Luca Faloni Opens 1st Canadian Flagship in Toronto

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October 17, 2025

Luca Faloni Toronto - GTA General Contractors-Ryan Fung Photography (9) — Luca Faloni at 130 Bloor Street West in Toronto. Photo: Ryan Fung

Italian luxury menswear brand Luca Faloni has opened its first Canadian flagship in Toronto. The 2,800-square-foot boutique, located at 130 Bloor Street West in the city’s prestigious Yorkville neighbourhood, brings the brand’s “Casa Faloni” retail concept to Canada for the first time, offering an immersive experience inspired by Italian craftsmanship and hospitality.

Positioned beside Gucci and steps from brands such as Hermes and Louis Vuitton, the Toronto store represents a milestone in Luca Faloni’s journey from digital-native to global luxury brand. The location situates the brand among elite peers on Bloor Street, widely recognized as Canada’s preeminent luxury retail corridor.

“When I came to visit Toronto with a retail eye, it was clear immediately that Bloor Street was fantastic. Luxurious, elegant, and full of energy,” said Luca Faloni, founder of the eponymous brand, in an interview with Retail Insider. “It’s actually the first time we’ve positioned ourselves on a true luxury street. Until now, our stores have been in premium neighbourhoods, but not next to Gucci or Loro Piana. I’m very curious to see how customers perceive us in this new environment.”

The store also reflects the brand’s strategy of selecting locations where its clientele both lives and travels. “We prioritize cities that are not only major financial and cultural hubs but also destinations for tourism,” Faloni explained. “Toronto fits that perfectly. It’s one of North America’s six major hubs, and it opens the Canadian market for us.”

The Design: Italian Warmth Meets Canadian Modernism

True to its global aesthetic, each Luca Faloni boutique is conceived as a “Casa Faloni” — a home-like environment where guests can slow down, relax, and enjoy Italian hospitality. The Toronto flagship embraces that same philosophy while introducing an architectural dialogue between Italian materials and Canadian modernist influences.

The interior draws inspiration from Toronto landmarks such as Viljo Revell’s City Hall and the Ontario Science Centre, echoing their geometric precision and rhythm. The result is a space where sculptural pendant lighting and a refined grid layout convey calm, order, and sophistication.

Luca Faloni at 130 Bloor Street West in Toronto. Photo: Ryan Fung

Materials such as Canaletto walnut, white Carrara marble, and Cipollino green marble are used throughout, chosen for both their beauty and narrative resonance. “We wanted to create an atmosphere that feels warm and inviting,” said Faloni. “Toronto has a long winter, so we emphasized wood and soft lighting to make the space comfortable and reflective of our cashmere collections.”

The boutique includes a lounge, a bar for Italian aperitivi, and a craftsmanship corner featuring videos that showcase the artistry behind the brand’s knitwear and tailoring. A pool table adds to the home-like feel, underscoring the brand’s focus on leisure and connection rather than transactional shopping.

Built by GTA General Contractors

Toronto-based GTA General Contractors Ltd. led the build-out of the sophisticated space, translating Luca Faloni’s design vision into reality with precision and care. The company is well known for its expertise in high-end retail construction across Canada.

“Delivering Luca Faloni’s first Canadian flagship, and third North American location, was an exciting project for our team,” said Tyler Maynard, Executive Vice President at GTA General Contractors. “It required a high level of coordination, attention to detail, and respect for the brand’s refined aesthetic. From custom millwork to imported stone and lighting, every element had to align perfectly. We’re proud of how our team executed the vision, translating a world-class design into a finished space that truly reflects the craftsmanship of the brand.”

The Founder’s Journey: From Turin to the World

Founded in 2014 by Turin-born entrepreneur Luca Faloni, the brand was inspired by a personal realization that authentic Italian quality was difficult to find abroad. After years of living in London and San Francisco, Faloni saw an opportunity to deliver fine Italian craftsmanship directly to customers through an online direct-to-consumer model, long before the approach became a global trend.

“In 2012, I was living in San Francisco as the direct-to-consumer model was just emerging,” he recalled. “Most brands were focused on making mid-market products more affordable. I wondered why we couldn’t take the best that Italy offers, namely true luxury craftsmanship, and make it accessible at a fair, premium price point.”

The company began online and remained digital-only for its first six years. Today, it operates 12 boutiques worldwide, including locations in London, Milan, Paris, New York, Miami, Munich, and Zurich. Despite this growth, Faloni maintains a slow and deliberate expansion strategy. “We don’t open many stores each year,” he said. “It’s very difficult to find the perfect location with the right size, frontage, and co-tenancy. Each store must feel special.”

A Focus on Craftsmanship and Permanence

Luca Faloni’s collections are built around timeless staples crafted in Italy using the finest natural fibres including cashmere from Cariaggi, linen from Albini, and silk-cashmere blends for transitional seasons. “Our collection is not overly broad,” Faloni noted. “We focus on permanent designs that form the foundation of a luxury wardrobe with pieces that people truly need.”

This commitment to longevity has positioned the brand within the growing “quiet luxury” movement, attracting discerning clients seeking understated refinement. The brand’s aesthetic sits at the intersection of formal and casual, with garments designed to move seamlessly from city to leisure.

Faloni’s approach also rejects fast fashion’s churn of seasonal collections. “We don’t discount,” he said. “Our pricing remains fair throughout the year because we want customers to trust the value and quality of what they’re buying.”

Building Brand Presence in North America

North America now represents about 40 percent of the company’s online revenue, but with only two existing stores in New York and Miami, the brand sees Toronto as a critical next step. “Toronto is a natural choice,” Faloni said. “It’s an international city with a strong professional community. Our early following came from consultants, finance professionals, and lawyers, people who value quality but prefer an elegant and relaxed look.”

