According to new NerdWallet Canada data, more than 4 in 5 Canadians (85%) say they will adjust their spending in response to rising tariffs, most commonly bybuying more Canadian-made productsto avoid tariff-related price hikes (58%).
As Canadian Premiers convened to discuss trade tensions with the United States, the August 1 deadline for a new Canada-U.S. trade agreement looms. Many Canadians are already altering their shopping habits, fueled by the “Buy Canada” movement, which sees consumers increasingly opting for domestic products as a demonstration of self-sufficiency and economic resilience.
Shannon Terrell
NerdWallet personal finance expert Shannon Terrell said in a company blog that Canadians aren’t just bracing for the impact of tariffs — “they’re making intentional shifts in how and where they spend. From switching to local products to cancelling U.S. subscriptions and rethinking cross-border travel, these changes reflect more than just cost-cutting.”
“At the heart of these adjustments lies a bigger question: Do Canadians fully understand the financial consequences of these values-driven behaviours?”
She said more than four in five Canadians (85%) say they will adjust their spending in response to rising tariffs, most commonly by buying more Canadian-made products to avoid tariff-related price hikes (58%), according to a recent survey conducted by The Harris Poll on behalf of NerdWallet Canada.
“The Buy Canadian movement has gained broad traction in the wake of U.S. pressure on Canada’s autonomy and economy, becoming a vehicle for asserting independence, signalling national pride, and redirecting purchasing power,” said Terrell.
“But will favouring Canadian goods actually save you money? . . . Canadian-imposed retaliatory tariffs mean you’ll pay more for American produce, dairy products, coffee, liquor, toiletries, furniture and more. Tariff-free Canadian alternatives may save you, but only on tariff costs.”
Photo by Mario Toneguzzi
Terrell said subscription bloat can creep up on you, thanks to fees quietly buried in monthly charges. But Canadians say they’re looking closely at their subscription services and taking action.
“A subscription audit is a practical way to spot services you don’t regularly use and cut them from your budget. Canadians appear to be strategically pruning their American digital subscriptions, regardless of usage. Whether they’re switching to Canadian alternatives — and whether those swaps actually save money — is another matter entirely,” she said.
Research indicated over one in five Canadians (22%) are considering avoiding summer travel to the U.S. this year due to high costs or political tensions, added Terrell.
“And that sentiment is already reshaping travel patterns. In April 2025, the number of Canadians venturing south of the border by car dropped by over 35% from the same month in 2024, according to Statistics Canada,” she said.
“As more Canadians rethink travel below the border, interest in the Great Canadian Staycation is on the uptick. Searches for domestic accommodations in Canada are up nearly 20%, according to Airbnb’s 2025 Canadian Spring Travel Trends report.”
Birdhouse Wingerie & Bar continues to soar in Quebec’s competitive dining scene, with its latest location in Centropolis, Laval off to a strong start and expansion plans already underway.
The brainchild of co-founder and president Lorne Schwartz as well as co-founder George Massouras, is setting the stage for significant growth with the recent highly-successful opening of its second location in Laval’s vibrant Centropolis district.
The company also recently celebrated its fourth year.
Lorne Schwartz
“We opened our doors in January of 2025. And the response has been incredibly good,” said Schwartz. “It’s just a great vibe. I think the brand fits perfectly with the demographics there. So far, it’s been a great success—knock on wood.”
With its flagship location in Montreal’s West Island thriving since opening four years ago, Birdhouse is now setting its sights on new markets and formats. “We’re looking at what’s next. We have a few ideas in the works—maybe more around the QSR space. I don’t want to call it a spinoff of Birdhouse, but similar food, downsized menu, more dense locations, and so on,” said Schwartz. “There’s a good chance we’ll look at raising money in 2026 to expand more quickly.”
The brand has already secured a third location in downtown Montreal, though Schwartz was not ready to reveal the exact site. “We’ve signed a location for downtown. That’ll happen toward the end of the year, but we’ll probably open our doors in spring 2026. I don’t want to name the location just yet, but it’s a great spot downtown, and we’re really excited about it.”
