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10 Best Practices for Retail Financial Advisors to Increase Customer Retention

By
Retail Insider
-

Customer retention is one of the most important aspects in the success of retail financial advisors. Although new clients are relevant, more sustainable and perhaps less costly, long-term relationships with the current clients are highly valued. Since today there are many services that offer financial advice to customers, advisors who are able to create trust and loyalty stand a better chance at long-term growth.

Retention does not happen by accident. It takes hard work, a thorough knowledge of client requirements and the capacity to deliver more than just transactions. Financial advisors operating in the retail market should orientate towards approaches that create strong ties, enhance communication, and prove trustworthy since such advisors will be better placed to retain satisfied and engaged clients over a prolonged period.

Building Strong Client Relationships

The root of customer retention is in a healthy advisor-client relationship. Clients that feel understood and know they are valued will not tend to go to another provider. Retail financial consultants need to focus on trust-building, listening skills, and personal service that is relevant concerning the financial agenda of a given client.

This relationship-building goes beyond the numbers. It also entails demonstrating interest in the aspirations, concerns and family situations of clients. When clients feel their advisor sees them as a person and not just a balance in an account, they build increased feelings of loyalty. Frequent touch-ups and intimate details may do a great deal of good towards the strengthening of this trust.

Providing Consistent Communication

Active and effective communication is the key to good relations with clients. Clients desire to feel knowledgeable about their financial well-being and to be sure that their advisor is reachable whenever it is required. They can help eliminate misunderstandings and strengthen the assumption of an advisor as an authoritative guide, at least through regular updates such as a meeting, newsletter or Internet-based platform.

Consistency in communication also helps set realistic expectations. Advisors follow through and act proactively to the information or change in the market, update of the policy or reaction to the growth or deterioration of a portfolio. This shows that they are active and careful in their line of duty. Informed clients also feel safer and they are not likely to seek out the help of others.

Leveraging Technology Effectively

Technology is a determinant factor in the way retail financial advisors are currently conducting business with their clients. CRM for financial advisors is a tool that allows them to keep their interactions organized, manage and sort through data, and individualize their communications with every client. With these systems being effective, advisors are able to give a more personal experience that builds on loyalty.

The best CRM software investment also helps reduce administrative burdens and streamline the workflow. This enables the advisors to devote more time to the client than on process work. The fact that their advisor is responsive and efficient will also make the clients more confident and trust towards him.

Offering Education And Guidance

Imparting knowledge to clients is one of the ways of increasing customer retention. Literacy is not always high and most people confirm the value of having an advisor who explains goals and issues related with the strategies, risks and opportunities using simple language. Sending education material, conducting workshops or webinars with an advisor will not only strengthen the expertise of the advisor but will also engender client confidence.

Education should be ongoing rather than occasional. Clients will see the benefit of the updated advice based on their changing goals and as the financial markets change and the personal circumstances of the clients change. Instead, advisors who present themselves as not only advisors but also educators are more apt to find a central bond and come across as being essential partners.

Delivering Personalized Solutions

Clients want solutions that reflect their unique financial situations. Financial advisors at retail level that depend on blanket-recommendations may lose customers to competitors who are able to afford more specific strategies. Individualization in the financial planning aspect is illustrative of attention and dedication to the needs of the client.

This personalization need not end with portfolios alone, but also with the provision of retirement planning, tax planning, or even estate considerations. Clients will be more loyal when they feel that their advisor is assisting them to accomplish goals that are important to them. Customization Dictionary is a trend changing a commodity in financial advice into a service.

Demonstrating Reliability And Accountability

The financial services sector depends on trust which cannot be assimilated without reliability. Advisors should hold commitments and keep the deadlines and give the right information every time. Clients that have a reliable track record in their historical time line tend to be loyal to their advisor even under very trying economic times.

Accountability also plays a crucial role. In cases where errors occur or situations where factors in the market are working adversely, it is important to know to claim that things are not going well, then providing solutions would go a long way in maintaining the trust. Clients do not appreciate those advisors that are dishonest, but they appreciate those advisors that can move through these difficult situations in a controlled and clean manner rather than putting their energies into protecting themselves.

Encouraging Client Feedback

Customer reviews can never be overstated because they can be used to either enhance service and retention. Advisors that welcome the advice of the clients demonstrate that they care about what they think and want to give them a better experience. Such areas of improvement can be gotten through surveys, feedback forms, or informal ways of communication.

Acting on feedback is equally important. Once customers realize that the advice they give is implemented and meaningful, they become closer to the adviser and the relationship involved. This sense of collaboration fosters loyalty and long-term commitment.

Enhancing Customer Experience

In addition to the financial advice, retention is defined by the total customer experience to a large extent. Advisors need to analyze each interaction process of the client to make sure that procedures are flexible, effective and enjoyable. This may include the process of simplifying onboarding, document submission, or using user friendly online platforms.

It also adds value in creating a welcoming environment in the process of an in-person or virtual meeting. The advisor can strengthen the emotional relationship with the client through small acts of remembrance, like recollecting a client achievement or marking a client’s birthday. And, satisfaction is constructed through a positive experience which leads the clients more inclined towards loyalty.

Supporting Long Term Planning

The aspect of retention is critical when an advisor is able to assist clients as they work through various phases of life. Clients that feel directed not only in the present but also in the process of building an expectation in the future are more likely to continue to build long-term relationships. This can be assisting them in saving up towards their retirement, buying a car or settling down.

Long-term planning requires continuous reassessment. Planners must make follow-ups regularly to put in place adjustments in response to change of life situations. The fact that advisors are there, constant presence in the financial life of the clients, strengthens their status of trusted advisors with sound guidance that could be applied at various stages in life.

Building A Reputation Of Expertise

Reputation plays a significant role in client retention. Customers desire to receive the services of advisors who are informed, trusted and respected in the profession. Retail financial advisors can improve their professional stature by regularly showing the level of expertise, either in their market knowledge, thought leadership or in delivery, to gain an edge in their profession.

