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Empire launches Feed The Dream campaign tied to Milano Cortina 2026 Games

By
Mario Toneguzzi
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EXTERIOR OF SOBEYS GROCERY STORE. PHOTO: SUPERMARKET NEWS

Empire Company Limited is launching a national marketing and community engagement campaign linked to the Milano Cortina 2026 Olympic and Paralympic Winter Games, positioning its grocery banners alongside Team Canada athletes and their support networks.

The company said that its Feed The Dream campaign will run across its Sobeys, IGA, Safeway, Foodland, Thrifty Foods, Farm Boy and Voilà brands, with programming designed to connect consumers, communities and athletes in the lead-up to and during the Games.

Campaign scope and business focus

Empire said the campaign is intended to unify activity across its grocery portfolio while reinforcing its role as the official grocer of Team Canada. The initiative includes athlete-focused content, in-store and digital contests, community events and broadcast partnerships, as well as continued direct support for Olympic and Paralympic athletes.

Erika DeHaas
Erika DeHaas

“As Canada’s family grocery store, we’ve stood behind Canadians and their dreams since 1907. With the surge of Canadian pride and unity over the past year, we broadened our Feed The Dream campaign to be about inspiring and feeding not only our athletes but the dreams of all Canadians,” said Erika DeHaas, vice-president of corporate marketing at Empire. “With our campaign creative, we worked to really capture this spirit by highlighting both our deep Canadian roots and our Team Canada partnership.”

Empire said the campaign will highlight the role of food, families and communities in athletes’ development, while also engaging customers through experiential and promotional elements tied to the Games.

Athlete content and community activation

As part of the rollout, Empire said it will release short films and athlete imagery featuring members of its Team Sobeys roster, focusing on the support systems behind their paths to Milano Cortina.

The company will also deploy a Feed The Dream Mobile Food Experience Trailer to Pictou County, N.S., offering food sampling, giveaways and community activities. Empire’s hometown is Stellarton, N.S.

In addition, Empire said it has partnered with CBC to deliver custom Olympic and Paralympic coverage, including behind-the-scenes athlete content, as part of the broadcaster’s Games programming.

Sobeys
Sobeys

Ongoing athlete and employee programs

Empire said it will continue providing grocery support to Team Canada athletes before and after the Games through its Athlete Grocery Card program.

Internally, the company said four employees will be selected through a company-wide contest to travel to Italy as correspondents for the Paralympic Winter Games. The selected employees will deliver behind-the-scenes content from the Games. As part of the program, employees can also nominate a local community sports organization to receive one of three donations valued at $5,000.

For consumers, Empire said the campaign includes a national contest offering Feed Your Team prize packages, which include a viewing kit, snacks and a $100 grocery gift card. Separate in-store and digital contests will offer shoppers a chance to win one of three prizes of one million Scene+ points.

Team Sobeys athlete roster

Empire also announced its Team Sobeys athletes for the 2026 Games. The roster includes Blayre Turnbull of Stellarton, N.S., in ice hockey; Isabelle Weidemann of Calgary in long-track speed skating; Kalle Eriksson of Kimberly, B.C., in para alpine skiing; ice dance figure skaters Paul Poirier and Piper Gilles of Toronto; Sarah Nurse of Hamilton, Ont., in ice hockey; and Tyler Turner of Campbell River, B.C., in para snowboard.

Empire said the athletes will represent the company across campaign content and appearances tied to the Games.

Olympic and Paralympic partners respond

The Canadian Olympic Committee said the partnership supports athletes and broadens public engagement with the Games.

Jacquie Ryan
Jacquie Ryan

“The support of partners like Sobeys, who understand what it takes for Canadian athletes to realize their Olympic dreams, is essential for Team Canada’s success on the world stage. Our shared values are helping Feed The Dreams of not only Team Canada but the entire country who will be cheering on Canadian athletes this winter,” said Jacquie Ryan, chief brand and commercial officer at the Canadian Olympic Committee and CEO of the Canadian Olympic Foundation.

The Canadian Paralympic Committee said Empire’s involvement contributes both materially and symbolically to Paralympic athletes’ preparation.

Karen O'Neill
Karen O’Neill

“Sobeys helps provide two critical ingredients towards the Canadian Paralympic Team’s success – providing access to proper nutrition and helping rally the nation’s support by shining a spotlight on the athletes,” said Karen O’Neill, CEO of the Canadian Paralympic Committee. “It takes a huge team to bring the dreams of Canada’s Paralympians to life and we can’t wait to celebrate them on the world stage.”

Company background

Empire Company Limited is a Stellarton-based food and real estate company whose primary business is food retailing through its wholly owned subsidiary Sobeys Inc. The company reported approximately $31 billion in annual sales and $17 billion in assets, and said it employs about 129,000 people across its operations, affiliates and franchisees.

Empire said information on campaign activities, contests and Team Sobeys athletes will be available through its Sobeys-branded digital platforms as the Milano Cortina Games approach.

Sobeys
Sobeys

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Aesop Opens Robson Street Store in Downtown Vancouver

By
Craig Patterson
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Aesop store at 1101 Robson Street in Vancouver. Image supplied

Aesop has opened a new store on Robson Street in downtown Vancouver, further strengthening its presence in one of Canada’s most competitive urban retail corridors. Located at the prominent corner of Robson and Thurlow streets, the Aesop Robson Street store becomes the brand’s second downtown Vancouver location, joining its existing Gastown boutique, and its fifth location overall in the city.

