A new study has found that younger Canadians have far less trust in American companies than older generations, marking a sharp generational divide that could reshape cross-border retail relationships.
The survey, conducted by Toronto-based digital firm dNOVO, polled over 2,000 Canadians on their trust in a range of industries and countries of origin. Among all age groups, Gen Z respondents rated American companies just 1.37 out of 5 for trust, while Millennials gave them 1.55. Gen X scored slightly higher at 1.95, and Baby Boomers rated them at 2.21—still low, but noticeably more favourable.
Overall, the combined average among Gen Z and Millennials was 1.46 out of 5, underscoring a steep drop in confidence among Canadians under 40.
Younger Canadians are increasingly skeptical of U.S. influence
Ben Treanor, founder and managing director of Break of Dawn, which collaborated on the dNOVO survey, says this erosion of trust is rooted in more than geopolitics. He says it’s cultural.
“Younger generations who maybe have never even traveled to the United States have a particularly negative view just because all they know is what they see on social media and in the news,” said Treanor. “Whether that’s accurate or not, it’s their prerogative to decide. But there’s a clear divide, and it could be experiential.”
Treanor pointed out that older generations of Canadians have had more opportunities to travel across the border, which can soften perceptions. “Baby Boomers and Gen X are probably more likely to have actually traveled to the United States, where Gen Z, with the cost-of-living crisis, aren’t necessarily going on those trips yet,” he said. “They’ve been born into a really rough time, so it makes a lot of sense that they would be jaded from an early age.”
A shifting relationship between neighbours
The survey’s findings come at a time when U.S.-Canada relations remain politically and economically intertwined, even as consumer sentiment grows more guarded. Canada remains the United States’ largest export market, yet Canada posted a merchandise trade surplus of about C$100 billion in 2024.
Treanor said much of the distrust is learned, not inherited. “Add in the threats and tough talk from the current U.S. administration, and that skepticism hardens further,” he noted. “It trickles down to everything. We get bad blood and businesses hurting, and people who might not get to do things that they’ve always wanted to do, just over egos basically.”
What American brands can do to rebuild trust
For American retailers and brands expanding into Canada, the data signals a need for a more transparent and locally aware approach. Treanor advises companies to stay politically neutral and focus on consistent values.
“I think it’s important for leadership in U.S. brands not to take overly political stances or make obscene political donations,” he said. “Companies really have to tread lightly, but they should tread lightly in all directions.”
He added that authenticity and respect for Canadian culture are key. “I’ve seen movements online where people are being more conscious to buy Canadian or buy European. They don’t necessarily want to support tariff policy or politics, so it makes sense that they would shop domestically whenever they have the chance.”
Canadian brands stand to gain from this shift
While trust in American companies declines, Canadian brands could benefit from this generational sentiment. dNOVO’s research suggests that younger Canadians are more willing to reward local businesses that demonstrate transparency, inclusivity, and social responsibility.
Treanor said the momentum toward local consumption is not limited to Canada. “I’ve seen it in Europe as well, where people are being more conscious about buying locally,” he said. “Small changes can have big rippling impacts on certain industries.”
This preference aligns with broader consumer movements emphasizing sustainability, ethical sourcing, and community connection — all areas where Canadian brands can lean into their homegrown advantage.
Implications for cross-border retail strategy
For U.S. retailers operating in Canada, the path forward lies in rebuilding credibility through action, not slogans. That means hiring locally, adapting product assortments to Canadian preferences, and communicating directly with customers through relatable, human voices.
Transparency around data privacy and business practices is also increasingly critical. The dNOVO survey shows Canadians are far less forgiving of perceived dishonesty than of poor service, with misleading information cited as the top reason for eroding trust. In this climate, opaque marketing or corporate missteps can quickly magnify across social media.
Treanor said the solution lies in balancing scale with sincerity. “It’s all about dipping your toe in,” he said. “Older Canadians aren’t rejecting foreign brands, they’re just waiting to see if they can trust them again.”
Building back trust across generations
As younger Canadians shape future consumption patterns, brands hoping to win their loyalty will need to demonstrate authenticity, fairness, and accountability. For American retailers, that may mean localizing strategies and reintroducing themselves to a market that increasingly prizes integrity over image.
At a time when trust has become a differentiator, the message is clear: Canadian consumers, especially the young, expect more from the brands they buy from, and they’re paying close attention to who earns it.
Plan and order points are one of the many ways IKEA Canada has been transforming its business to deliver a seamless retail experience wherever, whenever, and however customers choose to shop with the renowned home furnishing retailer. Outside the IKEA Kitchener Plan and order point (CNW Group/IKEA Canada Limited Partnership)
IKEA Canada says that its first Plan and order point location in British Columbia will open in Abbotsford on December 10.