A good reputation also lessens the chances of losing clients. By making customers sure they are communicating with a reliable expert, an organization can decrease the likelihood that they will pay attention to other offers. Reputation can carve confidence that the counselor can deal with the opportunities and the difficulties.

Conclusion

Customer retention is not a one-way approach, as retail financial advisors present their use of the following, trust, communication, personalization, and consistency to present long-term benefits. Establishing relationships, using technology like CRM of financial advisors, and providing personalized solutions will make a client loyal. On the same note, reliability, positive responses, and client maintenance facilitated by long-range planning also help to maintain relationships.

Through these best practices, advisors establish transactions that go beyond transactions with their clients. They foster relationships based on trust, experience and common prosperity. In the competitive environment where maintaining development is a challenge, retention should represent the sustainable means to develop and stabilize, as, with clients staying in place, the advisor also ensures they promote his or her services.

Canadian Retail News From Around The Web For August 25, 2025

By
Retail Insider
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Canadian Retail News From Around The Web

News at a Glance

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 48 hours.

Hudson’s Bay and top lender accuse landlords fighting Ruby Liu of having ulterior motives (CBC)

Retail sales rise in June even as trade tensions hit Canadian businesses (Yahoo)

Retail in Edmonton suburbs thrives while Downtown works to revive (Edmonton Journal)

Retail spending dips in July, small Calgary business feeling impact (CTV)

Retail vacancy expected to remain stable in Metro Vancouver, says report (BIV)

Buy Canadian movement still strong in Dawson City, seven months after it began (CBC)

Sikh man opens the region’s first turban store in Sudbury, Ont. (Yahoo)

It is the last days for the Toys ‘R’ Us store in Kelowna – Kelowna News (Castanet)

Down the drain? Not so fast. Quebec minister says U.S. alcohol to be donated, not destroyed (CBC)

Oasis fans converge on pop-up store ahead of Toronto shows (CBC)

An old-school East Van mattress shop becomes a cult favourite (Vancouver Sun)

Pay-what-you-can grocery store in West Bend diverts food waste and fights food insecurity (CityNews Toronto)

Changes to Glace Bay street will create more downtown parking, says councillor (CBC)

Retail Insider the magazine Launches ‘Canada Proud’ Issue

By
Craig Patterson
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Retail Insider has released a new edition of Retail Insider the magazine, marking the first in a series of themed issues that will now be published with greater frequency. The latest release, titled the Canadian Pride Issue, highlights the resilience, innovation, and identity of Canadian retail as it navigates both challenges and opportunities in 2025.

A Focus on Canadian Stories

This issue takes a close look at several notable players in the retail landscape. Browns Shoes, a fourth-generation family-owned retailer, shares insights into its national expansion strategy, including relocations, omni-channel investments, and leadership continuity. Edo Japan, a Calgary-based quick-service restaurant brand, outlines its plans for national growth, with an emphasis on Canadian sourcing, menu innovation, and its first U.S. pilot projects. Gather Packaging, meanwhile, details its move to bring paper bag manufacturing back to Toronto, highlighting sustainability, quality, and domestic supply chain resilience.

Beyond feature profiles, the magazine includes analysis on the state of retail in Canada. The “Insider Insights” section provides data-driven updates on sales performance, employment trends, and the impact of new tariffs on the retail economy. “Main Street Matters” makes a strong case for supporting local businesses at a time when independent retailers face cost pressures but also enjoy strong consumer loyalty. The “Evolution of Retail” feature explores broader shifts, from sourcing strategies to marketing innovation, as Canadian retailers adapt to inflation, automation, and shifting global dynamics.

The Start of More Frequent Issues

This release is the first of what will be a more regular cadence of themed magazine editions from Retail Insider. Each issue will spotlight major developments, brands, and themes shaping Canadian retail, providing industry professionals and readers with deeper context and insights into the market.

Publisher Craig Patterson notes that this Canadian Pride Issue sets the tone for what readers can expect going forward: a blend of in-depth profiles, timely data, and thoughtful commentary on the future of retail in Canada. “We are proud to be expanding our coverage through these themed issues, giving even more attention to the people and companies that define Canadian retail today,” Patterson said.

Where to Read the Magazine

The full issue of Retail Insider the magazine is available to read online, offering industry professionals, retailers, and consumers an inside look at the stories shaping the sector. With this new approach, Retail Insider aims to enrich dialogue within the retail community while celebrating the innovation and resilience that continue to drive Canadian retail forward.

[Read the new issue here]

Poppys Collection Rallies Support for Newfoundland Wildfires

By
Craig Patterson
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Poppys Collection storefront in Port Carling, ON

The tight-knit community of Small Point–Adams Cove in Newfoundland has been devastated by a series of wildfires this summer, leaving hundreds of families without homes, schools, and basic necessities. Over 200 structures have been destroyed across Conception Bay North, including residences in Small Point, Broad Cove, Blackhead, and Adams Cove, as well as in neighbouring towns such as Western Bay and Ochre Pit Cove. Evacuation orders remain in place for many areas, and a regional state of emergency has been declared.

The fires, which have ravaged nearly 11,000 hectares of land, are considered among the most destructive in the province’s recent history. The response has involved the Newfoundland and Labrador government, Canadian Armed Forces, volunteer firefighters, and neighbouring provinces, with aerial and ground crews working tirelessly to contain the flames. Yet, for many residents, the devastation is already permanent.

Kathryn McNally, founder of Poppys Collection

“It’s absolutely devastating,” said Kathryn McNally, founder of Poppys Collection, in an interview with Retail Insider. “Today it’s out that 200 homes have been destroyed, and there have also been schools lost. Even for families who might eventually go back, their children may have no school to return to. It’s heartbreaking.”

For McNally, the crisis is more than a headline. Her mother grew up in Small Point, where generations of her family lived, and her own summers as a child were spent in the community. Poppys Collection, her Muskoka-based boutique, was founded on values of family, tradition, and intergenerational ties. Those same values now underpin her efforts to rally support for the community that helped shape her.