Founded in Montreal, Birdhouse Wingerie & Bar has stood out in a crowded foodservice market by focusing on a targeted and elevated dining experience. “It’s so difficult to stand out in a crowded market, and I think we’ve hit on a concept that people really gravitate to,” said Schwartz. “We are laser-focused. It’s not easy—not just as a restaurateur, but as a businessperson—to stay focused on what works and not try to go too broad.”
He added, “I believe that when you go too broad, you alienate your core base. And you won’t know that until it’s too late… You’ll just see the numbers decline and won’t know why.”
Photo: Birdhouse Wingerie & Bar
While this is Schwartz’s first foray into restaurant ownership, his previous background in tech serving the foodservice industry has informed his operational strategy. “As long as we stay focused on the brand—which is high-quality food in a fun and vibrant setting, and really give unreasonably good hospitality and service—people are gravitating toward it. They want value.”
“If you take five minutes to look at our reviews—I’d encourage you to do that—they back up what I’m saying. People want service, quality, a fair price, and entertainment. We’ve been delivering all of that at a high level.”
Birdhouse’s concept centers on a higher-end wing and bar experience, something Schwartz felt was missing from the Montreal market. “I’ve been wanting to do this for 30 years… I literally typed out an email to the guys at Hooters of America asking if they wanted to branch out into Canada. And they basically said, ‘Where the hell’s Canada?’”
While wings are a staple in many other Canadian cities like Calgary and Toronto, Schwartz noted Montreal had never had a full-service concept dedicated to wings at its core—until now. “Everyone has wings as an appetizer, but no one had it as the core,” he said. “We really spent time working the product, developing the sauces, and making it an upscale experience. And it’s resonated well.”
Unlike typical sports bars or wing chains, Birdhouse Wingerie & Bar attracts a broad and often surprising demographic. “We’ve created an environment… we consistently believe that 60–65% of our clients are women,” Schwartz shared. “You wouldn’t see that at (other similar establishments).”
Photo: Birdhouse Wingerie & Bar
“If you ask me why, I think it’s because we’ve kept a safe, fun environment, with fun and elevated cocktails, a better guest experience—and they love that.”
And with no clear rival in Montreal’s wing-forward dining niche, Birdhouse plans to continue capitalizing on its head start. “To date, we’re still kind of the only game in town in this specific market segment,” said Schwartz. “So we’re going to ride it as long as we can.”
Photo: Birdhouse Wingerie & Bar Photo: Birdhouse Wingerie & Bar Photo: Birdhouse Wingerie & Bar Photo: Birdhouse Wingerie & Bar Photo: Birdhouse Wingerie & Bar Photo: Birdhouse Wingerie & Bar Photo: Birdhouse Wingerie & Bar
The massive mixed-use University District project in Calgary continues to gain momentum, with development nearing the halfway point and a wave of new retailers and tenants sparking fresh excitement in the growing urban community.
According to Harris, a significant portion of the north side is already developed or currently under construction, with only a few parcels of land remaining. The south side is now starting to pick up steam.
Jeff Harris
“The south half, we just started servicing that last year, and continuing on to servicing through that land into 2025. So it’s ready for sale and we expect construction to start happening on a few parcels in the south in 2026,” said Harris.
Some of that land is already for sale. “We have done a phased approach, so we’re only going to do a few parcels at a time,” he said. “We service the land. We identify which parcels we want to do in the first phase, and then we go to market with those parcels. So we’ve already done that piece and those are residential parcels of land that we’re looking at.”
The master plan for University District is also getting a second look. “We’re in the process of a master plan revision for University District, which is really just sort of revisiting the land use master plan submission that was over a decade ago, and a lot of things have changed,” said Harris.
As part of that revision, there could be room for a small retail footprint in the south. “We have accounted for a little bit of flexibility in the south for a very small amount of retail potentially if we wanted to go down that route,” he added. “The main retail focus is University Avenue and Retail Main Street. We don’t want to detract from that, but obviously being south of the Children’s Hospital, you have a lot of 24/7 type of employees, and then obviously just a large contingent of people working and living in the area.”
Harris said this could mean small “grab and go” concepts, but nothing is yet defined.
On the north side, the past year has seen a surge of new activity.
“We’ve had over 15 new retailers in the past year, so it’s been a pretty, pretty busy year,” said Harris. “The most recent ones are Heal Wellness—it’s a health-focused brand offering. You might’ve seen some stuff on social media. We had some lineups on the first day of grand opening, which is awesome to see.”
