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L’Oréal Canada and Shoppers Drug Mart Launch First Multi-Brand Fragrance Refill Fountain

By
Lee Rivett
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Shoppers Drug Mart at Londonderry Shopping Centre (Image: Londonderry)

Luxury beauty retail in Canada is becoming increasingly experiential as brands look for new ways to bring consumers into stores. That shift is now extending into the fragrance category as L’Oréal Canada and Shoppers Drug Mart launch what the companies say is the country’s first multi-brand fragrance refill fountain concept.

Installed inside select Shoppers Drug Mart Beauty Boutique locations, the refill fountains allow customers to replenish luxury fragrances directly in-store using their existing perfume bottles. The sleek installations feature illuminated displays and refill vessels positioned above prestige fragrance bottles, creating a retail environment that feels part luxury beauty counter, part experiential activation.

The concept is now available in 16 Shoppers Drug Mart stores across Canada and includes fragrances from Lancôme, Giorgio Armani, Prada, and Yves Saint Laurent.

The launch reflects several broader shifts currently reshaping the beauty industry. Luxury fragrance brands globally have increasingly embraced refillable packaging as consumers become more conscious of waste and long-term product use. At the same time, retailers are investing more heavily in interactive in-store experiences that encourage repeat visits and deeper engagement with physical retail environments.

Unlike many beauty categories that have seen stronger migration online, fragrance remains highly dependent on in-person discovery. Consumers often prefer to test scents physically before purchasing, particularly in the prestige segment where emotional connection, gifting, and sensory experience continue to drive sales.

Photo: L’Oréal Canada

Refill Programs Expand in Prestige Beauty

Refillable fragrance concepts have steadily gained traction internationally among luxury beauty brands, though large-scale retail implementation in Canada has remained relatively limited until now.

Refill systems encourage consumers to reuse the original packaging while replenishing the fragrance contents over time. The approach allows brands to maintain premium positioning while aligning with evolving consumer expectations around waste reduction and responsible consumption.

According to L’Oréal Canada, refilling directly through the fountain system can reduce glass packaging weight by up to 83 per cent compared to purchasing a new bottle. Consumers can also save up to 25 per cent when choosing refill options instead of purchasing a completely new fragrance package.

Participating fragrances currently include Lancôme Idôle, Giorgio Armani Acqua di Giò, Prada Paradoxe, Yves Saint Laurent LIBRE, and YSL MYSLF.

The refill fountains are located in stores across Montreal, Toronto, Calgary, Ottawa, Vaughan, Rocky View County, Burnaby, Winnipeg, Brampton, London, St. Albert, Grande Prairie, and Fort McMurray.

Beauty Boutique Continues Premium Evolution

For Shoppers Drug Mart, the initiative also signals the continued evolution of its Beauty Boutique concept, which has increasingly emphasized prestige beauty, elevated merchandising, and experiential retail environments over the past several years.

Many Beauty Boutique locations now feature expanded luxury cosmetic assortments, premium fragrance departments, and upgraded store designs intended to compete more directly with department stores and specialty beauty retailers.

Experiential fixtures such as refill stations may also help physical retail differentiate itself from e-commerce by giving consumers reasons to return beyond simple replenishment purchases. In categories such as prestige beauty, where presentation and product discovery remain important, interactive installations can strengthen customer engagement while reinforcing premium brand positioning.

Leith Sinker, Vice-president Prestige at Shoppers Drug Mart, said the refill fountain concept reflects changing customer expectations around luxury beauty retail.

“Shoppers Drug Mart is evolving the in-store experience to meet changing customer expectations. The launch of the multi-brand fragrance fountains in collaboration with L’Oréal Luxe helps deliver more accessible and sustainable luxury, elevating discovery while making it easier to shop and replenish favourites more responsibly,” Sinker said.

L’Oréal Canada executives described the initiative as part of the company’s broader efforts to integrate more circular retail practices into the luxury beauty sector.

“Together, we are not just introducing a new way to shop, we are establishing a new standard for responsible luxury,” said Xavier Dubruil, Vice-president of the Luxe division at L’Oréal Canada.

The initiative also includes a reforestation component. L’Oréal Canada says it will plant one tree in the Northwest Territories for every refill purchased through a partnership with Tree Canada as part of its “Refill & Reforest” program.

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Michaels Expands Into Celebration Retail with Experiential In-Store Concepts

By
Lee Rivett
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Photo: Michaels Crafts

As traditional party retailers continue to struggle, Michaels is moving aggressively to capture a larger share of the growing celebration retail market through an expanded merchandise assortment, experiential in-store concepts, and value-focused offerings designed to drive more frequent customer visits.

The retailer announced a major expansion of “The Party Shop at Michaels,” growing its in-store party assortment by 60 per cent while introducing interactive customization bars intended to transform stores into destinations for birthdays, graduations, weddings, baby showers, and other milestone occasions.

The move signals a broader evolution for Michaels as the company pushes beyond its traditional arts-and-crafts roots into categories tied to entertaining, gifting, seasonal events, and social gatherings.