“My mom’s family is from Small Point,” McNally explained. “I spent my summers as a kid there, and we still have a house in the community. My sister was actually evacuated during the fire with my niece. We’ve always had such strong ties, and to see it all threatened like this is devastating.”

Flames rise from a wildfire near Adam’s Cove. Photo by Krista Noble/Facebook

Fundraising Through Retail

In response, Poppys Collection has launched a fundraising initiative to aid those affected by the Small Point Newfoundland wildfires. The retailer is selling raffle tickets for $25 each, with proceeds directed to trusted organizations including the Red Cross, Salvation Army, and local charities on the ground.

The raffle prize is fittingly symbolic: a giant Jellycat whale, chosen to reflect Newfoundland’s maritime heritage. 

“It felt very appropriate to raise money for Newfoundland with a giant blue whale,” McNally said. “Small Point is such a special spot where you can see whales from the shore. It’s unique, and it’s just heartbreaking to see this kind of destruction in a place so full of natural beauty.”

Tickets are available both in-store and online, with the winning draw set for Labour Day weekend. McNally is also donating a portion of Poppys Collection’s retail sales to support the relief effort.

“We don’t have a set fundraising goal because we simply don’t know the full extent of the damage yet,” she explained. “The evacuation orders are still in place, so the more we can raise, the better. Families need as much support as possible.”

Kathryn McNally as a child fishing in the Newfoundland Community.

Retail as a Platform for Change

Independent retailers like Poppys Collection are increasingly using their platforms to respond to social and environmental crises. For McNally, the decision was instinctive. “This isn’t just about business, it’s about community,” she said. “Poppys has always been about families and creating connections, and that extends beyond Muskoka. This is about standing up for the people of Small Point.”

Located in Port Carling, Muskoka, Poppys Collection has been a seasonal and year-round destination for high-quality children’s and women’s apparel for nearly a decade. The store emphasizes curated collections, often from woman-owned and mom-run brands, and has built a loyal following among locals and seasonal visitors alike. Beyond clothing, the retailer has established itself as a community hub, hosting activities and events designed to bring families together.

Now, McNally is channelling that same spirit into disaster relief. “We’ve had such a great summer at the shop,” she reflected. “So many new and familiar faces have come by, and we’re grateful for the support. It makes it even more meaningful to be able to turn that success into something that can help others.”

The Broader Impact of Wildfires

Wildfires have become a recurring threat across Canada, with climate change intensifying both their frequency and severity. In Newfoundland, where such large-scale fires have historically been rare, the Small Point Newfoundland wildfires underscore a shifting reality.

The province has already experienced twelve wildfires this year, with May marking the start of an unusually destructive season. While recent weather conditions have aided suppression efforts, the long-term impacts on communities and ecosystems will be profound.

Local businesses in Newfoundland have also been disrupted, from fishing operations to tourism-based enterprises. For towns like Small Point and Western Bay, where seasonal activity contributes heavily to the local economy, the destruction of homes and infrastructure may take years to overcome.

Kathryn McNally as a child with her grandfather in the Newfoundland Community.

A Call to Action

McNally hopes her initiative will inspire others to support Newfoundland families during this crisis. “It’s not just about one store or one fundraiser,” she said. “It’s about people across Canada coming together. Whether it’s through a raffle ticket, a donation, or simply sharing the story, every action helps.”

The raffle will remain open until Labour Day weekend, but Poppys Collection is also encouraging ongoing support for the charities involved. As recovery continues, funds will be needed for rebuilding homes, replacing lost belongings, and restoring vital community services such as schools.

“This is about hope,” McNally emphasized. “When you’ve lost everything, knowing that people care can make all the difference. I want the people of Small Point to know they’re not alone.”

[Buy raffle tickets here]

More from Retail Insider: 

Groups praise Government of Canada for removal of retaliatory tariffs

By
Mario Toneguzzi
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US President Donald Trump. Photo: Slate.com

Restaurants Canada said Friday it is pleased with the announcement that Canada will lift its retaliatory tariffs on U.S. food products. After months of uncertainty and negative impacts, this long-awaited measure will provide relief to thousands of businesses across the country and address Canada’s affordability crisis, it said in a statement.

“Restaurants Canada estimates that retaliatory tariffs were resulting in at least $100 million a month in additional costs to the foodservice industry. While Canadians were navigating affordability challenges, including food inflation, this added burden was largely absorbed by foodservice businesses, 40% of whom were operating at a loss or just breaking even. In addition, many of the food products that were targeted by retaliatory tariffs were not available domestically or from other markets,” it said.

“Restaurants Canada has been one of the leaders in lobbying the federal government to remove retaliatory tariffs on food for several months. In partnership with other food associations, Restaurants Canada sent a letter on the urgent need for this relief to several Ministers and all opposition parties.”

Richard Alexander
Richard Alexander

“The removal of retaliatory tariffs by the Canadian government today will help Canadians with the affordability crisis and will protect the 1.2 million jobs in the foodservice industry,” said Richard Alexander, Executive Vice President, Government Relations and Public Affairs with Restaurants Canada.

“We support the federal government in taking a more targeted approach in its negotiations with the United States.”

Restaurants Canada said it continues to encourage the Government of Canada to work with stakeholders and trade partners to improve the Canada-U.S. trade relationship, and to pursue trade diversification for the benefit of Canadian businesses and consumers. As well, it continues to advocate for the removal of interprovincial trade barriers.

Corinne Pohlmann, Executive Vice-President, Advocacy, Canadian Federation of Independent Business (CFIB), said the CFIB welcomes Ottawa’s decision to drop some of its retaliatory tariffs on U.S. goods.

“This is a step in the right direction and will take some of the pressure off Canadian small businesses as trade talks continue,” she said.