The Robson Street opening places Aesop within one of Vancouver’s most visible and heavily trafficked shopping districts, surrounded by international fashion brands, luxury retailers, and a constant flow of locals and tourists. The site was previously occupied by Spanish footwear retailer Camper, and its corner positioning offers strong visibility from multiple directions, a factor that aligns with Aesop’s emphasis on embedding stores into the everyday rhythm of city life.

Architecture and Design Rooted in Place

The Aesop Robson Street store features wide, unobstructed windows that open the interior to the street, reinforcing a sense of transparency and connection with the surrounding neighborhood. According to the brand, this familiar imagery of the street corner is echoed through the generous use of glass and a long bench positioned behind the façade, allowing visitors to observe the movement and character of Robson Street itself.

The interior was designed by Aesop’s in-house design team and reflects what the company describes as the humility of a neighborhood shop. The space incorporates movable, readymade shelves clad in aluminum, paired with smooth resin flooring that grounds the environment while maintaining a refined, minimalist aesthetic.

One of the most distinctive architectural elements is a sculptural lampshade created by Vancouver-based artist Alan Storey. Crafted from fibreglass and resin, the piece serves as an anchoring feature within the store, lighting the space while subtly referencing the intersection of Robson and Thurlow streets that it overlooks.

Trevor Thomas of JLL represented Aesop in the lease deal. Mario Negris and Martin Moriarty of Marcus & Millichap represented the landlord.

Aesop store at 1101 Robson Street in Vancouver. Image supplied

Fifth Vancouver Store Marks Continued Local Investment

With the opening of the Aesop Robson Street store, Vancouver now hosts five Aesop locations, including Gastown, Kitsilano on West 4th Avenue, Main Street, and the downtown Robson Street site. The new opening underscores the brand’s strategy of layering multiple locations within established urban markets, rather than pursuing rapid expansion into secondary cities.

This approach mirrors Aesop’s broader Canadian footprint, which now totals 16 stores nationwide. The brand operates six locations across the Greater Toronto Area, five in the Greater Vancouver area, four in Montréal, and one in Calgary, with additional distribution through select prestige retailers.

A Decade of Growth in Canada

Aesop entered the Canadian market in 2015, opening its first Vancouver store in Gastown, followed shortly by a Queen Street West location in Toronto. By 2016, the brand had expanded into Montréal, establishing an early three-city footprint that would later evolve into a dense national network.

Over the past decade, Aesop has steadily deepened its presence in major urban centers through a mix of streetfront boutiques and select mall-based locations, including CF Toronto Eaton Centre, Yorkdale Shopping Centre, CF Rideau Centre in Ottawa, and CF Chinook Centre in Calgary. Toronto has emerged as the brand’s densest Canadian market, while Vancouver remains a key West Coast stronghold.

Founded in Melbourne in 1987, Aesop is best known for its range of skin, hair, and body care products formulated with a blend of plant-based and laboratory-made ingredients selected for safety and efficacy. The brand’s assortment spans facial cleansers, moisturizers, serums, hand and body care, fragrances, and grooming products, all presented in Aesop’s signature amber packaging.

In Canada, Aesop has positioned itself within the premium beauty and personal care segment, appealing to consumers drawn to understated design, functional formulations, and immersive retail environments. Beyond its standalone stores, Aesop products are also sold through select prestige retailers, including Holt Renfrew, extending the brand’s reach while maintaining a tightly curated distribution strategy.

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Toronto Gift + Home Market Returns as Canada’s Largest Spring Wholesale Trade Event

By
Craig Patterson
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PHOTO: CANADIAN GIFT ASSOCIATION

Canada’s wholesale gift, home, and lifestyle buying season officially begins in late January with the return of the Toronto Gift + Home Market, the country’s largest and most established spring wholesale trade event. Taking place January 25 to 29, 2026, the market will once again bring together retailers, buyers, and exhibitors from across Canada at the Toronto Congress Centre South Building.

Recognized as Canada’s National Spring Show, the Toronto Gift + Home Market serves as a key planning and sourcing moment for retailers preparing for the year ahead. The event offers a comprehensive view of emerging product trends, new vendor relationships, and category-defining innovations across the gift and home landscape.

A National Gathering for Canada’s Gift and Home Industry

Each winter, the Toronto Gift + Home Market acts as a focal point for the Canadian wholesale community. Retailers attend to gather inspiration, identify new product opportunities, and connect directly with trusted suppliers. The event also provides valuable insight into consumer trends that will shape purchasing decisions throughout the year.

Hosted exclusively in the South Building at the Toronto Congress Centre, the show is free to attend for qualified buyers. It attracts retailers from coast to coast, including independent stores, specialty boutiques, museum shops, lifestyle retailers, and national chains seeking depth and diversity across their assortments.

Broad Product Mix Across Core Retail Categories

The Spring 2026 Toronto Gift + Home Market features an expansive range of product categories designed to meet the needs of a wide cross-section of retailers. Buyers can source across souvenirs, handmade goods, housewares, home décor, fashion, toys, gourmet food, jewellery, and general gift.

