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Top 10 Influencer Marketing Platforms to Scale Creator Partnerships in 2026

By
Retail Insider
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Influencer marketing has evolved from simple sponsored posts into a core growth engine for brands. Today’s teams need platforms that do more than just help find creators — they need solutions that manage outreach, track performance, centralize communication, and clearly measure ROI. The right platform can turn influencer marketing into a predictable, scalable channel. Below is a listicle of ten leading influencer marketing platforms, starting with the strongest all-in-one option for managing campaigns end-to-end.

1) Collabstr (Best Overall Platform for ROI, Discovery, and Campaign Management)

At the top of the list isCollabstr, an all-in-one influencer marketing platform that helps brands find, hire, and manage creators for UGC, sponsored posts, and full influencer campaigns across Instagram, TikTok, YouTube, and more. Beyond sourcing talent, Collabstr centralizes everything in one place, including creator messaging, contracting and payments, campaign management, team collaboration, and performance reporting, allowing marketing teams to run influencer programs end-to-end with full visibility. One of the main reasons it stands out is its strong focus on ROI and analytics. The platform equips brands with a comprehensive performance layer designed to make influencer marketing measurable and scalable. Teams can track how influencer content performs across platforms directly inside the dashboard, with granular reporting on spend and results so they can identify which creators drive revenue, optimize budgets, and confidently scale top-performing partnerships. Collabstr also offers end-to-end content performance reporting across sponsored content, product seeding, and affiliate collaborations, access to one of the largest open marketplaces with over 350,000 creator listings across niches, full campaign cost visibility including creator fees and product expenses, creator performance insights to quickly identify high-performing partners, built-in communication and influencer management tools, and automated worldwide tax compliance for creators. Pricing is flexible with a free tier available and paid plans reaching up to $399 per month for businesses seeking advanced filtering and influencer tooling.

2) Upfluence (Best for Ecommerce & Affiliate-Driven Influencer Programs)

Upfluence is widely used by ecommerce and DTC brands that want to turn influencer marketing into a measurable acquisition channel. The platform combines influencer discovery, outreach, and performance tracking with tools designed to connect creator campaigns directly to sales. Many brands use Upfluence to run always-on programs that include product seeding, affiliate links, and long-term partnerships. Its strength lies in helping teams manage outreach at scale while tracking which creators are driving revenue, making it a strong option for companies focused on conversion-focused influencer marketing.

3) Aspire (Best for Long-Term Creator Relationships & Campaign Workflows)

Aspire is built around managing the full lifecycle of influencer partnerships. Instead of focusing only on discovery, it helps brands build structured creator programs that support ambassador relationships, ongoing UGC production, and repeat collaborations. Teams can organize briefs, deliverables, approvals, and timelines in one place, which makes it easier to maintain consistency across campaigns. Aspire is particularly valuable for brands that want influencer marketing to become a stable, long-term part of their strategy rather than a series of one-off projects.

4) CreatorIQ (Best for Enterprise-Scale Influencer Marketing)

CreatorIQ is designed for large organizations running high-volume influencer programs across multiple teams or regions. The platform emphasizes governance, workflow standardization, and data visibility, making it easier for enterprises to coordinate campaigns while maintaining compliance and brand safety. It centralizes influencer data, reporting, and collaboration tools, helping companies operate large creator ecosystems with structure and consistency.

5) Influencity (Best for Data-Driven Influencer Research)

Influencity is known for combining influencer discovery with strong analytics and audience insights. Brands that prioritize research and data validation before investing in creators often find it useful. The platform helps teams evaluate influencer audiences, analyze engagement patterns, and manage campaigns within one system. It’s a solid choice for businesses that want to make data-informed decisions when selecting creators and planning partnerships.

6) GRIN (Best for DTC Brands Building Creator Programs)

GRIN is especially popular with direct-to-consumer brands looking to turn influencer marketing into a consistent growth channel. It focuses heavily on managing long-term relationships with creators, organizing product seeding campaigns, and tracking performance. Its structure makes it easier to treat influencer marketing like a repeatable operational process rather than an ad-hoc strategy, which is why many ecommerce companies adopt it as a core part of their marketing stack.

7) Modash (Best for Efficient Discovery & Creator Vetting)

Modash focuses on helping brands quickly find and evaluate creators across platforms, then track content performance once campaigns go live. Its streamlined workflow makes it appealing to lean teams that want a practical tool for managing discovery, outreach, and tracking without too much complexity. It’s particularly useful for brands that prioritize finding niche creators and scaling outreach efficiently.

8) HypeAuditor (Best for Audience Authenticity & Influencer Analytics)

HypeAuditor is widely recognized for its deep analytics capabilities, particularly around audience authenticity and engagement quality. It helps brands verify whether influencers have real, active audiences and provides insights that reduce the risk of wasted marketing spend. While it also supports campaign management, its strongest value lies in its analytical depth and evaluation tools, making it ideal for brands that prioritize data validation.

9) Traackr (Best for Benchmarking & Strategic Planning)

Traackr is built for companies that want to take a strategic, data-driven approach to influencer marketing. It helps teams measure performance across campaigns, compare results to industry benchmarks, and identify which creator segments deliver the best outcomes. This makes it a strong choice for organizations that want to continuously refine their strategy using performance insights and market intelligence.

10) Klear (Best for Integration with Social Intelligence Tools)

Klear, now part of Meltwater, offers influencer discovery, campaign management, and performance tracking within a broader marketing intelligence ecosystem. This makes it particularly useful for teams already using Meltwater for PR, social listening, or analytics. By combining influencer insights with wider social data, Klear helps brands connect creator strategy to overall marketing performance.