Corinne Pohlmann
Corinne Pohlmann

“Many small business owners have told us that Canada’s retaliatory measures were almost as damaging as the U.S. tariffs themselves. Nearly six in 10 small firms report they were hurt by Canada’s counter-tariffs, with only steel and aluminum tariffs doing more harm. Those were not touched today, so the challenges for those businesses remain. While small firms were in favour of Canadian counter tariffs as the trade war began, their support has been falling since February.

“Today’s announcement provides some relief going forward; however, businesses have already paid millions of dollars in counter-tariffs. We urge Ottawa to immediately release its tariff revenue to small businesses directly and indirectly affected by trade disruptions and work quickly to resolve small business requests still tied up in the remissions process.”

Catherine Fortin LeFaivre
Catherine Fortin LeFaivre

Catherine Fortin LeFaivre, SVP, International Policy and Global Partnerships, Canadian Chamber of Commerce, said: “At a time of heightened trade tensions, it is essential these adjustments be carefully calibrated in close consultation with Canada’s business community. Decisions made today will have ripple effects for supply chains, employers and consumers, and must be managed with care to preserve long-term competitiveness. 

“Our focus must remain on securing a durable, predictable arrangement with the United States — one that gives businesses and consumers confidence not just for weeks, but for years. However, we will wait to evaluate a deal until one is on the table. Stability and certainty are the foundations of North America’s integrated economy and competitiveness.  

“Sectoral tariff impacts around agriculture, steel, aluminum and copper have borne the brunt of this dispute. Unlike other industries, they have no CUSMA exemption process to ease the pressure. Canada must work closely with these businesses to calibrate our response while pressing for a lasting resolution with the U.S. and other trade partners. 

“As Canada’s largest and most activated business network, we will continue working with government and industry to ensure public policy delivers a strong economy, long-term prosperity, and a better life for all.”

Photo- Per Bank LinkedIn
Photo- Per Bank LinkedIn

In a LinkedIn post, Per Bank, CEO and President of Loblaw Companies Ltd., said: “This is a big development – for Canadian consumers and businesses. It means that, in the days and weeks ahead, the price of goods in our stores impacted by tariffs will come down. Prices will come down over time, as we sell-through inventory that was purchased based on tariffed pricing. For our business, thankfully, this also means that we will soon be able to remove the “T” symbols on the over 4,000 impacted items on our shelves.

“This is certainly good news, especially for consumers impacted by the higher costs caused by tariffs. But I want to be transparent… just as it took time for tariffs to start impacting goods based on the inventory we had on hand, it will also take time for tariff-related pricing to come off what we have in-stock. We will definitely look for ways to accelerate the benefit for consumers, and I will reiterate: as tariffs come off items, any tariff-related pricing changes will also be entirely removed, penny for penny.

“I’ll also echo something Mark Carney said during his press conference today. Like the Canadian government, Loblaw has been working to create more resilience and diversity in our sourcing and supply chain strategy. One of the few benefits of this trade war has been some great new Canadian and foreign supplier partnerships (we added more than a hundred new Canadian suppliers) that help us mitigate risk throughout our business and expand our network of suppliers. We will continue to proceed with this part of our sourcing strategy, especially where it will lead to better costs for us and better prices for consumers.

“Until all the tariffs come off entirely there will still be lots of choice to buy what you want without tariffs and perhaps this will even benefit Canadian suppliers.”

Related Retail Insider stories:

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J2 Retail Management Expands Retail Partnerships

By
Craig Patterson
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J2 Retail Management
Image: J2 Retail Management

Toronto-based J2 Retail Management is carving out an increasingly important role in supporting both domestic and international retailers entering or expanding in North America. Founded in 2012, the privately held firm has become a one-stop solution for brands requiring operational, merchandising, and logistical support to launch or sustain retail operations.

Led by co-owners Jodie Wolfe, Chief Executive Officer, and Brian LeSaux, President, the company has built its reputation by helping brands execute across the full retail spectrum, from initial leasing and store design to merchandising, logistics, staffing, and ongoing operations. Its reach now spans Canada and the United States, with freelance merchandisers supporting large-scale activations in both countries.

Jodie Wolfe

“We’ve really honed in on being the operational partner for brands that might not have people on the ground here,” explained LeSaux. “Whether a company is based in the U.S., the U.K., or elsewhere, we can step in and do everything from store setups and merchandising to supply chain and IT support.”

Supporting Major Retail Rollouts

The company’s capabilities extend well beyond simple merchandising. Wolfe emphasized that J2’s role often starts at the very beginning of a retailer’s entry into the market. “We help clients open D2C stores, from planning and leasing to design and product mix,” she said. “We’re there to make sure they have a clear path to execution.”

LeSaux added that scalability has been a defining factor. “We’re currently working with a substantial number of freelance merchandisers. That allows us to service major accounts in the U.S., such as Macy’s, Kohl’s, and Dillard’s, while also maintaining a presence across Canada in retailers ranging from Walmart to independents,” he explained.

Brian LeSaux

This scale enables J2 to manage thousands of daily store visits across multiple geographies. According to LeSaux, this kind of reach is critical for wholesale and department store activations where door counts are large and brand consistency across locations is essential.

Choosing the Right Partners

While J2 offers end-to-end services, Wolfe and LeSaux emphasized that alignment with the client’s vision is crucial. “We really want customers who come to us with a solid vision and are willing to partner with us and take our guidance,” said LeSaux. “We’ve had to turn down clients in the past when their goals didn’t fit.”

Wolfe added, “We’ve built a good business on integrity. Sometimes we have to say to a client that we’re not the right fit. It’s better to walk away than pursue something that isn’t viable.”

The leadership duo pointed to Simons as an example of a strong retail vision. “That store is phenomenal,” said LeSaux. “They’ve created a great product mix, strong fixtures, and an assortment that appeals to everyone. It shows what happens when a retailer has a clear vision.”

Preparing Retailers for Success

One recurring theme in the interview was preparation. LeSaux was direct about the risks of rushing. “You only have one shot to make a first impression,” he said. “If you open a store and disappoint, customers are unlikely to return.”

