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Clé de Peau Beauté welcomes Nicole Kidman as its new Global Brand Ambassador

Introducing Nicole Kidman, Clé de Peau Beauté’s new Global Brand Ambassador (CNW Group/Shiseido Canada)

Clé de Peau Beauté, a global luxury skincare and makeup brand, is proud to announce Nicole Kidman as its new Global Brand Ambassador.

Renowned for her commanding presence on and off the screen, as well as her passionate advocacy for women’s causes, Kidman perfectly embodies Clé de Peau Beauté’s vision of Radiance—where a blend of intelligence, artistry, and purpose converge. Her appointment marks a significant moment in the brand history, said the company.

Kidman’s acclaimed career reflects the brand’s DNA—intelligent, exquisite, and uncompromising; shaped by conscious choices and an unwavering passion. With each role, she redefines convention, breaking stereotypes with a dedication that has remained consistent throughout her 40-plus-year career. Her elegance and commitment to meaningful change make her an exceptional ambassador, representing a vision of timeless and transformative beauty and radiance, added the brand in a news release.

Mizuki Hashimoto
Mizuki Hashimoto

“We are delighted to welcome Nicole to the Clé de Peau Beauté family,” said Mizuki Hashimoto, Chief Brand Officer of Clé de Peau Beauté. “We believe Radiance is more than appearance; it’s an inner strength that drives positive change. Nicole exemplifies this belief through her inspiring journey, showcasing how passion and purpose unlock a Radiance that empowers others.”

Beyond her artistic achievements, Kidman has made a profound impact as a UN Women Goodwill Ambassador, advocating for women and girls’ empowerment through education, economic opportunities, and the fight against gender-based violence. Her philanthropic work aligns seamlessly with Clé de Peau Beauté’s mission to cultivate beauty that inspires confidence and meaningful change, explained the company.

Photo: Nicole KIdman Instagram
Photo: Nicole KIdman Instagram

“I am thrilled to be joining the Clé de Peau Beauté family,” said Kidman. “I am inspired by the brand’s commitment to celebrate individual beauty across every aspect of a person’s life. I look forward to what we can create together.”

“Committed to telling diverse stories, Kidman has showcased a remarkable range of roles, continuously pushing boundaries to amplify underrepresented voices in the film industry. Her bold choices reflect her commitment to infusing artistry with purpose, aligning with the vision of Radiance as a source of empowerment,” added the brand.

“A true symbol of Radiance, Kidman exemplifies the idea that true radiance is cultivated through purpose and positive action. Her journey highlights the transformative power of beauty, inspiring others to embrace their own unique beauty and light.”

Clé de Peau Beauté, a luxury brand of Shiseido Co., Ltd., was established in 1982. It is available in 26 countries and regions worldwide.

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Canadian Retail News From Around The Web For July 28, 2025

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 several days.

These cosmetic stores inside Ontario malls promise customers better skin. Instead, a growing number say they’ve been tricked into high-cost loans (Toronto Star)

Lululemon layoffs hint at tougher landscape for retail (MSNN)

Loblaw ramps up openings of T&T Supermarket US stores; increases use of AI tools to drive business efficiencies (Grocery Business)

Vancouver clothing boutique celebrates 50 years of style (Vancouver Sun)

Retail sales dip in May nationally, but Saskatchewan sees annual gains (GX94)

Loblaw’s Strategic Evolution: A Pathway to Sustained Growth in Canada’s Competitive Grocery Sector (AInvest)

As growing number of Beer Stores close, residents are left ‘empty’ handed (Village Report)

Brand new furniture at thrift store prices help Manitobans break free from addiction (CHVN)

Here’s what’s happening where Metrolinx demolished a block of Toronto stores (BlogTO)

This mobile food market aims to help low-income families in Montreal (CBC)

Beloved Dartmouth bookstore to remain open after surge in community support (CBC)

2 women wanted after $13K of goods allegedly stolen from Trinity-Bellwoods store (CityNews)

Hudson’s Bay fires back at lender seeking termination of Ruby Liu deal: court docs (CBC)

‘Keep your money in Canada’: Duty-free shop owner urges travellers to buy local (CTV)

Trump tariffs live updates: Canada struck with 35% tariffs, Trump floats higher blanket rates (Yahoo)

Aritzia Q1 revenue climbs 33% (Fashion Network)

Edmonton City Centre Mall ordered into receivership (MSN)

Loblaw opens 4 discount stores across 3 provinces (Fresh Plaza)

CHARLEBOIS: Everyone’s suddenly a supply management expert but few understand it (Yahoo)

New Maxi store opens in downtown Montreal (Grocery Business)

‘Not an easy decision’: The Beer Store is closing 10 more stores in Ontario, including 5 in the GTA (CP24)

ARI opens new Spectrum boutique at Québec City Jean Lesage International Airport (Global Travel Retail)

Toronto BIA warns business owners of ‘point of sale’ scam after thousands of dollars in thefts (CBC)

B.C.’s Meiga Supermarket to close its doors this summer (Canadian Grocer)

‘It’s getting out of hand!’ Jewellery store owners speak out after a rash of recent break-ins (CityNews Toronto)

Roadwork is costing Montague businesses some customers, store owners say (CBC)

Newmarket Costco set to open in August (Grocery Business)

YM Inc. Takes Over 5 Former Saks OFF 5TH Stores in Canada

Saks OFF 5TH Vaughan Mills. Photos provided by Hudson's Bay Company.