The Toronto flagship will also serve as a billboard for the brand, raising awareness among both locals and visitors. “When you open a store in a place like Bloor Street, thousands of people walk by every day,” Faloni explained. “Some may not buy immediately, but they’ll remember the brand and shop online later. Retail and e-commerce grow together.”

That interplay between physical and digital channels remains central to Luca Faloni’s retail strategy. “Once you have a store in a market, online customers take you more seriously,” he said. “It makes the brand feel real, tangible, and trustworthy.”

Canadian Market Potential

Faloni views Canada as an under-served opportunity for luxury fashion, with strong purchasing power and long winters that favour the brand’s signature cashmere offerings. “Toronto is a wealthy city with a climate that suits our products perfectly,” he said. “And stylistically, Canadians appreciate quality and subtle elegance, which are values that align with our brand.”

Asked about future Canadian expansion, Faloni hinted at possibilities beyond Bloor Street. “Eventually, yes,” he said. “We’ll likely open another store in Toronto before considering other cities. London already has three stores, and New York has two. Once a city reaches a certain size, it makes sense to deepen presence rather than spread too quickly.”

That careful pace reflects his philosophy of sustainable growth. “We build relationships gradually,” Faloni said. “This isn’t about opening a hundred stores overnight. A brand is built over time through great products, consistent quality, and connection with customers.”

A Measured Approach to Global Growth

Faloni’s patient, long-term mindset contrasts sharply with the hyper-expansion strategies often seen in fashion retail. “I’m not in a rush,” he said. “We grow steadily because we want to maintain craftsmanship and avoid stress. The Italian way is to enjoy the journey, not just the destination.”

Investors have supported that philosophy, allowing the company to focus on product excellence and measured expansion. “You can’t just raise a lot of money and open stores everywhere,” he said. “You need to build trust, fine-tune the product, and earn your customers’ loyalty.”

This approach has worked. The brand has attracted a loyal international following and earned praise from media outlets including Forbes and The Gentleman’s Journal. Notable wearers include Prince William, Cillian Murphy, and Penn Badgley.

Expanding Yorkville’s Retail Landscape

Luca Faloni’s arrival adds another prestigious name to Bloor Street’s evolving luxury landscape, which has transformed dramatically over the past decade. Once known primarily for Canadian heritage retailers, the area now features a roster of global fashion houses including Saint Laurent, Louis Vuitton, Hermès, and Prada.

“Bloor Street has changed so much in recent years,” Faloni observed. “It’s become one of the most beautiful retail streets in North America. To open our first Canadian flagship here, beside brands we deeply admire, is a great honour.”

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Naturepedic Expands in Canada with Stores and Supima Sheets

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Craig Patterson

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October 17, 2025

image - 2025-09-28T204616.861 — Naturepedic store on Bayview Avenue in Toronto. Photo: Bayview Leaside BIA

Naturepedic, a U.S.-based pioneer in organic mattresses and bedding, is deepening its Canadian presence as consumer demand for sustainable and non-toxic sleep products grows. The company, founded in 2003 by environmental engineer Barry Cik, has become an industry leader by eliminating harmful chemicals from its mattresses and bedding. Now, with three stores in Canada and plans for future expansion, Naturepedic is strengthening its position in the Canadian market while introducing new products that further highlight its commitment to health and sustainability.

The company operates three dedicated galleries across the country. Its flagship in Toronto is located at 1617 Bayview Avenue in the city’s Leaside neighbourhood, a hub for family-oriented retail and specialty stores. In Oakville, Naturepedic’s showroom sits at 346 Lakeshore Road East in the heart of the downtown shopping district, while in Vancouver, its store is located at 1588 West Broadway within the upscale Granville Rise commercial area. In addition to these showrooms, Naturepedic products are available online for Canadian customers, offering nationwide accessibility.

According to Chief Growth Officer Arin Schultz, Canada remains an important growth market for the brand, despite some operational challenges related to tariffs.

“We’ve been in Canada for about 13 or 14 years now,” Schultz explained in an interview. “Those stores are technically independently owned under a licensee model, but as the brand grows, we definitely have our eye on expanding more into the Canadian market. I love Canada, and I think there’s a lot of areas where Naturepedic could do extremely well.”

Future Expansion Plans Across the Country

Naturepedic’s current Canadian footprint may be modest, but Schultz noted that the potential for growth is considerable. He pointed to opportunities in Alberta and Saskatchewan, including cities such as Calgary, Edmonton, and Regina. “If everything aligns, I honestly see the possibility of 10 to 12 stores in Canada by 2027 or 2028,” Schultz said.

That growth, however, is tempered by the challenges of navigating tariffs and trade policy. Schultz described these as a “slowing growth” factor for Canadian operations, saying that regulatory uncertainty can make long-term expansion difficult. “We make a product that Canadians love,” he said, “but we want a steady, clear path forward before committing to a larger rollout.”

Despite those hurdles, Schultz emphasized that Naturepedic remains committed to Canada, citing strong customer reception and the brand’s resonance with health-conscious and eco-minded consumers.

Naturepedic Leaside in Toronto. Photo: Naturepedic

Competitive Edge in the Canadian Market

The Canadian mattress market has seen several players emerge in recent years, including homegrown brands such as Silk & Snow. Schultz acknowledged their presence but highlighted what sets Naturepedic apart: customization and organic certifications.

“The customization really is a big help for us,” he said. “If we were making just a standard cushion-firm mattress like many others, we’d be competing directly. But with our EOS system, customers can tailor firmness to their own needs. That’s been a game-changer for couples with different sleep preferences.”

