Retail Insider is streamlining its Canadian retail news from around the web to include a handful of top news stories that can be viewed quickly during the day. Here are the top stories from the past 24 hours.
Cumberland Terrace in Toronto (Bay Street entrance). Photo: Triovest
A piece of Toronto’s retail past is preparing for its final goodbye. Cumberland Terrace, the 50+ year-old shopping centre in Toronto’s Bloor-Yorkville neighbourhood, will officially shut its doors by the end of June. As tenants move out and interior corridors are boarded up, a farewell tour hosted by Liminal Assembly on Saturday, June 21, will offer the public one last opportunity to walk its aging halls and reflect on its unique place in the city’s urban fabric.
“We’re expecting hundreds of people to come and have one last busy day at Cumberland Terrace,” said Aryeh Bookbinder, founder of Liminal Assembly, in an interview with Retail Insider. “It was one of the first revolutionary stroll malls. You could go there on a date, take a walk, or bring the family. It was upscale in its day, and more recently, beloved by the local community, students at Jesse Ketchum, and office workers for its food court.”
A Living Memory of 1980s Toronto
The event, which Bookbinder describes as a re-creation of a 1980s mall day, will feature packed hallways, emotional reunions with longtime tenants, and the opportunity to buy from small businesses facing their final days.
Aryeh Bookbinder
“Let’s fill it with shoulder-to-shoulder traffic. Let’s get lineups outside of some of our favourite stores and see smiles on these vendors’ faces during such an emotional time,” Bookbinder said.
Over the decades, Cumberland Terrace became an unassuming but cherished part of downtown Toronto. While it may not have carried the prestige of nearby luxury retailers, the mall was a daily destination for thousands. Its lower level was especially known for its eclectic food offerings—mostly independent, family-run restaurants.
“People still remember spots like Roasty Jack, Metropolis Café, and Salad Days,” Bookbinder said. “They weren’t chains, and they were deeply rooted in the community. That kind of character is hard to find today.”
Asian Arts store at Cumberland Terrace in Toronto. Photo provided by Liminal Assembly
Tenants Face Retirement, Relocation
With just weeks left before vacating, tenants are rushing to either wind down or find new spaces. According to Bookbinder, some are planning to retire altogether.
“The owner of Asian Arts and the gentleman who runs BM Framing are both retiring,” he said. “The tailor on the first floor is also likely to retire.”
Others, like 360 Law, are searching for office space. Meanwhile, Bead Dazzled—a beloved boutique that has operated in the mall for years—is debating its future.
“They’re hoping someone will come in on the 21st and buy the entire inventory,” said Bookbinder. “If not, they’ll need to find a space quickly. But with so much small inventory—beads, materials—it’s going to be a challenge.”
Former Druxy’s at Cumberland Terrace. Historical photo provided by Liminal Assembly
A Nostalgic Send-Off With Purpose
Liminal Assembly, known for its immersive events in so-called “liminal spaces,” is encouraging attendees not just to reminisce but to support the mall’s remaining tenants.
“I want to redirect people’s desire to ‘take home a piece of Cumberland Terrace’ away from vandalism like chipping off tiles,” Bookbinder explained. “Buy from the stores. Support the business owners. Help them retire with dignity.”
To commemorate the event and support its organization, Liminal Assembly will sell a limited-edition poster and tote bag. The poster is a detailed homage to the mall’s history, featuring rare and often unseen archival photographs, including a shot of Druxy’s Famous Deli and vintage mall renderings.
“It includes the different stages of the mall, how it evolved, and what’s coming next. Some of the images haven’t been seen by the public before,” said Bookbinder. “It’s our way of letting people take home a piece of history, without harming the space.”
The commemorative items can be purchased via Eventbrite with an RSVP to the event.
Opened in 1974, Cumberland Terrace was once a modern marvel of midtown Toronto retail, nestled between the Mink Mile and the Bay-Bloor corridor. It offered underground access to the subway, a protected pedestrian experience, and a convenient location. But over the past two decades, it declined into what urbanists have termed a “dead mall”—a retail complex in slow decay despite its central location.
Redevelopment has long been in the works. As early as 2001, a 34-storey residential proposal was awarded and praised but ultimately shelved. “They said they were going to sit on it,” Bookbinder recalled. “It was mostly townhouses then, and it looked like they were making use of the existing structure.”
Today, new plans appear to be advancing. Walls are going up inside the shopping centre to create construction corridors. Although not all tenants have been publicly informed of final plans, sources indicate that redevelopment will likely include residential towers, street-facing retail, and potentially a public plaza.