He described J2’s role as helping clients fully prepare before committing. “You need a realized plan for your assortment, operations, and financing. We often advise clients to delay openings until they’re ready. Otherwise, the risk of failure is high,” he explained.

Budgeting, too, is an area where J2 provides guidance. “It always costs more than you anticipate,” said LeSaux. “We recommend at least a 30% contingency for store build-outs to cover unexpected expenses.”

The Importance of Retail Relationships

Strong relationships between retailers and landlords are often the difference between long-term success and early struggles. For J2 Retail Management, these partnerships are central to the company’s philosophy and a recurring lesson it shares with clients entering the Canadian or U.S. markets.

“It’s all about the relationships,” said LeSaux. “When you’re opening stores in major shopping centres, you need a landlord who believes in your concept and is willing to work with you to ensure that it succeeds. That trust goes both ways. If they’re taking a chance on you, you have to deliver.”

Wolfe highlighted how mutual confidence can shape outcomes. “Once a landlord takes you in, they want you to stay. They don’t just want rent cheques; they want tenants that add vibrancy to their centres. That’s why we encourage our clients to treat landlords as long-term partners rather than transactional counterparts,” she said.

J2’s own experience has underscored the value of working with well-connected leasing partners. “We’ve worked with Oberfeld Snowcap for our leasing,” LeSaux noted. “They’re incredibly flexible and have strong relationships across the retail real estate industry. By combining their connections with our operational expertise, we’re able to secure the right spaces and set up our clients for success.”

LeSaux pointed out that the stakes are high. “Landlords have a lot invested in every square foot of their centres. If a tenant fails, it impacts not just the landlord’s bottom line, but also the neighbouring tenants. That’s why demonstrating that you have a sustainable concept is so critical.”

For J2, fostering these connections is part of its broader mission of guiding retailers through complex market entry. “Landlords want you to succeed,” said LeSaux. “If you succeed, they succeed. And if you fail, everyone feels it. That’s why we tell our clients: don’t view landlords as just property owners. See them as partners in your brand’s story.”

Beyond operations, J2 Retail Management also advises on product strategies and brand positioning. “Consumers want something different and exciting, not the same old assortment,” said LeSaux. “That means looking at both established and emerging brands, as well as reviving nostalgic names.”

He pointed to Buffalo Jeans as a recent example. “It’s a nostalgia brand that people remember from downtown Toronto. Bringing it back into malls is exciting for customers who say, ‘I haven’t seen this in years.’”

Even global brands have found success by returning to basics. Wolfe noted, “The best thing about Gap’s resurgence is that they went back to their roots. They’re offering strong, simple basics that resonate with customers again.”

Expansion and the Future of J2

Looking ahead, J2 is positioning itself for significant growth. While specifics remain confidential, LeSaux hinted at multiple upcoming store rollouts and new opportunities in showroom design.

“We’re fully invested in our D2C channel and have significant store openings coming,” he said. “We’re also exploring showroom strategies that give store teams a more interactive and engaging way to understand seasonal merchandising, beyond flat laydowns or digital walkthroughs.”

Wolfe added that the company continues to adapt as consumer expectations evolve. “Retail is always changing, but our ability to integrate logistics, merchandising, creative, and operations makes us a reliable partner for brands navigating this environment.”

What sets J2 Retail Management apart is its ability to provide an integrated suite of services that address every stage of the retail lifecycle. From warehouse management to creative activations, the company positions itself as both a practical operator and a strategic advisor.

“Whether it’s a large-format department store or a small independent, we have the expertise to get clients ready,” said LeSaux. “At the end of the day, our success is tied to theirs.”

More from Retail Insider:

Canada’s foodservice industry grew in H1 2025 with continued gains in visits and spending 

By
Mario Toneguzzi
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Photo: RDNE Stock project
Photo: RDNE Stock project

Despite ongoing economic uncertainty, Canada’s commercial foodservice industry has demonstrated remarkable resilience and growth in the first half of 2025. According to Circana LLC, traffic in the sector increased by 3.2%, while spending rose by an impressive 5.7%. These gains extend a consistent upward trend that began in mid-2021, underscoring the sector’s strength and adaptability.  

Quick-service restaurants (QSR) led the way in traffic growth, logging a 4.3% increase during the most recent quarter. Retail foodservice also showed exceptional performance, matching QSR quarterly traffic growth of 4.3% and marking its best growth in years. However, full-service restaurants experienced a modest 0.7% decline in traffic, as consumers turned to more budget-conscious options like QSR and retail foodservice to maximize their spending power, said Circana, a leader in providing technology, AI, and data to fast-moving consumer packaged goods companies, durables manufacturers, and retailers seeking to optimize their businesses.

It said independent and small-chain restaurants also outpaced large-chain competitors in traffic growth, reflecting a shift toward localized dining experiences and a growing appetite for unique, bold flavors and innovative menus that celebrate regional and cultural diversity. The industry’s ability to innovate and meet consumer needs — whether through digital ordering, value-driven promotions, convenient delivery options or menu innovation — has driven this sustained success.

Vince Sgabellone
Vince Sgabellone

“Canada’s commercial foodservice sector has shown extraordinary resilience and adaptability, with robust growth across key segments like QSR and retail foodservice,” said Vince Sgabellone, foodservice industry analyst at Circana. “The industry’s ability to innovate and meet consumer needs — whether through digital ordering, value-driven promotions or convenient delivery options — has driven this sustained success.” 

Circana said several factors have contributed to the robust performance of the commercial foodservice industry in Canada. Over the past four years, the country’s growing population has steadily bolstered demand. More recently, reduced international travel has redirected consumer dollars toward local experiences instead of costly vacations abroad. Canadians are opting for domestic travel and small indulgences, including restaurant visits.

