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Arts and culture sector contributes $131 billion to Canada’s economy

Photo: Massey Hall
Photo: Massey Hall

Canada’s arts and culture sector contributed $65 billion in direct GDP to the Canadian economy in 2024, growing faster and supporting more jobs per dollar than other key sectors like oil and gas, manufacturing or agriculture. These findings come from Artworks: The Economic and Social Dividends from Canada’s Arts and Culture Sector, a new report conducted by the Canadian Chamber of Commerce’s Business Data Lab.  

The $65 billion is the direct GDP from the industry. The full GDP impact from direct, indirect, induced channels is $131 billion. This is the total impact which includes the arts and culture supply chain and spending from the employees throughout the supply chain.

The research, commissioned by Business / Arts in partnership with the Canada Council for the Arts, demonstrates that Canada’s creative industries contribute not only to social cohesion, community and Canadians’ sense of meaning and purpose, but drive measurable economic growth and regional development.  

Aubrey Reeves
Aubrey Reeves

“The arts and culture sector enriches every aspect of Canadian life. It fuels economic growth, attracts talent, fosters belonging, and strengthens our communities,” said Aubrey Reeves, President and CEO of Business / Arts. “With the release of the Artworks report, we are demonstrating culture’s measurable impacts and making a clear, evidence-based case for continued investment in the creative economy that keeps Canada competitive and connected.” 

Over the past three years, GDP stemming from the arts and culture sector has grown almost 8%, outpacing Canada’s overall economic growth of 4%. Meanwhile, Canadian international trade in cultural goods and services reached an all-time high in 2022, with $25 billion sold to foreign customers. Cultural exports have doubled since 2011, with top categories including visual and applied arts, audiovisual and interactive media, and written and published works, said the Chamber.

Key economic impact findings: 

  • The arts and culture sector supports 13 jobs for every million in output, which is more than oil and gas, manufacturing, or agriculture. 
  • Since 2011, the sector has outpaced growth in key industries including oil and gas, wholesale trade, retail trade, construction, and manufacturing. 
  • Economic impact is highest in Ontario, Quebec and British Columbia, supporting hundreds of thousands of jobs and over $100 billion in GDP. 
  • The sector generates an estimated $17 billion in federal and provincial tax revenue. 

Despite these exceptional economic returns, funding challenges threaten the sector’s continued growth. With typical arts organizations relying on equal parts government grants, earned revenue and private donations, declining support from public and private sources creates significant pressure. The federal government’s allocation to arts, culture and heritage is declining as a share of total federal spending, while Canadian private contributions lag at 0.8% of income — below both North American (0.94%) and global (1.04%) averages, according to a news release.

Andrew DiCapua
Andrew DiCapua

“The arts and culture sector generates $29 in economic activity for every dollar in federal investment— that’s an extraordinary return in addition to the social benefits that the sector generates,” says Andrew DiCapua, Principal Economist at the Canadian Chamber of Commerce. “Yet we’re seeing concerning trends in both public and private funding. If we want to maintain Canada’s cultural competitiveness and harness this sector’s full economic potential, we need sustained, strategic investment.” 

The report also reveals significant social benefits, with higher per-capita arts grants generally associated with increased community sense of meaning and purpose. The arts build social cohesion, support newcomer integration, increase employability and improve skills development while positively impacting residential and property sectors. 

With cultural exports at record highs and economic returns outpacing traditional industries, strategic investment in Canada’s arts and culture sector represents both an economic opportunity and a cultural imperative for maintaining Canada’s global competitiveness, say officials.

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Monos and Brooklyn Coachworks Reveal Arles Blue Collaboration

Image: Monos

Canadian travel and lifestyle brand Monos has unveiled a striking new collaboration with Brooklyn Coachworks, the New York-based automotive studio renowned for restoring vintage Land Rover Defenders. The partnership has produced a one-of-a-kind Land Rover Defender 90 finished in Arles Blue alongside a coordinated Arles Blue Collection of premium Monos luggage.

