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How Telematics Slashes Fleet Costs Overnight

By
Retail Insider
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Managing a fleet eats up money fast. Telematics changes that. It’s not just GPS tracking; it’s a system that grabs real-time data from vehicles. Think location, speed, fuel use, and engine health. This tech, often a small device plugged into a vehicle’s OBD-II port, sends info to a cloud platform. Fleet managers then see everything on a dashboard, whether on a phone or computer. By tapping into this data, businesses spot ways to save cash instantly.

Cutting Fuel Costs with Smart Data

Fuel burns a hole in every fleet’s budget. Telematics helps plug that hole. It tracks how much fuel vehicles guzzle and spots bad habits like idling or speeding. For example, data might show a driver idling for hours, wasting fuel. Managers can then coach drivers to cut it out. Route optimisation is another win. Telematics suggests shorter paths, reducing miles driven. According to industry insights, this can shave significant chunks off fuel bills, sometimes overnight, as fleets adjust routes and habits based on real-time info.

Maintenance That Saves Money

Repairs can cripple a fleet’s finances. Telematics catches issues early. Devices pull diagnostic trouble codes (DTCs) straight from the vehicle’s engine. If a fault pops up, managers get alerts instantly. No waiting for a driver to notice a dashboard light. This means small problems don’t turn into big, expensive ones. Pairing telematics with software like Radius automates maintenance schedules. Odometer readings sync daily, triggering service reminders when needed. This keeps vehicles running longer and avoids costly breakdowns.

Proactive Maintenance in Action

Imagine a van hitting 5,000 miles. Telematics flags it for an oil change. The system sends a notification, and the manager schedules it before damage occurs. This proactive approach, backed by real-time data, reduces downtime. Downtime hurts profits; of course, vehicles in the shop aren’t earning money. By addressing issues fast, fleets stay on the road, keeping costs low and customers happy.

Stopping Wasteful Vehicle Use

Unauthorized vehicle use is a silent profit killer. Drivers taking company vans for personal errands rack up fuel and wear costs. Telematics puts a stop to this. It tracks where vehicles are, even outside work hours. If a truck moves when it shouldn’t, an alert pings the manager. This data, drawn from GPS and engine activity, lets fleets crack down on misuse. Using tools from www.radius.com, companies may be able to cut thousands in losses by spotting and addressing off-hours vehicle use. Real-time visibility makes all the difference.

Boosting Efficiency Across Operations

Telematics doesn’t just save on fuel and repairs. It streamlines the whole operation. By integrating with fleet management software, data flows into one place. Managers see vehicle locations, driver habits, and maintenance needs on a single dashboard. No more chasing paper logs or waiting for driver reports. This cuts admin time and errors. For instance, software can calculate cost per mile using telematics data, showing which vehicles are too expensive to keep. This helps fleets decide when to replace old trucks, saving money long-term.

Real-Time Decisions, Real Savings

Picture this: a delivery van takes a long route, burning extra fuel. Telematics spots it, and the manager reroutes the driver instantly. Or a fault code triggers, and a work order is created automatically. These quick actions, powered by live data, keep costs down. Fleet management platforms, paired with telematics, turn raw data into actionable steps. Businesses save by acting fast, not days later.

Why Telematics Is a Must-Have

Fleets of all sizes benefit from telematics. Small businesses with a few vans can cut costs just as much as big logistics firms. The tech is scalable, working with different systems. It’s not just about saving money today. It’s about staying competitive tomorrow. Telematics provides insights that spreadsheets can’t. From fuel efficiency to maintenance, every pound saved adds up. Companies ignoring this tech risk falling behind, as costs creep up unnoticed.

Getting Started with Telematics

Adopting telematics is easier than you think. Most systems are plug-and-play, with devices that connect to vehicles in minutes. Choose a provider that integrates with your existing tools. Look for ones offering strong support and compliance features, like DVSA regulation tracking. Once set up, the savings start rolling in. Real-time data means you’re not guessing—you’re deciding based on facts. For fleets wanting to stay lean and efficient, telematics is the key to unlocking those hidden savings.

First Steps to Funding: Cards for Businesses with No Credit History Explained

By
Retail Insider
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Starting a business is an exciting journey—but accessing funding can be one of the biggest hurdles, especially when you’re just beginning and don’t yet have a credit profile. Traditional lenders often require a solid credit history, which new businesses typically lack. That’s where cards for businesses with no credit history can play a crucial role.

In the United States, financial institutions have begun offering innovative credit solutions specifically designed for startups and entrepreneurs. These cards not only help with day-to-day expenses but also serve as tools for building credit, establishing legitimacy, and gaining financial control.

Let’s break down what these cards are, why they matter, how to qualify, and which options are best for your business.

Why Credit History Matters for New Businesses

Credit history tells lenders how responsible you are with borrowed money. But when you’re just starting out, your business doesn’t have a credit history—making it difficult to secure loans, lines of credit, or even favorable vendor terms.

This lack of history shouldn’t be a dead end. Instead, cards for businesses with no credit history provide a starting point for:

  • Establishing business credit with reporting to agencies like Dun & Bradstreet, Experian Business, or Equifax Business.
  • Separating personal and business finances to simplify bookkeeping and tax filing.
  • Managing startup expenses more efficiently with flexible payment options and budgeting tools.
  • Building credibility with suppliers, banks, and future investors.

Understanding Your Options

There are several types of cards suitable for businesses with no credit history in the U.S. Let’s explore the most accessible options:

1. Secured Business Credit Cards

These require a refundable security deposit—usually equal to your credit limit. Since there’s little risk for the issuer, they’re ideal for businesses without credit history.