It also comes during a period of major disruption in the North American party retail sector following the bankruptcy filings and widespread store closures at Party City in the United States, creating opportunities for larger retailers with national scale and established store networks to absorb market share.

With more than 1,250 stores across North America, including a significant Canadian presence, Michaels has steadily broadened its merchandise strategy in recent years as retailers increasingly pursue categories capable of generating recurring visits and emotionally driven purchases.

 

Michaels Expands Its Party Business

Michaels said it has already expanded its party business to more than 4,500 party supplies and balloons spanning over 60 themes, with nearly 600 additional products set to launch throughout 2026.

The expanded assortment includes licensed children’s merchandise featuring characters such as Bluey, Hello Kitty, and Stitch, alongside elevated entertaining collections, balloons, candy products, and a newly introduced piñata category featuring sports themes, smiley faces, and trend-driven designs.

The strategy could help Michaels generate more consistent store traffic throughout the year as consumers continue spending on birthdays, graduations, holidays, and family gatherings even while remaining more cautious in other discretionary categories.

Unlike traditional crafting purchases that may happen periodically, event-driven shopping often generates repeat visits and larger baskets as customers purchase balloons, decorations, candy, gift wrap, party favours, and entertaining accessories together for a single occasion.

“With nearly 600 new products being added throughout 2026, the expanded selection offers an unmatched variety of licensed themes, piñatas, balloons, and DIY décor at an incredible value for every occasion,” the company said in its announcement.

 

Experiential Retail Becomes Central to the Strategy

One of the most distinctive aspects of the expansion is Michaels’ growing emphasis on experiential retail, an area where physical stores continue to hold advantages over e-commerce competitors.

Beginning this month, Michaels is rolling out new customization bars across North America, including Canadian locations, allowing shoppers to personalize elements of their celebrations in-store and in real time.

The concepts include a “Favour Bar” where customers can build custom party favours, a “Candy Bar” featuring colourful sweets for personalized dessert tables and gift bags, and a “DIY Banner Bar” that allows shoppers to create felt banners using interchangeable letters, numbers, and icons.

The additions reflect broader retail trends favouring interactivity, personalization, and social-media-friendly experiences that encourage consumers to visit stores rather than simply order products online.

Retailers increasingly recognize that consumers want shopping experiences worth leaving home for, particularly as online shopping continues handling more routine purchasing. Michaels’ customization bars appear designed to create a more participatory and visually engaging store environment while reinforcing the company’s long-standing connection to creativity and DIY culture.

Michaels CEO David Boone said the company wants the planning process itself to feel creative and enjoyable.

“At Michaels, we believe the joy of celebrating should begin the moment you start planning,” Boone said in the release. “As North America’s ultimate celebration destination, we are committed to being the true one-stop shop, delivering a differentiated selection and exclusive experiences.”

Michaels Canada on John Street (Image: Dustin Fuhs)

Value and Convenience Remain Key

Alongside the expanded assortment, Michaels is also emphasizing affordability as consumers remain increasingly price-conscious amid ongoing economic uncertainty.

The retailer recently lowered pricing on its in-store birthday party packages to $149 and continues expanding balloon services that now include pickup, delivery, reservations, and pre-made bouquets.

Michaels said it inflated more than 17 million balloons over the past year alone, underscoring both the scale of its balloon business and the growing importance of celebration-related categories within the company’s broader retail strategy.

The company is also introducing new “5 for $5” packaging promotions allowing shoppers to mix and match select gift wrap, bows, gift bags, tissue paper, and tags.

Michaels added that customers can access the expanded assortment through stores, buy online pick-up in-store services, same-day delivery, and balloon reservation programs.

Redefining the Michaels Store Experience

Since being acquired by Apollo Global Management in 2021, Michaels has steadily broadened its positioning beyond traditional arts and crafts retail.

The latest expansion suggests the company increasingly sees long-term opportunity in becoming a broader destination for celebrations, entertaining, gifting, and personalization under one roof.

That evolution also reflects a wider shift taking place across physical retail as stores increasingly function as experiential environments rather than simply places to purchase products.

For Michaels, the growing focus on celebrations may represent more than a merchandise expansion. In an increasingly digital retail environment, the company appears to be betting that creativity, personalization, and shared experiences will keep consumers coming back to stores.

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Liberty Entertainment Group Celebrates 40 Years of Shaping Toronto’s Hospitality Evolution

By
Craig Patterson
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Nick Di Donato (right) and Nadia Di Donato. Photo: Liberty Entertainment

Toronto was still finding its identity in 1986.

The city had not yet developed the international reputation it holds today for luxury dining, nightlife, entertainment, and large-scale hospitality experiences. Much of the hospitality landscape remained traditional and fragmented, with restaurants, bars, and nightlife venues operating separately from one another. The Entertainment District was still in its early stages, downtown warehouse conversions had only begun to emerge, and the Toronto International Film Festival had yet to transform into the global cultural event that would eventually reshape how the city presented itself to the world.