Plan and order points are one of the many ways IKEA Canada said it has been transforming its business to deliver a seamless retail experience wherever, whenever, and however customers choose to shop with the renowned home furnishing retailer.
Located in the West Oaks Mall at 32700 South Fraser Way, Unit 80, the Abbotsford Plan and order point will offer customers one-on-one planning services with experts to design and purchase home furnishing solutions for any room in the home such as kitchen renovations or bedroom storage systems. Once orders have been placed, they can be delivered to their homes or collected from the Pick-up location at the Plan and order point, explained the retailer.
Located in the West Oaks Mall at 32700 South Fraser Way, Unit 80, the IKEA Abbotsford Plan and order point will offer customers one-on-one planning services with IKEA experts to design and purchase home furnishing solutions for any room in the home such as kitchen renovations or bedroom storage systems. Once orders have been placed, they can be delivered to their homes or collected from the Pick-up location at the Plan and order point. (CNW Group/IKEA Canada Limited Partnership)
“For those looking to instantly refresh their spaces, visitors to the Abbotsford Plan and order point will be able to shop a limited selection of products from the IKEA range (excluding food – sorry, no meatballs) for immediate purchase and takeaway,” said the company.
The home furnishing retailer currently operates 10 Plan and order point locations in Ontario and Quebec.
“These service-based customer meeting points are one of the many ways IKEA Canada has been transforming its business to deliver a seamless retail experience wherever, whenever, and however customers choose to shop with the brand. Plan and order points help to reduce the distances that customers must travel to visit an IKEA location, which has affordability, accessibility, and sustainability benefits,” it said.
Founded in 1943 in Sweden, IKEA is a leading home furnishing retailer, offering a wide range of well-designed, functional home furnishing products. IKEA Canada is part of Ingka Group which operates 574 IKEA stores in 31 countries, including 16 stores and 10 Plan and order points in Canada. Last year, IKEA Canada welcomed 33.3 million visitors to its stores and 199.9 million visitors to IKEA.ca.
Walmart Canada is deepening its presence in the country’s health-care system with the launch of a new program designed to support Canadians living with chronic autoimmune diseases. The Walmart Canada Autoimmune Medication Care Program, introduced in select pharmacies this month, aims to bridge significant gaps in care for patients who often face long waits, complicated treatment plans and soaring drug costs. The initiative is available in seventy Walmart pharmacies and is scheduled for a national rollout over the coming year, marking a new phase in the company’s expansion into specialized health services.
Autoimmune conditions affect more than two million Canadians, including patients with rheumatoid arthritis, Crohn’s disease and ulcerative colitis. Treatments for these conditions frequently involve complex biologics and other high-cost medications that require close monitoring, precise handling and consistent patient education. Many Canadians struggle to access specialist appointments or coordinated support, and the company’s new program is designed to place more of that care within reach of neighbourhood pharmacies.
Bringing Healthcare Closer to More Canadians
Walmart Canada emphasized that eighty-four percent of Canadians live within fifteen kilometres of a Walmart Pharmacy, a footprint that gives the retailer unusual reach into both urban and rural communities. By housing the Walmart Canada Autoimmune Medication Care Program within this broad network, the company said it can offer specialized guidance in places where health-care resources remain stretched or inconsistent.
Pharmacists participating in the program have completed additional training focused on autoimmune conditions and specialty medications. They can help patients manage prescriptions, understand treatment plans, track side effects, identify possible drug interactions and coordinate with prescribers, manufacturers and patient support programs. In provinces where regulations permit, pharmacists are also able to administer injections, a service that reduces reliance on clinics already under pressure.
Walmart said the goal is to deliver care that is both more personal and more convenient. For patients managing chronic disease, delays in treatment or missed doses can lead to setbacks that carry significant physical and financial costs. The company’s strategy blends in-person support with digital tools meant to make treatment adherence easier.
Rendering of the new Port Credit Walmart Supercentre, located on a second level in a development. Image: Walmart
Digital Tools Add Convenience and Support
The new program is closely tied to Walmart’s pharmacy technology, including the Walmart Pharmacy app. Patients can manage prescriptions online, refill medications, authorize caregiver access, track renewal dates and schedule deliveries. Same-day home delivery is available in certain regions, extending the reach of the Walmart Canada Autoimmune Medication Care Program to patients who may be managing mobility challenges or unpredictable symptoms.