He also noted that Naturepedic’s strict adherence to organic standards, verified through third-party certifications, continues to attract Canadian buyers who are increasingly scrutinizing product safety and sustainability claims.

Launch of Supima Organic Sheets

In addition to store expansion, Naturepedic is broadening its product categories with the introduction of Supima bedding in Canada. Available now in Toronto, Oakville, and Vancouver stores, as well as online, the new line positions Naturepedic as not only a mattress provider but also a leader in sustainable luxury bedding.

“Supima is an extra-long staple cotton that’s incredibly soft and durable,” Schultz explained. “Unlike cheaper sheets that wear out quickly, Supima holds up over time. For families, that means fewer replacements and less waste. It’s worth the investment.”

Supima represents only one percent of the world’s cotton supply, grown exclusively in the United States by a network of about 500 family-owned farms. Schultz emphasized that these farms embody values aligned with Naturepedic’s mission. “It just feels very good to give back to communities cultivating this cotton, including Native American growers. And the product itself is second to none.”

Naturepedic Vancouver location. Photo: Naturepedic

Durability and Environmental Benefits

Beyond luxury, the Supima launch is framed as an eco-conscious decision. Schultz highlighted how longer-lasting sheets can reduce landfill waste. “If you buy a cheap set of sheets, you might go through two or three sets in the time a Supima set lasts,” he said. “From an environmental impact perspective, that makes a difference.”

He added that organic cotton farming remains central to Naturepedic’s identity. “We did a ‘farm to bed’ campaign this year in Texas, meeting families who’ve been growing organic cotton for generations. It was powerful to see children now playing in fields that used to be treated with pesticides. That’s what sustainability really looks like.”

Naturepedic Oakville. Photo: Naturepedic

Seasonal Colours and Future Bedding Lines

Naturepedic plans to keep its bedding line fresh with seasonal colours beginning in 2026, mirroring the approach of the fashion industry. Schultz confirmed that new shades will be introduced in spring and fall collections, ensuring the bedding range evolves with customer tastes.

Looking ahead, the company will continue exploring the bedroom and sleep space, with possible expansions into categories such as furniture and bath products. However, Schultz stressed that Naturepedic intends to stay true to its core expertise. “We don’t want to lose sight of what made us special in the first place,” he said. “Everything we do will remain connected to sleep and wellness.”

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Ottawa Targets Organized Retail Theft in Sweeping Justice Reforms

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Craig Patterson

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October 17, 2025

image - 2025-10-16T233617.935 — Prime Minister Mark Carney announces crime reform during a press conference on October 16, 2025. Photo: Radio Canada/CBC

Prime Minister Mark Carney announced new measures this week aimed at tackling organized retail theft and strengthening public safety across Canada. The plan includes tougher sentencing, reverse-onus bail for repeat offenders, and an investment of $1.8 billion to expand the Royal Canadian Mounted Police (RCMP).

The announcement marks the first time a federal government has explicitly recognized organized retail theft as a national economic and safety concern. The Retail Council of Canada (RCC) says it welcomed the move, calling it an important step in protecting workers, communities, and local economies.

“Retail crime is not a victimless offence,” RCC said in a statement. “It is a growing threat to workers, communities, and local economies. RCC looks forward to working with all levels of government to turn today’s commitments into real results.”

RCC Welcomes Federal Action on Organized Retail Theft

The Retail Council of Canada (RCC) is welcoming Ottawa’s decision to formally recognize organized retail theft as a national concern. The association, now led by President and CEO Kim Furlong, said the federal government’s plan to introduce tougher sentencing, strengthen bail conditions, and expand policing resources represents a critical step toward protecting retail workers and communities.

RCC has long called for stronger measures to address the growing threat posed by organized retail crime. The Council’s latest research found that losses tied to theft and related incidents reached approximately $9.1 billion in 2024, almost double what retailers reported a decade earlier. The issue has moved beyond property loss, with increased violence toward staff and customers prompting stores to heighten security measures and shorten operating hours.

While welcoming the federal response, RCC emphasized that lasting progress will depend on collaboration across jurisdictions. The organization is urging provinces to align their bail and sentencing frameworks with federal reforms to ensure consistent accountability for repeat and violent offenders.

According to RCC, organized retail theft remains one of the most pressing safety and economic challenges facing Canadian retailers. The Council said it will continue to work with law enforcement and all levels of government to ensure that today’s policy commitments translate into tangible improvements for retailers and the communities they serve.

retail theft crime. Photo: Greater Niagara Chamber of Commerce

Key Measures to Strengthen Public Safety

The federal government plans to table amendments to the Criminal Code next week. Proposed changes include introducing reverse-onus bail for serious and repeat offenders, consecutive sentencing for multiple crimes, and harsher penalties for organized retail theft.

Under the reforms, those accused of crimes such as violent assault, human trafficking, and theft linked to organized criminal networks will have to prove why they should be released on bail. The government says this will help prevent repeat offences and improve safety for workers and shoppers.

The plan also includes hiring 1,000 new RCMP officers nationwide to address rising levels of organized crime and online fraud. Of these, 150 positions will focus specifically on financial crime and the recovery of illicit assets.

National Scope of the Retail Crime Problem

According to the Retail Council of Canada and the Loss Prevention Research Council, 95 percent of surveyed retailers now identify organized retail crime as their greatest threat. The number of shoplifting incidents has climbed 66 percent over the past decade, with average losses per incident exceeding $500.

Police services across the country report similar trends. Toronto Police recorded nearly 43,000 “theft under” cases in 2024, up 10 percent from the previous year. In Vancouver, Kamloops, Red Deer, and Halifax, retail theft rates remain among the highest in the country.