Photo: Andrea Piacquadio
Photo: Andrea Piacquadio

“Additionally, deal rates climbed for the sixth consecutive quarter, helping attract value-seeking consumers. Lunch has emerged as the fastest-growing daypart, supported by the steady return-to-office trend, while digital ordering options — via mobile apps, websites and text — continued their double-digit growth in each of the past three quarters. Delivery, in particular, surged by 13% in the last quarter. Independent and small-chain restaurants also outpaced large-chain competitors in traffic growth, reflecting a shift toward localized dining experiences,” it said.

“The strong performance in H1 2025 reflects Canadians’ evolving dining habits and reallocation of discretionary spending, mirroring broader lifestyle adjustments. Looking ahead, the foodservice industry’s continued focus on affordability, digital solutions and consumer convenience positions it for sustained growth in the coming quarters.”  

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Retail sales surpass $70 billion in June: Statistics Canada

By
Mario Toneguzzi
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Photo: Ron Lach
Photo: Ron Lach

Retail sales increased 1.5% to $70.2 billion in June. Sales were up in all nine subsectors and were led by increases at food and beverage retailers, according to a report release Friday by Statistics Canada.

Core retail sales, which exclude gasoline stations and fuel vendors and motor vehicle and parts dealers, were up 1.9% in June. In volume terms, retail sales increased 1.5% in June. Retail sales were up 0.4% in the second quarter. In volume terms, quarterly sales increased 0.7%, explained the federal agency.

“Feedback from respondents for June highlighted the effects of trade tensions between Canada and the United States on Canadian retail businesses. Supplementary questions asked to respondents show that 27% of retail businesses were impacted by the trade tensions in June, compared with 32% in May. The most common impacts in June were price increases, change in demand for product and delays in the supply chain,” added Statistics Canada.

It said core retail sales increased 1.9% in June on higher sales at food and beverage retailers (+2.3%), with all four store types within this subsector posting gains. The subsector’s increase was led by higher receipts at supermarkets and other grocery retailers, which were up 1.8% in June following a decline of 0.6% in May. Higher sales at beer, wine and liquor retailers (+4.3%) and convenience retailers and vending machine operators (+5.3%) in June also contributed to the increase at food and beverage retailers.

Higher sales were also recorded at clothing, clothing accessories, shoes, jewelry, luggage and leather goods retailers (+5.1%) and general merchandise retailers (+1.6%) in June, it added.

Photo: Mike Jones
Photo: Mike Jones

“Sales at gasoline stations and fuel vendors (+1.8%) increased in June after three consecutive monthly declines. In volume terms, sales at gasoline stations and fuel vendors increased 2.7%,” said Statistics Canada.

“Following a decline of 3.4% in May, sales at motor vehicle and parts dealers edged up 0.2% in June. The increase was led by higher sales at new car dealers (+0.1%) and automotive parts, accessories and tire retailers (+1.1%). The sole decrease in the motor vehicle and parts dealers subsector came from other motor vehicle dealers (-0.1%).”

“On a seasonally adjusted basis, retail e-commerce sales decreased 1.7% to $4.2 billion in June, accounting for 5.9% of total retail trade, compared with 6.1% in May.

“Statistics Canada is providing an advance estimate of retail sales, which suggests that sales decreased 0.8% in July. Owing to its early nature, this figure will be revised. This unofficial estimate was calculated based on responses received from 54.7% of companies surveyed. The average final response rate for the survey over the previous 12 months was 90.1%.”

Andrew Grantham
Andrew Grantham

Andrew Grantham, Senior Economist, CIBC Capital Markets, said retail sales have been on a bumpy ride since the start of the year, but through the monthly volatility sales volumes are little changed relative to where they stood in December 2024 (+0.2%).

“This is consistent with a generally more cautious attitude among consumers to spending amid tariff uncertainty, particularly compared to the solid growth seen during the second half of 2024, and isn’t the sort of consumer spending that should worry Bank of Canada policymakers from an inflation point of view as they debate whether to cut interest rates further,” he said.

Shelly Kaushik
Shelly Kaushik

Shelly Kaushik, Senior Economist, BMO Capital Markets, said: “Consumer spending looks to have picked up in June, though it seems momentum was short-lived heading into the second half of the year. Even so, the big picture suggests consumers are holding up despite ongoing labour market slack and elevated trade uncertainty.”

Maria Solovieva
Maria Solovieva

Maria Solovieva, Economist, TD Economics, said retail sales matched expectations at the headline level but surprised to the upside in core categories.

“This indicates that auto-driven gains seen in the spring now lost momentum. On a quarterly basis, real retail sales posted a respectable 3.1% annualized gain with June’s strength leaving core sales as the main driver of the topline tally,” she said.

“Consumer spending held up better than we previously expected and we now see real spending tracking 1.2% in the second quarter (quarter-on-quarter, annualized). However, as the advance estimate indicates, momentum is likely to cool in Q3. With employment growth slowing and trade tensions clouding the outlook, there is little for the average Canadian household to get excited about.”

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Steel N Ink Expands Across Canada and Prepares for U.S. Launch

By
Craig Patterson
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Rendering of the CF Carrefour Laval Steel N Ink location. Image: Optima Design

Steel N Ink, the Canadian tattoo and body piercing retailer, is entering a new era of growth with expansions across the country, a franchise program rollout, and its first international store set to open in Austin, Texas. 

Founded in Sauble Beach, Ontario in 2005, the brand has transformed from a small seasonal business into one of Canada’s largest body art retailers, bringing tattoos, piercings, and jewelry into the shopping centre mainstream.

“We’ve had a lot of growth over the last year, and it’s only accelerating,” said Jamie Randolph, President of Steel N Ink, in an interview with Retail Insider. “We’ve opened new locations, moved into larger spaces, and introduced our new concept design. On top of that, franchising has taken off faster than we expected.”

Jamie Randolph

New Concept Stores in Guelph and Niagara Falls

Steel N Ink recently relocated to larger stores in both Stone Road Mall in Guelph and at Fallsview Casino in Niagara Falls, Ontario. These expansions were part of the brand’s rollout of a new store concept designed in partnership with Optima, reflecting a more upscale, approachable environment.

