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Restaurants Canada Warns Over BC Liquor Strike

By
Craig Patterson
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BC Liquor Store. Image: Restaurants Canada

Restaurants Canada has issued a strong statement warning that British Columbia’s foodservice sector is approaching a crisis point as the provincial liquor strike stretches into a sixth week. The association is urging the B.C. government and the BC General Employees’ Union (BCGEU) to reach an agreement without delay or, failing that, to permit licensed restaurants and bars to temporarily purchase alcohol from private liquor stores so they can continue serving customers.

The strike has cut off a critical part of the supply chain for hospitality operators. With government-run liquor and cannabis outlets behind picket lines and limited purchase allowances at select open locations, many businesses report rapidly dwindling inventories and disrupted service.

Alcohol sales are a key margin driver for many restaurants and bars. Restaurants Canada notes that 41 percent of operators are currently operating at a loss or just breaking even, leaving little room to absorb further shocks. The association warns that restricting access to alcohol for licensed establishments, while retail consumers can still purchase for home use, risks tipping some small businesses into closure.

The stakes extend well beyond individual venues. The foodservice sector in British Columbia employs approximately 183,000 people, many of them youth and early-career workers. Prolonged disruption, the association says, threatens jobs and the broader hospitality ecosystem, from restaurants and pubs to caterers, hotels and event venues.

Mark von Schellwitz, Vice-President for Western Canada at Restaurants Canada, stated: “We need to see the BC government and the BCGEU reach a mutual agreement, but foodservice businesses can’t continue bearing the burden of this strike. If the BC government can’t find a solution to allow foodservice businesses to purchase alcohol, either from BC Liquor or from private liquor stores, it needs to consider back to work legislation.”

This reflects the association’s immediate priorities: a negotiated settlement, near-term access to product to keep businesses open, and, as a last resort, legislative intervention.

How We Got Here

The strike began in early September after talks between the province and the BCGEU broke down over wages and cost-of-living adjustments. Initial actions were limited, but by October 8 all government-run liquor and cannabis outlets were closed. The union has called for a general wage increase of four percent per year for two years, while the province has cited fiscal constraints and a significant deficit as the reason for maintaining its offer of two percent per year.

The ramifications have spread across the public service and into private-sector supply chains that depend on government distribution. For operators, the only remaining channel involves visiting open BC Liquor stores and observing a strict cap of three items per SKU per day — an approach that owners say is unworkable as picket lines rotate and inventory disappears.

Operators report spending hours driving to multiple outlets and returning with insufficient stock to manage peak periods. Menus have been revised to remove popular items and, in some cases, hours have been reduced to ration remaining supply. Restaurants Canada says these short-term coping tactics are not sustainable for businesses already facing higher costs, tight labour markets, and softer demand.

Proposed Relief Measures

Restaurants Canada is asking the province to implement a temporary workaround that permits restaurants, bars and hotels to purchase through private retail channels until a settlement is reached. The association argues that such a measure would preserve jobs and prevent avoidable closures while respecting the collective bargaining process.

Beyond near-term revenue, the concern is reputational and structural. British Columbia’s hospitality sector is a draw for residents and visitors alike. Continued product shortages and venue closures risk undermining consumer confidence and the province’s standing as a leading food and beverage destination.

Restaurants Canada is reiterating its call for the parties to return to the table quickly. The association maintains that immediate access to product is essential to keep doors open while negotiations continue. With inventories tightening each day, operators say the timeline for relief is short.

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Ingka Group buys Locus to boost IKEA delivery tech

By
Mario Toneguzzi
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IKEA at Deerfoot Meadows (Image: Ivanhoe Cambridge)

Ingka Investments, the investment arm of Ingka Group and the largest IKEA retailer, has acquired U.S.-based Locus, a logistics technology company specializing in artificial intelligence.

The move aims to improve IKEA’s digital logistics capabilities and streamline the home delivery experience for customers, the company announced.

Parag Parekh
Parag Parekh

“This acquisition strengthens the digital capabilities required to meet rising customer expectations, while ensuring the quality and reliability IKEA is known for,” said Parag Parekh, global chief digital officer for IKEA Retail (Ingka Group), in a statement.

Locus provides an AI-powered logistics platform offering advanced route optimization, real-time tracking and resource allocation tools. Ingka Group said the integration of these services will help enhance supply chain efficiency, from capacity management to last-mile delivery execution.

Ingka Investments described the acquisition as a strategic step to increase control over a “critical moment in the customer journey,” as online sales continue to grow. According to the company, online sales accounted for 28 per cent of total IKEA retail sales in fiscal year 2024, up from 11 per cent in 2019.

The investment builds on previous technology partnerships by Ingka Group, including Made4net, which supports warehouse management, and TaskRabbit, which provides furniture assembly services.

“Our vision is to create a better everyday life for the many, and that includes delivering products when and how customers want them,” Parekh said.