In more vibrant times, Cumberland Terrace had white picket fences in the shopping centre. Image provided by Liminal Assembly
Liminal Assembly’s Mission: Honouring What’s Lost
Liminal Assembly has become a powerful force in Toronto’s cultural scene, offering walking and bus tours of what Bookbinder describes as “spaces between what was and what’s next.” Past tours have included PATH corridors, suburban plazas, and other transitional environments, often evoking nostalgia, eeriness, and emotion.
“We don’t visit landmarks,” said Bookbinder. “We visit places that you wouldn’t normally think of as destinations—corridors, walkways, buildings that are fading into memory.”
Their first event at Cumberland Terrace took place in March 2025 and sold out quickly. It brought renewed attention to the mall’s dwindling presence and prompted many to share memories and photos online.
1970s ad for Cumberland Terrace. Image provided by Liminal Assembly
A Moment to Remember—and Let Go
As June 21 approaches, Bookbinder hopes the community will come out not only to remember but to be part of a moment of transition. “It’s not just a mall that’s closing. It’s a space that holds decades of stories—first jobs, lunch breaks, family outings,” he said.
“I hope people will see this as an opportunity to say goodbye in a meaningful way. It’s easy to forget places like Cumberland Terrace when they’re gone, but for so many, it was part of everyday life.”
He then added, “And if you’re going to take anything home, let it be something from a local store. Or one of our posters. That way you’re helping preserve the memory while supporting the people who made the space what it was.”
Kevito said co-founders Kenton Chan and Thomas Wong will continue to lead new business development and strategic growth initiatives, advancing their vision of introducing innovative culinary experiences to the Canadian market.
“Recognized as industry pioneers, Chan and Wong brought Chatime to Canada in 2011, launching the country’s first global bubble tea chain. Under their leadership, Chatime has expanded to over 100 locations nationwide, becoming one of Canada’s largest and fastest-growing bubble tea franchises,” said the brand in a news release.
“With more than 25 years of senior leadership experience at iconic Canadian brands including Tim Hortons, Loblaws, Sobeys and Harry Rosen, Tham has earned a reputation for building high‐performance teams and delivering breakthrough consumer experiences. Her appointment signals Kevito Group’s commitment to accelerating menu innovation, strengthening its national franchise system and elevating the customer journey across all touchpoints.
Kenton Chan
“Trinh is a results-driven leader with a clear vision for the future of Chatime and Bake Code,” said Chan. “Her deep experience in brand building, operational excellence, and digital transformation – combined with an unwavering focus on innovation and franchisee success – makes her the right person to lead us into this next phase of growth. We’re excited for what’s ahead.”
Under Tham’s leadership, Kevito Group said it will continue its category-defining product innovation programs, responsible for fan favourites such as Chatime’s Brown Sugar Pearl Crema Milk Tea and Bake Code’s Molten Salted Egg Croissant, to bring even more seasonal beverages and globally inspired flavours to market at an accelerated pace. This includes sourcing high-quality ingredients, such as premium-grade matcha from various regions across Japan, to ensure every product meets the brand’s uncompromising standards for taste and consistency.
Tham will also lead efforts to enhance support for franchise partners, focusing on training, marketing tools, and operational guidance that align with Kevito Group’s standards and growth ambitions, it said.
Recognizing that today’s guests crave both convenience and connection, Kevito Group said it plans to evolve its customer engagement strategy by improving service consistency, enhancing its newly re-launched loyalty program to deliver more value back to customers, and refining store design and branding to reflect its Asian roots and relevance to Canadian communities.
“Chatime has helped expand Asian food culture through bubble tea in Canada, and I believe we’re just getting started,” said Tham. “There’s an exciting opportunity to continue redefining what modern Asian beverage and food experiences can look like. I’m thrilled to work alongside our passionate team and entrepreneurial franchise partners to create memorable, modern experiences that reflect the richness of our brand and the communities we serve.”
Founded in 2011, Kevito Group is a Toronto-based leader in the Canadian quick-serve restaurant (QSR) industry. The company operates a diverse portfolio of brands including Chatime Canada, Bake Code Bakery & Cafe, and Atealier by Chatime, with a combined footprint of 100 locations nationwide.
