Beef/meat in a grocery store, Image: Dreamtime/licensed
Over the weekend, U.S. President Donald Trump promised Americans cheaper steaks by saying he’s ready to buy beef from Argentina. It was a classic populist flourish — short on economics, long on optics. But beneath the campaign-style rhetoric lies a deeper story: how global beef politics are shifting, and how Canada could quietly become a price-taker in its own market.
Canadian grocery stores are already feeling the effects of global beef trade realignment. Imports from Mexico and Australia have surged, often appearing on shelves at surprisingly low prices. Some Australian cuts now retail for less in Canada than they do in Australia itself — a curious signal of how aggressively exporters are chasing market share in North America. Mexican beef, too, has become more visible in our meat aisles, thanks to integrated supply chains and favourable trade rules.
Meanwhile, Canadian consumers continue to pay some of the highest beef prices in the Western world. Since January, certain cuts have climbed between 20 and 50 per cent, depending on the province and product. Despite being a major beef-producing nation, Canada consistently pays more than the United States. The reasons are structural: smaller market scale, higher transportation costs, and a retail landscape dominated by a few powerful grocers.
Adding to the tension, Ottawa recently announced that Canada will export more beef to Mexico — a move that may bolster trade numbers but could tighten domestic supply, pushing retail prices even higher at home.
South of the border, the supply crunch is worse. The U.S. cattle herd is at its smallest in decades, while a screwworm outbreak in parts of Mexico and the southern United States has disrupted production. These biological and logistical challenges could take years to resolve, meaning beef prices are likely to remain elevated until at least 2027 — both in the United States and in Canada, where our markets are deeply intertwined.
Against that backdrop, importing more beef into the U.S. from Argentina is less an economic strategy than a symbolic gesture. Argentina currently ships about 20,000 tonnes of beef to the U.S. each year, compared with more than 12 million tonnes of domestic production. Even if imports doubled, the impact on retail prices would be negligible.
Still, perception can move markets. The mere suggestion that Washington is acting to lower prices might nudge wholesale prices down temporarily. Yet, this comes with political risk. U.S. ranchers — particularly groups like R-CALF USA and the National Cattlemen’s Beef Association — view such moves as a betrayal, arguing that imported beef undercuts domestic producers and dilutes the “Product of USA” label.
For Canada, there’s another, largely hidden, layer to this story: the extraordinary concentration of power among private beef packers. Two companies — JBS and Cargill — dominate beef processing across North America. Both are privately owned and therefore under no obligation to publish detailed financial results. That opacity leaves consumers, producers, and policymakers guessing at how much profit is being extracted from the system, especially during price spikes.
The White House has tried to rein in these firms before. Over the past few years, it has launched lawsuits alleging price-fixing and anti-competitive behaviour in the meat-packing sector. Several companies quietly paid settlements to avoid lengthy court battles — an implicit acknowledgment that the system lacks transparency and competition.
In this environment, populist fixes like Trump’s Argentine beef idea barely scratch the surface. The real issue is structural: a market dominated by a few opaque, privately held corporations with disproportionate influence over what farmers earn and what consumers pay.
As for Canada, ranchers are doing relatively well for now. Cattle prices remain strong, supported by resilient domestic demand and limited supply. But if global politics or U.S. trade pressures shift abruptly, Canada’s small and highly consolidated processing sector could quickly find itself squeezed.
Beef prices are no longer just about supply and demand — they’re about concentration, politics, and perception. When powerful corporations operate in the shadows and populists promise cheap food, someone always ends up paying the real price.
Walmart Canada officially opened its most advanced distribution centre in Vaughan, Ontario, marking a significant step in better serving customers and the local community. (CNW Group/Wal-Mart Canada Corp.)
Walmart Canada has officially opened its most advanced distribution centre to date in Vaughan, Ont., a facility the company says will enhance service to customers and support the local economy.
The 550,000-square-foot building is Walmart Canada’s first Ambient Distribution Centre (ADC) in the country and is powered by automation, robotics and artificial intelligence. The retailer says the state-of-the-art infrastructure will allow it to ship up to 70 million cases annually to stores and fulfilment centres across Ontario.
“When we combine cutting-edge technology with the passion and talent of our teams, we’re not just improving how products move – we’re creating new opportunities, supporting local communities, and delivering for Canadians in meaningful ways. This is just the beginning of what’s possible as we continue to grow and invest in Canada.”
The facility, which is 94 feet tall and built vertically to maximize space and reduce footprint, currently services 131 stores and two fulfilment centres. Walmart Canada says it was designed with both customer and associate experience in mind, incorporating autonomous forklifts and automated storage and retrieval systems.
“This state-of-the-art facility, our most advanced in Canada, is a game-changer for our associates and our customers and is just the start of how we’re modernizing our supply chain, supported by the historic $6.5 billion investment in Canada announced earlier this year,” said Matt Kelly, vice-president of supply chain at Walmart Canada. “Walmart Canada is building a supply chain that sets a new standard for efficiency, innovation and customer satisfaction as we continue to grow as a people-led, tech-powered company.”
The new centre currently employs more than 200 associates and is expected to create more opportunities for skill development in high-tech logistics roles.
Ken Illingworth
“We’re thrilled to celebrate the official opening of this incredible facility,” saidKen Illingworth, general manager of the Vaughan ADC. “Our team has worked diligently to bring this centre to life. Together, we’re building a great place to work where technology and talent come together to create jobs of the future and make a real difference for our customers and our community.”
City officials welcomed the project’s potential impact on Vaughan’s economy.
Steven Del Duca
“Vaughan has a thriving and ambitious business community, and we are a destination of choice for business investment,” said Mayor Steven Del Duca. “I am proud that Walmart Canada saw the value of being part of our dynamic community. This new cutting-edge facility will bring hundreds of new jobs to our city, generate additional revenue, and further strengthen our local economy. Congratulations on this exciting new journey and thank you for choosing Vaughan!”