To mark the launch, Monos has opened a North America-wide contest offering one winner the restored Defender, airfare and accommodations for a two-night stay in New York City, and a complete set of matching luggage. The campaign generated overwhelming interest, drawing more than 166,000 entries on the first day and surpassing 1.2 million entries to date from Canada and the United States.

The Monos Arles Blue Collection and custom Defender represent a meeting of two design philosophies. Brooklyn Coachworks’ custom-built Defender features a natural black mohair canvas soft top, saddle tan Italian leather interior, and a restored TD5 engine paired with a five-speed manual transmission. Every element of the vehicle has been rebuilt or refinished by hand, with Monos detailing integrated throughout, including embroidered seats, engraved metal plates, and custom trim elements that give the off-road classic a distinctive modern identity.

The Defender’s deep Arles Blue paint finish, a nod to the French town of Arles, extends to Monos’ accompanying luggage collection. Each suitcase echoes the vehicle’s tone and craftsmanship, with vegan leather accents, saddle tan interiors, and a high-gloss finish that mirrors the Defender’s refined exterior.

Youtube video

The Arles Blue Collection Launches in Canada and the U.S.

To coincide with the collaboration, Monos introduced its new Arles Blue Collection, a limited-edition lineup of luggage designed in the same colour palette as the custom Defender. The release includes six sizes from the brand’s Classic series, from carry-ons to full-sized checked luggage, as well as coordinated packing cube sets.

Each piece in the Monos Arles Blue Collection is constructed from aerospace-grade polycarbonate made with partially recycled materials. The suitcases feature TSA-accepted combination locks, whisper-quiet 360-degree wheels, and an anti-microbial lining made from 100% recycled polyester.

The collection officially launched on September 15, 2025, and is available exclusively through Monos’ online store and at the brand’s retail locations in Toronto and Vancouver. Prices range from $335 CAD for the Carry-On to $475 CAD for the Check-In Large.

Image: Monos

From Vancouver to the World: Monos’ Rapid Growth

Founded in 2018 in Vancouver by Victor Tam, Hubert Chan, and Daniel Shin, Monos has quickly become one of Canada’s most successful global lifestyle brands. The company was built around the Japanese concept of mono no aware, meaning “the beauty of transient moments,” and this philosophy has shaped its focus on intentional design and mindful travel.

Monos’ founders set out to create a line of travel goods that emphasize durability, sustainability, and timeless design rather than trend-driven aesthetics. Its luggage collections are made with German Makrolon polycarbonate, recycled fabrics, and high-performance components, supported by a lifetime warranty and a 100-day trial for all customers.

The company’s growth has been extraordinary. After launching online as a direct-to-consumer business, Monos expanded into the U.S. market, now accounting for about 75% of total revenue, and achieved $150 million in sales in 2024, a dramatic rise from just $8 million in 2020.

Monos store on Ossington Avenue in Toronto. Photo: Ste Marie Studio

Expanding Retail Presence in Canada and the U.S.

Monos began its move into physical retail in 2022, opening its first store in Vancouver. A Toronto boutique followed in June 2024, located at 111 Ossington Avenue in the city’s Little Portugal neighborhood. Designed as a creative and experiential hub, the store has served as a testing ground for future retail concepts focused on community engagement and design immersion.

In 2025, Monos accelerated its U.S. retail expansion with store openings on Newbury Street in Boston and Abbot Kinney Boulevard in Los Angeles, both among the most recognizable lifestyle retail districts in North America. Additional stores are opening in Chicago’s Fulton Market, New York City, and Washington, D.C. by the end of the year.

The Chicago store, at 2,800 square feet, introduces a new in-store concept called “Postcard” — a hospitality-driven space offering locally curated snacks, beverages, and cultural programming. The initiative signals Monos’ intent to redefine traditional retail by merging commerce, community, and experience under one roof.

Looking ahead, Monos plans to open eight U.S. stores by the end of 2025 and aims to reach 40 locations worldwide by 2030. 

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NIQ analysis of holiday spending patterns in Canada

Photo: Any Lane
Photo: Any Lane

NielsenIQ, a leading consumer intelligence company, has released new insights into Canadian consumer sentiment and spending patterns heading into the holiday season. 

