A new survey from Gradient Labs, a customer operations AI agent company, shows that nearly one in four consumers have lost funds because of incorrect or unhelpful advice from support agents. Another one in four say they’ve missed work trying to resolve basic issues.
Shockingly, one in 10 say they’ve been told by a support agent to “Google it” and over half (52%) believe companies intentionally make support harder, not to issue refunds.
The timing matters too. With summer spending in full swing, consumers are more likely to run into issues around travel, retail, and subscriptions, and end up stuck in long support loops that wreck their wallets.
Some 75% of consumers rank long waiting times as a major customer service frustration, with 52% believing companies intentionally complicate the process.
Only 11% of consumers say all of their customer service inquiries are resolved, while 13% report that their problems are rarely or never addressed effectively.
Frustrated by a lack of resolution, 51% of consumers say they have taken their complaints further, with 19% visiting a company’s physical location, 17% threatening legal action, and 13% filing a government complaint.
After wasting time on inefficient and ineffective support processes, 71% of consumers believe businesses should financially reimburse customers for poor customer service interactions.
“Customer service is the backbone of any successful business – after all, a happy customer is a loyal customer. Yet many companies are falling short of expectations. Rather than support and resolutions, dealing with support can feel like more hassle than it’s worth – long wait times, a lack of care, and no guarantee of a resolution,” said the Gradient report.
“Despite all the new-age customer service touchpoints available, most consumers still prefer to do it the old-fashioned way. Promising immediate support, 78% prefer to pick up the phone rather than wait for a reply to their email, tweet, or message.”
When it comes to delivering the best customer service, banks and financial services stand out, with 52% of consumers ranking the sector highly. There’s no denying digital banking support often exceeds expectations – providing prompt assistance with payments, swift statement processing, and a proactive approach to fraud detection, said the report.
The English Royal Charter of 1670, signed by King Charles II, establishing the Hudson’s Bay Company. (Manitoba Museum)
The Canadian Museum of History will soon acquire one of Canada’s most important historical documents, thanks to a major pledge from the Weston family. The family has agreed to purchase the Hudson’s Bay Company Royal Charter, issued in 1670 by King Charles II, for $12.5 million and donate it to the museum for permanent public trust — pending court approval.
The Royal Charter, written on parchment and bearing King Charles II’s wax seal, established the Hudson’s Bay Company and granted it exclusive trading rights over Rupert’s Land, a vast territory encompassing the Hudson Bay drainage basin. The charter relied on the doctrine of terra nullius to claim lands without the consent of the Indigenous peoples who lived there, profoundly shaping Canada’s colonial framework and economy.
“The Royal Charter has played a pivotal role in Canadian history, having a profound and lasting impact on First Nations, Inuit, and Métis communities,” the Canadian Museum of History said in a statement. Historians often compare the charter’s significance to that of the Canadian Constitution and even the American Declaration of Independence.
Terms of the Deal and Court Approval
The museum confirmed on Wednesday that Wittington Investments Ltd., the Weston family’s holding company, will acquire the charter “for immediate and permanent donation.” The deal includes an additional $1 million donation to fund Indigenous consultation and educational initiatives.
Approval from the Ontario Superior Court is required because Hudson’s Bay is operating under Companies’ Creditors Arrangement Act (CCAA) protection after filing for insolvency in March 2025. A hearing on the matter is scheduled for September 9.
The Globe and Mail first reported in April that Hudson’s Bay planned to auction the charter along with a collection of 1,700 artworks and 2,700 artifacts. While Reflect Advisors LLC, the firm overseeing the sale process, held discussions with several interested parties — including museums, universities, and private collectors — no other firm offers were received. “Some parties discussed potential offer values, but all were substantially less than the Wittington bid,” said Adam Zalev, co-founder of Reflect Advisors, in an affidavit.
Image: Canadian Museum of History
Preserving Canada’s Heritage
Galen Weston, chairman and CEO of George Weston Ltd., emphasized the cultural significance of the donation. “At a time when Canada is navigating profound challenges and seeking renewed unity, it is more important than ever that we hold fast to the symbols and stories that define us as a nation,” Weston said. “The Royal Charter is an important artifact within Canada’s complex history. Our goal is to ensure it is preserved with care, shared with integrity, and made accessible to all Canadians, especially those whose histories are deeply intertwined with its legacy.”