Walmart Canada has operated in Vaughan since 1997 and now employs more than 1,500 people across five stores and the new ADC.
Second Cup Café is marking its fiftieth year in 2025, a milestone that places the brand among Canada’s longest standing coffeehouse names. Founded in 1975 by Frank O’Dea and Tom Culligan in Toronto, the company evolved from a small specialty coffee kiosk into a national network of cafés. The story mirrors the growth of Canadian coffee culture itself, from filter coffee and doughnut counters to a broader embrace of espresso, latte art, and a social café ritual that anchors neighbourhood routines.
“Second Cup isn’t just a coffee brand, it’s part of Canada’s cultural fabric,” says Sam Wadera, Vice President Brand at Second Cup Café. “From its beginnings in 1975 to today, it has a proud legacy of quality coffee, pastries and carefully selected food options as well as the warmth of a welcoming coffee shop.” Wadera adds that the team sees the golden anniversary as both a tribute and a recommitment to the community experience that has defined the brand.
The anniversary arrives under the ownership of Montreal based Foodtastic Inc., which acquired Second Cup in 2021. Since the transaction, the brand has undergone a steady refresh, from menu innovation to store experience and marketing, while reaffirming its roots as a Canadian original. For readers who track the industry closely, this year’s celebrations double as a signal that the brand is leaning into momentum. “With this milestone, we wanted to give guests something fun and nostalgic so they can raise a cup with us and be part of the celebration,” says Foodtastic President and CEO Peter Mammas.
Peter Mammas, CEO of Foodtastic
A birthday menu built for celebration
To mark the Second Cup 50th anniversary, the brand has introduced a trio of birthday cake inspired beverages that skew festive, colourful, and deliberately nostalgic. Guests will find the Birthday Cake FroCho, a creamy frozen drink blended with white hot chocolate powder, vanilla, strawberry, milk, and ice, finished with whipped cream and colourful sprinkles. The Birthday Cake Latte offers a warm take on the theme with espresso, steamed milk, and rich vanilla, while the Iced Birthday Cake Latte brings the same flavour profile to a cold format for guests who prefer an iced option.
Mammas notes that the culinary and beverage teams used the anniversary as a creative brief. “The team took advantage of our 50th and they created some 50 year merch, mugs and so on,” he says. “The culinary played a little bit with some kind of desserts to commemorate our 50th.” The approach is playful rather than precious, designed to invite everyday guests into the celebration with flavours that read as a party in a cup.
Commemorative merchandise taps into café culture at home
Beyond the drinks, Second Cup’s anniversary includes a collection of branded merchandise. Mammas describes a lineup that extends the in café experience into daily life for guests who bring their coffee ritual everywhere. “They have like cold bags, they have tumblers, they have cups, they have a cold cup,” he says, noting that the assortment is designed to commemorate the occasion and keep the brand top of mind beyond the café visit. The merchandising strategy reflects a broader retail shift where hospitality names build at home affinity through functional goods that double as souvenirs.
For long time patrons, the anniversary items serve as a tangible link to a brand that has anchored meetings, study sessions, and quiet moments for decades. “For 50 years, Second Cup has been part of the rhythm of daily life in Canada,” says Mammas. “Second Cup is a place where people meet, share ideas, and enjoy the large and small special moments of everyday life over coffee.”
Image: Second Cup/Foodtastic
Repositioning under Foodtastic, with stability and a younger edge
Second Cup’s last few years have been a study in steady repositioning. According to Mammas, the Foodtastic acquisition gave the brand room to reset and plan on a long horizon. “I think what happened is stability,” he says of the period since 2021. “Before, I think it kind of lost its way and they were changing CEOs every two years, every three years, and they were all going in different directions. We kind of sat down and, when we bought it, we bought it for the long term.”
That steady hand is visible in a deliberate focus on “liquids,” the internal shorthand that covers core coffee, tea, and specialty beverages, as well as new energy and functional formats. “We really wanted to focus on all our liquids, and we wanted to also make the brand younger,” Mammas says. “If you see from our branding, it is younger, but also all the liquids that we are bringing, the matcha and the cold brews and even the cold Energizer drinks that we have launched. It is all to bring the whole brand younger, cooler, trendier, more relevant today than it ever was.”
The pivot matters in an increasingly crowded market where product novelty, seasonal cadence, and social shareability can set a café apart. For the Second Cup 50th anniversary, the birthday drinks supply the limited edition sparkle. The broader plan, however, is to keep the base menu fresh with formats that appeal to Gen Z and younger millennials, while preserving the comfort drinks that older guests expect.
Cold coffee goes retail, with convenience and grocery distribution
One of the most significant shifts for the brand is the move into ready to drink channels that extend beyond café counters. Mammas confirms that Second Cup is launching a single serve cold coffee at retail in 330 to 355 millilitre cans, a format that competes directly in the convenience and grocery cold box. “We should be signing some deals right now,” he says. “We just got our first couple of POs, so we are going to be in major convenience stores and grocery channels, as well as in stores.”
The ready to drink segment has been among the fastest growing parts of the global coffee category, driven by shoppers who want café quality flavour on the go. For a brand that built its name in cafés, the shift is both defensive and opportunistic. It reinforces brand presence in shoppers’ everyday routines while introducing Second Cup to new consumers who may not live or work near a café. As Mammas puts it, early reaction inside his own family has been a proof point. “They tried ours and they freaked out. The product is really good and already it is doing really well on the retail channel.”
A coffee liqueur joins the lineup, with a major Québec listing
Foodtastic is also taking the Second Cup taste profile into an adjacent category that many Canadian consumers already associate with coffee indulgence. “We are also launching a Second Cup coffee alcoholic beverage, something along the lines of a Baileys,” Mammas says. “We just got an order now from the Québec Liquor Board for over a million dollars to list it, and we are going to be having it also in our other brands like Milestones.”