Based on NIQ’s most recent inflation analysis, consumer surveys and Consumer Outlook: Guide to 2026 report, Canadians are demonstrating resilience to economic pressures and uncertainty by adapting how and where they spend, prioritizing savings, promotions, and practicality over patriotic purchasing alone.

Mike Ljubicic
Mike Ljubicic

“As the holidays approach, Canadians are redefining what celebration looks like, choosing smarter spending over splurging and supporting local brands when it aligns with value,” said Mike Ljubicic, Managing Director, Canada, NielsenIQ. 

“Retailer success will come from making products easy to find, affordable, and meaningful to consumers’ everyday lives.”

The survey found that Canadians are feeling financial strain but showing resilience with smarter spending and greater focus on relevance, not excess:

  • Fast-moving consumer goods (FMCG) inflation shifted between 2.1% – 3.1% from December 2024 to August 2025;
  • Smaller brands drive 38% of absolute dollar growth in FMCG;
  • Consumer confidence rose to 60.3 points in September, yet 36% feel financially worse off. Rather than halting spending, shoppers are cautiously spending;
  • 49% will stock up on sale items, while 42% report only having money for essentials.

Canadian shoppers are still loyal to homegrown products but are more open to global alternatives that deliver affordability, added the report:

  • “Canadian Loyalists” dropped to 14% (–3 points from early 2025);
  • Avoidance of U.S. brands fell 7 points, now at 30%;
  •  “Made in Canada” goods still outperform U.S. products (+5.3% vs. –7.9% respectively year to date, Sept 2025), but the gap is narrowing;
  • Retailers are balancing national origin with affordability, expanding private labels and discount options.
Photo: Leeloo The First
Photo: Leeloo The First

NIQ said Canadian retailers are rethinking their playbooks to meet consumers where they are, prioritizing value, convenience, and relevance over tradition.

  • More than 100 new discount stores have opened in the past two years, appealing to consumers’ need for value.
  • Smaller, agile brands drive 38% of FMCG dollar growth.
  • Consumers increasingly reward brands that deliver niche appeal and sustainability without sacrificing price.
  • Online FMCG sales exceed 10%, up 5 points in two years, as retailers invest in digital tools that simplify the path to purchase and save time.

NIQ’s Made in Canada report series and related insights can be accessed here and here.

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Phillys launches new concept in Calgary

Photo: Phillys
Photo: Phillys

Phillys, a brand-new quick-service restaurant (QSR) concept, has launched in Calgary, bringing gourmet sandwiches, Philly cheesesteaks, specialty hot dogs, and rice bowls to the city — all inspired by the street food culture of North America.

The first location is open at 5475 Falsbridge Dr NE, featuring a 1,300-square-foot space that’s bright, modern, and designed for speed and satisfaction, said the company.

“Phillys blends high-quality ingredients with bold, creative flavours — offering guests something familiar yet exciting,” said Julian Carreto, Operations Lead for Phillys. 

Our goal is to make great food fast, without compromise. From our gourmet hot dogs and hearty grinders to our fresh, customizable rice bowls, there’s truly something for everyone.”

Photo: Phillys
Photo: Phillys

The first franchise is owned and operated by Harpreet Dhaliwal, who brings a decade of restaurant experience and a strong focus on quality and customer service.

“Phillys stood out to me because it hits that perfect balance between fast, fresh, and flavourful,” said Dhaliwal. “It’s the kind of place people can visit for a quick lunch or a relaxed family dinner and always leave satisfied. I’m proud to introduce this exciting new Calgary-born brand to our community.”

Phillys will host its official Grand Opening on Saturday, November 8, celebrating with a Free Classic Hot Dog for the first 100 guests through the doors.

“Backed by a seasoned leadership team with deep roots in Canada’s restaurant industry, Phillys combines decades of operational expertise with a shared passion for food, innovation, and community,” said the company.

Photo: Phillys
Photo: Phillys

Carreto has more than 25 years experience across various food service concepts.

“Created to fill a growing gap in the quick-service market, the brand delivers fresh, high-quality comfort food that’s both approachable and elevated. Its vision is to build a proudly Canadian company that supports local industry, creates meaningful jobs, and offers a flavour-forward dining experience worth sharing.”

