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In-Store Branding That Works: How Custom Stickers and Marketing Materials Drive Foot Traffic, Engagement & Conversion

 Why you can’t ignore physical branding in-store

At Retail Insider, we speak with retailers across Canada every week. One theme keeps coming up in those chats: people still decide to step inside a shop because of what they see and feel on the street and at the door. Screens help, no doubt. But the curb, the glass, the floor, the shelves, the windows and the checkout still do heavy lifting.

Think about a store you passed last week that pulled you in. Odds are it wasn’t a social post that did it. It was a clean window cling that made a promise. A floor marker that hinted at a path. A small sticker on a display that made you pause. That is the work of in-store branding, and it shows up at eye level, hand level, and even underfoot.

Well-made stickers, decals, and print pieces give you control over those small moments. They set expectations before someone crosses the threshold, guide the path once inside, and keep momentum right up to the tap at the terminal. The rest of this piece breaks down what to use, where it pays off, and how to execute without clutter or confusion.

As a practical throughline, we will keep coming back to three outcomes: pull more people in, help them spend more time with the right products, and make it easier for them to buy. That is the whole point.

 Define the assets you’ll want to consider

 Custom stickers and decals

This bucket covers vinyl window graphics, door hours stickers, die-cut brand marks for fixtures, floor arrows and footprints, price dots, and labels for bundles or seasonal sets. The common thread: they are cut to your shape, printed to your palette, and sized for the surface you own. Good vinyl holds colour under bright light, removes cleanly, and includes finishes that add grip underfoot where needed.

The win is precision. You are not stuck with a one-size template. You can scale a logo for a pillar, add slip-rated laminate for an aisle, or run a batch of small stickers for a pop-up table without changing your broader system.

 Other print and in-store materials

Shelf talkers, danglers, small easel cards, table tents, counter mats, banners, postcards for takeaways, bag stuffers, and simple brochures all sit in this family. They reinforce what your decals start and give a customer a reason to touch, scan, or take something with them.

 Why “custom” matters rather than generic

Generic signage blends into the background. Custom assets match your colours, use your voice, and speak to a local audience. A Toronto flagship may need bilingual pricing details. A store near a campus may want a student callout. You can tune message length, font size, and placement for the distance and light in each spot. That level of control is what sticks in memory and separates your space from the shop next door.

Before we get into placement, a quick note on production partners. If you do not have a go-to source yet, a one-stop option like Jukebox can simplify the process for stickers and related print pieces. As the Jukebox team put it, “Our focus is simple – consistent print quality, reliable timelines, and materials that look good and last, so retailers can roll out store visuals with confidence and keep the experience consistent across locations.” 

That mindset frees store teams to focus on message and placement, not firefighting.

Attracting customers through visuals and physical cues

 Window and storefront decals as attention grabbers

Street-facing glass is the first handshake. High-contrast window clings with short copy do the most work here. Keep it to a single offer or a single theme per pane. If you run a narrow frontage, stack the message vertically and anchor it at average eye height. Stores with deep awnings or tinted glass should use bolder colour and thicker stroke weights to stay legible from the sidewalk.

A simple exercise helps: stand 10 steps back at midday and again at dusk. If your message fades at either time, bump thickness, shorten the line, or move the piece.

 Floor graphics and directional decals to guide visitors

Once inside, floor decals act like on-the-ground wayfinding. Arrows to new arrivals, footprints to a tasting table, numbers for a three-step demo, or a strip that defines a queue. Use matte finishes to cut glare, keep edges rounded to avoid lift, and set copy large enough to read while walking. Good floor graphics pull traffic to zones that need it and reduce crowding where you don’t.

 In-store promotional stickers and print pieces that invite quick stops

Small elements near the hand are underrated. Think price dots with a callout, a die-cut badge on a shelf clip that says New this week, or a peel-and-keep sticker that matches your season. These are the prompts that turn a glance into a reach. Keep copy to five words or fewer, stick to one verb, and anchor the piece close to the product so the brain connects the dots in one step.

All of this sets up the next layer: keeping people involved once they are inside and curious.

 From simply being seen to being experienced

 Branding consistency across surfaces

Colour drift and mixed fonts kill momentum. Pick one palette and one type pair and carry it through windows, floors, shelves, and checkout. If your brand uses a secondary accent, reserve it for offers and time-bound notices so the eye learns what deserves extra attention. Align tone as well. If your voice is plain spoken, keep it that way on every sticker and card.

 Interactive and tactile elements

Give people something to do. A QR on a sticker that loads a 20 second demo. A peelable badge that kids can take. A shelf talker with a texture swatch for a new fabric. A small counter mat with a checklist for a makeup routine. These simple touches add dwell time and help staff start conversations. If you add QR, test it from two steps away and on a mid-range phone to avoid scan misses.

 Seasonal or campaign updates made simple

Removable vinyl and short-run print help store teams keep pace with seasons and promos without reworking fixtures. Build a small calendar for swaps and use repeatable sizes so reprints drop into the same spots. That keeps costs steady and speeds install because staff already know where each piece belongs.

 Creating micro-moments of engagement

Think small and specific: a sticker on a cooler that says Try the new flavour now, a decal on the floor that marks a photo spot for a capsule launch, or a shelf card that says Press here to feel the lining. These touches are easy to plan and often lead to product in hand, which is where conversion starts to climb.

With the experience dialed in, the next step is making sure all those moments lead to a clear choice and a clean path to purchase.

 How these materials help turn browsers into buyers

 Strategic placement at decision points

Decision points happen at the shelf, in front of a mirror, beside a demo, and at checkout. Use small, high-contrast stickers and neat shelf talkers at eye and hand level to reinforce the next step: Add to cart, Pick your size, Scan for fit tips, or Ask us for a sample. Keep one clear message per location. Too many layers slow people down.