These tools reflect a broader shift in the retailer’s approach to health care. In recent years, Walmart Canada has invested heavily in digital infrastructure, both to streamline its retail operations and to extend medical services into formats more compatible with contemporary patient behaviour. The company’s digital pharmacy tools sit at the centre of this strategy, connecting the in-store experience with online convenience.
Strengthening Walmart’s Position in Specialty Pharmacy
The launch of the Walmart Canada Autoimmune Medication Care Program is part of a larger move into specialty pharmacy, a segment that has grown quickly as more Canadians require advanced therapies. Earlier this year, the company expanded its work with Calian Group Ltd. and integrated the Nexi digital health platform into its operations. The platform supports patients managing chronic or complex diseases, assists with cold-chain and specialty logistics and connects to patient assistance programs offered by manufacturers.
Specialty medications now account for an increasing share of Canadian drug spending, driven by new therapies and rising rates of chronic disease. Retailers with extensive logistics networks and national footprints are becoming more active in the space, and Walmart’s investments suggest a long-term strategy to compete with traditional pharmacies and emerging digital care providers.
A New Layer of In-Store Medical Support
Walmart Canada has also begun expanding its in-store medical clinics. The company opened an initial clinic adjacent to its St. Catharines pharmacy earlier this year, with plans for additional locations in other provinces. These clinics operate as walk-in health centres where pharmacists can assess and treat minor ailments, conduct point-of-care testing, renew prescriptions and support chronic-disease management.
The clinics reflect a broader shift in Canadian health care, where pharmacists increasingly play a frontline role. With many communities facing physician shortages and long wait times, retail pharmacy clinics have become a more common point of entry for patients seeking straightforward assessments or ongoing support. Walmart’s model is structured around that demand, offering medical access points in stores that already attract heavy daily foot traffic.
Image: Walmart Canada
A Retailer in Expansion Mode
The push into advanced pharmacy care is occurring alongside one of the largest investment periods in Walmart Canada’s history. In January, the company announced a multiyear investment plan valued at approximately $6.5 billion Canadian. The spending includes expanding the store network, upgrading existing locations and modernizing supply chain infrastructure. Dozens of new Supercentres are scheduled for construction by 2027 in markets such as Oakville, Calgary, Edmonton and Fort McMurray.
A new high-tech distribution centre in Vaughan, Ontario, opened recently as part of that plan and is described as Walmart’s most technologically advanced facility in Canada. Automated systems, robotics and upgraded logistics tools support both in-store operations and the company’s growing online business, including grocery delivery and pharmacy services. These developments reinforce Walmart’s positioning as a people-led, technology-enabled retailer that is integrating physical and digital channels.
A National Footprint With Community Reach
As of late 2025, Walmart Canada operates more than 400 stores across nearly every province and territory except Nunavut. Ontario remains the company’s largest market, with roughly 150 locations. Key metropolitan areas such as Edmonton, Calgary, Winnipeg, Brampton, Mississauga, Ottawa, Montreal, Scarborough and Toronto all support multiple stores.
The company serves approximately 1.5 million customers in-store each day and employs more than one hundred thousand associates. Its supply chain includes close to two thousand Canadian suppliers, making Walmart a major supporter of domestic manufacturing, agriculture and consumer goods production. These ties reinforce its position as one of the country’s most influential retailers and a key competitor in both food and general merchandise.
Leadership and a Shift Toward Enhanced Services
The Walmart Canada Autoimmune Medication Care Program arrives at a moment of leadership transition. Earlier this year, Walmart Canada named Venessa Yates as its new President and Chief Executive. Yates, who previously served as Chief Digital Officer, has been a central figure in the company’s efforts to integrate technology across operations. Her appointment signals a continued emphasis on omnichannel strategy and digital modernization.
Yates’s tenure aligns with the company’s broad push to evolve beyond its traditional retail identity. Investment in specialized health care, digital tools, logistics automation and upgraded stores reflects a long-term strategy to compete on service and convenience.
Financial Tools and Support for Patients
Walmart Canada continues to promote financial services that tie into its health and pharmacy offerings. The Walmart Rewards Mastercard, installment payment options, bill payment tools and money transfers give customers more flexibility in managing routine and unexpected expenses. These financial products play a supporting role for patients facing the high cost of specialty medications.
The company also works with third-party patient-support programs and co-pay assistance initiatives that help reduce out-of-pocket spending for high-cost therapies. These arrangements create a more integrated environment for patients, positioning Walmart pharmacies as both a dispensing centre and a navigation hub for complex treatment pathways.
With food costs continuing to rise beyond general inflation, provincial and federal governments need to focus on liberalizing the movement of food products between provinces, says Restaurants Canada.