Phillys said the menu was designed to offer variety and flexibility without overcomplicating the kitchen — a balance that makes the concept both crave-worthy and scalable.

  • Gourmet Hot Dogs transform a street-food staple into something special, with premium toppings and international influences.
  • Rice Bowls provide a healthier, customizable base ideal for vegetarians, vegans, and gluten-free guests.
  • Grinders (Subs) round out the menu with hearty, made-to-order sandwiches stacked with flavour and freshness.
Photo: Phillys
Photo: Phillys

“With franchising already in development, including a second location secured in Airdrie, Phillys aims to become one of Canada’s next major names in the QSR category. The brand’s model is built for flexibility and efficiency, offering franchisees a compact footprint and a menu that balances creativity with operational ease and broad consumer appeal — from quick lunch breaks to late-night cravings,” it said.“The timing is ideal: Canada’s quick-service restaurant market continues to see strong growth, driven by demand for convenience and quality — a space where Phillys sees a major opportunity to lead.”

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AI momentum belongs to small businesses: OutreachX Analysis

Photo: OutreachX
Photo: OutreachX

By OutreachX

What was a multi-year AI gap is now approximately a one-year difference. This surge is accelerated by accessible AI platforms and their structural advantage: fewer approval layers and faster decision-making. More importantly, in specific use cases like marketing automation, they’re deploying AI at rates that rival large enterprises, a reversal of the typical enterprise technology adoption pattern.

According to a Thryv survey, U.S. SMB AI usage more than doubled from 39% in 2024 to 55% in 2025, a 41% year-over-year increase. A McKinsey report shows globally 78% of companies now use AI in at least one function, with companies with 10-100 employees moving from 47% to 68% adoption in one year, indicating that SMBs are approaching enterprise adoption levels faster than previous technology waves predicted.

Where SMBs Deploy AI

The functional distribution of AI use differs sharply between small businesses and large enterprises. Among firms already using AI, SMBs show leadership in almost half of the 17 tracked use cases, with marketing automation especially common among small businesses.

AI Deployment Plans: 

  • 77% of SMBs think AI for marketing and customer engagement would have a great impact
  • 84% SMBs are willing to automate marketing content creation
  • 59% are open to automating customer service using AI

By comparison, large enterprises deploy AI primarily for IT process automation (33%) and security or threat detection (26%). The data suggests not that SMBs lead across substantial use cases, but that they concentrate deployment in customer-facing functions while enterprises prioritize infrastructure and security.

Measurable Returns

Small businesses report productivity and revenue gains that justify their AI investments

  • 91% SMBs report revenue boosts from AI
  • 87% say it helps them scale operations
  • 86% see improved margins
  • Small businesses are saving 20+ hours, $500-$2,000 in cost savings monthly.

51% of SMBs that adopted generative AI reported revenue increases of 10% or more, indicating substantial returns for businesses that move beyond experimentation to systematic implementation.

Anirudh Agarwal
Anirudh Agarwal

“What sets successful SMBs apart is how quickly they translate AI from concept to daily utility. The ones integrating it into routine operations are not just saving time, they’re creating measurable, repeatable performance gains that strengthen long-term competitiveness,” noted Anirudh Agarwal, CEO, OutreachX. 

Workforce Impact Favors Expansion

Contrary to widespread concern about AI-driven job losses, small businesses using AI report net positive workforce effects.

  • 34% of AI-using entrepreneurs upskilled existing employees
  • 82% of AI-using small businesses increased their workforce in the past year
  • Job posts from SMBs seeking AI expertise rose 44% between January and July 2025

The pattern suggests AI functions as a capacity multiplier rather than workforce replacement, at least in the current adoption phase. Small businesses appear to be using AI to handle increased workload rather than to eliminate positions.