A notable highlight for 2026 is the continued focus on Proudly Canadian, presented by CFIB. This feature showcases Canadian-made and Canadian-owned brands, responding to growing retailer and consumer interest in supporting domestic suppliers, local production, and homegrown entrepreneurship.

Designed for Efficient, High-Value Buying

The Toronto Gift + Home Market is structured to support productive buying over five days, with extended daily show hours from Sunday through Wednesday, followed by a half-day close on Thursday. This format allows retailers to plan visits efficiently while giving exhibitors meaningful time to connect with buyers, present collections, and build relationships.

The South Building location offers a centralized, easy-to-navigate layout that supports focused discovery and productive meetings. For many retailers, the January timing aligns directly with seasonal buying cycles, making the market a practical and strategic start to the retail year.

A Proven Platform for Exhibitors

For brands and suppliers, the Toronto Gift + Home Market remains one of the most effective ways to reach Canadian retail decision-makers at scale. Exhibitors gain direct access to qualified buyers actively placing orders and planning assortments for the months ahead.

Companies interested in exhibiting at future Toronto Markets can connect directly with Norm Schulz, Director Sales & Operations, at nschulz@cangift.org or by phone at 416.642.1024.

Event Details and Registration

The Spring 2026 Toronto Gift + Home Market runs January 25 to 29, 2026, at the Toronto Congress Centre South Building. Show hours are 9:00 AM to 6:00 PM from Sunday through Wednesday, with a 9:00 AM to 1:00 PM schedule on Thursday, January 29.

Qualified buyers are encouraged to register in advance to attend this free industry event and secure access to Canada’s largest spring wholesale marketplace. Registration details and additional information are available at cangift.org

*Retail Insider worked with CanGift to create this sponsored content.

Canadian Retail News From Around The Web For January 12, 2026

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.

Holiday spending up 4.4% in Canada — despite many shoppers planning to cut back in 2025 (Money.ca)

Artizia hit over $1B in quarterly sales. Why is it doing so well? (BNN)

Fairfax’s Under Armour stake furthers ‘Canada’s Berkshire’ play (Financial Post)

January 11: Canada Post Outlet to Shut in Gastown as London Drugs Closes (Meyka)

FIRST READING: The Canadian downtowns being economically gutted by street disorder (National Post)

Canada Goose reshuffles leadership to drive global growth (Fibre 2 Fashion)

Empire Company unveils Team Canada Olympics campaign (Grocery Business)

Locals celebrate new produce store in Kensington Market focused on affordability (Toronto Today)

Northern Reflections store closing at Newmarket’s Upper Canada Mall (York Region)

What’s next for Gastown retail after London Drugs closes its store? (CBC)

In Toronto’s Crowded Restaurant Scene, Success Depends on What Happens Before Opening (6ix Retail)

Is the closure of a beloved Annex bike shop actually good news? (Toronto Today)

After losing $3K worth of goods in theft, Yaletown business owner calls for accountability (CTV)

Two people allegedly steal hundreds of cosmetic items from Guelph store (CTV)

Man who stole from Winnipeg store staff ‘engaged in full-time dishonesty’ as a job: Crown (CBC)

Toronto Crime Stoppers increases rewards for retail theft tips (CP24)

SSENSE Co-Founders Set to Buy Back Luxury Retailer

By
Lee Rivett
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SSENSE store in Montreal, featuring a Louis Vuitton pop-up (2019). Photo: SSENSE

The co-founders of Montreal-based luxury fashion retailer SSENSE have taken a decisive step toward regaining full control of the company, following a court-supervised restructuring process under Canada’s Companies’ Creditors Arrangement Act. The company confirmed Sunday that the bid submitted by co-founders Rami Atallah, Bassel Atallah, and Firas Atallah, alongside an unnamed strategic partner, has been selected as the successful offer in the sale and investment solicitation process.

In a statement, SSENSE said it had been notified by the court-appointed monitor that the consortium’s bid was approved and that the parties have entered into a definitive purchase agreement. Such an agreement represents the final, legally binding contract governing the acquisition of the business. The strategic partner was described only as a leading Canadian multi-family office, and no further details were disclosed.

Restructuring Followed Liquidity Crisis and Lender Pressure

SSENSE filed for creditor protection last summer after encountering what it described as an immediate liquidity crisis. At the time of its CCAA filing, the company was carrying hundreds of millions of dollars in liabilities and faced imminent loan maturities it could not meet. The restructuring process allowed SSENSE to continue operating while seeking a solution that preserved the business and its workforce, rather than proceeding with a forced sale pursued by its primary lenders.

Court filings indicated that nearly $135 million in loans had come due in late August 2025, a situation that management said could not be resolved through refinancing or extensions. Interim financing was approved during the process, enabling the retailer to maintain operations while negotiations continued.

From Pandemic Highs to Post-Boom Pressures

Founded in 2003 as a digital-first luxury platform, SSENSE emerged as a global destination for high-end, avant-garde, and streetwear fashion. The company reached a reported valuation of approximately $5 billion in 2021, benefiting from the surge in online luxury spending during the COVID-19 pandemic. However, the subsequent normalization of e-commerce demand, combined with broader weakness in the luxury sector, placed sustained pressure on the business.

