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Black Friday 2025: Canadian Hotels Report 40% Price Drops Amid Record Demand

One of the many famous retail traditions that has gripped the majority of the western world by storm is the concept of Black Friday. Normally associated with the day after Thanksgiving 🦃, this pseudo-holiday is said to mark the beginning of the Christmas shopping season 🎁. Sales during this time period are likewise used as a means to measure the health of the economy. This is why the hotel industry can be seen as a direct reflection of consumer confidence. The good news is that things seem to be looking up throughout Canada 🇨🇦. Let’s examine the current state of affairs, the rationale behind Black Friday itself, and what the future may have in store.

The General Appeal of Black Friday 🛍️

Many of us will automatically assume that Black Friday is primarily concerned with retail sales. This makes a great deal of sense when we remember that these are the most frequently reported figures. However, it is important to remember that any trends across the retail community will also trickle down into other sectors; hotels representing one example.
 Simply stated, people are always keen to discover new ways to save money 💰. While purchasing goods and services is obviously relevant here, the post-Thanksgiving weekend also represents one of the busiest travel times of the year (notwithstanding the gap between Christmas and New Year’s Day). This four-day weekend provides an excellent opportunity to take a break from everyday life ✈️, so hotels are eager to capitalise on the potential.

Among the brands leading the way this season, Barceló has managed to stand out by combining attractive seasonal rates with extra on-site perks such as free nights, resort credits and room upgrades. Its offers remain easy to access even for non-members, giving travellers the chance to experience premium stays at reduced prices during this busy period. Transparent conditions, flexible booking windows and real-time updates make it simple to secure a room before the best deals disappear — and the Barceló black friday hotel deals page is the ideal place to start your search.

The Principle of Supply and Demand ⚖️

Having said this, readers may be wondering how price reductions as high as 40 per cent will still enable hotels to enjoy a high profit margin. A quick review of supply and demand will clarify this perfectly reasonable question.
 During slower times of the year (such as the early spring, and the height of the summer) 🌸☀️, hotel vacancies tend to increase. Consumers are back working their full-time positions, and they are less likely to be travelling for leisure-related purposes. When demand is low, prices will often tend to drop. Conversely, high demand often signifies that hotels can charge more for their accommodations. There is nonetheless an exception to this rule.
 One of the few times of the year when sheer booking volumes dictate that properties can lower their rates, and still turn a profit. This actually makes perfect sense in terms of sheer numbers; demand alone can dictate a policy shift.
 We also need to remember that providing discounts is an excellent way to remain competitive. Assuming that they have had a positive overall experience, guests will share this feedback with others; enabling hotels (particularly franchises) to supersede the competition. Word of mouth goes a long way in this day and age 🌐.

Black Friday as an Economic Indicator 📈

We mentioned that Black Friday sales can be used to examine the economic health of an entire economy, and Canada is a perfect example. A surge in demand signifies that customers are not simply looking for the latest deals on goods and services. It denotes that they also have the liquidity to travel significant distances; signalling what analysts refer to as a “bullish” economy 🐂. These observations can be backed up by real-world figures.
 A recent study reported that the hotel investments totalled just over $2 billion dollars in 2024; equating to an increase of 17 per cent since 2023. Although many factors contributed to this rise, the conclusion is simple. It shows that consumers are confident in the Canadian economy, and they are less likely to tighten their budgets. Rate reductions of up to 40 per cent that have been attributed to Black Friday simply reinforce these observations.
 Let’s use an analogy to clarify things even further. Imagine that you manage a large Canadian-based hotel chain. What conclusions would you draw from noticeably high occupancy rates? It would only be realistic to assume that the local economy is performing well. You might also be more likely to reduce your prices; assuming that you could still turn a profit within a specific period of time.

Does this Signal a Bright Future? 🌟

Now that we have come to understand the relationship between Black Friday and hotel vacancy rates, what conclusions can we draw? The first takeaway point is that the Canadian economy seems to be on the right track 🚀. Assuming that consumer spending continues to rise, this is great news when referring to long-term growth. Still, it is important to remember that downturns can still occur.
 This is why hotels must keep a close eye on consumer demand, and adjust their strategies accordingly. Guests will remain confident that they are receiving quality services, and the properties themselves will be able to stay one step ahead of the competition — an important concern that goes far beyond economic conditions alone.

Gotstyle Launches ‘Armor’ to Simplify Men’s Dressing with AI

Image: Armor by Gotstyle Kickstarter campaign

Toronto-based menswear retailer Gotstyle is taking a new approach to helping men dress for success with the launch of Armor by Gotstyle, a nine-piece clothing kit that combines technology, versatility, and style. The curated capsule collection is designed to make dressing effortless, offering 72 mix-and-match outfit combinations along with an integrated AI-powered wardrobe assistant.