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Landlords Highlight Retail Resilience and Evolution at JLL Retail Spotlight

By
Craig Patterson
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JLL Retail Spotlight at ICSC Toronto on Monday, October 6, 2025. Photo: Craig Patterson

The conversation around Canadian retail’s transformation took centre stage on Monday at the JLL Retail Spotlight, held during ICSC Toronto. Hosted by Alan Mackenzie, CEO of JLL Canada, the fireside chat featured two of the country’s most influential landlords: Brad Jones, Senior Vice President and Head of Leasing and Operations at Oxford Properties, and Ruby Paola, Managing Director of Real Estate Asset Management at La Caisse (formerly Ivanhoé Cambridge).

Over the course of a thoughtful, wide-ranging discussion, the executives explored how Canadian retail real estate continues to evolve through disruption, resilience, and a renewed emphasis on placemaking and collaboration between landlords, retailers, and brokers.

Kicking off the discussion, Ruby Paola reflected on the strength of the Canadian market and the people who shape it.

“In Canada particularly, we really have skilled owners, brokers, and asset managers,” said Paola. “It takes a proactive approach and strong tenant–landlord relationships. I think we all do a very good job at doing that.”

Paola emphasized that resilience in the retail industry extends beyond surviving short-term disruptions. It is about long-term evolution — constantly adapting to changing consumer demands and market dynamics.

She noted that with new retail developments at an all-time low, landlords have become more selective and strategic in curating their tenant mixes. “Our second-generation spaces are being replaced relatively quickly,” she added. “That’s a testament to the strength of the teams and the relationships we’ve built.”

The Customer at the Centre

When asked what is driving retail success in Canada today, Brad Jones was clear: everything begins and ends with the consumer.

“The resilience of our customer is really quite extraordinary,” said Jones. “We’ve got tremendous momentum and tailwinds at our back. The ecosystem is changing fast, and people are coming to shopping centres for experiences, not just to shop.”

He pointed to Oxford’s focus on placemaking and experiential retail, including immersive activations and specialty leasing programs that attract traffic and drive sales across categories.

“People come to meet family, to socialize, to enjoy themselves,” Jones continued. “If you continue to innovate, you’ll continue to attract new and better customers and have an opportunity to grow your business. We’re very bullish about what’s happening right now.”

Placemaking as a Strategic Advantage

Both landlords agreed that placemaking has become central to the evolution of retail real estate. Paola described it as the process of transforming traditional shopping centres into multi-dimensional social hubs.

“Placemaking gives you the opportunity to take shopping centres from purely places to transact to something much more,” she said. “You might be shopping, dining, or attending an event. These spaces become community hubs where people gather, and retailers want to be where people gather.”

She noted that if landlords can make their centres that “third place”, a social destination beyond home and work, they can achieve something truly special.

Jones agreed, adding that Oxford is increasingly blending physical and digital experiences to meet consumers’ evolving expectations. “There’s an amazing opportunity to marry physical real estate with the digital world,” he said. “Customers want to be part of something, to belong to a community.”

Urban and Suburban Strategies

The conversation then turned to how consumer behaviour differs between urban and suburban centres.

Paola pointed to La Caisse’s Montreal Eaton Centre as an example of an urban property that has undergone significant transformation.

“We joined two buildings about five years ago and began aligning the mix to new preferences,” she said. “Bringing in Time Out Market, the first in Canada, was a game-changer. It touches on dining, events, and community. It’s really become a gathering place.”

The downtown location, connected to transit and surrounded by office and residential density, has benefitted from a curated mix of retail, entertainment, and food offerings designed for multiple customer groups — residents, office workers, tourists, and local shoppers alike.

On the suburban front, Jones cited Oxford’s Scarborough Town Centre and Square One as examples of super-regional assets that continue to thrive by adapting to new mobility and lifestyle patterns.

“When you have great real estate, you better have a significant strategy and be able to execute,” he said. “Transit, growth markets, and infrastructure investments are driving opportunity. Customers increasingly want to live, work, and play in one community.”

He compared these suburban hubs to Asian and Australian retail developments that integrate health, wellness, food, and entertainment in self-contained ecosystems. “They really don’t need to leave their community,” Jones said. “That’s where we’re heading, and it’s incredibly exciting.”

Strengthening Landlord–Tenant Partnerships

Beyond design and development, both executives agreed that strong relationships between landlords and retailers are the foundation of long-term success.

“Commercial real estate is network-driven,” Paola explained. “Your long-term relationships aren’t built on contracts. They’re built on trust, communication, and understanding.”

She emphasized that landlords and tenants share the same goal: mutual success. “If the retailers thrive, our shopping centres thrive,” she said. “It’s basic, but it’s true. And people might not remember the deal you did with them, but they will remember how you made them feel.”

Her advice to younger professionals entering the industry was simple: take the time to build real relationships. “Go visit your tenants’ offices, show you care, and invest in those connections,” she said. “It makes all the difference.”