A coffee cream liqueur leverages the café’s flavour authority in a format that plays well in restaurants and at home, especially in colder months. For the brand, the early order in Québec provides scale and visibility, and it will likely drive cross promotion opportunities in licensed Foodtastic restaurants and, where permitted, in café marketing. The move underscores the company’s willingness to meet guests in more than one consumption moment, from morning iced lattes to evening dessert drinks.
Second Cup has partnered with Labatt Breweries of Canada and Station Agro-Biotech to introduce a locally made premium line of canned ready-to-drink lattes. Offered in three flavours, Latte, Mocha, and Salted Caramel, these products can now be found at participating retailers across Québec.
Navigating costs without passing them on
Coffee buyers know that commodity costs have been volatile in recent years. Mammas acknowledges the pressure, while stressing that the company has worked to protect value for guests. “There seems to be some stabilization right now, so we feel that it is going to be coming down a little bit,” he says of coffee input costs. “But we have not raised our prices. We have kept that and we have managed to mitigate it, and we are going to continue to do so for the foreseeable future, because we kind of feel the consumer is a bit stretched and they do not need to bear that.”
It is a message that resonates in an era of inflation fatigue. For cafés, holding the line on price while upgrading quality can build loyalty and foot traffic, especially when combined with limited time offers that create a reason to visit. The Second Cup 50th anniversary menu is one such reason, and the broader pipeline of cold, energy, and functional drinks promises repeat occasions across dayparts.
Store growth across provinces
The anniversary year is also a growth year. “We are doing about 20 new stores in the next 12 months,” Mammas says, noting that the expansion touches “many different provinces.” While he does not name specific sites, the cadence suggests a measured rollout driven by franchisee demand and selective real estate opportunities. For landlords, a refreshed national coffee tenant with an active pipeline is welcome news in urban and suburban formats alike.
The planned café openings align with Foodtastic’s track record of scaling brands by pairing product innovation with franchising capability. It also extends the brand’s community footprint, which has been central to its identity since the early mall kiosk days. As Wadera puts it, the goal is to remain a brand that Canadians can call their own, even as the product mix evolves to suit new tastes.
A trendsetter that helped shape Canada’s espresso era
Beyond the immediate anniversary festivities, there is a longer arc that frames how Second Cup fits into Canada’s coffee story. Mammas credits the chain with bringing European espresso culture into the mainstream of Canadian cafés at a time when filter coffee dominated. “Second Cup was actually the only national, non filtered coffee chain out there,” he says, contrasting the brand’s early emphasis on espressos, cappuccinos, and lattes with the filter coffee norm. “It was one of the trendsetters for the Canadian coffee culture by bringing all that stuff from Europe over to North America.”
That heritage matters because it gives the brand permission to keep interpreting coffee trends for Canadian palates. The birthday menu nods to fun and nostalgia. The pipeline of matcha, cold brew, and energy drinks looks forward. The retail cans and the liqueur widen the map. The through line is a willingness to meet customers where they are, whether that is a morning commute, a university study break, or a dinner out.
A brand on the upswing
Perhaps the most striking claim in this anniversary moment is Mammas’s assessment of performance since the Foodtastic acquisition. “We were lucky enough to buy it in 2021. We spent a lot of time repositioning, rebranding, and improving the restaurants,” he says. “Since then, it has probably been our best performing QSR.” While he is quick to note that Foodtastic’s portfolio is wide, the point is clear. The strategy is working, and the team sees headroom.
Stability has been part of that turnaround. “At least it gave the brand a new sense of stability, a new direction,” he says of the post acquisition period. Consistent brand leadership and a clear beverage focused roadmap have helped franchisees invest with confidence, from equipment upgrades to marketing and training. The Second Cup 50th anniversary then becomes more than a birthday. It is a rally point for operators and guests who have watched the brand weather competition, economic cycles, and a pandemic.
Courtney Watkins in front of the Toronto Mine & Yours at 79 Yorkville Avenue. Photo supplied
Twelve years after opening a small townhouse shop in Vancouver, Mine & Yours has grown into one of Canada’s best known destinations for authenticated designer resale. The business marks its twelfth birthday this month with a national celebration and a headline giveaway, a 2019 Hermès M8 Gris Asphalte Taurillon Novillo Leather Birkin 30 with gold hardware valued at $28,500. For founder Courtney Watkins, the anniversary is less a finish line and more a checkpoint in a market that has moved from the margins to the mainstream.
“It kind of feels like an explosion of resale,” she said in a recent conversation with Retail Insider. “When I look back, it just feels like a snowball. Year after year it has been slowly gaining momentum. The momentum is picking up pace, and every year it is a little more popular, with more economic groups open to shopping secondhand.”
What once felt niche is now part of the fashion conversation. “Even in the fashion magazines and the business reports I follow, every fifth article is about resale,” Watkins said. That shift has encouraged Mine & Yours to refine its positioning and expand its footprint while staying true to a buy, sell, trade model that prizes access, authenticity, and community.
From townhouse to Yorkville and Yaletown
Founded in 2013, Mine & Yours began as a 300 square foot experiment in curated secondhand fashion inspired by the circular economy. The company has since operated prominent Vancouver boutiques, including Yaletown at 418 Davie Street and a Kitsilano shop on West 4th Avenue. Its original downtown space on Howe Street closed in June 2024 due to safety concerns, a setback that sharpened the brand’s focus on neighbourhoods that support high quality retail experiences and strong community ties. In Toronto, the company established a Yorkville flagship and, in July 2025, launched a pop up at The Well to reach a wider urban audience with frequent product drops and a mix that includes handbags under one thousand dollars.
“We used to be a townhouse, you really had to know about us and we did not do any marketing,” Watkins said. “Now we are on Yorkville and right in Yaletown, in high traffic areas. The word gets out much quicker.”
That evolution mirrors the rise of Mine & Yours luxury resale as a recognized part of the shopping journey for many Canadians. The brand remains privately held and women owned, with a team that champions sustainability and personal style. It continues to test new markets with activations, including a Holt Renfrew pop up in Calgary that extended through the summer before closing in August. “We definitely found success with Calgary,” Watkins said. “The plan is to go back out, we will be back in 2026 and I imagine it will be with Holt Renfrew.”