SSENSE generated roughly $1.3 billion in revenue in 2024, but sales declined sharply in 2025 as discretionary spending softened. The company remained heavily exposed to the U.S. market, which accounts for close to 60 percent of its revenue, amplifying the impact of macroeconomic and policy shifts south of the border.

SSENSE store in Old Montreal. Image: David Chipperfield Architects

Trade Policy and Market Conditions Compounded Challenges

Among the factors cited by SSENSE for its financial distress was the elimination of the U.S. de minimis exemption, a longstanding trade rule that had allowed goods valued under US$800 to enter the United States without duties or taxes. The policy change materially increased costs for U.S.-bound shipments, directly affecting SSENSE’s core customer base and contributing to declining order values and weaker margins.

At the same time, a general slowdown in the global luxury market disproportionately affected younger consumers, who form a key segment of SSENSE’s audience. Inventory imbalances and discounting further strained profitability, while lenders declined to extend or refinance existing debt, triggering the company’s liquidity crisis.

Closing Expected by Mid-February

SSENSE said the transaction remains subject to customary closing conditions, including court and regulatory approvals. Assuming those conditions are met, the company expects the transaction to close no later than February 13.

The successful bid by the founding family marks a pivotal moment for SSENSE, preserving founder-led ownership and operational control following months of uncertainty. As the restructuring process nears completion, attention will turn to whether the company can stabilize its finances and adapt its business model to a materially changed luxury retail environment.

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Google Expands AI Shopping With Walmart, Shopify, Wayfair

By
Lee Rivett
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Image: Google

Google is expanding the shopping functionality of its Gemini AI chatbot through new partnerships with Walmart, Shopify, Wayfair, and other major retailers, positioning the platform as both a digital assistant and a transactional commerce channel. The move signals a deeper push by technology companies to integrate artificial intelligence directly into the shopping journey, from product discovery to checkout.

The announcement was made on Sunday at the opening of the National Retail Federation’s annual convention in New York City. The three-day event is expected to draw approximately 40,000 attendees from across the retail and technology sectors, with artificial intelligence and its influence on consumer behavior emerging as central themes.

From Product Discovery to Checkout Within a Single Interface

At the core of the expansion is an instant checkout feature that allows consumers to complete purchases without leaving the Gemini chat interface they used to search for products. According to Walmart and Google, the function will initially support select retailers and a range of payment providers, streamlining what has traditionally been a multi-step e-commerce process.

“The transition from traditional web or app search to agent-led commerce represents the next great evolution in retail,” John Furner, Walmart’s incoming president and CEO, said in a joint statement with Google and Alphabet CEO Sundar Pichaei.

Google said the AI-powered shopping experience works by allowing users to ask natural language questions, such as what equipment they need for a winter ski trip. Gemini then surfaces relevant products from participating retailers’ inventories, shifting search away from keyword-based queries toward conversational interaction.

Personalized Commerce Through Retailer Account Integration

For Walmart customers, the experience becomes more personalized when accounts are linked. Users who connect their Walmart and Gemini accounts will receive product recommendations informed by past purchase history. Any items selected through Gemini can also be added directly to an existing Walmart or Sam’s Club online shopping cart, according to the companies.

This approach reflects a broader effort by large retailers to embed AI-powered shopping deeper into their existing digital ecosystems, rather than treating chatbots as standalone tools.

OpenAI and Walmart announced a similar initiative in October, enabling ChatGPT members to complete instant checkout purchases for most items on Walmart’s website, excluding fresh food. That agreement underscored how quickly AI-assisted commerce is becoming a competitive battleground among major platforms.

Intensifying Competition Among AI and Commerce Platforms

Google’s expansion places it squarely in competition with OpenAI and Amazon, all of which are racing to create seamless AI-powered shopping experiences that keep consumers within a single interface from browsing to buying. The competition between Google and OpenAI, in particular, has accelerated in recent months as both companies roll out new commerce-related features.

Before the most recent holiday shopping season, OpenAI introduced an instant checkout feature within ChatGPT, allowing users to purchase products from select retailers and Etsy sellers without leaving the app. These developments point to a growing convergence between conversational AI and transactional e-commerce.

Salesforce has estimated that AI influenced $272 billion, or roughly 20 percent, of global retail sales during the holiday shopping season, highlighting the scale of AI’s impact even when it operates behind the scenes rather than as a direct sales channel.

Availability and Payment Options

Google said the AI-assisted shopping features within Gemini will initially be available only to U.S. users, with plans to expand internationally in the coming months. At launch, shoppers will be able to make payments using the cards linked to their Google accounts. The company said additional payment options, including PayPal, will be added in the near future.

While Canadian availability has not yet been announced, the planned international rollout suggests that global retailers and consumers could soon see similar integrations, particularly as large multinational chains continue to standardize digital commerce platforms across markets.

AI’s Role in Redefining the E-Commerce Experience

The broader objective behind deploying chatbots in e-commerce is to simplify how consumers find and purchase products. Rather than relying on static search results and filters, shoppers can refine their choices through conversational exchanges using text or voice input. Technology companies are also advancing so-called AI agents, which extend beyond today’s generative AI tools, although their ability to autonomously complete purchases on behalf of consumers remains limited.

Walmart’s Furner said the company is focused on using AI to reduce friction in the shopping experience and “close the gap between I want it and I have it.”