Data, Technology, and the Future of Brokerage

In one of the session’s most forward-looking moments, Jones discussed how technology is reshaping the brokerage and leasing model.

“The brokerage world was built on the scarcity of data,” he said. “That’s changing fast with technology. The question is how brokers evolve their relationships and add value differently.”

He believes the future of brokerage lies in advisory, analytics, and partnership, rather than simple transaction facilitation.

“It’s going to be more data-driven, more consultative,” Jones said. “Understanding clients’ balance sheets, their P&Ls, their CapEx budgets. It’s about aligning strategies and sharing intelligence.”

Mackenzie added that this evolution mirrors a broader industry trend toward collaboration and transparency. “It’s our role to understand the objectives of the tenant and the landlord,” he said. “Partnerships that drive sales and support long-term growth will ultimately define success.”

As the discussion closed, Mackenzie reflected on the forward momentum of Canadian retail. The room was filled with both industry veterans and younger professionals, and the speakers expressed optimism for the next generation’s ability to sustain innovation and trust in a rapidly changing environment.

Jones summed it up succinctly: “Innovation is key. The traditional way of transacting isn’t going to continue as it is. The industry is evolving, and that’s exciting for everyone who’s part of it.”

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Dilawri opens Genesis flagship in Vancouver

By
Mario Toneguzzi
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Genesis Downtown Vancouver – British Columbia’s first stand-alone Genesis Retail Experience (GRX) facility, located at 1718 West 3rd Avenue in Vancouver. (CNW Group/Dilawri Group of Companies)

Dilawri Group of Companies has opened Genesis Downtown Vancouver, the first stand-alone Genesis dealership in British Columbia and the province’s inaugural facility built to the brand’s Genesis Retail Experience (GRX) standards.

Located at 1718 West 3rd Avenue, the 15,000-square-foot facility is now open and welcoming customers. According to the company, the newly-constructed sales and service centre represents a significant step in expanding the Genesis footprint in Western Canada.

The GRX-designed facility spans multiple levels and features a modern, transparent aesthetic inspired by Korean architectural elements. Highlights include a double-height, light-filled showroom with space to display three vehicles, eight service bays across two floors, and an enclosed delivery and customer parking area.

“Genesis Downtown Vancouver reflects a transparent, modern look and modularized platform–emphasizing beauty, simplicity, and an inviting atmosphere for today’s luxury buyer,” the company stated.

As a GRX location, the new dealership is integrated with Genesis’ omni-channel retail model. Customers can access Genesis at Home services such as at-home test drives, valet service pick-up, and online transactions.

Kofi Asante
Kofi Asante

“Our team is proud to serve the Vancouver community from this beautifully designed space,” said Kofi Asante, general manager of Genesis Downtown Vancouver.

“Located in the heart of the city’s luxury automotive corridor, this facility was purpose-built to deliver an elevated and personalized guest experience. Whether guests visit us in person or take advantage of our Genesis at Home services, they can expect modern convenience, exceptional hospitality, and a seamless path to ownership.”

The facility also includes guest lounges—both open and private—featuring a vaulted canopy, lounge tables, and a self-service beverage bar.

“The service area features eight bays over two floors and is designed to meet Genesis EV Lab standards, ensuring readiness for the next generation of premium EVs,” the company said.

Ajay Dilawri, co-founder of Dilawri, said the opening underscores the group’s continued investment in the Genesis brand.

“We’re proud to support the continued growth of the Genesis brand in Vancouver through this exceptional new facility,” said Dilawri. “Genesis Downtown Vancouver reflects our shared commitment to thoughtful design, premium service, and delivering the elevated purchase and ownership experience the brand is known for.”

In addition to this new location, Dilawri also operates Genesis Regina in Southern Saskatchewan.

Founded in 1985, Dilawri is Canada’s largest automotive group, with more than 4,000 employees and 85 franchised dealerships across Canada and the United States. The company represents 38 automotive brands and has donated millions to charitable causes through the Dilawri Foundation since 2002.

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Canada’s Food Industry Is Hooked on Temporary Foreign Workers

By
Sylvain Charlebois
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Photo: StockCake

Canada’s food industry has become addicted to the Temporary Foreign Worker Program (TFWP). The numbers tell a sobering story. In just a few months of enforcement data — from July to late September 2025 — Ottawa has listed 26 food-related employers found non-compliant with federal rules governing the program. That’s everything from oyster farms to sushi restaurants, cafés, and food processors. That’s nearly 40% of all companies fined during that period.

Collectively, these companies have been fined over $2 million and handed down multiple multi-year bans. The worst offender, Bolero Shellfish Processing Inc. in New Brunswick, was hit with a $1 million penalty and a 10-year ban from hiring temporary workers — a record-setting sanction that underscores how deeply entrenched this dependency has become in Canada’s food system.

