food court, and enhanced digital tools as outlined in its momentum-building plans. 0% in May driven by gains at gasoline stations and across nine retail subsectors Statistics Canada. Meanwhile, pet owners remain resilient with spending holding firm amid economic pressures, highlighted by growth in subscription services and omnichannel retailing as reported in pet market trends.
Bramalea City Centre is moving through a significant period of change as new retailers, a renovated food court and continued investment reshape one of Canada’s largest enclosed shopping centres.
Over the past year, the Brampton property has completed a multimillion-dollar renovation of its South Food Court and welcomed brands including UNIQLO, Poulet Rouge and Craig’s Cookies. Walmart Canada, Victoria’s Secret and Kiokii are among the retailers announced for the centre, while management continues working on plans for the former Hudson’s Bay space.
The activity comes as Morguard, which manages and co-owns Bramalea City Centre, works to strengthen the property’s position within a young and growing market while expanding its role as a shopping destination, workplace and community gathering place.
Andrew Butler, general manager of Bramalea City Centre, said the recent announcements reflect an effort to align the property with the people who live around it.
“We have a lot of families and a lot of young people,” Butler told Retail Insider. “Walmart’s offerings align well with that demographic.”
Management has been adjusting the centre’s fashion and food mix, investing in digital services and building systems, and examining opportunities for entertainment and residential development over the longer term.
Walmart to Become a Major New Anchor
Walmart Canada announced earlier in July that it plans to open an approximately 140,000-square-foot Supercentre at Bramalea City Centre in 2027.
As previously reported by Retail Insider, the store will carry a full grocery assortment and general merchandise, along with a pharmacy and pickup and delivery services. It will become Walmart’s sixth Supercentre in Brampton.
The City of Brampton has approved a site-plan application for Walmart to occupy the former Decathlon space. The plans include exterior changes, new signage, additional online pickup spaces and a reconfiguration of the parking area near the store.
Butler described securing Walmart as a major win for the centre.
“It fills a big space for us in one of the former anchor spaces for the property,” he said. “It’s going to be a two-level store, about 140,000 square feet.”
He said the grocery component will increase the centre’s relevance for everyday shopping, particularly amid continued pressure on family budgets and food costs.
“I think it’s a big win for us and a big win for our shoppers,” Butler said.
The broader anchor area has experienced several transformations over the decades. Butler traced its history through Eaton’s, Zellers, Target and Saks Off 5TH, reflecting the repeated evolution of large department-store and big-box spaces within Canadian shopping centres.
Walmart will replace Decathlon, Activate and Designer Depot, which occupied portions of the former Target premises.
Former Activate Games location at Bramalea City Centre, to become Walmart. Photo: Morguard
Former Hudson’s Bay Space Presents Another Opportunity
While Walmart resolves one major space, Bramalea City Centre is also developing a plan for the former Hudson’s Bay location.
Hudson’s Bay closed its remaining department stores in June 2025, leaving shopping-centre owners across Canada to determine new uses for some of their largest spaces.
Butler said BCC management is actively considering the future of the Brampton location and hopes to share further details closer to the end of 2026.
“It’s unfortunate what happened with the Bay, but that’s the nature of retail,” he said. “You’ve got to pivot, and we’ve got a plan to pivot.”
He did not disclose what uses are being considered, but said the vacancy has opened an opportunity for the property.
The eventual plan could become one of the most consequential parts of BCC’s next phase. Former department-store spaces across Canada are being divided among multiple tenants, converted to entertainment and service uses, or incorporated into larger redevelopment plans.
Former Activate Games location at Bramalea City Centre site plan. Photo: Morguard
Recognizable Brands and Value Drive Leasing
Bramalea City Centre’s recent leasing activity also includes fashion and specialty retailers selected to reflect the centre’s customer base.
UNIQLO opened at the property following the relocation of Hollister. Butler said the arrangement has worked well for both retailers.
“UNIQLO is bringing out big numbers. Hollister is really doing great figures,” he said.
Gap Factory opened at the centre last year. Butler said the accessible positioning and broad brand recognition of Gap Factory and UNIQLO align with the surrounding market.
“It’s brand recognition that is value priced, so it’s really worked out well,” he said.
Victoria’s Secret and Kiokii are among the announced additions expected to broaden the centre’s fashion and specialty mix further.
Butler said management has focused on creating a property capable of serving a wide range of customers.
“I think we’ve really focused on developing a mall that is for all,” he said.
Bramalea City Centre spans approximately 1.5 million square feet and has more than 300 stores and services.