The Canadian Museum of History, located in Gatineau, Quebec, plans to consult with Indigenous communities on how the charter should be interpreted and presented. The funding will also support traveling exhibitions and educational programming to engage Canadians nationwide.
Hudson’s Bay’s Collapse and Asset Sales
Hudson’s Bay, once a cornerstone of Canadian retail, filed for creditor protection in March under a debt load exceeding $2 billion. The company closed its remaining department stores in June, ending its 355-year retail legacy. Since then, its assets have been sold under court supervision, including its intellectual property, which was acquired by Canadian Tire Corporation for about $30 million.
The fate of the charter sparked widespread debate, with advocacy groups and government organizations urging that the document remain accessible to the public. Several letters sent to the court raised concerns about compliance with Canadian heritage and cultural property laws.
A Historic Artifact’s New Home
The Royal Charter has long been displayed at Hudson’s Bay’s corporate headquarters in Toronto. Its move to the Canadian Museum of History ensures permanent public access while addressing the broader implications of colonial history and reconciliation.
“This donation is of enormous importance to Canada,” said Caroline Dromaguet, President and CEO of the Canadian Museum of History. “It ensures the Royal Charter—one of the most significant documents in Canadian history—will remain permanently held in public trust and will serve as a catalyst for national dialogue, education, and reconciliation for generations to come.”
If approved by the court in September, the Hudson’s Bay Royal Charter donation will mark the preservation of an artifact central to Canada’s identity and history.
Rendering of the proposed Ruby Liu department store at CF Sherway Gardens in Toronto. Image: Ruby Liu Commercial Investment Corp./Central Walk
The Hudson’s Bay Company is pressing forward with plans to sell 25 store leases to B.C. billionaire Weihong (Ruby) Liu, even as new court documents reveal the retailer once considered terminating the deal over what it described as Central Walk’s failure to meet key obligations.
The motion, filed late Tuesday, asks Ontario Superior Court to approve the transfer of leases despite mounting resistance from some of Canada’s most prominent landlords and Hudson’s Bay lenders. The transaction would allow Central Walk, Liu’s Nanaimo-based real estate investment firm, to assume control of a portfolio of former Hudson’s Bay spaces across Ontario, British Columbia and Alberta for just over $69 million, according to filings.
Hudson’s Bay argues the lease transfer will help repay creditors, create jobs and prevent the costly vacancy of major mall spaces, which it warns could lead to “the visual and economic blight of a dark store for a significantly prolonged period.”
Rendering of a beauty department inside of a Ruby Liu department store. Image: Ruby Liu Investment Corp./Central Walk
A High-Stakes Deal for a Fledgling Retail Venture
The proposed lease package covers 15 Ontario locations, including CF Sherway Gardens, CF Fairview Mall and CF Markville in the Greater Toronto Area, as well as Hillcrest Shopping Centre in Richmond Hill, Upper Canada Mall in Newmarket, Bramalea City Centre in Brampton, and Oshawa Centre in Durham Region. Additional Ontario properties include Mapleview Centre in Burlington, Lime Ridge Centre in Hamilton, Fairview Park Mall in Kitchener and Conestoga Mall in Waterloo. The portfolio also includes CF Masonville Place in London, along with two Ottawa sites: Bayshore Centre and St. Laurent Centre.
In British Columbia, Liu’s company has bid for CF Richmond Centre, Guildford Town Centre, Coquitlam Centre, Willowbrook Centre in Langley, and Orchard Park in Kelowna (in addition to Bay stores in Liu-owned Mayfair Centre in Victoria and Woodgrove Centre in Nanaimo). Alberta locations include West Edmonton Mall, Southgate Centre, CF Chinook Centre, CF Market Mall and SouthCentre Mall in Calgary.
If approved, the transaction would mark one of the most ambitious retail ventures in Canada ever, introducing a new department store banner, Ruby Liu, to the national landscape. Liu, whose net worth well exceeds $1 billion, has pledged $375 million in equity capital to launch the chain, including $120 million for renovations and repairs such as HVAC systems, elevators and escalators, and $135 million for initial inventory.
Court filings indicate Liu’s plan is to open the stores in stages, starting next year, with all operations running by 2027. Financial projections estimate annual sales of more than $420 million and earnings before interest, taxes, depreciation and amortization of $6.5 million by that time.