Photo: OutreachX
Photo: OutreachX

The Training Problem Affects Everyone

Training gaps:

  • 95% of SMB decision makers say they need more AI training, though 72% describe themselves as AI experts
  • 90% of SMB employees who received AI training reported better performance

Companies adopting AI continue to lag in employee training and upskilling, creating a vulnerability that affects organizations of all sizes. For SMBs, this is the execution gap that decides who turns AI into repeatable gains: the businesses that formalize lightweight, role-based training and certify a handful of “power users” will convert early experiments into durable, margin-positive workflows. In other words, close the skills gap, and the small-team advantage compounds.

From Catch-Up to Competitive Edge

Whether the one-year gap continues to close, stabilizes, or widens depends on factors that remain in flux: enterprise acceleration of AI investment, SMB access to increasingly sophisticated tools, and which segment addresses the training deficit first. What the current data establishes is that small businesses are adopting AI faster than conventional technology diffusion models predicted, and concentrating that adoption in the functions most directly tied to revenue generation. In AI, speed beats scale, and right now, small businesses are winning because they’re moving first.

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CT REIT reports “strong” Q3 2025 results, two new investments of $19 million

PHOTO: CANADIAN TIRE

CT Real Estate Investment Trust reported on Monday its consolidated financial results for the third quarter ending September 30, 2025 and announced two new investments for an estimated $19 million to complete.

Kevin Salsberg
Kevin Salsberg

“Our strong financial performance this quarter reflects the health of our portfolio and the efforts of our team as we continue to make meaningful additions to our asset base,” said Kevin Salsberg, President and Chief Executive Officer, CT REIT. “CT REIT continues to execute on its strategy while providing Unitholders with an attractive combination of growth and stability.”

CT REIT is an unincorporated, closed-end real estate investment trust formed to own income-producing commercial properties located primarily in Canada. Its portfolio is comprised of over 375 properties totalling more than 31 million square feet of GLA, consisting primarily of net lease single-tenant retail properties across Canada. Canadian Tire Corporation, Limited, is CT REIT’s most significant tenant. 

New Investment Activity

CT REIT announced two new investments which require an estimated $19 million to complete. The investments are, in aggregate, expected to earn a going-in yield of 6.45% and represent approximately 50,000 square feet of incremental gross leasable area.

The table below summarizes the new investments and their anticipated completion dates:

PropertyTypeGLA (sf.)TimingActivity
Fort Saskatchewan, ABThird Party Acquisition20,000Q4 2025 Acquisition of the freehold interest underlying a ground lease that CT REIT had an interest in, as well as a multi-tenant commercial retail building
Collingwood, ONIntensification30,000Q2 2027 Expansion of an existing Canadian Tire store

Update on Previously Announced Investments

CT REIT invested $72 million in previously disclosed projects that were completed in the third quarter of 2025, adding 351,000 square feet of incremental GLA to the portfolio as detailed in the table below.

PropertyTypeGLA (sf.)TimingActivity
Calgary (Northpointe at Country Hills), ABThird Party Acquisition197,000Q3 2025 Third party acquisition of a Canadian Tire anchored property
Winkler, MBRedevelopment154,000Q3 2025 Redevelopment of an existing enclosed mall

Financial Highlights

Net Income – Net income was $117.1 million for the quarter, an increase of $22.7 million, compared to the same period in the prior year, primarily due to increases in the fair value adjustment on investment properties, and higher revenues from the Property portfolio, partially offset by higher interest expense.

Net Operating Income (NOI) – Total property revenue for the quarter was $151.2 million, which was $6.6 million or 4.5% higher compared to the same period in the prior year. In the third quarter, NOI was $119.9 million, which was $6.2 million or 5.5% higher compared to the same period in the prior year. This was primarily due to the acquisition, intensification and development of income-producing properties completed in 2024 and 2025, which added $4.1 million, and rent escalations from Canadian Tire leases, which contributed $1.6 million.

Same store NOI was $115.1 million and same property NOI was $115.8 million for the quarter, which were $2.3 million or 2.0%, and $3.0 million or 2.6%, respectively, higher when compared to the prior year. Same store NOI increased primarily due to the increased revenue derived from contractual rent escalations and the recovery of capital expenditures. Same property NOI increased primarily due to the increase in same store NOI noted, as well as from the intensifications completed in 2024 and 2025.