Yet most violations weren’t about mistreatment or abuse — they were bureaucratic. The vast majority of food businesses on the list were fined for failing to provide proper documents during inspections. In many cases, employers couldn’t produce proof of hours worked, wage payments, or housing conditions for their foreign employees when federal officers arrived. These aren’t isolated oversights; they’re symptoms of a system running on autopilot — one that relies on the constant inflow of temporary workers while neglecting compliance and transparency.

Even more revealing is that about 70% of these companies remain eligible to hire more temporary workers after paying relatively small fines, often between $5,000 and $15,000. Chains and independent operators alike — Donair Dude, Sushi 5, Pita Pit, and Subway among them — simply absorbed the penalties and moved on. For many, the TFWP is no longer a stopgap measure; it’s part of the business model.

Nine British Columbia companies in the food sector alone were found non-compliant — the highest of any province. Alberta and Quebec recorded serious cases too, with Trio Café in Calgary receiving an $83,000 fine and a five-year ban, and Hôtel Le Concorde Québec cited for repeated breaches.

But the biggest concern is what we don’t see. The federal database of sanctions only covers decisions made since July 2025. Many facilities have not yet been inspected, meaning this list is merely the tip of the iceberg. Beneath it lies a vast and under-audited system, sustained by foreign labour but barely monitored by the government agencies meant to oversee it.

This dependency didn’t appear overnight. The TFWP was designed to fill temporary labour shortages, especially in agriculture and food processing. But “temporary” has become a fiction. Today, entire segments of the food industry — from fish plants to fruit packers and restaurant kitchens — rely permanently on migrant labour. Without them, food wouldn’t get harvested, processed, or served.

Ottawa finds itself trapped. It knows the system is failing but can’t reform it without risking disruption in food production. Enforcement is reactive, not preventive. Employers who break the rules are fined but rarely barred for long, and those that are ineligible often resurface under new corporate names.

The result is an industry hooked on a short-term fix, unable — or unwilling — to invest in automation, domestic recruitment, or improved working conditions. The Temporary Foreign Worker Program, once a bridge for labour shortages, has become the foundation of the food economy itself.

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Canadian Retail News From Around The Web For October 9, 2025

By
Retail Insider
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Canadian Retail News From Around The Web

News at a Glance

Retail Insider is streamlining its Canadian retail news from around the web to include a handful of top news stories that can be viewed quickly during the day. Here are the top stories from the past 24 hours.

Dollarama Growth Spurs Momentum For Canada’s S and P TSX Index (Kalkin Media)

Australia’s Eagers takes big stake in CanadaOne Auto (Canadian Auto Dealer)

Rooty Turns 50: A&W Fans Can Join the Celebration with Limited-Time Meal Deal (To Do Canada)

Convenience store shoppers increasingly buying food or beverages: Acosta study (Grocery Business)

Paris Baguette targets 1,000 North America stores by 2030 – CHOSUNBIZ

Jewels Under The Kilt launches in Canadian travel retail with maple-roasted nuts (Moodie Davit Report)

All B.C. government liquor and cannabis stores now behind workers’ pickets (CBC)

Stores next to schools say the teachers’ strike is cratering business (CBC Calgary)

Former Bay store on Rideau Street to go on sale ‘in short order,’ broker says (Ottawa Business Journal)

B.C. businesses walk tightrope between fraud prevention and lost sales (Delta Optimist)

‘It was so convenient,’ Shoppers are reacting to IKEA store shutting down in Scarborough; retailer says low sales to blame (NOW)

Winnipeg judge stays charges against former fashion mogul Peter Nygard (CHVN)

Firefighters battle two-alarm blaze at Montreal mattress store (CTV)

Sukoshi Mart Scales North American Footprint

By
Craig Patterson
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The new SUKOSHI storefront in New York City reflects the brand’s mission to make quality beauty accessible every day (CNW Group/SUKOSHI)

Canadian retailer SUKOSHI MART is moving quickly to scale across North America under new branding SUKOSHI, adding new stores in influential and high-traffic centres while sharpening its brand for a bigger stage. Founded in Toronto and headquartered in the Greater Toronto Area, the company has built a strong following around Asian beauty, lifestyle and culture. The pace of openings has intensified in 2024 and 2025, with a pipeline that favours A-class shopping destinations and dense urban trade areas.

In a recent conversation with Retail Insider, CEO Linda Dang set out the intent behind the next phase. “Our head office and full team remain in Canada, but we are building a North American brand,” said Dang. “The U.S. is a major focus through the end of the year, and every market we are entering is intentional.” That emphasis on placement, rather than pure door count, is central to the SUKOSHI North American expansion.