 Reinforcing offers and urgency

Limited time works, but it needs discipline. Time-bound stickers should carry dates or a clear window, and they should come down the day after. Colour-code them so staff can sweep and remove quickly. If you use price dots, align hues with discount tiers so regular shoppers learn the system.

 Simplifying choice and reducing friction

Confusion kills conversion. Use bold, consistent signage to sort by benefit, use case, or size. If you sell bundles, add a simple checklist on a small card to show what is inside. For categories with many variants, run a short how-to card with three steps. Make it readable from arm’s length and keep the verbs plain.

 Supporting pickup and loyalty

Your physical assets can bridge to your app or CRM without stealing focus. A small QR near checkout that enrolls people in a points program. A sticker on the door that calls out pickup hours. A card that explains returns. Tie each prompt to one action so it does not compete with the sale you have right now.

To help plan where and how to deploy, the following table maps common assets to goals, best placement, and quick notes on install.

Store Asset Planner

Asset typePrimary goalBest placementTypical install timeNotes
Window clingPull foot trafficStreet-facing glass at eye level10 to 20 minutes per paneHigh contrast, short copy, test legibility at 10 steps
Floor decalGuide movementEntrances, promo zones, queues5 to 10 minutes eachMatte finish, rounded corners, confirm slip rating
Shelf talkerPrompt product touchEye-level shelves, endcaps2 to 5 minutes eachOne benefit per card, keep fonts large
Price dot or badge stickerClarify offerShelf edge near price labelUnder 1 minute eachColour-code by offer level and date for easy sweeps
Counter tent or easel cardReinforce decisionDemo tables, fitting rooms, checkout2 to 3 minutes eachUse simple icons and one call to action
Takeaway postcardContinue the storyBag stuffer at checkoutBatch dropLink to how-to pages, new arrivals, or events

Why this matters: teams often buy materials before planning placement. Flipping the order saves budget and speeds execution. Start with goals and zones, then match the format. With the plan set, you can brief staff, stage materials, and roll out in a morning. Now, let’s turn that plan into steps your team can follow without guesswork.

 How to plan and execute effective in-store branding with custom stickers and print

 Audit your space and touchpoints

Walk the store as a customer would. From the sidewalk to checkout, list every pause point. Snap photos and mark glare, sightlines, and traffic paths. Note fixtures that move often, since those need removable assets.

 Define your message and visual look

Write the story first. Is it a new line, seasonal drop, or service upgrade. Pick two or three key lines and stick with them. Set your colour and type choices once and apply them across all pieces. If your team shares a file kit, include sizes and clear margins so nothing gets cramped on press.

 Select materials and formats

Map each message to a format. Window claim goes on a cling, a new path needs floor arrows, a bundle needs a shelf talker and a price dot, a tasting needs a counter mat. Choose finishes based on light, traffic, and cleaning routines. If floors get mopped nightly, pick a laminate that can handle it.

 Placement strategy and messaging

Create a simple map of your store and drop pins where each piece will live. Add the exact copy to each pin so staff know what goes where. Keep copy short and specific. Test-read everything from the distance it will be seen.

 Installation and upkeep

Clean surfaces with the right solution, avoid lint, and apply slow. Train staff on removal so you do not damage paint or lift fibers. Set a weekly sweep for tears, edges, and outdated offers. Fresh always looks better than more.

 Measure, learn, repeat

Pick a few easy metrics: door counts, zone dwell time, unit sales on featured items, attachment rate on bundles, and loyalty sign-ups. Track them for two weeks before and two weeks after a rollout. Share a one-page readout with photos so the team sees what moved the needle.

With the plan on paper, it helps to flag a few traps that can trip up even seasoned teams.

 Risks and mistakes to avoid when rolling out in-store branding

Too many messages make the store feel noisy. Limit each zone to one main idea. Poor material choice leads to peeling corners or slick floors. Match finish to use and confirm ratings where needed. Inconsistent colours and fonts break trust. Keep a brand kit and enforce it across vendors. Ignoring traffic flow wastes good messages. Place prompts where eyes and hands already go. Letting promos linger past their date makes a store feel sleepy. Build a takedown habit and stick to it. Skipping measurement hides the real wins. Even a simple before and after door count tied to a window change tells you a lot.

Address those points, and your stickers, clings, and cards will work like a quiet team that never takes a day off.

 Bringing it all together

The goal is straightforward: more visitors stop, more shoppers spend time where it matters, and more baskets include the items you planned for. Custom stickers, decals, and print pieces serve that plan because they show up right where choices are made. Start at the glass with a single clear promise. Guide the path with floor and shelf prompts. Close the loop with simple messages at decision points. Use one set of colours and fonts so the whole space reads as one idea.

Pick one zone this week and run a small test. Put a tight message on the window, a short path on the floor, and a single callout at the shelf. Track the numbers for two weeks and look at the photos side by side. If the move works, roll it across the rest of your store. If not, change the copy or the placement, not everything at once.

Retailers across Canada are doing exactly that, and the payoff shows up in foot traffic, dwell time, and conversion. The materials are simple. The impact is real. The store does the talking.

Scarborough Shooting Stars announce retail exec Drew Green as franchise’s new co-owner

Image: Drew Green, INDOCHINO CEO

The Scarborough Shooting Stars of the Canadian Elite Basketball League (CEBL) announced Friday that award-winning entrepreneur and business leader Drew Green has joined the franchise’s ownership group alongside existing co-owners of the CEBL and Scarbough Shooting Stars, Sam Ibrahim, Niko Carino and Giancarlo Falcioni.