National enforcement campaigns have also revealed troubling patterns. During police-led “retail blitz” operations in 2024, nearly one in five suspects arrested was a repeat offender, and authorities seized 121 weapons.

Retailers have responded by adding security staff, installing locked display cases, and, in some areas, reducing store hours. While some regional initiatives, such as Windsor Police’s business partnership program, have produced localized declines in theft, most communities continue to see year-over-year increases.

Coordinated Federal and Provincial Approach Needed

The federal government acknowledges that crime prevention depends on collaboration between all levels of government. Criminal law falls under federal jurisdiction, while provinces handle bail hearings, remand facilities, and court operations.

Justice Minister Sean Fraser said Ottawa is working with provinces and territories to ensure bail and sentencing reforms reflect community needs. “We are giving police and prosecutors stronger tools to keep violent offenders off our streets,” he said.

RCC has echoed that sentiment, noting that enforcement alone will not solve the crisis. Provincial investment in policing and judicial capacity will be essential to deliver the tougher penalties now being proposed.

Impact on Retailers and Communities

Retailers across Canada have described rising levels of organized retail theft as a serious safety concern for staff and shoppers. Many have implemented new security protocols and invested heavily in surveillance, training, and physical barriers to deter incidents.

The growing sophistication of criminal networks has further complicated enforcement. Stolen merchandise is often sold quickly through online resale markets, making recovery difficult. The federal government’s plan to bolster financial crime units is expected to help track and disrupt these digital operations.

“Organized retail theft affects more than retailers,” RCC stated. “It impacts consumers through higher prices and communities through increased violence and fear. Stronger legal tools are essential to reversing this trend.”

The government’s proposed reforms will be included in Budget 2025, scheduled for release on November 4. Once tabled, the amendments will require parliamentary approval and cooperation from provincial justice systems for implementation.

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CF Market Mall in Calgary welcomes exciting new retailers

By

Mario Toneguzzi

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October 17, 2025

CF Market Mall in Calgary is undergoing a wave of retail activity, with several new stores opening, expanding, or relocating, according to Darryl Schmidt, senior executive with Cadillac Fairview.

“Ever New came out of The Bay when The Bay closed, and we’ve since signed a permanent deal with them,” said Schmidt, Vice-President of National Leasing. The brand is currently operating a pop-up in the former Joydrop location, with a permanent storefront scheduled to open in the west mall by Black Friday.

Other brands are also expanding their footprint in the centre Arc’teryx is expanding—they’re going to more than double in size. They’ve been very successful,” Schmidt said. “We’re relocating SoftMoc adjacent to them; same thing, they’ll almost double in size.”

Schmidt confirmed that Kiokii is opening soon and said Monza (restaurant) will open in the coming weeks after resolving earlier construction delays. “That’ll be great—adding more food and beverage to the site,” he said, noting that aligning food offerings with consumer trends has become a key focus for Cadillac Fairview’s portfolio.

Despite flat foot traffic, Schmidt said the centre has seen strong financial performance following the closure of The Bay. “We’ve been averaging about 10 per cent (growth in sales) here at Market Mall.”

He added that the shift is due to customers redirecting their spending. “There’s a void in the marketplace without The Bay. Customers are finding other specialty retailers to replace those lost sales,” he said.

Market Mall is currently achieving approximately $1,180 in sales per square foot, an all-time high in terms of sales productivity.

While several new leasing deals are in progress, Schmidt said they are not yet finalized. “I’ve got to wait until the ink is dry on some of the deals at Market Mall. We’re in a bit of a lull in terms of space availability and new store openings,” he said.

Asked about future plans for The Bay’s former space, Schmidt said the company is awaiting a court ruling. “That’s one Ruby Liu had identified as one she wanted to take control of. So we’re waiting for the judge to render a decision,” he said.

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Healthy Planet Launches Largest Fairtrade Campaign Across Canada

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Mario Toneguzzi

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October 17, 2025

October marks Fairtrade Month and Healthy Planet, Canada’s largest organic grocery retail chain and wellness e-commerce platform, has launched its largest Fairtrade campaign to date, focused on educating customers, spotlighting Fairtrade-certified brands, and encouraging conscious consumer choices.

In partnership with Fairtrade Canada, Healthy Planet says it is ensuring that all educational efforts are authentic and aligned with global Fairtrade standards, further strengthening its commitment to ethical retailing.

“Fairtrade is deeply ingrained in the DNA of Healthy Planet,” said Monica Walker, Head of Food and Grocery at Healthy Planet. “Supporting ethical sourcing, fair wages, and sustainable farming is not just a campaign for us; it’s a core part of our ethos. This Fairtrade Month, we want to empower our customers to make informed choices that positively impact communities and the planet.”

In-store, shoppers will see educational signage, shelf talkers, and audio announcements that explain the impact of Fairtrade, from fair wages to sustainable farming practices. Specially curated end caps feature a wide range of Fairtrade-certified brands, offering limited-time discounts on popular products, including Balzac’s Coffee, Organic India, Camino, Zazubean, Traditional Medicinals, Galerie Au Chocolate and more.

Ashish Khera, Head of Marketing at Healthy Planet, said Fairtrade has always been part of Healthy Planet’s ethos with its focus on fair wages, ethical sourcing, and sustainable farming embedded in how it operates.

“This year, we wanted to take that commitment further by launching our largest Fairtrade campaign yet, to help Canadians better understand the impact of their choices. In the current global context, where consumers are increasingly conscious about the social and environmental footprint of what they buy, this campaign allows us to use our national platform to educate and inspire meaningful change,” he said.