Linda Dang

SUKOSHI opened its first Toronto location in 2018, introducing a curated mix of Asian beauty and lifestyle products to Western consumers. What began as a neighbourhood concept has grown into a national platform, with a presence in the country’s top enclosed centres and a store format that invites discovery. The retailer now operates more than a dozen Canadian locations that include CF Toronto Eaton Centre, Square One, Scarborough Town Centre, CF Markville, CF Fairview Mall, Upper Canada Mall, and CF Rideau Centre. At CF Rideau Centre, the company opened a flagship of about 4,300 square feet in 2024, a move that signalled its intention to compete at scale in core urban markets.

Quebec has been a priority as well. SUKOSHI added stores in Montreal’s Royalmount, CF Carrefour Laval, and in Brossard at Quartier DiX30, building local awareness through cluster strategy before moving into new regions. The approach has helped the brand reach critical mass in key metros while controlling marketing costs and amplifying word of mouth.


Vancouver-based Cutler is providing interior design and project management services for multiple new locations, including the three Montreal stores as well as sites in New York’s Upper East Side, Aventura (Miami), Bellevue (Washington), King of Prussia (Pennsylvania), Garden State Plaza (New Jersey), Lenox Square (Atlanta), and Valley Fair (California). 

Sukoshi Royalmount store.
Sukoshi Royalmount store.

The U.S. push focuses on influence and visibility

International growth began with New York, where the company opened the city’s largest Asian beauty store on the Upper East Side. That launch set the tone for a U.S. program that favours high-visibility destinations. “We are selecting centres that shape retail culture and attract the right demographic,” said Dang. “Aventura Mall in Miami, Bellevue Square in Washington, Lenox Square in Atlanta, and King of Prussia in Pennsylvania are exactly the kinds of environments where we want to anchor the brand.”

Each of those properties draws millions of annual visits and is known for a tenant mix that combines luxury, premium lifestyle and digitally native leaders. Securing space in such centres puts SUKOSHI alongside international names while preserving its identity as a Canadian-founded innovator in Asian beauty. The placements also serve the brand’s goal of making every opening a regional event, a tactic that has become a hallmark of the SUKOSHI North American expansion.

Sukoshi Royalmount store.

Rebrand aligns the banner with the core offer

As the footprint grows, the company is refining how the brand shows up. The evolution from Sukoshi Mart to SUKOSHI reflects a clear shift to beauty as the centre of gravity. The store is no longer a generalist “mart.” It is a focused expression of Asian beauty with supporting lifestyle and culture.

“We have moved beyond the ‘mart’ concept,” said Dang. “Beauty is at the heart of who we are, and the rebrand to SUKOSHI reflects that shift.” New and renovated locations feature updated fixtures, a refined colour palette, modern display systems and dedicated beauty zones. The result is a layout that supports exploration, easy basket building and a visual language suited to social media.

SUKOSHI’s assortment spans K-beauty, J-beauty and C-beauty, curated through a lens of quality, innovation and storytelling. “K-beauty leads in brand identity and packaging. J-beauty is premium and understated. C-beauty is emerging fast in technology and design,” said Dang. “Bringing them together under one roof is what sets us apart.” That breadth gives the retailer latitude to refresh displays frequently, respond to seasonal demand and activate launches that resonate with distinct customer communities.

Stores as media, openings as campaigns

The expansion plan treats every store not only as a sales channel but as a content engine. SUKOSHI stages in-store events and activations to create a sense of occasion that carries into digital. “Every time we enter a new market, in-store events and activations create awareness that carries over online,” Dang noted. “Even if customers are not local to a store, they recognize the brand, and that drives digital momentum.”

The strategy relies on local creators, community partners and regional media to extend reach. At the same time, the visual language of the stores is designed for shareable moments, from feature walls to launch tables. By building openings as campaigns, the brand is able to accelerate familiarity in new markets, a key advantage when the goal is to scale in both Canada and the United States.

Inside SUKOSHI in Manhattan. Image supplied

Omnichannel that travels across borders

SUKOSHI’s e-commerce business has grown as the fleet has grown, with the two channels reinforcing each other. The retailer differentiates between online and in-store experiences, using limited-edition drops and collectibles to keep digital engagement high across regions. The strategy has broadened the audience beyond North America. “Our K-beauty advent calendar is selling in Italy, Spain, Poland, and the U.K.,” said Dang. “It shows the reach and relevance of the category and the brand.”

That international demand informs merchandising decisions, packaging and service levels. It also creates a feedback loop that can guide local content and in-store curation. When a product gains traction online in a market without a store, SUKOSHI has an early indicator for future real estate, which supports the long-term cadence of the SUKOSHI North American expansion.

A female-led team moving with speed and cultural intuition

One of the company’s defining traits is the makeup of its leadership and broader team. “We are a Canadian company led predominantly by women,” said Dang. That perspective shapes everything from the brand’s voice to its in-store service scripts. It also helps SUKOSHI keep pace with a category that evolves quickly, where speed of read and speed of response can separate leaders from followers.