Former Activate Games location at Bramalea City Centre. Photo: Morguard
South Food Court Responds to Local Demand
Food has become another important part of BCC’s strategy.
The centre completed its multimillion-dollar South Food Court renovation earlier this year. The redesigned area spans 31,701 square feet and was repositioned closer to Centre Court, improving visibility and its connection with the mall’s main corridor.
The renovation added approximately 10 per cent more seating, improved circulation and sightlines, and introduced charging connections and redesigned waste and recycling stations.
Recent food additions include Poulet Rouge, Craig’s Cookies and Szechuan Express. Butler also pointed to Indian food operators at the centre as examples of concepts that have generated the sales required to operate in a large regional shopping centre.
“We have tailored some of the uses in the food court to match our demographics,” he said.
Established operators including KFC and Popeyes have also remained strong performers, he added.
Butler said customer spending following the renovation indicates that visitors are responding to the updated environment and food selection.
“People vote with their dollars,” he said. “Since the renovation, that’s been validated. I think we’ve seen that we’re providing what the market wants.”
The investment reflects the growing importance of food and beverage within shopping centres, where dining areas also function as informal meeting places and social spaces.
For Bramalea City Centre, the tenant mix provides a direct way to respond to the cultural composition of the surrounding community.
Bramalea City Centre food court. Image: Morguard
A Community Hub for Brampton
Bramalea City Centre has evolved substantially since it opened in 1971 during the early growth of the planned Bramalea community.
What began as a traditional enclosed mall now serves several functions, Butler said.
“I think we’re really now what I would call a multifaceted community hub,” he said. “It serves retail, employment. It’s a gathering place for people.”
He said shopping centres can be particularly important for newcomers, providing a public setting where people can observe everyday interactions and gradually become familiar with the surrounding community.
That role is reflected in programming held at the property throughout the year.
During the FIFA World Cup, BCC partnered with TSN to create a viewing lounge in one of the mall’s common areas. Butler said the space was regularly filled with spectators supporting different national teams.
“Given the diversity of our market, you’ve got a lot of people rooting for a lot of different teams,” he said.
The lounge became another example of the centre functioning as a gathering place for people from across the community.
BCC has also created seasonal digital experiences, including an elevator-style attraction that simulated a journey to Santa’s village. The equipment was later repurposed for a Halloween experience called the Boo Elevator.
The attractions were free, with visitors able to make voluntary donations to the food bank. Butler said those donations were combined with a portion of the proceeds from Santa photography, resulting in a contribution of approximately $10,000 to a Brampton food bank.
The centre plans to bring the Halloween and Christmas experiences back in 2026.
Another initiative converted a vacant retail unit into a temporary prom shop. Donated dresses and suits were distributed free of charge to students through a program operated with Peel Regional Police.
Butler said the project gave young people who might otherwise have faced cost barriers an opportunity to participate in prom. He described it as the centre initiative that made him most proud during the year.
Digital Tools Help Shoppers Find Products
Bramalea City Centre is also using digital technology to connect customers with merchandise available inside the mall.
Butler highlighted The Shop List, a platform that allows shoppers to search for products and receive recommendations connected with retailers at the centre.
He said the platform recorded more than 250,000 visits during 2025. According to figures supplied by BCC, it potentially influenced approximately $5 million in purchases, with projected revenue of about $1.2 million.
The service is intended to help customers find products, identify where they are available within the centre and move toward completing a transaction.
Butler described it as another way of using technology to make the shopping process easier.
The initiative reflects a broader effort among mall owners to make products across individual stores easier to discover within large multi-tenant properties.
Bramalea City Centre. Photo: Morguard
Investment Extends Behind the Storefronts
Some of BCC’s current investment is less visible to shoppers.
Butler said the centre is completing a significant upgrade to its building-control system as part of an ongoing capital plan. The project is intended to improve comfort within the mall while helping reduce the property’s carbon footprint.
He said the investment reflects the ownership group’s commitment to responsible business practices and continued reinvestment in the asset.
The systems work adds another layer to the changes taking place through leasing, renovations and community programming.
“We’ve had the good fortune of having co-owners that have been prepared to make an investment in the asset,” Butler said. “That investment keeps us relevant with the customers, which you have to do to survive.”
Residential and Entertainment Uses Could Shape the Future
Bramalea City Centre’s longer-term evolution could include entertainment and residential development.
Butler said fashion, dining and services remain immediate priorities. Entertainment is another category management would like to add, although no specific operator has been announced.