Rendering of a Ruby Liu department store at Hillcrest Mall in Richmond Hill, ON. Image: Ruby Liu Investment Corp./Central Walk
Landlord Opposition and Early Missteps
Despite its potential economic impact, the plan faces stiff opposition from landlords including Cadillac Fairview, Oxford Properties and Primaris REIT. Their concerns centre on Liu’s lack of experience operating a retail chain and on what some described as vague and unrealistic early plans.
Correspondence filed in court shows that in early meetings, Central Walk presented a roadmap suggesting up to 20 stores could open within 180 days of signing leases — a timeline landlords called “predicated upon hope, optimism and not on experience.” Cadillac Fairview concluded Liu appeared to be “making this up as she goes,” according to documents.
The skepticism deepened after reports that Hudson’s Bay, in a July 5 letter, accused Liu of breaching the agreement by failing to “take the most basic and necessary steps to advance its bid.” The retailer even threatened to terminate the deal.
Rendering of a fashion department inside of a Ruby Liu department store. Image: Ruby Liu Investment Corp./Central Walk
Revised Business Plan and New Advisors
Hudson’s Bay now says Central Walk has taken significant steps to address those concerns. The purchase price for the leases was reduced by $3 million, freeing funds for Liu to retain new legal and operational advisors.
Toronto-based J2 Retail Management has been engaged to assist with store setup and vendor negotiations, and several former Hudson’s Bay executives have joined the project, bringing expertise in supply chain, construction and import operations.
The latest filings show interest from more than 60 product vendors and confirm Liu’s commitment to hiring approximately 1,800 employees, including former Hudson’s Bay staff. J2 Retail Management also has access to many of the brands formerly carried in Hudson’s Bay stores.
Liu emphasized in her affidavit that her experience operating three shopping malls has given her “a profound understanding of the retail landscape in Canada.” Before immigrating in 2014, she built and sold a mall in Shenzhen for $1.32 billion, court documents state.
Rendering of a Ruby Liu department store. Image: Ruby Liu Investment Corp./Central Walk
Stakes for Hudson’s Bay and Canadian Retail
For Hudson’s Bay, the lease sale represents a critical step in its restructuring under creditor protection, which the company sought on March 7 amid $1.1 billion in debt and mounting losses. The retailer shuttered all stores in early June after failing to secure a rescue plan, leaving some of the country’s largest shopping centres with vacant anchor spaces.
If successful, the deal could generate $50 million toward Hudson’s Bay’s obligations and offer landlords a path to restoring foot traffic. Failure, the retailer warns, would mean returning the leases and prolonging the vacancies.
Alongside the Central Walk motion, Hudson’s Bay is seeking approval for two smaller deals: five Saks OFF 5TH leases to YM Inc. for $5.03 million and one Hudsons’ Bay store lease at Metropolis at Metrotown to Ivanhoe Realties Inc. for $20,000. A hearing on the Ruby Liu transaction is scheduled for August 28.
Rendering of the interior of a ‘flagship’ Ruby Liu department store. Image: Ruby Liu Commercial Investment Corp./Central Walk
Opening its doors on August 12, 1965, the shopping centre has been a steadfast beacon of commerce, community, and culture for six decades. As the first enclosed shopping centre on the West Island, and the second-largest mall in all of Canada at the time, it quickly became a landmark, a legacy that continues to define CF Fairview Pointe Claire as a vital community hub today, said the real estate company.
“This milestone is a testament to our enduring commitment to our guests, retail partners, and the community we are privileged to serve. We look forward to many more years of creating unforgettable experiences.”
Cadillac Fairview said the shopping centre has been a backdrop to the lives of so many, witnessing the changing landscape while holding true to its role as a gathering place.
“For generations, guests have walked through the centre doors, creating countless memories – from first jobs and family outings to meeting friends and finding that perfect item. To thank the community and to mark this anniversary, CF Fairview Pointe Claire will host a week of engaging events and promotions from August 9th to August 17th, inviting guests to reminisce and celebrate the property’s rich history,” it said.
The planned activities include:
Photo Gallery: A curated display of historical photos showcasing the evolution of CF Fairview Pointe Claire will be featured in the Centre Court.