Conclusion

Influencer marketing platforms have become essential infrastructure for brands looking to scale creator partnerships, streamline campaign execution, and measure results with clarity. Each platform on this list brings its own strengths, whether it’s enterprise-level structure, analytics depth, ecommerce integrations, or discovery capabilities. However, for companies looking for the most complete and accessible solution, Collabstr stands out as the top recommendation. Its combination of a massive creator marketplace, built-in campaign management tools, centralized communication, automated payments and tax compliance, and strong performance reporting makes it one of the most well-rounded platforms available today. For brands that want to launch, manage, and scale influencer marketing from a single place while staying focused on measurable ROI, Collabstr is the strongest place to start.

Managing Your Spare Parts Inventory Better: Key Tips for Maintenance Teams

By
Retail Insider
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Maintenance teams often see parts inventory management as a necessary evil. It’s tedious and mostly flies under the radar. But when it’s not happening, you’d be dealing with more headaches than you can anticipate. Technicians can go into repairs without sufficient materials, or they could miss out on scheduled maintenance. Yes, it’s a thankless task, but it’s just as important as actually running all the maintenance work. If you’ve been struggling with it as well, here are some tips to optimize your inventory management.

1. Implement a Robust Management System

The bigger your business gets, the tougher it’ll be to manage your spare parts. You’ll soon lose your grip on how many spare filters and bolts you have, and your work orders will take a hit. This is where parts inventory management software comes into play. 

A good parts inventory management tool will monitor asset data to keep you updated in real time. It’ll notify you when stock runs low, generate purchase orders, track parts usage, and provide data-driven insights for easier decision-making. The result? Reduced spending on unnecessary spare parts, unplanned downtime, and MTTR (mean time to repair). Your team can run better maintenance instead of battling unexpected breakdowns, which is a reason to get this software in the first place. 

2. Prioritize Spare Parts Carefully

You already know that spare parts have different levels of criticality for your facilities. Which is why you’re ideal for running point on prioritizing your spare part needs. So, set up a routine where you create priority lists for your spare parts and update them systematically. This is one of the best ways to streamline inventory management work and make it more effective. 

There are various factors you can consider when creating your priority list. Criticality to production is the obvious consideration, but here are some other things to look out for as well:

  • Lead Times: How long it takes for spare parts to arrive at your facility once you’ve ordered them
  • Failure Probability: How often certain parts fail and need to be replaced
  • Part Interchangeability: Whether you’re using the same spare part across multiple assets
  • Cost of Part vs. Downtime: Whether a spare part’s unavailability significantly affects your revenue generation
  • Sourcing Difficulty: Whether the spare part can be easily sourced or not

3. Check Which Parts Can Be Produced On Demand

There’s no guarantee that a manufacturer can produce spare parts forever. They can go out of business or produce different parts, while you still need the ones you’ve been using all this time. This is why enterprises are quickly adopting 3D printing so that they can produce spare parts on demand. 

Now, not every part in your inventory can be produced in-house. What you’ll need is part screening software that can analyze 2D and 3D drawings to evaluate parts. Once that’s done, it’ll tell you which parts can be 3D printed. This approach is key to staying agile; instead of spending hours analyzing individual parts, you can focus on the best-case parts. Whichever parts you can’t produce on demand, they’re the ones you must prioritize for purchase orders and supplier coordination.

4. Set Up a Reorder System

This is one of the smartest strategies for managing your spare parts better. All you have to do is set up predetermined inventory levels in your parts management software. Most systems use asset data to set these numbers, but you can do it manually as well. Either way, when your inventory reaches this level, the software will automatically trigger purchase orders for spare parts. Whether you need high-volume critical parts or low-volume on-demand spares, this system ensures you avoid unnecessary downtime caused by stock unavailability. 

5. Leverage Predictive Analytics

The best maintenance teams today are those that operate with a proactive mindset, not a reactive one. If you want to manage your spare parts inventory better, you need to follow the same steps.

Start using predictive analytics to understand your spare parts better. Your CMMS (computerized maintenance management system) or EAM (enterprise asset management) software will have all the data on assets that can be analyzed to predict when you’d need spare parts. Using that, you can schedule purchase orders beforehand, instead of doing it after running out of parts. 

Consider these data points:

  • Equipment Usage: How often an asset is used and for how long
  • Consumption Rate: The quantity and frequency of spare parts ‌used over a specific duration
  • Seasonal Demand: If spare parts are needed more during specific periods (for example, HVAC filters during summer)
  • Replacement History: When a certain spare part was replaced by its updated version (to prevent overstocking outdated parts)
  • Unit Cost Trends: If spare parts prices fluctuate (to hedge and buy stock ahead of time if their prices are forecasted to increase)

Wrapping Up 

It’s worth repeating that spare parts management isn’t something that’ll put the spotlight on you. However, not doing it means you’ll have to deal with logistical problems and lost revenue. Two things that are detrimental to your business. So, it’s better to strategize, implement the right systems, and stay on top of your spare parts so that operations keep running seamlessly!

Casavogue Launches Friends and Family Sale with Added Savings

By
Craig Patterson
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Photo: Casavogue

As winter continues and Valentine’s Day approaches, many households begin to turn their attention inward, focusing on the spaces where daily life and special moments unfold. Living rooms become gathering places for conversation, dining rooms host shared meals, and bedrooms offer quiet retreats at the end of the day. For those looking to refresh these environments, Casavogue is introducing a limited-time Friends and Family Sale designed to make high-end home updates more accessible.