He also pointed to the site’s capacity to accommodate greater density.
“We have the opportunity to add a residential component to the site,” Butler said, emphasizing that nothing had been confirmed. “We want to be ultimately a mixed-use, highly concentrated urban environment.”
City planning records show that residential redevelopment has advanced beyond an early concept in one area of the property.
A substantially complete site-plan application for 25 Peel Centre Drive proposes demolishing the former Sears portion of the mall and developing four rental apartment buildings, a commercial building and an urban plaza. The plan includes 1,000 residential units, approximately 650 square metres of new commercial space and a two-level underground parking structure.
An earlier pre-consultation submission described buildings of nine, 22, 27 and 32 storeys, although the municipal record notes that those project statistics were approximate.
The proposal supports Butler’s description of a possible mixed-use future, although no construction schedule was provided during the interview.
Positioned for Continued Growth
Butler said BCC’s established regional position and continued growth across Brampton are helping attract retailer attention.
The centre is located near Highway 410 and is served by the adjacent Bramalea Terminal and Brampton Transit’s Züm network. Butler said those connections help employees and shoppers reach the property.
He also pointed to increasing residential density along the Queen Street corridor and across the wider market.
Retailers, he said, tend to favour proven shopping centres surrounded by household growth and density.
BCC combines fashion, traditional and specialty retail, dining and services, giving retailers access to customers visiting the property for a wide range of purposes.
The centre’s next phase will depend partly on how management resolves the former Hudson’s Bay space and advances its entertainment and mixed-use plans.
For now, BCC is building momentum through major anchor leasing, recognizable value-oriented retailers, food investment, community programming and continued capital spending.
“We’re the biggest shopping centre in Brampton, we’re one of the largest in the country,” Butler said. “The property is well positioned for the future.”
With Walmart expected to arrive in 2027 and further announcements anticipated later this year, the next stage of Bramalea City Centre’s evolution is taking shape.
Retail Insider’s new report examines a Canadian jewellery market holding up better than many discretionary retail categories, but becoming increasingly divided in how brands compete for consumer spending.
Authored by Craig Patterson, Q2 2026 Canadian Jewelry Retail: Experiential Luxury and Accessible Premium Reshape the Market is part of Retail Insider Reports. Retail Insider Reports are designed to deliver executive-level insights across major retail sectors and can be accessed through the Retail Insider Report Hub.
The report examines Canadian jewellery and watch retail, including luxury and fashion jewellery, watches, bridal, specialty retailers, consumer demand and broader market developments. It draws on Retail Insider coverage, company disclosures and market research to assess the commercial forces shaping the sector.
Canadian jewellery retail entered the quarter from a position of relative resilience. Jewellery, luggage and leather goods retailers generated approximately $457 million in sales in April 2026, an increase of 5.9 per cent from a year earlier despite a modest monthly decline.
The more consequential development, however, is the widening distinction between experiential luxury and accessible premium. Luxury retailers are investing in flagships, hospitality, appointments and personalized service. Regional and founder-led businesses are finding growth through approachable pricing, community engagement, transparent positioning and differentiated store experiences.
General Themes
Experiential luxury becomes the standard: Flagship environments, private appointments, hospitality and clienteling are becoming central to how luxury jewellers compete.
Physical stores retain their importance: Consumers may research online, but significant jewellery purchases still benefit from product examination, expert guidance and trusted personal service.
Luxury geography is broadening: Oakridge Park in Vancouver, Calgary’s Stephen Avenue and the continued strength of Bloor-Yorkville point to a more geographically diverse luxury market.
Accessible premium creates another growth path: Canadian and regional brands are expanding through approachable luxury, community connections and distinct value propositions.
The market reflects a K-shaped economy: Affluent shoppers continue to support high-end jewellery and watches, while value-conscious consumers seek affordability, flexibility and perceived value.
Lab-grown diamonds move beyond sustainability: Pricing, transparency and consumer choice are becoming as important as environmental considerations in the category’s growth.
Watch communities generate engagement: Collectors, launches, collaborations and special events are helping retailers build traffic and longer-term customer relationships.
Service remains a durable advantage: Expertise and trust continue to influence bridal, gifting, repairs and purchases tied to major life events.
Retail Insider Coverage
Retail Insider’s reporting documented how major operators are translating these themes into physical investment. Michael Hill’s Vancouver flagship at CF Pacific Centre introduced a more elevated environment built around appointments and customer service, while Royal de Versailles’ transformation in Yorkville expanded its watch business and created a more immersive destination for luxury clients and collectors.