Green, a visionary Canadian executive and the founder of one of the world’s fastest-growing apparel brands, brings more than 25 years of leadership experience building global companies, forming strategic partnerships, and driving community impact. As the long-time Chairman and CEO of INDOCHINO, Green led the company’s transformation into a global retail powerhouse securing over $100 million in strategic investments and expanding to over 100 retail locations across North America, and delivering INDOCHINO to over 50 countries the past decade, said the basketball team.

Under his leadership, INDOCHINO sold over a billion dollars worldwide and formed partnerships with hundreds of athletes, celebrities, and professional sports teams across the MLB, NHL, NBA, and NFL, it added.

Image: Drew Green, INDOCHINO CEO

“Joining the Scarborough Shooting Stars is an incredible honour,” said Green. “I’m a Scarborough kid through and through. This community shaped who I am and I’ve always believed in the power of Basketball to unite people, inspire youth and showcase the best of Canadian talent and culture.

“Scarborough represents everything good about Canada, with the community known for energy, ambition and resilience – values that align with everything I stand for. Together, we are going to build something special for our fans and our city. Could not be more grateful for the opportunity, or excited about the impact we will have on the community.”

In his role as franchise partner, Green will work closely with the ownership team to strengthen
the club’s community connections, enhance fan experience, and expand the organization’s
reach both in Canada and internationally.

Green has been recognized with numerous honours, including the Lifetime Innovation in Retail Award (2017), Retailer of the Year by Chain Store Age (2018), EY Entrepreneur of the Year (2018), and most recently the King Charles Coronation Medal (2025) for his contributions to business and the community across Canada and globally. In 2019, Canadian Business ranked INDOCHINO the #1 fastest-growing Canadian retailer globally, and #3 among retailers with revenues over $100 million.

Beyond his business achievements, Green is deeply committed to education and philanthropy. He serves on the Board of Governors at York University, his alma mater, and has sponsored annual scholarships for student-athletes at both York University and the University of British Columbia the past decade through the Drew Green Award established at each University.

Drew Green (CNW Group/Indochino Apparel Inc.)

“We’re incredibly excited to welcome Drew to the Shooting Stars family,” said Sam Ibrahim, Co-
Owner of the Scarborough Shooting Stars. “He’s an exceptional leader with a proven ability to build world-class brands and organizations. His passion for community, business and sport will help us take the Shooting Stars to new heights.”

“Drew’s track record speaks for itself,” added Niko Carino, Co-Owner of the Shooting Stars. “He brings not just business acumen but a genuine commitment to our fans, players and the community. His involvement marks a new chapter for our franchise.”

“Drew’s energy and vision fit perfectly with what we’ve been building in Scarborough, something that’s bigger than basketball. We’re thrilled to have him on board as we continue to grow the game and give back to our community,” said Giancarlo Falcioni.

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Chicken Shortages Push Canadian Retail Prices Higher

Chicken in a Canadian grocery store. Photo: Chicken.ca

In theory, supply management is designed to protect both farmers and consumers — a uniquely Canadian invention meant to ensure stability, fairness, and predictability in our food supply. But 2025 has shown how fragile that promise has become. Canada is now facing one of the most severe chicken shortages in recent history, and consumers — not farmers or processors — are paying the price.

For decades, chicken has been the steady protein of the Canadian diet: versatile, affordable, and insulated from global price swings. Yet this year, the system meant to guarantee a consistent supply simply failed. The Chicken Farmers of Canada, the agency that sets production quotas in eight-week “A-periods,” has underproduced for nine consecutive cycles — something unseen in over forty years.

Supply management rests on three pillars: domestic production, controlled imports, and storage reserves. When one falters, the other two usually cushion the impact. This time, all three failed at once. After an oversupply in late 2023, the industry reduced allocations to avoid another glut heading into the 2024 holiday season. It was a cautious move that backfired. By early 2025, demand rebounded sharply as record-high beef prices sent households searching for cheaper animal protein. Imports were exhausted months early, and frozen reserves were never replenished. By spring, Canada had burned through every safety valve.

Data obtained by the Agri-Food Analytics Lab reveal just how serious the situation became. Wholesale chicken breast prices climbed to $732 per 100 kg in late October 2025 — up 150 dollars from last year, a new record. Even the whole-bird index hit $542, up more than 70 dollars year over year. Wholesale wing prices rose to $573, roughly 12 percent higher than last October, while leg prices — the only category not restricted by quota — actually dropped, underscoring how distorted the system has become. These record-high prices have persisted for most of 2025, a sign that demand has far outpaced supply across the country.

Imports, normally a release valve, could not keep up. According to the CARI Importer’s Edge, chicken imports under trade quotas totalled 110.9 million kg year-to-date, nearly 20 percent higher than the same period last year. The surge was driven largely by the United States, which has shipped almost three times more chicken to Canada than in 2024 — up 190 percent to 2.25 million kg so far. Most Canadians have no idea they are eating far more American chicken than before, a sensitive reality given current U.S.–Canada trade tensions. What’s more, nearly all of Canada’s 2025 import quota has already been used, leaving “the remaining TRQ in strong hands,” according to importers. With limited room to maneuver, Canada is now paying world-record prices for a product that is plentiful and cheap just south of the border.

The situation was compounded by government inaction. When production lagged, processors requested about three million kilograms of emergency import permits — a routine mechanism meant to stabilize supply. Ottawa approved less than 10 percent of the request. Officials insisted production was “on plan.” But when store shelves are bare and prices have never been higher, “on plan” doesn’t mean much to families trying to put dinner on the table. By denying those permits, the federal government effectively locked the shortage in place.

The structure of the industry meant the pain wasn’t shared evenly. Large processors such as Maple Leaf and Olymel met their commitments to major grocers like Costco and Walmart. Smaller processors and restaurants, however, were left scrambling — forced to pay inflated spot-market prices or buy grey-market poultry from the U.S. just to stay open. Farmers enjoyed solid returns from tighter supply, and processors saw record margins, but small businesses and consumers paid the price.