That same year, Nick Di Donato and Pat Di Donato opened P.M. Toronto, the first venue under what would eventually become Liberty Entertainment Group. Over the next four decades, the company would grow alongside Toronto itself, helping pioneer a more immersive, design-driven style of hospitality centred around atmosphere, entertainment, architecture, and social experience long before terms such as “lifestyle hospitality” and “experiential dining” became widely used across the industry.

Today, Liberty Entertainment Group’s portfolio includes Casa Loma, Liberty Grand Entertainment Complex, Don Alfonso 1890 Toronto, DaNico, Cibo Wine Bar, Blue Bovine Steak + Sushi House, Bovine Wine Club, Paris Texas, and Martucci Miami.

More significantly, the company helped shape many of the hospitality formats and social environments that later became synonymous with Toronto’s rise as a more cosmopolitan and internationally connected city.

Casa Loma. Photo: Liberty Entertainment Group
 

A Changing City and a New Style of Hospitality

During the 1990s and early 2000s, Toronto entered a period of rapid urban and cultural transformation.

Former warehouse and industrial districts were evolving into entertainment corridors, downtown intensification accelerated through condominium development, and the city’s financial, fashion, media, and cultural sectors were becoming increasingly international. Toronto was also gaining confidence in its identity as a global city, supported by growing tourism, expanding luxury retail, and the rising international influence of TIFF.

Liberty Entertainment Group became one of the hospitality operators helping define that era.

One of the company’s most influential projects was the Rosewater Supper Club, which opened in 1996 inside a restored 19th-century heritage building. At a time when Toronto still lacked many sophisticated nightlife environments, Rosewater introduced a different type of social experience, blending dining, music, nightlife, dramatic interiors, and late-night culture within a multi-level heritage setting illuminated by candlelight and theatrical design.

The venue quickly became associated with Toronto’s corporate, entertainment, fashion, and media scenes during an era when the city was becoming more globally connected and culturally ambitious. Rosewater helped establish the idea that hospitality could function as social theatre, where atmosphere and experience carried as much importance as food and beverage itself.

That approach later became common across major North American cities, though Liberty Entertainment Group was among the earlier operators helping establish the model in Toronto.

The company also contributed to the growth of Toronto’s Entertainment District through venues such as the Phoenix Concert Theatre, which became part of the city’s expanding live entertainment and nightlife ecosystem.

Before that period, much of Toronto nightlife was divided between conventional bars and grittier club environments. Liberty Entertainment Group helped introduce a more polished and professionally managed hospitality model that raised expectations around design, guest experience, atmosphere, and large-scale venue execution throughout the industry.

Photo: Liberty Entertainment

Reimagining Heritage Buildings as Social Destinations

Adaptive reuse became another defining aspect of the company’s evolution.

With a background in engineering, Nick Di Donato developed a reputation for recognizing long-term potential in large and often underutilized heritage properties. Rather than focusing solely on conventional restaurants or standalone nightlife venues, Liberty Entertainment Group increasingly pursued ambitious projects connected to architecture, tourism, entertainment, and placemaking.

That philosophy became particularly visible in 2001, when the company transformed the long-vacant Ontario Government Building at Exhibition Place into the Liberty Grand Entertainment Complex.

The redevelopment converted the historic Beaux-Arts structure into one of Toronto’s premier event destinations while preserving a significant piece of the city’s architectural heritage. Years before adaptive reuse became a widely embraced urban development trend, the project demonstrated how historic buildings could successfully evolve into large-scale hospitality and entertainment environments.

The company later applied a similar philosophy to Casa Loma, helping transform the historic castle into one of Canada’s most recognizable tourism and hospitality destinations.

Once viewed primarily as a seasonal attraction, Casa Loma evolved into a year-round destination featuring concerts, dining experiences, seasonal installations, large-scale public activations, and immersive entertainment programming. Today, the property attracts more than 800,000 visitors annually.

The evolution of Liberty Grand and Casa Loma reflected broader changes occurring across Toronto itself, where hospitality increasingly became intertwined with tourism, culture, placemaking, and experience-driven commerce.

Don Alfonso restaurant in Toronto. Photo: Liberty Entertainment Group
 

TIFF, Celebrity Culture, and Toronto’s International Profile

By the mid-2000s, Liberty Entertainment Group venues had become closely associated with the glamour and visibility surrounding the annual Toronto International Film Festival.

As TIFF expanded into one of the world’s most influential film festivals, Toronto experienced a surge of international media attention, celebrity activity, luxury sponsorships, and cultural tourism. Each September, downtown streets filled with global entertainment executives, actors, filmmakers, fashion brands, and media organizations as the city increasingly projected the image of a sophisticated international destination.

During that period, Liberty venues regularly hosted studio parties, celebrity gatherings, entertainment industry events, and high-profile corporate activations that became part of Toronto’s evolving social and cultural identity.

For many international visitors, those experiences helped shape their perception of the city during a pivotal period in Toronto’s evolution.