The initiative, launched through a Kickstarter campaign on October 22, is part of Gotstyle’s broader strategy to simplify how men approach fashion while maintaining professionalism and comfort. Founder Melissa Austria said the concept was developed in response to changing post-pandemic habits.

“We’re not a fashion store. We’re a solution provider,” Austria said in an interview with Retail Insider. “Most of my clients come in saying, ‘Oh no, I’ve got an event tonight’ or ‘I’m going back to the office and don’t know what to wear.’ Armor is the answer to that problem.”

Melissa Austria

A New Uniform for the Modern Professional

Austria described Armor as a “morning confidence kit” that helps men avoid decision fatigue while maintaining a polished look. The kit includes three stretch-jersey suits, four knit polos, and two stretch dress shirts, engineered to provide flexibility and comfort while retaining a sharp silhouette.

“Men want comfort after working from home for so long,” Austria explained. “The goal was to design something that feels like sweats but looks professional.”

The pieces are made from jersey fabric, a material that offers four-way stretch and breathability. “Most suits and shirts are woven, so they only stretch two ways,” she added. “Jersey is knitted, which makes it feel more natural and relaxed. It moves with you.”

At a retail price of $1,895 CAD, the Armor kit offers a cost-effective solution for men looking to refresh their wardrobes. “Before, a man’s uniform was a suit and tie,” Austria said. “Armor brings that sense of uniform dressing back but makes it modern.”

AI-Powered Wardrobe Management

What differentiates Armor by Gotstyle from traditional capsule collections is the integration of an AI-powered style agent. The feature suggests daily outfits, tracks wardrobe rotations, and sends reminders when items need cleaning or refreshing.

Armor by Gotstyle

“Building this type of technology used to be expensive,” Austria said. “Now, AI makes it possible for smaller brands like ours to develop smart tools that genuinely make life easier.”

The AI component also adapts to seasonal collections. Each time new colours or styles are released, the system automatically updates its outfit suggestions. “Our next phase will even include a buddy system,” Austria noted. “If you and your colleagues are using the same app, it will make sure you don’t all show up wearing the same thing.”

Launching Through Kickstarter

Austria launched Armor on Kickstarter to build awareness and community support for the product. “We put a lot into research and development, from fabric testing to design,” she said. “Crowdfunding lets us share the concept directly with customers while offsetting some of those initial costs.”

The campaign, which runs for 30 days, offers backers exclusive early access to the kit and limited-edition bonuses. Despite modest funding goals, Austria said the response has been encouraging.

“I know how people shop, they need a reminder,” she said. “Now that we’re in the final stretch, we’re reaching out to our clients to get those last pledges in.”

The Return of Dressing Well

After 20 years in the menswear business, Austria said she’s noticed a regression in how men dress since the rise of casual wear and athleisure. “Because of streetwear and the pandemic, people have become too casual,” she said. “Even in New York City, you’ll see men wearing sweatpants to nice restaurants. It’s time to bring some effort back.”

Austria said she encourages men to treat Armor as both an everyday wardrobe and a lifestyle upgrade. “A cotton knit polo gives you the comfort of a t-shirt but the respectability of a collar,” she explained. “It looks sharp under a blazer, it’s easy to style, and it gives that little extra polish.”

Armor by Gotstyle

She added that the goal isn’t to eliminate comfort but to redefine it. “You can look good and still feel comfortable. That’s what Armor represents.”

Alongside the product launch, Gotstyle is introducing the Knights of Gotstyle Society, a new membership program for customers who purchase the full kit. Members will have access to monthly learning events focused on practical life skills — from tying a bow tie to networking or choosing wine for a date.

“Younger men are looking for community,” Austria said. “We want to give them that. A place where they can connect, learn, and build confidence together.”

Next Steps for Gotstyle

Austria confirmed that Armor by Gotstyle will be available both online and in stores in early 2026 following the Kickstarter campaign. Customers who purchase the kit as a holiday gift this year will receive a metal gift box containing a certificate sealed in wax, redeemable for the wardrobe in the new year.

Expansion plans are already in discussion. Austria said future versions of Armor may include additional items, such as shoes or accessories, and more colour options added through seasonal drops.

“Every season we’ll introduce new colours and fabrics that the AI agent will automatically integrate into the existing 72-outfit system,” she said. “It becomes a living wardrobe that grows with you.”