Khera said Healthy Planet curated a mix of trusted Fairtrade-certified brands that align with both its customers’ preferences and Fairtrade Canada’s certification standards.

“The selection includes everyday essentials like coffee, tea, and chocolate products, where Fairtrade practices make a measurable difference to producer communities. Brands such as Balzac’s Coffee, Organic India, Camino, Zazubean, Traditional Medicinals, and Galerie Au Chocolat were chosen not only for their certification but also for their long-standing commitment to ethical trade and sustainable sourcing,” he said.

Khera said Healthy Planet can measure the impact of its Fairtrade initiatives both for producers and for Canadian consumers in two ways:

Producer impact: It partners with Fairtrade Canada to ensure all featured products meet rigorous global standards for fair pay, safe working conditions, and sustainable farming;
Consumer impact: In Canada, its focus is on education and behaviour change. We monitor in-store participation through end-cap engagement, shelf talker interest, and Fairtrade product sales, alongside digital metrics such as campaign reach and consumer sentiment. This dual measurement helps it assess both awareness and tangible support for Fairtrade brands.

“Education is at the heart of this campaign. In-store signage, audio messages, and digital storytelling are designed to make Fairtrade’s impact clear and personal-from explaining how fair wages uplift communities to showing how sustainable farming protects ecosystems. Success is tracked through engagement metrics, Fairtrade product sales growth during the campaign period, and customer feedback from our digital and in-store touchpoints. These insights inform how we continue to evolve our advocacy for ethical retailing,” explained Khera.

“The key is integration, not addition. Ethical retailing doesn’t have to compete with commercial goals-it can enhance them. By incorporating Fairtrade-certified products into existing categories and educating consumers on their value, independent grocers can increase basket sizes and customer loyalty. We’ve seen that when shoppers understand the “why” behind a product, they’re willing to support it. Partnering with credible organizations like Fairtrade Canada and leveraging co-marketing opportunities helps ensure both profitability and purpose.”

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Pet Valu Rolls Out New Store Layout Focused on Culinary Pet Food

By

Craig Patterson

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October 17, 2025

Pet Valu Holdings Ltd. is enhancing its in-store experience with a redesigned layout that highlights its rapidly growing “culinary” category, a segment that includes frozen and raw pet food. The initiative, detailed in a new equity research report by Martin Landry of Stifel Nicolaus Canada Inc., underscores the retailer’s strategy to increase traffic, improve customer engagement, and strengthen its competitive position in Canada’s $8 billion pet food market.

By year-end 2025, Pet Valu plans to implement the new design in 120 corporate stores nationwide. The updated format places greater emphasis on visibility and convenience, particularly for frozen and freeze-dried pet food products — areas that have demonstrated strong growth and customer loyalty.

Culinary Pet Food: The Fastest-Growing Segment at Pet Valu

According to Stifel’s analysis, Pet Valu has consolidated several previously distinct categories, including frozen raw food, freeze-dried raw food, gently cooked food, frozen treats, and frozen snacks, into a single “culinary” umbrella. This approach creates more cohesive merchandising and helps communicate clearly with consumers who are increasingly looking for high-quality, minimally processed nutrition for their pets.

The report notes that culinary products are a key traffic driver, generating more than twice the number of store visits and leading to annual spending levels more than double that of a traditional customer. This insight reinforces the strategic importance of the Pet Valu new store layout, which places these high-engagement products front and centre.

The category’s growth trajectory has been impressive. Over the past several years, sales in the culinary segment have expanded at a rate exceeding 20 percent annually, making it the fastest-growing component within Pet Valu’s consumables offering. Management estimates that the segment accounts for roughly five percent of the total Canadian pet food market, suggesting significant room for further expansion.

Design Features Enhance Visibility and Shopper Engagement

The redesigned Pet Valu new store layout emphasizes visibility and accessibility, especially for frozen foods. Each updated location now features up to six cooler doors, compared with the previous two to four, positioned prominently near the store entrance. The goal is to draw immediate attention to the culinary category while integrating complementary product groupings.

Freeze-dried raw foods are placed adjacent to the coolers, strategically positioned as an introductory step for pet owners transitioning from traditional kibble. Toys and accessories are displayed nearby to encourage impulse purchases that complement mealtime products. Additionally, a cooler dedicated to frozen treats is now located near the checkout counter, offering a final opportunity for add-on sales.

Enhanced signage and improved lighting have also been incorporated to create a more engaging and educational environment. The result is a layout designed to support exploration while emphasizing Pet Valu’s authority in pet nutrition. According to Stifel, the company’s investment in store design updates totals about $70,000 to $80,000 per location, representing a modest capital outlay within the broader context of its annual capital expenditure program.

Private Label Expansion: Performatrin Culinary Takes Centre Stage

A key element of the new merchandising strategy is the introduction of Performatrin Culinary, Pet Valu’s private label brand launched in spring 2024. The brand encompasses frozen raw and gently cooked meals, now occupying 30 to 40 percent of cooler space in stores that have adopted the new format. These products complement existing offerings from major suppliers, including Ontario-based Big Country Raw, which remains the leading brand in the frozen food category.

Performatrin Culinary reinforces Pet Valu’s positioning as both a retailer and a brand developer. By expanding its private label offerings, the company can enhance margins and control quality while differentiating itself from competitors. The inclusion of high-quality, proprietary frozen meals and gently cooked products further aligns Pet Valu with broader consumer trends toward natural, nutrient-dense pet food options.

Stifel’s report highlights examples from the product lineup: Performatrin Culinary raw meals retail at approximately $19.99 for a four-pound package, while gently cooked dinners are priced at $9.99 for 14 ounces. The Performatrin Ultra freeze-dried collection, meanwhile, sells for around $14.99 for a 3.5-ounce pack, positioning the brand firmly within the premium pet food segment.