Last week, the Committee of Internal Trade Ministers announced they had reached a new Canadian Mutual Recognition Agreement on the Sale of Goods, but it excluded all food and alcohol products, added the national organization.
Kelly Higginson
“We applaud the provincial and federal governments for the progress they have made on internal trade over the past year, but food products continue to be excluded from interprovincial agreements. When food costs rise faster than other prices, restaurants have to contend with a higher cost of doing business and lower customer demand, which is leading many to raise menu prices, cut shifts or hours of operation, or even consider closing,” said Kelly Higginson, President and CEO of Restaurants Canada.
Restaurants Canada said food inflation has outpaced general inflation for the past nine consecutive months, according to Statistics Canada’s latest Consumer Price Index. Restaurants Canada’s own data shows that food costs have gone up 12% over the past two years for foodservice businesses, putting their profitability at risk. At the same time, 75% of Canadians are eating out less often due to the rising cost of living.
Restaurants Canada said it has been advocating for interprovincial trade barriers to be lifted to improve the flow of goods and services across the country, including by:
Modernizing the Excise Act;
Harmonizing Canada Food Inspection Agency (CFIA) regulations with provincial counterparts;
Enhancing interprovincial labour mobility; and
Reducing the packaging and disposable goods compliance gap.
“Canadians need to see more from all governments on everyday affordability. Modernizing trade and reducing unnecessary barriers around food products is one low-cost way they can address rising food prices for consumers and businesses,” said Higginson.
Restaurants Canada is a national, not-for-profit association advancing Canada’s diverse and dynamic foodservice industry. Restaurants are a $124 billion industry employing nearly 1.2 million Canadians and the number one source of first-time jobs in Canada.
DoorDash is welcoming three new national retailers to its platform in time for the holiday rush.
Pet Valu: Canada’s leading specialty retailer of pet food and pet-related supplies, Pet Valu, is now available on DoorDash at more than 600 stores across Canada, including regional banners Bosley’s®, Paulmac’s Pets®, Tisol®, and Total Pet®. With thousands of competitively priced products, from food and treats to toys and accessories, Canadians can get everything they need for their pets delivered straight to their door this holiday season. Consumers shopping on DoorDash can earn Pet Valu Your Rewards™ on all qualifying purchases – just like they can in-store.
MINISO: Now available on DoorDash at in-store pricing at more than 70 stores nationwide, MINISO offers a mix of affordable beauty, home, and lifestyle finds. From stocking stuffers to home décor, Canadians can shop MINISO’s design-forward products at in-store prices, all without leaving home.
Mastermind Toys: As one of Canada’s leading specialty toy retailers for over 40 years, Mastermind Toys is now available on DoorDash across nearly 50 stores in eight provinces – becoming the first toys-only retailer on the platform. Canadians can skip the holiday rush and get curated toys, books, and games delivered straight to their door, making it easier than ever to find the perfect holiday gift for every kid or kid at heart.
Photo: DoorDash
Tanbir Grover
“We know how important it is for devoted pet lovers to spend quality time with their pets so we’re always exploring new ways to simplify their lives, particularly during the busy holiday season,” said Tanbir Grover, Chief Marketing and Digital Officer at Pet Valu. “By teaming up with DoorDash, we’re providing busy pet parents with another way to conveniently get the quality products their pets require while giving them more time in their busy days to spend doing the things they love.”
These new collaborations come as RONA recently joined DoorDash as the first home improvement and construction retailer on the platform in Canada.
DoorDash said it connects consumers to more than 150,000 non-restaurant stores globally across its Marketplace and Platform services.
Kyra Huntington
“To help Canadians save even more this season, DoorDash is celebrating 12 Days of Deals from November 28 to December 9, featuring daily can’t-miss offers. Pet Valu, MINISO, Mastermind Toys and RONA will all be offering deals up to 40% off on DoorDash during 12 Days of Deals, so be sure to check DoorDash frequently to avoid missing out on some of the best deals of the holidays,” said the company.
“As Canadians gear up for one of the busiest times of the year, we’re giving them more of what they have come to love about DoorDash — speed, convenience, and greater choice,” said Kyra Huntington, General Manager of DoorDash Canada. “With trusted retailers like Pet Valu, MINISO, and Mastermind Toys now on the platform just in time for 12 Days of Deals, we’re making it easier than ever to shop, save, and celebrate the holidays on their own schedule.”
Nedap, the global leader in item-level inventory visibility, recently announced its partnership with Aritziato bring Nedap’s iD Cloud to the design house renowned for Everyday Luxury™.