Link CentralWalk in Shenzhen, China. Ruby Liu sold the shopping centre to a Hong Kong REIT in 2019 for $1.25 billion USD. Photo: Link CentralWalk
As Canada’s retail sector navigates uncertainty and reinvention, a bold new voice has entered the conversation with an ambitious vision for its future. Ruby Liu, Chairwoman of Central Walk and the entrepreneur behind a proposed new department store chain that bears her name, is preparing to reshape Canadian retail by rethinking what a store can be — merging retail, entertainment, food, and culture into one dynamic destination.
In an exclusive interview with Retail Insider conducted in Mandarin and translated by Linda Qin, CEO of Central Walk, Liu shared her philosophy on retail, the importance of experiential shopping, and her belief that Canada must draw from successful Asian retail models to reinvigorate its outdated shopping environments.
From Mall Operator to Visionary Retailer
Liu’s influence in Canadian retail has already taken root. Central Walk currently owns and operates three major shopping centres in British Columbia — Mayfair Shopping Centre in Victoria, Woodgrove Centre in Nanaimo, and Tsawwassen Mills near Vancouver. Under her direction, these centres have experienced revitalization, especially Tsawwassen Mills, which has undergone a transformation through the introduction of innovative entertainment and community engagement programming.
Weihong (Ruby) Liu at Toronto’s Yorkdale Shopping Centre on June 16, 2025. Photo: Craig Patterson
“Tsawwassen Mills is located in a town with just 30,000 residents, and even with a wider surrounding area, we’re talking about a population of roughly 110,000,” Liu explained. “It’s not an easy place to succeed. But we’ve brought in entertainment, new ideas, and created reasons for people from an hour away to visit. That’s how we know this model works.”
This track record forms the foundation for Liu’s next major undertaking — the launch of a department store chain named Ruby Liu. She has submitted a bid to acquire 28 former Hudson’s Bay store locations, with final court and landlord approvals pending. While the specifics of the stores cannot yet be disclosed, Liu was eager to outline her broader vision for the Canadian retail landscape.
A New Retail Model for a New Generation
“Canadian consumers have been exhausted,” Liu said. “They go to different shopping malls, and everything looks the same. There are no unique experiences, no meaningful marketing promotions or events. The whole system lacks creativity.”
Liu believes that the next generation of Canadian retail must break from convention and follow more innovative international examples — particularly those found in Japan. “Japanese department stores are leading the way in attracting people back to physical retail,” she said. “They have events, educational sections, pop-up stores, and endless fresh ideas that draw people in.”
In contrast, Liu views the Chinese market as having gone too far into the digital realm. “China has pushed e-commerce very hard. It’s a powerful system, but it removes the human connection,” she explained. “Japan has found the balance, and that’s what we want to replicate and improve upon.”
Isetan department store in Tokyo’s Shinjuku district. The single store sells over USD $2 billion annually. Photo: Japan Shopping Now
Challenging the Doubters
Some landlords and industry observers have questioned Liu’s qualifications, particularly as she lacks a traditional retail background. But she dismisses those doubts with conviction.
“Success doesn’t always come from formal training,” she said. “Look at people like Elon Musk — they succeeded by understanding people and thinking differently. I know consumer behaviour inside and out. I know what works.”
She continued, “If we can transform a place like Tsawwassen Mills, imagine what we can do in prime city centre locations. All of the former Hudson’s Bay locations we’re looking at are in major urban areas. If we made it work in a small town, we can absolutely thrive in these markets.”
Renderings of TM Wonder, a new multicultural food hall that will be opening at Tsawwassen Mills. Image: Central Walk
Engaging the Z Generation
Liu is particularly focused on connecting with Gen Z consumers, who she feels have been overlooked by traditional Canadian retailers.
“Younger consumers aren’t interested in luxury finishes or expensive-looking stores. They want excitement, creativity, events, and experiences that matter to them,” she said. “They’re interested in things like cosplay, pop-ups, robotics, and technology.”
She cited examples seen abroad, such as retail spaces where young people can climb walls, interact with robotic arms, or engage in short-term flash installations. “Once the event ends, the crowd disappears,” Liu noted. “So we need continuous programming that keeps people coming back.”
She envisions central stages in department stores where year-round events and performances could take place — from youth art exhibitions to dance showcases and seasonal celebrations. “We’ll work with young talent, with community partners, and even with local governments to make it happen,” she said. “This isn’t just retail — it’s culture and community building.”
Labubu dolls, image: Pop Mart
Inspirations: Pop Mart, Labubu, and Emotional Shopping
Liu also praised contemporary Asian brands like Pop Mart and Labubu, which have gained cult-like followings for their emotionally engaging collectibles and characters.