The quarter also brought evidence that jewellery growth is extending beyond traditional luxury models. Hillberg & Berk continued its national expansion through an accessible premium position grounded in community engagement. Montréal-based Sphinx & Emeralds advanced a lab-grown luxury model focused on transparent pricing and direct consumer relationships. Gem Studio brought hands-on jewellery making to CF Chinook Centre, turning the store into a participatory workshop rather than a conventional sales environment.
Luxury investment also continued across emerging and established retail nodes. Chanel opened its largest Canadian store at Oakridge Park, while Hermès announced plans for a standalone location on Calgary’s Stephen Avenue. Together with continued investment in Bloor-Yorkville, these moves indicate that luxury jewellery and adjacent categories are no longer confined to a small number of traditional Canadian destinations.
Broader Industry Coverage
The report suggests that jewellery’s resilience is tied partly to characteristics that are difficult to reproduce through purely digital retail. Product craftsmanship, fit, emotional significance and trust all strengthen the role of stores and experienced staff. For landlords and developers, that makes jewellery an attractive category for projects seeking high-service tenants, appointment traffic and experiential retail uses.
Competition is also becoming more segmented. Heritage luxury brands, accessible premium operators, independent designers and lab-grown specialists are not necessarily pursuing the same consumer or shopping occasion. Their success increasingly depends on a clearly defined position rather than broad participation in the category.
Economic pressure may reinforce that segmentation. Elevated gold prices can affect product pricing and encourage interest in alternative materials, lower-karat products, lab-grown stones and vintage or pre-owned jewellery. At the same time, affluent consumers continue to support flagship investment and premium watch categories.
For operators, the strategic question is therefore not whether jewellery retail is moving online or remaining physical. It is how digital research, in-store expertise, appointments, events and community-building can work together to support trust and conversion.
Editor’s Take
Canadian jewellery retail is not moving toward a single dominant model. The market is separating between high-touch experiential luxury and more accessible forms of premium retail, with viable growth opportunities at both ends. What connects them is the continuing importance of physical stores, knowledgeable service and emotional credibility. Retailers that offer neither a distinctive experience nor a clear value proposition face the greatest competitive risk.
The full Q2 2026 Canadian Jewelry Retail: Experiential Luxury and Accessible Premium Reshape the Market report is available here. Readers can find this report, along with other Retail Insider Reports covering major Canadian retail sectors, at the Retail Insider Report Hub.
The loss in both periods was primarily due to the fair value adjustment related to the Trust’s Exchangeable Units resulting from the increase in the Trust’s unit price, it said.
“We are focused on capital preservation, delivering stable and growing cash flows and net asset value appreciation. Our high-quality portfolio is primarily leased to necessity-based tenants and logistics providers, who are less sensitive to economic volatility and therefore provide stability to our overall portfolio. We will continue to advance our development program, with a focus on commercial developments, which provides us with the best opportunity to add high-quality real estate to our portfolio at a reasonable cost and drive net asset value appreciation over time,” said the company in a news release.
“We are confident that our business model, stable tenant base, strong balance sheet, and disciplined approach to financial management will continue to benefit us.”
On its website, the REIT said it had 699 properties, more than 18 million square feet in the development pipeline, 37 million square feet of grocery-anchored retail in the portfolio, and it had an industry-leading balance sheet with 7.0x Debt/EBITDA.
Choice Properties REIT photo
“We are pleased with Choice Properties’ second quarter results, highlighted by robust leasing spreads and Same-Asset NOI growth,” said Rael Diamond, President and Chief Executive Officer of the Trust. “These results reflect the strength of our portfolio and the disciplined execution of our strategy. We continue to unlock value through strategic leasing initiatives across our necessity-based retail portfolio, while capitalizing on tenant demand to drive rental rate growth in our industrial portfolio.”
Second Quarter Highlights:
Reported FFO per unit diluted of $0.267, representing year-over-year growth of 0.8%;
FFO per unit diluted, excluding lease surrender revenue and the reduction in Allied Properties REIT’s (“Allied”) distribution, increased by 1.5% compared to the prior year period;
Achieved Same-Asset NOI, Cash Basis growth of 2.8% and Total NOI, Cash Basis growth of 2.8%;
Achieved long term renewal leasing spreads of 19.0%;
Period end occupancy was 97.7%, with Retail at 97.4%, Industrial at 98.6%, and Mixed-Use & Residential at 94.3%;
Completed $14.6 million of real estate transactions on a proportionate share basis;
Delivered $3.0 million of development projects through retail intensification, adding approximately 66,000 square feet of new commercial GLA associated with ground leases on a proportionate share basis; Subsequent to the quarter end, Choice Properties and Loblaw renewed a full tranche of 50 leases expiring in 2027, comprising 3.55 million square feet, at a weighted average spread of 8.8% and a weighted average extension term of 5.0 years.