The promotion offers 20% off a wide selection of products, along with an additional $100 off for every $1,000 spent. The event is positioned as an opportunity to reimagine the spaces where family and friends come together, whether for everyday living or special occasions.

A Timely Opportunity to Refresh Shared Spaces

Home furnishings often carry emotional as well as functional value. A comfortable loveseat becomes the centre of evening conversations, while a well-designed dining table can host years of celebrations, holidays, and intimate dinners. The Family and Friends Sale is designed to encourage those kinds of upgrades, allowing customers to invest in high-end furniture while taking advantage of meaningful savings.

In the living room, carefully selected seating can transform both comfort and visual impact. Casavogue’s assortment includes contemporary loveseats and sofas that balance form and function, offering supportive seating and refined silhouettes suited to a range of interiors. Pieces such as the Tulasy loveseat bring soft upholstery, tailored proportions, and a welcoming presence to the living space, making it ideal for both daily relaxation and hosting guests.

For the dining room, the store is highlighting complete sets designed to anchor memorable gatherings. The Modena and Rimini dining set combines modern lines with durable construction, creating a setting that feels equally appropriate for weeknight dinners or Valentine’s Day celebrations. Their balanced proportions and contemporary finishes allow them to integrate easily into a variety of home styles.

Tulasy loveseat, photo: Casavogue

High-End Furniture Across the Home

Casavogue’s showroom spans two floors and offers a wide assortment of high-end furniture for the living room, dining room, and bedroom. The scale of the space allows customers to explore complete room settings and see how different pieces work together, rather than selecting items in isolation.

The Friends and Family Sale applies to a broad selection throughout the store, giving customers the flexibility to update a single room or undertake a more comprehensive refresh. With the added $100 discount for every $1,000 spent, the promotion encourages larger projects while still offering value on smaller purchases.

For many homeowners, timing a furniture purchase around a promotional event can make a meaningful difference, particularly when upgrading foundational pieces such as seating, dining sets, or bedroom collections. Casavogue’s current offer is structured to reward those larger investments while maintaining the store’s focus on quality and long-term value.

The Modena and Rimini dining sets combine modern lines with durable construction. Photo: Casavogue

A Long-Standing Montréal Furniture Destination

Founded in 1972, Casavogue has spent more than five decades serving Montréal customers with a curated selection of high-end furniture. The store’s 38,000-square-foot showroom features a mix of Italian, Canadian, and American brands, offering a range of styles from classic to contemporary.

That longevity has allowed Casavogue to build strong relationships with manufacturers and to develop a reputation for knowledgeable service. The Family and Friends Sale continues that tradition by pairing the store’s established assortment with a limited-time savings opportunity.

Visit Casavogue for the Family and Friends Sale

Customers interested in the promotion are encouraged to explore the current offers and product selections online or in person.

Visit the Casavogue promotion page to learn more.

Casavogue is located at 8260 boulevard Saint-Michel, Montréal, QC H1Z 3E2.


For more information, call +1 514-360-3565 or book an appointment to receive personalized advice.

Retail Insider worked with Casavogue for this advertisement. To work with Retail Insider, contact Craig Patterson at craig@retail-insider.com

Loblaw Launches Grocery Shopping in ChatGPT

By
Craig Patterson
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Loblaws store. Photo: Just Food

Loblaw Companies Limited has introduced what it describes as a first-of-its-kind shopping app inside ChatGPT, creating a conversational entry point for grocery planning and ordering. The new Loblaw PC Express ChatGPT app allows Canadians to explore meal ideas, build ingredient lists, and select products from nearby Loblaw banners before completing their purchase through the company’s PC Express platform.

The move positions Loblaw as an early large-scale grocery retailer to integrate directly into a conversational AI environment. It also reflects a broader shift in retail, where artificial intelligence is increasingly used as a discovery and planning layer while retailers retain control over checkout, fulfillment, and customer relationships.

“Our team is pioneering incredible digital and AI innovation across our business, placing us at the forefront of leveraging technology to enable first-in-class customer and colleague experiences,” said Per Bank, President and CEO, Loblaw Companies Limited. “As we continue to accelerate this work, it creates meaningful opportunities to elevate our retail leadership and meet the constantly evolving needs of our customers.”

Youtube video

Conversational meal planning and localized assortments

Through the new app, users can interact with ChatGPT in a conversational format, asking for recipe ideas or meal plans and receiving suggested ingredients that correspond to products available at their local Loblaw store. Once a postal code is provided, the system identifies nearby banners and surfaces items that are actually in stock at that location.

The experience is designed to reduce friction in the meal planning process. Instead of searching across multiple apps or websites, shoppers can move from a general prompt such as a quick family dinner to a ready-to-order grocery list in a few steps. They can then transfer the selected items into PC Express for payment and fulfillment.

Loblaw says the integration is intended to make grocery shopping more efficient and personalized. By using conversational context such as dietary preferences, budget considerations, or special occasions, the system can recommend options that are more tailored than traditional category-based navigation.

“We have been on an ambitious path for the past few years focused on the digital customer experience and AI-forward technology adaption. The PC Express app in ChatGPT solidifies our position as a North American leader in artificial intelligence (AI) innovation within the retail sector,” said Lauren Steinberg, Chief Digital Officer, Loblaw Companies Limited. “Loblaw is poised to redefine the shopping experience for Canadians by leveraging advanced AI technology and this collaboration underscores how we are empowering both consumers and colleagues with transformative tools that enhance their experience.”