“Even though young people spend a lot of time online, they still need emotional support,” Liu said. “You can’t just hold your phone 365 days a year. Toys and dolls can offer comfort, help release stress, and give people a sense of companionship.”
Retail, she believes, needs to embrace that emotional connection. “It’s not just about what people buy — it’s how the experience makes them feel.”
The Evolution of Kids’ Play
Entertainment for children is another major pillar of Liu’s vision. “We’re developing version 2.0 of kids’ areas,” she said. “It’s not just about fun anymore — it’s also about education.”
Drawing inspiration from global concepts like KidZania, Liu aims to integrate immersive play environments where children can learn real-world skills by role-playing as doctors, firefighters, bankers, or pilots. “It’s a platform for kids to discover their passions and gain confidence. It’s something that can bring parents, educators, and governments on board.”
A Press Conference on the Horizon
While Liu cannot yet share final plans for her new stores, she intends to host an intimate press conference in Toronto on the afternoon of June 23 — the day of court proceedings related to the acquisition of the former Hudson’s Bay locations.
The event will provide an opportunity to further discuss her retail philosophy and field questions from Canadian media.
“On that day, we’ll speak more about how to get younger generations out of their rooms, off their phones, and into the real world,” Liu said. “Our mission is to build something that excites and inspires people to come together again.”
Rendering of a Ruby Liu store at Coquitlam Centre. Image: Ruby Liu
The Path Forward
Liu expects that once her court bid is approved, her stores could begin opening within three to six months, depending on the condition of each space.
While she remains cautious not to divulge specific store concepts until official approval is granted, Liu is confident that her approach — grounded in entertainment, education, and emotional connection — will offer a fresh alternative in Canada’s retail landscape.
“We don’t need to look backward,” she said. “We need to look forward — to build something that belongs to this new generation.”
Clutch, Canada’s fastest-growing online used car retailer, has opened its first Customer Hub inside Cadillac Fairview’s Markville Mall (5000 Hwy 7, Markham, ON).
This opening marks a significant milestone in Clutch’s mission to make buying and selling pre-owned cars easier, more convenient, and more accessible for all Canadians, said the company.
Dan Park
“This space is about giving our customers more choice and flexibility,” said Dan Park, CEO of Clutch. “While most of our customers love the ease of buying a car entirely online, some value having a physical space where they can interact with our team. Our new Customer Hub brings the best of both worlds together, and is a place where technology and human connection meet.
“This Customer Hub at CF Markville Mall puts us closer to our customers, making it easier and more convenient for Canadians to buy and sell vehicles. The new location brings Clutch’s trusted, tech-powered experience directly into a popular retail environment, offering unparalleled convenience, speed, and flexibility.
“Clutch’s Instant Cash Offer provides customers with a firm, no-haggle offer to buy their vehicle in minutes. Customers can drop off their vehicle at the Hub or schedule a home pickup, creating a seamless path from online valuation to final transaction. It’s fast, hassle-free, and built entirely around the customer.
“This launch marks a major milestone in Clutch’s mission to reinvent the car ownership experience – removing friction, building trust, and making it easy to transact on your terms.”
Photo: Clutch
Park said CF Markville is just the beginning.
“Clutch is building a network of Customer Hubs across Canada to complement its powerful online platform and extend its reach from coast to coast. Ultimately, Clutch wants to deliver a true omni-channel experience where customers are dictating how, when, and where to buy and sell a vehicle,” he said.
“Each location will deliver the same high-quality, customer-first experience Canadians have come to expect, whether they’re accepting an Instant Cash Offer or shopping for their next vehicle. The future is all about choice: digital convenience backed by real-world access, nationwide.”
Strategically located in one of the Greater Toronto Area’s busiest shopping centres, this inaugural Customer Hub will serve as a dedicated pick-up and drop-off point for customers buying or selling through Clutch.ca. It offers a physical touchpoint in an otherwise digital-first experience, bridging the gap between online convenience and in-person service, explained the company.
Photo: Clutch
Services Offered Include:
Convenient Pick-Up and Drop-Off: This location will serve as a centralized hub for customers to pick up or drop off vehicles purchased or sold through Clutch.ca, streamlining the handoff experience.
On-Site Support from Clutch Experts: Friendly and knowledgeable Clutch experts will be available on-site to facilitate vehicle hand-offs and ensure a smooth and seamless experience.
Guided Digital Shopping: Customers can browse Clutch’s full online inventory using dedicated in-store computers, with staff available to assist in navigating listings, comparing vehicles, and answering any product-related questions.
Customer Education and Guidance: Clutch experts will provide in-person guidance on the digital car-buying process.