Link to Armor by Gotstyle Kickstarter campaign

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The Woodbridge Company Limited appoints Michael Medline as President/CEO

Michael Medline
Michael Medline

The Woodbridge Company Limited announced Wednesday that Michael Medline has been appointed President and Chief Executive Officer, effective January 5, 2026.

The company said Medline is a highly respected and experienced executive, known for having delivered strong operating and financial results at two of Canada’s most iconic companies, Empire Company (Sobeys Inc.) and Canadian Tire Corporation.

“Michael Medline is a proven leader, known for his exceptional stewardship and disciplined management,” said David Thomson, Co-Chair of Woodbridge. “Michael’s obsession with culture and commitment to long-term value creation make him the ideal candidate to build upon the success of Woodbridge. We are delighted for him to lead the organization forward.”

Michael Medline, president and CEO, Empire Company Limited (CNW Group/Empire Company Limited)

Medline commented: “I am incredibly honoured to join Woodbridge. It is a privilege to lead an organization with such a distinguished history and a deep commitment to sustainable growth. I look forward to working with the Thomson Family and the Woodbridge team.”

The company said Medline will succeed Jay Forbes, who joined Woodbridge in September 2024 for a one-year term to help establish the blueprint for long-term success in service of the family shareholders, with a focus on rebuilding the leadership team and strengthening the policies and processes that underpin the delivery of service excellence. The Board appointed W. Iain Scott as interim CEO until Medline joins the organization.

“We would like to thank Jay Forbes for his commitment and leadership over the past year,” added Thomson.

“We are also grateful to Iain for assuming the role of Interim CEO, to steward Woodbridge until Michael joins us. Iain joined Woodbridge in late September. He is the ideal leader to guide our momentum forward. With a distinguished background as CEO of McCarthy Tétrault LLP and Dean of Western Law, he brings the right experience and style, making him well-equipped to steward Woodbridge through this interim period.”

The Woodbridge Company Limited is the primary investment vehicle for the Thomson family of Canada. It has a number of investments, including a majority stake in Thomson Reuters, listed on the Toronto Stock Exchange and the Nasdaq.

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Restoration or Preservation? How Appraisers Evaluate Authenticity in Classic Cars

If you own a classic car, you’ve probably faced this question at least once: should you restore it to perfection, or preserve it as it is? Both paths have value — and both affect how an appraiser sees your car.

An appraisal isn’t just about the paint or the shine. It’s about how your car’s story, originality, and workmanship come together to define its worth. At Auto Appraisal Network, certified appraisers look at these details every day, and the decisions you make about restoration or preservation can change your car’s appraised value more than you might think.

Why authenticity matters so much

When it comes to classic cars, “authenticity” isn’t just a buzzword. It’s what separates a good car from a great one in the eyes of collectors, insurers, and appraisers.

Authenticity comes down to three main questions:

  1. Is it original? (factory specs, numbers-matching engine, OEM parts)
  2. Is it complete? (all major components intact and true to model year)
  3. Is it documented? (ownership history, restoration records, photos, invoices)

An appraiser studies these details to determine how much of your car’s soul — the parts, paint, and paperwork — still reflect what left the factory. A fully original car in fair shape can sometimes be worth more than a restored one that’s been heavily modified.

Preservation: keeping history alive

Preservation means keeping the car as close to its original condition as possible. Think of it as maintaining history rather than rewriting it.

If your car still has its original paint, interior, or drivetrain, preservation is often the smarter route. It’s about gentle maintenance — protecting finishes, preventing rust, and repairing only when necessary.

Appraisers usually see preserved cars as time capsules. The value often comes from their authenticity, even with a few flaws. A small dent or faded seat can be a badge of honesty — proof the car has lived a real life.

Preserved vehicles are especially prized when:

  • They have matching numbers (engine, transmission, and chassis).
  • They come with original documentation, like the bill of sale or window sticker.
  • They show consistent patina — natural aging that adds character.

That said, preservation has limits. If a car’s condition threatens its structural integrity or safety, appraisers won’t reward “authentic rust.” In that case, restoration isn’t just optional — it’s necessary.

Restoration: bringing life back with skill and care

Restoration is about bringing a classic back to its former glory — but the key is doing it right.

An appraiser can tell the difference between a careful, historically accurate restoration and a quick cosmetic job. They’ll look at workmanship, paint quality, mechanical accuracy, and whether the parts match the model’s specifications.

A top-quality restoration can raise a car’s value dramatically. For example, a 1969 Camaro restored with correct OEM parts, original color codes, and documented receipts can earn top appraisal scores. On the other hand, if that same Camaro has aftermarket seats, modern wheels, and a custom stereo, the appraiser may classify it as a “modified” vehicle — which appeals to a different market and usually brings a different value range.