Youtube video

Enterprise AI tools for Loblaw teams

In addition to the consumer-facing app, Loblaw is also deploying ChatGPT Enterprise across its corporate operations. The company has already been using OpenAI models to power internal tools, including an AI assistant for store owners and managers, as well as agent-based solutions in supply chain management to improve inventory accuracy and logistics.

The new enterprise deployment is intended to expand those capabilities, giving corporate employees access to AI tools designed to improve productivity and support innovation across functions such as pricing, merchandising, and operations.

“With OpenAI, Loblaw is closing the gap across multiple experiences between what AI is capable of and the value they can create today,” said Giancarlo “GC” Lionetti, Chief Commercial Officer at OpenAI. “Together, we’re making shopping more personal and efficient in ChatGPT, and bringing enterprise-grade AI to Loblaw teams to boost productivity and innovation across the business.”

Strategic implications for grocery retail

The Loblaw PC Express ChatGPT app represents a new acquisition and engagement channel for the company. By integrating directly into an AI platform used by hundreds of millions of people globally, Loblaw is effectively positioning ChatGPT as a top-of-funnel discovery tool for its grocery banners.

If widely adopted, the model could also increase basket sizes. When shoppers start with a meal-planning prompt, they are more likely to purchase complete ingredient lists for multiple meals rather than making smaller, ad hoc trips.

The initiative also signals Loblaw’s intent to be viewed as a technology-forward retailer. The company has invested in artificial intelligence across several parts of its business, including supply chain automation and digital customer experiences. The new integration reinforces that narrative at a time when AI is becoming a central theme in retail strategy.

However, the move also highlights potential platform dependencies. By placing part of its digital journey inside an external AI ecosystem, Loblaw is aligning itself with a new channel that could influence marketing strategies, customer acquisition, and app development over time.

Part of a broader shift toward AI-driven commerce

Across the retail industry, similar AI-driven commerce models are emerging. OpenAI has begun enabling instant checkout experiences with platforms such as Shopify and Etsy, where products can be discovered and purchased directly inside conversational interfaces. In those models, the AI environment handles both discovery and transaction, while the merchant platform manages catalog, payments, and fulfillment. 

Loblaw’s approach differs in that ChatGPT serves as a planning and discovery layer, with checkout still completed through PC Express. This structure allows Loblaw to retain control over the transaction, customer data, and fulfillment experience.

In Loblaw’s case, ChatGPT acts as a conversational planning layer that connects to the company’s own PC Express checkout experience. This approach allows the grocer to keep the transaction, margins, and customer data within its own ecosystem while still benefiting from AI-driven discovery.

A technology-led positioning for Canada’s largest retailer

Loblaw is Canada’s largest food and pharmacy retailer, with more than 2,800 locations and over 220,000 employees across corporate, franchise, and associate-owner operations. The company serves Canadians through grocery, pharmacy, apparel, financial services, and wireless offerings, supported by banners that span value to specialty formats.

The new AI integration aligns with the company’s broader digital strategy and its stated goal of enhancing both customer and colleague experiences through technology. By positioning itself as an early mover in AI-assisted grocery shopping, Loblaw is seeking to reinforce its leadership position in a competitive and rapidly evolving retail environment.

As conversational interfaces continue to reshape how consumers search, plan, and purchase, the Loblaw PC Express ChatGPT app may offer an early glimpse into how grocery shopping could evolve in an AI-first era.

More from Retail Insider:

Restaurants brace for more obstacles in 2026: Restaurants Canada

By
Mario Toneguzzi
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Photo: Western Skyline Hotel
Photo: Western Skyline Hotel

Canada’s restaurant industry is bracing for another tough year.

Low foodservice sales projections for 2025 were mitigated by the temporary GST/HST holiday on restaurant meals, coupled with strong domestic travel. Profits remained off for the year in the face of rising operating costs and the U.S. tariff war, and nearly half of foodservice operators (46%) expect their profitability to be worse in 2026, according to Restaurants Canada’s Q4 Quarterly Report.  

Kelly Higginson
Kelly Higginson

“Last year, the restaurant industry was buffered from the full impact of rising operation cost by the GST/HST holiday and stronger domestic tourism,” said Kelly Higginson, President and CEO of Restaurants Canada. “Unfortunately, we can’t count on that same support in 2026, so operators are bracing for a difficult year.”

Quarterly Report at a glance:

  • After adjusting for inflation, Restaurants Canada expects real commercial foodservice sales to have grown by 2.4% in 2025 and to decline by 1.1% in 2026;
  • Real per-capita foodservice spending rose 0.6% in 2025, the first increase since 2023. The strongest gains were recorded in Atlantic Canada, supported by the temporary GST/HST holiday and steady consumer activity throughout the peak travel season;
  • 60% of operators report that profitability in 2025 was “worse” or “much worse” than expected compared with 2024, as rising operating costs continue to narrow margins. This impact is more pronounced among quick-service operators, 77% of whom report weaker-than-expected profitability, compared with 58% of full-service operators;
  • As of November 2025, 44% of restaurants are operating at a loss or breaking even, up from 41% in June 2025 and a sharp contrast to 2019 levels of just 12%;
  • Food costs remain a top concern for 88% of operators, up from 83% in June 2025, while labour costs are now cited by 89%, up from 80%;
  • More than half of restaurant operators (55%) expect recent immigration policy changes to have a negative impact on their business and 57% say the changes will reduce their ability to hire kitchen staff.
Photo: Mike Jones
Photo: Mike Jones

Restaurants Canada, a national, not-for-profit association advancing Canada’s diverse and dynamic foodservice industry, says restaurants are a $125 billion industry employing nearly 1.2 million Canadians and the number one source of first-time jobs.