Client Experience Week: Retail clients and community partners will host family-friendly activations, including sampling and other activities including a photo frame workshop
Anniversary Contest: Guests are invited to share their favourite CF Fairview Pointe Claire memory by scanning a QR code found on digital directories located throughout the property. Everyone who enters will be submitted for a chance to win daily prizes and a grand prize of a $600 CF SHOP! card.
“In honour of this milestone and in recognition of the property team, CF Fairview Pointe Claire is donating $12,600 to Ricochet, an organization offering temporary housing for individuals experiencing residential instability in the West Island. This donation reflects CF Fairview Pointe Claire’s ongoing commitment to making a positive impact in the surrounding community,” added Cadillac Fairview, which is one of the largest owners, operators, investors and developers of best-in-class office, retail, multi-family residential, industrial and mixed-use properties in North America.
Wholly owned by the Ontario Teachers’ Pension Plan, with assets under management of $29 billion, CF manages approximately 33 million square feet of leasable space at 60 landmark properties across Canada, including CF Toronto Eaton Centre, 160 Front, Toronto-Dominion Centre, CF Carrefour Laval, CF Chinook Centre and CF Pacific Centre.
Craig Patterson discusses the Toronto Waterfront BIA with Tim Kocur, Executive Director and Dorsa Alizadeh–Shabani, Manager of Operations. The conversation ranges from the revitalization and rising energy across Toronto’s Waterfront, focusing on the seasonal buzz, new retail openings, and exciting new restaurants like Queen’s Harbour. Alizadeh-Shabani notes the summer’s delayed start due to record rainfall but emphasizes a strong rebound with full crowds and booming cafes. Kocur shares that the eastern waterfront is evolving into a “development powerhouse,” with a wave of new businesses, patios, and community engagement shaping the area into a livelier destination. The addition of unique spaces like Ethos Climbing and new patios at Irene and Simona are just some signs of the district’s renaissance.
They also discuss major infrastructure and placemaking efforts reshaping connectivity and public space. The long-awaited LRT project has gained traction, now in the city’s Transit Expansion Office, with interim bus lanes already installed. Wayfinding signage has been expanded to help visitors discover hidden eateries and attractions beyond the water’s edge. A temporary park at 40 Queens Quay East, complete with whimsical seating, aims to activate otherwise unused space, while beautification efforts around industrial zones like the Redpath Sugar Refinery are gradually improving the area’s appeal. Hotel developments at One Yonge and on Bathurst, plus enhancements at Billy Bishop Airport like U.S. pre-clearance, are adding long-term vibrancy.
Looking ahead, Kocur and Alizadeh-Shabani highlight a future of integrated experiences across east, central, and west waterfront zones. Key developments include a bridge connecting the Parliament Slip to a new island park, expanded green space, and enhanced access to the Toronto Islands with improved bike rentals. They also hint at large-scale placemaking potential at the Rees parking lot, with ideas for sports viewing areas and hospitality activations. From Harborfront Centre’s daily programming and cultural exhibits to fireworks on Canada Day, it’s clear the Toronto Waterfront BIA is building not just a destination—but a multi-generational ecosystem of community, culture, and commerce.
If you prefer to listen to the audio version, it is available below:
The Interview Series audio podcasts by Retail Insider Canada are available on Apple Podcasts, Stitcher, TuneIn, Google Play, or through our dedicated RSS feed for Overcast and other podcast players. Also check out our The Weekly audio podcast where Craig and Lee discuss popular content published on Retail Insider which is part of the The Retail Insider Podcast Network.
Drop us a line at Craig@Retail-Insider.com. You can also rate us in Apple Podcasts or recommend us in Overcast to help more people discover the show!
Background Music Credit: Hard Boiled Kevin MacLeod (incompetech.com). Licensed under Creative Commons: By Attribution 3.0 License. http://creativecommons.org/licenses/by/3.0/
A back-to-school tradition has returned to Staples Canada stores with the launch of the annual Staples School Supply Drivein support of United Way Centraide and Kiwanis Foundation of Canada.
Now in its 20th year, this fundraising initiative helps students from coast to coast overcome obstacles by ensuring they head back to the classroom with the supplies and support they need to succeed, said Staples.
A back-to-school tradition returns to Staples Canada stores today with the launch of the annual Staples School Supply Drive in support of United Way Centraide and Kiwanis Foundation of Canada. Now in its 20th year, this fundraising initiative helps students from coast to coast overcome obstacles by ensuring they head back to the classroom with the supplies and support they need to succeed. (CNW Group/Staples Canada ULC)
Customers shopping in-store from now until September 28 can support the Staples School Supply Drive by adding a donation to their purchases. One hundred per cent of the donations raised are allocated to one of Staples’ charitable partners and directly support students and families in that community.