Restoration also depends on documentation. Keep photos of every stage, from teardown to final polish. Keep receipts for parts, labor, and materials. These details help appraisers verify the work and justify a higher value.

One trade-off with restoration is cost vs. return. Full restorations can easily exceed the resale value of the car, especially for mid-tier models. A report by Hagerty found that some owners invest more in restorations than they can ever recoup when selling. But for passion projects or family heirlooms, that’s not always the point.

When “too much restoration” hurts value

There’s a line between restoration and over-restoration.

A fully repainted, re-chromed, and re-upholstered car might look flawless — but if it’s glossier than it ever was from the factory, appraisers may deduct for lack of authenticity. Some collectors even prefer light patina because it feels more “real.”

For instance, replacing original upholstery with brand-new leather might improve comfort but erase history. Likewise, switching to modern electronic ignition or disc brakes improves drivability but moves the car away from its original specification.

The key is balance. Restore what you must, preserve what you can. That’s what most professional appraisers recommend.

How appraisers judge authenticity

When evaluating a classic, appraisers usually follow a few consistent steps:

  1. Visual inspection — Body panels, paint texture, interior trim, and engine bay details.
  2. Component verification — Checking casting numbers, VINs, and date codes for originality.
  3. Historical research — Comparing the car to production data, factory records, or model guides.
  4. Documentation review — Looking at ownership history, service receipts, or restoration photos.
  5. Market analysis — Reviewing recent sales of comparable vehicles in similar condition.

Each step helps confirm how true the car is to its factory origins. The closer it stays to that original blueprint, the stronger its authenticity rating.

Why documentation matters as much as metal

You can’t rebuild history after it’s gone. That’s why paperwork matters.

According to a 2024 study by SharpSheets, documented provenance can increase a collectible car’s market value by 10–25% compared to an undocumented example of the same model.

Appraisers put serious weight on proof. Even small details — like a handwritten note from a prior owner or a photo from a car show in the ‘80s — can confirm authenticity and affect value. If you’re restoring, keep everything. If you’re preserving, document every oil change and inspection.

So, restoration or preservation?

There’s no one-size-fits-all answer. It depends on your car’s condition, history, and your goals.

  • Choose preservation if your car is mostly original, solid, and complete.
  • Choose restoration if your car is deteriorating or missing key components.
  • Aim for documentation no matter what — because that’s what holds the story together.

Remember, an appraiser isn’t judging your car just for looks. They’re measuring how faithfully it tells its own story — through metal, paint, and paper.

Final thought

Your classic car is more than a machine; it’s a record of time. Whether you keep it original or restore it to perfection, the best thing you can do is protect its story with care and proof.

Authenticity doesn’t mean perfection — it means honesty. And that’s what every good appraiser looks for.

RONA becomes first home improvement retailer to partner with DoorDash

RONA+ Charlemagne (Image: RONA)

RONA inc., one of Canada’s leading home improvement retailers, operating and servicing over 425 corporate and affiliated stores, is now partnering with DoorDash, a leading local commerce platform, to offer on-demand delivery in as fast as an hour.

This partnership spans nearly 200 RONA+ and RONA corporate stores located in seven provinces and over 150 cities across the country. RONA is now the first home improvement and construction retailer on DoorDash in Canada.

Catherine Laporte
Catherine Laporte

“This partnership builds upon our desire to better meet customers’ expectations in terms of speed, as well as our commitment to making home improvement more accessible and providing a seamless, more connected customer experience. By teaming up with DoorDash, RONA is offering a solution that reflects consumers’ new shopping habits and is further positioning itself as a leader in the industry,” said Catherine Laporte, Chief Digital and Marketing Officer at RONA.

Kyra Huntington
Kyra Huntington

“We’re proud to welcome RONA to DoorDash as the first home improvement and construction retailer on our platform in Canada,” said Kyra Huntington, General Manager of DoorDash Canada. “This significant milestone underscores customer expectations for quick and convenient on-demand delivery of more than just restaurants. We’re looking forward to saving a panicked trip to the store when time is of the essence for home improvement projects and bringing a broader selection of seasonal and household items to customers’ doorsteps.”

Customers can search for RONA on DoorDash’s app or website, then browse an extensive selection of thousands of items per store including tools, hardware, cleaning supplies, seasonal and home decor, small appliances, and more, so long as they can be safely delivered by car, and quickly receive their order at home or on the job site.

DashPass customers can also enjoy $0 delivery fees and reduced service fees on orders of $20 or more from RONA orders made on DoorDash.

RONA inc. is one of Canada’s leading home improvement retailers, headquartered in Boucherville, Quebec. The RONA inc. network operates and services over 425 corporate and affiliated dealer stores under the RONA+, RONA, and Dick’s Lumber banners.