“Our Stone Road location was actually our first mall store,” Randolph explained. “When we opened, we had no idea how much demand there would be, so we started smaller. Eventually, we even had to rent a second unit just for office space and extra tattoo stations. Now we’ve consolidated everything into one larger 1,600-square-foot store built to our new concept.”

At Fallsview Casino, the brand moved into a unit double the size of its original store, now located beside Starbucks. Randolph noted that the impact was immediate: “With the new concept and the larger space, we’re already seeing much higher numbers.”

The sweet spot for new stores is typically 1,200 square feet, but in established markets such as Guelph, the company is opening larger spaces to meet demand.

Jamie Randolph and the team at Steel N Ink at CF Carrefour Laval. Image supplied

Entering Alberta and Quebec

Steel N Ink’s growth has also extended west and east. In April, the company acquired and rebranded a competitor’s store in Banff, marking its first entry into Alberta.

“The Banff store has been a huge success for us,” said Randolph. “It’s exceeded our expectations, especially through the busy summer season. Tourists see tattoos as souvenirs that last a lifetime. Just like people buy T-shirts or mugs, a tattoo becomes a permanent memory of the place they visited.”

In July, Steel N Ink opened its second Quebec location at CF Carrefour Laval, following its first Montreal store at Royalmount nearly a year earlier. At 1,550 square feet, the Laval store is one of the brand’s larger footprints, reflecting the market’s scale and demand.

Launching a Franchise Program

One of the company’s most significant recent developments has been the introduction of franchising. Partnering with industry veteran Andy Goodman, who has decades of franchise experience, Steel N Ink formally launched its program in December 2024.

“Andy helped us build a strong foundation,” said Randolph. “We’re only six months in, and we already have four franchises sold and in development, with lots of interest from others.”

The first franchise opened at Vaughan Mills in Ontario recently, along with one in Avalon Mall in St. John’s, Newfoundland. The latter marks the brand’s debut in Atlantic Canada. Additional locations are scheduled for Oshawa Centre, Devonshire Mall in Windsor. 

Randolph sees franchising as a key tool for reaching coast-to-coast coverage. “In Eastern Canada, we’ve focused heavily on corporate stores. For the west, we’re looking to grow more through franchising. Vancouver, for example, is a major target market for us.”

Newly opened Steel N Ink at Avalon Mall in St. John’s, Newfoundland. Image supplied

A Coast-to-Coast Vision

Steel N Ink currently operates 17 corporate stores, with more franchises opening in the coming months. The company expects to reach 21 locations by year’s end. Its long-term vision is ambitious: between 40 and 45 locations in Canada.

“Our goal is to be a true coast-to-coast brand,” Randolph said. “We’re already in Ontario, Quebec, Alberta, and now Atlantic Canada. Each region is responding well to what we offer.”

Avalon Mall in St. John’s has been a particularly strong success story. “When the mall announced our opening, our inbox was flooded with messages,” Randolph said. “Customers wanted to book appointments, and artists reached out to join us. The community has been really excited.”

Beyond Tattoos: Jewelry and Retail

What distinguishes Steel N Ink from many other tattoo and piercing studios is its retail component. In addition to tattoos and piercings, the stores feature large selections of jewelry, including branded collections that appeal to a wide range of customers.

“We’ve become almost like a jewelry store,” Randolph explained. “Other shops might have five choices of jewelry, but we have hundreds. That allows customers to really express themselves.”

The brand carries everything from dog bone earrings for pet lovers to Harry Potter and Star Wars–themed pieces. Randolph noted, “We want people to feel they can come in, browse, and find something that reflects their personality. That’s what sets us apart.”

This retail dimension also makes Steel N Ink more approachable. “Walking into a traditional tattoo shop can feel like a big commitment for some people,” he said. “But in a shopping mall setting, customers can stop in casually, ask questions, and explore without pressure.”

Steel N Ink at The Well (Rendering: Optima design)

U.S. Expansion Begins in Austin

Perhaps the most significant next step for the company is its international expansion. This fall, Steel N Ink will open its first U.S. store at Barton Creek Square in Austin, Texas.

“That’ll be a corporate store, and we’re really looking forward to it,” said Randolph. “The U.S. market is the next level of growth for us. If we can do 40 stores in Canada, I believe we can eventually do 400 in the States.”

Randolph acknowledged that the brand is moving into the U.S. earlier than originally planned, but said timing is critical. “We’ve started to see copycats here in Canada, and I think someone will eventually bring a concept like ours to the U.S. We want to establish our market share early.”

A Broader and More Diverse Customer Base

The perception of tattoos has changed dramatically in recent years, and Steel N Ink has been a part of that cultural shift. Randolph described the clientele as more diverse than ever.

“Everybody gets tattooed today. We see all walks of life. Sometimes it’s someone in a suit who, if you met them at the office, you’d never know they have a full back piece. There’s no stigma anymore. That’s been amazing to watch.”

From students to professionals, tourists to locals, the customer base reflects a wide demographic. “It’s really opened up to everyone,” Randolph added.

As Steel N Ink continues its rapid growth, the company remains focused on building a strong foundation for the future. That includes expanding its franchise network, strengthening its corporate structure, and preparing for its U.S. rollout.

“Steel N Ink expansion is about more than just opening stores,” Randolph said. “It’s about creating welcoming spaces where people can express themselves, whether through tattoos, piercings, or jewelry. We’re looking for qualified franchisees who share that vision, especially in Western Canada, where we see enormous potential.”

More from Retail Insider:

Self-Storage: A Quiet Contender in Retail Investment Portfolios

By
Retail Insider
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Retail investment strategies today must balance the rapid growth of e-commerce with the physical realities of fulfillment, inventory buffering, and maintaining flexible space. For many operators, especially small and midsize retailers, nearby self-storage provides a practical solution: it reduces fixed occupancy costs, adds seasonal capacity, and frees valuable sales-floor space for customers.