Founded in 2016, Clutch is Canada’s leading online retailer for pre-owned vehicles.
Tsawwassen Mills in South Delta, BC. Photo: Central Walk
Tsawwassen Mills, located on Tsawwassen First Nation land in Delta, British Columbia, has undergone a remarkable transformation since being acquired by Central Walk in May 2022. Under the leadership of Weihong (Ruby) Liu, Chairwoman of Central Walk, and Linda Qin, CEO of Central Walk, the shopping centre has shifted from a traditional outlet model to an ambitious, multi-functional destination blending retail, culture, entertainment, and community engagement.
“We focus on community service. We focus on family and kids. We focus on promoting the mall and helping our tenants to thrive,” said Qin in an exclusive interview.
The 1.2 million-square-foot centre, originally developed by Ivanhoé Cambridge for $600 million, now houses around 200 tenants including Bass Pro Shops. However, Central Walk has added significant experiential elements to revitalize the property and attract a broader demographic.
Entrance 3 at Tswwassen Mills. Image: Central Walk
Family-Friendly Entertainment Anchors the Revamp
One of the standout additions is Flyoland, a 30,000-square-foot children’s playground. “It’s become a hotspot for families,” Qin explained.
Adding to the entertainment roster is the newly introduced 5D cinema, which offers an immersive experience not commonly found in Canada. “This must be the first one in Canada,” Qin noted. “It’s fun, family-oriented, and a hotspot for entertainment.”
Beyond these attractions, Central Walk is preparing to unveil an Emoji-themed play area designed to serve as a photo-friendly, creative space for children. “It will be a hub where people can take pictures and enjoy a very unique vibe,” Qin added.
Tsawwassen Mills Shopping Centre. Image: Central Walk
Permanent Stage and Cultural Programming
Another key initiative includes a permanent stage space at Entrance 3. “Ms. Liu is willing to sacrifice about 7,000 to 8,000 square feet of retail area to create a permanent stage for cultural and community events,” Qin shared. This stage will host a variety of performances and events, from fashion shows to multicultural celebrations.
Michael Zhang, General Manager of Grand Commercial Management, an affiliate of Central Walk, emphasized the importance of these entertainment and cultural additions. “We want to make this a one-stop suburban destination for the whole family,” Zhang said.
Honouring Indigenous Culture with Tourism Initiatives
Central Walk is also working closely with Tsawwassen First Nation to honour local Indigenous culture. Plans include the installation of totem poles, educational signage, and an enclosed street space featuring Indigenous art and storytelling elements.
“We want to build a tourism hotspot that educates both locals and tourists about the rich First Nations history and culture,” Qin explained. “By next June, we plan to have a major celebration to inaugurate this cultural area.”
Zhang elaborated further: “We are working with TFN leadership to ensure the cultural installations are authentic and meaningful. It’s our way of showing respect and creating a learning experience for visitors.”
Tsawwassen Mills Food Court. Image: Central Walk
Asian Fusion Food Hall: TM Wonder
Perhaps one of the most ambitious projects underway is a 24,000-square-foot Asian fusion food hall named TM Wonder. Inspired by similar developments in Asia such as Thailand’s Iconsiam, TM Wonder is designed to be more than just a food court.
“What we want is to create a higher customer satisfaction level,” Zhang said. “We looked at our changing demographics, with increased populations of Indian, Chinese, and Korean customers, and decided to create a food and entertainment space that reflects this multicultural makeup.”
Rendering of TM Wonder, a new multicultural food hall concept opening at Tsawwassen Mills. Image: Central Walk
The space will include 18 kiosks and CRUs (commercial retail units), a central bar, and live entertainment with stages for performances like jazz, classical music, DJs, and weekend theme markets. “Every weekend will feel different,” Zhang explained. “We want people to explore new foods and cultures each time they visit.”
The ability to extend operational hours thanks to independent exterior entrances is also a key differentiator. “Food courts inside malls often have to close when the mall closes,” Zhang noted. “TM Wonder will be able to stay open later, creating more opportunities for social dining and entertainment.”
Rendering of TM Wonder, a new multicultural food hall concept opening at Tsawwassen Mills. Image: Central WalkRendering of TM Wonder, a new multicultural food hall concept opening at Tsawwassen Mills. Image: Central Walk
Tenant Mix Expands as Leasing Accelerates
Central Walk continues to attract new tenants to the property. Zhang confirmed that discussions are ongoing with major grocery retailers, as well as Japanese fashion powerhouse.