Since its founding in 2013, DoorDash has expanded to more than 40 countries.

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Krispy Kreme looks to expand cafe concept to Calgary market

Krispy Kreme Cafe Rendering
Krispy Kreme Cafe Rendering

Krispy Kreme Canada, building on the success of its Factory Theatre Hub launched earlier this year in Calgary, is now looking for opportunities to expand its presence in the market with cafe locations which would serve as satellite stores across the city, particularly in geographies that are farther away from its hub. 

And the brand is looking to launch its donuts  in Costco in 2026 in the market.

Levi Hetrick, CFO and Head of Growth for Krispy Kreme Canada, said the brand has been very well received since opening its location in the south part of Calgary.

Across Canada, there are 23 locations with the most recent opening at the Eaton Centre in Montreal.

“We have two formats with Krispy Kreme in Canada. There’s the theatre hub, and then the cafe. And the theatre hub is where all the donuts for the market are made every single day. That’s where we make everything from scratch, and you can watch the donuts coming down the conveyor and all that. It’s sort of a fun experience,” explained Hetrick.

“Then we have the cafes. And a cafe is just another convenient outlet where we ship the donuts there twice a day. These are currently mostly in Toronto and Montreal. And then we’re opening our first one in Vancouver later this year. These are anywhere from really small like 400 square feet without seating up to call it maybe 1,500, 1,600 square feet with seats, but with the full donut lineup, coffee, frozen beverages.”

Levi Hetrick
Levi Hetrick

Hetrick said the company’s history of cafes have been urban in pedestrian-heavy locations.

“Calgary is a little different because it’s not quite such a pedestrian-oriented city. So when we’re thinking about cafes and Calgary, we’re thinking about maybe a couple of in-line spaces, but more drive-thru type cafes. The way that we’re looking for the real estate is identifying areas that are not currently convenient to get to our theatre hub,” explained Hetrick.

“The idea is to be able to hit these major retail nodes where people are already going for shopping for other reasons and then it’s convenient for them to come by the Krispy Kreme.

Michael Kehoe

Michael Kehoe, Broker of Record with Fairfield Commercial Real Estate, is the exclusive real estate broker for Krispy Kreme Canada in the Calgary market. “I am looking forward to helping the team at Krispy Kreme Canada build on their successful grand opening in Calgary this past June. New suburban satellite locations are in the works as the search for free-standing cafe pad or end-cap drive-thru locations in the 800 -1,200-square-foot range continues across the city. These new locations will be supported by the free-standing ‘Hot Light Factory’ hub location at 9629 Macleod Trail South that opened this past in June.”

“I would say, if we have four or five locations in addition to the hub, that’s a great opportunity for us and for Calgary,” added Hetrick.

In Toronto, the brand has three hubs and nine cafes.

In Vancouver, it has one hub and a cafe opening before the end of the year.

“Vancouver is a tricky real estate market, to be honest, it’s just trying to find locations where the rent makes sense is much more challenging. So we’re looking across all of Vancouver right now, but have just found the one location so far,” said Hetrick.

The hubs make the donuts for the cafe locations as well as the company’s fundraising program and its wholesale presence with Costco, one of Krispy Kreme’s main partners. 

Photo: Krispy Kreme
Photo: Krispy Kreme

“We’ve been with them for a long time in Ontario and Quebec. We just recently launched in Vancouver, and recently in Edmonton, and then early next year, we’ll look at doing Costco in Calgary too. And that program is somewhat unique. We call it a road show program. We’re there for a period of two weeks, sort of a limited time only offer at a slight discount to retail. And then we won’t be back again for, call it three months or so,” added Hetrick. “It’s another type of convenience play.

“In addition to Costco, we are looking at a partnership with Loblaws. We just piloted with them in Ontario, and it seems to be going well. This would be a very similar program to what I just mentioned in Costco . . . Still early days. Got to figure out how that’s going to play out, but I think that’s a great one. And then I’d be remiss if I didn’t mention our fundraising program. It is the other kind of channel for us, and it’s a really great, great program, I think, for us and for the local charities or sports organizations and things where they purchase the donuts at a discount and then they sell for  full price or whatever they choose, and keep the profits.”

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Krispy Kreme Expands in Montreal with 2 New Stores

Krispy Kreme Doughnuts Gears Up for Nationwide Expansion in Canada with Innovative Store Formats [Interview]

Loblaw reports revenue growth of 4.6% in Q3

Gatik autonomous delivery truck in front of a Loblaws store. Image: Loblaw

Loblaw Companies Limited announced Wednesday its unaudited financial results for the third quarter ended October 4, 2025, saying it delivered another quarter of consistent operational and financial performance.