Pros:

  • Easy approval
  • Builds business credit
  • Controlled spending

Cons:

  • Requires upfront deposit
  • Lower initial limits

Example: Wells Fargo Business Secured Credit Card

2. Business Charge Cards Linked to Personal Credit

Some companies allow you to apply using your personal credit score, bypassing the need for an established business credit history.

Pros:

  • No preset spending limits
  • Strong rewards programs
  • Builds both personal and business credit

Cons:

  • Requires good personal credit
  • Balance must be paid in full monthly

Example: American Express Blue Business Plus

3. Fintech & Startup-Friendly Cards

New financial platforms like Brex and Ramp offer cards that rely on factors like your business cash flow, bank balance, or revenue rather than credit history.

Pros:

  • No personal guarantee
  • No credit check
  • Built-in expense management tools

Cons:

  • Often require a U.S. business bank account
  • May not report to all business credit bureaus

4. Corporate Prepaid Cards

These aren’t credit cards but can help new businesses control spending, assign employee cards, and gain operational structure.

Pros:

  • No credit check or debt risk
  • Useful for budget control
  • Great for teams

Cons:

  • Doesn’t build credit
  • Must preload funds

How to Qualify: Step-by-Step

Even without business credit, you can still get approved. Here’s how:

1. Use Your EIN and Business Details

Apply for an Employer Identification Number (EIN) from the IRS—it’s free and helps establish your business as a separate entity.

2. Open a Business Bank Account

This is essential for fintech cards and also builds legitimacy in the eyes of lenders and card issuers.

3. Start with a Secured or Personal-Backed Card

If your business is very new, a secured card or one based on your personal credit will likely be the easiest route.

4. Maintain Responsible Usage

Pay balances in full, keep utilization low, and never miss a due date. These actions help you build business credit quickly.

Key Features to Look For

Not all cards are created equal. When researching cards for businesses with no credit history, pay close attention to:

  • Credit Reporting: Does the card report to business credit bureaus?
  • Annual Fees: Watch for high fees, especially on secured cards.
  • Rewards Programs: Some starter cards still offer points, cashback, or travel perks.
  • Spending Controls: Ability to issue employee cards and set limits is a bonus.
  • Interest Rates: Introductory 0% APR offers can be helpful for short-term purchases.

Tips to Build Credit Fast

Using your card wisely can help your business establish credit within months:

  1. Pay on time—every time: Payment history is the most important credit factor.
  2. Keep utilization low: Try not to spend more than 30% of your available limit.
  3. Upgrade when eligible: Many secured cards allow you to upgrade to unsecured once you’ve proven creditworthiness.
  4. Check your business credit reports: Monitor your profile with bureaus like D&B and Experian.

Final Thoughts

Securing funding and building credit can feel overwhelming in the early days of entrepreneurship—but cards for businesses with no credit history offer a reliable, flexible, and accessible entry point.

Whether you’re launching a freelance business, starting an e-commerce store, or setting up a tech startup, there’s a card that can help you manage finances while paving the way for future growth. Choose the right card, use it responsibly, and watch your credit—and business—build momentum.

Why Real-Time Payment Processing is the Future of Financial Services

By
Retail Insider
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Real-time payment processing is rapidly becoming a standard as consumer expectations shift toward immediacy and transparency. To remain competitive in 2025, businesses and financial institutions must embrace instant payment systems.

This article explores the key benefits and challenges of adopting real-time processing and why it is poised to define the future of financial services.

Digital Payment Landscape in 2025

In 2025, digital payments are a critical infrastructure component. However, the traditional batch-based systems used by many banks and financial providers struggle to keep up with the demand for immediacy.

Real-time payment processing addresses these challenges by enabling funds to be transferred, cleared, and settled within seconds. Networks like SEPA Instant in Europe, FedNow in the US, and UPI in India exemplify the global push toward faster transactions. Real-time capabilities are becoming a fundamental expectation for both consumers and businesses engaging in digital commerce, payroll, lending, and beyond.

Benefits of Real-Time Payment Processing

Improved Transaction Speed

Transactions that traditionally took hours or even days are now completed in seconds. It reduces friction in the customer journey and enhances liquidity for businesses. For B2B payments, where cash flow is often a critical factor, the ability to settle instantly can strengthen supply chain relationships and streamline operations.

Enhanced Customer Satisfaction

Whether it’s a salary payment, a refund, or a peer-to-peer transfer, users expect financial transactions to be as seamless as sending a message. Real-time processing meets this demand and builds trust and satisfaction. For financial institutions and fintech providers, meeting these expectations can improve customer retention and support brand differentiation.

Operational Efficiency and Automation

Real-time systems reduce the need for manual reconciliation, exception handling, and delayed processing windows. By integrating a robust payment reconciliation tool into their operations, online businesses can automate ledger updates, reduce errors, and minimise operational overhead. For payment orchestrators, which specialise in advanced payment infrastructure, these efficiencies translate into better scalability and agility for their clients.

Challenges to Adoption

Despite the compelling benefits, transitioning to real-time processing poses several challenges.

Infrastructure Modernisation

Legacy systems are a significant barrier. Many banks still rely on batch processing architectures that are incompatible with real-time clearing and settlement. Upgrading these systems requires significant investment in software, backend connectivity, data architecture, and cybersecurity protocols. Payment orchestration platforms like Corefy help bridge this gap by offering modular, API-driven solutions that integrate with both modern and legacy systems.