Canadian fashion powerhouse YM Inc. is set to expand its footprint after reaching a deal to acquire five former Saks OFF 5TH locations from the Hudson’s Bay Company (HBC). The agreements, disclosed in recent court filings, come as the storied retailer navigates a turbulent winding down under the Companies’ Creditors Arrangement Act (CCAA).

The deal, valued at $5.03 million, will see YM take over spaces in some of Canada’s most prominent outlet centres, subject to court approval and landlord consent. This transaction underscores YM’s aggressive growth strategy and highlights the growing appetite for prime retail real estate as HBC seeks to monetize its assets.

Where the New Stores Will Open

According to legal documents filed with the Ontario Superior Court of Justice, YM has secured the following leases:

  • Vaughan Mills near Toronto – approximately 35,000 square feet
  • Tanger Outlets Ottawa in Kanata – 28,357 square feet
  • Outlet Collection Winnipeg – 32,191 square feet
  • CrossIron Mills near Calgary – approximately 30,000 square feet
  • Toronto Premium Outlets in Halton Hills – approximately 25,000 square feet

These locations are situated in some of the country’s busiest outlet centres, offering YM immediate access to high-traffic shopping destinations. The stores were formerly occupied by Saks OFF 5TH, which shuttered its Canadian operations last month. Saks OFF 5TH stores in Canada were licensed under the Hudson’s Bay Company.

YM’s ambitions extended beyond these five locations. The retailer had sought to acquire Saks OFF 5TH leases at Pickering Town Centre in Pickering and Skyview Power Centre in Edmonton, and a 175,000 square foot Hudson’s Bay lease at Midtown Plaza in Saskatoon for an additional $1 million. However, landlord approvals for those properties were not secured, a recurring obstacle in the ongoing restructuring process.

The inability to close these additional sites underscores a broader challenge facing bidders and HBC: the need for landlord consent in lease assignments. Many property owners remain cautious about incoming tenants, particularly amid uncertainty around the future of Canadian retail and the viability of new concepts.

Inside the former Urban Planet store at 157 Bloor Street West in Toronto on Friday, October 11, 2024. Photo: Craig Patterson

A Broader Disposition Strategy

The YM transaction is part of a larger strategy by HBC to dispose of its real estate interests and generate liquidity for stakeholders. HBC has closed all 80 Hudson’s Bay department stores, 13 Saks OFF 5TH stores, and three Saks Fifth Avenue stores in Canada following its entry into creditor protection earlier this year.

The company owes nearly $1 billion to lenders and trade creditors, making asset sales a critical component of its restructuring plan. According to Alvarez & Marsal, the court-appointed Monitor, a total of 39 properties were offered for sale earlier this year, attracting a dozen bidders.

Among the most high-profile bidders is B.C. billionaire Ruby Liu, whose name has dominated headlines in recent weeks.

Weihong (Ruby) Liu in front of the Court House at 330 University Avenue in Toronto on June 23, 2025. Photo: Craig Patterson

The Ruby Liu Saga: A Bidder Under Fire

Ruby Liu initially made waves by acquiring three former Hudson’s Bay leases at malls she owns — Woodgrove Centre in Nanaimo, Mayfair Shopping Centre in Victoria, and Tsawwassen Mills in South Delta — for $6 million. Those transfers were approved by the court last month, returning the spaces to Liu-controlled properties.

However, her ambitions did not stop there. HBC selected Liu as the preferred bidder for 25 additional leases across Canada, positioning her to launch a new department store concept bearing her name. Liu has described her vision as a family-oriented shopping destination blending retail, dining, and entertainment.

Despite these aspirations, landlords have fiercely opposed the proposed transaction. Court filings reveal concerns that Liu has not yet submitted a credible or detailed business plan. The situation escalated during a recent hearing when Liu appeared without legal counsel or supporting documentation, prompting Justice Peter Osborne to adjourn proceedings.

“I not only urge but recommend in the strongest terms that you retain legal representation,” Justice Osborne stated, rescheduling the hearing for August 28. Until then, the fate of the 25 leases remains uncertain, creating heightened anxiety among creditors eager for resolution.

Mounting Costs and Tight Timelines

Delays in approving major lease transactions are proving costly. The Monitor estimates that maintaining HBC’s dark stores costs at least $4.7 million monthly in rent, property taxes, utilities, and related expenses. These carrying costs erode potential recoveries for creditors with every passing day.

In its latest motion record, HBC requested an extension of creditor protection from July 31 to October 31, citing the need for additional time to finalize the YM and IC transactions, secure approval of the Liu deal, and auction valuable corporate art holdings.

“The requested stay extension is necessary to preserve value for stakeholders and avoid a disorderly liquidation,” HBC’s counsel at Stikeman Elliott LLP argued in court filings.

Former Hudson’s Bay store at Metropolis at Metrotown in Burnaby, BC. Photo: Stephen A. Braverman via X/formerly Twitter

Other Lease Sales Underway

While YM’s deal and Liu’s proposal dominate headlines, other transactions have also emerged. Ivanhoe Realties Inc., an affiliate of major landlord Ivanhoe Cambridge, has agreed to pay $20,000 for the lease of a 132,000-square-foot former Hudson’s Bay store at Metropolis at Metrotown in Burnaby. Given Ivanhoe Cambridge’s ownership of Metrotown, the deal effectively returns the property to its landlord.

This nominal purchase price highlights a key reality: in many cases, landlords prefer to regain control of their spaces rather than allow uncertain operators to take over, particularly when anchor tenant stability influences overall mall performance.