This is not how supply management is supposed to function. The very rigidity that once brought order now prevents the system from reacting to shocks. Once production targets are set, correcting an error can take months. In a world of inflation, erratic consumer habits, and climate-related volatility, that kind of lag is no longer acceptable. When the market signals a shortage, the response cannot be to wait for the next allocation cycle.

The lesson from 2025 is clear: the system didn’t fail because Canadians ate too much chicken or farmers produced too little. It failed because Canada’s supply-management framework is too slow, too bureaucratic, and too disconnected from real-time market conditions. A structure built to resist volatility has instead amplified it. By refusing to issue timely import permits, Ottawa let prices spiral and signaled that stability now means scarcity.

This could have been an opportunity. With beef prices soaring, Canadian chicken could have become the affordable protein households turned to. Instead, a once-reliable staple became, almost overnight, a luxury item. Beyond grocery bills, the shortage eroded public trust in a system that’s supposed to balance fairness for farmers with affordability for consumers.

Supply management is not inherently flawed. But it must evolve. Allocations should align with real demand, emergency import mechanisms must trigger automatically when shortages arise, and transparency must replace complacency. Canadians deserve a system that responds to market reality, not one that hides behind bureaucracy.

Because when a country that prides itself on food security can’t even keep chicken on the table, it’s not just a supply issue — it’s a policy failure.

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Frette to Open First Canadian Store in Toronto

Future location for Frette at 12 Hazelton Avenue in Toronto, October 2025. Photo: Craig Patterson

Luxury linen brand Frette will open its first Canadian retail store at 12 Hazelton Avenue in Toronto’s Bloor-Yorkville district. Signage for the boutique recently went up, confirming the arrival of one of Italy’s oldest and most prestigious linen houses in Canada.

The location was formerly home to Gallery Gevik (now at 198a Davenport Rd). The new Frette store joins a growing lineup of international luxury retailers transforming Hazelton Avenue into one of Toronto’s most exclusive shopping streets.

The Frette Toronto store will mark the company’s debut in the Canadian retail market. For years, Canadian customers have had access only through a handful of upscale partners including David’s Fine Linens and Palais Royal House & Home in Toronto, Maison Lipari in Montreal, and Atkinson’s of Vancouver.

The new Toronto boutique represents a shift from wholesale distribution toward direct retail engagement. Frette is expected to offer its full assortment of luxury bed and bath linens, home décor, and loungewear, along with its signature personalization and bespoke services that include monogramming and custom embroidery.

The CBRE Toronto Urban Retail Team, including Arlin Markowitz, Alex Edmison and Jackson Turner, negotiated the lease deal for Frette.

Future Frette on Hazelton Avenue in Toronto, October 2025. Photo: Craig Patterson

Hazelton Avenue’s Growing Luxury Cluster

Hazelton Avenue, located just off Yorkville Avenue, continues to attract luxury and designer retailers looking for distinctive storefronts in a more intimate setting. The new Frette Toronto store will open next to Derek Rose, the UK-based luxury cashmere and loungewear brand that opened in the same building last year.

Other retailers on the block include SuitSupply, Le Labo, Caudalie Spa, Atelier Munro, Rodd & Gunn, James Perse, and Hästens. In the past couple of years, brands such as Audemars Piguet and The Row have also been said to have explored opportunities along the street.

The Frette boutique’s proximity to Yorkville Village, located directly behind it, adds further synergy with the area’s evolving retail mix. The broader Yorkville area now includes flagships for Chanel, Balenciaga, Stone Island, Brunello Cucinelli, Kiton, and Christian Louboutin, underscoring the district’s growing role as Canada’s leading urban luxury retail hub.

Hazelton Avenue in Toronto, October 2025. Photo: Craig Patterson
Frette’s newest flagship opened in October 2025 in Shanghai. Image: Frette via ADS74

A Storied Brand with Global Prestige

Founded in 1860, Frette is internationally recognized for its craftsmanship and heritage. Originally based in Grenoble, France, the company later moved to Monza and Milan, where it remains headquartered. Frette’s linens have been used by more than 500 European royal families and can be found in luxury hotels around the world, including Ritz-Carlton, St. Regis, Peninsula, and Rosewood properties.

Frette’s manufacturing process combines extra-long staple cotton, silk, and cashmere, using both traditional and modern jacquard looms to create intricate brocade and damask designs. Each piece undergoes a proprietary finishing process to achieve the soft, lustrous quality that defines the brand.

Its reputation for refinement and exclusivity has made it a trusted supplier for iconic institutions, from St. Peter’s Basilica to the Orient Express.

Display inside Frette’s newest flagship in Shanghai. Image: Frette via ADS74

Expanding Retail Network

The Frette Toronto store forms part of the brand’s current global expansion under CEO Filippo Arnaboldi, who has repositioned the company as a broader luxury lifestyle brand. Frette operates more than 100 boutiques worldwide, with flagship locations in Milan, Paris, London, New York, Hong Kong, and Shanghai.

In North America, Frette operates stores in New York City, Boston, Beverly Hills, Aspen, Houston, Palo Alto, and Miami’s Bal Harbour Shops, as well as outlets in Woodbury Common, Desert Hills, and Sawgrass Mills. The company’s new retail format, introduced at its Shanghai flagship in October 2025, emphasizes experience-based shopping with digital customization tools and private consultation areas.

Inside Frette’s newest flagship in Shanghai. Image: Frette via ADS74

Focus on Lifestyle and Hospitality

Beyond its core bedding and bath lines, Frette has expanded into home accessories, loungewear, and fragrances. The company also continues to grow its luxury hospitality partnerships, supplying custom linens to more than 1,000 hotels worldwide.