Rising Demand for Raw and Minimally Processed Pet Foods

Consumer preference for raw and lightly processed pet food continues to rise, driven by perceptions of health benefits such as improved digestion, a shinier coat, better weight control, stronger teeth, and a more resilient immune system. While these claims are not universally supported by clinical data, they have resonated strongly with pet owners seeking to replicate human “wellness” trends in their pets’ diets.

Unlike some competitors, Pet Valu does not sell fresh raw products due to their limited shelf life — typically only one to two months. Instead, the company focuses on frozen and freeze-dried formats, which preserve nutritional integrity while offering greater convenience and safety. Freeze-dried products in particular have become popular among consumers looking for portability and ease of storage, even at higher price points compared to frozen alternatives.

The company’s culinary expansion capitalizes on this trend while differentiating itself from online competitors, many of which lack cold storage logistics infrastructure. Stifel’s analysts describe the frozen category as “resistant to online competition,” giving Pet Valu a structural advantage in maintaining in-store traffic and building loyalty through specialized offerings.

Training Associates to Support an Elevated Customer Experience

Recognizing that pet owners are arriving with more knowledge and higher expectations, Pet Valu has invested significantly in employee training as part of its culinary initiative. Associates are being trained to provide detailed guidance on the nutritional differences between frozen, freeze-dried, and gently cooked foods, as well as portioning and transition recommendations.

The enhanced training aims to ensure that staff can meet customer inquiries with confidence and accuracy. Stifel notes that this focus on expertise supports the company’s brand positioning as a trusted destination for premium pet care advice. It also builds on Pet Valu’s reputation for customer service—an attribute that has helped the retailer maintain strong loyalty despite increasing competition from online and big-box channels.

Financial Perspective: Strategic Investment with Long-Term Payoff

From an investor standpoint, Stifel maintains a Buy rating on Pet Valu shares with a C$40.00 target price, up from the current trading level of C$34.89 at the time of the report’s publication. Analysts Martin Landry and Jesse Kestenbaum project that revenue will grow from C$1.19 billion in FY2025 to C$1.25 billion in FY2026, while adjusted EBITDA is expected to rise from C$260.6 million to C$276.4 million over the same period.

The investment thesis highlights three primary points: First, same-store sales growth is improving after six quarters of declining traffic, driven in part by interest in the culinary offering. Second, the Canadian pet food sector remains one of the most stable segments in consumer retail, having recorded only a single annual decline in the past 30 years. Third, Pet Valu’s valuation, currently at 18.5 times forward earnings, remains in line with historical averages, suggesting potential upside as same-store sales accelerate.

The Stifel report concludes that Pet Valu’s capital investments—approximately $10 million to retrofit 120 stores—represent a measured and efficient strategy to enhance long-term profitability. The analysts describe the initiative as consistent with the company’s return-on-invested-capital (ROIC) hurdles, even with slightly lower product margins in the frozen category due to higher cold chain logistics costs.

A Category Built for Traffic and Loyalty

The appeal of the Pet Valu new store layout lies in its ability to attract and retain a specific type of customer: one who is willing to invest in premium nutrition for their pets and seeks ongoing expert advice. Stifel’s findings indicate that these customers not only visit stores more frequently but also spend more per visit, effectively boosting the lifetime value of each relationship.

By foregrounding frozen and raw foods, categories that are not easily replicated online, Pet Valu reinforces its relevance as a brick-and-mortar destination. The strategy aligns with broader retail trends, as specialty chains differentiate themselves through experience, education, and exclusive product offerings. The company’s focus on private label innovation and in-store expertise also positions it strongly within an increasingly competitive market that includes established Canadian retailers and digital entrants such as Chewy, which expanded into Canada in 2023.

Pet Valu’s Market Position and Outlook

Founded in 1976 and headquartered in Markham, Ontario, Pet Valu operates a network of more than 800 stores across Canada, including both corporate and franchised locations. The company’s focus on premium pet products and services, such as food, accessories, grooming, and self-serve dog wash stations, has established it as a leader in the Canadian specialty pet retail sector.

With over 1,800 employees nationwide, the company continues to invest in growth initiatives that emphasize innovation and customer engagement. The rollout of the Pet Valu new store layout represents the latest phase in its evolution, marrying operational efficiency with an elevated in-store experience.

While Stifel acknowledges potential risks, including currency fluctuations, franchise performance variability, and competitive pressure from new entrants, the overall outlook remains positive. Analysts describe Pet Valu’s industry segment as defensive, offering investors exposure to a resilient category that has proven durable across economic cycles.

Reinforcing Brand Leadership Through Innovation

Pet Valu’s strategy reflects a deliberate effort to balance innovation with operational discipline. The emphasis on culinary products, combined with enhanced store design and employee education, demonstrates a clear understanding of shifting consumer values in the pet care sector.

As Stifel’s report notes, the company “has found the right formula to elevate its frozen food offering.” The rollout of the new design across corporate stores marks a significant step in that direction, ensuring consistent execution while gathering insights for potential adoption by franchise partners.

For customers, the experience offers a space to learn about nutrition, discover new products, and build lasting relationships with knowledgeable staff. For investors, the changes represent a calculated move to drive traffic and sales in a sustainable way.