Courtney Watkins with the 2019 Hermès M8 Gris Asphalte Taurillon Novillo Leather Birkin 30 with gold hardware valued at $28,500. Image supplied
Customers who will not buy new
The stigma around secondhand has faded, especially among younger shoppers. “There are more younger clients who will not buy new,” Watkins said. “Older, more affluent clients are still shopping brand new a lot, but they are now open to shopping secondhand as well.”
That openness spans the spectrum, from thrifting at Value Village to a luxury resale boutique experience with white glove service. “Stores like mine are more luxury, and that is one of the reasons it is getting more popular with the affluent customer,” she said. “They can come into a store and have a really high end shopping experience, which did not exist twelve years ago. I was trying to find it.”
The Gen Z cohort still enjoys the hunt, but now treats resale as a first choice rather than a fallback. “I hear from our clients that their kids will not wear things new,” Watkins noted. “They are very proud to shop secondhand.”
How the product mix climbed the ladder
As the customer evolved, the assortment evolved. “I was as luxury as I could be,” Watkins said of the early years. “It was about the supply I could get in. We would have one or two Chanel bags and be excited about that, with a lot of mid contemporary clothing at the fifty to seventy five dollar price point. I remember our first Birkin. I got two and it took me over a year to sell one.”
Today, the store’s mix is decidedly higher end and turns faster. “Now we sell Birkins all the time,” she said. “We do not take Aritzia anymore, and we do not do that fifty to seventy five dollar price point, although we still have some items around seventy five dollars. Many of our dresses are more like the one hundred to one hundred fifty dollar bottom price range. You go into Zara and a dress is one hundred fifty dollars, so part of that is inflation.”
Mine & Yours luxury resale also continued to deepen its selection of investment pieces from brands such as Chanel, Louis Vuitton, Hermès and Gucci, alongside contemporary ready to wear, jewellery, and accessories. The company guarantees authenticity and refreshes inventory frequently to encourage discovery in store and online.
Mine & Yours at The Well in downtown Toronto. Image supplied
Supply, store credit, and the one bag out rule
A defining feature of the business is the buy, sell, trade counter that sits within sight of a wall of handbags. The layout is intentional, and it shapes behaviour. “What we see a lot more of is our suppliers shopping with us,” Watkins said. “We offer store credit, and we have a beautiful bag wall next to the buying area. Someone will come in with a large closet purge, then they hang out in the store and ask about a bag. They realize they can trade and walk out with one piece they really love.”
The approach encourages circularity without sacrificing aspiration. “It is often a large closet purge in for one or two bags,” she said. “They still purge a lot of their stuff, they might have fifty items out and one item in, usually a handbag that elevates the wardrobe.”
The Birkin conundrum and why resale wins
Nothing captures the push and pull between scarcity and desire quite like Hermès. For many clients, the official path to a Birkin is long and unpredictable. “We have so many clients who say they have been trying for years,” Watkins said. “They go in all the time, they buy little scarves, and they still do not have anything. They have dropped five or six thousand dollars on things they do not necessarily want and they still do not have the bag.”
Others have better luck, but often on the brand’s terms. “You can go in and ask for what you want, but a lot of times they will say, we have a Birkin 30 in yellow, take it or leave it,” she said. “People are scared to leave it because they do not want their sales associate to think they turned down an offer.”
That is where Mine & Yours luxury resale becomes the practical route. “From our store you pay a premium, but you get the bag you want, and you actually get a bag,” Watkins said. The market has also observed instances of buyers reselling items they never wanted. “People come in and sell us something brand new and say they did not want it in the first place,” she added.
For Watkins herself, the elusive boutique purchase remains elusive. “I have never got a Birkin from Hermès,” she said with a laugh. “Probably because of what I do, it is never going to happen for me.”
Anniversary events and Canada’s biggest luxury giveaway
To celebrate its twelfth year, Mine & Yours is giving away what it bills as one of the world’s most coveted bags, a 2019 Hermès M8 Gris Asphalte Taurillon Novillo Leather Birkin 30 with gold hardware. The bag will be displayed under glass at two in store events, October 22 at the Yorkville boutique in Toronto and October 23 at the Davie Street boutique in Vancouver, with refreshments, a live DJ, and a twelfth anniversary promotion of twelve percent off storewide, with some exclusions.
The giveaway runs on Instagram from October 14 to November 14, with the winner announced on November 14. “We are thrilled to celebrate twelve years of fashion, community, and sustainability with our customers and supporters,” Watkins said. “Giving away a Birkin is our way of saying thank you for making this journey possible.”
When asked why the team chose this exact specification, Watkins pointed to versatility and demand. “We wanted the Birkin 30, it is a very popular size,” she said. “We looked for a neutral grey because black, grey, and brown are always the most popular. If you are going to have one Birkin, most people want a neutral they can wear all the time.”
From left to right: Michael Kehoe, Fairfield Commercial real estate; Donald MacGregor, Owner of DQ Chinook; and Terry Napper.
Terry Napper, a prominent figure in Canada’s retail landscape and longtime general manager of CF Chinook Centre in Calgary, has died.
Napper, who was widely respected for his decades of leadership in the shopping centre industry, passed away recently. He had served as general manager of Chinook Centre for more than 20 years, helping transform the mall into one of Canada’s premier retail destinations.
Known for his steady leadership and deep understanding of the evolving retail environment, Napper played a key role in major redevelopment projects and was a mentor to many in the industry. Tributes poured in from colleagues and business leaders across the country, remembering him as a dedicated professional with a passion for people and community.
Terry Napper and Paige O’Neill
“Terry hired me in 1994 as the marketing coordinator at Chinook, he made room for me in a storage closet (turned office) and it’s been a wild ride with him ever since. His passion for the shopping centre/retail industry is unparalleled, he was always 10 steps ahead on new ideas and his entrepreneurial spirit was contagious and admired,” said Paige O’Neill, General Manager of CF Market Mall in Calgary.