Arnaboldi has described Frette’s evolution as a shift “from linens to lifestyle,” positioning the brand to serve both residential and hospitality clients with cohesive design offerings. This diversification strategy has been central to Frette’s growth across Asia, Europe, and North America.

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Local Line enhances connection between farmers and consumers

Photo: Local Line
Photo: Local Line

Cole Jones, founder and CEO of Local Line, says his company is helping family farmers sell products directly to customers while shortening food supply chains.

Founded in 2015, Local Line initially started as a student project at Laurier University. Jones said the company’s current business model took shape in 2018, focusing on a software-based marketplace connecting farmers with buyers such as restaurants, grocers, distributors, and institutions.

“We build technology to help shorten our food supply chains,” Jones said. “We work with family farmers who want to sell their products directly to the customer. Most of the time, that is a restaurant, a grocer, or a distributor.”

The platform includes tools for farmers to manage inventory, payments, invoicing, and deliveries, while buyers can track locally grown products and volumes.

Jones said the idea for Local Line came from conversations with farmers at the St. Jacobs Farmers’ Market north of Waterloo, who told him that traditional markets were rarely profitable.

Cole Jones
Cole Jones

“I became very interested in trying to build a better channel for farmers to sell to customers profitably,” he said.

“They didn’t have very many long-term sustainable options.

“By the time we got to 2017, 2018, it became obvious that the best way for us to build a business and have impact was to start with software . . . Make it a marketplace where all parties can come on and transact.”

In its earliest version, Jones was selling mostly Mennonite local food products to chefs in downtown Kitchener. He did that as a student and learned about supply chain and how chefs buy and farmers sell.

Local Line has since expanded internationally, with more than 10,000 active farmers and paying customers in 14 countries. The company’s largest market is the United States, where it works with buyers in all 50 states, including companies like Chipotle, Sweetgreen, Whole Foods, and Tops. Canada is its second-largest market, and it also has users in Europe, Australia, and New Zealand.

Looking ahead, Jones said Local Line aims to achieve a gross merchandise volume of $100 billion on an annual basis and to support one million small family farms worldwide.

On a day-to-day basis, he is surprised by the company’s immense growth. But “I always feel like we should be further ahead and have done more,” he said. “But when you take a moment to reflect and think about some of the impact that we’ve had and some of the farmers we’ve had the chance to help, then yes, of course, you feel like, wow, this actually turned into something maybe that I didn’t expect it to back then.”

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Egg Club expands Canadian breakfast brand

Egg Club Liberty Village (Image: Egg Club)

 When Jason Yu first envisioned Egg Club, a fast-casual breakfast brand dedicated to egg sandwiches, he saw an opportunity to reinvent a familiar favourite.

“We started in 2020, but I actually had the idea back in 2018,” said Yu, president of Egg Club. “It took about two years to develop the brand. We officially opened our first location in September 2020.”

The first restaurant opened in downtown Toronto. Since then, the chain has expanded to 10 locations across Canada, including sites in Toronto, North York, Calgary, Ottawa, Waterloo and Liberty Village.

Yu said the concept is built around simplicity and quality. “We’re a fast-casual breakfast place that serves egg sandwiches. Our specialty is egg sandwiches,” he said. “We have a really limited menu, but we focus heavily on doing that one thing very well.”

The inspiration came from what Yu saw as a gap in the breakfast and lunch market. “Back in 2018, the only dominant players were McDonald’s, Tim Hortons and Starbucks and we all know their food isn’t great,” he said. “So I had the idea to build a breakfast place that’s made-to-order, a little more premium, where people can get a high-quality egg sandwich.”

Photo: Egg Club
Photo: Egg Club

Yu said the brand’s success stems from taking a timeless staple and giving it a modern twist. “People know eggs, people know bread. We just combined the two in a more modern, high-quality way,” he said. “We wanted to take something people eat daily and make it high-quality, fun and better than other options in the market, while still keeping prices competitive.”

Egg Club’s footprint continues to grow, with 10 more locations planned by the end of 2026. “Right now we’re planning for Vancouver, a few more in the GTA, one more in Ottawa, two more in Edmonton, and a few in Quebec as well,” Yu said.

When choosing new locations, Yu said the company targets areas with high pedestrian traffic. “We like busy areas with high foot traffic. That’s ideal for us because we’re a grab-and-go concept,” he said. “Our target customers are people on the go who want a quick breakfast or lunch, but still want something high-quality at a competitive price.”

Egg Club locations range from 450 to 1,200 square feet, with seating available in larger stores. “Anything above roughly 650 square feet, we start adding seating,” Yu said.

For Yu, Egg Club represents more than a breakfast spot. It’s about bringing care and creativity to something Canadians already love. “We wanted to revolutionize the old, boring egg sandwich into something new and hip,” he said.

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SENTALER Marks 16th Anniversary with Bold Retail Expansion

SENTALER pop-up at Yorkdale in Toronto. Photo: George Pimentel Photography

Canadian luxury outerwear brand SENTALER is entering a dynamic new phase, celebrating its sixteenth anniversary with a milestone expansion across North America. Founded in Toronto by Bojana Sentaler in 2009, the brand has become a hallmark of craftsmanship, refinement, and ethical luxury. This year, SENTALER is embarking on its largest retail growth initiative to date, introducing new boutiques in Toronto and New York City while launching its Suite Sixteen Trunk Show Tour across major U.S. cities.

“It’s hard to believe SENTALER is turning sixteen—and at the same time, it feels like we’re just getting started,” says Bojana Sentaler, Founder, President, and Creative Director. “This anniversary isn’t about looking back. It’s about expansion, innovation, and gratitude. Opening on Madison Avenue is a dream realized, a moment that defines SENTALER’s new era of growth and celebrates all of our clients who have supported us since day one.”