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From the Desk: Retail’s Strategic Moves and Shifting Consumer Landscapes in Early 2026

By
Craig Patterson
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The first week of January 2026 reflects a period of strategic recalibration for Canadian retail. Several premium brands are reinforcing their commitment to core markets through flagship investments, while others are tightening or reshaping their store networks to better align with changing consumer behaviour and economic realities. This mix of expansion and consolidation highlights a sector adjusting to ongoing pressures from digital transformation, shifting demographics, and evolving real estate conditions. As the year begins, retailers and property owners are resetting expectations ahead of key seasonal periods, guided by emerging trends and more targeted insights.

Major themes of this week include the measured physical retail strategies unveiled by brands such as Moose Knuckles and Tiffany & Co., which anchor themselves in city-centre prestige while embracing new experiential formats. Equally critical are the insights on consumer alteration driven by generational behaviours — notably Gen Z’s distinct priorities — and the disruptive impacts of artificial intelligence on retail operations and discovery. These developments reveal an industry at the crossroads of traditional retail fundamentals and futuristic digital transformation.

This week’s coverage reflects the post-holiday slowdown and January’s focus on health, wellness, and renewal. It also aligns with broader themes of sustainability and measured growth. The timing coincides with Braille Literacy Month in Canada, highlighting how retailers are increasingly engaging in social impact initiatives, including partnerships such as CNIB and THE TEN SPOT’s Braille Nails campaign. As the year begins, the retail sector is preparing to navigate both the challenges and opportunities of a rapidly evolving marketplace.

 

Retailer News

Moose Knuckles has refined its retail strategy by relocating to a smaller, high-yield space in the CF Toronto Eaton Centre, adopting a disciplined approach that balances urban visibility with outlet presence across North America and Europe, a move detailed in the article on its Eaton Centre move. This repositioning exemplifies premium retailers’ growing focus on optimising physical footprints in line with diversification and international expansion goals, leveraging pop-ups as testing grounds ahead of permanent launches.

Tiffany & Co. has enhanced its Canadian footprint via the newly opened flagship at Montreal’s Royalmount, introducing its latest global design concept to reinforce its market position within Canada’s luxury sector, as explained in the Royalmount store article. This store forms part of a broader investment strategy including major renovations in Toronto and plans for a Vancouver location, signalling luxury retail’s renewed emphasis on immersive, design-first experiences in key urban hubs.

Sports Experts is expanding in Quebec City by taking over the former Saks OFF 5TH space at Place Ste-Foy, increasing its footprint by over 50% and elevating its merchandise offering in preparation for an April 2026 opening, as reported in the piece on Sports Experts’ relocation. This move underscores a wider trend of experiential and category-leading brands revitalizing large-format retail spaces formerly occupied by department stores, signalling a strategic shift in leasing and tenant composition within prominent shopping centres.

Aritzia’s Q3 Fiscal 2026 results demonstrate the strength of its retail and digital strategies, posting a record net revenue of $1.04 billion driven largely by U.S. growth, successful digital initiatives, and boutique store openings, as chronicled in their financial results report. Such robust performance highlights operational efficiency improvements and margin expansion, setting a benchmark for omnichannel success in Canadian retail that resonates across commercial real estate investment cycles.

Statistics Canada noted a rise in unemployment to 6.8% in December 2025, coupled with wage growth of 3.4%, amid employment gains in healthcare and services juxtaposed with youth employment declines, outlined in the unemployment analysis. These labour market shifts imply evolving retail labour dynamics and spending patterns that will impact consumer-facing operations and retail tenancy strategies, especially in urban real estate markets.

The adoption of artificial intelligence stands at the forefront of retail transformation, with Kyndryl’s Retail Readiness Report revealing that 89% of retail executives foresee AI reshaping jobs in 2026, and over 70% already leveraging it for customer experience and cybersecurity functions, as discussed in the Kyndryl forecast. Nevertheless, the path to maximising AI’s full benefits requires addressing IT infrastructure complexity, a critical consideration for retail entities and commercial real estate owners investing in tech-forward facilities.

 

Retailer People News

The Bloor-Yorkville BIA named Janet McCausland as its new Executive Director, following Briar de Lange’s quarter-century tenure that positioned the district as Canada’s premier luxury retail neighbourhood, detailed in the appointment announcement. McCausland’s expertise in strategic planning and sustainability is timely as Bloor-Yorkville navigates intensified urban development and seeks to maintain its global luxury stature amid evolving retail-consumer dynamics.

Edmonton’s O & O Group, operating over 20 franchised quick-service restaurants, prepares for international growth into the Middle East and U.S. markets while approaching its 10-year milestone, as described in the group’s expansion profile. The company’s disciplined franchising amid labour and financing challenges illustrates the ongoing vitality of quick-service dining sectors and their adaptive strategies relevant to hospitality real estate landlords and investors.

Notably, this week offered limited additional major hires or leadership changes within retail, underscoring a potential trend of stabilisation and continuity in executive ranks as retailers focus on operational execution and strategic repositioning amid market uncertainties. Industry watchers should anticipate forthcoming announcements reflecting adaptation to technological and consumer behavioural shifts.