Fraud and Risk Management

Real-time processing compresses the window for fraud detection. Traditional risk assessment tools, which may analyse transactions over hours or days, must now operate in milliseconds. This shift requires more sophisticated, AI-powered fraud detection mechanisms, integrated directly into the payment flow. Financial institutions must balance the speed of instant payment systems with compliance and security.

Cross-Border Compatibility

Global payment networks are fragmented. While domestic real-time payment systems are gaining traction, cross-border interoperability remains limited. Differences in regulation, currency, and messaging standards hinder seamless international transfers. Initiatives like ISO 20022 aim to standardise messaging across global networks, but widespread adoption is still in progress.

The Strategic Imperative for Financial Institutions

For financial institutions, embracing real-time payment processing means staying in the game. Traditional banks need it to stay relevant in a market increasingly shaped by digital-native players. For fintechs and payment service providers, it’s a way to sharpen their competitive edge by offering fast and flexible services.

Adding real-time capabilities to a payment infrastructure opens the door to entirely new business models, including instant loans, on-demand insurance, or just-in-time payroll. These innovations rely on money moving immediately, not hours or days later. And in emerging markets, where mobile-first banking is the norm, real-time payments can play a major role in improving access to financial services and driving economic inclusion.

As we move further into 2025 and beyond, several financial technology trends are converging to support the growth of real-time payments:

  • Embedded finance is integrating real-time transactions directly into non-financial platforms.
  • Programmable money and smart contracts on blockchain platforms enable conditional, real-time disbursements.
  • AI-driven reconciliation tools will become essential to handle the volume and velocity of instant payments.
  • Cloud-native payment infrastructure will provide the elasticity and performance required to support global, always-on networks.

Payment orchestration platforms exemplify this evolution by enabling businesses to integrate and orchestrate payments across multiple providers and methods, all while supporting real-time capabilities.

Final Thoughts

Real-time payment processing marks a turning point in the evolution of financial services. It represents a shift from passive, delayed financial interactions to an active, real-time economy. While challenges around infrastructure, security, and regulation remain, the benefits in transaction speed, customer satisfaction, and operational efficiency are too significant to ignore.

Institutions that invest now in modernising their payment infrastructure and embracing instant payment systems will be best positioned to thrive in a digital-first economy.

Ruby Liu Presses On as Landlords Reject Bay Lease Deals

By
Craig Patterson
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Rendering of a fashion area in the new Ruby Liu department store. Image: Ruby Liu

Entrepreneur and real estate investor Ruby Liu says she’s not giving up — even after a major setback involving her plan to acquire dozens of Hudson’s Bay stores across Canada. A court-appointed monitor has confirmed that landlords representing 23 of 25 store leases have opposed her company’s proposed lease assignments, placing the future of the broader acquisition effort in jeopardy. Despite the rejection, Liu remains firm in her belief that she can help reinvent Canada’s struggling department store sector.

According to the Fifth Report of the Monitor, Alvarez & Marsal Canada Inc., landlords for the majority of the leases included in an Asset Purchase Agreement signed by Ruby Liu Commercial Investment Corp. in May have declined to consent to the lease transfers. These leases span key shopping centres in Ontario, Alberta, and British Columbia and were positioned to form the backbone of Liu’s new department store concept.

Following landlord meetings during the week of June 2, legal representatives for 23 properties wrote to the Monitor or to Hudson’s Bay counsel expressing opposition to the assignments. While the Liu team is continuing to provide further disclosures in hopes of turning the tide, the Monitor noted that the landlords have signaled clear resistance, at least for now.

A Vision That Extends Beyond Profit

Despite the rejections, Liu released a powerful personal statement through her company’s social media channels, defending her decision and doubling down on her long-term vision.

Weihong (Ruby) Liu

“I’m nearing sixty, and once again, I’ve chosen the road few dare to take,” Liu wrote. “Many have questioned my decision. Some say it’s reckless… But I don’t see this as a gamble.”

Liu described her plan not as a commercial play, but as a mission to revitalize Canada’s retail environment — one she views as increasingly disconnected from the communities it once served.

“This isn’t just about capital or profit. It’s about building something meaningful — something vibrant, fresh, and full of life. A place where young people can step out of the digital haze and rediscover genuine human connection.”

Her statement underscores a broader critique of Canadian shopping centres, which she argues have become stale and uninspired. She envisions multi-purpose destinations combining shopping, dining, and cultural experiences — environments that invite people back into physical spaces at a time when much of life has moved online.

Ruby Liu’s Bid for HBC Leases

The transaction at the centre of the current dispute involves 25 Hudson’s Bay store leases that Liu hoped to acquire through a court-approved lease monetization process. While the identities of the specific properties have not been publicly disclosed, the Asset Purchase Agreement was signed in tandem with a separate, more advanced agreement covering three Hudson’s Bay locations in British Columbia: Tsawwassen Mills, Mayfair Shopping Centre in Victoria, and Woodgrove Centre in Nanaimo. Those three leases are already owned by Central Walk — the property group chaired by Liu — and are expected to proceed, with court approval sought on June 23.

The Monitor confirmed that Liu’s $6 million offer for the three BC leases represented the highest value among all bids submitted through the formal lease solicitation process.

Rendering of a Ruby Liu store. Image: Ruby Liu

Limited Bidding and Widespread Lease Disclaimers

The broader Lease Monetization Process, overseen by brokerage firm Oberfeld Snowcap, failed to attract widespread interest. Of 96 Hudson’s Bay and Saks-affiliated stores nationwide, only 12 parties submitted qualified bids covering 39 locations. A full 62 leases received no offers.