“Terry built teams of special individuals who complimented and supported each other and a lot of those relationships continue to this day. I could write a book (with a lot of co-authors) on Terry – the career builder, the instigator (in the funnest way), the dad who loved his boys fiercely, the negotiator, the comedian, the kind hearted softie, relationship builder.
“Ultimately he was my friend, boss, an amazing mentor, a thorn in my side occasionally and always had my back professionally and personally over the last 31 years. I, along with a long list of colleagues, retailers, brokers, friends and, most important of all his family, will miss him dearly.”
Darryl Schmidt
“Terry was one of a kind. He was passionate about the shopping centre industry and retail in general. Even though Terry was born and raised in Ontario he was a proud Albertan and staunch Calgarian. Like many Albertans he was fiercely independent and had an entrepreneurial spirit that he shared with the many retailers that he introduced into Chinook Centre,” said Darryl Schmidt, Vice President National Leasing at Cadillac Fairview.
“If Chinook Centre was a city within a city then Terry Napper was its longest tenured Mayor. He literally knew all the managers and owner operators of every store within Chinook Centre and he was that rare type of individual (not unlike Ralph Klein) who could have a frank conversation with our country’s senior most politician’s Ralph Klein, Stephen Harper and Justin Trudeau come to mind but he could also roll up his sleeves and have beers with Dennis from maintenance or the paving crew working on Macleod Trail.
“Terry was the rare GM who understood that a tenant mix was the greatest differentiator of an asset and that operations could support or lead leasing efforts depending on the circumstances. Terry, Paige O’Neill and Shannon Perschon were integral players in securing Aritzia, Pottery Barn, Williams-Sonoma and Tiffany’s at Chinook Centre. In addition to understanding leasing Terry excelled and realized the importance of team and he instilled a loyalty and pride of place within the Chinook Centre property team that still carries through the mall today. It’s not a stretch to say the team at Chinook didn’t work for Cadillac Fairview they worked for Terry Napper.
“Terry and I didn’t always see eye to eye on every issue but we could always overcome any disagreements with our combined vision to make Chinook Centre not only the greatest shopping centre in Calgary but one of the greatest shopping centre’s in North America. Standing side by side with Terry at the grand opening of the Chinook expansion in 2010 is still the greatest moment of my career.”
“Terry had a long career in shopping centre management and I first met him in the early 1980s in Calgary. He was with Cambridge Shopping Centres managing various malls and served as the General Manager at the Woodgrove Shopping Centre in Nanaimo BC as the mall emerged into a regional success under his leadership. Terry was a fatherly leader to his loyal shopping centre operations team members. Shopping centre tenants such as retailers and food service business owners respected him. He was always accessible often holding end-of-day or slightly after mid-day meetings in the pub at the mall over a pint or two with colleagues and friends,” noted Kehoe.
“Terry was always a solid company guy with Cambridge and then 20 VIC Management and eventually Cadilac Fairview working as the longtime General Manager at Chinook Centre Calgary’s top mall. I know firsthand that he was courted by other shopping centre firms from Toronto the Middle East but he remained loyal to Chinook Centre and his team.
“I was seeking office space after I left corporate life and there was Terry, accommodating me with rented space in an underused floor in the penthouse of the office tower at Chinook Centre. When I had bumpy times he was there to meet with me, lend an ear and send me on my way with a path forward from his experience that was generously provided. I never forgot that.
“When you think of modern day Chinook Centre with its pedestrian bridge over Macleod Trail, the mall food court carrousel (now gone), the theatres with an IMAX, these were all initiatives that came to fruit under Terry Nappers’ leadership. Many shopping centre professionals including some of the industry’s top mall managers learned at the knee of Mr. Napper.
“He was always very modest and down to earth in his Campbellsville Ontario country boy kind of way. He took malls from good to great, enabled retailers to become successful and helped to make Chinook Centre the top tier shopping centre that it is today. He taught people to work in teams, and was regarded as a mall management icon in Canada and he will be missed.” See you again my friend….but not yet.”
Terry Napper
Napper was 75 years old. According to his obituary, there will be a Celebration of Terry’s Life on Saturday December 6 at 3 p.m., at the Priddis Greens Golf & Country Club (1 Priddis Greens Dr, Priddis Greens, AB).
“Terry built a strong reputation in Calgary’s shopping center industry, serving as General Manager of Chinook Centre for over 20 years. During that time, he had the honor and privilege of being selected as a torchbearer in Calgary for the Vancouver 2010 Olympics. In recognition of his exceptional contribution to Calgary, Terry was ‘white hatted’ by the mayor. Terry had a true passion for his work, showing unwavering dedication while also being a dependable colleague and a generous mentor to those around him,” said his obituary.
“During his career, he oversaw the remarkable transformation of Chinook Centre, which solidified his legacy in the retail industry. Later in his career, Terry went on to start his own company, where he continued to oversee major renovations for shopping centers in both Alberta and Saskatchewan. Those who worked with Terry knew him to be a great leader and a supportive friend.
“Throughout his many adventures, the seemingly indestructible Terry had a knack for mishaps, but continued to approach life with a tenacity that truly made him one of a kind. Terry was a fighter; against overwhelming odds, he was able to beat an aggressive thyroid cancer and later prostate cancer. He was always up for a beer, whether it was to share a laugh or support friends and colleagues through difficult times.”
Three-quarters of Canadian consumers say they are more concerned about cybersecurity risks now than they were two years ago, according to new research from Mastercard.
The Mastercard Global Cybersecurity Research 2025 report reveals a growing sense of vulnerability among Canadians, with 72 per cent agreeing it is harder to secure personal information online than it is to secure their physical homes.
The research shows that cybersecurity is becoming a regular topic in everyday life. Fifty-five per cent of Canadians think about cybersecurity on a weekly basis or more, surpassing concerns like job security (37 per cent). Nearly half (48 per cent) said, “Cybersecurity has come up in dinner-table conversation in the last month.”