“Supporting the Staples School Supply Drive means more than just donating school supplies – it’s about empowering the next generation of thinkers, dreamers, and leaders,” said Rachel Huckle, CEO, Staples Canada. “For 20 years, this initiative has thrived thanks to the incredible generosity of our customers and charitable partners. Their unwavering support is helping to build brighter futures for students across this country.”
Rachel Huckle
This year’s charitable partners include Kiwanis Foundation of Canada (Ontario) and United Way Centraide (rest of Canada). Partners are selected based on reputation and ability to reach communities across the provinces located within their geographical region, said the retailer.
More on Kiwanis Foundation of Canada Kiwanis empowers communities to improve the world by making lasting differences in the lives of children. Kiwanis strives to be a positive influence in communities worldwide — so that one day, all children will wake up in communities that believe in them, nurture them and provide the support they need to thrive. Many Kiwanis clubs in Ontario have supported the School Supply Drive and have been getting essential supplies to kids in need for more than 17 years, said the Foundation.
More on United Way Centraide United Way Centraide works in over 5,000 communities across Canada to give children and youth the support they need to get a great start in life, do well in school, and reach their full potential. United Way Centraide helps kids engage in learning, connect with their community, and build their emotional and physical well-being – from after-school homework and tutoring programs to resources that help parents prepare their children for kindergarten, said the organization.
Dan Clement
“For 20 incredible years, Staples Canada has been a steadfast partner in supporting students through the School Supply Drive,” said Dan Clement, President and CEO, United Way Centraide Canada. “As we mark this milestone in 2025, we thank Staples for their unwavering commitment to creating opportunities for children and youth. Your generosity continues to ensure that every student starts the school year equipped to succeed. Together, we are building stronger, more equitable communities.”
Thanks to donations from Staples customers, the program has raised more than $17 million to date.
A Specsavers Canada store (CNW Group/Specsavers Canada Inc.)
Specsavers Canada Inc. and Loblaw Companies Limited announced Wednesday a transformative relationship that will see 111 new Specsavers locations open within Loblaw locations across Canada to replace the Theodore & Pringle brand, which will cease operations.
This will bring Specsavers’ total Canadian footprint to more than 260 locations nationwide, establishing the company as the leading optical provider in Canada, according to a news release.
Specsavers locations will open in select Loblaw grocery stores across Canada – including in Loblaws, Real Canadian Superstore and Zehrs stores – while maintaining seamless continuity for customers and patients, and significantly expanding access to advanced eye care services including Optical Coherence Tomography (OCT) technology. The expansion also represents Specsavers’ entry into five new provinces — New Brunswick, Newfoundland and Labrador, Nova Scotia, Prince Edward Island, and Saskatchewan — and one new territory, Yukon, while strengthening its presence in British Columbia, Alberta, Manitoba, and Ontario.
Bill Moir (Image: Specsavers Canada)
“This expansion represents a pivotal moment for eye care accessibility in Canada,” said Bill Moir, Managing Director of Specsavers Canada. “By opening 111 new locations within trusted Loblaw locations, we’re fundamentally improving how Canadians access the eye care they deserve. Our mission has always been to change lives through better sight; we believe expert eye care and quality eyewear should be affordable for all. We are now able to expand that mission across the country, ensuring that more families can access comprehensive optical services in the communities where they already shop.”
New Specsavers locations will operate within existing Loblaws stores, providing customers and patients with convenient access to comprehensive eye examinations, prescription eyewear, contact lenses, and specialized eye care services. All locations will be staffed by qualified independent optometrists and opticians, according to officials.
Irene Doody
“Theodore & Pringle was born from the belief that eye care should be convenient and affordable for everyone,” said Irene Doody, Head of Optical, Loblaw Companies Limited. “Specsavers’ reputation for accessible eye care aligns perfectly with our purpose – to help Canadians live life well. Specsavers will provide a seamless transition for our optical customers while introducing them to a trusted global leader in eye care.”
The first wave of new Specsavers locations within Loblaw stores is scheduled to open in September 2025, with additional locations following throughout the remainder of the year.