The combination of everyday value offerings, personalized PC Optimum loyalty rewards, impactful promotions, and new store openings drove higher levels of customer engagement. Canadians recognized its differentiated value, quality, service, and convenience across its nationwide network of stores and digital platforms, driving sales growth of $857 million in the quarter, said the grocery retailer.

It said the Food Retail business attracted more customers and larger baskets, resulting in both the Super Market and Hard Discount banners outperforming their peer group on tonnage market share growth in the quarter. The company said its Hard Discount and Real Canadian Superstore banners again outperformed conventional stores, benefitting from the consumer shift to value. The company opened 19 Maxi and NoFrills stores in the quarter, bringing discount options to more communities across the country.

In Drug Retail, Pharmacy and Healthcare Services contributed to strong results, led by specialty drug growth. Front store sales momentum continued in cosmetics and over-the-counter categories, which were only partially offset by the previously announced strategic exit from certain electronics items. Loblaw remains on track with its full-year plan to open approximately 76 new stores and 100 new pharmacy clinics, opening 47 new stores and 55 new pharmacy clinics year-to-date, providing access to affordable, quality groceries and healthcare to underserved communities across Canada, it explained.

“Our innovative customer programs and new store openings are delivering the value, quality, service and convenience that Canadians want, now more than ever,” said Per Bank, President and Chief Executive Officer, Loblaw Companies Limited. “Our focus on retail excellence allows us to deliver on our commitments to our customers and invest for future growth, while delivering strong financial results.”

Photo- Per Bank LinkedIn
Photo- Per Bank LinkedIn

2025 THIRD QUARTER HIGHLIGHTS

  • Revenue was $19,395 million, an increase of $857 million, or 4.6%.
    • The sale of Wellwise by Shoppers (“Wellwise”) was completed in the first quarter of 2025. Revenue related to Wellwise in the third quarter of 2025 was nil (2024 – $27 million). Excluding the impact of revenue related to Wellwise, revenue increased by 4.8%.
  • Retail segment sales were $19,082 million, an increase of $823 million, or 4.5%.
    • Food Retail (Loblaw) sales were $13,588 million, an increase of 4.8%, and same-store sales increased by 2.0%.
    • Drug Retail (Shoppers Drug Mart) sales were $5,494 million, an increase of 3.8%, and same-store sales increased by 4.0%, with pharmacy and healthcare services same-store sales growth of 5.9% and front store same-store sales growth of 1.9%.
  • E-commerce sales increased by 18.0%.
  • Operating income was $1,376 million, an increase of $55 million, or 4.2%.
  • Adjusted EBITDA was $2,217 million, an increase of $148 million, or 7.2%.
  • Retail segment gross profit percentage was at 31.1%, an increase of 20 basis points, primarily driven by improvements in shrink.
  • Net earnings available to common shareholders of the Company were $794 million, an increase of $17 million or 2.2%.Diluted net earnings per common share were $0.66, an increase of $0.03, or 4.8%. The increase included the impact of charges related to the wind-down of the Theodore & Pringle optical business of $22 million.
  • Adjusted net earnings available to common shareholders of the Company were $828 million, an increase of $61 million, or 8.0%.
  • Adjusted diluted net earnings per common share were $0.69, an increase of $0.07 or 11.3%.
  • Net capital investments were $682 million, which reflects gross capital investments of $685 million, net of proceeds from property disposals of $3 million.
  • Repurchased for cancellation 6.8 million common shares at a cost of $381 million. Free cash flow(²) from the
  • Retail segment was $325 million.
  • In the third quarter of 2025, the Company completed a four-for-one stock split of its outstanding common shares. The stock split was implemented by way of a stock dividend, with shareholders receiving three additional common shares for each common share held. The stock split was effective at the close of business on August 18, 2025, for shareholders of record as of the close of business on August 14, 2025. All share and per share amounts presented herein have been retrospectively adjusted to reflect the stock split.

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Canadian consumers drawn to redemption of loyalty awards: AIR MILES

Photo: Anastasia Shuraeva
Photo: Anastasia Shuraeva

A new 2025 Holiday Outlook report  from PwC shows that consumers are entering the season with tighter budgets, with overall holiday spend expected to decline 5% and Gen Z cutting back the most at 23%. 

At the same time, gift cards and other flexible redemption options are gaining traction as shoppers seek value while maintaining generosity.