The report also highlights that younger consumers are more likely to fall victim to fraud. While 84 per cent of Canadians have received a scam attempt in the past year, 30 per cent engaged with the outreach. That includes 41 per cent of Gen Z, 43 per cent of Millennials, 29 per cent of Gen X and 14 per cent of Boomers.
Shopping and retail fraud was the most frequently experienced type (34 per cent), followed closely by investment and cryptocurrency scams (33 per cent), identity theft attempts (33 per cent), and romance or dating deception (29 per cent). Twenty-two per cent reported ticketing fraud, and 20 per cent said they had experienced travel-related scams.
Among those who engaged with fraud while shopping, 63 per cent suffered financial loss, with 45 per cent reporting losses of approximately $100 or more.
Consumers expressed concern about the increasing sophistication of cyber threats. Eighty per cent agreed, “Transaction fraud is becoming harder to detect,” while 55 per cent said, “Transaction fraud is so common now that getting scammed is inevitable.”
Photo: ThisIsEngineering
Despite this, stigma continues to surround scam victimhood. Sixty-eight per cent of Canadians said they would feel ashamed if they fell victim to an online scam, and 50 per cent said they would be embarrassed to tell anyone. However, only 32 per cent said they would judge someone else who had experienced fraud.
The report suggests that fraud can significantly impact businesses, particularly small ones. Nearly three-quarters (73 per cent) of Canadians said they would stop shopping at a retailer after experiencing fraud there. Seventy per cent would increase their scrutiny of that retailer, and 79 per cent said they would share their experience through word of mouth.
Additionally, 73 per cent said they would only shop with major or well-known retailers after a fraud experience, avoiding smaller or unfamiliar brands.
When it comes to protection, Canadians place the most trust in their financial institutions. Eighty-four per cent trust banks and 79 per cent trust credit card companies to protect them from fraud, compared to 73 per cent who trust government institutions. Seventy-six per cent said they trust their financial providers to protect them more than they trust themselves.
Artificial intelligence is adding a new layer of concern. AI-generated fake content is the top scam-related concern for the future, yet only 10 per cent of Canadians feel very confident in their ability to detect such threats.
The report found that 82 per cent are concerned about large-scale automated cyberattacks, 81 per cent about more convincing phishing emails, and 80 per cent about AI systems being hacked and turned malicious.
Photo: Andrea Piacquadio
Still, many Canadians are taking proactive steps to protect themselves. Common measures include:
Checking the sender before opening emails (71 per cent)
Using strong passwords (71 per cent)
Verifying unknown communications (66 per cent)
Keeping apps and software updated (66 per cent)
Enabling two-factor authentication (62 per cent)
Using VPNs or secure networks (52 per cent)
Reviewing and adjusting privacy settings (46 per cent)
Enabling biometric authentication (41 per cent)
Despite these actions, gaps remain—particularly among Gen Z and Boomers. For example, only 44 per cent of Gen Z reported using security software, and just 23 per cent of Boomers use biometric authentication.
The report also found that 70 per cent of Canadians are interested in formal education or training on how to handle scams.
Amisha Parikh
Amisha Parikh, VP, Product Management, Cyber + Intelligence Solutions, Mastercard, said: “The findings of Mastercard’s latest global research underline a pivotal shift in how Canadians perceive and navigate cybersecurity threats. With three-quarters of consumers expressing heightened concern and over 80 per cent reporting direct encounters with scams, digital safety has shifted from an abstract concept to an everyday reality — one that shapes how Canadians trust, transact, and protect themselves online.
“With younger Canadians disproportionately falling victim to scams and 70 per cent of Canadians expressing interest in formal training, there is an urgent need for accessible education on fraud prevention for consumers and real-time solutions for businesses of all sizes. Through partnerships with retailers and initiatives like the Mastercard Trust Centre, Mastercard aims to empower small businesses with the tools and knowledge needed to stay secure in an evolving digital landscape.”
Canadians are keeping holiday gift budgets steady at $975 per person — but they’re shopping with sharper intent. According to the eighth annual Retail Council of Canada (RCC) × Leger Holiday Shopping Survey of more than 2,500 adults nationwide, shoppers are starting earlier, comparing harder, and making every dollar count. Despite economic pressures, most plan to celebrate with thoughtful, value-driven gifts.
“This season’s shoppers are informed, strategic, and value-conscious — rewarding retailers who deliver transparent pricing, compelling promotions, and seamless in-store and online experiences tailored to regional preferences. Canadians are spending thoughtfully — focusing less on how much they buy, and more on how meaningfully they give.”
Key National Insights
Budgets steady, but pressure is high: 73% will maintain or increase spend; 57% now say holiday shopping feels stressful, the highest in four years;
Promotions that work: Canadians continue to say that instant savings, loyalty points, and gift-with-purchase make them more likely to visit retailers;
Stores regain influence: 59% plan to browse in-store for inspiration; 40% say they’re more impulsive during the holidays (up from 37% in 2024)— spotlighting stores’ renewed role in discovery;
Gift cards & resale rise: 47% plan to buy gift cards (up from 42% in 2024); 44% would consider gifting second-hand, highlighting its value and uniqueness;
Black Friday dominates: 53% call it the most important shopping moment, even as holiday spend now spreads across several weeks;
Digital & AI guide decisions: In-store browsing grows, but digital research — including AI-driven pricing and recommendations — shapes final purchases.
Leger is the largest Canadian-owned polling, marketing research and analytics firm, with over 600 employees in Canada and the United States. Established in 1986, Leger also owns LEO, an online panel, LEA, Leger Analytics, and Leger DGTL, a digital performance agency.
Retail is Canada’s largest private-sector employer with over 2.3 million Canadians working in our industry. This sector is a major economic contributor, generating more than $93 billion annually in wages and employee benefits. In 2024, core retail sales (excluding vehicles and gasoline) exceeded $508 billion. Retail Council of Canada (RCC) members account for more than two-thirds of these core retail sales and 95 per cent of the grocery market. Membership extends across the country, embracing over 54,000 storefronts in diverse formats such as department, grocery, specialty, discount, independent retailers, online merchants, and quick service restaurants.