On the office side, Harris noted the addition of “a Verdex Capital Group and a TD Wealth Financial Management group.” This fall, law firm Stringam LLP is also scheduled to open.
Photo: University District
The retail main street has also welcomed notable brands. “Just to name a few—Charcut, Una Pizza, Hot Yoga, Swish Oral Care, Pho Pham, Shoppers Drug Mart’s a big one, obviously. Seed and Salt was a really good one too. And Heal Wellness. We’ve had quite a few.”
Looking ahead to the rest of 2025, Harris says the focus is on more expansion and tenant interest in the area.
“Our big focus right now is the Block 17,” he explained. “So just past the Shoppers block that’s open, we have another building under development and so we have a lot of interest. That’s the beauty of it, is we’re getting a ton of interest on the retail side, and so that’s great to see.”
There are potentially eight retail units at Block 17. “We are in negotiations on leases with three of those eight,” said Harris, “and then obviously other folks we’re talking to as well. We’re just not further along in the negotiations.”
Across from Block 17 is Block 24, located kitty-corner to Staples. “We’re doing a joint venture with Truman. And that’ll be purpose-built rental, but they’ll have 13,000 square feet of retail space as well,” Harris said. “We got more retail coming starting in 2026 and then into 2027.”
Development is nearing its eastern limit. “Block 20 was the next block east of the Staples, and that’ll be the end of the geographical area of University District on the north side,” Harris clarified. “Once both [Blocks 24 and 17] are done, that’s as far east as we will go in University District.”
Photo: University District
Beyond bricks and mortar, the community continues to come alive with events and activation.
“One thing I should highlight we do have the UD Night Market which is a great event,” said Harris. “That’s returned this summer. And so the UD Night Market—we do on the last Wednesday of each month from June until September.”
Held in partnership with Market Spot, the event “offers opportunity for guests to shop local artists and vendors, enjoy unique entertainment and connect with community,” said Harris. “Of course, if the weather cooperates, it’s even better.”
Photo: University District
The development has a long-term vision, with implementation taking place over the next 20 years. Completion is projected for 2034 and is dependent on market demands and absorption rates.
The growing development of University District is designed to adapt to the evolving market demands. The proposed land uses in the community allow for a mix of multi-family housing types to create a diverse neighbourhood. At completion, the range of housing options will include over 7,000+ units made up of low-rise, mid-rise, and high-rise developments with condos, townhomes, rentals, and senior living.
Officials are anticipating 300,000 square feet of retail and 250,000 square feet of office upon completion.
Cybercriminals are zeroing in on retailers with increasingly sophisticated attacks designed to cause maximum disruption—and force multimillion-dollar payouts.
With ransomware attacks like the recent $300-million hit on Marks & Spencer, and breaches involving major brands like Victoria’s Secret and Cartier, Anscombe warns that “a cyber attacker is looking at who’s most likely to pay.”
The appeal lies in the data-rich environments retailers operate in, and their dependence on online operations and distribution—prime targets for extortion. Despite many adopting frameworks like NIST (National Institute of Standards and Technology) and investing in cyber insurance, “human error” and third-party vulnerabilities remain open doors to attackers.
As Anscombe puts it, “You grow or you die,” and in retail’s digital battlefield, that growth depends on proactive security, not complacency.
“We’re a long-standing cybersecurity company. We’ve been in the market for over 30 years,” he said. “What’s unusual is that we’re still privately owned—no outside investment, no private equity, and still run by our founders.”
“In Europe, we’re actually the largest provider of business cybersecurity products. We started out providing what used to be called antivirus software. Today, we’re more focused on advanced threat detection and response—what’s known as EDR and MDR. That includes both managed and on-premise solutions, depending on what our customers need.”
The company also distinguishes itself through its focus on research.
“If you follow the ESET brand, you’ll see we publish a lot of research . . . We even have a dedicated site—WeLiveSecurity.com—for research publications. That’s separate from our main product site, eset.com,” said Anscombe. “Our research often covers areas that go beyond our products, like critical infrastructure and operational technology.”
When it comes to retail, cybercriminals are becoming more aggressive and strategic in their attacks.