Funds from Operations (FFO) – FFO for the quarter was $80.5 million, which was $2.4 million or 3.1% higher than the same period in 2024, primarily due to the impact of NOI variances discussed earlier, partially offset by higher interest expense. FFO per unit – diluted (non-GAAP) for the quarter was $0.338, which was $0.007 or 2.1% higher, compared to the same period in 2024, due to the growth of FFO exceeding the growth in weighted average units outstanding – diluted (non-GAAP).

Adjusted Funds from Operations (AFFO) – AFFO for the quarter was $75.4 million, which was $2.8 million or 3.9% higher than the same period in 2024, primarily due to the impact of NOI variances discussed earlier, partially offset by higher interest expense. AFFO per unit – diluted (non-GAAP) for the quarter was $0.317, which was $0.009 or 2.9% higher, compared to the same period in 2024, due to the growth of AFFO exceeding the growth in weighted average units outstanding – diluted (non-GAAP).

Operating Results

Leasing – CTC is CT REIT’s most significant tenant. As at September 30, 2025, CTC represented 92.2% of total GLA and 90.9% of annualized base minimum rent.

Occupancy – As at September 30, 2025, CT REIT’s portfolio occupancy rate, on a committed basis, was 99.4%.

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Canadian Shoppers Shift Toward Purposeful Holiday Spending

Photo: This is J

As the 2025 holiday season approaches, Canadian retailers are preparing for what many expect to be a more deliberate, values-driven shopping period. According to Jaimie Harris, founder and CEO of Toronto-based sleepwear brand This is J, the landscape has evolved dramatically over her two decades in retail.

“What we’re seeing this year is a return to purposeful spending,” said Harris. “People don’t want to waste money. They’re being thoughtful, asking questions about where things are made, and seeking value in every purchase.”

Jaimie Harris

Harris, whose company has been producing its signature Bamboo Jammers and loungewear in Canada since 2003, says that the past few years have reshaped the psychology of holiday shoppers.

“During COVID, there was a sense of panic shopping. People just wanted to get whatever they could before delivery delays hit,” she explained. “Now, things have stabilized. There’s more time to think, and people are gravitating back toward gifts that mean something.”

This trend, Harris said, is being reinforced by both economic realities and logistical disruptions. “With tariffs, currency exchange rates, and the rotating Canada Post strike, shoppers are realizing that local is not just ethical, it’s practical,” she noted.

The Tariff Effect and the Rise of Local

For many Canadians, this year marks the first time they’ve felt the tangible effects of tariffs on imported goods. “People have been hearing about tariffs in the news, but they didn’t really understand how it impacted them until they started ordering items and getting hit with unexpected fees at the door,” Harris said.

She described how customers are now more cautious, comparing costs and origins before committing to a purchase. “They’re asking, ‘Where is this made? Who made it? How long has this company been around?’ We haven’t seen that level of curiosity in years.”

This shift has been a boon for Canadian manufacturers. “We’ve been saying for years that Canadian-made matters,” she said. “Now, shoppers are seeing the benefits firsthand. They don’t have to pay duties or worry about delays at the border. They can buy from someone down the street.”

Photo- Canada Post
Super mailboxes. Photo- Canada Post

The Canada Post Strike and Its Ripple Effects

The current rotating Canada Post strike has compounded existing challenges for small businesses. Harris, who ships thousands of orders across the country during the holidays, recalled the difficulties of the previous strike and how it informed her strategy this year.

“We stopped shipping with Canada Post as soon as they announced the possibility of a strike,” she said. “Last time, we had 75 packages stuck in limbo for weeks. It wasn’t catastrophic, but it was a wake-up call.”

For many smaller retailers, however, alternatives are limited. “If you’re in a rural community or your customers use PO boxes, Canada Post is often the only option,” Harris added. “Some businesses don’t have the flexibility we do.”

The uncertainty, she explained, has driven shoppers to act earlier than usual. “People are starting holiday shopping in September because they don’t want to risk delays,” she said. “They’re also visiting us in person at the One of a Kind Show to avoid shipping entirely.”