“We provide a seamless, elevated experience to our clients,” said Elisse Shank, Senior Director of Omni at Aritzia. “Partnering with Nedap will help us gain clearer insight into our inventory to further enhance our client services.”
The retailer said iD Cloud enables retailers to:
Achieve real-time, item-level stock accuracy, ensuring products are always available for clients both in-store and online.
Strengthen store operations with secure, scalable processes.
Enhance unified commerce workflows, including ship-from-store, in-store pickup, and seamless returns, ensuring clients enjoy a consistent, elevated experience across all channels.
Bruno Bakker
“We are proud to welcome Aritzia into our global iD Cloud community. Their strong focus on innovation and client experience mirrors our own vision. By enabling item-level inventory visibility, we are laying the foundation for truly unified commerce – helping our partners meet customer expectations seamlessly across every touchpoint,” said Bruno Bakker, Director Nedap iD Cloud North America.
Nedap is a global leader in item-level inventory visibility for retail, with over 20,000 stores contracted to its iD Cloud platform. Nedap helps retailers achieve perfect inventory visibility with zero waste and no losses. iD Cloud simplifies multi-store retail and supply chain management using RFID technology and gives retailers real-time item-level insights into their stock levels and the exact location of each item. Using these real-time insights, retailers can be more agile, offer customers a better omnichannel shopping experience, and increase sales.
Tim Hortons says that $13 million was raised through this year’s 2025 Holiday Smile Cookie campaign for local charities, community groups and Tim Hortons Foundation Camps.
Axel Schwan
“We are so grateful to Tims restaurant owners, team members and volunteers across the country for their dedication to making this year’s Holiday Smile Cookie campaign a huge success,” said Axel Schwan, president of the company. “A huge thanks goes out to the countless Tims guests who purchased Holiday Smile Cookies for their generosity. With 100 per cent of proceeds from every cookie sold donated to local charities, community groups and Tims Camps, you’ve helped make a real difference in your community.”
The cookie campaign first launched in 2023 and has now raised a total of $33.5 million for local charities and community groups, including the Foundation Camps.
Caroline Barham
“The generosity of Canadians never ceases to amaze us. More than just a festive treat, every Holiday Smile Cookie purchased makes a meaningful impact in communities across the country. And for Tim Hortons Foundation Camps, this means that we can continue to empower underserved youth to build bigger and brighter futures,” said Caroline Barham, president of the Foundation Camps and a Tim Hortons restaurant owner in Western Canada. “Thank you to everyone who made this week a success and for helping make the impossible possible.”
In 1964, the first restaurant opened in Hamilton. Today it is Canada’s largest restaurant chain operating in the quick service industry with nearly 4,000 restaurants across the country.
This celebrated space has undergone a complete overhaul and renovation, allowing guests to once again step into a world of traditional Moroccan and Turkish bathing rituals, detoxification, and deep relaxation, said the company.
“The meticulous renovation has elevated the Hammam environment, blending its traditional architectural integrity with refined, modern luxury. This commitment ensures the most authentic and tranquil space for the signature service. The experience invites guests to shed stress through the centuries-old tradition of purification, beginning with a eucalyptus-infused steam and culminating in a full-body Gommage treatment,” it said.
Double hammam beds. Custom green marble
“We are delighted to unveil the newly renovated Hammam,” said Andrea Dunham, Director of Spa Operations, Miraj Hammam Spa. “This renovation underscores our dedication to providing a truly world-class, authentic experience. We have created a serene and luxurious sanctuary where the timeless tradition of the Hammam can be enjoyed exclusively and privately.”
The reopening arrives at a time of growing demand for meaningful wellness travel and experiential treatments in Toronto. It continues to distinguish itself as one of the most authentic Hammam experiences in the city. The restoration of the space reinforces the spa’s commitment to offering elevated, culturally inspired wellness that feels both timeless and renewed, said the brand.
It is located on the Fifth Floor of the Shangri-La Hotel, Toronto, and is now accepting reservations for its signature Hammam service. Guests are encouraged to book in advance to secure their exclusive time slot.
When the Toronto Blue Jays fell just short of a World Series title this fall, it felt like a gut punch for fans who had packed bars and restaurants night after night. For operators across the country, however, the story ended on a far more positive note. New data from CGA by NIQ show that the Jays’ deep playoff run translated into significant gains in sales, traffic and average cheque values, delivering exactly the kind of lift the hospitality sector has been seeking in a challenging year.
Those Blue Jays World Series bar sales were especially dramatic in Toronto, where game nights turned already busy weekends into record setting occasions. The performance rippled across Ontario and into other provinces as fans gathered in bars, restaurants and pubs to watch what became one of the most closely followed championship runs in recent memory.