Specsavers is an optometrist-owned business that entered the Canadian market in late 2021. Since then, over 150 locations have opened across the country, in B.C., Alberta, Ontario, and Manitoba. Founded in the UK over 40 years ago by optometrist husband-and-wife team, Doug and Mary Perkins, there are now more than 2,700 Specsavers healthcare businesses globally, serving over 44 million patients and customers.
Loblaw is Canada’s food and pharmacy leader, and the nation’s largest retailer. With more than 2,800 locations, Loblaw, its franchisees and Associate-owners employ more than 220,000 full- and part-time employees, making it one of Canada’s largest private sector employers.
It has more than 1,100 grocery stores that span the value spectrum from discount to specialty; full-service pharmacies at nearly 1,400 Shoppers Drug Mart® and Pharmaprix® locations and in close to 500 grocery stores; PC Financial® services; Joe Fresh® fashion and family apparel; and four of Canada’s top-consumer brands in Life Brand®, Farmer’s Market™, no name® and President’s Choice®.
A Specsavers Canada store (CNW Group/Specsavers Canada Inc.)
Redberry Restaurants is opening the first Canadian Jersey Mike’s Subs outside of Ontario at 2323 Victoria Avenue E., in Regina, today bringing its signature fresh sliced/fresh grilled subs to hungry Saskatchewanians as it expands into Western Canada.
This opening marks Redberry’s 13th Jersey Mike’s location. The company opened its first Canadian location in Markham, Ontario in August 2024, and plans to open 300 locations over the next 10 years (see Canada’s locations here), said the company.
Ken Otto
“We can’t wait to introduce the great people of Regina to Jersey Mike’s authentic sub sandwiches,” said Ken Otto, CEO, Redberry. “This is just the beginning of our expansion into Western Canada and we couldn’t think of a better place to start the journey.”
The company said it expects to open four additional locations in Western Canada in 2025 with a minimum of ten more coming in 2026. Locations in Saskatoon and Prince Albert, Saskatchewan are slated for this fall.
To celebrate the Regina opening, Redberry will hold a grand opening and fundraiser from Wednesday, July 30 to Sunday, August 3, to support Regina Education and Action on Community Hunger (REACH). Customers who receive a special fundraising coupon distributed through a grassroots effort prior to the opening can make a minimum $3 contribution to REACH in exchange for a regular sub. Customers must have a coupon to be eligible.
Customers without a coupon will have the opportunity to download the Jersey Mike’s app and earn a free regular sub after their first in-app sub purchase and will also be able to support REACH via a donation box near the register.
The first 100 visitors to the new location in Regina will also receive a free swag bag.
Since the beginning of 2024 Jersey Mike’s in Canada has raised more than $135,000 for local organizations. During Jersey Mike’s Month of Giving in March, Redberry raised almost $70,000 for Make-A-Wish Canada.
Founded in 2005, Redberry is one of the largest QSR restaurant franchisees in Canada. Redberry owns and operates more than 200 restaurants across the country, operating under the BURGER KING®, Taco Bell and Jersey Mike’s Subs brands.
Managing consistent merchandising across multiple retail locations presents unique challenges that require specialized expertise. Effective merchandising teams must balance centralized brand standards with local market needs while maintaining operational efficiency at scale.
How to Hire a Team for In-Store Merchandising in Multiple Locations
When hiring a team for in-store merchandising, consider the following:
The company’s ability to provide national coverage
Its technology infrastructure and real-time reporting capabilities
Available training programs and employee classifications
The top-rated multi-location merchandising partners offer artificial intelligence-based analytics and flexible service models, allowing you to scale support based on seasonal needs. Look for companies providing strategic planning and local execution capabilities with proven track records in your retail vertical.
5 Top-Rated Multi-Location Merchandising Partners
The following companies have established themselves as industry leaders through their ability to deliver consistent, high-quality merchandising services across diverse geographic markets. Each offers unique strengths that make it particularly effective for businesses operating multiple locations.
1. Driveline Retail
Driveline Retail is one of the top retail merchandising companies for national brands. With its comprehensive approach to multi-location challenges, Driveline Retail has been a trusted partner to major retailers since 1999, offering people support and technology solutions.