Photo: Julia Volk
Regional Highlights — Holiday Spending Patterns
British Columbia: $1,129 (+26%): Renewed spending but still deal-driven;
Attend the FREE Webinar on the RCCX Leger 2025 Holiday Shopping Survey’s Findings On October 21, 2025, from 1-2pm ET, RCC will host an online Retail Holiday Shopping Webinar. Leger will discuss the survey’s pivotal findings, providing insights for retailers to refine their holiday strategies and Moneris will highlight how customer and industry payment data can facilitate better business decisions during the holiday peak.
La Maison Simons at Toronto's Yorkdale Shopping Centre, August 14, 2025. Photo: Craig Patterson
The Salesforce Consumer Goods Report 2025 paints a stark picture of the retail landscape. This year is proving to be one of the most difficult periods in decades for global consumer goods companies, with Canadian operators facing particularly sharp pressures. Tariffs, inflation, labour costs, and fragile consumer confidence are converging in ways that squeeze both revenues and margins.
Michelle Grant, Director of Industry Insights at Salesforce, described the situation candidly. “The pressure of tariffs and of their inflationary costs have made it very difficult for consumer goods companies,” she said in an interview. “Consumers are pushing back on pricing, focusing spending only on essentials, and often trading down.”
The reality is clear: Canadians are spending cautiously, and brands are being forced to rethink operations amid rising costs and changing behaviour.
Michelle Grant
Profitability Under Siege
More than half of global consumer goods leaders told Salesforce that profitable growth will be harder to achieve in 2025. In Canada, the challenge is compounded by macroeconomic pressures.
“Raw material costs are up dramatically,” Grant explained. “Chocolate prices are at all-time highs because of supply issues, coffee costs are higher due to tariffs, and labour costs globally are rising.” Add to this increased freight fees and fuel costs, and companies are experiencing pressure on every major input.
Grant emphasized that Canadian firms are uniquely exposed. With unemployment creeping up, consumers are more cautious. At the same time, the removal of the de minimis exemption and new tariffs have made selling into the United States more costly. “It is really a tough climate to operate in as a Canadian consumer goods company,” she said.
The AI Frontier
Yet amid the turbulence, the report highlights a striking opportunity: the rise of autonomous artificial intelligence agents. Nearly nine in 10 consumer goods executives expect these tools to be essential within two years.
Grant explained the potential. “AI agents are able to ingest structured and unstructured data to perform tasks that humans simply can’t at scale,” she said. “One of the most valuable use cases is optimizing trade promotions.
Thirty percent of a consumer goods company’s revenue goes to trade promotions, but 40% of that spend does not deliver a positive return on investment. Even small improvements in ROI can have an enormous impact on the bottom line.”
This shift signals a profound change for how companies plan promotions, pricing, and consumer engagement. Instead of relying on broad-based discounts, AI-driven systems can analyze real-time signals and personalize offers with unprecedented precision.
Trade Promotions and Personalization
Trade promotion management has long been central to the consumer goods sector. But Salesforce’s research shows diminishing returns. According to the report, only 60% of current trade promotion spend yields a positive ROI.
“Personalized offers using AI and data were ranked the most effective tactic,” Grant said. “If I’m a volume buyer of chocolate, an AI system might offer me a ‘buy three, get one free’ promotion, while someone less committed to chocolate gets a smaller incentive. That level of personalization is still in its early stages, but it represents the most effective path forward.”
Direct-to-consumer exclusive promotions and traditional price reductions also remain important, but the clear trend is towards tailored offers based on individual consumer data.
The Tariff Challenge and AI’s Role
External policy shifts are adding volatility. Fully 98% of leaders surveyed cited exposure to tariffs and economic policy as a threat to their businesses.
Grant noted that AI can help companies adapt. “Tariffs can change very quickly,” she said. “Agent AI allows companies to analyze decades of data, surface exposure risks, and even recommend new vendors or product formulations in response.”
For Canadian consumer goods companies, often caught between U.S. trade policies and domestic market constraints, AI could provide the agility needed to respond to sudden shocks.
Towards an AI-First Company
Looking ahead to 2027, Salesforce envisions a typical consumer goods company as one where AI workflows are integrated into nearly every function.
“We’re still in the crawl, walk, run phase,” Grant said. “Companies are piloting use cases, then scaling them. But at the board level, leaders need to be thinking about how AI transforms the entire company.”
Generative AI, for example, is reshaping product innovation. By analyzing detailed consumer data, companies can mock up new products, test them with synthetic customers, and launch AI-generated marketing campaigns — all before producing a prototype.
“Every division of a company will be enhanced by AI workflows,” Grant predicted. “From supply chain visibility to staffing algorithms for a café anticipating a pumpkin spice latte surge, the technology will be embedded everywhere.”
The report is also a showcase of Salesforce’s role in reshaping how consumer goods companies operate. Grant pointed to the company’s Agentforce technology as an example. “Agentforce is embedded across our platforms, from Slack to Consumer Goods Cloud to Marketing Cloud,” she said. “We’re building tools that allow companies to be agent-led, not just in one portion of the business but throughout their entire front office.”
In practice, this means marketers can generate emails, images, and customer segments instantly, then fine-tune the results before launch. The result is more targeted, efficient campaigns with less manual effort.
Digital Marketing Gains Momentum
The Salesforce Consumer Goods Report 2025 also highlights a shift in marketing priorities. Companies that once relied heavily on television and out-of-home advertising are now moving decisively into digital.
“The top three channels gaining investment are retail media networks, influencer marketing, and digital ads like display and search,” Grant explained. Unilever, for example, has committed to directing half of its social media spend towards influencers, aiming to have “an influencer in every zip code” where its products are sold.
For Canadian companies, this shift underscores the need to compete for digital attention in crowded online spaces, where AI-driven personalization is increasingly the norm.