“It was great to see the impact that it had not only on Toronto and Ontario, but nationally as well,” said Mitch Stefani, Client Solutions Director at NIQ. “When big events like this happen, especially sporting events, we have really seen how impactful they are to the hospitality industry and to bars and restaurants.”
Mitch Stefani, Client Solutions Director at NIQ
Record Nights in Toronto as Jays Take the Field
Game days for the Jays became a stress test of sorts for the city’s food and beverage scene. According to NIQ’s sales data, World Series Games 1 and 2 at home delivered Toronto’s best performing Friday and Saturday of 2025. Compared to an average Friday, Game 1 saw sales velocity climb by 39 per cent, ticket counts rise by 20 per cent and average cheque values jump by 16 per cent. Game 2 on Saturday produced a similar pattern, with sales velocity up 33 per cent, ticket counts up 14 per cent and cheques again 16 per cent higher than usual.
Stefani notes that the momentum actually began earlier, during the American League Championship Series. Game 7 of the ALCS, played on a Monday, turned what is typically one of the quieter days of the week into Toronto’s single most lucrative Monday of the year for bars and restaurants. “It was the most dollars generated the average outlet did on a Monday throughout the entire year in Toronto,” he said.
For operators, the appeal of these Blue Jays World Series bar sales went beyond single busy nights. They helped stretch demand across multiple days and series, turning the city into a sustained viewing zone where fans were eager to be out of the house and in front of big screens. “Ticket counts, the number of checks generated, were in double digits across the board compared to the average Friday and Saturday,” Stefani added. “Locally, the impact was definitely there, and you could feel it in the foot traffic.”
Ontario Leads, National Market Rises Above 2024
While Toronto grabbed many of the headlines, the Jays’ run lifted the broader Ontario market as well. For the week ending October 25, 2025, Ontario’s bars and restaurants recorded a 13 per cent increase in sales velocity versus the same week in 2024, with ticket counts up 12 per cent and average cheque values inching higher as well.
Across Canada, an already improving on premise picture received a notable boost. CGA by NIQ’s BeverageTrak data show that total national sales velocity in the week to October 25 sat five per cent above the same week a year earlier, while ticket counts were seven per cent higher. That week also marked the thirty fifth consecutive week in which national sales velocity tracked ahead of 2024 levels, pointing to a market that is gradually regaining its footing.
Stefani points out that the enthusiasm for the Jays extended far beyond the GTA. “Everywhere had spikes in their ticket counts and velocities,” he said. “It was not just one demographic going out. It was really everyone buying in and supporting the team, whether locally in Toronto and Ontario or across the country.”
Quebec, for example, has been outperforming last year consistently since early summer. In the most recent period, the province saw sales velocity climb 11 per cent year over year, supported by ticket counts that were 13 per cent higher than the same week in 2024.
Alberta, which had already benefited earlier in the year from the Edmonton Oilers’ own Stanley Cup run, also improved. For the week ending October 25, sales velocity edged one per cent ahead of last year, while traffic rose eight per cent, suggesting that operators are seeing more guests even as cheque values fluctuate.
George Springer of the Toronto Blue Jays celebrates after hitting a three-run home run against the Seattle Mariners during the seventh inning in game seven of the American League Championship Series in Toronto. (Mark Blinch/Getty Images)
A Softer Picture in British Columbia
The national story was not uniformly positive. British Columbia was the only province to post a slight decline compared to 2024 for the week ending October 25. Velocity in the province sat about five per cent below the same week a year earlier, ticket counts were down three per cent and average cheques were three per cent lower as well.
That softness may be influenced in part by the prolonged BC Liquor distribution strike, which began to affect product availability for operators as the postseason was unfolding. Although many bars and restaurants were able to maintain inventory, some suppliers and venues faced challenges bringing product into the province. Even so, Stefani notes that the data do not show an extreme collapse in performance. “We have seen some slowdowns there compared to other provinces, but nothing that caught us by surprise,” he said.
For venues in Vancouver and across British Columbia, the strike backdrop may have pushed operators to rely even more heavily on careful stock management and long term supplier relationships, especially as local fans still filled pubs to cheer on the Jays.
Beer, Spirits and Canadian Whiskey Surge Together
It would be easy to assume that beer alone powered Blue Jays World Series bar sales. The data tell a more nuanced story. Nationally, the week that included Games 6 and 7 of the ALCS and Game 1 of the World Series became the biggest week of the year for beer in Canadian bars and restaurants, with sales velocity up 112 per cent compared to the previous week. Domestic beer sales climbed 99 per cent, import beer rose 117 per cent and craft beer jumped 111 per cent.