To date, 59 leases have been disclaimed, with store closures and property turnover continuing through late June. The Monitor’s filings suggest that, aside from Liu’s three approved leases and one or two additional transactions under negotiation, most of the Hudson’s Bay retail footprint will be relinquished to landlords.

Liquidation Generates Strong Returns, Employees Receive Support at Court Appoints Counsel 

The company’s store liquidation, completed on June 1, generated over $509.9 million in gross receipts. This included $349.3 million in owned merchandise sales, $104 million in consignment sales, $43.9 million in additional goods, and $12.7 million in FF&E sales. While merchandise performance exceeded expectations, FF&E returns fell short, and cleanout work remains ongoing in several locations.

The Court has formally appointed Ursel Phillips Fellows Hopkinson LLP as Employee Representative Counsel, with over 14,500 active and former workers now represented. Only 68 opted out. The Court has also issued a WEPPA Declaration Order, clearing the way for unpaid wage and severance claims to be filed with Service Canada.

A seven-member employee committee has also been constituted to provide input and direction to counsel as the restructuring proceeds.

Corporate Name Change on the Horizon Following Canadian Tire Deal

The Court previously approved the sale of Hudson’s Bay’s intellectual property to Canadian Tire Corporation, with a closing date expected on June 24, 2025. As part of the agreement, Hudson’s Bay entities will be required to formally change their corporate names to avoid brand confusion. Articles of amendment will be filed following transaction completion.

Cash Flow Stronger Than Forecast

From May 3 to June 13, the company reported net positive cash flow of $54.8 million, with a closing balance of $131.9 million, far exceeding the forecasted $82.5 million. This was attributed to higher liquidation sales and delayed disbursements. The company also made significant payments to its ABL and FILO lenders during the period.

Liu’s Resolve: “What I Fear Most Is Never Having Tried”

Liu’s statement ends not with defiance, but with a quiet confidence rooted in resilience. She reflects on her immigrant journey, her contributions to Canada, and her belief in creating a new future rather than waiting for permission to join the old one.

“My life has always been a battle. I’m not afraid to lose. What I fear most is never having tried,” she wrote. “So I choose to keep going. To stay bold. To keep moving forward with conviction.”

Liu acknowledges that she may never be accepted by what she calls the “mainstream,” but she sees that as an invitation to create a new one — one that reflects the diversity, courage, and creativity of modern Canada.

“I’m not here to defeat anyone. I’m here to build something better.”

With court hearings scheduled for June 23, the next chapter of Ruby Liu’s retail endeavour will soon unfold. For now, her words — and her refusal to walk away — offer a clear message: this fight is far from over.

More from Retail Insider:

Ruby Liu’s Bold Plans for a New Department Store Chain

By
Craig Patterson
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Emsphere in Bangkok, Thailand, June 2025. Photo: Carl Boutet

Weihong (Ruby) Liu, the billionaire real estate investor and owner of Central Walk, is poised to become one of the most influential figures in Canadian retail with her bold plan to launch a new department store chain—potentially the first time in modern retail history that a single entrepreneur has launched such a concept at scale, from the ground up.

As the Hudson’s Bay Company (HBC) exits the traditional department store market, Liu has stepped in with offers to acquire leases at up to 28 locations across Ontario, Alberta, and British Columbia. 

Among them are three properties she already owns—Woodgrove Centre in Nanaimo, Mayfair Shopping Centre in Victoria, and Tsawwassen Mills, where she placed a $6 million bid for the leases.

The new concept will bear her own name: Ruby Liu. “This is not about saving an old brand,” Liu told Retail Insider in a recent interview in Mandarin. “It’s about creating something completely new—something exciting, inclusive, and alive.”

Redefining the Department Store

Retail strategist Carl Boutet, who has closely followed Liu’s movements and visited cutting-edge malls in Asia that have inspired her, says Liu’s concept represents a seismic shift in how we think about department stores.

Carl Boutet at Emsphere in Bangkok, Thailand, June 2025. Photo: Carl Boutet

“We need to reset our minds on what the term ‘department store’ even means,” said Boutet in an interview. “It’s no longer about a sea of product. It’s about a sea of experiences, with retail as part of a broader, curated lifestyle offering.”

Boutet says Liu’s stores will offer much more than merchandise. “Think children’s play zones, Asian supermarkets, buzzing food courts, live performances, pet grooming, jewellery repair—you name it. She’s curating energy, not just selling stuff.”

From HBC’s Collapse, a New Vision Emerges

Hudson’s Bay filed for creditor protection in March 2025, setting off a race among landlords, investors, and competitors to scoop up valuable real estate. While Canadian Tire Corporation purchased the HBC brand and IP for $30 million, Liu quietly pursued the physical leases, focusing on malls she believed had untapped potential.

In May, Liu submitted a formal bid for 28 leases, including her three Central Walk properties. She committed $6 million on her owned properties and made a further $9.4 million in deposits for the others.

Court approval is expected on June 23, at which point Liu will take possession of the three HBC-owned stores at her malls. Renovations are set to cost around $30 million for Mayfair and Woodgrove alone, with her broader renovation budget still evolving as negotiations continue.

Emsphere in Bangkok, Thailand, June 2025. Photo: Carl Boutet

Fast Track to Opening

Liu’s team is working toward opening the first Ruby Liu stores by early November, a remarkably tight timeline. Boutet believes this “minimum viable product” strategy will allow Liu to test concepts and build excitement before fully rolling out her flagship experiences.

“She’s likely treating this as an A-B store strategy,” said Boutet. “The ‘A’ locations—like the ones in Central Walk malls—will be heavily invested in and fully built out over time. The ‘B’ stores may open faster with lighter touch renovations, allowing the brand to quickly gain visibility and attract shoppers.”