Retailer Op-Eds

Canada’s restaurant sector confronts a challenging year ahead, with a projected loss of 4,000 establishments in 2026 driven by rising costs and shrinking margins, particularly impacting independent operators, as argued in the restaurant contraction op-ed. This structural correction has direct implications for retail landlords and investors managing food-service tenancy risk and underscores the urgency for innovative operational and leasing models.

In the digital realm, AI is remaking the landscape of retail search in Canada, shifting consumer traffic from traditional websites to AI-powered platforms delivering synthesised answers, a shift analysed in the AI retail search article. Retailers must now reconcile technological optimisation with authentic human engagement to sustain brand discovery and loyalty, a nuance that also impacts real estate stakeholders reliant on foot traffic driven by digital marketing effectiveness.

Further demonstrating regional innovation, Quebec SMEs are highlighted for their leadership in retail through personalization, omnichannel strategies, and sustainability efforts, showcasing scalable successes in competitive markets, as detailed in the Quebec SMEs op-ed. These insights emphasize the critical role of adaptability and strong brand identities for emerging and established retailers and present opportunities for real estate professionals aiming to nurture dynamic retail ecosystems.

Editor’s Take

This week’s retail narrative shows a sector balancing established retail models with ongoing change. Physical stores remain essential, but their role continues to evolve. Moves such as Moose Knuckles’ relocation to CF Toronto Eaton Centre and Tiffany & Co.’s expansion at Royalmount highlight the growing importance of well-designed, experience-driven flagship stores that connect with consumers and strengthen major retail destinations. At the same time, new formats, including Sports Experts’ large-format expansion, stand alongside store closures such as London Drugs’ Downtown Eastside exit and Yankee Candle’s departure from Canada. Together, these shifts underscore a market where the right locations, formats, and customer fit are critical to long-term success.

On the consumer side, it remains critical to understand why Gen Z is opting out of traditional life milestones and how this shift is changing retail demand. At the same time, the effects of Canada’s K-shaped economy continue to reshape spending patterns, making accurate forecasting and agile merchandising essential. Meanwhile, the rapid adoption of AI across customer experience and retail operations is accelerating digital change. This shift requires both retailers and landlords to invest carefully in infrastructure that supports seamless omnichannel engagement and more effective, data-driven marketing.

As commercial real estate professionals observe these developments, it’s imperative to recognize that retail success hinges on merging strategic real estate choices with evolving consumer and technological insights. The intersection of prudently optimized retail spaces, expanding luxury innovation, and purpose-driven partnerships, like the CNIB Braille Nails fundraiser, illustrates a multifaceted approach to retail growth that honours community relevance alongside commercial performance. In this landscape, staying informed and agile is no longer optional but essential for thriving in 2026’s dynamic retail milieu.

This Week’s Articles

Retailer News

Retailer People News

Retailer Op-Eds

News From Around the Web

Chip Wilson’s Board Picks Reveal Lululemon’s Deeper Problem

By
Jared Gordon
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Entrance doors to Lululemon at Yonge and Bloor in Toronto. Photo: Craig Patterson

Chip Wilson just did something fascinating. The 69-year-old Lululemon founder, who owns 8% of the company’s stock (worth roughly $2.8 billion), nominated three new directors to the board on December 29th. But this isn’t your typical activist investor move.

 Wilson didn’t pick finance executives. He didn’t pick turnaround specialists. He didn’t pick retail veterans.

He picked a former running shoe co-CEO, a sports media CMO, and a video game company president.

On the surface, that seems random. But when you understand what Wilson is actually diagnosing about Lululemon’s decline, the nominations become a masterclass in how established companies lose their way—and how they might find it again.

Chip Wilson
Chip Wilson

The Diagnosis: Death by Playing it Safe

In his 2018 book Little Black Stretchy Pants, Wilson wrote something that explains everything happening today:

“In many ways, lululemon has created its own way to survive, just like individuals do. In lululemon’s case, it decided to survive by not rocking the boat, not risking and never sticking its neck out. What lululemon receives from this survival mechanism is incremental growth with no bumps… On the other hand, there is a lot lululemon does not get from its survival mechanism. It does not get entrepreneurial-inspired employees or new top talent who are looking to be mentored by superior management. It does not get to learn from mistakes and adjust accordingly. Lululemon does not get breakout ideas because they are deemed too risky.”

The numbers tell the story Wilson is reading: Lululemon’s stock is down 44% in 2025. Revenue is declining for the first time since the pandemic. The CEO is leaving in January with no successor in place—the third CEO departure with no succession plan. The company that once commanded premium prices through product innovation now competes primarily on brand prestige and convenient distribution.

Competitors like Alo Yoga and Vuori aren’t winning because they’re cheaper. They’re winning because they’re doing what Lululemon used to do: obsessing over product quality, listening to athletes, and building communities around excellence.

At the front entrance to the new Lululemon store at Yonge and Bloor in Toronto. Photo: Craig Patterson

The Three Directors: A Prescription for Strategic Renewal

Wilson’s board nominations aren’t random. Each nominee represents a specific capability Lululemon has lost:

Marc Maurer (former On Holding co-CEO) represents premium positioning through operational discipline. During his 12 years at On, the company’s revenue nearly quadrupled while increasing prices and maintaining brand control.