YM’s expansion signals confidence in the outlet and value-driven retail segment, even as department store operators struggle to adapt to shifting consumer behaviours. By acquiring these former Saks OFF 5TH sites, YM gains immediate access to prime outlet locations, a format aligned with its portfolio of accessible fashion brands such as Urban Planet, Bluenotes, West49, and Suzy Shier.

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Birks releases fiscal 2025 results: net sales down, net loss of $12.8 million

Maison Birks store in downtown Vancouver. Photo: C. Hagemoen

Birks Group Inc. reported on Friday its financial results for the fiscal year ended March 29, 2025. The luxury jewelry brand reported a decrease in net sales as well as a net loss of $12.8 million.

“Although our net sales and comparable store sales for fiscal 2025 are lower than fiscal 2024, when excluding the effect of third-party jewelry brand movement, comparable store sales are positive year-over-year, as a result of a strong retail performance and product offering particularly in our third-party branded timepieces. In fiscal 2025, we opened two new stores under the TimeVallée and Birks brands and continued to benefit from the fiscal 2024 renovations in our Chinook and Laval locations. These initiatives along with our recent announcement of the acquisition of the watch and jewelry business of European Boutique will continue to generate greater sales and contribute to improve our results,” said Jean-Christophe Bédos, President and Chief Executive Officer of Birks Group.

Image: Jean-Christophe Bédos

“I would like to thank our teams for their tireless efforts. The results achieved in fiscal 2025 are a testament to our commitment to our customers and I am grateful for the unwavering efforts of all our employees and the implementation of various initiatives during this past year to enhance our product offering and customer experience.”

For the fiscal year, Birks reported net sales of $177.8 million, a decrease of $7.5 million or 4.0%, from the comparable fiscal year ended March 30, 2024. Comparable store sales for fiscal 2025 decreased by 3.4% compared to the corresponding period in fiscal 2024.

“The decrease in net sales and comparable store sales is mainly due to lower sales of branded jewelry due to the exit of a jewelry brand from two stores. When excluding the third-party jewelry brand movement, the comparable store sales increased by 6.9%, mainly driven by timepiece sales. The Company reported gross profit of $66.3 million, or 37.3% of net sales, compared to $73.6 million, or 39.7% of net sales in fiscal 2024, due to lower sales volume resulting from the exit of a jewelry brand from two stores. Gross profit as a percentage of sales for fiscal 2025 was 37.3%, a decrease of 240 basis points from the gross profit as a percentage of sales of 39.7% for fiscal 2024 as a result of the sales mix with decreased sales from third-party branded jewelry, as well as a foreign exchange loss,” it said.

Birks Group is a leading designer of fine jewelry and an operator of luxury jewelry, timepieces and gifts retail stores in Canada. The company operates 17 stores under the Maison Birks brand in most major metropolitan markets in Canada, one retail location in Montreal under the Birks brand, one retail location in Montreal under the TimeVallée brand, one retail location in Calgary under the Brinkhaus brand, one retail location in Vancouver under the Graff brand, one retail location in Vancouver under the Patek Philippe brand, four retail locations in Laval, Ottawa and Toronto under the Breitling brand, four retail locations in Toronto under the European Boutique brand, one retail location in Toronto under the Omega brand and one retail location in Toronto under the Montblanc brand. Birks was founded in 1879 and has become Canada’s premier designer and retailer of fine jewelry, timepieces and gifts.

Here is Birks’ financial overview for the fiscal year ended March 29, 2025:

  • Total net sales for fiscal 2025 were $177.8 million compared to $185.3 million in fiscal 2024, a decrease of $7.5 million, or 4.0%. The decrease in net sales in fiscal 2025 was primarily driven by the results of the Company’s retail channel. Net retail sales in fiscal 2025 were $7.3 million lower than fiscal 2024, primarily due to the decrease in third-party branded jewelry sales, following the exit of a jewelry brand from two stores, partially offset by an increase in branded timepiece sales throughout the retail network;
  • Comparable store sales decreased by 3.4% in fiscal 2025 compared to fiscal 2024 mainly due to lower third-party branded jewelry sales following the exit of a jewelry brand from two stores, partially offset by an increase in third-party branded timepiece sales and an increase in average sales transaction value. When excluding the third-party jewelry brand movement, the comparable store sales increased by 6.9%, mainly driven by timepiece sales;
  • Total gross profit for fiscal 2025 was $66.3 million, or 37.3% of net sales, compared to $73.6 million, or 39.7% of net sales, in fiscal 2024. This decrease in gross profit was primarily due to the decreased sales volume experienced during fiscal 2025, due to third-party branded jewelry sales following the exit of a jewelry brand from two stores, and a foreign exchange loss due to the strengthening of the U.S. dollar, partially offset by the increased sales of third-party branded timepieces. The decrease of 240 basis points in gross margin percentage resulted primarily from the sales mix with decreased sales from third-party branded jewelry, as well as a foreign exchange loss, partially offset by an increase in branded timepiece sales;
  • SG&A expenses in fiscal 2025 were $59.5 million, or 33.5% of net sales, compared to $65.7 million, or 35.5% of net sales, in fiscal 2024, a decrease of $6.2 million. The main drivers of the decrease in SG&A expenses in fiscal 2025 include lower occupancy costs ($2.7 million) mainly due to store closures and store lease modifications, lower marketing costs ($2.3 million) mainly due to lower brand development initiatives, lower compensation costs ($0.5 million) mainly due to lower sales volume and head count reductions, lower general operating costs ($0.4 million) and lower non-cash based compensation expense ($0.3 million) mainly due to fluctuations in the Company’s stock price during the fiscal year.  As a percentage of sales, SG&A expenses in fiscal 2025 decreased by 200 basis points as compared to fiscal 2024, reflecting the Company’s focus on cost management and containment;
  • The Company’s adjusted EBITDA for fiscal 2025 was $9.2 million, a decrease of $0.8 million, compared to adjusted EBITDA of $10.0 million for fiscal 2024;
  • The Company’s reported operating loss for fiscal 2025 was $5.5 million, a decrease of $6.7 million, compared to a reported operating income of $1.2 million for fiscal 2024. The operating loss in fiscal 2025 includes an impairment of long-lived assets of $4.6 million related to the write-down of capitalized software costs associated with the delay in completing the implementation of the Company’s ERP system;
  • The Company’s recognized interest and other financing costs were $9.7 million in fiscal 2025, an increase of $1.7 million, compared to recognized interest and other financing costs of $8.0 million in fiscal 2024. This increase is mainly due to an increase in the average amount outstanding on the amended credit facility, additional borrowings, and a foreign exchange loss of $1.0 million in fiscal 2025 versus a foreign exchange gain of $0.2 million in fiscal 2024 on our U.S. dollar denominated debt;
  • The Company recognized a net loss for fiscal 2025 of $12.8 million, or $0.66 per share, compared to a net loss for fiscal 2024 of $4.6 million, or $0.24 per share.