Choice Properties REIT photo
“On April 16, the Trust announced that it entered into an agreement with First Capital Real Estate Investment Trust and KingSett Capital, on behalf of its investors, pursuant to which KingSett and the Trust will acquire FCR in a unit and cash transaction valued at approximately $9.4 billion, including the assumption of certain debt,” said the company in a news release, adding that the transaction was approved June 23 by FCR’s unitholders.
And on June 25, the Ontario Superior Court of Justice (Commercial List) issued a final order approving the transaction’s plan of arrangement pursuant to the arrangement agreement dated April 16. The Transaction is subject to other regulatory and customary approvals and closing conditions, and is expected to close in the second half of 2026.
“With Q2 2026 Same Store Sales Growth of 2.1%, we delivered our strongest quarterly Same Store Sales Growth in over two years, demonstrating the strength of A&W’s menu innovation and marketing. The success of our national smash-style burger promotion was the primary driver of this performance, increasing both guest counts and average cheque and contributing to our System Sales Growth of 3.9% for the quarter,” said Susan Senecal, President and CEO.
“Our bottom line results this quarter also reflect the impact of hosting our biennial A&W National Convention, which brought our franchisee community together and, as expected, created a temporary increase in our general and administrative expenses. We are also thrilled to have reached an important milestone in our Pret A Manger expansion, having opened our first franchised Pret shop at Vancouver International Airport on June 12th. We have secured additional leases and are actively pursuing new sites in Vancouver, Calgary, Toronto and Montreal, and expect to have three to four franchised Pret locations open by the end of the year.”
SECOND QUARTER HIGHLIGHTS
For Q2 2026, compared to Q2 2025
System Sales of $469.7 million increased by $17.4 million (3.9%)
Revenue increased by $2.1 million (3%) to $70.8 million
Operating costs increased by $1.1 million (3%) to $37.2 million
General and administrative expenses increased by $2.0 million (18%) to $13.1 million, largely due to the biennial A&W National Convention that was held in Q2 2026
Income before income taxes decreased by $1.2 million (7%) to $16.0 million
Adjusted EBITDA decreased by $1.1 million (4%) to $24.4 million and Adjusted EBITDA Margin decreased 260 bps to 34.5% from 37.1% as a result of the increase in general and administrative expenses
Cash Dividend of $0.480 per share was declared on June 1, 2026 and paid June 30, 2026
Opened 8 new A&W restaurants and the first franchised Pret shop
The company explained that the increase in total revenue was due to increases in revenue streams that are primarily driven by System Sales, including advertising fund contributions, service fees and revenue generated from the distribution of food and supplies. The increase in service fee revenue also reflects the continuing migration of A&W restaurants from a 2.5% to a 3.5% service fee rate, leading to a higher weighted average service fee rate. These increases were partially offset by lower equipment and turnkey revenue, reflecting a smaller proportion of new A&W restaurants opened in Q2 2026 being turnkey, and the non-recurrence of revenue from the 2025 rollout of A&W’s new point of sale system, it noted.
Susan SenecalImage: A&W Canada
“Revenue from corporate restaurants includes the revenue from the ten A&W restaurants and two Pret restaurants that are owned and operated corporately, all of which are located in Ontario. Revenue from corporate restaurants was $5.7 million for Q2 2026, down 2% from $5.8 million for Q2 2025. The decrease is mainly attributed to two of the A&W corporate restaurants being closed for modernization for several weeks during the quarter, partially offset by the opening of the second corporately owned Pret location in Q1 2026,” said the company.
It said total revenue of $130.2 million for YTD 2026 increased $0.3 million from YTD 2025’s total revenue of $129.9 million. The increase was due to increases in revenue streams that are primarily driven by System Sales, including advertising fund contributions, service fees and revenue generated from the distribution of food and supplies, partially offset by lower equipment and turnkey revenue.