Inspiration from Asia’s Most Dynamic Malls

While Liu hasn’t revealed every detail of her plan, much of it appears to draw from Asian retail environments, especially high-concept malls in Bangkok, Seoul, and Shenzhen that integrate food, fashion, entertainment, and digital experiences under one roof.

Weihong (Ruby) Liu. Photo: Craig Patterson

Boutet, who recently visited one such mall—Bangkok’s Emsphere—at the request of Liu’s team, said it offered insight into her vision.

“Emsphere has everything: immersive food courts, limited-edition collectibles, automotive showrooms, pop-up art, and even a 6,000-seat concert venue,” said Boutet. “It’s like a retail theme park, and it feels like every floor has a new surprise.”

While the Ruby Liu stores in Canada will be smaller—typically 150,000 square feet—the emphasis on energy, variety, and community engagement is central to her strategy.

Meeting Shoppers Where They Are

Liu has been clear that her stores will be experiential and multicultural. “Hudson’s Bay failed because it didn’t value young people,” she recently told Retail Insider. “It didn’t create spaces for them to gather, and it didn’t invest in the future.”

To counter that, Liu plans to incorporate features like live stages, dynamic food halls, kids’ play areas, and possibly even VR gaming or drone retail zones.

“She’s not building retail boxes. She’s building destinations,” said Boutet. “There’s an entrepreneurial flair to this that you don’t usually see from someone stepping into a retail role for the first time.”

Emsphere in Bangkok, Thailand, June 2025. Photo: Carl Boutet

Landlords: A Mixed Reception

Despite the scale and vision of Liu’s plans, some landlords remain skeptical. Court documents show that several mall owners submitted letters to Hudson’s Bay expressing concern about her bids. Liu herself has said that in at least one meeting, a landlord gave her only five minutes before walking out.

“She’s unconventional,” Boutet said. “She’s not using the traditional playbook. She’s using Gmail accounts for hiring, she’s moving fast, and she’s operating with instinct and agility. That scares some people.”

However, landlords with harder-to-fill locations—or those looking to revitalize tired properties—are showing more enthusiasm.

“Some understand the vision and want to ride the wave,” said Boutet. “Others are more conservative. But the ones who say yes early will benefit most.”

Emsphere in Bangkok, Thailand, June 2025. Photo: Carl Boutet

More Than Just a Storefront

The Ruby Liu model is about building community as much as commerce. Liu has promised to prioritize former Hudson’s Bay employees for hiring and to include HBC suppliers where possible.

“She’s trying to preserve part of Canada’s retail heritage, but in her own way,” said Boutet. “She’s not bringing back The Bay. She’s creating something new.”

While some features—like play zones—may not be profit centres themselves, Boutet argues that they drive the kind of foot traffic that fuels overall sales.

“Retail isn’t just transactional anymore,” he said. “The most successful malls and stores in Asia operate like cultural centres. Ruby’s tapping into that.”

Emsphere in Bangkok, Thailand, June 2025. Photo: Carl Boutet

The Branding Challenge

The name “Ruby Liu” for a department store has raised eyebrows, but Boutet says it may be one of Liu’s smartest moves.

“Branding it with her own name conveys personality and ownership,” he said. Consumers connect with people more than corporations.”

Still, he believes the visual identity will need refinement. “The font, the logo, the brand story—it’s all 1.0 right now,” he added. “There’s room to polish. But the bones are there.”

Liu’s direct engagement with customers—including handing out money at events and meeting shoppers in line—has helped humanize the brand even before stores open.

Rendering of a Ruby Liu store at Coquitlam Centre. Image: Ruby Liu

A National Experiment in Real Time

The success of the Ruby Liu department store chain will depend not just on Liu’s vision, but on collaboration. That includes leasing partners, municipalities, suppliers, and brand operators willing to take a chance.

“Everybody has to take a risk,” said Boutet. “This isn’t a sure thing. But it’s bold. It’s imaginative. And frankly, it’s exciting.”

At a time when many are lamenting the decline of traditional retail, Liu’s plans offer a radical counterpoint—a vision built not on nostalgia, but on reinvention.

“She didn’t have to do this,” Boutet said. “She could have stuck with her three malls and gone golfing at her course. But she sees something here. She believes in it. And she’s putting real money on the table.”

Betting on Ruby

With court approval expected within days and plans already in motion for store launches this fall, the Ruby Liu department store experiment is no longer hypothetical—it’s happening.

If successful, it could mark a turning point in how Canadians shop, socialize, and experience retail. If it fails, it will still be remembered as one of the boldest gambits in Canadian retail history.

“She’s swinging for the fences,” said Boutet. “And win or lose, we need people like her in this industry.”

More from Retail Insider:

Retail sales surpass $70 billion in April: Statistics Canada

By
Mario Toneguzzi
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Photo: Nataliya Vaitkevich
Photo: Nataliya Vaitkevich

Retail sales increased 0.3% to $70.1 billion in April. Sales were up in six of nine subsectors and were led by increases at motor vehicle and parts dealers. Core retail sales, which exclude gasoline stations and fuel vendors and motor vehicle and parts dealers, were up 0.1% in April, reported Statistics Canada on Friday.

In volume terms, retail sales increased 0.5% in April.

“Feedback from respondents for April highlighted the effects of trade tensions between Canada and the United States on Canadian retail businesses. According to answers to supplementary questions, 36% of retail businesses were impacted by the trade tensions in April. The most common impacts were price increases, change in demand for product and supply chain disruptions. Despite six of nine subsectors posting monthly gains in retail sales, all nine subsectors saw a negative impact on sales,” said the federal agency.