It is asking the federal government to help the foodservice industry bridge to better times. 

“Permanently exempting all food from GST would help Canadians struggling with affordability and inject a much-needed sales boost in the restaurant sector, allowing it to protect and create jobs. The government can also work with the industry to address its chronic labour shortages by accelerating permanent residency for restaurant workers already in Canada and creating a rural, remote and tourism immigration stream for parts of the country with the biggest workforce gaps,” it said.

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Couche-Tard Details New Long-Term Growth Strategy

By
Craig Patterson
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Photo: Couche-Tard

Alimentation Couche-Tard has outlined a new multi-year growth plan that emphasizes its strongest revenue drivers while selectively investing in new platforms designed to support long-term profitability. The company presented its Couche-Tard Core + More strategy to analysts and investors in Toronto on February 11, 2026, positioning the framework as the blueprint for capital allocation and operating priorities through fiscal 2030.

The strategy, described internally as “Amplify the Core and Invest in More,” replaces previous long-term outlooks and reflects what management characterized as a disciplined approach to growth. The plan focuses on strengthening core categories such as fuel, nicotine and beverages while adding new capabilities and revenue streams in areas like food, media, car wash and electric vehicle charging.

“We are pleased to share the next stage of our growth journey. Core + More is a focused strategy that builds on our leadership in core categories while investing in the areas that will position Couche–Tard to win the customer for years to come,” said Alex Miller, President and Chief Executive Officer of Alimentation Couche-Tard. “By enabling it all with the capabilities, technology, data and supply chain that support our stores, we can amplify what we do best for customers today and unlock new growth for tomorrow. This strategy is about turning the full power of our scale, network, and people into greater value for our shareholders, and I’m incredibly proud of the talent and commitment of our team as we begin this next chapter.”

Filipe Da Silva, Chief Financial Officer, added: “We believe we have the right recipe to support profitable growth, with targets that are calibrated, measurable, and well understood across the organization. Our focus remains on consistent operational execution and long-term value creation. Together, Core + More provides a path to support earnings growth and disciplined capital deployment.”

Core Categories Drive the Majority of Revenue

Executives framed the “core” component of the Couche-Tard Core + More strategy as the businesses that generate the bulk of the company’s revenue and profit. These include road transportation fuel, nicotine products and beverages, categories that collectively account for the vast majority of sales and gross profit across the network.

Management emphasized that these areas will remain the primary focus for capital and operational improvements. The company intends to drive same-store performance through merchandising initiatives, operational improvements and targeted programs designed to increase traffic, basket size and margins.

Within nicotine, the company is positioning itself to benefit from shifts in consumer behaviour as the category evolves. Management highlighted the opportunity to capture growth from alternative nicotine formats within regulated environments, which remain key traffic drivers in convenience stores.

Beverages, described internally as “thirst” categories, are also a major focus. Cold and hot drinks continue to generate frequent visits and strong margins, making them a central component of the company’s merchandising strategy.

Fuel remains another cornerstone of the core business. The company said it will continue to manage total fuel gross profit and volumes through supply chain optimization, business-to-consumer and business-to-business offers, and selective network development.

As part of this effort, Couche-Tard is advancing its Fit-to-Serve efficiency program, which is designed to reduce costs and improve operating performance across the organization. The initiative is expected to deliver significant EBITDA contributions by fiscal 2030.

Selective Investment in New Growth Platforms

While the strategy reinforces core categories, the “More” component focuses on selected adjacencies and capabilities intended to drive incremental growth. Management grouped these initiatives under network expansion, new business lines and technology investments.

One of the key priorities is selective site and network expansion. Rather than pursuing large transformative acquisitions, the company said it will focus on organic growth, franchise expansion and targeted purchases of individual locations. The approach reflects a more disciplined capital deployment strategy compared with past periods of large-scale acquisitions.

Food and beverage alcohol represent another area of focus. The company expects food revenue to grow faster than overall merchandise revenue during the outlook period as it expands food offerings across its network.

Couche-Tard is also continuing to invest in complementary services such as car wash formats and electric vehicle charging infrastructure. These services are designed to enhance the value of the retail and fuel network while responding to changes in transportation trends.

The company is also expanding media and digital revenue streams, including its Full Circle Media initiative, which monetizes in-store and digital advertising inventory. Management described this as an incremental income source that leverages the company’s large customer base and physical network.

Technology and data investments are another pillar of the Couche-Tard Core + More strategy. The company plans to continue investing in fiscal 2026 in systems that support store operations, pricing, personalization, supply chain and analytics. The goal is to create a more data-driven operating model across the network.

New Long-Term Financial Guidance Through 2030

As part of the Toronto strategy update, Couche-Tard introduced new long-term financial guidance that replaces previous outlooks. The targets cover the period from the end of fiscal 2026 through fiscal 2030.

The company is aiming for consolidated same-store merchandise revenue growth of approximately 2 percent to 3 percent annually over the period. Total merchandise and services revenue is expected to grow at a compound annual rate of about 4 percent to 5 percent.

Adjusted profit is projected to grow at a compound annual rate of roughly 6 percent to 8 percent, while adjusted diluted earnings per share are expected to increase by 10 percent or more annually.

For fiscal 2026, the company expects free cash flow to exceed about US$2.5 billion. Management indicated that the cash flow will support both growth investments and shareholder returns.

The Fit-to-Serve program is also expected to play a major role in the financial outlook, with a targeted EBITDA contribution of approximately US$850 million by fiscal 2030 through cost discipline and operational improvements.