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The rise of sustainable workplace practices: How SMEs are taking action

Across the UK, small and medium-sized enterprises (SMEs) are leading the way by building workplaces that prioritise people and our planet. These forward-thinking businesses are taking a fresh approach to sustainable workplace practices, directly embedding environmental, social, and governance (ESG) values into their cultures and everyday decisions.

But this isn’t greenwashing or surface-level compliance. It’s a genuine mindset shift driven by purposeful leadership, amplified through inclusive engagement.

In this feature, the UK’s favourite company formation agent, 1st Formations, highlights the SMEs driving workplace sustainability forward. From carbon savings to waste reduction, these organisations show what impact looks like in the real world.

Values-first leadership

SMEs make up over 99% of the UK’s business population. While their individual impact may be modest, they achieve transformational change together. Many SMEs are integrating sustainable values from the start, recognising that the future of work demands responsibility, not just profit.

Sustainability is in Wild’s DNA

Take the example of Wild, a London-based sustainable deodorant brand. Passionate about tackling the throwaway culture of bathroom products, Wild’s refill-based alternatives allow like-minded customers to save over 30 grams of plastic from going to landfill every time they reuse their Wild case.

Wild also plant trees with every purchase, preserving our planet and helping them achieve a carbon-negative status.

Made with natural ingredients and built for life, Wild’s approach is not only environmentally friendly but embedded in the company’s DNA. Sustainability is at the core of how they operate, recruit, innovate, and grow.

Going green beyond recycling

The real transformation in sustainable workplaces is rooted in systemic and strategic action. Here are a few steps that SMEs are implementing today:

  • Switching to 100% renewable energy providers
  • Offering hybrid or fully remote working to reduce carbon emissions
  • Conducting sustainability audits on suppliers and prioritising responsible sourcing
  • Installing energy-efficient lighting, water systems, and smart meters
  • Offsetting emissions through certified programmes
  • Composting and implementing circular waste reduction methods

Green action from Greenhouse Communications

An inspiring example comes from the creative agency Greenhouse Communications, a purpose-driven PR agency, working exclusively with environmental clients. They operate with a low-carbon approach internally, including remote-first culture, sustainable office materials, a zero-waste commitment, and 100% renewable energy in their offices.

As a B Corp-certified SME, Greenhouse Communications demonstrate that sustainability isn’t just what you say, but the choices you make every day.

Sustainability in the workplace starts with people

For a sustainability strategy to work, all employees need to get involved, and an open, empowered culture is the key to this.

How exactly can businesses encourage employees to do their part? The first step is to define what sustainability means to your company. Draft a clear mission statement, explaining why these practices matter and how they contribute to the wider business goals and principles.

Then, include staff in shaping your green business practices through open conversations, surveys, workshops, and training sessions. Simple solutions such as setting up a sustainability channel on Microsoft Teams or offering paid volunteering days for environmental causes can go a long way in encouraging everyone to be more eco-friendly and understanding the impact of their involvement.

How Frog Bikes inspires its teams to go green

Berkshire-based children’s bike manufacturer, Frog Bikes, shared their company-wide environmental initiatives in their 2024 sustainability report. Collectively, they implemented over 250 green initiatives, including:

  • Recycling
  • Eating less meat
  • Commuting by bike
  • Cleaning local beaches
  • Transforming unused land into wildlife gardens

As a result, Frog Bikes avoided over 15 tonnes of carbon emissions, saved over 800,000 litres of water, and avoided the use of over 2,000 single-use plastic items. SMEs like Frog Bikes show that employee engagement is vital to long-term success. Every step matters, and a big impact starts with small individual actions.

Measuring sustainability success

Measuring sustainability efforts helps SMEs build credibility, track progress, and identify ways to improve. Many start with simple key performance indicators (KPIs) aligned with their operations, such as:

  • Kilowatt hours of energy usage per month
  • Percentage of office waste diverted from landfill
  • Business travel mileage (and how much is avoided through remote working)
  • Supplier sustainability ratings
  • Employee participation in green initiatives
  • Tonnes of carbon dioxide equivalent (tCO2e)

Certifications like Green Mark, B Corp, and Carbon Neutral Britain offer accessible platforms for SMEs to monitor progress and strengthen their green business practices.