On grew from 25% direct-to-consumer in 2019 to 42% by 2024—capturing higher margins while reinforcing premium positioning. When Chinese and Indian manufacturers flooded the running shoe market with cheaper alternatives, On maintained pricing power because their product genuinely performed better.

Laura Gentile (former ESPN CMO, founder of espnW) represents authentic audience understanding. She didn’t just market to women—she recognized that 44% of NFL fans and 45% of baseball fans were women who felt marginalized by sports media.

Rather than token gestures, she built espnW as a multimedia platform that served female sports enthusiasts authentically. Her post-ESPN critique of ESPN’s NFL partnership showed she’ll advocate for brand integrity even when it contradicts financial expediency.

Eric Hirshberg (former Activision Publishing CEO) represents creative excellence at scale. Under his leadership, Activision’s stock surged 500% while he balanced franchise management (Call of Duty) with innovation risk (Skylanders).

He understood that neither endless iteration nor radical reinvention works—you need disciplined innovation within your core capabilities. His decision to step down in 2018 to pursue music full-time demonstrated something rare: the integrity to leave when his passion shifted rather than collecting a paycheck.

Lululemon on Robson Street in downtown Vancouver on December 19, 2022. Photo: Lee Rivett

What Lululemon Actually Needs: Reframe, Renew, Restart

This is Strategic Renewal in action — the process by which established companies prosper from change rather than become casualties of it.

REFRAME: Lululemon needs to remember what business it’s actually in. It’s not in the “athleisure lifestyle brand” business. It’s in the “best performing athletic apparel” business. Wilson understood this from day one: “We create components designed by athletes for athletes.” The company’s original customers weren’t buying yoga pants for brunch. They bought them because they performed better in downward dog than anything else available.

RENEW: The company needs to realign its capabilities with what customers actually value. Wilson’s Ambassador program succeeded because yoga instructors became product testers who provided real feedback that shaped design. That’s competing on quality, including delivering superior outcomes through continuous improvement based on authentic user input.

Compare that to today, where Lululemon competes primarily on distribution convenience (stores everywhere) and brand prestige (the logo). Neither creates sustainable advantage. Someone can always make shopping easier. Cultural winds shift without warning.

RESTART: The company needs to communicate its renewed approach to the world. Not through marketing campaigns, but through product excellence that speaks for itself. Barnes & Noble didn’t turn around by advertising more—they stopped accepting publisher promo money and featured books their teams genuinely believed were good. Returns dropped from 30% to 7% because customers trusted the curation again.

Chip Wilson wrote in 2018: “If creative product people and financial operators can appreciate the intelligence that each contributes, the company gets a synergistic multiplier of 3.

Second floor (men’s) at Lululemon, Yonge & Bloor in Toronto. Photo: Craig Patterson

This isn’t just Lululemon’s challenge. It’s the fundamental tension every mature company faces when leadership turns over. New boards and CEOs inherit businesses built by founders who competed on quality. But they inherited companies in markets where that quality leadership has established dominant position. The temptation is overwhelming to optimize what exists rather than innovate what’s next.

Wilson may not win his proxy fight. Lululemon’s board will likely defend their current strategy. Institutional shareholders may side with management continuity over founder activism.

But whether he wins or loses, Wilson has done something valuable: He’s diagnosed exactly what happens when companies stop competing on quality and start competing on convenience, prestige, or price. He’s shown what those companies lose: entrepreneurial talent, innovation capability, and the ability to learn from mistakes.

Most importantly, he has demonstrated that strategic renewal, the process of helping established companies prosper through change, requires courage. The courage to reframe what you thought you knew about your business. The courage to renew capabilities that have atrophied. The courage to restart communication around what genuinely makes you different.

Lululemon became great by competing on quality, with technical fabrics that outperformed anything else and were designed with input from athletes who used them daily. The company Wilson is fighting for is the one he founded, a company that elevated the industry from mediocrity to greatness through an obsessive focus on product excellence.

The question isn’t whether Lululemon needs change. The market has already answered that. The question is whether the board has the courage to admit that the last five years of “playing it safe” has been the riskiest strategy of all.

More from Retail Insider:

How Private Label Cosmetics Are Transforming the Canadian Skincare Market?

By
Retail Insider
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Let’s be honest.

Consumers aren’t falling for every influencer-endorsed, avocado-scented “miracle” cream anymore. Most shoppers today are better informed, retailers are more selective, and the beauty industry itself is quietly recalibrating. At the centre of that shift is private label skincare.

This also isn’t the old version of private labels that many people still picture. Not generic formulas. Not basic packaging. What’s emerging instead is a new generation of private label beauty products that are clean, performance-driven, and thoughtfully developed
anchor: private label beauty products. These are science-backed formulations, high-quality ingredients, and brands that Canadian retailers and independent founders are comfortable putting their name behind.

So what is private label skincare, really?

At its simplest, private label skincare refers to finished skincare products developed by a manufacturer using existing, tested formulations, which retailers or entrepreneurs can customize and sell under their own brand. This approach removes many of the traditional barriers to launching a skincare line—without compromising on formulation quality or performance.

The more interesting question now isn’t why private labels, but why it took this long to become mainstream.

Private label products used to sit quietly in the beauty aisle. They were practical, unflashy, and often overshadowed by global brands with larger marketing budgets. That’s changed.