Management noted that the long-term guidance does not assume any major transformative acquisitions that would significantly alter the company’s portfolio, business segments or strategic direction. Instead, the projections are based on internal development initiatives, targeted investments, selective site acquisitions and franchise growth.

Assumptions and Execution Considerations

The company’s guidance is based on a series of operational and market assumptions. Internally, management expects to execute development initiatives in same-store operations and merchandising that improve growth and profitability.

The plan also assumes the company can capitalize on the nicotine transition, accelerate growth in beverage categories and continue advancing its food strategy. Fuel profitability is expected to be managed through supply chain optimization, pricing initiatives and network development.

On the investment side, the company expects to continue funding site expansions, distribution centres, electric mobility infrastructure, car wash programs, media platforms and technology systems. These investments are intended to support long-term growth and operational efficiency.

Externally, the company’s guidance reflects assumptions about fuel demand, competitive dynamics and broader economic conditions that affect consumer spending and traffic. Management also highlighted potential risks related to regulatory changes in nicotine categories, the energy transition in transportation fuels and general economic conditions.

Strategic Shift Toward Operational Focus

The Couche-Tard Core + More strategy signals a shift toward operational execution after years of growth driven by acquisitions. The company expanded significantly over the past decade, particularly under its Circle K banner, through major global transactions.

The new strategy suggests the next phase will be more about maximizing the performance of the existing network while adding targeted, high-return adjacencies. These include food, beverage alcohol, media and services that increase customer engagement and revenue per visit.

Couche-Tard’s renewed focus on operational execution also follows years of high-profile acquisition attempts, including its unsuccessful bid for Japan-based Seven & i Holdings, parent of the global 7-Eleven chain.

From an industry perspective, the roadmap aligns with broader trends in convenience and fuel retail. Operators are expanding food and beverage programs, monetizing store traffic through media, adding services such as electric vehicle charging and car wash, and using technology to personalize offers and optimize pricing.

Couche-Tard’s updated plan positions the company to focus on operational performance while building new revenue streams, reflecting a strategy designed to balance stability in core categories with selective investment in future growth.

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Valentine’s Day becoming a bigger event for businesses: Moneris

By
Mario Toneguzzi
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Photo: cottonbro studio
Photo: cottonbro studio

As restaurants, florists and grocery stores prepare for a love-filled weekend, Moneris, Canada’s leading commerce provider, looked at how Valentine’s Day spend shifted last year to give us a glimpse of what merchants can expect this year.

The spend data shows that across key merchant categories, in 2025 total spend on Valentine’s Day increased by 46% over the previous week. Valentine’s Day is seemingly becoming a bigger event. When looking at year-over-year comparison, Canadian spend on Valentine’s Day increased by 20% from 2024 to 2025.

The businesses that benefited, according to Moneris:

  • Canadians used Valentine’s Day as a reason to go to restaurants. Compared to the previous week, restaurant spend rose 36% in 2025.  The total number of transactions at restaurants also increased by 10% week-over-week;
  • Canadians are still buying each other flowers, as florists saw a 318% increase in total spend over the previous week. The number of transactions at florists increased by 555% week-over-week;

The 88% week-over-week increase in total spend at grocery stores on Valentine’s Day might suggest that some Canadians also potentially opted to spend Valentine’s Day in. This might be date nights at home, Galentine’s Day gatherings, singles events or full family activities. The total number of transactions increased by 69% week-over-week.

What this could mean for 2026:

  • By examining shifts in transaction volume and spending patterns across regions and categories, we can uncover meaningful trends. These insights show where consumer demand was strongest, how habits evolved compared to the previous year and a practical lens for businesses to anticipate and plan for Valentine’s Day 2026;
  • With this year’s Valentine’s Day falling on a Saturday, this could further support spending by giving Canadians more flexibility to engage in the festivities all weekend long.
Sean McCormick
Sean McCormick

Sean McCormick, Vice President of Business Development, Data Services, said: “Moneris data shows that Canadians tend to ramp up their spending on Valentine’s Day, with total Canadian spend in 2025 jumping more than 46% compared to the previous week. With this event falling on a Saturday this year, and as it continues to evolve beyond a traditional dinner for two to include friends, family and at-home celebrations, businesses should expect that late-stage momentum to carry into 2026.

“Moneris data illustrates that Canadians are investing more in Valentine’s Day experiences. Last year, total Canadian spend grew over 20% compared to 2024, with restaurant spending climbing nearly 22%, highlighting how dining out remains a cornerstone of this event while other celebrations continue to expand.” 

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IKEA Canada to offer $1 breakfast in support of Breakfast Club of Canada

By
Mario Toneguzzi
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Photo: IKEA
Photo: IKEA

IKEA Canada will offer a $1 traditional breakfast at its Swedish Restaurants nationwide on Saturday, with proceeds supporting the Breakfast Club of Canada.

The one-day promotion, available to IKEA Family members from store opening until 11 a.m. on Feb. 14, directs all proceeds to the national charity, which provides school breakfast programs for children.

The retailer said the initiative is part of a broader effort to position its food and home offerings as affordable options for Canadians facing higher living costs, while also driving in-store traffic through its loyalty program.

One-day fundraiser tied to loyalty program

The $1 breakfast will be available at IKEA locations across Canada and is exclusive to members of IKEA Family, the company’s free loyalty program.

Rob Kelly, chief commercial officer at IKEA Canada, said the promotion aligns with the company’s focus on supporting at-home cooking and dining.

Rob Kelly
Rob Kelly

“Cooking and eating at home continue to play a central role in how Canadians live today,” said Kelly. “This year, we’re focused on helping people create kitchens and mealtime routines that truly support everyday life. We know that many Canadians are navigating rising costs and looking for affordable, sustainable solutions. and our goal is to make it easier to prepare and enjoy real meals at home–no matter the budget or living situation.”