System Sales for YTD 2026 were $872.6 million, up 2.7% from YTD 2025 System Sales of $849.2 million, due to an increase in the number of A&W restaurants and Same Store Sales Growth of 1.1%. Same Store Sales Growth for YTD 2026 reflected an increase in average cheque, partially offset by a decline in same store guest counts, as the benefit of the Q2 2026 smash-style burger promotion was offset by the impact of severe weather events in Eastern Canada in Q1 2026 and the non-recurrence of the 2025 GST/HST holiday, added A&W.
Revenue from corporate restaurants was $10.7 million for YTD 2026, down 3% from $11.0 million for YTD 2025, mainly attributable to the temporary closure of two A&W corporate restaurants for modernization in Q2 2026, the adverse impacts of severe weather in Q1 2026 and the prevailing economic environment in Ontario, partially offset by the opening of the second corporately owned Pret location in Q1 2026, it shared.
A&W said its outlook for 2026 is total A&W restaurants to be between 1,112 and 1,120 by the end of Fiscal 2026 (1,094 at the end of Fiscal 2025); System Sales Growth of 2.5% – 5.0% (2.8% in Fiscal 2025); and Same Store Sales Growth of 0.5% – 3.0% (1.2% in Fiscal 2025).
Businesses generate customer data at every stage of the buying journey, from the first marketing email to the final sales call. When that information spans multiple systems, teams usually spend as much time searching for answers as they do engaging with customers. Managing sales and marketing in a single customer relationship management (CRM) platform brings those activities together, giving both teams access to the same information and a better view of every opportunity.
1. Stops Customer Data From Falling Through the Cracks
The CRM software market is forecast to generate $103.51 billion in revenue in 2026. As businesses invest more heavily in CRM software, many are looking for ways to keep sales and marketing data connected.
The need is easy to understand. Customers usually interact with a business several times before making a purchase. They might download a buying guide, attend a webinar, open marketing emails or request a product demonstration. This leaves valuable information across each touch point.
Managing sales and marketing in one CRM platform brings those interactions into a single customer record. Marketing can see how prospects engage with campaigns. On the other hand, sales can enter every conversation with the same customer history and context. Plus, shared data helps reduce duplicate records, keeps customer information current, and gives both teams a consistent view of lead quality and pipeline activity.
2. Turns Marketing Leads Into Sales Opportunities Faster
Generating leads is only half the challenge. The real value comes from moving qualified prospects into meaningful sales conversations before interest fades. Separate systems usually slow down that process. Marketing may need to export contact lists, manually update records or notify sales when someone reaches a particular stage. Each additional step creates opportunities for delays or missed follow-ups.
Managing both functions in one CRM removes much of that friction. When a prospect takes an action that signals buying intent, such as requesting a quote or booking a consultation, sales can receive that information immediately, along with valuable context about prior engagement. Therefore, sales representatives can learn what captured the prospect’s attention and which products or services generated interest.
3. Delivers More Personalized Customer Experiences
Few things frustrate customers more than having to repeat themselves. A prospect who has already spoken with sales shouldn’t receive introductory marketing messages that ignore those conversations. Likewise, sales representatives benefit from knowing which campaigns, newsletters or promotions a customer has already seen.
A unified CRM helps maintain continuity across every interaction. Marketing and sales can see the same timeline of emails, calls, meetings, website activity and other customer touch points. This makes it easier to personalize every conversation. Plus, the effort can deliver measurable value. Deloitte research found that one in five customers interested in personalized products or services is willing to pay 20% more. Many are also willing to share personal data in exchange for a more tailored experience.
4. Saves Time With Automation and AI
Administrative tasks are essential, but they rarely create value on their own. Logging meetings, assigning leads, updating contract records and scheduling follow-ups can consume hours each week that could otherwise be spent engaging customers.
Modern CRM platforms reduce much of that workload through automation, allowing routine processes to happen in the background. Lead assignments, email sequences, reminders and workflow updates can all be triggered automatically based on customer actions or predefined rules.
Many platforms also incorporate AI to further simplify everyday work. AI-powered tools can automatically document conversations and organize important information, so teams don’t need to manually summarize meetings or capture notes during calls.
5. Provides Better Reporting and Forecasting
Reliable reporting starts with reliable data. When customer information is stored in a single CRM, reports draw from the same dataset. Sales and marketing teams can measure performance using consistent information. That gives managers more confidence in the numbers used for planning and decision-making.
The shared view also helps answer questions that separate systems usually cannot. Which marketing campaign generated the most qualified leads? Which channel contributed the most revenue? How long does it take for a lead from a webinar or email campaign to become a customer? Having sales and marketing data in one place makes those connections much easier to see.