A Return to In-Person Shopping

Harris first exhibited at the One of a Kind Show 23 years ago and still remembers the early days vividly. “Back then, people came to discover new brands. If they didn’t buy on the spot, they had no idea how to find you again,” she said. “Now, shows like that are more like showrooms. Customers visit, learn your story, and then shop online.”

But 2025 feels different. “We’re seeing a resurgence of people wanting to shop in person. They don’t want to make mistakes online, pay tariffs, or deal with returns. They want to see the product, meet the maker, and know exactly what they’re getting.”

This year, This is J is using the event to celebrate its Canadian roots. “We’re launching an exclusive holiday pattern at the One of a Kind Show,” said Harris. “It’s our way of giving back to the customers who’ve supported us for more than two decades.”

Tree lighting at CF Toronto Eaton Centre in Toronto on November 13, 2024. Photo: Cadillac Fairview

Thoughtful Gifts and the ‘Value-Driven’ Consumer

According to Harris, shoppers are not necessarily spending less, they’re simply spending smarter. “It’s not about cutting back,” she said. “It’s about being careful. People want quality, longevity, and a story behind what they buy.”

She believes that storytelling will play a critical role for retailers this season. “Consumers are savvy now. They want transparency — who you are, what you believe in, and why your product matters,” Harris explained. “Whether you’re a brand or a retailer, you need to give people a reason to connect with you.”

At This is J, storytelling has always been central. The brand’s pajamas are marketed as “pajamas for more than just the bedroom,” designed for comfort at home and beyond. “Holiday time is about comfort, family, and togetherness,” said Harris. “Our focus is on creating those matching moments, families sitting around in their pajamas, making memories together.”

Photo: This is J

Preparing for a Shorter but Busier Season

The structure of the 2025 holiday calendar has also shifted shopping patterns. “Last year, all the big sale days…One of a Kind, Black Friday, Cyber Monday, fell in the same week. It was chaos,” Harris recalled. “This year, there’s more breathing room. It’s giving shoppers and retailers a little more flexibility.”

Despite that reprieve, Harris cautioned that the season will still move fast. “It feels like the time between American Thanksgiving and Christmas is shorter every year,” she said. “Retailers need to have inventory ready early, and consumers need to plan ahead.”

Lessons from Two Decades in Canadian Retail

Reflecting on her 20-plus years in business, Harris has seen holiday retail evolve from dial-up credit card machines to global e-commerce platforms. “When I started, it cost $500 just to connect a Visa machine at the One of a Kind Show,” she laughed. “Now, we can process transactions anywhere on a phone. The industry has changed completely.”

But what hasn’t changed, she emphasized, is the emotional core of retail. “People want connection. Whether it’s through a handmade gift or an online order, the best retailers make people feel something.”

For Harris, that human connection is at the heart of the season. “Holiday shopping isn’t just about buying things. It’s about comfort, care, and shared experiences. That’s what keeps people coming back year after year.”

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Foodservice sector added nearly 24,000 jobs since start of the year: Restaurants Canada

Photo by Mario Toneguzzi
Photo by Mario Toneguzzi

Despite expectations of a difficult year, the foodservice industry outperformed early forecasts, thanks to strong domestic tourism and the GST/HST holiday at the start of the year, according to Restaurants Canada’s Q3 Quarterly Report.

Commercial foodservice revenue was up 6.9% in the first seven months of 2025, but after adjusting for inflation, Restaurants Canada expects real commercial foodservice sales to grow by 2.1% in 2025 and decline by 0.7% in 2026, said the organization.

Kelly Higginson
Kelly Higginson

“There is reason for cautious optimism in the foodservice industry after some very challenging years, but we have to keep the ongoing inflationary pressures in perspective,” said Kelly Higginson, President and CEO of Restaurants Canada. “Operating costs continue to rise while consumers are pulling back on discretionary spending, conditions which make investment in technology and growth plans risky. The federal government needs to deliver on its promise to improve affordability for Canadians in its budget tomorrow.”