IKEA Canada said a previous $1 breakfast campaign drew a strong customer response. The company did not disclose how much was raised.

Breakfast Club of Canada said the partnership supports its efforts to provide access to nutritious morning meals for children across the country.

Paul Lethbridge
Paul Lethbridge

“Every breakfast served is a moment of care that helps a child start the day ready to learn, grow, and succeed. Initiatives like this remind us that when a community comes together, we can make a meaningful difference in the lives of children. We are deeply grateful to IKEA for their continued commitment and for helping make this impact possible,” said Paul Lethbridge, Director, Corporate and Community Giving, Breakfast Club of Canada.

Broader February promotions

The breakfast fundraiser coincides with a series of limited-time February discounts aimed at cooking, dining and home furnishings categories.

For IKEA Family members, the offers include:

  • 20 per cent off cooking and eating, dining and outdoor dining products from Feb. 9 to 22
  • 20 per cent off dining furniture from Feb. 9 to 22
  • 15 per cent off rugs from Feb. 5 to 8
  • 15 per cent off cushion covers from Feb. 12 to 16
  • 15 per cent off sofas and sofa beds from Feb. 5 to 18
  • 15 per cent off LOCKEBO custom countertops from Feb. 9 to 22.
IKEA Canada serves up its $1 Breakfast — and every bite gives back (CNW Group/IKEA Canada Limited Partnership)

The company also said it recently introduced a refreshed Swedish Restaurant menu featuring globally inspired dishes, with pricing that allows a family of four to eat for about $30.

All of the February promotions, including the $1 breakfast, are available exclusively to IKEA Family members. The company said membership is free and provides access to rewards, special offers and events.

Canadian footprint

IKEA Canada, part of the Ingka Group, operates 15 stores in Canada. The global group runs 574 IKEA stores in 31 countries.

The company said it welcomed 33.3 million visitors to its Canadian stores last year and 199.9 million visitors to its website, IKEA.ca.

Founded in Sweden in 1943, IKEA is a home furnishings retailer offering a range of household products.

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Canadian Boycott of U.S. Goods Gains Measurable Traction

By
Sylvain Charlebois
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Shop Canadian signage at a store. Photo: Craig Patterson

While President Trump performs his periodic theatrics and Prime Minister Carney manages bilateral tensions — whether over the Gordie Howe Bridge or other irritants — Canadian consumers are quietly expressing their own foreign policy through the checkout line. For the first time in years, we are observing a boycott that is measurable, not merely rhetorical.

Multiple industry sources relying on scanner data from major grocers suggest that volumes of U.S.-sourced products have declined by double digits since last March. That is not statistical noise; it represents a material demand shock within specific categories.

What makes this episode different is the intensity and persistence of the political catalyst. Geopolitics is no longer an abstract concept discussed in policy circles. It is televised daily. Trade threats, tariff rhetoric, diplomatic friction and public confrontation are broadcast into Canadian living rooms in real time. For many households, the grocery store has become one of the few places where they feel they can register disapproval of the Trump administration’s posture toward Canada. Consumer substitution is being reinforced not by a single event, but by a continuous media loop reminding Canadians of why they are frustrated.

Survey evidence reflects this reality. More than half of Canadian consumers report that they continue to avoid American products in their day-to-day purchases, well beyond the initial political trigger. When consumer substitution persists for months rather than weeks, we are no longer dealing with a symbolic protest. We are observing a behavioural adjustment rooted in identity, economic sovereignty, and policy disagreement. Policymakers and businesses should not dismiss this as episodic nationalism. When purchasing decisions intersect with sustained political visibility, shifts can endure.

Skepticism toward survey data is healthy. But in this case, retail sales appear to corroborate the attitudinal data. Canada has seen this before.

The most instructive precedent remains the so-called “ketchup wars.” When Heinz closed its Leamington, Ontario plant in 2013, it created an economic vacuum that French’s strategically filled by sourcing Canadian-grown tomatoes and appealing directly to consumer nationalism. When Loblaw Companies Limited initially limited French’s distribution, shoppers responded forcefully. Social media campaigns framed the issue as support for Canadian farmers versus a multinational that had exited the country. Retail strategy adjusted accordingly.

The outcome was instructive. Consumer pressure reshaped the ketchup category and ultimately influenced Kraft Heinz to restore domestic ketchup production a few years ago at its Mont-Royal facility in Montreal. What began as a delisting dispute evolved into a case study in how coordinated consumer behaviour can alter corporate supply-chain decisions.

The question now is whether today’s measurable pushback against American products will produce similar structural adjustments. Canadian grocery shelves have become increasingly internationalized over the past two decades, even as food inflation remains elevated. Substitution away from U.S. products does not automatically lower prices. In fact, replacing efficient large-scale suppliers with smaller domestic producers can increase unit costs if scale is insufficient.

If this moment is to generate lasting economic benefit, the focus must shift from symbolic substitution to structural reform. Canada’s food sector is populated by too many subscale firms constrained by fragmented provincial markets. Eliminating interprovincial trade barriers would allow domestic companies to scale production, reduce per-unit costs, and compete more effectively — not just against U.S. imports, but globally.

Consumer activism can influence markets. The ketchup episode proved that. But boycotts alone do not build competitiveness.

If Canadians are voting with their dollars, policymakers should respond by making it easier for Canadian firms to grow.

Let’s not waste a measurable shift in consumer behaviour.