The stores are designed to feel welcoming and modern rather than transactional. Adjacent categories, such as licensed collectibles or cultural merchandise, are used to invite new customers into beauty. The aim is to lower friction for first-time shoppers while giving experienced beauty enthusiasts a reason to return for newness.

Real estate discipline and the long view

SUKOSHI’s site selection shows a preference for centres that serve as regional flagships, with strong tourism, high household incomes and stable leasing ecosystems. In Canada, the retailer continues to prioritise super-regional centres and dense suburban nodes where cross-shopping is strong and category adjacency supports discovery.

The company’s direction remains grounded in a simple idea, delivered with clarity. “We are selecting centres that shape retail culture and attract the right demographic,” said Dang. The thesis is straightforward. Put the brand where shoppers already look for the next thing, tell the story with precision, and let stores and digital feed each other. With every opening, the circle widens, and awareness follows.

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President’s Choice joins The Morning Show on Global as sponsor

By
Mario Toneguzzi
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The Morning Show has announced President’s Choice (PC®) as its exclusive beverage sponsor from September to December 2025.

The partnership, facilitated by OpenMind Media, brings together The Morning Show, which airs on Global TV, and President’s Choice, a brand under Loblaw Companies Limited. The collaboration aims to promote PC Coffees and beverages across multiple platforms.

Jordan Schwartz
Jordan Schwartz

“Corus Entertainment and The Morning Show are thrilled to partner with President’s Choice as our official beverage sponsor,” said Jordan Schwartz, Head of Morning Programming at Corus. “As the #1 choice for morning television in Canada, we know our viewers share our appreciation for the taste, quality, and innovation that Canadians have come to love from PC.”

The campaign will include regular features, custom segments and a new “Beverage Cam” — a weekly feature filmed in the show’s Green Room, which has recently been renovated with joint branding from PC and The Morning Show. The segment will highlight upcoming guests in what the show describes as a dynamic and engaging format.

Lindsay Cook
Lindsay Cook

“We are excited to partner with The Morning Show, a program that, much like a great cup of PC coffee, brightens and enriches the start of many Canadians’ day,” said Lindsay Cook, Vice President, Control Brand, Loyalty & Joe Fresh Marketing, Loblaw Companies Limited. “At President’s Choice, we’re always looking for meaningful and authentic ways to connect with Canadians and our partnership with The Morning Show truly embodies that. This collaboration provides an incredible platform to highlight why PC coffee offers gourmet coffee, at the exceptional value our customers expect, while being roasted in Canada.”

The initiative is also supported by WPP Media.

“To make a meaningful connection with the audience, we focused on creating emotionally engaging content and running it across linear, digital and social platforms,” said Athena Best, Associate Director at WPP Media. “Instead of a single launch, we wanted to have sustained storytelling to spark conversations and ensure what we produced resonated authentically with Canadians.”

Photo: Global TV
Photo: Global TV

Hosts Carolyn MacKenzie, Jeff McArthur and Morgan Hoffman will showcase the partnership weekday mornings on The Morning Show, airing on Global TV from 9–10 a.m. ET/PT and 10–11 a.m. AT.

Schwartz said the show features the top news stories of the day, lifestyle segments and big-name celebrity guests along with entertainment news from Hoffman.

“Since its inception in 2011, The Morning Show has grown significantly, reaching audiences of nearly 1.2 million every week coast to coast, and seeing an impressive 17% audience increase year-over-year. In the key A18+ demographic, The Morning Show holds the top spot as the #1 Canadian News/Lifestyle Morning Show nationally. It delivers nearly double the audience of CTV’s Your Morning, and more than twice the viewers of Citytv’s Breakfast Television. It also consistently outperforms daytime favourites like The Social and The Good Stuff with Mary Berg,” he said. 

“Just this past year, Carolyn Mackenzie, Jeff McArthur, and Morgan Hoffman were nominated for a Canadian Screen Award (CSA) for Best Host, Talk Show or Entertainment News Program.

Photo: Global TV
Photo: Global TV

“What started as a local morning news program has evolved into a national morning show with consistent growth in viewership, audiences and reach. With a perfect blend of news of the day, the biggest names in entertainment and Canada’s best lifestyle experts, Canadians continue to choose us as their first choice for news and lifestyle content when they wake up, and that speaks to just how impactful of a program it is.”
The Morning Show’s partnership with President’s Choice is an opportunity for it to unite Canada’s #1 morning news and lifestyle program with a brand that Canadians know and love, explained Schwartz.

“Through the What’s Brewing segment each week, we blend PC’s signature coffee brands with uplifting news stories of the day, creating a consistent presence and natural connection between storytelling and their product,” he said.