Bojana Sentaler

As part of this expansion, SENTALER will open two new seasonal boutiques for the 2025 holiday season. The Toronto boutique debuted on October 23, at Yorkdale Shopping Centre and will remain open through December 31. The brand will inaugurate its first standalone U.S. store at 803 Madison Avenue in New York City on November 20, also running through year’s end.

The Madison Avenue boutique represents a pivotal step in SENTALER’s global retail ambitions, strategically situating the label among the world’s most prestigious luxury brands.

“Madison Avenue represents the pinnacle of luxury and timeless sophistication,” says Sentaler. “For SENTALER, opening our first U.S. store there feels both natural and symbolic. The Upper East Side is home to many of our clients, and Madison Avenue reflects the lifestyle they lead—refined, global, and quietly confident.”

The decision to expand to both Yorkdale and Madison Avenue is rooted in connecting with the core SENTALER client base while introducing the brand’s hallmark of quiet luxury to new audiences. “Yorkdale represents a natural expansion for us,” adds Sentaler. “Many of our clients frequent the shopping centre, and its luxury brand mix aligns perfectly with SENTALER’s positioning.”

SENTALER pop-up store at Yorkdale in Toronto. Photo: George Pimentel Photography

A Vision for Permanent Boutiques

While the Yorkdale and Madison Avenue boutiques will operate as seasonal pop-ups, Sentaler confirms that permanent retail spaces are part of the brand’s broader strategy.

“Expanding with permanent brick-and-mortar locations across North America and beyond is part of SENTALER’s long-term vision,” she explains. “Both Yorkdale and Madison Avenue are strategic regions that feel like a natural fit for the brand. These markets were chosen to offer clients a more personal and elevated connection to SENTALER, and both remain central to our long-term retail expansion strategy.”

When asked what determines where SENTALER will plant permanent roots, Sentaler emphasizes client feedback and experience. “We’re focused on listening, understanding our clients’ needs, their preferences, and how they want to experience the brand. Yorkdale and Madison Avenue sit at the heart of where the SENTALER client lives and shops. The question isn’t if we’ll establish a permanent presence in these markets — it’s when.”

Future SENTALER pop-up at 803 Madison Avenue in New York City. Image: New York YIMBY

Suite Sixteen Trunk Show Tour: Luxury on the Move

Coinciding with the boutique openings is SENTALER’s Suite Sixteen Trunk Show Tour, a luxury retail experience that brings the brand’s craftsmanship directly to clients in key U.S. markets. The tour will visit three prestigious destinations:

  • Chicago, IL – November 7–9, at the Waldorf Astoria Chicago
  • Beverly Hills, CA – December 5–7, at the Four Seasons Los Angeles at Beverly Hills
  • Park City, UT – December 12–14, at the Waldorf Astoria Park City

These events will feature private shopping appointments, personalized styling sessions, and limited-edition access to SENTALER’s most coveted pieces. The initiative reflects the brand’s growing emphasis on immersive and experiential retail.

“The Suite Sixteen Trunk Show Tour evolved from our private shopping appointments, which our clients love for their exclusivity,” says Sentaler. “The tour allows us to bring that personalized experience to more cities, hosted in beautiful, private settings at Waldorf Astoria and Four Seasons that reflect the brand’s values of craftsmanship and connection.”

Waldorf Astoria Hotel at 11 E. Walton St. in Chicago’s Gold Coast.

Redefining Canadian Luxury Abroad

SENTALER’s recent expansion underscores a pivotal shift for Canadian luxury. Once known primarily for its alpaca outerwear and signature ribbed sleeve detail, the brand now positions itself as an emblem of North American luxury — ethical, modern, and globally resonant.

“The response from our U.S. clientele has been exceptional,” says Sentaler. “These events allow us to connect with clients on a deeply personal level, to listen, to observe, and to deliver excellence in every detail.”

The trunk show format has proven to be a natural extension of the brand’s retail philosophy. “Continuing this model feels less like a decision and more like a natural progression. Every detail is considered, every interaction intentional. The trunk show format allows us to extend that philosophy of excellence beyond our boutiques, bringing the full SENTALER experience directly to our clients.”

The Cherry Lacquer Motif: Symbol of a New Era

Central to SENTALER’s Fall/Winter 2025–26 collection is the introduction of Cherry Lacquer, the brand’s colour of the year and a unifying motif across designs, retail interiors, and campaigns. The deep, refined crimson tone symbolizes passion, power, and timeless femininity — qualities that define the SENTALER woman.

“Cherry Lacquer is bold yet understated, much like the women who wear SENTALER,” explains Sentaler. “It flatters every skin tone, commands attention without noise, and perfectly captures the power of this new chapter.”

From the monumental cherry sculptures within the Madison Avenue boutique to the refined black-and-white interiors at Yorkdale and Yorkville, the design aesthetic celebrates SENTALER’s signature ribbed-sleeve motif and its commitment to quiet sophistication.

Bojana Sentaler and team at the SENTALER pop-up at Yorkdale in Toronto. Photo: George Pimentel Photography

The Fall/Winter 2025–26 Collection

For the sixteenth anniversary season, SENTALER continues its focus on alpaca-driven craftsmanship and modern tailoring. The Fall/Winter 2025–26 collection reimagines the brand’s core silhouettes through innovative detailing and sculpted shapes. Highlights include the Baby Alpaca Maxi Trench Coat with shearling accents and the integrated scarf cape, representing the evolution of SENTALER’s design DNA.

The collection combines classic tailoring with modern preppy elements and minimalist moto-inspired pieces, featuring bouclé textures and Suri-alpaca fabrics. The result is a balance of elegance and modernity, staying true to the brand’s signature refinement while expanding its design language.