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SmartCentres Real Estate Investment Trust Releases Fourth Quarter and Full Year Results for 2025

By
Mario Toneguzzi
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Premium Outlets Montreal. Photo: SmartCentres REIT

SmartCentres Real Estate Investment Trust has announced its financial and operating results for the three months and year ended December 31, 2025.

“Reflecting on our 2025 results, I am pleased with our strong financial and operational performance,” said Mitchell Goldhar, CEO of SmartCentres. “Our net operating income has shown steady and consistent growth through the year fueled by strong leasing momentum in all retail categories, resulting in an industry-leading 98.6% in-place and committed occupancy rate at year-end. Same property NOI continued to deliver strong results, growing 3.7% over the year and 5.6% excluding anchor tenants. The strong interest from tenants resulted in leasing 430,000 square feet of vacant space with strong rent growth of 6.3% on lease extensions and an additional 125,000 square feet of new-build retail. 

Mitchell Goldhar
Mitchell Goldhar

“Our mixed-use development pipeline continues to add to the bottom-line with the completion of three self-storage facilities in 2025 bringing the total to 14 operating properties with an additional four sites under construction and four in process of obtaining municipal approvals. During Q4, we opened the long awaited new Walmart store at our South Oakville shopping centre. We also strengthened our balance sheet by increasing the unencumbered asset pool to over $10 billion and extending the weighted average term of our debt.”

2025 Fourth Quarter Highlights

Retail Operations

  • Industry-leading in-place and committed occupancy rate of 98.6% as of December 31, 2025.
  • Robust customer traffic and a solid tenant base continued to drive Same Properties NOI(1) growth for the three months and year ended December 31, 2025, which increased by 2.9% and 3.7% (5.1% and 5.6% excluding anchors), respectively, compared to the same periods in 2024, primarily due to lease-up and renewal activities mainly from retail properties, as well as stabilization of occupancy levels in self-storage facilities and rentals apartments, partially offset by a higher provision for expected credit loss.
  • Leasing momentum remained resilient, with approximately 35,500 square feet of vacant space leased during the quarter, resulting in a total of approximately 430,000 square feet leased in 2025. In addition, growing demand for new-build retail continues with approximately 33,000 square feet executed during the quarter, resulting in a total of approximately 125,000 square feet executed during the year.
  • Lease extensions continued to perform well, with strong rent growth of 8.4% (excluding anchors) and 6.3% (including anchors).

Development

  • Opened three new self-storage facilities in 2025 at Toronto (Gilbert Ave.), Toronto (Jane St.), and Dorval (St-Regis Blvd.), bringing the total number of operating self-storage properties in the portfolio to 14. Construction of self-storage facilities is underway at Montreal (Notre Dame St. W) and Laval E, Quebec, and at Burnaby and Victoria, British Columbia. The Montreal and Laval E facilities are expected to open in Q2 2026. Both British Columbia projects are expected to open in 2027. The Trust is also in the process of obtaining municipal approvals for four sites in Ontario, British Columbia, and Alberta.
  • Construction of Phase I of the Vaughan NW townhomes is now virtually complete, with seven units closed in Q4 2025. As at December 31, 2025, a total of 118 out of the 120 units in Phase I have closed.
  • Construction of the ArtWalk condo Tower A in the Vaughan Metropolitan Centre continues to advance as planned, with approximately 93% of the 340 units pre-sold. The underground parking structure is progressing, the slab-on-grade has been completed, and the first section of the ground floor slab was completed during the quarter. Initial closings on completed units are expected to commence in 2027.
  • Construction of the 200,000 square foot Canadian Tire flagship store on Laird Drive in Toronto continues on schedule, with possession expected in Q3 2026.
  • Submitted for Site Plan approval in 2025, for a net new 85,000 square feet (17%) increase in the square footage of Toronto Premium Outlets, for which construction is planned to commence this summer and includes a new four-storey parking garage. 

Financial

  • Net rental income and other for the three months ended December 31, 2025 was $143.6 million, representing an increase of $2.0 million or 1.4% as compared to the same period in 2024. The increase was primarily from lease-up activities and higher net recoveries, partially offset by lower residential sales caused by fewer townhomes closings.
  • FFO per Unit(1) for the three months ended December 31, 2025, was $0.54 compared to $0.53 for the same period in 2024. The increase was primarily due to higher NOI from lease-up activities and higher net recoveries as well as changes in fair value adjustment on TRS resulting from fluctuations in the Trust’s Unit price, partially offset by higher interest expense, and higher general and administrative expense. FFO with adjustments per Unit(1) for the three months ended December 31, 2025, was $0.54 compared to $0.56 for the same period in 2024. The decrease was mainly attributable to higher net interest expense and general and administrative expense, partially offset by higher NOI.
  • Net income and comprehensive income for the three months ended December 31, 2025, decreased by $11.7 million as compared to the same period in 2024. The decrease was mainly attributable to a $6.3 million decrease in fair value adjustment on financial instruments for the period, primarily due to mark-to-market adjustments for interest rate swaps and a fair value change in units classified as liabilities due to a decrease in the Trust’s Unit price and a $4.1 million decrease in the fair value gain on investment properties.

SmartCentres is one of Canada’s largest fully integrated REITs, with a best-in-class and growing mixed-use portfolio featuring 198 strategically located properties in communities across the country. SmartCentres has approximately $12.1 billion in assets consisting of income producing value-oriented retail, purpose-built rental, first-class office and self-storage properties. SmartCentres owns 35.6 million square feet of leasable space with 98.6% in place and committed occupancy, on 3,500 acres of owned land across Canada.

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