“They go for places where disruption causes maximum chaos,” said Anscombe. “If they get into the right part of the business and disrupt it, it stops operations. And of course, most retailers have a lot of rich personal data on their shoppers as well.”
He pointed to the Marks & Spencer attack around Easter this year. “It’s reported to have cost them about $300 million in profits.”
That kind of financial fallout makes retailers tempting ransomware targets.
“A cyber attacker is looking at who’s most likely to pay my ransomware demand,” said Anscombe. “If you can find somebody that has a high disruption cost—like taking down an online store or halting distribution—then you are more likely to get paid.”
Photo: Dan Nelson
Retailers are also more likely to carry cyber risk insurance, which increases the chance of a payout when insurers get involved.
While large retailers often follow cybersecurity frameworks such as those from NIST, they’re not always enough.
“Companies have a hybrid of those,” said Anscombe. “For example, in Canada, you’ve got privacy legislation. A company may well have a hybrid of a security framework, compliance with regulation, and industry-specific requirements. If a retailer offers financial services like credit cards, they might also have to comply with financial regulation.”
But even the best-laid plans have their weak points.
“There are many times it’s unfortunately human error,” said Anscombe. “We’re the weak point. Unfortunately for most organizations, human error is often the place. Or third-party—that’s the other big inroad. If you can breach a smaller company that does business with a bigger company, potentially you might be able to get to the bigger company.”
Anscombe said fashion and luxury brands are especially vulnerable.
“If you look at the breaches recently—you’ve got Victoria’s Secret, Cartier—some really prestigious brands have been hit,” he noted. “The media will pick up on a breach of a significant brand. If someone like Ace Hardware got hit in the U.S., it probably wouldn’t make much of a splash. But a brand like Cartier? That is significant news.”
“Companies don’t like bad press because they lose trust. It affects their stock price. I think Whole Foods had an incident earlier. As I recall, they lost 8% of their stock price (initially).”
And with public companies required to disclose breaches through SEC filings, information becomes public fast.
“That makes them, unfortunately, very much in the frame for cybercriminals. They’re going to want to minimize disruption, which increases the likelihood they’ll pay a ransomware demand.”
Photo: Christina Morillo
So what can retailers do to protect themselves?
“Firstly, they should audit what they’ve got and understand where their weak points are,” said Anscombe. “You often find in companies that round the corner will be some remote access server that still doesn’t use two-factor authentication.”
“Everything should be known and secure—MFA (Multi-Factor Authentication), access controls. When was the last time they tested their restore, not just their backup? If you’ve never tested that you can restore it, you might have problems.”
Anscombe recommends more frequent employee training, not just the annual checkbox for insurance.
“Even a 10-minute snapshot version every three months that refreshes what phishing links look like, etc., can make a big difference.”
He also emphasized the importance of keeping software up to date and using advanced tools like EDR (endpoint detection and response).
“Cyber attacks don’t happen the way you and I think of as viruses anymore,” he explained. “Somebody gets in, routes around for a bit, and tries to stay undetected. EDR picks up anomalies in traffic—like someone outside communicating with the inside in an unusual way.”
In fact, that’s how Whole Foods reportedly detected their recent breach.
“They picked up weird traffic—an anomaly. So as a precaution, they shut down their systems.”
That proactive approach is key in an increasingly risky digital environment for retailers.
Retail Insider is streamlining its Canadian retail news from around the web to include a handful of top news stories that can be viewed quickly during the day. Here are the top stories from the past 48 hours.
The federal government’s recent overhaul of the Temporary Foreign Worker Program (TFWP) for food service has prompted predictable outcry from restaurant operators. As of January 2025, new caps limit TFWs to just 10% of a food service business’s workforce—down from 20% or more in recent years—and shorten work permits from two years to one. But this policy shift is not punitive. It reflects an overdue economic recalibration.
Put plainly, the TFWP in food service has run its course.
This is a rational policy correction, not regulatory overreach. Youth unemployment in Canada, particularly among those aged 15 to 24, now stands at 14.2%—a sharp indicator that domestic labour is available but being overlooked. That’s roughly one in seven young Canadians looking for work but unable to find it. Meanwhile, the sector continues to rely heavily on imported labour for entry-level roles that, with the right conditions, could and should be filled by Canadians.