This new era also aligns with SENTALER’s ongoing commitment to ethical luxury, using responsibly sourced materials while emphasizing longevity and timeless appeal. The brand’s tagline, “A New Era of Canadian Luxury,” encapsulates its evolution into a globally recognized name that stands for both heritage and innovation.

SENTALER pop-up at Yorkdale in Toronto. Photo: George Pimentel Photography

A Legacy of Craftsmanship and Influence

Since its founding, SENTALER has become a symbol of modern Canadian craftsmanship embraced by international style icons. Its coats have been worn by global figures including Meghan Markle, Sophie Grégoire Trudeau, and Kate Middleton, placing the brand on the international luxury map.

Earlier in 2025, Meghan Markle’s appearance at the Invictus Games in a SENTALER cape reaffirmed the brand’s global influence, driving visibility and reinforcing its reputation for understated elegance.

Bojana Sentaler’s approach to design, rooted in timelessness and quality, has been a cornerstone of the brand’s success. “Reaching this milestone feels deeply meaningful,” she says. “It represents not only longevity but evolution: the confidence to grow, to innovate, and to stay true to our values. I’m incredibly proud of what SENTALER has achieved, but even more inspired by where we’re going.”

Yorkville Flagship: The Brand’s Heart

While the upcoming Yorkdale and Madison Avenue openings mark new territory, SENTALER’s Yorkville flagship remains central to its identity. Located in the heart of Toronto’s luxury district, the flagship serves as both creative hub and home base.

“Our Yorkville flagship is part of the downtown Toronto landscape that has defined the brand from the beginning,” says Sentaler. “Together, the two locations—Yorkville and Yorkdale—allow us to serve our clients in a more complete and convenient way.”

Looking ahead, SENTALER’s plans extend far beyond the 2025 anniversary year. The Madison Avenue debut is expected to serve as a blueprint for future U.S. locations, with expansion plans already in motion.

“Madison Avenue marks just the beginning,” confirms Sentaler. “We’re already exploring the next chapter of growth, expanding strategically into markets that align with our clients’ lifestyles and the brand’s long-term vision.”

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Over 1 in 4 Canadians live in a household experiencing financial difficulties: Statistics Canada

Photo: Mikhail Nilov
Photo: Mikhail Nilov

Statistics Canada reported Friday that 27.7% of Canadians aged 15 and older in October were living in a household that found it difficult to meet its financial needs in terms of transportation, housing, food, clothing and other necessary expenses. This proportion has been on a downward trend since the high recorded in October 2022 (35.5%).

In October, people living in rented dwellings remained more likely to experience household financial difficulties (37.0%) than those living in a dwelling owned by a household member (23.6%). The proportion experiencing difficulties was down among both renters (-2.2 percentage points) and owners (-0.7 percentage points) from a year earlier, explained the federal agency.

“Youth aged 15 to 24 (31.0%) were about as likely as core-aged (25 to 54 years old) people (30.7%) to belong to a household that found it difficult or very difficult to meet its financial needs. On the other hand, the proportion was lower among people aged 55 and older (22.5%),” noted Statistics Canada.

“The proportion of core-aged Canadians living in a household experiencing difficulties meeting its financial needs differed notably depending on household composition. For example, the proportion among couples with children (32.4%) in October was higher than among couples without children (25.3%). Among core-aged single parents, the figure rose to 46.8%.”

Unemployment can be associated with a greater risk of financial hardship. In October 2025, people aged 15 and older living in households with at least one unemployed person (46.1%) were more likely to report difficulties meeting their financial needs compared with persons living in households with no unemployed people (25.8%), said the report.

Among the 20 largest Census Metropolitan Areas, the share of people living in households experiencing financial difficulties was higher in areas of Southern Ontario where the unemployment rate was above the national average. These areas included Oshawa (37.2%), Barrie (33.7%), Kitchener–Cambridge–Waterloo (33.5%) and Toronto (32.3%). On the other hand, the proportion was lowest in Québec (20.0%), Montréal (23.6%), Halifax (23.6%) and Victoria (23.8%), where the unemployment rate was lower than the national average, it added.

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RioCan REIT announces 98.4% retail occupancy in Q3 reflecting strong demand

Georgian Mall in Barrie. Photo: RioCan

RioCan Real Estate Investment Trust announced Thursday its financial results for the three and nine months ended September 30, 2025, its retail occupancy of 98.4% reflects strong demand in the market.

Jonathan Gitlin
Jonathan Gitlin

“This was an exceptional quarter operationally, highlighting the momentum generated by RioCan’s platform, processes, and people. Our leasing strategies continue to fuel organic growth. We are aligning rents with market conditions and retain high-calibre retail tenants who serve Canadians’ daily shopping needs,” said Jonathan Gitlin, President and CEO of RioCan.

“As we simplify our business, we free up capital that will be reinvested in our core retail portfolio, amplifying growth now and in the future.”

As at September 30, 2025, its portfolio was comprised of 173 properties with an aggregate net leasable area of approximately 32 million square feet (at RioCan’s interest).