With 15,000 W-2 retail professionals across all 50 states, the company offers extensive national coverage. Its recent robotics division launch represents an industry breakthrough — portable robotic systems streamline data collection with precision, scanning shelves and tracking product locations. The SmartPMX platform, AI analytics and LiDAR space capture technology make Driveline Retail particularly effective for multi-location businesses. The company ensures consistent execution across all locations while providing actionable optimization insights.
2. Acosta Group
Founded in 1927, Acosta Group has established itself as a powerhouse in retail merchandising with nearly a century of experience. The team has about 27,000 retail merchandising associates in the U.S., Canada and the U.K., making it one of the most extensive merchandising operations globally.
The company’s strength lies in proven technology and extensive retailer relationships. The Acosta 360 platform delivers transparency and accountability, with associates averaging 200,000 monthly outlet visits using mobile technology and daily point-of-sale data optimization.
3. Anderson Merchandisers
Anderson Merchandisers brings unique insight as both a former supplier and current merchandiser. It understands the complete retail ecosystem, and its entrepreneurial approach delivers results-driven solutions at each location served.
Two key differences set Anderson Merchandisers apart — its associates and its technology platform. This combination generates measurable shelf results, making the company valuable for brands requiring detailed performance metrics across multiple markets.
4. CROSSMARK
CROSSMARK has over a century of retail innovation experience. It delivers marketing solutions in insights and intelligence, headquarters sales, retail merchandising, and shopper and consumer engagement.
With over 40,000 employees and offices throughout the United States, Canada, Australia and New Zealand, CROSSMARK provides global coverage for brands across multiple international markets.
5. Retail Merchandising Services
Retail Merchandising Services delivers comprehensive support across various retail categories, including DIY and consumer electronics. Its focus is on ensuring that products reach shelves and impact consumers.
The company’s commitment to flexibility sets it apart. It offers customized solutions that align with specific objectives. Real-time data and reporting capabilities allow multi-location businesses to monitor merchandising performance across all stores simultaneously.
What Makes a Great Retail Merchandising Company for National Brands?
The best in-store merchandising teams for companies with multiple locations share several key characteristics.
They combine nationwide coverage with local market expertise, leverage advanced real-time reporting and quality control technology, and maintain rigorous training standards across all locations. The top five merchandising teams excel at adapting centralized strategies to local preferences while ensuring brand consistency remains intact.
The Future of Multi-Location Merchandising
The retail merchandising landscape continues evolving with emerging technologies like AI-powered analytics, robotic data collection and real-time performance tracking. The best teams combine human expertise with cutting-edge technology, providing brands with the visibility and control needed to succeed across multiple locations.
Success requires partners who understand the complexity of national coordination and the nuances of local execution. The companies above represent leading solutions for brands ready to optimize their in-store presence at scale.
Freed & Freed's Fall/Winter 2025 Stripes collection for the former Hudson's Bay Company. Image: Freed & Freed
One of Canada’s most storied garment manufacturers, Winnipeg-based Freed & Freed International, played a pivotal role in shaping the modern identity of Hudson’s Bay Company’s iconic HBC stripes. Over more than a decade of collaboration, the fourth-generation company produced an expansive range of outerwear and accessories that became synonymous with Canadian heritage, pride, and craftsmanship.
Now, as Hudson’s Bay exits the retail landscape, Freed & Freed reflects on its deep connection to the multicoloured stripes that once stood as a symbol of national identity—and hints at how the brand might continue to evolve under new stewardship.
A Storied Collaboration Rooted in History
Freed & Freed’s relationship with Hudson’s Bay began with a phone call. After inheriting the reins of her family’s company 16 years ago, President Marissa Freed reached out to Hudson’s Bay in hopes of rekindling a supplier relationship that had once included manufacturing London Fog outerwear for the retailer.
Marissa Freed
“I cold-called them and said, ‘Hey, we used to make London Fog for you, and we’d love to work together again,’” she said in an interview. That meeting led to a request from Hudson’s Bay for Freed & Freed to produce duffel coats for Canada’s Olympic athletes—launching what would become a defining partnership.
That moment, according to Freed, was a turning point. “I was so proud. I remember saying to my team, ‘I want all the outerwear for the Olympics,’” she recalled. “And we got it.”
From that point forward, Freed & Freed became synonymous with the HBC stripes. The company went on to design and manufacture an extensive line of products, from full-length coats and snowsuits to sleeping bags, baby buntings, tote bags, and puffer mittens.