The TFWP was designed as a stopgap—an emergency tool for employers unable to find domestic workers. In many industries, such as agriculture and seafood processing, that rationale still holds. But in food service—particularly in urban and suburban markets—it has become something else: a structural labour strategy aimed at suppressing wages, lowering turnover, and sidestepping long-term investments in human capital.
The numbers tell the story. In 2021, according to Statistics Canada, about 140,000 temporary residents—many under the TFWP—were employed in accommodation and food services, accounting for 17% of all temporary foreign workers in Canada. That same year, foreign nationals represented roughly 10% of the overall food service workforce. In certain quick-service chains, the concentration was even higher, effectively displacing Canadian youth from traditional workforce entry points.
Between 2018 and 2023, employer approvals for low-wage food service positions through the TFWP surged more than 4,800%. This is no longer a temporary fix—it is institutional dependency.
The economic cost is subtle but significant: a generation of young Canadians has been pushed to the sidelines. Historically, over one-quarter of Canadians began their working lives in food service or hospitality. These jobs have long served as a training ground for interpersonal skills, time management, and resilience—essential soft skills for the broader labour market. We’ve now outsourced that social utility to temporary labour.
This is not to dismiss the complexity of the restaurant sector. Since 2020, the number of food service establishments in Canada has dropped from more than 100,000 to about 87,000, reflecting the deep and lasting impact of the pandemic. Margins remain tight. Menu prices are rising. But consumer behaviour hasn’t collapsed—in fact, it’s evolved. In 2025, according to Canada’s Food Sentiment Index released by Dalhousie University, Canadians are spending 39% of their food budget at restaurants (up from 37% in 2023), and average monthly per capita spending has hit $198—a record.
The demand is there. Canadians are still showing up, despite rising costs. If operators are required to raise wages to attract local workers, evidence suggests diners will continue to foot the bill.
Still, labour costs are only part of the equation. Governments could provide relief by adjusting fiscal and regulatory pressures. Automation is another worthy option. But relying indefinitely on temporary labour to balance the books is poor economics.
The TFWP still has a role to play in select industries with clear recruitment challenges, but its use in food service—particularly in areas with ample domestic labour—should be phased out. Wage suppression is not a growth strategy. Neither is sidelining Canadian youth from their first real economic opportunity.
This is about building a more resilient, equitable, and sustainable food service sector—one that serves Canadians and is staffed by them too.
Mine & Yours at The Well in downtown Toronto. Image supplied
Luxury resale retailer Mine & Yours has opened its latest pop-up location at The Well in downtown Toronto, further solidifying the brand’s presence in Canada’s largest city. The store opened to the public last week, bringing a curated assortment of luxury resale fashion to a highly visible stretch of retail space situated between Lululemon and Sephora.
The approximately 1,100-square-foot location is slightly smaller than the brand’s Yorkville flagship and marks a major step in reaching new urban shoppers.
“We’re really excited to get that downtown customer,” said Courtney Watkins, founder of Mine & Yours, in an interview with Retail Insider. “We know in Toronto people don’t like to leave their little bubbles, and this new location is about reaching a new market we haven’t tapped into yet.”
Courtney Watkins in front of the Toronto Mine & Yours at 79 Yorkville Avenue. Photo supplied
Contemporary Focus with Signature Luxury
The Well pop-up showcases Mine & Yours’ signature selection of authenticated designer resale pieces, with a greater emphasis on accessible price points.
“We’re still going to have tons of our designer handbags and those luxury brands,” Watkins noted. “But at The Well, we’re focusing more on contemporary pieces—handbags under $1,000 and clothing in the $200–300 range.”
In contrast, the Yorkville store frequently stocks rare and high-end pieces, including dresses priced above $1,000 and luxury bags in the five-figure range.
“Every day we’re still meeting new clients who’ve never been to our store,” Watkins added. “The Well gives us a chance to meet that downtown customer who hasn’t ventured into Yorkville.”
Sustainable Fashion Joins The Well Retail Mix
Mine & Yours Toronto at The Well is part of a broader shift in Canadian retail that has seen resale operators welcomed into shopping centres once dominated by new product.