How 1st Formations tracks progress

At 1st Formations, we’re proud to be certified by Green Mark and Carbon Neutral Britain, a testament to our ongoing commitment to sustainability. Each year, we carefully assess our environmental initiatives, identify opportunities for improvement, and take meaningful steps to implement positive change.

For example, our 2023 report revealed that most of our carbon emissions came from inbound deliveries. In response, we moved to a digital mailroom, almost halving our emissions the following year. Thanks to our ongoing efforts and passion for sustainability, our London office now operates entirely on 100% renewable energy.

Why sustainable SMEs are built to last

Time and again, sustainable SMEs demonstrate business resilience, customer loyalty, and strong employee engagement.

Small businesses often operate within tight margins, so choices that reduce waste, improve efficiency, and align with ethical expectations can also protect the bottom line. Consumers increasingly prioritise values when choosing where to shop or work, making green SMEs more attractive to shoppers and job seekers.

This growing demand for sustainable practices is also reinforced at the policy level. The UK government offers various sustainable grants and support schemes, and has made proper recycling mandatory for all SMEs and large businesses.

Building a sustainability-aligned workplace is about future-proofing your business. Companies prioritising environmental and social wellbeing are more likely to thrive in a greener, more conscientious economy.

The future of work is purpose-driven, and SMEs are leading the way

It’s not just large corporations that can embrace sustainability in the workplace. SMEs hold the power to redefine what responsible business looks like, and the companies spotlighted above show us that agency is rooted in action, not aspiration.

Whether your SME is just starting out or scaling purposefully, you can help shape the future of work by leading with intention, integrity, and collaboration.

Ready to take the next step? Start with an internal sustainability audit to uncover opportunities for improvement.

If you’re ready to launch your eco-conscious business, start strong with 1st Formations, the UK’s top-rated company formation agent. Choose your ideal registration package and access expert guidance on building sustainability into your operations from day one.

How Retailers Can Boost Sales with Affiliate Marketing Programs

Your customers are bombarded with ads in every inbox check and social media scroll. Cutting through that noise alone can be tough.

That’s why smart retailers collaborate with partners who’ve already built trust with the right audience. A quick recommendation from a blogger or email pro sometimes can do more than dozens of ads.

Affiliate marketers often have an affiliate marketing email list or blog, allowing them to promote your products, targeting customers who already have an interest in similar products. Let’s examine how such collaboration can improve your sales with minimal investments.

How Does a Retail Affiliate Program Work?

6 Tips To Improve Retail Affiliate Programs

There’s no shortcut to real growth. It takes patience to succeed in affiliate marketing, even for advertisers with a massive budget. The strategies below can help you form effective collaborations that increase your revenue.

Choose the Right Affiliate Partners

Your affiliate program is only as strong as the people behind it. No machine can substitute real human interaction, even if it happens online. So, the first thing that you need to do as the advertiser is to clearly set the rules of your affiliate campaign and wisely choose publishers who have applied to it.

It’s better to collaborate with multiple small-to-mid affiliates who are credible in your niche, rather than working with a single huge blogger who doesn’t suit you. If you are a beauty brand, it’s better to collaborate with 10 affiliate email marketing partners in a beauty niche that have approximately 150K followers each rather than with a blogger with 1,5M but from a totally different niche, such as car reviews.

  • Affiliates act as retranslators of your brand values. Ensure that they work in the same niche and have values similar to yours.

Don’t be afraid to diversify your publishers’ base, mixing different types of content creators, affiliate email marketing professionals, community leaders, or collaborating with coupon sites and loyalty platforms.

Provide High-Quality Creative Assets

Give affiliates ready-to-use, high-quality materials to ensure their promos deliver results while matching your brand’s style:

Update creatives in your retail affiliate programs regularly to reflect new launches, seasonal promotions, and branding changes. Publishers aren’t designers, so the better your visuals, the more likely they’ll use them. Well-designed, tested creative assets can boost click-through rates (CTR) and your retail sales.

Offer Competitive Commissions

Affiliates are more likely to promote businesses that give them the highest possible commissions. But at the same time, you need to determine what the maximum possible amount of incentives you can provide to them is.

In fashion, retail affiliate programs typically list commissions from 3% to 20% commission, advertisers in electronics may offer 1–5% due to lower margins, while digital products or subscriptions usually give affiliates 15-25% from each sale.

  • The rule of thumb states that the best performers should receive the highest possible commissions

Reward the best performers with higher commissions once they have reached certain milestones to motivate them for long-term engagement. Temporary commission upgrades in your retail email program boost affiliates during launches or sales.

Focus on Mobile-Friendly Design

More than 60% of global traffic comes from mobile. So, there are high chances that most traffic from affiliates to your website will be from phones and tablets. Both users and Google favor platforms that are fast, easy to navigate, and meet the following criteria:

  • Fast load time: Aim for under 3 seconds, compress images, minimize code, and use caching.
  • Responsive design: Your site should adjust smoothly across screen sizes (phones, tablets, etc.).
  • Mobile-friendly navigation: Your site/web app should have Clear menus, large touch targets, and no hidden buttons.
  • Streamlined checkout: Ensure that it has the 2-3 steps from the launching platform to the actual purchase, with enabled auto-fill and mobile payment options. Avoid forced account creation by offering guest checkout.