Quarterly Report at a glance:

  • Commercial foodservice sales are expected to grow by 5.4% in 2025 before adjusting for inflation, outperforming the previous quarter’s forecast (of 2.7% to 3.7% growth).
  • Canada’s restaurant industry continues to prove it is a job powerhouse, adding 23,600 jobs in the first nine months of 2025, more than the 21,200 jobs created across the broader private sector.
  • 74% of Canadians say they are cutting discretionary spending because of cost-of-living increases, with eating out (56%) and take-out or delivery (50%) being the most common types of expenses they are cutting.
  • Foodservice businesses continue to face significant operating cost increases that challenge their profitability. Over the past two years, insurance costs have increased 14%, food costs 13% and labour costs 11%.
  • Commercial foodservice sales are projected to decelerate to 1.6% growth in Q2 2026. Growth is expected to gradually recover thereafter, plateauing at an average of 3.6% in 2027, indicating a return to more sustainable, pre-pandemic trends.
  • While technology could help foodservice businesses improve productivity and streamline operations, many remain cautious. The top barriers to adoption are high upfront costs (51%), uncertainty about return on investment (43%), and concerns about long-term stability in the business environment (35%).
  • Operators are looking for tools that demonstrate immediate value by helping reduce costs, strengthen operations, or simplify decision-making without placing additional strain on cash flow.
Photo: Mario Toneguzzi
Photo: Mario Toneguzzi

Restaurants Canada said it is urging the federal government to permanently exempt all food, including restaurant meals, from GST/HST, to reduce the cost of living for Canadians and support growth in the foodservice industry. To sign Restaurants Canada’s petition calling on government to exempt all food from sales tax, visit foodisfood.ca.

Restaurants Canada is a national, not-for-profit association advancing Canada’s diverse and dynamic foodservice industry. Restaurants are a $124 billion industry employing nearly 1.2 million Canadians and the number one source of first-time jobs in Canada.

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Staples Canada appoints Jens Cermak as CEO

John Lederer, Executive Chairman of Staples Canada is pleased to announce the appointment of Jens Cermak as Chief Executive Officer, effective December 1, 2025. As CEO, Jens will oversee close to 300 Staples stores, its digital and services business, and Staples Professional, Canada's leading B2B business. (CNW Group/Staples Canada ULC)

Staples Canada has appointed Jens Cermak as Chief Executive Officer, effective December 1, 2025.

As CEO, he will oversee close to 300 Staples stores, its digital and services business, and Staples Professional, Canada’s leading B2B business, said the retailer.

“I am thrilled to join Staples Canada at such an exciting time in the company’s journey,” said Cermak. “Staples has built an incredible foundation as a trusted partner for Canadian businesses and consumers. I look forward to working with the talented Staples team to enhance our customer experience, expand our solutions portfolio, and drive innovation across all channels. Together, we will continue to empower Canadian businesses and individuals to work and learn more effectively.”

“Jens brings an extraordinary combination of retail expertise, operational excellence, and strategic vision to Staples Canada,” said John Lederer, Executive Chairman. “His proven ability to drive transformation, build high-performing teams, and deliver exceptional customer experiences makes him the ideal leader to guide Staples Canada’s continued evolution as The Working and Learning Company. We are confident that under Jens’ leadership, Staples will accelerate its growth trajectory while continuing to serve as a trusted partner for Canadian businesses and consumers.”

With 30 years of distinguished experience spanning retail, finance, and operations, Cermak brings extensive leadership credentials to his new role. Most recently serving as Chief Executive Officer of Amica Senior Lifestyles, he successfully led the organization’s strategic initiatives across an organization of 5,000 team members. Prior to Amica, he spent 13 years at TJX Canada in progressively senior roles, including SVP Director of Operations where he led 400+ stores with more than 20,000 team members across Canada. His career also includes senior finance positions at internationally recognized brands including Grand & Toy, Pepsi, and Labatt. Cermak is a Chartered Professional Accountant and Certified Management Accountant who received an Honours BA from the University of Toronto, said Staples.

Brian McDougall, who has been serving as Interim CEO, will support the leadership transition to ensure continuity for customers, partners, and team members. He will continue in his role as Chief Retail Officer.

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