Recent data mirrors these shifts: younger consumers are overwhelmingly drawn to cash-like and digital rewards, while older generations continue to save for higher-value categories such as merchandise and travel. Families emerge as the most active redeemers across household types, reinforcing PwC’s point that households with dependents are the engine of holiday spend. November remains the peak redemption month across generations, underscoring the importance of loyalty as part of the holiday shopping cycle.

Jason Beales, Chief Strategy & Commercial Officer from AIR MILES, said “we are certainly seeing a migration towards eVouchers amidst the economic turmoil.”

“Many collectors are leaning upon loyalty programs for those looking to mitigate Canadian cost – AIR MILES has countless options to choose from as a means to alleviate day-to-day spending pressures. When getting more granular, some brands are prolific across all age categories; for example, the same top two brands happen to prevail, irrespective of age,” he explained.

Jason Beales
Jason Beales

“That said, younger demographics definitely seem to migrate towards eVouchers of brands which lean more discretionary in nature, including food delivery, apparel, and/or makeup. Overall, eVoucher redemptions are up over 60% year-over-year– almost certainly attributable to the degradation of the economy in 2025.”

Digital redemptions are quick, frictionless, and a means to fulfil instantaneous gratification for your efforts of engaging with a loyalty program, added Beales. 

“These also come at smaller denominations than grander pursuits (like travel or larger merchandise offerings) and thus can be redeemed in a more frequent cadence for those who want to really lean in on the fruits of their labour. We at AIR MILES have seen the $20 denomination remain highest in demand. One can certainly see a connection between cash-proxy redemptions and age as well; as Canadians get older, they are

more predisposed to merchandise and travel instead of cash redemptions, like eVouchers,” he noted.

“Also important to note that those who redeem for eVouchers are also far more likely to be engaged in digital communications (Gen Z are specifically overrepresented in app usage), thus spinning the flywheel faster.”

The retail landscape is getting increasingly competitive; loyalty programs have become table stakes in an effort to gain customers, let alone, not outright losing them, said Beales. 

“We believe loyalty frameworks no longer need to be a blanket program inclusion; rather, we see loyalty currencies as being a powerful tool poised to be deployed in times of business need. One can pulse value up materially when needed – be it inventory management, amplification of a key promotional period seasonally, or even a gust at the end of a languishing quarter. 

“At BMO AIR MILES we are luckily able to communicate with more than 15 million distinct Canadians, so any and all types of customers are able to be reached when value is to be conveyed. That said, we certainly have an over-abundance of the “family” demographic in our stable; an asset to be leveraged for brands seeking consumers across all age categories.”

Beales said November’s redemption peak only heightens the urgency and importance for businesses of conveying the right concise message, via the appropriate channel.

“Be it reaching youth by digital means, or the elderly amidst physical coalition assets, it is imperative to capture mindshare, or wallet share will fall to the wayside,” he said.

“National brands should lean into those programs that can amplify their cohesive cross-country messaging, while regional/local promotions should be focused and targeted via available data-empowered optimization. In sum, whatever age or geography is applicable to a brands’ needs, we have the capabilities to execute the delivery of value –especially when layering on the opportunity to discern who’s shopping at the competition,” added Beales.

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Foodtastic Seeks Franchisees as It Expands Across Canada

Photo: Mario Toneguzzi
Photo: Mario Toneguzzi

Foodtastic, one of Canada’s growing restaurant franchise companies, is actively seeking new franchisees to support its rapid expansion. CEO Peter Mammas said the company currently operates 26 brands with more than 1,000 locations nationwide.

While Foodtastic maintains fewer than 30 corporate locations, the majority of its outlets are franchised, spanning roughly seven or eight of its brands. The company aims to attract franchisees who can commit to long-term growth and success within the system.

Mammas said the ideal franchisee combines financial readiness with operational know-how. “Somebody with restaurant experience to start with. That’s a good starting point,” he said. “They obviously need the capital. They have to be hardworking, honest, and organized. We do some pre-screening to make sure they’re doing it for the right reasons and are motivated to succeed.”

He added that franchisees often start small before expanding into multiple units. “The good ones open one store, like what they’re doing, make money, and then open a second and third store. These single operators often evolve into experienced multi-unit operators,” Mammas said, noting that the company actively supports this progression with guidance and operational frameworks.

Image: Peter Mammas

The company has shifted its focus toward quick-service restaurants in recent years, in part because of rising construction costs for full-service locations and broader economic conditions. “Construction costs have gone way up for full-service brands,” Mammas said. “So we’re seeing a pivot toward quick service, which costs about $600,000 to $700,000 to build.”

He added that quick-service franchises offer a more accessible entry point for prospective franchisees while allowing for faster expansion.