Photo: Andrea Piacquadio
Photo: Andrea Piacquadio

The largest increase in retail sales in April was observed at motor vehicle and parts dealers (+1.9%), up for a second consecutive month. The increase was led by higher sales at new car dealers (+2.9%) and used car dealers (+2.1%). The largest decrease in the motor vehicle and parts dealers subsector was in automotive parts, accessories and tire retailers (-4.7%), explained Statistics Canada, adding that sales at gasoline stations and fuel vendors (-2.7%) decreased in April for a second consecutive month. In volume terms, sales at gasoline stations and fuel vendors increased 0.4%.

“Core retail sales edged up 0.1% in April, posting their third consecutive monthly increase. The gain was led by higher sales at sporting goods, hobby, musical instrument, book, and miscellaneous retailers (+1.0%) and furniture, home furnishings, electronics and appliances retailers (+0.8%),” noted Statistics Canada.

“Higher sales were also recorded at food and beverage retailers (+0.2%) in April. The increase in this subsector was led by gains at supermarkets and other grocery retailers (+0.4%).

“The largest decrease to core retail sales in April came from clothing, clothing accessories, shoes, jewelry, luggage and leather goods retailers (-2.2%).”

Photo: RDNE Stock project
Photo: RDNE Stock project

On a seasonally adjusted basis, retail e-commerce sales increased 3.6% to $4.4 billion in April, accounting for 6.2% of total retail trade, compared with 6.0% in March, said Statistics Canada.

“Statistics Canada is providing an advance estimate of retail sales, which suggests that sales decreased 1.1% in May. Owing to its early nature, this figure will be revised. This unofficial estimate was calculated based on responses received from 53.8% of companies surveyed. The average final response rate for the survey over the previous 12 months was 90.8%,” it said.

Maria Solovieva
Maria Solovieva

Maria Solovieva, Economist, TD Economics, said as expected, consumers continued front-load vehicle purchases in anticipation of price increases that are likely to come due to tariffs.

“However, core sales may be an early signal of broader consumer hesitancy in the face of trade policy headwinds. According to a supplementary by Statistics Canada survey, 36% of retail businesses reported being affected by trade tensions in April. The most commonly cited impact included price increases, change in demand, and supply chain disruptions,” she said.

“The advance estimate sets a somber tone for the second quarter. In addition, our internal credit and debit card spending data shows a meaningful softening in spending through May, suggesting that consumers tightened their purse strings.  As a result, we expect real personal consumption expenditures to be flat this quarter, with consumer spending likely to contract in Q3 if U.S. tariffs continues to weigh on sentiment and job prospects.”

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Caulfeild Apparel Navigates Retail Shift in Canada

By
Craig Patterson
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Photo Caulfeild Apparel Group

With roots dating back to 1886, Caulfeild Apparel Group has weathered more than a century of fashion trends, retail transformations, and market disruptions. Headquartered in Oakville, Ontario, the family-owned business is today one of Canada’s oldest apparel companies. CEO Mike Purkis, who acquired the company in 2003, is now steering Caulfeild into its next era, guided by a blend of heritage and innovation.

“We’ve been Toronto-based for 140 years,” said Purkis in a recent interview. “Started as a retailer, ended up importing British goods. In the seventies and eighties, we actually had one of the largest sewing machine plants in Toronto. We manufactured Caulfeild robes. Then we got into licensing—Gant, Izod, Calvin Klein, Cutter & Buck.”

Today, Caulfeild focuses on both licensing and brand ownership. “We own Joe Boxer for Canada entirely, Modern English, Benson, and we license Robert Graham for loungewear and Stacey Adams for multiple categories including dress shirts, sportswear, and underwear.”

Filling the Void Left by Hudson’s Bay

For decades, Hudson’s Bay was a critical retail partner. Caulfeild Apparel Group’s brands held significant floor space within the department store chain. The recent collapse of Hudson’s Bay as a multi-brand department store in Canada, however, has forced a significant industry reckoning.

Mike Purkis

“Hudson’s Bay at peak was doing $550 million in men’s sportswear alone,” said Purkis. “In their last year, that number dropped to around $300 to $350 million. That’s a huge hole in the market right now.”

Purkis expressed skepticism about recent attempts to revive the Hudson’s Bay footprint. “Canadian Tire bought the rights to the name, and I don’t know if that’s a great story. I don’t think they’re going to open multi-brand stores. Then you have Ruby Liu in Vancouver talking about opening over 25 doors—but she can’t even use the Hudson’s Bay name.”

The exit of Hudson’s Bay from the department store space has had widespread consequences. “You’ve got a billion-dollar gap in the market, and frankly, I don’t know who’s going to fill it.”

Strategic Brand Shifts and Distribution Expansion

In anticipation of industry shifts, Caulfeild had already begun pivoting. The company’s partnership with Costco has become increasingly central.

“They’ve been a great partner to us,” said Purkis. “They don’t hurt your market elsewhere, and they prove you can sell a hundred thousand of an item in six weeks.”

The company is also expanding into the U.S. market, launching Robert Graham underwear and Benson in select U.S. locations. “We’re focusing on North American distribution. Canada’s 40 million people—it’s a great market, but to grow you need to think more globally.”

Photo Caulfeild Apparel Group

Supply Chain Disruptions and Tariff Pressures

Caulfeild, like many other Canadian distributors, has had to navigate an increasingly complex trade environment. In particular, shifting U.S.-China tariff policies disrupted business in early 2025.