Additionally, the former Saks OFF 5TH space is being eyed for potential conversion into a large-format supermarket, thanks to its ideal layout with independent truck access.
Other new tenants include popular brand Lee’s Donuts, expected to open by September, adding another family-friendly element to the growing food and beverage lineup.
Rendering of TM Wonder, a new multicultural food hall concept opening at Tsawwassen Mills. Image: Central Walk
Pickleball and Outdoor Event Space
Beyond the mall interior, Central Walk is investing in outdoor facilities to further broaden its appeal. A new pickleball venue is being constructed in the parking lot between Entrances 3 and 4. “We signed a contract with the pickleball association of B.C. to build a venue that will host provincial competitions,” Qin revealed.
“That alone could bring an additional million visitors to the property each year,” she added.
Foot Traffic Growth and Revenue Impact
The results of these investments have been impressive. “When we acquired the property in 2022, annual foot traffic was around 4.2 million. By 2023, it had grown to 4.8 million, and in 2024 we expect it to surpass 5.6 million,” Zhang detailed.
“Even as other malls experience flat or declining traffic, ours continues to grow year-over-year,” he noted.
The entertainment and experiential offerings play a critical role in this success. “As a landlord, we see these tenants as traffic drivers,” Zhang explained. “They give families a reason to visit on weekends, which in turn benefits the retailers.”
While entertainment-focused tenants often pay lower rent than traditional retailers, Zhang noted that the value they bring to the overall property far outweighs the lower rental income. “They attract crowds, and when people come for entertainment, they often stay longer and spend more across the mall.”
Rendering of a fashion area in the new Ruby Liu department store. Image: Ruby Liu
Foreshadowing Ruby Liu’s Department Store Vision
The innovations at Tsawwassen Mills may offer a preview of what Ruby Liu has planned for her forthcoming department store chain. After acquiring 28 former Hudson’s Bay leases across British Columbia, Alberta, and Ontario, Liu aims to reinvent the department store concept with a strong experiential and community focus.
“We want to create inclusive, multifunctional hubs that serve families, promote active lifestyles, and provide meaningful engagement for youth,” Liu previously said in a press release.
Zhang noted that the thinking behind TM Wonder and other experiential elements aligns closely with Liu’s broader retail philosophy: “It’s about creating places where people want to gather, explore, and spend time.”
Looking Ahead
For Central Walk, Tsawwassen Mills represents not just a successful retail project but a living laboratory for new ideas in the Canadian market. “We have faced challenges since the grand opening years ago, but with these out-of-the-box approaches, we are finding our own way in a challenging economic environment,” Zhang concluded.
With continued investments in culture, entertainment, food, and community engagement, Tsawwassen Mills stands as a powerful example of how shopping centres can evolve into vibrant suburban destinations—and perhaps a blueprint for Ruby Liu’s bold new retail ambitions across Canada.
At a time when Canadians are feeling the squeeze from rising grocery bills and dining out costs, IKEA Canada continues to prioritize value, offering warm, hearty meals at prices that feel like the good old days.
Whether it’s their $5.99 breakfasts (a plate loaded with scrambled eggs, bacon, sausage, home fries, and pancakes), Swedish Thursdays, offering 50% off meals, or newly expanded plant-based options, IKEA Canada’s food menu is proof that affordability doesn’t have to come at the expense of quality or taste. And now, just in time for summer, they’re adding something special to the mix: A full Swedish Midsummer Buffet for only $24.99 – a three-course celebration with salmon, meatballs, desserts and more.
These offerings reflect IKEA Canada’s broader mission to support Canadians through accessible pricing, both on the showroom floor and in the restaurant, explained the company.
Elena Pozueta Larios
“For IKEA, being affordable for the many people remains our absolute priority — especially in times of economic uncertainty and rising living costs. IKEA Canada is committed to supporting our customers during this period of higher food inflation. Despite rising costs, we have consciously absorbed these increases to ensure we continue to serve the many. Our goal is to offer affordable meals and remain accessible to those with tighter budgets by providing full meals at very reasonable prices,” said Elena Pozueta Larios, Head of IKEA Food, IKEA Canada.
“At IKEA, we have always prioritized creating an overall experience that is a fun day out for the entire family and we know that food is the gateway to people’s hearts. By offering relevant and enticing food options in our stores, we drive traffic with irresistible deals and very low prices. This not only brings customers into our stores but also enhances brand awareness by tapping into our Swedish identity. When the time comes for a consumer to make a purchase, they will remember IKEA.”