Canadian consumers are paying closer attention to ingredient lists, sourcing, and brand values. Many prefer products that feel more transparent and personal, rather than mass-market. Retailers, in turn, are realising they don’t need massive in-house R&D teams to meet those expectations. They need the right manufacturing support.

Get On Camera | Get To Know Day by ERIN – Edmonton Regional Innovation Network

That’s where manufacturing companies like Swift Innovations come in. With flexible batch capabilities, in-house scientific teams, and experience working with both advanced cosmetic technologies and nature-derived ingredients, they help Canadian retailers and entrepreneurs develop private label skincare lines that can compete with established brands, without the overhead that usually comes with large-scale production.

Why Private Label Works — Now More Than Ever?

Today’s skincare shoppers look beyond packaging. They’re ingredient-aware, price-conscious, and more likely to stay loyal to brands that align with their values. That shift has created real momentum for private labels in Canada, and it doesn’t appear to be slowing.

For retailers, spa owners, and independent founders, private labels offer something practical: control. Control over formulation choices, brand positioning, and how the product is presented to customers.

People Want Products They Can Trust

Most consumers now take the time to research what they’re putting on their skin. They care about who makes the product and what the brand stands for. Private labels allow businesses to communicate their own standards and priorities more clearly, which helps build long-term trust rather than one-off sales.

Better Margins, Fewer Middlemen

Owning the label changes the economics. Instead of reselling someone else’s product, retailers control pricing, positioning, and customer experience. That often means healthier margins and more flexibility, without pushing higher costs onto the consumer.

Faster Launches, Less Guesswork

Launching a skincare line no longer has to take years. Working with an experienced private label partner allows brands to move from concept to shelf more quickly, using tested, Health Canada–compliant formulations that are already proven in the market.

Customization without Complexity

Whether it’s a calming serum, a barrier-repair cream, or a targeted treatment product, private label programs now make it easier to adjust ingredients, textures, and packaging without lengthy development cycles or operational delays.

You Don’t Need a Lab, Just the Right Partner

Launching a skincare line no longer requires large internal teams or manufacturing infrastructure. Partners like Swift Innovations offer advanced formulations, clean ingredients, and flexible batch capabilities, making it possible to start small and scale when demand grows.

From Shelf Space to Brand Loyalty

Across Canada, retailers are recognising that private label manufacturing isn’t just about filling shelf space. It’s about building a direct relationship with customers. Whether in health retail, wellness, or professional skincare settings, having a branded product line strengthens trust and long-term engagement.

Many of today’s well-known “emerging” natural skincare brands began as private label concepts. With the right formulation support and market positioning, they gradually evolved into recognised names, both online and in-store.

Owning the Brand, Not Just the Sale

In a crowded beauty market, private labels offer something increasingly valuable: clarity and control. It allows retailers and founders to shape their product story, define quality standards, and build something that genuinely reflects their brand.

For many Canadian businesses, private label skincare is no longer an experiment. It’s becoming a core part of how they grow.

Best Free 2026 Video Creator Hack: Head Swap + Video Face Swap

By
Retail Insider
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Some ideas are too funny not to make. The problem is execution: video editing can feel like a time sink, and getting a believable face swap in motion can be tricky. The good news is you can create a slick “identity switch” workflow by combining a quick head swap for the concept and a full video swap for the final clip.

Start the concept with head swap and finalize motion content with Video Face Swap.

Step 1: Head Swap to Prototype the Joke Fast

A quick head swap helps you test the idea before you invest time in a full video workflow.

Competitor Comparison: Photo/Head Swap Tools

ToolStrengthCommon LimitationWhy this approach stands out
FaceAppRealistic changesLimited workflowFaster concept testing
Reface (photo)EasyQuality depends on sourceGood for quick prototypes
Snapchat lensesInstantExport limitationsCleaner publishing pipeline
PhotoshopFull controlSlowQuick without manual work
DeepFaceLabRealisticTechnicalNo setup needed

Step 2: Video Face Swap for the Final Viral Clip

Once you know the joke works, a full video face swap makes it feel real and watchable.

Competitor Comparison: Video Face Swap Tools

ToolStrengthCommon LimitationWhy this workflow stands out
Reface (video)EasyNeeds good sourceMore flexible for casual clips
ZaoStrong realismLimited availabilityFaster “upload and go”
DeepFaceLabVery realisticTechnicalNo learning curve
FaceSwap (open source)FreeComplex setupCreator-friendly interface
RunwayPowerful AINot swap-firstSwap-focused workflow

3 Real Case Scenarios

  1. Creator skits with multiple characters
    Swap identities to act out a conversation without filming multiple actors.
  2. Parody clips
    Turn an iconic scene into a funny remix with a different “star.”
  3. Campaign video variations
    Test multiple versions of a spokesperson for different audiences.

3 Pro Tips

  • Tip 1: Prototype in photos first.
    If the still looks believable, the video version usually performs better.
  • Tip 2: Use stable lighting and minimal motion.
    Cleaner frames make swaps look smoother.
  • Tip 3: Keep clips short.
    Short clips hide imperfections and improve completion rate.

When the workflow is fast, you try more ideas. When you try more ideas, you hit more winners. In 2026, the creators who grow aren’t the ones with endless time—they’re the ones with tools that keep creativity fun and friction-free.

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