Spirits were equally strong. The same week generated a 126 per cent gain in spirits sales velocity versus the prior week, and the following week, which included later World Series games, remained one of the two largest of the year for spirits. “We saw several categories reach a hundred per cent or more growth versus the previous week,” Stefani said. “That balanced growth is a good thing, and it is something operators definitely felt when going through everything.”
Canadian whiskey, in particular, had its second largest week of the year during the first wave of Jays related celebrations, with sales almost doubling compared to the prior week. It then posted its largest week of the year in the next period, up another five per cent from that elevated base. Stefani links part of this to a broader trend of consumers choosing domestic spirits at a time when American whiskey has been facing pressure from tariffs and shifting preferences. “There is a lot of support local sentiment,” he said. “A lot of consumers are looking to buy Canadian, drink Canadian and support Canadian, and that is helping the category.”
Vodka, rum and gin all benefited as well, with rum and gin each recording their largest weeks of the year. Hard seltzers also posted their second largest week, showing that even more niche segments gained from the surge in sports related outings. For operators, the breadth of the uplift highlighted how diverse groups of guests, from casual beer drinkers to cocktail focused consumers, turned game nights into reasons to go out.
Sports Viewing Keeps Younger Guests Coming Out
The Jays’ playoff run unfolded against a backdrop of ongoing questions about how often younger consumers are choosing to drink in bars and restaurants. CGA by NIQ’s consumer research suggests that sports remain one of the most reliable occasions for pulling those guests through the door.
In September, ahead of the playoffs, NIQ surveyed 1,200 consumers about their plans for the coming months. Nearly half said they were likely to visit the on premise to watch sports in the next three months. Among those aged 18 to 34, fully 71 per cent said they expected to go out to watch games.
“Sporting occasions are a big one for that younger demographic,” Stefani explained. “At a time when there is a lot of talk about moderation and people cutting back, these events are still a driver of footfall.”
The research also underlines the importance of locations near stadiums and arenas. When consumers were asked whether they would visit a bar or restaurant before or after attending a game in person, roughly one third said they would go beforehand, 27 per cent said they would go after, and 34 per cent said they would do both. For businesses clustered around venues like Rogers Centre, Scotiabank Arena or CFL and NFL stadiums, that pattern translates into multiple opportunities to capture spend on game days.
Promotions and Value Remain Central
Even in a season of high spirits, price remains a central concern. NIQ’s consumer work shows strong interest in value oriented offers, especially among those using sports as an excuse to go out. When asked how likely they would be to take part in a promotion or brand activation while watching sports in a bar or restaurant, 81 per cent of respondents said they were likely to do so.
Stefani has seen operators respond with a mix of tactics, from late night happy hours timed to first pitch, to bundled food and drink offers that help guests feel they are getting a better return on their spending. “Food and drink combos are a growing promotion type,” he said. “If consumers can get a burger and a beer at what feels like a good value, they are more inclined to make that trip, especially on game days.”
Those strategies helped venues catch the tailwind from Blue Jays World Series bar sales and, in many cases, build relationships with guests that can last beyond baseball season. With NHL and NBA schedules now in full swing, and key CFL and NFL games still on the calendar, operators have further chances to refine those offers and capture repeat visits.
Beyond the Jays: What the Data Mean for Canadian Operators
Perhaps the most encouraging takeaway for Canadian bars and restaurants is that the underlying market was already improving before the Jays began their run, and that performance has stayed ahead of last year even when playoff spikes are removed. Ticket counts and sales velocity have been pacing above 2024 levels for weeks, indicating that many consumers continue to see eating and drinking out as their preferred way to treat themselves.
“Global research has shown that eating out and drinking out are still the top avenues where consumers treat themselves,” Stefani said. “The on premise has a big role to play, despite the price increases consumers may be feeling.”
For operators, the lesson from this fall is clear. Major sports events, when combined with thoughtful promotions and a strong in venue experience, can unlock significant gains in revenue and traffic. The Jays may have missed their chance at a championship, however their playoff push has shown how closely Canadian hospitality fortunes remain tied to the country’s sporting calendar, and how powerful those Blue Jays World Series bar sales can be when the right team catches fire at the right time.
Parlor House is growing its footprint in the men’s grooming category by leaning into a founder-driven model that emphasizes craftsmanship, ingredient transparency, and a luxury-leaning aesthetic. The brand, which operates primarily through a direct-to-consumer digital presence, describes itself as focused on creating elevated essentials for men who want a more considered approach to daily grooming. Rather than offering a mass-market assortment, Parlor House is shaping its identity around a curated set of products produced in small batches, with an emphasis on quality and simplicity.