For investors, self-storage has become a differentiated, resilient asset class. It offers portfolio diversification, dependable demand from both consumer and commercial tenants, and multiple entry points – from publicly traded REITs to private funds and direct ownership. For those seeking long-term, inflation-resilient returns, investing in self-storage can combine steady cash flow with exposure to the evolving needs of the retail sector. Understanding how self-storage intersects with retail operations can reveal attractive capital-allocation opportunities.

Self-storage has expanded well beyond its traditional role as a consumer convenience. In the retail context, it has evolved into a critical component of the supply chain and store operations. This shift has been driven by several macro trends:

  • Urbanization and smaller living spaces: Both consumers and small business owners in densely populated areas face space constraints, increasing the appeal of off-site storage.
  • Hybrid retail models: Many retailers now integrate online and offline sales channels, requiring flexible and accessible inventory staging areas close to customers.
  • Faster delivery expectations: To meet same-day or next-day fulfillment demands, businesses need localized storage rather than relying solely on distant distribution centers.

For many e-commerce retailers, micro-fulfillment hubs (MFHs) can be a major competitive advantage. Self-storage facilities, particularly those located near dense urban or suburban corridors, can function as cost-effective localized MFHs, enabling faster order turnaround without the long-term commitments of traditional warehouse leases.

Why Retailers Choose Self-Storage

Retailers of all sizes are tapping into self-storage for three main reasons: affordability, flexibility, and efficiency.

Affordability

Small and midsize retailers, especially those operating on tight margins, often face high rental rates for centrally located commercial space. Using nearby self-storage units allows them to relocate non-essential inventory, promotional materials, or seasonal stock to a secure, cost-effective location. This approach frees up valuable in-store space for revenue-generating activities without sacrificing accessibility.

Flexibility

Traditional warehousing typically involves multi-year leases and fixed-size space commitments. In contrast, self-storage offers month-to-month rental terms with the ability to adjust unit size as needed. This flexibility is particularly valuable for:

  • Managing seasonal inventory peaks.
  • Testing new product lines without overcommitting on storage.
  • Scaling space requirements up or down without penalty.

Efficiency

By relocating bulk stock, spare fixtures, or marketing materials off-site, retailers can keep their primary retail floor organized and customer-focused. Well-managed self-storage operators offer features like climate control, secure access, and extended hours, allowing businesses to retrieve items quickly when needed. This operational efficiency directly supports better customer experiences and faster inventory turnover.

Key Considerations for Investors

While self-storage’s operational benefits are clear, the investment approach matters just as much. Factors such as diversification, management quality, technology adoption, leverage strategy, and tax treatment all influence potential returns.

1. Diversification

Publicly traded REITs and large private equity funds often manage extensive portfolios across multiple regions and tenant types, spreading risk across geographies and sectors. Retail-focused investors may choose to target operators that specialize in serving commercial tenants, including e-commerce and brick-and-mortar businesses, rather than those catering primarily to residential users. Direct ownership of a single facility provides less diversification but may appeal to those seeking more control over tenant mix, pricing, and marketing.

2. Management

Professional management teams at established REITs and institutional operators bring expertise in facility maintenance, tenant relations, and revenue optimization. Direct investors, on the other hand, must decide whether to self-manage, retaining all profits but shouldering operational responsibilities, or hire third-party managers, which can reduce involvement but also dilute returns.

3. Technology

The leading operators have invested heavily in digital infrastructure, offering tenants a fully self-service experience. Features such as online unit reservations, automated gate access, digital payment systems, and virtual lease management improve efficiency, reduce staffing needs, and enhance customer satisfaction. For retail tenants, these capabilities translate into smoother operations and quicker access to inventory.

4. Leverage

Debt financing can amplify returns in self-storage investments, but it also introduces greater financial risk. Market fluctuations, interest rate changes, or lower-than-expected occupancy can quickly erode leveraged gains. The right balance of debt and equity depends on an investor’s risk tolerance and cash flow needs.

5. Taxation

Tax implications vary depending on the investment vehicle. REITs must distribute a significant portion of profits to shareholders, creating predictable income but limiting reinvestment flexibility. Private equity and direct ownership allow for potential capital gains treatment, depreciation deductions, and loss offsets, though they may come with reduced regulatory oversight and liquidity.

Retail Use Cases: Beyond Storage

Self-storage facilities supporting retail tenants often play roles that go beyond simply holding goods. Examples include:

  • Seasonal pop-up staging: Retailers can use units to prep inventory for temporary holiday or event-driven locations.
  • Promotional campaign storage: Marketing teams can store large-scale displays or materials between campaigns.
  • Regional restocking points: Businesses with multiple outlets in a metro area can centralize certain inventory categories to improve logistics.

This adaptability makes self-storage not only a cost-control tool but also an enabler of creative retail strategies.

Choosing the Right Investment Path

The choice between REITs, private equity, and direct ownership depends on how hands-on an investor wants to be, how much diversification they seek, and what their time horizon is. REITs offer liquidity and passive income, private equity funds can provide targeted exposure with professional oversight, and direct ownership gives maximum control along with the highest operational demands.

Aligning the investment vehicle with personal or institutional objectives is critical. For example:

  • An institutional investor may prioritize scale and diversification through REIT exposure.
  • A high-net-worth individual with operational experience may opt for direct ownership of a facility in a strategic location.
  • A partnership could blend both, holding REIT shares for income stability and a direct asset for potential upside.

Conclusion

Self-storage has evolved into a strategic asset for retailers seeking to optimize space, manage costs, and respond to fluctuating demand. For investors, it offers a rare combination of steady demand, adaptability, and multiple entry points, from highly liquid securities to direct operational control.

The sector’s resilience is underpinned by macro trends like urbanization, hybrid retail models, and evolving consumer expectations that show no signs of slowing. For those considering retail-linked investments, incorporating self-storage exposure can enhance portfolio diversification and provide a buffer against market volatility. The key is to match the investment structure with risk appetite, tax strategy, and desired level of involvement, ensuring that self-storage becomes not just an ancillary asset, but a purposeful driver of returns.

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