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Nestlé’s Global Layoffs Expose Trouble for Canada’s Food Industry

By

Sylvain Charlebois

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October 17, 2025

image - 2025-10-17T154854.794 — The Nestlé Headquarters in Vevey, Switzerland. Photo: RDR Architechtes

If you needed a wake-up call for the global food-manufacturing complex, these past few months delivered it with a roar. Dr Pepper Keurig is breaking apart. Kellogg is splitting again. Kraft-Heinz is unraveling. And now Nestlé has dropped a bombshell: a plan to cut 16,000 jobs globally — one of the largest layoffs ever seen in the consumer-goods space outside of bankruptcy. In Canada, Nestlé refuses to disclose how many jobs will go, despite employing over 3,500 people across several locations. These seismic moves reveal a deeper reality: even the most established food giants are no longer immune to economic stress, shifting consumer habits, and structural disruption. The era when size guaranteed resilience is over.

Statistics Canada’s latest figures confirm that food manufacturing in Canada is faltering. Over the past two years, unadjusted sales have dropped in most provinces — down 7 per cent in Ontario and 5 per cent in Quebec, where most of Canada’s food processing occurs. These aren’t minor fluctuations; they signal an industry losing momentum, even before accounting for inflation. Food manufacturing is bleeding quietly across the country.

What’s behind this collapse? Both structure and behaviour. Consumer demand is changing — and shrinking — in mature categories. The rise of GLP-1 weight-loss drugs is subtly rewriting the rules of appetite. Households with a GLP-1 user are buying less food, particularly calorie-dense, processed items. Ironically, these drugs emerged from an industry trying to solve the very health problem the food sector created and could never fix. For the first time, the pharmaceutical industry — not the food industry — is making people healthier.

Meanwhile, corporate credibility is collapsing under the weight of shrinkflation — the unapologetic practice of selling less product for the same or higher price. Led by the same large corporations now announcing layoffs, shrinkflation has alienated consumers and shattered trust. People notice when chocolate bars get smaller, chip bags emptier, and cereal boxes lighter. The sense of betrayal has only deepened the divide between companies and their customers.

Inflation and rising input costs add another layer of pressure. Even as retail prices climb, manufacturers struggle to preserve margins because much of the growth is nominal, not real. Energy, packaging, freight, and ingredient volatility continue to erode profitability, while consumers increasingly push back against further price hikes. Food manufacturing is also costly in Canada, weighed down by interprovincial trade barriers, a multi-layered bureaucracy, and a fiscal regime amplified by an industrial carbon tax. These structural inefficiencies make it harder to scale, innovate, and remain globally competitive.

Then there’s the scale problem. What once was an advantage has become a liability. Large, diversified corporations can’t pivot fast enough to meet the demand for authenticity, local sourcing, or transparency. Their product lines feel distant, their innovation pipelines sluggish, and their structures bloated. “Big is beautiful” no longer resonates with consumers who equate value not just with price, but with trust and meaning. The more they grew, the more disconnected they became from the very markets that sustained them.

For Canada, the implications are profound. Food and beverage processing remains the country’s largest manufacturing sector by output and one of its top employers, supporting more than 300,000 Canadians. If multinationals like Nestlé or Kraft-Heinz downsize here, the pain will not be confined to corporate offices. It will ripple through farming, packaging, logistics, and rural communities. Once a plant closes, it rarely comes back — weakening local economies, undermining food resilience, and reducing Canada’s capacity to add value to its own agricultural output.

Policymakers should see this as a warning. Canada needs to strengthen its mid-sized and regional food firms — the companies that still understand local markets and can innovate quickly. According to the Global Agri-Food Most Influential Nations Ranking 2025, prepared by Dalhousie University and MNP, Canada’s ability to scale up food manufacturers lags most G20 countries. That must change. Targeted investment, modernization incentives, and export facilitation can help them compete in an era where agility, not size, defines success. At the same time, Ottawa must watch consolidation and foreign acquisitions closely to prevent the loss of critical processing capacity to offshore control.

This week’s Nobel Prize in economics offered a timely metaphor. Three scholars were honoured for their work on innovation and market dynamics — including a Canadian who advanced the idea of creative destruction: that growth should never be taken for granted, and that renewal is the essence of progress. The food industry is learning that lesson the hard way. The giants that once filled the world’s supermarket shelves are discovering that reinvention, not scale, is the only true measure of resilience. The wave of corporate breakups is no accident; it’s a symptom of an industry forced to evolve. Canada can either embrace this disruption as a catalyst for renewal — or brace for more closures, layoffs, and lost trust.

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Canadians cutting holiday spending in 2025: PwC

By

Mario Toneguzzi

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October 17, 2025

Canadian consumers are approaching the 2025 holiday season with a cautious mindset, planning to cut back on spending and prioritize value, according to a new survey from PwC Canada.

The annual PwC Canadian holiday outlook highlights a shift in consumer behaviour driven by economic uncertainty, rising costs and a desire to make the most of both time and money during the holidays.

“This holiday season, Canadians are not just shopping; they’re strategizing,” said Elisa Swern, National Retail and Consumer Leader at PwC Canada. “Faced with persistent economic pressures, consumers are making tough choices, prioritizing family spending, while tightening belts elsewhere. This isn’t just about spending less; it’s about a fundamental shift towards conscious consumption, where every dollar must deliver tangible value and purpose.”

On average, Canadians plan to spend $1,675 on gifts, travel and entertainment this holiday season. That marks a 10 per cent decrease from last year, but a slight increase of two per cent over 2023 spending intentions.

The survey found that 81 per cent of respondents are considering cutbacks in the next six months, with reductions expected in spending on gifts for friends, pets and even themselves. However, spending on family remains a priority. Consumers are also showing a preference for debit cards over credit, suggesting an effort to manage spending more tightly.

“For retailers, this isn’t a time for business as usual,” said Sébastien Doyon, Partner, Consulting and Consumer Markets at PwC Canada. “The data clearly shows consumers craving authenticity – from Canadian-made products to genuine human interaction. Retailers who lean into these trends, offering transparent value, personalized experiences, and a clear brand story, will not only capture sales but have an opportunity to build lasting loyalty in a challenging market.”