“The way the tariffs were launched, they came in so fast and unpredictably that even lawyers didn’t know how they’d be applied to goods in a bonded warehouse,” said Purkis. “At one point, the tariffs were 152%. It froze our shipping for 8 to 10 weeks.”

Purkis said the company has since diversified sourcing away from China to mitigate future risk. “The China-U.S. trade war isn’t going away anytime soon. We’re looking at other countries and sustainable production models.”

A Meaningful Commitment to Sustainability

Caulfeild’s approach to sustainability is more than a marketing message—it’s built into the business model. The company’s investment in Outland Denim, a socially responsible brand manufacturing in Cambodia, exemplifies that ethos.

“We built a factory in Cambodia that employs women rescued from human trafficking, trains them, and gives them healthcare,” said Purkis. “We buy only organic cotton, use renewable vegetable dyes, and ensure no child or slave labour.”

But for Purkis, sustainability is holistic. “If you buy organic cotton but don’t pay your employees a living wage, are you really sustainable? Sustainability means repeatable cycles—people, planet, resources.”

He also warns that meaningful sustainability comes at a cost. “To make things properly is going to cost more, and the consumer has to pay more. Otherwise, sustainability will suffer.”

Modern English brand, developed in-house. Photo Caulfeild Apparel Group

The Future of Canadian Apparel Retail

With traditional department stores gone or weakened, Canadian apparel brands and distributors must rethink their retail strategies. Purkis believes this shake-up could create new opportunities.

“Outlets are doing great, and luxury seems to be okay, but there’s a big gap for moderate-priced multi-brand retail,” he said. “Moores and Tip Top are still around, but they don’t offer the experience today’s consumers want.”

He sees potential in independent boutiques, particularly those with curated assortments and strong service. “In towns like Oakville and Halifax, stores like Burrows and Dugger’s are doing well, but they’re selling $250+ shirts. That’s not accessible for most Canadians.”

He also noted that retailers like Simons, while strong, can’t absorb the full market share left by Hudson’s Bay. “Simons does an awesome job, but they’re 70% private label, and they have only 13 doors. They’ll pick up some of the business, but not all.”

Joe Boxer, one of several brands distributed exclusively in Canada by Caulfeild. Photo Caulfeild Apparel Group

Considering Standalone Retail and Brand Acquisition

Purkis isn’t ruling out a shift into standalone retail for Caulfeild’s brands.

“We’ve never done retail ourselves, but I think going direct-to-consumer is important,” he said. “Online isn’t the only way to do that. Vertical brand stores are possibly on the map.”

The company is also actively exploring acquisitions. “We’ve built three brands and we’re looking to buy more. Sadly, there are going to be some companies that don’t make it. That might open the door for us.”

While he’s not planning to take on dozens of leases like others in the market, he’s watching closely. “If someone else opens a new department store model, we’ll be ready to engage—but I don’t believe anyone can open by Q4 2025.”

A Challenging Transition Ahead

With brands once heavily reliant on Hudson’s Bay now left scrambling, the short-term reality is stark.

“We’ve had calls from people who had container loads of product they can’t land,” said Purkis. “They’re calling Costco and TJ Maxx. But TJ Maxx knows there’s a glut, and they’re offering lower prices.”

Others, he said, may simply sit on product until Spring 2026 and repackage it. “Next spring, the theme will be retro 2025—because that’s what’s sitting in storage.”

While Caulfeild saw the writing on the wall early and reduced spring orders, many others weren’t so lucky. “I had partners in the U.S. with goods parked in Shanghai they didn’t want to bring in,” said Purkis. “The ripple effects will last for several seasons.”

A Resilient Legacy and a Watchful Eye on What’s Next

Despite the industry chaos, Purkis remains optimistic.

“Fashion’s about trends. You lose some, you win some. We’ve lasted 140 years by adapting,” he said. “We’ll continue doing that.”

Still, he’s acutely aware of the magnitude of change. “Some brands lost 80–100% of their Canadian distribution overnight when Hudson’s Bay closed. For many, there’s nowhere else to go.”

For now, Caulfeild Apparel Group will continue to lead with strategy, values, and adaptability—principles that have carried it through decades of disruption, and that will no doubt guide its next chapter.

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S&S Activewear strengthens Canadian presence

By
Mario Toneguzzi
-
Photo: S&S Activewear
Photo: S&S Activewear

S&S Activewear, a leading technology-enabled distributor of apparel and accessories in North America, is expanding its product availability across Canada, with a particular focus on strengthening inventory depth at its Vancouver distribution centre.

The initiative ensures cross-country Canadian customers maintain consistent access to their preferred styles and brands with faster delivery times and reduced freight costs, explained the company.

“Our customers depend on us for consistent product availability and this enhanced inventory strategy in Vancouver demonstrates our commitment to meeting that expectation,” said Craig Ryan, VP of commercial Canada at S&S Activewear. “We’re providing the reliability and faster shipping that decorators and promotional product distributors need to serve their own customers effectively.

“When our customers need it, we have it locally. That’s the S&S advantage in action.”

Source: S&S Activewear
Source: S&S Activewear

S&S Activewear’s Vancouver facility serves as a critical distribution hub for western Canada, complementing the company’s Toronto operations to provide comprehensive coverage across the Canadian market. The facility will now stock popular owned brands and various private label collections favored by promotional product decorators and screen printers—including Team 365, CORE365, Harriton, Devon & Jones and North End—with delivery times dropping dramatically to western Canadian customers, said the company.