“In addition, PC will leverage custom integrated segments from our show in November and December to highlight key items from the PC Insider’s Report Holiday Edition. Beyond broadcast, the partnership extends into The Morning Show’s greenroom, where we’ve created a custom-branded PC Coffee Corner. This includes product displays, take-home offerings for guests, and fresh PC coffee.“The coffee and Consumer Packaged Goods (CPG) categories are extremely competitive right now, and by partnering with The Morning Show – #1 news and lifestyle morning program in Canada – PC is able to maintain a strong, daily presence that keeps their brand top of mind. By combining uplifting stories and a high-traffic environment, we are able to reinforce brand familiarity, ultimately driving brand lift at a time when differentiation in the category is more critical than ever.”

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Photo: Global TV
Photo: Global TV
Photo: Global TV
Photo: Global TV

Roots Modernizes Vaughan Mills and Mont-Tremblant Stores

By
Craig Patterson
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Roots store at Vaughan Mills. Photo: Roots

Canadian lifestyle retailer Roots continues to reinvest in its national retail footprint with the relaunch of two significant stores: Mont-Tremblant, which reopened on July 18, and Vaughan Mills, which celebrated its transformation on April 17. Both locations represent the company’s evolving vision, one that honours its heritage while introducing a refreshed and modernized brand experience tailored to contemporary shoppers.

These upgrades follow a broader strategy under the leadership of President and CEO Meghan Roach, who has been guiding Roots through a period of store renovations designed to balance tradition with innovation.

Meghan Roach

A Renewed Commitment to Heritage and Community

The Mont-Tremblant store has long held symbolic importance for Roots, serving not only as a high-volume location but also as a destination that captures the brand’s connection to nature and outdoor living. According to Roach, maintaining that legacy while modernizing the space was a central priority.

“We’ve been a member of the Mont-Tremblant community for many, many years,” she explained. “It was time for us to put a new, fresh face forward. You’re going to see some aspects of the old store left there, like the beautiful wood floors, which have been refreshed, alongside lighter, brighter colours, digital screens, and nods to nature that make the store feel alive again.”

The redesign includes moss installations and brand touchpoints that tie back to Roots’ iconic beaver logo, blending the rustic and the modern. For Roach, these elements serve as visual reminders of the company’s Canadian identity while ensuring the retail space feels contemporary.

Roots store at Vaughan Mills. Photo: Roots

Vaughan Mills: Reinventing the Mall Experience

Roots’ Vaughan Mills location is one of the company’s busiest mall-based stores, and its renovation underscores the brand’s commitment to enhancing its suburban and outlet presence. The refreshed store integrates many of the design elements seen in other recent flagships, but with adaptations suited to the shopping centre format.

“Vaughan Mills for us is a really high-traffic, great location,” Roach said. “When we were thinking about the concept and how we modernize the experience, we wanted to make sure we considered all the different types of stores we operate. For a mall store like Vaughan Mills, that meant bringing in lighter, brighter colours, streamlined merchandising, and digital touchpoints, while still reflecting Roots’ heritage.”

The updates create a seamless shopping journey for customers, emphasizing clarity in product presentation and providing a warmer, more immersive atmosphere. The investment signals that Roots is not limiting its modernization efforts to flagship streetfronts but also sees value in mall locations that generate significant traffic.

Roots Tremblant store. Photo: Roots

A Broader Store Modernization Strategy

The renovations at Mont-Tremblant and Vaughan Mills are part of a larger initiative. In recent years, Roots has systematically invested in key stores across the country, from major flagships in Toronto and Vancouver to regional destinations that resonate with local communities.

“We’ve been investing behind the modernization and bringing nature and brand touchpoints into these stores a little bit differently than in the past,” Roach said. “We look at our portfolio in terms of flagship street stores, destination stores like Tremblant, and high-traffic mall stores like Vaughan Mills. Each one requires a slightly different approach, but the goal is always the same: to refresh the brand experience and ensure it feels both modern and true to our roots.”

Roach also noted that more store renovations are in the pipeline. “We do have a number of them coming in the next year,” she confirmed. “Once we have everything nailed down with our landlords, we’ll be able to share more details. We’re also identifying the elements from these renovations that have become iconic and can be rolled out more widely, even in stores that don’t undergo a full redesign.”

Roots store at Vaughan Mills. Photo: Roots

Roots’ Enduring Legacy

Founded in 1973 by Michael Budman and Don Green, Roots began as a footwear brand before expanding into apparel, leather goods, and accessories. The first store opened on Toronto’s Yonge Street, and the company quickly grew across Canada and internationally. Its signature beaver logo, introduced in 1985, has since become an icon of Canadian design.

The brand has long drawn inspiration from the wilderness and outdoor culture, which is evident not only in its product range but also in its store designs. Whether through wood finishes, natural motifs, or storytelling elements, Roots has consistently emphasized its connection to nature.

Roots remains a publicly traded company, with majority ownership held by U.S.-based Searchlight Capital Partners since 2015, while its headquarters and main leather factory remain in Toronto. The brand currently operates more than 100 company-owned stores across Canada, two stores in the United States, and maintains a strong global presence through eCommerce and partner-operated stores in Asia.