Larios said IKEA aims to inspire and enable the many people to move towards healthy and sustainable lifestyles by offering affordable, attractive, and accessible home furnishing products and food that support a healthy and sustainable life at home.
Photo: IKEA
“Our plant-based options have been warmly received by our Canadian customers. Our recent and newest addition, the plant-based nugget, has been a particularly popular addition in our Swedish Bistros. Additionally, the vegetable rice dish—our most affordable offering in the Swedish Restaurant—has achieved remarkable success in its first four weeks, with demand tripling our initial projections. Canada is the top second country in the world across IKEA for selling the Plant balls in our Swedish Food market.
“The IKEA Swedish Midsummer experience is happening across all IKEA stores in Canada, with the exception of our extra small format stores in downtown Toronto and Scarborough Town Centre.
“We are planning to revitalize the shopping experience in our Swedish Restaurants by introducing a digital buying process. This innovation will reduce waiting times and enhance the overall dining experience at IKEA. By embracing this added digital customer journey, we aim to connect with newer generations, build brand awareness, and foster trust in our brand. We are aiming to set up this new process within our next fiscal year.”
“With more Canadians looking to stay within the country this summer, now is a great opportunity to explore our local businesses and communities and keep the loonies local. Every time Canadians choose to shop at a local small business, 66 cents of every dollar stays in the local economy.”
This year, almost 40% of businesses expect summer tourism revenue to remain the same as last year, while about equal shares expect either higher or lower revenues. New data from CFIB found that 37% of those surveyed noticed changes in tourists’ behaviour. Among those, 58% of businesses are seeing growing interest from Canadian travelers, and 37% noticed visitors choosing more affordable options for goods or services.
The CFIB is Canada’s largest association of small and medium-sized businesses with 100,000 members across every industry and region.
Cross-border travel takes a hit amid trade tensions
A public opinion poll conducted by CFIB with members of the Angus Reid Forum found that 10% of Canadians have canceled their business travel to the U.S and 22% cancelled their personal travel.
Among those who have finalized their travel plans or have yet to do so, 56% plan to travel within their province, 51% elsewhere in Canada, and 21% elsewhere in the world other than the U.S. Only 11% are travelling or looking to travel to the U.S. this summer, said the CFIB
To help the tourism industry, CFIB said it is urging all three levels of government to reduce permit and licensing requirements while actively promoting buying local and travelling within and to Canada.
“Governments and Canadians have a significant role in strengthening our economy and supporting independent local businesses. We encourage people from coast to coast to get out and explore their communities, their provinces and their country this summer to create new memories and help give small businesses a much-needed boost.”
Cozey, the direct-to-consumer Canadian furniture brand known for its “sofa-in-a-box” concept, officially opened its Ottawa pop-up on June 12, marking its first physical presence in the National Capital Region. The brand’s founder and CEO, Frédéric Aubé, confirmed the 4,000-square-foot location will remain open until January 2026 — making it Cozey’s longest-running pop-up to date.
“This is a big market for us,” said Aubé in an interview with Retail Insider. “Ottawa is actually in our top five performing regions in Canada, even though we haven’t invested heavily in local marketing until now.”
Located at 137 Rideau Street, the pop-up spans two floors and showcases Cozey’s full lineup of modular sofas, washable rugs, and accessories in an interactive showroom format. Aubé noted the company specifically targeted a high-visibility streetfront presence rather than locating the store inside a shopping centre.
Frédéric Aubé, Founder and CEO of Cozey
“We’ve always leaned toward street-level spaces,” he explained. “It’s about controlling the entire customer experience. Rideau Street gave us the right mix of visibility, foot traffic, and space to test a new two-level retail concept.”
The Ottawa store closely mirrors Cozey’s permanent flagship on Queen Street West in Toronto and serves as a market trial that could lead to a permanent store depending on performance.
“If it goes well, we’re definitely considering a permanent store here,” Aubé said. “That’s the whole point of the pop-up — to fully evaluate the market over several months.”
Cautious but Ambitious Growth
Cozey, founded in Montreal during the pandemic in 2020, has quickly emerged as a major player in the North American furniture landscape. Starting online with a focus on modular sofas that can be delivered in courier-sized boxes and assembled without tools, the brand quickly gained traction by offering modern convenience, quality materials, and a customer-centric ethos.
“We started with a simple idea: let’s make great furniture that people can easily assemble themselves,” said Aubé. “Even people with zero experience — like me — should be able to do it.”