These insights strengthen forecasting by enabling businesses to identify patterns across the entire customer journey rather than individual activities in isolation. Budgets can be directed toward higher-performing campaigns, sales targets can reflect current pipeline health, and teams can respond more quickly as customer behavior changes.
6. Reduces Software Complexity and Operational Costs
Business software has a way of growing over time. One application manages contacts, another sends email campaigns, one tracks deals, and several others support everyday tasks. Each platform requires training, maintenance and ongoing administration. Information also moves between systems through imports, exports and integrations, creating extra work and increasing the risk of inconsistent records.
Using several software platforms can also increase operating costs. Subscription fees, software maintenance and system management all add to day-to-day expenses. This is an important consideration as businesses continue to face rising costs. A 2026 survey found that marketing and advertising were the expenses that increased the most for nearly three in 10 small businesses.
Managing sales and marketing in a single CRM platform simplifies daily operations by bringing customer information and key workflows together. Teams spend less time switching between applications, updating duplicate records and searching for customer information, leaving more time to engage customers and support business growth.
7. Supports Long-Term Business Growth
As businesses grow, so do their customer databases, sales processes and marketing activities. Systems that work well for a small team may become increasingly difficult to manage as operations expand. A unified CRM provides a foundation that scales with the business. New employees can be onboarded more quickly because information, workflows and customer records already exist within one platform.
Standardized processes help maintain consistency as teams grow. Everyone follows the same workflows, accesses the same information and contributes to the same customer records, making it much more straightforward to support expansion without sacrificing efficiency or customer experience. Centralized reporting also gives managers a clearer view of performance across growing teams. This helps identify opportunities, monitor progress and make informed decisions as the business continues to develop.
How Nutshell Brings Sales and Marketing Together
Businesses looking for a single platform to manage sales and marketing can use Nutshell, an AI-powered sales CRM and marketing automation platform that keeps customer information connected from the first interaction through the final sale. The platform combines CRM, email marketing, contact management and sales tools. This allows teams to manage campaigns, leads and customer relationships within one place. Its feature set includes:
AI call and meeting notetakers, predictive lead scoring and AI-generated email drafts to reduce routine administrative work.
A 360-degree timeline, two-way Google and Microsoft email and calendar sync, plus AI-powered data enrichment.
Visual pipeline management, automated lead assignment, sales sequences and workflow automation.
Built-in email marketing, SMS campaigns, landing pages, web forms and visitor tracking, with marketing performance tied directly to sales outcomes.
Smart reporting, revenue forecasting and lead attribution that connect marketing activity with pipeline performance.
Nutshell also offers free live support and complimentary data migration during trials to help teams get started in days, not months. The platform currently supports more than 5,000 companies across 50 countries, with customers reporting 14.9% faster close times, a 13.4% increase in leads won and 26.4% growth in new sales revenue.
The Bottom Line
Managing sales and marketing in one CRM platform gives every customer interaction greater context. Shared information keeps conversations connected, reporting remains consistent, and teams can coordinate their efforts throughout the buying journey.
“Although confidence had started to improve, renewed trade uncertainty can quickly undermine progress. With President Trump’s latest executive orders to hit Canada with 50% tariffs in a month, business sentiment will likely drop in August. Between seesawing fuel prices and renewed trade tensions, it’s a major challenge for businesses to plan ahead,” said Simon Gaudreault, CFIB Chief Economist and Vice-President of Research. “The last thing we want is for small business confidence to take a hit like it did in March 2025 when it cratered to an all-time low after the first round of tariffs was announced.”
Measured on a scale between 0 and 100, an index above 50 means owners expecting their business’s performance to be stronger over the next three or 12 months outnumber those expecting weaker performance. An index level near 65 normally indicates that the economy is growing at its potential.
Simon GaudreaultAndreea Bourgeois
While overall optimism improved, confidence among manufacturing businesses continued to lag behind at 53.7 index points. Manufacturing sector’s confidence hasn’t recovered since 2023 and has been hit harder by tariffs than by either the 2008-09 recession or the pandemic. Where 45% of small businesses nationally reported shipping and receiving costs as a constraint in July, that figure hit 63% among manufacturers, more than double the 29% recorded in February 2026. Input product costs were squeezing 77% of manufacturers, almost twice the usual share for this sector, explained Canada’s largest association of small and medium-sized businesses with 103,000 members across every industry and region.