“The Well is redefining what it means to shop in Toronto,” said Watkins. “We’re excited to bring sustainable fashion into a mall setting that gets consistent foot traffic from residents, professionals, and tourists alike.”
Sustainability is central to the Mine & Yours brand, which offers pre-loved designer fashion as a way to reduce waste and extend the lifecycle of high-quality garments.
“We’re showing people that resale can be stylish, accessible, and luxurious,” said Watkins. “This is about introducing secondhand to shoppers who might not have considered it before.”
Mine & Yours at The Well in downtown Toronto. Image supplied
Buying to Begin in August
While the store is now open for shopping, Mine & Yours plans to launch its Toronto-based buying services at The Well in mid-August.
“We’ll be doing both appointments and drop-offs,” Watkins explained. “The parking situation at The Well makes it easy for people to bring in items, and we expect strong interest from local residents, especially those living in nearby condos.”
This hybrid model of retail and resale allows customers to both shop and sell, with cash, store credit, and consignment options available depending on the item’s value.
Short-Term Pop-Up With Long-Term Potential
The Well location is currently planned as a pop-up running through the end of November. However, Watkins said she is open to extending the presence or exploring new locations in Toronto, depending on customer response.
“We really want to expand our Toronto footprint,” she said. “If this goes well, we’ll either stay or look for other opportunities nearby. This is just the beginning.”
Mine & Yours first entered the Toronto market two years ago with its Yorkville Avenue boutique and has seen consistently strong sales growth in the city.
“Toronto has been a great market for us,” Watkins said. “We continue to meet new customers and are finding more people are open to resale than ever before.”
Model wearing clothing from Mine & Yours at The Well in downtown Toronto. Image supplied
Exclusive Product and Collaborations
The Well pop-up also features product drops and exclusive collaborations that set it apart from the brand’s other locations.
“We’ve done a couple of buying trips, so there’s a lot of product that’s completely new—including many pieces with tags still on,” said Watkins. “We’re also working with a few brands on pop-up activations and limited-edition items, including ones that are hard to find in Canada.”
This approach supports Mine & Yours’ strategy of refreshing inventory frequently and offering fashion-forward experiences in its physical stores.
Calgary Store Extended Following Positive Response
Beyond Toronto, Mine & Yours has seen continued success in Calgary’s Holt Renfrew store, where a pop-up store has been extended through the end of August.
The Calgary space, located in the former Dolce & Gabbana boutique, contrasts the company’s usual bright aesthetic with a darker, more dramatic interior.
“At first I wasn’t sure how it would look, but it turned out incredible,” Watkins said. “We might even rethink our branding going forward. It was that transformative.”
The Calgary store also leaned into Stampede season with themed product drops featuring denim, rhinestones, and Western-inspired fashion.
Malls Embrace the Resale Movement
Watkins said that mall landlords are now actively seeking out partnerships with resale operators, a stark change from just a few years ago.
“Five years ago, I couldn’t get anyone to take my call,” she said. “Malls would tell me they couldn’t allow secondhand stores due to clauses in their leases. Now, malls are reaching out to us.”
The Well, for example, contacted Mine & Yours to bring the brand into its retail mix, joining a broader wave of mixed-use projects incorporating sustainability into their tenant curation.
“There are still some places that won’t work with us due to old lease restrictions,” Watkins added, “but the tide is turning, and we’re seeing a lot more openness to the resale model.”
The Well in downtown Toronto. Photo: The Well
Meeting Market Gaps at The Well
The opening of Mine & Yours also fills a key category gap at The Well, which has established strength in food, wellness, and fitness but lacked women’s fashion.
“There’s Sweat and Tonic, some amazing restaurants, and a nail salon, but not much for women’s clothing,” said Watkins. “We’re excited to bring something truly different to the centre.”
The store’s unique offering complements the retail experience at The Well, which combines open-air walkways, upscale design, and experiential programming across a sprawling downtown site.
“We’re proud to be part of what The Well is building,” Watkins concluded. “It’s a community, not just a shopping centre, and we’re looking forward to meeting new clients every day.”
Dollarama Inc. announced Tuesday the closing of its previously announced acquisition of The Reject Shop Limited following receipt of the necessary shareholder, regulatory and court approvals.