Cozey’s rise has been steady and deliberate. After launching online, the brand opened its first pop-up at Toronto’s Stacked Market, followed by temporary showrooms in Vancouver, Montreal, and New York City. Its first permanent store debuted in Toronto in 2024. Now, Cozey is pursuing long-term growth with a measured rollout of permanent stores.
“We want to be cautious,” said Aubé. “I’ve seen too many DTC brands try to scale retail too fast and lose control. We’re building the infrastructure and team to do this the right way.”
In-Store Experience Fuels Online Growth
Despite its online roots, Cozey has found that physical showrooms significantly enhance digital performance. In markets where pop-ups or permanent stores have launched, online sales tend to rise — a retail trend commonly referred to as the “halo effect.”
“We’ve seen strong omni-channel benefits from physical stores,” Aubé said. “When customers interact with the brand in-person, they’re more likely to convert online. Toronto is our biggest region by far now, and I’m sure our Queen Street flagship plays a major role in that.”
That tactile in-person experience is central to Cozey’s value proposition. While customers often discover the brand through digital channels, seeing and trying out the furniture in-store remains a key step before purchase.
“Our products are designed to be touched and experienced,” he said. “People want to feel the comfort, understand how the modules work, and visualize them in their space. It’s not something you get from a screen.”
Modular, Canadian, and Customer-Focused
Cozey’s core product lineup includes modular sofas, chaise lounges, storage solutions, and washable rugs. Everything is designed with a tool-free assembly model, making the products especially appealing for urban dwellers or those who frequently move.
“We’re trying to remove all the friction that comes with traditional furniture buying,” said Aubé. “No tools, no waiting weeks for delivery, no difficult returns.”
“There’s a lot of pride in being a Canadian brand,” Aubé said. “We’ve got 150 people working for Cozey in Canada, and our goal is to grow that even more. When I see companies like Canada Goose or Lululemon succeed globally, I want Cozey to be part of that Canadian retail story.”
A Long-Term Vision
As Cozey tests the waters in Ottawa, Aubé emphasizes the company’s focus on sustainability — both in product and strategy.
“This is a marathon, not a sprint,” he said. “We’re not rushing into dozens of stores overnight. We’re learning, improving, and building something durable. That’s what will set us apart.”
The Rideau Street pop-up is now open to the public, offering visitors an opportunity to interact with the Cozey brand in-person — and perhaps get a first look at the company’s next phase of national growth.
In spite of ongoing inflation worries, tariff tensions and tightening operating margins, four in 10 Canadian small and mid-market enterprises (SMEs) are spending more on business travel in 2025 than last year, according to a new national YouGov survey from Corporate Traveller Canada, the business travel division of Flight Centre Travel Group.
At a time when many Canadians are reining in personal spending, 42 per cent say they expect to increase their travel budgets, pointing to the enduring value of in-person relationship building, business acquisition and team connectivity, said the company.
This sentiment aligns with Corporate Traveller Canada’s own booking data, which shows a 6% increase in domestic and international business bookings in Q1 2025 compared to the same period last year, driven primarily by clients in professional services, mining and manufacturing sectors, it said.
Almost 3 in 4 (70%) Canadian SMEs fear that inflation will affect their business’s ability to afford corporate travel.
Demand for Corporate Travel Reaching New Heights
More than 4 in 5 (82%) SMEs believe demand for corporate travel will be the same as or higher than pre-pandemic levels over the next 12 months.
Majority of SMEs Think Corporate Travel Remains Viable
Taking the current and forecast inflationary environment into account, 15% of SMEs say travel remains highly viable (little to no change) and almost half (48%) say it’s viable, though some reduction may be necessary.
Savvy Businesses Taking Steps to Manage Costs
Over the past 12 months, 84% of Canadian SMEs have gotten smart about where they spend their travel budget—but only 30% have reduced travel frequency.
Opted for cost-effective options (economy class, budget accommodations) – 32%
Encouraged or mandated advanced bookings to secure lower rates – 28%
Reviewed and optimized policies – 27%
Set stricter travel expense limits and budgets – 25%
Negotiated discounts with airlines, hotels or car rental companies – 24%
Implemented an approval process for all travel requests – 24%
Used data analytics or technology (e.g. AI-based tools) to monitor and control expenses – 21%
“While prices for essentials remain elevated—they rose by 3.8 per cent in April 2025 compared to April 2024—Canadians are getting a temporary financial reprieve when it comes to the cost of airfare. In March 2025, prices fell 12 per cent YoY. That decrease remained low for April 2025, at a YoY drop of 5.8 per cent,” said the company.