Bringing the Stripes into a New Era
The evolution of Freed & Freed’s work with Hudson’s Bay coincided with a renewed interest in the HBC stripes among Canadian consumers. What began as a single product offering soon expanded into full seasonal collections. Freed’s team began to design entire assortments, complete with fabric selections, stripe placements, and design variations tailored to Hudson’s Bay’s customer base.
“We started with outerwear, but over the years we moved into knitwear, sweatshirts, t-shirts—even wine totes,” said Freed. “We developed the entire range and handed over collections to the Bay’s buyers to select from. It became a true design partnership.”
One particularly memorable moment came when Hudson’s Bay mistakenly printed thousands of t-shirts omitting one of the Canadian provinces. “They called us in a panic,” said Freed. “We hadn’t even made the original batch, but we stepped in to help fix it. That’s how we got pulled into their knitwear program.”
Freed & Freed’s Fall/Winter 2024 Stripes collection for the former Hudson’s Bay Company. Image: Freed & Freed
Pride in Production and Canadian Identity
At the heart of the Freed & Freed story is a deep emotional connection to Canada and its cultural symbols. The company’s factory, staffed primarily by women and in operation for over a century, embraced the opportunity to work on products tied so closely to the national identity.
“Our team took so much pride in it,” Freed recalled. “People who had been sewing with us for 40 years would visit Hudson’s Bay stores just to trim loose threads off our garments. That’s how much it meant.”
The HBC stripes, first seen on wool point blankets sold by the Hudson’s Bay Company in the 18th century, evolved into a motif recognized across generations. Freed & Freed’s role in translating those stripes into modern apparel helped define what the brand looked like in the 21st century.
And even as Hudson’s Bay faced criticism in recent years for operational shortcomings, including declining in-store experiences and underinvestment in infrastructure, the stripes endured. “When people thought the Bay was going under, the Stripes collection still sold out at full price,” said Freed. “No discounts. Just pure demand.”
Hudson’s Bay stripe products at the Queen Street flagship store in Toronto on March 15, 2025. Photo: Craig Patterson
An Unseen Final Collection
Despite mounting financial issues, Hudson’s Bay had placed orders for a Fall 2024 Stripes capsule collection which Freed produced, and a 2025 collection that did not reach production. Designed in full by Freed & Freed, the collection included standout pieces such as a striped snowsuit and updated outerwear. However, as the company entered creditor protection earlier this year, the collection was never produced.
“It was one of our best collections,” Freed said. “But there was no marketing budget. Most people don’t even know it existed.”
Freed has shared that the pieces exist as detailed design renderings, with purchase orders in place before the retailer ceased operations. “It’s heartbreaking,” she added. “We had everything ready.”
Freed & Freed’s Fall/Winter 2025 Stripes collection for the former Hudson’s Bay Company. Image: Freed & Freed
Carrying the Stripes Forward
While Hudson’s Bay stores have now closed and the company’s operating arm is winding down, the HBC stripes brand may live on in other formats. Canadian Tire Corporation acquired the HBC intellectual property portfolio in June 2025 for $30 million, including the famous stripes, slogans, and private labels like Hudson North.
Freed acknowledges that Canadian Tire’s acquisition offers hope for continuity. “People are thrilled that the stripes remain in Canadian hands,” she said. “And there’s so much potential—across Canadian Tire, Mark’s, and Sport Chek—for the brand to find new life.”
But she emphasizes that any revival of the HBC stripes should be rooted in authenticity and a deep understanding of the brand’s history. “It’s not just about putting stripes on things. It’s about what they mean to Canadians,” she explained.
Hudson’s Bay stripe products at the Queen Street flagship store in Toronto on March 15, 2025. Photo: Craig Patterson
Looking Ahead, With Pride
Freed & Freed International remains one of Canada’s few vertically integrated garment manufacturers. The company produces its own genderless vegan outerwear line and continues to operate with a unionized, ethical workforce from its Winnipeg headquarters.
For Freed, the stripes remain a source of pride and passion. “I love designing for the stripes. I love figuring out what products work, who the customer is, and how we can honour that history,” she said. “It’s a part of me now.”
Whether that journey continues through a partnership with Canadian Tire or another avenue, Freed remains open to possibilities. “We’re ready. We’re proud of what we’ve done, and we’d love to keep going.”