Headquartered in Melbourne, The Reject Shop is Australia’s largest discount retailer with a well-located store network of more than 390 locations spanning every Australian state. This strategic acquisition marks Dollarama’s entry into the Australian market, building on its proven track record as a leading Canadian value retailer with a growing presence in Latin America through Dollarcity, said the company.
“We are pleased to officially welcome the TRS team to Dollarama,” said Neil Rossy, President and Chief Executive Officer of Dollarama. “Expanding our international reach supports our long-term growth strategy, and we are thrilled to be embarking on this exciting new chapter with TRS’s local leaders and more than 5,000 employees. By working together and applying Dollarama’s strengths in sourcing, merchandising and retail operations, we are well positioned to deliver compelling value to Australian consumers and to drive the expansion of our new Australian growth platform over the long term.”
Neil Rossy
Founded in 1992 and headquartered in Montréal, Quebec, Canada, Dollarama is a recognized Canadian value retailer offering a broad assortment of consumable products, general merchandise and seasonal items both in-store and online. It has 1,638 locations across Canada.
Dollarama also owns a 60.1% interest in Dollarcity, a growing Latin American value retailer. Dollarcity offers a broad assortment of consumable products, general merchandise and seasonal items at select, fixed price points up to US$4.00 (or the equivalent in local currency) in 644 conveniently located stores in Colombia, Guatemala, El Salvador and Peru.
In March, Dollarama announced it had entered into a definitive agreement to acquire all the issued and outstanding ordinary shares of The Reject Shop Limited for an all cash consideration of A$6.68 per ordinary share, which values The Reject Shop’s ordinary share capital at approximately A$259 million (C$233 million). The Transaction will be implemented by way of an Australian scheme of arrangement. The Reject Shop Board of Directors unanimously recommended that The Reject Shop’s shareholders vote in favour of the Arrangement, said Dollarama at the time.
Headquartered in Melbourne, The Reject Shop is Australia’s largest discount retailer with a store network of more than 390 locations across the country. Its offering includes private-label and national brand products. The Reject Shop generated consolidated sales of A$866 million (C$779 million) for the last twelve-month period ended December 29, 2024.
It has raised over $275 million in its history, which has supported sending more than 325,000 underserved youth to Tims Camps’ multi-year development program to build confidence, resiliency, and other critical skills to reach their full potential, said the company.
Tim Hortons® Camp Day® raised over $13 million this year for Tim Hortons Foundation Camps to help underserved youth reach their full potential (CNW Group/Tim Hortons)
“We’re so grateful to the many generous Tims guests who supported Camp Day again this year – and to our incredible Tim Hortons restaurant owners across the country for donating 100 per cent of proceeds from every hot coffee and iced coffee sold to our foundation,” said Axel Schwan, President of the company. “Thanks to your support we’re making a big impact in the lives of young people who deserve every opportunity to succeed.”
Axel Schwan
Every year on Camp Day, restaurant owners donate 100 per cent of the proceeds from hot and iced coffee sales to Tim Hortons Foundation Camps and raise additional funds through Camp Day bracelets, Camp Day donuts, Donation Badges, and other unique fundraising initiatives developed by local Tims restaurant owners and their team members.
Duncan Fulton
“The dedication and commitment Tims restaurant owners have for Camp Day along with the generosity of Canadians make it possible for thousands of youth to access programs that challenge, inspire, and change lives,” says Duncan Fulton, Board Chair of the Foundation Camps. “Thank you for showing up for the youth who need it most. You’ve made a lasting impact – not just this year, but for years to come.”
In 1964, the first restaurant in Hamilton, Ontario opened its doors. It is Canada’s largest restaurant chain operating in the quick service industry with nearly 4,000 restaurants across the country. The company has more than 6,000 restaurants in Canada, the United States and around the world.
As part of a move to celebrate Canadian identity and luxury retail, Holt Renfrew is taking its signature magenta brand on the road this summer, reaching customers far beyond its traditional urban storefronts. The luxury department store is bringing curated experiences to popular destinations across the country, culminating in the first-ever Holt Renfrew Muskoka pop-up opening this August.
The initiative reflects Holt Renfrew’s evolving approach to retail, expanding into non-traditional settings and deepening its connection with communities across Canada. From Montreal’s electrifying Grand Prix weekend to the Calgary Stampede and now the tranquil shores of Ontario’s cottage country, Holt Renfrew is embracing its Canadian roots with vibrant seasonal activations.