The company’s growth also paralleled the rise of luxury retail, upscale residential development, and highly designed hospitality spaces throughout Toronto. As consumer expectations evolved, the city increasingly embraced environments where atmosphere, design, and social experience became central to dining and entertainment culture.

“People once looked to New York or London to understand where hospitality was going. We believed Toronto didn’t need to follow — it could define its own path and lead that conversation,” said Nick Di Donato in the company’s anniversary announcement. “We’ve always asked what this city deserved — and then built it.”

Blue Bovine Steak + Sushi at Union Station in Toronto. Photo: Liberty Entertainment

A Legacy Built Around Experience and Atmosphere

Today, Liberty Entertainment Group welcomes approximately 1.75 million guests annually across more than 500,000 square feet of restaurants, nightlife venues, event destinations, and tourism properties.

Recognition from organizations including Michelin, 50 Top Italy, the DiRōNA Award of Excellence, and the World Luxury Awards has further elevated the company’s international profile over the years.

In 2019, Nick Di Donato was also knighted by the Italian government, a distinction rarely awarded outside Italy and seldom within the hospitality industry.

Alongside the company’s operational growth, Nadia Di Donato played a major role in shaping the visual identity and emotional atmosphere behind Liberty’s venues, helping establish a consistent design language across the company’s portfolio over multiple decades.

“Every decade brought a different Toronto, a different guest, and a new definition of luxury,” Nadia Di Donato said in the anniversary announcement. “Our role has always been to stay ahead of that — to understand what people will want before they know it themselves.”

The next phase of Liberty Entertainment Group is also beginning to emerge through Luca Di Donato, representing a new generation of leadership as the company continues expanding domestically and internationally.

Throughout 2026, Liberty Entertainment Group plans to celebrate its 40th anniversary across its venues, including the release of a private-label 2019 Fumanelli Amarone wine commemorating the milestone.

Four decades after opening its first venue, Liberty Entertainment Group’s influence remains deeply embedded within Toronto’s hospitality landscape. From heritage landmarks and entertainment districts to luxury dining rooms and large-scale social destinations, the company helped shape many of the experiences, environments, and gathering places through which Toronto evolved into a more confident and internationally recognized city.

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The Home Depot sees sales reach $41.8 billion US in Q1 2026

By
Mario Toneguzzi
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Photo: The Home Depot

Atlanta-based The Home Depot, the world’s largest home improvement retailer, reported on Tuesday sales of $41.8 billion US for the first quarter of fiscal 2026, an increase of $1.9 billion, or 4.8% from the first quarter of fiscal 2025.

Comparable sales for the first quarter of fiscal 2026 increased 0.6%, and comparable sales in the U.S. increased 0.4%. For the first quarter of fiscal 2026, foreign exchange rates positively impacted total company comparable sales by approximately 55 basis points, it noted.

Net earnings for the first quarter of fiscal 2026 were $3.3 billion, or $3.30 per diluted share, compared with net earnings of $3.4 billion, or $3.45 per diluted share, in the same period of fiscal 2025, it said.

Adjusted diluted earnings per share for the first quarter of fiscal 2026 were $3.43, compared with adjusted diluted earnings per share of $3.56 in the same period of fiscal 2025, added the retailer.

Ted Decker
Ted Decker

“Our first quarter results were in line with our expectations. The underlying demand in our business was relatively similar to what we saw throughout fiscal 2025, despite greater consumer uncertainty and housing affordability pressure,” said Ted Decker, chair, president and CEO.

“As always, our associates provided excellent customer service during the quarter, and I would like to thank them for their continued hard work and dedication to serving our customers.”

Fiscal 2026 Guidance

The company reaffirms its fiscal 2026 guidance:  

  • Total sales growth of approximately 2.5% to 4.5%
  • Comparable sales growth of approximately flat to 2.0%
  • Approximately 15 new stores
  • Gross margin of approximately 33.1%
  • Operating margin of approximately 12.4% to 12.6%
  • Adjusted operating margin of approximately 12.8% to 13.0%
  • Effective tax rate of approximately 24.3%
  • Net interest expense of approximately $2.3 billion
  • Diluted earnings-per-share to grow approximately flat to 4.0% from $14.23 in fiscal 2025
  • Adjusted  diluted earnings-per-share to grow approximately flat to 4.0% from $14.69 in fiscal 2025
  • Capital expenditures of approximately 2.5% of total sales.

At the end of the first quarter, the company operated 2,361 retail stores and over 1,280 SRS locations across all 50 states, the District of Columbia, Puerto Rico, the U.S. Virgin Islands, Guam, 10 Canadian provinces and Mexico. The Company employs over 470,000 associates. The Home Depot’s stock is traded on the New York Stock Exchange (NYSE: HD) and is included in the Dow Jones industrial average and Standard & Poor’s 500 index.