Be Transparent About Terms and Conditions

Clarity attracts high-quality affiliates, since they’ll know that your program is worthy of trust. To become as transparent as possible in your retail affiliate programs, ensure that you provide:

  • Commission structure, where you describe whether you give commission percentage or fixed amount, what your tiered rates are, and examples of commissionable and non-commissionable items
  • Cookie window, how long it lasts, and its attribution model
  • Payout details, including minimum threshold, payment schedule, and available payment methods
  • Promotional restrictions apply to prohibited channels, as well as rules for organic and paid ads
  • Branding guidelines with explicit instructions
  • Return and refund policies
  • Legal questions and compliance

Misunderstandings and even compliance issues often arise when businesses fail to set their expectations clearly. Clearly defined terms and conditions help prevent confusion.

Regularly Analyze Campaign Performance

Scaling blindly is a recipe for wasted time and money. That’s why you must track what affiliate campaigns bring you the most results. Use data analytics tools to get actual insights from this data, so you can suggest campaign modifications for current partners and write highly specific guidelines for future affiliates.

While there are dozens of crucial metrics, there are 5 key point indicators (KPIs) that fit any retailer, regardless of the niche:

  • Click-through rate (CTR)
  • Conversion rate
  • Average order value (AOV)
  • Earnings per click (EPC)
  • Customer lifetime value (CLTV)

You can track those metrics for digital ads, SMS campaigns, and mixed promotions. 

Final Thoughts

Your success in affiliate marketing depends on consistent analysis and thoughtful collaborations. Choose aligned partners, regularly review their performance, and be ready to change your programs and guidelines. It helps you to achieve the highest possible results in your affiliate marketing collaborations.

Canadian Grocers Under Fire for Maple-Washing

Shop Canadian/Made in Canada/shop local at a grocery store. Photo: Dustin Fuhs

In recent months, Canadian grocery stores have often felt like a year-round Canada Day celebration. Maple leaves were everywhere—on packaging, displays, and promotional signage. But beneath this patriotic imagery, a deeper and more important question emerged: Where is our food really coming from?

This growing consumer curiosity has sparked a remarkable rise in public awareness around food origin labelling. Canadians are becoming more familiar with the legal distinctions between “Product of Canada,” “Made in Canada,” and “Prepared in Canada.” According to the Food and Drugs Act, all food labels in this country must be truthful and not misleading or likely to create a false impression. The rules are clear. “Product of Canada” requires that at least 98% of the ingredients and processing be Canadian. “Made in Canada” means the last substantial transformation took place here, and “Prepared in Canada” refers to food that was processed, packaged, or handled domestically—regardless of where the ingredients originated. This clarity has helped consumers make more informed choices, which is a step in the right direction.

This heightened vigilance has also coincided with a wave of consumer nationalism, fueled in part by geopolitical tensions and anti-American sentiment. Despite the dominance of U.S.-owned retailers like Walmart, Costco, and Amazon in our marketplace, many Canadian consumers made a conscious effort to avoid American food products. The impact was real. According to the latest data from NielsenIQ, the volume of American food products sold in Canada fell by 8.5% over just a few months. In the retail food sector, that kind of shift is massive and rarely seen outside of crisis events.

The speed and scale of this transformation left many grocers scrambling. Procurement strategies that once relied heavily on U.S. supply chains were suddenly under pressure, and origin labelling at store level became noticeably inconsistent. At first, some of the missteps—such as maple leaf symbols displayed next to imported goods—were attributed to logistical oversight. Given the time lag between promotional planning and in-store execution, some leeway was understandable.

But six months on, excuses no longer hold. The persistence of misleading displays and inaccurate origin claims has crossed the line from error into misrepresentation. Instances such as almonds or oranges being labeled as Canadian products—and price adjustments happening swiftly after customer complaints—raise serious concerns. This is textbook “maple-washing”: the act of invoking national symbols or language to imply domestic origin, even when the product clearly isn’t Canadian.

And Canadians are increasingly calling it out. The Canadian Food Inspection Agency (CFIA) received 97 complaints related to product origin claims between November 2024 and mid-July 2025. It conducted 91 investigations and confirmed 29 violations. That is an unusually high level of regulatory activity in such a short span, and it signals a growing lack of tolerance for deceptive marketing in the grocery sector.

Retailers must recognize that this isn’t business as usual. Canadians have shown tremendous solidarity in supporting homegrown products during a time of economic strain and heightened food insecurity. The least the industry can do in return is uphold rigorous standards in product labelling and merchandising. This is not about nationalism—it’s about trust. In a market increasingly driven by transparency and authenticity, misleading your customers is not just unethical; it’s bad economics.

Consumers who encounter questionable food origin claims should report them directly to the CFIA or to the retailer’s customer service. The CFIA typically investigates documented complaints within 30 days. But the onus should not be on shoppers to police the aisles. It’s time for grocers to meet the moment with the same accountability they now expect from suppliers, regulators, and consumers alike.

After months of consumer-led vigilance, the burden now falls squarely on retailers to stop maple-washing once and for all.

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Canadian Retail Sales Show Shifts in Consumer Behaviour

Bay Street entrance to the former Hudson's Bay flagship department store in downtown Toronto on May 31, 2025. Photo: Craig Patterson

By J.C. Williams Group

Canadian retail sales in May paint an intriguing picture of consumer behaviour and economic trends, with All Stores rising 4.4% YOY, and All Stores Less Automotive, Food, and Pharmacies, growth was an even more robust 7.1% YOY. This performance comes against the backdrop of significant shifts in the retail landscape, including the closure of the last Hudson’s Bay stores on June 1, which may have drawn nostalgic shoppers and increased traffic in surrounding areas. Meanwhile, the ongoing conversation on tariff tensions continues to loom over consumer sentiment.