Roots Tremblant store. Photo: Roots

The Modern Retail Experience

The latest renovations reflect how Roots is adapting to evolving consumer expectations in Canadian retail. Modern shoppers are seeking experiences that are immersive and convenient, blending digital and physical touchpoints seamlessly. Roots has responded with brighter interiors, enhanced merchandising layouts, and interactive features such as digital screens.

These elements are paired with a renewed focus on craftsmanship and storytelling, ensuring that the brand’s Canadian-made leather goods and iconic sweats remain central to the experience. “It’s about bringing forward the heritage while modernizing it for today’s consumer,” Roach emphasized.

As Roots prepares additional store renovations across Canada, the company continues to refine its balance between tradition and innovation. The success of recent projects in Mont-Tremblant and Vaughan Mills demonstrates the brand’s ability to adapt while staying true to its core identity.

For Roach, the work is ongoing. “There’s going to be new product arriving every day and new experiences unfolding in our stores,” she said. “We want to make sure every Roots location feels fresh, welcoming, and true to who we are as a brand.”

Jeff Berkowitz of Aurora Realty Consultants represents Roots as broker in Canada, and negotiates leases for new locations.

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Halloween spending trends in Canada

By
Mario Toneguzzi
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Photo: Vistar Media Canada
Photo: Vistar Media Canada

Halloween is no longer just about candy and porch pumpkins. It has become one of the country’s fastest-growing retail moments, with Canadians expanding how they spend, shop, and celebrate.  

According to a 2024 Leger study on Halloween spending in Canada: 

  • 53% of Canadians celebrated Halloween last year, with 83% planning to spend the same or more. 
  • Over 47% of Canadians purchased 2-4 weeks out from Halloween, compared to only 34 per cent in 2023 
  • The average Canadian household spent $67.65 on costumes, candy, and décor. 
  • 73% of those purchases happened in-store—showcasing the importance of physical retail experiences during this season. 

With Halloween being the second most commercially successful holiday after Christmas, it’s become a critical seasonal touchpoint for brands – with industries outside the expected jumping on the bandwagon. To associate a brand with Halloween, Out-of-Home (OOH) advertising has been a popular channel, using distinctive Halloween imagery alongside short messages to make the connection.

Scott Mitchell
Scott Mitchell

Scott Mitchell, Managing Director at Vistar Media Canada, said Halloween has really grown beyond candy and porch pumpkins.

“It’s now one of Canada’s fastest-growing retail moments. What we’re seeing in the data is that consumers are broadening their spending into categories you wouldn’t have associated with Halloween a few years ago. Décor is becoming bigger, seasonal food and beverage launches are drawing attention, and fashion is now a big part of the mix with themed apparel and accessories,” he said.

“The average household is now spending close to $70, and importantly, 83% of Canadians say they plan to spend the same or more this year. That tells us Halloween isn’t a niche holiday anymore. It’s a lifestyle event where people are looking to create experiences, whether that’s decorating their homes, hosting gatherings, or finding unique products that tie into the season. And with that shift, brands are looking to explore and participate in channels like OOH to align with these new behaviours and target their audiences when and where they’re ready to spend.”

Photo: Vistar Media Canada
Photo: Vistar Media Canada

Mitchell said one of the biggest shifts we’ve seen in Halloween consumer behaviour is in the timing of purchases. 

“Almost half of Canadians bought their Halloween items two to four weeks ahead last year, compared to only a third the year before. That’s a pretty dramatic change in behaviour. For retailers and brands, the opportunity is to lean into that earlier window — to capture excitement and influence decisions before the peak season hits,” he explained. 

“We’ve seen with other holidays like Christmas that consumers enjoy the build-up, and Halloween is starting to follow that same pattern. By launching campaigns earlier, refreshing creative in-store and online, or offering limited-edition seasonal products, brands can own the anticipation phase and build stronger connections with shoppers. Programmatic OOH allows brands to activate those campaigns early, then dynamically adjust messaging right through to the big day, making it incredibly agile and impactful.”

Out-of-Home is playing a huge role in how brands are associating themselves with Halloween, noted Mitchell. 

“It’s such a visual holiday — pumpkins, bats, moody colours — and OOH is designed for bold creative that grabs attention in a split second. This year, we’re seeing brands use high-impact digital OOH formats, interactive campaigns, and simple but powerful seasonal messaging to make that immediate connection. What’s particularly effective is OOH’s ability to reach people in those moments when they’re already out — shopping, commuting, or heading to events,” he said. 

“It’s not about forcing a message; it’s about becoming part of the experience and amplifying the seasonal mood. Brands can take that a step further by leveraging data to target audiences contextually and deliver the right creative in the right place, making OOH a precision tool for seasonal campaigns like Halloween.”

Photo: Vistar Media Canada
Photo: Vistar Media Canada

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