FINANCIAL HIGHLIGHTS

  • Occupancy: RioCan’s committed occupancy and retail committed occupancy were strong at 97.8% and 98.4%, increasing by 30 and 20 basis points from the previous quarter, respectively.
  • Retention Ratio: Retention ratio of 92.7% for the Third Quarter demonstrates the importance of existing space to tenants.
  • Leasing Progress: 1.0 million square feet of leasing activity in the Third Quarter, including 0.8 million square feet of renewals.
  • Leasing Spreads: Third Quarter blended leasing spread of 20.8% included a new leasing spread of 44.1% and a renewal leasing spread of 15.2%. RioCan continued to capitalize on mark-to-market opportunities, achieving an average blended leasing spread of 27.6% on new and renewed leases done at current market rates. 52% of renewals were at current market rates.
  • Average Net Rent Per Square Foot: Average net rent per square foot for new leases for the nine months ended September 30, 2025 was $29.58, a 28.9% premium compared to average net rent per occupied square foot of $22.94 at quarter end.
  • Same Property NOI: Commercial Same Property NOI  growth was 4.6% in the Third Quarter, reflects the benefits of 2024 and 2025 leasing activity.
  • Adjusted G&A Expense as a percentage of rental revenue: Improved to 3.7% on a year-to-date basis, down from 4.1% in the comparable prior year period.
  • Capital Recycling: As of November 6, 2025, closed and conditional dispositions totalled $349.9 million, aligning with IFRS values. For the nine months ended September 30, 2025, $310.1 million of asset dispositions were completed including the sale of 50% interests in five RioCan Living properties.
  • During the quarter, residential condominium closings at 11YV continued, resulting in full repayment of the construction loan and a $10.8 million reduction in RioCan’s debt compared to Q2 2025. This repayment decreased the associated outstanding guarantees by $75.9 million and $322.9 million when compared to Q2 2025 and Q4 2024, respectively. Year-to date $127.7 million of construction loans have been repaid . A total of 1,056 units (at 100% ownership), across U.C.Tower 2, U.C.Tower 3, 11YV, Queen & Ashbridge and Verge have been closed on a year-to-date basis.
  • Year-to-date, $476.2 million of capital was repatriated through asset dispositions and final condominium closings, advancing toward the $1.3 billion to $1.4 billion target for 2025 – 2026.
Oakville Place. Photo: RioCan
  • Development Completions: During the three and nine months ended September 30, 2025, development projects totaling approximately 202,000 and 247,000 square feet, respectively, were completed and transitioned into income producing properties. This includes 165,000 and 186,000 square feet of mixed-use projects comprised of residential rental and retail units and 37,000 and 61,000 square feet of commercial retail projects, respectively.
  • Balance Sheet and Liquidity: As of September 30, 2025, the Adjusted Spot Debt to Adjusted EBITDA ratio improved to 8.80x from 9.12x at the end of 2024, within RioCan’s target range of 8.0x – 9.0x. The Trust has $1.1 billion of Liquidity to meet its financial obligations, including $1.0 billion from its revolving unsecured operating line of credit.
  • The Trust’s unencumbered asset pool increased to $9.3 billion at the end of the Third Quarter from $8.2 billion at the end of 2024.
  • As of September 30, 2025, the Ratio of Unsecured Debt to Total Contractual Debt increased to 64% from 56%, compared to the end of 2024 and on a proportionate share basis.
  • Subsequent to quarter end, the Trust issued $200.0 million Series AP Senior Unsecured Debentures with an all-in coupon rate of 4.417%, maturing October 1, 2032. The net proceeds were applied against the drawn balances on our operating line of credit, improving the Trust’s Liquidity and reducing the amount of floating rate debt outstanding.

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Leon’s Furniture reports “strong” revenue growth of 4.1% in Q3

Photo: Leon's Furniture

Leon’s Furniture Limited announced on Thursday financial results for the quarter ended September 30, 2025.

“Our team delivered another solid quarter in Q3, and I want to thank all of our associates – from our sales floors to our warehouses and delivery teams – for their continued dedication to driving our business forward and delivering an exceptional customer experience. System-wide sales grew 3.7%, with furniture generating particularly strong results and market share gains,” said Mike Walsh, President and CEO of LFL.

“This performance reflected our strategic decisions to focus our assortment and maintain higher in-stock positions on key items, supported by our omnichannel platform’s effectiveness in driving more ready-to-buy shoppers across channels. Gross margin expanded 79 basis points, reflecting both the favourable furniture mix and ongoing improvements across the business, including deeper vendor partnerships, enhanced sourcing, and an optimized promotional strategy. The strength of these results, along with continued operational discipline and favourable cost comparisons, translated to adjusted diluted earnings per share growth of 20.4%.”

“Looking ahead to Q4 and into early 2026, we expect the industry environment to remain promotional, with Canadians continuing to look for value from retailers they trust. We have a proven track record of navigating dynamic environments, gaining market share and delivering profitability. Our scale, distribution capabilities, sourcing advantages, and rock-solid balance sheet, including $549.6 million in unrestricted liquidity, give us the tools to execute consistently and continue delivering value for our customers and shareholders.”

Financial Highlights – Q3-2025

These comparisons are with Q3-2024 unless stated otherwise.

  • System-wide sales for the quarter were $808.4 million, an increase of 3.7%.
  • Q3 Revenue was $678.7 million, an increase of 4.1%, driven by strong performance in furniture, combined with strength in appliances led by the commercial channel.
  • Same store sales increase of 3.9%.
  • Gross profit margin was 44.59%, a 79-basis point improvement driven by favourable retail category sales mix and improved rate in the furniture category.
  • Adjusted net income for the quarter totaled $44.3 million, an increase of 19.1%.
  • Adjusted Diluted EPS for the quarter was $0.65, an increase of 20.4%.
  • On September 30, 2025, unrestricted liquidity was $549.6 million, comprised of cash, cash equivalents, debt and equity instruments and the undrawn revolving credit facility.
Leon’s Furniture Coquitlam (Image: Leon’s Furniture Limited)

Leon’s Furniture Limited is the largest retailer of furniture, appliances and electronics in Canada. Its retail banners include: Leon’s; The Brick; Brick Outlet; and The Brick Mattress Store. The Brick’s Midnorthern Appliance banner alongside with Leon’s Appliance Canada banner makes the company the country’s largest commercial retailer of appliances to builders, developers, hotels and property management companies. The company has 300 retail stores from coast to coast in Canada under various banners.

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