Supermarkets and other Grocery Stores saw a healthy 6.9% YOY increase, with Loblaw’s reporting particularly strong Q2 results, including a 5.4% rise in revenue and 3.5% same-store sales growth. This performance is notable given that May 1, 2024, marked the start of a Loblaw’s boycott. Ironically, the boycott may have inadvertently boosted YOY comparisons, as consumers returned to normal shopping patterns this year. It’s also possible that inflationary pressures and higher food prices contributed to the revenue growth, though this isn’t necessarily a sign of increased consumer purchasing power.

Conversely, Convenience Stores continue to struggle, with sales down -7.7% YOY and -5.6% YTD. Changing consumer behaviour is at the heart of this decline. Reports suggest that sales of traditional convenience store staples like tobacco and lottery tickets are falling, which, while positive from a public health perspective, presents challenges for the businesses reliant on these categories. Additionally, inflation has made convenience store pricing less attractive compared to larger retailers. As consumers tighten their belts, they appear to be prioritizing value over convenience.

The standout performer in May was the Jewellery, Luggage, and Leather Goods category, which soared 20.4% YOY. While this growth is eye-catching, it’s likely inflated by the addition of new retailers or operators to the category, rather than a genuine surge in consumer spending. Given the economic uncertainty and the post-pandemic travel boom that already occurred, it’s hard to imagine consumers suddenly splurging on these discretionary items.

In fact, current travel trends may be dampening demand for luggage. With ongoing travel boycotts to the U.S. and rising costs of international travel, many Canadians are opting for domestic vacations or canceling trips altogether. This would naturally limit the need for new luggage. The growth in this category, therefore, raises questions on whether it reflects structural changes in the retail landscape rather than true consumer behaviour.

As we proceed into the final month of summer, several questions come to mind for the retail sector and for JCWG:

  • What impact will vacant Hudson’s Bay spaces have on foot traffic in shopping centres?
  • What innovative experiences can shoppers expect from the new Ruby Liu stores?
  • Will the trend of summer staycations continue to drive growth in Canadian retail?
  • How are YOU adapting to the challenges of major anchor tenant vacancies in shopping centres?

Retail Sales by Product Category, Same Month Comparison

Sales for the Month of MayMay-25May-24YOY
All Stores76,479,46473,246,3194.41%
Motor Vehicle and Parts Dealers22,027,39321,105,1264.37%
Gasoline Stations6,322,5787,022,737-9.97%
All Stores Less Automotive48,129,49345,118,4566.67%
Food and Beverage Stores14,041,42413,420,9654.62%
Supermarkets and Other Grocery Stores*10,089,0759,448,3566.78%
Convenience Stores722,890783,489-7.73%
Specialty Food Stores988,608929,3336.38%
Beer, Wine and Liquor Stores2,240,8522,259,787-0.84%
Health and Personal Care Stores6,210,3075,658,3939.75%
All Stores Less Automotive, Food, and Pharmacies27,877,76226,039,0987.06%
General Merchandise Stores10,386,3349,846,6845.48%
Furniture, Home Furnishings, Electronic and Appliance Stores3,782,8803,495,3738.23%
Furniture Stores1,322,6931,175,70012.50%
Home Furnishings Stores774,949742,4384.38%
Electronics and Appliance Stores1,685,2381,577,2356.85%
Clothing and Accessories Stores4,009,8933,630,64810.45%
Clothing Stores3,072,3122,775,75010.68%
Shoe Stores457,251455,7780.32%
Jewellery, Luggage and Leather Goods Stores480,330399,12020.35%
Sporting Goods, Hobby, Book and Music Stores4,321,4783,963,3439.04%
Building Material and Garden Equipment5,377,1785,103,0495.37%
Miscellaneous Store Retailers2,915,9202,613,91011.55%
Cannabis Retailers485,421434,45711.73%

Retail Sales by Store Category, Year to Date Comparison

Year-to-Date Sales Ending MayMay-25May-24YTD
All Stores330,709,784315,940,8624.67%
Motor Vehicle and Parts Dealers94,802,86987,995,6617.74%
Gasoline Stations30,217,88631,304,219-3.47%
All Stores Less Automotive205,689,029196,640,9824.60%
Food and Beverage Stores63,148,21461,291,2023.03%
Supermarkets and Other Grocery Stores*46,001,28244,288,7413.87%
Convenience Stores3,244,7783,436,543-5.58%
Specialty Food Stores4,388,1774,081,2727.52%
Beer, Wine and Liquor Stores9,513,9799,484,6470.31%
Health and Personal Care Stores29,407,63527,265,7927.86%
All Stores Less Automotive, Food, and Pharmacies113,133,180108,083,9884.67%
General Merchandise Stores43,462,13041,776,5474.03%
Furniture, Home Furnishings, Electronic and Appliance Stores17,306,98016,660,4223.88%
Furniture Stores5,687,2365,443,7874.47%
Home Furnishings Stores3,445,2593,266,8775.46%
Electronics and Appliance Stores8,174,4867,949,7592.83%
Clothing and Accessories Stores16,132,85514,775,2399.19%
Clothing Stores12,488,02811,393,2469.61%
Shoe Stores1,717,1971,732,090-0.86%
Jewellery, Luggage and Leather Goods Stores1,927,6281,649,90216.83%
Sporting Goods, Hobby, Book and Music Stores18,269,67517,028,7577.29%
Building Material and Garden Equipment17,961,54017,843,0210.66%
Miscellaneous Store Retailers12,356,91811,055,40011.77%
Cannabis Retailers2,203,5302,040,5907.98%