“This industry is in a very challenging spot. Optimism among manufacturing firms was showing timid signs of improvement, but still below its historical average and most likely would lose momentum going forward,” said Andreea Bourgeois, CFIB Director of Economics. “As some manufacturers are considering U.S. production, we need a more competitive fiscal environment here at home and policies that would encourage businesses to stay and invest in Canada.”
Fuel costs remained the top cost constraint affecting 60% of small firms across Canada, while shipping and receiving costs stayed elevated for 45% of businesses. Nearly four in ten (38%) firms reported struggling with capital equipment and technology costs, compared to a historical average of 23%, said the CFIB.
Provincial outlooks were mixed, while most sectors saw small changes in optimism. The future price increase indicator was easing, with small firms planning to increase prices by an average of 2.7% over the next few months, it said.
The share of businesses citing limited physical space as a factor restricting sales or production growth was trending down since November 2025, reaching 14% in July, it noted.
“It’s another indicator that small businesses were being careful with investment and expansion plans, as they were not sure about future demand,” Gaudreault added.
Retail sales increased 1.0% to $73.7 billion in May. Sales were up in all nine subsectors, led by increases at gasoline stations and fuel vendors. Core retail sales, which exclude gasoline stations and fuel vendors and motor vehicle and parts dealers, were up 0.9% in May, reported Statistics Canada on Thursday.
In volume terms, retail sales increased 0.3% in May, added the federal agency.
Statistics Canada also provided an advance estimate of retail sales, which suggests that sales increased 0.4% in June.
“The largest increase in retail sales in May was observed at gasoline stations and fuel vendors (+3.1%). In volume terms, sales at gasoline stations and fuel vendors fell 2.7% in May,” it explained.
“Sales at motor vehicle and parts dealers were up 0.7% in May, rising for a second consecutive month. All four store types within this subsector posted increases in May, with higher sales at new car dealers (+0.5%) leading the gain.”
Following a decrease of 0.7% in April, core retail sales rose 0.9% in May. The increase was led by higher sales at general merchandise retailers (+1.0%), which posted its first increase in three months, said Statistics Canada.
“In May, higher sales were recorded at sporting goods, hobby, musical instrument, book, and miscellaneous retailers (+1.8%), also posting its first gain in three months,” it said.
“Sales at food and beverage retailers were up 0.5% in May. The increase in this subsector was led by higher sales at supermarkets and other grocery retailers (except convenience retailers), which rose 1.0% in May.”
On a seasonally adjusted basis, retail e-commerce sales decreased 1.5% to $5.0 billion in May, accounting for 6.8% of total retail trade, compared with 7.0% in April, it said.
Maria Solovieva
“May delivered a solid month for retail sales, with core spending and real activity rebounding after two consecutive monthly declines. While Statistics Canada’s advance estimate points to slower nominal sales growth in June, last month’s fall in consumer prices suggests this mostly reflects a price effect and not weaker demand. Our internal TD Spend data reinforces that view, with services spending continuing to strengthen in June, supported by FIFA-related activity and recent federal government income support measures. Taken together, this points to a stronger outlook for real personal consumption growth in Q2 than currently embedded in our forecast,” said Maria Solovieva, Economist, TD.
Andrew Grantham
“The durability of this experience remains an open question. Oil prices have resumed their climb this morning and, while they remain below the highs reached in April, they still represent an incremental tax on household purchasing power, particularly for lower-income consumers.”
Andrew Grantham, Senior Economist, CIBC Capital Markets, said Canadian retail sales volumes appear to have held up better than expected in the second quarter against the backdrop of high gasoline prices and no population growth.
“A modest rebound in May and potentially a stronger gain in June (as hinted at by the advance estimate), should offset earlier declines and leave goods consumption broadly flat relative to the first quarter. Looking ahead, enhanced household benefits were expected to support increased spending in the second half of the year, although the rebound seen recently in gasoline prices will at least partly offset that and start to restrict any pick up in discretionary spending,” he said.
“Overall retail sales volumes increased by 0.3% on the month, led by the rebound seen in core retail sales. Potentially linked to a modest upturn in housing market activity, retail sales volumes in furniture and building materials rose to their highest levels in six and three months respectively. Volumes of sales at gasoline stations fell on the month to partly offset increase in prices.
“The advance estimate for June pointed to a 0.4% increase in headline sales, which will likely look stronger in volume terms given the decline in gasoline prices seen that month. For Q2 as a whole, sales volumes appear to be little changed relative to the first quarter, which against the backdrop of the sharp rise in gasoline prices and no population growth is actually quite a positive result.”