Foodtastic is also exploring innovative dual-concept locations, combining two complementary brands under one roof to maximize space and operational efficiency. Mammas cited Second Cup coffee as a successful example. “Second Cup is probably the best duo concept because people come in for coffee and also grab food. It complements the food portion of system franchises,” he said.

Mammas said dual-concept locations also create operational synergies, including shared storage, freezers, and coolers, making units more profitable for franchisees. He added that careful pairing of brands is essential. “You don’t want to open one concept and add another one that’s going to cannibalize it. You want another one that’s going to actually help it sell,” he said.

Looking ahead, Mammas said Foodtastic plans an aggressive growth strategy. “We’ll probably open about 80 stores in 2025, increasing to about 120 in 2026,” he said. “We’re constantly looking to grow, acquiring new concepts. A couple are currently under LOI (Letter of Intent), which we’ll announce in the new year. We’re a hungry company. We love what we do, want to grow, and will continue acquiring concepts and building stores.”

He said franchisees are central to the company’s growth strategy. “It takes a lot for anyone to run a restaurant: hard work, dedication, and support,” Mammas said. “They have to get into a system that provides the support they need financially, operationally, and in marketing. That gives them the best chance to succeed.”

Mammas said he expects franchising in Canada’s restaurant sector to continue growing. “Franchise restaurants are taking over more and more of the dollar because of the marketing, experience, and support that come with a franchise,” he said. “Banks like franchising better. The success rate is higher. I see the franchising segment just continuing to grow.”

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Hush expands brand presence with experiential activations in Canada and the U.S.

Photo: Hush
Photo: Hush

Hush, the weighted blanket and sleep accessories brand, has focused on expanding its presence both in Canada and the United States through experiential activations and strategic growth, according to Jean Vashisht, vice-president of business development at Sleep Country Canada, the brand’s parent company.

Founded in 2018 by two entrepreneurs, Hush originally aimed to create weighted blankets to assist children with sensory challenges. The brand gained early attention on the television show Dragons’ Den before catching the eye of Sleep Country CEO Stewart Schaefer.

Jean Vashisht
Jean Vashisht

“Stewart saw that this really was a differentiated brand, not just the product at the time, but it was a disruptor brand. It was a direct-to-consumer brand that really tapped into community and branding and had a very different aesthetic than what you would see with Sleep Country,” Vashisht said.

Sleep Country acquired Hush in a multi-year process, with the founders departing in April 2023. Vashisht said the brand continues to operate largely online, with only a few temporary or in-store activations.

“We did a pop-up store in Yorkdale three years ago, which I was part of. The founders were still involved at the time,” she said. The store, 2,500 square feet in size, included on-site embroidery and a sensory room. “It did well during the holiday season and exposed the brand to many people who didn’t know it before.”

Hush also operates a store-in-store in Laval, Quebec, though it has no standalone stores. The brand’s products are occasionally available at Sleep Country stores, primarily accessories. Vashisht said Hush’s direct-to-consumer model allows the company to adapt quickly to market changes.

“That’s the beauty of D2C versus bricks-and-mortar. You can adapt and adjust extremely quickly. Need to change a promotion or the assortment? Focus on different products? You can do it easily,” she said.

In the United States, Hush has focused on strategic growth beginning in 2025. “We’ve been in the U.S. for a few years, but not strategically. In 2024, we focused on growing the brand, broadening our assortment, and expanding geographically. We wanted to make our U.S. presence more intentional,” Vashisht said.

Photo: Hush
FORT LAUDERDALE, FLORIDA – JULY 20: Pitbull beats the heat at the Hush Cooling Oasis to celebrate the brand’s Iced Cooling Sheets at Barrier Island on July 20, 2025 in Fort Lauderdale, Florida. (Photo by Michael Simon/Getty Images for Hush)

Experiential activations have been central to Hush’s strategy. The Cooling Oasis in Fort Lauderdale, Florida, showcased the brand’s ice sheets in a climate-controlled environment, complete with a DJ and dance floor. “It wasn’t just a traditional store; it was experiential to stand out,” Vashisht explained. American rapper Pitbull was part of the experience.

Hush has also sponsored the Pillow Fight Championship in North America with MMA fighters fighting with pillows, aligning with the brand’s fun and disruptive identity. “We became the title sponsor for North America. It aired live on ESPN and got buzz on social media, YouTube, SportsCenter, and even some celebrities commented,” Vashisht said.

The brand remains primarily Canadian-focused, with approximately 95 per cent of its sales in Canada. Vashisht said there is significant potential for growth in both markets.

“Canada still has room for growth. It’s a young business. The U.S. is very early-stage, but there’s a lot of potential,” she said.

Photo: Hush
Photo: Hush

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