Younger Canadians are expected to reduce their spending the most. Gen Z respondents anticipate cutting their holiday spending by 35 per cent, while millennials expect to spend 11 per cent less. These changes reflect the financial pressures on younger demographics, including early career instability and home ownership costs.

Regional differences also emerged. British Columbia consumers plan to spend the most at $1,821, followed by Ontario at $1,788. Quebec and Alberta consumers reported the lowest expected spending, both at $1,532.

The survey also identified several key trends for retailers. Nearly half (49 per cent) of Canadians said they would prefer to buy a Canadian-made product over an imported one of similar quality, even at a higher price. This sentiment was strongest among Baby Boomers, at 64 per cent. Meanwhile, cross-border shopping is down, with only 12 per cent planning in-person trips, compared to 20 per cent previously.

Despite the growth in online shopping, 56 per cent of Canadians say the ability to see and touch products remains important, and 64 per cent plan to shop in stores this holiday season. Gen Z and millennials are leading adoption of mobile payment and self-checkout options, with 44 per cent of Gen Z planning to use self-checkout, compared to 31 per cent overall.

When it comes to customer service, 73 per cent of respondents said they prefer speaking to a human agent. Only nine per cent ranked AI assistants or chatbots among their top three preferences.

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DoorDash Canada unites women’s sports leagues (Videos)

By

Mario Toneguzzi

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October 17, 2025

DoorDash Canada has announced a new national initiative that unites its sponsorships of three major women’s sports leagues under a single platform, aiming to elevate the profile of women’s sports across the country.

The campaign, titled BRING IT IN, brings together DoorDash’s partnerships with the Women’s National Basketball Association (WNBA), the Northern Super League (NSL), and the Professional Women’s Hockey League (PWHL), marking what the company calls its “boldest commitment yet” to the women’s sports movement in Canada.

“Sports sponsorships have historically been fragmented: pitting team against team, league against league. We’re rewriting that playbook with BRING IT IN,” said Heather Cameron, head of brand and creative at DoorDash Canada.

“By uniting the WNBA, NSL, and PWHL, we’ve built an alliance that celebrates women’s sports at the most powerful level and together have created new opportunities for restaurants looking to reach more sports-fueled customers.”

The campaign includes a national marketing rollout across television, social media, stadiums and restaurants, aiming to grow fan engagement and broaden access to women’s sports events.

Cheryl Sebastian, associate vice-president of global partnerships at the NBA, said the campaign reflects shared priorities between the league and DoorDash.

“Our collaboration with DoorDash on the BRING IT IN campaign highlights the WNBA’s commitment to advancing women’s sports and strengthening our connection with fans in Canada,” she said. “This collaboration reflects our shared dedication to empowering women, supporting local economies, and expanding the reach of our game.”

As part of the initiative, DoorDash is also introducing the BRING IT IN Roster, a network of small and medium-sized restaurants that commit to showcasing games from all three leagues on-site and offering game-day promotions to customers ordering from home.

Participating restaurants will have access to official campaign branding and league logos, allowing them to position themselves as local game-day destinations. Among those joining the campaign are PAI, Tha Phae Tavern, Kibo Sushi, Congee Queen, Happy Burger and Scotty Bons.

“A lot can happen when three ambitious women’s leagues join forces with a brand like DoorDash to create new ways to connect with fans and communities,” said Amy Scheer, executive vice-president of business operations at the PWHL. “At the PWHL, our priority is making sure fans can see the best women’s hockey players in the world — whether they’re in the arena or tuning in from across the country — and BRING IT IN delivers on that.”

The campaign arrives as women’s sports continue to see record growth in Canada. The NSL’s inaugural season drew nearly 250,000 fans nationwide. The WNBA held its first regular-season game in Canada earlier this year and is set to launch its first international franchise, the Toronto Tempo, in 2026. Meanwhile, the PWHL has surpassed one million in attendance, breaking several records, including a world-record crowd of more than 21,000 in Montreal.

“Women’s professional sport in Canada is growing because of partners that believe in its collective ability to unite everyone and commit to building with us,” said Diana Matheson, founder and chief growth officer at the NSL. “BRING IT IN captures what is most powerful about women’s sport – our collective belief that this industry is just getting started, and that it’s the vibrant, growing community that drives it forward.”

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Canadian Retail News From Around The Web For October 17, 2025

By

Retail Insider

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October 16, 2025

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 several 48 hours.

Public grocery stores unlikely to bring down food prices, say economists and analysts (National Post)

Canadian Tire will start selling iconic Hudson’s Bay blankets, donating proceeds to Indigenous fund (CBC)

Shoppers Drug Mart is quietly adding security gates to stores across Canada (BlogTO)

Amazon unionization in Quebec was discussed by management, tribunal hears (The Canadian Press)

M&M Food Market calls out real estate covenants for holding back competition in Canadian grocery industry (Grocery Business)

Vessi’s Metrotown store gets a full fall refresh (Georgia Straight)

Home Depot probes retail theft after Doug Ford says he threatened a shoplifter with ‘a beating’ (Toronto Star)

Marda Loop shop owners optimistic after 2 years of construction wraps up (CBC Calgary)

Exchange District public cigar lounge seeks to light up ‘untapped’ market (Winnipeg Free Press)

Ottawa used book store reaches its final chapter after 50 years (CBC)

A Kitsilano coffee shop open since the 1990s has quietly closed (VIA)

Teens arrested following jewelry store heist at Upper Canada Mall (Barrie Today)