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AutoCanada reports net loss of $3.3 million in its Q1 2026 financial results

By
Mario Toneguzzi
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AI25.Studio Studio photo
AI25.Studio Studio photo

Edmonton-based AutoCanada Inc., a multi-location North American automobile dealership group, has reported its financial results for the three-month period ended March 31, 2026 showing a net loss from continuing operations of $3.3 million, compared to net income of $9.7 million in the prior year.

“We entered 2026 focused on stabilizing dealership performance, improving operational execution, and strengthening our balance sheet, and we made meaningful progress against those priorities during the quarter,” said Samuel Cochrane, Chief Executive Officer and Interim Chief Financial Officer of AutoCanada.

Samuel Cochrane
Samuel Cochrane

“While industry demand remained soft and profitability was impacted by expected pressure in used vehicle margins, we are encouraged by improving trends in used vehicle sales productivity, used vehicle profit per retail unit, operational efficiencies achieved through organizational changes implemented during the quarter, and the continued resilience of our collision platform.

“We also advanced several important strategic initiatives, including progress on the divestiture of our U.S. dealership portfolio, expansion of our collision operations, and the successful amendment and extension of our syndicated credit facility. We believe these actions position the Company to reduce leverage and create a stronger operational foundation as we move through 2026.”

First Quarter 2026 Financial Highlights

  • Revenue from continuing operations was $1.19 billion as compared to $1.24 billion in the prior year
  • Gross profit of $169.1 million, compared to $198.0 million in the prior year
  • Gross profit percentage of 14.2%, compared to 16.0% in the prior year
  • Net loss from continuing operations of $(3.3) million, compared to net income of $9.7 million in the prior year
  • Diluted net loss per share from continuing operations of $(0.15), compared to diluted net income per share of $0.37 in the prior year
  • Adjusted EBITDA from continuing operations of $31.0 million, compared to $43.0 million in the prior year
  • Adjusted EBITDA margin of 2.6%, compared to 3.5% in the prior year
  • Operating expenses before depreciation decreased (14.1)% year-over-year to $138.5 million
  • Total Net Funded Debt to Bank EBITDA Ratio2of 3.96x at March 31, 2026
  • Cash and available revolving credit capacity totaled approximately $357.5 million at quarter-end

The company said Canadian new light vehicle demand remained soft into the early part of the second quarter, extending trends observed in Q1 2026. Preliminary April industry data indicates a continued year-over-year decline in sales volumes (mid-single digit range), reflecting persistent macroeconomic headwinds, including elevated vehicle pricing, higher fuel costs, and ongoing consumer uncertainty. On a seasonally adjusted basis, national sales volumes remain below prior expectations and continue to normalize following demand pull-forward in early 2025, it added.

“Despite these conditions, management is encouraged by early signs of operational stabilization and sequential improvement across key dealership performance indicators. Since the appointment of new leadership in mid-February 2026, the Company has taken decisive actions to enhance its operating model, improve structural efficiencies, and refocus the organization on execution fundamentals. While momentum is building, management expects that achieving consistent target performance across all dealership operating categories will require sustained execution through the balance of 2026 and into early 2027, it said.

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SMB wages continue to outpace inflation as hospitality, retail hiring picks up: Employment Hero

By
Mario Toneguzzi
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Employment Hero website photo
Employment Hero website photo

Small-business wages in Canada continued to rise faster than inflation in April, while hiring in hospitality, retail and tourism accelerated ahead of the summer season, according to new data released recently by Employment Hero.

The employment software company said wages among small and medium-sized businesses rose 4.2 per cent year-over-year in April, compared with inflation of 2.4 per cent, even as overall SMB employment declined 0.9 per cent nationally.

The figures come as Statistics Canada’s latest Labour Force Survey showed the broader labour market was largely unchanged in April amid ongoing economic uncertainty.

Employment Hero said its findings are based on data collected from nearly 3,000 Canadian SMBs through a newly launched first-party data platform intended to provide a real-time view of labour market activity among smaller businesses.

Consumer-facing sectors showed stronger hiring trends than the broader market, the company said.

Employment across retail, hospitality and tourism rose 3.8 per cent year-over-year, while wages in those industries climbed 10.6 per cent, the highest wage growth recorded among sectors tracked by the company.

The company linked the hiring activity to increased seasonal demand as patios reopen and festivals approach.

KJ Lee
KJ Lee

“Canadian small businesses aren’t shutting down hiring, they’re getting far more selective about where they place their bets,” said KJ Lee, CEO of Employment Hero Canada.

“Businesses tied to consumer demand don’t have the luxury of waiting things out. If patios are filling up, festivals are around the corner and customers are spending, employers need people on the ground now.”

Employment Hero also reported growth in more flexible staffing arrangements, with casual employment increasing 12.7 per cent year-over-year.

“SMBs are under pressure from every direction: wage expectations, operating costs and an economy that still feels unpredictable,” Lee said.

“That doesn’t mean hiring stops. It means businesses become sharper and far more pragmatic about how they build teams.”

The company’s regional data showed mixed employment conditions across the country.

Saskatchewan posted some of the strongest gains, with employment and wages both rising 5.7 per cent year-over-year. Alberta recorded employment growth of two per cent and wage growth of 5.4 per cent.