Ecommerce Sales

May-25May-24
Ecommerce Sales, YTD19,696,13618,158,1388.47%
Ecommerce Sales, YOY4,443,9844,144,9977.21%

Regional Sales, Year to Date Comparison

RegionYear-to-Date, 2025Year-to-Date, 2024YTD
British Columbia45,551,64042,777,3416.49%
Vancouver23,291,22321,549,6038.08%
Alberta43,111,56740,830,0685.59%
Prairies*22,131,90720,894,9085.92%
Ontario122,965,009118,355,4993.89%
Toronto54,495,26253,635,3151.60%
Québec73,214,06170,490,4723.86%
Montréal36,491,37035,123,0323.90%
Atlantic Canada22,521,63521,457,5024.96%
Territories1,213,9681,135,0746.95%

NATIONAL RETAIL BULLETIN

Thank you J.C. Williams Group for this report.

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St. Laurent Shopping Centre transforming the retail experience in Ottawa

St. Laurent Shopping Centre in Ottawa (Image: Dustin Fuhs)

Morguard has announced a series of revitalization efforts, new store openings, and digital enhancements at Ottawa’s St. Laurent Shopping Centre, which are set to roll out throughout 2025.

As one of Ottawa’s premier retail destinations, these updates reflect Morguard’s commitment to in-person shopping, community connection, and delivering a dynamic experience for visitors, said the real estate company.

In early August, Sephora will launch an impressive new build in the Centre’s fashion corridor. Adding to the excitement, St. Laurent will introduce a first-to-Ottawa flagship concept that combines Bikini Village and La Vie en Rose into a newly renovated and integrated dual-storefront space. This innovative layout will bring a modern and seamless shopping experience to local consumers. The opening of the flagship store concept is slated for August, it said.

Later this fall, H&M will open a brand-new large-format store offering both home and fashion collections. These additions join a diverse tenant mix that already includes popular retailers such as Browns, Lush, Bath & Body Works, Aldo, Roots, and more, added Morguard.

Amy Rozario
Amy Rozario

“As brands continue to invest in physical retail, we are proud to bring new concepts and elevated experiences to the community,” said Amy Rozario, General Manager, St. Laurent Shopping Centre. “This transformation goes beyond retail and reflects our broader strategy to create an energetic destination for the Ottawa community while offering a variety of experiences.”

To further enhance the experience, Morguard said St. Laurent is expanding its digital presence with web features such as: The ShopList, an AI-driven guided product discovery tool that enhances the way shoppers search for local products along with the installation of large-format media screens throughout the property. A new screen at Entrance 1 will anchor the upgrades, offering vibrant promotional displays and community-focused content.

Morguard said St. Laurent will continue its investment in local partnerships. Collaborations with Atlético Ottawa soccer team, Ottawa Festivals, and other community organizations will bring engaging programs and events to the Centre throughout the year. With free parking and a convenient central location, St. Laurent remains a key destination for residents and visitors, it said.

John Ginis
John Ginis

“St. Laurent Centre has long played an important role in our portfolio, and we are pleased to see its ongoing growth and innovation,” said John Ginis, Vice President, Asset Management, Morguard. “As we continue to develop, own and manage a wide range of properties in Ottawa and across the country, these investments into enhancing the Centre will elevate it as a vibrant community hub and priority destination.”

Centrally located in Ottawa with visibility and direct access onto Highway 417, Ottawa’s major east-west route, St. Laurent is an approximately 870,000 square foot regional shopping centre which welcomes 7.5 million visitors annually. St. Laurent has over 175 stores.

Morguard Corporation is a major North American real estate and property management company. It has extensive retail, office, industrial, hotel and residential holdings owned directly and through its investment in Morguard Real Estate Investment Trust and Morguard North American Residential REIT. Morguard also provides real estate management services to institutional and other investors. Morguard’s owned and managed portfolio of assets is valued at $18.7 billion.

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Restaurants Canada backs Premiers’ call for faster work permits for asylum seekers, immigration reform

Photo: Andrea Piacquadio
Photo: Andrea Piacquadio

Restaurants Canada says it welcomes and supports the collective call by Canada’s Premiers at this week’s Council of the Federation meeting for a more regionally responsive, transparent, and effective immigration system.

“Labour shortages are having a devastating impact on the foodservice industry in Canada. Our sector employs 1.2 million Canadians, many of whom are youth, but those jobs are at risk if hard-to-fill and skilled positions, like cooks, remain vacant,” said Kelly Higginson, President and CEO, Restaurants Canada.

Kelly Higginson
Kelly Higginson

“We urge the federal government to respond to the premiers’ call to reinstate Provincial and Territorial Nominee Program (PTNP) allocations to ensure access to economic migrants. With more than 78,000 job vacancies, current immigration levels threaten the viability of many restaurants, particularly in rural, remote and tourist areas. It is essential that foodservice be permitted to provide jobs for newcomers.

“As Canada continues to welcome a significant number of asylum seekers, Restaurants Canada supports automatically granting work permits to them so that they can fully contribute to society and the Canadian economy while their claims are processed. As a major employer of newcomers across the country we have the ability to ensure a smooth transition into employment for asylum seekers. We also share the concerns of the premiers that processing times not just for asylum seekers, but for all immigration streams need to be faster.

 Higginson said a collaborative federal-provincial framework that is responsive to regional realities is essential.

“We look forward to continuing this conversation with all levels of government,” she said.

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