The company’s approach positions it within a rising cohort of boutique grooming brands that build trust through visible production processes and a strong founder persona. In Parlor House’s case, that public face is Tom, creator of the “Tom – Parlor House” TikTok channel, who showcases the development and crafting of each formula. His short videos, which demonstrate everything from ingredient selection to the pouring of finished product, function as both marketing and brand storytelling. The result is a company whose identity is deeply tied to transparency and hands-on production rather than the polished distance of a traditional supplier.
Clay No. 34 As A Flagship Product
The company’s breakout item, Clay No. 34, is positioned as a premium styling clay developed through dozens of iterations before reaching its final formula. The product is designed for men seeking strong hold, controlled texture, and a matte, natural finish. Its naming reflects both the refinement process and the narrative of persistence, as the brand highlights that the thirty-fourth version was the one selected for production.
Clay No. 34 sits in a competitive category that includes pomades, waxes, and pastes, yet Parlor House differentiates its product by prioritizing a clay-forward texture with a clean, minimal ingredient profile. The company’s messaging frames the formula as healthier for everyday use because it avoids heavy synthetic additives that often contribute to buildup or greasiness. Consumers are instead presented with a product centered on clays, oils, and waxes that work together to create volume and separation without shine.
Ingredient Philosophy And Small-Batch Manufacturing
Parlor House uses creator-led content to reinforce its emphasis on purposeful formulation. Videos show coconut oil, beeswax, candelilla wax, and clays being incorporated into small batches, reinforcing the artisanal positioning the company promotes. Each ingredient is described as serving a specific functional role, whether for texture, conditioning, structure, or ease of rinsing. This approach aligns Parlor House with a broader trend in the grooming industry that favours clean formulations and recognizable ingredient lists rather than complex chemical blends.
The small-batch manufacturing process is central to the brand’s identity and is used to signal quality control and craftsmanship. While many grooming companies reference artisanal roots, few show the day-to-day process with the level of visibility Parlor House provides. The production scenes, paired with commentary about what each ingredient contributes, create a sense of authenticity that resonates with consumers who value transparency.
Clay No. 34, Image: Parlor House
A Product Designed For Modern Styling Preferences
Clay No. 34 is promoted as offering strong, long-lasting hold without stiffness, making it suitable for contemporary textured cuts that require volume and movement. The matte finish is intended to provide a lived-in look that avoids the gloss of traditional pomades. Demonstrations on social platforms show the product being warmed between the hands before use and applied to dry or slightly damp hair to build structure. The company highlights that the clay is restylable throughout the day, allowing users to adjust their look without re-applying product.
While marketed primarily toward men, Parlor House notes that the formula is compatible with different hair types and can be used by anyone seeking a matte, controlled finish. Informal reviews and curated product placements consistently describe the clay as a premium offering in the “wax, pomade and paste” category, appealing to customers who want an elevated grooming item with a more natural approach to ingredients.
Founder-Led Branding As A Competitive Advantage
Parlor House’s digital-first business model is closely intertwined with its founder’s presence. The “Tom – Parlor House” TikTok account acts as the primary brand channel and offers a behind-the-scenes view of product development. This strategy reflects a shift in the grooming and beauty sectors where founders serve as visible operators, formula creators, and on-camera educators. The narrative is that Parlor House is not a faceless manufacturer but a company built by an individual committed to refining each product by hand.
The channel’s content includes direct invitations for creator collaboration, further embedding the company in the creator economy. This structure enables Parlor House to build a community around its aesthetic, its formulas, and the ongoing documentation of its growth. By showcasing the making of Clay No. 34 and other products, the brand maintains a pipeline of content that reinforces authenticity, which is increasingly valuable in the grooming category.
Positioning In A Changing Grooming Market
Parlor House enters the market at a time when premium men’s grooming brands are gaining traction. Consumers are showing greater interest in products that emphasize quality ingredients and a more elevated experience. The industry has also become more receptive to niche, independent labels that rely on storytelling and transparency rather than mass distribution. Against this backdrop, Parlor House’s positioning reflects an understanding that younger consumers want a connection to the brands they use and appreciate seeing how products are made.
The company’s reliance on short-form video and direct-to-consumer sales also reflects broader shifts in how emerging brands scale. Without the infrastructure of a large retailer or distributor, Parlor House invests in content to drive awareness and generate sales through online platforms. The approach positions the brand well for future expansion, whether through wider wholesale distribution or the introduction of new grooming and skincare categories.