Nova Scotia saw employment rise 4.7 per cent, while employment increased 2.5 per cent in New Brunswick and 3.8 per cent in Quebec.

Ontario recorded a 1.8 per cent decline in employment, although wages still rose 3.3 per cent. In British Columbia, employment fell 4.4 per cent, while wages in Vancouver increased 5.5 per cent.

“National headlines rarely tell the whole story,” Lee added.

Employment Hero website photo
Employment Hero website photo

“What this data shows is that Canada’s SMB economy isn’t moving in one direction. Some regions and sectors are still growing aggressively, while others are becoming more cautious and many businesses are trying to balance both realities at once.”

Employment Hero said smaller businesses are often among the first to react to changes in consumer demand, operating costs and business confidence, making the company’s data an early indicator of broader labour market trends.

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CRAFT Beer Market launches summer menu developed under new brand innovation director

By
Mario Toneguzzi
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CRAFT Beer Market website photo
CRAFT Beer Market website photo

CRAFT Beer Market is rolling out a new summer menu across its Canadian locations as the restaurant chain looks to sharpen its food offering under recently appointed Director of Brand Innovation Josh Dyer.

The menu, launching May 20, marks the first full seasonal lineup developed under Dyer since he joined the company in January. The Calgary-based chef previously served as executive chef at The Dorian Hotel, where he oversaw multiple dining concepts including The Wilde on 27.

The company said the menu reflects a renewed focus on seasonal Canadian ingredients and pairings designed to complement its craft beer selection as it continues to expand its presence across British Columbia, Alberta and Ontario.

Dyer built his reputation in several Canadian kitchens before moving to Alberta, where he became known for developing restaurant programs centred on seasonal and producer-focused menus. At The Wilde on 27, the restaurant received recognition from Michelin Guide and Canada’s 100 Best for its approach to regional ingredients.

Josh Dyer for Good Mood, Good Food – CRAFT Beer Market 2026 (CNW Group/Craft Beer Market)

CRAFT said Dyer’s approach to sourcing from Alberta producers, British Columbia farms and East Coast fisheries aligns with the company’s broader emphasis on Canadian suppliers and provenance across its menu offerings.

The new menu includes dishes such as Burrata Margherita, Rigatoni Bolognese and Steak Wedge Salad, which the company said were developed to pair with its rotating selection of Canadian craft beers.

“We’re grounded in authenticity, driven by integrity, and unapologetically true to who we are. This menu is a return to what makes CRAFT special — food that reflects our roots while elevating the guest experience. Good Mood, Good Food,” said Dyer.

CRAFT said the menu represents what it described as a return to core offerings focused on familiar dishes, seasonal ingredients and broader guest appeal.

Dyer’s culinary career has included work in Ontario and South America before relocating to Western Canada. The company said his experience building culinary programs from the ground up informed the development of the new menu strategy.

“This isn’t about reinvention, it’s about refinement. We’re focusing on flavours that feel honest and relevant, food that reflects who CRAFT is while giving guests something to genuinely look forward to. When you sit down with a great beer and a dish that’s been thought through with that pairing in mind, that’s the experience we’re building,” added Dyer.

CRAFT Beer Market operates restaurant locations in British Columbia, Alberta and Ontario and describes its business as focused on craft beer and chef-driven food offerings.

Good Mood, Good Food – CRAFT Beer Market 2026 (CNW Group/Craft Beer Market)

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Penticton fitness studio Lark Lagree opens flagship location in Canadian debut

By
Mario Toneguzzi
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LARK LAGREE & SOCIAL WELLNESS CLUB DEBUTS IN CANADA WITH FLAGSHIP STUDIO OPENING IN PENTICTON, BC

A new fitness and wellness business has opened its first Canadian location in downtown Penticton, B.C., as independent operators behind the venture look to expand beyond traditional gym offerings with a community-focused studio concept.

Lark Lagree and Social Wellness Club opened at 233 Main St. in Penticton earlier this month, marking the debut of the brand in Canada with a 3,800-square-foot facility featuring Lagree fitness equipment, social spaces and wellness amenities.

The founders say the studio was developed to serve a broader range of customer needs while creating a destination that blends fitness programming with wellness and social gathering spaces.

The location includes 10 Lagree Megaformers, a coffee and tea bar, athleisure apparel, private infrared sauna facilities, custom-tile showers, lounges and grooming amenities. The business said the studio’s design incorporates locally sourced furnishings, architectural lighting and materials intended to reflect the surrounding Okanagan Valley environment.

Vanessa Jahnke
Vanessa Jahnke

Founders Vanessa Jahnke and Carl Nystrom said the project was shaped by their experience operating gyms and by what they viewed as changing expectations among consumers seeking more than conventional fitness services.

“As longtime gym owners, we wanted Lark to reflect a calm, grounded environment where people have space to connect, move together, and feel part of a supportive community,” said the local entrepreneurs.