“The announcement comes as part of S&S Activewear’s broader commitment to adding more brands and inventory to its western distribution centers in 2025. The company’s proactive inventory management approach includes strategic transfers between distribution centers and careful demand forecasting to minimize disruptions, reduce delivery times and decrease freight costs,” it said.

Founded in 1988 and headquartered in Bolingbrook, Illinois, S&S Activewear is a leading technology-enabled distributor of apparel and accessories in the United States and Canada. S&S offers more than 100 brands, including basic garments to fashion-forward styles, with over 6 million square feet of warehouse space across North America. S&S services a broad range of customers through its nationwide network, including retail brands, e-commerce companies, garment decorators, promotional products distributors, entertainment merchandisers, lifestyle brands and web-based platforms for apparel customization.

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New survey reveals 75% of consumers frustrated by long customer service wait times and poor resolutions

By
Mario Toneguzzi
-
Photo: Yan Krukau
Photo: Yan Krukau

Customer service is the backbone of any successful business – after all, a happy customer is a loyal customer. Yet many companies are falling short of expectations. Rather than support and resolutions, dealing with support can feel like more hassle than it’s worth – long wait times, a lack of care, and no guarantee of a resolution.

Gradient Labs conducted a customer support survey to evaluate consumer sentiment towards customer service processes, the issues they commonly face, and how they deal with them – with the results showing that customer satisfaction is far from guaranteed. 

In a survey of 1,500 adults, conducted by Gradient Labs, consumers were asked to share sentiment towards customer service processes, the issues they commonly face, and how they deal with them.

Key research insights:

  • Some 75% of consumers rank long waiting times as a major customer service frustration, with 52% believing companies intentionally complicate the process.
  • Only 11% of consumers say all of their customer service inquiries are resolved, while 13% report that their problems are rarely or never addressed effectively.
  • Frustrated by a lack of resolution, 51% of consumers say they have taken their complaints further, with 19% visiting a company’s physical location, 17% threatening legal action, and 13% filing a government complaint.
  • After wasting time on inefficient and ineffective support processes, 71% of consumers believe businesses should financially reimburse customers for poor customer service interactions. 

“Despite all the new-age customer service touchpoints available, most consumers still prefer to do it the old-fashioned way. Promising immediate support, 78% prefer to pick up the phone rather than wait for a reply to their email, tweet, or message,” said the report.

“But even a phone call doesn’t guarantee a quick resolution. Too often, a simple query or concern can turn into hours spent on hold and days of back and forth with no answer or resolution in sight. Just 11% of consumers say their issues are always resolved by customer support agents, while 13% insist their problems are rarely or never adequately addressed.

“Seeking help can be frustrating, but few experiences are as exasperating as reaching out to customer support only to be told to “Google it” – a scenario encountered by 10% of consumers – as if you hadn’t already tried before wasting your time on hold.”

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TG Appliance Group selects LEAFIO AI to enhance floor planning across its showrooms

By
Mario Toneguzzi
-
Photo: TG Appliance Group
Photo: TG Appliance Group

TG Appliance Group, owner of two of Ontario’s premier high-end appliance destinations, Tasco and Goemans, has chosen LEAFIO Shelf Efficiency to modernize its approach to showroom merchandising and floor planning across its 13-store network.

With a legacy spanning over 70 years, TG said it is now setting a new standard in how large-format retail spaces are managed.

“While most retailers rely on traditional shelf space to drive sales, TG’s showrooms present a unique visual merchandising challenge. The company specializes in showcasing large appliances—refrigerators, washers, dryers, and ranges—on open floors rather than on shelves. While there are shelving units along the store perimeters for accessories, the primary revenue drivers occupy the middle of the store, where visual impact and layout play a crucial role in the customer journey,” it said.

“Until recently, TG’s merchandising and floor plan management were handled manually—a process that was time-consuming, labour-intensive, and challenging to scale. With no software in place, teams across various departments collaborated to maintain showroom layouts.

“Our stores operate more like experience centers than conventional retail outlets,”
said Jenea Dent-Ali, the project’s lead stakeholder. “We needed a solution that could help
us manage and analyze the effectiveness of our showroom layouts without relying on
manual updates and guesswork. LEAFIO Shelf Efficiency checked every box.”

The implementation will provide TG Appliance Group with the tools to:
● Digitally create and adjust showroom floor plans
● Centralize merchandising operations for better team collaboration
● Track and analyze product positioning and its influence on sales
● Reduce the manual effort and time required to execute layout changes

Andre Max
Andrew Max


“We’re thrilled to partner with TG Appliance Group, not just because they’re a well- respected brand in Canada, but because this collaboration expands the scope of what’s possible with our solution,” said Andrew Max, CCO of LEAFIO AI.

“Their floor-plan-driven model is the perfect canvas for data-driven merchandising.”

While many retailers invest in planogram automation for shelves, TG’s use case is unique—placing a powerful analytical tool at the heart of floor-based merchandising. The
implementation represents a new frontier for LEAFIO Shelf Efficiency, showcasing its flexibility beyond traditional fast-moving consumer goods (FMCG) or grocery environments, said officials.

LEAFIO AI is a retail technology company that develops innovative solutions to optimize key
retail processes such as inventory management, shelf space planning, assortment performance, and promotion execution. With over 15 years of experience in retail optimization and a presence in more than 20 countries, LEAFIO AI empowers retailers around the world to improve operational efficiency, increase shelf productivity, and drive sustainable growth across thousands of store locations.

TG Appliance Group was founded when Tasco Appliances and Goemans Appliances merged more than 10 years ago. Tasco was founded in 1954 and Goemans in 1978. There are 13 locations in Ontario.

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