“We are proud to be Canadian and are leaning more into it this year by celebrating magenta moments across the country,” said Carolyn Wright, Senior Vice President, Product at Holt Renfrew. “We started the summer off with the big race weekend in Montreal, and more recently with our Calgary Stampede debut, now, we are thrilled to bring Holts to Muskoka with a pop-up at the JW Marriott. Our customers can expect a beautiful curation of summer fashion and beauty edits for everyone—right on the lake. We are so excited to connect with the community in Muskoka.”
Holt Renfrew Muskoka Pop-Up to Debut at JW Marriott
From August 1 to 10, Holt Renfrew will welcome shoppers to a lakeside retail experience at the JW Marriott The Rosseau Muskoka. This exclusive Holt Renfrew Muskoka pop-up marks the first time the retailer has hosted a dedicated storefront in Canada’s beloved cottage region. The pop-up will operate Monday through Saturday from 9 a.m. to 7 p.m., and Sundays from 10 a.m. to 7 p.m.
The boutique will offer a curated summer edit of fashion, beauty, and grooming across women’s and men’s categories. Customers can expect to shop luxury labels such as Amiri, Augustinus Bader, Birkenstock, Celine, Citizens of Humanity, Dôen, Fear of God ESSENTIALS, Fendi, Frame, La Mer, La Prairie, Loewe, Marc Jacobs, On, Rag & Bone, and Stone Island, among others.
Further enhancing the Muskoka experience, the pop-up will offer skincare services and a limited-edition capsule collection co-created with Canadian brand House of Blanks. Branded as “Holts Camp Muskoka,” the exclusive merchandise will be available only at this location, reinforcing the sense of place and exclusivity behind the summer campaign.
JW Marriott The Rosseau Muskoka. Image: Marriott Hotels
National Celebrations: Calgary Stampede and Montreal Grand Prix
Earlier this summer, Holt Renfrew made a debut appearance at the Calgary Stampede, bringing the brand’s signature polish to Canada’s largest rodeo. The Grit & Gloss pop-up at the BMO Centre introduced Stampede-goers to a fashion-forward interpretation of western style, with a mix of curated clothing, accessories, and beauty offerings.
Complementing the retail footprint was the Stampede Cellar Champion Wine Experience, a sophisticated lounge that offered panoramic views of Stampede Park. Guests were invited to relax above the midway, sampling wines from the Stampede Cellar Showdown International Wine Competition, accompanied by live music and elevated service. The experience blended Holt Renfrew’s focus on luxury with a culturally immersive atmosphere.
In Montreal, Holt Renfrew’s flagship Ogilvy store aligned with the city’s high-energy Grand Prix weekend, drawing crowds and car enthusiasts alike. McLaren supercars were on display outside the store, while inside, guests discovered an exclusive McLaren-themed pop-up. A variety of additional activations took place on the fifth floor of Ogilvy, featuring brands like Jack Victor, Sugar Blossom, and local partners including MFleurs, New City Gas, and food purveyors CA LEM Crèmerie and Mon Secret Gourmand.
These summer events have demonstrated Holt Renfrew’s ability to adapt the luxury retail model to meet Canadians where they are, creating localized experiences rooted in cultural relevance.
A Canadian Retailer with Deep Roots and Bold Ambitions
Founded in Quebec City in 1837, Holt Renfrew has long been a staple of Canada’s fashion landscape. Originally launched as a furrier, the retailer gained prestige through royal appointments and later transformed into a destination for international luxury brands, offering in-store boutiques from labels such as Chanel, Hermès, Dior, and Prada.
Headquartered in Toronto, the retailer operates six large-format stores across major Canadian cities, including a flagship on Bloor Street West. Known for its commitment to personalized service, sustainability, and diversity, Holt Renfrew continues to modernize its offerings for the 21st-century consumer.
The company was acquired by the Weston family in 1986 and remains privately owned and proudly Canadian. Its recent ventures into seasonal and regional pop-ups reflect a larger retail trend toward experiential shopping and hyper-localized branding, particularly as luxury customers seek more personal and meaningful interactions.