Carl Nystrom
Carl Nystrom

The company worked with Texas-based Barbara Chancey Design Group on the project. The design firm, which specializes in fitness facilities, has completed more than 200 projects globally, according to the release.

The Penticton project represents another example of wellness-oriented businesses investing in multi-use spaces that combine fitness, hospitality and lifestyle services under one roof.

“By creating an original brand and challenging what has been accepted in fitness, we wanted to connect with the local community with a purpose-built space that was generous, tactile, and delivered a sense of care and quality,” said Chancey.

The company said the branding for Lark Lagree and Social Wellness Club was inspired by Penticton’s outdoor environment and the symbolism associated with larks, which it described as social birds associated with confidence and freedom.

According to the release, the studio aims to provide fitness instruction based on the Lagree Method while also offering infrared sauna services and communal wellness spaces designed around natural light and open interiors.

The opening adds another independent wellness business to Penticton’s downtown core, where operators continue to invest in experiential retail and service-oriented concepts tied to tourism, lifestyle and health-focused consumer spending.

Lark Lagree and Social Wellness Club said additional information about classes and programming is available through its website and social media channels.

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Jones Soda expands distribution to 700 more Circle K stores in Eastern Canada

By
Mario Toneguzzi
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Jones Soda Instagram photo
Jones Soda Instagram photo

Jones Soda Co. says it is expanding its Canadian retail presence through a new rollout into about 700 Circle K locations across Eastern Canada, increasing the beverage maker’s national distribution footprint by 75 per cent from a year ago.

The company said the expansion includes roughly 550 stores in Quebec and another 150 locations across the Maritimes, bringing Jones Soda products to about 1,750 points of sale across Canada.

Beginning this month, participating Circle K locations will carry several of the company’s soda flavours, including Green Apple and Strawberry Lime, along with Nuka-Cola Quantum, a limited-release product tied to the Fallout video game franchise.

The rollout marks a broader push by Jones Soda to increase its presence in the convenience store channel as it looks to expand distribution and reach more consumers across Canada.

“We’re seeing strong demand for brands that deliver both bold flavor and cultural relevance, and Circle K is an ideal partner to help us scale that momentum across Canada,” said Scott Harvey CEO. “Canada has always been a core market for Jones Soda, and expanding our presence in La Belle Province has long been a key priority for the brand. Expanding our presence across approximately 700 Circle K stores, including a significant concentration in Quebec and growing distribution across the Maritimes, is a meaningful milestone for the brand. From our iconic craft sodas to the breakout success of Nuka-Cola Quantum, this launch creates new opportunities for consumers to discover what makes Jones Soda different.”

Scott Harvey
Scott Harvey

The company said the Eastern Canada expansion builds on its existing relationship with Circle K in other parts of the country.

In Ontario, Circle K recently increased distribution of Jones Soda’s Special Release products to about 300 locations, according to the company. Jones Soda also said the partnership has expanded into frozen and fountain beverages, including the Nuka-Cola Quantum Froster and the Jones Soda Pineapple Polar Pop feature drink.

The company said the latest rollout reflects ongoing efforts to grow its presence across convenience, grocery, club and direct-to-consumer sales channels.

Consumers will be able to find participating stores in Quebec, the Maritimes and Ontario through the summer and fall, the company said.

Jones Soda, headquartered in Seattle, markets and distributes craft soft drinks under the Jones Soda brand in glass bottles, cans and fountain formats across North America.

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Company Formation Saudi Arabia: From MISA License to First Operations

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Retail Insider
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Why Saudi Arabia Is the Right Market in 2025

Vision 2030 has fundamentally transformed Saudi Arabia’s investment landscape, converting a historically oil-dependent economy into one of the most diversified, reform-driven markets in the world. Foreign investors who act now position themselves ahead of a commercial wave that is only beginning. The foundation of any successful Saudi market entry is understanding company formation saudi arabia is the essential foundation for a successful market entry. This guide covers everything international investors need to know — from legal structures and licensing to workforce compliance and financial management.

Saudi Arabia’s appeal to foreign investors goes well beyond its oil wealth. The Kingdom has committed over $1 trillion to economic transformation under Vision 2030, investing in tourism, entertainment, technology, renewable energy, advanced manufacturing, logistics, and healthcare. This level of government-backed investment creates sustained commercial demand that is largely insulated from the economic cycles that affect other markets.

For businesses with relevant expertise or products, Saudi Arabia represents a market where government policy actively creates demand. Vision 2030 targets for tourism, entertainment attendance, private sector employment, and technology adoption are backed by sovereign wealth and political will — creating reliable demand pipelines for businesses that align with these strategic priorities.

Foreign investors in Saudi Arabia choose from several legal structures based on their specific objectives. The LLC is the dominant choice — flexible, accessible to single shareholders, and compatible with full foreign ownership in most sectors. The Branch Office preserves the parent company’s brand and legal identity, with the parent bearing full responsibility for branch activities. For investors focused exclusively on market research and promotion, a Representative Office provides a lighter-touch presence without commercial obligations.