The Salesforce Consumer Goods Report 2025 paints a picture of an industry under immense pressure, but also on the cusp of transformation. Canadian companies in particular face daunting headwinds from tariffs, rising costs, and weaker consumer demand. Yet at the same time, advancements in AI promise to reshape trade promotions, marketing, supply chains, and product innovation.
Grant captured the balance of caution and optimism: “Maybe two years is too soon, but within five years, every role and division will have agent AI workflows built into it.”
Retail Insider is streamlining its Canadian retail news from around the web to include a handful of top news stories that can be viewed quickly during the day. Here are the top stories from the past several several days.
You walk in and notice the water under your toes, dust skittering across the floor, and a splash from the pet corner. The regular vac quits fast. The wet/dry one keeps working, and you finally get the room back. It handles liquid and debris in the same session, moving from a small leak to drywall dust without fuss. Inside, the setup stays simple: a tank, a motor, a hose, and the right filter for the job. Brands like Tineco vacuum show how newer models pair strong airflow with float valves and quick filter swaps, so you clean fast and avoid clogs. In the sections below, you’ll find what matters, what to skip, and the habits that keep suction strong.
What It Is and How It Works
Flip the switch and you feel the pull at the hose as puddles, crumbs, and chips race into the tank while clean air vents out. For wet jobs, slide on the foam sleeve so spills vanish without splatter. Then move to dry work: pop in the cartridge filter, and when you’re dealing with fine dust like plaster, add a bag so the tank stays clean and your suction stays strong. The float valve rises with the water level and cuts intake before liquid reaches the motor, which saves the machine and signals you to stop and empty the tank. Keep the hose path short and smooth, seat the lid gasket clean, and you’ll keep airflow steady.
What You Can Clean
This tool shines when mess mixes types. It slurps puddles after a leak, then clears grit from the same floor, car, or workbench.
Use it for:
Spills and leaks: Washer hose drips, entryway puddles, minor basement seepage
Car interiors: Wet mats, trunk wells, crumbs, sand, pet hair
Pet zones: Tracked litter (keep it dry), kibble scatter, water bowl splash
Outdoor corners: Porch dust, leaves along the garage base, door-track grit
Fireplace care: Only cold ash; confirm it’s stone cold first
Skip hot ash, solvents, and hazardous powders; those need dedicated equipment and rules.
Specs That Matter (and the noise to ignore)
Capacity. Small tanks (8–12 L / 2–3 gal) suit flats and cars. Mid-size (15–20 L / 4–5 gal) covers most homes. Large (23–60 L / 6–16 gal) handles floods and job sites. Airflow and lift. CFM shows volume; water lift shows pull. Good cleanup needs both, not a single headline figure. Hose size. Wider hoses (1-7/8″ to 2-1/2″) swallow chips with fewer clogs; longer runs reduce airflow. Filtration. Foam for wet work, cartridge for dry, bag plus fine/HEPA for plaster or sanding dust. Brands such as Tineco offer quick, clean swaps that make task changes painless. Reach and convenience. A long cord, drain port, blower option, tool caddy, and stable base all save time. Ignore “Peak HP.” That number often reflects a split-second surge, not real performance; compare CFM, lift, hose size, and filters instead.
Pick by Use Case
Small homes or quick spills. Choose 8–12 L with a 1-1/4″ or 1-3/8″ hose, quiet motor, and simple tool storage. DIY garage and woodworking. Go 15–25 L with a 1-7/8″ or 2-1/2″ hose, solid CFM, and fine/HEPA plus bags for sanding. A drain port helps after washing mats. Car detailing. Prioritize reach and control: flexible hose, crevice tool, soft brush, and a footprint that moves around doors without scuffs. Renovation or jobsite. Pick 23–60 L, rugged latches, strong lift for long hoses, and HEPA when dust rules apply. All-purpose household. A balanced 15–20 L unit with quick filter swaps covers entry mats, car mats, porch dust, and the odd pet mess. Tineco’s approach to filters and accessories works well here without adding bulk.
How to Use It Safely
Set the order and stick to it. Unplug, check the tank, choose the filter for the task, seat seals clean, and fit the right nozzle. For wet pickup, remove any bag, install the foam sleeve, use a GFCI outlet, and listen for the tone change when the float rises; stop and empty before you continue. For dry pickup, use a cartridge; step up to fine or HEPA for plaster, cement, or sanding dust, and add bags to keep the tank clean. Keep the cord and plug dry. Don’t park the vac in deep water—anything higher than the wheels is a no-go. Run the cord behind you, not across your feet, so you don’t yank the drum over. And skip hot ash, solvents, or risky dust unless you’ve got the right gear and you follow the rules.
Care and Quick Fixes
Keep the vac clean and it keeps its pull. Small habits after each job save time and stop repeat messes.
Dump the tank right after any wet job; give it a quick rinse with mild soap, then leave the lid off to air-dry.
Foam sleeve: squeeze it out, rinse, and let it dry all the way before you stash it.
Working dry? Take the cartridge outside and tap it clean; if the pleats stay gunked up, swap in a fresh one.
For smells, add a teaspoon of baking soda to the dry tank; simple, cheap, works.
Suction fading? Check the nozzle first, then the wand, then the hose.
Still stuck? Flip the hose to the blower port and push the clog back out the way it came.
Free a stuck float and wipe its cage so it moves smoothly next time.
Replace cracked hoses and tired gaskets; leaks steal performance fast.
Many brands, including Tineco, sell filter sets that swap in quickly, which helps when you bounce between wet mats and sanding dust.
For organized model lists and accessories by task, start with this wet dry vacuum lineup to compare sizes, filters, and tools
Conclusion
A wet/dry vac earns its spot because it solves two kinds of mess without switching machines. Pick a tank that fits your space, match filtration to the task, keep the hose path open, and empty the tank before it overfills. With a few steady habits—rinsed tanks, clean filters, dry storage—you keep suction strong and cleanup simple at home, in the car, or by the workbench.