The Joint Stock Company structure is designed for large-scale capital raising or future public listing. Its governance requirements — including a board of directors and audited annual accounts — make it less suitable for most SMEs and first-time investors. The choice between these structures should be driven by your commercial objectives, risk appetite, and the specific regulatory requirements of your business sector.

The Licensing and Registration Process

The MISA license is the essential first step — without it, no other registration can proceed. Apply through the Invest Saudi portal with your company documentation, audited financials, business plan, and proposed legal structure. MISA’s digital processing has reduced approval times dramatically, with standard applications often cleared within two weeks.

Commercial registration at the Ministry of Commerce follows MISA approval. Your CR certificate is your company’s official identity in Saudi Arabia. ZATCA registration for VAT and corporate tax, GOSI registration for employee social insurance, and bank account opening complete the essential registration steps. Additional sector licenses from relevant ministries may be required before commercial operations can begin.

Workforce Compliance and HR Management

Once your company is registered and operational, Saudi Arabia’s labor law and payroll compliance obligations apply immediately. The Nitaqat (Saudization) policy requires companies to meet minimum Saudi national employment thresholds — failure to comply restricts your ability to sponsor expatriate employees and access government services. The Wage Protection System (WPS) mandates electronic salary payments on time every month, with automatic penalties for non-compliance. Professional payroll service providers providers handle all of these requirements as a managed service — ensuring payroll accuracy, GOSI contribution management, WPS compliance, and Nitaqat reporting without requiring in-house HR expertise.

Saudi Arabia’s Labor Law imposes specific requirements around employment contracts — which must be in Arabic or bilingual — probation periods, working hours, annual leave entitlements, sick leave, end-of-service gratuity calculations, and termination procedures. Getting these right from the first hire prevents Ministry of Human Resources inspections, GOSI penalties, and labor tribunal exposure. Professional HR support from day one gives your business the compliance foundation it needs to hire freely and operate without restriction.

Building the right team in Saudi Arabia requires an understanding of the local labor market, the cultural expectations around workplace environment, and the practical processes for sponsoring expatriate employees. Iqama (residency permit) sponsorship, employment visa processing, and medical insurance requirements all add layers of administrative complexity that experienced HR partners manage efficiently and cost-effectively.

Financial Compliance and Accounting from Day One

Every company operating in Saudi Arabia faces mandatory financial compliance obligations from the first day of commercial activity. VAT registration must be completed immediately, with quarterly returns filed accurately and on time with ZATCA. IFRS-compliant financial records must be maintained from the first transaction. Annual corporate income tax declarations at 20% — for foreign-owned entities — and GOSI contribution reconciliations must be submitted correctly. Professional outsource bookkeeping provide the most practical and cost-effective solution for most businesses in the early stages — handling daily bookkeeping, monthly reconciliations, quarterly VAT filings, and annual tax declarations as a managed service.

The consequences of financial non-compliance in Saudi Arabia are significant. ZATCA penalties for missed VAT filings, inaccurate records, or late tax declarations can accumulate quickly and may trigger audits that disrupt business operations. Starting with qualified accounting professionals from day one eliminates this risk entirely and provides business owners with the financial visibility needed to manage cash flow effectively, make informed decisions, and demonstrate financial health to banks and potential partners.

Costs, Timeline, and What to Expect

The cost of establishing a business in Saudi Arabia varies by legal structure and business activity. Government fees for MISA licensing and commercial registration typically range from SAR 1,200 to SAR 5,000. Most LLC formations for common business activities no longer require minimum share capital — a significant liberalization that has reduced the financial barrier to entry substantially. Regulated sectors retain higher capital requirements. Additional costs include document authentication and translation, registered office lease, professional consultant fees, and sector-specific license fees.

For well-prepared investors working with experienced professional consultants, the complete setup process — from initial MISA application through commercial registration, tax registration, GOSI enrollment, and bank account opening — is achievable in 3 to 6 weeks. More complex applications involving regulated sectors, multiple business activities, or specialized structures may take longer. Planning your timeline realistically and preparing your documentation thoroughly before beginning the process are the two most important factors in achieving a fast, smooth setup.

About Motaded

Building a business in Saudi Arabia is an extraordinary opportunity — and like all significant opportunities, it rewards thorough preparation and expert local guidance. Motaded is a Saudi-based business services company that helps international investors establish, structure, and operate their businesses in the Kingdom correctly and efficiently. Their integrated service offering covers business setup, HR and payroll compliance, and accounting — providing investors with a single, trusted local partner for every aspect of their Saudi operational infrastructure. Motaded’s track record with international clients across a wide range of sectors makes them an ideal partner for businesses entering the Saudi market for the first time.

Conclusion

Saudi Arabia’s transformation is not a short-term promotional initiative — it is a multi-decade economic program backed by sovereign wealth, political will, and genuine government commitment. International businesses that establish a presence in the Kingdom now position themselves at the beginning of one of the most significant commercial expansions of the 21st century. The foundation is sound, the opportunity is real, and the time is now.

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